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The First Meeting

Technical Working Group on Agriculture and Water(TWG-AW)

Compendium

Phnom Penh, 30 March, 2016

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Minutes of Meeting

On Technical Working Group on Agriculture and Water (TWG-AW)

March 30, 2016Department of Accounting and Finance

Ministry of Agriculture, Forestry and Fisheries (MAFF)

The first TWG-AW meeting of 2016 was co-chaired by H.E. Dr. Ty Sokhun, Secretary of State, MAFF and co-chairof TWG-AW and H.E. Thor Chetha, Secretary of State of Ministry of Water Resources and Meteorology(MOWRAM) and co-chair of TWG-AW. The members of TWG-AW including line departments of MAFF, relevantgovernment ministries, development partners, NGOs, and banks were invited to attend this quarterly TWG-AWmeeting. The list of participant attendance is in Annex 1.

The objectives of the TWG-AW meeting were to follow up the action agreed in the last meeting, to discuss andendorse the 2016 workplan for TWG-AW, and to share the update of development cooperation mechanism forbetter management at the sectoral level. The agenda of the meeting is in Annex 2.

In his opening remarks, H.E. Dr. Ty Sokhun welcomed all participants especially the new representative fromFAO, as well as those from Korea Exim Bank and from NGO Forum. After explaining about the agenda items toall participants, he invited the DP facilitators, FAO and IFAD, to introduce themselves.

New FAO representative Mr. Alexandre Huynh informed that he just got royal accreditation this morning andwas pleased to participate in this TWG-AW.

Mr. Benoit Thierry, IFAD Country Program Manager, said that it was a good sign to have more participation frommembers and more project presentations.

1. Follow-up of Actions Agreed in Minutes of Last Meeting

Dr. Mak Seoun reported that the Sub-Working Group (SWG) on Agricultural Extension within TWG-AW wasagreed to be established, and GDA of MAFF volunteered to be a co-chair of sub-working group on agriculturalextension. Since there were many development partners supporting agricultural extension including IFAD, ADB,JICA or other development partners, Dr. Mak Seoun requested the official nomination from government sideand development partners to be co-chairs and members of the sub-working group.

H.E. Dr. Ty Sokhun reiterated to ask interesting government and development partners to send the names ofrepresentatives to be co-chairs and members of this SWG for this arrangement.

Mr. Meng Sakphouseth, IFAD, suggested sharing the draft TOR for discussion and comments before asking DPsto be part of the SWG. He also informed that IFAD volunteered to be a co-chair of this SWG.

Dr. Mak Seoun informed that TOR was drafted and circulated to partners and discussed in the sectoral meeting.He also asked for setting up the mechanism to facilitate and coordinate SWG.

H.E. Dr. Ty Sokhun suggested Mr. Meng Sakphouseth to send the list of nominated DPs including DP facilitatorand members to SWG, and then SWG would coordinate the discussion of TOR of SWG and further submitt toplenary meeting of TWG-AW for approval. He also asked for interested DPs to send their names as members tothe secretariat of SWG co-chaired by GDA and IFAD.

Mr. Chhea Bunrith, Director of Agricultural Irrigation, MOWRAM, supported the establishment of SWG andsuggested to change the name of SWG to SWG on “Agricultural and Irrigation Extension”.

Dr. Mak Seoun told the meeting that SWG could be co-chaired by GDA, MAFF and MOWRAM to jointlycoordinate the agricultural and water extension.

H.E. Dr. Ty Sokhun suggested the discussion among the interested members to agree on the name and TORwithin the SWG.

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H.E. Mr. Thor Chetha supported Mr. Chhea Bunrith to change the name of SWG and he also emphasized thatthere was only one sub-group on agricultural and irrigation extension.

H.E. Dr. Ty Sokhun informed that there could be many SWGs according to the necessity. SWG would beestablished for a specific issue. He also emphasized that the name of SWG would depend on the discussion inthe SWG to have agriculture and irrigation. Therefore, co-chairs from MAFF and MOWRAM would be required.

Action: Interested organizations including government and DPs are required to send the names of theirrepresentative to SWG secretariat.

2. Presentation on Guideline on the Roles and Functions of Technical Working Group

Ms. Phana Veunida, Director of Asia Pacific and Oceania Department, Council for the Development ofCambodia/Cambodian Rehabilitation and Development Board (CDC/CRDB), conducted a comprehensivepresentation on the newly adopted Guideline on the Roles and Functions of TWG including background,accountability and roles of TWGs, institutional arrangements (composition of TWG, size, meeting) , andprinciples for effective TWGs. According to her presentation, there were six areas of work in the ToR andworkplan of a TWG. They are (1) alignment, coordination, and resources mobilization/utilization, (2) policydialogue, (3) cross-cutting issues, (4) capacity development & organization strengthening, (5) informationsharing, and (6) monitoring and progress review. Slide presentation and Guideline on the Roles and Function ofTWG was in Annex 3.

H.E. Dr. Ty Sokhun also emphasized the changes in terms of ODA (from grant to loan), reporting lins, where eachTWG was accountable to a minister to ensure the ownership and leadership by government, and also its rolesto coordinate and support the development of sectoral policies and strategies of the sector ministries. He alsoinformed that TOR of TWG-AW adopted in 2015 was observed and similar to the criteria as stated in theGuideline.

Mr. Mak Mony, MAFF representative of TWG-AW secretariat, informed that, according to the presentation byCDC/CRDB, TOR of the TWG A&W was well aligned with all criteria in the guideline -- not only with six areas ofwork but also with the institutional arrangement (new membership). It was clearly evident in that MOWA andMOE joined this TWG-AW meeting today.

H.E. Mr. Chuob Paris, Deputy Secretary General, Ministry of Environment, appreciated the six areas of work inthe guideline presented by CDC/CRDB. Although JMI existed, he also asked the meeting to consider result-basedmanagement. Activity-based reports have been made so far. The attention to the result, rather than activities,should be paid. He also suggested that resource mobilization should be considered important due to the recentgovernment reform through program budgeting to promote ownership. He also suggested reporting the fundingfrom both government and donors in the JMIs to promote ownership of the government.

Mr. Tea Saorithy, Secretary to TWG-AW, informed that TWG-AW has focused on the result-based managementthrough the JMI, which are linked to indicators of ASDP and NSDP.

Mr. Mak Mony, Deputy Director of Planning and Statistics Department, MAFF, emphasized that JMI existed toinform the result-based management and was monitored from year to year.

3. Update of JMIs and 2016 TWG-AW Workplan Discussion & Endorsement

Mr. Tea Saorithy informed the meeting about the update of JMIs. According to him, based on the result of TWG-P&H meeting held in 18 March, 2016 at CDC, outputs and output indicators 2014-2015 of the 5-year JMIs wouldbe maintained for the next 6-month implementation. New outputs and output indicators would be discussedafter the TWG-P&H and Retreat which was planned in November 2016.

Mr. Tea Saorithy conducted a presentation on the 2016 workplan for TWG-AW. He informed that the workplanwas established based on the 6 areas of work as stated in the Guideline on the Roles and Functions of TechnicalWorking Group. The activities in the workplan were set and consulted among secretariat members to ensurethe alignment and attainment of six areas of work in the Guideline. He explained the workplan by each area of

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work and by each activity. He also presented the budget required for implementing the proposed activities. Theslide presentation and detailed workplan is in Annex 4.

H.E. Dr. Ty Sokhun emphasized the budget requirement for the operation of the TWG-AW and also appealed forthe supports from DPs and NGOs for activity which had not had any support.

Mr. Benoit Thierry informed that IFAD supported agriculture through the ASPIRE project and that the ministryshould negotiate with the team. Mr. Meng Sakphouseth added that the consultation among TWG-AW andASPIRE was already made.

MOWRAM asked if activity 1.8 and 1.9 could be separated for only MAFF rather than TWG.

H.E. Dr. Ty Sokhun explained that these activities were vital for achieving the industrial processes through afocused value chain of agriculture. He also mentioned that these activities linked with targets of SDG such aspoverty reduction, food security, etc.

H.E. Dr. Ty Sokhun asked the meeting to share experiences of workplans in other TWGs.

H.E. Mr. Chuob Paris expressed his idea that this workplan seemed for the secretariat, not for TWG-AW. He alsocommented that Activity 1.2 focused on the establishment in 1st and 2nd quarter and there should also be anotheractivity to review the SWG in the 3rd and 4th quarter after the establishment.

H.E. Dr. Ty Sokhun agreed with H.E. Mr. Chuob Paris that the workplan seemed to be for only secretariat. Heasked the meeting to consider if project activities such as ASPIRE, CAVAC and other projects should be includedin this workplan.

