- Wathnakpheap Organization

2013 – 2015
Approved by Governing Board on 30th March 2013
Prepared by
From left to right
Pel Martin
Chhay Pitou
Meas Phanny
Heng Chan Thon
Seng Vork
San Song Nath
Nuy Bora
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
012 908 799
089 897 898
017 441 887
017 542 803
012 583 861
092 705 737
012 501 961
077 301 606
012 665 165
017 395 876
012 300 927
012 65 3937
Wathnakpheap Strategic Plan 2013 -2015 has been developed as a result of a series of workshops held
in February 2012 and research data collected during the year by the management team and field staff.
In preparing this Plan, the following key stakeholders have been consulted:
 Provincial Project Managers and their staff.
 Wathnakpheap Management Team and staff
 Wathnakpheap Governing Board
During this process we have:
 Reviewed and revised the Vision, Mission, Goals and Values
 Agreed to retain “Communities Build Cambodia” as a tagline on our letterhead and advertising.
 Conducted a SWOT analysis to identify our strengths, weaknesses, opportunities and threats.
The results of the analysis are at Appendix 1 to this plan.
 Identified the main issues facing Wathnakpheap at the present time.
Period of Strategic Plan
This Strategic Plan is intended to cover the period 1st January 2013 – 31st December 2015 and, during
that time, we will implement and report on the strategies and activities we have identified. We will also
use this Plan as a tool to monitor our performance during that time.
Major Risks Identified
The planning process identified the main issues facing Wathnakpheap at the present time are:
 Securing funding. For an NGO, funding is always a critical issue, both from current donors and
future donors.
 Marketing. The need for a publicity and marketing program is agreed to be a critical success factor.
 Administration. A need to improve program management and the delivery of administrative and
finance services has been identified.
Future Focus
The Strategic Planning meetings agreed that the focus of Wathnakpheap for the next three years is to be
 Consolidating existing programs and funding in existing program locations.
 Introducing new initiatives in all programs and seeking to build capacity in staff and Community
Based Organizations.
 Introduce new program initiatives in WP’s target area
 Strengthening WP competitive position.
Developing Good Governance and Civic Engagement programs and considering expansion.
Putting more resources into Small and Medium Enterprise Programs.
Improving the efficiency and systems of program administration, financial and administrative
About Cambodia
Cambodia is a developing country and most of the people living in rural areas are illiterate. With a total
population of around 14.3 million people, 80% of Cambodians live in the rural areas and 30.1% of these
could be classified living in poverty. The Cambodian Government aims to reduce poverty to 19.5 per
cent of the population by 2015. With over 80 per cent of the population living in rural areas much work
is required to meet this goal.
Today Cambodia is meeting some extreme climatic events including storms, flood and drought, which
are significant contributors to poverty. These events are currently affecting education and livelihoods,
causing food shortages, unemployment, disease and social instability. According to the 2010 Asia and
Pacific Disaster Report13, an estimated 1.7 million (12.2 percent) of Cambodians are currently exposed
to floods.
Although Cambodia has seen an increase in school enrolment, secondary education in remote and rural
areas is facing significant challenges. In 2007, the dropout rate for grade 12 was 20.9% of total
enrolment, with 15.1% being girls. There is a serious lack of well trained and qualified skilled teachers.
While health indicators have improved, Cambodia still lags behind other countries in the region and
continued work is required to achieve further improvements.
RGC Millennium Goals
The RGC Cambodian Millennium Development Goals (CMDGs) were reviewed during this update to
confirm that Wathnakpheap goals are aligned with those of the RGC. Wathnakpheap works to directly
support 7 of the 9 CMDGs:
Goal 1
Eradicate extreme poverty and hunger.
Goal 2
Achieve universal nine year basic education,
Goal 3
Promote gender equality and empower women.
Goal 4
Reduce child mortality.
Goal 5
Improve maternal health,
Goal 7
Ensure environmental sustainability.
