KINGDOM OF CAMBODIA
NATIONAL RELIGION KING
3
3
DEMAND FOR GOOD GOVERNANCE PROJECT
World Bank-IDA-Grant No H4410-KH
FIRST QUARTERLY PROGRESS REPORT
January-March, 2012
OWSO/DO
Prepared by: NCDDS/DST/OWSO
(Date): May/25/2012
TABLE OF CONTENT
I. SUMMARY PROGRESS ................................................................................................................................... 1
1.1 PROJECT CONTEXT ...................................................................................................................................... 1
1.2 KEY OUTPUTS: ................................................................................................................................................... 1
1.3 KEY RESULTS: ................................................................................................................................................ - 2 II. CASE STUDIES/LESSONS LEARNT .................................................................................................................. 5
III. PROJECT IMPLEMENTATION PLAN (PIP) AND ITS ACHIEVEMENTS ............................................................... 5
3.1 COMPONENT 1: EXPANSION AND STRENGTHENING OF THE OWSOS ............................................................................ 5
3.2 COMPONENT 2: EXTENDING AND STRENGTHENING THE CAPACITY OF THE DO ............................................................... 6
3.3 COMPONENT 3: IMPLEMENTING NEW FORMS OF CITIZEN PARTICIPATION AND OUTREACH .............................................. 8
3.4 COMPONENT 4: MONITORING & EVALUATION AND LEARNING TO ENSURE HIGH PERFORMANCE STANDARD IN OWSO AND
DO ....................................................................................................................................................................... 9
3.5 COMPONENT 5: PROJECT MANAGEMENT ............................................................................................................... 9
IV. FINANCIAL AND DISBURSEMENT STATUS .................................................................................................. 14
V. PROJECT’S PROCUREMENT STATUS ............................................................................................................ 15
VI. EMERGING PROBLEMS/CONSTRAINTS AND SOLUTIONS ........................................................................... 18
VII. COMPLAINTS SUMMARY .......................................................................................................................... 19
VIII. RISKS MANAGEMENT MATRIX ................................................................................................................ 19
IX. RESULT FRAMEWORK ................................................................................................................................ 26
X. GOOD GOVERNANCE FRAMEWORK (GGF) .................................................................................................. 30
XI. LEGAL COVENANTS AND COMPLIANCE ...................................................................................................... 49
XII. ACTIONS TAKEN ON THE RECOMMENDATIONS OF THE AIDE-MEMOIRE OF THE PREVIOUS SUPERVISION
MISSION OF THE WORLD BANK ...................................................................................................................... 50
XIII. CONCLUSION AND RECOMMENDATIONS ................................................................................................ 53
13.1 CONCLUSION ................................................................................................................................................. 53
13.2 RECOMMENDATIONS ...................................................................................................................................... 53
ANNEXES ........................................................................................................................................................ 54
ANNEX 1: OUTPUT INDICATORS ................................................................................................................................ 54
ANNEX 2: PARTNERSHIP REPORTING.......................................................................................................................... 57
ANNEX 3: SERVICE TRANSACTION BY PROVINCE AND LINE AGENCY.................................................................................... 61
ANNEX 4: SERVICE REVENUES BY PROVINCE AND LINE AGENCY ........................................................................................ 62
ANNEX 5: COMPLAINTS RECEIVED AND RESOLVED BY PROVINCE ...................................................................................... 63
I. SUMMARY PROGRESS
1.1 Project Context
This report is the first Quarterly report for Component 1 C (OWSO and DOs) of the Demand
for Good Governance Project of the year 2012. During this quarter project implementation
was severely hampered by cash shortaged due to a low ceiling of the Designated Account and
with guidance of the World Bank office in Phnom Penh and good collaboration of the
Ministry of Economy and Finance every effort was made to resolve this constraint (which
succeeded in April).
1.2 Key Outputs:
The key outputs achieved in the first quarter, 2012 are, 1) AWP 2012 submitted to the World
Bank for approval and (2) Joint decision document/Implementation Agreements for 23
municipalities, (3) the 4th implementation support mission conducted by the World Bank
facilitated by NCDDS/DST, (4) Draft of CIC guideline as action plan and was submitted to
the World Bank for comments, (5) First round – refresher orientation training on OWSO/DO
and project management to all 23 municipalities’ staff, (6) Recruitment for 6 new target
municipalities and back office staff responsible for agriculture services in all 23 OWSOs, (7)
Procurement of 3 packages of goods and 10 packages of services, (8) Draft annual report for
2011, (9) Identification of the modality of OWSO/DOs in a rural district and the location of
OWSO/DOs in 9 Khans and other four municipalities.
Policy Framework: In this quarter, the Ministry of Culture and Fine Art issued a Prakas on
the delegation of functions to 9 Khans throughout Phnom Penh Capital with an OWSO. The
Ministry of Land Management, Urban Planning and Construction issued a guideline (dated
March 21, 2012) on the delegation of its functions to six new municipalities (Preah Vihear,
Senmonorom, Samroang, Stoeung Traeng, Pailin and Kep). In addition, the Ministry of Health
issued the guidelines on the implementation of Prakas on functional delegation to OWSOs for
health services (27 March 2012).
Legal Covenant: In the first quarter, 2012, two activities related to the covenants were
relevant. Firstly, Technical Advisory Group (TAG) meeting was organized as planned on
February 16, 2012 which produced an agreement on the selection of OWSO model for rural
district, Bavel district of Battambang province. The second is the submission of first quarterly
progress report - to the World Bank through PCO on May 3, 2012.
Capacity Building: NCDDS/DST organized three refresher training courses on project
management of OWSO/DO, which covered three major topics such as implementation
agreement management, administrative and financial management and reporting system for 17
existing OWSOs and the first orientation training for 6 new target areas. There was a total of
192 trainees from 23 minicipalities as planned.
Communication and Information: NCDDS/DST produced an article on the orientation
training course organized in Kampong Cham from 28 to 29 March 2012 which was
disseminated through local media such as National Kampong Cham Radio (FM 92.5MHz),
1
Women’s Media Center (FM 102MHz), Reaksmey Kampuchea Daily Newspaper and
Kampuchea Thmey Newspaper. NCDDS/DST also developed the draft CIC guidelines for
CICs in all 37 target areas which was send to the World Bank for comments.
Monitoring and Evalaution and Learning Activites: Due to initial work of National
Technical Advisers for Monitoring and Evaluation and -Information Technology, the
development and design of the Management Information System (MIS) could not be started as
planned. The activity schedule was revised with timeframe from three months to six month for
MIS design and development and the period of piloting was reduced from 6 months to 3
months. The assignment will start in April and will be completed in December, 2012.
Gender Mainstreaming: For the 6 new target municipalities, 34% out of 102 recruited staff
are females. In NCDDS/DST, the number of female staff increased with 2 women in this
quarter. As a result, 26% out of the 408 personnel working for OWSO/DO project at all levels
(including officials receiving POC, contracted, NTA and ITA staff) are females. Thirty-five
per cent of 22,495 clients who came to 17 OWSOs to request a public adminstration service in
the first quarter were females. Eighteen per cent of the 192 trainees from 23 target
muicipalities who attanded the three orientation training courses were females. This reflects
the composition of key provincial and district staff concerned.
Partnership: In this quarter, NCDDS/DST continued to strengthen the partnership with 10
line Ministries that have delegated their functions to D/M/Ks with an OWSO (or plan to do
so). NCDDS/DST signed MoU with Democracy resource center for National Development
(DND) in January 11, 2012 to continue to promote new forms of citizens’ participation and
outreach. In 2012, DND extended its activities to three new target municipalities (Bavet of
Svay Rieng, Stoeung Sen of Kampong Thom and Banlung of Rattakiri province). On January
19, 2012, NCDDS/DST also signed a MoU with a new NGO named Advocacy and Policy
Institute (API) to promote new forms of citizens’ participation in three target muninicipalities
(Chbarmorn of Kampong Speu, Pursat of Pursat province and Kampong Chhnang of
Kampong Chhnang province). Both partnership NGOs help NCDDS/DST with disseminating
information related to Prakas/decisions/guidelines on functions delegated and OWSO/DO’s
services provision and prepare citzens’ reporting card and provide feedback to the services of
OWSO/DO (Please see more in annex 2).
1.3 Key Results:
Cases received and resolved: The total number of cases received from complainants in the
first quarter amounted to 985 and 57 out of those cases were real complaints related to
dissatisfaction of OWSOs’ services, slow service provision and unofficial payment and 94%
of those cases are reports, suggestion for improvement, letters of appreciations and request for
information. Among 57 complaints, 42 complaints or 74% were completely resolved by DOs
(Please see annex 5).
Number of line ministries and functions delegated: In the first quarter this year, the number
of line agencies that assigned service function to D/M/Ks with OWSOs did not change from
last year. Total line agencies cooperated with NCDDS/DST numbered 9 Ministries/
institutions and total services assigned by those Ministries are 32 functions and 211 subfunctions.
2
Service transactions: The number of service transaction provided in this quarter amounted to
22,495 (Please see annex 3). If compared to the total number in the first quarter last year, it
increases 52%. Seventy six percent of these were provided in the 9 OWSOs that were
existing already in Q1/2011, while twenty four percent in those that were opened in October
2011. Interestingly the number of services provided in Battambang decreased by 13%
compared to Q1/2011, while it increased with 49% in Siem Reap. In the other 7 OWSOs
together, the number services provided increased with 3%, with a considerable decline in
Stoeung Sen, Kampong Thom Province and a major incease of 123% in Suong and 112% in
Peam Ro.
Revenues: The revenue generated by 22,495 service transactions reported in 17 OWSOs
amounted to 315,766,400 Riels or US$ 78,922. Thirty-six percent of these revenues were
generated in Siem Reap and Battambang together, twenty-eight percent by the 7 OWSOs that
were established in 2010 and 36% by those established in 2011.
In the 9 “old” OWSO total revenues increased 20% compared to those in Q1/2011, with 6%
decrease in Battambang. In the other OWSOs the revenues increased between 162% in Soung
and 9% in Kratie. Total revenue in those established in 2010 increased 54%, while the number
of services increased 3%.
Table 1: Performance in Q1/2012 compared to Q1/2011
Prov.
Code
Municipalities
PRE-DFGG
BAT
Battambang
SRP
Siem Reap
1st-Year Target
BMC
Poipet
KDL
Takhmao
KPC
Suong
KPT
Stoeung Sen
KRT
Kratie
PHV
Preah Sihanouk
PVG
Peam Ro
GRAND TOTAL
Q1, 2011
Nr. Of
Revenues
Trans.
(Riels)
9,017
95,635,000
4,121
47,210,700
4,896
48,424,300
5,993
57,735,900
714
10,164,400
482
10,916,300
315
2,359,400
3,019
11,927,200
298
7,866,300
972
10,692,600
193
3,809,700
15,010
153,370,900
3
Nr. Of
Trans.
10,922
3,603
7,319
6,161
1,346
578
703
1,195
461
1,469
409
17,083
Q1, 2012
Revenues
(Riels)
114,642,000
44,447,600
70,194,400
88,736,900
24,447,600
13,316,000
6,175,000
15,988,900
8,597,500
14,449,300
5,762,600
203,378,900
Change (%)
Nr. Of
Revenues
Trans.
(Riels)
21%
20%
-13%
-6%
49%
45%
3%
54%
89%
141%
20%
22%
123%
162%
-60%
34%
55%
9%
51%
35%
112%
51%
14%
33%
Table 2: Key results of OWSO/DO project
For Each Year
Result
2008
(Baseline)
2009
Only
2010
Only
2012 (Up to Current
Quarter)
2011
Only
Q1
Q2
Q3
Q4
Total
2012
I. # of case received, case resolved and % of case resolved by DO
0
59
181
401
57
57
a. Case received
0
53
174
401
42
42
b. Case resolved
0
90%
96%
100%
74%
74%
c. % of case resolved
II. # of citizen service delivery transaction completed in OWSO in 17 municipalities
a. # of citizen service
38,343 45,001 40,379
63,150
22,495
22,495
delivery transaction
b. % change to previous
17%
-10%
56%
52%
-64%
year (Actual)
c. % change to previous
475%
46%
329%
year (Target)
III. # of line agencies/service delivery function asigned to OWSOs
7
7
7
9
9
9
a. # of line agencies
b. # of service delivery
71
85
112
144
211
211
function assigned
IV. Average cost recovery ratio (in %) of OWSOs (i.e., service fee revenue as proportion of operating cost)
a. Revenue fee (million
36
344
334
707
315
315
riels)
4
Cumulativ
e (2009 to
Current
Quarter)
698
670
96%
171,025
74%
9
211
1,736
Comment
II. Case Studies/Lessons Learnt
Based on the evaluation report of one year
implementation -2011 of DND the lessons
learnt is:
I was demanded by someone to pay US$300
for my business license. Yet, after consulted
with CB, I decided not to give him because it
was too expensive to my small business. Then
I came to the Municipal Office, I paid only
US$50.
“We learned that the capacity intervention
alone to OWSO officials is not enough to
address the problems of the beneficiaries,
unless they have a decent salary. Now, they
HOURNG Heng, Crapper Seller in Kratie
are paid only US$50 per month to work fulltime. Still, they are committed, punctual,
and not corrupted, but how they could survive with such a small salary. At the same time we
learned that the incomes from the OWSO services are still too low. And in the text boxes are
the voice of a beneficiary.”
III. Project Implementation Plan (PIP) and its Achievements
3.1 Component 1: Expansion and Strengthening of the OWSOs
Legal Framework: In this quarter the Ministry of Culture and Fine Art issued Prakas number
37 PRK dated January 23, 2012 to delegate its functions to nine Khans of Phnom Penh
Capiltal. The Ministry of Land Management, Urban Planning and Construction issued
Guideline number 006 SNN/RSN dated March 21, 2012 on the delegation of its functions to
six new municipalities (Preah Vihear, Senmonorom, Samroang, Stoeung Traeng, Pailin and
Kep). The Ministry of Health issued another guideline related to the prakas issued in late 2011
Renovation and construction of OWSO’s Building: The renovation of the OWSO/DO
building in Battambang was fully completed. Even after contract negotiations, the contractor's
price for the construction of OWSO/DO buildings in 6 municipalities remained 7% higher
than the estimated budget. Yet, MEF approved an increase in the budget on March 20, 2012,
and the contract will be signed early April 2012. NCDDS/DST also identified the location of
and completed safequard screening for nine Khans and 4 new municipalities (Kampong
Cham, Prey Veng, Svay Rieng and Serei Sophoarn).
OWSO’s Staffing: So far, six out of seven new targets areas completed the recruitment of
new staff. The recruitment of the staff in the rural district (Bavel) is awaiting approval of
DPM. As a result, 102 total staff have been recruited of whom 34% are females. Therefore,
total staff to date in national, provincial and muicipality offices is 408 people with 26%
female.
Equipement: In this quarter, NCDDS/DST also procured 22 motorbikes that were delivered
to the new target municipalities. In addition, NCDDS/DST equipped its office with 10 office
