Song Saa Foundation 18-­‐month Business Plan (July 2013 – January 2015) Executive Summary This document outlines the 18-­‐month business plan of the Song Saa Foundation. The Plan introduces the organisation and the strategies, projections and deliverables that will be followed by it in order to accomplish its vision. This vision is: Inspired by a passion for Cambodia and a commitment to sustainable development, the Song Saa Foundation initiates and promotes projects that improve the wellbeing of communities and natural environments of the Koh Rong Archipelago and beyond. Underpinning the Plan is the recognition that the Song Saa Foundation is the best-­‐positioned organisation in Cambodia to promote the protection of marine habitats, improve community wellbeing and promote education in the Koh Rong Archipelago. This ‘competitive advantage’ is derived from a long and extensive history of involvement in the region, the capacity to draw on the enormous infrastructure and resources of the Song Saa Private Island resort and it’s Phnom Penh team, and the depth, diversity and experience of its staff and supporters. This combination of factors means that the Foundation expects, at the end of this planning cycle, to be positioned as an East Asian leader in coastal and marine sustainability. The Song Saa Foundation Business Plan is divided into six parts: Part I – Provides an introduction and overview of the Foundation, including its origins, its operating areas, the challenges that it seeks to address, and the projects that it will implement to address these challenges. Part II – Sets out the operating environment that the Foundation works in, including other sector actors, and the organisation’s competencies and key working attributes. Part III – Describes the operating structure of the Foundation. Part IV – Provides details on the financial projections over the term of the Plan. Part V – Details the marketing structure of the Foundation, including areas of competitive advantage, financial sources, market opportunities and a detailed set of marketing outputs. The final section sets out the monitoring and evaluation approach that will be employed by the Foundation. Part VI – The Plan ends with a description of the ‘vision points’ that the Foundation aspires to reach by January 2015. The Foundation maintains that this business plan provides the framework for the effective and efficient operation of the organisation, with the result being for the environments and people of the Koh Rong Archipelago, a contented and sustainable future. More information on the Foundation and its work can be found at www.songsaafoundation.org. 2 Table of Contents EXECUTIVE SUMMARY ………………………………………………………………………………….. 2 Table of Contents ………………………………………………………………………………….. 3 Part 1: Introduction and Overview 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 The Beginning ………………………………………………………………………………….. 6 Next Stage ………………………………………………………………………………….. 6 The Song Saa Foundation …………………………………………………………. 7 Business Planning & Operations …………………………………………….. 8 a. Location ……………………………………………………………………… 8 b. Key issues in the Koh Rong Archipelago …………………….. 9 (i) Environmental change …………………………………. 9 (ii) Sustainability of local livelihoods …………………….. 10 (iii) Policy & infrastructure ………………………………… 11 Projects …………………………………………………………………………………. 12 a. Environment ………………………………………………........... 12 (i) Marine conservation ………………………………… 12 (ii) Research …………………………………………………………. 12 b. People …………………………………………………………………….. 13 (i) Song sustainability centre ………………………………… 13 (ii) Solid waste management ………………………………… 13 c. Education …………………………………………………………………….. 14 (i) Boat of hope …………………………………………………………. 14 (ii) Song Saa sea turtles …………………………………………….. 14 (iii) Dedicated literature ………………………………… 14 d. Other …………………………………………………………………….. 15 Social Media …………………………………………………………………………………. 15 What is a Non-­‐Profit Business Plan? …………………………………………….. 15 What Makes Non-­‐Profits Different? …………………………………………….. 16 Part 2: Market Analysis 2.1 Sector Review ………………………………………………………………………………….. 17 a. State ………………………………………………………………………………….. 17 (i) Council for the Development of Cambodia ………… 18 (ii) Fisheries Administration – Department of Fisheries Conservation …………………………………. 18 (iii) Navy – Royal Cambodian Armed Forces …………. 20 3 2.2 (iv) Provincial authorities …………………………………. 20 (v) Community authorities …………………………………. 20 b. Non-­‐profit organisations ……………………………………………… 21 (i) Fauna and Flora International …………………….. 21 (ii) Marine Conservation Cambodia …………………….. 22 (iii) Coral Cay Conservation …………………………………. 23 (iv) LifeOptions ………………………………………………………….. 23 c. Private ………………………………………………………………………. 24 (i) Song Saa Private Island …………………………………. 24 (ii) Song Saa Design ……………………………………………… 24 (iii) Rory & Melita Hunter …………………………………. 24 (iv) Royal Group ……………………………………………… 24 (v) LimeTree …………………………………………………………. 25 Song Saa Foundation: Attributes & Competencies …………………….. 25 a. Competencies …………………………………………………………. 25 (i) General …………………………………………………………. 25 (ii) Song Saa conservation & community programme .. 25 (ii) Footprints Organisation …………………………………. 26 (iii) Moving forward ……………………………………………… 26 b. Management team ………………………………………………………….. 27 Part 3: Operations 3.1 3.2 3.3 How the Foundation Operates …………………………………………………………. 30 a. Background ……………………………………………………………………… 30 b. Governance ……………………………………………………………………… 30 c. Management & operations ……………………………………………… 32 d. Fund management & operations …………………………………. 32 Planning & Reporting ……………………………………………………………………… 33 Operational risk assessment …………………………………………………………. 34 a. Insufficient funds …………………………………………………………. 34 b. Lack of stakeholder support …………………………………………….. 34 c. Natural events …………………………………………………………. 34 Part 4: Financial Projections 4.1 Financials: Fund Raising & Expenses …………………………………………….. 36 a. General …………………………………………………………………….. 36 b. Fund raising …………………………………………………………………….. 36 (i) Key assumptions – revenue ………………………………… 38 c. Expenses – Fixed costs …………………………………………….. 39 (i) Key assumptions – fixed costs …………………….. 39 4 d. Expenses – Project & variable costs …………………………………. 40 (i) Key assumptions – project & variable costs …………. 40 Part 5: Marketing Strategy 5.1 5.2 5.3 5.4 5.5 5.6 5.7 Introduction ………………………………………………………………………………… 42 Marketing Goals ……………………………………………………………………. 42 a. Funding ……………………………………………………………………. 42 b. Profile ……………………………………………………………………. 42 c. Support & partnership ……………………………………………. 43 Competitive Advantage ………………………………………………………… 43 Audience …………………………………………………………………………………. 45 Audience Source ……………………………………………………………………… 45 Marketing Outreach Methods …………………………………………………………. 46 Marketing Opportunities & Methods for the Song Saa Foundation August 2013 – January 2015 …………………………………………………………. 47 a. Song Saa Private Island guests: Outreach & contribution methods……………………………………………………………………. 47 b. Corporate partners & board of directors: Outreach & contribution methods ………………………………… 49 c. Commercial partners: Outreach & contribution methods …………………………………………………………. 50 d. Public – Cambodia: Outreach & contribution …………………….. 51 e. Public – International: Outreach & contribution ………… 53 f. Other non-­‐profit organisations working in the Archipelago: Outreach & contribution methods …………………….. 54 g. Income from sale of goods: Outreach & contribution methods …………………………………………………………. 55 5.8 Marketing Outputs: August 2013 – January 2015 …………………….. 56 5.9 Monitoring, Evaluation & Redesign ……………………………………………… 59 Part VI Song Saa Foundation 18-­‐month Vision 6.1 Visions Points …………………………………………………………………………………. 60 Appendix Legal Statutes of Koh Song Saa Foundation Organization (Song Saa Foundation) ………………………………………………………………………………….. 61 5 Part l Introduction & Overview “Our most basic common link is that we all inhabit this planet. We all breathe the same air. We all cherish our children’s future.” John F. Kennedy ……………………………………………………………. “The Song Saa Foundation initiates and promotes projects that improve the well being of local communities and the natural environments of the Koh Rong Archipelago, Southwest Cambodia.” Song Saa Foundation, Mission Statement. 1.1 The Beginning The Song Saa Foundation has evolved from the efforts of Rory and Melita Hunter to promote the conservation and wellbeing of the natural environments and communities of the Koh Rong Archipelago, Southwest Cambodia. The Hunters originally journeyed to the Archipelago in 2005 on a recreational trip through the region. On this voyage they took inspiration from the beauty of its islands and the smiles of its people. Simultaneously, they also became aware of the consequences that human waste, destructive fishing techniques and overfishing were having on the Archipelago’s unique environment and people. When they subsequently became landholders in the region they decided to do what they could to reverse these adverse changes. In quick order they established Cambodia’s first marine reserve (2006) and made a dedicated effort to clean up the islands of Koh Bong and Koh Ouen, known collectively as Song Saa and for which they had recently obtained a 99-­‐
year lease. 1.2 Next Stage In 2008, when they turned their hands to the development and construction of Cambodia’s first luxury coastal resort on these self-­‐same islands, the Hunters formalised this passion and commitment with the creation of the Song Saa Conservation and Community Programme. From the outset this programme championed a triple bottom line approach to sustainable development, which recognised the interactive roles that biophysical, social and economic factors play in environmental and human wellbeing. Centred on the land and waters around the Prek Svay basin and the Song Saa islands, between 2008 and 2012 the conservation and community programme instigated a range of innovative initiatives including: •
The creation of the Archipelago’s first solid waste management system 6 •
The formation of the regions first youth environment education group, the Song Saa Sea Turtles •
Community-­‐based monitoring and compliance programme for the Song Saa marine reserve •
Sponsorship of national and international graduate studies of the local environment and communities •
Investigation of a pioneer blue carbon sequestration programme •
Creation of the region’s first sustainability education centre •
Implementation of a comprehensive livelihood support programme, including assistance with the development of organic gardens and freshwater aquaculture •
Establishment of a dedicate marine and community education centre for guests to Song Saa Private Island (Discovery Centre) •
An oriental-­‐pied hornbill conservation programme, involving the construction of nesting boxes for this regionally endangered keystone species •
Communication initiatives, including a Khmer fisheries pamphlet and a monthly newsletter, Reef Notes 1.3 The Song Saa Foundation Recognising the opportunities that working within a formal not-­‐for-­‐profit structure could provide, in early 2013 the Hunters created the Song Saa Foundation to lead and expand their programme in the Koh Rong Archipelago. As previously, the Foundation remains committed to sustaining the activities initiated by the original Song Saa conservation and community programme, while expanding into new areas where field investigations have shown a compelling need for support. This includes working to expand environment and general education, the expansion of marine reserve areas, promotion of livelihood alternatives, addressing problems of youth malnutrition and building community resilience against the effects of climate change. Today, the aspiration is for the Foundation to stand as a global exemplar for what a sustainable, ethical and nurturing approach to development can achieve for people and the natural environment. This aspiration is captured in the mission statement of the Song Saa Foundation: “Inspired by a passion for Cambodia and a commitment to sustainable development, the Song Saa Foundation initiates and promotes projects that improve the wellbeing of communities and natural environments of the Koh Rong Archipelago and beyond.” 7 1.4 Business Planning and Operations The intention of this plan is to setout a sustainable business framework for the Song Saa Foundation, which will allow it to continue its existing activities and expand into new areas over the next 18 months (July 2013 – January 2015). Specific detail on where, how and who will be responsible for this follows in Part II of the Plan. At this point, however, a short summary is useful on the context for the Foundation’s work, the issues it wishes to address and the projects that it will implement. a. Location: The Koh Rong Archipelago The Koh Rong Archipelago comprises 15 islands containing rainforest and fringing coconut palms, situated in Southwest Cambodia, off the coast of the country’s largest port, Sihanoukville (see Figure 1.1). Figure 1.1: The Koh Rong Archipelago, Southwest Cambodia With the exception of Koh Tang and Kas Prins, all of the islands of the Archipelago lie at the month of the Bay of Kampong Saom, in the area where it merges with the Gulf of Thailand. The former two islands, meanwhile, lie approximately 40 kilometres into the Gulf at the furthest extent of the Archipelago. Although small, these islands are home to a vibrant and rich range of plant and animal life, including numerous primates, reptiles and bird species. In the 8 surrounding ocean, whale sharks, sea turtles, dugong and sea horses call the region’s coral reefs, sea-­‐grass beds and mangrove forests home. Resident to 2500 people, the islands are dominated by descendants of the Aust-­‐Khmer group, who migrated to the region via India and Burma some 50,000 years ago1. In terms of population number, the largest settlement in the Archipelago is Prek Svay, on the island of Koh Rong, with an estimated population of 678 individuals and 148 households. Three other large population concentrations exist on Koh Rong; they are, respectively, Daem Thkov (397 individuals and 89 households), and Koh Toch (339 individuals and 81 households). A fourth settlement, Sok San, is not officially registered with the Ministry of Interior and is thus not subject to the collection of censor data, its population is likely to be similar to that of Koh Toch. Koh Rong Samloem has one small settlement of note – M’pei Bei (literally Village 23) – that contains a population of 250 individuals and 43 households2. Poor soils and a lack of flat land area have prevented the development of the rice-­‐culture that is the prevailing socio-­‐economic feature of the Cambodian mainland. Instead, small-­‐scale home gardening, the harvesting of marine resources and the sale of labour remain the predominant livelihood activities across the Koh Rong Archipelago. b. Key issues in the Koh Rong Archipelago A range of environmental, social and economic issues persists in the Archipelago, despite 20-­‐plus years of peace in Cambodia. At the centre of these issues lie concerns over the sustainable use of natural resources and the management of the externalities of human activities, including the disposal of solid waste. These have been extensively reviewed elsewhere3, with observations and research undertaken over the last four years by the Song Saa conservation and community team adding to the pool of knowledge and understanding of these matters. Breaking the issues down, the key considerations are: (i) Environmental change: Until recently the marine and terrestrial environment of the Archipelago had been spared many of the environmental excesses experienced on the mainland of Cambodia. However, impacts arising from unfettered development, including the removal of native vegetation and the discarding of waste into the surrounding 1 Hansen, A. & Ledgerwood, J. (2008). At the edge of the forest: Essays on Cambodia, History, and Narrative in Honor of David Chandler, Cornell Southeast Asia Program Publications, New York. 2 Ouk, V., Kim, S. and Seng, L. (2011). Summary report on Koh Rong and Koh Rong Samloem Fishing Communities. Socio-­
