The World Bank
ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF
(P178920)
Project Information Document (PID)
Appraisal Stage | Date Prepared/Updated: 06-Jun-2023 | Report No: PIDA34647
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The World Bank
ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
BASIC INFORMATION
OPS_TABLE_BASIC_DATA
A. Basic Project Data
Country Project ID Project Name Parent Project ID (if any)
Cambodia P178920 ENGAGING CITIZENS TO P172630
IMPROVE SERVICE
DELIVERY THROUGH
SOCIAL ACCOUNTABILITY
AF
Parent Project Name Region Estimated Appraisal Date Estimated Board Date
Engaging Citizens to Improve EAST ASIA AND PACIFIC 30-May-2023 20-Jun-2023
Service Delivery Through Social
Accountability
Practice Area (Lead) Financing Instrument Borrower(s) Implementing Agency
Social Sustainability and Inclusion Investment Project World Vision International World Vision International
Financing
Proposed Development Objective(s) Parent
To improve the quality and responsiveness of selected public services through more informed and engaged citizens.
Components
Component 1: Transparency and Access to Information
Component 2: Citizen Monitoring
Component 3: Implementation of Joint Accountability Action Plans
Component 5: Training and Capacity Development
Component 6: Civil Society Coordination and Support
PROJECT FINANCING DATA (US$, Millions)
SUMMARY -NewFin1
Total Project Cost 6.72
Total Financing 6.72
of which IBRD/IDA 0.00
Financing Gap 0.00
DETAILS -NewFinEnh1
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
Non-World Bank Group Financing
Counterpart Funding 0.72
Non-Government Organization (NGO) of Borrowing Country 0.72
Trust Funds 6.00
Miscellaneous 1 6.00
Environmental and Social Risk Classification
Low
Other Decision (as needed)
B. Introduction and Context
Country Context
1. Cambodia emerged in the mid-1990s from a devastating civil conflict as one of the world’s
poorest countries, with economic capacity and key infrastructure severely damaged, social cohesion
deeply compromised, a population traumatized, and social institutions in disarray. Distrust was
pervasive among communities, and between citizens and government. The subsequent two decades of
relative political stability and peace allowed Cambodia to start to rebuild social institutions, experience
robust economic growth and achieve significant poverty reduction. Over the period 1997-2017,
Cambodia’s economy grew at an annual average rate of 7.9 percent, largely driven by exports of goods
and tourism. Cambodia’s economy has been among the fastest-growing in the world, propelling the
country to achieve lower middle-income status in 2015.1 Growth remained strong in 2018 and 2019, at
7.5 percent and 7.1 percent, respectively.
2. The strong and sustained economic growth since the mid-1990s has significantly reduced
poverty. The percentage of Cambodians living under the national poverty line fell from 47.8 percent in
2007 to 17.8 percent in 2019. Almost two million Cambodians, many living in rural areas, have escaped
poverty. Living standards also improved, helping Cambodia to narrow urban-rural gaps. Housing
conditions improved with more durable dwellings, and the proportion of households with access to
electricity more than tripled from 26 percent in 2009 to 86 percent in 2019, with rural households seeing
a seven-fold increase. Access to improved water almost doubled from 44 percent to 74 percent, and
access to improved sanitation more than doubled from 35 percent to 83 percent. Increased ownership
of communication devices, transport assets, and household appliances are further evidence of rising
living standards.
1
Cambodia Poverty Assessment – Toward a More Inclusive and Resilient Cambodia, World Bank Group, November
2022.
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
3. The hard-won progress remains fragile, however, as many households that escaped poverty did
so by only a small margin, remaining highly vulnerable to shocks to income and/or consumption. In
2020, the global Covid-19 pandemic caused Cambodia’s main engines of growth to stall, and gross
domestic product (GDP) contracted for the first time in 25 years, by 3.1 percent. Cambodia’s key
merchandise exports contracted by 8.1 percent, and the tourism sector, which is estimated to have
contributed about 15 percent of pre-pandemic GDP, saw international arrival numbers dropping by 80
percent in 2020. In 2021, real GDP growth recovered modestly to a rate of 2.2 percent and is projected
to further recover to 4.5 percent in 2022 and 5.5 percent in 2023, but there are still serious pandemic-
related downside risks. The pandemic-induced economic contraction hit the poor and near-poor the
hardest, reversing some of the earlier poverty reduction progress and pushing many vulnerable
households back into poverty. The effects have been felt across the consumption distribution, but
particularly by the bottom 20 percent.2 As a result, both poverty rates and inequality have increased.