desks and chairs, one meeting table with chairs and five filing cabinets.
5
Staff Capacity Building: In the first quarter of this year, NCDDS/DST organized two
refresher training courses for 17 existing OWSO/DOs and the first orientation training course
for the six new OWSO/DOs on project management including three major topics such as
implementation agreement management, administrative and financial management and
reporting system. The first training course was conducted from 20 to 21 February 2012 for 10
Year 1 (Y1) target municipalities with 69 participants. The second was organized from 22 to
23 February 2012 for 7 Y2 target municipalities with 53 trainees and the third from 28 to 29
March 2012 for 6 new (Year 3) OWSOs with 70 particiapants. All three trainings took place
in Kampong Cham province.
3.2 Component 2: Extending and Strengthening the Capacity of the DO
Ombudsman Election: NCDDS/DST collaborated with the governors of 6 new target
municipalities (Preah Vihear, Senmonorom, Samroang, Stoeung Traeng, Pailin and Kep) to
complete the election process of DO chief. The one in Bavil could not yet be elected since the
OWSO/DO in this rural district is awaiting the approval of DPM.
Alligment Study between DO and PAWG: NCDDS/DST recruited one interantional and
one national consultant to conduct the study on the alignment of the DO and PAWG that
started on March 19, 2012 and will be completed on April 9, 2012.
Complaints received and resolved: Table 3 shows that among them, the DOs received 47
complaints (including those originally classified as “reports”). Forty-two or 74 % were
resolved within the same quarter (See annex 5).
Two complaints were about requests for unofficial fees: one in Koh Kong and the other one in
Prey Veng. NCDDS/DST will monitor the investigation by the DO
6
Table 3: Number of communications received, by Municipality
Complaint
No.
Province Code Municipalities
About
OWSO
1
BAT
Battambang
0
2
SRP
Siem Reap
6
3
BMC
Poi Pet
5
4
KPC
Soung
0
5
KPT
Steoung Sen
0
6
KDL
Takhmao
0
7
KRT
Kratie
1
8
PVG
Peam Ro
6
9
SHV
Preah Sihanouk
3
Sub-Total old offices
21
Per cent
6%
10
KAM
Kampot
2
11
KCH
Kampong Chhnang
2
12
KKG
Khemarak Phumint
9
13
KSP
Chbarmorn
0
14
PUR
Pursat
4
15
RAT
Banlung
0
16
SVR
Bavet
0
17
TAK
Takeo
9
Sub-Total New Offices
26
Per cent
4%
GRAND Total
47
Percentage
5%
Suggestion
Req. Info
Appreciation
Report
Total
0
1
0
7
1
0
6
6
0
21
6%
2
2
1
4
2
8
0
0
19
3%
40
4%
115
15
11
25
29
22
17
21
19
274
75%
60
30
45
57
287
37
0
7
523
85%
797
81%
1
3
16
1
1
1
7
0
0
30
8%
3
2
7
2
10
5
0
0
29
5%
59
6%
16
2
0
1
0
0
0
2
0
21
6%
0
1
2
17
1
0
0
0
21
3%
42
4%
132
27
32
34
31
23
31
35
22
367
100%
67
37
64
80
304
50
0
16
618
100%
985
100%
7
3.3 Component 3: Implementing New Forms of Citizen Participation and
Outreach
Information Campaign: The communication team of NCDDS/DST produced an article on
the orientation training course organized in Kampong Cham from 28 to 29 March 2012 that
was dessiminated through local media such as National Kampong Cham Radio (FM 92.5
MHz), Women’s Media Center (FM 102MHz), Reaksmey Kampuchea Daily Newspaper and
Kampuchea Thmey Newspaper.
Citizen Information Center: Guidelines for the CIC were prepared and send to the World
Bank for comments.
Disclosure of Information: In this quarter, project activity-related information was posted on
the OWSO website to raise the public’s awareness of the project. Twenty-eight articles
related to training courses, meetings, project events, procurement, news, legal and policy
documents, service prices and multimedia files such as Ayay were uploaded and posted into
the OWSO home page. The viewer filter tracking on the OWSO’s home page showed that
5,509 viewers accessed the home page during the first quarter this year. Of the viewers 86%
were Cambodian and the others were from 39 different countries. Moreover, NCDDS/DST
participated in the disclosure workshop organized by PCO on 6 March 2012 and thereafter
updated its disclosure traking sheet and posted it together with other relevant documents in the
OWSO website as required by PCO and the World Bank.
Also the the participation in the workshop on Good Governance Framework organized by
PCO on 14 February was considered very fruitful.
OWSO’s Outreach and Feedback: As of end March, 2012 the first round of advertisement
of the Requests for Expression of Interest (RfEoI) from NGOs was completed but there were
not enough NGO applying for this assignment. A second RfEoI was advertised through
Cambodia Daily, Raksmei Kampuchea and OWSO’s and NCDDS’ home page from 6th to 27th
April 2012.
NCDDS/IP3-SNA Capacity Development: During this Q1, NCDDS/DST collaborated with
the IP3-Subprogram 2, prepared plan and detail budget for training of the D/M/K Councilors
and Administrations and OWSO management. The training topics are focused on D/M/K
Organizational Development Facilitation Skill, Administration Manual, and D/M
Development Project Implementation Fund. The training materials for D/M/K Organizational
Development Facilitation Skill were already developed and the training test will take place at
the end of April 2012.
8
3.4 Component 4: Monitoring & Evaluation and Learning to Ensure High
Performance Standard in OWSO and DO
Development of Management of Information System (MIS): Due to late start of the work
of both national technical advisers on M&E and IT, this activity will be started in the second
quarter. It will take approximately six months to complete the first version of MIS for testing
in few municipalities where OWSO/DOs exist. The piloting will take approximately 3
months.
Lessons Learnt: ToRs were prepared for a national and an international expert to conduct a
second round of Lessons Learnt formulation.
3.5 Component 5: Project Management
At NCDDS/DST, there were 11 government staff working among whom there was only one
female. At the sub-national level, there were 358 staff, with 102 out of them being recruited
in the first quarter, 2012. Twenty – eight per cent of all staff were females. Eleven out of all
sub-national administration personnel resigned and one retired in the first quarter this year.
Two out of them were replaced and recruitrment of the other 10 others needs to be continued
in the second quarter.
Technical Staff and Advisers: Three local advisers (Information Technology, Monitoring
and Evaluation and Commuication Adviser) were recruited and started their work in March,
2012. Three assistants were also recruited within this quarter (Capacity Building Assistant,
M&E Assistant and Finance Assistant). One M&E assistant resigned at the end of March and
the recruitment of her replacement started in March and will be completed in April.
NCDDS/DST’s Events: In this quarter, OWSO organized three monthly staff meetings to
follow up the project progress.
Support to IP3-SNA Management: Seventeen annual Joint Decision Documents/Implementation Agreements were finalized and signed between NCDDS and provincial governor at
the end of March 2012. As a result 17 municipalities continue to use the IDA budget to
implement their planned activities related to OWSO/DO operation, POC, new forms of citizen
participation and outreach.
Project Coordination, Planning and Reporting: Three major activities were implemented
in this quarter. Firstly, NCDD/DST formulated the annual work plan (AWP) for 2012 and
submitted it to the World Bank for approval. Secondly, NCDDS/DST consolidated the annual
report for 2011 and the first draft was submited to the World Bank through the Project
Coodination Office (PCO). Thirdly, NCDDS/DST facilitated the fouth implementation
support mission for the Demand for Good Governance Project that was undertaken by the
World Bank from 12 to 23 March 2012.
Summary Progress in ProjectImplementation Plan (PIP)
Table 5 presents the summary progress of Project Implementation Plan (PIP), for which the
following colours were used
9
1. Green
:
2. Red
3. Yellow
:
:
Implemented according to plan (Completed or ongoing for recurrent
activities, such as payment of Operational Cost)
target date passed (including monthly dates, Delayed)
Due only in the next quarter activities (Ongoing)
Table 4: Progress of project implementation plan
Starting
Date
Component 1: Expansion and Strengthening of the OWSOs
1
Establishment of
1.1 Facilitate and
Jan-12
Legal Framework coordinate relevant
for setting up and
ministries to prepare/revise
extending the
and deliver the Prakas on
competencies of
functions delegated to
the OWSOs
OWSO target areas
1.2 Prepare guidelines and
Jan-12
decisions related to
OWSO/DO
2
Preparation and
2.1 Identify location and
Jan-12
Renovation of
safeguard screening for
OWSO buildings
new OWSO establishment
in 1 rural district, 4
municipalities and 9 Khans
2.2 Building structural
Mar-12
analysis and soil testing of
new OWSO offices in 9
Khans of Phnom Penh
Capital
2.3 Design of new OWSO
Mar-12
offices in 9 Khans of
Phnom Penh Capital
2.6 Monitor building
Jan-12
construction/renovation
3
Office Materials
3.3 Performance based
Jan-12
/Equipment
equipment
No.
Key Activities
4
Operational Costs
5
Staffing
6
Training and
Capacity Building
Description of Activity
4.1 Operational costs for
OWSOs
5.1 Staff selection for 7
target areas in Y3 and back
office staff for Agriculture
and Health in all target
areas
5.2 POC allowances for
OWSO officers/staff in
target areas
5.3 Incentives for DO
chiefs and contract staff in
target areas
6.1 Orientation training for
all OWSO target areas
(management of
Implementation Agreement
between NCDD and
10
Completion
Date
If not achieved or
delayed, reasons:
Ongoing
Ongoing
28 March
Bavel was completed on
11 April only
Procurement Plan not
approved in time.
Ongoing
Procurement Plan not
approved in time.
Ongoing
Lack of clarity of PBEF
Guidelines with regard to
state of maintenance of
existing equipment.
Too low a ceiling for DA
Jan-12
Jan-12
DPM’s approval for staff
selection was received on
6 April
Jan-12
Too low a ceiling for DA
Jan-12
Too low a ceiling for DA
Feb-12
29 Mar
No.
7
8
Key Activities
Update and
Provision of
Additional
Information at
OWSO Website
and information
on other services
Study on rural
district options
Starting
Date
Description of Activity
Provincial Admin, Admin
and Finance Management,
OWSO/DO Reporting
System, etc.)
6.2 Training for 7 OWSOs
in Y3 target areas (incl.
OWSO/DO role,
responsibilities, code of
conduct, etc.)
7.1 Update and post all
relevant information of
OWSO/DO in OWSO
Website
7.2 Information on other
services
Mar-12
Alignment of DO
and PAWG
Ongoing
Jan-12
Ongoing
29 Feb
Prakas on Bavel awaited
Ongoing
Ongoing
3.1 Study on options to
Mar-12
Ongoing
align the DO with the
PAWG system
Component 3: Implementing New Forms of Citizens Participation and Outreach
1
Setting up
3.1 Monitor and support
Jan-12
Ongoing
monthly citizen’s
the Municipal/District
hour in each target Governor to organize
area
monthly citizen's hour
2
Periodic
Jan-12
Ongoing
2.1 Talkback programs on
information
the radios and TV
campaigns on
campaign
OWSO and DO
3
Preparation for
3.1 Prepare guidelines for
Jan-12
30-Mar
the
Info Center
commencement of
Jan-12
24 Feb
3.3 Recruitment of and
information
salary for National TA for
centers at the
communication
OWSOs
4
Support to
4.1 Support to
Jan-12
Ongoing
NCDDS/IP3-SNA NCDDS/IP3-SNA capacity
capacity
development
development
11
If not achieved or
delayed, reasons:
Late recruitment due to
late Prakas
Jan-12
8.1 Study on rural district
Jan-12
options (only payment
continued from 2011)
Component 2: Extending and Strengthening the Capacity of the DO
1
Training and
1.1 Training on DO
Mar-12
Election of
election procedure for rural
Ombudsman
district
1.2 DO election for 6
Jan-12
municipalities and 1 rural
district
1.3 Training for 7 DOs in
Mar-12
year 3 target areas (budget
included in C1, Act 4.2)
2
Setting up the
2.1 Performance based
Jan-12
Office of the DO equipment (included in C1,
Act 3.7)
3
Completion
Date
 delayed until 18 April
Only DO for rural district
delayed due to late
Prakas
Late recruitment due to
late Prakas
Lack of clarity of PBEF
Guidelines with regard to
state of maintenance of
existing equipment.
Starting
Completion
If not achieved or
Date
Date
delayed, reasons:
Component 4: Monitoring & Evaluation (M&E), and Learning to Ensure High Performance Standards in
OWSO and DO
1
1.1 Design of suitable
Mar-12
automated MIS
Development of
1.2 Phnom Penh Baseline
Mar-12
Ongoing
Management
Study by NGO
Information
1.3 Recruitment of and
Jan 12
24 Feb
System (MIS)
salary for National TA for
IT and National TA for
M&E
2
Baseline and
2.1 Payment of Baseline
Jan-12
17 Jan
Midline survey
and Midline survey in 2011
Component 5: Project Management
1
POC for national
1.1 POC for national staff
Jan-12
Too low a ceiling of IDA
staff
2
Office Operation
2.1 Office operation
Jan-12
Ongoing
Too low a ceiling of IDA
and Equipment
2.2 Office equipment
Mar-12
Ongoing
for DST
3
Meeting/Worksho 3.1 Consultation meeting
Mar-12
Ongoing
p/field
with partner ministries for
monitoring/
function delegation to
missions
Phnom Penh Capital
including TAG meeting
3.2 DST regular meetings
Jan-12
Ongoing
3.3 Field monitoring and
Jan-12
Ongoing
support by DST and TAG
3.4 Information production
Jan-12
Pending
Procurement plan 2012
and IEC Materials (incl.
has not been approved
signboards, training
yet.
manual, etc.)
4
Support to IP34.1 Supplement for Admin
Jan-12
Ongoing
Too low a cash ceiling
SNA
and Finance Assistants
Management
4.2 Office operation and
Jan-12
Ongoing
Too low a cash ceiling
maintenance
4.3 Equipment and
Feb-12
Ongoing
motorcycle
5
Recruitment of
Jan-12
Ongoing
5.1 Existing National TA
and salary for
(6 persons)
support staff and
5.2 Existing International
Jan-12
Ongoing
TAs
TA for project management
5.3 Existing national
Jan-12
Ongoing
contract assistant (3
persons)
5.4 New national contract
Mar-12
Ongoing
assistant (3 persons: M&E,
CB and Finance)
5.5 New International TA
Mar-12
Ongoing
for financial management
(part time)
6
Sustainability of
Mar-12
Ongoing
The first meeting on the
6.1 Prepare a sustainability
OWSO/DO
sustainability strategy is
strategy
on 23 April 2012.
7
Coordination,
7.1 Prepare and or revise
Jan-12
Ongoing
Planning, and
OWSO/DO AWP 2012
Reporting system
7.2 Prepare quarterly and
Jan-12
Ongoing
No.
Key Activities
Description of Activity
12
No.
Key Activities
for OWSO/DO
Project and IP3SP2
Description of Activity
annual progress report of
OWSO/DO
7.3 Prepare and or revise
OWSO/DO AWP 2012
under IP3-SP2
7.4 Prepare quarterly and
annual progress report of
OWSO/DO under IP3-SP2
7.5 Prepare Implementation
Agreement between
NCDD/OWSO and IP3SNA
7.6 Participate and
facilitate in
meetings/workshops of
SP2/MoI and or NCDDS
7.7 Program review (WB
Supervision Mission)
13
Starting
Date
Completion
Date
Jan-12
Ongoing
Jan-12
Ongoing
Jan-12
If not achieved or
delayed, reasons:
6/23 are still awaiting
signatures; all other have
been completed entirely
Jan-12
Ongoing
Mar-12
23 Mar
IV. Financial and Disbursement Status
Table 5.A. ACTUAL EXPENDITURE IDA
(USD)
Expenditure in this
quarter
Cumulative
expenditure for this
year till current
quarter
IDA
RGC
17,375
21,283
80,304
45,954
88,316
17,607
61,933
315,164
17,607
Expenditure by Categories
1. Civil Works
2. Goods
3. Consulting Services
4. Training and Workshops
5. Operating Costs
6. MBPI
7. PMG
8. POC
Total
IDA
17,375
21,283
80,304
45,954
88,316
61,933
315,164
RGC
17,607
17,607
% Expenditure
of the year
against AWP
Target
IDA
RGC
2%
0%
3%
0%
8%
0%
8%
0%
24%
11%
0%
0%
0%
0%
12%
0%
8%
3%
Cumulative expenditure
for the project till
current quarter
IDA
328,260
397,337
411,188
272,874
267,724
12,692
6,886
242,943
1,939,905
RGC
363,030
39,199
1,402
403,631
Table 5.B. DISBURSEMENT FROM IDA TO IAs
(USD)
Expenditure in this
quarter
Expenditure by Categories
1. Expansion of OWSO and DO to New target
districts
2.
Expending
and upgrade
and Strengthening
OWSO of BAT
the Capacity
and SRP
of the DO
3. Implementing New form of Citizen
Participation and Outreach
4. M&E and Learning and Ensuring High
Performance Standards in OWSO and DO
5. Project Management
Total
% cumulative
expenditure against
Revised Total
Project Amount
IDA
RGC
28%
48%
32%
0%
33%
0%
36%
0%
43%
18%
90%
11%
100%
0%
22%
0%
32%
33%
Cumulative
expenditure for this
year till current
quarter
IDA
RGC
103,517
17,607
1,784
-
% Expenditure
of the year
against AWP
Target
IDA
RGC
7%
3%
1%
0%
Cumulative
expenditure for the
project till current
quarter
IDA
RGC
1,103,733
402,229
17,925
-
% cumulative
expenditure against
Revised Total
Project Amount
IDA
RGC
30%
33%
9%
0%
IDA
103,517
1,784
RGC
17,607
-
71,939
-
71,939
-
7%
0%
129,180
-
14%
0%
36,335
-
36,335
-
15%
0%
72,670
-
19%
0%
101,589
315,164
17,607
101,589
315,164
17,607
9%
8%
0%
3%
616,398
1,939,905
1,402
403,631
66%
32%
11%
33%
14
These expenditures expressed as a percentage of the budget for Q1/2012 by
categories are as follows:

entire first quarter budget
: 56% for IDA and 22% for RGC

civil work
: 42% for IDA

goods
: 64% for IDA

consulting services
: 47% for IDA

training and workshop
: 65% for IDA

operating costs
: 85% for IDA and 59% for RGC

priority operating costs
: 44% for IDA
The shortfall in expenditure of 44 % for IDA and 78% RGC funds compared to the
first quarter budget is primarily due to:
1. Cash shortage arising from too low a ceiling for the Designated Account,
which affected payments for:
- The office renovation of OWSO office in BAT municipality that was
completed in March;
- Salary of project consultants for March 2012.
- The 22 motorcycles that were delivered to new target areas.
- Trainings conducted. During this period, the project borrowed money from
RGC fund for project training activities in amount of USD 21,250.
- Operating cost, priority operating cost 17 provinces started. Funds were only
transferred in the first week of March 2012. Those expenses will be liquidated
with the project in April 2012.
2. Procurement plan delayed, leading to delays in implementation, including design
of OWSO buildings, procurement of goods and other services
3. Delays in construction of 6 OWSO buildings due to too high a bidding price,
with knock-on effects on the recruitment and training of staff, etc.
V. Project’s Procurement Status
In quarter 1, NCDDS/DST completed 3 out of 5 packages of goods which included 22
motorbikes, 6 desktop computers and one set of office furniture for NCDDS/DST and
OWSO/DOs (See table 6). At the end of March, NCDDS/DST was processing procurement of
construction services for 6 new muicipalities. The bidding price was higher than the budget
even after contract negotiation. MEF approved additional budget on March 20, 2012 and the
process will be completed in April. Moreover, procurment of 19 packages of services started
within this quarter. Eleven of the 19 service packages were completed. Two out of 11 contracts were signed for extension from previous year and 9 were new contracts (M&E, IT,
Commuication Adviser one national and international consultants for allignment study
between DO and PAWG, three assistants and one driver). Among the eight that are not com-
15
pleted are three NGOs contracts for outreach and feedback which had to be readvertised
because of lack of interest of NGOs.
Table 6: Procurement progress
Categories:
Goods
Completed (according to
plan):
3 packages:
 OWSO-G11-1: Supply
and delivery of 22
motorbikes;
 OWSO-G12-01: Supply
and delivery of 6
Computer desktops for
admin and finance
assistants in provinces;
 OWSO-G12-11: Office
Furniture (10
desks/chairs, 1 set of
meeting table including
chairs, 5 filing cabinets)
for NCDDS/DST.
In progress:
Delayed:
Reason for
Delay:
2 packages:
 OWSO-G12-10: Supply
and deliver office
equipment (Lot 1: 10
computer
desktops+2printers, Lot2:
1 digital camera): it is in
evaluation process;
 OWSO-G12-12: 1
Vehicle for DST: it is in
preparation of
specification.
Civil
Works
6 packages:
OWSO/DO
Construction for 6
target areas using
RGC Fund, Y3:
For 4 packages
letters of
acceptance were
issued
 OWSO/DFGG/C
W 11-17:
OWSO/DO
Building in Steung
Treng
Municipality, STG
Province.
 OWSO/DFGG/C
W 11-19:
OWSO/DO
Building in Preah
Vihear
Municipality, PVR
Province.
 OWSO/DFGG/C
W 11-20:
OWSO/DO
Building in
Samroang
Municipality,
OMC Province.
 OWSO/DFGG/C
W 11-21:
OWSO/DO
16
Too high a
contractor’s
bid
Categories:
Completed (according to
plan):
In progress:
Delayed:
Reason for
Delay:
Building in Pailin
Municipality, PLN
Province.
Services
National Individual
Consultant: (10 packages:
2 contract extensions and
8 new signed contracts)
2 contract extensions:
 OWSO-CS12-6: Contract
extension for
NCDDS/DST AdvisorOperations.
 OWSO-CS12-11:
Contract extension for
NCDDS/DST AdvisorCapacity Building &
Planning.
8 new signed contracts:
 OWSO-CS-IC12-15
(NTA): NTA-Study on
Options to Align the DO
with the PAWG System.
 OWSO-CS-IC12-16:
NCDDS/DST IT Advisor.
 OWSO-CS-IC12-17:
NCDDS/DST M&E
Advisor.
 OWSO-CS-IC12-18:
NCDDS/DST
Communication Advisor.
 OWSO-CS-IC12-19:
NCDDS/DST M&E
Assistant.
 OWSO-CS-IC12-20:
NCDDS/DST Capacity
National Individual
Consultant
3 packages:
 Consultant for Designing
of Training in
Transparency and
Access to Information:
PRC signed on the
evaluation report.
 OWSO-CS12-7: M&E
Assistant: job
announcement for a new
M&E Assistant to
replace an old assistant
who just resigned.
 OWSO-CS-IC11-22:
(Lot1) NTA-Design and
structural analysis of 5
OWSO offices in Phnom
Penh: TOR and REOI
were sent to the Bank for
comment.
NGOs:
4 packages: were
advertised in the
newspapers and posted
on the websites:
 OWSO-CS-NGO12-01:
Conduct Baseline Study
for Phnom Penh by
17
2 packages waited
for decision on new
location:
 OWSO/DFGG/C
W 11-16:
OWSO/DO
Building in
Senmonorom
Municipality,
MKR Province.
OWSO/DFGG/CW
11-18: OWSO/DO
Building in KEP
Municipality, KEP
Province.
National Individual
Consultant
OWSO-CS-IC11-22:
(Lot1) NTA-Design
and structural
analysis of 5 OWSO
offices in Phnom
Penh: TOR and
REOI were sent to
the Bank for
comment.
Firm:
1 package:
OWSO-CS-IC1122: (Lot2) Firm-Soil
Testing of 7 OWSO
offices in Phnom
Penh: Bidding
Document and
REOI were sent to
the Bank for
comments.
International
Individual
Consultant
Slow
decision
making
process in
Muncipalities
The decision
on location,
size, and
stories of the
9 buildings
to be constructed in
the 9 Khans
was just
issued by
Phnom Penh
Municipality
Governor on
February 15,
2012.
Late
approval of
location by
Phnom Penh
Governor (15
Feb), followed by 6
weeks of
searching
World
Bank’s
comments to
ToR and
Bidding
Documents
Categories:
Completed (according to
plan):
Development Assistant.
 OWSO-CS-IC12-21:
NCDDS/DST Finance
Assistant.
 DFGG/MOI-OWSO/11009: NCDDS/DST New
Driver (replaced the old
one who resigned).
International Individual
Consultants: 1 package:
 OWSO-CS-IC12-15
(ITA): ITA-Study on
Options to Align the DO
with the PAWG System.
In progress:
Delayed:
NGOs (done by
CKP/IPA).
 OWSO-CS-NGO12-02:
NGOs for Outreach and
Feedback to OWSO
(Group1: Battambang,
Siem Reap, Banteay
Mean Chey and Pailin)
 OWSO-CS-NGO12-03:
NGOs for Outreach and
Feedback to OWSO
(Group2: Kandal, Preah
Sihanouk and Koh
Kong).
 OWSO-CS-NGO12-04:
NGOs for Outreach and
Feedback to OWSO
(Group3: Takeo, Kampot
and Kep)
1 package:
OWSO-CS-ITA1201: ITA-Finance
Advisor: decision
from the
management on
MOU.
Reason for
Delay:
VI. Emerging Problems/Constraints and Solutions
Table 7: Issues and challenges
No
1
2
3
4
5
Emerging Problems/Constraints
Proposed/Actual Solution
The problem of staff resigning has not
been resolved yet. In the first quarter, 11
people resigned for various reasons (4 in
Prey Veng, 4 in Preah Sihanouk, 2 in
Suong and one in Pursat) and one retired
(Siem Reap)
Low ceiling of designated acount
The accounting software is not well
functioning
Late approval of procurement plan by the
World Bank and MEF
Lack of interest from consultants/NGOs
6
Late submission of monthly and quarterly
report from some target OWSO/DOs to
NCDDS/DST
7
Lack of citizens ‘participation in
18
NCDDS/DST will collaborate with subnational adminstration and line departments to recruit and train those replacements and investigate the cause of
resignation.
NCDDS/DST has requested to increase the
ceiling from USD 300,000 to USD
600,000 since March, 2012
Peachtree will be used instead of Conical
Hat software
The World Bank and MEF speed up the
approval process of the procurement plan
NCDDS/DST readvertised and request for
NOL from the World Bank
Chief of OWSO and DOs should send soft
of copies of the report through district
adviser or DITA by e-mail to NCDDS/
DST, if internet is not available.
NCDDS/DST has to regularly remind and
confirm this with chief of OWSO and
DOs.
Increase dissemination through media and
8
OWSO/DOs fora and demand for services
due to limited dissemiation of OWSO and
DOs and lack of understanding of
OWSO/DOs
8 new target OWSOs did not yet deposit
revenues in provincial treasury due to lack
of the understanding of MEF guideline
NGOs
NCDDS/DST will cooperate closely and
immediately with MEF to strengthen the
implementation of the guideline
VII. Complaints Summary
In this quarter, NCDDS/DST received two anonimous complaints through OWSO website
related to the breach of code of conduct in Bavet municipality which also relate to the presence of a middleman. Based on the complaint, NCDDS/DST conducted an investigation.
Consequentlty, NCDDS management instructed the governor to (a) resolve the issue, ensuring
that service delivery procedures and the code of conduct are strictly followed, (b) improve
working relationship in the OWSO, (c) report back to NCDDS and (d) consult with the
municipality council to assess the performance of the DO.
VIII. Risks Management Matrix
In the reporting period there were no changes in terms of score or likelihood and consequence
of NCDD/DST except that risk 2 (Relevant Line Ministries in Phnom Penh Capital are not
sufficiently prepared to delegate functions to new and additional competencies to the existing
OWSOs.” ) was removed because it is almost identical to risk Nr 1 (The Prakas from the
ministries for the delegation of competencies to the new OWSOs especially for the Phnom
Penh capital do not come into effect in time).
19
Table 8: Updated risk management matrix
Risk Description
Risk Impact
1.
The Prakas
from the ministries
for the delegation
of competencies to
the new OWSOs
especially for the
Phnom Penh
capital do not
come into effect in
time
The start of the new
OWSO will be
postponed or the
OWSOs will start
with less services
Risk Score/
Magnitude
Consequence: 4
Likelihood: 3
Risk Score:12 M
Mitigation Strategy
Action Agents
Through the series of
TAG meetings and
coordination, the
competencies
(Prakas) from
concerning
Ministries to
OWSOs.
NCDDS/DSTand
TAG
Action undertaken
(Give details of
tasks completed)
Q1/2012:
The NCDD-S
arranged TAG
meeting in Feb 2012
to review the
potential OWSO for
rural district after the
study.
Ministry of Culture
and Fine Art issued
Prakas on the
delegation of
functions to OWSOs
- in 9 Khan
throughout Phnom
Penh Capital.
MLMUPC
issued letter of
instruction number
006 dated in March
21, 2012 on the
delegation of its
functions to six new
municipalities (Preah
Vihear,
Senmonorom,
Samroang, Stoeung
Traeng, Pailin and
Kep). In addition,
20
Remaining Action
(Give resource
requirements and
timelines)
The Prakas of
Ministry of
Education, Youth
and Sport will be
issued in 2012
Prakas on delegation
of competencies of
four ministries (,
MoH , MPW&T ,
MoT inistry of
Tourism, for the 7
OWSO/DO targets
are being prepared
The DST will
coordicate with the
line Ministries to
review the delegated
functions through the
TAG meeting and
organize a joint field
visit in June-July,
2012.
All line Ministries
will issue Prakas on
delegation of
functions to 9 Khans
in Phnom Penh
Capital and 4 new
Risk Description
Risk Impact
2.
The RGC
does not have the
financial means to
make the
necessary offices
for the OWSO and
Ombudsman
available in year 3
The project goals
will not be met.
3.
Failure of
RGC funding for
recurrent cost
OWSO will not
function properly
Risk Score/
Magnitude
Risk Score: 8 M
Q1/2012:
Consequence: 4
Likelihood: 1
Risk Score: 4 L
Consequence: 5
Likelihood: 1
Risk Score: 5 L
Mitigation Strategy
Action Agents
NCDD-S will
discuss with MEF
the financial issues
regarding the budget
for the buildings.
OWSOs might be
funded by WB or
other development
partners.
NCDD-S
Fully implement
agreements and
commitments.
Prior and ongoing
consultations with
MEF.
Preparation and
monitoring of financial sustainability
model and strategy
to replace donor
funded POC with
incentives funded
from OWSO’s
revenues.
WB and RGC
21
Action undertaken
(Give details of
tasks completed)
the MoH issued a
guideline on the
implementation of
Prakas on functional
delegation. (27
March 2012).
Q1of 2012:
USD376,237.29 of
RGC budget for 7OWSO/DO
buildings in year 3
was approved by
MEF on 20 March
2012 (No. 1666សហវវស)
MEF approved the
proposal for USD
422,180 for 7
buildings and
operational costs of
7 target areas in year
3. (No. 1533 សហវ-វស
dated 23 March
2011)
NCDDS/DST discus
with MEF and line
Ministries about the
financial sustainability strategy of all
OWSO/DOs in the
annual workshop
which conducted in
Remaining Action
(Give resource
requirements and
timelines)
municiaplities in
2012.
Only one more
requests for RGC
commitments will be
needed for
operational costs in
three months until
the end of the project
A sustainability
strategy will be
formulated in Q2/
2012.
Risk Score/
Magnitude
Risk Description
Risk Impact
4.
Lack of
Incentives for the
staff in the OWSO
means that
official staff do
not perform well,
especially after
expiry of DP
funded POC
scheme
Unmotivated
officers.
Temptations for staff
to take bribes.
Lack of qualified
staff to work in
OWSO
Previous Quarter:
Consequence:4
Likelihood: 4
Risk Score: 16 H
5.
Lack of
staff capacity or
qualified
staff/officials to
deliver quality
services to the
public
Credibility of the
OWSO program
eroded. Loss of trust
of the people
Consequence: 4
Likelihood: 2
Risk Score: 8M
Mitigation Strategy
Seek other ways to
encourage staff /officials to volunteer to
work in the OWSO’
office.
Use OWSO’s
revenues to cover
operations cost,
including incentives
for the staff.
Negotiate with MEF
about the strategy to
replace donor funded
POC with incentives
funded from
OWSO’s revenues.
Continue to provide
extensive orientation
training to all
OWSO staff and also
technical training to
all BO staff.
Where necessary, the
amount of training
must be increased.
Seek others ways to
encourage staff/officials to encourage
them to volunteer to
work in the OWSO’
office.
22
Action Agents
RGC/NCDD-S
NCDDS
Remaining Action
(Give resource
requirements and
timelines)
Action undertaken
(Give details of
tasks completed)
December 2011.
Q1/2012: The fourth
support mission
confirmed that
POC scheme is
approved by WB
until the end of the
project.
Q1/2012:
2 refresher-training
and one orientation
courses on the
OWSO/DO Project
Management
(including
Implementation
Agreement
management,
administrative and
financial
management, and
reporting system of
OWSO/DO) were
organized in
February and March
A sustainability
strategy will be
formulated in Q2
2012
.
NCDDS/DST will
provide training on
roles and
responsibilities,
work performance
and code of conduct
to 7 new
OWSO.DOs in MayJune, 2012.
NCDDS/DST will
coordinate with line
Ministries to provide
techical training on
functions delegated
Risk Description
Risk Impact
Risk Score/
Magnitude
Mitigation Strategy
Action Agents
Action undertaken
(Give details of
tasks completed)
respectively.
6.
Sustainabili
ty of the OWSO
expansions beyond
DFGG Project
Public demand for
services will be
unmet and the
expectations raised
during the Project
will be similarly
unsatisfied
Consequence: 4
Likelihood: 2
Risk Score: 8M
During the project
period, NCDDS
build a track record
and demonstrate to
the RGC the demand
for OWSO/DOs. It
could use this track
record to secure
RGC’s commitment
to support the
OWSOs after the
DFGG project cycle.
Seek fund from
international
agencies,
development
partners interested in
supporting local
governance reforms.
In line with the
National Program,
integrate OWSO in
the existing
institutional setup of
the
District/Municipality
/Khans
Strengthening the
23
NCDDS/DST
The 9 Ministries
have actively participated and supported the expansion of
the OWSO/DOs to
new target municipalities/districts
through issuance of
competencies, conduct training and
provision of technical support to the
OWSO/DOS.
Integration of
OWSO/DOs into
SP2 of IP3.
Prakas No.740 of
MEF dated 4 Oct
2010 on creation of
the operation budget
for OWSO/DOs.
Guidelines, No. 001
dated 6 Jan 2011 on
the budget
preparation and
implementation of
OWSO/DOs.
All OWSO/DO staff,
were trained on roles
Remaining Action
(Give resource
requirements and
timelines)
to all OWSO/DOs in
June-September,
2012.
Publish the
achievements of
OWSO/DOs
(Continuously since
Q4/2011)
Finalize Prakas on
one office to
supptort
OWSO/DOs in 2012
Sustainability
strategy will be
developed in the
second quarter, 2012
and approved before
2013.
Risk Description
Risk Impact
Risk Score/
Magnitude
Mitigation Strategy
Action Agents
capacity of officials
and relevant staff
based at target
Municipalities
/Districts.
Loss of trust
Diminishing
credibility of the
Government
Consequence:4
Likelihood: 2
Risk Score 8 M
Random Inspections
of the OWSO at least
4 times a year by the
national level.
Code of Conduct
prominently
displayed in all
offices
Strong punitive
actions (in Consultation with Provincial
Governor) in case of
24
Remaining Action
(Give resource
requirements and
timelines)
and responsibility,
good governance
concept in Cambodia, procedure and
preparation forums,
meeting, DO Selection, mechanism of
complaints handling.
Back Office officials
were trained by the
ministries on technical competencies.
NCDD-S will
establish an office
under the General
Department of Local
Administration to
directly support and
monitor the OWSO
performance.
7.
Corruption
– poorly salaried
service staff at
OWSO counters
receives or extorts
bribes for services
rendered.
Action undertaken
(Give details of
tasks completed)
NCDDS/DST/OWS
Os
MOI has drafted
Prakas on
restructuring the
GDLA by including
one office responsible for supporting
and monitoring
OWSO/DOs.
Q1/2012:
In all OWSOs, the
code of conduct
were issued and
displayed as
instructedby NCDDS
8 of 17 OWSO/DOs
have placed signboard in OWSO as
instructed by
NCDD/DST such as
Continued
implementation of
the mitigation
