National Committee for Democratic DevelopmentKey Reforms
No
Decision/Reform
Description/Activities
Status
Reference
1
Implementation of District/Municipal Fund
To channel sufficient development resources to Districts/Municipalities (DMs) through the DM fund. Sub-decree on the contribution of the state budget to the DM Fund was approved . The DM Fund is meant to focus on two expenditure components: administration and development. The development component focusses on initiating and financing social projects which were voiced by citizens.
Completed (DM fund implemented)

Implementation of social component does not work smoothly zet due to limited funding.
IP3 Annual Implementation Report: Jan-Dec 2014
2
Functional reassignment
Functional reassignment process involves identifying and analyzing their functions (called “functional mapping”), assessing the feasibility of re-assigning functions and making decisions about which functions to transfer (called “functional review”), and implementing the reassignment.
In progress
(MoEYS, MoH, MoE, MRD, MoSAVY completed functional mapping and review)
IP3 Annual Implementation Report: Jan-Dec 2014
3
Implementation of Social Accountability in all communes in 22 districts
To provide information to citizens on their rights, service delivery standards, budget, and performance.
- 215 Community Accountability Facilitators were recruited
- Training were completed in all 22 districts
- Materials including poster and booklets were supplied in 22 districts
- 11 districts completed citizen monitoring activities
- 11 districts held interface meeting (between citizens and government) and 11 districts completed 37 commune level JAAPs (Joint Accountability Action Plans)
In progress (22 districts piloted and planning to increase to 90 district next year)
IP3 Annual Implementation Report: Jan-Dec 2014
4
Sub-national Administration (SNA) Human Resources Statute
To be autonomous and accountable, SNAs need to manage their own human resources. SNAs will take a lead in recruiting, appointing, and disciplining their staff according to natinal guidlines. Jointly with MCS NCDD has drafted the Royal Decree on Particular Statute for Sub-National Administration Civil Servants.
Partially completed (RD Particular Statute approved since April 2016, implementation foreseen for 2017)
IP3 Annual Implementation Report: Jan-Dec 2014
5
Strengthening the Power of Councils
Sub-decree on Procedures for the Preparation, Amendment to and Repeal of Deikas of the Capital Council and Provincial, District, Municipal and Khan Councils was approved. The Council is able to prepare the Deikas. However, Deikas must ensure participation from relevant stakeholders, especially women, youth, and vulnerable groups. Deikas must be reviewed by the Board of Governors, and then made available to the public for comment, in a public space.
Completed (sub-decree approved)
IP3 Annual Implementation Report: Jan-Dec 2014
6
Develop planning/budgeting systems for different types of SNAs
The Policy on SNA Planning Systems was developed and approved in November 2014. The policy promotes the autonomy of each SNA to develop plans, to manage their own resources, to implement transferred functions, and to carry out permissive functions of their choosing to better respond to the local priorities and needs. It helps to make distinction between jurisdictional and corporate plans, define different planning systems (capital, province, urban, rural), define different planning tools, and establish an effective support system for planning and budget preparation at sub-national level with a clear definition of the roles and responsibilities of relevant ministries and institutions at the national and sub-national levels.
Completed (policy approved)
IP3 Annual Implementation Report: Jan-Dec 2014
7
Compliance/inspection system
Compliance inspections independently assess whether SNAs follow rules and regulations. During 2014, an in-depth review of existing compliance inspection systems and processes was completed. By the end of 2014 a draft compliance inspection strategy had been completed, which is currently under discussion with Ministry of Interior (MoI). The inspection design describes the processes to be used, institutional arrangements, scoring and reporting systems, and how inspection results can be used.
In progress (draft still with MoI)
IP3 Annual Implementation Report: Jan-Dec 2014
8
Strengthening SNA Council Associations
By April 2014, all 25 Provinces and Capital had established Associations of DMK and CS Councils. Provincial Associations of DMK/CS Council Associations will be integrated into a National League for DMK/CS Councils.
In progress (DMK and CS coucils established, 11 provinces already integrated the councils into National League)
IP3 Annual Implementation Report: Jan-Dec 2014
9
Strengthening the Capacity of the DM Administrations
DMK Project preparation manual, which were necessary for implementation of the DM Fund development component, was completed in June 2014 and training completed during the third quarter. District operational procedures, covering administration, HR management, and all major functions under each DM office are also being developed in the form of a manual. The manuals cover Cummune/Sangkat Support, Citizen Engagement, by-law and decisions, meetings, general administration, office management, personnel and financial management, project preparation and technical clearance, procurement and contract management, and monitoring and evaluation of projects and procurement. Several workshops have been held and the manual awaits final revision from MOI before it is submitted for approval.
In progress
(drafted mannual with MoI)
IP3 Annual Implementation Report: Jan-Dec 2014
10
Strengthening Gender Strategy
Gender teams were established through an official NCDDS decision in order to better coordinate gender-related activities. The strategy was establised to facilitate SNAs to empower women, to mainstream gender into SNA policies, and to promote female employment in SNAs. In terms of employment, the target, by 2018 is to have 20% of PC decision makers (directors, heads of division) be female and to have 25% of DMK decision makers be female. The fraction of women in PC and DMK decision making positions increased from 12.96% in 2013 to 13.93% in 2014.
In progress (gender team established, strategy is being revised based on input from gender audit)
IP3 Annual Implementation Report: Jan-Dec 2014
11
Implementation of Monitoring and Evaluation System for DMK
By September 2015, M&E tools has been installed in all Khans in Phnom Penh as a pilot to better management the work at DMK. This M&E tools will allow DMK to record their activities with some specific indicators to assess the acheivement of their work.
In progress (implemented Sept 2015)
Meeting with NCDD, 17 September 2015
12
National School of Local Administration
Under direct supervision of the Ministry of Interior, the National School of Local Administration (NASLA) was established in order to develop and strengthen capacity of civil servants, sub-national councils, students and relevant persons and to conduct research on governance of local administration. NASLA has a number of roles including preparation and develop curriculum, offering intensive and intermediate course, and conducing research and providing recommendations on policies in relation to sub-national administration.
In progress
Sub-decree 192 ANKr.BK​​ dated 14 Sept 2016
13
Transfer of Functions
The Ministry of Education, Youth and Sport is going to transfer the functions of pre-primary, primary and informal education to District/Khan administration. Such transfer is to be done in stages. Starting in 2016/2017, the first transfers will take take place in 14 Districts/Khans of Battambang Province.
An implementation guide by MOEYS for the transfer of functions is under development.

