presented by sophal, october 30, 2010

Pact Cambodia I www.pactcambodia.org Yi Soktha

Presented by Sophal, October 30, 2010

Day2: Session 3

The Management of the National Program for Sub-National Democratic Development

(NP-SNDD 2010 – 2019)

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Day 2 - Session 3: Objectives

• Describe the NP-SNDD Platform periods and Expected Results for the first platform;

• Describe an overview of M&E strategy for tracking the progress of the NP-SNDD results;

• Describe an overview of the 4 lines of accountability applied in the program areas in NP-SNDD;

• Describe an overview of some key factors/elements influencing implementation results;

• Outline the key stakeholders and their main roles in implementation of the NP-SNDD;

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Day 2 - Session 3: Expected Outputs

• Participants share knowledge and understanding gained among their peers;

• Participants have options as their starting point for engaging in the process of NP-SNDD implementation;

• Participants could find additional information on their own about the NP-SNDD and related documents.


Democratic Development

Service Delivery

Poverty Reduction

Support Institutions for D&D Reform

From NP- SNDD (2010-2019) To 3 Platforms/Phases

Platform 1 (2011–2013)

Platform 2 (2014-2016)

Platform 3 (2017-2019)

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Prioritized Activities of PA in each Platform

Goal/Objectives(Expected Results)

5 Program Areas

1. SNA Organization

2. SNA Human Resource

3. SNA Functions

4. SNA Resource

5. National Management and Support

Platform 1 (2011–2013)

Platform 2 (2014-2016)

Platform 3 (2017-2019)

Cross-Cutting Programs


The Expected Institutional Changes in Each Platform/Phase

DescriptionsResults in Each Platform

Platform1 (2011–2013) Platform 2 (2014-2016) Platform 3 (2017-2019)

Goal

Institutional Change

Councils will be established and recognized decision making body of SNAs

The line of accountability between ministries and SNAs will be increased to the Council as more functions are assigned.

Ministries become increasingly responsible for creating the enabling environment in which SNAs carry out sector strategies.

Institutional Results

As the D&D policy and legal instruments are adopted. NP-SNDD programs reflecting them are implemented, institutional change will occur. (NP-SNDD, Chapter 2, page 20)


The Expected Institutional Results in Platform 1

Descriptions Results in Platform 1 (2011–2013)

Institutional Results

1. SNA officials will have mastered the basic competencies necessary for D&D reform

2. Legal framework necessary for Law on the Administrative Management of the Capital, Provinces, Municipalities, Districts and Khans to be actualized will be in place.

3. An overall systematic process for functional review is approved by the NCDD, including defining a system which allows RGC to identify the preliminary permissive functions to be transferred to SNAs.

4. SNAs systems that accommodate the transfer of functions and subsequent transfer of resources will be institutionalized.

5. SNAs implement a first package of functions transferred by national level

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Conclusions on the importance of the platform division

Platforms will create a base foundation:

(1) Reflect the practical nature of implementation of the reform program;

(2) Take into account the amount of time it will take to adjust, coordinate, and adopt individual and institutional changes; and

(3)Provide sufficient time for a fair assessment of efforts and necessary adjustment.

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How to know the progress of the results achieved in each platform?

• M&E framework will be established in which it links to Program Areas and D&D Objectives.

• Donor alignment with NP- M&E framework.

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The M&E Strategy in Platform 1 (2011-2013)

1- Program evaluation: Evaluation includes assessing and evaluating:

a) Programme outcomes;

b) Programme impacts; and

c) Policy options.

2- Program implementation monitoring includes:

a) Monitoring capacity development outputs, activities and inputs, as programmed under the annual work plan and budgets.

b) Tracking SNA capacity and performance (i.e. SNA activities and outputs; and

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The M&E strategy in Platform 1 (continued)

c) Supporting the development of central Government arrangements and information gathering for oversight of SNA performance, tracking of public expenditure, HR management and public asset management.

Note: The M&E used for the NP-SNDD will not only include measurement of both outputs and outcomes (results), but also use this information to help manage and improve programs and services. Thus it will serve two key purposes: (1) Providing Accountability; and (2) Improving programs and services so as to make them more effective.

