Padek’s goal throughout 2009-2012 was ‘to empower disadvantaged people to improve their quality of life in a sustainable way through building and strengthening civil society organisation’.

Padek’s vision, mission and goal for 2009-2012 were:

Vision: An equitable, peaceful, self-reliant society where there is no poverty

Mission: Build and strengthen the capacity of appropriate people’s organisations in order that they can become independent, access resources, support local initiatives, network with government, and promote human rights.

Goal: To empower disadvantaged people to improve their quality of life in a sustainable way through building and strengthening civil society

Padek Strategic Plan 2009-2012 focused on four objectives:

• Objective 1: Organisation Building
• Objective 2: Food Security and Income Generation
• Objective 3: Education and Culture
• Objective 4: Health


OBJECTIVE 1: ORGANISATION BUILDING

Civil society organisations capable of managing and coordinating resources for the total development of their communities

OBJECTIVE 2: FOOD SECURITY AND INCOME GENERATION

Civil society organisations capable of improving the food security and income of their communities

OBJECTIVE 3: EDUCATION AND CULTURE

Civil society organisations able to network with government and other organisations in order to educate their communities about the value of education for all, and to nurture non-oppressive culture

OBJECTIVE 4: HEALTH

Civil society organisations able to network with government and other organisations in order to promote and implement health and sanitation awareness and practice for all


 

To achieve these objectives, Padek focused on strengthening the Padek Integrated Community Development Model (PICDM) to address basic needs and to improve living conditions. Based on best practice experiences of the ASUs, PICDM was adopted by Padek in 1999 and formed the basis of consecutive strategic plans from 2001.

PICDM focused on the formation of three development groups – the People’s organisations (the Self Help Groups), the ‘expert’ groups (in agriculture, livestock and agriculture for example), and the Village and Commune Developed Committees (VDCs and CDCs).

Under the PICDM approach, Padek focused heavily on building and strengthening civil society organisations, known as Commune Community Base Organisations (CCBOs). By strengthening CCBOs, it was hoped that the CCBOs would have acquired the skills and expertise to become sustainable and to meet the needs of their local community.

Under the framework of the PICDM, Padek also adopted other intervention strategies for the 2009- 2012 period. These included:

• Expansion approached areas
• Partners in development
• Commune Council and decentralisation
• Community finance and health insurance
• Research, networking and policy advocacy
• Enterprise development
• Disaster management
• HIV/AIDS
• Gender mainstreaming
• Social land concession

Under the Strategic Plan 2009-2012, Padek operated in 606 villages across 70 communes and 21 districts in eight project areas or ASUs in Svay Rieng, Prey Veng, Kampong Speu, Siem Reap, Phnom Penh, Kratie, Oddar Meanchey and Oral.

From July-December 2012 Padek began its transition to the new Strategic Plan (2013-2016), which involved phasing out its involvement in some communes and ceasing work in 22 communes. During this period, Padek also closed its Phnom Penh ASU office and stopped most of its activities in Svay Rieng province.