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Cambodian Case study on PAR Bratislava Workshop 19-22 April 2004

Cambodian Case study on PAR Bratislava Workshop 19-22 April 2004. By Han Phoumin UNDP Cambodia. Background. Twenty years of war: Fragile governance Severe Capacity constraints. Background (cont). Concept of modern state in Cambodia… predatory purposes

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Cambodian Case study on PAR Bratislava Workshop 19-22 April 2004

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  1. Cambodian Case studyon PARBratislava Workshop19-22 April 2004 By Han Phoumin UNDP Cambodia

  2. Background • Twenty years of war: • Fragile governance • Severe Capacity constraints

  3. Background (cont) • Concept of modern state in Cambodia… • predatory purposes • lack of tradition for political accountability • Post UNTAC … heavy burden of coordination vs. massive distortions • Low remuneration

  4. PAR in Cambodia • Governance Action Plan (GAP) • National Program for Administrative Reform (NPAR) • UNDP approach from 1994 – 2003: • Strengthening the capacity of CAR Secretariat…for strategic Planning… • Facilitating the implementation of priority reform initiatives… • Support to the preparation of PMG (piloting successes)

  5. PAR in Cambodia • PAR is also decentralisation • Seila programme • key parameters of Seila’s success

  6. Lessons Learned • Lession #1: Strategic constituency building PAR’s failure due to the design, lack of consensus, weak understanding of the complex system. Vis a Vis CARERE/SEILA’s sucess

  7. Lessons Learned • Lession #2: PAR need to be flexible PAR’s failure to provide linkages/ coordination from one reform to anothers. All due to lack of ownership and guidance. SEILA’s success due to process planning and donors’ willing to take risk

  8. Lessons Learned • Lession #3: Need piloting and experiences PAR lack of technical competency as a convenor SEILA’s success built from piloting and experiences

  9. Lessons Learned • Lession #4: Need integration PAR and decentralization need to be integrated and harmonised. D&D must seen as one process, not two tiers govt.

  10. The next steps • Claim victory and move on • Change dual focus on PAR and decentralisation • Focus on service delivery improvement capturing both the central and decentral perspective • Pilot initiatives in civil service reforms (PMGs) • Civil society

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