Update on Progresses, Challenges 2014 and Plans

2015 of CCCCCC Annual General Meeting 2014

CKCC, 12 March 2015

By: Ms. Estelle Roesch , Treasurer of CCC EXCOM

2015

Mr. Khorn Bunthong, Head of Operations of CCC

Vision: Sustainable Development for Cambodia 1

1. About CCC and Its GHP

2. Updated Progresses

3. Updated Financial Status

4. Priorities for 2015

5. Challenges & Proposed Solutions

Presentation Outlines

1. About CCC and Its GHP

A Membership-based Organization

Governance Hub Program (GHP 2014 – 2018)

Mission: We provide high quality services to civil society and influence Cambodia’s development actors

Values: Cooperation, Quality, Responsiveness, Integrity and Inclusiveness

2. Updated Progresses

Outcome 1: Improved Quality of CSO Services

1. Applicant CSOs received GPP certification increased from 45 in 2013 to at least 70 by 2014

2. At least 50% of CSOs trained on Istanbul Principles on CSOs Development Effectiveness Implemented their action plan for applying IPs to their strategies and programs

Relevant Indicators

Progress of Outcome 1

2007 2008 2009 2010 2011 2012 2013 20140

20

40

60

80

100

120

140

160

180

200

2 616

2437

4856 63

1423

47

84

116

142161

178

Total Certified and Applicant NGOs

Total Certificates Awarded Total Application Received

Progress of Outcome 1

GPP quality improved through newly revised code, assessment procedure and scoring system

Partnership with Global Reference Standard for CSOs Accountability

Guidelines for CBO good practice drafted and consulted, promoting effective internal governance

At least 500 NGOs improved knowledge and capacity from capacity development services of CCC

Increased knowledge and commitment on IPs

Outcome 2: Improved Enabling Environment for CSOs

1. At least one law and policies to be proposed by the government included recommendations from CSOs

2. Funding and other support for CSOs, especially GPP certified CSOs gradually increased

Relevant Indicators

Progress of Outcome 2

CSOs improved their collective advocacy efforts to claim for civic space

OGP introduced. Commitment and concrete action plans made by various stakeholders

Inputs from CSOs reflected in the IP3 of NCDD, ISAF and TWGs

Progress of Outcome 2 (Cont’d)

Draft Cybercrime Law scrapped CSOs perspectives, advocacy and

partnership reconfirmed within the post-2015 SDG process

CCC played active roles to promote the functionality and performance of WGPD

Progress of Outcome 3

CCC members increased from 141 (1st Semester) to 148, membership fee revised to absorb more NGOs

1990 1995 2000 2005 2010 20140

20406080

100120140160

24

68

100 98

122

148

CCC Member's Growth from 1990-2014

NGO Information Bank stayed updated and widely accessible

Progress of Outcome 3 (Cont’d)

14 MoUs with provincial NGO networks and other organizations to address different development issues. Improved their institutional capacity and advocacy skills

Action/2015 iMove Campaigned promoted the perspectives and commitment of CSOs and the public against corruption and impunity

Outcome 4: Increased Capacity of CCC in Performing Its Roles

1. CCC operational funds from donors reduced from 85% in 2013 to 80% by 2014

2. CCC complied with GPP standards, donors’ contracts and Cambodian laws and regulations

Relevant Indicators

Progress of Outcome 4

CCC bylaws revised, endorsed by CCC members and Excom

M&E practical guideline finalized, MESA tools developed and successfully tested

Computerized reporting system promoted CCC compliance to donor procedures

Improved staff performance: 360 Degree, capacity development program..

Impacts and Sustainability

Joint advocacy activities resulted in some positive changes for the legal enabling environment in Cambodia

Harmonization, capacity and sustainability of provincial NGO networks improved

The four practical guidelines (HRM, FM, ICT and M&E), the M&E tools and system have continuously strengthened the institutional capacity of Cambodian CSOs

3. Updated Financial Status

Updated Financial StatusNo. Description Annual Budget 2014

(USD)Actual Income Jan-Dec

2014 (USD) %

1 Total Income 1,139,221 883,959 78%

1.1Fund balance at the beginning of the year 102,098 257,479 252%

CCC Reserves Brought Forward from 2013 155,381

Fund Balance Brought Forward from Donors 2013 102,098

1.2 Income in 2014 1,037,123 626,480 60%

CCC Reserves Contribution 2013 /CCC Self Income Generation 2014 255,381 146,878 58%

Grant Support from Donors 781,742 479,602 61%

No. Description Expenditure Budget(USD)

Actual Expense Jan-Dec 2014

(USD) %

2 Total Expense 1,139,221 664,820 58%2.1 Outcome 1 415,223 202,353 49%2.2 Outcome 2 272,229 162,635 60%2.3 Outcome 3 325,623 225,767 69%2.4 Outcome 4 126,146 74,065 59%

Ending Balance(1-2) - 219,139

Updated Financial Status (Cont’d)

4. Priorities for 2015

• Quality of services of CSOs

• Capacity in Responding to National Priorities

and Global Trends

• Enabling Environment

• Inclusive Partnerships for Sustainable

Development

Key Priorities for 2015

Proposed GHP Budget (2015)

No. Description USD

1 Outcome 1: Improved quality of CSO services 310,403

2 Outcome 2: Improved enabling environment for CSOs 234,894

3 Outcome 3: Increased collaboration among CSOs 286,875

4 Outcome 4: Increased capacity of CCC in performing its roles as CSO coordinator, networker and advocator

67,828

Total Annual Budget 2015 900,000

5. Challenges & Proposed Solutions

What Matters Most?

Charging fee remains an issue for GPP and member development

Many emerging issues affected the priorities and capacity of CCC

Lack of genuine collaboration among CSOs at all levels

Financial commitment from funding partners remain limited

Civic space for CSOs remain shrinking

Proposed Solutions

Develop concession fee for GPP and member development

Seek for more supports from multi-stakeholders

Facilitate for collective efforts among CSOs to address common issues

Collaboration agreement to be made between CCC and other umbrella networks

Promote strategic partnership with funding partners Promote collaboration with all stakeholders

Diversity of Funding Partners

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