Board of Directors

R278-09 21 December 2009

Technical Assistance for Greater Mekong Subregion Phnom Penh Plan for Development Management IV
The attached Report is circulated for the information of the Board. The President approved the technical assistance on 10 December 2009.

For Inquiries: A. Perdiguero, Southeast Asia Department (Ext. 6828) S. Sivaramakishnan, Office of the General Counsel (Ext. 5444)

Technical Assistance Report

Project Number: 43165-01 RegionalCapacity Development Technical Assistance (R-CDTA) December 2009

Greater Mekong Subregion Phnom Penh Plan for Development Management IV

The views expressed herein are those of the consultant and do not necessarily represent those of ADBs members, Board of Directors, Management, or staff, and may be preliminary in nature.

ABBREVIATIONS ADB GDD GMS Lao PDR LINK LRC PPP TA Asian Development Bank GMS development dialogue Greater Mekong Subregion Lao People's Democratic Republic Leaders Networking for Knowledge learning resource center Phnom Penh Plan technical assistance

TECHNICAL ASSISTANCE CLASSIFICATION Type Targeting classification Sector (subsector) Themes (subthemes) Regionalcapacity development technical assistance (R-CDTA ) General intervention Public sector management (public administration) Regional cooperation and integration (other regional public goods), capacity development (organizational development; client relations, network, and partnership development) National (low), regional (high)

Location impact

NOTE In this report, "$" refers to US dollars

Vice-President Director General Deputy Director General Team leader

C. Lawrence Greenwood, Jr., Operations 2 A. Thapan, Southeast Asia Department (SERD) T. Crouch, SERD A. Perdiguero, Senior Economist, SERD

In preparing any country program or strategy, financing any project, or by making any designation of reference to a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.

1 I. INTRODUCTION

1. The Phnom Penh Plan for Development Management (PPP) was established in response to demand for capacity building in development management for officials in Greater Mekong Subregion (GMS) countries. As a legacy of the first GMS summit in November 2002, it is a pioneering program to build civil servants capacity in public policy and development management and promote regional cooperation in the countries of the GMS. The PPP has received funding of $7.8 million since its inception in 2003.1 It is designed as a continuing project, with each phase building on the experiences and lessons of previous phases. 2. The GMS leadership continues to recognize the PPP as a leading and unique capacitydevelopment program making a significant contribution to knowledge generation and enhancing the skills of government officials and policy makers in the subregion. At the third GMS summit, in March 2008 in Vientiane, Lao People's Democratic Republic (Lao PDR), the GMS heads of state lauded the key role of PPP in building capacity in the subregion. Further, at the 15th GMS Ministerial Meeting in June 2009 in Hua Hin, Thailand, the GMS ministers articulated the need for additional support to allow the PPP to extend its reach and quality. GMS civil servants need continuing and longer-term support to strengthen their capacity for informed policy formulation and the enhanced design and management of development programs and projects. At the request of the GMS governments, a fourth phase of the PPP will be implemented. The design and monitoring framework of the capacity-development technical assistance (TA) is in Appendix 1. 2 The PPP is an integral component of the GMS human resource development strategic framework, specifically in the education subsector, and is in the action plan. It is in line with the strategic thrusts of the GMS regional cooperation strategy and program, specifically pillar 3 on addressing health and other social, economic, and capacity-building issues associated with subregional links. The TA is in the pipeline projects for nonlending products and services in ADB's regional cooperation operations business plan, 20092011.3 II. ISSUES

3. The GMS countries have limited capacity to maximize the benefits and mitigate economic, environmental, and social risks associated with subregional cooperation. The subregion needs a competent and skilled civil service to manage national and regional programs and to establish an appropriate policy environment for regional cooperation and integration. GMS civil servants need to acquire knowledge, develop skills, and imbibe shared vision and values for GMS cooperation to design and implement effective and efficient policies and strategies, as well as programs and projects promoting regional cooperation.
1

