 |
 |
 |
 |
||
 |
|
|
|
|
|
||
|
|
|
Background This Capacity Development Strategy for the Cambodian Rehabilitation and Development Board (CRDB) of the Council for the Development of Cambodia (CDC) has been developed to guide and inform the strengthening of CRDB for the period 2007-2010. The Strategy has been developed over a period of six months under the guidance and direction of the Secretary General, CRDB/CDC; it combines a number of external and independent analytical inputs with the views, experience and identified needs of CRDB staff. This document provides an assessment of CRDB capacity and, based on its mandate, sets out a vision for the future that will, first, strengthen CRDB as an organisation so that, ultimately, it can promote the effective use of development assistance in Cambodia. The Strategy itself will require frequent review and revision as the implementation and monitoring of capacity development activities proceeds. In this regard, this document might be viewed as a capacity development inception paper, setting out the broad approach but requiring further detailed elaboration, planning and budgeting. The objectives of this Capacity Development Strategy are:
Structure The Capacity Development Strategy begins by identifying the CRDB mandate and vision. This provides the institutional setting for assessing capacity and considering the organisational structure, management arrangements and skill-sets that are required to support effective aid management within CRDB and, ultimately, to enable CRDB to provide aid management expertise across the whole of Government. A methodology and guiding principles are then established. These emphasise the need for a long-term approach that creates a conducive environment for organisational change and staff development, building on existing structures as far as possible and taking account of incentives, motivation and the complexity of reform. These principles are then applied to consider capacity at institutional, organisational and individual levels. Independent analysis is then used to conduct a functional review and a consultative exercise with staff was undertaken to complement this with more analysis of functional roles. Management and workflow challenges were then assessed based on both external and internal consultations. This enabled a discussion on specific capacity challenges for CRDB to conclude the section on capacity assessment. The next component of work was to consider the current CRDB organisational structure and, informed by the capacity assessment work, identify a revised structure and Departmental Terms of Reference that consolidates the management of donors and promotes the policy aspect of CRDB's work. A Priority Mission Group/Merit-Based Pay Initiative (PMG/MBPI) approach is identified as a means of delivering key goals in ODA management and in promoting aid effectiveness, together with a performance management system and some approaches that might be adopted to strengthen workflow and management. Once organisational issues have been addressed, the Strategy turns to individual aspects of CRDB capacity and considers the placement of staff and the filling of vacant positions. Motivation and incentives are considered, including the development of training plans based on revised job descriptions. The final section considers implementation arrangements and the identification of support to CRDB. Risks to the long-term and sustainable strengthening of CRDB are identified, including the need for CRDB/CDC to be awarded its own budget and permanent staff, the role of CRDB in fulfilling their mandate in supporting other government ministries/agencies, together with associated management and performance challenges that accompany the broader public service reform agenda. Support from the Multi-Donor Support Program and JICA is then identified, in particular to facilitate CRDB workplanning for both operational and capacity development activities, and then to support the establishment of the PMG/MBPI, delivery of training and implementation of the revised organisational structure. Finally, arrangements for monitoring and evaluation are identified, including establishing indicators of progress, with an emphasis on the need to review the approach on the basis of emerging evidence. Main Findings The fundamental objective of CRDB’s capacity development work is to strengthen performance at organisational, managerial and individual levels. This will ensure that CRDB functions as a holistically integrated and competent Government agency capable of carrying out its tasks with efficiency and effectiveness. In recent years CRDB has successfully built capacity for managing routine tasks, and has also been successful in reducing attrition by significantly improving the working environment. Nevertheless, CRDB faces significant challenges that need to be overcome if it is to effectively perform its mandated functions and provide aid management expertise and support to other ministries and agencies. These challenges have many dimensions that include staffing and skills issues; management and budgetary challenges; and those of an organisational nature. Conclusion This Strategy has been developed in the context of the broader public service reform programme but will be delivered according to CRDB's own vision. It is necessary to emphasise at the outset that capacity development is more than a technical process of re-organisation and endowment of knowledge and skills. It is a complex and non-linear process of change that must be viewed in the wider context of political economy and public service reform in Cambodia. As such, it is necessary to adopt a long-term view that recognises the limits of applying technical solutions to more complex and multi-faceted challenges. Implementation of the Capacity Development Strategy will begin in January 2007 based on organisational workplanning, the introduction of new management arrangements and training informed by job descriptions and learning plans. The PMG/MPBI is expected to have been approved and this will provide the necessary incentives, together with a new system of performance management that will offer guidance and mentoring to all staff. Continued consultation with all staff members and regular opportunities for review and reflection will complement a monitoring and evaluation framework that will ensure that the pace and direction of capacity development meets the expectations of CRDB management and staff. |