Overview

CWS represents the 36 Protestant, Orthodox and Anglican denominations in the USA. Working in partnership in more than 80 countries, CWS supports sustainable self-help development, meets emergency needs, aids refugees, and helps address the root cause of poverty and powerlessness. CWS in Cambodia has been supported by the global ecumenical network of WCC.

Background

CWS began its activities in Cambodia in 1979 as one of the few humanitarian organizations permitted to work in the country after the fall of the Khmer Rough regime, Limited to working through central government structures, as all international agencies were at this time, CWS initially began working with the government in the area of agriculture production and infrastructure rehabilitation. 1980s CWS’ involvement in Cambodia was primarily limited to providing technical assistance to the government, notably the Department of Agriculture and Food. American volunteers as well as Cuban engineers and veterinarians, worked through respective government structures and line ministries providing technical support with the rehabilitation of irrigation system, improving agricultural production and animal husbandry and provision and use of tools of production. 1990’s The Paris Peace Agreement in 1991 paved way for international humanitarian organization to operate more freely in the country. This effectively allowed agencies to reach a greater number of villages and expand development activities. In the two years following the peace accords. CWS established community development projects in Svay Rieng, Kandal, Kompong Thom and Battambang provinces. Two of the projects (Svay Rieng and Battambang) worked through the Department of Agriculture implementing agriculture livelihood activities. The other two projects in Kompong Thom and Kandal assisted in the reintegration of refugees who started to return from the Thai-Cambodian Border During these years, CWS moved from supporting specific sectoral projects to working in a broader, more integrated and holistic manner.Projects were reoriented in line with integrated community development, with particular attention to issues such as community food security (agriculture and income generation), health, forestry, etc. Developing local advocacy and emergency response capabilities were also included as core objectives of these projects. Initially, building the capacity of communities centered on village development committees or VDCs, mainly patterned from the work of UNDP CARERE in the mid-1990s. However, the concept of self-help grounds (SHGs) was introduced in the late 1999s, and became the primary approach to organizing communities by both CWS projects and its partners. These same groups also became the vehicle in improving the economic status of poor and vulnerable families by encouraging individual savings and providing working capital assistance to members. Toward the end of the 1990s there were at least two SHGs in each village in each of the 5 provinces where CWS working. 2000 – 2004 The turn of the century proved to be challenging for CWS. The institution had its first fully funded external evaluation in 2000, providing an opportunity for the agency to learn from its experience over the past two decades and pursue more proactive programs. Internal limitations came into play however, thus preventing CWS from pursuing the recommendations of the external evaluation. It was recognized at this point that CWS needed to formulate a comprehensive strategic plan that clear set the direction of all of its programs. In 2003, CWS formulated such a plan covering the period until 2010. CWS’s vision is of “… Cambodia society where the basic needs of all people are met; communities are supportive, cooperative and unified, built on the foundations of equity and acceptance” CWS’s mission is to …. work with communities to enhance the well being of Cambodia’s vulnerable people and rural poor in the process of rehabilitation, development and emergency response” its goal is to “….to build a strong civil society that will impact positively on the standard of living of the poor and vulnerable people, the equality of women and overall peace.

Mission

Strategic Objective – Program Community Development Program 1. Food security - Vulnerable people and poor, with whom CWS’s work will have food available for twelve months of the year. 2. Health – People in CWS target communities do not become ill from preventable diseases, do not die from curable diseases and thus do not have to deplete their limited resources. Partnership Program 1. CNGOs develop and manage their programs and organizations effectively to change the lives of the poor and vulnerable in their target areas and CNGO networks impact government policies and practices. 2. Commune Councils will develop and fulfill their new roles and responsibilities as outlined in the Commune Council Administrative law as part of the decentralization process. 3. Partnership with Mine Advisory Group (MAG) – The people of Kompong Thom province having the land cleared of mines is an essential element in any program to ensure sustainable livelihoods; Strategic Support Program 1. Emergency Response – CWS and CWS communities have the capability to prepare and response to natural and manmade disaster in a timely manner. Cross Cutting Issues 1. Gender Equity – Women actively participate in all activities and decision making process, at all levels and are able to benefit from these activities without recrimination. 2. Peace Building – Principles of peace work will be at the foundation of CWS work. 3. Access to National Resources – CWS target communities have better use of and long – term benefit from their natural resources without their depletion. Strategic Objectives – Organization 1. Development – Practices – All CWS interventions are appropriate and represent best practice, have position impact and are consistent with Vision, Mission, Value and Goal of the Organization. 2. Financial Security and Sustainability – CWS will have the required resources to implement its objectives, financial security and accountable and transparent financial system. 3. Learning Organization – CWS will internalize and practice and the principles of a learning organization as defined by Britton. 4. Program Development and Management – CWS will have appropriate mechanisms for planning, implementation, monitoring, evaluation and reporting and ensure necessary changes are made for optimum impact in the community. 5. Staff, Systems and Policy Development – CWS will have capable and committed staff that are able to manage programs and practice efficient working systems and implement policies effectively. 6. Values – CWS will work to develop and integrate authentic core values and guiding principles that demonstrate the cohesion between CWS Cambodia and CWS Worldwide.

Vision

CWS is a respected development organization with committed and competent Cambodia nationals working to bring dignity, equity, and harmony to Cambodia