Page 8 - Sustainability and entrepreneurship for CSO's and CSO networks Cambodia 1 November 2018

CHAPTER 2: CSO PROVINCIAL NETWORKS IN CAMBODIA
Some subnational CSO networks exist since 1994. Others started later, taking the opportunity to get hold of available international funds. From 2007 Star Kampuchea invested in subnational CSO networks. Between 2014 - 2016 Cooperation Committee for Cambodia (CCC) continued to support CSO networks at a smaller scale. The European Union (EU) funded project Strengthening CSO Networks for Inclusive Development, led by Voluntary Services Overseas (VSO) Cambodia, started in September 2016 in eight provinces. CCC started the Phase III Governance Hub Program (GHP) to enhance effectiveness and impact of CSOs’ in June 2017 with EU support. The GHP program will work with 15 subnational networks, 300 CSOs and 250 CBOs6 till 2021.
The subnational CSO networks today are voluntarily operated by staff of member organisations and organise 3 - 4 CSO member meetings per year to discuss funding opportunities, advocacy and practical issues. Strategic plans, bylaws, management structures, operational plans and budget planning at the CSO networks are available but not functional. Despite support in earlier years none of the CSO subnational networks have been able to scale up and to secure their activities and resources. The CSO networks are still in a start up phase.
Each subnational CSO network counts, on average, 30 members, out of which 22 are active (Soriya, 2017). None of the members pay membership fees to the networks that, as a result, remain without financial sources. At this moment it is unknown how many CSOs per province are operational and sustainable. The information gathered in the CSO strengthening project shows that local CSOs increasingly have difficulties to attract funding for their activities. Only a few local CSOs try to earn money through local resources and / or commercial activities.
Requirements for a CSO network:
1. The function of a CSO network is to unify people and organisations around a certain issue (or a range of similar topics) through lobbying, debates, technical and social gatherings, research and practical services to its members.
2. Networks realise their value for society through their access to people and information from grassroots levels (via their members) up to international levels through their connections with international donors, research institutes and partner networks.
3. An economies of scale (contribution paying members) is necessary to pay for staff, office, overhead and operational costs.
4. Networks act as a club, a community and as a service organisation to its members and can provide them with club cards, discounts for insurances, purchases etc. Since membership is voluntary and is to come with membership fees, the organisation is to deliver added value to its members.
5. Networks can not compete with their members. For example: networks can provide their members with support to attain funds and to manage those funds. They cannot apply for funding for projects, unless it clearly responds to the networks’ core function and when it is approved by its members.
6 https://www.ccc-cambodia.org/.../Dr.El_Sotheary_CCC%20New_GHP_BMM.ppt
!8