Kingdom Of Cambodia Ministry Of Education, Youth and Sport

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Kingdom Of CambodiaMinistry Of Education, Youth
and Sport

• Joint Approaches to Capacity Development
• Reflections 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 Phases

• 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 Impact, 2000/05
Baseline 2000 100, table shows percentage change
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Organizational Assessment, 2005 Information
Department
Ratings 1 virtually non existent, 3
operating with difficulties, 5 operating very
well
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Key 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, 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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Outlook

• 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