fbpx 49266-002: Second Decentralized Public Service and Financial Management Sector Development Program | Asian Development Bank

Cambodia: Second Decentralized Public Service and Financial Management Sector Development Program

Sovereign (Public) Project | 49266-002 Status: Active

The program's impact will be more efficient and more equitable services to citizens through decentralization of power to SNAs. The outcome will be improved capacity of SNAs for service delivery. This outcome will be achieved through the implementation of the following outputs:

Output 1. Capacity of subnational administrations for decentralized service delivery strengthened. Policy reforms expected under this output include the: (i) full implementation of regulations on decentralizing human resource management to SNAs; (ii) devolvement of functions from key ministries such as health, rural development, and environment; and (iii) establishment of capacity development systems for SNAs. Under this policy output, technical assistance (TA) will be provided to develop: (i) a regulatory framework for the capacity development of subnational civil servants that reflects government gender policies, (ii) a proposal for gender-sensitive curricula of subnational civil servants, and (iii) full

Project Details

Project Officer
Robert Boothe Southeast Asia Department Request for information
Country
  • Cambodia
Modality
  • Technical Assistance
Sector
  • Public sector management
 
Project Name Second Decentralized Public Service and Financial Management Sector Development Program
Project Number 49266-002
Country Cambodia
Project Status Active
Project Type / Modality of Assistance Technical Assistance
Source of Funding / Amount
TA 8929-CAM: Second Decentralized Public Service and Financial Management Sector Development Program
Technical Assistance Special Fund US$ 800,000.00
Strategic Agendas Inclusive economic growth
Drivers of Change Gender Equity and Mainstreaming
Governance and capacity development
Knowledge solutions
Partnerships
Sector / Subsector

Public sector management / Decentralization

Gender Equity and Mainstreaming Effective gender mainstreaming
Description

The program's impact will be more efficient and more equitable services to citizens through decentralization of power to SNAs. The outcome will be improved capacity of SNAs for service delivery. This outcome will be achieved through the implementation of the following outputs:

Output 1. Capacity of subnational administrations for decentralized service delivery strengthened. Policy reforms expected under this output include the: (i) full implementation of regulations on decentralizing human resource management to SNAs; (ii) devolvement of functions from key ministries such as health, rural development, and environment; and (iii) establishment of capacity development systems for SNAs. Under this policy output, technical assistance (TA) will be provided to develop: (i) a regulatory framework for the capacity development of subnational civil servants that reflects government gender policies, (ii) a proposal for gender-sensitive curricula of subnational civil servants, and (iii) full

design and feasibility study for a local government institute.

Output 2. Adequate revenue sources for subnational administrations to fulfill their mandates granted. Policy reforms expected under this output include the assignment of tax

revenue sources to SNAs, the rationalization of the system of transfers, and sustained PFM reforms at the SNA level. The project preparatory TA will help develop an implementation

strategy for the decentralization of the property tax to districts and municipalities, the most efficient and viable option to assign own revenue sources to districts and municipalities.

Output 3. Accountability systems for subnational administrations established. Policy reforms under this output involve (i) implementing guidelines for the accountability of governors to their councils, (ii) implementing the social accountability framework, and (iii) designing and implementing inspection systems for SNAs. TA activities will assist the implementation of the social accountability framework in selected districts. This includes the implementation of disclosure policies for SNAs, participatory planning and budgeting by local citizens, and accountability systems between SNA councils and their constituents.

Project Rationale and Linkage to Country/Regional Strategy

Unequal geographical access to basic social services is a major constraint to inclusive growth in Cambodia. Increasingly, quality service delivery will rest on skilled and accountable subnational administrations (SNAs), for which substantive investments in capacity development are required. The proposed Second Decentralized Public Service and Financial Management Sector Development Program will help improve the capacity of SNAs for local service delivery, as required under the 3-year implementation plan of the National Program for Subnational Democratic Development (2015 2018) (NCCD-S).

While poverty has decreased substantially in Cambodia, vulnerability is high and large regional differences persist. The national poverty rate fell from 22.9% in 2009 to 18.9% in 2012, but some provinces along the Tonle Sap and in the northwest still reported poverty rates of well over 30%. Only 37% of the rural population has access to improved sanitation and 44% has access to clean water sources, in contrast to over 70% in urban areas. National gains in access to health services also conceal broad provincial disparities, and several provinces will not reach the Millennium Development Goal targets for infant and maternal mortality rates.

A weak regulatory environment, lack of adequate funding for service delivery, unclear responsibilities for service delivery across levels of administration, and weak accountability mechanisms between government and citizens can explain the observed differences in coverage and quality of basic services. The government has begun to devolve the responsibilities for core service delivery to districts and municipalities. The decentralization will challenge these SNAs since they operate in fledgling local governance systems and under weak resource endowments. Total spending by SNAs in Cambodia represented 7% of overall public spending in 2014, of which districts and municipalities (the focus of decentralization efforts) accounted for 20%.