demographic report on Koh Rong Samloem, Koh Toch, Daem Thkov, Prek Svay and Koh Toch communities, Preah Sihanouk. Fisheries Administration (RGC), Phnom Penh. 3 Campbell, J. et al., (2005) Understanding the factors that support or inhibit livelihood diversification in coastal Cambodia. The Innovation Centre, Exeter (UK). 9 environment have steadily increased, to the detriment of the Archipelago’s environment. Added to these factors have been the impacts of activities unique to Cambodia’s marine ecosystems. These include destructive fishing techniques, overfishing, and the progressive degradation of systems such as coral reefs and sea-­‐grass beds by human waste and overharvest. The Archipelago is also vulnerable to many of the effects of global environment change, notably the impacts of climate change. Rising sea levels, changing weather patterns and increases in water temperature, for example, pose serious challenges to the health and wellbeing of the Archipelago’s reef and mangrove systems, amongst others. In turn, many of the above factors combine to generate synergistic impacts that have consequences for the physical and human environment. Rising sea levels and the removal of mangroves, for example, can expose near-­‐shore habitats to the effects of flooding and erosion that can, in turn, impact on biodiversity and the resilience of the local environment. As the well being of local communities are inexplicitly linked to these environments, such changes have consequences upon social and economic well-­‐being. (ii) Sustainability of local livelihoods: The livelihoods in the Koh Rong Archipelago are intricately linked to the harvest of marine resources. In the Prek Svay community, for example, survey data points to between 40 and 50 percent of domestic income being derived from the direct harvest of marine resources. Meanwhile, a number of support activities, including shipbuilding, net weaving and the packaging, transport and sale of marine resources are additionally important to net family income4. The diversity of marine resources, including crabs, fish, shellfish and squid, has traditionally yielded a range of changing options for resource extraction. This compares to the opportunities for agriculture on the islands, which is severely restricted by the lack of fertile soil. There are, however, pre-­‐existing challenges to livelihood sustainability posed by the islands location, notably the difficulties of reaching and being price competitive in provincial markets. This challenges arises from the cost of transporting goods to the mainland. Importantly, research suggests that unlike many marine-­‐based communities elsewhere in the region, the dependence on marine resources by the Archipelago’s residents is based on the benefits it generates, rather than any deep-­‐rooted cultural 4
Ouk, V., Kim, S. and Seng, L. (2011). 10 factors5. This means that when alternative options appear, with equivalent or better benefits, community members will be willing to migrate to these. From a development perspective, this offers for flexibility in the promotion of livelihood opportunities. Nonetheless, for now the importance of marine-­‐based resources is significant as unsustainable extractive practices (e.g., overfishing and habitat destruction) and the steady increase of fixed costs, notably for fuel, means falling returns and rising costs. This is resulting in the progressively squeezing of the income margins of villagers and the marginalization of marine resources as the basis for sustainable livelihoods across the Archipelago. This combination of factors emphasizes the importance of the development of new livelihoods as ingredients for sustainable development in the region. (iii). Policy and Infrastructure Compounding these difficulties have been the impacts arising from the policy environment within Cambodia. Of note here has been the granting of wholesale concession rights over much of the land area within the Archipelago. This policy has, on the one hand, created potential opportunities -­‐ including jobs -­‐ for communities while, on the other, introducing uncertainty into villager’s lives and future, including the removal of household access to island resources. A lack of integrated planning within the primary sector has created on-­‐going challenges, with decisions in one area, such as mining, periodically having adverse consequences on others, such as fisheries. Meanwhile, the comparative isolation of the islands has stymied the development of infrastructure – including roads, electricity, and education and health facilities – that have steadily improved on Cambodia’s mainland. This has meant that residents of the Archipelago have remained vulnerable to development challenges that other parts of Cambodia have been able to progressively move on from. An example is health care, which while improving on the islands, has done so at a rate well below that experienced on mainland Cambodian. The significance of this becomes apparent when one considers national research showing that health is a major factor in determining livelihood strategies and outcomes in Cambodia, with households that experience disease or disability constituting an important part of the poorest groups in Khmer society6. 5 Sophat, S. and Reasey, H. (2010). Socio-­economic monitoring of coral reef in Koh Rong Island, Preah Sihanouk Province, Cambodia. Fisheries Action Coalition, Phnom Penh. 6
Campbell et al. (2005). 11 Similarly, a lack of access to educational opportunities can mean that villagers remain disadvantaged when it comes to the up-­‐take of opportunities arising from commercial development on the islands. This includes tourism, where a command of English and basic numericacy can offer a gateway into new and better paying jobs. 1.5 Projects The operational focus of the Song Saa Foundation centres on a series of evolving projects. These fall into three broad areas -­‐ environment, people and education – and are designed to address the specific problem areas identified in the previous section. In detail, the projects operating are: a. Environment (i) Marine conservation Marine ecosystems are vitally important to human wellbeing and development. In the Koh Rong Archipelago, for example, local communities are heavily reliant on the sea for their livelihood and health, yet until the mid-­‐2000s no system existed to ensure the conservation of these values. Enter Song Saa Private Island and its Conservation and Community programme, the forerunner to the Song Saa Foundation. In 2006 it created Cambodia’s first marine reserve, which protected coral reefs and fishing grounds around the islands of Koh Bong and Koh Ouen. To ensure the reserve achieved its conservation goals, the team worked with the local community to put in place a patrol, education and awareness programme. The success of this first marine reserve has been remarkable, with fish stocks and corals steadily recovering. The reserve has also become a hub for marine research, including a study that documented the improvements in marine life that followed the creation of the reserve and compared it to the situation outside of the protected area. In 2013, under the auspices of the newly formed Song Saa Foundation, a collaborative agreement between villagers and officials saw the protected marine area increased in size. Today, this expanded conservation area, covering an area 10x larger than the previous reserve, has set a benchmark to motivate and inspire others to protect the environment around them. Other marine conservation activities have included the trialing of artificial reefs as a rehabilitation option for damaged coral systems. Results have revealed how a simply manufactured artificial reef can quickly become a home for a variety of fish species, attracted by the replication of their coral habitat. (ii) Research The Song Saa Foundation promotes research in the Koh Rong Archipelago, adding to the pool of knowledge that helps society understand what is required to ensure the on-­‐going preservation of the local environment. Building on the work started by the Song Saa Conservation and Community team, the current research programme 12 provides financial and logistical support to graduates and professional researchers. With more studies on the way, the Foundation is at the forefront of efforts to improve the knowledge and understanding of the Archipelago’s human and physical environment. b. People (iii) Song Saa Sustainability Centre Established in 2011 by the Song Saa Conservation and Community team, the Song Saa Sustainability Centre forms a central component to the work and aspirations of the Foundation. The Centre operates as a hub where villagers, practitioners, researchers and staff can interact and share their knowledge and experience on conservation and sustainable livelihood practices. This includes the capacity to host residencies by researchers and graduate interns, as well as a venue for workshops and educational activities. At the rear of the Centre is an interactive garden where villagers can share information and experience on organic gardening and plant propagation. The garden has also evolved into a key location for Song Saa Sea Turtle workshops covering everything from compost making to integrated pest management. The site, itself, has been engineered with sustainability in mind. It includes a composting toilet system (a first for the island) and an environmentally friendly treatment system for domestic wastewater (grey water). (iv) Solid waste management The management of solid waste, including plastics, cans and paper, represents a major challenge for village health and hygiene in the islands of the Koh Rong Archipelago. In 2006 Rory and Melita Hunter instigated the first solid waste management scheme in the region – basing it in the village of Prek Svay, the largest settlement in the area. This scheme, now operated by the Foundation, has included the creation of a community team, which, on a daily basis, removes solid waste from the public environs of the Prek Svay village. A solid waste management centre has also been established, where materials are sorted into recyclables, materials that can be composted and those that must go to the mainland for disposal. This not only removes waste from the island, but also provides an income source for local villagers. In 2013 the responsibility for the management and funding of the scheme passed to the Song Saa Foundation, which continues to support this innovative and highly visible response to a local environmental problem. As well as supporting the existing project, the Foundation plans to investigate opportunities to roll out the solid waste management programme to other villages 13 in the Archipelago. As for all our projects, this is one where a small donation, to support this scheme, could make a big difference to life and wellbeing in the Koh Rong Archipelago. c. Education (i) Boat of Hope Cambodians of today will face the cumulative consequences of environmental change passed on to them by preceding generations. Yet in their hands also lie the possibilities of ‘turning the tide’ and being at the van-­‐guard of efforts to transform the human relationship with the environment. Other vessels – the Rainbow Warrior, Calypso, and Sea Sheppard – have become potent symbols for environmental awareness and education. The Foundation wishes to emulate this by focusing on the values and worth of the Koh Rong Archipelago, with a boat as the principle vehicle for achieving this. Beyond the symbolic value, the boat will offer an efficient and effective means for educational outreach across the Archipelago’s numerous islands and communities. The boat, for example, will be able to carry teachers and materials for island-­‐based educational workshops and training sessions. It is also intended for the boat to support a community-­‐based climate change-­‐monitoring programme, the first of its type in the region. (ii) Song Saa Sea Turtles With an appreciation that the fate of the world’s ocean lies in the hands of our children, the Song Saa Sea Turtles is our effort to ensure that the local youth have the knowledge and awareness to make the best decisions for its future. Comprising children from the Prek Svay community, the Sea Turtle programme works in unison with the local primary school, and builds on the national curriculum by improving the level of environmental instruction they receive. A strong philosophy underpinning the programme is the appreciation that healthy minds and a healthy environment go hand-­‐in-­‐hand. As a consequence, a special effort is made to promote the relationships between personal wellbeing and that of the environment. Practically, in the past, this has involved innovative lessons where organic composting has been integrated with instruction on the nutritional value (and eating) of bananas and apples. (iii) Dedicated literature For a country with an array of diverse and spectacular natural and cultural environments, few books have been published highlighting any of these in detail. With this situation in mind, the Foundation is supporting the writing and publication of the first ever book on the land, sea and people of the Koh Rong Archipelago. 14 The proposed book will highlight the Archipelago’s special characteristics, while pointing to the ways that those who live and care for the region can collaborate to sustain its values. The final book, which has the working title The Koh Rong Archipelago: Cambodia’s Ocean Heart, will take the form of a coffee-­‐table publication that is beautifully designed, contains a large number of colourful images, and that is both informative and reflective. It is also intended to explore the opportunities for creating an electronic version of the publication, to appeal to those on the move, which do not have sufficient space in their luggage (or on their book shelves). d. Other Different opportunities are continually arising and it is anticipated that the Foundation will explore these as and when they arise, to see if they fit with the Foundation’s overall goal of promoting sustainability in the Koh Rong Archipelago region. 1.6 Social Media A general insight into the work of the Song Saa Foundation can be found through its social media portals. The Foundation’s dedicated web site can be found at www.songsaafoundation.org, while www.facebook.com/songsaafoundation features the Facebook page of the organisation. 1.7 What is a Non-­‐Profit Business Plan? Non-­‐profit organisations often use the terms strategic and business plan interchangeably, but a good business plan goes beyond the traditional strategic document, where the emphasis is given to defining the mission and vision, goals and objectives of the organisation. In contrast, a business plan sets out the means for making a programme, project or strategy economically and operationally viable. In this context, a business plan provides the foundations for the economic success of a non-­‐profit organisation, by establishing the scale, structure, leadership, staffing, timelines, costs, and risks that must be met and negotiated for the organization and its projects to succeed. In considering the shape and form of a business plan it is repeatedly stated that it is not sufficient to simply take the basics of corporate business planning and to apply them to that of a non-­‐profit organisation7. Non-­‐profit organisations operate in a different economic context, with unique priorities and aims, while they derive their funding from different sources. Hence, the non-­‐profit 7 For example, see La Piana, D., Gowdy, H., Olmstead-­‐Rose, L., and Copen, B. (2012). The nonprofit business plan. The leader’s guide to creating a successful business model. Turner Publishing Company, New York. 15 organisation business planning process must integrate these unique non-­‐profit elements with the unavoidable reality of an economic enterprise -­‐ that is the need to secure sufficient funds and resources to cover expenses and project costs, while also meeting their legal and civic responsibilities and the organisation’s strategic vision and mission. 