Framework for a Basic Nonpr...
Table of Content
I. ICSO General Overview: 3
II. Executive Summary: 3
III. Process of Development the Strategic Plan 3
IV. ICSO Organizational Scopes of Strategies: 3
V. ICSO Organizational Vision Statement 3
1. ICSO Organizational Mission Statement 3
2. ICSO Organizational Core Value and Belief: 3
2.1. Team work: 3
2.2. Mutual Respect: 3
2.3. Empowerment Approach 3
2.4. Indigenous People's rights 3
2.5. Honesty and Integrity 3
2.6. The role of our NGO in civil society 3
3. ICSO Organizational Development Goal 3
4. ICSO Program and Management Strategic Objectives: 3
4.1. Programs Strategic Objectives: 3
4.1.1 Strategic Objective One 3
4.1.1.1 Village Organizing Program (VOP) Strategy 3
4.1.2 Strategic Objective Two 3
4.1.2.1 Community Organizing Empowerment (COE) Strategy 3
4.1.2.2 Indigenous Women Empowerment (IWE) Strategy 3
4.1.2.3 Community Media Empowerment (CME) Strategy 3
4.1.2.4 Natural Resources Management Empowerment (NRME) Strategy 3
4.1.3 Strategic Objective Three 3
4.1.3.1 Indigenous Representative Active Members (IRAM) Strategy 3
4.1.4 Strategic Objective Four 3
4.2. ICSO Management Strategic Objectives 3
4.2.1 Strategic Objective Five 3
4.2.2 Strategic Objective Six 3
4.3. ICSO Strategic SWOT Analysis 3
VI. Organizational Description: 3
1. Organizational Background: 3
2. Rational of Cambodia context of IP 3
3. Estimated for ICSO target area direct and indirect beneficiaries 3
Annex 1: ICSO Governance Board. 3
Annex 2: ICSO Staffing Plans 2010-2012: 3
Annex 4: Operating Budgets for 2010-2012 in Estimation: 3
Annex 5: Financial Health: (Detail in ICSO Financial Policy) 3
Annex 7: Administrative and Human Resources Development Plan: 3
Annex 8: Monitoring and Evaluation and reporting Plan: 3
Reports are often used as tools for documenting, monitoring and evaluating programs/projects/units’ work done, and are essential for sound project management cycle concept. (See more detail of the ICSO Reporting System and functional structure of the reporting system). Both progress narrative and financial reports will be conducted on a regular basis for internal and external, donors, Governance Board and relevant stockholders as a part of monitoring, reflecting and updating for the concrete recommendations and direction the process to measure the progress and impact and feedback. ICSO still keep the difference types of the reports are listed below. 3
Annex 11: ICSO Organizational Logical Framework: 3
Abbreviation
AF : Asia Forum
AI : Indigenous Association
AIPP : Asia Indigenous People Pact
BCV : Building Community Voices
CAG : Community Advisory Group
CBO : Community Based Organization
CEDAW : Convention on the Elimination of All Forms of Discrimination
CFI : Community Forest International
CHRD : Cambodia Human Rights and Democracy
CLA : Community Legal Advisor
CLEC : Community Legal Education Center
CLL : Cambodian Land Law
CME : Community Media Empowerment
CMT : Community Media Training
CMTAG : Community Media Training Advisory Group
CMTVG : Community Media Training Volunteer Group
COE : Community Organizing Empowerment
COT : Community Organizer Training
CREDO :
CWS : Church World Service
DP : Development and Peace
DFC : District Field Coordinator
DFT : District Field Trainers
EU : European Commission
ESCR : Economic, Social and Cultural Rights
FMV : Forest Mountain Voices
FSYD : Forum Syd
GIS : Global Information System
ICCO : Interchurch Organization for Development Co-operation
ICEP : Indigenous Community Empowerment Program
ICSO : Indigenous Community Support Organization
ICV : Indigenous Community Voice
II : Indigenous Institution
IKAP : Indigenous Knowledge and People
INGO : International Non Governmental Organization
IO : International Organization
IP : Indigenous People
IPN : Indigenous People Network
IPO : Indigenous People Organization
IRAM : Indigenous Rights Active Member
IWGIA : International Working Group for Indigenous Affairs
IWE : Indigenous Women Empowerment
IWEN : Indigenous Women Empowerment Network
LNGO : Local Non Governmental Organization
Mck : McKnight Foundation
MOI : Ministry of Interior
MOLMAP : Ministry of Land Management Administration and Planning
MORD : Ministry of Rural Development
MT : Management Team
M & E : Monitoring and Evaluation
NGO : Non Governmental Organization
NMT : National Management Team
NPC : National Program Coordinator
NRME : Natural Resource Management Empowerment
NRM : Natural Resource Management
NRMN : Natural Resource Management Network
OD : Organizational Development
OHK : Oxfam Hong Kong
PACCOS :
PMT : Provincial Management Team
PPM : Provincial Program Management
PM & E-R : Project Monitoring and Evaluation and Research
PYD : PAZ DESARROLLO
SP : Strategic Planning
SWOT : Strength Weakness Opportunity and Threat
TAF : The Asia Foundation
TEBTBBA :
TNA : Training Need Assessment
TOR : Term of Reference
ToT : Training of Trainer
Trocair e : Trocaire
UN : United Nation
UNDP : United Nation Development Program
UNPFII : United Nation People Forum on Indigenous Issues
VO : Village Organizing
VOP : Village Organizing Program
WMC : Women Media Center
Preface of ICSO Governance Board members
The ICSO Governance Board is extremely concerned about the situation of indigenous peoples in Cambodia. Indigenous people are, despite being only about 1.5% of the Cambodian population, estimated to be the traditional managers of over 4 million hectares of Cambodia’s forest lands and ecosystems, and have been responsible for preserving stable environmental conditions for many other parts of the country (forest conservation supporting flood mitigation for example).
However, traditional management of land and natural resources has begun to rapidly change, due to increasing external pressures and changes within indigenous culture and communities. Communities are losing control over the natural resources they traditionally used. This is happening as a result of land grabbing and questionable acquisition of land and resources by outsiders. These problems are being confounded by national plans which are prioritizing large-scale infrastructure developments in the areas where indigenous peoples have traditionally lived.
Whilst indigenous peoples welcome development opportunities in their communities, this rapid change is occurring in an environment where many indigenous people are functionally illiterate in the national language (Khmer), and where weak local governance and transparency are significant barriers to indigenous peoples participating in decision-making processes. In this environment it is important that community solidarity and cohesion remain strong for protection of indigenous peoples’ lands and territories.
Adding to this situation is a growing trend of intimidation and threats toward human rights defenders. Throughout the country community people have been reporting increasing violence, intimidation by powerful people, police, and military and by the courts. This is the environment in which ICSO operates. It should also be remembered that ICSO is also in its initial development phase since starting operation as an independent Cambodian NGO in 2007. In all of this, ICSO is trying to develop a new model of NGO operation. ICSO believes that NGO’s are NOT necessarily the primary players in community development in the future. ICSO believes NGO’s need to develop a role of supporting the development of community networks or associations so those community networks or associations provide ongoing support to indigenous communities (and ICSO develops in its responsive and facilitative role).
All of these things are relatively new things for Cambodia. To do this work requires ICSO to support and that ICSO have a majority of staff who are indigenous peoples. Indigenous networks and communities deserve support in their own language and culture but, because of weak education systems for indigenous peoples, there is a process of capacity building required to support indigenous peoples in their roles of ICSO staff. Another aspect is that funding support to ICSO needs to be compatible and supportive of this need and this developmental phase of ICSO. In this regards, ICSO sits in the middle between sometimes difficult donors’ requirements and the need for culturally appropriate field work.
The challenges for ICSO are, therefore, huge. The ICSO Governance Board, however, believes that the progress made by ICSO in 2007-2009 has been profound which need to consolidate for 2010-2012. We wish to thank and congratulate all of the ICSO staff and all of the ICSO partners. We look forward to an even more challenging and even more successful for the next three year strategies describe below.
ICSO Governance Board members
Signature on behalf: Mr. Graeme Jonh Brown, Chair of Governance Board
Messages from ICSO Management Team Members
Working in solidarity with the Indigenous People to better their quality of live in a peaceful, free and just society is an emphasis of Indigenous Community Support Organization to uphold. ICSO continues to contribute important resources, pilot new initiatives and models partnership approaches with the government, communities, donors and the private sectors, in the efforts to a building a more equality and equity and just society where all IP communities are free poverty, peace and democratization. There still remain many challenges ahead for the ICSO in Cambodia in the face of rapidly growing and changing Cambodia Society. Experiment on best practical to support IP working groups in 2007-2009, ICSO considered its effective and efficiency to develop the exciting and some new initiatives consolidate existing program and services in order to support IP community empowerment approach.
In mid-2009, the ICSO Governance Board and Executive Body began program reflecting for its further planning in pay attention to the program strategic of ICSO long term planning. It has been a privilege to serve the IPs networks and stakeholders within Cambodia to support to each other, and built more capacity building to the NGOs partners and networks to ensure that they are able to work out all issues which will be happening in their communities and needed.
The networks will be stronger and stronger through the capacity building provided by practical based of the empowerment approach, and wider networks development community in Cambodia from the grass-roots to international levels is starting. We are truly honored to have been entrusted by the ICSO work with and for IP communities in the development cooperation dialogues with the Royal Government of Cambodia, INGOs, LNGOs, UN Agencies, International donors and Private sectors. I have the deepest respect for diversify culture, traditional of IPs within Cambodia which we can work together with harmonization of ICSO stakeholders in Cambodia, with many different development strategies and program approaches, working to improve the lives of Indigenous People, Minority and Khmer people.
Finally, We wish to expend my sincerest appreciation all funding agencies, coalition NGOs, the ICSO governance board members and all ICSO staff for the commitment and serve ICSO in hard work to face with the challenges with great cooperation and collaboration and particularly the dedication, to funding agencies for their support and encouragement at the present and continue to support for the past few years and following years to support IP communities.
ICSO believe in the collective strength of IPs networking, and NGOs networking together for the development of Cambodia on Human Rights and Democratization to improvement the good governance and law enforcement to contribute the social accountability which ICSO is crucial consideration for its country Strategic Plan for the next strategies 2010-2012.
With heartfelt thanks and warmest regards, we wish all for the best.
ICSO National and Provincial Management Team members
Signature on behalf: Mr. Sao Vansey, Executive Director
ICSO General Overview:
The mandate of ICSO operations for its contribution three years strategic plan 2007-2009 is finished with very successfully to point out from inputs to most achievement outputs, outcomes and impact indicators which have been set and implemented with closed monitoring and evaluation through its each project/unit designed of the annual work-plan and budget and based on ICSO’s constitution after legal registration completion on 13 July 2006 for ICSO operations starting in January 2007.
In order to ensure the best practical of good governance, the related ICSO policies have been set by participatory approach from all levels of staff and approved by governance board such personnel policy completion and implementation with review process by year to year on circumstance and environment based on consensus of the institutional bodies included financial policy has been developed and implemented with the review on the implication and recognition from the donors and routinely conducted annually financial auditing by external auditors and acceptable by all donors funded.
The simple but accepted Administration and Logistic Policy as a part of ICSO good governance practice is also established and implemented with the review year to year. The Community Empowerment CREDO Concepts have been widely integrated with all ICSO perspective complied with ICSO core values to deal with the supporter for communities’ works and empowerment approach.
There were three times of external organization assessment through ICSO guidance ToRs for the implication of best practical organizational development with multi-cultural aspect to be best positive changes. There were also three times of the external Financial Auditing have been conducted by recognized external auditor with the satiation financial operations which indicated some small issues to be developed/improved.
The External Program Evaluation has been conducted with indicated the finding and recommendation for ICSO program direction strategies. Meantime, the monitoring/progress reports have been submitted to all donors in every quarter, semester and annually. ICSO program internal reflection is always taking place in routinely through program six months and annual reflection workshops by all staff in term of learning on program/projects/units’ planning, implementation, monitoring and evaluation for the meaning of staff and community capacity building approach.
The staffing and reviewing of ICSO Management Structures and staff Term of References have been developed based on the changed and required to comply with ICSO Program Development context and comprehensive growth harmonizing and functioning well among Governance Board, National Management Team, Provincial Management Team, IP Staff Working Group and all ICSO Field Staff included key IP representatives.
Through the effort of all stakeholders, the activities implemented in the year of 2007-2009 which we have described all above relevant cross cutting issues, we would express all credible outcomes and impacts with effectively and efficiency to the degree of positive quantitative and qualitative changes. In the mode of more actively and proactive of the IP movements for protecting their NRM rights though these IP mobilizing, networking, capacity improving in committed to participate in the protection of the rights and in the management of natural, cultural and traditional resources. The connection of their networks from grass-roots to international levels with the positive voicing in and out of countries should be more developed more by times needed for more concrete consolidating and empowering with facing out strategies.
More crucial thinking among the indigenous communities as manifested in their resolve to safeguard and advance their rights and welfare. They are recognizing the need to be organized and the necessity to link-up with other indigenous communities and non-IP community networks as well. Likewise, they are gaining courage to present their grievances facing with levels of authorities on their NRM rights related to their livelihood and identity.
Their issues and concerns were successfully voice has been raised to the regional, national and international community directly and through ICSO’s active participation in networking activities. The great deal of IP networks to influencing for the safeguards and government accountability to lead the issuance the IP policy and IP land registration policy but still need more time to consult with the implication of the contradict of 2001 land law with relation to United Nation Declaration of Indigenous People’s Rights, Cambodia Constitution, related laws, policies and sub-degrees to reality context of IP community customary law and the contribution of democratization and human rights.
Therefore, ICSO has completely well developed and achieved its program scope for the first strategic plan through implemented its holistic development projects in achieving the planned indicators through the routinely monitoring and reflecting to each project/unit with contributed to overall projects’ objective and specific objectives, in complying with the community’s initiative and a better ownership concept.
Thus, in general ICSO is moving for its completion the firs strategic plan by December 2009 of significant tasks forwarding to its program development, objectives, goals, mission and vision of the long term strategic planning which we are intended in reviewing and developing for its second Strategic Plan 2010-2012, In order to further support the IP Organizations, IP Groups, IP Networks, and IP communities in Cambodia through partnership with ICSO and other NGOs coalition for providing technical and financial support for further actions in order to provide services support, empowerment support and watch-dog support on Indigenous People’s rights.
