LOCAL GOVERNANCE IN DECENTRALIZED LOCAL GOVERNMENT IN CAMBODIA: CASE STUDIES OF COMMUNE

COUNCILS

by

Young Sokphea

A thesis proposal submitted in partial fulfillment of the requirements for the Degree of Master of Science in Regional and Rural Development Planning

Examination Committee: Dr. Soparth Pongquan (Chairperson) Dr. Mokbul M. Ahmad Dr. Kyoko Kusakabe Nationality: Cambodian

Previous Degree: Bachelor of Science in Agricultural Economics and Rural Development Royal University of Agriculture Phnom Penh, Cambodia

Scholarship Donor: Norwegian Agency for Development Cooperation (NORAD)

Asian Institute of Technology

School of Environment, Resources and Development Bangkok, Thailand

August 2009

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Table of Contents  

CHAPTER TITLE ......................................................................................................... PAGE  

List of Tables ....................................................................................................... ii List of Figures ..................................................................................................... ii List of Map .......................................................................................................... ii Abbreviations .................................................................................................. iiiii

I INTRODUCTION ................................................................................................ 1

1.1 Background ............................................................................................... 1 1.2 Statement of the Problem .......................................................................... 2 1.3 Research Questions ................................................................................... 5 1.4 Research Objectives .................................................................................. 5 1.5 Rationale of the Research ......................................................................... 5 1.6 Conceptual Framework ............................................................................. 7 1.7 Scope and Limitations of the Research ................................................... 10

II LITERATURE REVIEW .................................................................................. 12

2.1 Concept of Governance ........................................................................... 12 2.2 Principles of Good Governance .............................................................. 14 2.3 Actors in Governance ............................................................................. 15 2.4 Impacts of Governance in Development ................................................. 17 2.5 Concept of Decentralization ................................................................... 19 2.6 Decentralized Local Government ........................................................... 20 2.7 Decentralization and Local Governance in Asia .................................... 21 2.8 Governance Policy in Cambodia ............................................................ 23 2.9 Public Administrative Reform in Cambodia ........................................... 24 2.10 Local Governance Performance of Decentralized Local Government in

Cambodia ................................................................................................ 25 2.11 Decentralized Planning and Local Development in Cambodia .............. 26

III RESEARCH DESIGN ....................................................................................... 31

3.1 Type of Research and Research Design .................................................. 31 3.2 Selection of the Study Area .................................................................... 31 3.3 Selection of CCs Members and Sampled Households ............................ 33 3.4 Data Sources and Data Collection Methods ........................................... 35 3.5 Data Analysis and Technique ................................................................. 37

References ................................................................................................................................ 41 Annex IX: Research Plan 2009-2010 ...................................................................................... 82 Annex XI: Research Budget Estimation .................................................................................. 83 

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List of Tables  Table 2.1 Various Definitions of Good Governance 13 Table 2.2Key Components of Good Governance 14 Table 2.3Roles of Actor in Governance 15 Table 2.4 Levels of Local Government in Asia 20 Table 2. 5: Commune Development Planning Process Applied in Research 27 Table 2. 6: NCDD's Development Program and Resources 2009 30 

List of Figures  Figure1.1 Conceptual Framework of the Research 9 Figure 2.1: Main Actor in Governance and their Relationship 17 Figure 2.2: Decentralization towards Local Good Governance and Services Delivery 21 Figure 2.3: Dimension of Citizen-Centre Local Governance 22 Figure 2. 4: Local Good Governance Principles 23 Figure 2. 5:Governance Reform in Cambodia 24 Figure 2. 6: Public Administrative Reform and Good Governance in Cambodia 25 Figure 2. 7: Commune Development Planning Cycle Applied in Research 29 Figure 3. 1: Structure of Selected Communes and its Population to be interviewed 33 Figure 3.2: Sampling Procedures and Methods 34 Figure 3.3: Research Design 40  

List of Map  Map 3.1: Map Showing the Study Area of Khnach Romeas and Prey Khpos Communes 32

List of Annexes Annex I: Research Coordination Schema 47 Annex II: Checklist for Secondary Data Collection 55 Annex III: A Checklist for Key Informants Interview 56 Annex IV: Questionnaires 58 Annex V: A Checklist for Group Discussion of CCs 74 Annex VI: A Checklist for Group Discussion of Villagers 74 Annex VII: Commune Development Plan (CDP) and Commune Investment Plan (CIP) 75 Annex VIII: Cycle of Commune Development Plan and Commune Investment Plan 81

 

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Abbreviations  ADB Asian Development Bank AFDB African Development Bank Ausaid Australian Agency for International Development CAR Councils for Administrative Reform CARERE Cambodia Resettlement and Reintegration CBOs Community Based Organizations CCF Commune Councils Fund CCs Commune Councils CDC Councils of Development of Cambodia CDP Commune Development Plans CIDA Canadian International Development Agency CIP Commune Investment Plan CMDG Cambodian Millennium Development Goals COMFREL Committee for Free and Fair Elections in Cambodia CSOs Civil Society Organizations DANIDA Denish International Development Agency DDLG Democratic Development and Local Governance DFID Department for International Development of United Kingdom EC European Commission GAP Governance Action Plan GDP Gross Domestic Products GG Good Governance GRET Research and Technological Exchange Group ICT Information and Communication Technology IDLD Innovation for Decentralization Development IFAD International Fund for Agricultural Development IMF International Monetary Fund IOs International Organizations LAMC Law on Administrative and Management of Commune LGG Local Good Governance LNGOs Local Non-governmental Organizations M and E Monitoring and Evaluation MoI Ministry of Interior NCDD National Committee for Sub-nation Deconcentration and Decentralization NCSC National Committee for Support to Commune/Sangkat NGOs Non-Governmental Organizations NRML Natural Resources Management and Livelihood NSSD National Strategy for Sustainable Development PACT PACT Cambodia PBC Planning and Budgeting Committee PBCs Planning and Budgeting Committee PIM Project Implement Manual PPP Public Private Partnership Prakas Proclamation PRDC Provincial Rural Development Committee PSDD The Project to Support Democratic Development through Decentralization and

Deconcentration (PSDD) PVOs People Voluntary Organizations

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RGC Royal Government of Cambodia RILG Rural Investment and Local Governance RLIP Rural Livelihood Improvement Project RPRP Rural Poverty Reduction Project Seila Seila Program Seth Koma Children’s Right UK United Kingdom UNCDF United Nations Capital for Development Fund UNDP United Nations Development Program UNESCAP United Nations Economics and Social Commission for Asia and the Pacific UNFPA United Nations Population Fund UNICEF The United Nations Children's Fund UNOHRC United Nations Office for Human Right Commission UNTAC United Nations Authority to Cambodia USAID United State Agency for International Development VDC Village Development Committee WB World Bank

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CHAPTER I INTRODUCTION

This chapter consists of seven sections. The background of the study is given in the first section, while the second section mainly focuses on the research problem. Research questions and its objectives are discussed in the third, and the forth sections, respectively. The fifth and sixth sections present the rationale of the research and the conceptual framework, while the last section defines the scope and limitations of the research. 1.1 Background

Situated in Southeast Asia, Cambodia has total area of 181 035 square km with total population of 14 444 thousand in 2007 and Gross Domestic Product (GDP) per capita was US$ 358 in 2007 (UNESCAP, 2008) and real GDP growth rate was 7.0 per cent in 2008. In 2004, there was 35 per cent of total population were living under national poverty line (UNESCAP, 2009). The political system in deferent regimes defined deferent types of governance models in Cambodia (Te, 2007:58). After the election which arranged United Nations Authority to Cambodia (UNTAC), which is known as UN peacekeeper, held in 1993, Cambodia is known as “The Kingdom of Cambodia” and its political system is known as multiparty democracy constitutional monarchy (Kato et al, 2000:7). In other means the establishment of constitution is identified as the foundation for the development of Cambodia’s governance system (Royal Government of Cambodia, 2000). In 2004, Royal Government of Cambodia adopted new plan called “Rectangular Strategy”. Good governance lies at the cornerstone of this strategy. Royal Government of Cambodia (2004:6) perceived that “Good governance is the most important pre-condition to economic development with sustainability, equity and social justice. Good governance requires wide participation, enhanced sharing of information, accountability, transparency, equality, inclusiveness and the rule of law”. To achieve good governance, separately, Royal Government of Cambodia developed the Governance Action Plan (GAP). Among other elements of this action plan, administrative reforms, decentralization and deconcentration are imperative elements to achieve the good governance. Under this pillar, decentralization and local governance is a target of it and it is perceived that local governance is as mean to further democratize the nation and to improve service delivery at local level (RGC, 2004:9,11). The term of local development and local governance have been emerged in the development context of Cambodia since 1996 when the Seila Program was initiated by applying decentralization policy in order to achieve poverty reduction through improved local governance and local development. Thus the Seila Program initiated decentralized commune development planning, financing, management system and monitoring, evaluation and information system in Cambodia since that time (RGC, 2000:37). At the first pilot projects were implemented in five provinces, in 1996, and gradually extended to 12 provinces by the end of 2000. It was supported by Cambodia Area Rehabilitation and Regeneration Project (CARERE 2) (CDC, 2004). CARERE 2 was designed to support the implementation of the Seila Program of Royal Government of Cambodia, which followed by the CARERE1 (Cambodia Resettlement and Reintegration) which conducted after the Paris Peace Accords in 1993 (CARERE, 1996:1,3). By 2003, the Seila Program expanded its coverage area to 24

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provinces which funded by numerous donors through co-funding. The expansion occurred after the official decentralization and deconcentration reform started in February 2002 and based on the commune administrative management law and commune councils election law, then 1621 new local governments have initiated throughout Cambodia through election since that time (COMFREL, 2007:6). As in Seila (2000:37) decentralized planning system, it has been working to support and develop the adoption of participatory planning institution including organization and procedures and technical for the preparation of medium term development plan and yearly budget investment program at commune and provincial level. The key identities of Seila decentralized planning system are institutions of people’s participation in public decision making and consultative mechanism between commune and provincial investment program. As decentralization promotes local development and local governance through decentralized commune development planning, two guidelines for Commune Development Planning (CDP) and Commune Investment Plan (CIP) have been endorsed by Inter-ministerial Praks (proclamation) (Ministries of Interior and Planning) for commune councils (decentralized local government). First Prakas along with the guideline was released in 2001, which the commune development planning consists of 11 steps and the second Prakas with guideline endorsed in 2007, which commune development plan has been narrow to 5 steps, during the second mandate of commune council’s election in 2007. Based on the second Inter-ministerial Prakas (declaration) (Article 25, 2007), previous guidelines and Prakas (declarations) in 2001 have been annulled. The guideline and Prakas present how local people get involve in each step of commune development planning, implementation, monitoring and evaluation (Inter-ministerial Prakas on CDP and CIP, 2007). By 2005 the National Committee for Support to Commune/Sangkat (NCSC) of Royal Government of Cambodia (2005:1-2) developed good governance for commune/sangkat council’s hip pocket to guide commune councils to apply good governance at local level and to enhance governance at this level. Thus, commune councils are required to apply good governance principles. The hip pocket explains how the eight elements (participation, rule of law, transparency, consensus oriented, equity, effectiveness and efficiency, accountability and responsiveness) can be applied in development and administration of commune councils’ affairs. Good governance has been integrated into decentralization process through new local government institutional structure and commune development planning, budgeting and implements process which has been seen at the commune level and it built the credibility of decentralized local government (Commune Councils) by improving accountability, transparency, efficiency and effectiveness in its service delivery (World Bank, 20003:2). In this regard, good governance has been mainstreamed into a commune development plan. 1.2 Statement of the Problem Decentralization has been recognized as the mean to achieve good governance (Yankson, 2007:379). As decentralization renders local governance (Wanyande, 2004:7), then the idea of local governance has been regarded as a central part of local development strategy (Bonfiglioli, 2003:17). In context of Cambodia, decentralization and deconcentration reform started in February 2002 (Romeo, 2003:1) after almost a decade of pilot projects. Decentralization is meant the devolution of authorities, position and responsibilities local democracy to commune level (Seila, 2000:24). Promoting and enhancing good governance is one of objectives of decentralization policy in Cambodia. Based on article 2 and 3 LAMC

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(2002), commune is defined as a legal entity, and a system of local governance shall be carried out at this level. However, it has been facing several impediments in this regard. According to ADB (2000:71-73) there were fragmentation in local governance and incomplete legal framework for local governance in Cambodia as decision making which made by top officials in planning which is considered as the serious constraint in decentralization reform. Moreover, NCSC (2005:96) and Pellini and Ayres (2007:404) respectively found lack of truth in participatory local governance for the participatory and democratic decision-making is yet well understood and internalized within the committee of commune councils and as the result of low capacity of commune councils officials and local people and lack of social mobilization and capital formation; and discouragement in participatory local governance as local people accepted the decisions of their leaders without any question. To some extent, commune councils have limitation of good governance application because they tend to follow traditional and hierarchical decision making although they understand the principles of good governance (NCSC, 2005:9). Lack of good governance has been demonstrated to have adversely affected on the development process in developing countries (Hop, 2009:79). Pellini and Ayres (2007:405) claimed that spaces for civil society participation are not clearly defined in the regulations. Besides, if there is participation, the people understand that it is just to attend only (Sedara and Ojendal, 2007:41), thus participation planning was not so effective. Decentralization law allows several spaces for village level representation and participation in commune development planning process; particularly as the members of Planning and Budgeting Committee (PBC). Nonetheless, the selection of the village representatives in commune development planning process remains unclear. If there is participation, it is inadequate as there is no incentive for those who are member of PBC. In general, participation in commune development plan and commune investment plan (CDP and CIP) is low as a few needs of local people are addressed (Vuthy and Craig, 2008:80). Not only in during commune development process, Sotheary (2006:113) also asserted that commune councils’ projects lack of participatory monitoring and evaluation. In addition, World Bank (2004:58-9) demonstrates that the guideline and Prakas (declaration) on Commune Development Planning (CDP) process does not indicate the scope for participation in every step in the planning process of commune councils, and the meeting of PBC is not suggested to open to neither public nor posting notice to motivate broader participation. The Inter-Ministerial Prakas for broader public participation in the planning process is not known by villagers, civil society organizations, generally, and or even commune councils themselves. Thus, the inclusiveness and transparency of commune development planning process is still matter. Not only the aspect from guideline of planning, officials who facilitate the planning process from provincial and district lack of experience in enhancing local people participation and community development (Charny, 1999:186). Based on these arguments the participation in commune development planning and implementation is still problematic. Similarly to Thailand case, Tambon Administrative Organizations (TAOs) can be corrupted easily as the lack of local participation (Sopchokchai, 2001:9). Accountability of commune councils toward citizen via commune development planning is weak and difficult to establish, as there are many reasons behind this including commune councils are likely to deal with plans and funds that are not reflected in commune investment plan (CIP) (Rohdewohld and Porter, 2006:20), thus they created multiple accountabilities to donors, NGOs, philanthropists, and political parties. In this regard, commune councils increased the gear to meet the demand of external factors, hence formal commune planning

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process and commune councils fund allocation rendered less significant overall accountability to the electorate (Vuthy and Craig, 2008:93). In additional to Vuthy and Craig assertion, Ayres (2001:61) claimed that commune councils are likely upward accountability to their respectively political party rather than downward accountability (accountability to citizens). The weaknesses of commune councils’ accountability are seen in the system of above and below commune councils itself. The below itself is insufficient capacity to demand for accountability from CCs by civil society, and the above itself is the support from ministries were not offered to CCs on what they need, while the democratic decentralization reform has been operated by CCs since 2002, the district and provincial authorities have not yet organized their formal mandates (Sedara and Ojendal, 2007:46). Transparency and accountability systems are inefficient in the area of public administrative reform in Cambodia (Sokha, 2005:114). Commune council lacks of financial transparency as many reasons including the collected fees are not accounted, the project costs are over estimated; especially infrastructure project. Moreover, it is seen as well that the commune councils lack of transparency regarding the selection of contractors for infrastructure project implementation and how much amount of budget which received and how it has been spent was not reported to and accessed by citizens (NCSC, 2005). Vuthy and CRAIG (2008:79) argued that there are many cases are reported that commune chiefs have collusion with contractors regarding the chosen type of project, contractors who award the contracts and the cost of project and degree of quality control. This collusion was even supported by political and other networking of elites at provincial level. Sotheary (2006:113) argued that limited budget for commune development fund and the delay of commune councils fund transfer from the central level of government and complicated financial management at commune level leads to lack of transparency. Romeo and Pyckerelle, (2003:iv) add more that the cost of commune councils’ project is lower than the reference price which calculated based on average market cost and other cost incurred by other agencies, thus the commune’s project failed to reflect the true cost of the work, which resulted in “cut corners’ and low quality outputs. Moreover, commune chiefs are still unclear about their powers and their responsibilities to stop payments when they found that contractors’ performance was unsatisfactory. Hence, the endeavors of commune councils were not transparent as mentioned in above causes. These problems are seen in the processes of commune development planning; particularly during project cost estimation, procurement and monitoring and evaluation process. As the case in Thailand, local government so called Tambon Administrative Organization (TAOs) can be easily corrupted as the lack of transparency and participation of local people; evidently, the relatives and friends of TAOs awarded the TAOs contracts and the conflict of corruption was found in many places, and sometimes among the TAO members (Sopchokchai, 2001:9) Based on above statements, many aspects of local governance including low participation, lack of transparency, weak accountability, and inclusiveness problem are found in the commune development planning process and implementation. These have impacts on the effectiveness of local development planning such as weak planning, planning does not reflect to the local needs, poor accountability in planning, inefficiency cost and output of project, not transparency in fund utilization and create collusion, inequity of the project, quantity and low quality of the project output.