The Ministry of Health decided to transfer the following functions: Provincial Health Department to Provincial Administration/ District referral hospital, Health Center, Health Post from Operational District to District Administration - the transfer will be piloted in 2017 in BTB, Kampot and Phnom Penh. No legal framework is existing yet.
In progress
Sub-decree 191 ANKr.BK dated 14 Sept 2016
14
Pubic Administration Reform Working Group of MoI
A working group on public administration reform of MoI was established to facilitate, push for implementation, monior and evaluate programs, strategies and public administration reform efforts of MoI and sub--national administration, as stated in the national public administration reform plan 2015-2018. Some of the responsibilities of the working group include:
  • Facilitate, supervise and lead the reform efforts of MoI and the sub-national administration.
  • Plan the reform tasks.
  • Monitor and report on and evaluate the progress of the reform efforts.
In progress
Prakas 5849 BrK dated 10 Aug 2016
15
One Window Service Office/Mechanisms
MoI currently finalizes a list of administrative services of relevant sector ministries which could be delivered through one window. MoI and NCDD-S work on a draft sub decree on the establishment of subnational one window service mechanism at district level and on draft prakas on the establishment of C/P OWS Center.
In progress
Sub Decree on OWSO mechanism
16
Strengthening the General Mandate of Councils
In late 2014 the Sub-decree 285 on permissive functions was approved. Through permissive functions SNA have the right to select, manage, arrange and execute permissive functions based on the needs of citizens. The respective technical document was issued late 2015. Councils recently started to make use of this opportunity.
In progress
Sub-decree 285 dated 18 Nov 2016
17
New ID system set out for 2019
Starting from 2019, MoI will assign every Cambodia a 10-degit identification code that can be used to access any public or private services. The new code will be issued once an individual reaches the age of 15. Moreover, private companies will also be able to access the server for background checks.
Planning-stage
Phnom Penh Post Article
18
Strategic Plan to Increase the Number of Women in Management Positions at SNA (2017-2019)
The plan aims to improve the quality of the management, implementation, and decision-making of SNA by increasing the number of women in management positions as they are inclined to advocate for the wellbeing of women, children and society as a whole.
There are four strategies in implementing this plan:

Strategy one: Establishing legal regulations concerning the nomination of women in management positions

  • Ø Prepare plan to set a target number of female officials at SNA into a part of Strategic plan of each SNA. Example: Municipal and provincial administration should have at least one female head of office among all heads of office.
  • Ø Setting minimum number of female employees: (1) current position that is of female official should be replaced with female official when the position is open. (2) require minimum number of women in decision-making position. (3) require backup position such as deputy director of administration or director of municipal-provincial administrative office to be at least one woman.
  • Ø Setting minimum number of women in selection process and in recruitment committee.

Strategy two: creating the possibility of position nomination and capacity development for women
  • Ø Successor plan: Identify female potential candidates to fill the positions that will be empty in the future. Provide training, consultation, skill, and knowledge to potential female candidates.
  • Ø Create women’s network to support nomination for women in management position and to provide necessary consultation for them to develop capacity and solve problem at workplace.

Strategy three: creating positive and safe environment at workplace
  • Ø Create peaceful working environment: reducing inappropriate behavior especially for officials at sub-national administration. For example: no dirty joke, no any form of sexual harassment (should have mechanism to solve any complaint between officials related to sexual harassment). Providing childcare service to officials (this could be a pilot plan to cooperate with development partners and NGOs). Providing flexible working hours to female officials especially those with children.
  • Ø Provide training to leaders about gender and leadership: should provide such training to SNA leaders who are mostly men.
  • Ø Increase knowledge about sexual harassment: provide institutional training at SNA in behavior changing regarding sexual harassment to create safe and respectful working environment for women.

Strategy four: including gender mainstreaming in long-term reform
  • Ø Include gender mainstreaming in competitive recruitment process: Cambodia is modernizing the public administration reform, and increasing number of women in those civil services is also one of the agendas. NCDD, MoWA, and MoI should support in the process of recruitment as: 1. Transparent and neutral process of recruiting officials including grading system in interview, test and selection process. 2. Eliminate bias from job description as wording can cause bias towards women and men in job description. 3. Taking out certain personal information in job application to reduce bias in selection process.
  • Ø Prepare strategic plan to increase new female officials at SNA: getting women to join civil service at SNA is the main goal of the strategic plan.
Include gender mainstreaming in inspection procedure: taking examples from other countries, any SNA that can better implement the policy of increasing women in workforce, would be awarded with financial resources.
On-going
Strategic Plan