The reasons of that ICSO would present this Strategic Plan for the funding agencies, donors, partners and charities for taking this mission in Cambodia in contributing the political and civil rights and economic, social and cultural right and promoting the democratization and human rights.
Executive Summary:
The crucial ICSO development program for the first phase of its three year strategic plan 2007-2009 has been well developed in order to support the Indigenous Community needs the knowledge, capacity, solidarity and a sense of ownership and are using that capacity to manage their natural resources, culture and traditions and to improve their socio-economic situation with effectiveness and sustainability in order to supporting, strengthening, and improving the capacity of indigenous community organizations and groups to participate in the protection of the rights and in the management of natural, cultural and traditional resources through the empowerment the indigenous communities on right based approach meantime of the Cambodia context which indigenous facing.
As such, this section should serve as a useful guide for program operational planning, annual, quarterly and monthly work-plan and budgeting through many different programs strategies to contribute that and a reference for implementation, monitoring and evaluation. For clarity of presentation, it makes sense to group the strategic objectives and strategies by program unit if the organization has only a few programs; if some programs are organized into larger program groups, the strategic objectives and strategy will be defined at both the group level and the individual program level.
A three years strategic plan explains an organization’s vision for the future structure and commitment, the contribution that the organization can make to that vision and the actions and steps that will be taken to make that contribution to. Making clear plans for the future helps to keep an organization focused and can help it assess whether it is making the difference it seeks to make. A good strategic plan is informed by a solid understanding of what is happening around us. Strategic planning is a tool that helps us to respond to our environment, capitalizing on our strengths, overcoming our weaknesses as well as taking advantage of the opportunities that exist and managing the threats we face in the environment. This document outlines the strategic plan of the Indigenous Community Support Organization for the period 2010-2012.
ICSO Governance Board members and both provincial and national management teams have looked back and reviewed the last three years’ huge work through the 2007-2009 Strategic Plan by its best practical of planning, implementing, monitoring and evaluating processes in developing the different of project proposals for fund raising and developing the annual rolling year planning to be concrete of the operational plan with the work-plan and budget by every year to implement the various project properly by all levels of ICSO programs/projects/units with closely monitor and evaluation both activities and budget operational of the ICSO.
In term of ICSO learning by doing cultures while the join of different knowledge levels and multi-culture in particularly the opportunity of 80% indigenous staff taking part of the program management role plays as of the effort for capturing and maintaining the best way of practical based on IP culture and approach meantime of the organizational, donors, legal framework needed. 2007-2009, the routinely six months and annually program reflection have been reflect by all ICSO staff twice a year for reconsideration by Management Team every year for the program direction meeting and routinely Management meeting with raising to all ICSO Governance Board members for conducting the discussion in every quarter and all levels of team’s monthly meetings.
In late August 2009, ICSO Governance Board and both provincial and national management team have a full 5 days discussion for reviewing the 2007-2009 to be 2010-2012 Strategic Plans in deeply review and analysis for the priority strategic objectives for further support IP communities with the concrete strategies based on many possibility of information from the lesion learnt and changing of IP communities with depending on the following documentation to be analysis such as existing 2007-2009 Strategic, Strategic Plan process conceptual, Assistant document on SP process, 2007 and 2008 Annual Program Reports, 2009 Six-Month reports, 2007 and 2009 Octagon Reports on External OD Assessment, External Program Evaluation Reports, Internal 2007 and 2008 Strategic Direction meeting minutes, 2007 and 2008 Eternal Auditing Reports and implication, Financial lesion learnt and donors' information, Administration and Logistic lesion learnt and implication, Human Resources lesion Learnt and implication, All relating policies and implication, ICSO By-Law, ICSO old and new Management Structures, CWS OD Assessment Report on staff feeling and culture implication in ICSO, River life flip chart of ICSO, Monitoring and Evaluation guidelines, IP Cambodia reports, IP UNPFII, Economic, Social and Cultural report, All units/projects profiles, PMT, NMT and Board minutes AND All donor reports and others, etc.
Through the proactive participatory approach of the 18 key staff of both ICSO National and Provincial Management Team members with the inputs of board meeting minute, We found the concrete of the internal and external analysis come up with the decision-making for consolidation the existing ICSO programs/projects/units with some integration for relevant needed on economic development perspectives. These are the senses of the future plan for next three year 2010-2012 that we would like to see the Indigenous Communities have knowledge, capacity, solidarity and a sense of initiative and ownership to manage their natural resources, in order to improve their economic, social and cultural structures with effectiveness and sustainability community organizations and development.
Therefore, ICSO would like to support the IP community through building and strengthening for improving the capacity of IPO development for protection their rights on natural and traditional resources. Thus, this would be contributed to support the IP community traditional structures of IPOs with intensification and diversification of community initiative and ownership in connection from grass-roots to international level and linkages with Non-IP community networks and other relevant stakeholders.
In order to achieve that we strategizing to consolidate the existing program of ICSO holistic development projects support for strengthening the community representative networks through traditional and practical empowerment on capacity building needed and connection the their networks from grass-roots to international levels to be strong advocacy manner.
Further to consolidate the existing ICSO Village Organizing Program (VOP) for supporting the community organizations through strengthening the traditional identity and best practical empowerment for legal entity recognizing and communal land registration through legal framework for processing.
According to the communities needed, ICSO is to consolidate and expansion program experiences to direct and indirect IP communities in Cambodia for linkages IP working groups by exploring the traditional and practical of empowerment on their program aims, project identification and appraisal, decision-making and design, participatory planning, implementing, monitoring and evaluation for their communities.
Improvement and maintaining the life of indigenous people in order to explore the livelihood integration concepts on IP community economic development through the best practical and intensification and diversification on traditional agriculture, small enterprises, and food security through cooperation with government line departments and NGOs. To continue to consolidate the ICSO organizational development and strengthening to enhance the ICSO staff capacity building through practical practices of empowerment approach toward the localization of ICSO programs to be Community Based Organizations to support IPOs.
AND to consolidate the partners' cooperation and collaboration with relevant government institutions, donor agencies, NGOs coalitions, private sectors from the grass-roots to international levels in order to address the IP issues on Economic, Social and Cultural rights for influencing the policies to be obligated the good governance and law enforcement.
Process of Development the Strategic Plan
Preparing a strategic plan for the Indigenous Community Support Organization (ICSO) involves making a serious commitment to following an inclusive and collaborative process. In many respects, the process of strategic planning is more important than the plan itself. The process is what helps to ensure that all of ICSO’s stakeholders can contribute to the plan and develop a sense of ownership over it. To be effective then, the process needs to be authentic and reasonably exhaustive. A further consideration for the process of strategic planning in this instance was capacity building. An important part of the brief of the volunteer advisor engaged to support the strategic planning process was to ensure that the organization’s capacity to undertake strategic planning in the future is significantly increased.
The steps that were followed in developing a strategic plan were:
• Inputs from all Management Team Members, and IP representative
• A volunteer on Organizational Development and Project Management advisor Development of a background paper for circulation to Executive Director, Board members and staff Survey of staff.
• Five days Management Staff (National and Provincial) consultations with stakeholders, board members, peer organizations and some ordinary members Small group work involving senior ICSO staff Presentations to members’ meetings and Board Members meetings Drafting and redrafting.
These steps were each documented, partly because transparent and extensive documentation was regarded as important for building organizational capacity for strategic planning and partly because documentation of important events in the life of an organization represents good practice. Reports of each step may be made available on request from ICSO. Also available is an analysis of the environment in which ICSO works (based on surveys of staff, Board members and stakeholder members), and a detailed report of the views of ICSO program.
ICSO Organizational Scopes of Strategies:
Due to Organizational Strategic Plan review, the National and Provincial Management Teams, discussion with ICSO Governance board and all ICSO staff of all levels of their responsibilities included some key IP representatives. We tried to deeply to analyze for both internal and external through SWOT analysis with carefully discussion on the priority development strategies to reflect the ICSO currently ability and envisioning for the further program development in order to support the IP rights. We could see what are strength, weakness, opportunities and threats based on the political, economical, social, cultural and its implication and challenges of this context of Cambodia circumstance and environment. Herewith the revised scopes:
ICSO Organizational Vision Statement
← The Indigenous Communities have knowledge, capacity, solidarity and a sense of initiative and ownership in order to manage their natural resources, in order to improve their economic, social and cultural affairs with effectiveness and sustainability through community organizations and development managed and directed by those community organizations.
ICSO Organizational Mission Statement
← To support Indigenous People Networks (IPN) through building and strengthening to improve the capacity of their member Organizations/groups (IPOs) in contributing the protection of their natural and traditional resources rights.
ICSO Organizational Core Value and Belief:
1 Team work:
← We try to build our team in different trend of people with different nationalities and particularly, the IP staff and IP communities in order to work together with mutual respect and commitment to reach a common goal, expecting and valuing each other’s opinions and ideas in all our work.
2 Mutual Respect:
← We affirm the dignity and the contribution of stakeholders in all their diversity respected manner of age, sex, ethnicity, nationality, health status and religion.
3 Empowerment Approach
← We strongly believe that the needs and the rights of people can only be fulfilled with their active and informed participation and ownership. We work with people so that they can make decisions and define and take responsibility for their own development.
4 Indigenous People's rights
← We believe that indigenous communities or communities working together communally have the right to follow their own language, culture and priorities within Cambodian development.
5 Honesty and Integrity
← We are transparent, accountable, and fair and open in all that we say and do and we accept responsibility for individual and collective actions
6 The role of our NGO in civil society
← We believe that civil society must be based on grassroots organization and action. It is peoples’ action for change that is required. The role of the NGO is to support and take direction from grassroots organizations and groups.
ICSO Organizational Development Goal
← To support the development of IP advocacy and development structures from grass-roots to international level through intensification and diversification of community initiatives and ownership.
ICSO Program and Management Strategic Objectives:
The details Operational Plan and Budgeting will be strategizing by individual projects/units and IP groups’ projects through the community agenda of the best practical uses of the consolation and integration concept in simplify the civic driven. This is also in the best practical on projects/units with the groups of IPO six months and annual reflection in order to adjust the reality situation and context. We mostly agree to keep moving in consolidating the existing program and integrating the area need such livelihood concepts with in different IP networks supporting by ICSO.
1 Programs Strategic Objectives:
2 Strategic Objective One
← To support village-level organization formation through supporting the traditional identity and best practice empowerment for community advocacy, protection of rights, formulation of development priorities, legal entity recognition and communal land.
3 Village Organizing Program (VOP) Strategy
Indigenous communities, while having the desire to protect all their rights and pursue their own development, would perhaps be assisted by having communal land titles. For communal land title, they would need to have the legal recognition as a community. In order to obtain legal recognition, communities must first organize, develop management plans for the future, and have statutes that outline the internal management and representation system of the community, based on the traditional management structure with alterations desired by the community with cooperation with Ministry of Rural Development (MoRD).
More importantly, community solidarity is essential, not just for the registration but for the protection of all rights. In the VOP, facilitators assist the community come together, to research and document their internal management systems. They then prepare a proposal to the Ministry of Interior (MoI) for formal recognition. Training and research are done in a participatory manner with key indigenous people, both within the target communities and from other areas, implementing the project. In doing this, a set of experiences will be generated and will be available for replication by other Network communities.
This project operated in 25 villages in Ratanakiri which 8 villages has been evaluated and recognized by Ministry of Interior which lead to apply for Legal Entity Registration. There are 13 villages in well developed with the IP identity and consensus of the community decision for organizing to be legal entity registration. The 5 more sleeted village in the process of building of community organizing. The main activities are focused on the community solidarity strengthening, extension on IP right and laws, forming the community committee to establish the by-law, support the land and forest conflict solution in order to maintain their current land for Communal Land Title application with MoLMAP.
In doing this work, ICSO operates directly at village level together with village organizers. In this way it is a unit which can intensively trial and develops methods of village level community organizing so that people’s organizations at local level are the result. Ways in which to promote peoples’ organization and representation at commune level then also become possible. In this way, the VOP can act as an “incubator” for new approaches – those approaches flowing to other parts of the program where a broader approach at above-village level is used in collaboration with emerging networks and working groups. There are 256 of Village Organizing Committees and 5 Community Legal Advisories within the four districts of ICSO operations.
Thus, the strategies of this three-year VOP 2010-2012 are:
← Conduct training on Land Registration and Community Legal Entity to Community Legal Advisors and their committees and refresher training to staff and Network members on the legal framework for land ownership, including the role of community legal entity status and techniques for community solidarity building.
← Conduct Field trips for community leaders to areas with legal status. This will allow exchange of experience and preparation for more community statutes development with low solidarity and high levels of problems so target communities can see the relevance of statutes and land titling.
← Conduct Workshops with government officials so that community statutes can be recognized and collect GIS information from villages to support IP Communities on Community Organizing in the target districts and exhibition of IP’s tool, culture and traditional.
← Test, trial, Document practices in supporting village-level peoples organizations to be shared with other communities and other organizations
4 Strategic Objective Two
← To improve and strengthen in partnership with emerging community networks at commune district and provincial level, assist in community education and empowerment work which leads to the formation of peoples representative and advocacy organizations from grassroots to national level (interacting with international level).
5 Community Organizing Empowerment (COE) Strategy
Indigenous communities are receiving a lot of information from community representative networks trying to protect illegal land sales. This is often along the lines of “you have not rights to your land” by personal interest promotion. The land WILL be taken but you have an opportunity to sell it now”. There are also many people undermining indigenous culture. There needs to be trained and active people stationed permanently in each commune (and eventually each village) so that there are stronger defenses against land encroachment for their economic development to traditional livelihood.
The Community Organizer Training (COT) is structured around formal conduction for one week of each month, the remaining time being back in communities implementing what was learnt in the formal sessions, supported by the 9 Indigenous People Training of Trainers (ToTs) for the 256 IP trainees selected by IP communities. The 8 modules of COT are inspirited from IP Malaysia of PACCOS in cooperation with IWGIA and AIPP based in Thailand with possibility TEBTEBBA, IKAP, Asian Forum, Asian NGO Coalition and others possibility in country cooperation.
The COT ToTs and Trainers/Trainees has been formulated by IP communities and elders with more than 200 participants included 9 ToTs and well empowered by ICSO may not select for more but refresher training needed and developing the leadership are needed to lead the organizing Indigenous People Organizations (IPOs) and planning for implementing their own project for community needed.