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1.3 Research Questions Based on the above issues and problems which are encountered by various stakeholders who play as an important role in local development and local good governance, research questions have been developed as follows.

• How local good governance concepts are applied in commune development planning of decentralized local government in Cambodia? 

• What are the impacts of local good governance in decentralized commune development planning? How?

• What are the factors explaining performance of decentralized commune development plan in local good governance?

1.4 Research Objectives The general objective of this research is to analyze the impacts of local good governance on the performance of commune development planning of decentralized local government which enhanced by NGOs and government in Cambodia. The specific objectives are:

• To examine the applications of local good governance in commune development planning;

• To assess the impacts of local good governance on the implementation of a commune development plan;

• To gain the perception of local government and local people on the application of local good governance in commune development planning;

• To explore factors explaining the applications of local good governance in commune development planning;

• To suggest recommendations to strengthen local governance for effective commune development planning in Cambodia and provide policy implications.

1.5 Rationale of the Research Good governance has been perceived by the Royal Government of Cambodia as the pre-condition to sustainable socio-economic development of the countries (RGC, 2004:6). Good governance provides huge benefit to either local or national level. Think-tanks and policy makers have notion that good governance is important for economic development. They explored that high-quality institutions have the contribution, in a long run, to increase the per capita incomes and promote growth around the world (World Bank, 2007:1). On the other hand, there are limited empirical studies regarding the impact of local good governance on performance of commune development planning; particularly institutional aspects of local government. Although there are existing researches which have been conducted related to good governance and aid, capacity, and poverty reduction, local good governance in decentralized development planning is missing. Recently, by using six principles of governance of Kaufmann et al’s (1999); such as voice and accountability, political stability, government effectiveness, rule of law, control of corruption and regulatory quality to measure the impact of aid on governance in Cambodia,

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Ear (2007) found that aid has impact on only voice and accountability and political stability; while another principles of governance were not impacted by aid. Another findings related to participation for local governance of Penili and Ayres (2007) which found out the community participation in local governance in Cambodia through village networks. They found that village networks (small groups within the commune) took imperative role to promote local governance, as the voice of villagers are heard by commune councils through village networks and group representatives at the commune meeting, planning and etc,. However, it can be done unless the village networks at grass root level received trainings from external agents related to decentralization, roles of village networks and good governance, which are the catalysts to motivate people to participate. Holloway et al (2004:28), applied components of good governance of World Bank, found around 80 per cent of respondents (include commune councils) understood what is good governance and its important and benefits. Other than this finding, they found that 77 per cent of correspondents believe that good management in development means more consultation in development decision making between villagers and commune/sangkat official, and 84 per cent of respondents think that good planning in development means planning that embodies views, decisions and voluntary participation of the community effected by the planning, while another 80 per cent viewed that planning that is clear and can be implemented. Thus, it means that they understand the meaning of good governance, yet how it contributes to commune development planning. Finding from Sotheary (2006) showed that there was many conflicts in project prioritization due to incompatible of local people’s ideas and interest, low participation of local people in contribution, resource mobilization is limited due to the low well being to local people, CCs and PBCs lack of commitment as uncertainty role in the implementation of decentralization task, low salary and local government motivation. These lead to ineffectiveness and inefficient commune development planning and implementation Seneh (2000) found that the capacity building provided benefit to commune development committee (CDC) and the capacity building of Seila Program was very effective and successful. The CDC had high level of understanding and their performance and responsibilities in decentralized planning. Capacity building of commune development committee was influenced by education, income and gender factor. However, she found several constraints related to capacity building of commune development committee including low incentive, inappropriate schedule of training, insufficient resource person and level of education CDC. In this regard, when the capacity building didn’t deliver effectively, then it affected the efficiency and effectiveness of commune development planning. From the above discourses on existing literatures, there were many findings related to good governance in Cambodia from various authors and researchers, on the other hand, there were very limited literatures on local good governance in decentralized commune development planning, especially the study related to accountability, transparency, participation and efficiency and effectiveness in local-level planning. Therefore, this research will provide an insight on the impacts and applications of local good governance in decentralized commune development planning, and to identify challenges and prospects of local good governance application for future improvements.

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The results from this empirical research could be utilized by many stakeholders; in particular, INGOs and LNGOs, and local government (commune councils), district and provincial councils; and in general, it will be used by the government; especially its development programs that is related to local good governance strengthening, and decentralized commune planning implementation; and other aid agencies and finance institutions. Ministries of Interior and Planning can use key findings of this research for improving commune development planning, as each commune is required to evaluate the effectiveness of commune development planning in its mandatory. Governance quality can be used by both government and aid agencies to measure the progress of development and as condition to allocate fund to the commune. From this perception, it will contribute to the long term development of Cambodia, as good governance lies on the heart of Royal Government of Cambodia’s development strategy. 1.6 Conceptual Framework The research will be focused on the study of the application of local good governance and its impacts on the commune development planning. The principles of local good governance are extracted from various sources; including UNESCAP (2004), NCSC (2005b), which developed by the Royal Government of Cambodia, and King Prajadhipok’s Institute (2005). Six principles of local good governance will be used in this study; those are rules of law, participation, accountability, transparency, responsiveness, and effectiveness and efficiency. As there are many definitions are given to each principle, some of those, which reflect to the local good governance context in Cambodia, are using in this research as follows. Rule of law: Rule of law in local good governance is meant the ratification of legislation and predominance of regular and just law and which the freedom, equity and right of all people must be regulated and protected under the law (King Prajadhipok’s Institute, 2005:10). Under this principle, legal framework means legal framework related to commune development planning and implementation including law on commune administrative and management, sub decree on commune fund, proclamation on commune development plan, commune financial management guideline, decision on promulgation of the commune fund project implement manual (NCSC, 2005b:8). Participation: It meant in local good governance that the creation of opportunities for public participation in politics and governance that entails decision making in various affairs, including community resource allocations, what will mostly likely have impact on the lifestyle and livelihood of the people. It is to be achieved through sharing data, giving opinions and views, consultation, joint planning, joint implementation, as well as direct controls by the people (King Prajadhipok’s Institute, 2005:10). It consists of joint decision making which means people not just only present but makes decision in commune development planning, participation in project implementation means local people participate in providing information related to project implement and directly participation, and participation in monitoring and evaluation which means participation in monitoring the commune councils’ contract monitoring and progress of project implementation. Accountability: It is meant in local good governance that the implementation of role, tasks in the process of decision making and implement those decisions made and take responsibility in all of their performances by reporting, explaining the reasons on those decisions made.

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Accountability at commune level is for all stakeholders. Accountability is seen in two ways. Upward accountability which commune councils are accountable to their leaders and donors. Downward accountability which commune councils are accountable for the electorate and public (NCSC, 2005b). Under this principle, commune councils accountable to local people means the commune councils keeps reporting to citizen and evaluation on work performance planning and implementation mean commune councils are responsible on the outcomes of the project implementation and their performance in CDP, while role of PBC means that they are accountable in their responsibilities in CDP and implementation. Transparency: Transparency means that decisions taken and their enforcement are done in a manner that follows rules and regulations. It also means that information is freely available and directly accessible to those who will be affected by such decisions and their enforcement. It also means that enough information is provided and that it is provided in easily understandable forms and media (UNESCAP, 2004). Legal framework means the commune councils make decision related to commune development in accordance to legal framework such as procurement guideline, commune financial management manual, financial auditing in each project, transparent in awarding the contract and contract payment and liquidation; internal regulation which set by commune councils, information dissemination means information as easily and open to access by public and must be simple and accurate which easily to understand, and resources allocation means commune councils allocate resources for CDP implementation in a transparency manner. Responsiveness of CDP: In local good governance is meant that the effort of commune councils’ institution and processes seek to serve all stakeholders equally regardless discrimination within reasonable timeframe (UNESCAP, 2004, NCSC, 2005b:23). It consists of three sub points; (i) time frame means the commune development plan implements to address the need or problem and planning must be conducted within the time frame; (ii) discrimination in planning means CDP of commune councils do not discriminate or is equity among group of people or individuals within the commune; and (iii) local needs mean planning matches and addresses the needs and problems of local people. Efficiency and effectiveness of CCs and CDPs: In local good governance it is meant the process and institutional management system in best use of resources at their disposal with saving manner to produce high quality and quantity of outputs and able to provide optimum benefits and to meet real needs of the community. It also covers the sustainable use of natural resources and the protection of the environment (UNESCAP, 2004). Under this principle, resource (finance) utilization and optimization in related to how commune fund is used in its plan implementation and optimized outputs of the project and matching resource with local problems and needs means the resources are used in the right priorities and urgent needs which are considered as first priority and taken action in commune development planning by whole community members. The conceptual framework of this research is presented in Figure 1.1.

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Figure1.1 Conceptual Framework of the Research

Effectiveness and Efficiency • Resource utilization and

optimization • Matching resource with

local problems and needs

Transparency • Related legal framework (CCs

finance manual, Auditing, Contract Payment)

• Openly disseminated information • Resource allocation

Rule of Law • Related legal framework (CDP,

Commune Fund, Project Implement Manual, Commune Financial Management Guideline, M&E manual).

Participation • In decision making • In implement • In Monitoring & Evaluation

Responsiveness • Plans match with local needs • Time frame (scheduling) • Equity and avoid

discrimination in selection of beneficiaries

Accountability • Evaluation of work

performance • Accountable to electorate

(local people) (downward) • Role of PBC

Local Good Governance in Decentralized

Commune Development Planning

Apply in the whole process of CDPs

Apply in the whole process of CDPs

Apply in stage 2, 6 and 7 of CDPs

Apply in all stages of CDPs

Apply in stage 3, 4, 5, 6 and 7 of CDPs

Apply in stage 1, 2, 3and 6 of CDPs

 

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1.7 Scope and Limitations of the Research

Decentralized local government in this research is referred to commune or commune councils who elected by their respective citizens. Hence, local good governance in this research is defined as an institutional system which is a set of organization and procedural measures, for managing local public affairs (Romeo, 2002:2) and development. Principles of local good governance in this research are extracted from various sources, of which are mostly extracted from the local governance framework designed for commune councils which was developed by NCSC (2005b) of the Royal Government of Cambodia including effectiveness and efficiency, transparency, accountability, participation, responsiveness and rule of law. Under each principle of local good governance in commune development planning, there are many sub-elements, and the research will be covering on the following. Participation covers on the participation in jointing decision making, implementation and monitoring and evaluation the plan and project of commune councils. Accountability focuses on the planning that accountable to the local people, decision in planning and implementation of the plan. Responsiveness includes the planning addresses the needs of local people, responses to needs within the time frame and avoiding discrimination in planning. Transparency covers legal framework, opened and disseminated information, information is easy and accurate to access. Effectiveness and efficiency relates to resource utilization, plan addresses the right priorities, and project cost estimation will be covering on this research. Rules of law focuses on existing legal framework of commune development planning, commune project procurement, commune fund, commune fund project implement manual and commune project monitoring and evaluation. The decentralized commune development planning in this research will be developed in a combination between Commune Development Planning (CDP), which consists of five steps, and Commune Investment Planning (CIP), comprising of five steps. Both CDP and CIP guidelines was endorsed by Inter-ministerial (Ministries of Interior and Planning) proclamation in 2007 which are contemporary being used by commune councils throughout Cambodia. The combination of commune development plan consists of seven stages including plan formulation, problems and needs identification and review; identify and select priority development project, district integration, approve on commune development plan, project implementation, and monitoring and evaluation. Each stage comprises of steps to be undertaken which are explained in detail in chapter 2. The period of planning in this research will be covering from 2007 to 2009, and all projects under this study are funded by only commune council’s fund (CCF), while other projects which funded by NGOs and development agencies are not considered. In 2007, it was the second mandate of commune councils, and the first time that new commune councils started to develop their five years plan and annual implementation plan. Under this condition of this research, the impacts of local good governance application in commune development planning will cover on institutional, social, and economic aspects. Social aspect deals with equity as the result of participation, resources mobilization, benefits to community and households and satisfaction of local people. Economic aspects focus on efficiency in resources allocation/utilization and reduce corruption. Institutional aspects include policy framework, rules and regulations and interaction of various government agencies and NGOs that support the planning and implementation of commune development plans.

 

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The perception on local good governance will gain based on satisfaction of commune councils, local people and concerned government agencies and NGOs on various aspects of local good governance components applied in the commune development planning process. The research will be undertaken at commune level, where two communes are selected; namely, Khnash Romeas and Prey Khpos commune in Bovel district, Battambang province. The communes will be purposively selected from in order to make comparison of local good governance in CDPs which they have been experiencing. Khnash Romeas commune in Bovel district, Battambang province is the commune that has been obtaining financial support for local development and local governance application from the Royal Government of Cambodia through various previous programs of CARERE I and II, Seila Program and NCDD since 1996, while Prey Khpos commune has just experienced with the local development and local governance fund from Royal Government of Cambodia’s programs through Seila Program and NCDD since 2002 after the formal election of commune councils. Thus these communes will be investigated for the comparison of local good governance application in CDPs.

 

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CHAPTER II LITERATURE REVIEW

Eleventh sections are organized in this chapter. Concept of governance, principle of good governance and actors in governance are given in the first, the second and the third sections respectively. The impacts of governance in development are illustrated in the fourth sections. Literature about decentralization and local governance, the concept of decentralization, decentralized local government, decentralization and local governance in Asia are respectively reviewed in the fifth, sixth and seventh sections. To bring broad concept into the reality within the study area, governance policy, public administrative reform, local governance performance of local government and decentralized planning and local development in Cambodia are brought respectively into review of related literatures in the eighth, ninth, tenth and eleventh sections, accordingly. 2.1 Concept of Governance Governance jargon is being popular in development literature and development discourse although it is not the new term in development as it has emerged in development issues since late 1980s (CIDA, 1997:3). It has been used and debated in the different contexts and fields, including corporate governance, international governance, national governance and local governance (UNESCAP, 2004); field of development economic and urban study, international institution, corporate studies, new political economy, political science and economic studies (Barilettie and Zoli, 2004:316). Thus, governance has been defined based on the contexts that they are referring to.