Sectoral and Institutional Context
4. Enhancing public sector capacity to deliver public services effectively and accountably is critical
to meeting the evolving needs of citizens and the private sector. The quality of governance is a challenge
in Cambodia, which scores considerably lower than other ASEAN countries according to the Worldwide
Governance Indicators.3 From 2011 to 2021, limited progress was made in the area of control of
corruption, while there has been a decline in the country’s ranking in voice and accountability. While
some progress has been made, the reported incidence of bribery (affecting 64.7 percent of reporting
firms in 2016) remains by far the highest among peer countries suggesting that governance issues have
a negative impact on both public sector services and the growing private sector. The capacity of public
institutions continues to be weak, impacting the key regulatory functions, civil service, and the efficiency
of public resource management. From 2010 to 2021, the marginal improvements in public perceptions
of government effectiveness have not kept up with improvements in other countries and Cambodia’s
ranking remained below the regional average in 2021, at the 36th percentile. Indicators of voice and
accountability have declined from 2011 to 2021, and Cambodia’s ranking has dropped from the 22th
percentile in 2011, to the 11th percentile in 2021.4
5. Since the early 2000s, the Royal Government of Cambodia (RGC) has pursued subnational
democratic development as a central plank for improved service delivery in Cambodia. To strengthen
access to, and the quality of public services, and to enable government to be more responsive to the
needs of citizens, the RGC began subnational governance reforms with the passage of the Law on
Management of Commune and Sangkat Administration in 2001, and direct elections of
commune/sangkat councils in 2002. The RGC’s Rectangular Strategy for Growth, Employment, Equity
and Efficiency (2004) featured decentralization and deconcentration as crucial to strengthening
governance. Building on the successful reforms at the commune/sangkat level, the RGC elaborated its
Strategic Framework on Decentralization and De-concentration Reform in 2005, which focused on
2
Idem.
3
https://info.worldbank.org/governance/wgi/
4
idem
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
reforms for the election of district, provincial, and commune councils, and the creation of unified
subnational administrations to support these councils. In 2008, RGC promulgated the Law on
Administrative Management of the Capital, Provinces, Municipalities, Districts and Khans to provide the
legal basis to extend subnational governance reforms to the capital and provincial level, and to the
district, municipal, and khan administration levels.
6. The nascent decentralization reforms require concerted measures to better equip subnational
administration with the capacity and resources to deliver quality local services in an efficient, inclusive,
transparent an accountable manner. To this end, the RGC has adopted a series of programs and
strategic plans over the past 13 years. The National Program for Subnational Democratic Development
(NPSNDD) 2010–2019 was adopted in 2010 to establish a “vibrant, democratically -elected and locally
accountable subnational governance system,�? supported by local budgets to empower councils and
effective citizen engagement in local decision-making. This Program was completed by the adoption in
2013 of the Strategic Plan on Social Accountability for Subnational Democratic Development, which
aimed to improve public service delivery and strengthen relations between the state and citizens, and
ultimately enhance local development and accountable and effective governance. In 2014, a related
Implementation Plan for the Social Accountability Framework (ISAF) covering the 2015-2018 period was
developed as a joint initiative by the National Committee for Subnational Democratic Development
(NCDD) and civil society organizations (CSOs) in Cambodia and was subsequently incorporated into the
NPSNDD’s second 3-year implementation plan (2015-2018).
7. A second phase of ISAF (ISAF II), covering the 2019-2023 period, was developed through a
consultative process involving government, development partners, and civil society, and launched in
2019. Lastly, the second phase of the NPSNDD (NP2), covering the period 2021-2030, was approved in
December 2021. NP2 focuses on social accountability under Component 2: Subnational Administration
(SNA) Structures and Systems, including through strengthening, revising and implementing the working
relationships and accountability of SNAs (Output 2.4). To achieve this, NP2 sets out four priority activities:
strengthening SNA’s relationship with and accountability to citizens, strengthening mechanisms to
provide information to citizens, making use of information technology to disseminate information to
citizens, and strengthening the mechanism for receiving requests and proposals from citizens. Figure 1
illustrates the three levels of SNA in Cambodia: (i) capital and provinces, (ii) districts, municipalities and
khans; and (iii) communes and sangkats.