1.8 What Makes Non-­‐profits Different? In the sectors that they work, such as health, conservation and community development, non-­‐profit organisations differ from private and state run institutions in several ways. Filling the gap: Non-­‐profit organisations typically fill the ‘gap’ that the market or government either fail or do not prioritise support for. In countries such as Cambodia, divergent state priorities, deficits in funding and capital development inconsistent with triple bottom-­‐line considerations, mean that numerous spaces exist where non-­‐profit organisations can operate as service and resource providers. Third Parties: Non-­‐profit organisations deal with a unique set of groups, in the forms of donors and beneficiaries, for the goods and services that they provide. Each of these parties has a unique set of expectations and requirements, which extend obligations and responsibilities that go well beyond the initial transactions. Donors can include government and non-­‐government lending agencies, while beneficiaries can incorporate people (e.g., local communities) as well as components of the natural environment (e.g., a coral reef). Thinking about how to attract and satisfy this range of donors and beneficiaries represents a unique set of opportunities and challenges, different to that found in the conventional for-­‐profit world. Primacy of vision and mission: A non-­‐profit organisation is bound by its vision and mission, which should prioritise social, livelihood and environmental goals over those of profit maximization. Access to capital & financing: New emergent ideas in the field of social entrepreneurship are pushing forward opportunities for funding, based on innovative and flexible financing models. Developments in the social media field meanwhile, including crowd-­‐source funding, are adding to this situation of a more dynamic and diverse non-­‐profit organisation funding environment from that of the past, requiring new skills in the non-­‐profit organisation task list. 16 Part II MARKET ANALYSIS 2.1 SECTOR REVIEW a. State Cambodia emerged from the period of the Khmer Rouge and subsequent civil war with little remnants of a civil service, state sector or domestic governance8. In the years following the Paris Peace Agreement (1992) there has been a progressive growth and improvement in the Kingdom’s state apparatus, with significant assistance from bilateral donors and overseas governments9. Developments in the Archipelago have been a microcosm of this situation, although the degree to which improvements have filtered down to the islands has been considerably slower and on a smaller scale. One measure of this is, today, the largest state authority present in the Archipelago remains the national navy, with small bases on Koh Tang and Koh Rong. After this, the largest presence is the police chief, who resides on Koh Rong. Several factors account for this, including the comparative isolation of the islands, the small population number and their unpopularity as a posting for educated state officials. As a consequence, presently, the different government departments interacting with the Archipelago are headquartered in Sihanoukville, on the Cambodian mainland (20 km east of the Archipelago). More positive has been the development of domestic governance arrangements, where the commune authorities have been created and empowered under the decentralization initiatives began in the late 1990s. Below these the unofficial, but still powerful, village chiefs and deputy chiefs, who have been retained as key authorities in village life. Under this decentralization banner, some authority has also been passed on to official community groups to manage particular resources, with the creation of community fishery committees being a noteworthy example. Officially mandated organisations, the fisheries committees have the power to prepare and enforce rules for the management of specific marine locations. The Prek Svay Community Fisheries Committee is an example of such an authority operating on the Archipelago. These state agencies have been central collaborative partners to the work undertaken by the Hunters in the Koh Rong Archipelago, including the conservation and community activities that they have championed. They will remain key authorities for the Foundation as it continues towards a vision of a sustainable future for region. In the Cambodian Forestry Department, for example, out of a pre-­‐1975 staff of 70 forestry engineers, 170 technicians and 507 wardens, only three, seven and ten, respectively, remained alive in the country in 1979 (Le Billon, P (2002). Logging in muddy waters. The politics of forest exploitation in Cambodia. Critical Asian Studies, 34 (4): 563 – 586). 9 Nee, M. and McCallum, W. (2009). Roads to development. Insights from Sre Ambel district, Southwest Cambodia. Phnom Penh, American Friends Service Committee. 8
17 The key authorities are: (i) Council for the Development of Cambodia The Council for the Development of Cambodia was created in 1994 as part of a national investment reform programme. Today, the Council has the responsibility of administering all activities under the Kingdom’s Law on Foreign Investment (1994). It is chaired by the Prime Minister and comprises senior ministers from related government authorities10. As part of its investment programme the CDC has been responsible for the control of economic land concessions, including concession rights to portions of land on the islands of the Koh Rong Archipelago. This makes the Council the de jure landowner of the islands and, as a result, the leading government authority in the region. Song Saa has built a strong positive relationship with the Council through the development of the company’s resort (Song Saa Private Island). In 2007, Song Saa was granted a concession by the Council to the islands of Koh Bong and Koh Ouen, and a developer’s deposit was paid to the authority. Song Saa subsequently became the first island concession to have the full sum of its deposit refunded, as the company successfully complied with all of its development conditions. This situation has helped to create a constructive relationship between the two bodies, with the Council frequently citing Song Saa Private Island as an example of the form of development that it would like to see championed in the Kingdom. (i) Fisheries Administration – Department of Fisheries Conservation The ministry with the dominant role in natural resource management in Cambodia is the Ministry of Agriculture, Forestry’s and Fisheries11. Within this ministry the Fisheries Administration retains jurisdiction over the management of Cambodia’s marine and freshwater resources, with the Department of Fisheries Conservation playing the chief role in the implementation of policies that promote the conservation of fish habitat and species. This responsibility aligns effectively with the Administration’s overarching vision statement: “Management, conservation, and development of sustainable fisheries resources to contribute to ensuring people’s food security and to socioeconomic development in order to enhance people’s livelihoods and the nation’s prosperity.” To achieve this vision, the Royal Government of Cambodia has formulated the following policy goals for the conservation of fisheries resources: 10 The Cambodian Investment Board (CIB) and the Cambodian Special Economic Zone Board (CSEZB) are the CDC’s operational arms for private sector investment, chaired by the Council. The CIB deals with investment projects outside of special economic zones, while the CSEZB deals with investment inside these zones. 11 The qualification is deliberate. In Cambodia there is a wholesale absence of integration across the dominant line ministries. Because of this the likes of the Ministry of Industry, Mines and Energy can make ratifying decisions – such as building a dam – that cut across the physical areas, such as a forest or wetland, which another ministry has a management responsibility for. The ongoing case of dam construction in Cambodia’s legally protected conservation areas is a case-­‐in-­‐
point. 18 1. Management and development of fisheries 2. Management of community fisheries and family fisheries 3. Management and development of aquaculture 4. Management and development of fish processing 5. Conservation of fisheries resources 6. Development of fisheries institutions and their infrastructure 7. Budget and fisheries infrastructure To achieve the authority’s conservation policy goals, the Fisheries Administration has formulated the following key action steps: a. Revising and disseminating regulations for law enforcement and crackdown of all illegal fishing activities and preserving the inundated forests b. Increasing awareness within fishing communities of the importance of conserving marine resources and ensuring maximum participation from local communities with respect to fisheries management and conservation c. Protecting important natural habitats and biodiversity d. Ensuring wide coordination with all relevant sectors in order to reduce the potential negative impact on fisheries resources as a result of development in other sectors e. Strengthening and increasing the conservation activities for sustainable fisheries resources through the promotion of cooperation between stakeholders12. The goals and action steps of the Fisheries Administration and the Department of Fisheries Conservation align well with the goals and aspirations of the Song Saa Foundation. This makes both authorities potential collaborative partners with the Foundation in its Archipelago work. Significantly, there is a legacy of positive relationships between the Department of Fisheries Conservation and Song Saa, both at the Phnom Penh (national) and Sihanoukville (cantonment) levels. This was started by the Hunters, with their pioneering efforts to promote marine conservation in the Archipelago, through the creation of special conservation areas. 12
Marschke, M. (2012). Life, Fish and Mangroves. Resource Governance in Coastal Cambodia. University of Ottawa Press, Ottawa. 19 (iii) Navy -­‐ Royal Cambodian Armed Forces In terms of physical presence, the Naval arm of the Royal Cambodian Armed Forces is the most visible sign of state authority in the Archipelago, with bases near Prek Svay (Koh Rong island) and Koh Tang. These bases are strategically linked to Cambodia’s main naval installation, which is located at Ream, on the coast, 20 kilometres south of Sihanoukville. Since Rory and Melita arrived in the Archipelago they have sought to foster a constructive relationship with the Navy authorities. This has included the provision of logistical support (e.g., boat transport) and resources (e.g., mobile radios). In turn, the Navy has responded positively to efforts by Song Saa to promote marine conservation on the area, including the protection of sea-­‐grass beds around their small base on Koh Rong. Although it is unlikely that the navy will ever be a key operational partner (e.g., collaborating in the delivery of projects), it is important that Song Saa Foundation – as the conservation and community team did previously – maintains a harmonious and positive relationship with this authority. This is particularly so as the Foundation would like to explore opportunities to work with the attachment located on Koh Tang, itself a key site of biodiversity, including turtle nesting grounds. (iv) Provincial Authorities The Koh Rong Archipelago lies in the provincial area of Sihanoukville. The Hunters and Song Saa Private Island have worked hard to nurture a collaborative relationship with the provincial authorities and its governor. In 2011 the governor visited the resort, while it was under construction, and has subsequently maintained a close relationship with the development. Efforts since 2011 to promote the area around Sihanoukville in the Most Beautiful Bays in the World programme13, has connected Song Saa even more closely with the Sihanoukville authorities, as the resort has been promoted as a reason to visit the region. (v) Community Authorities Community authorities of relevance to the operations of the Foundation are in descending order of power: •
•
•
Sangkat and commune authorities; Village chiefs and deputy, and village council; Sanctioned specialist authorities (e.g., community fisheries committee). From a business perspective it is essential that the Foundation engage with these authorities at the planning and implementation level, in order to ensure smooth progress with its work. Additionally, they are also potential recipients of support supplied by the Foundation’s work, such as the supply of solid waste management facilities. See www.pemsea.org/news/cambodia-­‐joins-­‐worlds-­‐most-­‐beautiful-­‐bay-­‐club-­‐sihanoukville-­‐host-­‐first-­‐sea-­‐festival for more information on this programme. 13
20 Annually, sangkat and commune authorities receive a sum of money from the Ministry of Interior (RGC) through the commune investment fund. The decision on the expenditure of this money is usually made through a consensual process involving representatives from the sangkat, commune and village councils. Typically, such money is directed towards infrastructural projects such as roads and bridges, as these tend to garner the most support across the range of decision-­‐makers. There is the opportunity for the Foundation to lobby, through its village networks, for the allocation of commune investment funds towards projects that align with its work. In this capacity, these authorities could be indirect donors to the Foundation. b. Non-­‐Profit Organisations In the late 1990s and through to the 2000s mainland Cambodia experienced a massive influx of international non-­‐profit organisations14. Over time, this evolving civil society sector grew to include domestic-­‐based organisations, which often developed out of the localization of programmes initially started by the international non-­‐profits. As the previous discussion suggests, the evolution of this civil sector was important in ‘filling the gaps’ created by the inability of central institutions to provide many of the services one associates with the state in Western countries. Across the Archipelago, however, non-­‐profit organisations have generally been slower to emerge and work, resulting in the slower development of infrastructure and civil activities compared to mainland Cambodia (e.g., education and health care initiatives)15. The key non-­‐profit organisations operating in the Archipelago, today, are described below. (i) Fauna and Flora International Fauna and Flora International (FFI) is the largest and most well known non-­‐profit organisation operating in the Archipelago, with a significant global profile and reach. FFI was founded in 1903 by a group of British naturalists and American statesmen concerned at the demise of wildlife in southern and eastern Africa. In 1996 FFI commenced its Cambodia programme focusing on support for the management of the Mt. Aural National Park and the Phnom Samkos Wildlife Sanctuary, and the promotion of elephant and crocodile conservation. 14
