Kingdom Of CambodiaMinistry Of Education, Youth and Sport

Joint Approaches to Capacity Joint Approaches to Capacity Development : Development :

Reflections and AnalysisReflections and Analysis

Presentation by H.E. Pok ThanSecretary of State, MOEYS and

M. Ratcliffe, Consultant

LENCD Forum, Nairobi, October 3 - 5, 2006

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Development Transition : Three Development Transition : Three PhasesPhases

1979 - 1993 : System Restoration. CD driven by community demand to restore schools

1994 - 1999 : Donor-led Reconstruction. CD impetus from donors priorities, mainly teacher training

2000 - 2005 : Development Partnership. CD impetus from disappointing sector performance and joint CD action matrix

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Main Features : 1979 - 1993

Joint approach, through small MOEYS team and community groups

Donors hands-off, Eastern bloc presence not primarily developmental

Informal, iterative planning, due to unpredictable, voluntary, sector financing

CD focus, learning by doing and little formal training

Monitoring / Accountability, through politically-oriented National Education Congress

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Main Features : 1994 - 1999

Joint approach, attempted through education investment plan 1994 / 99, with management targets

Donors dominated, through selective cooperation on specific CD programs

CD planning tensions, between previous informal approaches and growing formality demanded by donors

CD focus, mainly staff training and logistical support, limited organizational development

Monitoring / Accountability, through parallel systems, through NEC for MOEYS and project monitoring for donors

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Mixed CD Impact : 1994 - 1999 Growing MOEYS confidence, through strong

Ministerial leadership and some donor trust Selective organizational development focus,

especially for textbooks and teacher training services Limited ownership of CD framework, targets and

strategies not fully internalized or committed to Unclear institutional framework, with MOEYS powers

and organizational structure not fully approved Donor territorialism, undermined mutual trust and

confidence in joint approach Capacity draining, due to proliferation of parallel PIUs

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Main Features : 2000 - 2005

Joint approach, through ESP / ESSP, with stated CD targets and timeframes

Genuine partnership, based on growing shared commitment and mutual trust

Patient CD planning process, took two years to ensure sufficient CD assessment and understanding

CD focus, shift to key MOEYS organizational assessment and plans

Monitoring / Accountability, through joint CD policy action matrix and annual ESP / ESSP review process

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Improving CD Impact : 2000 - 2005

Significant legislative and regulatory development, incorporating MOEF support

Improved organizational efficiency, especially planning, information, personnel and financial management

Substantial sector performance improvement, acting as confidence booster and change dynamic

Stronger MOEYS strategic and organizational leadership, with TA role shifting to mentoring and coaching

Promising CD sustainability, with growing internal and external demand and increased MOEYS resource allocations

Improving sector performance, acted as self reinforcing change dynamic

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Sector Performance Sector Performance Impact, 2000/05Impact, 2000/05

0 20 40 60 80 100 120 140 160

PrimaryEnrolment

SecondaryEnrolment

PrimaryCompletion

Non-SalarySpending share

2000 2005

Baseline 2000 = 100, table shows percentage change

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Organizational Assessment, Organizational Assessment, 2005 : Information 2005 : Information DepartmentDepartment

0

1

2

3

4

5

Function Process Resources Outcomes

2000 2005

Ratings : 1 = virtually non existent, 3 = operating with difficulties, 5 = operating very well

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Key Lessons LearnedKey Lessons Learned High level leadership is critical,

including sustained MOEF support

A well-defined policy and institutional framework is vital

An inclusive SWAp type process can help, including formal donor signing up

Patient CD planning is essential

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Key Lessons Learned, Key Lessons Learned, Cont...Cont... CD implementation must be phased, to

avoid system overload Harmonizing internal and external CD

monitoring / accountability needs to be recognized

Frontloaded TA for sector planning helps CD roadmap development

Policy / strategy TA role and expected outcomes need to be defined carefully

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OutlookOutlook Sustainability of joint approach is likely but

potential risks remain

Implementation of education law and regulations are critical for CD sustainability

Lack of confidence and qualified staff at sub-national level constitutes major risk

Greater monitoring of organizational outcomes needed to provide feedback on next phase of CD planning / implementation