USAID suggested the breakout of Activity 2.1 in the Policy Dialogue to be more specific with DPs or NGOs.

H.E. Dr. Ty Sokhun agreed to have specific policy dialogue with DPs and NGOs. He raised an example of policydialogue with NGO Forum to conduct public consultation on Agricultural Land Law.

Mr. Oum Kosal, Assistant FOA Representative, agreed with H.E. Dr. Ty Sokhun to add the activities to strengthenthe secretariat and the roles of TWG with a specific timeframe. He also said that the TWG would monitor theachievement of JMI. He suggested adding the activities to link with JMIs.

Mr. Mak Mony commented that the workplan was totally based on the six areas of work in the Guideline andthat the workplan was also released for comments in advance before this meeting. After this meeting, thesecretariat would integrate all comments into the workplan and send to all members for comments.

Mr. Tea Saorithy emphasized that he would send the workplan to all members for adding their activities in acoloured column including specific policy dialogue between DPs or NGOs with MAFF or TWG-AW. He alsoreminded that the activities, based on the Guideline, could be individual or collective.

Mr. Hem Sovannarith, Program Manager, SDC, agreed with the workplan and asked for consideration to link theworkplan with JMIs.

Mr. Tea Saorithy explained that the secretariat would establish a results framework to reflect the linkages fromnational indicators and program indicators. The programs and projects recorded in Cambodia ODA Databasewould be extracted to ensure alignment of programs and projects with subsequent indicators. The JMIs wouldbe identified through the exercise of the results framework matrix. He also appealed for strong cooperationfrom all stakeholders especially development partners.

Dr. Tek Vannara, Executive Director of NGO Forum, supported the exercise of result framework by secretariat,and suggested the consideration of private sector in the TWG to respond to the development context and wouldadd activities of the NGO Forum into either workplan or JMIs.

H.E. Dr. Ty Sokhun suggested all interested members to suggest relevant activities for the workplan and alsoemphasized that activities could be individual or collective, and jointly monitored in the TWG-AW. He thanked

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all members for their active participation to add activities which allowed us to coordinate and avoid theduplication of support from any stakeholder.

Dr. Mak Seoun said that Activity 1.3 and 1.7 were very broad. He suggested adding a clear mechanism to ensurethe coordination and alignment such as meeting, or workshop in Activity 1.3 and Activity 1.7.

Mr. Tea Saorithy explained that the suggested activities could be coordinated in an ad-hoc way. He also informedthat these activities would be more effective and participatory when the result framework was developed. Healso explained that the status of projects/programs – on-going or pipeline – could be identified through thisresults framework and DPs and NGOs were encouraged to record project/program disbursements int thedatabase. PIP for agriculture and water would be extracted from the PIP book an inserted in the resultsframework so that existing funding support and the required budget for achieving the sectoral goals annuallycould be seen. Therefore, the coordination could be made.

Mr. Oum Kosal said that CDC/CRDB could share its experiences and that CDC/CRDB provided a refreshmenttraining on ODA database annually.

Ms. Phana Veunida said that the workplan already followed the guideline of TWG. She mentioned that thisworkplan did not mention cross-cutting issues and suggested having an area for activities under Cross-cuttingissues. She also wondered who would be involved in the preparation of development cooperation trends reportand would need support from CDC/CRDB in Activity 1.4. She welcomed the orientation of ODA database andNGO database through workshop or training in cooperation with CDC/CRDB in Activity 3.2. Regarding the Activity1.1, she thought that there should be a follow-up to training on PBA to identify the progresses of TWG-AW whichlinked to Activity 3.1. In this regards, CDC/CRDB would welcome and continue to provide technical support toTWG-AW upon request.

H.E. Mr. Chuob Paris shared his view that this workplan was required in detailed to facilitate implementation.He suggested adding an indicator column for measurement and responsible person column to indicate whowould do the activities. He suggested the consultant to do the workplan. The consultant would approach MAFFand MOWRAM for their needs in terms of on-going and pipeline projects/programs and budgeting.Heappreciated the workplan of TWG-Fisheries produced by the consultant.

H.E. Dr. Ty Sokhun aknowledged the comments from Mr. Aymeric Roussel, Cooperation Attache, EU, who wasthe new representative and the biggest donors in supporting TWG-AW. He asked if activities related either tothe projects/programs or to just TWG-AW should be included into the workplan.

Mr. Aymeric Roussel provided comments on the workplan from the perspective of EU. He said that EU supportedthe program-based approaches (PBAs) for TWG. At this stage, he would like Department of Planning andStatistics to have clear ToR for the consultancy on a PBA for the Agriculture Sector and there needed to have ameeting to define what is expected from the consultancy and to finalize the TOR. He also informed that it was atight deadline. The contract needed to be signed before the middle of June 2016.

Mr. Hem Chanthou, officer from ADB, observed that the Strategy for Agriculture and Water (SAW) had not beenupdated. He said that SAW had the programs and that SWGs were established based on the themes of theprograms in SAW. JMIs were set to achieve the programs. The secretariat could select JMIs from the SAW. Healso thought that SWG (e.g. agriculture, water) could be established to discuss specific issues. He also said thatJMIs would not be so useful.

He emphasized that SAW was from 2006-2010 and was not updated. He also informed that he had discussionwith ADB about the Master Plan of Agriculture as a whole. He agreed that SWG should be specifically establishedsuch as agriculture chaired by MAFF and water chaired by MOWRAM. He said that the workplan followed 6 areasof work of the guideline, but was not in detail. He also informed that Mr. Tea Saorithy would send the workplanto all members to insert their activities.

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Mr. Hem Chanthou said that ADB supported Rice Commercialization Project implemented by MEF. MAFF,MOWRAM, MLMUC, etc. were relevant to the project. He would study the possibility if he would support toupdate SAW and informed H.E. Co-chair about the result.

H.E. Dr. Ty Sokhun said that the project that was relevant to any sector would be led by the agency with thatcontrolled the resources. It was similar to the AFD’s project on contract farming implemented by SNEC, notMAFF.

Action: H.E. Dr. Ty Sokhun declared that the workplan was endorsed by the meeting and the secretary wouldsend the workplan to all members for adding their activities within one week.

4. Presentation on “Toward for improvement of sustainable of irrigation system”

Mr. Men Mlobbon, Deputy Director of FWUC Department, conducted a comprehensive presentation FWUCsupport for sustainable irrigation systems focusing on national legislation such as law, sub-decree, circular,policy, strategy, Prakas; he used an organizational chart to show the responsibilities of FWUC department andFWUC support for sustainable irrigation systems. He appealed for DPs especially ADB or World Bank to supportthe draft policy for operation and maintenance. He informed the different roles of MOWRAM, PDWRAM andFWUC for operation and maintenance (O&M). He also presented the achievements of FWUC establishment andplan for FWUC numbers from 2016-2018.

Mr. Men Mlobbon also presented MOWRAM’s irrigation sector policy 2016 by focusing on rehabilitation,irrigation maintenance, FWUC support, steps forward and recommendations. According to him, RGC allocated abudget of around S 31.5 million in 2015 and S 10 million in 2016 for rehabilitation, and maintenance. He alsosuggested DPs could support the preparation of technical and service standards for the process of rehabilitationand maintenance of irrigation schemes, finalizing draft policy of O&M and FWUC support, and providing morefunds on O&M and FWUC activities for irrigation scheme sustainability. The two slide presentations are in Annex5.

5. Other Businesses

Mr. Jean-Marie Brun, Project Management Advisor, IRAM, conducted a detailed presentation on the activitiesof the SCCRP project on contract farming development for rice. This included pilot implementation anddevelopment of regulations and guidelines ranging from the background of SCCRP, objectives of the projectandpilot cases of contract farming. The project is supported by AFD and coordinated by SNEC. He said that theproject was developing a manual on contract farming in Cambodia. He said the manual targeted economicstakeholders and facilitation bodies, and would develop additional regulations and guidelines for DAI/PDA. Theslide presentation is in Annex 6.

6. Closing Remarks

H.E. Dr. Ty Sokhun thanked all TWG-AW members for active participation in the meeting and said he would waitfor the comments from all members to provide inputs on the workplan which the secretariat would send afterthe meeting. He then wished all participants a Happy Khmer New Year and closed the meeting.