According to UNESCAP (2004), governance has been defined as the process of making decision and the process by which the decisions are implemented or not implemented. While another definition which is given by United Nations Development Program (UNDP) “as the exercise of economic, political and administrative authority to manage a nation’s affairs. It is the complex mechanisms, processes, relationships and institutions through which citizens and groups articulate their interests, exercise their rights and obligations and mediate their differences. Governance embraces all of the methods-good and bad-that societies use to distribute power and manage public resource and problems… wherein public resources and problems are managed effectively, efficiently and in response to critical needs of society” (UNDP, 1997:9). These are the definitions which defined by the United Nations body. The followings are some contributions from financial institutes. Asian Development Bank (ADB) defines the governance as is “the manner in which power is exercised in the management of a country’s social and economic resources for development. Governance means the way those with power use that power.”(ADB, cited in McCawley, 2005:2). Another meaning, World Bank (1992:3) defined the meaning of governance based on the definition of Webster's New Universal Unabridged Dictionary which released in 1979 and based on three distinct aspects: (i) the capacity of government to design, formulate, and implement policies and discharge government function; (ii) the form of political regime; and (iii) the process by which authority is exercised in the management of a country’s economic and social resources for development. Based on these and the dictionary, World Bank determines “the manner in which power is exercised in the management of a country’s economic and social resources for development” as the definition of governance (World Bank, 1992:3).

 

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According to the above definitions, mostly, governance has been seen as the process of exercising for the management of a country’s affairs in terms of economic and social resources for the development and it has also been attached another meaning of decision making over economic and resources for development purposes. 2.1.1 Definitions of Good Governance

Since 1978, World Bank emerged the term called “good governance” due to un-international standardized of management (Te, 2007:648). Governance embodies of good and bad (governance) (UNDP, 1997:09) and the concept of good governance become popular in 1990s as it has been mainstreamed in the policy of international development agencies (Parnini, 2006:189). “Good governance is perhaps the single most important factor in eradicating poverty and promoting development. By good governance is meant creating well functioning and accountable institution-political, judicial and administrative” (UN Secretary-General, Kofi Annanm, 1998, cited in Te, 2007:648). Good governance has therefore been identified as a cornerstone of development strategy. But what does it mean by good governance? Many definitions are defined by many development agencies, individual scholars and finance institutions. The table below summarizes some definitions which defined by those.

Table 2.1 Various Definitions of Good Governance

Year Institution Definitions of Good Governance

1995 ADB ADB’s notion on good governance is focusing on the principles of effective management. Those principles are accountability, participation, predictability and transparency (P.04).

1997 CIDA Good governance is the exercise of power by various levels of government that is effective, honest, equitable, transparent and accountable. P03

1997 UNDP

Characterized as ‘transparent, participatory … accountable … effective and equitable … promotes the rule of law … ensures that political, social and economic priorities are based on broad consensus in society and that the voices of the poorest and the most vulnerable are heard in decision-making over the allocation of development resources’ (p. 12)

2001 DFID

‘Seven key governance capabilities: to operate political systems which provide opportunities for all people … to influence government policy and practice; to provide macroeconomic stability … to promote the growth necessary to reduce poverty; to implement pro-poor policy; to guarantee the equitable and universal provision of effective basic services; ensure personal safety and security …; to manage national security arrangements accountably …; to develop honest and accountable government …’ (p. 9)

2003 Kaufmann

Can be measured along six dimensions (voice and external accountability; political stability and lack of violence, crime, and terrorism; government effectiveness; lack of regulatory burden; rule of law; control of corruption) (p. 5)

2005 USAID Democratic governance: ‘transparency, pluralism, citizen involvement in decision-making, representation, and accountability; focusing

 

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Year Institution Definitions of Good Governance particularly on five areas: legislative strengthening, decentralisation and democratic local governance, anti-corruption, civil-military relations, and improving policy implementation’ (p. 1)

2005 IMF ‘ensuring the rule of law, improving the efficiency and accountability of the public sector, and tackling corruption’ (p. 1)

(undated)

World Bank

Inclusiveness and accountability established in three key areas: ‘selection, accountability and replacement of authorities (voice and accountability; stability and lack of violence); efficiency of institutions, regulations, resource management (regulatory framework; government effectiveness); respect for institutions, laws and interactions among players in civil society, business, and politics (control of corruption; rule of law) (pp. 3, 7)

Source: Adapted Grindle (2007:556-7) and from various sources. 2.2 Principles of Good Governance Many scholars, donor and development agencies, financial institutions and think-tanks developed different indicators and elements of good governance to measure the quality of governance based on their purposes and notions. From this perception, they believed that good governance provides huge dividend, high quality of governance increases the income per capita and encourage growth throughout the world in long run (World Bank, 2007). Key indicators of governance which have been developed were used for the purpose of aid allocation such as the study of Epstein and Gang, (2009), measuring democracy, services delivery and its effectiveness and efficiency and corruption. Table 2 below illustrates the key elements of good governance which are extracted from various organizations for a comparative perspective.

Table 2.2Key Components of Good Governance

Key Components

UN

ESC

AP

(200

4)

AD

B(1

995)

UN

-OH

CH

R (2

004)

AFD

B(2

004)

NSS

D(2

001)

Din

esh

(199

8)

CID

A (1

997)

Accountability • Transparency • Available information

Participation • Rule of law • Legitimacy • Predictability • Legal and judicial framework

Responsiveness • Effectiveness and efficiency • Management effectiveness • Value of money

 

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Key Components

UN

ESC

AP

(200

4)

AD

B(1

995)

UN

-OH

CH

R (2

004)

AFD

B(2

004)

NSS

D(2

001)

Din

esh

(199

8)

CID

A (1

997)

Equity and inclusiveness Combating corruption Consensus oriented Decentralized management Human resource development Local government Management innovation Networking Public-private partnership Strategic vision Honest

Source: Author extracted from various sources. Besides the above most common used key component of good governance, UNDP (1997:19) determined the following characteristics of good governance.

• Service orientated • Able to deal with temporal issues • Regulatory rather than controlling, enabling and facilitative • Able to define and take ownership of national solutions • Accountable and transparent and efficient and effective in the use of resources • Engenders and commands respect and trust • Operates by rule of law • Strengthens indigenous mechanism • Able to mobilize resources for social purposes • Tolerates and accepts diverse perspectives • Able to develop resources and method of governances • Promote equity, equality, sustainability and participatory • Legitimate and acceptable to the people

2.3 Actors in Governance Governance has been referred to all activities that undertaken by common interests. Common interests are made unless the consensus decision making. UNESCAP mentioned that decision making involves formal and informal actors in governance (UNESCAP, 2004). Based on UNDP (1997:iii) governance actors are classified into three realms include private sector, civil society and government. In contribution to governance these actors have different roles.

Table 2.3Roles of Actor in Governance

Actors Roles in Governance Government

• Create a conducive political environment • Decentralize administration and democratize the political system by

 

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Actors Roles in Governance strengthening the financial and administrative capacities local government

• Empowering people by providing equal opportunities and assertion of the inclusion of social, economic and political

• Protecting environment by ensuring social harmony, stabilizing macro-economic, generate revenue to finance public services, infrastructure, health and safety and regulating monopolies economic activities.

Private Sector

• Create job and expand employment according to economic development • Improve livelihood by providing sufficient income according to productive

employment • Provide incentive and support the state privatization enterprises, improve small

and medium sized enterprise • Expand their operation beyond the national boundaries that government can not

Civil Society Organiz

ation

• Checks and balances on the power of government and on private sector, but also contribute to strengthen both sectors

• Coordinate political and social interaction by mobilizing a numerous actors in society to take part in social, economic and political

• Create society • Monitor on natural resource and environment depletion, pollution, social

exploitation, which contribute to economic growth with equity within the society

• Mitigate adverse impact of economic fluctuation • Represent and providing a voice for poor or vulnerable groups in decision

making and political • Strengthening and protecting religious, culture, beliefs and values • Help to solve market failures and weakness • Strengthening marginalized household a greater purchasing power and abolish

middlemen transaction Source: UNDP, 1997:15-18. The challenge of governance is to balance between government, private sector and civil society (Romeo, 2000:263, Miller, 2004:9) within national environment and within the global communities and the consensuses appear as the crucial point for balancing in governance (Miller, 2004:9). Miller (2004:10) mentioned that to establish consensus parliament centre emerged ecology of governance in order to address the consensus, which diagramming the interrelation between government sector, private sector and civil society and constitute active citizen. This concept has given the balance between three sectors, while the unbalance between three sectors is that the civil society and private sector are isolated from the government sector (executive, judiciary and legislation) (Miller, 2004:12). To add more arguments on the balancing and interaction between three sectors (Martin:1998:5), Institute on Governance in Ottawa in 1997 (Institute on Governance Ottawa, 1997) defined additional terms in each sector and developed the consensus and balancing terms as the result of integrated response to various sectors. Figure 2.1 below illustrates the interaction of these key actors on their governance performance which was outlined by Miller (2004:9), Institute on Governance in Ottawa (1997) and Parnini (2006:194) who conducted his research on civil society and good governance in Bangladesh.

 

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Sources: Adapted from Parnini (2006:194), Miller (2004) and Institute on Governance in

Ottawa (1997).

Figure 2.1: Main Actor in Governance and their Relationship 2.4 Impacts of Governance in Development

World Bank (1992:v) pays more attention on governance issue as it is considered as a matter for sustainable and equitable development, and good governance has been identified as a synonym of the development management by this institution. Enhancing quality of governance is necessary for economic development (Sharma, 2007:29). Moreover, development policy contemporary determined good governance as pre condition to achieve development goal (Epstein and Gang, 2009:12). From this perception, the implications of governance on economic, poverty and political aspects are discussed below 2.4.1 Economic Economic governance is the endeavors of decision making that affect, both directly and indirectly, economic manners of a nation and its influence on other economies. Economic governance has influence on society issues, such as poverty, quality of life and social equity (UNDP, 1997:10). World Bank (1992:1) mentioned that good governance is the centre approach to foster equitable and strong development and it is needed to complement economic policy sound. As governance involve three actors, government takes a major role in public goods service deliver and they develop regulation for market efficiency and correct the market when it fails. However, government needs capital to take these actions. In turn the government needs accountability, reliable and adequate information and efficiency in those capital or resource management and public good service delivery.

 

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The good governance provides huge benefit to either local or national level. Think-tanks and policy makers identified it as an imperative for economic development. They explored that high-quality institutions, in long run, increase the per capita incomes and promote growth. When the governance improved by a level, income increased about three times in long run (World Bank, 2007:1). Meisel and Aoudia (2008:4,12) conducted their verification by using the data from World Bank Institute that the work of Kaufmann et al., 1999 mentioning that the good governance has significant correlation with development of a nation. Findings concluded that there is correlation between governance and level of development; however, there is no correlation between it and the pace of development; especially from medium to a long term growth, as there are changes behind the social, economic, institutional and politics. Another notion believed that good governance facilitated the growth and enabling business environment which leads to economic development. Governance impacts on the business activities through taxation, rule of policy decisions, and economic. Policy implement relies on the performance of public institutions; especially the bureaucracy manner. However, good accountability structure may lead to good institutional endeavor. Hence, when other things are performed well, it renders good business environment and attracts more investment which leads to better growth (World Bank, 2003:77). Therefore, good governance is the main attribution to economic growth. 2.4.2 Poverty Empowerment of citizens by raising awareness to access to opportunity, social investment and sustainable livelihoods are the attributions to poverty alleviation. Inequality and poverty are matter of power, and it worsened poor governance which resulted from the marginalized the poor from social, economic and political and unable to voice their voice to government. Poverty can be broken by empowerment, social education and awareness of citizens’ rights and responsibilities, access to justice as they can redress through grievances. Greater access to education can eradicate poverty and inequality and empower poor in public decision making (UNDP, 1997:77). Justice, participation, empowerment and social inclusion are elements of governance, if these are enhanced it contributed to poverty alleviation. ADB (1999:12) stated that quality of governance is essential for poverty alleviation. Good governance rendered participation and pro poor policies and maintains transparency and effectiveness public fund utilization and public service delivery and formulate rule of law. Poor governance adversely affected poor people as they affected from the efficiency and effectiveness of service delivery mad by government. It is realized that inefficiency, corruption failed to anti poverty. To cope with these issues, enhancing government accountability to the poor is needed and action to strengthen public expenditure management and administration must be undertaken at national level to motivate pro poor growth and social development. At the time being, devolution the basic public service delivery to the lowest local government should be made; although it is found that local governments are weak in this area, they should start from the basic education and primary health care and gradually focus on poor empowerment, participation and accountability at local level. Not only these, to reach poverty reduction goal, involvement diversified stakeholders is also imperative.

 

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2.4.3 Political Political governance has been referred by UNDP as the decision making and policy performance of a state. The State consists of independent legislative, judicial and executive body. Developing countries are reforming the political institution by seeking the updated governance modalities and strengthen the capacity of political to guide social and economic activities to achieve sustainable human development (UNDP, 1997:10). Thus, governance and political are interlink together. As political stability and absence of violence is a dimension of governance indicators, which defined by Kaufmann, Kraay, and Mastruzzi (2004), as “perceptions of the likelihood that the government will be destabilized or overthrown by unconstitutional or violent means, including political violence and terrorism” (Kaufmann, Kraay, and Mastruzzi, 2006:4). From this perception, Worldwide Governance Indicators used it to evaluate the quality of governance of individual country and compare with other countries; hence it increased the competitiveness to improve governance. The outcome of governance of individual country has been used by donor agencies, international financial institutions and other bilateral donor agencies to make decision on their policies formulation and explicitly tie aid allocation. In this regards, governance influence political endeavor of individual country; especially political stability of Algeria, Angola, Libya, Rwanda and Sierra Leone has significant improvement during 1998-2006 as a result of governance indication measurement (World Bank, 2007:2). 2.5 Concept of Decentralization In 1981, Rondinelii differentiated four types of decentralization forms, that is, deconcentration, delegation, devolution, and divestment or privatization. Deconcentration is meant the transfer power from central government to specific lower tier of government. Delegation is meant the transfer power to sub national government. Devolution is meant the transfer of authorities and power to elected sub-national government entities. Divestment is meant the transfer or delegate power to business sector (Rondinelii, 1981, cited in Rondinelii et al, 1984:10-26, Parker, A.N, 1995:19). Decentralization has been seen in three dimensions, that is, political, fiscal and institutional or administrative dimensions (Parker, 1995:23). Administrative/Institutional decentralization, which consists of deconcentration, devolution and delegation, aims to redistribute authority, responsibility, financial resources for public service delivery to different tiers of government. Political decentralization aims to provide citizens to elect their local leaders, and those who they elected represent them and have more power in public decision making. Financial/fiscal decentralization; financial resources are needed to cover the cost of public goods and other services delivery (Parker, 1995:23-35). The financial resources can be generated from external sources, including central government grant and borrowing from lending entities; and local revenue through local taxation, rental, administrative fee, and other public enterprise (Sundaram, 1997:37). However, it is claimed that there is no exact formula for decentralization, as it depends on the context of specific country and decentralization is built upon the expected outcomes of those countries (Smoke, 2000:19). On the other hand, decentralization has been defined the meaning of different things according to different scholars, it means that “the transfer of planning, decision-making, or administrative authority from the central government to its

 

20  

field organizations, local administrative units, semi-autonomous and parastatal organizations, local government or non-governmental organization”, while the most imperative objective of decentralization is to reduce overwork and complication, enhance efficiency and effectiveness of government’s service delivery to fulfill the needs of citizen for the purpose of development (Rondinelli, 1981, cited in Rondinelli and Cheema, 1983:18). Based on the meaning and forms of decentralization, decentralization seems to create other entities of government which are accountable to national government. By this mean, lower government take responsibilities in lower tires governance. 2.6 Decentralized Local Government Local government has been referred to a particular entities or institutions formulated by a national constitutions, which is seen in Brazil, France, India, Japan, Italy, and Sweden); by a state constitutions which applied in Australia and the United States; ordinary legislation of the higher level of central government such as New Zealand, the United Kingdom (most countries); by provincial or state legislation such as Canada and Pakistan; or by executive order like China in order to deliver a range of particular services to a small area (World Bank, 2006:1). Based on this assertion, local government is rendered when the state applied the decentralization policy. Within the decentralization concept, it derives sub national government which varies from one country to another based on their decentralization and deconcentration policy. Table 4 below illustrates sub national government tires in Asia.