These groups are mainly elders, supportive commune councilors, and other key community leaders. They may contribute their time and resources to discuss progress of the training, the progress of the trainees in their community work, and address any problems that may arise based on the actual problems happened in their communities. They also need to host many of consultation, meetings, trainings, workshops, forum and conference both inside and outside countries through their own activities and with supporting NGOs. Thus, the strategies of this three-year COT training program 2010-2012 are:
← Develop the existing groups on relevant capacity needed in grouping of organizing IPO to build their local institutions management of the leadership in compatible of community planning, implementing, monitoring and evaluation their own initiative and ownership projects.
← Engagement any events for indigenous people rights to address their concern and strategies in accordant with community ownership on Natural Resource Management in the direct and indirect target areas through networking and sharing view from grass-roots to international level
← Promote COT representatives in the regional target community to conduct multiple awareness training skills on Facilitation Skill, IP rights and Analysis to IP community by COT leaders.
6 Indigenous Women Empowerment (IWE) Strategy
ICSO has supported the elders and community people to identified women group separately in communities a central and crucial resource for revitalizing indigenous villages as the women representative networks within Gender perspective development and strengthening the capacities for integrate with other networks in contributing the NRM protection from potential women. 45 Women Networks are being strengthened community solidarity and senses of decision-making through involving IP women, for a successful advocacy and rights defense program. ICSO has address this issue by planning and organizing a particular program sector, Indigenous Women Empowerment Project, (IWE) where indigenous women can have a specific space and carry out activities aimed at acquiring self confidence and new capacities to fill gender related gaps.
The IWE component of ICSO is crosscutting all other activities and fully integrated into the program. Women participating in IWE are active in the Advocacy project, as community participants and trainers, in the Community Organizing Training, as participants, focal trainees, trainers. IWE participants, despite having own specific networking activities with other women groups and women NGOs, participate actively in networking opportunity to other stakeholders in particular in cooperation with Asia Forum and others NGOs on CEDAW.
This project operated in 4 districts of ICSO target areas with 30 Women Networks have been trained and empowered which they intended to integrate their strong women voice within other groups as well so that the women voice in all groups on women decision-making learning process through the gender perspective. The main activities are focusing on the extension of women roles and responsibility to address their rights, importance and consequence of land loss, and provides training related to active non violence, women roles and right, IP rights and Land and Forest Law. Moreover it organizes study tours inside and outside the provinces. Thus, the strategy of this three-year on IWE program are:
← Develop the existing Indigenous Women Networks through strengthening the capacity of natural resources in gender development perspective.
← Promoting the Indigenous Women Networks’ Voice of participation in decision making, and Self confident on Natural Resource Management Network in the target areas and expansion.
← Building Women Network in and out target areas in order to improve the knowledge, skills and understand the roles and responsibilities of community participation in decision making.
7 Community Media Empowerment (CME) Strategy
The Community Media Program which act as a Community Empowerment Actors at district, provincial and national levels come up with lots of ideas from Community Advisory Groups that ICSO based in Ratanakiri has developed a very successful program of community video media production, known as “Forest Mountain Voices”, but now changed by Community Advisory Groups to be “Indigenous Community Voice” as the concept of IP working Group to maintain that project and need to be support by ICSO call ICSO Community Media Training unit for the aims of community organizing, planning, implementing and evaluating for their initiative and ownership of media productions. In 2007-2009 the project was extended to the communities, under the leadership of community advisory groups to lead Community Media Volunteers Groups, in order to develop information, cultural and advocacy products.
ICSO staff (media trainers) support media production training to 48 (4 women) Advisory Group and Volunteers in the districts. Those trainers worked with community advisory groups and community volunteers to enable communities to make media related to natural resource management and community solidarity. In mid 2007 the project was extended Kracheh and Stung Treng provinces in 2008 partnership with NGOs. ICSO cooperate with local NGO’s to promote the formation of community advisory groups who will oversee the development of a small group of community volunteers, who will be trained the community members in media production.
In closed linkages with regional and national connection with cooperation and collaboration with WMC, CLEC, IRAM, BCV and other NGOs and Non-IP networks ICSO has developed the National Community Media Training Unit to play this important roles. Thus, the strategies of this three-year CMT training program 2010-2012 are:
← Develop community-led media capacity and productions by their decision making process on social, cultural and environmental protection and sustainable use of natural resources through existing and new media productions.
← Maximize radio and television and mobile facilities to disseminate the existing productions for information on indigenous peoples’ cultures, traditions, issues, and aspirations within and external broadcast to wider stakeholders.
← Step up Advance training of community media advisory and volunteer group networks in other target areas and connection to carryout community-led media support in Cambodia.
8 Natural Resources Management Empowerment (NRME) Strategy
Advocacy on land and natural resources management of the IP communities are a crucial issue for Indigenous people. The link between indigenous people communities and their land goes beyond their livelihood and food security; it is a cultural, religious and identity founding relationship. Indigenous cultural social and economical approach to land and natural resources is embodied in their traditional management systems.
The Cambodian Land Law of 2001 has incorporated some crucial aspects of indigenous customs, recognizing communitarian land title. The law still lacks relevant definitions and regulations or sub-decrees, which makes it difficult to apply. In the same time illegal land grabbing still occurs in indigenous areas, and demand strong capacities by the community to counteract and respond to such events.
ICSO has developed activities in advocacy for land and natural resources access rights in order to respond to all such challenges. The guiding vision for these activities is that the communities should develop their own land planning, should update their system of land management according to the current needs, should be exposed to clear and updated information concerning the Land Law, IP National Policy and IP Land Registration Sub-Degree so to be able to advocate for their rights whenever these are treated on. Thus, the strategies of the three-year, the existing around 404 NRM Networks program 2010-2012 are:
← Conduct community resource mapping and supporting the current natural resources management network members for improvement advocacy o Land rights and the serious implementation other relevant laws.
← Support the Natural Resource Management Networks’ issues in the target areas in building capacity and to understand on laws related to IP with the connection their networks to all stakeholders.
← Enhances the Natural Resource Management Network solidarity to protect and coordinate in solving the conflict with integrating to enhancing the living condition through support livelihood improvement perspective.
9 Strategic Objective Three
← To emerge community networks at national level; assist in community education and empowerment work which leads to the formation of people representative and advocacy organizations from grassroots to national level (interacting with international level).
10 Indigenous Representative Active Members (IRAM) Strategy
A-72 IP national network members of Cambodian indigenous peoples has been formed and reviewed the existing IRAM and the 260 focal persons of IP working groups, based on existing networks and selection of representatives by empowered communities. The network is supporting indigenous communities with knowledge of their rights and how to obtain them. There will be a high focus on land and natural resource management rights. Though their networks, indigenous peoples in Cambodia are involved in outside advocacy and UN treaty reporting. These activities are also being used as tools in community empowerment and organizing. Learning and sharing experiences and best practice through the participation of the wider community.
Workshops, exposure trips, training, meeting, forum so that the current ad-hoc national indigenous peoples’ network (known as IRAM - Indigenous Rights Active Members) develops into a working group that is well-trained in providing rights training skills and networking knowledge/skills to indigenous communities. Support to the working group so that working group members become proficient trainers of trainers related to the rights of indigenous peoples in Cambodia. Indigenous community organizer training developed in Ratanakiri is extended to other indigenous communities in Cambodia, through this working group developing as trainers.
Training materials and approaches is provided to indigenous leaders in 15 provinces in Cambodia. This will include materials and approaches on political and civil rights, economic, social and cultural rights, the International Declaration on the rights of Indigenous People, the Cambodian constitution, plus Cambodian laws affecting to indigenous peoples. Conduct the workshops throughout Cambodia so that indigenous people are consulted annually on the state of their Economic Social and Cultural Rights. This information then flows to shadow reporting to treaty bodies. Also, the results of UN reviews are disseminated to all communities. All these activities are one creating opportunities for networking and linking.
Facilitation and training to allow a national community-elected network of indigenous peoples has been established at least in interim form and has met at regional and national level at least annually. IP working groups are trained in rights education techniques and in laws and rights relevant to indigenous peoples. Community rights trainers have been developed in all provinces with indigenous peoples and these trainers are equipped with participatory training tools. Rights education has been provided to representatives of at least of indigenous communities. A national network of indigenous communities has developed. Documentation, research results, joint IP statements are developed. By being involved in ESCR reporting, indigenous people have devised national statements on the state of their economic social and cultural rights. Thus, the next 3 year strategies are:
← Consolidate and straitening the capacity of indigenous leaders from the 15 provinces is formulated and recognized through a carefully informed IP community’s election process facilitated by existing IRAM
← Develop the best practical experience and skills required for community awareness rising, mobilizing communities, for developing a strong network and advocating at national and international level for their rights.
← Support IRAM for working direct with all IP communities in Cambodia have sought and received, from the working group, training and support on community networking, indigenous rights, human rights, and advocacy skills.
← Link and support the IRAM in cooperating and collaboration with non-IP Networks, and International networks for advocacy, lobbying on all IP issues as well as feeding back and consulting their communities on lesson learnt and future strategies.
11 Strategic Objective Four
← To support indigenous people organizations/groups/networks to explore livelihood integration concepts on IP community economic development through exploring best practices, intensification and diversification of traditional agriculture, small enterprises, and food security through cooperation with government line departments and NGOs.
ICSO is in view following the consideration of the IP networks and IP community raising about rice (survival) and rights which is related to the livelihood enhancement for their leaving standard. What should they create on their protected land on their family and community economic initiative? ICSO viewed that most of failure economic development in IP areas should be more deeply study based on the style of life, the way of IP living and the traditional and cultural development for their livelihood and how could be integrate the concept and perspective moving the context of Cambodia.
All groups of IP networks and IP communities need to see and hear more about the best practical on IP community economic development. Therefore, ICSO still needs to link more cooperation with possibly NGOs, Government and existing communities livelihood development project both in and out side counties for the year 2010-2012 as the following strategies:
← Building the IP leaders on economic development perspectives and concept for awareness raising and analyzing with their communities to create the possibility of the development opportunity.
← Conduct the exchange visit to direct see and hear from the potential areas of the IP communities of other NGOs support with both inside and outside countries in cooperation with NGO regional networks.
← Promote the livelihood in the communities of the land use planning with other creating the possibility small enterprises for developing their traditional production to fit the marketing.
12 ICSO Management Strategic Objectives
13 Strategic Objective Five
← To continue to consolidate the ICSO organizational development and strengthening to enhance the ICSO staff capacity building through practical practices of empowerment approach toward the localization of ICSO district programs to be Community Based Organizations or secretariats to support IPOs.
ICSO has been focusing on its institutional development and staff capacity development while the localizing process from July 2006 and the starting of new NGO from 1st January 2007 which localizing, resulted from CFI. It is very supportive from ICSO Governance Board Team on ICSO legislative approach linkage to the ICSO National Management Team, Provincial Management Team and District Teams and IP Staff Team in order to develop the ICSO institutional and staff capacity development process based on the 13 points of community empowerment strategies in complying with IP staff and IP community culture through participatory and decentralized approach.
← Strategize to localize at least two district field offices to be the support secretariat to serving and supporting the elders, networks at the district, communes and village levels for conducting their activities to support IP community needed.
← Develop the monitoring and evaluation and reporting tools through the best practical and coaching approach for all level of staff with partnership with technical NGO partners.
← Conduct the periodic strategic plan and project reviews, mid-term and terminal project evaluations and foster internal and external communications with develop resource mobilization action plan
← Promote continuous education in the responsiveness and innovativeness of personnel through relevant, effective staff learning and development offerings and ensure financial fitness of the organization with other relevant existing policies review.
← Continue to promote and updated the gender equity policy in the workplace and especially at the community level. ICSO will indicate IP empowerment at ICSO workplace, grassroots, national and international levels.
← Generate and access adequate funds and mobilize other resources to ensure sustainability of services.
← Building good relationship with the existing donors and new donors who are supporting and going to support ICSO in order to mutual understanding, and openness for dialoging.
← To promote continuous education in the responsiveness and innovativeness of personnel through relevant, effective staff learning and development offerings.
← To promote the transparency and accountability within organization going to put in place to secure it and initiatives to join -as NGO-GPP
14 Strategic Objective Six
← To improve the partners' cooperation and collaboration with relevant government institutions, donor agencies, NGOs coalitions, private sectors from the grass-roots to National and International levels in order to address the IP issues on Economic, Social and Cultural rights for influencing policies, promoting good governance and law enforcement.
ICSO view is the networking in cooperation and collaboration in term of coalition in order to strengthen the understanding and voicing to address the problems of the Indigenous rights facing which we belief that all stakeholders both in and outside of county could not be missing which we always in close cooperation by strategizing of how we working and advocating for influent the policy makers and government included relevant factors of the world and regional context of development trends in Cambodia with effectively and efficiencies.
ICSO always get in touch with many strategies for how in cooperate with village chief, commune councilors, district councilors, provincial councilors, provincial line department, national line ministries, national parliament, donor agencies, ambassadors, private sectors.
Therefore, ICSO still need to link more cooperation for the year 2010-2012 as the following strategies:
← Cooperation and collaboration as much as possible to working with the relevant levels of local authorities and line miseries of Kingdom of Cambodia for gaining the understanding and supporting IP communities.
← Cooperation both provincial and national NGOs working for and with indigenous communities as of the coalition NGOs for the strong voice of NGO to support IP community voice.
← Generate fund with the 15 existing and new partnership with the bilateral and multi-donors in bridging with harmonizing to supporting the community initiative and ownership.
← Work in closely communicate with the possibly private sectors that gaining the affect the communities for debate and advocate on the economical, social and environmental accountabilities.
← Connection for close cooperation and collaboration with regional and international NGOs in Asia, Europe, Ambassadors and United Nation agencies for any possible pressure for the law enforcement of the role of law with democratization and human right aspect.
← Improve collaborative relationships with the local authorities, local non-governments organizations, international organizations, and indigenous communities and organizations.
