strategic plan coversheet

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Table of Content:

Acronym:.................................................................................................................... 3 Strategic Plan Coversheet ........................................................................................ 5 Name of Program: Rural Community and Environment Development Organization .. 5 STRATIGIC PLAN ....................................................................................................... 6 I. SITUATION DEFINITION................................................................................... 7

Country History: ........................................................................................................ 7 Program History: ...................................................................................................... 8 Long Term Program GOAL: ..................................................................................... 8

RCEDO Values ........................................................................................................... 8 SWOT Analysis ........................................................................................................... 9 Key Issues to be addressed ...................................................................................... 13 Intervention Strategy ................................................................................................. 16

1. Target Group and Target Areas ....................................................................... 16 2. Strategic Approaches ....................................................................................... 17 3. Strategic Planning Process .............................................................................. 17 4. The Strategic Plan – is A Living Document. ..................................................... 18

Vision Statement ....................................................................................................... 18 Mission ...................................................................................................................... 18 Program Goal ............................................................................................................ 18 Organisation Objectives ............................................................................................ 18 Development Strategies of the Organization ............................................................. 19 II. OPERATIONAL CONTEXT ............................................................................. 19 III. KEY ISSUES PRIORITIZED ............................................................................ 26

1. Livelihood Improvement of the venerable families ........................................... 26 2. Strengthening Quality Education at Primary and Secondary School ............... 30 3. Natural Resources and Environment Management ......................................... 33 4. Building Partnership ......................................................................................... 35

IV. MONITORING AND EVALUATION PLAN ....................................................... 37 V. Monitoring and Evaluation Matrix Related to Prioritized Key Issues ................ 38 V. RESOURCES: ....................................................................................................... 54 VI. RCEDO Program Budget (Currency: US$) ............................................................ 55 VII. Organization Chart of RCEDO ............................................................................ 56

RRCCEEDDOO CCOORREE VVAALLUUEESS ........................................................................................... 57

RCEDO Strategic Plan for 2020 – 2024

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Acronym: AC Agriculture Cooperative AFO Agriculture Food Organisation AHA Centre ASEAN Coordinating Centre for Humanitarian Assistance on

Disaster Management AC Agriculture Cooperative ADDA Agriculture Development Denmark Asia ANC Antenatal Care BoD Board of Director CCC Cooperation Committee for Cambodia CCDM Commune Committee for Disaster Management CHF Cambodian Humanitarian Forum CaCH Caritas Switzerland CAP Community Action Plan CBDRM Community Base Disaster Risk Management CBO Community Base Organisation CCA Climate Change Adaptation CC/DRR Climate Change/Disaster Risks Preparedness CCCSP Cambodia Climate Change Strategic Plan CCs Commune Councilors CBOs Community Based Organisation CDHS Cambodia Demography Survey CDP Commune Development Program CEW Commune Extension Worker CHAST Children’s Hygiene and Sanitation Training CIP Commune/Sangkat Investment Program CLTS Community Led-Total Sanitation CRR Citizens’ Rating Report C/S Funds Commune/Sangkat Funds CSDG Cambodian Sustainable Development Goal CSO Civil Society Organisation D&D Decentralize and Deconcentration DIP District Investment Program DIW District Integration Workshop DoEYS District Department of Education Youth and Sport DPT3 Diphtheria, Pertussis, and Tetanus, DRR Disaster Risk Reduction DRRVC Disaster Risks Reduction Village Committee DAOFF District Agriculture of Fishery and Forestry DAO District Agriculture Officer ESP Education Strategic Plan FWUC Farmer Water Users Community FWUG Farmer Water User Group GLDs Government Line Departments HVCA Hazard, Vulnerability & Capacity Assessment IEC Information Education and Communication


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IGA Income Generation Activity IWRM Integrated Water Resources Management ISAF Implement Social Accountability Framework JICA Japanese International Cooperation Agency LNGOs Local Non-Government Organisation MAFF Ministry of Agriculture Forestry and Fishery M&E Monitoring and Evaluation MMR Maternal Mortality Rate MOE Ministry of Environment MOWRAM Ministry of Water Resources and Meteorology NCDM National committee for Disaster Management NECA NGOs Environment and Climate Change Alliance NREM Natural Resource and Environment Management NCCC National Cambodia Climate Change NCP National Contingency Plan NSDP National Strategic Development Plan NSSF National Safety and Security Fund ODFs Open Defecation Frees PCDM Provincial Committee Disaster Management PDAFF Provincial Department of Agriculture Fishery and Forestry PCP Provincial Contingency Plan PDP Provincial Development Program PDRWM Provincial Department of Water Resource and Meteorology PIP Provincial Investment Program PNC Post-Antenatal Care 3Rs Reuse, Reduce and Recycle RS III Rectangular Strategy Phase III RCEDO Rural Community and Environment Development Organisation SSC School Support Committees SDG Sustainable Development Goal SHG Self-Help Group SMEs Small Medium Enterprise SNAP Strategic National Action Plan for Disaster Risk Reduction SWOT Strength, Weakness, Opportunity, Threaten TCA Technical Cooperation Agreement U5MR Under 5 Mortality Rate UNCBD United Nation Convention on Biodiversity UNCDM United Nation Convention Disaster Management UNFCCC United Nation Framework Convention on Climate Change UNDP United Nation Development Program VDC Village Development Committee VDMG Village Disaster Management Group VHSG Village Health support Group WASH Water Sanitation and Hygiene WiLD Women in Leadership YTF Youth Taskforce


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Strategic Plan Coversheet

Name of Program: Rural Community and Environment Development Organization (RCEDO)

Dates Covered by the Plan: From September 2020 to August 2024. Date of Strategic Planning Workshop: 23-25 September 2019. Facilitator(s) of Strategic Planning Workshop: Mr. Phim Sopheap,

RCEDO’s BoD. Location of Strategic Planning Workshop: Pursat Province, Cambodia Participants in the Development of the Strategic Plan (Check all that apply) Key Local Authorities Government Department Local RCEDO Staff Director of RCEDO BORD of RCEDO Other: ___________________________________________________________ Submitted for Approval to Chair of BoD by Sam Serey Wathana on 08/Feb/20

Contact Person Date Date Plan Approved at Chair of BoD _______________________________

Sopheap PHIM (Mr.)


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STRATIGIC PLAN (FOR 2020 – 2024)

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I. SITUATION DEFINITION

Country History:

Cambodia is bordered by Vietnam, Laos, Thailand and the Gulf of Thailand. The total area of landmass is about 181,040 sq. km. It receives the tropical monsoon climate, with wet and dry seasons. The total population estimated in 2018 was 15 Million with an estimated annual growth of 7.3%; one of the highest rates in Asia. The rate of infant mortality was also high. Cambodia is still regarded as an agricultural country where there are 85% of the population involved in agricultural production. Khmer is a majority, with minority groups consisting of Chinese, Vietnamese, and hill-tribes in northeastern part of the country. Khmer is an official language of the country. English has been emerging as the first foreign language and French as a second for international communication. Most of social and scientific documents can be easily found in both English and French. All religion is respected by the Cambodia constitution. Buddhism is embraced by 80% of Cambodians, followed by Muslim, Christian, and Catholic religion. In recent history, Cambodia suffered from the spillover of the war in Vietnam, and from a devastating civil war from 1969-75. From 1975-79, under Pol Pot, a Khmer Rouge Army ruling the country, people were collectively forced tortured, starved, and killed (Killing Field in Cambodia) during which caused the death of 1.7 millions people. In 1979, with the end of Pol Pot era, Cambodia was in ruins. The country's infrastructure was destroyed, and left behind thousands of orphanages and widows. The economic downturn in Asia has been felt in Cambodia and the rural economy is stagnant. Added to this, environment destruction affecting to the climatic condition of the past several years have been unpredictable. Subsequently the rice harvest in many areas has suffered. Subsistence farmers are extremely vulnerable to natural disasters as they have no reserves or assets to see them through lean periods and are prone to getting caught up in a debt cycle during these periods, often resulting in the loss of their land. A number of NGOs entered Cambodia to provide support, which can be seen in three phases: Emergency Phase (1979-1982); Political and Economical Isolation Phase, an embargo by Western countries; and Transitional Development Phase (since 1989). As from 1995, NGOs began focusing on their traditional roles in Community Based Development Projects. According to the 1997 Human Development Report by UNDP, Cambodia is listed near the bottom of ranked countries for human development index: at 153 out of total 175 countries listed. After first democratic election in 1993, Cambodia is ensuring the international cooperation for national reconstruction and rehabilitation. The elected government (Royal Government of Cambodia) adopted the free market policy and affirms the national economy development, food security, human resource development, and develop the First Socioeconomic Development Plan 1996-2000 in the context of market economy development. The First Term of Elected Two Prime Minister Government (1993-98) was not an easy coalition; an arm conflict between the two coalition parties of 5-6 July 1997 was a cloudy event, which prevented periodically development of Cambodia. Second Term of Governmental Election (1998-03) was successfully organized. The fourth, fifth and Sixth Elected Government Terms are strongly focusing on Economic and Public Reform and integrated Cambodia into the high medium incomes country in year 2030. The government policy plate form has adapted the fifth of government rectangular strategy.


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Program History:

RCEDO has been active in Cambodia since the late 1998, primarily providing water infrastructure support in the water-sanitation and hygiene sectors at Northwest of Cambodia in partnership with local authorities, relevant government line departments including, the technical training, pumping and drilling well program, and environmental conservation projects. Moving from this development stage, RCEDO has continued to support the livelihoods, DRR, Water and Sanitation-Hygiene (WASH), Self-Help Group (SHG), health/HIV/AIDS prevention awareness, vocational skills training, Community Rice bank, Decentralization & Local Governance through Civic Engagement project (Citizen’s Rating Report (CRR)), natural resources management and renovation of existing forestry, disaster risk reduction management (DRRM) and climate change awareness. Over the pass 20 years of operated, RCEDO has working to support the rural communities in 75 target villages, 12 communes of 8 districts in the 3 target provinces ( Banteay Meanchey, Oddar Meanchey and Siem Reap).

Over the pass 20 years operated, RCEDO has received fund from AusAID, the Embassy of Japan, New Zealand Embassy, Diakonia, World Bank, The Asia Foundation, ZOA Refugee Care, The Netherlands Embassy, Canada Fund, Action-Aids, FAO/EU, ADDA/Denmark, SDC/SNV, CARITAS Switzerland. The total annual budget has been implemented amount of US$ 150,000- $200,000 per yearly.

Long Term Program GOAL:

Improve the quality of life of the poor family and marginalized people through participation in livelihood improvement, strengthening quality education services at the primary and secondary schools, natural resources and environment management, improve health services and nutrition and building partnership at the two selected provinces (BMC & OMC).

RCEDO Values

Our work in partnership with others who work directly with grassroots/vulnerable families is based on our faiths and respect for people. We have unity and as well as diversify for our team. Through the Strategic Plan Workshop in Pursat province, Cambodia, on 23-25 September 2019, our team identified the values of RCEDO as the follow:

Partnership with Rural Communities, local authorities, relevant stakeholders and line government departments.;

Transparency and Accountability at program, organizational and Cambodian society levels as well as responding to the demand and supply sites stewarding the accountable for community beneficiaries and donor supports;

Gender Equality in all types of work at both organizational and program levels in which is inclusive for a cross cutting issues of the program implementation at the sub-national level;

Morality consideration of staff, community and line government departments.