Table 2.4 Levels of Local Government in Asia Country Sub-national level of government

Cambodia Two levels: - Provincial administrative and municipalities which divided into districts and Khans - Elected commune and sangkat (urban) which divided into villages

China

Four levels: - Provincial, autonomous regions and large cities - Prefectures and cities - Counties - Township

Indonesia Three levels: - Provinces, special regions and capital city - Local governments: kotamadya (cities) and kabupaten (district) - Desa (village)

Philippines

Four levels: - Provinces - Cities - Municipalities - Barangays (villages)

Thailand

Four levels: - Provinces - District/municipalities - Tambons (sub district) - Villages

Vietnam Three levels: - Provinces and municipalities - Districts - Communes

Source: White and Smoke, 2005:2.

 

21  

2.7 Decentralization and Local Governance in Asia 2.7.1 Decentralization in Asia

Decentralization has emerged in the debate since 1970s when the development paradigm changed from growth pole to redistribution with growth to fulfill the basic minimum needs to the grass root. On the other hand, decentralized planning started in India since 1951s (Sundaram, 1997:23). Before 1990s most East Asian countries were highly centralized and adopted decentralization later than the countries in some parts of the world. Governments adopted decentralization process is matter as it impacts on other interrelated fields, including economy, governance, and service delivery (White and Smoke, 2005:2). Moreover, there were two factors that drove decentralization in East Asia; those include structural factors and political factors. Structural factors; East Asia countries’ economic growth and urbanization were the reason behind decentralization process. It was seen that there was rapid urbanization in Philippine, Thailand, China and Indonesia, although Cambodia and Viet Nam urbanized slower, as the increasing of population. Linking between economic growth and demographic creates conducive decentralization reform in East Asia. Political factors; democratization triggered the decentralization reform, such as Philippine and Indonesia took on decentralization reform after the failure of dictatorship power. But it was not happened in Viet Nam and China. However, grass root demands for good government and participation derived decentralization reform (Ibid: 4). 2.7.2 Decentralized Local Governance in Asia In last two decades, financial support on local governance and decentralization has been turned into the international development agencies and co-operation interest (OECD, 2004:9). There are many literatures discourse about the relationship between decentralization and local governance. It is revealed that decentralization makes possible to foster development through local self governance (Omiya, 2000:197), while another scholars mentioned that decentralization eases local governance (Wanyande, 2004:7). Moreover, Parker and Serrano, (2000:3), and Nikolov (2006:05) asserted that decentralization has widely asserted as imperative tool and factor to constitute good local governance and encourages development at local level. As decentralization is the process of transferring authorities, responsibilities, decision making on resources, for the purpose of services delivery to grass root people, from national government to lower government (local government), thus local governance rendered when governance has been applied in local government. In the period of 1990s, decentralization was a mean to open governance to motivate public involvement, from this regards, governance emerged in the concept of decentralization (Cheema and Rondinelli, 2007:3), that is, decentralized local governance.

Source: Adapted from Romeo (2000).

Figure 2.2: Decentralization towards Local Good Governance and Services Delivery By providing enabling environment that decision making and services delivery are brought closer to local citizen, decentralization and local governance are indentified as the foundation

Decentralization Local Good Governance

Better Service Delivery Better Governance Quality

 

22  

of democratic governance. Process of transferring powers, responsibilities, resources and functions from national government to local government has been commonly identified as decentralized governance. From the view of organizational, decentralized governance is meant as a process of reorganizing the authority to enhance the effectiveness and overall quality of governance system, and to build the capacity of sub national authority. Restructuring authority can be seen in terms of co-responsibility between and among tiers of governance, central, regional and local. From the top level of authority to local level, decentralized governance supports regulation (legal), financial and administrative for the purpose to empower citizen and organizational aspect at local level. Besides, UNDP defines decentralized governance as the interaction of balancing responsibilities and authorities between national government and other tiers of government, civil society organizations and the local entities’ ability to implement the responsibilities which have been transferred by using participatory approach. Decentralized governance is used to build up governance at local level for better public service delivery, and as an instrument for promotion democratic and poverty reduction; especially, in developing countries in Central Asia (Nikolov, 2006:3-4). Another important aspects of decentralized governance in enhanced and efficient service delivery are have been seen as follows: decentralized governance rendered the participatory management of development, decentralized finance for local service delivery, cooperation among local government, monitoring and evaluation of service delivery in decentralized governance, human resources development and building the capacity in local governance performance, and also building public trust (Nikolov, 2006:3). Another term which similar to decentralized governance is local governance derives from the concept of decentralization process, as mentioned elsewhere in this section that decentralization creates local governance. World Bank (2006:1) defines local governance the collective action which formulated and executed at local tier; therefore, it conserves self-governing communities. UNDP (2004:4) argued that procedure, process and institution are a set of local governance. These can be seen when grass root people and collective group articulate their needs and interests and their right was exercised. Reorganizing local governance institution needs the consensus on the following principles to achieve citizen-centre local governance which presents in Figure 2.3 below.

Source: Andrews and Shah, 2005, cited in World Bank, 2006:22

Figure 2.3: Dimension of Citizen-Centre Local Governance

 

23  

2.7.3 Local Good Governance in Asia Many literatures shared that decentralization is the pre condition to achieve good governance, as good governance involves the sharing power between national and sub national government (Oyugi, 2000:v). Local good governance is therefore defined as a set of mechanisms/ procedures and a set of organizations intended to manage local public affairs (Reomeo, 2002:2, Bongfiglioli, 2003:18). The very concept of ‘good governance’ at local levels indicate the quality, effectiveness and efficiency of local administration and public service delivery; the quality of local public policy and decision-making procedures, their inclusiveness, their transparency, and their accountability; and the manner in which power and authority are exercised at the local level (Bonfiglioli, 2003:18). This is illustrated in Figure 2.4 below.

Sources: Reomeo, 2002:2 and Bongfiglioli, 2003:18.

Figure 2. 4: Local Good Governance Principles

Local good governance is not providing local services but also preserving liberty and quality of residents, creating space for participation and civic dialogue, enabling environment for local sustainable development and supporting market-led and facilitating outcomes that improve the quality of life of residents (World Bank, 2006:02).

2.8 Governance Policy in Cambodia

The Royal Government of Cambodia (2004:6) perceived good governance as the main issue for sustainable economic development, equity and social inclusion. Over the recent years, good governance in Cambodia is enquired by many external and internal actors in development politically and administratively; however, governance in Cambodia has not yet been proved that is good and acceptable (Te, 2007:55). Moreover, Sokha (2005:114) and (Pak and David, 2008:79) evaluated that governance in Cambodia is still weak and hierarchical. To achieve the good governance, Royal Government of Cambodia (RGC) developed Governance Action Plan (GAP) which comprises of short, medium and long-term action plans to be formulated. The RGC identified key areas of governance action to be reformed in the near and medium terms for further improvement (RGC, 2004:1). As the government recognized that certain cross cutting areas are inevitable actions to achieve merit of good governance in Cambodia. Five cross-cutting areas: (i) legal and judicial reform through the establishment of basic rules of fairness and predictability; (ii) public finance by providing the financial support through all activities of government which taken place, (iii) public administrative, decentralization and deconcentration reform as it determines

Local Good Governance

Transparency

Participation

Performance

Quality

Inclusiveness Accountability

Partnership

Effectiveness and Efficiency Exercising Power and Authority

 

24  

the effectiveness of government and its employees in undertaking the public program; (iv) anticorruption which is regarded as a cross-cutting area of actions that establish the framework of behavioral rules that set standards of probity in economic, social and political life; (v) gender equity which is regarded as the serious area to achieve poverty eradication and social justice of government. They are summarized in Figures 2.5 below.

 Source: RGC, 2004.

Figure 2. 5:Governance Reform in Cambodia

2.9 Public Administrative Reform in Cambodia Public administrative reform or administrative reform is lying as one of the among other importance elements of governance reform and governance action plan of the RGC and in its rectangular strategy. The RGC developed National Public Administrative Reform (NPAR) in 1999 in other to address the issue and to continue building the capacity of civil service and maximize the functioning of public administrative. NPAR emphasizes mainly on civil service and public services by building and enhancing service delivery, enhancing of administrative payment including salaries reform and employment, building the capacity of institution and people and Information and Communication Technology (ICT) promotion. Apart from these, decentralization and deconcentration which is known as local democracy and critical structure of government and territorial organization, is also acknowledged as the objective of NPAR. In 1999, Councils for Administrative Reform (CAR) was established in order to coordinate, implement and supervise administrative reform (Natacha, 2006:4). As public administrative reform and governance action plan are interrelation policy of Royal Government of Cambodia (Figure 2.5), Figure 2.6 illustrates a possible structure of public administrative reform and its enabling environment.

Governance Reform

Legal Reform Public Administrative and Decentralization

Reform

Decentralization and Local Governance

Reform

Customs Administration

Tax and administrative

Budget Management

Legal and Judicial Reform

Public Administrative Reform

Public Finance Reform

Anti-corruption

 

25  

 Source: Natacha, 2006:4.

Figure 2. 6: Public Administrative Reform and Good Governance in Cambodia

2.10 Local Governance Performance of Decentralized Local Government in Cambodia Local governance performance can be measured based on its components which mentioned in the section 2.7 in this chapter, some of those are brought into discussion in the context of local government in Cambodia. Partnership, it has been found that positive cooperation with NGOs occurred at all tires of government (NCSC, 2005:32). CC development plans have been financed by provincial line departments and INGOs and LNGOs. NGOs provided capacity building on the topic related to planning, human right, advocacy, gender awareness and domestic violence, and they also cooperated with CCs during planning process. In some provinces meeting conducted among NGOs (NCSC, 2007:82). In local development context, commune councils partnered with other development agencies, especially NGOs and CBOs which have been made through agreements with CCs during the district integration process. Rather than these, CCs follows Public-Private Partnership (PPP) by out sourcing their infrastructure projects through procurement process as specified in CCs Fund Project Implement Manual (PIM) (NCDD, 2009b). Accountability, it is found that CCs have been improved its accountability to the electorate if compare with previous commune authority which controlled by one party during 1980s. CCs fulfilled a numbers of promises and plans, although those were mostly related to infrastructure, it improved accessibility of local people to other services. On the other hand, accountability of provincial authorities to CCs is hindered as there is gap of planning and

 

26  

implementation coordination between line department and the CCs. CCs are unable to express their satisfaction and dissatisfaction to those provincial authorities. Consequently, it has hindered the services accountability to local people (COMFREL, 2007:17). Participation, citizen participation at commune level is increasing, especially numbers of citizens to poll because they aware of and satisfy with the performance of CCs. NGO is a factor to improve participation of local people in CCs’ affairs (COMFREL, 2007:24). However, the participation in commune development planning is low and the effectiveness of participation is still in question mark as the citizen just only to present and participate (Sedara and Ojendal, 2007). Quality, effectiveness and efficiency of services delivery by CCs, variety of public services are delivered including voter registration, civic registration and social and local development services, especially infrastructure (COMFREL, 2007). Allocative efficiency and productive efficiency was used to measure the quality of service delivery by Romeo and Luc (2003). Generally, citizens were satisfied the output of the planning resource allocation and the anticipate advantages from commune projects (roads, irrigation and schools) reflect the needs of those. Yet, from the allocative efficiency terms, there was inadequate attention on maintenance and sustainability of those projects. From the productive efficiency, the cost of commune’s project was lower than the reference prices based on market average cots and cost incurred by other agencies. Thus, it did not reflect the actual cost of the project, and resulted in low quality outputs. Exercising power and authority; in the past commune authority decision was influenced by upper government tires, recently decision making of CCs was taken by discussion and majority vote. However, the commune chiefs have had influence over the decision making among the CCs. Rather than this, councilors from minority parties were not able to express their ideas and views, and their decisions opposed the majority party (NCSC, 2005: 109, COMFREL, 2007:18). As governance of decentralized local government in Cambodia has been promoted since 2002, when formal decentralization reform started, there have been many positive changes if compared to former commune authorities before 2002, as mentioned above, on the other hand, there were some remain limitations to be improved. The improvement is being conducted through capacity building, new regulations formulation and enforcement such as organic law. 2.11 Decentralized Planning and Local Development in Cambodia 2.11.1 Decentralized Planning in Cambodia Decentralized planning in Cambodia is seen in terms of Commune Development Plan (CDP) and Commune Investment Plan (CIP), which rendered participatory bottom-up planning. Based on proclamation of Inter-ministerial (Ministries of Interior and Planning) in 2002 and CDP and CIP guidelines in 2003, the commune councils’ development plan and investment plan consists of 11 steps which promulgated during the first mandate of commune councils election in 2002. On the other hand, it was found that both of CDP and CIP were complicated, time consuming and beyond the capacity of commune councils (NCSC, 2005:34, Sotheary, 2006: iii) as these are reported by CCs. At the mean time of second mandate of election in 2007, proclamation and provision of guidelines on CDP and CIP have been redesigned and promulgated to address the above concerns. Based on second

 

27  

proclamation of Inter-ministerial (2007), CDP consists of 5 steps and CIP consists of 5 steps as well, which ease commune councils to develop its own CDP and CIP respectively (see annex 7 and 8). A CDP is a 5 year strategic development plan of CCs in each mandates, while the CIP is the annual action plan of CCs. Thus, at the beginning of its mandate, each commune is required to set a development strategic planning framework which to be achieved within 5 years. In each CDP and CIP, CCs; especially, budgeting and planning committee should consider any issue to achieve Cambodia Millennium Development Goal (CMDG), comprising of following (Inter-ministerial proclamation on CDP and CIP for 2007, these are:

• Eradicate extreme poverty and hunger; • Achieve universal primary education; • Promote gender equality and empower women; • Reduce child mortality; • Improve maternal health; • Combat HIV/AIDS, malaria and other diseases; • Ensure environmental sustainability; • Develop a global partnership for development; and • Move towards zero victims and a country without mines;

Certain modifications between the CDP and CIP (see details in Annex 1) have been made to set a framework for this research, the newly developed CDP for this research consists of seven key stages. Each planning stage consists of certain steps which are presented in Table 2.5 and Figure 2.7 respectively.