2 3

The PPP had three phases: (i) Asian Development Bank (ADB). 2002. Technical Assistance for the Greater Mekong Subregion Phnom Penh Plan for Development Management. Manila (TA 6056-REG, approved on 25 October, for $800,000 as a grant from ADBs Technical Assistance Special Fund with supplementary funding from the New Zealand Agency for International Development (NZAID) of $350,000). (ii) ADB. 2005. Technical Assistance for Greater Mekong Subregion Phnom Penh Plan for Development Management II. Manila (TA 6237REG, approved on 29 March, for $800,000 as a grant). Supplementary funding was provided by NZAID ($850,000), the Government of France through the Ministry of Foreign Affairs ($1,923,000), and the Peoples Republic of China Regional Cooperation and Poverty Reduction Fund ($500,000). (iii) ADB. 2007. Technical Assistance for Greater Mekong Subregion Phnom Penh Plan for Development Management III. Manila (TA 6407-REG, approved in August, for $1,000,000 as a grant. Supplementary funding provided by NZAID ($400,000), the Government of France through Agence Francaise De Developpement (about $900,000), the People's Republic of China Regional Cooperation and Poverty Reduction Fund ($500,000), and the Republic of Korea e-Asia and Knowledge Partnership Fund ($500,000). The TA first appeared in the business opportunities section of ADBs website on 16 November 2009. ADB. 2008. Regional Cooperation Operations Business Plan, 20092011. Manila.

2 4. A key development constraint on GMS cooperation is inadequate capacity in GMS governments to align and integrate national and subregional plans. Subregional integration requires leadership and development management capacity that are different from those required to meet national development goals. Developing GMS civil servants capacity 4 in leadership, public policy formulation and implementation, development management, and the integration of crosscutting areas and sector-specific development will enhance the meaningful and effective participation of GMS governments in regional cooperation initiatives. 5. As GMS countries face more complex challenges of economic development, the importance of harnessing knowledge for better-informed policy choices has become more critical. Increasingly, knowledge has become an important source of leverage in shaping effective and responsive policies. Recognizing this, the TA aims to promote more effective links among knowledge generation, acquisition, and dissemination and policy formulation. 6. Since its inception, the PPP has delivered 72 demand-based learning programs benefiting over 1,365 junior, midlevel, and senior GMS officials.5 A learning resource center (LRC) was established in the Asian Development Bank (ADB) Cambodia Resident Mission to promote GMS awareness and knowledge, and an LRC in the ADB Lao Resident Mission opened to the public in September 2009. A network of capacity building partners has been created to support learning program implementation. A GMS research program was launched in March 2009, and funding for research projects commenced in September 2009. Five issues of the Journal of Greater Mekong Subregion Development Studies have been released, a PPP website has been established, and eight volumes of the PPP newsletter, Mekong Leaders, have been issued. A PPP fellowship program has funded the participation of 31 mid-career GMS civil servants to executive development and leadership programs in international institutions. A short, high-impact course on environment and sustainable development for ministers and senior officials was conducted in June 2007. A GMS development dialogue (GDD) was conducted on energy security in September 2006, climate change in May 2008, food security in September 2008, labor migration in May 2009, and the strategic importance of corridor towns in developing GMS economic corridors in November 2009. An alumni program called Leaders Networking for Knowledge (LINK) has been established to provide opportunities for knowledge sharing, continuous networking, expanding professional contacts, and lifelong learning. 7. The TA builds on past experiences and lessons from the three previous phases. A PPP impact assessment completed in November 2008 reinforced the PPPs unique role in creating a new breed of GMS civil servants who will take the lead in pursuing regional cooperation. The findings of the assessment revealed that the PPP was effective in providing high-quality, customized learning programs for midlevel and senior officials and in implementing innovations in building capacity with a range of activities. Further, the management of the project was rated efficient and effective. The focus on developing the capacity of individuals who serve as innovators in their organizations was likewise considered a strength of the PPP. The impact assessment also cited issues and recommendations for improvement, concluding that the monitoring system needs to be significantly strengthened to be able to assess output, outcome, and impact results. It also recommended better integration of outputs and activities within the
4

For the purposes of the TA, "capacity" is an all-encompassing term that includes knowledge acquisition, skills development, networking, and developing shared vision and values for the GMS. It is not limited to capability, which connotes skills development. 5 Learning programs cover, leadership, human resources management, trade policy, regional cooperation and integration, health-care financing, e-governance, social protection, project design, public policy, public management, publicprivate partnerships, state reforms, education management, tourism management, labor markets, and crossborder infrastructure management, among other topics.

