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12.1 Given the opportunities presented by the re-organisation, and the need to introduce a performance management system as part of the PMG, CRDB should also give serious consideration to management and workflow issues. Current operational arrangements lead to organisational inefficiencies, as well as to a lack of motivation in staff. Perhaps most critically, the increased use of strategic management tools, combined with a performance management system, will provide the means to improve performance as well as to provide an effective monitoring and evaluation tool. 12.2 In particular, the introduction of a workplan, allied to Departmental workplanning and quarterly monitoring, will ensure that the H-A-R Action Plan and the JMIs are routinely implemented and monitored across Government, with CRDB playing its mandated focal point role. Management Issues 12.3 To further strengthen staff management functions the following processes will be promoted:
12.4 The rapidly changing aid landscape, informed by the Paris Declaration on aid effectiveness, also requires that CRDB management keep abreast of developments on the global stage. Managerial aspects of capacity development must therefore also focus on the ability to assimilate new ideas, apply them to the Cambodia context and, in the context of managing donor relations, being able to build partnerships that are informed by these aid effectiveness principles. This will require that management be exposed to increasingly analytical and strategic types of training that develop critical thinking and policy development. 12.5 It is further noted that the traditional capacity development focus on the individual as the main beneficiary of technical capacity development support will not ‘aggregate up’ to more effective organisational capacity at the level of CRDB unless a focus on qualitative issues of leadership and management are applied. This approach emphasises building trust, partnership-building, leadership, communication with both staff within CRDB and RGC, as well as with development partners. There are an increasing number of such training opportunities available and these should be made available to all levels of CRDB management. Workflow Issues 12.6 A detailed workflow analysis might be considered to explore opportunities for combining improved management practices with increased organisational efficiency. This analysis would consider the current distribution of core tasks amongst and between Departments, identification of overlaps/duplication, time management issues and key activities that were not completed, as well as looking for increased synergy, efficiency and complementarity between the work of Departments. 12.7 The starting point of such a workflow analysis would be operational planning but would also go through all stages of the work cycle, comparing final outputs against the CRDB mandate. Finally, the process and tools by which performance is managed, monitored and reviewed all levels would be examined. 12.8 An additional workflow issues concerns the integration of the MDSP and its staff with CRDB. Based on inputs provide by the Secretary General of CRDB, the MDSP Senior Advisor is often requested to draft documents/papers, policy articulation speeches, etc. As such, the work of MDSP is in a way distinct and de-linked from other parts of CRDB, though the level of integration has advanced in recent years. It is time now that all the functions of the MDSP become more institutionally integrated and increasingly part of the overall set up and structure of CRDB. The starting point for this process of integration will be the workflow analysis that will consider the tasks that are performed either separately or in conjunction with CRDB staff, so that their integration can be considered. 12.9 With regard to IT systems, consideration in a workflow analysis should be given to making increased use of these tools, which have already proven themselves to be useful in building up a significant archive of reference and operational material. 12.10 The ODA Database, maintained by the Information Management Department should be further developed to provide a strategic input to the monitoring of the H-A-R Action Plan, as well as becoming an operational tool for all Departments in managing their portfolios. Paragraph 9.7(k) tasks each of the Operational Departments with maintaining a computerised system of project data; the option of further customisation of the ODA database to perform this task should be prioritised. 12.11 The training database must also be maintained and developed as a useful tool to analyse human resource development, as well as to provide a tool for monitoring training needs, provision and attendance. 12.12 The CRDB website should, at a minimum, consist of:
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