FUTURE ROLE OF INGO IN CAMBODIA

Carol Mortensen, Lead Consultant

OBJECTIVES OF THE 2014 OXFAM DISCUSSION: FUTURE ROLE OF INGO IN CAMBODIA

• Look at the changing political, economic and social landscape in Cambodia and identify next steps for INGO consideration

• Identify changes INGO should seek to influence and support

• Identify key advocacy issues, policy space available and means, vehicles and strategies to achieve active citizenship

WHAT IS ACTIVE CITIZENSHIP?

Active Citizenship is defined as both a right and a responsibility of citizens to participate in the political, economic, social and cultural life of the nation, ensuring that they are well informed and that their voice is reflected in decision making that affect their livelihood and rights

KEY FINDINGS OF THE FUTURE ROLE OF INGO IN CAMBODIA

1. INGOs review their future role and develop an Organizational Development Plan

2. INGOs facilitate an enabling environment with inclusive partnerships that build

bridges between CSO, Government and Development Partners for sustained

collaboration

3. INGOs increase CSOs knowledge, skills and strategies to leverage international networks

and apply successful global experiences

4. INGOs improve coordination, communication and cooperation amongst themselves

Note:

• INGO efforts since 1979 in service delivery are appreciated

• Over past 10 years, many INGO have strengthened advocacy and influencing role

• Recent changes in Cambodia’s political, economic and social operating environment, mean INGO should review their model to support development

• Oxfam have documented a “discussion paper” not a blueprint

• Every INGO is likely to have a different “vision”

• Individuals and agencies were consulted, and findings built on a 2012 “discussion paper” by Marchal, Mary and Ngo, Sothath

What were the findings?

• Not very different from this identified in 2012

• Similar themes but a sharper focus

• For 35 years, INGOs have been “building capacity”

• Future service delivery activities should be led by national CSOs with INGOs providing support

• Cambodia CSOs must set and lead Cambodia’s development agenda

1. INGOs REVIEW THEIR FUTURE ROLE AND DEVELOP AN ORGANISATIONAL

DEVELOPMENT PLAN

• INGO Development Plan approved by HQ: vision, triggers, timeframes, targets and communication, partnerships and change management strategies documented

• INGO activities to be “phased over” to CSO, Government, or communities can be tested in a transition phase to determine commitment, capacity and political will

• INGOs conduct rigorous reviews of partnerships, organisational impact, partner capacities and skills and review their operating environment

2. FACILITATE AN ENABLING ENVIRONMENT WITH

INCLUSIVE PARTNERSHIPS THAT BUILDS BRIDGES

BETWEEN GOVERNMENT, CSO AND DEVELOPMENT

PARTNERS FOR SUSTAINABLE COLLABORATION

• INGOs reassess their approach, decision-making and agenda setting within a changing context

• INGOs commit to institutional strengthening and jointly plan with CSOs how this will be achieved

• With CSO right to deliver services comes responsibilities

• INGOs support People’s Organisations without influencing their mandate, as legitimate voice of citizens

• Private sector relationships should be strengthened

• INGOs facilitate CSO engagement with Government, and Development Partners

• INGOs nurture citizen and Government champions and change agents - particularly youth and women

• INGOs “follow the money”: budget literacy, Social Accountability Framework, work with private sector, Government, Development Partners and CSO

3. INCREASE CSO KNOWLEDGE, SKILLS AND STRATEGIES TO LEVERAGE

INTERNATIONAL NETWORKS AND APPLY SUCCESSFUL GLOBAL

EXPERIENCES• INGOs prioritise linking citizens and CSOs to

international networks and facilitating CSO to take the lead

• INGOs build citizen and CSO social capital through learning forums, national and international study tours

• INGOs encourage CSO partners to understand and utilise social media effectively

• INGOs facilitate information sharing by the Cambodian diaspora to increase understanding about dual political processes, democracy and active citizenship

• INGOs model “the middle path” holding all political parties equally to account and encourage a more nuanced political understanding

• INGO campaigns should have same message as CSO campaigns but do not need to be centrally coordinated

4. IMPROVE INGO COOPERATION,COMMUNICATION AND

COORDINATION• INGOs support effective co-ordination mechanisms

at the country level: formal and informal

• INGO senior leadership model positive behaviours and coach staff to increase effective collaboration, communication and coordination

• INGO commit to coordinate and be coordinated

• INGOs work with Development Partners to increase multi-agency program development

• INGOs should influence a range of issues including: shrinking civil space, corruption, governance, economic issues, CSO institutional development, Government accountability

• INGOs have greater access to policy space than CSO, but depends upon issue, INGO and Government Ministry; more likely to influence technical policies than public policies

RECOMMENDATIONS

• Some respondents recommended Cambodian CSOs lead advocacy in Cambodia

• INGOs leverage international media, citizen and policy networks for CSOs and then step back and let CSO take the lead

• INGO have a critical role in providing protection and security for national CSO during advocacy campaigns and times of tension

RECOMMENDED CHANGES TO THE ROLE AND ACTIVITIES OF INGOs

• INGOs jointly fund institutional development of promising CSOs and CSO leaders by specialist agency

• INGO staff and partners demonstrate understanding of “power” dimensions

• INGO and Development Partners require CSO partners to have GPP accreditation or be registered and working towards accreditation

• INGOs and CSO jointly identify strategies to support CSO capacity development: mentoring, technical inputs, Board participation

• INGO harness social media platforms and utilise global media to influence policy

• INGO continue to build bridges for CSO to leverage international platforms

• INGO commit to “authentic” formal and informal collaboration, communication and cooperation mechanisms

• Oxfam and CCC are jointly hosting this discussion and learning platform

• All INGO consider the reflections outlined in the Discussion Paper, define what “success” means to them and commit all staff to uphold the organisational vision and plan

WHERE NEXT?

Thank you