Phnom Penh, April 7, 2016

Reported By

TEA Saorithy

Secretary to TWG-AW

Annex 2

-Final Draft-

Agenda

Technical Working Group on Agriculture and Water (TWG-AW) Meeting

2nd Floor Meeting Room, Department of Accounting and Finance

Ministry of Agriculture, Forestry and Fisheries

Wednesday, March 30, 2016

1. Objectives:

(a) To follow up the agreed actions in the last minute of meeting and status of Sub-Working Groups

(b) To discuss and endorse the work plan of TWG-AW for 2016

(c) To share the update of development cooperation mechanism for better management at the sectorallevel

2. Draft Agenda

Time Activities Responsibilities

15:00 – 15:10 Opening Remarks Co-chairs

15:10 – 15:25 Follow up agreed action in last minute

(a) Status of establishment of Sub-Working Group onAgricultural Extension (discussion on IFAD (aspire)or CAVAC as co-chair of SWG by H.E. Co-chairs)

GDA

15:25 – 15:40 Presentation on “The Guideline on Roles and Functionsof Technical Working Group”

Mrs. Phana Veunida,Director of Asia Pacific andOceania Department,CDC/CRDB

15:40 – 15:55 Presentation on “Workplan for TWG-AW for 2016” Mr. Tea Saorithy, Secretaryto TWG-AW

15:55 – 16:15 Discussion & endorsement All

16:15 – 16:30 Report on updating outputs and outputindicators/targets linked to 5-year JMIs outcome

Mr. Tea Saorithy, Secretaryto TWG-AW

16:30 – 16:45 Presentation on “Toward for improvement ofsustainable of irrigation system”

Mr. Men Mlobbonn, DeputyDirector of FWUC Dept,MoWRAM

16:45 – 17:00 Other Business

Presentation on “contract farming experiencesand key for success of the Project on Support tocommercialization of Cambodian Rice”

Supreme National EconomicCouncil (SNEC)

17:00 – 17:15 Closing Remarks Co-chairs

Annex 3

UNOFFICIAL TRANSLATION

GUIDELINE ON THE ROLE AND FUNCTIONING OF THE TECHNICAL WORKING GROUPS

Part One: Background, Context and Purpose of the Guideline

Technical Working Groups (TWGs) were established by the Royal Government of Cambodia(RGC) in 2004 to serve as coordinating bodies and dialogue mechanisms. They bring togetherGovernment, development partners and civil society representatives to support the attainment ofnational development goals set out in the Rectangular Strategy, NSDP and associated sector,thematic and reform programmes of the Government. Informed by the 2010 TWG Guideline,nineteen TWGs currently function across a range of sectoral, thematic and reform programmes.

The over-arching objective of the TWGs is to support Government efforts to: (a) implement sectorplans and reforms; (b) mobilise and coordinate all resources; and (c) deliver development results inorder to manage all resources to the attainment of priorities of national and sector strategies andplans. TWGs therefore play a supporting and facilitating role and are not intended to substitute foror to duplicate the functions of ministries and agencies.

In order to further promote high levels of performance, TWGs need to periodically review andadapt their partnering arrangements in order to effectively support RGC in achieving developmentresults. A review of TWG performance that was completed in early 2015 identified good practicesas well as a number of challenges that can influence TWG ability to realise these objectives. Theseincluded the need to adapt to the changing partnership environment together with issues ofmanagement, leadership, organisation and implementation. As Cambodia’s development rapidlygathers pace and the country moves towards Lower-Middle Income Country status, both thenational and sector/thematic context for development cooperation are changing. In particular,Government is mobilising increased domestic resources; ODA is transitioning from grant to loan;there is an increased number and diversity of external funding sources and partners, some ofwhom are not active in TWG work; and Cambodia now confronts more complex developmentchallenges that require increased cross-sector collaboration.

This Guideline’s purpose is to promote good TWG performance through enhanced RGC ownershipand effective partnership. This Guideline therefore sets out accountability structures and workingpractices for TWG works while also serving as an implementation tool for the RGC DevelopmentCooperation and Partnerships Strategy (2014-2018).

TWGs are encouraged to use this Guideline to strengthen their work, including by ensuring theyhave a suitable Terms of Reference (ToR), a programme of work that is adapted to their currentpriorities, and working modalities that are appropriate to their circumstances. Provision is alsomade in this Guideline for CDC to provide support to TWGs based on requests from TWG Chairs.

Part Two: Accountability, the Role of TWGs and their ResponsibilitiesTWGs are mechanisms for coordination, dialogue and support to implementation ofsector/thematic programmes and priority reforms. As such, TWGs are under the management oftheir host ministries and agencies, which are, in turn, accountable for delivering developmentresults in line with national and sectoral plans and priorities. Consistent with ownership principles,

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the TWG Chair, as the Government's lead representative in a TWG, is the final decision-makingauthority. However, the Chair should make every effort to promote dialogue and consensus withdue regard for the partnership spirit that underpins the work of TWGs.

Development Partners work in cooperation with their Government counterparts and other nationalpartners to align their resources and direct their development efforts to meet the goals and resultsestablished in national and sectoral plans and strategies. Their contribution to the TWG is madeboth collectively, through a Development Partner (co-)Lead Facilitator, as well as individually, inline with the roles and responsibilities set out in this Guideline.

TWGs report to their host ministries on progress and challenges in terms of sector results,including the Joint Monitoring Indicators (JMIs), progress of public sector reforms and strategiccross-cutting or cross-sectoral issues. Any unresolved issues must also be presented to the hostministry for consideration. In the event of issues that cannot be solved within the TWG or throughsubsequent dialogue and consultation led by the host ministry then they may be proposed asissues for discussion at GDCC. The preparation of the GDCC and the consolidated report on JMIsimplementation is led by CRDB/CDC in consultation with DP Co-Lead Facilitators and withtechnical support from the P&H TWG Co-Lead Facilitators.

This Guideline presents six areas of work that TWGs are required to include in their Terms ofReference and workplans. Activities within each area of work are discretionary. Organizationalprinciples should be determined by each TWG in order to identify, prioritize and sequence itsactivities based on agreed need, available resources and existing capacity. Sub-groups may beformed to follow up on specific issues, themes or sub-areas.

TWGs are encouraged to identify their scope of work based on the six functional areas identified inthe 2014/15 TWG Performance Review. Once selected, TWG functions should be included in aTerms of Reference and translated into activities in an annual workplan. Priority activities are to beincorporated into the TWG’s JMI.

(1) Alignment, coordination and resource mobilization/utilisationCoordination and resource mobilisation are at the heart of all TWG work. The DevelopmentCooperation and Partnerships Strategy sets out principles, approaches and tools to be employedin the strengthening of partnerships. TWG work should include efforts to:

(i) Ensure alignment of external funding with national priorities and sector strategies;

(ii) Promote the use of programme-based approaches and appropriate aid modalitiesdirected to the development, implementation, financing, monitoring and review of thesector strategy;

(iii) Maintain a record of all on-going externally-funded projects in the Cambodia ODA andNGO Databases (http://cdc.khmer.biz) and use this information for coordination;

(iv) Identify funding gaps and pipeline projects that will address priority activities included inthe sector plan or strategy;

(v) Support the preparation of the Public Investment Plan (PIP) and sector BudgetStrategic Plan (BSP).

(2) Policy dialogueDialogue should be based on the development and implementation of a sector/thematic strategy orplan that is linked to the Rectangular Strategy and NSDP. TWGs should:

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(i) Identify sector priorities and prepare/implement a sector/thematic strategy that is relatedto the Rectangular Strategy and NSDP, includes cross-cutting issues and majorGovernment reforms and addresses capacity development needs (including tostrengthen and use national systems);

(ii) Identify an annual programme of policy dialogue and/or review. If necessary this can betaken forward through a sub-group;

(iii) Update and/or consult with TWG members on any other policy initiatives that arerelevant to the work of the TWG members, including to identify potential synergies orinconsistencies;

(iv) Promote dialogue on policy implementation, including progress and challenges, so thatlearning and adaptation can be promoted;

(v) Include a focus on the major Government reform programmes, cross-cutting issues andother areas of work that require collaboration across Government in order to identifyopportunities for dialogue and mutually-beneficial collaboration.

(3) Cross-cutting issuesTWGs are mainly theme, reform or sector based and are related to NSDP priorities but must alsoidentify cross-cutting issues that the TWG is expected to support, either through activities withinthe sector or through collaboration with other RGC Ministries or TWGs. In order to respond to thepriorities in the Rectangular Strategy, key cross-cutting issues to be addressed by TWGs mayinclude gender mainstreaming, environment and climate change, and good governance, includingthe strengthening of a service-oriented public sector that is increasingly responsive to the needs ofcitizens.

