Day2: Session 3
The Management of the National
Program for Sub-National
Democratic Development
(NP-SNDD 2010 – 2019)
Presented by Sophal, October 30, 2010
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Day 2 - Session 3: Objectives
• Describe the NP-SNDD Platform periods and
Expected Results for the first platform;
• Describe an overview of M&E strategy for tracking
the progress of the NP-SNDD results;
• Describe an overview of the 4 lines of accountability
applied in the program areas in NP-SNDD;
• Describe an overview of some key factors/elements
influencing implementation results;
• Outline the key stakeholders and their main roles in
implementation of the NP-SNDD;
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Day 2 - Session 3: Expected Outputs
• Participants share knowledge and
understanding gained among their peers;
• Participants have options as their starting
point for engaging in the process of NP-SNDD
implementation;
• Participants could find additional information
on their own about the NP-SNDD and related
documents.
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From NP- SNDD (2010-2019) To
Platform 1
(2011–2013)
Poverty Reduction
Democratic
Development
3 Platforms/Phases
Service
Delivery
Support Institutions for D&D Reform
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Platform 2
(2014-2016)
Platform 3
(2017-2019)
Prioritized Activities of
PA in each Platform
5 Program Areas
Goal/Objectives
(Expected Results)
Platform 1
(2011–2013)
1. SNA Organization
2. SNA Human Resource
3. SNA Functions
4. SNA Resource
5. National Management
and Support
Cross-Cutting
Programs
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Platform 2
(2014-2016)
Platform 3
(2017-2019)
The Expected Institutional Changes
in Each Platform/Phase
As the D&D policy and legal instruments are adopted. NP-SNDD programs reflecting them are implemented,
institutional change will occur. (NP-SNDD, Chapter 2, page 20)
Results in Each Platform
Descriptions
Platform1 (2011–2013)
Platform 2 (2014-2016)
Platform 3 (2017-2019)
The line of
accountability between
ministries and SNAs
will be increased to the
Council as more
functions are
assigned.
Ministries become
increasingly
responsible for
creating the enabling
environment in which
SNAs carry out sector
strategies.
Goal
Institutional
Change
Councils will be
established and
recognized decision
making body of
SNAs
Institutional
Results
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The Expected Institutional Results in Platform 1
Descriptions
Results in Platform 1 (2011–2013)
Institutional
Results
1. SNA officials will have mastered the basic competencies
necessary for D&D reform
2. Legal framework necessary for Law on the Administrative
Management of the Capital, Provinces, Municipalities,
Districts and Khans to be actualized will be in place.
3. An overall systematic process for functional review is
approved by the NCDD, including defining a system which
allows RGC to identify the preliminary permissive functions to
be transferred to SNAs.
4. SNAs systems that accommodate the transfer of functions
and subsequent transfer of resources will be institutionalized.
5. SNAs implement a first package of functions transferred by
national level
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Conclusions on the importance of the
platform division
Platforms will create a base foundation:
(1) Reflect the practical nature of implementation of
the reform program;
(2) Take into account the amount of time it will take to
adjust, coordinate, and adopt individual and
institutional changes; and
(3) Provide sufficient time for a fair assessment of
efforts and necessary adjustment.
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How to know the progress of the results
achieved in each platform?
• M&E framework will be established in which it
links to Program Areas and D&D Objectives.
• Donor alignment with NP- M&E framework.
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The M&E Strategy in Platform 1 (2011-2013)
1- Program evaluation: Evaluation includes assessing and
evaluating:
a) Programme outcomes;
b) Programme impacts; and
c) Policy options.
2- Program implementation monitoring includes:
a) Monitoring capacity development outputs, activities and
inputs, as programmed under the annual work plan and
budgets.
b) Tracking SNA capacity and performance (i.e. SNA
activities and outputs; and
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The M&E strategy in Platform 1 (continued)
c) Supporting the development of central Government
arrangements and information gathering for oversight of
SNA performance, tracking of public expenditure, HR
management and public asset management.
Note: The M&E used for the NP-SNDD will not only include
measurement of both outputs and outcomes (results), but also
use this information to help manage and improve programs and
services. Thus it will serve two key purposes: (1) Providing
Accountability; and (2) Improving programs and services so
as to make them more effective.
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What are the Four lines of accountability are
implied in the NP-SNDD
Lines of Accountability
Description of its implication
1. Internal
accountability
which is within a unit of SNA or among the SNAs own
entities
2. Intra-SNA
accountability
which refers to accountability among/between SNAs
or units of SNAs, at the same or different levels
3. Inter-governmental
accountability
which is between the central government, line
Ministries, institutions and departments with SNAs.