Nee, M. and McCallum, W. (2009). 15 The strongest reason for this has been the economic cost of setting up and establishing a programme on the islands. It is notable that the pioneering NPO organisations that started working in the area have had a strong commercial element to their programmes, in the form of paying ‘volunteers’. Also important has been a previous emphasis by both the state and civil society sectors on the mainland rather than the remoter islands, with issues on the islands carrying a certain ‘out of sight, out of mind’ simplicity about them. One should also not discount an almost pathological reluctance of state officials to journey across water to the islands, a situation that has reinforced the previous issue. 21 In the late 2000s FFI commenced its foray into marine conservation in Cambodia, with the support of intern research and the promotion of sea turtle conservation. This pivot change was given further impetus in March 2012 when FFI-­‐Cambodia became one of five global recipients of support from the United Kingdom Government fund, the Darwin Initiative. This grant was given to FFI to support the design and implementation of Cambodia’s first marine protected area. This proposed conservation area will extend over 300 km2 and will be centred on the islands of Koh Rong and Koh Rong Samloem. Overall, the provision of this grant has substantially increased FFI’s involvement and stake in the Archipelago. (ii) Marine Conservation Cambodia Founded in 2008, Marine Conservation Cambodia (MCC) is devoted to protecting and conserving Cambodia's marine environment and the livelihoods of the island communities that rely on its resources. At the core of MCC’s work are four overlapping activities: 1. Promoting marine conservation through the support and management of marine reserves 2. Promotion of sustainable livelihood activities, which reduce pressure on local resources 3. ‘Hands on’ species conservation, notably the creation and operation of Cambodia’s first seahorse breeding and release programme 4. Addressing other drivers of poverty in the Archipelago, notably shortfalls in health and education facilities MCC has played a key role in efforts by the Fisheries Administration to create the Koh Rong Marine Protected Area – contributing to socio-­‐economic surveys and the collection of data for the creation of marine zoning maps. MCC’s funding model relies on a combination of money derived from conservation volunteers and as a provider of third party services to other non-­‐profit organisations (notably FFI and its Darwin Initiative grant). 22 (iii) Coral Cay Conservation Formed in 1986, Coral Cay Conservation (CCC) is a non-­‐profit organisation that centres its operations around volunteer tourism, with participants paying for positions on expeditions that undertake work linked to specific programmes being undertaken by CCC in a particular country. The focus of CCC’s activities has historically centred on the collection of scientific data for the development of management recommendations and plans. Each CCC project site is run by a field team, who are responsible for the collection of data and the management of the volunteer teams in a country. CCC has worked in Cambodia since 2009, where its work has centred on the collection of data to support marine conservation efforts in the Koh Rong Archipelago. In more recent times this collection process has been weaved into the development of the Koh Rong marine conservation area, with CCC collaborating with Fauna and Flora International and Marine Conservation Cambodia to develop zoning maps to support this initiative. CCC has formerly received support from the Blue Moon Fund16 for this work. Formerly based in Sok San, on the southwest side of Koh Rong, in 2012 CCC relocated to Prek Svay, where it presently has its base. (iii) LifeOptions A new arrival to the Koh Rong Archipelago, LifeOptions is a non-­‐profit organisation based in Surry Hills, New South Wales, Australia. With a focus on empowering women, LifeOptions in its own words “supports women to unlock their full potential”, by working alongside communities to create healthy environments for families. Having operated in Takeo province (southern Cambodia) for sometime, in February 2013 LifeOptions opened a clinic and office in Prek Svay. Staffed by Cambodians, with advisory support from ex-­‐patriot volunteers, the initial focus on the project has been on mid-­‐wifery and post-­‐partum care, working alongside traditional birth attendants to improve the standards of maternal health care in the Archipelago. LifeOptions neatly fills one of the many gaps that exist in the provision of health care services in the Archipelago. In February 2013 LifeOptions was a recipient of a $2000 USD grant from the Song Saa Foundation, covered by a donation to the Wall of Hope. Blue Moon Fund was established in April 2002 and emerged from the 2001 restructuring of the W. Alton Jones Foundation.
Blue Moon Fund is continuing with a strategic, initiative-based philanthropy that helps improve the human relationship with the
natural world. Their purpose is to use natural, social, and financial capital to implement new models in high-biodiversity regions
around the world. 16
23 c. Private (i) Song Saa Private Island In 2011 Song Saa Private Island, Cambodia’s first luxury coastal resort, was opened. Although a separate entity from the Foundation, Song Saa Private Island remains an important corporate partner and collaborator, with the Foundation taking on the responsibility of implementing the corporate social responsibility programme of the resort. Historically, the roots of the Foundation lay firmly embedded in the resort’s past, as previously described in Part 1 of this plan. The relationship that the Foundation enjoys with Song Saa Private Island means that the organisation has access to the facilities and resources of the resort, including accommodation, office space, food, communication and medical support17. Such resources are simply not available to any other organisation working in the Archipelago. The resort has also provided two island bases for the Foundation, at Sala Song Saa and on the resort island of Koh Ouen (the Discovery Centre). This puts the Foundation in an enviable position to deliver on its goal and vision, especially compared with other organisations working in the region (government or non-­‐profit). (ii) Song Saa Design A further part of the Song Saa family, Song Saa Design focuses on the creation of lifestyle products that reflect the shapes, textures and colours of the Archipelago and Cambodia, and the triple bottom-­‐line values of the Song Saa company. Although still evolving, it is anticipated that Song Saa Design will share a close relationship with the Foundation, with a portion of profits from the sale of products being donated to the Foundation for the completion of its projects and activities. (iv) Rory and Melita Hunter Founders of the Foundation, Song Saa Private Island and Song Saa Design (in the case of the latter two, also the owners), Rory and Melita have pledged to cover the start-­‐up costs of the Foundation. A considerable and generous commitment, this will be augmented, as much as possible, from support garnered from other revenue sources. (iii) The Royal Group Cambodia’s largest private company, the Royal Group, has a diverse portfolio ranging from telecommunications to entertainment and property investment. In 2008 the Royal Group was granted a 99-­‐year lease over the bulk of Koh Rong Island. It subsequently developed a master plan, covering the entire island, which parceled it into different development and environmental zones, including golf courses, a marina and hospitality support services. This includes the capacity of the resort’s engineering team to provide technical support for the development and operation of the Boat of Hope project. 17
24 Subsequent efforts to find investment partners failed and the Group has been obliged to re-­‐
consider its approach to the development of the island. It has now presented a new ‘Stage 1’ plan is considerably smaller and centred on the southern end of the island. In the interim, some small-­‐scale infrastructure development has been undertaken, including the partial completion of a road around a portion of the island. Given the uncertainty that surrounds the ability of the Royal Group to find financial partners it is difficult to judge what the business implications of the Group will be for the Foundation in the immediate future. Whatever occurs on Koh Rong, from a business as well as strategic perspective, it remains important for the Foundation to maintain a positive relationship with the Group. (iv) Limetree Capital Limetree Capital is a private equity company, based in Hong Kong, with an emphasis on the management of real estate opportunities, focusing on car parks and beachfront properties. In mid-­‐2008 Limetree was awarded a 99-­‐year lease over a portion of Koh Rong Samloem. Its development aspirations include the creation of a beachfront resort with a strong emphasis, like the Royal Group, on the protection of the environmental values of the island. Consistent with this, in 2010 it employed Fauna and Flora International to undertake an ecological assessment of the natural values on its concession. Although its actions are less likely to directly impact on the operations of the Foundation, as those of the Royal Group have the capacity to, any developments on the Limetree concession area will have implications for both the environment and communities of Koh Rong Samloem. 2.2 Song Saa Foundation: Attributes & Competencies There is a range of key attributes and core competencies that the SSF brings to ‘the table’, which will help ensure that it is able to fulfill its mission and vision, while adhering to its values. a. Competencies (i) General A key attribute of the SSF is the knowledge, experience and achievements drawn from its organizational forerunners, the Song Saa conservation and community programme and the Footprints Organization (see overleaf). The former provides the Foundation with a track record of knowledge and achievements that it can draw on, both in its planning and implementation, and the publicizing of its work. (ii) Song Saa conservation and community programme Since arriving in the waters of the Archipelago, in 2005, Rory and Melita Hunter have worked hard to redress many of the adverse impacts that human activities have had on the well being of the region. 25 This has included their individual efforts to improve the state of Koh Ouen and Koh Bong islands, which they set about legally acquiring for the development Song Saa Private Island in the mid-­‐2000s. These efforts were reinforced with the creation of the Song Saa conservation and community team, which from 2006 established many of the initiatives that the Foundation will champion into the future. This has included projects dedicated to solid waste management, youth education and marine conservation activities (see Part I of the business plan for more detail on this work). In late 2012, the conservation and community team established the Wall of Hope; a donor based facility, which permitted guests to Song Saa Private Island to contribute directly to the completion of particular projects. In the first month of operation the Wall garnered over $17,000 USD in donations, which funded everything from the sinking of five community wells to the establishment of a comprehensive solar power facility in the local primary school. (iii) Footprints Organisation The Footprints Organisation was created in 2012 to oversee efforts by the Hunters to transform a ‘zoo of horrors’18 into a state-­‐of-­‐the art wildlife education centre. In the period before the creation of Footprints, the Hunters had solely funded the effort to improve the welfare and conditions for animals at the zoo, which had been subject to years of neglect and ill treatment. Dissatisfied with simply stabilising a ‘bad zoo’, the Hunters saw an opportunity to do something positive with the site by redeveloping it as a regional education centre for wildlife conservation. Working with partners from Wildlife Alliance, an independent financial base and organisation (Footprints) were developed for the project. Dr. Wayne McCallum, the current Executive Director of the Song Saa Foundation, subsequent set about leading efforts to sustainably fund the project. This included the raising of a monthly total of $6000 USD to cover the operational costs of the zoo. The project was showing considerable success, with several partners coming on board, including a regional elephant conservation organisation (EARS) and numerous individuals, whom each contributed a monthly sum to the upkeep of the facility. At the beginning of 2013, however, the original owner of the zoo decided that he wanted to reassert his ownership over the property and it was decided to depart amicably. This was duly done and the Hunters were able to refocus their efforts on the opportunities in the Archipelago. (iv) Moving forward The experience yielded through both the conservation and community activities and the work of the Footprints Organisation has provided important lessons on non-­‐profit organisation management and planning for the Foundation. Foremost is the appreciation of what works and what does not when it comes to the control and implementation of a non-­‐
profit organisations’ activities. Moving into the future, the Foundation also has the opportunity to draw on and mobilise expertise and resources from within the wider Song Saa company structure. This includes drawing on the skills of the company’s finance and marketing team, as well as being able to 18
th
Phnom Penh Post, March 28 , 2011, pp. 1 & 5. 26 source revenue streams through the sale of Song Saa Design products and donations made by guests of Song Saa Private Island (e.g., through the Wall of Hope). This combination of factors places the Foundation in an enviable position, especially compared to many other non-­‐profit organisations, which face a revenue stream tightly linked to the whims and politics of bilateral partners and national aid programmes. b. Management team The Foundation is aware that a key ingredient to its success will be its leadership and management team, which entail involvement at both the governance and the operation level. From the former perspective, a Board of Directors, chaired by a Cambodian national Ms. Mealy Khieu, provides governance oversight of the Foundation. and Ms. Rachana Hin comprises the other Khmer members of the Board, with ex-­‐patriot representation from Mr. Rory Hunter, Ms. Melita Hunter and Dr. Wayne McCallum (see appendix 1). The presence of Ms. Mealy Khieu, as Chair of the Board, is a notable achievement for the Foundation. A partner of the respected national law firm Sok Siphana and Associates, Ms. Khieu has a Bachelor of Law degree from the National University of Management and the Royal University of Law and Economics, and is a member of the Cambodian Bar Association. Ms. Khieu has an extensive background in legal matters, including the co-­‐authoring of several books on national law. Mealy is also one of the first listed Commercial Arbitrators in Cambodia and is a member of the Executive Board of the first ever National Arbitration Center (NAC). She is also an authorized trademark agent, officially recognized by the Ministry of Commerce of the Kingdom of Cambodia. Rory and Melita Hunter are the founders of the Song Saa division of companies that evolved from their experience in property development in Cambodia. In 2011 the Hunters opened Cambodia’s first luxury coastal resort – Song Saa Private Island -­‐ that has gone on to win numerous environmental awards in recognition of its triple bottom-­‐line approach19. Inspired by a shared love of Cambodia and the Koh Rong Archipelago, they have previously spent considerable amount of time and their own resources promoting sustainable development in the region since 2006 (see Part I and Figure 2.1 below). Having worked in Cambodia for seven years and a total of over 15 years in the development and environment field, Dr. Wayne McCallum brings experience and technical know-­‐how to his roles as a board director and as the Executive Director of the Foundation. Wayne’s experience includes managing both the Footprints Organization and the Song Saa conservation and community programmes, as well as coordinating two country programmes for international conservation organisations (Conservation International and the International Crane Foundation, respectively). In addition, in 2009, Wayne completed the co-­‐authorship of a book dedicated to the examination of development within a Cambodian context (Roads to Development, see fn.8). 19 The awards include, Travel and Leisure – Global Vision Award for Sustainability; Virgin Responsible Tourism Awards –