Where cross-sectoral themes are to be addressed the following recommendations should beconsidered:

(i) Membership of the TWG must be consistent with the issues to be discussed;

(ii) Sub-group/s may be considered to allow for specific focus on cross-cutting themes thatcan then be reported to the main TWG;

(iii) TWGs are encouraged to nominate focal points from within the host ministry to managerespective cross-cutting issues;

(iv) Meetings among core members of relevant interconnected TWGs are stronglyrecommended to ensure consistency and to promote follow-up;

(v) The GDCC provides an additional opportunity to consider inter-ministerial coordinationand cross-sectoral linkages and challenges, which should be highlighted in TWGreporting.

(4) Capacity development and organizational strengtheningCapacity development activities should be located in the context of on-going public service reformsand should focus on improving organizational performance and the strengthening/use of countrysystems as well as enhancing technical skills. The following TWG activities can promote effectivecapacity development:

(i) Develop a coherent capacity development strategy, based on a needs assessment andfunctional review, that addresses capacity development at policy, organizational and

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individual levels;

(ii) Identify and agree on a rational and Government-led programme for providing technicalassistance in the framework of a sector capacity development arrangement. Consult theGuideline on the Provision and Management of Technical Cooperation to ensure thatgood practice is applied;

(iii) Establish and monitor indicators that will inform progress toward capacity development.Ensure that all reviews of policy and performance, especially related to the public sectorreforms, include a reflection on associated capacity challenges and needs.

(5) Information sharingThe opportunity to share information and to ensure that all TWG members can perform theirindividual and collective tasks is the minimum expectation for TWGs. TWGs should:

(i) Use the TWG as a forum to inform other members of on-going work (research, studies,missions, reviews etc) that relates to the functions of the TWG;

(ii) Inform TWG members of other consultations/meetings, especially regarding externalsupport, that have taken place and are relevant to the TWG’s work;

(iii) Update other TWG members on the programming or implementation of activities thatwill impact on the achievement of the TWG objectives as set out in the ToR or annualworkplan;

(iv) Share information on the support of other actors (private sector, development partnersnot present in Cambodia or non-members of the TWG) that is relevant to the work ofthe sector or TWG;

(v) Consider the scope and performance of information systems that are required to ensurethat Government and all TWG members have access to accurate and timely data;

(vi) Promote on-line knowledge sharing with posting of policies, plans, laws and reportstogether with other relevant information and data.

(6) Monitoring and progress reviewTWGs are under the management of their host ministries and are responsible for reporting onprogress and challenges in terms of the TWG’s workplan and its support to achieving sectorresults. This also includes reporting on progress related to the JMIs, public sector reformimplementation and strategic cross-cutting or cross-sectoral issues. A regular assessment of TWGperformance, together with an honest reflection on challenges, is required to ensure progresstowards national and sector goals, including the JMIs. Dedicated meetings or retreats that reviewTWG performance as well as monitor progress against measurable goals should be a central partof the TWG work programme. These reviews and monitoring exercises should also be linked tocapacity development work that ensures that monitoring competencies and systems are in place.The following actions are relevant to TWG work:

(i) Confirm and validate relevant available data sources and systems for NSDP and sectormonitoring. Identify additional analytical work that the TWG might support to enhancereporting and monitoring;

(ii) Promote the use of results frameworks across the sector and monitor the results-basedJMIs that are linked to NSDP and sector outcome goals. Use this process and resultsframework to promote dialogue on progress and priority-setting;

(iii) Identify and agree a dedicated modality, such as a periodic meeting or retreat, to review

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TWG and sector progress, ideally on a joint basis;

(iv) Follow-up issues relevant to the sector or TWG that are raised in other forums,including evaluation reports and need to be taken forward for dialogue;

(v) Review and strengthen monitoring systems and capacities of associated RGCministries and agencies.

Part Three: Institutional Arrangements

(a) Composition of TWGsThe composition of each TWG should normally include members from the Government,development partners and representatives of civil society. TWG Chairs, in dialogue with currentmembers, are responsible in the last instance for determining TWG membership but, in order toachieve purposeful and informed dialogue, it is necessary that TWGs consist of:

(i) An RGC-appointed Chair. The Chairperson is to be appointed by the head of theMinistry/agency and is to function as the authority of the host ministry, able to addressall matters arising in the TWG as well as to guide discussions smoothly. TheChairperson needs to be fully committed, must liaise and follow-up with other RGCMinistries and agencies represented in the TWG and should be familiar with thedevelopment partner portfolio that supports the sector.

(ii) A development partner lead facilitator. The development partner lead facilitator(s)must be at a senior level within their organization, competent in the field and be willingto relate information to all other development partners. Development partners shouldmanage their own arrangements for nominating or replacing the lead facilitator but, inthe interest of continuity, a lead facilitator is normally expected to support the TWG forat least two years.

(iii) The TWG Secretariat. The RGC host Ministry/agency, under the direction of the Chair,will establish a secretariat to support the administration of the TWG, to follow-up onactions agreed at TWG meetings, to facilitate information management and to representthe TWG in the Partnership and Harmonisation TWG.

(iv) RGC representatives of all relevant Ministries and agencies. These TWG membersshould support cross-Government coordination, especially in the main reform areas,and must be well informed, technically competent, and of a sufficiently senior level torepresent the views of their institution, provide required information and to facilitatefollow-up action within their own organisation. Members representing RGC ministries oragencies in any TWG should bring information and knowledge from their offices andcommunicate information, required actions and decisions back to their ministry oragency.

(v) Development partners active in the sector or thematic area. Development partnersshould be represented at an appropriate and competent level and be able to shareinformation and support the Chair in reaching decisions. Development partners need tobring all information about ongoing and proposed programmes that they support; theyshould also disseminate deliberations and decisions of the TWG to other members ofthe development partner community.

(vi) A staff member of CRDB/CDC. The CDC representative will serve as a TWG memberto provide advisory support on aid and development effectiveness issues in line with theDevelopment Cooperation and Partnerships Strategy. They will also advise on the use

6

of DCPS tools, such as programme-based approaches and results frameworks, and willshare lessons with the Secretariat (see page 7 on external support).

(vii) Focal points for generic and cross-cutting issues. These should be appointed bythe Chair, in consultation with host ministries to which staff are attached, and mayinclude, for example, gender mainstreaming, public sector reforms and environmentand climate change members, as deemed necessary in each ministry or agency.

(viii) Technical Advisors of projects/programmes working within the RGC structure.Embedded TAs, either national or international, should participate and contribute to theTWG as experts and an important resource for capacity development. They should notfunction as development partner lead facilitator(s) or as spokespersons of RGC.

(ix) Civil society, NGO or private sector representatives. Each TWG may invite NGOsand other civil society representatives to participate in the TWGs. NGOs and civilsociety representatives should have an operational role and/or provide relevantassistance and/or services in areas of work associated with the TWG. NGOs shoulddemonstrate capacity and commitment to represent the broader NGO community andmust make a commitment to share information about their on-going projects (includingthrough the NGO Database that is supported by CRDB/CDC). In exceptional cases,and at the discretion of the Chair in discussion with the development partner leadfacilitator, private sector representatives may be invited to attend the TWG meeting.Their participation as members or observers should be determined based on theirability to contribute to the dialogue.

(b) Size of TWGs and use of sub-groupsLarge plenary meetings have been found to be useful for information sharing but an obstacle toeffective and meaningful dialogue. The size and structure of the TWG must therefore be managedto ensure adequate representation while allowing for discussion and a focus on achieving results.It is suggested that:

(i) An optimum size to facilitate dialogue indicates that some upper limit to membershipmust be identified by the TWG Chair and the development partner lead facilitator, indialogue with other members.

(ii) Where it is necessary to accommodate a larger membership that may hinder effectivedialogue, it is desirable to constitute a "core group", which could meet more regularlyand report to the plenary during full meetings of the TWG. Development partnerfacilitators and NGO representatives in such core groups can keep their respectivecolleagues informed of progress and developments.

(iii) Smaller "sub-groups" within any TWG may also be constituted to address more detailedissues (as is already being done in some TWGs), thus making the TWG set-up moreflexible and adaptable to changing needs and circumstances. Sub-groups can be usedon a time-bound, task-specific or permanent basis. Sub-groups have been usefullyemployed to support implementation of major reforms, to focus on capacitydevelopment and to address cross-cutting issues that can be reported back to the TWGplenary for further discussion and agreement on any actions that are required.

(c) Conduct of MeetingsThe following points serve as a checklist for ensuring good TWG performance. They guide theorganisation of TWGs and conduct of meetings as follows:

7

(i) TWGs must have a Terms of Reference, informed by this Guideline and linked to theNSDP and sector strategy, that details the specific objectives of the TWG and themanner in which it supports RGC strategies, policies and plans (see Part Two, above).

(ii) An annual workplan, including to identify priority policy dialogue issues, the JMIs andarrangements for addressing cross-cutting issues, should inform the content of TWGmeetings and help to ensure focus and continuity in the meetings.