15 ICSO Strategic SWOT Analysis
|STRENGTHS |WEAKNESSES |OPPORTUNITIES |THREATS |
|Realistic vision, goal, mission, and core values,|Management communications |A number of donors have |Most of the villages are widely|
|clear management structure, strong |is relatively slow |expressed their interest and|dispersed and remotely located |
|financial-administration- human resource | |commitment to provide | |
|policies. | |support and funding in | |
| | |implementing ICSO‘s program | |
|We have clear strategy that suit to the Mission |Not raising up about IP |Mission statement of ICSO is|Beneficiaries, target group |
|Statement and the needs of the target groups |social economic program |clear and organize by |needs intervention support of |
|(Indigenous People). We totally participate to |which cause the |beneficiaries, target group,|livelihood. Competition, |
|make decision on staff management and monitoring.|participation of the |donors, organization, |conflict of interest because |
| |communities limited. Annual|partners and government |some overlap in the same target|
| |Plan of Action is not fully| |group and not enough support |
| |participated from | | |
| |Communities | | |
|Structures are clear, good relationship and |Quick change in ICSO |Indigenous People |Indigenous People communities |
|cooperation for each department, and staff are |structure which cause the |communities needs still |are lack of budget to support |
|responsible. |roles and responsibilities |intervention/services from |themselves to be ownership. |
| |of the staff are not clear |ICSO such as livelihood, | |
| |and the information system |informal education, health, | |
| |is not going smoothly. |infrastructure, and legal | |
| | |support that relevant with | |
| | |rights and natural resources| |
|ICSO has a mechanism for staff capacity building |Policies and guideline are |Government is opening free |Indigenous People communities |
|for implementation the programs/projects based on|not holy implemented and |market for general |have not enough information on |
|staff policy and guideline, controlled by M&E |complicated |investment in the country |marketing, the barriers of |
|System. | |that is opportunities for |Indigenous People’s |
| | |Indigenous People’s |productivities to access to |
| | |productivities. |market and they have very |
| | | |limited of technical skills on |
| | | |agricultural. Government is |
| | | |provide economic land |
| | | |concession to private sectors |
| | | |without enough EIA |
|ICSO’s motivations are: internal capacity |Staff benefits are low, if |Political/society trend is |Other |
|building, reasonable salary/secondary benefit |compare to other NGOs and |create/build Indigenous |unites/projects/activities not |
|according to the roles and responsibilities. |no Cost of Living Allowance|People community meet their |really integrated Gender with. |
| |(COLA) when the inflation |better living condition. And| |
| |is high. Not fully |Indigenous People’s | |
| |implemented on Staff |productivities more needs in| |
| |Development Plan which |publicity. Laws, degrees, | |
| |cause the staff turnover. |sub-degrees, procedures are | |
| | |include and support | |
| | |Indigenous People. | |
|ICSO’s management style is hierarchy and |No scholarship and |ICSO has a good relationship|Investment sectors are flown in|
|participation in order to make decision based on |guideline for women who |with donors and other |from other countries those |
|reasonable, core value and dignity. |have babies after taken |relevant |focus on mining exploration and|
| |maternities leave 3 months.|stakeholders/service |extraction, economic, tourism, |
| | |providers from the |and modernize cultural, |
| | |grassroots level to national|religion. |
| | |and international. Donors |Have some force/pressure from |
| | |and international agencies |government, justice, local |
| | |still support Indigenous |authorities to Indigenous |
| | |People. NGOs/IOs and other |People. |
| | |relevant agencies needs to |Indigenous People Communities |
| | |join working |are not accessible to basic |
| | |together/networking and |education & health care. |
| | |sharing experiences. | |
|ICSO’s culture is a mechanism-standard in problem|Most of the managers/ | |Some laws, by-laws, sub-degree |
|solving & team work, not involve in race, with |coordinators have | |are not answerabilities to the |
| |competencies skills, but | |Indigenous People’s needs. |
| |don’t fully respond to | |Government sectors not enough |
| |their roles and | |perform, support, provide |
| |responsibilities, and they | |services and prevent the best |
| |way of leading based on | |interest of Indigenous People. |
| |their personal perspective.| |Some partners’ NGO/IO not |
| | | |really honest and conflict of |
| |ICSO is focusing on the | |interest with competition for |
| |quality and quantity, but | |fund raising among finance. |
| |the measurement indicators | | |
| |of these are not clear on | | |
| |the output/results. | | |
|Existence of provincial and district field |Frequency of personnel |Indigenous communities have |Some communities are |
|offices with relatively sufficient resources, |turn-over is slightly high |existing traditional and |vacillating to be involved in |
|equipments, and materials for operation. | |cultural knowledge and basic|the project activities. |
| | |skills and significant | |
| | |number of them have | |
| | |requested ICSO’s support | |
|Multi-cultural competencies among its personnel |Some staff have limited |Existence of Land Law 2001, |Involvement of some local |
|that actively works among IP networks, trainees |knowledge and skills in |Forestry Law and some |authority officials in the sale|
|and trainers, and in the villages and communes |project operation (e.g. |sub-decrees stipulating the |of community farmlands. |
| |report writing, plan |promotion IP rights along | |
| |development, communication |with specific prohibitions | |
| |skill, M&E) |from selected international | |
| | |conventions | |
|Functional networking relationships with other |Still some gap in |NGOs and networks working |A number indigenous communities|
|networks , NGOs and donors |cooperation and |with IPs are willing to |that resisted land conversion |
| |collaboration on |establish cooperation and |encountered state repressions |
| |information sharing with |collaboration with ICSO | |
| |other stakeholders. | | |
|Established functional coordination among |Internal coordination among|Recognized by authorities |Some trained community members |
|communities and local authorities |project staff is relatively|and some of its local |have moved out from their |
| |slow |representatives have |respective community in search |
| | |expressed support and |for earnings to support their |
| | |devolvement in the project |dependents |
| | |implementation. | |
Organizational Description:
Organizational Background:
ICSO has been established on 1st July 2006 initiated and established a group of Governance Board members and key CFI project staff and IP elders to build up the ICSO By-Law. In the process of this localization the Governance Board has recruited a National Program Coordinator to support for this process but now accomplished to be Executive Director Position of the year 2009.
ICSO has registered with the Royal Government of Kingdom of Cambodia on 13 July 2006, Certification #840 Sor Chor Nor of the Ministry of Interior and starting to continue it operation in Ratanakiri province, Cambodia on 01st January 2007 in order to provide the further services support the indigenous communities through its 2007-2009 Strategic Plan.
For the starting ICSO 2007 we thought that the traditional indigenous communities are organized at the scale of villages, as the village is the main social, economical and jurisdictional structure. However, the challenges that indigenous communities are now facing can seldom be solved at such level. This new context forces indigenous communities to establish links and networks in order to extend their capacity for solidarity, advocacy and rights defense. Moreover, confrontation with the external world requires new knowledge, new techniques and capacities that are not available at village level. Networking is a decisive step for indigenous communities at that stage.
In general, ICSO implementation in the whole calendar year of 2007-2009 resulted in a great deal of grassroots activities of community organizing and building networks among the communities, local authorities, NGOs and other development organizations inside and outside of Cambodia in order to Indigenous Communities have knowledge, capacity, solidarity and a sense of ownership and are using that capacity to manage their natural resources, culture and traditions and to improve their socio-economic situation with effectiveness and sustainability. Thus ICSO is to supporting, Strengthening, and Improving the capacity of indigenous community organizations and groups to participate in the protection of the rights and in the management of natural, cultural and traditional resources to empower the indigenous communities/groups on right based approach through community organizing and networking in 4 districts of Ratanakiri with the following strategies.
← Indigenous peoples in 4 districts of Ratanakiri have selected representatives at village, and commune level and these people are coordinating at district level for representing community views and promoting sustainable natural resource management.
← Members of community networks in 4 target districts have community organizing, management, leaderships and training skills necessary for community organizing in their own villages and communes.
← Community representatives in 4 target districts are networking outside the province to increase community access to skills and experiences relevant to civil society building.
← Indigenous peoples have an indigenous media service that promotes information flows between communities, and to outside. This service is strong and overcoming language and distance barriers.
← Indigenous communities in 10 villages have undertaken community organizing directly supported by ICSO and have become legally recognized (so that they can own land communally).
← There has been an analysis of the needs of indigenous communities and their institutions in Cambodia.
← ICSO has become a strong local NGO capable of leading the NGO community working with indigenous peoples.
← Local NGOs working with indigenous people are provided the management support they require in order to provide quality support to indigenous peoples.
← The awareness of the need for specific program for indigenous people’s development is strong in government, donors and NGO's.
Therefore, ICSO has been made concrete intervention through the following project:
✓ To Support the Community Natural Resource Management
✓ To Support the Community Organizing Training
✓ To Support the Community Media Training
✓ To Support the Indigenous Women Empowerment
✓ To Support Village Organizing
✓ To Support the Capacity Building for Indigenous Representatives
✓ To Support Institutional and Staff Capacity Development, with concept of integrated the
✓ Livelihood Program for Enhancement the IP Economic and Social Development Structure in within IP working groups.
Rational of Cambodia context of IP
The overall objective relates to the fact that there is rapid and often-uncontrolled development occurring in Cambodia, particularly the IP area in the northeast provinces of Ratanakiri, Mundulkiri, Kratie, Stung Treng and Kampong Thom and other provinces which ICSO and IP network consider as of all the beneficiaries. This development is taking place in an environment where indigenous peoples have low security over the lands and natural resources they traditionally manage and rely on.
For a number of years indigenous communities have seen land alienation and this has been exacerbated by low understanding of rights, lack of legal recognition of communities and lack of land title. In many places in the world where this has happened, it has resulted in extreme social and economic problems for indigenous peoples. In places where land security has for indigenous communities has been strong and reflecting the communal land ownership systems traditional to indigenous peoples, the result has been that indigenous peoples have adopted their own form of development that has contributed to national development as well as maintained cultural and social capital.
Cambodia’s recent history of genocide, war, massive migration, and forced resettlement has led to a situation where reliable demographic and ethnographic information is not available. The 1998 Cambodian Population Census identified 17 different indigenous groups. Based on spoken language, the census estimated the indigenous population at about 101,000 people or 0.9 percent of the then total population of 11.4 million. Empirical research, however, suggests that the figure is most likely underestimated and could be as high as 190,000 people or 1.4 percent of Cambodia’s population. Over half of the indigenous population is found in the north-eastern provinces particularly of Ratanakiri and Mondolkiri, forming the majority of the population in both provinces. Information obtained from indigenous peoples’ representatives and key informants show that indigenous peoples moreover reside in 15 other provinces (see map 1).
Indigenous people are estimated to be the traditional managers of over 4 million hectares of forest lands and ecosystems, and have been responsible for preserving stable environmental conditions for many other parts of Cambodia (forest conservation supporting flood mitigation etc).
In general, there is little recognition of specific rights of indigenous peoples in Cambodian legislation. However, the 2001 Cambodian Land Law does contain legal recognition of collective land rights of indigenous communities by the state. On the other hand, until now, not a single indigenous community has received ownership title to its collective property and the interim provisions for land security for indigenous communities within the 2001 land law are not being applied. This means that if this trend continues, a growing number of communities will not have any land left in order to receive their collective title. An initial focus of the project, the majority of indigenous communities are from 17 different language and cultural groups. These communities traditionally have a very strong relationship with natural resources and use them for agriculture, house construction, religious activities, food supplies (particularly in times of shortage), and for medicines and treatments.
Recently, the situation has been rapidly changing. Communities are losing control over the natural resources they traditionally used. This has come about primarily due to land grabbing and questionable acquisition of land by outsiders. All of these pressures are escalating due to plans for infrastructure development within the provinces and within the country. A planned major road upgrade and opening of the border to Vietnam to foreign tourists and major cross-border trade is fuelling land speculation, dispossessing indigenous communities and causing them to have to clear new forests areas for agricultural land, a practice that has now become banned, thus, criminalizing the local population.
All of this is taking place in an environment where less than 10% of the indigenous people are functionally literate in the national language (Khmer), and where local governance is still severely lacking. Indigenous communities are regularly told that they have no rights to the land that they have traditionally lived on (something that is incorrect – the 2001 recognises the communal land ownership of indigenous communities) and that they must accept small amounts of money as compensation for land sales or else their land will just be taken anyway. Another strategy used has been to call these misleading deals “development projects” documents rather than “land sale” documents.
As a result of these strategies, a number of communities are already completely landless or have had their land areas so diminished that they are starting to experience severe food and resource shortages. Indigenous people are fast becoming exploited labourers on their previously occupied lands which are now used for industrial agriculture by outsiders, most of whom are powerful government, business or military people.