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
8. Over the past 20 years, the World
Bank (WB) has been supporting the
development and strengthening of
institutions and processes of local
governance in Cambodia using a two-
pronged approach, working on both the
supply and the demand sides. On the
supply side of governance, the Rural
Investment and Local Governance Project,
originally approved in 2003 with Additional
Financing approved in 2007, provided
investment and technical support to the
budgetary and administrative framework of
the then newly created commune/sangkat
councils, including establishing and
promoting participatory processes, such as
participatory planning and information
sessions that allow citizens to engage in and
contribute to the development of the
Commune Investment Program (CIP). CIPs
are now the established annual process of
the RGC for developing commune/sangkat
budgets. The proposed operation will seek Figure 1. The three levels of subnational administration (SNA) in Cambodia
NOTES: * Indirectly elected by commune/sangkat councilors; ** Appointed by
to further strengthen the participatory the RGC; *** Directly elected by the people.
elements of CIP development, as described
below.
9. On the demand side of governance, the WB has financed interventions to enable civil society to
hold public officials accountable for the performance of their duties. In 2006, the WB provided trust-
funded support to the Program to Enhance Capacity in Social Accountability (PECSA) in Cambodia, which
introduced and tested social accountability approaches that had been successful in other Asian countries.
The program first organized social accountability schools and training programs that were available to a
range of government and nonstate actors. PECSA then provided small grants to allow nonstate actors to
test various social accountability tools, including village forums to share access to information; tools to
monitor service provision, such as Community Scorecards and citizen report cards; and programs that
allowed state and nonstate actors to implement development projects jointly. The approaches
introduced under PECSA were expanded under the WB–funded Demand for Good Governance Project
(DFGG) that was implemented from 2007 to 2011.
10. More recently, WB support to the RGC’s governance reforms has evolved into the systematic
inclusion of social accountability mechanisms in decision-making over public service delivery (supply
side), and in the monitoring of those same public services at the local level (demand side, i.e., the
parent project). Two ongoing projects supporting the supply and demand side, respectively, with a focus
on commune/sangkat administrative services, primary schools, and health centers. The proposed
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
additional financing will continue this trend by expanding WB support to a wider geographic area and a
wider range of public services, as outlined below.
11. Some of the key outcomes of the RGC’s governance reforms to date include (i) an increased
emphasis accorded to social accountability by policy makers, (ii) strengthened government-civil society
engagement, (iii) increased engagement between citizens and service providers at the local level, and
(iv) incremental improvements in service delivery. The inclusion of accountability of SNAs to citizens as
an expected output of NP2, and the related priority activities, is evidence of the importance accorded to
social accountability by policy makers at the central level. The recent mid-term review (MTR) for the two
ongoing WB-supported operations supporting ISAF, Integration of Social Accountability into National and
Subnational Systems (P173527, supply side) and Engaging Citizens to Improve Service Delivery Through
Social Accountability (P176230, demand side, the parent project), also collected substantial qualitative
evidence of government ownership of ISAF at the provincial, district and commune/sangkat levels,
including through financial commitments to finance the implementation of ISAF activities. In addition, a
new Sub-Decree is being prepared between the Ministry of Interior (MoI) and the Ministry of Economy
and Finance (MEF) will require the allocation of a certain percentage of communes’/sangkats’ budgets
for social activities.
12. The establishment of the ISAF Partnership Steering Committee (PSC) is one of the defining
features of ISAF, and a model for collaboration and coordination among and between supply- and
demand-side stakeholders. The PSC is composed of an equal number of government and civil society
stakeholders, and provides a platform for the RGC and CSOs to make decisions and ensure joint oversight
of the implementation of ISAF. The recent MTR also collected substantial anecdotal evidence of how the
provision of information to citizens is creating a new dynamic and having an energizing effect on
communities, encouraging citizens to provide feedback on the quality of services, facilitating dialogue
between citizens and service providers on service performance, and leading to improvements in services
as well as increased trust between citizens and service providers
13. Notwithstanding the considerable progress to date, the RGC faces several challenges in
implementing governance reforms. Sub-national administrations (SNAs) and civil society organizations
(i.e., both the supply and demand side of social accountability) still display limited knowledge of the
reforms and the social accountability processes being put in place. Importantly, citizens also still report
a limited knowledge of their rights and how to hold SNAs accountable for their actions. This is particularly
relevant among lower income, marginalized groups and vulnerable groups, which will be an important
focus of the proposed project.