strategy (see fourth
column)
Risk Description
Risk Impact
Risk Score/
Magnitude
Mitigation Strategy
behavior conflicting
with Code of
Conduct.
A confidential
Customer Complaints Procedure is
prominently
displayed in all
offices.
Fees and response
time for public
services to be
prominently
displayed in all
offices.
Improved outreach
activities raise
awareness of the
client population
about service
standards, SOPs and
codes of conduct,
etc. through:
- Talkback Program
- Random
inspections by the
Ombudsman
- Comparison of the
cash balance and
receipts
- Questioning of
25
Action Agents
Action undertaken
(Give details of
tasks completed)
:
1. "Do not pay more
than the officially
fees"
2. "If you are not
happy or have any
complaints about
OWSO staff or the
services, please
contact Tel # (
Municipality
governor , OWSO
chief and DO chief)
3. Roles and
functions of DO
Broadcast everyday
OWSO/DO short
video at TVK
started from 2nd
April 2012 until Mid
May 2012
In March 9, 2012,
NCDD/DST
conducted a visit to
OWSO/DOs in
Bavet municipality
to investigate an
aninomous
complaint.
NCDDS/DST has
conducted ... visits to
Remaining Action
(Give resource
requirements and
timelines)
Risk Description
Risk Impact
Risk Score/
Magnitude
Mitigation Strategy
Action Agents
customers in Exit
surveys
- Feedback from
citizen forum and
public forum
- Cooperation with
Provincial
Accountability
Working Group
8.
Not enough
interest and
participation in the
forums
Decreased
accountability
Consequence:3
Likelihood: 1
Risk Score: 3 L
Intensive
campaigning set up
outreach activities by
OWSO/ DOs with
involvement of
NGOs, LCFG.
More communications and outreach by
SA and NSA/NGOs
as partner
IX. Result Framework
26
NCDDS/DSTOWSO
/
Action undertaken
(Give details of
tasks completed)
..... OWSO/DO
targets in 2010.
Services fees have
been continuously
posted in OWSO
website, and
disseminated and
displayed at the
waiting room of each
OWSO and through
the leaflets.
Code of conduct,
reports and bid
documents were
disclosed.
Q1 of 2012:
NCDDS/DST
signed MoU with
DND and API for
outreach and
feedback activities
of 9 target areas.
In Jamuary 2012,
NCDDS/DS
Encouraged and participated in DND’s
launching program
in Banlung Stoeung
Sen and Bavet.
Remaining Action
(Give resource
requirements and
timelines)
Strengthen and
encourage citizens in
particiapting the
forum through civil
society from Q2
onward.
The result framework has been revised by NCDDS/DST as discussed with the World Bank on March 27, 2012.
Table 9: Result framework for monitoring and evaluation
Indicators
C=Continu
ed from
oldframework,
N=New
R=Revised
Baseline
[Year]
Cumulative Target Values and
Actual Values (underlined)
2009
2010
2011
2012/
Endline
Data Collection and Reporting
Data
Collection
Instruments
Responsibil
ity for Data
Collection
Comment
OWSO /DO
Client Exit
survey by
NGOs (as
part of
NGO’s
outreach and
feedback)
NGOs
Only the adults
who are in need of
a service are
expected to be
aware and
understand the
OWSOs and 2/3
some of them the
DO.
DO records
(reported in
QPR)
NCDDS/D
ST
The 101 % for 2011
includes a carry
over
of
one
complaint
from
2010
that
was
resolved in 2011.
PDO LEVEL INDICATORS
1.2: % of citizens in targeted districts, who
a) are aware of services provided by
OWSO (after 1 yr: 30 %, 2yrs 50 % andd
3yrs 60 %)
b) understand
services provided by
OWSO
c) are aware of the DO
d) understand the DO
R
2.3 Number of complaints:
a) received by DO
b) resolved by DOs (as % of number
received)
c) reported back to complainant by the DO
C
1. Promoting DFGG in priority reform areas
N/A
N/A
[2011]
a: 24 %
a: 60
b: 17 %
b: 40
c: 4
c: 40
d: 2
d: 25
2. Mediating DFGG in priority reform areas
a: 59
[2009]
a: 59
a: 181
a: 401
a: 57 (Q1)
b: 90%
b: 96%
b: 101%
b: 100 %
c: 100%
b: 74%
indicator C will be
reported in Q2
27
Indicators
C=Continu
ed from
oldframework,
N=New
R=Revised
2.4: % of DO clients who report a high
confidence in the:
a) independence,
b) credibility and
c) Effectiveness of the district complaints
handling system.
R
3.1: Number of transactions completed in
OWSOs across targeted districts.
a) BAT and SRP
b) OWSOs established in 2010 (Y2)
c) OWSOs established in 2011 (Y3)
d) OWSOs established in 2012 (Y4)
C
3.2: Percentage of:
a) clients
b) local officials
who are satisfied with the quality of the
services provided at OWSOs across the
targeted districts
4.3: Percentage of OWSO clients who
C
Baseline
[Year]
N/A
Cumulative Target Values and
Actual Values (underlined)
2009
2010
2011
2012/
Endline
N/A
N/A
a: 74 %
b: 86 %
c: 83%
3. Responding to DFGG in priority reform areas
T:
T:
T:
a:145,000
38,300
56,000 b:60,000
a: 38,343 a:45,001
c:35,000
[2008]
ACC:
ACC:
(NB.
83,300
139300 cumulativ
e)
a:77,850 a:112,75 (Q1)
b:5,520
0
a: 10,922
b:27,125 b: 6,161
c:6,645
c: 5,412
[2011]
N
a: 95 %
b: 95 %
c: 95 %
[2011]
N/A
5%
increase
10 %
cum.
increase
a: 93%
b: 97%
N/A
5%
28
a: 97 %
b: 99 %
N
Data Collection and Reporting
Data
Collection
Instruments
Responsibil
ity for Data
Collection
OWSO/ DO
Client exit
survey
(as part of
the Outreach
and
Feedback)
NCDDS/D
ST
NGOs
OWSO
records
NCDDS/D
ST
BaselineMidline
survey
OWSO/DO
citizen
survey.
Client Exit
NCDDS/D
ST (Green
Goal)
NCDDS
Comment
The number for
2010 includes BAT
and SRP for the
whole year and the
7 Y1 OWSOs for
only
Q4.
The
number for 2011 includes
9
Y2
OWSOs for the
whole year and the
8 Y3 OWSOs for
only 6 months
Indicators
report paying unofficial fees.
Nr. of cases reported about the provincial
departments in target areas providing
services that have been delegated to
OWSOs
a: OWSOs established < 2012-04-23
b: OWSOs established in 2012
C=Continu
ed from
oldframework,
N=New
R=Revised
Baseline
[Year]
Cumulative Target Values and
Actual Values (underlined)
2009
2010
2011
2012/
Endline
New
(since
2012)
a: 0 %
b: 5 %
IO1.3: Number of line agencies/service
delivery functions assigned to OWSOs.
R
I01.4 Cost and time takenfor processing
OWSO services that are highest in
demand:
a) License for house constructions
under 500 m2
b) Motorbike
number
plates
(registration)
c) License to open a restaurant
d) Permission to display a banner of
2- 4 m2
e) License to open an Beauty Salon
for weddings
f) Beauty salons for weddings
(Compared to cost and times of services
N
INTERMEDIATE OUTCOME INDICATORS
Component 1: Support to State Institutions
10/122
10/122
10/148
6/71
6/85
6/112
9/144
9/211 (Q1)
[2008]
36,000 108,000
Riels &
0 - 15
days,
dependi
ng on
service
[2011}
29
a- f : 50
% time
an cost
saving
Data Collection and Reporting
Data
Collection
Instruments
Responsibil
ity for Data
Collection
Survey
NGOs
Comment
OWSOs
reports
to
NCDDS/DS
T
OWSO
records
(reported in
QPR)
OWSO/DO
citizen
reporting
cards.
NCDDS/D
ST
NCDDS/D
ST/NGOs
Until now we don
not have the
baseline data for
the two functions.
API will conduct
citizen reporting
card and the
questions realted to
these are included.
Indicators
C=Continu
ed from
oldframework,
N=New
R=Revised
Baseline
[Year]
Cumulative Target Values and
Actual Values (underlined)
2009
2010
2011
2012/
Endline
Data Collection and Reporting
Data
Collection
Instruments
Responsibil
ity for Data
Collection
OWSO
records
(reported in
QPR)
NCDDS/D
ST
OWSO
monitor
IP3
monitoring
OWSO QPR
NCDDS/D
ST
Comment
provided by provincial departments).
IO1.5: Average cost recovery ratio (in %)
of OWSOs (i.e., service fee revenue as
proportion of operating costs, excluding
RGC salaries)*
a) SRP and BAT
b) OWSOs established in 2010
c) OWSOs established in 2011
d) OWSOs established in 2012
IO1.6: Steps taken to integrate district
complaints mechanism (DO) in IP3 subnational accountability system.
IO3.3: Lessons (cases, reports, studies) and
experiences from within the project are
documented, and used in training and
capacity building programs
C
50%
NA
NA
60%
NA
70%
53 % *
a:214%
b:45%
c: 9 %
d:
a: 200 %
b: 70 %
c: 50 %
d: 20 %
N
N/A
No
No
Yes
Yes
R
N/A
N/A
N/A
Yes
*
Prakas; pilots;
commitment to roll
out.
OWSO
X. Good Governance Framework (GGF)
Table 10, presents the updated good governance framework and reflects the commitment of NCDDS/DST to comply with all guidelines,
procedures and manual provided by the Demand for Good Governace Project. Some measures have been taken and put into actual actions
from early January to March, 2012 as shown in 9c, 9d, 9f, 9g and 9h of table 10 and in the highlighted text.
30
Table 10: Updated good governance framework
Issue
Action to Mitigate
Risk
9. Element 9: OWSO-DO Specific Issues
9a
Procurement
Unless otherwise
Responsibilitie agreed between the
s of OWSO
RGC and the IDA,
MOI/NCDD will be
responsible for the
complete procurement
cycle only for: (1)
vehicles to be
procured from
UNOPS; (2)
consultants where
recruited through
single source selection
(SSS) procedures; and
(3) any direct
contracting that has
received prior
approval of the IDA.
In such cases,
procurement shall be
undertaken in
accordance with the
Bank’s Guidelines and
the procedures
specified with
SOP/PM, as mandated
by MEF Sub-Decree
No. 14 dated February
26, 2007.
9b
Procurement
NCDD shall assign
Need to
one qualified
Action
Plan for 2012
Target/Mon
itoring
Implementation Status
as of 31 March 2012
MOI/NCDD
with PCO
oversight.
IDA to
monitor
through
prior or post
reviews.
Project Management
Advisor was recruited
and commenced work on
September 6th, 2011.
OWSO/DO subcomponent applied WB
procedure in its
procurement, requesting
prior approval whenever
required. In case of
vehicles, SSS
procedures, prior review
and direct contracting
OWSO/NCDDS has
received the prior
approval from IDA.
Goods (office furniture
and office equipment,
motors, IEC materials),
Civil works (OWSO/DO
building construction),
Consulting Service
(Consultant/advisors and
contract staff) are
procured respectively
and accordingly the
procedures specified
with SOP/PM.
NCDDS/OWSO
will continue to
follow the Bank's
guidelines and
procedures
specified with
SOP/PIM (whole
year)
NCDD with
PCO oversight
NCDD to
assign staff,
New NCDDS
Procurement Officer was
Procurement
Officer/advisor will
Responsibility
31
Revised
Target Date
Any
Resources
Required
Issue
9c
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
Action
Plan for 2012
strengthen
procurement
capacity.
government
procurement staff or
recruit one national
procurement
consultant to
coordinate NCDD’s
procurement activities
with the IPA, MEF
and WB and carry out
the procurement
specified in item 9a1.
and IDA NOL
if consultant is
recruited.
or start recruitment of
consultant,
after
negotiations.
Staff or
consultant to
be in place
two weeks
after
effectiveness
.
assigned to replace the
former one since Jan
2011
Recruited a national
consultant for
procurement on 1st June
2011.
Procurement Officer and
Operation & ME
Advisor attended all
procurement trainings,
meetings and WS
organized by PCO, WB
and/or MEF.
Procurement Officer
gained knowledge on
procurement from ITA
for procurement (PCO)
through a series of
training and on- job
training every week.
attend all relevant
meetings, WSs,
trainings,
especially on the
job training organized by PCO,
WB, and MEF.
(whole year)
International
Management
Advisor will also
assist the
Procurement
officer and Advisor
(whole year)
Financial
Management
Strengthen
financial
management
capacity.
MOI/NCDD will
designate a Project
Accountant and
appoint one
accounting officer for
central level duties on
the OWSO-DO
component, all under
TOR acceptable to the
IDA.
MOI/NCDD
with PCO
assistance and
IDA NOL.
MOI/NCDD
with PCO
assistance.
Agree TOR
at appraisal.
Admin and
finance
Officer
appointed by
September
2008. PCO
Internal
Audit Unit
TOR of International
Finance Advisor was
NOL from WB on 31 Jan
2012 and the MOU is in
the process of review
and approval by project
Director.
Participate in
capacity
development
activities and
continue to use all
reports and formats
for the financial
system of DFGG.
(whole year)
1 9a. Procurement: Responsibilities of OWSO
32
Below are actions taken
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
MOI/NCDD will
designate at least one
accounting staff for
each province in
which OWSO-DO
operations are being
supported by the
Project.
9d
Financial
Management
Provide
controls for
disbursements
for operating
a. Controls for
disbursement all
OWSO-DO operating
costs will be specified
in detail in the
FMDM.
PCO (see item
2a)2
Action
Plan for 2012
Target/Mon
itoring
Implementation Status
as of 31 March 2012
to monitor
accounting
standards
and IDA to
verify
accounting
practice
during supervision
missions.
Provincial
staff already
in place.
PCO
Internal
Audit Unit
to monitor
accounting
standards
and IDA to
verify
accounting
practice
during
supervision
missions.
(See item
2a)
A NCDDS/DST Project
Accountant was assigned
formally in Jan 2011.
Selected and trained 8
admin & Fin assistants
for 8 target areas in year
2. Administration &
Finance officer and
Project Accountant
attended the financial
trainings, meeting and
WS organized by PCO
and or MEF
Appoint a part-time
International
Finance Advisor
(Q1/2012)
Since January 2012,
NCDDS/DST Informed
the OWSO targets that
have not displayed
publicly the code of
conduct/internal rule,
NCDDS will
follow up and
provide regular
back stopping to
the 17 target areas
every 3 months;
2 2a: strengthen internal control
33
Revised
Target Date
1 May 2012
Any
Resources
Required
Issue
costs,
especially at
provincial
level.
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
b. Ensure compliance
of all staff to Code of
Conduct and spirit of
OWSO principles
c. Take appropriate
action if code of
conduct is breached
Implementation Status
as of 31 March 2012
and signboards to ensure
the compliance of all
staff to code of conduct
and spirit of OWSO
principles
Implementation
Agreement (Gov
contract) between
NCDDS and 17
provincial governors
were signed and used in
March 2012
Refresher training on
Financial
management/financial
reporting for 17 OWSO
targets was conducted in
February 2012
The workshop on
preparation and
implementation of
Implementation
Agreement was
conducted in February
2012
In March, 2012
NCDDS/DST received
two anonimous
complaints through
OWSO website related
to the breach of code of
34
Action
Plan for 2012
NCDDS will use
Implementation
Agreement (Joint
Decision) for
Financial Mgt/
fund allocations in
7 more targets in
year 3
(whole year)
NCDDS will
continue to
investigate complaints, rumors and
accusations and
take appropriate
action if the code
of conduct is
breached (whole
year)
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
conduct in Bavet
municipalities which
imply, contrary to all
regulation a middleman.
Based on the complaint,
NCDDS/DST
investigated and reported
to NCDDS management
for further action.
NCDDS management
instructed the governor
to (a) resolve the issue,
ensuring that service
delivery procedure and
the code of conduct are
strictly followed, (b)
improve working
relationship in the
OWSO, (c) report back
to NCDDS and (d)
consult with
municipality council to
do the performance
assessment of the DO.
Below are actions taken
before 2012
a, b & c: Project
Manager, Advisor for
Policy, Advisor for
Operations, and Advisor
for Capacity Building
investigated a rumour
published in the
35
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
newspaper about
improper request for
payments of the
information campaign at
the OWSO-Preah
Sihanouk Municipality.
NCDDS’s investigation
did not find evidence to
support this rumor but
did discover that the
Chief of OWSO was
collecting quotations
himself instead of letting
the admin/ finance
assistant collect at least 3
quotations. This was
reason for NCDD to
request the Governor to
issue a general warning.
H.E. SakSetha sent such
a request in the name of
the DPM.
b & c: Project manager
and Capacity
development advisor
conducted an
investigation at Suong
Municipality and
reported to management
level of NCDD-S. The
investigation revealed
that the chief of OWSO
failed to comply with the
Code of Conduct and
36
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
had indeed adjusted the
client's documents of a
concert for selling Leo
beer to the advertisement
of Leo beer, and
requested for informal
payments from the
client.
The Governor of
Kampong Cham
province suspended the
Chief of the OWSO, as
per decision No. 124 សសរ
កច dated 28 June 2011.
He subsequently
consulted with MoI and
on 25 July 2011 MoI
confirmed that the
Governor’s measures
were appropriate.
a. Project Manager,
Administration &
finance officer,
Operations advisor,
project accountant,
Policy advisor regularly
backstopped the 9
target areas as planned.
a. NCDDS Operations
Advisor and Finance &
Admin Officer
conducted trainings/
orientations of relevant
37
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
staff such as Admin &
Fin assistants, Chief of
OWSO/DO, district
governors on FM &
contract, disbursement
for 17 target areas.
a. NCDDS Operations
Advisor, project
accountant, Finance &
Admin Officer and
Project Manager and
Project Director continue
to follow the FMDM.
a. NCDDS/OWSO
prepared and used Govt
contract Database for
Financial Mgt/ fund
allocations to 9 target
areas for the year 2010.
The Expenditure and
financial reporting
system have been
computerized and will be
expanded for year 2011
to another 8 target areas.
a. NCDDS advisorOperations were selected
and assigned to be
responsible the Financial
work.
a. All relevant staff such
as OWSO/DO staff,
Finance and Admin
assistant, Finance
advisor/ PSDD, SPPAs
38
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
9e
Disclosure
Enhance the
disclosure and
transparency
Action to Mitigate
Risk
NCDDS/DST will
implement its
communications
strategy with assertive
outreach methods to