Winner – Best Accommodation for the Environment; and HICAP – Sustainable Community Award. 27 Figure 2.1: The Evolution of the Song Saa Foundation 2013 – Future Creation of the Song Saa Foundation Footprints Organisation Improving the life & well being of the animals of Teuk Chhou Zoo, Southwest Cambodia 2011 – 2012 Rory & Melita Hunter arrive in the Koh Rong Archipelago Start measures to improve the environment of the islands of Koh Bong & Koh Ouen 2006 -­ 2012 Song Saa Conservation & Community team Commence comprehensive programme to promote sustainability in the Koh Rong Archipelago 2006 28 Working alongside these members are several skilled and experienced Khmers, including Ms. Rachana Hin, on the Foundations Board of Directors and, in the latter’s case, also as the Treasurer of the organisation. Rachana brings extensive experience from working alongside the Hunters on the development and operation of Song Saa Private Island Resort. At the implementation level, the Foundation intends to employ a programme manager with the responsibility of executing the organisation’s field projects. With the responsibility of overseeing all on-­‐the-­‐ground activities of the Foundation, including staff, work management, budget responsibility and resource allocation. This position is a key role that will be filled in the near future. With its conservation and development legacy and reputation (see Figure 2.1), the Foundation is in an ideal position to attract a high caliber emerging leader in conservation and development management. Working alongside the programme manager will be the deputy programme manager, Saran Prak. Having worked for the Song Saa conservation and community programme as its community engagement officer, since 2010, Saran has a proven track record as a skilled and inspiring leader and thinker. The ability to move him across to the Foundation represents a notable gain for the organisation, and will help to ensure the integration and continuity of work previously initiated by the previous programme. Barnaby Olson, Director of Conservation and Marine Biologist, Song Saa Private Island, is also a key supporter of the organisation. As a trained marine professional with over three years experience in the Archipelago, Barnaby represents an important resource that the Foundation will be able to call on to assist it with its work. 29 Part III OPERATIONS 3.1 How the Foundation Operates a. Background The Song Saa Foundation is a Cambodia based non-­‐government organisation, formally registered with the Ministry of the Interior, Royal Government of Cambodia on April 4th, 2013. The official name of the organisation is Koh Song Saa Foundation Organization, with the term Song Saa Foundation being used for operational and communication purposes. The head office and registered address of the organisation is Street 19, no. 108e1, Phnom Penh -­‐ with a project office located on Song Saa Private Island, Koh Ouen Island, Koh Rong Archipelago. Currently, the Song Saa Foundation is being registered for federal income tax exemption status under section 501 (c) (3) of the Internal Revenue Code of the United States. It is anticipated that this will be received by the 31st December 2013. Once ratified, this will permit tax deductions for donations made to the Foundation by US citizens or corporations. b. Governance The supreme body of the Song Saa Foundation is the Assembly, which comprises two parts: (a) regular assembly (a meeting held once a year); and (b) extraordinary assembly (a special meeting called by the Foundation). An assembly operates like a shareholder or annual general meeting, with anyone who is a member entitled to attend and to participate in discussions on the activities of the Foundation. However, under the statutes of the organisation, assembly-­‐voting rights only extend to certain Board of Director members; which curtails, considerably, the power and role of the assembly in a practical sense. An appointed Board of Directors provides authority and oversight of the Song Saa Foundation. The Board comprises five people and has the responsibility of determining the strategic direction and policies of the organisation. It delegates operational tasks across to the Executive Committee (see appendix 1). The Executive Committee comprises four people and has responsibility for managing the day-­‐to-­‐day operations of the Foundation. However, with the exception of the Vice-­‐
chairperson, the executive committee positions are honorary, with only the former having a hands-­‐on-­‐role in the management of the organisation. This structure is consistent with similar operating organisations elsewhere in Cambodia. A Programme Management Team of three, comprising an Executive Director (Dr. Wayne McCallum), Programme Manager (TBC), Deputy Programme Manager (Saran Prak) is responsible for the implementation of the Foundation’s projects. A summary of the governance and operational structures of the Song Saa Foundation is provided in Figure 1. 30 Figure 3.1: Governance and Operational Structure of the Song Saa Foundation Strategy, Policies & Oversight General Assembly Comprises all members of the Foundation Board of Directors Chair & Directors Executive Committee •
•
•
•
Programme Management Team •
•
•
•
Executive Director -­-­-­-­-­-­-­-­-­-­-­-­-­ Work Team Programme Manager (TBA) Deputy Programme Manager Programme Assistant Projects •
Operations & Implementation •
Chair Vice-­chair Treasurer Administrator 31 Communities & Partners c. Management and Operations The annual work plan and budget of the Foundation are prepared by the Executive Committee, for approval by the Board of Directors, with the Programme Management Team being responsible for the implementation of this plan. At the operational level, the organisation of the Foundation’s Programme Management Team is divided into strategic, fund raising and communication activities (Executive Director) and project implementation (Work Team). The Executive Director, based in Phnom Penh, collaborates with the Executive Committee and the Board of Directors to develop the strategies, policies and projects of the Foundation. He also carries the financial responsibility for the Foundation and has the task of managing the Foundation’s fund raising activities. The Executive Director, in addition, is also responsible for managing the communication activities of the Foundation, including its web site and social media outlets. Based in Prek Svay, in the Koh Rong Archipelago, the Work Team is responsible for implementing the project work of the Foundation. Led by a Programme Manager (TBC), the team has full implementation responsibility across all the project areas of the Foundation, including its marine and land conservation and community activities. The Work Team reports directly to the Executive Director who, in turn, reports to the Executive Committee, which then reports on to the Board of Directors. Finally, the Board reports to the Assembly, completing the governance loop of the organisation. d. Fund Management & Operations The primary source of funding for the Foundation over the period of this business plan will be from private and individual donors. These individuals or groups donate money, which is collected by the Foundation and placed into a bank account, held by the Singapore Bank Corporation Ltd., a registered national bank of Cambodia20. These funds are then managed in the following way: 1. An annual work plan and budget is prepared, which identifies the operating costs and projects of the Foundation over the upcoming twelve-­‐month period. 2. If a project is to be solely implemented by the Song Saa Foundation then an overhead rate of 33 percent is applied to the donation. This means for every $100 USD donated, $33 USD is used by the Foundation to cover its operating costs and banking charges, with the other $77 USD going directly into a project. 3. If a project is to be managed by a ‘third-­‐party’ then an overhead rate of 18 percent is applied to the donation. For example, if $100 USD is donated to support mid-­‐wife services in the Archipelago, and another organisation is identified that can fulfill this task, then a contract will be made with this organisation and the sum of $ 82 USD passed on to it to complete the work. The other $18 USD will be retained by the 20
More details at www.sbc-­‐bank.com 32 Foundation to meet a portion of its operating costs and associated bank charges. The 18 percent rate, in this context, is comparable with similar ‘third-­‐party’ overhead rates applied across the non-­‐profit sector. 4. Because the Foundation is a ‘not-­‐for-­‐profit’ organisation it is not expected to distribute yearly surpluses to shareholders or owners. Instead, the Foundation will place such monies into a ‘capital fund’ account, where they will be made available for future project work. Eventually, all such funds will be expended by the Foundation across its operating life. 5. It is also planned for the Foundation to commence the creation of an endowment fund over the period of this business plan21. Once of sufficient size, into the future, the interest from this fund will be available for the funding of operations. The principle, meanwhile, could be drawn on in times of special need, for example, to deal with a natural disaster. 3.2 Planning and Reporting A plan is a document setting out the ways that an organisation will go about achieving its mission, goals and objectives, and hence ultimately achieve its vision. An annual plan, for example, sets out how an organisation will go about these tasks over the course of a year. In this role, a plan is an essential ingredient in ensuring the success and effectiveness of the Foundation. The Foundation’s long-­‐term plan is defined in the mission statement and values described in Part l of this report. Translating this into annual activities will be the task of the Annual Work Plan and Budget. It is intended that these will be produced prior to the beginning of the new operating year. The planning process will integrate with the annual reporting process, as illustrated in Figure 2.2. Regular and on-­‐going reporting is a key requirement for non-­‐profit management. It allows all concerned with the operation of the organisation – from staff to Board of Directors – to understand where the body sits in terms of cash flow and its capacity to complete its annual work plan. It is also an essential ingredient in providing transparency and accountability -­‐ hence legitimacy -­‐ both within the organisation and in the wider public sphere. The other key function of reporting is to provide results that can be used to assess the Foundation’s effectiveness -­‐ both operationally and programme, while yielding information that can help it to plan for new opportunities and challenges. As such, it is a key ingredient in the iterative and adaptive planning process that forms the basis for the Foundation’s planning process. This relationship is also highlighted in Figure 2.2. An endowment is a financial asset donation made to a non-­‐profit group in the form of investment funds or other property that has a stated purpose at the bequest of the donor. Most endowments are designed to keep the principal amount intact while using the investment income from dividends for charitable efforts. 21
33 It is intended that an annual report, providing an assessment of programme effectiveness and financial outputs will be produced by the end of each year22. 3.3 Operational Risk Assessment The start-­‐up of a new non-­‐profit organisation involves a portion of risk and no matter how well activities are planned matters will inevitably not proceed as anticipated. It is important, from a business perspective, that the Foundation shows awareness of the risk it faces and that it has processes in place to avoid, remedy or mitigate for these as much as possible. In terms of specifics, the risks that can be anticipated are: a. Insufficient funds As a ‘start-­‐up’ not-­‐for-­‐profit organisation the chief risk the Foundation faces is insufficient funds to cover its operations. Of this, an inability to meet overhead and current project costs poses the biggest risk, as there are limited funds to continue in a deficient situation. Response: The Song Saa Foundation is ensuring, at the start-­‐up stage of its development, that the level of operational overhead is kept at a minimum. This includes, for example, not hiring a project manager or commencing any new projects until funds are identified to support these. Into the future, it is also intended to develop an endowment fund, which will be managed to ensure that the Foundation always has a strong financial base to draw on in times of special need, as well as a sustainable funding base during periods of normal operation. b. Lack of stakeholder support The Foundation’s approach is reliant on a positive relationship with local authorities, community leaders and villagers. Failure to garner support for the organisation’s initiatives by these stakeholders would reduce both the efficiency and effectiveness of its work. Response: The Foundation champions the collaborative approach followed by its predecessor, the Song Saa conservation and community programme. Through our Khmer staff and our emphasis on community participation and engagement in all island-­‐level processes, and a willingness to respond to issues when they arise, the Foundation can ensure that any risk is neglible. c. Natural events While the Archipelago has a history that is largely devoid of natural catastrophes, events could arise that pose a risk for the Foundation’s activities. This includes storms, droughts and disease. 22 The timing difference between the annual plan and reports is to give sufficient time (on month) is available to incorporate the observations from the annual report into the planning documents. 34 Response: The close working relationship the Foundation enjoys with Song Saa Private Island, Fauna and Flora International and Coral Cay Conservation, as well as local and national government authorities means that there exists a strong capacity to collaborate with these organisations in the case of any untoward natural events. Figure 3.2: Planning and Reporting Framework of the Song Saa Foundation Annual Work Plan & Budget Monthly Reports Monthly Work Plans •
Activities •
Financial Annual Report •
Performance assessment •
Financial breakdowns & summary •