Goal 8
Forge partnerships (this is an international goal and does not apply to WP)
Vision, Mission & Goals
Cambodian people are living with dignity and harmony in a safe and sustainable community.
To improve the quality of life and livelihood of disadvantaged children, women, and poor families by
providing education, environment protection, life skills, basic health care and vocational skills training;
using the principles of good governance and civic engagement.
To contribute to the development of social safety nets of the Royal Cambodian Government National
Social Protection Strategy (NSPS) by reducing poverty and food insecurity and enhance the development
of human capital by improving nutrition, women and child health, promoting access to social land
concession (SLC), climate resilience, quality of public health and education services.
1. To increase quality of livelihood of 1990 IDPoor and vulnerable households through
improving income generation activities.
2. To increase access to public services, (including education health and social land concession) by
5280 ID Poor and vulnerable families, by providing life skills and education opportunities, promoting
civic engagement and good governance. These principles will be incorporated into Commune
Investment Plans.
3. To improve the capacity of 22 communes to adapt to climate change through increased awareness
and improving management of community water resources.
Method of Achieving Goals& Objectives
In achieving our goals and objectives, Wathnakpheap will:
 Work with national and sub- national government and service providers to integrate improvements
into commune investment and other development plans.
 Integrate the key principles of Good Governance, Civic Engagement, gender equality and sustainable
use of natural resources as cross cutting issues.
 Enhance the development of human capital by:
 improving nutrition, mother and child health,
 promoting access to social land concession (SLC),
 improving access public health and education services,
 Ensure that Wathnakpheap operates transparently, efficiently, taking care of its staff and working in
close partnership with its donors.
Wathnakpheap Organization and Staff
Details of Governing Board, organisation and staff is at Appendix 2.
Target groups and beneficiaries
Primary target groups and beneficiaries. WP works with a special focus on women and children in ID
Poor households. We primarily work with small-scale farmers, landless households, vulnerable groups,
youth, people living with HIV/AIDS/disabilities.
Other target groups. WP also works with:
Community-based Organisations (CBOs) including, Village Health Support Group ( VHSG),
Community Support Groups (CSGs), Water Use Management (WUM) committees, Child Youth Clubs
(CYCs), Community Mobilization Committees (CMCs), Community Child Protection Networks (CCPN).
Rural school teachers/ directors, health centre representatives.
Commune, district and provincial councilors
National line Ministries - Education, Health, Urban Planning and Land Management, Environment
and Council for Agriculture and Rural Development (CARD).
Development professionals and private sectors.
Thematic focus
The thematic focus for Wathnakpheap is:
 Supporting demand Good Governance.
 Social Land Concession (SLC).
 Improving access to safe drinking water, toilet sanitation and hygiene.
 Improving access to quality public health services.
 Improving access to quality public education services in particular for children up to 17 years old.
 Supporting community-based micro-financial services and integrating cash transfer (CT).
 Developing farmer’s associations and networks at commune level.
 Improving access to irrigation through farmer water-user communities.
 Protecting the environment.
 Lobbying for infrastructure improvements.
 Disseminating information about eco-friendly agriculture techniques to build climate resilience.
 Supporting careers in agriculture and small enterprise for rural youth.
 Improving farmers’ capacity to adapt to and mitigate climate change.
 Capacity building to government authorities, NGOs and CBOs at sub-national levels (Civic
Engagement for SLC, Ecological Agriculture and Climate Change Adaptation and mitigation, Social
Protection and Community Safety Net, Conditional Cash Transfer for beneficiaries).
 Capacity development among management team of WP.
Project Locations
In 2012, Wathnakpheap is operating in Pursat, Svay Rieng, Kampong Thom and Kampong Cham.