Table 2. 5: Commune Development Planning Process Applied in Research

CDP Stages Steps 1. Plan formulation PBCs draft development framework and budget 2. Identification/Review problem

and needs 2.1 PBC hold a meeting at commune level to review local problems, needs, constraints and solutions 2.1 PBC hold a meeting at village level where villagers are invited to participate

3. Identify/select priority development project

3.1 Based on the results from step 2, select projects to be implemented in the current year 3.2. Select project in priority to present at a district integration workshop

4. District integration 4.1. CCs present the current year projects and previous year outputs 4.2. Get comments from participants (NGOs, civil society, government line department, etc). 4.3. Make temporary agreement

5. Approve on commune development plan

5.1. List the plan to be funded by commune fund and others 5.2. Meeting to give comments among participants (CCs, DFT, PBC, etc) 5.3. Approve CDP and dissemination the approval result

 

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CDP Stages Steps 6. Development project

implementation Non- infrastructure 6.1. Identify implementation partners and make agreement 6.2. Implementation Infrastructure 6.1. Site study 6.2. Design and cost estimation 6.3. Procurement 6.4. Contracting 6.5. Implementation

7. Monitoring and Evaluation (M&E)

Monitoring 7.1. Formulate M&E committee 7.2. M&E focal person assists CCs for monitoring 7.3. Site monitoring and reporting 7.4. Follow-up Evaluation 7.5.Existing M&E committee select projects to be evaluated 7.6. Field evaluation 7.7. Reporting and dissemination

Source: Modification and Compiled from Prakas (Declaration) on Commune Development Planning

 

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Source: Adapted from CDP and CIP (2007)

Figure 2. 7: Commune Development Planning Cycle Applied in Research

Stage 1: Plan formulation - PBC draft development

framework and budget

Stage 4: District integration

Step 4.1: Commune chief presents the current year projects and previous year outputs Step 4.2: Get comments from participations Step 4 3: Make temporary agreement

Step 3.1: Selected the project to be implemented in the current year based on results from stage 2 Step 3.2: Select project in priority to present at district

integration workshop

Stage 3: Identification/Select priority development project

Stage 2: Identification/Review problems and needs

Step 2.1: PBC hold a meeting at commune level to review problems, needs, constraints and solutions Step 2.2: PBC hold a meeting at village level where villagers

are invited to participate

Step 5.1: List the plan to be funded by commune fund and others Step 5.2: Meeting to give comments among participants Step 5.3: Approve CDP and dissemination the approval result

Stage 5: Approve on commune development plan

Stage 6: Development project implementation

Non-infrastructure Step 6.1: Identify implementation partners and make agreement Step 6.2: Implementation Infrastructure Step 6.1: Site study Step 6.2: Design and cost estimation Step 6.3: Procurement Step 6.4: Contracting Step 6.5: Implementation

Stage 7: Monitoring and Evaluation (M&E)

Monitoring Step 7.1: Formulate M&E committee Step 7.2: M&E focal person assists CCs for monitoring Step 7.3: Site monitoring and reporting Step 7.4: Follow-up Evaluation Step 7.5: Existing M&E committee select projects to be Evaluated Step 7.6: Field evaluation Step 7 7: Reporting and dissemination

 

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2.11.2 Local Development To align with the development strategy of RGC, many local and international NGOs are developing and implementing various projects to support decentralization and deconcentraton reform, and enhancing local governance through local development or local development fund, apart from nation programs of Royal Government of Cambodia. To promote local development and general responsibilities for local administrative, commune has its own fund, so called commune fund (CF), which disburses from central government (Article 2, Sub decree on Commune Fund, 2002:2). The fund is used based on commune development planning in each year. Recently, decentralization and deconcentration reform is coordinated by the National Committee for Sub-national Democratic Development (NCDD) that is the inter-ministerial body which consists of 10-12 Ministries/Institution. NCDD is currently implementing many projects related to local development and enhance local governance which funded by various aid agencies and finance institutes (co-fund). Under technical support from the Project to Support Democratic Development through Decentralization and Deconcentration (PSDD), NCDD is working to support local governance and local development in 24 provinces and support for planning and implementation of the commune/Sangkat 1,621 commune/Sangkat councils. NCDD is running various projects to meet its objectives with amount of fund as follows (PSDD, 2009:18). The NCDD development program and resources 2009 are presented in the Table 2.6 below.

Table 2. 6: NCDD's Development Program and Resources 2009

Source: PSDD, 2009:18.

Fund/Project Title Province Budget 2009 ($) % Royal Government of Cambodia 24 26,143,902 31.53World Bank-Rural Investment and Local Governance 23 19,500,000 23.51World Bank- Land Allocation for Social and Economic Development (LASED) 3 3,222,167 3.88

World Bank, Demand for Good Governance, One Window One Service 9 727,303 0.87

International Fund for Agricultural Development-Rural Poverty Reduction Project (IFAD-RPRP) 2 1,840,101 2.21

International Fund for Agricultural Development-Rural Livelihood Improvement Project (IFAD-RLIP) 3 1,226,384 1.47

DANIDA/UK/NRML (Natural Resources Management and Livelihood) 10 7,073,000 8.53

EC-UNDP-DDLG (Democratic Development and Local Governance) 10 3,458,332 4.17

UNICEF-SK (Seth Koma) 6 3,552,933 4.28 UNCDF-IDLD (United Nation Capital for Development Fund-Innovation for Decentralization Development) 2 804,000 0.97

CANADA 3 443,720 0.53 Others (ADB’s Commune Councils Development Project, Tonle Sap Sustainable Livelihood Initiative, USAID/PACT Local Administration and Reform Project, UNFPA, GRET and Ausaid)

24 14,025,867 16.91

Subtotal 24 65,844,948 PSDD 24 17,065,000 20.58Grand Total 82,909,948 100

 

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CHAPTER III RESEARCH DESIGN

This chapter composes of five sections. First describes the type of research and design while the second focuses on the selection of the study area. Section of CCs members and villagers are explained in the third sections. Data collection sources and methods and data analysis and technique are explained in the fourth and the fifth sections of this chapter respectively. 3.1 Type of Research and Research Design This research is an exploratory type aiming to explore the applications of local good governance principles in CDPs, to find out the relationship between the applications of local governance principles and its impacts. This research will be conducted based on a combination of a case study and a survey design applying both quantitative and qualitative approaches. Case studies will be conducted in order to examine specific aspects of local governance from CDPs in the two communes. Case studies will be conducted at two levels, that is, at the applications of commune level on local governance in CDPs and other type of case studies will be focused on the selected development projects of CDPs both infrastructure and non-infrastructure projects in order to analysis plan implementation, management and quality as result of the application of local good governance A survey design will be applied to gather information related to the perceptions on local good governance in CDPs, views on the impacts of local good governance in CDPs in terms of institutional, economic and social aspects, and feedback of respondents on applications and improvements of local good governance for the effectiveness of CDPs. 3.2 Selection of the Study Area Decentralized local development planning and local governance at commune level have been seen two phases in Cambodia. First phase has started since 1996 when local development planning has been emerged at commune level initiated by local development fund project of the UNCDF and implemented its pilot project in Banteay Meanchey and Battambang provinces in association with CARERE (Cambodia Rehabilitation and Regeneration) in order to assist returnees from the border camps (CARERE, 1995 cited in Demaine and Pongquan et al, 1997). In the later years the project expanded to other provinces which named CARERE II, Partnership for Local Governance (PLG) and Seila Program and it financed by various donors. However, these projects did not cover all communes in all provinces. Second phase started after 2002, based on experiences and competencies of previous pilots project in local development planning, Royal Government of Cambodia (RCG) started implementing its formal decentralization policy in 2002 and commune councils within 1621 communes throughout Cambodia were elected (COMFREL, 2007). The elected commune councils have been involving local development by formulating local development plan and the plans have been financing by commune fund of RGC since 2002 until now. As mentioned in above context, two communes with longer and shorter experience in performing commune development plan (CDPs) are selected respectively. In this respect, it is believed that the longer experienced decentralized local government is able to apply local

 

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good governance more effectively in the CDPs than the commune with relatively shorter experience. Therefore, the commune will be selected based on following criteria: • A commune that has been obtained financial support from government program through

commune fund or local development fund since 1996. • Another commune that has been obtained financial support from government program

through commune fund or local development fund after 2002. Based on the above criteria, Prey Khpos and Khnash Romeas communes of Bavel district, Battambang province will be purposively selected as these communes fit the first and second criteria of this research respectively (Map 3.1). Based on Demaine and Pongquan et al report in 1997, Khnach Romeas commune was the only commune that implemented local development planning and has obtained the financial support since 1996. Prey Khpos commune has just implemented commune development plan and obtained financial support after formal election in 2002. Prey Khpos commune consists of 10 villages and Khnach Romeas commune consists of 8 villages of Bovel district in Battmbang province located in the northwestern part of Cambodia, near the border of Thailand. These communes are about 40 km from the central province of Battambang and approximately 330 km from the capital of Phnom Penh. The majority of residents within these communes are engaging in seasonal farming and rice cultivation and other small business with Thai people.

Source: JICA GIS Database (2003)

Map 3.1: Map Showing the Study Area of Khnach Romeas and Prey Khpos Communes

 

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(2) Commune

Second Deputy Commune Chief (2)

First Deputy Commune Chief (2)

12 Councilors (6 Khnach Romeas and 6 Prey Khpos)

47 PBC (22 Khnach Romea and 25 Prey

Khpos)

11 M and E committee

(6 Khnach Romeas and 5 Prey Khpos)

9 Procurement Committees

(5 Khnach Romeas and 4 Prey Khpos)

Other Committees

2 Clerks

Elected members Appointed members

3.3 Selection of CCs Members and Sampled Households Selection of CCs members, PBC members, M&E committee members, procurement committee and villagers will be elaborated in this section which composes of two sub sections. 3.3.1 Selection of CCs Members

All CC members will be all selected as the whole populations, Planning and Budgeting Committees (PBCs), Monitoring and Evaluation committee, procurement committee and other committees will be purposively selected. Therefore, 18 CCs including commune chief, first and second deputy commune chief, 47 PBCs members, 11 M and E committee members 9 procurement committee and 2 clerks will be interviewed. Figure 3.1 illustrates the selection of commune councils members based on commune administrative structure. All related commune council’s members and commune clerks will be interviewed on issues related to local good governance applied in CDPs. PBC members will be partially collected information related to planning and budgeting at commune level while procurement committee and M and E committee will be asked information related to procurement and bidding process, and outcome of infrastructure project, respectively.

Source: Adapted from Pellini (2007) and Mansfield, C. et al (2004)

Figure 3. 1: Structure of Selected Communes and its Population to be interviewed 3.3.2 Selection of Sampled Households The six focused villages have approximately 1394 households that majority CDP projects have undertaken and concentrated during the last one to three years will be selected purposively as sampled villages. The purposive sample selection of these six villages is also due to limited budget and time of this research. Therefore, Ta Man, Dangko Pen and Boeung Chan Neang villages among other 10 villages of Prey Khpos commune will be purposively selected and around 43 sampled households from these villages will be randomly selected and interviewed, and Prey Sangha, Balung Leu and Balung Meanchey villages among other

 

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10 villages of Khach Romeas commune will be purposively selected, and 50 sampled households from these villages will be randomly selected and interviewed. Thus, totally 93 sampled households will be selected for interview in this study. Figure 3.2 illustrates the sampling procedures and methods applied in this research

 

}}}}}

Figure 3.2: Sampling Procedures and Methods The number of sampled households were calculated based on Yamene’ (1967) formula. The sample size in each village is presented in table 3.1 below.

Where n = Sampled households N = Total household of six villages (1394) e = Standard of deviation (0.10)

Table 3.2: Sampled Households

Commune Village Total Household % Sample Size %

Khnach Romeas

Prey Sangha 406 29.12 27 29 Balung Leu 230 16.50 15 16 Balung Meanchey 118 8.46 8 9

Prey Khpos Ta Man 210 15.06 14 15 Dangko Pen 280 20.09 19 20 Boeung Chyan Neang 150 10.76 10 11

Total 6 villages 1394 100 93 100

Village 2 B. Mean Chey (8 sampled HHs)

Purposive sampling

District (Bavel)

Commune 2 (Khnach Romeas)

Commune 1 (Prey Khpos)

Total Sampled Households 93

Province (Battambang)

Simple Random Sampling

Village 3 Balung Leu (15 sampled HHs)

Village 1 Prey Sangha (27 sampled HHs)

Village 2 Dangko Pen (19 sampled HHs)

Village 3 Chan Neang (10 sampled HHs)

Village 1 Ta Man

(14 sampled HHs)

 

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3.4 Data Sources and Data Collection Methods The research will be undertaken based on both secondary and primary data sources. Tools to be used for gathering information from both sources are elaborated as below: 3.4.1 Secondary Data The secondary data will be collected from various sources which are reliable and valid including journals, existing CDP and CIP document, commune database, commune profile, procurement documents of CCs, NCDD program reports, PDRC reports, district and provincial development plans, research papers and evaluation reports which conducted by domestic and international consultants, researchers, research institutes and theses. Rather than these, decentralization and deconcentration and local governance policy documents, laws related to CCs, Prakas (declaration) and guidelines will be collected from NSCS, NCDD and Ministry of Interior. Details on secondary data collection are presented in Annex 2. 3.4.2 Primary Data Primary data is an imperative for this research, thus it will be collected from several informants including primary beneficiaries (households), village development committee (VDC) as member of PBC, village headperson, CCs, commune clerks and other committees within the communes administrative, district facilitators, district councils, NGOs, PRDC officers, and NCDD staff. Several methods will be applied in this research consisting of followings.

a) Reconnaissance Survey

A reconnaissance survey will be conducted to get a sampling framework on key villages so that a sampling design can be play practically and to finalize a framework and details of sampling design to identify key informants and villagers to be interviewed. This survey will explore types of projects under CDPs to be investigated in a depth study of each commune.

b) Field Observation Observation will be conducted during the field survey, a few infrastructure and non infrastructure projects will be observed in depth. CCs, PBCs, meetings, field monitoring and evaluation of M & E committee will be observed on their on-going activities in order to figure out the following aspects: • Quality of infrastructure projects • How technical monitoring is conducted by district technical support officer, CCs, and

M and E committee at the project site • How CCs meetings are organized and discussed • On-going activities related to participation in project implementation • How villagers contributed local resources that is organized by selected committee or

CCs • Ways meeting are organized and discussed at village and project site, if they are free to

express and exchange ideas • What are the communication channels for information dissemination • How bidding are organized and practice

 

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c) Key Informants Interview By using a checklist of questions, key informants who tentatively identified below will be interviewed to get their views in local good governance practices. The government officers including 1 PRDC Officer, 1 district council and 1 district facilitator, and 2 NCDD staff who are mostly known as an advisor to decentralization and deconcentration, will be interviewed regarding the applications of local good governance in CDPs, and its impacts on institutional and economic aspects, strengths and limitation of local good governance applications and policies related to local governance issue in CDPs. 1 LNGOs and 1 INGOs staff will be asked on their involvement in local good governance applications and practices in CDPs in terms of transparency, effectiveness and efficiency, impacts of applications on social and economic aspects, factors affecting local good governance applications in terms of institutional aspect and their perceptions on the current local governance applied by CCs including strengths and limitations. Moreover, commune chief and clerk who are considered as an important key informant will be interviewed related current local good governance applications, constraints/problems in the application in their respective commune (See Annex 3).

d) Questionnaire Survey A standardized questionnaire is developed for a face-to-face interview with CCs, PBCs, M&E committee, procurement committee and other committees within the commune in order to collect both qualitative and quantitative information. The questionnaire will be divided into two sets (A and B). Set A will be designed for CCs, PBCs, M & E committee; procurement committee and other committees within the commune administrative. Set B will be designed for households who are the primary beneficiaries of commune’s projects. Set A is designed for CCs members including PBC including VDC as member, M& E committee and procurement committee. This set consists of information regarding profile of respondents, respondents’ understanding of local good governance components and applications in CDPs, perception of local good governance in CDPs in terms of degree of satisfaction and degree of usefulness, factors affecting the applications of local good governance in CDPs and problems and constraints of local good governance in CDPs. Set B is designed for sampled households. It consists of information related respondents’ profile, involvement of local people in CDPs in terms of participation in decision making including project selection and resource allocation, in implementation and in M & E, the benefits in response to their problems and needs from CDPs, impacts on social and economic, perceptions on the applications of local good governance in CDPs of CCs, their feedbacks on local good governance in CDPs and CDP performance of CCs. Both sets of questionnaires are shown in Annex 4 which will be translated from English into Khmer.

e) Focus Group Discussion Focus group discussion will be conducted using a checklist of guiding questions (Annex 5). Two different groups discussion will be arranged. Group A, at commune level, a commune chief, 3 PBC members, 3 M & E committee, 2 procurement committee and other committee of commune administrative in each commune

 

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will be conducted in order to discuss on the impacts of local good governance in institutional, economic and social aspects, and strengths and limitation on planning and implementations of CDPs from the perspective of local good governance and recommendations on local good governance for the strengthening the effectiveness and efficiency of CDPs. It will be conducted in each study commune. Group B, at village level, a group consists of a village headperson, a VDC member, 4 representatives of primary beneficiaries from non-infrastructure and infrastructure projects, 2 representatives of vulnerable groups including gender and other user groups of each commune administrative will be discussing on participation, transparency, responsiveness, and effectiveness and efficiency and its impacts by the application on their economic aspects and their feedbacks on these components in CDPs. 3.5 Data Analysis and Technique

The Statistical Package for Social Science (SPSS) and Microsoft EXCEL will be used to process and analyze data to be obtained from a survey questionnaire. 3.5.1 Weighted Average Index (WAI) Based on a Likert’s five-social scales to be developed in assessing perception of CC members and from sampled households. The measurement on the perception will be developed to assess various aspects of local good governance including:

• Degree of understanding • Degree of satisfaction • Degree of influential factors

All of above five-social scales of all above consist of the following:

Very low Low Moderate High Very high 0.20 0.40 0.60 0.80 1.00

Thus the following formula will be applied for the degree of understanding and usefulness according to Maih (1993):

WAI = [{fVL(0.2) + fL(0.4)+ fM(0.6)+ fH(0.8)+ fVH(1.0)}/N]

Where: WAI = Weighted Average Index fVH = Frequency of very high fH = Frequency of high fM = Frequency of moderate fL = Frequency of low fVL = Frequency of very low N = Total number of observation (respondents)

The perception of local people and local government on the degree of satisfaction on local good governance applied in CDPs will be measured as below.