Honesty with staff, community and line government departments.

Environmental preservation in all kinds of work at the national and sub-national levels.


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SWOT Analysis

Strengths Weaknesses

Organisation:

Clear organization structure

Donors funded for the projects.

Clear goals and strategic planning;

Well cooperation and collaboration with local authorities;

Join membership of CCC, NGO Forum, CHF, NGO network, NECA

Staff had experienced, capacity, well collaboration and respect the organization policies;

The organization has monitoring management and reporting systems;

Organisation has project target areas;

Have signed MoU with relevant government line departments;

Fully adapted to the government policies (taxation, NSSF),

Good relationship and collaboration with relevant stakeholders includes international and local NGOs and government institutions, especially PDAFF, PDEYS, PDWRM & PCDM,

Improved staff capacity, technical skills and team work for organizational management system;

Improved technical practices for sustainable livelihoods, holistic development, DRR at rural community;

Improved technical service at the rural communities by linking the experts with the vulnerable peoples;

Improved accountability among staff regarding job description and to adapt orgainzation’s policies, guidelines, regulations and procedures;

Developed documentation, IEC materials and library as training material base for publication and dissemination;

Organisation:

Insufficient budget to implement the projects while is requested from the communities;

Ratio of staff return;

Workload for the field staff (less program field staff (one staff is covering many target areas and activities);

Few staff are limited capacities to implement the project;

Activities and action plans are limited to respond the proposed priority activities by communities;

There are numbers of staff turnover;

New staffs are limited the capacity to meet the scope of the project implementation;

Few organization policies are only compiled to donors’ requires;

Information system, procedure and policy still be limited in practice;

Limited capacity for fundraising; GLDs:

Limited sharing the information from the government line departments;

Less technical /skill staff for supporting the NGOs/INGOs / community requested (supply sides are not met the demand sides)

Focus to the core activities for won LDs, rather than is focusing to the requested from the CSOs;

Limited budget to support the local community proposed priority activities from its CIP, DIP.

Not fully integrated the core sector activities among the GLDs;

Community:

Number of participants is small comparing with the needy in the rural communities because of a limited project supports;


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The projects are supporting the Investment Planning at the sub-national level (PIP, DIP, CIP),

GLDs:

Fully participating from the relevant government line department and stakeholders;

Fully supported the project activities by relevant government line departments; and supported the priorities activities at sub-national level.

High potential of local authorities, project partners with strong commitment and accountability in working with the rural communities;

Community:

The results and outcomes are responding to the communities’ demands;

Fully participated the project implementation by the community people with highly confident;

Increased people participation at the rural communities;

The project development activities are responded to the community priority needy;

Participates the local planning process and identified the proposed priority needs to seek more supports from the relevant supported agencies;

Increased the poor vulnerable families job opportunity, incomes and family involvement develop the local resource base for mutual assistance at the community levels;

Shared and learned among poor vulnerable people forwarding community sustainable holistic development;

Communities contributed the local resources for the project implementation;

Movement of farmers and/or migration are

Most rural families are low education and have dependency on tradition practices and on outside supports;

Some Village Health support Group (VHSGs) drop off the job, because they feel less confident in technical service and workload;

Absolute poor families not being reached, because of dominance by some community leaders and selecting process at the community levels;

Some community leaders do not understand clearly how to support the vulnerable families in their target responsibilities;

Some program activities at the remote areas which affecting to sustainable development (the process are not followed the guidelines, regulations, procedures and policies in place;

Opportunity Threats

Organisation:

Existing active donors are supporting the current projects

Organisation:

High migration in especially at the rural poor communities;


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(Education, Agriculture, water resources and meteorology, Agriculture Cooperative).

Good collaboration with other development agencies;

Staff received capacity building from active donors

Availability for NGOs/CSO and relevant government line departments (GLDs) capacity building;

Existing and new staff have experiences to cope the development activities;

Active donors are still supporting the members of NGOs/INGOs;

Available to seek the new opportunity of donors due to existing targets and experiences’ staffs;

5-year of new strategic planning (2020-2024) is a tool to guide the program implementation at the ground;

Membership of CCC, NGO Forum, CHF, NECA is a tool to build the network at the national and sub-national levels;

GLDs:

Continued to support the Letter of Agreement (LOA) from the relevant (GLDs) and signed new MoU;

Safety and security and government supports are created the opportunities for NGOs/INGOs implementing its programs at the sub-national level;

Opportunity to develop/building relationship with local institutional capacity building and partnership with relevant GLDs (staff, GLDs, local authorities and project beneficiaries);

Provided the capacity building to the relevant GLDs;

The projects have filled the gaps of the government efforts in the specific thematic and complementing to the government

Restriction on the NGOs law implementation by the development partners at the country level;

Limited understanding on the labour law and taxation policy;

Limited aware and/or understanding on the numerous donor sources;

Affected from the global economic crisis and political conflict.

Limited engage the men in the development activities at the community events and/or inflation rate in the country;

Limited capacity to understand the Cambodian Labor Law and other polices of RGC;

Active donors supported with a small sale of funding;

Cross-border or urban migration during the project period;

Competition among development agencies;

Funding opportunities are limited for LNGOs in Cambodia (donors required to donors driven);

GLDs:

Political instability/less security;

Under constructed /poor infrastructure /transportation at the rural areas;

Global trade /free trade and Lack of supporting system and policies from the government;

Global economic conflicts in the regions and internationally are affected the development activities at the communities;

The relevant government policies are not well sharing and/or dissemination and implication at the national and sub-national levels;

Community:

Poverty and climate change are affected the community development projects;

Limited capacity of the community


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policies;

Opportunity to engage the program networks/technical working groups at the sub-national/field level;

Government policy on poverty reduction and food security/nutrition, ISAFF/ decentralization & deconcentration (D&D Reform Program, 5-Year NSDP, RS III), CSDG/SDG;

Community:

Opportunity to encourage the community people and local authorities participation for addressing the social and economically issues;

Opportunity to mobilize local resources;

The commitment of community people, leaders and local authorities is a strategy for sharing, caring and spiritual of passionate and spirituality as well as inspiring the community empowering, ownership and sustainable development;

Roles and responsible of community leaders are supporting by the development partners;

Improved accessibility and networking with local and international agencies;

More opportunities to work with the existing and new local structure;

Approach focusing on genuine need and community development is strong supporting by differential supported agencies (NGOs/INGOs/GOV) in the selected target communities;

The local planning process is a key strategy for engaging the development supported agencies (locally and internationally);

The projects haven’t overlap activities at the selected target areas;

Opportunity for implementing the projects by using and sharing experiences, learning best practices

people in particularly the knowledge and skills due to the illiteracy;

Insufficient of adult labor forces in the communities;

New globalization of technology is not fully adapted by among rural community people;

Weaknesses in social justice and inequality at the communities;

High illiteracy of the poor families may affect to their participation in the community development process;

High migration rate of citizens out of the villages, are affected the community people participation;

Natural calamities/climate change;

Shifted/movement of residential people in the target areas;


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among the actors and communities;

Key Issues to be addressed

1. Limited Livelihood Improvement

Limited improving agricultural productivity and diversification;

Low provision on horticulture and diversify crops;

Insufficient on Land reform and de-mining;

Lack understanding on fisheries reform; and forestry reform;

Low family income;

Lack of small irrigation systems and maintenance and/or renovated.

Low resilience agriculture technique and/or adapting the climate SMART;

Lack of IGA knowledge and skills at the communities;

Lack of farmland and low yield productions for year round consumption;

Lack of seed capital for investment the small scale businesses;

Lack of practice management skills on business plan (expense, revenue/incomes and profits);

Lack of collaboration among the different stakeholders and key actors.

In appropriate use of chemical fertilizer and pesticide management;

Lack of knowledge and skills on diversify crops, agriculture productions, value chain of vegetable, crops and livestocks);

Limited capacity on SHGs, Associations, CBOs, ACs’ formulation and management and leaderships;

Low support the agricultural cooperative development;

Low agricultural product export promotion at the local and regional markets;

Limited agricultural research and development for rice and other crop productions continue to face several challenges;

Cambodian farmers also continue to be confronted with various constraints requiring solutions includes fishery and forestry reform, livestock raising, agro-industry Sector, and land reform program (social and economic land concession).

There is a need for a comprehensive approach that creates awareness in rural

farmers of hazards and knowledge about risk mitigation in agriculture diversify crops and value chain of vegetable, crops and livestocks.

Especially poor farmers need assistance in order to build savings and seed stocks

to absorb shocks brought by adverse weather conditions.

In order to increase incomes, farmers need to adopt climate-smart agricultural

practices, and more diversified livelihood strategies that can withstand and recover from stresses and shocks.

The capacity is a need to support and strengthen SHGs, Associations, CBOs, ACs’

formulation and business management and leaderships.

2. Limited Strengthening Quality Education Services at the primary and secondary school

Limited on expanding early childhood education;


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Limited expanding access to primary education in remote areas and to the most disadvantaged groups;

Lack of access and quality of secondary education;

Lack of collaboration among the different stakeholders and/ or private actors.

Lack of reach out-of-school children and build non-formal education system;

Poor overall quality and relevance of classroom learning;

Limited for improving the quality of higher education;

Limited the supply of core textbooks;

Limited the supply and deployment of qualified teachers;

Limited to deploy qualified teachers at the newly established upper- and lower secondary schools, especially in remote areas. Increase the knowledge and skills of teachers in mathematics and science through in-service training, and initiate a staff performance appraisal system;

Lack of strengthening education management system and preparation for D&D;

Lack to support and strengthening the hard and soft skills development for youth; and

Limited to Strengthening Sport activities.

The Cambodian primary level curriculum includes many Green School-relevant

topics under hygiene and environmental sciences. As a large share of the children will become farmers like their parents it makes sense to familiarize them at early age with the functions of the eco-system. The concept proved to be a very promising approach not only to improve WASH in schools but also to raise awareness among children about the entire water cycle and the importance of water resources protection. The “Green Schools” is approach of the MoE offers an opportunity to target the young generation in a child-friendly way with similar messages as their parents.