Estimated for ICSO target area direct and indirect beneficiaries
|Project |Direct Beneficiaries |Indirect Beneficiaries |Total |
| |Male |Female |Total |Male |Female |Total | |
|Network |70% |30% |1005 |50% |50% |2826 |2931 |
|Community Trainees |70% |30% |256 |50% |50% |350 |606 |
|Focal women |70% |30% |30 |50% |50% |180 |210 |
|Community Committee |70% |30% |72 |50% |50% |420 |492 |
|Advisory Group |70% |30% |36 |50% |50% |100 |136 |
|Volunteer Group |70% |30% |11 |50% |50% |20 |21 |
|ICSO |70% |30% |75 |50% |50% |312 |387 |
|Wider community |70% |30% |59793 |50% |50% |398758 |45,855 |
|Others (Gov, NGOs staff) |70% |30% |200 |50% |50% |1000 |1200 |
|International |70% |30% |800 |50% |50% |5000 |5800 |
|Grand total | | |122,071 | | |
|Ms. Neangsrey Meas|Finance Manager, |Cambodian |Treasurer |January 2008 |Ms. Neangsrey Meas is a qualified in |
| |Community Forestry| | | |finance and has worked with a number of |
| |Int. | | | |NGO’s before becoming Finance Manager for |
| | | | | |CFI in Cambodia. |
|Mr. Graeme Brown |Independent |Australian |Chair |From July 2006 |Based in Ratanakiri for 7 years Bachelor |
| |consultant | | | |Degree in Forest Science, a Grad Dip in |
| | | | | |Adult Education/Development Studies. 10 |
| | | | | |years experience in management of IP NRM |
| | | | | |projects. |
|Mr. Russell |Country Director, |Australian |Member |From July 2006 |Working for development organizations in |
|Peterson |American Friends | | | |Cambodia since March 1993. He holds a Grad|
| |Service committee,| | | |Dip in Development Studies. |
| |Cambodia | | | | |
|Mr. Min Muny |Senior Advisor, |Cambodian |Vice Chair |From July 2006 |Overseeing planning, budgeting and |
| |UNDP | | | |management of UNDP decentralization |
| | | | | |program. Post-graduate degree in public |
| | | | | |policy. 10 years experience in management, |
| | | | | |6 years with indigenous peoples in |
| | | | | |Ratanakiri. |
|Ms Pry Phally |Director, Building|Cambodian |Member |From Dec 2006 |Active in the field of women’s rights. A |
|Phuong |Community Voices | | | |number of years experience in management. |
| |(BCV) | | | |Now director of a NGO operating to support |
| | | | | |community networks and rights advocacy. |
|Advisors to the Board |
|Ms Megan MacInnes |Land and |UK |Advisor |From Dec 2006 |Megan MacInnes is currently Land and |
| |livelihoods | | | |Livelihoods advisor to NGO Forum. She has |
| |Advisor to NGO | | | |worked on various community development |
| |Forum on Cambodia | | | |focused projects in SE Asia, including 3 |
| | | | | |years with the international NGO Nomad, |
| | | | | |based in Mondulkiri |
|Ms. Mane Yun |Advisor to UNDP |Ethnic Bunong, |Advisor |January 2008 |Ms Mane Yun is a Bunong indigenous person |
| |rights program |Cambodian | | |from Mondolkiri who has obtained a degree |
| | | | | |in Law in Cambodia. She has been active in |
| | | | | |networking of indigenous community people |
| | | | | |and indigenous students. She now works with|
| | | | | |UNDP as a rights program advisor |
|Ms. Eufemia Pinto |Director NTFP |Filipino |Advisor |January 2008 |An international development professional |
|(femy) |Exchange Cambodia | | | |with 15 years of field and management |
| | | | | |experience in integrated conservation and |
| | | | | |development. Countries of work experience |
| | | | | |in Cambodia, Vietnam, Thailand, Lao PDR, |
| | | | | |Philippines, United States and Zimbabwe. |
Annex 2: ICSO Staffing Plans 2010-2012:
|Nº |Name |Sex |National |Position |
| | | | |Overall Organization Management |
|1 |Sao Vansey |M |Khmer |Executive Director |
| | | | |Program Management Support Unit |
|2 |Suon Sopheap |M |Khmer |National Program Support Coordinator |
|3 |Sreng Kamsan |M |Khmer |Communications and Information support Officer |
|4 |Chea Sopheap |F |Khmer |Advocacy Liaison Support Officer |
|5 |Eung Chanthorn |F |Khmer |Monitoring and Evaluation Support Officer |
|6 |Heng Sreyda |F |Khmer |Gender Development Support Officer |
|7 |Vacancy | | |Livelihood Development Support Officer |
|8 |Vacancy | | |Village Organizing Support Officer |
| | | | |PNP Finance Support Unit |
|9 |Chang Mouy |F |Khmer |PNP Finance Coordinator |
|10 |Ouch Sang Saven |F |Khmer |PNP Finance Officer |
|11 |Sea Povry |M |Khmer |PNP Finance Officer |
| | | | |PNP Admin Personnel Unit |
|12 |Yem Sitha |F |Khmer |PNP Admin-Personnel Coordinator |
|13 |Ms. Eng Rotha |F |Khmer |Admin-Logistic Officer |
|14 |Vacancy |M | |Driver |
|15 |Dun Sokly |M |Khmer |PNP Security Guard 1 |
|16 |Tep Veasna |M |Khmer |PNP Security Guard 2 |
|17 |Khiev Sotheary |F |Khmer |PNP Cleaner |
| | | | |PNP Capacity Building Program |
|18 |Chin Thavro |M |Khmer |PNP Capacity Building Coordinator |
|19 |Kum Unique |M |Khmer |PNP Capacity Building Facilitator |
|20 |Svay Sochea |M |Khmer |PNP Capacity Building Facilitator |
|21 |Vacancy | | |PNP IP Part-time Trainer |
|22 |Vacancy | | |PNP IP Part-time Trainer |
|23 |Vacancy | | |PNP IP Part-time Trainer |
| | | | |PNP Community Media Program |
|24 |Phok Phal |M |Khmer |PNP Community Media Training Coordinator |
|25 |Uch Sokvibol |M |Khmer |PNP Community Media Training Assistant |
|26 |Sovann Hien |M |Tumpuon |PNP IP Community Media Training Facilitator |
|27 |Chan Plem |M |Tumpuon |PNP IP Community Media Training Facilitator |
| | | | |RAT Program Management Support |
|28 |Tep Borin |M |Khmer/Lao |RAT Provincial Program Coordinator |
|29 |Chhoem Sakhorn |M |Khmer |RAT Provincial Program Assistant |
|30 |Yorng Dalin |F |Jarai |RAT Provincial CMT Coordinator |
|31 | | | |RAT Finance Unit Staff |
|32 |Noun Mabb |M |Kreung |RAT Finance Coordinator |
|33 |Vacancy | | |RAT Finance Officer |
|34 |Thy Channy |M |Khmer |RAT Finance Assistant |
| | | | |RAT Admin-Human Resource Unit Staff |
|35 |Nga Chanthan |F |Khmer |RAT Admin-Personnel Coordinator |
|36 |Kim Marina |M |Khmer |RAT Admin-Personnel Assistant |
|37 |Keth Pidor |F |Khmer |RAT Admin-Personnel Assistant |
|38 |Mao Korng |M |Lao |RAT Driver |
|39 |Vay Reuy |M |Tumpuon |RAT Guards |
|40 |Sram Mo |M |Tumpuon |RAT Guards |
|41 |Toun Chrep |F |Khmer |RAT Cleaner (Part-time) |
| | | | |RAT Village Organizing Project staff |
|42 |Bean Sakun |M |Kreung |VO Project Coordinator |
|43 |Nhou Savin |M |Tumpuon |VO Officer |
|44 |Houp Borin |M |Kreung |VO Facilitator |
|45 |Vacancy | | |VO Facilitator |
|46 |Kham Paides |M |Tumpuon |VO Facilitator |
|47 |Prak Chanthou |F |Kreung |VO Facilitator |
|48 |Chea Sokunthy |M |Kreung |VO Facilitator |
|49 |Sondang Samoeun |M |Kreung |VO Facilitator |
| | | | |O Chum District (Staring localize2011) |
|50 |Bang Ngan |M |Kreung |District Coordinator |
|51 |Khin Yoeun |M |Tumpuon |NRM Facilitator |
|52 |Khom Kacheng |F |Tumpuon |IWE Facilitator |
|53 |Doung Sacha |M |Kreung |COT Facilitator |
|54 |Om Hong Kiry |M |Tumpuon |CMT Facilitator |
|55 |Saim Sao |M |Lao |District Admin-Accountant |
|56 |Meng Bunthoeun |M |Tumpuon |District Guard |
|57 |Pat Kaohaeuy |M |Kreung |District Guard |
| | | | |Lumphat District Staff |
|58 |Vy Rabann |M |Kreung |District Coordinator |
|59 |Samlong Sotra |Kreung |Kreung |NRM Facilitator |
|60 |Som Ratha |F |Khmer |IWE Facilitator |
|61 |Nan Bunsoeun |M |Kreung |COT Facilitator |
|62 |Vacancy | | |District Admin-Accountant |
|63 |Koem Soun May |M |Lao |District Guard |
|64 |Khing Phang |M |Lao |District Guard |
| | | | |Borkeo District (Starting localize 2012) |
|65 |Vat Bo |M |Kreung |District Coordinator |
|66 |Romam Dann |M |Tumpuon |NRM Facilitator |
|67 |Than Sokkhan |F |Tumpuon |IWE Facilitator |
|68 |Bin Kung |M |Tumpuon |COT Facilitator |
|69 |Vacancy | | |CMT Facilitator |
|70 |Chan Ratana |F |Jarai |District Admin-Accountant |
|71 |Sam Tola |M |Punong |District Guard |
|72 |Vacancy | | |District Guard |
| | | | |O Yadav District (Starting localize 2010) |
|73 |Men Sothea |M |Khmer |District Coordinator |
|74 |Samlong Sotra |Kreung |Kreung |NRM Facilitator |
|75 |Romas Phoy |F |Jarai |IWE Facilitator |
|76 |Kanuth Yoeun |M |Tumpuon |CMT Facilitator |
|77 |Cheng Heng |M |Jarai |COT Facilitator |
|78 |Youn Sen |M |Kreung |District Admin-Accountant |
|79 |Ramas Pich |M |Jarai |District Guard |
|80 |Sev Theu |M |Jarai |District Guard |
| | | | |Mundulkiri Program Staff |
|81 |Keo Sophat |M |Khmer |MDK Provincial Program Coordinator |
|82 |Then Bunseng |M |Tumpuon |MDK COT Officer |
|83 |Im Mary |F |Tumpuon |MDK NRM Officer |
|84 |Vacancy | | |MDK IWE Officer |
|85 |Vacancy | | |MDK VO Officer |
|96 |Veng Sien |F |Khmer |MDK Admin-Finance Officer |
|87 |Seun Loeun |M |Khmer |MDK Security Guard |
|88 |Ngat Sokhon |M |Punong |MDK Security Guard |
Annex 4: Operating Budgets for 2010-2012 in Estimation:
|Budget Line | Budget |
| | FY2010 | FY2011 | FY2012 | TOTAL |
|PNP Management support | 90,153 | 91,956 | 96,554 | 278,663 |
|PNP Finance Team | 23,664 | 24,137 | 25,344 | 73,145 |
|PNP Adm/HR Team | 19,756 | 20,151 | 21,159 | 61,066 |
|PNP Capacity Building | 37,780 | 38,536 | 40,463 | 116,779 |
|PNP Community Media Training | 29,672 | 30,265 | 31,778 | 91,715 |
|Ratanakiri Management support | 22,304 | 22,750 | 23,888 | 68,942 |
|Ratanakiri Finance Team | 9,289 | 9,475 | 9,949 | 28,713 |
|Ratanakiri Adm/HR Team | 16,568 | 16,899 | 17,744 | 51,211 |
|Ratanakiri Village Organizing Team | 28,152 | 28,715 | 30,151 | 87,018 |
|Ratanakiri-Ochum District Team | 23,044 | 23,505 | 24,680 | 71,229 |
|Ratanakiri-Lumphat District Team | 20,806 | 21,222 | 22,283 | 64,311 |
|Ratanakiri-Borkeo District Team | 19,162 | 19,545 | 20,522 | 59,229 |
|Ratanakiri-Oyadou District Team | 23,254 | 23,719 | 24,905 | 71,878 |
|Mondolkiri Team | 28,347 | 28,914 | 30,360 | 87,621 |
|Salary- Benefit | 391,951 | 399,790 | 419,780 | 1,211,521 |
| | | | | |
|Stationery and supplies | 8,040 | 8,201 | 8,611 | 24,852 |
|Computer repair/maitenance | 2,580 | 2,632 | 2,764 | 7,976 |
|Supplies & Material | 10,620 | 10,832 | 11,374 | 32,826 |
| | | | | |
|Office rental | 28,560 | 29,131 | 30,588 | 88,279 |
|Office utilities | 6,996 | 7,136 | 7,493 | 21,625 |
|Occupancy | 35,556 | 36,267 | 38,080 | 109,903 |
| | | | | |
|Staff Travel | 21,984 | 22,424 | 23,545 | 67,953 |
|Fuel and oil | 7,800 | 7,956 | 8,354 | 24,110 |
|Vehicle/Motorbike Maintenance/Repair | 3,060 | 3,121 | 3,277 | 9,458 |
|International Networking | 2,500 | 2,550 | 2,678 | 7,728 |
|Travel | 35,344 | 36,051 | 37,854 | 109,249 |
| | | | | |
|Communication | 12,696 | 12,950 | 13,598 | 39,244 |
|Staff Phone | 6,000 | 6,120 | 6,426 | 18,546 |
|Communication | 18,696 | 19,070 | 20,024 | 57,790 |
| | | | | |
|Office equipment | 7,350 | 7,497 | 7,872 | 22,719 |
|Office furniture | 1,045 | 1,066 | 1,119 | 3,230 |
|Office equipment & Furniture | 8,395 | 8,563 | 8,991 | 25,949 |
| | | | | |
|Car and motorbike purchase | 39,400 | 40,188 | 42,197 | 121,785 |
|Field Operation Equipment | - | - | - | - |
|Field Equipment | 39,400 | 40,188 | 42,197 | 121,785 |
| | | | | |
|Training/Meeting/Workshop | 232,080 | 236,722 | 248,558 | 717,360 |
|Forums | 31,900 | 32,538 | 34,165 | 98,603 |
|Study tour outside province | 20,500 | 20,910 | 21,956 | 63,366 |
|Organisational development. | 12,000 | 12,240 | 12,852 | 37,092 |
|Field Operation cost | 296,480 | 302,410 | 317,531 | 916,421 |
| | | | | |
|Translation/ interpreters | 3,240 | 3,305 | 3,470 | 10,015 |
|Publications (including translations) | 4,800 | 4,896 | 5,141 | 14,837 |
|Financial services, bank charge | 2,040 | 2,081 | 2,185 | 6,306 |
|Other service cost | 10,080 | 10,282 | 10,796 | 31,158 |
| | | | | |
|External Evaluation | 5,000 | 5,100 | 5,355 | 15,455 |
|Auditing costs | 3,000 | 3,060 | 3,213 | 9,273 |
|Board meeting expenses | 180 | 184 | 193 | 557 |
|Staff health and accidient insurance | 9,000 | 9,180 | 9,639 | 27,819 |
|Staff capacity building | 1,800 | 1,836 | 1,928 | 5,564 |
|Contingency | 18,000 | 18,360 | 19,278 | 55,638 |
|Miscellaneous | 854 | 871 | 915 | 2,640 |
|Quality assurance cost | 37,834 | 38,591 | 40,521 | 116,946 |
|Total | 884,356 | 902,043 | 947,145 | 2,733,544 |
| | - | | | |
|Show by Unit-Project | | | | |
|UNIT/PROJ |Budget |
| |FY2010 |FY2011 |FY2012 |TOTAL |
|PNP Core Cost |263,212 |268,476 |281,900 |813,588 |
|NCBU |94,310 |96,196 |101,006 |291,512 |
|NCMT |79,812 |81,408 |85,478 |246,698 |
| Total PNP | 437,334 | 446,080 | 468,384 | 1,351,798 |
| | | | | |
|RAT Core Cost |83,621 |85,293 |89,558 |258,472 |
|RAT VO |66,032 |67,353 |70,721 |204,106 |
|RAT OC |60,250 |61,455 |64,528 |186,233 |
|RAT LP |53,376 |54,444 |57,166 |164,986 |
|RAT BK |53,712 |54,786 |57,525 |166,023 |
|RAT OY |56,384 |57,512 |60,388 |174,284 |
| Total RAT | 373,375 | 380,843 | 399,886 | 1,154,104 |
| | | | | |
| MDK | 73,647 | 75,120 | 78,876 | 227,643 |
| | | | | |
| Grand Total | 884,356 | 902,043 | 947,146 | 2,733,545 |
| | | | | |
|Note : | | | | |
|FY2011 : Increase 2% of 2010 due to this year might be not purchased any equipment such as Vehicle-motor | |
|FY2012 : Increase 5% of 2011 | | |
Annex 5: Financial Health: (Detail in ICSO Financial Policy)
4 bank signatories of ICSO are National Team and Governance Board on the General Account. 3 bank signatories of ICSO National Team for the current account to operate in Phnom Penh base. 3 bank signatories of the current account of the Provincial Team for provincial base operation. The General account is opened for receiving fund from all donors but separated according to donor required and for transferring to the 3 current accounts for ICSO Phnom Penh, Ratanakiri and Mundulkiri programs to operate it activities.