 

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Strongly dissatisfied Dissatisfied Neutral Satisfied Strongly

Satisfied -2 -1 0 1 2

The following formula will be applied according to Maih (1993):

WAI = [{fSDS(-2) + fDS(-1) + fNe(0)+ fS(1) + fSTS(2)}/N]

Where: WAI = Weighted Average Index fSTS = Frequency of strongly satisfied fS = Frequency of satisfied fNe = Frequency of neutral fDS = Frequency of dissatisfied fSDS = Frequency of strongly dissatisfied N = Total number of observation (respondents)

3.5.2 Quantitative Analysis The following statistical applications will be applied.

a) Descriptive Statistics

It will be used to describe profiles of CCs, CIPs and CDPs of CCs and sampled households. It will be analyzed by using percentages, frequency, cross-tabulation, graphs, charts and other illustrations.

b) T- test It will be applied to test the statistical similarities and differences of means of two communes in terms of the perception of the CCs and villagers on the degree of satisfaction, usefulness, understanding of local good governance applied in CDPs and degree of influential factors. The test will be applied based on the WAI values. 3.5.3 Qualitative Analysis This will be applied to analyze the performance of various aspects of local good governance of the two selected communes, the specific commune development project in details and to examine, explain the application of local good governance in CDPs and its impacts.

a) Case Studies As the research will be primarily focusing on qualitative data, case studies will be conducted on CCs of two selected communes and specific project of CCs will be selected as case studies. A comparison between two case studies on the CCs of the selected two communes will conducted in order to compare the applications of local governance aspects in CDPs of the communes which have respectively experienced with decentralization and support from government program since 1996 and 2002 on rules of law, participation, accountability, transparency, responsiveness and effectiveness and efficiency.

 

39  

Multiple case studies will be conducted on the specific CDP projects of both selected communes on infrastructure and non-infrastructure projects to analyze: • Participation by focusing on the participation in decision making, implement,

monitoring and evaluation, local people contribution in terms of cash and labour, and operation and maintenance the projects.

• Accountability by covering on roles and responsibilities of each committee within commune, technical support officer and contractor in project implementation.

• Transparency which will be covered on dissemination and sharing information about the project to public, process of project procurement and the dissemination the result of bidding for infrastructure project, procedures of payment to contractors and reporting about how budget has been spent in each project.

• Responsiveness by focusing on the whether the project matches the local people problems and needs and it has been implemented within the time frame, and the project benefits to local people and community as a whole.

• Effectiveness and efficiency will be covered on quality of the project, output of the project in comparison with cost, using time efficiently in project implement and long term thinking on natural resource use in project implement.

From the above elements of local governance analysis in specific project studies, strengths and limitations within those studies projects will be identified. Three successful infrastructure projects including culvert, wells and village earth road or laterite road, and three non-infrastructure projects including rice bank, cow raising and health education will be selected for case studies. Secondary data will also be collected for case analysis regarding project documents of commune councils (See Annex 7).

b) Qualitative Statement

This will be applied in order to analyze the qualitative statement on the perceptions, views, opinions of respondents (CCs, local people and key informants) and group discussion, and to explain the applications of local good governance in CDP and how it is applied. and factors affecting the application and relationship.

c) SWOT Analysis It will be conducted in order to analyze strengths and limitations of the practices of local good governance at commune level by focusing on CDPs of the two selected communes under the study. In this respect; factors facilitating and or constraining the implementation of local good governance in the CDPs performed by CCs can be identified. The research design framework is depicted in Figure 3.3

 

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Figure 3.3: Research Design

Research Problems/Issues

Research Questions and Objectives

Literature Review

Conceptual Framework

Research Design

- Selection of CCs members and villagers

- Key informants

Selection of Study Area

Data Collection Methods and Data Sources

Research Coordination

Schema

Primary Data - Reconnaissance - Field

observation - Key informant

interview - Questionnaire

survey - Focus group

discussion

Secondary Data - Journals - Theses - NCDD reports - PDRC reports - NGOs reports - CDC and CIP

documents - Research papers - Seila reports - Decentralization and

Deconcentration policy

Data Entry and Processing

Findings, Interpretations and Analysis

Impacts of LGG in

CDP

Perception of CCs and Local People on LGG in

CDP

Applications of LGG in

CDP

Factors Explaining

LGG in CDP

Conclusions and Recommendation to Strengthen Local Governance in CDP

 

41  

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Annex I: Research Coordination Schema

Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

Characteristics of CCs and households

Demographic

CCs and sampled households

• Age • Gender • Marital status • Education

• Questionnaire - CCs - Households

• Descriptive statistics Social/situation

al

CC members

• Position in the commune - CC chief - Deputy commune chief - Clerk - PBC members (VDCs and villager headperson) - M and E committee - Procurement Committee - Women and children committee

• Members of local organization within the commune • Duration of working within commune Sampled households

• Duration of involvement in CDPs (CIPs) • Duration of living within the commune • Member of any group or CBOs

Economic CC members and sampled households

• Annual income • Occupation

1. To examine the

1.1 CCs capacity

• Training course on related topics: - Local (good) governance,

• Questionnaire - CCs

• Descriptive statistics

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

application of local good governance in commune development planning

building on local good governance

- participatory governance, - planning and management - Civil society and networking

• Qualitative statement

1.2 Local good governance principles applied in CDP

Rules of law:

• Separation of power and roles - CC roles - PBC roles - Procurement committee roles - M and E committee roles

• Clear rules and procedures enforcements - Laws related to planning, budgeting, and M and E

• Secondary data

• Focus group discussion - CCs

• Qualitative statement

• Descriptive statistics

• WAIs for social scaling on degree of application (very low, low, moderate, high and every high)

• T-test

Participation:

• Sharing information to inside/outside agencies (types, frequency and channel)

• Questionnaire - CCs

• Exchanging view with inside/outside agencies • Use of media/civil society in giving information • Questionnaire

- Households

• Willingness of CCs to listen to opinion • Ways of involvement in CDPs

- Indirect participation through PBC, Procurement, and M and E committee

- Direct participation in decision making, implementation, M and E, and operation and maintenance

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

Accountability

• Execution of responsible individuals or groups or committee in various tasks assigned in CDPs guidelines - PBCs execute their responsibilities - Procurement committee execute their responsibilities - M and E committee execute their responsibilities

• Questionnaire - CCs

• Evaluation of work performance of various committees in responsible for CDPs

• Managing and resolving conflict - With other committees - With local people

Transparency

• Information dissemination and sharing to public - Project identification - Financial report - Bidding procedures and results

• Questionnaire - Households

• Financial monitoring of accounting system - External audit - Internal audit

• Questionnaire - CCs

Responsiveness:

• Matching of CDPs with local problems and needs

• Questionnaire - Households • Time frame (scheduling) of project

• Equity and avoid discrimination in selection of beneficiaries by involvement of vulnerable group/people)

Efficiency and effectiveness:

• Using time efficiency and effectively in CDPs

• Questionnaire - CCs

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

• Technical and financial support to CDPs • Resource utilization and optimization • Capacity of CCs and technical support staff • Quality of development projects • Questionnaire

- Households

1.3 Understanding of local good governance in CDP (CCs and PBCs)

• Rules of law • Participation • Transparency • Accountability • Efficiency and effectiveness • Responsiveness

• Key Informant Interview - CCs

• Questionnaire - CCs

• Qualitative statement

• Descriptive statistics

• WAIs for social scaling on degree of understanding (very low, low, moderate, high and every high)

• T-test 2. To assess

the impacts of local good governance on the implementation of a commune development plan

2.1 Institutional aspects

• Increased capacity building in planning, implementation and management of CDPs

• Questionnaire - CCs

• Qualitative statement

• WAIs for social scaling on degree of impacts (very low, low, moderate, high and very high)

• T-test

• Strengthening, coordination and relationship of local people, NGOs, CCs, PBC and technical support staff from district and provincial levels

• Strengthening participatory approach and bottom up development planning

2.2 Social aspects

• Increasing equity in project involvement and beneficiate of vulnerable groups and individuals

• Questionnaire - Households

• Changing attitude and satisfaction of local people to CCs and planning

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

• Strengthening social networking and communication channel of CCs and district/province and CCs with civil society (people and NGOs)

• Questionnaire - CCs

• Key informant interview - NCDD and PRDC - District facilitator - District councils - NGOs

• Increasing unity • Questionnaire - CCs • Reducing local conflict

2.3 Economic aspects

• Optimization of resource allocation to project • Focus group discussion - CCs

• Local contribution and resource mobilization • Questionnaire - Households

• Transparency financial management system (dissemination and accessible financial report)

• Questionnaire - CC

• Reducing corruption • Questionnaire - Households • Quality of project in comparing with cost (cost effective)

• Increasing income and employment of local people 3. To gain the

perception of local government and local people on the application of local good governance

3.1 Perception on satisfaction of CCs and local people on local good governance components applied in CDP

Rules of law:

• Separation of power and roles - CC roles - PBC roles - Procurement committee roles - M and E committee roles

• Clear rules and procedures enforcements - Laws related to planning, budgeting, and M and E

• Secondary data

• Focus group discussion - CCs

• Qualitative statement

• Descriptive statistics

• WAIs for social scaling on degree of satisfaction (strongly dissatisfy, dissatisfy, neutral, satisfy and strongly satisfy)

Participation:

• Sharing information to inside/outside agencies

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

in commune development planning

process - Types of information - Frequency of sharing information - Channels of sharing information

• Questionnaire - CCs

• T-test

• Exchanging view with inside/outside agencies • Use of media/civil society in giving information • Willingness of CCs to listen to opinion • Questionnaire

- Households • Ways of involvement in CDPs - Indirect participation through PBC, Procurement, and

M and E committee - Direct participation in decision making,

implementation, M and E, and operation and maintenance

Accountability

• Execution of responsible individuals or groups or committee in various tasks assigned in CDPs guidelines - PBCs execute their responsibilities - Procurement committee execute their responsibilities - M and E committee execute their responsibilities

• Questionnaire - CCs

• Evaluation of work performance of various committees in responsible for CDPs

• Managing and resolving conflict - With other committees - With local people

Transparency

• Information dissemination and sharing to public - Project identification - Financial report - Bidding procedures and results

• Questionnaire - Households

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

• Financial monitoring of accounting system - External audit - Internal audit

• Questionnaire - CCs

Responsiveness:

• Matching of CDPs with local problems and needs

• Questionnaire - Households • Time frame (scheduling) of project

• Equity and avoid discrimination in selection of beneficiaries by involvement of vulnerable group/people)

Efficiency and effectiveness:

• Using time efficiency and effectively in CDPs

• Questionnaire - CCs

• Technical and financial support to CDPs • Resource utilization and optimization • Capacity of CCs and technical support staff • Quality of development projects • Questionnaire

- Households

4. Factors explaining local good governance application in commune development planning

4.1 Institutional aspects

• Policy, legal and institutional framework of CCs in relation to CDPs on local good governance

• Focus group discussion - CC

• Qualitative statement

• Coordination mechanism CCs, district, provincial levels and civil society

• Questionnaire - CCs • Qualitative

statement • WAIs for social

scaling on degree of influential (very low, low, moderate, high and very high)

• T-test

• Capacity of CCs - Leadership

• Technical and financial aspect to CCs in performing local good governance

• Participation of local people and civil society - Local people - NGOs - CBOs

• Questionnaire - CCs

 

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Objective Parameter Complex/Simple Variable Data Collection Methods/ Target informants Data Analysis

• Influence of political parties • Key informant interview - NCDD and PRDC - District councils - District facilitator - NGOs

4.2 Social aspects

• Attitude, feedback and satisfaction of local people - Benefit of local people from CDPs

• Questionnaire - CCs

• Group discussion - CCs

• Public awareness raising by media program • Social networking

4.3 Economic aspects

• Budget allocation system and procedure • Questionnaire - CCs • Resource generation and mobilization through local

contribution • Financial management

 

 

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Annex II: Checklist for Secondary Data Collection

1. Profiles of Battambang province and study district and communes • Geographical conditions • Demography • Agriculture (land holding, major crops, crop yields, aquaculture, agriculture area

and farm income) • Non-agriculture (trading and other) • Economic conditions (household income, poverty line, occupation, employment) • Education (numbers of primary, secondary and high schools, universities and other

vocational training centers, number of educated and illiteracy people) • Health (health centers, hospital, private clinics and facilities) • Development problems, potentials and future plans

2. Commune information

• Organic law related to commune administration and decentralized local government (commune councils)

• Sub-degree on commune fund • Prakas (declaration) on commune development plan and its guidelines • Prakas on procurement procedure • Manual and guidelines on commune development plans (CDPs) • Good local governance manual for commune councils (CCs)

3. Commune administration • Commune administrative structure, functions, planning and management system • Role and functions of decentralized local government in planning performance of

CCs and sub-committees • Commune budget and revenue generation • Sources of fund to support commune administration and development projects

4. Commune development plans (CDPs) 2007, 2008, 2009

• List of proposed and actual development projects of infrastructure and non-infrastructure projects

• Infrastructure projects (road, pond, well, culvert, school building) • Non-infrastructure projects

- Social - Environment - Economic (income generation, saving, credit)

 

 

 

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Annex III: A Checklist for Key Informants Interview

1. A Checklist for NCDD and PRDC Interview Name: ……………………………………………………………………………………… Position: …………………………………………………………………………………… Place of interview: ………………………………………………………………………… Date of interview: …………………………………………………………………………. Remark: …………………………………………………………………………………….

1. What are the policies describe the applications of local good governance of commune

councils? 2. What are the key principles of local good governance which designed for commune

councils? 3. Do you think that these principles have been mainstreamed or applied in CDP process?

If yes, how and list down the key items that they applied? If no, why? 4. Do you think political parties enforce local good governance at commune level? Why? 5. What are the policies, strategies and regulations that enforce commune councils to

apply local good governance in CDPs? How these enforce CCs? To what extent? 6. What is capacity building program provided to commune councils? 7. What are the mechanisms to support local good governance? 8. What are the roles and programs of NCDD and PDRC to enhance local good

governance applications? How it enhanced? To what extent? 9. How do you strengthen financial transparency of commune councils? 10. What are the strengths and limitations of local good governance applications in CDPs? 11. Do you have any comment on local good governance application for the effective CDPs

implementation and performance?