3. Insufficient Natural Resources and Environment Management

Low expanding irrigated area at rural and urban;

Low reducing vulnerability due to flood and drought;

Low functioning and limited to build the capacity of Farmer Water Users Communities (FWUC) involving farmer households;

Limited improving hydrological control through;

Limited providing up-to-date weather information to rural communities;

Limited resolution and strengthening of the Royal Government of Cambodia on the establishment of the Inter-Ministerial Committee for formulation a draft law on disaster management,

Low functioning a sub-decree on the establishment of the Cambodian Food Reserve System in order for the disaster response to victims or other emergency events timely in especially at sub-national level;

Limited capacity for a direction on the establishment of a village disaster management mechanism namely the Village Disaster Management Group (VDMG) for strengthening the community based disaster risk reduction (CBDRR);

Limited building the networking on the TWG (DRR, FWUG, HAZARD management, intervention approach at National and Sub-national levels;


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Low functioning on a National Contingency Plan (NCP) for the disaster response aim at minimizing the impact of potential disasters;

Limited functioning the capacity on a strategic plan on climate change for disaster risk management sector and incorporation into the national strategic plan on climate change adaptation of the National Committee on Climate Change;

Limited capacity on functioning the regional cooperation framework, the National Committee for Disaster Management (NCDM) has implemented the agreement on the establishment of ASEAN Coordinating Centre for Humanitarian Assistance on Disaster Management (AHA Centre);

Limited capacity to implement and in closed collaboration with the organization partners, the Provincial Contingency Plan (PCP) for responding at provincial level had been developed by 11 flood-prone provinces;

Limited cooperation and networking for environmental education;

Insufficient sharing the information on the plan has been annually updated which usefully to the preparedness for disaster response;

Insufficient supports on the natural and man-made safe areas had been built and equipped with bathrooms, latrines, and shelters for human beings and animals at specific places in villages, districts, provinces through collaboration with organization partners,

Insufficient provisions foods, rice seeds, and fertilizers were distributed to the poor people of households in targeted villages, communes, districts, provinces where affected by flood and storm;

Limited capacity to support the mainstreaming the disaster risk reduction into education sector by developing the textbook and incorporating into school curriculum at grade 4 and 8;

The disaster risk reduction has limited capacity on mainstreamed into the project plans of the MoAFF and MoWRAM;

Limited functioning on the disaster management activities have not been integrated into the safety village, Sangkat-commune policy guideline;

The national forum on disaster risk reduction was established aim at promoting the disaster management through the information sharing, strengthening coordination, and implementing the joint activities with line ministries and agencies, but it has limited sharing those information to all target beneficiaries and stakeholders;

Lack of capacity on community for Natural Resource and Environment Management (NREM);

Atmosphere pollution;

Lack of community organisation to manage the natural resources;

Limited capacity for strengthening capacity of the MOWRAM officials through training courses;

Limited understand on CC/DRR

Illegal deforestation, fishing, logging and hunting,

Limited formal environmental education;

Limited informal environmental education;

Limited capacity building on environment;


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There is a need for strengthening coordination structures and information sharing

among governmental and civil disaster management actors on national, sub-national and regional.

There is a need for strengthening Multi-agency coordination and effective working

partnerships are essential in disaster risk management and reduction.

Knowledge and awareness of hazards need to be fostered for that the communities

can adopt appropriate Climate Change (CC) and DRR practices.

The capacity is a need to support the mainstreaming the disaster risk reduction into

education sector by developing the textbook and incorporating into school curriculum at grade 4 and 8.

Lobbying work and advocacy is needed to ensure disaster risk management

mainstreaming in policy planning and in local level development processes as into Provincial Investment Plan (PIP), District Investment Plan (DIP), Commune Investment Plan (CIP).

There is a need for improved management and quality of water resources to better

accommodate floods and droughts.

4. Low capacity on Building Partnership

Low staff capacity building and skilled on project management, monitoring and evaluation, data collection, storage and analysis, leadership skills, result base management, organizational development, proposal and report writing;

Limited capacity on fundraising strategy;

Limited fund secure and seeking new donors opportunity;

Lack of organizational policies reinforcement;

Limited the implication on ISAF/good governance to meet the government RS and D&D Reform Programme and practices at the sub-national level;

Limited capacity building and provision supports through the demand and supply sides (duty bearer and rights duty);

An enhanced focus on technical input requires intensified engagement in technical

partnerships with like-minded NGOs, consultants, and especially a close partnership with the Provincial Department of Agriculture, Forestry and Fishery (PDAFF), PDWRM and PDEYS, that has gained a lot of expertise in recent years through ADB-funding.

Lobbying work and advocacy is needed to ensure D&D Reform Programme and

practices at the sub-national level and mainstreaming in policy planning and in local level development processes as into PIP, DIP, CIP.

There is a need for strengthening coordination structures and information sharing

among governmental and civil disaster management actors on national, sub-national and regional.

Intervention Strategy

1. Target Group and Target Areas

In this strategy, RCEDO will be working in the provinces of Banteay Meanchey and Oddar Meanchey provinces. The direct target beneficiaries will be youth, out of school children, vulnerable community people at the remote areas and


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relevant government line department includes PDAFF, PCDM, PDWRM, PDEYS, PHD and local authorities includes Commune Chiefs, CCs, CCWCs, Village Chiefs and community leaders includes VDCs, CBOs/AC and the poorest of the poor. There are approximately 16,910 families (74,546 people, 38,512 females) to cover approximately 40 villages, 3 communes, 1 districts in Banteay Meanchey and 27 villages, 7 communes, 2 districts in Oddar Meanchey (see a list of target villages in attached annex). These communes are 16,910 families with population 74,546people includes 38512 females. The secondary beneficiaries will be from those communes that were previously targeted in on-going projects implementing from year 2018 to 2019.

2. Strategic Approaches

RECDO will work closely with the project beneficiaries and relevant government line departments, local authorities and the project beneficiaries to recreate the supply and demand sides toward the providing the capacity building to SHGs/CBO, VDCs, AC and other target groups to bring their voices as well seeking the technical services from the supply sides through developing the priority needs of the community marginalized people at the target selected villages, communes, districts and provinces. RCEDO will provision of technical and non-technical inputs for increasing the livelihoods, improving the quality of education services at the primary and secondary schools like Water Sanitation and Hygiene (WASH) & promoting green school model, strengthening the natural resources and environment management, improving quality health services and nutrition, and continue building partnership with the relevant stakeholders, CSOs, NGO Network and government counterparts. This approach will empower the vulnerable community people and engaging the Government line department (GLDs), local authorities and private sectors for assisting the demand sides. It is a mechanism to ensure the community ownership and holistic community and sustainable development at the sub-national level. RCEDO will work with the government existing structure for strengthening the mutual partnership to meet the Rectangular Strategy Phase III (RS III), 05-year of NSDP, D&D, and other reform programs stewarding the indicators of SDG. The people participation, the voices for change, create innovative, decision making and empowering is a theory of change for RCEDO that is using for bringing the mutual benefits to the relevant stakeholders and project holders by the end of year 2024.

3. Strategic Planning Process

The strategic planning 2020 – 2024 is fully participated from all program staffs, executive director and Board Director, local authorities, the government counterpart officers includes representative of PDEYS, PDWRM, and commune chief through participatory process. The workshop has taken place on September 23-25, 2019 at Pursat province. The workshop has reviewed the organiaton history, update the progressive achievements, organization vision, mission, core values, program goals and objective as well as the current active donors. It is an opportunity to engage and informing to the program staff and


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government counterpart to capture the organizational situation to be ready for develop the next 5-year strategic planning with a SMART objective setting and SWOT analysis.

In addition, a facilitator has present the key strategic issues, how to set the SMART object, indicators as well as using the plenary discussion, group exercise in order to lead the participants for preparing the SWOT Analysis, setting the key strategic issues, objectives, strategies and indicators under each of objective setting. Finally, the strategic planning 2020 – 2024 has been prepared by the team as well as submitting to the Board Director for approving in accordingly the proposed deadline.

4. The Strategic Plan – is A Living Document.

This is a second time while RCEDO experienced to develop the strategic planning. The team has committed and used a participatory approach to develop the strategic planning 2020 – 2024 whom involved from the program staff and government counterparts, local authorities and community leaders. It is a living document and owned by the organization as well as benefiting to the vulnerable community people and local authorities at the selected target communities. Further, this strategy will take time to review the planning matrix to see the progressive achievement at every November/December and/or agreeing to adjust/change the objectives, strategies and indicators in which a team can’t implement them.

Vision Statement

“Cambodian people live in equity and have healthy lives full of education, peace and democracy”.

Mission

“RCEDO is working to support the rural communities and line government departments in their effort to improve the living conditions of rural communities and achieve peace and democracy”.

Program Goal Improve the quality of life of the poor, the youth and marginalized through participation in local governance, improving food security, access to better health practice and natural resource management.

Organisation Objectives

1. Improved the quality of equity life for poor families, disadvantaged groups in the selected areas of Banteay Meanchey and Oddar Meanchey province.

2. Improved the knowledge of target beneficiaries in natural resource and environment management conservation, climate change and disaster risk reduction (DRR) within the target areas.

3. RCEDO is became a model organization in the target provinces which have quality of skill, experiences, self-financing and sustainability of their own program for extension to the other provinces


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Development Strategies of the Organization

1. Increased family livelihood and income sources of the target beneficiaries in selected communes of Banteay Meanchey & Oddar Meanchey.

2. Strengthened resilience of target communities in BanteayMeanchey & Oddar Meanchey in their face of climatic stress and natural disasters.

3. Provided general knowledge and skills of local authorities and target communities on decentralization process, good governance, and peace-democracy.

4. Promoted grassroots people /CBOs to participate in enhancing Good Local Governance, especially at the public services.

5. Build up capacity of target communities on the preservation of the Natural Resources and Environment Management.

6. Increased staff’s capacity and skills in the project management, implementation and self-financing of the organization through training, workshop and exchange visit.

II. OPERATIONAL CONTEXT

1. Livelihood The Royal Government of Cambodia has set up the 5-Year National Strategic Development Plan/NSDP (2014-2018) is the roadmap for the implementation of the Political Platforms of the Royal Government as well as the Rectangular Strategy phase III. Therefore, to ensure consistency in terms of hierarchy, role, substance, and synchronisation of the livelihood, social, economic, good governance, natural resources and environment supports, the RGC has synchronised the timeframe of the National Strategic Development Plan with that of Political Platforms of the Royal Government” and the “Rectangular Strategy”. The NSDP has been formulated with wide consultation with the government institutions, development partners and civil society organizations to manage the efforts in strengthening the harmonisation of planning, public investment expenditures, and resources from all sources that will be available to implement the RGC’s public investment programme. As part of this effort, the Ministry of Planning and the Ministry of Economy and Finance have worked closely with the line ministries and agencies to ensure that the process of identifying the public investment projects by the ministries and agencies is closely linked to the formulation of the Budget Strategic Framework for the concerned ministries and agencies. Cambodia is classified as a least-developed country (LDC) by the United Nations. Its per capita income exceeded USD 1,4501 the first time in 2017. There has been a near 5-fold increase in the per capita income in the last decade or so, which is a notable achievement. In this regard, the country might be moving out of its least-developed country status in the near future. To meet with the above outcomes, the RGC will continue to improve its economic growth to the high medium country incomes by year 2030 through promoting of agriculture sector, private sector development and employment, capacity building and human resources development, and development of physical infrastructure while is working partnership with the development partners/supported agencies in Cambodia to meet the SDG’s indicators in year 2030. The enhancement of agricultural sector set in Rectangular Strategy (RS III) of the Royal Government of the Fourth Legislature of the National Assembly is a key

1 NSDP 2014-2018 (MoP)


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foundation for the growth of the economy and rural economy, equity, and food security/nutrition. The four sides of this enhancement are: (i) Improving agricultural productivity and diversification; (ii) Land reform and de-mining; (iii) Fisheries reform; and (iv) Forestry reform. To meet with above outcomes, the Ministry of Agriculture, Forestry and Fisheries (MAFF) leads, manages, and carries out activities to enhance crop production to contribute to: (i) Ensuring food security; (ii) Controlling quality and safety of agricultural products; (iii) Promoting agricultural productivity and agricultural diversification; (iv) Reducing poverty by increasing farmers income through value-added agriculture; (v) Ensuring market access for agricultural products. That is supporting the livelihood improvements at the urban and rural communities at 25 municipal and provinces, in Cambodia.