14. The ongoing operations are financed by the Social Accountability and Service Delivery Multi-
Donor Trust Fund (SASD MDTF), which was established in 2019 with contributions from Switzerland
and Germany. Although the supply-side and demand-side projects are two parts of a whole, they are
financed through separate Recipient Executed Trust Fund (RETF) grants. This design enables the
respective implementing agencies to act independently when needed, as well as to collaborate and
partner on their own terms to achieve their shared objectives.
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
15. The Australia-WB Partnership for Promoting Inclusion, Sustainability and Equity in Cambodia
Single-Donor Trust Fund (SDTF, TF073629) will provide additional support to these efforts. In April
2021, the WB signed an Administrative Agreement with the Department of Foreign Affairs and Trade
(DFAT) of Australia that will provide inter alia supplementary trust-funded support to both supply- and
demand-side of social accountability activities. A total of US$10 million will be allocated to support the
follow-on operations to the supply-side and demand-side projects, which will be implemented from 2023
through the end of 2025. The proposed project would therefore provide additional financing (AF) to the
demand-side project Engaging Citizens to Improve Service Delivery Through Social Accountability
(P176230). A separate, complementary project to be implemented by the National Committee for
Subnational Democratic Development Secretariat (NCDDS) is being prepared as the second phase to the
ongoing Integration of Social Accountability into National and Subnational Systems (P173527).
Implementation of the supply-side and demand-side activities are and will continue to be closely
coordinated.
16. The project development objective (PDO) of the parent project is to improve the quality and
responsiveness of selected public services through more informed and engaged citizens. The Engaging
Citizens to Improve Service Delivert Through Social Accountbaility Project (P172630) covers 465 rural
communes and sangkats (urban communes) (i.e., 28.1 percent of the 1,652 communes and sangkats in
the country), six municipalities and 49 districts in 10 provinces, working with public administration
services at the commune/sangkat, municipal and district levels, as well as with primary schools and
health centers. The project has five components: Component 1 – Transparency and Access to
Information; Component 2 – Citizen Monitoring; Component 3 – Implementation of Joint Accountability
Action Plans (JAAPs); Component 4 – Training and Capacity Development; and Component 5 – Civil
Society Coordination and Support.
C. Proposed Development Objective(s)
Original PDO
To improve the quality and responsiveness of selected public services through more informed and engaged citizens.
Current PDO
There are no changes to the PDO.
Key Results
• Percentage of service providers covered by the project (e.g. primary schools, health centers, commune/sangkat
administrations) that are meeting key national standards.
• Percentage of JAAP activities (to improve service provision) completed or ongoing in target
communes/sangkats.
• Percentage of target communes/sangkats that have completed three full annual ISAF cycles.
• Percentage of graduated target communes/sangkats where a CAF network has been created and is operational.
D. Project Description
1. The proposed Additional Financing (AF) to the Engaging Citizens to Improve Servcie Delivery Through Social
Accountability Project will scale-up activities to enhance the impact of this well-performing project by expanding the
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
project area and extending the scope to additional service providers. In terms of service area coverage, the proposed AF
will continue to focus on commune/sangkat councils, health centers, and primary schools. In addition, it will also cover
ID Poor services5 provided by commune/sangkats, and selected services at district and municipality levels (i.e. One
Window services). The geographic coverage of the project will be expanded to reach 866 communes/sangkats, in 20
provinces, including the 465 communes/sangkats covered by the ongoing project and an additional 401
communes/sangkats. In three quarters of the communes/sangkats the AF will work with all the selected services for
project support, while in the remainder, it will support a limited number of selected services. The AF will thus extend
project coverage to most of the territory, as it will cover 80 percent of Cambodia’s 25 provinces, and over half of the
approximately 1,652 communes/sangkats.