The account is opened at ACLEDA bank. ICSO has reviewed and developed its Financial and Administration Human Resources System and Procedure to be standardizing in accepted by donors required with all staff participatory approach and approved by Governance Board and applied. More about ICSO Financial, Administration and Personnel System and Procedure policies if in deeply information required.
ICSO practices sound financial management and complies with a diverse array of legal and regulatory requirements. ICSO’s financial system assures that accurate financial records are kept and that ICSO’s financial resources are used in furtherance of ICSO’s charitable purposes. ICSO conducts periodic reviews to address regulatory and liability concern. All ICSO’s financial statements are prepared on the cash basis of accounting.
The ICSO operates in accordance with an approved annual budget base on three year budget plan, 1 year plan and quarterly plan. ICSO also creates and maintains monthly financial reports on a timely basis that accurately reflect the financial activity of ICSO. ICSO provides staff a confidential means to report suspected financial impropriety or misuse of ICSO resources. ICSO complies with all local laws, which includes, but is not limited to: complying with laws and regulations related to fund-raising, licensing, financial accountability, human resources, lobbying and political advocacy, and taxation. ICSO periodically assesses the need for insurance coverage in light of the nature and extent of ICSO’s activities and its financial capacity. ICSO periodically conducts an internal review of ICSO’s compliance with known existing legal, regulatory, and financial reporting requirements.
The National Finance and Administration Human Resources Coordinators are responsible for administering the financial transactions of program activities and report under direct supervision of Executive Director. The National Finance and Administration Human Resources Coordinators submit monthly financial reports to the Executive Director and feedback to all National Management Team members on bank balances, monthly income and expenses, budget updates, and any other financial matters. ICSO uses QuickBooks Pro 2004 and Microsoft Excel to track all ICSO finances. All files pertaining to financial record keeping are kept in a locked file onsite at all times. At the provincial level is the responsible of Provincial Finance and Administrative Human Resources Coordinators under direct supervision of Provincial program Coordinators and line with close monitor from the Financial and Administrative Human Resources Coordinators.
A monthly financial review for project expenditure at the district offices will be conducted by the ICSO Provincial Finance and Administration Human Resources Coordinators and/or sometime by the National Finance and Administrative Human Resources Coordinators as part of building and strengthening the accounting and administrative management capacity of relevant support staff and community accountantslacement.
A monthly financial review for provincial financial management at the provincial level will be conducted by the ICSO National Finance Coordinator as part of building and strengthening the financial management capacity of relevant support staff at the provincial level. A quarterly financial review for at the national level will be conducted by the ICSO Governance Board member who responsible for financial management as part of building and strengthening the financial management capacity of relevant support staff at national level and provincial level.
ICOS will have an independent external auditor team of the private and dynamic company which has been recognized by donors will be conducting the external auditing the organization financial management on annually basis and details of this report are forwarded to donors and governance board members. The organization has developed a finance manual which outlines accountable and transparent financial management procedures for the finance unit.
Annex 7: Administrative and Human Resources Development Plan:
I.C.S.O currently has developed by all staff with participatory approach by supporting through provincial and national management team members with existed and in place of the implementation policies such, Administrative, financial, personnel and staff performance appraisal which has been reviewed and approval by governance board and applies based on the Labor Law of Royal Government of Cambodia in benefiting to communities, all level of staff, governance board members and donors.
In coordination with Asia Indigenous People Pact in Thailand, Asia Forum, Asian NGO Coalition, Tebtebba, IKAP and PACOS for sending I.C.S.O staff to attending training, meeting, workshops, conference and intern in bringing the international knowledge from Asia experience on Indigenous people. ICSO will receive all presently staff, projects and equipment from the currently project to be further managing according to ICSO Administrative system and procedure.
With an expanded project ICSO has its separate office in Phnom Penh in January 2007 onwards. ICSO has had one office in Ratanakiri’s provincial capital. ICSO has also 4 very basic offices in 4 of the districts within the province. With an expanded project ICSO has its new support provincial office at Mundulkiri in 2009 onwards, the 15 province IRAM networks that also contributed to implementation the program. The 15 NGOs are involved in the Cambodian NGO network on Indigenous Minority Rights. .
There are management trainers by best practical approach within the ICSO structure. This is so that management training is done within the system. The role of management support is also to support the development of management skills in middle and lower management levels. This has been done by choosing specific management people with cross-cultural skills. ICSO has developed no-cost partnerships with a number of capacity building organisations for provincial, national, regional NGOs Coalition based on the best practical of coaching and mentoring strategies.
Despite this, there are a number of key gaps that is also in the strategies for staff development.
• Active non-violence training. This is because it has come time that communities need to become
an active and resistant to land and forest alienation. They need support in the skills to do this without violence. ICSO IP staff and IP networks need a good grounding in active non-violence in order to support communities.
• Project Management and planning. This is because IP staff and IP networks are still quite weak in management and planning. This is particularly so with regard to concepts of indicators, reporting and monitoring.
• Baseline surveys, data collection and report writing. This is needed to complement management training. This will help people see, record and report the results of their work.
• Advocacy strategising and campaign planning. Similar to the need for active non-violence, there is a strong and growing need for there to be far more systematic advocacy on indigenous issues. This will require training in situation analysis, stakeholder analysis and campaign planning.
• Globalisation, its processes and its impacts. This part of the situation analysis that is required for advocacy planning but comes at a higher level. ICSO staff needs to see the underlying causes of many of the problems they are seeing in Cambodia.
• Indigenous Peoples Experiences and Rights. The situation that exists with regard to indigenous peoples’ rights has been experienced in other parts of the world. There is a lot of experience that ICSO staff and communities could be exposed to and take lessons from. Maybe one way to do this would be to have “Forest Mountain Voices” travel to these other places and make videos about. A lot is also incorporated in the various international covenants and treaties that exist, which are another subject for training.
• Social analysis and mobilisation. ICSO must be looking at social systems and assisting them to mobilise. This means that staff needs to be capable in seeing social systems, their operation and the keys that have been found to mobilize them.
• Ongoing legal rights training. ICSO staffs have some training on legal rights. This can be supplemented. There could be a emphasis on the role of government and political systems
• Ongoing Train the Trainer training. There is a history of “training and extension” that exists in Cambodia. That requires that there be constant support for and reinforcement of participatory training techniques.
Annex 8: Monitoring and Evaluation and reporting Plan:
1. Roles and Responsibilities:
i. Governance Board Role and Responsibilities:
• The Board defines the vision and guides the organization towards it by being the ultimate authority in the organization. The Board is concerned with guiding the development of strategies and policies which ensure that the goals and activities of the organization have relevance and importance to the strengthening of indigenous people’s capacities to be an active part of Cambodian civil society.
• The Board shall endeavor to make the organization an effective, efficient and credible organization. The Board shall work to support organization execution body in achieving the aims and objectives of the projects and shall work as liaisons with the organization's constituents. The Board shall, in all its actions and deliberations, be accountable to the Cambodian public, particularly to indigenous people’s representative bodies.
• The Board is required to ensure that the aims and objectives of the organization are being implemented. These functions shall include but not be limited to. Supporting the ICSO Executive Director. Approving the Strategic plans of ICSO, Approving the annual operational plan of ICSO. Approving funding proposals prepared by ICSO. Approving project reports to donors. To supervise the opening, operating, and closing of bank accounts for the project, including authorizing person(s) to operate such accounts
• Assist the staff to mobilize, generate, raise or collect funds, in the form of grants, donations, or fees, and to ensure the proper utilization and management of such funds. Overseeing the proper utilization, management, accounting and auditing of the income and expenditures of the organization. Adopt and oversee the policies and procedures of the organization
• Monitoring the operation of ICSO in relation to the vision, mission, objectives and policies of the organization. Contracting and supervising any external evaluations of the project or sub-committees at its discretion.
ii. National Management Team (NMT)
• Ensure that Monitoring and Evaluation systems and procedure of the ICSO programs are operational and fully functioning in order to monitor and evaluate the national, regional and provincial program implementation according to the planned indicators. Capacity building and assisting the national, regional and provincial management in monitoring and evaluation the implementation of the annual national, regional and provincial work plan and budget.
• Capacity building and assisting the national, regional and provincial program management in preparation of the monthly, quarterly and annually, midterm evaluation and final evaluation report. Manage the preparation of Annual ISCO work plans and Budget. Manage the preparation of ICSO monthly financial and narrative reports and quarterly and annual narrative reports and the auditing report. To make sure all reports are timely reporting to Governance Board, Donors and relevant institutions.
• Manage ICSO at the national, regional and provincial to ensure that staff provides appropriate and relevant capacity building to regional, provincial, district, commune, and community staff. Provide advice and support to the ICSO staff in the national, regional and provincial levels. Perform duties of Account Holder and Approving Officer for ICSO National Account and monitor the provincial sub-impress account. Manage the operational budget of the ICSO program.
• Actively promote partnerships within the national, regional and provincial levels with other relevant Bilateral Program, United Nations Agencies, International Organizations and Non-Government Organizations. Assist National, Regional and Provincial Program Management in coordinating development work with UN, IOs, NGOs and other institutions. Have direct line management responsibility to the Regional and Provincial Program Coordinators for, Investment project issues (amendments, new project and end of project reports), Monthly, quarterly and other reports as requested, Annual Program Review or reflection, Monthly financial report, Program/strategic issues and Quarterly and annual work plans and budget.
• Ensure that the principles, concepts and systems of the ICSO program are effectively and efficiently implemented at the national, regional and provincial levels. Capacity building and assisting to national, regional and provincial levels be fully functioning with clear structure, roles and responsibilities. Support ongoing capacity building of ICSO Management Teams. Ensure that the ICSO Finance System is operational and fully functioning. Provide capacity building to ICSO staff on program management including financial and administrative systems, project preparation, project appraisal and project management and other trainings as required. Ensure that relevant training is provided to the national, regional and provincial technical staff by the sectors and that gender and environmental concerns are integrated in all training.
iii. Provincial Management Team (PMT)
• Ensure that the principles, concepts and systems of the ICSO program are effectively and efficiently implemented at the provincial level. Capacity builds and assists the Project Coordinators and Project technical staff to be fully functioning with clear structure, roles and responsibilities. Support ongoing capacity building of both staff and Provincial Management Teams.
• Ensure that the ICSO Finance System is operational and fully functioning. Provide capacity building to program staff on program management including financial and administrative systems, project preparation, project appraisal and project management and other trainings as required. Ensure that relevant training is provided to the provincial technical staff by the National Training Team and that gender and environmental concerns are integrated in all training.
• Ensure that Monitoring and Evaluation systems of ICSO are operational and fully functioning. Capacity build and assist project coordinators in monitoring and evaluation the implementation of the annual provincial work plan and budget. Capacity build and assist program staff in preparation of monthly, quarterly and annual report.
• Manage the preparation of Provincial Annual ICSO work-plan. Manage the preparation of ICSO monthly financial and narrative reports and quarterly and annual narrative reports. Manage program and support staff within the provincial program and ensure that staff provide appropriate and relevant capacity building to communities.
• Provide advice and support to the program and support staff in the province. Perform duties of account Holder and Approving Officer for provincial account. Manage the operational budget of the Provincial Program. Actively promote partnerships within relevant Bilateral Program, United Nations Agencies, International Organizations and Non-Government Organizations in the province.
• Coordinating development work with UN, IOs, NGOs and other institutions in the province. Have direct line management responsibility to the National Program Coordinator (NPC) for, Project work-plan and budget issues (amendments, new project and end of project reports), Monthly, quarterly and other reports as requested, Annual Program Review, Monthly financial report and Quarterly and annual work-plan.
iv. District Field Team (DFT)
• Capacity builds and assists the field coordinator staff of the project to prepare and facilitate the project process in target village, communes and district according to guidelines and procedures. Capacity builds and assists the staff of the project to train and coordinate the village network, commune network, district network to facilitate the project implementation including the management in target areas following ICSO guidelines and procedures.
• Capacity builds and assists the staff of the project to ensure that the members of District, Commune and Village network fully understand their respective responsibilities according to the Roles and Responsibilities assigned by communities. Capacity builds and assists the staff of the project to establish and maintain data bases of information relevant to the project information and other data. Capacity builds and assists the Information staff of the project staff to implement the ICSO Information strategy. Assist in the updating of TNA for project staff and network and designing the training curriculum based on TNA results for providing the training and capacity building.
• Conduct formal and on-the-job training to project staff in ICSO Program Management Systems and participatory planning techniques including facilitation skills and other areas as defined in the TNA. Capacity builds and assists the staff of the project to train and monitor the impact of training to network and communities to plan and manage development activities in their commune and villages.
• Conduct formal and on-the-job training with the assistance of the Provincial Program Coordinator in information and documentation techniques and other areas as defined in the TNA. Capacity builds and assists the staff of the project to train and monitor the impact of training to network to train their communities. Capacity builds and assists the staff of the project staff to assist district, commune and village networks to prepare and implement a monitoring and evaluation plan for budget plan.
• In coordination with the Provincial Program Coordinator to build capacity and assist NGOs funded by ICSO to prepare and implement a monitoring and evaluation plan. Assist the PPM in monitoring and evaluating ICSO funded project agreement
• Monitor the performance of the field staff and networks in order to provide inputs to periodic staff performance appraisal reviews. Prepare monthly and other reports as required and submit to the PPM. Capacity builds and assists the staff of the project staff to prepare monthly, quarterly and annual narrative and financial reports on their project with ICSO.
• Capacity builds and assists project agreement by ICSO to prepare reports according to project requirements. Prepare other reports as requested by the PPM. Capacity builds and assists the staff of the project to manage the project, including preparation of work plans, and to train the network and DFT to implement of the project work plan and budget. Ensure that project is implemented following ICSO Management Systems. Ensure effective communication between project coordinators and the provincial program coordinator.