In addition, Based on the USAID mission in Cambodia2, agriculture has the potential to be an engine for economic growth and food security in Cambodia, but the country must improve its production and post-harvest infrastructure, streamline the business environment, and increase capacity for financial services to reach rural entrepreneurs. Nearly 80 percent of Cambodians live in rural areas, and 65 percent rely on agriculture, fisheries, and forestry for their livelihoods. One-fifth of Cambodians are food deprived, which means they eat less than the minimum daily requirement of calories.

The Feed the Future program3 supports the Cambodian government’s development strategy by increasing the country’s agricultural productivity, improving the well-being of the rural poor, and promoting sustainable management of the country’s rich natural resources. The overriding objective is to support the achievement of Cambodia’s development goals, including halving the proportion of people who suffer from malnutrition and achieving the sustainable use of environmental resources. USAID is developing agricultural solutions to a variety of challenges, including access to finance, private sector engagement, postharvest losses, food safety, lack of market access, poor nutrition and sanitation, and environmental degradation. USAID is bringing together both the public and private sectors overcome these challenges.

2. Education RGC is fully committed to strengthening the quality of all educational services for them to contribute to economic growth though strengthening human capital development. The Ministry of Education, Youth and Sports (MOEYS) had prepared and implemented a sector-wide approach, reflected in the Education Strategic Plan 2014–2018. Implementing the ESP 2014-2018 has contributed to increasing, with greater equity, the enrolment rate of children, especially at the primary school levels, and providing them learning opportunities to become active and knowledgeable citizens.

RGC has made considerable efforts to increase its own budget and also mobilize cooperation financing from the development partners to implement educational

2 Source of Data: USAID’s Mission, in Cambodia

3 Data Source: Agriculture and Food Security, FtF (USAID)


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reforms specified in the ESP 2009-2013 and achieve the key objective of human resource development. ESP priority policies are:

Ensure equitable access to education by building more schools closer to people’s homes, building dormitories (especially for girls), providing operational budgets, and appointing sufficient numbers of qualified teachers.

Improve the quality and efficiency of education by increasing the supply of learning materials, library materials and laboratories, continually reforming the curricula, increasing study hours, and providing more scholarships to the poorer students.

Institutionally develop and build knowledge and skills of officials by providing a strong legal, regulatory and policy structure supported by a capacity development of education providers at all levels.

During 2014 to 20184, the net enrolment rate of primary education (Grades 1-6) increased from 94.4% in School Year (SY) 2017-2018, 97% in the SY 2017-2018, with a completion rate of 87.3%. During this plan period the number of primary schools increased by 345 to 6,910. Provision of school-meals and scholarships to poorer students, implementing child-friendly schools, and providing transport to the District Training and Management Teams who directly support schools, have successfully provided opportunities for the children to attend schools. The gross enrolment rate at the lower secondary education (Grades 7-9) was 53.6% in SY 2017-2018 and completion rate 42.1%. During this plan period, the number of secondary schools increased by 92 to 1,214; of these 84.2% have toilets and 51.6% have clean water. The gross enrolment rate at upper secondary school in SY 2012-2013 was 27.4%, and the completion rate 27.8%. During this plan period, the number of upper secondary schools increased by 84 to 433. Enrolment and completion beyond primary school is worrying. Further, the government’s focus is on improving the quality and effectiveness of education through promoting early grade reading skills, developing basic life-skills training programs, allowing students to select subjects of their choice, improving the relevance of the curriculum and textbooks, designing evaluation standards for student achievement, and improving the supply of learning materials and textbooks. The literacy rate among youth aged 15-24 years rose to 91.5%in 2011, an increase of four percentage points compared to 2017. In higher education too there has been progress: in 2018, there were 101 higher education institutions, of which 39 state-owned and 62 private. The number of students graduating with a degree or higher in SY 2017-2018 was 45,650. Despite some of the successes stated above, the education sector lags and concerted effort is required for improvement. Principal problems include the low quality of learning, limited learning infrastructure, insufficient well-qualified teachers, not fully implemented quality assurance system, and few quality institutions of higher education. The challenges and responses identified during the implementation of the Education Strategic Plan (ESP) 2017–2018 are discussed below:

Expanding early childhood education;

4 Data Source from MOEYS


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Expanding access to primary education in remote areas and to the most disadvantaged groups.

Access and quality of secondary education;

Reach out-of-school children and build non-formal education system;

Poor overall quality and relevance of classroom learning;

Improving the quality of higher education;

The supply of core textbooks;

The supply and deployment of qualified teachers;

Deploy qualified teachers at the newly established upper- and lower secondary schools, especially in remote areas. Increase the knowledge and skills of teachers in mathematics and science through in-service training, and initiate a staff performance appraisal system;

Strengthening education management system and preparation for D&D;

Hard and soft skills development for youth; and

Strengthening Sport activities.

3. Natural Resources and Environment Management The Ministry of Environment (MOE), the National Climate Change Committee and National Council for Green Growth, have formulated National Climate Change Strategic Plan (2014-2028), and the National Policy on Green Growth Development and National Strategic Plan on Green Growth Development 2013-2030. MOE works with the United Nations Convention on Biodiversity (UNCBD), and it is the Secretariat of the National Steering Committee for Biodiversity. MOE developed the 5th National Report on Biodiversity and ratified the Nagoya Protocol on access to genetic resources and fair and equitable sharing of benefits arising from their utilization Environmental Quality Management: MOE has undertaken measures to strengthen waste management at source and at final dumpsites to control environmental pollution. MOE has also encouraged urban waste recycling and has tried to coordinate large-scale investments in waste management. Additionally, the ministry strengthened the sewage management systems at the sub-national levels, by setting up wastewater management at 25 municipal and provinces, and wastewater treatment plants in the provinces of Battambang, Preah Sihanouk, Siem Reap, the coastal provinces, and provinces surrounding the Tonle Sap Lake. MOE has carried out environmental education activities based on four main pillars:

Formal environmental education.

Informal environmental education.

Capacity building.

Cooperation and networking for environmental education.

For instance, USAID5 is helping Cambodia toward more equitable and sustainable development by preserving and managing its natural resources. Activities support communities that depend on natural resources for their livelihoods, and governance reforms to manage watersheds and protected areas. Through meaningful participation and joint decision-making with local communities, indigenous groups, and other marginalized populations, new laws and policies are coming into place that encourage the communities’ access to and management of their forests and surrounding land. Communities and government authorities living in the floodplain areas, which have a rich mosaic of biologically diverse habitats, are trained on

5 Data Sources: Environment and Resilience, USAID Mission in Cambodia


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developing sustainable plans for managing and co-patrolling forested areas, community fish refuges, protected areas, and other conservation zones. Entrepreneurs who focus on non-timber forest products such as bamboo, honey and resin receive support linking them with business development service providers so they can access productivity-enhancing expertise, technology, equipment, loans, enabling them to become more competitive in the market.

Further, the National Climate Change Committee (NCCC) was established for coordinating national climate change responses. The Climate Change Department at the Ministry of Environment is the secretariat of the NCCC. The Cambodia Climate Change Strategic Plan (CCCSP) was endorsed by the RGC. Nine line ministries and agencies have also developed their sectoral climate change strategic plans. RGC has raised the funding supports from multi/bilateral sources to implement projects addressing climate change. The pilot programme for climate resilience has assisted RGC to strengthen three priority sectors—water, agriculture, infrastructure—to adapt to climate change, while the Cambodia climate change alliance programme has funded 21 projects on climate change. Additionally, Cambodia has approved 10 clean-development mechanism projects, nine of which have been registered by the UN CDM Executive Board, having the projects to reduce approximately two million tonnes of greenhouse gas emission. Both national and subnational levels have begun raising awareness and disseminating climate change related knowledge and policies. The Ministry of Education, Youth and Sports has started to integrate climate change issues into the formal and non-formal education systems. The Ministry of Environment has played an active role in leading the climate change negotiation process under the climate change talks of the United Nations Framework Convention on Climate Change (UNFCCC).

In reducing the disaster risk impact caused by the mentioned natural hazards, the Royal Government of Cambodia had formulated and promulgated a “Strategic National Action Plan for Disaster Risk Reduction (SNAP) 2014-20186 through the strengthening of a mechanism with the effective involvement and coordination among the relevant stakeholders either the RGC, development partners, private sector or civil society organizations. Those accomplished laws, regulations, and plans include: (1) A resolution of the Royal Government of Cambodia on the establishment of the Inter-Ministerial Committee for formulation a draft law on disaster management, (2) A sub-decree on the establishment of the Cambodian Food Reserve System in order for the disaster response to victims or other emergency events timely (May 2012), (3) A direction on the establishment of a village disaster management mechanism namely the Village Disaster Management Group (VDMG) for strengthening the community based disaster risk management (CBDRM) (July 2010), (4) Development of a National Contingency Plan (NCP) for the disaster response aim at minimizing the impact of potential disasters, (5) Development of a strategic plan on climate change for disaster risk management sector and incorporation into the national strategic plan on climate change adaptation of the National Committee on Climate Change, (6) In the regional cooperation framework, the National Committee for Disaster Management (NCDM) has implemented the agreement on the establishment of ASEAN Coordinating Centre for Humanitarian Assistance on Disaster Management (AHA Centre), (7) In

6 SNAP Action Plan 2014-2018


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closed collaboration with the organization partners, the Provincial Contingency Plan (PCP) for responding at provincial level had been developed by 11 flood-prone provinces. The plan has been annually updated which usefully to the preparedness for disaster response, (8) The natural and man-made safe areas had been built and equipped with bathrooms, latrines, and shelters for human beings and animals at 958 places in 112 districts of the 17 provinces through collaboration with organization partners, (9) Foods, rice seeds, and fertilizers were distributed to the poor people of 342,853 households in 200 targeted communes of the 7 provinces around Tonle Sap Lake, (10) Mainstreaming the disaster risk reduction into education sector by developing the textbook and incorporating into school curriculum at grade 4 and 8. The disaster risk reduction has also mainstreamed into the project plans of the MAFF and MOWRAM. Along with this, the disaster management activities have been integrated into the safety village, Sangkat-commune policy guideline, and (11) The national forum on disaster risk reduction was established aim at promoting the disaster management through the information sharing, strengthening coordination, and implementing the joint activities with line ministries and agencies.

In addition, the Ministry of Water Resources and Meteorology (MOWRAM) has made significant progress during 2014-20187 in rehabilitating and constructing irrigation infrastructure to expand capacity of the irrigation system and to provide protection from natural disasters. The MOWRAM has carried out many projects across the country. The previous planned activities have included:

Expanding irrigated area at rural and urban;

Reducing vulnerability due to flood and drought;

Establishing 109 Farmer Water Users Communities (FWUC) involving 13,899 famer households;

Improving hydrological control through;

Providing up-to-date weather information;

Strengthening capacity of the MOWRAM officials through training courses

4. Building Partnership

Recent achievements in building partnership have provided Cambodia a strong foundation and new opportunities in continuation of progress and solving on-going challenges so that effectiveness of development cooperation financing can be enhanced. The Royal Government has succeeded in mobilizing development cooperation financing from the development partners for its socio-economic development. Likewise, the disbursement reached about USD 1 billion per annum during the last 5 years. Development cooperation therefore accounted for approximately 10% of the country’s GDP in the recent years, potentially contributed to a high economic growth rate, increased GDP per capita from USD 760 in 2008 to USD 1,436 in 20178, and reduced poverty rate from around 47.8% in 2007 to 19.8% in 2017. Besides demonstrating the international community’s support for the Royal Government’s development programme and reform effort, this increased level of external resources has supported the creation of a positive environment, which has been associated with expanded public and private investment, primarily in the infrastructure, garment, agriculture, construction and tourism sectors.