Appendix 1
Summary of Strengths, Weaknesses, Opportunities and Threats (Wathnakpheap SWOT Analysis)
- WP’s staff commitment, team work
o WP has adequate structures, job descriptions, bylaws, policies, tools (staff appraisals...etc)
o The Governing Board is knowledgeable/ professional
o Adequate personnel to complete the programs and satisfactory internal control
o Internal and external auditing every financial year. Control systems and open accounting system
o Problem solving to basic issues in communities and precise definition of target groups/areas
o No focus on family in the business. Avoidance of nepotism
o Staff weekly, monthly meetings and management quarterly meetings
o WP’s good reputation (accountability, transparency)
o Good communication/collaboration with government authorities and stakeholders
o Have increased experience relating to community building/ capacity building /donors
(1) Lack of satisfactory project management and administrative systems and satisfactory supporting
documents causing time delay in document submission between HO& Projects &delay in report
production and non-real time reporting on expenditure causing unclear cash control.
(2) All Projects hinge on donors’ funds
(3) Lack of material support and lack of tools and awareness and expertise to promote WP
(4) WP staff 's capacity is limited
(5) Mix of project responsibility (over load of working scope) and target areas /groups are remote
(Provincial offices)
o Localized from International NGO into Local NGO
o WP has gained support /confidence of funder/government/stakeholders, beneficiaries
o Our project consistency with rectangular strategic and millennium goals of Government. WP’s Project
acknowledged by authorities /NGOs.
o There are many existing key people in target areas
o There are available community resources for developing projects. Is this an internal or external factor.
o WP has volunteer consultants
o Capacity building from Donors (Share experience training ...)
(1) The capacity of CBO’s and local authorities are still limited.
(2) Fewer donors but more NGOs (There is more competition) and NGOs are competing in similar
programs/activities/project implementation.
(3) Banking mistake –in transfer of funds by a donor causing delay, which affects the Project and Project
held up, caused by late reply from donors.
(4) Short-term support of donors
(5) Demands of government out of budget items.
(6) Climate change
Appendix 2
Composition/ names/ position
Roles/ responsibilities
Board (GB)
Vice Chairperson
Core Executive Program and Project Management
Head Office (HO)
1. Director
2. Financial officer
3. Program Coordinator
Field Offices - Supervisor and project
Field Offices - Supervisor and project
- Meets on a three months basis
- Approves,
policies, strategic planning, annual work
plan and budget, job description
management team
- Appoints and terminates and assesses
job performance of Director
- Meets every two months
o Key issues to be addressed and
- Meets on a weekly basis (Monday
morning, max 1 hour)
o Monitoring & next work plan
- Meets on a weekly basis(Monday
morning, max 2 hours).
o Monitoring & next plan
- Meet on a monthly basis (Monday, max
4 hours, 4th week of the month)
o Issues to be addressed
o Results of previous month.
Name / Position
Roles/ responsibilities
CE& Good
CE Program Coordinator
CE Field Coordinator
. Improve competency of project staffs
. Provide technical support in project
implementation manual
. Coordination work performance in the
part of management,
. Develop plan of monitoring and evaluation
Education &
Skills Training
Project Manager /Field Coordinator (
Program Coordinator
. Improve competency of project staffs
. Provide technical support in project
implementation manual
. Coordination work performance in the
part of management,
. Develop plan of monitoring and evaluation
Social Economic
& Climate
Program Coordinator (Phnom Penh)
Project Manager / Field Coordinator
Financial Officer
. Improve competency of project staffs
. Provide technical support in project
implementation manual
. Coordination work performance in the
part of management,
. Develop plan of monitoring and evaluation
. Develop gender mainstreaming in project
performance and coordinating its issues in
. Identify and consideration gender base in
institution develop plan and projects.
. Liaison with development partners, in
responsible with financial report
. Provide technical support to line
management regards efficiency
disbursement, and check payment,
. Anticipate budget expenditure and field
monitoring in order to make clear of budget
Appendix 3
Geographic Locations – Wathnakpheap Areas of Operation