3 PPP. Other recommendations were to (i) develop a research program; (ii) involve PPP fellows and alumni in more activities; (iii) make better use of the website and other information technology platforms; (iv) expand the LRCs; (v) develop learning materials (e.g. case studies) contextualized to the GMS; and (vi) improve the institutional capacity of training institutions to deliver quality programs. These recommendations are reflected in PPP phase IV design. III. A. Impact and Outcome THE TECHNICAL ASSISTANCE

8. The TA will contribute to the design and implementation of effective and efficient strategies and projects to promote regional cooperation. Its intended outcome is for GMS civil servants to apply the acquired knowledge and skills set in the workplace. B. 9. Methodology and Key Activities Four outputs are envisaged for the TA with key activities as follows:

10. GMS government officials acquire knowledge and develop skills set. In phase IV, the PPP will continue organizing learning programs to provide GMS policy makers and managers with perspectives, tools, frameworks and key concepts on regional integration and leadership, core development sectors, development management, and crosscutting themes.6 These programs will target various echelons of the GMS civil service and aim to enhance their skills in developing and implementing functional and strategic development policies, programs, and projects. The programs will last 12 weeks and be designed using the PPPs proven methodologies of needs assessment, consultation on training needs with GMS governments, established selection criteria and screening processes, program evaluation and audit, quality control, and continuous review and improvement. Moreover, the programs will be offered through the network of PPP capacity-building institutional partners and a pool of experts and trainers. The PPP phase IV will continue to provide fellowship grants to outstanding PPP alumni for nondegree programs lasting 36 weeks at top-ranked international institutions. The selection of the fellows will use established procedures that include faculty prescreening based on exceptional performance in PPP learning programs, written applications, and final selection following a videoconference with an internal ADB selection committee. 11. Knowledge acquisition, dissemination, and networking on GMS cooperation improved. Short learning events will continue to be organized in the PPP phase IV to promote knowledge acquisition, dissemination, and networking. This will include GDDs, which will provide platforms for in-depth discussion of GMS issues to enhance capacity for policy analysis and decision making and identify areas of possible collaboration. The GDDs contribute to promoting a better understanding of the benefits and challenges of regional cooperation on issues that require collaborative action. These videoconferences will be attended by a multisector group of participants from government, the media, think tanks, academe, the private sector, and nongovernment and international organizations. In phase IV, PPP LINK alumni events will be organized in five GMS countries to facilitate learning, the exchange and sharing of knowledge, and the networking of PPP alumni and fellows.

The proposed topics for the learning programs in the PPP phase IV include leadership, governance, public policy and management, regional cooperation and integration, project management, tourism, trade, environment, energy, labor markets, crisis management, poverty reduction, and publicprivate partnerships.

4 12. Other activities to be implemented in the PPP phase IV include libraries expansion of collections, development of e-databases, and collaboration with other libraries and institutions in the LRCs in Cambodia and the Lao PDR. Both centers are housed in ADB resident missions and serve as one-stop information hubs on the GMS, Cambodia, and Lao PDR. They play critical roles in providing access to development information, stimulating thinking on development issues, and linking knowledge organizations and institutions. A new PPP LRC will be established in Viet Nam, where best practices will be replicated. The e-version of the Mekong Leaders PPP newsletterwhich features key PPP activities, capacity-building partners, interviews with fellows, and articles on GMS development issueswill be integrated into the PPP website and produced annually. The PPP website will be upgraded to improve its reach. 13. High-quality research on priority development issues accessible to GMS civil servants. The PPP research program launched in phase III will be continued in phase IV. The PPP research grants support applied and policy-oriented research that addresses pressing regional and national issues affecting regional cooperation and integration. 7 The research outputs will be conveyed to policy makers through various dissemination channels such as policy briefs and technical papers that will be discussed in GMS meetings and similar events. Under the research program guidelines, GMS institutions are encouraged to collaborate with one another in research projects to capture multiple country perspectives and broaden the applicability of research results, as well as to promote networking. The PPP phase IV will continue to fund research projects and implement new features in the research program such as research advising, capacity development, dissemination events, and fellowship grants. In the PPP phase IV, two volumes of the Journal for Greater Mekong Subregion Development Studies will be published. This peer-reviewed and multidisciplinary publication seeks to promote better understanding of GMS development issues and is directed at GMS planners, policy makers, academics, and researchers. To reach a wider audience, two electronic policy-based publications on the GMS will be produced. 14. An effective project management and performance monitoring system implemented. The PPP phase IV will include the performance monitoring and evaluation system effectively used in the first three phases as well as new systems. Performance monitoring and evaluation are mainly done through the steering committee, which meets regularly. The PPP also uses other mechanisms to monitor progress, assess performance, and ensure relevance, such as advisory board meetings, internal PPP management meetings, alumni consultations, discussions with capacity-building partners and teaching faculty, and dialogues with PPP focal persons in the GMS national secretariats and ADB resident missions. 15. Pre- and post-learning program questionnaires will be developed and administered to assess the effectiveness of learning programs and the knowledge acquired and skills developed by participating GMS civil servants. Questionnaires to evaluate PPP activities and gather feedback from participants in the GDDs, alumni attending LINK events, readers of the journal, and users of the LRCs, among others, will be developed and distributed and the results reported. Tracer studies will be conducted with participants and their supervisors on selected learning programs to assess how participating GMS civil servants apply their new knowledge and skills in the workplace. A comprehensive evaluation is proposed for 2011.