2. A Checklist for Commune Councils and Clerks Interview Name: ……………………………………………………………………………………… Position: …………………………………………………………………………………… Place of interview: ………………………………………………………………………… Date of interview: …………………………………………………………………………. Remark: …………………………………………………………………………………….

1. What are the key principles of local good governance? 2. Have your commune applied these key principles in CDPs? How? To what extent? 3. Are rules of law applied in CDPs? How? What are the relevance laws, sub-decrees,

declarations and decisions which are applicable in CDPs? 4. What are the principles of local good governance which have been used the most in

CDPs? Why? 5. What do you evaluate the level of understanding of local good governance in CDPs of

CCs, PBCs, Procurement Committee, and M and E committee? Why? 6. What is your overall satisfaction of local good governance application in CDPs of CCs?

Why? 7. What are your suggestions on local good governance application in CDPs

implementation and performance?

 

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3. A Checklist for District Councils and District Facilitators Interview Name: ……………………………………………………………………………………… Position: …………………………………………………………………………………… Place of interview: ………………………………………………………………………… Date of interview: …………………………………………………………………………. Remark: …………………………………………………………………………………….

1. What do you evaluate the local governance of commune councils? 2. By considering on the following key principles of local good governance: rules of law,

participation, accountability, transparency, responsiveness, and effectiveness and efficiency, to what extent have these been applied? How?

3. Among the above principles what principles have been applied the most by commune councils?

4. What is your overall satisfaction on the applications of local good governance in CDPs of CCs? Why?

5. What are your coaching and mentoring activities to enhance local good governance application in CDP?

6. What are the strengths and limitations of local good governance applications in CDPs? 7. Do you have any comment on local good governance application for the effective

CDPs implementation and performance?

4. A Checklist for Local NGOs and International NGOs Name: ……………………………………………………………………………………… Position: ……………………………From (Name of NGOs).…………………………… Place of interview: ………………………………………………………………………… Date of interview: …………………………………………………………………………. Remark: …………………………………………………………………………………….

1. Would please kindly provide brief background of your organization? 2. How long have your organization been working and supporting these communes? 3. What kinds of program are being provided by your organization to these communes? 4. What are your organization strategies or activities to enhance local good governance

practices at commune level? 5. Based on your working experience with these communes, do you think that these

(commune councils) have applied local good governance principles in CDPs? 6. What are the principles or key principles of local good governance they have applied?

How? 7. Did you involve in the application of local good governance in CDPs? How? 8. What are the different of local good governance application in CCs’ project and NGOs’

project? 9. As local good governance principles have been applied in CDPs, what are the impacts

of the applications on institutional, social and economic aspect in CDPs of CCs? To what extent?

10. By considering on institutional, social and economic aspects what are the factors affecting the application of local good governance in CDPs of CCs? Why?

11. What are the strengths and limitations of local good governance applications in CDPs? 12. Do you have comments on local good governance application for the effective CDPs

implementation and performance?

 

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Annex IV: Questionnaires

LLOOCCAALL GGOOVVEERRNNAANNCCEE IINN DDEECCEENNTTRRAALLIIZZEEDD LLOOCCAALL GGOOVVEERRNNMMEENNTT IINN CCAAMMBBOODDIIAA:: CCAASSEE SSTTUUIIEESS OOFF CCOOMMMMUUNNEE CCOOUUNNCCIILLSS

A Questionnaire for Commune Council Members (Set A)

Name of Respondent: …………………………………………………………………………

Commune Prey Khpos Khnach Romeas

Date of Interview: ………………………………………………………………………………

Name of Interviewer: …………………………………………………………………………...

Remark:…………………………………………………………………………………………

By

Young Sokphea (Mr.) MSc Student

Regional and Rural Development Planning School of Environment, Resources and Development

Asian Institute of Technology Bangkok, Thailand September, 2009

This questionnaire is designed by the researcher to survey on the opinions and perceptions of local people and local government on the applications of local good governance principles in commune development planning (CDPs) as the partial fulfillment requirement for Master of Science. The inquiry information and the answers of respondents will not be subjected to be used for political purpose or any purpose that harms the respondents, besides academy. The research is conducted based on code of conduct of research of Asian Institute of Technology. Thus, prospective respondents are kindly requested to provide trusty information based on below questions.

Questionnaire No:

 

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A. Profile of Respondents A.1 Gender: Male Female A.2 Age: …………….. years A.3 Marital Status: Married Single Separated A.4 Education background

Primary school Secondary school High school University Vocational training other (specify) ………. A.5 Position in CCs:

CC chief 1st deputy commune chief 2nd second commune chief

Clerk PBC members M and E committee Procurement committee Women and children

committee other (specify) ………………………………………. A.6 Member of other organizations and development agencies: Member of CCSP Member of Commune Councils Association of Cambodia Member of Decentralization Network (Pact) Other (specify)…………………………… A.7 Duration of working within the commune:

………………years 1st mandate 2nd second mandate

A.8 what is your annual income? No Source of Income Annual Income (Riel) 1 Paddy 2 Crop 3 Livestock 4 Small business 5 Labour wage 6 Government officer

Total

A.9 What is your main occupation besides working for CCs? Farming Middle man Retailer/small business other (specify)……………………………………

B. Examination the Application of Local Good Governance in Commune Development Planning

B.1 Have you ever attended training course related to the following courses? Tick Training Course Attended Year Duration Delivered by (Name)

Local (good) governance   Participatory governance   Participatory planning   Project Monitoring and

Evaluation

  Civic Engagement   Financial Management   Civil Society and Networking  

 

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B.2 Have the following aspects of local good governance been applied in commune development plan? If yes, to what degree in each item has been applied? To what extent? 1= very low, 2= low, 3= moderate, 4 = high and 5 = very high No Items Applied Degree of

Application If yes (how?), no(why?)

Yes No 1 2 3 4 5 Participation 1 CCs exchange ideas about project of CDPs with district officers 2 CCs exchange ideas about project of CDPs with local CBOs 3 CCs exchange ideas about project of CDP with NGOs 4 Information about project are shared among CC and PBC 5 Local people participation in problems and need identification 6 Local people participation in prioritize project of CDPs 7 Local people participation in project site selection 8 Local people participation in project implementation 9 Local people participation in project monitoring and evaluation Accountability 1 PBCs members perform according to assigned tasks in CDP guideline

2 Procurement committee execute their responsibilities in project procurement from as assigned in project implement manual

3 M and E committee members performance in project monitoring and evaluation according to the assigned tasks in CDPs

4 CCs set up committee to evaluation CDPs implement performance 5 CCs conduct evaluation on CDPs implement performance 6 CCs evaluate the performance of PBC 7 CCs evaluate the performance of M and E committee 8 CCs evaluate the performance of procurement committee

9 PBC, Procurement committee and M and E committee are accountable to the outcome of CDPs and project implementation

10 CCs conduct evaluation on CDPs performance 11 CDPs performance evaluation report disclosed to public

 

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No Items Applied Degree of Application

If yes (how?), no(why?)

Yes No 1 2 3 4 5 12 Conflicts have been solved with local people 13 Conflicts have been solved with other committees 14 Conflicts have been solved by CCs Transparency 1 Awarding the contract based on majority voting of committee members 2 Biding results announce to public and among bidding companies 3 External audit conducted by provincial finance officer 4 Expense on project of CDPs recorded according to CC financial system Efficiency and Effectiveness 1 CDPs developed according to the schedule annually 2 CDPs finished on time 3 Adequate amount of budget allocation to implement CDPs 4 Commune fund disbursed on time for CDPs implement

5 Technical staff from provincial and district fully committed to support CCs in technical project design, site study and cost estimation (infrastructure project)

6 Amount of commune fund used efficiently in CDPs investments 7 CCs fully committed to CDPs performance

B.3 As local good governance has been applied in commune development plan, to what is your overall understanding of the following key principles of local good governance? 1= very low, 2= low, 3= moderate, 4 = high and 5 = very high No Items Degree of understanding Comment

1 2 3 4 5 1 Participation 2 Transparency 3 Accountability 4 Effectiveness and efficiency

 

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B.4 As local good governance principles have been applied in commune development plan, among the following key aspects of local governance principles which aspect have been using the most in CDPs? Please rank? 1= very low, 2= low, 3= moderate, 4 = high and 5 = very high No Items Rank Comment 1 Participation 2 Transparency 3 Accountability 4 Effectiveness and efficiency

C. Impacts of the Application of Local Good Governance Application in CDP of CCs C1. To what extend do you think the following items impacted from the application of local good governance in CDP? If so, why do you think that it impacts?

Degree of impact: 1= very low, 2 = low, 3= moderate, 4= high and 5= very high No Items Impact Degree of

Impact Why?

Yes No 1 2 3 4 5Institutional impacts 1 Increased capacity of CCs in planning, implementation, and monitoring and

evaluation

2 Enhanced participatory planning of local people in decision making, implementation, and monitoring and evaluation

3 Strengthened technical support staff from district and provincial level 4 Strengthened relationship between CCs and local people 5 Improved collaboration with NGOs on technical and financial support 6 Strengthened relationship among CCs and various local committees in CDPs 7 Increase good collaboration among CCs from different political parties Social impacts 1 Increase social networking on collaboration with NGOs, IOs and others 2 Conflict of interests within CDPs among beneficiaries reduced

 

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No Items Impact Degree of Impact

Why?

Yes No 1 2 3 4 53 Conflict of interest within CDPs among CCs and other committees reduced 4 Enhanced social unity in a community 5 Increased accessibility to school 6 Increased accessibility to health centre 7 Increased communication (road network) 8 Enhance accessibility for drinking and for irrigation Economic impacts 1 CDPs project benefited beyond project target area 2 CCs increased resource mobilization for project implementation from NGOs 3 CCs increase local resource mobilization (local contribution) 4 Increased financial transparency of CCs 5 Increase employment 6 Enhanced income generation

D. Perception of Commune Councils Members on the Application of Local Good Governance in Commune Development Plan D1. To what extend do you satisfy the application of the following items of local good governance in CDPs?

Degree of satisfaction: 1= strongly dissatisfied, 2 = dissatisfied, 3= neutral, 4= satisfied and 5=strongly satisfied No Items Satisfied Degree of

satisfaction If yes (why?)

Yes No 1 2 3 4 5Participation 1 CCs exchange ideas about project of CDPs with district officers 2 CCs exchange ideas about project of CDPs with local CBOs 3 CCs exchange ideas about project of CDP with NGOs 4 Information about project are shared among CC and PBC 5 Local people participation in problems and need identification

 

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No Items Satisfied Degree of satisfaction

If yes (why?)

Yes No 1 2 3 4 56 Local people participation in prioritize project of CDPs 7 Local people participation in project site selection 8 Local people participation in project implementation 9 Local people participation in project monitoring and evaluation Accountability

1 PBCs members perform according to assigned tasks in CDP guideline

2 Procurement committee execute their responsibilities in project procurement from as assigned in project implement manual

3 M and E committee members performance in project monitoring and evaluation according to the assigned tasks in CDPs

4 CCs set up committee to evaluation CDPs implement performance 5 CCs conduct evaluation on CDPs implement performance 6 CCs evaluate the performance of PBC 7 CCs evaluate the performance of M and E committee 8 CCs evaluate the performance of procurement committee

9 PBC, Procurement committee and M and E committee are accountable to the outcome of CDPs and project implementation

10 CCs conduct evaluation on CDPs performance 11 CDPs performance evaluation report disclosed to public 12 Conflicts have been solved with local people 13 Conflicts have been solved with other committees 14 Conflicts have been solved by CCs Transparency

1 Awarding the contract based on majority voting of committee members

2 Biding results announce to public and among bidding companies 3 External audit conducted by provincial finance officer

 

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No Items Satisfied Degree of satisfaction

If yes (why?)

Yes No 1 2 3 4 5

4 Expense on project of CDPs recorded according to CC financial system

Efficiency and Effectiveness 1 CDPs developed according to the schedule annually 2 CDPs finished on time 3 Adequate amount of budget allocation to implement CDPs 4 Commune fund disbursed on time for CDPs implement

5 Technical staff from provincial and district fully committed to support CCs in technical project design, site study and cost estimation (infrastructure project)

6 Amount of commune fund used efficiently in CDPs investments 7 CCs fully committed to CDPs performance

E. Factors Explaining Local Good Governance Applications in CDPs E1. To what extend do you think the following items affected the application of local good governance in CDPs of commune councils? Degree of impact: 1= very low, 2 = low, 3= moderate, 4= high and 5= very high

No Items Influence Degree of Influence How

Yes No 1 2 3 4 5Institutional

1 Availability of law/legislation, rules and regulation to support local good governance

1 Capacity building provided by NCDD on local governance 2 People’s participation in planning and implementation of CDPs 3 Coaching and mentoring of district facilitators 4 Fund from NGOs program on local good governance enhancement 5 Coaching and mentoring of district facilitators

 

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No Items Influence Degree of Influence How

Yes No 1 2 3 4 56 Other agencies’ local development fund for CDP implementation Economic 1 Formula for budget allocation defined clearly in commune fund

declaration

2 Clear budget allocation categories defined in commune fund 3 Existing transparent financial management system 4 Effective financial monitoring system 5 Effective financial auditing from provincial financial officer Social 1 Communication channel for dissemination information (public

awareness)

2 Increasing knowledge on local governance of CCs 3 Increasing knowledge on local governance of local people 4 Social networking to strengthen coordination and support

Thank you very much for your kind cooperation. Wish you good luck!

 

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LLOOCCAALL GGOOVVEERRNNAANNCCEE IINN DDEECCEENNTTRRAALLIIZZEEDD LLOOCCAALL GGOOVVEERRNNMMEENNTT IINN CCAAMMBBOODDIIAA:: CCAASSEE SSTTUUIIEESS OOFF CCOOMMMMUUNNEE CCOOUUNNCCIILLSS

A Questionnaire for Households

(Set B)

Name of Respondent: …………………………………………………………………………

Commune Prey Khpos Khnach Romeas

Village Prey Sangha Balung Leu Balung Mean Chey

Ta Man Dangko Pen Boueng Chan Neang

Date of Interview: ………………………………………………………………………………

Name of Interviewer: …………………………………………………………………………...

Remark:…………………………………………………………………………………………

By

Young Sokphea (Mr.) MSc Student

Regional and Rural Development Planning School of Environment, Resources and Development

Asian Institute of Technology Bangkok, Thailand September, 2009

This questionnaire is designed by the researcher to survey on the opinions and perceptions of local people and local government on the applications of local good governance principles in commune development planning (CDPs) as the partial fulfillment requirement for Master of Science. The inquiry information and the answers of respondents will not be subjected to be used for political purpose or any purpose that harms the respondents, besides academy. The research is conducted based on code of conduct of research of Asian Institute of Technology. Thus, prospective respondents are kindly requested to provide trusty information based on below questions.

Questionnaire No:

 

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A. Characteristics of Respondents A.1 Gender: Male Female

A.2 Age: …………….. years

A.3 Marital Status: Married Single Separated

A.4 Education background

Primary school Secondary school High school University Vocational training Literacy class

Other (specify) ……….

A.5 Member of any organizations, development agencies and CBOs:

………………………………………………………………………………………….

A.6 How long have you been living in this commune?

Since ………………. (………… year)

A.7 Duration of involvement in CDPs:

………………years

A.8 What is your main occupation besides working for CCs?

Farming Rice cultivation Retailer/small business

other (specify) ……………………………………

A.9 What is your annual income? No Source of Income Annual Income (Riel) 1 Paddy 2 Crop 3 Livestock 4 Small business 5 Labour wage 6 Government officer

Total

 

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B. Examination the Application of Local Good Governance in Commune Development Plan B.1 By considering the following items of local good governance components, do you think that these have been used or applied by commune councils in commune development planning? If these have been used or applied, to what extent these have been applied?