Large investment needs to boost the skills of subnational administrations. Progress on expenditure and revenue decentralization needs to be coupled with substantial investments

in capacity development of the local civil service, to allow for efficient service delivery and responsible financial management. Over 10,000 staff working in district and municipal

administrations in Cambodia require skills development in a broad range of areas. This calls for interagency coordination and adequate funding.

Since 2013, SNAs have been assigned nontax revenue sources (fees and charges) plus fiscal transfers. Despite this substantive progress, much remains to be done to build solid and broad-based revenue bases for SNAs. This involves (i) assigning tax revenues to SNAs, an essential element of accountability between SNAs and local citizens; (ii) ensuring equitable distribution of fiscal transfers; and (iii) implementing efficient user fees and charges for local public services.

Impact
Project Outcome
Description of Outcome
Progress Toward Outcome
Implementation Progress
Description of Project Outputs
Status of Implementation Progress (Outputs, Activities, and Issues)
Geographical Location
Summary of Environmental and Social Aspects
Environmental Aspects
Involuntary Resettlement
Indigenous Peoples
Stakeholder Communication, Participation, and Consultation
During Project Design
During Project Implementation
Business Opportunities
Consulting Services

A mix of firm-based and individual consultants were engaged, indicatively for 25 person-months of international inputs and 50 person-months of national inputs. ADB will select and engage consultants in accordance with its Guidelines on the Use of Consultants (2013, as amended from time to time). Recruitment of the firm is on-going and will be selected using QBS selection method. Some of the contingency funds will remain unallocated for individual consultants, to be identified as needed. Upon completion of the TA, equipment procured under the TA will be transferred to the executing agency.

Feasibility study on the National School of Local Administration was completed. Pilot training are also on-going and being delivered by MOI.

Responsible ADB Officer Robert Boothe
Responsible ADB Department Southeast Asia Department
Responsible ADB Division Public Management, Financial Sector and Trade Division, SERD
Executing Agencies
National Committee for Sub-National Democratic Development Secretariat
Ministry of Interior Norodom Blvd,
Sangkat Tonle Bassac,Khan
Chamcar Mon, Phnom Penh
Timetable
Concept Clearance -
Fact Finding -
MRM -
Approval 03 Jul 2015
Last Review Mission -
Last PDS Update 29 Mar 2019

TA 8929-CAM

Milestones
Approval Signing Date Effectivity Date Closing
Original Revised Actual
03 Jul 2015 08 Jan 2016 08 Jan 2016 31 Dec 2016 31 Dec 2019 -
Financing Plan/TA Utilization Cumulative Disbursements
ADB Cofinancing Counterpart Total Date Amount
Gov Beneficiaries Project Sponsor Others
800,000.00 0.00 0.00 0.00 0.00 0.00 800,000.00 03 Jul 2015 683,386.91

Project Data Sheets (PDS) contain summary information on the project or program. Because the PDS is a work in progress, some information may not be included in its initial version but will be added as it becomes available. Information about proposed projects is tentative and indicative.

The Access to Information Policy (AIP) recognizes that transparency and accountability are essential to development effectiveness. It establishes the disclosure requirements for documents and information ADB produces or requires to be produced.

The Accountability Mechanism provides a forum where people adversely affected by ADB-assisted projects can voice and seek solutions to their problems and report alleged noncompliance of ADB's operational policies and procedures.

In preparing any country program or strategy, financing any project, or by making any designation of, or reference to, a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.

Safeguard Documents See also: Safeguards

Safeguard documents provided at the time of project/facility approval may also be found in the list of linked documents provided with the Report and Recommendation of the President.

None currently available.

Evaluation Documents See also: Independent Evaluation

None currently available.

Related Publications

None currently available.


The Access to Information Policy (AIP) establishes the disclosure requirements for documents and information ADB produces or requires to be produced in its operations to facilitate stakeholder participation in ADB's decision-making. For more information, refer to the Safeguard Policy Statement, Operations Manual F1, and Operations Manual L3.

Requests for information may also be directed to the InfoUnit.

Tenders

Tender Title Type Status Posting Date Deadline
Gender Specialist Individual - Consulting Closed 26 Jun 2019 02 Jul 2019

Contracts Awarded

Contract Title Approval Number Contract Date Contractor Contractor Address Executing Agency Contract Description Total Contract Amount (US$) Contract Amount Financed by ADB (US$)
Project Preparatory Technical Assistance 8929 01 Dec 2017 Finnish Consulting Group Asia Pte. Ltd(SINGAPORE) in association with TANCONS (Cambodia) Co., Ltd.() 1 North Bridge Road, 12-01 High Street C Singapore Singapore Nat'l Committee for Subnatl Democratic Dev. Sec Consulting Services 314,482.00

Procurement Plan

None currently available.