7 Source Data from MOWRAM

8 Source of Data, 05-year of NSDP, 2014-2018


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In addition, the immediate focus of Cambodia’s local government reform efforts is on establishing and developing the capacity of Districts and Municipalities as institutions for both local governance and local development. This will consist of: (1) a policy and legal environment that shapes and supports the reforms set out in the Organic Law, (2) the encouragement of autonomous and capable SNAs (having financial and human resources), and (3) a framework and system of oversight, including legal, regulatory and strategic instruments, exercised by national authorities with the capacity to enforce them, replacing the current system of administrative control, and thereby allowing Sub-National Administrations (SNAs) to exercise their autonomy and to be accountable for the results of their actions within an overall national framework. The NSDP 2014-2018 document, the implementing organ of RS III, outlines the actions, programs and projects that ministries and other implementing agencies will carry out during the Fifth Legislature of the National Assembly. The presentation of the future plans in this chapter follow the sequence of the RS III rather than sectorally. Each component and sub-component of the Strategy is organised by presenting: first, the key policy priorities for the specific area; and second, the actions, programs and projects that the concerned ministries and/or agencies will carry out to implement these policies. There are the strategic interventions: (1) good governance, (2) legal and juridical reforms, (3) public administration reforms, and (4) reforms of armed forces. Further, the RGC has strengthened partnerships with all the stakeholders in development, including the development partner community, the private sector, and the civil society, based on basic laid down principles and global commitments, to assure ownership of the RGC in leading the national development process. The increasing presence of non-traditional development partners, particularly from the Asia region, and new modalities of cooperation - such as South-South initiatives from former aid recipients and innovative forms of finance directed to meet regional and global challenges such as climate change, human trafficking and migration - usefully enriches the development landscape of Cambodia with new thinking, approaches and financial resources. Likewise, the private sector and the non-governmental, non-profit sector have proven to be effective development actors and there are sufficient positive examples of them partnering with government to highlight the potential for closer and enhanced collaboration in the future. In the face of growing diversity and the opportunity accorded thereby, development can, and should, move beyond the narrow emphasis conventionally placed upon the financial assistance provided by traditional aid donors. Under the proven leadership ability of the RGC, effective development partnerships must accommodate a diversity of actors and innovative modalities, embracing the differentiated contribution made by each toward common goals of the country in an inclusive partnership. To take full advantage of the potential offered by the diversity of development partners and finance, it is therefore necessary to understand and accommodate the different motivations and management practices amongst diverse partners and funding sources, both public and private, so that common ground can be


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established for setting and monitoring results in the context of the development effectiveness approach.

III. KEY ISSUES PRIORITIZED

The RCEDO teams identified that the major role of RCEDO is to effectively and efficiently facilitate and support local government counterparts and target communities to build the sustainable holistic development to reduce poverty and hunger of rural vulnerable people through the major program (livelihood improvement, quality of education at the primary and secondary schools, CC/DRR, WRM-WASH, climate smart Agriculture, Improve Health services and Nutrition, and Building Partnership among NGOs & GLDs) at Northwestern provinces, Cambodia. To achieve this, participants in the Strategic Plan Workshop identified the following key strategic issues:

1. Livelihood Improvement; 2. Strengthening Quality Service of Education at Primary and Secondary school. 3. Promoting Blue School Concept and WASH in School approach. 4. Natural Resource and Environment Management. 5. Improve Health Services and Nutrition; and 6. Building Partnership.

Key Issues: Objectives, Strategies, and Indicators

1. Livelihood Improvement of the venerable families

To achieve with this strategy, RCEDO will have supported the local authorities, government counterpart and program staff to implement the livelihood improvement at the selected target provinces. To meet the key successor of the program, the project is continuing to ensure and reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions, all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance and set up the Self-Help Groups (SHGs) as well as transforming to the federal/association and/or agriculture cooperation (AC) at the selected target communities. In addition, the project will continue to build the agricultural resilience techniques of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters. Further, the project will ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for holistic community developing approach, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions. Finally, the program will have more focused to build the capacity on planning, implementation, monitoring, evaluation, and building networking with all relevant stakeholders and project beneficiaries. It will use the mechanism of local planning process through integrated its program activities into the Commune Development Planning (CDP), and Commune Investment Program (CIP) at every year.


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Objective 1: By the end of year 2024, the poor and vulnerable groups’ will be increased the food security and lift out the hunger and poverty at Banteay Meanch and Oddor Meanchey provinces. Objective 1.1: The community targets and relevant families will have increased the livelihood improvement for the venerable families to lift out the hunger and poverty in effectively through agriculture supports.

Strategies: The target communities have been selected and provided the training on

resilient agriculture technique to the poor families; The target communities have received the start-up fund for the business

farming activities; Established one SHG per village with 25 members, and at least 50% of

members from ID-Poor 1 & 2 families, women led the positions (e.g. SHG group leader/deputy or treasury).

Rice banks vegetable and livestock dispersal schemes are functional in the target communities.

Diversify activities for income generation through supporting the SHGs are in place to increase saving and reduce debt.

The irrigation systems and water ponds or water wells have been renovated and/or constructed at the selected communities and provision horticulture inputs to the target groups to producer diversify crops.

The target groups received the trainings on sensitive nutritious agriculture sessions to increase and access available diet diversify foods, nutrition and health in effectively and safety practices;

The program staff conducted the field monitoring and follow-up the graduated farmers on implementing the resilient agriculture techniques (agriculture climate-smart);

RCEDO has led the exchange visits, sharing and learning experiences among the communities;

Indicators 1.1: 7500 of vulnerable families within target communes are defined to implement

the resilient agriculture techniques. 60 of SHG which 1500 members have been established and strengthened

their capacity within the project cycle. At least 70% of 60 saving groups are well functioned in year 3. 4,500 families trained in climate-smart rice farming and saving rice bank. 3000 families practice organic vegetable and livestock farming through

replication strategies. 60 of farmer producer groups have accessed to the irrigation systems and

are able to producer diversify crops in the selected target communities. 20 rice saving banks (5tons/bank) in target communities are set up and well

function. 4,500 of hectares received the water supply from the small scale irrigation

systems. At least 80% of target beneficiaries increased knowledge, skills on agro-

technical practices for supporting the piloting farmer producer groups in the target communities, and improved the agricultural products and value chain approach.


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Objective 1.2: Families in target communities have adapted the agricultural practices and livelihood interventions to increase income generation activities (IGA) in a holistic community development and sustainability.

Strategies: Promote participatory community action plan development and management of

resources through agriculture adaptation technical in place. The target groups received the trainings on agriculture adaptation technical to

increase and access available farming diversify crops.

Support to the target group to have fund to start-up farming business initiative

activities. The irrigation systems have been renovated and/or constructed at the selected

communities and provision horticulture inputs to the target groups to producer diversify crops.

Encourage resource-matching efforts through local saving and fundraising scheme.

Families practice climate-smart agricultural techniques; RCEDO has organized the annual workshop for reviewing the progressive

achievements, challenges, solutions, sharing experiences, best practices and set-up the annual planning;

At least 70% of private sectors are able to support the piloting farmer producer groups.

Indicators 1.2:

02 documents of Technical Cooperation Agreement (TCA) signed between RCEDO, PDAFF and other key actors to adapt the rice crops, vegetable and livestock train and practice, supported by District Agriculture Officers/ Commune Extension Worker (DAO/CEW)

At least 10 technical expertise to implement TCA defined at PDAFF and DAOFF/CEW at the selected target province/district/commune.

80% of 7500 farmers applied the integrated farming systems for adapting the Climate-smart and transforming the knowledge and skills to other farmer groups.

4500 families of farmers trained in organic vegetable farming and livestock adaptation techniques.

70% of farmers applied the integrated farming systems for adapting the Climate-smart and transforming the knowledge and skills to other farmers.

At least 80% of trained farmers received the start-up fund and inputs support, and are able to run their local business activities.

15,000 families replicate on vegetable farming and livestock adaptation techniques (climate-smart farming).

250 organic vegetable demo farms to manage seed supply. 250 livestock demo farms for livestock dispersal schemes. At least 50% of target communities have capacity to match direct external

support from their resources.

Objective 1.3: The target communities are able to control the effective financial management Strategies:


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Target SHG or CBO and AC formulated have received the financial management training and gained the knowledge to increase their small business activities within their community;

The financial management structure has established in the community and gained the knowledge and skills to manage the day-to-day group business operation;

Provision supported the physical and non-physical inputs (computer, trainings) to the communities for recording and data management of group loan.

SHG & AC or CBO implemented the financial management with effective practices in the communities;

RCEDO staff conducted the field monitoring, follow-up, coaching and mentoring to the farmer groups on applying their knowledge and skills after graduated from the financial management training;

Indicators 1.3:

60 SHGs and 10 ACs received the financial management training and are able to manage their budget in effectively at the communities.

10 of ACs which 1,500 members established and strengthened their capacity in functioning, business management and leadership.

At least 80% of SHGs AC members applied their knowledge and skills on financial management and are able to manage their effective budget allocation for the business initiative.

At least 80% of target poor families increased their livelihood improvement after participating the projects.

At least 50% of target poor families increased additional their incomes to complement their primary incomes.

Objective 1.4: Project beneficiaries increase income from selling value chain of vegetable and livestock and other agricultural products.

Strategies: Promote participatory community action plan, season colander, market

assessment and management of resources through agriculture adaptation technical in place.

Promote families real practices on climate-smart agricultural techniques through farming inputs provided.

Establish Cluster farmer group of vegetable and livestock within the target areas.

Collect and share market information on market/ trader with farmers The Cluster farmer strengthened to increase agriculture products and business

through contractual basis between the community producer groups and collectors

RCEDO has led the exchange visits, sharing and learning experiences among the communities

Improve families capacity on Business to business (B2B) approach.

Indicators 1.4:

At least 80% of 7500 vulnerable families income increased from selling products at fair price.


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At least 20 cluster farmers in 10 target communes established and able to dialogue on their business price with traders or collectors and government actors.

70% of cluster farmer members applied their knowledge and skills on financial management and are able to manage their farming business.

At least 50% of cluster farmers received fund and farming inputs support for start-up their business plan activities.

15,000 vulnerable families replicate on business activities dialogue with traders, collectors, government actors and other stakeholders.

20% of Producers and SMEs are actively supported the farmer families on nutrition-health, WASH, agriculture services and products.

2. Strengthening Quality Education at Primary and Secondary School

As the organization grows, it faces challenges that are more complex in nature and

have scope of far reaching implication. To address such challenges effectively and

efficiently in this constantly changing global socioeconomic scenario, quality education

at the primary and secondary schools, the staff needs to be continually groomed and

mentored. To ensure with this success, that all girls and boys complete free, equitable

and quality primary and secondary education leading to relevant and effective learning

outcomes, all girls and boys have access to quality early childhood development, care

and pre-primary education so that they are ready for primary education, all women and

men to affordable and quality technical, vocational and tertiary education, including

university substantially increase the number of youth and adults who have relevant

skills, including technical and vocational skills, for employment, decent jobs and

entrepreneurship, all learners acquire the knowledge and skills needed to promote

sustainable development, including, among others, through education for sustainable

development and sustainable lifestyles, human rights, gender equality, promotion of a

culture of peace and non-violence, global citizenship and appreciation of cultural

diversity and of culture’s contribution to sustainable development. To respond above

key successor, the program will focus on the existing and current program

implementation on BLUE SCHOOL. Skills related to sufficient information

documentation and sharing become more critical. Likewise, communication efficiency

becomes more complicated in bigger organizations. These problems require that the

organization pays early attention in building the capacity of staff, project partners, and

communities and accordingly transfers increased responsibility and authority to them

and helps them learn to reduce their dependency on outside funding resources.