2. The AF will follow the same project design, which consists of the following components:
3. Component 1: Transparency and Access to Information (US$2.51 million, of which US$1.01 million in AF). This
component aims to strengthen transparency and citizen access to, and demand for, public service performance
information, budget and expenditure data, including through the provision of sub-grants to local NGOs. The goals of the
component are to: (i) strengthen the supply and dissemination of relevant public service information (including financial
information), (ii) make the information more accessible to the public, and (iii) strengthen the capacity of citizens to
understand the information provided so that they may more actively and effectively participate in dialogue on service
providers’ performance and use of funds. Component 1 activities include the production, dissemination, and public
displaying of Information for Citizens (I4C) posters, and annual updates on budget, expenditures, and service performance
vis-à-vis service standards (i.e. post-ons). I4C posters may contain for example information on (a) citizens’ right to access
timely, effective, safe, professional, and equitable health/ education/ commune/sangkat services; (b) the types of services
provided by the health center/ school/ commune/sangkat, fees for each type of service or the fact that primary education
is provided free of charge; (c) the health center/ school / commune/sangkat’s service standards, including working hours
or the ratio of students per teacher, and the service providers’ communication channels; and (d) how citizens can
participate in improving the quality of the services. I4C posters also include information on how lower income citizens can
access the ID Poor support program, which provides cash assistance to the neediest.
4. Component 2: Citizen Monitoring (US$3.20 million, of which US1.51 million in AF). This component aims to
empower citizens to monitor and assess public services and propose actions for improvement using a Community
Scorecard methodology, including through the provision of subgrants to local NGOs. Community Accountability
Facilitators (CAFs), with the support of local NGO partners, will continue to undertake the groundwork for the citizen
monitoring process by identifying and mobilizing community participants and making logistical preparations for
assessment meetings. CAFs will then help to prepare and support separate assessment meetings with (i) the service
providers and (ii) the users of each service. Service providers (e.g. primary schools, health centers, commune/sangkat
administrations) assessments are called “self-assessment�? meetings. In both the service provider “self-assessment�? and
user assessment meetings (i.e. community scorecards), participants collectively generate and prioritize assessment
criteria, score each criterion, describe strengths and weaknesses, and identify priority actions for improvement. Following
these separate assessment meetings, users and providers for each service come together in an “interface meeting�? to
discuss the outcomes of their respective assessments and to collectively agree a set of priority actions for improvement
– distinguishing between those actions that they can implement themselves with available resources and those that will
require additional resources and/or action on the part of other (i.e. external or higher-level) actors. The set of priority
actions agreed between service providers and users are the Joint Accountability Action Plans, which will be prepared for
5
ID Poor is a government support program that provides cash assistance to the neediest.
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
each commune each year. Through the proposed AF, WVI will continue to train and support CAFs to organize and facilitate
the citizen monitoring process, including service provider self-assessment, user assessment, and interface meetings.
5. Component 3: Implementation of Joint Accountability Action Plans (US$0.67 million, of which US$0.18 million
in AF). This component aims to support communities, public service providers and subnational government officials to
take collective action to implement agreed Joint Accountability Action Plans (JAAPs), including through the provision of
sub-grants to local NGOs. In each target community, at the final interface meeting, a joint committee made up of local
officials, service providers, and community members is formed to support and monitor the implementation of the
resulting JAAP. The JAAP Committee prepares a detailed implementation plan for each priority action, mobilizes the
resources required, coordinates/supports the implementation of each action, monitors progress and reports publicly on
results twice yearly. The Committee also ensures that the JAAP is presented at the annual District Integration Workshop
and that JAAP actions are incorporated into Commune Investment Plans, health centers’ and primary schools’
improvement plans, as appropriate. While the primary responsibility for JAAP follow-up is through the JAAP Committee,
chaired by the Commune Chief, CAFs are also members of the JAAP Committee and may play an active role in helping to
organize and facilitate JAAP Committee meetings. CAFs will also enter JAAP action updates, or support Commune Chiefs
or clerks to update JAAP actions in the ISAF online database, as needed.
6. Component 4: Training and Capacity Development (US$3.99 million, of which US$2.19 million in AF). This
Component will support the training and certification of CAFs. For newly recruited CAFs, WVI will conduct a modular
training leading to a national- level certification based on certification processes applied by NGOs under ISAF Phase I.
