By Tariq H. Niazi
This learn analyzes strategic and programming concerns coming up from the rising deconcentration and decentralization reforms in Cambodia and informs the controversy at the velocity and strategic course of those reforms. The examine seems on the evolving felony and regulatory framework pointing to the gaps and inconsistencies that have to be addressed for a coherent framework through the years. The examine elaborates at the huge solid of complicated, and occasionally competing, associations and the demanding situations of establishing an equitable and obvious intergovernmental financing approach. comparing the strengths and weaknesses of the government's 10-year nationwide application, the examine indicates a few severe steps for winning implementation of the reforms, together with the necessity to improve a transparent reform coverage framework, receive greater coordination between govt organisations and among the govt and improvement companions, make clear uncertainties within the task of capabilities among levels of presidency, layout a powerful method on intergovernmental financing, and boost capacities to enforce the reforms. The examine additionally indicates a few very important issues for ADB programming, together with the right way to most sensible help the deconcentration and decentralization reforms on the valuable, subnational, and region degrees.
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Additional resources for Deconcentration and Decentralization Reforms in Cambodia: Recommendations for an Institutional Framework
Development partners will align and adapt other crosscutting and sector support where they have an impact on reforms, particularly as functions are transferred to subnational administrations. • Development partner support and interaction with the government will be coordinated, with lead development partners for each of the NCDD subcommittee subject areas. • Development partners will make increasing use of Cambodian institutions, systems, and procedures as standards improve. • Development partners will try to synchronize new programs and projects with National Program platforms.
Such outsourcing will be useful and sustainable only if more fundamental efforts are made to boost the resources and skills of the NAA that allow significant growth in outreach to the subnational administrations. The experience of other countries in expanding subnational administration audit services may be useful here. For example, in Indonesia external audit has made major progress since 2004 by allowing the recruitment of fresh graduates with degrees in accounting and auditing. 6 Selected Line Ministries While central government staff have been relocated to the regions, the basic approach of the government ministries remains centralized and most regionally based initiatives are operated along vertical deconcentrated lines; subnational administration structures are generally not involved.
It is too early to assess whether the new structures will deliver better results, but it appears that a greater attempt will be made to integrate plans and budgets of subnational administration and central government agencies in a region through the technical facilitation committees. However, full integration of central government and subnational administration budgets (which have different lines of power and authority) is not an easy task and it remains to be seen how successful the changes will be.