Objective 2: By the end of year 2024, 40 primary schools and 10 secondary schools have improved the quality education to adapting the policy framework of Ministry Education Youth and Sport. Objective 2.1: The school principals, teachers, students and target communities have received the education on BLUE SCHOOL and are able to apply the knowledge and skills at the selected target schools and communities.

Strategies:


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The project has signed MOU with PDOEYS and blue school principals; The target BLUE SCHOOLs have been identifies by consultation with the

government departments(PDoEYS, PDRD); The program staff conducted the project dissimilation and launching as

primary information. The selected target schools and communities includes (school principals,

teachers, students, local authorities and community people) received the knowledge and skills on water-sanitation and hygiene, and friendly environment.

The selected target schools and communities have received the provision trainings on agricultural techniques for preparation micro garden, waste management and maintenance, and they gained the knowledge and skills to transforming to other schools and communities nearby;

The program field staff, school principals, teachers, students, local authorities and community people have cooperated with relevant stakeholders to conduct the monitoring, follow-up on the blue school implementation activities;

Organized the environment celebration event in the communities;

Indicators 2.1:

Partnership agreement per province has signed with PDOEYS and MoU with clear ToT on Blue School approach for implementation.

50 of blue schools (primary and secondary) has selected at the target communities in Banteay Meanchey and Oddar Meanchey province.

10 times ToT trainings and 20 times of refresher courses provided to school principals, teachers, students, key government officers, local authorities and key community people.

500 school principals, teachers, students, local authorities and community people received the training on micro garden, water sanitation and hygiene, waste management, maintenance, community friendly environment and gained the knowledge and skills.

At least 80% of students wash their hands at critical times and functional hand washing facilities with soaps at sanitation facilities are acceptable.

70% of blue school trainers (project staffs, teachers and school principals) replicated trainings to at least 10 primary schools and 10 secondary schools and other key stakeholders.

80% of target blue schools developed an action plan to implement the blue school and plans updated annually.

2 times / year of blue school targets organized the annual blue school fair events.

# of joint technical monitoring and network meeting conducted per year by PDOEYS, PCDM and key stakeholders.

Objective 2.2: The blue schools will have received the water sanitation and hygiene (WASH) infrastructure renovation and/or new installment for improving the WASH practices. Strategies:


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The project has cooperated with other NGOs/INGOs and relevant stakeholders to construct and/or renovation the WASH for the blue schools;

The school principals, teachers, students, local authorities and community people have received the training on WASH and waste management at the selected target communities;

The physical provision inputs have been supported and implemented at the selected blue schools in the communities;

Targeted primary and secondary school equipped with standards WASH and set up the micro gardens;

Shared experiences and transforming the knowledge and skills on blue school concept to other schools and communities nearby;

Indicators:

At least 3 bidding with public tendered/company contacted with high quality construction.

At least 80% of 50 school latrines have been built and used. At least 15 water ponds have been built and used at the blue schools. At least 30 plastic water tanks have been built and used at the blue schools. At least 80% of concrete water tanks have been renovated and re-built and

used/maintenance at the blue schools. 90% of targeted students have accessed to safety drinking water, use well-

maintained latrine, maintained good hygiene practices and participate in gardening activities and waste management.

90% of facilities properly used and maintained at the blue schools. 500 water purification/treatment systems have been provided and used at the

target blue schools. 50 school micro gardens (safe/adaption nutrition crops and vegetable growing

schedule developed and practiced in each school) set up at the blue schools. 50 school students participate in collection/separate of organic and non-organic

waste management. At least 80% of the blue schools selected have changed the behaviors on the

blue school practices and transforming the knowledge and skills to other schools and communities nearby.

Objective 2.3: The blue school approaches will have mainstreamed and transferred to other schools and families nearby the communities. Strategy:

The blue school approaches have mainstreamed throughout targeted schools; Learning from the blue school approaches are transferred to the families

environment; Organized the annual blue school events and/ or blue school workshop to other

school and target communities. Organized school teachers and local authorities to visit the targets blue schools

activities within target areas. Indicator:

By year 3, 70% of target teachers in the target blue schools enrich the outreach activities with the theoretical lessons from the national curriculum on biology,


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chemistry, agriculture, environment, etc. with practical exercises from CHAST/Blue School concept so that students can learn by doing.

At least 80% of the blue schools selected have changed the behaviors on the blue school practices and transforming the knowledge and skills to other schools and communities nearby.

At least 30% of 50 blues schools are able to transforming to other schools and communities nearby.

# schools conduct Blue School at least annually campaigns that involve the wider families of the students or the entire community (i.e. hygiene concepts, organic vegetable award, the cleanest family compound competition, champion family (build and use larine, hand washing devices, cleanest home compound, drinking safety water, waste management…).

3. Natural Resources and Environment Management

To meet with this successor, RCEDO will strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all selected target provinces. The project will integrate climate change measures into national policies, strategies and planning, improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning, implement the commitment of CC/DRR undertaken by PCDM, DCDM, CCDM, CDMVH and relevant development partners on Climate Change to mobilize from all sources to address the needs of selected communities in the context of meaningful mitigation actions and transparency on implementation and fully operationalize the CC/DRR through its capitalization as soon as possible, promote mechanisms for raising capacity for effective climate change-related planning and management including focusing on women, youth and local and marginalized communities To achieve with this strategy, RCEDO will have continued to support the technical and non-technical skill trainings to the government counterpart and program staff to fulfil their functions in which are related the community natural resources management and climate change adaptation (CCA) at the selected two provinces (BMC&ODM).

Objective 3: By the end of year 2024, 25,000 target families will have received the education awareness for quality improving on the natural resources and environment management.

Objective 3.1: The target communities and local authorities and relevant stakeholders are able to implement the effectiveness and efficiency on natural resources and environment management to address the Climate Change Adaption (CCA).

Strategies:

Strengthened and updated the capacity of the existing Village Disaster Management Group (VDMG) committee on Disaster Management law.

The project staff have assessed the Vulnerable Hazard Capacity Assessment (VHCA) and mapping at selected villages and communes;


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The project staff provided trainings / workshop on Climate Change/Disaster Preparedness and Response (CC/DRR) to build the capacity for existing disaster committee at village, commune and district levels;

The project rehabilitated the existing and new constructing infrastructure to respond the needy of the communities;

Provided WATSAN facilities to the target groups like water jars, rain water collection materials, water filter for storage and/or access safe water available for household consumption.

The project supported the emergency response to the risky families; The project staff coordinated to establish the network on CC/DRR at the national

and sub-national levels; Coordinated the regular monthly and quarterly meetings with relevant

stakeholders on the implementation; The exchange visits conducted to share and learn about the reduce disaster risk

and DRR response for the relevant stakeholders, NGOs at in/outside the province;

Indicators 3.1: # MOU agreement signed with key implemented agencies and stakeholders. 60 committees which 420 members (each committee has 7 members) trained

and well functioned on CC/DRR and DM law. At least 70% of trained committee members and key stakeholders gained better

understanding of DM law, natural resource and environment management practices.

At least one HVCA & CAP developed per year/ village/commune/district and integrated into VIP, CIP and DIP at the target village/commune/district

# trainings and workshop conducted to key community people (CCDM, VDMG), local authorities and key stakeholders.

# WATSAN facilities like water jars, rain water collection materials, water filter provided to vulnerable families.

# of water canal, water pond are built or renovated within target communities. 7500 families are access to safe water, water sources and hygiene facilities for

household use. # of emergency releases intervened during the draught, flooded and/or storming

at the targeted villages. # of famers exchange visits conducted for shared and learn from other

provinces. At least 2 NGO network of CC/DRR established at the national and sub-national

level

Objective 3.2: The local authorities, community people and key stakeholders have participated to implement and conservation the natural resources and environment management to address the needy communities with sustainability under the framework of CC/DRR. Strategies:

Disseminated awareness on Climate Change concepts, Disaster Preparedness and Response (CC/DRR) to target communities.


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Built the capacity to the target communities and relevant stakeholders on natural disaster and risk management;

Trained youth functioning as peers educators on DRR, WASH, WRM in/out of school;

Project IEC materials are developed and visible used;

Families and local key stakeholders used their knowledge and instruments to effective reduce the impacts of water-related shocks and stresses on their livelihoods;

The communities and key stakeholders understood CC/DRR, WRM and WASH and functioned;

Household representatives and key local stakeholders developed basic risks reduction instruments and effective used;

Indicators3.2:

By the end 2024, 25,000 target beneficiaries participated and received awareness raising/trainings/workshop on CC/DRR, WRM and WASH.

420 members of key community people (CCDM, VDMG), local authorities and key stakeholders engaged in DRR process, planning and implementation.

# of persons accessed to disaster risks management services or improved risks reduction measurement.

At least 70% of target beneficiaries and key stakeholders gained better understanding of DM law and actively participate in natural resource and environment management practices.

# of youth task forces (YTF) at secondary school formed and well operation.

90% of YTF educate on DRR, WASH, WRM in/out target schools.

# of awareness raising trainings conducted in 10 secondary schools.

# of joint actions implemented between YTF and DRRVC on community awareness/event/year conducted.


To achieve program sustainability, RCEDO will additionally put its focus on increasing the capacity of communication and working together with local and international NGOs and donor organizations to increase awareness of RCEDO and its work. Moreover, RCEDO will promote participatory community development and management of resources to reduce dependency of communities on external funding. Further RCEDO will continue to provide the capacity building to the government counterpart and project staff through TNA includes the field requirements that every staff are able to produce the maximizing of program outputs, outcomes and level of impacts. The core trainings are focused on project management, gender mainstreaming, monitoring and evaluation, results-based management, communication and facilitation skills, leadership and management, proposal and report writing, financial management, spreetsheet/quickbook, fundraising strategies and other particular training, based on the requirement of donors supported.

Objective 4: By the end of year 2024, RCEDO organizational and staff capacity and skills will be improved in order to ensure the effectiveness of sustainable project implementation.


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Objective 4.1: Staff are strengthened their capacity to ensure the roles on quality project management and implementation at the two offices.

Strategies: Increased the number of qualified staff in RCEDO; Developed TNA and provided capacity in leadership and technical assistance; Project management, M&E database, and leadership skills training/workshop

conducted. Work in partnership with key local NGOs/INGOs agencies, Networking NGO,

and government line departments (for both program staff and communities); Indicators 4.1:

# of staff hired and promoted. # of female staff in leadership positions in RCEDO. # of trainings provided to staffs at two offices. # of TWGs formed at the provincial and districts. # of TWG meetings at the provincial and districts.

Objective 4.2: By the end of FY2024, RCEDO is legally updated and introduced new policies, guidelines, procedures and other regulations to existing and new staff.