Certification includes both theoretical and practical classroom activity as well as demonstrated capacity to implement all
ISAF CAF-led activities such as I4C and Community Scorecards. Refresher training will also be provided each year. The
component may also support the review and revision of the ISAF Demand-side Manual and Training Guidelines, and
associated forms and documents, as needed, incorporating lessons from the implementation of ISAF Phase II. It may also
support the development of additional demand-side guidelines, to be identified during implementation. Once such
documents are finalized, they will be printed and disseminated electronically, as needed.
7. Component 5: Civil Society Coordination and Support (US$3.09 million, of which US$1.11 million in AF and US$0.72
million from WVI). WVI will continue to ensure the implementation of project activities both through its own subnational
offices (where present) and through partnerships/subprojects with other NGOs where WVI does not have subnational
offices. The project will support the required administrative coordination costs, which includes subnational support staff
who play a role in liaising with “supply-side�? counterparts, in particular ISAF focal points and working groups at the
provincial and district levels. WVI will also continue to ensure coordinated civil society inputs into the joint (i.e.
government and civil society) national-level Partnership Steering Committee (PSC) by organizing meetings of interested
CSOs/NGOs and coordinating and communicating common messages. This component will also continue to include the
recruitment and management of CAFs and CAF leaders, as well as other project consultants, incremental NGO staff time
(i.e. financial management, procurement and communications support) and subproject agreements. The component will
also support monitoring, evaluation, results, and lessons learned documentation and dissemination, as well as the final
project evaluation. Fund may also be made available for learning events and small studies on selected topics.
.
Legal Operational Policies
Triggered?
No
Projects on International Waterways OP 7.50
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
No
Projects in Disputed Areas OP 7.60
Summary of Assessment of Environmental and Social Risks and Impacts
.
E. Implementation
Institutional and Implementation Arrangements
8. As with the parent project, WVI be the responsible implementing agency for the proposed AF. It will be
responsible for the management, coordination and implementation of the project in the specified provinces/districts,
including procurement, disbursement, and financial management. WVI will also sign subgrant agreements with local
NGOs to complement its own organizational capacity and district/area field offices to extend its reach for the
implementation of localized activities, within a group of provinces or districts. These local NGOs will primarily help to
recruit, train and support CAFs in their work. Once they have been sufficiently trained, CAFs are the main implementers
of ISAF activities on the ground. They conduct I4C outreach to communities, organize and facilitate Community
Scorecards, organize and facilitate interface meetings and JAAP preparation, and support JAAP Committees to do follow-
up. As the main implementing agency for demand-side ISAF activities, WVI will continue to work closely with NCDDS, the
lead agency on the supply-side. WVI will also continue to engage with the multi-stakeholder Partnership Steering
Committee (PSC), which is comprised of both government and civil society members. The PSC will continue to be a forum
for dialogue and coordination between government and civil society on ISAF implementation. At the provincial and
district levels, WVI and its local NGO partners will continue to coordinate closely with provincial and district ISAF Working
Groups and Focal Points, formed and assigned by provincial and district administrations with the support and guidance
of NCDDS. World Vision will also work closely with district level Ombudsman offices, as these units are responsible for
receiving and responding to citizen complaints and feedback about public service delivery. Communes/Sangkats Councils
will also continue to play a key role as the Chair of the respective JAAP Committee and the primary subnational authority
responsible for ensuring quality service delivery for their constituents.
.
CONTACT POINT
World Bank
Benjamin Burckhart
Senior Social Development Specialist
Borrower/Client/Recipient
World Vision International
Janes Imanuel Ginting
National Director for Cambodia and Laos
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ENGAGING CITIZENS TO IMPROVE SERVICE DELIVERY THROUGH SOCIAL ACCOUNTABILITY AF (P178920)
contact_cambodia@wvi.org
Implementing Agencies
World Vision International
Janes Imanuel Ginting
National Director for Cambodia and Laos
janes_ginting@wvi.org
FOR MORE INFORMATION CONTACT
The World Bank
1818 H Street, NW
Washington, D.C. 20433
Telephone: (202) 473-1000
Web: http://www.worldbank.org/projects
APPROVAL
Task Team Leader(s): Benjamin Burckhart
Approved By
Practice Manager/Manager:
Country Director: Mudita Chamroeun 06-Jun-2023
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