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What are the Four lines of accountability are implied in the NP-SNDD

Lines of Accountability Description of its implication

1. Internal accountability

which is within a unit of SNA or among the SNAs own entities

2. Intra-SNA accountability

which refers to accountability among/between SNAs or units of SNAs, at the same or different levels

3. Inter-governmental accountability

which is between the central government, line Ministries, institutions and departments with SNAs.

4. Accountability of SNAs

to citizens refers to political accountability between SNA and citizens in their jurisdiction

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Line of accountability

13

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Each program Area weaves one or more lines of

accountability in platform

Goal/Objective(Expected Results)

5 Program Areas

1. SNA Organization

2. SNA Human Resource

3. SNA Functions

4. SNA Resource

5. National Management and Support

Platform 1 (2010–2012)

Platform 2 (2013-2015)

Platform 3 (2016-2019)

Four lines of accountability are implied in the NP-SNDD

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Each Program Area weaves one or more lines of accountability

Four Lines of Accountability

1. Internal Accountability

2. Intra-SNA Accountability

3. Inter-Governmental Accountability

4. Accountability of SNAs

PA 1 PA 2 PA 3 PA 4 PA 5

1

2

3

4

2

1

3

4

Lines of accountability are implied in 5 Program Areas

1

2

3

4

1

Note: NCDD will establish: (1) mechanism and procedures to limit the control of central ministries and agencies on SNA; (2) administrative mediation and conflict resolution mechanism to ensure a means to reinforce SNA Internal Accountability and Intra-SNA Accountability processes.

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Note: NCDD proposed to establish:

(1) Mechanism and procedures to limit the control of central ministries and agencies on SNA;

(2) Administrative mediation and conflict resolution mechanism to ensure a means to reinforce SNA Internal Accountability and Intra-SNA Accountability processes.

Each program Areas weave One or more lines of accountability (Cont.)

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Factors influencing implementation results of NP-SNDD

Some key factors/elements influencing the results of NP-NSDD:

1. SNAs fiduciary responsibilities consistent with the revenues and financial management.

2. Councils must be able to provide information and explain to their citizens about their budget allocation decisions through participatory planning and investment programming.

3. SNAs have proper payroll and minimal personnel management systems in place to protect the employee rights and to ensure that there are no ghost civil servants on the SNA payroll.

4. Need of the baseline capacity assessment.

5. Need of scaling up the transfer of functions based on areas/regions.

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Who will involve in the implementation of the NP-SNDD?

1- Ordinary Citizens:Citizens who live in the sub-national administrative level

2- National Institution: Ministries, National Authority, National Council, Institutes, Research Institutes, etc.

3- NCDDS: NCDD Secretariat, Sub Committees, Support Units, etc.

4- Development Partners: UNDP, UNCDF, WB, UNICEF, UNFPA, USAID, etc.

5- Sub-National Administration: Municipal, Provinces, Capitals, Districts, Khans, Communes, Sangkats, and Line Departments

6- Private Sectors: Private institutes, Private Companies, Private Service Providers, Factories, Enterprises

7- Civil Society Organizations: National and International Organizations, Community Based Organizations, Associations

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What their are roles of those Institutions?

1- Ordinary Citizens: Participate in decision making, the implementation, monitoring the service delivery, provide feedback, share information, and participate in selecting their representative.

2- National Institution: Formulate policy, strategy, implementation mechanism, guideline, monitor the implementation of policy, provide feedback, etc.

3- NCDDS: Secretary of the government, facilitate, support and monitor the implementation of the program, identify the needs of staff, capacity, and financial resources for the implementation of the program, etc.

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4- Development Partners: Cooperate, consultation, financial supports, involve in the implementation of the program, provide feedback for the improvement of policy, and monitor the implementation of the program, etc.

5- Sub-National Administration: Participate in the implementation of the program, provide feedback for the improvement of policy, and monitor the implementation of the program, etc.

6- Private Sectors: Build partnership with sub-national administration, participate in service delivery (infrastructure and non-infrastructure), capacity building based on training needs assessment, monitor the implementation and strengthen the accountability, provide feedback, etc.

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• Civil Society Organizations: Build partnership with sub-national administration, participate in service delivery (infrastructure and non-infrastructure), capacity building based on training needs assessment, monitor the implementation and strengthen the accountability, provide feedback, participate in consultation between citizens and sub-national councils, strengthen the engagement between citizens and each administration at sub-national level, share information that obtained from citizens to councils and from councils to citizens, etc.

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THANKS

presented by sophal, october 30, 2010

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