Strategies: Work with program management team and executive director and legal

experts in facilitating the orientation schedule and/or introduce to the program staff in effective practices.

Indicators 4.2: Updated and develop new policies, guidelines, procedures, regulations and

introduce to existing and new staff of RCEDO. Legally updated and compliance with the government law (tax, NAC,

NSSF…) To align the program strategic intervention into PIP & CIP.

Objective 4.3: RCEDO and its local government counterparts, community people will have built their capacity on gender equity into all projects to meeting the program outputs, outcomes and impact levels by 2024.

Strategies:

Verify that all project proposals have incorporated gender equity;

Promote and support strengthening the technical and management capacities of women within organization and local communities;

Encourage gender sensitivity among women and men;

The training manuals have verified and developed and incorporated with the government policies and local requirements;

Promote and support strengthening the technical and management capacities of government and RCEDO staff through trainings/workshops/meetings/conferen-ces/exchange visits at the sub-national level;

Indicators 4.3:


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# of men and women in leadership positions within organization and local communities.

# of new projects proposed and integrated women in leadership positons.

# of government counterpart and RCEDO staff participate the trainings/workshops

% of RCEDO program budget supporting women's projects.

# of government counterpart and RCEDO staff participate the trainings/workshops.

# of training manuals are developed and put in place.

% of trainees are increased and applied to her/his field works.

Objective 4.4: Commune Chiefs, CCs, Village Chiefs, VDCs and other relevant stakeholders within the target communities will improve their effectiveness and awareness of local good governance and ISAF implementation for sustainable development to address the D&D at sub-national level.

Strategies: Develop and implement appropriate policies, regulations and procedures for

RCEDO and government counterpart; Encourage staff’s ownership and participation in all development process of

the government social accountability; Encourage project local government counterparts and key stakeholders to

harmonize the policies and procedures and aligned with the Decentralization and Deconcetration (D&D) in particularly to meet the Implementation Social Accountability Framework (ISAF) at sub-national level;

Join Action Plan (JAP) develops and verify the achievements at the communal office.to meet the demand and supply sides;

Maintaining effective documentation and timely reporting;

Indicators 4.4: At least 70 % of attendees (CCs, VDCs & CBOs) will gain better

understanding of their roles and responsibilities, decentralization process, CC laws and are actively participating in their communities’ planning development process.

At least 70% of CCs, VDCs, and CBOs are actively participating in decentralization and good governance and ISAF practices within their target communities.

At least 70 % of local authorities, the government departments are actively participating and responding to the needs of target community.

Funds have been allocated into the commune investment plan (CIP) to support development activities through ISAF Implementation and disaster risk management committee at the village and commune levels.

# of Join Action Plan has been reviewed at every quarterly at the communal office during the CCs quarterly meeting;

IV. MONITORING AND EVALUATION PLAN

The RCEDO strategic plan will be linked to yearly operation plans at rural community levels. The key priority issues will be tied to a monitoring and evaluation matrix. Guidelines and follow-up will be an ongoing process and will be adjusted according to community's needs. Monitoring will essentially include monthly and quarterly progress


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reports, 6 monthly financial reports, and monthly financial reports, annual financial audit reports, field project visit reports, etc. In addition, RCEDO will be practically done at the target communities every year, so that the project participants can review and learn together about the progress of the project implementation.

Ideally, there will be annual participatory self-review of the RCEDO strategic plan (Reflection and learning workshop) once per year, and staff performance evaluations will be conducted annually. The lesson learned from such evaluations will be utilized in successive program planning and implementation.

The following will be the core monitoring and evaluation process guiding the RCEDO team:

Monitoring

6 monthly progress reports; 6 monthly financial reports; Monthly financial reports; Field visit by RCEDO staff; Field visit by Board members as every 06 months; Annual Reflection and Learning Workshop by RCEDO; Annual workshop (present the progressive achievements, challenges and set up

new planning) by RCEDO staff, local government counterparts and community representative;

Annual financial audits

Evaluation

Annual RCEDO staff performance evaluation; Annual Strategic Plan Review (Reflection and Learning Workshop); Mid-term strategic plan evaluation by independent consultant; Final strategic plan evaluation by Planning & Evaluation independent consultant;

External evaluation for “RCEDO program” at the end of 2024 will be done by participation of the representatives from hiring independent experts, RCEDO staff and its relevant local government counterparts.

V. Monitoring and Evaluation Matrix Related to Prioritized Key Issues

Key Issue 1: Livelihoods Improvement

Objectives Indicators By When By Whom Means

Objective 1.1: The community targets and relevant families will have increased the livelihood improvement for the venerable families to lift out the hunger and poverty in

7,500 of vulnerable families are defined.

2020-2021 Program Field Staff

Baseline Survey, MIS

60 farmer producer groups which have accessed to the irrigation systems and are able to producer diversify crops in the selected target communities.


Project monthly, quarterly and annual report


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effectively through agriculture supports.

60 of SHG which 1500 members have been established and strengthened their capacity within the project cycle


Training Report and Attendant List

At least 70% of 60 saving groups are well functioned in year 3.


Training Report and Attendant List

4,500 families trained in climate-smart rice farming and saving rice bank.


Training report, attendant list

3,000 families practice organic vegetable and livestock farming through replication strategies.


Training report, attendant list

60 of farmer producer groups have accessed to the irrigation systems and are able to producer diversify crops in the selected target communities.

2021-2022 Community, Program Field Staff

Monthly, Quarterly and Annual Report, Case Studies

20 rice saving banks (5tons/bank) in target communities are set up and well function.

2022-2024 Program Field Staff & Community

Project Annual, Mid-Term Reviews and Evaluation

4,500 of hectares received the water supply from the small scale irrigation systems.

2020-2024 Program Field Staff, Community

Project Annual, Mid-Term Reviews and Evaluation Case Studies


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At least 80% of target beneficiaries increased knowledge, skills on agro-technical practices for supporting the piloting farmer producer groups in the target communities, and improved the agricultural products and value chain approach.


Project monthly, quarterly and annual report

Objective 1.2: Families in target communities have adapted the agricultural practices and livelihood interventions to increase income generation activities (IGA) in a holistic community development and sustainability.

02 documents of Technical Cooperation Agreement (TCA) signed between RCEDO and PDAFF to adapt the rice crops, vegetable and livestock train and practice, supported by DAO/CEW.

Mar 2020 PDAFF, RCEDO’s ED

MOU/TCA

At least 10 technical expertise to implement TCA defined at PDAFF and DAOFF/CEW at the selected target province/district/commune.

Mar 2020 PDAFF, RCEDO’s ED

MOU/TCA

80% of farmers applied the integrated farming systems for adapting the Climate-smart and transforming the knowledge and skills to other farmer groups.



At least 10 technical expertise to implement TCA defined at PDAFF and DAOFF/CEW at the selected target province/ district/commune.

2020-2024 PDAFF, DAOFF/CEW Program Field Staff

Monthly, Quarterly and Annual Reports


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80% of 7,500 farmers applied the integrated farming systems for adapting the Climate-smart and transforming the knowledge and skills to other farmer groups.


Training Report and Attendant List, Case Study

4,500 families of farmers trained in organic vegetable farming and livestock adaptation techniques.


Training Report and Attendant List, Case Study

70% of farmers applied the integrated farming systems for adapting the Climate-smart and transforming the knowledge and skills to other farmers.



At least 80% of trained farmers received the start-up fund and inputs support, and are able to run their local business activities.



15,000 families replicate on vegetable farming and livestock adaptation techniques (climate-smart farming).

250 organic vegetable demo farms to manage seed supply.



250 livestock demo farms for livestock dispersal schemes.




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At least 50% of target communities have capacity to match direct external support from their resources.



Objective 1.3: The target communities are able to control the effective financial management

60 target SHG received the financial management training and are able to manage their budget in effectively at the communities.

2020-2024 Program Field Staff,

Training Report, Attendant List

10 of ACs have been established and strengthened their capacity.


Project Annual Report, mid-term reviews and evaluation

At least 70% of SHGs & AC families applied their knowledge and skills on financial management and are able to manage their effective budget allocation for the business.



At least 80% of 7500 target poor families increased their livelihood improvement after participating the project.



At least 80% of target poor families increased additional their incomes to complement their primary incomes.



Objective 1.4: Project members increase income from selling value chain of vegetable and livestock and

At least 80% of 7,500 vulnerable families income increased from selling products at fair price.


Project Annual, Mid-Term Reviews and Evaluation Case Studies/Family Assessment


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other agricultural products.

20 cluster farmers and able to dialogue on their business price with traders, collectors and government actors.



70% of cluster farmer members applied their knowledge and skills on financial management and are able to manage their farming business



At least 50% of cluster farmers received fund and farming inputs support for start-up their business plan activities.



15,000 vulnerable families replicate on business activities dialogue with traders, collectors, government actors and other stakeholders.



20% of Producers and SMEs are actively supported the vulnerable families on nutrition-health, WASH, agriculture services and products.



2. Strengthening Quality Educating Services at Primary & Secondary Schools


Objective 2.1: The school principals, teachers, students and communities have received the education on BLUE SCHOOL

Partnership agreement per province has signed with PDOEYS and MoU with clear ToT on Blue School approach for implementation

Mar 2020 PDOEYS, RCEDO’s ED

MoU/LOA


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and are able to apply the knowledge and skills at the selected target schools and communities.

50 of blue schools has selected at the target communities.

2020-2022 Program Field Staff, DOEYS

Criteria Selection and List of blue school selection

10 ToT trainings provided to school principals, teachers, students, local authorities and community people.



500 school principals, teachers, students, local authorities and community people received the training on micro garden, water sanitation and hygiene, waste management, maintenance, community friendly environment and gained the knowledge and skills.



At least 80% of students wash their hands at critical times and functional hand washing facilities with soaps at sanitation facilities are acceptable.


Training Report, Attendant List,

70% of blue school trainers (project staffs, teachers and school principals) replicated trainings to at least 10 primary schools and 10 secondary schools and other key stakeholders.


Training Report, Attendant List,


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80% of targeted students have accessed to safety drinking water, use well-maintained latrine, maintained good hygiene practices and participate in gardening activities and waste management.


Project Annual, Mid-Term Review and Evaluation Case Studies

2 times / year of blue school targets organized the annual blue school fair events. .


Project Annual, Mid-Term Review and Evaluation Case Studies

#of joint technical monitoring and network meeting conducted per year by PDOEYS and key stakeholders.

2020-2024 Program Field Staff, PDOEYS

Minutes Meeting, Attendant List, Monitoring Report, MIS

Objective 2.2: The blue schools will have received the water sanitation and hygiene (WASH) infrastructure renovation and/or new installment for improving the WASH practices.

At least 3 bidding with public tendered/company contacted with high quality construction.


Inventory List

At least 80% of 50 school latrines have been built and used.


Inventory List

At least 15 water ponds have been built and used at the blue schools.


Inventory List

At least 30 plastic water tanks have been built and used at the blue schools.


Inventory List

At least 80% of concrete water tanks have been renovated and re-built and used/maintenance at the blue schools.


Inventory List


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90% of targeted students have accessed to safety drinking water, use well-maintained latrine, maintained good hygiene practices and participate in gardening activities and waste management.


Inventory List

90% of facilities properly used and maintained at the blue schools.



500 water purification/treatment systems have been provided and used at the target blue schools.