4. Accountability of
SNAs
to citizens refers to political accountability between
SNA and citizens in their jurisdiction
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Line of accountability
13
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Each program Area weaves
one or more lines of
accountability in platform
5 Program Areas
Goal/Objective
(Expected Results)
Platform 1
(2010–2012)
Platform 2
(2013-2015)
Platform 3
(2016-2019)
1. SNA Organization
2. SNA Human Resource
3. SNA Functions
Four lines of accountability are
implied in the NP-SNDD
4. SNA Resource
5. National Management
and Support
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Each Program Area weaves one or more lines of
accountability
Four Lines of
Accountability
Lines of accountability are implied in
5 Program Areas
PA 1
PA 2
PA 3
PA 4
1. Internal Accountability
1
1
1
2. Intra-SNA Accountability
2
2
2
3. Inter-Governmental
Accountability
3
3
4. Accountability of SNAs
4
4
PA 5
1
3
4
Note: NCDD will establish: (1) mechanism and procedures to limit the control of central
ministries and agencies on SNA; (2) administrative mediation and conflict resolution
mechanism to ensure a means to reinforce SNA Internal Accountability and Intra-SNA
Accountability processes.
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Each program Areas weave One or more lines of
accountability (Cont.)
Note: NCDD proposed to establish:
(1) Mechanism and procedures to limit the
control of central ministries and agencies on
SNA;
(2) Administrative mediation and conflict
resolution mechanism to ensure a means to
reinforce SNA Internal Accountability and
Intra-SNA Accountability processes.
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Factors influencing implementation results of
NP-SNDD
Some key factors/elements influencing the results of NP-NSDD:
1. SNAs fiduciary responsibilities consistent with the revenues and
financial management.
2. Councils must be able to provide information and explain to their
citizens about their budget allocation decisions through
participatory planning and investment programming.
3. SNAs have proper payroll and minimal personnel management
systems in place to protect the employee rights and to ensure
that there are no ghost civil servants on the SNA payroll.
4. Need of the baseline capacity assessment.
5. Need of scaling up the transfer of functions based on
areas/regions.
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Who will involve in the implementation
of the NP-SNDD?
1- Ordinary Citizens:Citizens who live in the sub-national administrative level
2- National Institution: Ministries, National Authority, National Council,
Institutes, Research Institutes, etc.
3- NCDDS: NCDD Secretariat, Sub Committees, Support Units, etc.
4- Development Partners: UNDP, UNCDF, WB, UNICEF, UNFPA, USAID,
etc.
5- Sub-National Administration: Municipal, Provinces, Capitals, Districts,
Khans, Communes, Sangkats, and Line Departments
6- Private Sectors: Private institutes, Private Companies, Private Service
Providers, Factories, Enterprises
7- Civil Society Organizations: National and International Organizations,
Community Based Organizations, Associations
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What their are roles of those Institutions?
1- Ordinary Citizens: Participate in decision making, the
implementation, monitoring the service delivery, provide
feedback, share information, and participate in selecting their
representative.
2National
Institution:
Formulate
policy,
strategy,
implementation
mechanism,
guideline,
monitor
the
implementation of policy, provide feedback, etc.
3- NCDDS: Secretary of the government, facilitate, support and
monitor the implementation of the program, identify the needs
of staff, capacity, and financial resources for the
implementation of the program, etc.
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What their are roles of those Institutions?
4- Development Partners: Cooperate, consultation, financial
supports, involve in the implementation of the program,
provide feedback for the improvement of policy, and monitor
the implementation of the program, etc.
5Sub-National
Administration:
Participate
in
the
implementation of the program, provide feedback for the
improvement of policy, and monitor the implementation of the
program, etc.
6- Private Sectors: Build partnership with sub-national
administration, participate in service delivery (infrastructure
and non-infrastructure), capacity building based on training
needs assessment, monitor the implementation and
strengthen the accountability, provide feedback, etc.
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What their are roles of those Institutions?
• Civil Society Organizations: Build partnership with subnational administration, participate in service delivery
(infrastructure and non-infrastructure), capacity building based
on training needs assessment, monitor the implementation and
strengthen the accountability, provide feedback, participate in
consultation between citizens and sub-national councils,
strengthen the engagement between citizens and each
administration at sub-national level, share information that
obtained from citizens to councils and from councils to citizens,
etc.
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THANKS
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