(iii) TWGs should meet as often as is deemed appropriate, but at a minimum should meettwice a year. Meetings should have a clear agenda with documentation shared 10 daysin advance.

(iv) Preparatory (and follow-up) meetings between the Chair, the lead facilitators and othermembers as deemed necessary - as well as within the development partner community- may ensure a focused and productive TWG dialogue and follow-up.

(v) There must be adequate time for discussion and all TWG members should be providedwith an opportunity to inform the TWG of important developments.

(vi) Challenges that cannot be resolved within the TWG should be referred to the hostministry for deliberation. The GDCC may be employed for further dialogue where thehost ministry and TWG feel that they are unable to make progress or that there is anissue that merits further cross-sectoral discussion. This should be highlighted in theTWG report prepared in advance of the GDCC meeting.

(vii) In addition to regularly scheduled meetings, TWGs may consider holding an annualretreat or annual review meeting to reflect on performance and achievement of results.This can include issues of partnership, TWG organization, management and conduct ofwork, and any capacity development issues that require attention.

(d) Implementation support mechanismsInternal TWG implementation supportThe Chair and development partner lead facilitator should meet regularly to follow-up on anyagreed actions, especially in advance of TWG meetings. Past evaluations have clearly shown thatan informal approach to managing this relationship helps to build trust and establish opencommunications.

A well-organised, adequately-resourced and properly-led Secretariat within the lead ministry oragency is also essential to supporting TWG work. The Secretariat must be adequately resourcedand should:

(i) Have a clearly structured Terms of Reference and mandate to support the TWG.

(ii) Organise meetings, keep records/minutes of TWG and sub-group meetings andcirculate information before/after meetings as required.

(iii) Conduct follow-up activities with line ministries and agencies responsible for carryingout actions agreed during the TWG meeting.

(iv) Serve as the designated contact point for the lead facilitator or other TWG members onbehalf of the Chair.

(v) Draft TWG and JMI progress reports and serve as the coordination focal point withCRDB/CDC.

To avoid adding new layers to the existing structure, this secretariat should be an integral part of

8

the host ministry or agency, such as the planning department. TWGs are expected to mobilise asufficient level of resources, either from domestic resources or from development partners(preferably as part of integrated support to capacity development in the Ministry, otherwise specificto supporting TWG work), to support the TWG secretariat functions.

External TWG implementation supportCRDB/CDC provides support to TWGs in its capacity as the RGC focal point on aid coordinationand GDCC secretariat. This is consistent with the institutional arrangements set out in theDevelopment Cooperation and Partnerships Strategy as follows:

CRDB/CDC shall be the RGC’s coordinating body with responsibility for overall policy leadership on ODAmobilisation and management ... As Secretariat for overseeing and managing arrangements forpartnership dialogue … CRDB/CDC will lead on partnership dialogue with development partners,formulating and monitoring the JMIs and maintaining records on all external and NGO project funding.CRDB/CDC provides … support to TWGs, including in JMI preparation and monitoring.

A CRDB staff member participates in every TWG meeting to provide immediate support andadvice on matters related to development effectiveness and aid management. Support can also beprovided to implement the Development Cooperation and Partnerships Strategy tools, includingprogramme-based approaches and results frameworks.

CRDB also serves as an information-sharing hub for all TWGs and convenes TWG Networkmeetings for all TWG Chairs, secretariats, development partner focal points and civil societyrepresentatives. These meetings provide an opportunity for learning, information disseminationand agreeing actions related to TWG performance.

(e) Criteria for formation of additional TWGsThe criteria for formation of TWGs are established as follows:

(i) There must be clearly identifiable targets, drawn from the NSDP or sector strategiesthat the TWG would support RGC to achieve through its own work.

(ii) Where adequate coordination and RGC-development partner information sharingmechanisms already exist outside of the TWG structure there is no need to createparallel or additional mechanisms.

(iii) TWGs should cover clearly identifiable sectors or themes, with sub-groups wherenecessary to deal with individual components.

(iv) The subject or theme to be covered should not be too diffused, making it difficult toassign clear responsibilities or to monitor progress across several RGC ministries oragencies (cross-cutting issues should be mainstreamed across sectors and TWGs).

(v) Prior to the formation (or possible dissolution) of a TWG, the host ministry, inconsultation with CRDB/CDC where necessary, is to prepare a proposal to besubmitted for a decision by the Royal Government of Cambodia.

Part Four: Principles for Effective TWGsExperience over many years in managing – and frequently reviewing - the partnershipmechanisms established in Cambodia have identified a number of important principles that mustbe adopted in order to ensure effective. These are included in the Development Cooperation andPartnerships Strategy (2014-2018) and are re-produced here for emphasis:

9

(i) Government will lead an inclusive development partnership with all development actorsthat is focused on achieving development results by working together while respectingdiversity amongst partners.

(ii) Government and development actors commit to building a relationship based on trustand mutual respect that is guided by appropriate frameworks for managing for resultsand for effective monitoring.

(iii) The NSDP and respective sector/thematic strategies will guide resource allocation,programming, dialogue and monitoring arrangements for all development actors. ODA-funded projects shall be directed to promoting sustainable and equitable socio-economic development by enhancing the productive capacity of the economy andstrengthening human capital.

(iv) The principles of the Paris Declaration remain valid. All ODA funding modalities arepermitted based on dialogue and agreement between the Royal Government and itsdevelopment partners in line with the global norms and agreed practices established inParis (2005), Accra (2008) and Busan (2011).

(v) ODA management arrangements at sector/thematic level should become increasinglyharmonised over time as development partners move towards more commonapproaches to programming such as through a program-based approach arrangement.

(vi) Capacity development remains one of the principal objectives of developmentcooperation. Technical cooperation, which is usually to be provided as grant financing,must be directed to institutional and human capacity development under the leadershipof RGC. Guidelines issued by RGC in 2008 continue to be applicable and state that,inter alia, technical cooperation must be consistent with capacity objectives associatedwith a RGC strategy/plan and sensitive to the operating environment. Capacityinitiatives and the provision of technical cooperation should, to the fullest extentpossible, be linked to the major reform programmes of the RGC.

These principles are consistent with the findings of the 2014 TWG Performance Review, whichidentifies strong RGC ownership, committed leadership of the TWG Chair, active DP LeadFacilitator support, technical and managerial capacity of the Secretariat, trust and communication,and dedication of sufficient time and effort as the main features of a well-performing TWG.

Use of Partnership PrinciplesA number of TWGs have usefully developed Partnership Principles that complement the Terms ofReference to set out working practices within a framework of mutual accountability. PartnershipPrinciples can be useful to set out the manner in which dialogue is to be managed and to establishpractical and common arrangements for programme management (e.g. priority setting,programming of resources, reporting & review). In order to promote ownership, partnership and afocus on achieving results any effort to formulate Partnership Principles should take account of thefollowing considerations:

(i) TWGs are coordination mechanisms for supporting Government in deliveringdevelopment results in line with national and sectoral plans and priorities.

(ii) Partnership Principles should be located in a policy and institutional context related tothe NSDP and sector policy objectives. Ideally they will be linked to a Programme-based Approach that emphasises Government ownership and leadership.

(iii) Before leading the negotiation of a set of Partnership Principles, the TWG Chair must

10

be convinced that s/he can lead the process with credibility and that there is clearvalue-added to the exercise in terms of strengthening partnership and in deliveringresults.

(iv) Partnership Principles should also be consistent with national partnership frameworks,i.e. the Development Cooperation and Partnerships Strategy, as well as internationalcommitments, including the Paris Declaration (2005), the Accra Agenda for Action(2008), and the Busan statement on Development Effectiveness (2011).

(v) Partnership Principles should identify objectives, i.e. a broad statement of what is to beachieved. They should identify partnership actions, responsibilities and commitmentsof all TWG members required to attain these objectives. Detailed activities should beomitted but included in a workplan or monitoring framework.

(vi) The concept of mutual accountability should be acknowledged, meaning that bothparties indicate how they will work together to plan, implement and review. PartnershipPrinciples must also be balanced with commitments of all parties in proportion to theirrole and capacity.

(vii) Language in the style of 'to the maximum extent possible', or 'progressively' and 'overa period of time' should be avoided as they make principles and objectives virtuallymeaningless and render the whole exercise worthless.

(viii) Specific targets, timelines and monitoring arrangements are encouraged or, whereincremental progress is indicated, a clear definition of what this means in practiceshould be included.

(ix) Partnership Principles should ideally be associated with a monitoring framework,identifying clear targets and timings that can be included in an annual review.

