Abstract/Summary

Arising from ashes left by the Khmer Rouge regime, the School of Agriculture Prek Leap (SAPL), like many other government institutions, has relied heavily on foreign assistance for its development. Apart from material support, technical assistance (TA) has played a major role in building both individual and institutional capacity. There is no doubt that TA has brought tremendous improvements in instructors' capabilities, curricula, and institutional arrangements, however, this study found an obvious lack of cost-effectiveness if one considers the enormous amounts spent by TA projects.

Responsibility for the underachievement of TA appears to be attributable to both the donors and SAPL. On the donors' side, the sudden influx of projects introduced many ideas and objectives that were not owned by the School. Since SAPL was desperate for TA and funding, it was incapable of controlling the donors who planned projects as they saw fit and revealed nothing about their budgets. This led to a situation in which it might be asked who was actually running SAPL?

The study also found that the huge sums spent on TA would have yielded higher results had the managerial capacity been better developed and the right financial incentives been in place. Managerial capacity was not adequately developed because, with one exception, projects concentrated on developing instructional capacity and the curriculum, not the skills of SAPL management.

Regarding financial incentives, government salaries were so low, that most TA projects felt obliged to supplement counterparts' salaries in order to ensure that they devoted their time to the project and not to a second job. Although this approach suited donors' requirements, it did not benefit the School because the instructors whose salaries were not supplemented by donors, resented the supplements. Although the creation of a salary fund which pooled donors supplements improved matters somewhat, it is clear that many counterparts were engaged in TA projects primarily to earn the salary supplements and/or to learn skills that would enable them to get better jobs elsewhere.

The study found that there is a pressing need for strengthened management capacity at SAPL to prepare for the future when donors cease their assistance to the School. The biggest challenges lie in how to ensure high quality courses and instruction and also achieve financial sustainability. As long as government fails to pay adequate salaries, the School will continue to lose its best-trained staff to other employers. Also, as long as donors continue to plan projects independently and keep budgets and expenditures secret, the management of SAPL will not be in complete control of the School.

The study concluded that while TA is still badly needed at SAPL, and will be for some years to come, in order to develop management capacity, donors must collaborate with SAPL management in planning and administering projects and providing information about all aspects of projects, including their budgets and expenditures. Although the School could begin working towards financial sustainability by charging fees, this will only be possible if courses and instruction are of high quality.

DOI: https://doi.org/10.64202/wp.17.200012