2. Monitoring and Evaluation and Reporting Plan:
I.C.S.O is already implementing its Monitoring & Evaluation Reporting System with the simple way and developing to the professional within the process of staff capacity building and consolidating the system and procedure to be reviewed the manual with all participatory approach and harmonizing at the beginning as a part of capacity building on PM&E-R. In Cambodia it is very difficult to find indigenous people with Khmer language speaking and high education with English literature, project management skills but ICSO commit to build as we have been successfully but concern of leaving ICSO for other job with other competed NGOs. For this reason ICSO has a national program facility with a national team. The function of the national program facility is to support the management units in provinces, and to provide a mechanism for semi-independent monitoring and evaluation. (Please see more on ICSO Monitoring-Reporting and Evaluation system).
ICSO Governance Board approves any project proposals, plans, reports, policies submit by ICSO Executive Director with support and helping to seeking funding support from multi-donors to secure the funding support for ICSO. So, Governance Board could be access any field visit for projects/programs/units including financial management monitoring and evaluation so that providing the feedback and recommendations within capacity building as required base on the existing strategic plan. (See Governance Board roles and responsibilities below). The National Team will be providing the capacity building base on skill require of the program and support staff at the provincial levels base on units and projects responsibilities with cooperation with Provincial Management Team and closely follow up, monitor and evaluate the projects activities, outputs, outcomes, impacts base on the projects objectives to reflect the organizational goal, mission and vision.
The Provincial Team provides the capacity building base on skill require of the program and support staff at the district levels and field staff base on units and projects responsibilities with cooperation with National Management Team with closely follow up, monitor and evaluate the projects activities, out, outcome, impact to make sour the indigenous communities representative are trained and empowered base on the projects objectives to reflect to the communities required. The provincial units and project will report to the national program office and the national program office will conduct field visits to the provincial offices, district office and communities in relation to both direct and indirect target areas in order to coach and mentor on project cycle management. The national program office will also support and approval the annual work plan and budget of the all projects/unit based on the strategic planning approved by Governance Board.
At the end of the 3 year program, an Independent External Evaluation Team will be undertaken, using the results of the Internal Monitoring and Evaluation and other monitoring and reporting document against the results. ICSO has developed a monitoring and evaluation guidance to assist all program staff in the area monitoring and evaluation of projects. The activities and outputs of projects must be carefully monitored, documented and evaluated to enable the organization to track the progress of projects. The information gained from monitoring and evaluation is used to measure what the projects have achieved and to inform the future coordination of the projects. All program staff are responsible for the day-to-day monitoring of project activities and regularly checks the progress of the project against the project work plan with coordination and facilitation with community representative partners.
The Provincial Program Coordinator and PMT members also ensures that all project activities are being implemented according to the work plan and budget and will often make unplanned monitoring visits to projects to observe the implementation of activities. Feedback and recommendations will then be provided to the Project Coordinators and project staff in the form of a report which is also submitted to the National Program Coordinator and Executive Director.
Project beneficiaries and stakeholders are involved in monitoring and evaluating the projects by providing ‘front line’ information to ICSO on the effectiveness of its activities. The program conducts its own internal mid-term evaluation (plan for mid-2011) to measure the impacts and quality of the programs. An external evaluation is conducted during the 3 year reporting period to independently assess program impacts and to make recommendations for improving the program.
Reports are often used as tools for documenting, monitoring and evaluating programs/projects/units’ work done, and are essential for sound project management cycle concept. (See more detail of the ICSO Reporting System and functional structure of the reporting system). Both progress narrative and financial reports will be conducted on a regular basis for internal and external, donors, Governance Board and relevant stockholders as a part of monitoring, reflecting and updating for the concrete recommendations and direction the process to measure the progress and impact and feedback. ICSO still keep the difference types of the reports are listed below.
1. ICSO Internal Monitoring:
✓ Routinely internal with verbally report/telephone communications and field visit
✓ Bi-Monthly National Management Team meeting and minute sharing
✓ Bi-Monthly Provincial Management Team meeting and minute sharing
✓ Important internal written notices, correspondence, mail and e-mail communication
✓ Quarterly Progress Report by each projects/units (On Activities, Outputs, Outcome, Challenges and next Plan) and project/unit financial monitoring report
✓ Monthly Internal Financial Review Report
✓ Six-Monthly and annually Program Reflection workshops
✓ Annually both MTs Strategic Direction Meetings
✓ Three years staff retreat for overall discussion of the organization with all staff
✓ Annually review the related policies
✓ Other reports such study tours, workshops, Forum, conference, reflection and meeting minutes etc.
2. Program Reporting to DONORS, Governance Boar and relevant stakeholders:
✓ Six-month Program Progress Report (all donors and stakeholders)
✓ Annual Program Progress Report (all donors and stakeholders)
✓ Internal Midterm Program Evaluation Report OR ICSO Program Reflection Workshop (all donors if needed)
✓ Annual or three year Independent External Program Evaluation Report
✓ Annual Independent External Financial Auditing Report
3. Communicating the Plan
✓ Every board member and member of management should get a copy of the plan.
✓ Consider distributing all (or highlights from) the plan to everyone in the organization. It’s amazing how even the newest staff member gains quick context, appreciation, and meaning from review of the strategic plan.
✓ Post your mission and vision and values statements on the walls of your main offices. Consider giving each employee a card with the statements (or highlights from them) on the card.
✓ Publish portions of your plan in your regular newsletter, and advertising and marketing materials (brochures, ads, etc.).
✓ Include portions of the plan in policies and procedures, including the employee manual.
✓ Consider copies of the plan for major stakeholders, for example: funding agencies, donor organizations, government agencies, local authorities, potential collaborators, community organizations, etc.
Annex 9: Sustainability:
Unfortunately the problems faced by indigenous people in Cambodia are so profound and the need for capacity building and empowerment so high, it cannot be expected that problems being addressed by the action and by ICSO will solved within a 3 year period. However, so that the project is not so reliant on continued funding from DONORS, the following strategies for sustainability are employed. ICSO will seek support from a number of donors. The whole focus of the project is building the capacity of indigenous peoples to be able to do their own development, advocacy, and manage their own institutions. As mentioned above, this is a long-term goal and will take time to realize. The project, as implemented by community networks, will eventually be able to be self-sustainable through community participation if it continues to provide services that are relevant and useful to indigenous communities.
The focus of this ICSO project is to have the planning and implementation led by experienced staff rather than imposed on by outside staff or communities. The project complements other activities assisting communities to develop and implement community economic development plans. This is so that communities will have improved capacity to fund many of their own advocacy and community activities and be self-sustainable. Institutional level (Will structures allowing the activities to continue be in place at the end of the action? Will there be local "ownership" of action outcomes?)
The ICSO program will not be finished in 3 years. Further funding will be required. The focus however, is using the funding to develop community owned structures with the skills, knowledge and resources required to continue on their own. ICSO sees itself as an interim capacity building program but it is expected that, because there are so many barrier and so much capacity building to do, that ICSO will be required for possibly long term planning and yearly rolling planning till the stable and empowered indigenous peoples organizations to take over policy level where applicable (What structural impact will the action have - e.g. will it lead to improved legislation, codes of conduct, methods, etc)
Again, the focus is on bringing about sustainable change. In Cambodia, however, there has been a focus on developing policies and legal instruments that are meant to protect indigenous people’s rights. In fact the laws in relation to indigenous people rights (such as the Land Law and Forest law) are some of the best in Asia. The problem is that the laws and policies are not really implemented. The project’s primary focus is to empower indigenous communities to be able to do the advocacy required to bring about implementation of the laws and policies. To do this, ICSO builds the capacity of indigenous peoples to work with the legal, media and government system. A key goal is that relationships and empowerment bring about increased transparency that in turn brings about a rise in the rule of law.
ICSO has its vision, mission, goals and objectives base on indigenous communities required to develop a program that will have lasting positive changes at a community, commune, district, and province, national, regional and international levels. Capacity building at the community level is seen as a crucial part of sustaining the projects designed by this strategic plan. Indigenous people will be actively involved in all aspects of the project cycle including planning, implementing, and monitoring and evaluation. The participation of communities in the project cycle will foster ownership of the project activities and will lead to more sustainable impacts in the future of the indigenous communities.
In addition to working with communities, ICSO will work closely with other key stakeholders. The organization has designed strategies to ensure relationships are developed for cooperation and collaboration with the government and civil societies. During the implementation of the program, support will be given to provincial, district, commune and village authorities to build their capacity and strengthen their roles. The Communities should be available to develop itself in the future in building their capacity to organize what they should develop their community forwarding the sustainable development independently in appropriate period. Those Communities can be formulated to be Indigenous People Organization (IPO), Indigenous Institutions (II), and Indigenous Association (IA), Indigenous Community Based Organization (ICBO, register?) to continuing further activities in their communities with close cooperation and collaboration the relevant stakeholders in the possible levels of communication.
Annex 10: Organization Details:
Title of the program: Indigenous Community Empowerment Program (ICEP).
Project area: Indigenous People in Cambodia.
Total estimation funding 3 years required: USD$ 2,779,697.00
Duration: 1st January 2010 to 31st December 2012 (3 calendar years).
Organization Seeking Funds in details contact: Indigenous Community Support Organization (I.C.S.O).
Address: #37, St 396, Sangkat BKKIII, Khan Chamkar Morn, Phnom Penh, Cambodia.
Registration: 13 July 2006 # 840 Sor Cho Nor, MoI, Kingdom of Cambodia.
Website: .kh
Name of nominated person responsible for the program:
Mr. Sao Vansey, Executive Director, Phone number: (855) 12 813 744, vansey@.kh
Mr. Graeme Brown, Chair of ICSO Governance Board, Phone number (855) 12 981 226, graemejohnbrown@
Annex 11: ICSO Organizational Logical Framework:
| |Items |Verifiable Indicators |Means of verification |Risks/Assumptions |
|Org. Vision |The Indigenous Communities have knowledge, capacity, solidarity and |70% of Indigenous Networks and Communities are improved their |Internal and External |Right of movement has not |
| |a sense of initiative and ownership in order to manage their |knowledge. Skill on Advocacy and solidarity |Evaluation report |been disturbed and IPOs need|
| |natural resources, improve their economic, social and |50% of movements for advocacy on land rights have been initiated by| |to fore for registration |
| |cultural affairs with effectiveness and sustainability through community |themselves | |IP communities have freedom |
| |organizations and development managed and directed by those community |At least 5 complaints from the grassroots level have been lodged to| |to mobilize and speech. |
| |organizations |the government department and the community mobilization has been | |IP community has their |
| | |set for a sense of community ownership. | |privileged to raised their |
| | | | |concern with national and |
| | | | |international level |
|Org. Mission |To support Indigenous People Networks (IPN) through building and | | | |
| |strengthening to improve the capacity of their member Organizations/groups| | | |
| |(IPOs) in contributing the protection of their natural and | | | |
| |traditional resources rights | | | |
| | | | | |
|Org. Goal |To support the development of IP advocacy and structures from grass-roots | | | |
| |to national and international levels through intensification and | | | |
| |diversification of community initiatives and ownership | | | |
|Org. Strategic | To support village-level organization formation of the traditional |267 Village Organizing committee members of the VOP are |Monthly plan, reports, |More demanding from |
|Objectives |identity and best practice empowerment for IP community advocacy, |strengthened the capacities and support for other communities. |reflection and exchange visit |communities that ICSO could |
| |protection of rights, formulation of development priorities, legal entity |At least 25 existing villages have undertaken independent advocacy |reports, auditing, evaluation,|not support for all in |
| |recognition and communal land. |for land protection for community economic development. |case studies. Community |particular in northeast |
| | |25 villages in Rat are strengthening the traditional identity for |organization people |provinces. |
| | |recognizing by Ministry of Rural Development, strengthening the |documentation of land loss and|IP communities have freedom |
| | |Legal entity for recognizing by Ministry of Interior and processing|land loss averted. |to express their idea on the|
| | |to communal land registration by Ministry of Land Management with |Number of commune council |advocacy issues. |
| | |expansion to support in other districts and province are called and|meetings attended by community|The government department |
| | |needed by communities. |people so as to monitor and |willing to support the IP |
| | |At least 6-10 other communities are identified and identity |input. |community for legal entity |
| | |building in a sense of solidarity formulated. | |and communal land |
| | |At 2 districts have developed people organization, documented and | |registration recognition. |
| | |shared with other communities and other organizations. | | |
| |By working in partnership with emerging community networks at commune, |1016 existing community network members of NRM, IWE, COT CMT and VO|Monthly plan, reports, |Some networks might be |
| |district and provincial level in assisting community education and |in the 4 target districts of Rattanakiri have assisted in |reflection and exchange visit |shifting to be NGO staff, |
| |empowerment work which leads to the formation of peoples representative |developing an Organizational Development statutes |reports, auditing, evaluation,|local authority positions |
| |and advocacy organizations from grassroots to national level (interacting |60% IP communities in the four districts have been understood the |case studies. |with new review for |
| |with international level) |people organizations concept and eager to see the development of | |replacement. |
| |To engage working partnership with emerging community networks at commune,|people organizations at districts level. | |The grassroots advocacy able|
| |district and provincial level in assisting community development and |30 of Community Network members of NRM, IWE, COT and CMT in | |to mobilize IP communities |
| |empowerment work to select people representative on advocacy from the |Pichreada district of Mondlkiri have understood the people | |people without fear |
| |grassroots level to interact with the national and internal level. |organizations concept and eager to see the development of | | |
| | |organization at district level. Community people in people | | |
| | |organizations and local NGO’s at district level have connected to | | |
| | |other districts and 15 provinces in Cambodia to share experiences | | |
| | |and solidarity. | | |
| |By working in partnership with emerging community networks at national |72 indigenous right active members (IRAM) have understood of people|Monthly plan, reports, |Shortfall of funding |
| |level, in assist in community education and empowerment work which leads |organizations concept and sufficient skills to support the |reflection and exchange visit |NGO’s partners are active in|
| |to the formation of peoples representative and advocacy organizations from|development of people organizations at district level. |reports, auditing, evaluation,|support IP communities to do|