(x) On issues related to capacity development and technical cooperation, the Guideline onthe Effective Use of Technical Cooperation should be referenced.

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Technical Working Group Guideline

Prepared by: Ms. Phana VeunidaDirector Asia Pacific and OceaniaDepartment, CRDB/CDC

TWG-AW meetingMarch 30th, 2016

Annex 3

Presentation Outline• Background, context and purpose• Accountability, role of TWGs and

responsibility• Institutional arrangement• Principles for effective TWGs• Conclusion

2

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Background, context and purpose• Background?

TWGs established in 2004; to support Government efforts to (i) implement sector plans and reforms;(ii) mobilize and coordinate all resources; and (iii) deliver dev’t results.

TWG Guidelines 2010

• Context? changing? LMIC status changes in both national and sector/thematic context for dev’t coop. Increased domestic resources ODA transitioning from grant to loan Increased number and diversity of external funding sources and partners More complex development challenges require increased x-sector collaboration

• Purpose? TWG Performance Review Study (2014) & Strengthening Exercise (2015) Revised TWG

Guidelines 2015 “To promote good TWG performance through enhanced RGC ownership and effective partnership” Sets out accountability structures and working practices for TWG works Serves as an implementation tool for the RGC DCPS (2014-2018)

3

What’s new? – Structure & core functions

4

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Accountability, role of and responsibility ofTWGs

• Role and responsibility of TWGs– Coordinating and facilitating dialogue meeting and

support to implementation of sector/thematic programand priority reform

– Under management of host ministries and agencies– Be accountable for delivering development results to

host ministries in line with national and sectoral planand priorities

– Ensure ownership and leadership of chair TWG.

5

Six areas of TWG guideline1.Alignment , coordination and resources mobilization/

utilization2. Policy dialogue3. Cross-cutting issues4. Capacity development organization strengthening5. Information sharing6. Monitoring and progress review

6

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Institutional arrangement1. Composition of TWGs (appointed chair of meeting, a

development partner lead facilitator, form of TWGsecretariat, representative from line ministries,development partners and staff member fromCDC/CRDB, focal points from cross-cutting issues, civilsociety NGOs or private sector, technical advisor ofproject/program…)

2. Size of TWG and use of sub-group (optimum size offacilitate, big/small sub-group meeting)

7

Institutional arrangement (con’t)3. Conduct of meetings (should have clear TOR,annual work plan, timeframe,…)4. Implementation support mechanisms (internaland external support)5. Criteria for formation of additional TWGs

8

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Principles for effective TWGs

• Inclusive partnership• Use of partnership principles

9

Conclusion• Good progress has been made:

– TWG Strengthening Exercise– Revised TWG Guidelines 2015– JMI implementation reviewed (including some outputs/indicators

revised)

• TWGs are now generally in a good position toconduct their partnership work.

• The breakout groups will provide opportunities for adiscussion on mobilizing and managing resources forfinancing development (SDGs, IDP, etc.)

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Thank for your kind attention!

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2016 TWG-AW Workplan

P R E P A R E D B Y : T E A S A O R I T H Y ,

P O S I T I O N : S E C R E T A R Y T O T W G - A & W

D A T E : 3 0 M A R C H , 2 0 1 6

TWG-AW Meeting

Annex 4

Outline

1. TWG Guideline: Six Areas of Work

2. Planning

3. Budget Mobilization and Allocation

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TWG GuidelineSix Areas of Work Setting of Activities

(1) Alignment, Coordination and ResourceMobilization/Utilization

(2) Policy dialogue(3) Cross Cutting Issues(4) Capacity Development and Organizational

Strengthening(5) Information Sharing(6) Monitoring and Progress Review

“ Guideline presents six areas of work that TWGsare required to include in their Terms of Referenceand workplans. Activities within each areas ofwork are discretionary.”

Source: Guideline on the Role and Functioning of the Technical Working Groups(RGC, 2016)

Workplan for 2016

Q1 Q2 Q3 Q4 Amount ($) Source

1 Alingment, Coordination and Resource Mobilization/Utilization

1.1 Conduct regular TWG-A&W meeting x x x 2,000 EU

1.2Establish Sub-Working Group on Agricultural Extension for effective functioning of TWG-A&W

x x

1.3Coordinate development partners and NGOs in TWG-A&W to record their supports inCambodia ODA Database

x x x x

1.4Develop and disseminate the development cooperation trend report of TWG-A&W withsupport from CDC/CRDB

x 8,000 IFAD

1.5 Develop the result framework of agriculture and water x

2016 ResourcesCode Outputs*/Activities

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Workplan for 2016


1 Alingment, Coordination and Resource Mobilization/Utilization

1.6 Develop and endorse TWG-A&W Work Plan for 2016 x

1.7Coordinate with TWG-A&W members to provide inputs to Mid-Term Review of NSDP 2014-2018

x x x

1.8 Review the implementation of Sub-Working Group on Livestocks x x x x

1.9 Translate, publish and disseminate the action plan of MAFF for implementing IDP x x 3,300 IFAD

1.10 Conduct a consultative workshop/meeting on Master Plan 2030 x 18,420 EU

1.11 Study and assessment of Programme-Based Approaches (PBAs) x 147,619 EU


Workplan for 2016


2 Policy Dialogue

2.1 Conduct policy dialogue with DPs and NGOs on their development assistance to TWG-A&W x x x x

3 Capacity Development and Organizational Strengthening

3.1 Conduct a training/workshop on Programme-Based Approaches (PBAs) x 12,633EU (8133$),IFAD (4500$)

3.2 Provide an orientation training on Cambodia ODA Database and NGO Database x 9,385 DPs


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Workplan for 2016


4 Information Sharing

4.1Develop a website of TWG-A&W for sharing information with members of TWG-A&W toensure the transparency and public access

x x x 2,500 EU

4.2 Collect and update information in the website regularly. x x x x

4.3 Provide updated information on development cooperation to TWG-A&W x x x x


Workplan for 2016


5 Monitoring and Progress Review

5.1 Develop JMI progress reports to be submitted to CDC/CRDB x x x x

5.2Organize TWG-A&W retreat to review the progresses & challenges, to identify capacityneeds, and to develop TWG-A&W action plan for 2017

x 9,763EU (6763$),IFAD (3000$)

5.3 Produce TWG progress report to be submitted to CDC/CRDB x x x x

5.4Join the DPs and NGOs missions to visit the agriculture related projects in all stages(formulation, implementation, and M&E)

x x x x 1,500 IFAD


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Total Budget Allocation by DPsDPs Budget (USD) StatusEU 185,435 PlannedIFAD 20,300 PlannedDPs/NGOs 9,385 Need supportTotal 215,120

Budget Allocation by DPs

Thanks For Your Attention!!!

Work Plan for Technical Working Group on Agriculture and Water for 2016Annex 4


1 Alignment, Coordination and Resource Mobilization/Utilization

1.1 Conduct regular TWG-A&W meeting TWG-A&W minute of meeting x x xThree TWG-A&W meetings organized and well-functioned.

2,000 EU TWG members

1.2 Establish Sub-Working Group on Agricultural Extension for effective functioning of TWG-A&W Sub-Working Group x x Sub-Working Group establishedSub-Working Group

members

1.3Coordinate development partners and NGOs in TWG-A&W to record their supports in Cambodia ODADatabase

DPs & NGOs budget information inCambodia ODA Database

x x x xProject information of DPs and NGOs recorded inthe Cambodia ODA Database

All DPs and NGOs working inagriculture sector, CRDB,

TWG secretariat

1.4Develop and disseminate the development cooperation trend report of TWG-A&W with support fromCDC/CRDB

Development Cooperation trendreport

xHigh quality of development cooperation trendreport produced and disseminated to TWG-A&Wmembers

8,000 IFADTWG secretariat, CDC/CRDB

& TWG-A&W members

1.5 Develop the result framework of agriculture and water Result Framework x

Result framework of agriculture and waterproduced and disseminated to ensurecoordination and alignment of TWG-AWdevelopment priorities with those of DPs andNGOs at policy and project level.

TWG-A&W secretariat

1.6 Develop and endorse TWG-A&W Work Plan for 2016 TWG-A&W Action Plan 2016 xTWG-A&W developed and endorsed incompliance with TWG Guideline

TWG-A&W secretariat, & allmembers

1.7 Coordinate with TWG-A&W members to provide inputs to Mid-Term Review of NSDP 2014-2018 Consolidated inputs/paper x x xInputs from Agriculture and Water sectorsubmitted to MoP for consolidation

TWG-A&W members

1.8 Review the implementation of Sub-Working Group on Livestocks Minute of meeting x x x x Activated and well-performed SWG on livestock TWG-A&W members

1.9 Translate, publish and disseminate the action plan of MAFF for implementing IDP Publication of the action plan x xImproved understanding of TWG-A&W aboutMAFF in relation to action plan for implementingIDP

3,300 IFAD TWG-A&W secretariat

1.10 Conduct a consultative workshop/meeting on Master Plan 2030 Workshop Report x 18,420 EU TWG-AW members

1.11 Study and assessment of Programme-Based Approaches (PBAs) Research Report xRoad maps of how to promote sectoralmanagement will be established.

