ICSO
During this first initial phase, ICSO focused on building trust among the Indigenous Peoples (IPs) leaders and stakeholders. The organization made the significant strides in enhancing the IPs leadership and management capacity in the areas such as Community Organizing, Natural Resources Management, Women’s Empowerment, and Community Media Development marking a pivotal moment in the history of IPs in northeastern Cambodia.
ICSO
In this phase, ICSO concentrated on strengthening the IPs rights. Key initiatives included enhancing cultural identification, legal entity establishment and registration, communal land title (CLT) registration, and forming a coalition within IPs national networks to advocate for land and natural resource rights in Cambodia.
ICSO
This phase emphasized further strengthening the functioning of the Indigenous Peoples Organizations (IPOs) while integrating the community economic empowerment and welfare approaches. ICSO also supported the establishment of the independent IPOs and the Indigenous Peoples Association of Cambodia (IPAC), which was registered with the Ministry of Interior (MoI). It is in order to strengthen the community institutional and constituency.
ICSO
The strategic plan for this phase aimed to address the ongoing challenges, particularly in economic and rights empowerment. This framework focuses on improving the welfare of IPs across all target areas, including Ratanakiri and beyond, through active and participatory efforts by IPs.
ICSO
ICSO has been implementing its 2021-2025 Strategic Plan. This strategic framework focuses on improving the welfare of the IPs across all targeted areas and groups, including Ratanakiri province and beyond, through active and participatory efforts of the indigenous peoples. It is for the Indigenous Communal Land Title (ICLT) registration process to be land tenure security and promotiong the economic empowermnet to apdaptive the climate resilience. Policy dialogue platforms on land rights as well as strengthening the community based organizations' institutional and constituency. The Strategy will come to an end this year of 2025. The new strategic plan will be developed for 2026-2028.
ICSO
ICSO has been implementing its 2026-2028 Strategic Plan. This strategic framework focuses on improving the welfare of the IPs across all targeted areas and groups, including Ratanakiri province and beyond, through active and participatory efforts of the indigenous peoples. It is for the Indigenous Communal Land Title (ICLT) registration process to be land tenure security and promotiong the economic empowermnet to apdaptive the climate resilience. Policy dialogue platforms on land rights as well as strengthening the community based organizations' institutional and constituency. The Strategy will come to an end this year of 2028.
Key Message from ICSO’s Governance Board
The Governance Board of the Indigenous Community Support Organization (ICSO) is proud to share our mission and achievements with the public regarding our work for the Indigenous Peoples (IPs) in Cambodia. Since 2007, we, the Governance Board have played a vital role in shaping the organization's strategies and policies to ensure the effective implementation of our strategic and programmatic directives, promoting good governance, and maintaining accountable, transparent, and professional leadership and management.
We would like to take this opportunity to acknowledge and commend the ICSO staff and management for their dedication and commitment to serve the Indigenous Communities (ICs) since the organization’s inception and continuation effectively and efficiency. As a result; ICSO has successfully completed the five-phases of its strategic plan, included, 2007-2009, 2010-2012, 2013-2015, 2016-2020, and 2021-2025.
Looking ahead, ICSO’s sixth strategic plan for 2026-2028 incorporated the lessons learned and best practices, builds on the past successes, and addresses gaps and challenges identified in previous phases. This plan is focusing on furthering inclusive development for vulnerable and poor communities, in particularly, IPs. Throughout its history, ICSO has enhanced its staff's capacity to navigate various political, social, economic, and technological contexts. The Governance Board continues the advises for the management team to develop optimal solutions to mitigate risks and leverage innovative technologies for development in order to assist the IPs challenges occurred.
ICSO is committed by innovating and finding the effective solutions to the challenges faced by vulnerable and poor people in Cambodia during this strategic period of 2026-2028 mandate. The Governance Board is dedicated to promoting social, cultural, and environmental equity and justice, thoughtfully considering the future and aspirations of the communities. We are confident that ICSO will make significant strides toward achieving its mission during this complex period and obstacle of funding gaps.
We extend our gratitude to all ICSO management teams and staff for their years of dedicated service to IPs in Cambodia. A special thank you to Mr. Sao Vansey, the Executive Director of ICSO, for his effective leadership and consistent management of the organization.
We look forward to the progress in achieving its vision, mission, core values, strategic goals, strategic objectives, and strategic actions over the next three years. We stand ready to support the management team in this important work for the benefit of vulnerable, the poor people and the IPs in Cambodia.
On behalf of the ICSO Governance Board,
RUN Saray,
Chairman of the ICSO Governance Board,