1= very low, 2= low, 3= moderate, 4= high and 5=very high No Items Applied Degree of

Application How

Yes No 1 2 3 4 5 Participation 1 CCs gives information to the public about CDPs 2 CCs use media to give information 3 CCs spread information about the project by posting notice 4 CCs use village headmen to spread information about project 5 CCs gives information to those affected by project of CDPs 6 CCs listen to the opinion of local people 7 CCs listen to the opinion of district facilitator 9 CCs listen to the opinion of NGOs and CBOs 10 The selected PBC members performed their roles on behalf of local

people

11 The selected Procurement committee member performed their roles on behalf of local people

12 The selected M and E committee members performed their roles on behalf of local people

13 Local people made decision on the priority problems and needs 14 Vulnerable groups and individual are given a chance to participate in

CDPs

15 Local people made decision on project selection and site identification 16 Local people participated in project feasibility study 17 Local people participated in implement project activities 18 Local people contributed budget for project implementation 19 Local people participated in field monitoring and evaluation

 

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No Items Applied Degree of Application

How

Yes No 1 2 3 4 5 20 Local people provide comments during field project monitoring and

evaluation

21 Maintenance group formulated after project completion 22 Maintenance group is functioning

Transparency 1 Transparency budget allocation 2 Financial report about project of CDPs is accurate 3 Financial report of the project of CDPs is easy to access 4 Signboard contain project budget and contribution present at each

project site

5 Accessibility to bidding documents by public 6 Bidding are conducted in public

Responsiveness 1 CDPs addressed local problems and needs 2 Project of CDPs implemented within time frame 3 Project of CDPs implemented at the time local problems and needs

incurred

4 Project of CDPs benefited to the community (including vulnerable groups and individual)

5 Project of CDPs is allocated to every village of the commune Efficiency and effectiveness

1 Quality of the project 2 Cost effectiveness of the project

 

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C. Impacts of the Application of Local Good Governance in CDPs of CCs C1. By considering the following items, are these impacted from the application of local good governance in CDPs?

Degree of impacts: 1= very low, 2= low, 3= moderate, 4= high and 5=very high Impacted Degree of Impact Why

Yes No 1 2 3 4 5 Social 1 No discrimination in beneficiaries selection

2 Vulnerable groups and individual gave a chance to take part in the projects of CDPs

3 Vulnerable groups and individuals benefited from CDPs’ projects

4 Local people are satisfied CDPs of CCs

5 Local people have positive comments on the project of CDPs

6 Increased good relations between CCs and local people

7 Local people actively participated in CDPs Economic 1 Local people willing to contribute their resources

for local contribution

2 Corruption in CDPs project reduced 3 Cost effectiveness of the project of CDPs 4 High quality of the project of CDPs 5 Project of CDPs increased income of local people 6 Project of CDPs employed local people

(employed by contractors)

 

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D. Perception of Local People on the Applications of Local Good Governance Principles in CDPs

D1. By considering the following items of local good governance in commune development plan, please identify these items whether these are useful for CDPs, to what extent? And whether you satisfy the application of these items in CDPs, to what extent? Degree of satisfaction: 1= strongly dissatisfied, 2= dissatisfied, 3= neutral, 4 = satisfied and 5 = strongly dissatisfied No Items Satisfied Degree of

Satisfaction Why

Yes No 1 2 3 4 5 Participation 1 CCs gives information to the public about CDPs 2 CCs use media to give information 3 CCs spread information about the project by posting notice 4 CCs use village headmen to spread information about project 5 CCs gives information to those affected by project of CDPs 6 CCs listen to the opinion of local people 7 CCs listen to the opinion of district facilitator 9 CCs listen to the opinion of NGOs and CBOs 10 The selected PBC members performed their roles on behalf of local

people

11 The selected Procurement committee member performed their roles on behalf of local people

12 The selected M and E committee members performed their roles on behalf of local people

13 Local people made decision on the priority problems and needs 14 Vulnerable groups and individual are given a chance to participate in

CDPs

15 Local people made decision on project selection and site identification 16 Local people participated in project feasibility study 17 Local people participated in implement project activities 18 Local people contributed budget for project implementation

 

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No Items Satisfied Degree of Satisfaction

Why

Yes No 1 2 3 4 5 19 Local people participated in field monitoring and evaluation 20 Local people provide comments during field project monitoring and

evaluation

21 Maintenance group formulated after project completion 22 Maintenance group is functioning

Transparency 1 Transparency budget allocation 2 Financial report about project of CDPs is accurate 3 Financial report of the project of CDPs is easy to access 4 Signboard contain project budget and contribution present at each

project site

5 Accessibility to bidding documents by public 6 Bidding are conducted in public

Responsiveness 1 CDPs addressed local problems and needs 2 Project of CDPs implemented within time frame 3 Project of CDPs implemented at the time local problems and needs

incurred

4 Project of CDPs benefited to the community (including vulnerable groups and individual)

5 Project of CDPs is allocated to every village of the commune Efficiency and effectiveness

1 Quality of the project 2 Cost effectiveness of the project

Thank you very much for your kind cooperation. Wish you good luck!

 

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Annex V: A Checklist for Group Discussion of CCs Date : ........................................................................................................................... Place: ........................................................................................................................... Time: ........................................................................................................................... Moderator: ........................................................................................................................... Minute Taker: ........................................................................................................................... 1. Among various components of local good governance, what components have been

achieved? Why? To what extent these have been achieved? 2. In relation to the above, in which components have not yet been achieved in the

implementation of CDPs? Why? 3. As local good governance components have been considered and applied in CDPs, what

are the impacts (negative and positive) of the applications of local good governance components on CDPs of CCs, please discuss on institutional, social and economic aspects? Why?

4. Would you please identify key points that you considered as the factors affecting the applications of local good governance in CDPs? Please discuss on institutional, social and economic aspect? Why? To what extent these influenced the application of local good governance in CDPs?

5. Based on your experience with CCs, what are the strengths and limitations/constraints on the application of local good governance in CDPs?

6. Through the discussion on the above topics and the results, what are your suggestions how to improve local good governance to make CDPs more effective and efficiency?

Annex VI: A Checklist for Group Discussion of Villagers

Date : ........................................................................................................................... Place: ........................................................................................................................... Time: ........................................................................................................................... Moderator: ........................................................................................................................... Minute Taker: ...........................................................................................................................

1. Are you aware of local good governance? What does it mean? Please consider on:

- Participation - Transparency - Responsiveness - Effectiveness and Efficiency 2. Did the commune councils apply these in CDP? How? 3. What are the benefits that you gained from the applications of local good governance in

CDPs of CCs? Why? 4. In general, are you satisfied the application of local good governance in CDPs of your

commune councils? Why? 5. What are you suggestions and recommendations on the applications of local good

governance in CDPs performance and implementation?

 

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Annex VII: Commune Development Plan (CDP) and Commune Investment Plan (CIP)

Table 1: Five Steps of Commune Development Planning Process Steps Objectives Main Activities Expected Outputs

1. Draft of development framework and budget

- The main objective of this step is to draft commune development framework and budget for consultative meeting on commune development to get recommendation and other feedbacks.

- Draft framework includes the needs, goals, strategies, priority activities and estimated possible resources (the resources required for capital and current expenditures) for next 5 years.

- Meeting at commune level to analyze the village data, commune data, commune profiles and other information data and use other analytical tools to find out problems location of problem, causes of problem, needs, constraints and solutions.

- Meeting at village level where members of PBC list down the problems, location, causes of problems, needs, constraints and solutions to discuss with villagers. There should be at least 60% of total villagers participate the meeting of which 30% are females

- Meeting at commune level (after meeting at village) to identify development needs, development goals, strategies and priority activities

- PBC discuss how big each project and make project cost estimation

- Drafted of commune development framework and budget for consultative meeting on commune development to feedbacks and recommendations. It consists of development needs, development goals, development strategies, priorities activities and the estimation of financial resources and expenditure needed.

2. Public meeting on commune development

- To present the framework of development and budget to citizens

- To get public comments to draft commune development plan to draft commune development plan.

- Public meeting: inform villagers by using announcement form 5 day before public meeting

- Facilitator uses the output from step one to illustrate project or activities, development goals, estimate cost and priority activities to be done within 5 years and ask citizen to provide comment, discuss or revise

- After meeting PBC revise the previous output based on comment in the public meeting

- Drafted of commune development framework and budget to citizens and relevant stakeholders.

- Got public comments to draft the commune development plan and record those comments for drafting the commune development plan

3. Draft commune

- PBC prepare commune development plan according to outline provided in the guideline and

- Drafted of commune development plan and the sending of this draft

 

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Steps Objectives Main Activities Expected Outputs development plan

result in step 1 and 2 (District Focal Point (DFP) will assist the PBC to improve the content and quality of commune development plan)

- PBC submit the plan to commune chief to be reviewed and agreed and commune chief submit to provincial governor review and provide comment

document to provincial governor to review and comment

4. Approve commune development plan

- To review, revise, approve and disseminate the commune development plan

- With support from PLAU, provincial governor review and provide comment on commune development plan

- DFT, PBC and commune clerk review comments from provincial governor and revise commune development plan.

- Commune chief conduct commune councils meeting to review and approve on commune development plan and disseminate the commune development plan document and for the basic for commune investment plan preparation

- Commune development document approved for the commune mandate and for the basic to prepare commune investment plan

5. Evaluation on implementation of commune development plan

- To review and evaluate the effectiveness of implementation the commune development plan to find out experiences for improving the next plan implementation and preparation.

- Set up the committee to evaluate preparation and implementation of commune development plan. Committee consists of commune chief as a chairperson, commune councilors, commune M&E focal persons, beneficiary representatives, and other stakeholders as member. The evaluation should be conducted within 6 month before new mandate

- Commune M&E focal person assist commune chief in regular collection of data, information and documents related to the preparation and implementation of commune development

- Commune councils review and approve on the

- The result of commune development plan implementation

- Strengths and weaknesses of commune development plan found

- Feedback for improving the preparation and management of commune development plan implementation

- Lesson learned and experiences for next commune development reparation

 

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Steps Objectives Main Activities Expected Outputs evaluation report and disseminate the report publicly and to all related stakeholders

Source: Prakas (Declaration) on Commune Development Planning and Commune Investment Plan in 2007

Table 2: Scope of Commune Investment Plan Steps Objectives Main Activities Expected Outputs

1. Review the problem or needs with the citizens

• The main objective of this step is to review the problem, location of the problem, cause of problem, needs, constraints, and solutions in order to prepare C/S annual investment projects.

- Meeting at commune level where PBC review problem including lack of services, problem location, cause of problem, needs, constraints and solutions by reflecting with the village data, commune data, commune data, commune profiles and other information data

- The representatives of the villager and as the members of PBC list out problems, location, problems causes, needs, constraints and solutions and discuss with villagers, villagers should divide into two groups, women and men to discuss the above.

- Meeting at commune level after finishing the meeting at village level, the PBC meet at C/S to consolidate the problems, location of problem, causes of problems, needs, constraints and solutions collected from the villages

The list of problem, causes and solutions of citizens are written down

2. Prepare commune investment project

• The main objective of this step is to prepare C/S priority investment project and budget, that will be presented for mobilize resources support during DIW.

- PBC reflect the results in step 1 with the projects in the following years of CDP and identify annual investment project , and PBC continue to discuss and determine the type of project, location of project, estimate cost, output sizes and numbers of beneficiary

- Priority the investment project to present at District Integration Workshop

Listed the proposed commune investment project, priority project to be invested and outputs of previous years implementation

 

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Steps Objectives Main Activities Expected Outputs - PBC review the last year project again the current

year investment project - Commune chief send priority project to department

of planning and PLAU 3. District

integrated workshop

• Give chance to link CIP with plans of the Provincial Line Departments, NGOs, civil society and other development partners.

• Mobilize the resources from different sources to support C/S investment projects.

• Guide the local activities to be in line with the national and provincial development policies.

- Commune chief present the output of last year and investment for the coming year to participants

- Provincial line departments, NGOs, donors, civil society give their comment and support to the C/S proposed projects.

- Signing on temporary agreement - Provincial planning department representative

should summary the result of District Integration Workshop

Temporary agreement between commune and development Partners made.

4. Approve commune investment program

• The main objective of this step is to compile, review, approve and disseminate the C/S Investment Program document.

- PBC chooses the project to be invested without committed fund to use commune fund, the method of selection depends on agreement among PBC member by maintaining the participation, transparency and equity of using commune fund should be include into table of funded commune investment projects.

- PBC arrange table of investment by sources, table of investment project with committed fund and schedule for disseminating and consulting with citizen in each village in commune, then commune chief prepare announcement letter on the dissemination and consultation with citizens.

- PBC presents the table of investment by sources and with committed fund to get idea and comment

Document for commune investment program approved

 

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Steps Objectives Main Activities Expected Outputs from participant. This process encourages people to participate in commune investment project and in implement the project.

- Draft commune investment project based on outputs of step 1, 2 and 3 of commune investment process.

- Commune councils organize meeting to review and approve on the draft of commune investment project document, the approval is valid base on the 50% support from commune councils

- Disseminate the commune investment project document

5. Monitoring and Evaluation on implementation commune investment program

• To monitor the progress and effectiveness of investment project implementation in order to ensure the implementation of the projects are on the right ways and on time.

• To review and evaluate the effectiveness of the implementation of CIP and get experiences for improvement the next implementation management and planning process.

Monitoring - Commune M&E focal persons should prepare

action plan to monitor all project implementation and collect all useful data, reports and documents related to investment project implement

- Commune M&E focal persons should prepare monitoring reports including others comments and submit to commune councils for review and discuss during commune monthly meeting

Evaluation - CCs should set up a committee to evaluate the

implementation of CIP. This committee shall be led by C/S chief and has its membership of C/S councilors, C/S M&E focal persons, other C/S focal persons, beneficiary representatives, and other concerned stakeholders.

- The committee can select some projects as sample to be evaluated.

- The detail evaluation guideline should be followed

Monitoring report on: - The progress of project

implementation. - The weakness of project

implementation. - Comments for improvement Evaluation report on: - The results of CIP

implementation. - The strengths and weakness of

commune investment program - The lesson learnt on preparation

and management of commune investment program implementation

- Recommendation for further improvement on the next commune investment program implementation and process.

 

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Steps Objectives Main Activities Expected Outputs the “Commune manual on M&E of local development”

- The project evaluation should be conducted during and at the end of project implementation.

- Commune councilors shall review and approve the evaluation report, then disseminate this report to public and to all concerned stakeholders.

Source: Prakas (Declaration) on Commune Development Planning and Commune Investment Plan in 2007

 

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Annex VIII: Cycle of Commune Development Plan and Commune Investment Plan

 

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Annex IX Research Plan 2009-2010

Period 2009 2010 Activities July Aug Sept Oct Nov Dec Jan Feb Mar April May Thesis proposal development Proposal defense and improvement Reconnaissance Survey Field Work (Data Collection) Data Entry, Processing and Analysis First Draft Preparation Thesis Progress Review Thesis Draft Revision Thesis Final Defense Final Thesis Submission

 

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Annex XI Research Budget Estimation

Type of Expenditure Description Unit Cost/unit (Baht) Total

1. Transportation 1.1 Plane fare 2 ways BKK-PP-BKK 1 6500 6500 1.2 Bus fare In the field 1 1550 1550 1.3 Local transportation In the field 1 2500 2500 Sub Total 10550 2. Field Work 2.1 Field work assistance In the field 20 400 8000 2.1 Lodging In the field 20 400 8000 Sub Total 16000 3. Miscellaneous 3.1 Telephone/telegram/telex/fax International/ in the field 1 1900 1900 3.2 Film, slides, prints In the field 1 2500 2500 3.3 Photocopying In the field 1 1500 1500 3.4 Others In the field 1500 Sub Total 7400 4. Report Production 4.1 Artwork/graphics/maps In the field 2500 4.2 CD/Diskettes/ribbon In the field 400 4.3 Reproduction of required numbers of copies In the field 1800 4.4 Reproduction of required number of copies In the field 1500 Sub Total 6200 Grand Total 40150