147,619 EU TWG-AW members

2 Policy Dialogue

2.1 Conduct policy dialogue with DPs on their development assistance to TWG-AW Minute of meeting x x xFull alignment of development priorities betweenMAFF (TWG-A&W) with DPs at policy level

TWG-A&W/MAFF &MoWRAM and DPs

2.2 Conduct policy dialogue with NGOs on their development assistance to TWG-AW Minute of meeting x x xFull alignment of development priorities betweenMAFF (TWG-A&W) with NGOs at policy level

TWG-A&W/MAFF &MoWRAM and NGOs

3 Capacity Development and Organizational Strengthening

3.1 Conduct a training/workshop on Programme-Based Approaches (PBAs) Training report xImproved and shared understanding of PBAs ofTWG members ensuring well-functioning of TWG-A&W and smooth coordination in TWG-A&W

12,633EU (8133$),IFAD (4500$)

TWG-A&W secretariat, andmembers

Siem Reap Province

3.2 Provide an orientation training on Cambodia ODA Database and NGO Database Training report x

Improved and shared understanding of natoinalexisting monitoring tool of ODA supported byDPs and NGOs to ensure better alignment,coordination and resource mobilization

9,385 DPsTWG-A&W secretariat, and

membersPreah SihanoukProvince

4 Information Sharing

4.1Develop a website of TWG-A&W for sharing information with members of TWG-A&W to ensure thetransparency and public access

TWG-A&W website x x xA TWG-A&W website developed to ensuretransparency and public access in timely manner.

2,500 EUTWG-A&W secretariat,

website company

4.2 Collect and update information in the website regularly. Documents in the website x x x xTWG-A&W website regularly updated in a timelymanner

TWG-A&W secretariat

4.3 Provide updated information on development cooperation to TWG-A&W TWG-A&W minute of meeting x x x xEmerging issues of development cooperationshared with TWG-A&W members

TWG-A&W secretariat

5 Monitoring and Progress Review

5.1 Develop JMI progress reports to be submitted to CDC/CRDB JMI progress report x x x xHigh quality of JMIs progress report producedand submitted to CDC/CRDB on time

TWG-A&W secretariat &TWG-A&W members

5.2Organize TWG-A&W retreat to review the progresses & challenges, to identify capacity needs, and todevelop TWG-A&W action plan for 2017

TWG-A&W minute of retreat xProgresses & challenges identified, capcity needsfor TWG-A&W determined, and TWG-A&W 2017developed

9,763EU (6763$),IFAD (3000$)

EU, & TWG-A&W secretariat

2016 ResourcesCode Outputs*/Activities RemarksExpected Results Concerned InstitutionsIndicators


2016 ResourcesCode Outputs*/Activities RemarksExpected Results Concerned InstitutionsIndicators

5.3 Produce TWG progress report to be submitted to CDC/CRDB TWG progress report x x x xHihg quality of TWG progress report produced tosubmit to CDC/CRDB

TWG-A&W secretariat &TWG-A&W members

5.4Join the DPs and NGOs missions to visit the agriculture related projects in all stages (formulation,implementation, and M&E)

Field visit report x x x xReport of field visit produced and shared withTWG-A&W members in TWG-A&W meeting

1,500 IFADTWG-A&W secretariat &

TWG-A&W members

Grand Total 215,120Note:

* The outputs of the action plan are based on the functional areas of work as stated in the Guideline on the Roles and Functions of Technical Working Group approved by the Prime Minister dated 08 January, 2016.

Total Budget Allocation by Outputs Total Budget Allocation by DPsCode Outputs Budget DPs Budget Status

1 Alignment, Coordination and Resource Mobilization/Utilization 179,339 EU 185,435 Planned2 Policy Dialogue - IFAD 20,300 Planned3 Capacity Development and Organizational Strengthening 22,018 DPs/NGOs 9,385 Need support4 Information Sharing 2,500 Total 215,1205 Monitoring and Progress Review 11,263

Total 215,120

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PresentationBy MEN Mlobbonn, Deputy Director of FWUC Dpt

MOWRAM30 March 2016

1

Annex 5

I. National legislation (Law, Sub-Decree,

Circular, Policy, Strategy, Prakas. Ect.

II. Describe the Organization Chart ,Responsibility of FWUC Dpt

III. FWUC Supports for Sustainable of Irrigation System

2

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3

LAW: Water Resources Management (29/June/2007)

POLICY:

• National Water Resources Policy in Cambodia (16/Jan/2004)

• Draft of Policy for Operation & Maintenance (O&M) , by ADB/CDTA 7610 20144

• Draft of Policy for FWUC, by ADB/CDTA 7610 20144

SUB-DECREE:

• Sub-Decree for FWUC Management (Procedure for establishment, desolation and roles and

responsibility of Farmer Water User Community) ៖ dated 12 March 2015

• Sub-Decree for River Basin Management, Dated 24 July 2015

• Draft Sub-Decree for Water Licensing

• Draft Sub-decree for Water Quality

4

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Part 1 Policy on Repair, Operation & Maintenance of

Irrigation Schemes

Part 2 O&M Manual and Technical Guidelines

Part 3 O&M Budget Request Guidelines

Part 4 O&M Fund Expenditure Guidelines

Part 5 Policy and Plan for Monitoring and Evaluation of

Irrigation Management Program

PART 6 Supervision and Inspection

PART 7 Monitoring and Evaluation

Draft Policies for Susainable of (FWUC)

Part 1: Progress toward for sustainability of FWUC

Part 2: The strong and weekness of irrigation project

Part 3: Policy for sustainable of FWUC

Part 4: Guilines and forms to request FWUC budget

Part 5: Guilines for expenses of FWUC budget

Attachment 1: Example of FWUC responsibility

Attachmnet 2: Procedure to request budget for FWUCestablishement and strenthening.

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7

MOWRAM

Inter-ministerial Coordination Committee (ICC)

Department ofIrrigated

Agriculture(DIA)

Department of FarmerWater User Community

(FWUC)

PDRAM, FWUCs,Local authority

MEF, MAFF& DPs?

PAD

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5

1-MOWRAM Depts are responsible for:◦ 1-1 Preparing the policy, strategy, guideline, budget strategy for O&M (periodic and

routine maintenance, emergency work and supporting activities of FWUCs).◦ 1-2 Incase of Medium and Large scale, the sharing should be MOWRAM, PDWRAMs

and FWUCs, and taking over of supervision and auditing.

2- PDWRAMs are responsible for O&M of Medium and small scaleand discussing with FWUCs.

3- FWUCs are responsible for O&M of small infrastructures ofirrigation schemes such as tertiary/irrigated canal and its structures.

9

10

Director2Deputy Directors

Administrative Training andResearch

FWUCManagement

FWUCDevelopment

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Note: includes projects in process and agreed

1. Identify the Policy and Strategy for extending Development ofIrrigation System under Govt Policy

2. Study and Research and Concentrate the Irrigation Data to identify andcreation the technical base to make easily for extending ofManagement and Development.

3. Create the Work plan (Sort Medium Long Term4. Control all the uses of irrigation scheme direct and in direct within the

sustainable miner and maximize reduce from the happen of natural disaster.5. Prepare the Law and Legislations related to the management operation

and maintenance and extending of development the irrigation system.6. Support and provide the back stopping technical to private sector NGOs,

IOs, Farmer Water User Community all stakeholder concerning the useof irrigation system with appropriate use and sustainable.

7. Increase the research, implementation and upgrade the new technology.8. Strengthening and improvement the collaboration with national and

international for Participatory Irrigation Management and Farmer WaterUser Community to be sustained of irrigation system for the holeCountry.

Total No ofFWUC 2013

output2014 output2015 Expectedoutput2016

Expectedoutput2017

Expectedoutput2018

434 5 5 5 5 5

Subsequenttotal

439 444 449 454 459

12

Strategy Plan2016-2018 for FWUCs StrengtheningTotal No ofFWUCEstablishment-2015

Expectedoutput2016

Expectedoutput2017

Expectedoutput2018

others

444 43 15 20 Govt Eco-Growth

43 58 78

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13

-Provide water delivery service in each scheme as well to reach the

cost of minor maintenance thus reducing the cost of O&M of Govt

Budget.