announce the services
available, through
advertisements in the
national media and
locally using
megaphones and
flyers.
Responsibility
NCDDS/DST
in accordance
with details in
its approved
Project
Proposal.
Target/Mon
itoring
To
commence
after
effectiveness
. PCO to
monitor and
IDA to
verify
during
supervision
missions
Produce short video on
OWSO/DO in addition
other IEC materials
Implementation Status
as of 31 March 2012
at ExCom were oriented
on FM of OWSO.
Disclosure tracking sheet
was updated and sent to
PCOin March 2012
while a lot of necessary
document/files were
uploaded to OWSO
website accordingly.
DND and API assisted
NCDDS and
OWSOs/DOs in
information outreach and
feedback in the 9 OWSO
targets started from JanDec, 2012
Informations and
Communications
strategy was revised in
QTR 1 of 2012.
Below are actions taken
before 2012:
Produced, distributed
posters, calendars, Tshirts, diaries, stickers,
brochures and leaflets on
roles and functions of to
17 OWSO/DO target
areas OWSO/DO to
strengthen the public
awareness and trust of
citizen.s
39
Action
Plan for 2012
Short video will be
broadcasted by
TVK from April
2nd 2012 to May
14th 2012.
The revised
information and
communications
strategy will be
implemented in
QTR 2 onward. of
2012
Continue the
public awareness
raising of the
OWSO services
through media
locally using
megaphones and
IEC materials.
Strengthening the
effective
mechanisms of
NCDDS and DO in
complaint handling
and publish the
findings of DO's
investigations.
Revised
Target Date
Any
Resources
Required
Issue
9f
Civil Society
Role
Enhance
involvement
with CSOs
Action to Mitigate
Risk
MOI/NCDD will
implement an annual
Citizens’ Forum in all
districts in which
OWSO-DO services
are available, open to
all citizens and
covering issues related
Responsibility
MOI/NCDD in
conjunction
with an NGO
acceptable to
the IDA, and
in accordance
with details in
its approved
Target/Mon
itoring
Starting
when
communicat
ion and
participation
activities
begin, and
annually
40
Implementation Status
as of 31 March 2012
Produced and distributed
short Video, audio on
OWSO/DO to 9 target
areas, and to NSA like
DND as partner to
disseminate in
accordance with its plan
and project.
All service fees are
publicly displayed on the
boards/walls of OWSO.
Project Manager was a
guest speaker - On air of
RNK, Women Media
center and Sarika radio
respectively.
OWSO website
development completed
(www.owso.gov.kh) and
in use with complaint
and feedback box for
NCDDS
Reports, project
proposal, WP, Tracking
disclosure, procurement
tracking, etc., are posted
in OWSO website.
Actions from 1 January
-31 March 2012:
2 MoUs with NSAs
(DND and API) were
signed in January 2012
to assist NCDDS in
raising awareness and
Action
Plan for 2012
CSO
representatives will
be invited to
participate in the
evaluation of bids
organized by
NCDDS/OWSO.
(whole year)
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
to the OWSO and DO
offices, and how these
can be further
improved.
MOI/NCDD will
implement a SemiAnnual Public Forum
with both business and
citizen representatives
to receive feedback on
OWSO and DO
operations and
suggestions for their
improvement.
Responsibility
Project
Proposal.
MOI/NCDD in
conjunction
with an NGO
acceptable to
the IDA, and
in accordance
with details in
its approved
Project
Proposal.
Action
Plan for 2012
Target/Mon
itoring
Implementation Status
as of 31 March 2012
thereafter.
Starting
when
communicat
ion and
participation
activities
begin, and
biannually
thereafter.
collecting feedback in 9
OWSO targets areas (
Suong, PeamRoa, Stung
Sen, Kratie, Svayrieng,
Pursat, Kampong
Chhnang, and Chbar
Mon) for the whole year
of 2012, after the series
of consultation and
meeting.
5 NGOs will be
contracted in May
2012 to assist the
administration and
OWSO/DO in 14
provinces in their
outreach activities
and provide
feedback.
The bid opening of office
equipment and digital
camera was attended by
NSA-CCSP among 3
NSAs invitedby NCDDS
DND and API will
conduct the similar
activities in the
remaining 9
OWSO targets.
Below are actions taken
before 2012:
In 9 target
Municipalities/ district
Annual Citizen's Forums
were conducted
respectively by NGOs
(hired) for all OWSO
targets with the 250-400
participants.
17 semi-annual forums
were conducted in the 9
target areas. For target
areas covered by DND
partner, the semi- annual
forum was assisted and
facilitated by partnerDND.
41
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
In 9 target
Municipalities/district
semi-annual forums were
organized with
participants from NGO
and business
representatives to
express the citizen's
concerns and suggestions
for improvement of
service quality provided
by district
administration,
particularly by
OWSO/DO.
MoU with DND (NGO)
as partner in Prey Veng,
Kratie and KPC, signed
in Jan 2011 and start the
partnership activities as
agreed
Communication officer
and Policy advisor
participated sharing
lesson learned with 12
member-NGOs of
LCFG.
Communication Officer
with support from Policy
advisor made a
presentation about
OWSO/DO to WGPD
members.
Meeting with Asia
42
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
9g
Complaints
(Grievances)
and Remedies
Mechanism
Complaints
and grievances
by citizens to
the DO.
Action to Mitigate
Risk
MOI/NCDD will
supplement the
Project-wide
Complaints
(Grievances) and
Remedies Mechanism
(item 5a) by
designing, publicizing
and implementing a
simple procedure for
citizens to make
complaints to the DO.
Responsibility
MOI/NCDD
with PCO
oversight.
Target/Mon
itoring
Procedure to
be designed
and in place
by six
months after
effectiveness
.
Implementation Status
as of 31 March 2012
Foundation on
partnership and respond
to local NGOs interested
in applying the Grant
from Asia Foundation.
Promoted OWSO project
and seek more partners
in the TOT on Social
Accountability (SA)
training in Cambodian
context organized by
SILIKA. Distributed IEC
to DND to disseminate
information in DI forum
and in the 3 target areas.
For none MOU partners,
NCDDS collaborated
with Buddhism for
Development in SRP,
and with AMARA NGO
in BAT.
From 1January -31
March 2012:
A study on the alignment
of DO with (P)AWG
started in March 19th
and will be finished in
April 9th 2012 by
International and
national consultants
Overall, in Q1 of 2012,
43
Action
Plan for 2012
NCDDS will hold
discussions to
persuade Chiefs of
Communes and
Chiefs of villages
to report
complaints they
hear to DO. (April
2012)
Strengthening of
the quality of
implementation
and dissemination
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
44% of complaints were
solved by DO
(received: 57, solved: 42,
transfered: 12, , nextstep solved: 3)
Instructed the
OWSOs/DOs in all
target areas (17) to
place signboard in
OWSOs/DOs such as :
1. "Do not pay more
than the officially fees"
2. "If you are not happy
or have any complaints
about OWSO staff or the
services, please contact
Tel # ( Municipality
governor , OWSO chief
and DO chief)
3. Roles and functions of
DO
Below are actions taken
before 2012:
In Q3 during PRC’s
evaluation bidders of
IEC, Sunway Publishing
Company complained
that PRC had made a
wrong judgment.
OWSO/DO Project
Manager has resolved
44
Action
Plan for 2012
Revised
Target Date
of complaint
handling of DO
both national and
sub-national levels
thru website,
partners (NSAs and
SAs)
Broadcast
OWSO/DO short
video at TV and
radio stations each
target areas.
(starting March
2012)
Align DOs with
Accountability
Working Group of
NCDD/IP3 (April
2012 onwards after
the consultancy)
From 2nd
April to
Mid May
2012
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
successfully this case by
sending a clarification to
the company and CC to
World Bank after the
PRC meeting. PRC
decided to cancel
bidding process since
Sunway was not able to
give sufficient
clarifications regarding
the company’s
ownership. To avoid the
risk of rewarding collusion, PRC decided to
cancel the bidding and
re-advertise the request
for EoI.
In QTR 2, in 9 target
areas, 107 complaints
were received and all of
them were resolved by
DO
Guidance to DO and
district administration to
strengthen the
mechanism received and
solved or coordinated the
complaints/ grievances
by citizens.
Advisor for operation
and communication
officer attended
Complaints Handling
Mechanisms co-hosting
by WB along with the
45
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
Issue
9h
Informal
Payments
Piloting of
OWSO has
revealed that
informal
payments are
sometimes
requested for
service
Action to Mitigate
Risk
A list of official fees
and response times for
services which the
OWSO is mandated to
provide, together with
copies of the
Complaints
(Grievances) and
Remedies Mechanism
(item 5a), procedure
for complaints to the
DO (item 9d), Code of
Ethical Conduct (item
6a), and Sanctions
(item 7a), will be
publicly displayed in
all OWSO offices.
Feedback from users
of the OWSO will be
obtained from the
Citizens’ Forum and
Semi-Annual Public
Responsibility
MOI/NCDD
with PCO
oversight.
Target/Mon
itoring
Public
display at
each OWSO
office from
the time it is
established.
PCO to
monitor and
IDA to
verify
during
supervision
missions.
Implementation Status
as of 31 March 2012
ADB and the MEF.
Developed and put in
place the procedures to
handle Complaint report
formats for DO.
NCDDS Collected
reports from DOs
regularly.
Complaint Handling
Mechanism for National
and sub-national level
have been developed and
is in use.
Period of 1January -31
March 2012:
8 of OWSOs/DOs (17)
have placed signboard in
OWSOs/DOs as
instructed by
DST/NCDD such as :
1. "Do not pay more
than the officially fees"
2. "If you are not happy
or have any complaints
about OWSO staff or the
services, please contact
Tel # ( Municipality
governor , OWSO chief
and DO chief)
3. Roles and functions of
DO
In addition to the
instruction by telephone ,
46
Action
Plan for 2012
NCDDS will
continue to place
the same
signboard in other
OWSO offices as
in Sihanouk (June
2012)
The Code of
Conduct for
OWSO staff will
be reinforced
through a separate
training session).
Exit surveys will
be conducted by
NGOs to measure
citizen’s satisfaction and to test
whether or not informal payments
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Forum.
Implementation Status
as of 31 March 2012
M&E officer and Policy
advisor have conducted
field monitoring and
instruction related to
signboard to strengthen
the transparency in
service provision to 4
OWSO targets- (BAT,
SRP, KPC and KDL) in
March 2012
There was no rumour or
complaint about
corruption from OWSO
target in Q1 of 2012.
Below are actions taken
before 2012:
As instructed by
NCDD/NCDDS
PreahSihanouk has
placed signboard in the
OWSO with the
following text:
1. "Do not pay more
than the officially fees"
2. "If you are not happy
or have any complaints
about OWSO staff or
services, please contact
Tel # ( Municipality
governor , OWSO chief
and DO chief)
All OWSO staff
47
Action
Plan for 2012
are requested.
(April.- May and
Sept-Oct 2012
depending on the
OWSO)
NCDDS will
continue to
investigate rumors
and accusations of
informal payments.
(whole year), if any
The code of
conduct will be
included in the
contract, and
signed by contract
staff/ consultants.
(whole year)
Use Ayay song
and video/Audio at
TV and radio
stations to raise
awareness about
fees (starting
March 2012)
Revised
Target Date
Any
Resources
Required
Issue
Action to Mitigate
Risk
Responsibility
Target/Mon
itoring
Implementation Status
as of 31 March 2012
/consultants were trained
on code of conduct,
Internal rule/regulations
and sanctions before
they started their work.
The code of conduct of
project staff, sanction,
and internal rule and
regulation at 9 OWSO
targets has been
displayed on the walls of
some OWSO since their
commencement.
All service fees are
publicly displayed on the
information boards/ wall
of OWSO at each target.
The DOs’ responses to
letters /complaints
collected from
suggestion boxes were
given to the
complainants and made
public during meetings
and forums. Developed
and put in place the
procedures of Complaint
handling and report
formats for DO
Circulated and displayed
the reports, result of the
complaints resolved by
DO.
48
Action
Plan for 2012
Revised
Target Date
Any
Resources
Required
XI. Legal Covenants and Compliance
As per the Financing Agreement, NCDDS is committed to deliver some activities such as the submission of the progress reports to the
World Bank, convene meetings of Technical Advisory Group (TAG). The following table presents these activities.
Table 11: Updated legal covenants and compliance
Activity
Responsible Agency
Expected Outputs
Expected Delivery
Progress as of March 31,
2012
N/A
Submit to World Bank / MEF
comments to financial auditors’
reports 2011
NCDDS through PCO
Agreed Financial auditor’s reports
2011
30 June 2012
Submit 1st quarterly report 2012 to
World Bank
NCDDS through PCO
1st quarterly report 2012
22 April 2012
Submitted to PCO on 30
April 2012
Submit 2nd quarterly report 2012 to
World Bank
NCDDS through PCO
2nd quarterly report 2012
22 July 2012
N/A
Submit 3rd quarterly report 2012 to
World Bank
NCDDS through PCO
3rd quarterly report 2012
22 October 2012
N/A
Submit annual report 2012 to World
Bank
Establish baseline for Phnom Penh
NCDDS through PCO
Annual report 2012
15 February 2013
N/A
NCDDS
Baseline Database and report
July 2012
Review of procurement plan (incl.
specification of Performance Based
Equipment)
NCDDS
Revised procurement plan
September 2012
Transfer of recurrent cost to the
OWSO/DO
NCDDS
Efficient operations of OWSOs/DOs
Monthly
Sent ToR and REOI to
CKP/IPA
Requests for PBEF are
being evaluated and will
be included in the
procurment plan in April
In February 2012 NCDDS
transferred advance (IDA:
USD 5,000 and RGC:
USD 2,000 for each
OWSO) to all OWSOs
targets (17) then they have
49
Activity
Responsible Agency
Expected Outputs
Expected Delivery
Progress as of March 31,
2012
to ask for replenishment
monthly Why????
Organize meetings of Technical
Advisory Group (TAG) in first
quarter 2012
NCDDS
Recommendations for policy and
implementation decisions regarding
OWSO/DO
16 February 2012
Organize meeting of TAG in second
quarter 2012
NCDDS
Recommendations for policy and
implementation decisions regarding
OWSO/DO
June 2012
16 February 2012: The
TAG agreed on the
selection of OWSO model
for Rural district-Bavel
district, BAT province
N/A
Organize meeting of TAG in third
quarter 2012
NCDDS
Recommendations for policy and
implementation decisions regarding
OWSO/DO
September 2012
N/A
Organize meeting of TAG in fourth
quarter 2012
NCDDS
Recommendations for policy and
implementation decisions regarding
OWSO/DO
December 2012
N/A
Introduce MIS first on pilot basis
(Q2) and across all OWSOs (Q4)
NCDDS
Management avails of appropriate
and accurate information
November 2012
N/A
XII. Actions taken on the Recommendations of the Aide-Memoire of the Previous Supervision Mission of the World Bank
IAs: NCDD (OWSO/DO)
Area
Action
Date agreed
Progress/ clarification
Agreed actions
NCDD
(OWSO/ DO)
Outline proposal for reallocated funds
June 30, 2011
Sent to WB on 23 Sep 2011and approved by WB on 3 Oct 2011
USD 2, 602,211 of additional fund was approved by WB on
50
Area
Action
Detailed proposal for reallocated funds agreed
with Bank
Agreed Proposal and revised AWP
Documentation of lessons learnt
Date agreed
July 23, 2011
July 30, 2011
Started by early August
Revised timeline for M&E activities, linked to
overall project results framework.
National TA communications specialist
appointed; Communications action plan.
31 August 2011
Coordinate and agree PIM revisions to ensure
that double reporting is eliminated.
Aug 31, 2011
Complaints received and resolved to be
included in GGF
Roadmap for reorganization of IAs agreed with
Bank.
July 31, 2011
International project management TA
September 2011
July 31, 2011
Other actions in the MTR
End of July 2011
Expanding the context of OWSO/DO piloting:
1. Study for potential OWSO model in Phnom
Penh
2. Study for rural district OWSO model
51
Progress/ clarification
October 03, 2011
AWPB-2011 with additional budget was approved by WB on
October 24, 2011
Started 1st October 2011 and sent LL to WB on December 13,
2011
The timeline for M&E were revised accordingly with PCO and
other IAs.
NTA communications has signed contract and is on board on
March 15, 2012
The Supervision Mission of March 2012 concluded that two
different formats has to be accepted, because (i) the IP3 has not
yet completed its format and (ii) there will only be 3 Quarterly
and 1 Annual report to be produced.
Was included in GGF reported in Q3-2011
AWBP of OWSO/NCDD was integrated into Sub-Program 2 of
IP3 (Staffing, Institutional and Staff Capacity Development and
Provision of Facilities for District and Municipal
Administrations) and furthermore a budget will be provided to
NCDDS to provide training to all M/D councilors in 2012.
ITA-project management advisor has been on board since Sep 5,
2011
1. The study was completed and TAG agreed b on 31 August
2011 to establish OWSOs in each Khan (9) of Phnom Penh
capital
2. The study was completed and TAG agreed on March 16,
2012 to establish OWSO in Bavel district of Battambang
province, where 3 sub-front offices will be added in the outer
communes plus a mobile front office for the other
communes..
Area
Action
Date agreed
Progress/ clarification
In addition to the Implementing New Forms of Citizens
Participation and Outreach organized by NSDD-S:
 Two partners-NGOs signed a 12 month-MoU with NCDD-S
early 2012 to work in 9 OWSO-target areas under the DFGG
grant through TAF
Improve access to information and outreach