2020-2024 Program Field Staff & DOEYS


50 school micro gardens (safe/adaption nutrition crops and vegetable growing schedule developed and practiced in each school) set up at the blue schools.



50 school students participate in collection/separate of organic and non-organic waste management.


Project Annual, Mid-Term and Evaluation


2022-2024 Program Field Staff & P/DOEYS



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Objective 2.3: The blue school approaches will have mainstreamed and transferred to other schools and families nearby the communities.

By year 3, at least 70% of teachers in the target schools enrich the outreach activities with the theoretical lessons from the national curriculum on biology, chemistry, agriculture, environment, etc. with practical exercises from CHAST/Blue School concept so that students can learn by doing.






At least 30% of 50 blues schools are able to transforming to other schools and communities nearby.


Campaign Report, Attendant List Case Study if any


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# schools conduct Blue School at least annually campaigns that involve the wider families of the students or the entire community (i.e. hygiene concepts, organic vegetable award, the cleanest family compound competition, champion family (build and use larine, hand washing devices, cleanest home compound, drinking safety water, waste management…).


Campaign Report, Attendant List Case Study if any

3. Natural Resources and Environment Management

Objective 3.1: The target communities and local authorities and relevant stakeholders are able to implement the effectiveness and efficiency on natural resources and environment management to address the Climate Change Adaption (CCA).

# MOU agreement signed with key implemented agencies and stakeholders.

Mar 2020 PDWRM, RCEDO’s ED

LOA/TCA

60 committees which 420 members (each committee has 7 members) trained and well functioned on CC/DRR and DM law.

2020-2024 PDWRM, Program Field Staff

Inventory List

At least 70% of trained committee members and key stakeholders gained better understanding of DM law, natural resource and environment management practices.

2020-2024 PDWRM, Program Field Staff

Inventory List


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At least one HVCA & CAP developed per year/ village/commune/district and integrated into VIP, CIP and DIP at the target village/commune/district

2020-2024 Community, Program Field Staff

Inventory List

# of trainings and workshop conducted to key community people (CCDM, VDMG), local authorities and key stakeholders.



# WATSAN facilities like water jars, rain water collection materials, water filter provided to vulnerable families.



# of water canal, water pond are built or renovated within target communities.



7,500 families are access to safe water, water sources and hygiene facilities for household use.


Training Report, Attendant List CAP

# of emergency releases intervened during the draught, flooded and/or storming at the targeted villages.


HHs for Emergency releases, Kits

# of famers exchange visits conducted for shared and learn from other provinces.


Exchange Visit Report, Attendant List

At least 2 NGO network of CC/DRR established at the national and sub-national level


Minutes Meeting, Attendant List


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Objective 3.2: The local authorities, community people and key stakeholders have participated to implement and conservation the natural resources and environment management to address the needy communities with sustainability under the framework of CC/DRR.

By the end 2024, 25,000 target beneficiaries participated and received awareness raising/trainings/workshop on CC/DRR, WRM and WASH.



420 members of key community people (CCDM, VDMG), local authorities and key stakeholders engaged in DRR process, planning and implementation.

2020-2024 Program Field Staff, Community & Local Authority


# of persons accessed to disaster risks management services or improved risks reduction measurement.



At least 70% of target beneficiaries and key stakeholders gained better understanding of DM law and actively participate in natural resource and environment management practices.


Project Annual, Mid-Term Review and Evaluation

# of youth task forces (YTF) at secondary school formed and well operation.



90% of YTF educate on DRR, WASH, WRM in/out target schools.



# of awareness raising trainings conducted in 10 secondary schools.


Minutes Meeting, Attendant List & CAP


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# of joint actions implemented between YTF and DRRVC on community awareness/event/year conducted.

2020-2024 Program Field Staff, Community & Local Authority/CCDM




Objective 4.1: Staff are strengthened their capacity to ensure the roles on quality project implementation at the two offices.

# of staff hired and promoted.

2020-2023 Hiring Team JD, Interviewing process, Job Offer, Staff Contract (HR Policy)

# of female staff in leadership positions in RCEDO.

2020-2023 Hiring Team JD, Interviewing process, Job Offer, Staff Contract

# of trainings provided to staffs at two offices.

2020-2024 HR (Internal & External)

TNA, Training Report, Attendant List

# of TWGs formed at the provincial and districts.

2020-2022 ED, Program Manager, TWG at National & Sub-National

TWGs

# of TWG meetings at the provincial and districts.

2020-2022 ED, Program Manager, TWG at National & Sub-National

Minutes Meeting of TWGs

Objective 2.2: By the end of FY2024, RCEDO is legally updated and introduced new policies, guidelines, procedures and other regulations to existing and new staff.

Updated and develop new policies, guidelines, procedures, regulations and introduce to existing and new staff of RCEDO.

2020-2024 ED, HR and Program Manager

Policies Updated, Shared to the Program Field Staff & Implies

Legally updated and compliance with the government law (tax, NAC, NSSF…)

2020-2024 ED, HR and Program Manager

Policies Updated, Shared to the Program Field Staff & Implies

To align the program strategic intervention into CIP.

2020-2024 ED, Project Management Committee

SP 2020-2024 and Annual Planning

Objective 4.3: RCEDO and its local government counterparts,

# of men and women in leadership positions.

2020-2024 ED, Project Management Committee

Gender Policy


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community people will have built their capacity on gender equity into all projects to meeting the program outputs, outcomes and impact levels by 2024.

# of new projects proposed and integrated women in leadership positons

2020-2023 ED, Proposal Development Team

Project Proposal included women in leadership positons

# of government counterpart and RCEDO staff participate the trainings/workshops

% of RCEDO program budget supporting women's projects.



# of government counterpart and RCEDO staff participate the trainings/workshops.



# of training manuals are developed and put in place.



% of trainees are increased and applied to her/his field works.



Objective 4.4:

Commune Chiefs, CCs, Village Chiefs, VDCs and other relevant stakeholders within the target communities will improve their effectiveness and awareness of local good governance and

At least 70 % of attendees (CCs, VDCs & CBOs) will gain better understanding of their roles and responsibilities, decentralization process, CC laws and are actively participating in their communities’ development activities.

2020-2024 Program Field Staff, CCs, VDCs & CBOs

Project Annual, Training Report, Case Studies


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ISAF implementation for sustainable development to address the D&D at sub-national level.

At least 70% of CCs, VDCs, and CBOs are actively participating in decentralization and good governance and SA practices within their target communities.



At least 70% of CCs, VDCs, and CBOs are actively participating in decentralization and good governance and ISAF practices within their target

communities.



At least 70 % of local authorities, the government departments are actively participating and responding to the needs of target community.

2020-2024 Program Field Staff, PBC

Fund allocated into CIP and matching with C/S Fund by DIW/Year

Funds have been allocated into the commune investment plan (CIP) to support development activities through ISAF Implementation and disaster risk management committee at the village and commune levels.



# of Join Action Plan has been reviewed at every quarterly at the communal office during the CCs quarterly meeting;




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V. RESOURCES:

RCEDO Team for a next 5 year operation (2020-2024)

POSITION Number NOTE

Executive Director 1 This position will become full time ED by the beginning of year 1999.

Program Manager 1 Full time staff for documentation and information system to Country Representative

Project Management Committee

Program Manager

Project Officer

Admin/Finance Officer

3

RCEDO is full time staff (Program Manager, Project Officer) to assist country office for overall program development and management;

One staff (Admin/Finance Officer) is sharing cost, based on available project budget by particular year. This position is responsible for the financial management, reporting and ensuring the accountable to the donors;

7 more field staff will be recruited in 2021.

Program Manager

1

RCEDO is ensuring the quality and quantity of the project management and implementation, data management system. A staff will be responsible for develop the reports, join with development proposal team as well submitting the different report to ED and relevant stakeholders. This position will share cost with other projects.

Project Officer 2

This position will carry out the project planning, implementation, reporting, budget management and monitoring/evaluation within the data management to maximizing the project outcomes and level of impacts.

Field Officer 5 The field officers are responsible the day to day program operation and management to fulfil the tasks that are met the program planning, implementation includes trainings, coaching, mentoring, monitoring and evaluation of the projects at the field level. She/he will report directly to the project officer and kept update the progressive achievements, program issues/challenges and solutions in effective performances.

Admin/Financial Management

Admin/Financial Officer

Office Assistant

Driver

Guard

Cleaner

4

One staff (A/FO) is sharing cost, based on

available project budget by particular year with main responsibilities on administration & accounting works;

Full time staff under supervision of F/A Officer based in the main office, Banteay Meanchey province;

This position will be recruited for a sub-office at BMC office in 2020, based on available budget;

Maintaining and ensuring the office security as well as assisting further requirements from the administrative tasks;

Maintaining and ensuring the office clean environment security as well as assisting further requirements from the administrative tasks;


Page | 55

VI. RCEDO Program Budget (Currency: US$)

A 5-year Budget Plan for 2020-2024

BUDGET FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 TOTAL %

Operational Budget 22%

Personnel Office

Staff 13,320 15,840 17,220 18,780 20,460 85,620 24%

Office Expense 20,600 20,600 22,300 23,500 23,500 110,500 32%

Capital Expense 35,000 6,000 35,000 3,000 1,500 80,500 23%

Other 9,900 13,890 15,120 16,590 18,060 73,560 21%

Subtotal 78,820 56,330 89,640 61,870 63,520 350,180

Program Budget 78%

Personal Program

Staff 19,080 30,420 33,180 36,480 39,720 158,880 13%

Agriculture Inputs 5,000 5,000 5,000 5,000 5,000 25,000 2%

Training Expense 11,000 11,500 14,000 16,000 16,000 68,500 6%

Travel & Vehicle

Operation 14800 15800 18200 20000 23000 91,800 7%

Technical &

Evaluation 10000 10000 11000 11000 15000 57,000 5%

Project Grants 120,000 138,000 158,700 190,440 228,530 835,670 68%

Subtotal 179,880 210,720 240,080 278,920 327,250 1,236,850

TOTAL BUDGET 258,700 267,050 329,720 340,790 390,770 1,587,030 100%


Page | 56

VII. Organization Chart of RCEDO

Mr. Hay Phalla Board member

Tel: 097 735 3187

Mr. Phim Sopheap Board Chair 012391062

Mrs. Long Silux Board member Tel: 012797926

Mr. Long Vanda Board member Tel: 012736507

Mr. Lim Seng Eang Board member Tel: 012 963 800

Mr. Sam Sereywathana

RCEDO Ex. Director

Mr. Oeng Haileng Programme Manager

In-outside Donors, CNGOs Network,

DANGO, NGO Forum, CCC, Government

Development Agency, CAN networks,

MEDICAM

Technical Advisor • Ms. Bernie 'O Niell Tel: 012 840 771 • Mr Khoung Sopheak

Tel: 012 222 123 • Mrs. Kyra

Mile, AYAD

1- Mrs. Roeung Monh, Admin/ Finance Officer

Mr. Oeng Haileng Progamme Area of Svay

Check district Project Officer

Mrs. Pon Sarann Programme Area of Chongkal district Project Officer

Community Based Organizing

(4 persons)

Natural Resource and Disaster Reduction

Management (4 person)

(2 persons)

Decentralization and Social

Accountability (2 persons)

Health /Watsan Sector

(2 persons)

Agriculture Development

Sector (4 persons)

Page | 57

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strategic plan coversheet

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