-Farmer’s participation and be come owner of O&M of irrigation

management and development.

-Provide an approach of Govt to hear the voice of farmers.

-Govt provide backstopping to FWUC for management and

development of irrigation schemes.

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Please try to …

1. Install and maintain on-farm ditches for smooth irrigation !

2. Establish “Water User Group” at each tertiary canal level !

3. Draw up water system diagram and water allocation plan !

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Activities for establishment and strengthening FWUCs

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Meeting ready to maintaining the tertiary/irrigated canals

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Irrigation management and development by FWUCs

Thanks for yourattention

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MoWRAM’s irrigation sector policy 2016

ContentsI-Rehabilitation

II-Irrigation maintenance

III-FWUC support

IV-Steps forward

V-MOWRAM recommendation and suggestion

30th March, 2016

Annex 5

I-REHABILITATION POLICY (MEF’S BUDGET LINE 21)

In 2015: $ 31.5 million is allocated and disbursed for rehabilitation.

Rolling program 2016-2018: Policy for prioritization of irrigation schemes

• Priority 1: development of new irrigation schemes and construction of main /

secondary / tertiary infrastructures.

• Priority 2: complement existing areas already built to make them operational.

• Priority 3: connect the areas with no water or non-existence of the irrigation

network to water sources especially

1. Schemes with the highest poverty index,

2. Schemes high potential for agricultural development,

3. Flooded areas,

4. Schemes with high risk of drought and

5. Schemes identified by RGC and irrigated schemes in border areas.

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II-IRRIGATION MAINTENANCE POLICY (BUDGET LINE 61)

In 2015: US$ 7.5 million is allocated and disbursed for maintenance.

In 2016: US$ 10 million (include FWUC supports)

Rolling program 2016-2018: Policy for prioritization of irrigation schemes

• Criterion 1: complete irrigation scheme and fully operational.

• Criterion 2: irrigation scheme with sufficient water resource.

• Criterion 3: irrigation scheme with high production potential and yield

• Criterion 4: scheme located in major agricultural production areas

• Criterion 5: scheme with FWUC with:

1. criterion 5-1: FWUC officially registered,

2. criterion 5-2: FWUC fully ensures its role

3. criterion 5-3: FWUC collection of fees (ISF)

4. criterion 5-4: FWUC with the support of member farmers

5. criterion 5-5: FWUC with the support of local authorities,

6. criterion 5-6: FWUC with donor support.

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III-FWUC SUPPORT POLICYin connection with the FWUC sub-decree adopted in March 2015:

The document laments the lack of regulatory framework to allow financial

support to FWUC.

The Inter-Ministerial Prakas on process: Identify of Irrigation Contribution (IC)

and utilization procedure of funds are jointly formulated by the MEF-MoWRAM.

The document indicates the possibility of contributing funds into the account

of the MEF, account PDWRAM so then could transfer to the bank account of

FWUC.

Expending payment process: the FWUC have to send invoices to PDWRAM and

then send expending reports to MoWRAM and MEF.

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IV-STEPS FORWARDDocument’s recommendation:

MoWRAM should establish Irrigation road map (basin by basin) indicate

prioritization of the remain of rehabilitated irrigation areas.

MEF requests to MoWRAM to work closely with MAFF for agriculture

extension.

MoWRAM should prepare Technical and Service Standards for the process

of rehabilitation and maintenance of irrigation schemes, and Prakas of

FWUC support (sub-decree).

MoWRAM should establish a monitoring and evaluation process by creating

the different control committee (Done).

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V-MOWRAM RECOMMENDATION AND SUGGESTION

DPs should assist MOWRAM:

prepare Technical and Service Standards for the process of rehabilitation

and maintenance of irrigation schemes.

Finally the draft policy O&M and FWUC supports.

Provide more fund O&M and FWUC activities for Irrigation scheme

sustainability.

MAFF and MOWRAM should go one way.

DPs should present their own related activity to each TWG-AW meeting.

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THANK YOUFOR YOUR KIND

ATTENTION

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Activities of the SCCRP project on ContractFarming development:

Pilot implementation and development ofregulation and guidelines

Support to the Commercialization of Cambodian Rice Project

Support to the Commercialization of Cambodian Rice Project [SCCRP][AFD Grant - CKH-1077-01-S and CKH-1077-02-T]

Supreme National Economic Council (SNEC)

TWGAW - Phnom Penh, 30 March 2016 -

Annex 6

Background of SCCRP

1) Contribute to the organization of the sector (notably professionaland inter-professional organizations) and capacity building ofactors;

2) Establish quality standards / quality labels / collective brand inorder to optimize the economic value of Cambodian rice in themarkets;

3) Promote the involvement of farmers organizations in the primarystage of commercialization of paddy, via Contract Farming or othereconomic models;

4) Upgrade capacities of the Rural Development Bank.

SCCRP project is a project of SNEC funded by AFD.It has 4 main components as following:

SCCRP Presentation to Technical Working Group on Agriculture and Water 2

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Objectives of Component #3

1) Develop and test various pilot models of involvement of FarmerOrganization in paddy commercialization, including contract farmingagreement and other models;

2) Contribute to complete and make operational the legal framework forcontract farming in Cambodia;

3) Develop capacities of relevant Departments, NGOs or FOsFederations, inter-professional organization, for advisory services toeconomic stakeholders willing to develop contract farming agreements;

4) Possibly support the creation and testing of specific credit mechanismsdedicated to Farmer Organizations / Cooperatives.


Pilot cases of ContractFarming implemented


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Pilot activities implemented since 2013

Key figures: 29 Contracts signed, 6 millers or exporters, 19 Fos.


Pilot activities implemented since 2013 (Con’t)

Rice Miller/Exporter

FO(s)(AC, FWUC ...etc.)

Contract Farming of the two partiesContract Farming of the two parties

Endorsed ornot endorsedby DAI-MAFF

Contract / commitment between FO(s) and their membersContract / commitment between FO(s) and their members


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One example: Contract farming for Organic Paddy supply

Items Agreements in the contract Results

1. Support of BUYER . Input support: no. Financial support: no. Technical support: paddy qualityassessment training. Other support:

+ Cost for loading organic paddy+ Providing bags

All supports were provided as agreed in thecontract

2. Volume 1,800 tons (for 8 contracts in 2014)3,359 tons (for 8 contracts in 2015)

1,466 tons delivered in 2014 (81%)2,439 tons delivered in 2015 (73%)

3. Price Maximum market price in previous 7 days of3 rice mills agreed by the two parties +premium price

MARKET PRICE + 128 KHR/kg in average in 2014;+ 150 to 160 KHR/kg in average in 2015.+ (depending on grades)

4. Quality . Grade A and B. Certified organic paddy (EU and USA)

. Grade A, B, C and D

. Organic paddy certified by accreditedinspection and certification body

5. Duration Seasonal/Annual 3rd season currently under negotiation.Frame MoU signed for 2015-2016.

Sustainability 8 Cooperatives mutualize resources to set-up an Agricultural Cooperative Union in order to hireprofessional staff to sustain required tasks for organic certification: The budget of the AC Unionis already covered by ACs at 75% for year 2016, should be 100% in 2017.

Conclusion This is a very successful contract in term of quantity, price, quality and respect of the two partieson the agreement s mentioning in the contract. It benefit to both parties : producers and buyer.


Some lessons learnt

It is necessary to keep the case very flexible to the regulationand politics: the terms of the contracts are never defined bya norm but should always be the result of a case by casenegotiation.

“To produce or buy the same paddy as usual at the same priceas usual you don’t need Contract Farming…”

The question is (from the buyer point of view) what addedvalue the CF will bring, and how I intend to share this addedvalue with producers?


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Development ofregulations and guidelines


On-going work and objectives

Project of a Manual on Contract Farming in Cambodia: Target: economic stakeholders and facilitation bodies; Content:

• Concept,• Legal background,• Questions that contracts should answers and possible

options / models,• Tips for implementation and follow up,• Possible options for conflict resolution…

Additional regulations / guidelines for DAI/PDA…


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Mechanism: Taskforce established by MAFF

Drafting manual is on-going (inputs from consultants andDepartment of Agro-Industry, at the moment).

For the validation of the Manual and for the elaboration ofguidelines and additional regulations, MAFF has set up adedicated “Taskforce”.

It is desirable to mobilize more experiences and inputs, and, ifMAFF allows, other projects with experiences of ContractFarming in various sub-sectors would be welcome to join theTaskforce and contribute their views so all the availableexpertise is mobilized and used to develop pragmatic guidelines!


Thank you and welcome if you want to contributewith your experience and expertise!