Recommendations for the next work plan. 35 Part IV Financial Projections 4.1 Financials: Fund Raising and Expenses a. General As an operational goal it is intended for the Song Saa Foundation to be operationally sustainable by the 31st of December 2013. This will entail the Foundation raising sufficient funds to cover all of its fixed costs, while still delivering on the projects that were described in the Part I of the Business Plan. b. Fund Raising Traditionally, non-­‐profit organisations in Cambodia have relied on a combination of bilateral grants and donations for the bulk of their funding. Meanwhile, amongst Cambodian’s themselves there is not an intuitive ‘donation’ mentality as present in, for example, the US and the UK23. Further, the cause célèbre of Cambodia as a country meriting ‘support’, following the years of conflict has, until recently, ensured a regular supply of funding from bilateral sources. Unsurprising, this combination of events has encouraged the evolution of domestic non-­‐
profit organisation funding models that are ill suited to the consideration of alternative funding arrangements. This provides an exciting opportunity for the Foundation to be innovative and creative in its approach to fund raising, and to capture hitherto untapped sources of support for its activities. Meanwhile, given the ‘newness’ of the Foundation and the lack of a proven track record, it is appreciated that bilateral funding partnerships will be challenging for the Foundation to acquire over the 18-­‐month timeframe of this Plan. Additionally, as bilateral partnerships typically require a significant amount of grant writing, administration and reporting, there is the risk that the pursuit and management of bilateral sources could divert the Foundation from its core activities. For these reasons, official bilateral funding will not be a focus of the Foundation’s finance sourcing over the next 18-­‐month period24. What remains, nonetheless, is a rich market of funding opportunities, which are summarized in Table 4.1. 23
The exception here is gift giving associated with pagoda and religious rituals. 24 Work will be done, however, to recognize potential funding opportunities through the development of a funding register of bilateral opportunities; thus, in the next business plan period an active effort can be made to source funds from this sector. 36 Table 4.1: Primary Funding Opportunities for the Song Saa Foundation, August 2013 – January 2015. Source Description Song Saa Private Island – Corporate Social Responsibility Fund (CSR) Song Saa Private Island – Donations by guests A portion of the SSPI budget is allocated to CSR (0.5 percent of gross revenue). Under an agreement with the resort company, this money is passed on to the Foundation for implementation of its CSR programme. This will primarily be through the Wall of Hope, a project-­‐based donation service provided on the island, which channels contributions towards specific tasks administered, primarily, by the Foundation. Some guests may also choose to make general donations, not specific to the Wall as well. Song Saa Private Island has an extensive range of suppliers who could be approached to support particular initiatives undertaken by the Foundation. There is the opportunity to encourage donations from the staff, through an individual monthly contribution, or departmental and staff village donation. Song Saa Private Island -­‐ Suppliers Song Saa Private Island -­‐ Other Rory and Melita Hunter Song Saa Design Song Saa Divisions Revenue Generation Donations (web) Crowd sourcing (web) Outsourcing Rory and Melita have pledged to cover the operating costs of the Foundation. Melita and Rory Hunter have pledged to donate 25 percent of net profits generated by Song Saa Design to the Foundation. There is the capacity for the Directors and other Phnom Penh staff to make donations or monthly contributions to the Foundation. Opportunities include, merchandise (e.g., books & T-­‐shirts), events (e.g., gala dinners). Donations through a web-­‐site payment portal. Using web initiatives, such as Kickstart, the Foundation could seek funding for particular projects (e.g., Boat of Hope). The Foundation receives funds for a project that another body delivers. In these circumstances the non-­‐profit organisation standard is to charge overhead at 18 percent. An example of this approach is the donation that Song Saa Foundation
passed onto LifeOptions to support mid-­‐wifery services in Prek Svay in February 2013. Anticipating opportunities from the options presented in Table 4.1, a series of revenue projections has been estimated, using best available knowledge and the opportunities that particular sources can be predicted to offer. It is appreciated that realizing these projections will be contingent on a high caliber marketing plan and its variant parts. The form and nature of this is presented in Part VI of this Plan. The revenue projections for the 18-­‐month period are presented in Table 4.2. overleaf. 37 Table 4.2: Revenue Projections, August 2013 – January 2015 Revenue Source (USD) Song Saa Private Island Corporate Social Responsibility Fund Wall of Hope25 Rory and Melita’s Contribution Income Song Saa Design Corporate Social Responsibility Fund Events (e.g., Gala events) Other Sum Total August 2013 – December 2013 January 2014 – January 2015 $6955 $18,083 $29,000 $137,000 $32,500 TBC $2800 $29,500 N/A $40,000 N/A $120,000 $5000 $20,000 $78,255 $364,583 COMBINED 18-­MONTH TOTAL $442,838 (i) Key assumptions – Revenue •
•
•
•
•
The Foundation is able to reach the Wall of Hope projections Completion of the proposed Koh Rong book and its availability for sale Song Saa Design generates sufficient profit to meet projections The Foundation is able to complete two gala events. Crowd sourcing is an effective fund-­‐raiser (‘Other’). A Song Saa Private Island guest donation facility, which allows the donor to pledge money directly to particular projects operated by the Foundation. 25
38 c. Expenses – Fixed costs Fixed costs deal with operating expenses that are incurred on a month-­‐by-­‐month basis as a consequence of the operation of the organisation. A breakdown of these costs is set out in Table 1.3, below. Again, they are drawn from best available knowledge and the experience of operating the Song Saa conservation and community programme and the Footprints Organisation. As such, this experience has given the business plan team a strong appreciation of operation costs, which has been incorporated into these projections. Table 4.3: Fixed Cost Projections, August 2013 – January 2015 Fixed Cost Items (USD) Salaries and benefits Office26 Travel27 Media & Promotion28 Staff Support29 Outside Services & Fees30 Partnership Building Totals Monthly Av. $9,410 18-­month $589 $10,600 $400 $7,200 $300 $5,400 $150 $2,700 $392 $7,060 $200 $3,600 $11,441 $205,935 $169,375 (i) Key assumptions – Fixed costs •
•
No change in salary levels over the 18-­‐month business plan period A suitably qualified Project Manager can be employed for the budgeted sum 26 Office entails: telephone & postage; printing, stationary and photocopies; office supplies, internet and rental charge of $400 per month for January 2014 – January 2015 period. 27 Travel entails: transport to and from Koh Rong Archipelago and overseas. 28 Media & promotion entails: development and printing of promotional materials, marketing and public relations, web-­‐
site fees, development and administration, hosting of partners, and other social media activities. 29 This includes recruitment, training and uniforms. 30 Includes bank fees for Wall of Hope, calculated at 3 percent of monthly contributions and any hire costs for consultants. 39 •
The cost of goods and services utilised by the Foundation does not alter significantly from present cost levels. d. Expenses – Project and variable costs In addition to the fixed costs, there are the anticipated costs of the projects that form the focus for the Foundation’s activities over the next 18 months as well as potential variable costs. The projects were set out and described in Part l of this document. The main source of variable cost profiled here is the expense associated with organizing large fund raising events, including possible gala fund raises. The details and the associated expenses are summarised in Table 4.4, overleaf: Table 4.4: Project and Variable Costs August 2013 – January 2015 August 2013 – December 2013 January 2014 – January 2015 Community fisheries support $4000 $9800 Solid Waste Management $4330 $22,180 Book $3200 $5800 $31,700 $80,000 $4865 $15,755 N/A $24,000 $48,095 $157,535 Projects Boat of Hope Education & Livelihoods Variable costs (e.g., events) SUM TOTAL COMBINED TOTAL $205,630 (i) Key assumptions – Project & variable costs •
•
Subject to capacity, project activities might be scaled up over the period of this Plan. The Foundation receives community support for extending its waste management activities to other villages 40 •
•
Sufficient funds can be raised to meet the ‘start-­‐up’ costs (purchase and refit) of the Boat of Hope The costs within projects do not alter significantly. A summary of the total revenue and cost projections are provided in Table 1.5 below. The key point highlighted in the table is a projected surplus of $31,273 USD. If achieved this will provide the Foundation with the opportunity to deposit this money into a capital accumulation or endowment account, where it can be carried over to support projects in the next planning period or provide long term financial security for the Foundation. Table 1.5: Summary Financial Projections, August 2013 – January 2015 Category Amount (USD) Revenue $442, 838 Costs (Fixed, Variable & Projects) $411,565 Difference (Surplus) $ 31,273 (+) 41 Part V Marketing Strategy 5.1 Introduction In order for the Song Saa Foundation to operate effectively and meet its financial projections it needs to secure sufficient funds and resources to cover its operating costs. To garner this support it needs to achieve five interrelated factors, while addressing these parts forms the basis for the Foundation’s marketing strategy: 1. Identify its contributor base 2. Establish how it will reach-­‐out to this base 3. Identify the physical means for receiving contributions from this base 4. Determine how it will monitor and evaluate its marketing performance 5. Determine how it will maintain and grow its contributor base At the start of any marketing strategy it is useful to establish the marketing goals and the competitive advantage that the Foundation enjoys in the areas where it works. 5.2 Marketing Goals The marketing goals of the Song Saa Foundation for the next 18 months are set out below. a. Funding Securing satisfactory levels of funding is a necessary requirement for maintaining the financial viability of the Foundation. From a funding perspective the Foundation’s goals for the next 18 months are: a. By the 31st of December 2013, secure funds to meet the overhead costs of the Foundation ($11,441 USD) b. From January 2013 to January 2015, secure funds to meet all operating costs (overhead and project) ($259, 386 USD). Measurement of these goals: Monetary targets are met. b. Profile Establishing and maintaining a profile is a necessary requirement for ensuring interest and understanding of the Foundation’s activities in the Archipelago. This understanding, in turn, can translate into contributions and support. From a profile perspective the Foundation’s goals for the next 18 months are: 42 a. By January 2015 the Song Saa Foundation is recognised as a regional leader in the promotion of sustainable development. b. By January 2015 the Song Saa Foundation has an international profile and name recognition. (i) Measurement of these goals: a. Song Saa Foundation is a recipient of a regional or international award for its activities. b. By January 2015 the Song Saa Foundation has received at least 10 approaches, of which five are unsolicited, from multi-­‐media sources wishing to profile its work in international publications. c. Support & Partnerships Support and partnerships assist the Foundation to raise its profile and encourage contributions to the organisation31. They strengthen the capacity of the Foundation to achieve its other goals. Support can come from technical partners (e.g., other non-­‐for-­‐profit organisations), profile partners (e.g., a noteworthy person who acts as a brand ambassador) and commercial partners (e.g., corporate sponsors). From a support and partnership perspective the Foundation’s goals for the next 18 months are: a. By January 2015, have collaborative agreements in place with at least four technical partners. b. By January 2015, have four ‘brand ambassadors’ in place to profile the work of the Foundation, including a noteworthy patron. (ii) Measurement of these goals: a. The Song Saa Foundation has four collaborative agreements in place with technical partners b. The Song Saa Foundation has four brand ambassadors in place 5.3 Competitive Advantage Song Saa Foundation has a distinct competitive advantage in the Koh Rong Archipelago, which no other organisation or government agency can match. Further, it has enormous capacity to scale-­‐up its activities. In detail, the factors contributing to the Song Saa Foundation’s competitive advantage are: •
Strategic – Unlike other parts of Cambodia there are a limited number of organisations and government authorities based and working in the Koh Rong Archipelago. Of those that do, none work across all 15 islands in the group, as the 31
Contributions can be funds and resources (e.g., pro bono assistance) 43 Foundation intends to. This means that the Song Saa Foundation is best placed, from an operational and outcomes perspective, to have a positive impact across the entire Archipelago. •
Infrastructure (Head Office) – The Phnom Penh office provides numerous advantages that arise from sharing agency space with Song Saa Private Island and Song Saa Design. This includes ready access to office resources and a professional administration and accountancy team, access to sophisticated information technology services, and fast contact with Foundation directors and partners. •
Infrastructure (Koh Rong Archipelago) – Within the Archipelago the Foundation is able to draw on the significant resources of Song Saa Private Island to promote its work. This provides an enormous advantage for the Foundation over other organisations and government authorities working in the region. Elements of this include, accommodation, transport, logistical and medical support, information technology (including rapid internet), technical expertise (e.g., engineers) and operational assistance (e.g., dive operators and equipment). •
Approach – The Song Saa Foundation works across the range of core issues affecting the local environment and peoples, from health care and education to coral reef conservation. This position allows the organisation to take an integrated and holistic approach, which ensures that improvements in one area are not limited by problems arising in another. For example, matching improved marine conservation rule compliance with alternative livelihood opportunities. •
Skill-­‐base – The Foundation has an incredibly strong and diverse resource, governance and support base. This ranges from its Executive Director, with over 15 years experience in conservation and development, to its chairperson and Board of Directors, who bring extensive experience from the corporate and civil society sectors. All of these people are living and working within Cambodia and have an immediate knowledge and understanding of the environment and people where the Foundation works. •
Track record – Song Saa Foundation has emerged from the award-­‐winning Song Saa Private Island conservation and community team, which was a pioneer of marine conservation in Cambodia and the Footprints Organization (see Figure 2.1). Many of the activities of the former team have inspired others, including its innovative solid waste management programme. This leadership role has been adopted by the Foundation and gives it a strong base on which to build its work. •