| |grassroots to national level (interacting with international level) |72 of IRAM have been trained on Community Legal , Documentation on |case studies. |their advocacy at National |
| |To engage working partnership with emerging community networks at National|land problems, | |and International level. |
| |level in assisting community development and empowerment work to select |265 COT trainers and trainees have been integrated the IEW, CMT and| | |
| |people representative on advocacy from the grassroots level to interact |NRM knowledge through all consultation process with elders, youth | | |
| |with the national and internal level. |and communities members | | |
| | |20 networks in Cambodia and IPOs in two provinces both indirect | | |
| | |and indirect target areas are formulated by IP networks to lead for| | |
| | |their project planning, implementing and monitoring for their | | |
| | |community needs on the right base approach with the existing | | |
| | |experience of NRM, COT, IWE and CMT | | |
| |To support indigenous people’s organizations/groups/networks to explore |20 of IPOs members have been integrated the concept and perspective|Monthly plan, reports, |Bringing the outside |
| |livelihood integration concepts on IP community economic development |of traditional livelihood for intensification and diversification |reflection and exchange visit |experiences would be |
| |through exploring best practices, intensification and diversification of |to approach the marketing and inspiring the living standard is |reports, auditing, evaluation,|confusing the community but |
| |traditional agriculture, small enterprises development, and food security |improved. |case studies. |inspiration. |
| |in cooperation with government line departments and NGOs. | | |The government departments |
| | | | |are willing to support IP |
| | | | |communities on livelihood |
| | | | |enhancement |
| |To continue to consolidate the ICSO organizational development |50 of IP and Non-IP staff of ICSO organizational, programming, and |Monthly plan, reports, |ICSO staff have enough time |
| |and strengthening to enhance the ICSO staff capacity building through |projects/units management are empowered and delegated in order to |reflection and exchange visit |to transfer their knowledge |
| |practical practices of empowerment approach toward the localization of |support for the IPOs development. |reports, auditing, evaluation,|and skill to the IP |
| |ICSO programs to be Community Based Organizations to support IPOs. |2 districts of ICSO program is localized to be Community Based |case studies. |communities Networks on |
| | |Organization (CBO) | |localization |
| | |15 CBO committees is trained on Leadership, Management, Financial, | | |
| | |facilitation skills, and law related to IP rights. | | |
| |To consolidate the partners' cooperation and collaboration with |30 of stakeholders and relevant factors on IP issues involvement |Monthly plan, reports, |Laws pressure would be the |
| |relevant government institutions, donor agencies, NGOs coalitions, private|are cooperated and collaborated to address the issues and sort out |reflection and exchange visit |implication of the legal |
| |sectors from the grass-roots to National and International levels in order|at all level of the grass-roots to international levels through |reports, auditing, evaluation,|framework |
| |to address the IP issues on Economic, Social and Cultural rights for |legal framework and international conventions. |case studies. |The IP issues on Economic, |
| |influencing policies, promoting good governance and law enforcement. |30 of stakeholders have been involved on Economic, Social and | |Social and Cultural Rights |
| | |Cultural Rights for influencing the policy maker to promote good | |will be accepted by the |
| | |governance and law enforcement. | |government for |
| | | | |consideration. |
|Strategic Objectives |Action Strategies |Verifiable Indicators |Means of Verification |Assumptions/risks |
| Support village-level |Conduct training on Land Registration and Community Legal |25 villages are organized for IP identity, legal entity and |Monthly plan, reports, reflection | |
|organization formation |Entity to Community Legal Advisors and their committees and|communal land registration. |and exchange visit reports, | |
|through supporting the |refresher training to staff and Network members on the |50% of forest and land are protected |auditing, evaluation, case studies.| |
|traditional identity and best |legal framework for land ownership, including the role of |30% Natural protected areas are formulated for economic | | |
|practice empowerment for |community legal entity status and techniques for community |development | | |
|community advocacy, protection |solidarity building. |25 villages in other areas of IP are intervened by VO | | |
|of rights, formulation of |Conduct Field trips for community leaders to areas with |committee and ICSO | | |
|development priorities, legal |legal status. This will allow exchange of experience and |15 workshops/forum/meetings has been held for consultation | | |
|entity recognition and communal|preparation for more community statutes development with |process. | | |
|land. |low solidarity and high levels of problems so target |20 villages have been official recognized by the government. | | |
| |communities can see the relevance of statutes and land |25 villages are mapped the geographic areas | | |
| |titling. | | | |
| |Conduct Workshops with government officials so that | | | |
| |community statutes can be recognized and collect GIS | | | |
| |information from 13 villages to support IP Communities on | | | |
| |Community Organizing in the target districts and | | | |
| |exhibition of IP’s tool, culture and traditional. | | | |
| |Test, trial, develop, document and share lessons related to| | | |
| |community organizing at village and commune level. | | | |
| By working in partnership |Develop/Build the capacity of the existing IP Networking |20 groups are strengthened the capacities. |Monthly plan, reports, reflection |As mentioned at the |
|with emerging community |groups on relevant capacity building needed in grouping of |2 districts of IPOs are established at the grass-root level |and exchange visit reports, |strategic levels. |
|networks at commune, district |organizing IPO to build their local institutions management|2 IPO projects are planned and implemented for IP communities |auditing, evaluation, case studies.| |
|and provincial level, assist in|of the leadership in compatible of community planning, | | | |
|community education and |implementing, monitoring and evaluation their own |5 districts of IP communities’ voices wider brought and | | |
|empowerment work which leads to|initiative and ownership projects. |attention of public | | |
|the formation of peoples |Engagement any events for indigenous people rights to | | | |
|representative and advocacy |address their concern and strategies in accordant with | | | |
|organizations from grassroots |community ownership on Natural Resource Management in the | | | |
|to national level (interacting |direct and indirect target areas through networking and |8 COT modules are trained to COT trainers and trainees in the | | |
|with international level) |sharing view from grass-roots to national and international|two provinces. | | |
| |level | | | |
| |Promote COT representatives in the regional target | | | |
| |community to conduct multiple awareness training skills on |35of IWE networks are integrated for addressing women rights. | | |
| |Facilitation Skill, IP rights and Analysis to IP community |30 IP women are more actively involved with decision making on| | |
| |by COT Trainers/trainees. |their NRM protection. | | |
| |Develop the existing Indigenous Women Networks through |9 IP Women leaders are more active and support their | | |
| |strengthening the capacity of natural resources in gender |communities. | | |
| |development perspective. | | | |
| | | | | |
| |Promoting the Indigenous Women Networks’ Voice of | | | |
| |participation in decision making, and Self confident on | | | |
| |Natural Resource Management Network in the target areas and| | | |
| |expansion. |15 of media productions are produced and 15 of media | | |
| |Building Women Network in and out target areas in order to |production have been disseminated | | |
| |improve the knowledge, skills and understanding the roles | | | |
| |and responsibilities of community participation in decision|6 times of radio and television have been broadcasted or | | |
| |making. |disseminated on Indigenous people culture, and traditions | | |
| |Develop community-led media capacity and productions by | | | |
| |their decision making process on social, cultural and |9 times of community media training have been trained to the | | |
| |environmental protection and sustainable use of natural |CMTAG and VG groups | | |
| |resources through existing and new media productions. | | | |
| |Maximize radio and television and mobile facilities to | | | |
| |disseminate the existing productions for information on |60% of resource mapping have been developed by the community | | |
| |indigenous peoples’ cultures, traditions, issues, and | | | |
| |aspirations within and external broadcast to wider | | | |
| |stakeholders. |6 times of trainings has been trained especially related to | | |
| |Step up training of community media advisory and volunteer |Natural Resource Management, and law related to IP. | | |
| |group networks in other target areas and connection to | | | |
| |carryout community-led media support in Cambodia. |5 conflicts have been solved by the communities and networks | | |
| |Conduct community resource mapping and supporting the |60% of IP communities living standard have been improved | | |
| |current natural resources management network members for | | | |
| |improvement advocacy o Land rights and the serious | | | |
| |implementation other relevant laws. | | | |
| |Support the Natural Resource Management Networks’ issues in| | | |
| |the target areas in building capacity and to understand on | | | |
| |laws related to IP with the connection their networks to | | | |
| |all stakeholders. | | | |
| |Enhances the Natural Resource Management Network solidarity| | | |
| |to protect and coordinate in solving the conflict with | | | |
| |integrating to enhancing the living condition through | | | |
| |support livelihood improvement perspective. | | | |
| By working in partnership |Consolidate and Strengthen the capacity of indigenous |72 IRAM are strengthened the capacities on management, |Monthly plan, reports, reflection | |
|with emerging community |leaders from the 15 provinces is formulated and recognized |leadership, facilitation skills etc. |and exchange visit reports, | |
|networks at national level, |through a carefully informed IP community’s election |265 IP Working Groups have been linked their networks from |auditing, evaluation, case studies.| |
|assist in community education |process facilitated by existing IRAM |grass-roots to national and international levels. | | |
|and empowerment work which | |At least 10 Groups of IPOs at districts, provinces and | | |
|leads to the formation of |Develop the best practical experience and skills required |national are formed and trained by IRAM. | | |
|peoples representative and |for community awareness rising, mobilizing communities, for|2 projects have been designed and implemented. | | |
|advocacy organizations from |developing a strong network and advocating at national and |6 times of IP communities and Non-IP community Networks have | | |
|grassroots to national level |international level for their rights. |been joined in Advocacy lobbying. | | |
|(interacting with international|Support IRAM for working direct with all IP communities in | | | |
|level) |Cambodia have sought and received, from the working group, |6 times consultation/meeting/forum/ workshop for their | | |
| |training and support on community networking, indigenous |relevant advocacy and lobby have been produced and lodged to | | |
| |rights, human rights, and advocacy skills. |the government department and NGOs | | |
| |Link and support the IRAM in cooperating and collaboration | | | |
| |with non-IP Networks, and International networks for | | | |
| |advocacy, lobbying on all IP issues as well as feeding back| | | |
| |and consulting their communities on lesson learnt and | | | |
| |future strategies. | | | |
|To support indigenous people |Building the IP leaders on economic development |26 IP leaders are trained on economic development concept and |Monthly plan, reports, reflection | |
|organizations/groups/networks |perspectives and concept for awareness raising and |perspective based on the best practical of IP inside and |and exchange visit reports, | |
|to explore livelihood |analyzing with their communities to create the possibility |outside countries. |auditing, evaluation, case studies.| |
|integration concepts on IP |of the development opportunity. |3 times of exchange visits and consultation for approaching. | | |
|community economic development |Conduct the exchange visit to direct see and hear from the |60% of land protected is conceptual of land use on economic | | |
|through exploring best |potential areas of the IP communities of other NGOs support|development. | | |
|practices, intensification and |with both inside and outside countries in cooperation with |50% of local and traditional product are increased and | | |
|diversification of traditional |NGO regional networks. |developed for market required. | | |
|agriculture, small enterprises,|Promote the livelihood in the communities of the land use |50% of traditional and technical are integrated for their best| | |
|and food security through |planning with other creating the possibility small |practical of diversity and intensification in communities. | | |
|cooperation with government |enterprises for developing their traditional production to | | | |
|line departments and NGOs. |fit the marketing. | | | |
| To continue to consolidate |Strategize to localize at least two district field offices |2 ICSO Districts Offices and programmed are localized by |Monthly plan, reports, reflection | |
|the ICSO organizational |to be the support secretariat to serving and supporting the|elders and networks. |and exchange visit reports, | |
|development |elders, networks at the district, communes and village |25 villages of statutes have been developed by the elders, and|auditing, evaluation, case studies.| |
|and strengthening to enhance |levels for conducting their activities to support IP |networks on localization | | |
|the ICSO staff capacity |community needed. |60% of IPO development needed is strengthened by stakeholders | | |
|building through |Develop the monitoring and evaluation tools through the |for secure the services and support IP communities. | | |
|practical practices |best practical and coaching approach for all level of staff|60% of Institutional development is increase based on the | | |
|of empowerment approach toward |with partnership with technical NGO partners. |decision making of elders and networks and recognized by | | |
|the localization of |Conduct the periodic strategic plan and project reviews, |commune councilors. | | |
|ICSO programs to be Community |mid-term and terminal project evaluations and foster |2 projects designed on planning, implementing, monitoring and | | |
|Based Organizations to support |internal and external communications with develop resource |evaluating by representatives. | | |
|IPOs. |mobilization action plan |6 training/meeting/workshop for reflection and review plan | | |
| |Promote continuous education in the responsiveness and | | | |
| |innovativeness of personnel through relevant, effective | | | |
| |staff learning and development offerings and ensure | | | |
| |financial fitness of the organization with other relevant | | | |
| |existing policies review. | | | |
| To consolidate the partners'|Cooperation and collaboration as much as possible to |70% of all relevant sectors and stakeholders are engaged with |Monthly plan, reports, reflection | |
|cooperation and |working with the relevant levels of local authorities and |closed cooperation and collaboration to address the issues and|and exchange visit reports, | |
|collaboration with |line miseries of Kingdom of Cambodia for gaining the |sort out the issues with appropriate strategies. |auditing, evaluation, case studies.| |
|relevant government |understanding and supporting IP communities. | | | |
|institutions, donor agencies, |Cooperation both provincial and national NGOs working for |12 NGOs more connective of the strong coalition to support IPO| | |
|NGOs coalitions, private |and with indigenous communities as of the coalition NGOs | | | |
|sectors from the grass-roots to|for the strong voice of NGO to support IP community voice. |80% of Fund raising needed is integrated for IPO support. | | |
|National and international |Generate fund with the 15 existing and new partnership with| | | |
|levels in order to address the |the bilateral and multi-donors in bridging with harmonizing| | | |
|IP issues on Economic, Social |to supporting the community initiative and ownership. |70% of all stakeholders have understood the impact of social | | |
|and Cultural rights for |Work in closely communicate with the possibly private |and economical. | | |
|influencing policies, promoting|sectors that gaining the affect the communities for debate | | | |
|good governance and law |and advocate on the economical, social and environmental | | | |
|enforcement. |accountabilities. |70% of engagement with regional, national and Interracial | | |
| |Connection for close cooperation and collaboration with |level | | |
| |regional and international NGOs in Asia, Europe, |12 NGOs has been worked on the similar activities to push the | | |
| |Ambassadors and United Nation agencies for any possible |law enforcement on democracy and human right aspect | | |
| |pressure for the law enforcement of the role of law with | | | |
| |democratization and human right aspect. | | | |
Note:
ICSO Projects/Units are developing its own grass-roots planning by designing the Annual Field Operation and Annual Budget Operation with each Project Development goal, objectives, outputs, activities, included IP Groups’ Project designed by IP Networks for the simplify project concept and budgeting for implementing all activities with technical and financial support by ICSO teams based on the strategic level.
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