Five NGOs will be recruited by NCDDS/DST (advertised in
March 16 2012) under 5 different contracts. Their services
will commence in April and May 2012, and will continue
until December 2012 and January 2013 for outreach and
feedback to OWSO in 14 OWSO-target areas.
 The establishment of Information Centers with equipment for
each OWSO (37) was planned in 2012
M&E Forms were improved in Q3 and Q4 2011.
National TA-M&E advisor came on board on Mach 26, 2012. He
will strengthen all M&E tasks including designing an MIS by
working closely with the National IT advisor who came on board
on March 1st, 2012.
At national level:
 3 NTAs (1 M&E, 1 Communications, 1 IT) is on board in
March 2012
 One part time financial ITA is being recruited.
 3 Assistants (1 ME&, 1CB & 1finance) are on board in
March 2012.
 2 ITAs & 1TA (1 part time Finance Advisor, and 1 short
term for the Alignment -short term) are recruited to study
on alignment of DO and (P)AWG
 The study commenced on Marh 16, 2012 and will complete
on April 9, 2012.
M&E
Capacity
Alignment of DO function with the
accountability systems in the IP3
52
XIII. Conclusion and Recommendations
13.1 Conclusion
From the above we can conclude that project implementation was considerably delayed. The
main reasons were (i) ceiling of the Designated Account, (ii) too high a bidding for
construction activities with its knock on effects on other components of the OWSO/DO
project, (iii) late approval of the Procurement Plan. As a result, overall disbursement
amounted to 50 % of the budget for Q1.
13.2 Recommendations
In response to these constraints and challenges identified NCDDS/DST would like to raise the
following recommendation to the World Bank:


The World Bank and the Ministry of Ecomic and Finance should increase the ceiling of
designed account for NCDDS/DST from USD 300,000 to USD 600,000 to ensure that
the shortfall of budget for payment will not be repeated.
The World Bank and MEF should speed up the approval of the procurement plan for
NCDDS/DST to enable proceeding procurement process as planned.
53
Annexes
Annex 1: Output Indicators
2009
Project Outputs Indicators
Number of Prakas/guideline on
delegation of competencies
received from Ministries/
institutions
Number of OWSO/DO buildings
Municipalities
Districts
Khans
Number of Project Management
Orientation
Total number of participants
Number of female
Number of trainings on One
Window Service Office and
Ombudsmen (incl. role &
responsibility, working procedure,
code of conduct)
Total number of participants
Number of females
Number of trainings on DO
Election Procedure
Total number of participants
Number of females
Study tour for OWSO officers and
staff within the country
Total number of participants
Number of females
Internship for OWSO Chiefs within
the country
2010
2012
2011
Total
2012
Q1
Q2
Q3
Q4
Actual
Value
Actual
Value
Actual
Value
Total
Actua
l
Value
Targe
t
Value
Actua
l
Value
%
achievement
(By the end of
Q1)
1
N/A
39
0
0
0
0
35
24
2
9
15
14
1
0
43%
58%
50%
0%
3
5
6
120%
Targe
t
Value
Actua
l
Value
Target
Value
Actual
Value
Target
Value
Actual
Value
Target
Value
Actual
Value
N/A
1
N/A
30
N/A
27
N/A
1
0
0
0
0
0
0
0
0
7
6
1
0
7
6
1
0
8
8
0
0
8
8
0
0
20
10
1
9
0
0
1
1
1
2
3
3
0
0
0
0
60
18
60
11
171
25
184
25
185
30
192
35
416
43
436
71
105%
97%
0
0
1
3
1
3
3
0
5
6
120%
0
0
0
0
104
31
106
14
152
45
151
31
130
30
386
106
257
45
67%
42%
1
2
1
1
1
3
3
100%
40
5
199
37
50
5
51
3
30
5
120
15
250
3
208%
267%
1
1
2
2
2
5
3
60%
103
31
102
18
130
39
131
29
125
30
358
100
233
47
65%
47%
1
1
2
2
2
5
3
60%
54
2009
Project Outputs Indicators
Total number of participants
Number of females
Study tour for DO Chiefs and
assistants within the country
Total number of participants
Number of females
Internship for DO Chiefs within the
country
Total number of participants
Number of females
Training on Service Delivery
Technique on Commerce
Total number of participants
Number of females
Training on Service Delivery
Technique on Culture and Fine
Arts
Total number of participants
Number of females
Training on Service Delivery
Technique on Public Work and
Transport
Total number of participants
Number of females
Training on Service Delivery
Technique on Construction
Total number of participants
Number of females
Training on Service Delivery
Technique on Tourism
Total number of participants
Number of females
Training on Service Delivery
Technique on Industry
Total number of participants
Number of females
Targe
t
Value
Actua
l
Value
2010
2012
2011
Total
Target
Value
Actual
Value
Target
Value
Actual
Value
Target
Value
7
1
7
1
15
3
8
3
7
2
29
6
15
4
%
achievement
(By the end of
Q1)
52%
67%
1
1
2
2
1
4
3
75%
7
1
7
1
32
6
25
6
7
3
46
10
32
7
70%
70%
1
1
2
2
1
4
3
75%
7
1
7
1
23
3
8
2
7
3
37
7
15
3
41%
43%
1
1
2
1
1
4
2
50%
60
18
58
8
150
30
92
12
55
15
265
63
150
20
57%
32%
1
1
2
1
1
4
2
50%
60
18
64
9
130
39
68
9
55
15
245
72
132
18
54%
25%
1
1
2
1
1
4
2
50%
60
18
58
5
130
39
70
8
55
15
245
72
128
13
52%
18%
1
1
2
1
1
4
2
50%
60
18
62
5
130
39
72
7
55
15
245
72
134
12
55%
17%
1
1
2
1
1
4
2
50%
60
18
58
8
130
39
69
8
55
15
245
72
127
16
52%
22%
1
1
2
1
1
4
2
50%
60
18
73
9
70
21
84
7
55
15
185
54
157
16
85%
30%
55
2012
Q1
Q2
Q3
Q4
Actual
Value
Actual
Value
Actual
Value
Actual
Value
Total
Actua
l
Value
Targe
t
Value
Actua
l
Value
2009
Project Outputs Indicators
Training on Service Delivery
Technique on Agriculture
Total number of participants
Number of females
Training on Service Delivery
Technique on Health
Total number of participants
Number of females
Training on Service Delivery
Technique on Education Youth and
Sports
Total number of participants
Number of females
Number of Annual Forums across
target districts
Number of districts
Total number of participants
Number of females
Number of Semi-Annual Forums
across target districts
Number of districts
Total number of participants
Number of females
Number of Monthly Citizen’s Hour
across target districts
Number of districts conducted
Total number of participants
Number of females
Targe
t
Value
Actua
l
Value
2010
Target
Value
2012
2011
Actual
Value
Target
Value
Actual
Value
Total
2012
Q1
Q2
Q3
Q4
Target
Value
Actual
Value
Actual
Value
Actual
Value
Actual
Value
Total
Actua
l
Value
Targe
t
Value
Actua
l
Value
%
achievement
(By the end of
Q1)
4
4
0
0%
150
30
150
30
0
0
0%
0%
4
4
0
0%
150
30
150
30
0
0
0%
0%
4
4
0
0%
150
30
150
30
0
0
0%
0%
9
9
17
9
24
50
18
36%
9
3,600
1,080
9
3,758
940
17
6,800
2,040
9
3,106
983
24
6,000
2,000
50
16400
5120
18
6864
1923
36%
42%
38%
9
9
26
17
40
75
26
35%
9
770
231
9
637
161
17
1,820
546
9
1,346
487
24
3,000
1,000
50
5590
1777
18
1983
648
36%
35%
36%
24
13
108
61
136
268
74
28%
2
2,160
648
2
2,177
653
17
2,640
792
7
2,345
672
17
4,000
1,200
36
8800
2640
9
4522
1325
25%
51%
50%
56
Annex 2: Partnership Reporting
Partnership Note
11/January/2012
One Window Service and Ombudsman Project (NCDDS/DST)
(A) Name of Partner Organization: Democracy resource center for National Development
(DND)
DND is a local NGO that is willing to work with the government in supporting: the government
policies such as Rectangular Strategy and National Development Plans; the implementation of
millennium goal; Decentralization and De-concentration reform for better livelihood and poverty
reduction.
(B) Brief description of partnership:
Current
MoU
Y (11/01/2012)
IA Budget allocation
N
Agreed division of labor
Y
Planned
Y
N
Y
Past & Ongoing Activities:
DND signed on MOU on 11 January 2012. District Support Team open program at Banlong, Bavet,
and Stueng Sen. DND oragnise citizen forum at peamror district, krung Soung, krung kratie, krung
banlung, krung bavet, krung steung sen. As a partnership DND is also starting implement their
activities as stated in MOU.
Planned Activities:

Publicate standard letter and others principles which related to role, function, duty, service and
others information of OWSO.

Provide feedback from ciziten and sharing lesson and others experiences to OWSO officer.

Participate in any activity such as orientation, seminar, and other meeting as request

Participate and Cooperate to operate others activities that request by OWSO.

Provide semester and annual reports
(C) Highlight how this partnership supports DFGG objectives at the project and IA level:
DND’s activities (i) strengthen the OWSOs, (ii) raise citizen’s awareness of the improved modalities
of service delivery and (iii) provide feedback to the OWSO staff on the new forms of citizens’
participation.
DND activities contribute to the effectiveness, efficiency and transparency of the OWSOs and thus
the realization of the objectives of the DFGG project.
(D) Key outputs and outcomes to date:
57
Project launching: DND organized 3 sessions of project launching in the new target areas in Bavet
municipality Svay Rieng province, Stung Sen municipality Kampong Thom province and in Banlung
municipality Ratanakiri province. The main topics of activity were presentation project, experience
of working with partnership in promoting OWSO and DO office, activities and result of OWSO and
DO and role and responsible of OWSO.
Citizen hours: In this quarterly, DND conduct 12 session of citizen’s hour meeting hold on the third
week every month in the six target area: Soung, Kratie, Peamro, Stung Sen, Bavet and Banlung were
facilitated by DND staffs with 26 participants in average per month include 15 were the ordinary
citizen and 5 were member of citizen body. 50% of the participants raised complaints, question and
request regarding OWSO’s performance. District/Municipality governor, DO and OWSO played
roles as a chair and speakers.
Regular collective feedback from service user in target project: In every month on the week
three or four DND staffs especially Executive Director, Senior Program Officer and Project
coordinator always conduct monitoring to OWSOs. For the methodology of this monitoring using
individual interviews with citizen who used to get services from OWSOs by using checklist. In this
quarterly, 90 citizens in all target projects were interview to review and reflection on OWSO
performent.
(E) Key challenges to maximizing the value of this partnership:
Challenge/constraint:
The governor authorities were busy with core work and their party.
The governor authorities feel DND monitors their work.
Actions taken to address the challenge:
Have a dating in the morning or afternoon and flexible with them.
DND staff tried to explain our project and show them role and responsibility of CBs.
(F) What is the agreed division of labor for 2011 and how does this address the challenges:
DND assists OWSO in capacity development, communication and outreach activities, and providing
feedback on service delivery.
(F) Primary contact person: Mr. Bun Rithy (Director)
(G) Contact details: Tel: 011 767 573 email: Rithy Bun [bunrithyed@yahoo.com]
Agreement to include as a partnership under DFGG definitions for IA.
Comments and endorsement by PCO:
(to be made before submitting to the Bank)
Comments by World Bank:
58
Partnership Note
19/January/2012
One Window Service and Ombudsman Project (NCDDS/DST)
(A) Name of Partner Organization: Advocay and Policy Institue (API)
The Advocacy and Policy Institute (API) is a Cambodian non-profit and non-governmental
organization which has a mission to serve the long-term democratic and social development needs of
Cambodia through the provision of services in the areas of advocacy and policy development.
(B) Brief description of partnership:
MoU
IA Budget allocation
Agreed division of labor
Current
Y (19-01-2012)
N
Y
Planned
Y
N
Y
Past & Ongoing Activities:
API signed MOU on 19, January, 2012. They are now ongoing to preapre the ciziten rating card in 3
municiples target area.They are alo starting implement their activities as stated in MOU.
Planned Activities:

Facilitate and Collabrate to share lesson and good experiences to officer of OWSO.

Broadcast information and other activities related to OWSO to others people through the
public forum.

Publicate standard letter and others principles which related to role, function, duty, service and
others information of OWSO.

Participate in any activity such as orientation, seminar, and other meeting as request

Oragnize citizen rating card

Provide semester and annual reports
(C) Highlight how this partnership supports DFGG objectives at the project and IA level:
API had celebrated publication and orientation about partnership to 3 municipal targets: Chba morn
Kampong Chhnang, and Porsat. Dicussion and correction on questionaires for evaluation on capacity
building. Consulation on preparation to produce banner, publish picture, and guidline book for the 3
municiples target.
(D) Key outcomes to date:
Since API just starts activity as partnership with OWSO there is no outstanding outcomes produce
yet.
(E) Key challenges to maximizing the value of this partnership:
59
Challenge/constraint:
The project start date was delayed due to the project MOU development and funding contract and
the recruitment of additional project staff.
IEC development: Diversity of Information Education and Communication (IEC) materials are being
produced. By gathering input and endorsement from OWSO leaders, the municipality governor,
District Support Team (DST) of MoI, The Asia Foundation and the API project team to ensure the
high quality of its content and design and procurement process. More time to complete this is
needed.
Actions taken to address the challenge:
Some of the original activity plan in January and February will be carried out and completed in
March 2012.
API will do its best during the consultation process with a limited timeframe and clear dateline for
gathering input and endorsement from all partners and stakeholders on IECs materials.
maximizing the value of this partnership:
(F) What is the agreed division of labor for 2011 and how does this address the challenges:
(F) Primary contact person: Neb Sinthay, Director, API
(G) Contact details: 0 12 527 004 email: sinthayneb@apiinstitute.org
Agreement to include as a partnership under DFGG definitions for IA.
Comments and endorsement by PCO:
(to be made before submitting to the Bank)
Comments by World Bank:
60
Annex 3: Service transaction by province and line agency
Prov.
Code
Municipalities
PRE-DFGG
BAT
Battambang
SRP
Siem Reap
1st-Year Target
BMC Poipet
KDL
Takhmao
KPC
Suong
KPT
Stoeung Sen
KRT
Kratie
PHV
Preah Sihanouk
PVG
Peam Ro
2nd-Year Target
KAM Kampot
KCH
Kampong Chhnang
KHK
Khemarak Phumint
KSP
Chhar Morn
PUR
Pursat
RAT
Banlung
SVR
Bavet
TAK
Daun Keo
GRAND TOTAL (Q1, 2012)
Legalization
6,087
1500
4,587
3,583
426
139
583
826
197
1199
213
3,208
327
455
348
234
477
579
369
419
12,878
Tourism
64
41
23
98
13
10
1
20
16
36
2
107
12
16
11
13
10
1
35
9
269
Culture
152
41
111
211
35
40
31
33
31
13
28
260
24
41
49
12
93
9
17
15
623
61
Commerce
97
31
66
399
45
75
13
13
99
128
26
518
52
95
30
66
128
60
48
39
1,014
Public
Work
4,356
1947
2,409
1,746
807
303
75
277
96
57
131
1,132
33
118
76
132
207
292
132
142
7,234
Industry
32
9
23
56
13
5
8
14
12
4
40
10
1
3
7
9
10
128
Land
Management
134
34
100
68
7
6
18
8
24
5
147
5
34
23
35
12
10
12
16
349
Total (Q1,
2012)
10,922
3,603
7,319
6,161
1,346
578
703
1,195
461
1,469
409
5,412
453
769
538
495
934
960
613
650
22,495
Annex 4: Service revenues by province and line agency
Prov.
Code
Municipalities
Legalization
Tourism
Culture
Commerce
Public
Work
Industry
Land
Mangement
Total (Q1, 2012)
Riels
Dollars
(1S=4001)
PRE-DFGG
BAT Battambang
SRP
Siem Reap
28,829,800
8,036,700
20,793,100
5,432,000
1,794,000
3,638,000
6,884,000
1,899,000
4,985,000
2,425,000
775,000
1,650,000
62,684,200
27,301,900
35,382,300
1,618,000
468,000
1,150,000
6,769,000
4,173,000
2,596,000
114,642,000
44,447,600
70,194,400
28,653
11,109
17,544
1st-Year Target
11,261,100
7,556,000
13,324,000
10,285,000
36,375,800
3,160,000
6,775,000
88,736,900
22,179
BMC Poipet
KDL Takhmao
KPC
Suong
KPT
Stoeung Sen
KRT Kratie
PHV Preah Sihanouk
PVG Peam Ro
2nd-Year Target
KAM Kampot
KCH Kampong Chhnang
KHK Khemarak Phumint
KSP
Chhar Morn
PUR
Pursat
RAT Banlung
SVR
Bavet
TAK Daun Keo
1,080,000
613,700
2,064,500
2,713,600
546,100
4,022,000
221200
12,550,700
1,724,000
960,600
1,635,500
761,500
2,482,300
3,230,000
749,400
1,007,400
1,338,000
1,558,000
52,000
492,000
910,000
3,072,000
134000
9,832,000
928,000
892,000
1,622,000
1,326,000
882,000
402,000
2,822,000
958,000
2,214,000
1,991,000
1,815,000
3,801,000
1,516,000
512,000
1475000
14,943,600
1,605,000
1,651,000
2,469,000
694,000
6,160,000
752,000
982,600
630,000
1,125,000
1,875,000
676,000
325,000
2,470,000
3,164,000
650000
12,911,000
1,300,000
2,375,000
750,000
1,650,000
3,200,000
1,500,000
1,200,000
936,000
16,869,100
6,214,300
1,567,500
5,789,300
2,006,400
1,191,300
2737900
45,157,200
689,700
2,466,700
1,588,400
2,782,400
4,326,300
6,102,800
24,872,100
2,328,800
950,000
295,000
400,000
693,000
600,000
222000
1,993,000
500,000
50,000
153,000
350,000
450,000
490,000
871,500
769,000
2,468,000
456,000
1,888,000
322500
15,000,000
469,000
4,249,500
2,048,500
2,730,000
1,673,000
820,000
2,088,000
922,000
24,447,600
13,316,000
6,175,000
15,988,900
8,597,500
14,449,300
5,762,600
112,387,500
6,715,700
13,094,800
10,163,400
10,096,900
19,073,600
13,256,800
32,714,100
7,272,200
6,110
3,328
1,543
3,996
2,149
3,611
1,440
28,090
1,679
3,273
2,540
2,524
4,767
3,313
8,176
1,818
GRAND TOTAL (Q1)
52,641,600
22,820,000
35,151,600
25,621,000
144,217,200
6,771,000
28,544,000
315,766,400
78,922
62
Annex 5: Complaints received and resolved by province
No
Province
Code
1
BAT
2
SRP
3
BMC
4
KPC
5
KPT
6
KDL
7
KRT
8
PVG
9
SHV
10
KAM
11
KCH
12
KKG
13
KSP
14
PUR
15
RAT
16
SVR
17
TAK
Grand Total
# camplaints
related to
owso (incl
from Reports)
0
4
5
7
0
0
5
8
2
0
3
8
4
2
8
0
1
57
# complain &
Suggestion
resloved related
OWSOs
0
4
5
0
0
0
5
7
2
0
0
7
2
1
8
0
1
42
63
% complain &
# unoffical
Suggestion
fees receieved
Resolved
N/A
100%
100%
0%
N/A
N/A
100%
88%
100%
N/A
0%
88%
50%
50%
100%
N/A
100%
73.68%
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1