Networks – Through partnerships with Song Saa Private Island, Fauna and Flora International and local authorities, as well as with other private businesses and the international media, the Foundation has a set of networks and relationships that it can draw on to nurture and support its operations and activities. •
Outcome focus – The Song Saa Foundation is committed to a long-­‐term relationship with the Koh Rong Archipelago. Further, it is not subject to the whims of bilateral donors, which place timeframes on the assistance that they provide. This culmination of factors means that the Foundation can focus on outcomes rather than outputs. Practically this means, for example, concentrating on improving education levels (an outcome) rather than running 20 education classes per month for two years (an output). The latter does not guarantee long-­‐term benefit, the former does. 44 •
Approach and philosophy – While many non-­‐government organisations face the challenge of rising overheads and adapting to the needs of bilateral partners, Song Saa Foundation continues to run its operations like a business -­‐ inspired by the innovations spawned from by its team and supporters, the skills and expertise of its staff and board, and its philosophy of being innovative and effective with the resources that it has. This ‘lean but effective’ philosophy is a fundamental part of the Foundation’s DNA. 5.4 Audience Over the next 18 months the Song Saa Foundation’s supporter-­‐base will be drawn, in the most part, from those with a personal, organisational or commercial interest in: •
Cambodia and the Greater Mekong •
Tropical marine and terrestrial ecosystems •
Community well-­‐being in developing countries •
Vulnerable youth •
Promotion of sustainability •
General environmental, community and ethical beliefs •
General philanthropic •
Research (tropical, marine, communities, etc) 5.5 Audience Source Over the next 18 months, it is anticipated that the majority of the Song Saa Foundation’s audience will be derived from (in descending order): •
Guests to Song Saa Private Island •
Corporate partners, Board of Directors and staff (e.g., Song Saa Private Island, Song Saa Design and staff) •
Commercial partners working with Song Saa Private Island (e.g., suppliers) •
Public – International (e.g., supporters of a gala event in New York or private donors); •
Public – Cambodia (e.g., philanthropic-­‐minded individuals) •
Other organisations working in the Archipelago (e.g., FFI and Coral Cay Conservation) 45 5.6 Marketing Outreach Methods There is a range marketing outreach methods to secure funds and support from the audience described in Section 5.5. A breakdown of these is presented in a series of tables that follow. The tables are divided into the key audience segments, followed by a description of methods for reaching each of these audience groups (general and specific) and the means for converting this contact into contributions. Additional detail is also provided on the points at which contact may occur and whether it is general (e.g., recipient of a flyer through email) or specific (e.g., a one-­‐on-­‐one meeting). Finally, an additional contribution stream, income, is setout at the end of this section. 46 5.7 Marketing Opportunities and Methods for the Song Saa Foundation: August 2013 – January 2015 a. Song Saa Private Island Guests: Outreach and Contribution Methods Contact Point Before Arrival Context Outreach Method General At Booking Specific Arrival Welcoming In-­Villa Media articles Website Awards and associated publicity Promotion in media Agents promote the work of the Foundation in guest communications PDF flyer sent out at time of booking Additional to Foundation newsletter e-­‐list Invitation to Foundation web-­‐site (inc. blog) Guest Experience point out & explain Discovery Centre, comment that Foundation staff are available and can be contacted on a telephone extension. Set of three promotional postcards in-­‐villa, promoting the Foundation. Telephone extension to Discovery Centre (with divert to staff phone). Guests informed of this during villa 47 During stay Departure Other While staying at SSPI Beyond SSPI orientation (information is also on the postcards) Flyer inserted into Guest Directory Guest Meet at the Discovery Centre instead of Guest Experience; include 5-­‐minute orientation of the Centre prior to the Encounters start of any guest encounter, including introduction to contribution programmes Shorts Talks Conservation & community ‘shorts’. Prior to dinner, quick 15 minute presentation on an interesting and engaging presentation held at the Discovery Centre, with finger food and a drink service (e.g., ‘Life Beneath the Waves’) Presentation of an SSF gift card with details on the Foundation printed on the back Staff All guest interacting staff have sufficient information to inform guests about conservation & the capacity to steer them towards the Discovery Centre and its staff Contribution Opportunities Projects Wall of Hope Sponsorships Sponsor a tree (Rainforest Project); sponsor a ‘plank’ (Boat of Hope) Schemes Carbon off-­‐set schemes (rainforest – green carbon); (mangrove – blue carbon) Products Promotion of Song Saa Design items and purchase of items created through Foundation activities (e.g., books, prints or silk products) Donations Donation portal through the Foundation website Events Use donor management system to send out invitations to former guests if undertaking an event in their area (e.g., 48 Products gala dinner and auction) Promotion of SSD items and purchase of items created through Foundation activities via the web (e.g., books, prints or silk products) (use SSD portals to organize product movements) b. Corporate Partners & Board of Directors: Outreach and Contribution Methods (Song Saa Private Island & Song Saa Design) Contact Point Phnom Penh & Koh Ouen Context Outreach Method General Specific Dedicated funding Website Newsletter Blogs, Facebook, Yammer & other social media platforms Quarterly planning Positions on the Board of Directors & advisory groups Regular presentations and consultation engagements Collaboration on fund raising events (e.g., gala dinners) Presentations to staff Contributions Corporate social responsibility fund (Song Saa Private Island); portion of net profit agreement (Song Saa 49 agreements (corporation) Dedicated funding agreements (staff) Networks Design) Staff donation programme (portion of salary) Connections to other funding and development opportunities (e.g., sericulture project connection coordinated by the chairwoman of the Song Saa Foundation Board of Directors) c. Commercial Partners: Outreach and Contribution Methods Contact Point Phnom Penh & Koh Ouen Context Outreach Method General Specific Website Newsletter Facebook Introductory flyer, copies of Annual Report Positions on advisory groups Invitations to visit field sites and view the work of the Foundation Invitations to fund raising events (e.g., gala dinners) 50 Travel agents and Public Relations Specific Dedicated funding agreements (commercial) Products and Services Networks Fund raising events Presentations to staff Information material and presentations to travel agents and public relations representatives Contributions These can be leveraged through the commercial relationship that we share with the company. For example, sponsorship of the Boat of Hope or the Song Saa Sericulture Initiative Supplies of product and services that can be used directly by the Foundation (e.g., materials to build a learning centre) or indirectly (supply of items that can auction at a fund raising event) Connections to other commercial partners Invitations to attend fund raising events d. Public – Cambodia: Outreach and Contribution Methods Contact Point Within Cambodia Context Outreach Method General Social media (Facebook and Twitter) Media features Awards and associated publicity 51 Specific One-­on-­One Events General Provision Networks Sponsorship of non-­‐Foundation events (provides profile) Presentations and participation in public events (e.g., environmental fora; World Oceans Day etc) Newsletter join-­‐up via web site. Promotional flyer Inclusion in fund raising events Targeted approaches for donation of funds, goods or services Presentations at events associated with the mission and goals of the Foundation Invitations to visit our field site and learn about our work with our staff Contribution Methods Direct approach to individuals, organisations and companies Invitation to fund raising events Web-­‐based donations Supply of goods and services for fund raising events Provide connection to other fund raising avenues or resource suppliers 52 e. Public – International: Outreach and Contribution Methods Contact Point Overseas Context Outreach Method General Specific One-­on-­One Social media (Facebook and Twitter) Media features Awards and associated publicity Sponsorship of non-­‐Foundation events (provides profile) Newsletter join-­‐up via web site Promotional flyer Publicity of participation in public events (e.g., environmental fora; World Oceans Day etc) Invitation to city-­‐based fund raising events (using Donor Management System created lists) Targeted approaches for the supply of contributions through philanthropic entrepreneurs Presentations at international events associated with the mission and goals of the Foundation Invitations to visit our field site and learn about our work with our staff if traveling to the region Contribution Methods Direct approach to individuals, trusts, organisations and companies by philanthropic entrepreneurs acting on behalf of the Foundation 53 Events General Provision Networks Invitation to fund raising events Web-­‐based donations Supply of goods and services for fund raising events in their location Provide connection to other fund raising avenues or resource suppliers f. Other Not-­‐for-­‐Profit Organisations working in the Koh Rong Archipelago: Outreach & Contribution Methods Contact Point International & National Context Outreach Method General Specific Resource stream Web-­‐site and media Presence at workshops, conference and events Development and signing of collaborative agreements Contributions Unlikely to be a funding stream, however significant capacity associated with sharing of resources and expertise (e.g., collaborating on collecting data or developing a climate change model) 54 g. Income from sale of goods (e.g., T-­‐shirts, books, prints and silk products): Outreach and Contribution Methods Contact Point International & national Context Outreach Method General Specific Song Saa Private Island International and National Specific Web-­‐site Media features (publicity) Inclusion of products at events Inclusion of products in SSPI marketing sites and retail outlets on the island Retail Song Private Island Retail E-­‐commerce Contributions Sale of products through the web site (using Song Saa Design frameworks) Sale of products through international and national retail outlets (using Song Saa Design networks) Sale of Products through the Song Saa Private Island retail outlets. 55 5.8 Marketing Outputs: August 2013 – January 2015 Drawing on the opportunities and methods set out in the previous section, the Foundation has devised a set of marketing outputs to be accomplished over the next 18 months. Each of these outputs is designed to contribute to the marketing goals of the Foundation, as described in Section 3.1. The marketing outputs for the Song Saa Foundation for the period of 1st August 2013 to January 31st 2015 are: Output 1: Meet requirements and secure 501(c) (3) status for the Song Saa Foundation in the United States. Purpose: Improve fund raising capacity in the United States. Target audience: Guests, corporate partners, commercial partners and public – International. When: December 31st 2013 Output 2: Collaborate with overseas partners to identify and secure two philanthropic relationships within the United States. Purpose: Secure sufficient funds to cover the operations of the Foundation. Target audience: Public – International. When: December 31st 2013. Output 3: Promotion and insert of SSF publicity material into SSPI sales and marketing processes (e.g., guest contact) and presentations to public relations and travel agents. Purpose: Raise awareness and understanding of the Foundation. Target audience: SSPI guests and commercial partners (guest related). When: By 30th September 2013, then on-­‐going. Output 4: Comprehensive range of promotion material and avenues covered by SSF, including social media (web-­‐site, Facebook and Twitter), print (newsletter and promotional flyers) and display material. Purpose: Raise awareness and understanding of the Foundation and steer audience to contribution portals. 56 Target audience: All. When: Social media (1st August), flyer (completed), newsletter (1st August) other material (TBA). Output 5: SSF submits applications for three sustainability-­‐related awards. Purpose: Raise awareness and profile of the SSF. Target audience: All. When: January 2014 – January 2015. Output 6: Develop SSF promotion strategy for guests (prior to arrival, arrival, stay and post-­‐
arrival). Purpose: Raise awareness and encourage contributions and support. Target audience: SSPI guests. When: 1st October 2013. Output 7: Develop flyers and web content promoting key project areas: Environment, Community and Education. Purpose: Raise awareness and steer people toward contributions and support. Target audience: All. When: 1st October 2013. Output 8: Investigate and hold two philanthropic profile and/or fund raising events in key domestic and international locations. Purpose: Raise the awareness and profile of the Foundation and secure funds towards meeting operational costs. Target audience: All. When: Completed by January 2015. Output 9: Develop two-­‐page flyers and web content promoting key project areas focused on environment, community and education. 57 Purpose: Raise awareness and steer people toward contributions and support. Target audience: All When: 1st October 2013. Output 10: Inclusion of a ‘donation’ portal in the SSF website. Purpose: Source of contributions. Target audience: Guests, Public (Cambodia and International). When: 1st October 2013. Output 11: Song Saa staff awareness and payroll donation programme. Purpose: Raise awareness and funds for the Foundation. Target audience: Corporate (Song Saa staff) When: 1st October 2013. Output 12: Secure dedicated support contracts with Song Saa Hotels and Resorts and Song Saa Design. Purpose: Secure funding to cover SSF operating costs. Target audience: Corporate partners. When: 31st October 2013. Output 13: Secure 5 donations and /or support contracts from Song Saa (Hotels and Resorts or Design) goods and services providers. Purpose: Secure funding to cover SSF operating costs. Target audience: Commercial partners. When: 1st October 2013. Output 14: Develop and market a range of SSF not-­‐for-­‐profit products (e.g., t-­‐shirts, straws, books and prints) and retail/e-­‐commerce outlets. Purpose: Secure funding to cover SSF operating costs. 58 Target audience: All. When: Five-­‐item product range by 31st October 2013 Output 15: Investigate and commence the establishment of an endowment fund for the Song Saa Foundation. $20,000 USD in the fund by the end of the business plan’s period. Purpose: Build the long-­‐term financial sustainability of the Foundation Target Audience: Range of income sources When: Through the period of the business plan 5.9 Monitoring, Evaluation & Redesign Ongoing monitoring is a necessity for any organisation, as it permits stakeholders to establish how well the organisation is performing against its business goals and outputs. It also provides feedback that can be used to improve the operation of the organisation In this context, understanding how the Foundation will define ‘success’ is pivotal, as it provides the ultimate comparison for the assessment of its accomplishments. Considering this plan, this can best be achieved by monitoring performance against the achievement of the marketing goals and outputs set out in Sections 5.2 and 5.8. Because each of these outputs is expected to contribute towards the accomplishment of the Foundation’s overall goals, recording the achievement of these will form the centre of the Foundation’s monitoring regime. A simple matrix table, with the outputs in one field and the proposed accomplishment dates in another, will serve as organisation’s monitoring framework. Monitoring results alone, however, will contribute little unless they are used to understand why something was achieved or not. This is where the evaluation process is crucial. Evaluation allows the team to step back and consider why certain outputs and goals are being exceeded, achieved, partially achieved or not achieved at all. Information garnered through this process can then be used to inform decision-­‐making processes, factoring in information for the adjustment or redesign of the Foundation’s operational plans. The Foundation intends to have its staff contribute to a review of the organisation’s business performance, drawing extensively on the monitoring results and observations derived from the above activities. Based on the review, a set of actions will be identified and adjustments made to the existing strategic, business and project plans of the Foundation as determined through this process. This will occur on an annual basis and will be linked to the organisation’s annual reporting and planning procedures (see Figure 3.2). 59 Part VI Song Saa Foundation 18-­‐month ‘Vision Points’ At the end of this 18-­‐month business plan the ‘vision points’ for the Song Saa Foundation are: • The goals of the Song Saa Foundation are accomplished as demonstrated through the monitoring of outputs • The Song Saa Foundation is operationally self-­‐sufficient and sustainable • The Song Saa Foundation is able to complete all of the projects described in this business plan • The Foundation achieves 501 (c) (3) status is accomplished in the United States • The Song Saa Foundation is in a position to scale-­‐up and add to its operations • The Song Saa Foundation is recognised as an East Asian leader in the promotion of coastal sustainability • The Song Saa Foundation is the recipient of 3 awards that acknowledge its work in the Koh Rong Archipelago • The Song Saa endowment fund is established and underway 60 Appendix 1 Legal Statutes of Koh Song Saa Foundation Organization (Song Saa Foundation) 61 Kingdom of Cambodia Nation Religion King Statute of Koh Song Saa Foundation Organization (K.S.F.O) Address: House No 108E1, Street No 19, Sangkat Chey Chumneas, Khan Daun Penh, Phnom Penh, Cambodia. 62 Chapter 1 Name, address, identity, symbol and seal Article 1: Name The Khmer name of this organization is “អង្ គ ការមូ ល និ ធ ិ ក ោះសង្ ស ារ” abbreviated to “អ.ម.ក.ស” and its English name is KOS SONG SAA FOUNDATION ORGANIZATION shortened to K.S.F.O. Article 2: Address The head office of K.S.F.O is in Phnom Penh. K.S.F.O may have its branch offices in provinces as compulsorily required by the organization. Either its head office or branch offices may subject to be moved, if necessary, in accordance to 2/3 majority votes of board members. Article 3: Identity K.S.F.O is a nonprofit, neutral, nonracial, nonreligious, non-­‐political, non-­‐
governmental organization that does not involve in politics and does not act as a political tool in which it does not provide means of material, finance and human resources to support any political party, candidate or advocate, but K.S.F.O serves for public interest. Article 4: Symbol and seal K.S.F.O has the following symbol and seal: -
The symbol of K.S.F.O in English means SONG SAA. The seal of K.S.F.O takes the shape of double rings with 34mm in size, has the organization symbol inside the rings and uses blue ink, whereby the upper half of the rings is the Khmer name and the lower half is the English name in the lower half, and within the ring there is the letter SONG SAA. Chapter 2 Goals Article 5: Goals 63 The goals of K.S.F.O are to accelerate eternal development in Koh Rong Archipelago as well as Cambodia to restore development and maintenance of environment and communities as well as national economy through: -
Diffusing and supporting onshore and offshore resource preservation in Cambodia; Developing and supporting the reservation of marine resources and approaches to protect biodiversity of marine area and communities relying on the marine resource; Developing and supporting communities that are an initial point for supporting the maintenance of residency; Developing and participating in onshore and offshore biodiversity education through some programs and activities; Outreaching and supporting the stability of community culture and nature of the environment; Supporting and developing linkage and connection which promote biodiversity stability in the state as well as private, civil and enterprise; Promoting and supporting “good practice” as well as consideration of equal rights between men and women and ethnics in all work of K.S.F.O; Developing and supporting studying-­‐together and sharing opportunities; and Supporting, collecting and disseminating physical, social and economic environmental information of Cambodia. Chapter 3 Membership and cancelling of membership Article 6: Membership Citizens of both sexes with the age of 18 years old and over are entitled to apply for membership of K.S.F.O. All members and staff of K.S.F.O shall abide by Cambodian law in force as well as statutes and internal rules and decision of K.S.F.O. K.S.F.O members include: -
Honorable members Founding members Active members Article 7: Honorable members Honorable member are those who provided fund, material, good experience or achievement to improving the organization. Article 8: Founding members 64 Founding members are those who initiated the establishment of this organization. Article 9: Active members Active members are those who actively participate and serve in work activities for the organization. Article 10: Cancellation of membership and employment Conditions of cancelling membership and employment are as the followings: -
He/she dies; He/she reaches expiration of employment contract; He/she personally has submitted a written form of resignation to the board at least 15 days prior to resigning date; He/she fails to abide by the statutes, internal rules and decisions of the organization, and is dismissed by the 2/3 majority vote of board members after he/she has received a notice from the board twice and still he/she does not redeem her/himself; He/she is charged with misdemeanor or criminal offence whose final judgment or verdict is issued by Cambodian court; He/she is diagnosed with mental illness with a certificate issued from a legal hospital in the Kingdom of Cambodia. Article 11: In case of dismissal of any member or staff, the board of director shall hold a meeting in order to recruit a new one to replace the dismissal once. Chapter 4 Structure Article 12: K.S.F.O has the following managing structure: -
General assembly Board of Director Executive Board Article 13: Board The board designated by the organization assembly is comprised of at least five members with capable expertise and work experience in managing and directing 65 the organization in order to provide good ideas and/or techniques to the executive board for leading and implementing the organization’s work activities. The mandate of board is of four years and can be renewed base on the assembly’s decision. The board is the one who recruits, appoints or fires the executive director and members of the executive board. Article 14: Board meeting The board shall hold a meeting once every three months according to the board chair’s invitation, and can be gathered in an extraordinary meeting at the request of the board chair or 2/3 board members so as to check, discuss and adopt the agenda that is submitted by the board chair or members. Article 15: The decision of both, the board meetings shall be deemed legal in accordance with 50%+1 supportive voice of at least 2/3 quorum of the board members, which must include the board member who is also the Chairman of the Executive Committee. However, if a vote results in a 50-­‐50% tie of 4 board members present, then the board will postpone the vote until the 5th board member can be contacted and cast the final deciding vote (i.e., tie-­‐breaking vote) to pass a board resolution. Article 16: Executive committee The executive committee is comprised of at least four persons who are recruited and appointed by the board of director in order to implement the organization work activities. Article 17: The executive committee is comprised of at least four persons as the following: Chairman Vice-­‐chairman Administrator Treasurer one person one person one person one person Article 18: Chairman of executive committee The chairman of the executive committee is the president of organization and legal representative in charge of general work and responsible for all the organizational activities before the board. 66 Article 19: Vice-­chairman The vice-­‐chairman facilitates the chairman’s work according to the chairman’s determination and shall be the acting chairman during the absence of the chairman with a written letter of attorney from the chairman. Article 20: Administrator The administrator has the following responsibilities: -
Manage administrative work, property and inventories; Manage personnel’s work; Take the minutes of meetings and assembly. Article 21: Treasurer The treasurer has the following responsibilities: -
Manage and check all income and expenses of the organization; Make an annual budget plan and a financial statement for the president of organization and submit them to the board and the assembly to be examined and approved. Chapter 5 Sources of fund and management Article 22: The sources of fund of K.S.F.O are from: -
Contribution from the organization staff and members; Gift in cash or kind from generous persons; Gift from national and international organizations and associations; Gift from national and international governments; Gift from international embassies or donor agencies; and Income from lawful activities of the organization. Article 23: All of K.S.F.O incomes are managed by the treasurer with the consented signatures from the president of the organization and the chair of the board. Income that comes in form of cash or check shall be deposited with a bank 67 account of a lawful bank in Cambodia on behalf of K.S.F.O according to the board decision. Some budget shall be kept in the organization cash box for the purpose of necessary use in the organization according to the board determination. Any withdrawal of cash or check from the bank must be signed by the treasurer, the president of the organization, and the board chairman, or the entitlement can be transferred to a legal person who is a member of the executive committee or the board through the written power of attorney letter from the person who has the authority. Chapter 6 Assembly and meeting Article 24: Assembly is the supreme leading body of K.S.F.O., which will be comprised of Active Members (i.e., the five board members of K.S.F.O.), as well as Honorable Members and Founding Members. There are two kinds of the organization assemblies: regular assembly and extraordinary assembly. Article 25: Regular assembly Regular assembly is held every two years in December with participation from all members of organization. An Honorable Member and a Founding Member are entitled to take part in the assembly but do not have a right to vote or stand for the election. Regular assembly is responsible for: -
Voting to select members of the board at the end of their term; Check and assess the annual activities reports and financial statement that have been implemented previously; Examine and adopt directions, goals and budget for next year’s implement; Inspect and adopt amendment of the statutes, internal rules or labor law; and Check and deal with diverse tasks proposed by the executive committee or the board. Article 26: Extraordinary assembly 68 In necessary or special cases, K.S.F.O can organize an extraordinary meeting without scheduling the time according to invitation of the board chair or at the request of 2/3 of the board members. Extraordinary assembly is responsible for: -
Checking, discussing, modifying and adopting the statutes where necessary; Checking and adopting the substitution of the board chair; Inspecting and adopting the dissolution of the organization, and the arrangement of the organization property; and Examining and solving other compulsory tasks in the organization. Article 27: Legality Any decision of the two assemblies has a legal value provided that it radically has 50%+1 supportive voice of at least 2/3 quorum of the board members in either assembly. Where there is equal supportive voice, the voice of the assembly chairman will prevail. The assembly chair shall in all cases be one of the original co-­‐founders of the predecessor of K.S.F.O (i.e., the Animal Footprints Organization), namely Mr. Rory Martine Hunter or Mrs. Melita Hunter. Article 28: Meeting of the executive committee The executive committee shall gather at a meeting once a month upon request of the president of organization and can hold an extraordinary meeting upon request of the president of the organization or 2/3 of the executive committee members to inspect, discuss and adopt an agenda submitted by the president of organization or board member for the purpose of seeking strategies to better implement the organization work activities. Article 29: The decisions of the two executive committee meetings are deemed legal through the adoption with 50%+1 supportive voice of at least 2/3 quorum of the executive committee. Chapter 7 Statute amendment and organization dissolution Article 30: 69 The K.S.F.O statutes can be amended at the request of the chairman of board or 2/3 of the organization board members. The adoption of the organization statute amendment is in jurisdiction of the assembly. Article 31: Only assembly can make a decision to dissolve K.S.F.O. When K.S.F.O is to be dissolved, an assembly must be arranged to set up a committee in order to settle the organization debt. The leftover properties of K.S.F.O after legally settling the organization debt shall be transferred to any organization or association sharing the same goals, or the national association of Cambodian Red Cross. Chapter 8 Final provisions Article 32: Any rules and regulation of K.S.F.O that contradict to this statute shall be deemed annulled. Article 33: The statutes of K.S.F.O legally come into force on the date of the signature henceforth. Phnom Penh, March 22, 2013 Having filed the statute of Koh Song Saa Foundation Organization amended on April 04, 2013 Phnom Penh, April 04, 2013 Department of politic affair Chief (Signed) 70 For. Executive Committee Chairman (Sign) Khiev Maly Structure Koh Song Saa Foundation Organization (K.S.F.O) 3 Assembly Board Board Ms. Khieu Mealy Executive Committee Chairman Dr. Wayne McCallum Mr. Mao Panha Member Mrs. Melita Hunter Member Mr. Wayne McCallum Member Mr. Rory Martin Hunter Member Vice-­Chairman Mr. Rory Martin Hunter Administrator Treasurer Mrs. Melita Hunter Miss Hin Rachana 71 Chair