The indicative PPP research topics include trade and trade facilitation, labor mobility, labor migration management, investment, special border economic zones, food production systems and standards, development of tourism corridors, eco-tourism and community-based tourism, the development of rural renewable energy, and economic corridor development.

5 C. Cost and Financing

16. The TA is estimated to cost $1.4 million equivalent, which will be financed on a grant basis from ADBs Technical Assistance Special Fund (TASF-Others). Detailed cost estimates and the financing plan are in Appendix 2. As in previous phases, additional funding sources will be actively pursued. Supplemental financing will be used to expand the range and scope of activities under the PPP phase IV. D. Implementation Arrangements

17. ADB will be the executing agency for the TA. A steering committee chaired by the director general of the ADB Southeast Asia Department and composed of GMS national coordinators and representatives of participating donors will provide guidance for PPP activities and policy directions. Responsibility for the day-to-day management of the program will be with the PPP secretariat in the Southeast Asia Department at ADB headquarters. A PPP focal point in each GMS country, assigned by respective GMS national secretariats, and point persons in the ADB resident missions will provide logistical and administrative support to the PPP secretariat for the conduct of PPP activities. Learning programs will be conducted through the network of institutional partners. An advisory board will provide strategic direction and guidance on incorporating cutting-edge principles in development management. The board will meet annually and have at least four members who have distinguished themselves in various fields in the Asia and Pacific region and can contribute their knowledge to strengthening capacitydevelopment strategies in the region. 18. The TA will be implemented through individually recruited international and national consultants who will work under the supervision of ADB staff responsible for administering the TA. It is anticipated that 10 person-months of international consultancy and 120 person-months of national consultancy will be required for TA implementation. The learning programs will be delivered through both institutions and the direct hiring of resource persons who will serve as faculty for the learning programs. The consultants and resource persons will be engaged by ADB in accordance with ADBs Guidelines on the Use of Consultants (2007, as amended from time to time). The terms of reference for consultants are in Appendix 3. Disbursements under the TA will be done in accordance with the ADBs Technical Assistance Disbursement Handbook (January 2008, as amended from time to time). Although ADBs Technical Disbursement Handbook prohibits expenditures for cultural shows and tours, these form part of the learning programs and are integral in the TA. These will be included in the TA expenditures provided these are reasonable in amount and nature. 19. The TA will be implemented over 2 years commencing in March 2010 and ending in March 2012. Office equipment will be procured in accordance with ADB Procurement Guidelines (2007, as amended from time to time). On completion of the TA, all equipment will be retained by the PPP secretariat and used in follow-up programs. IV. THE PRESIDENT'S DECISION

20. The President, acting under the authority delegated by the Board, has approved the provision of technical assistance not exceeding the equivalent of $1,400,000 on a grant basis for the Greater Mekong Subregion Phnom Penh Plan for Development Management IV, and hereby reports this action to the Board.

Appendix 1

DESIGN AND MONITORING FRAMEWORK

Design Summary Impact Greater Mekong Subregion (GMS) governments design and implement effective and efficient strategies and projects to promote regional cooperation. Performance Targets/Indicators By 2015 five updated or new regional strategies for GMS agreed and implemented five regional projects implemented Government development reports Data Sources/Reporting Mechanisms Assumptions and Risks Assumption Regional cooperation is a priority on the development agenda of GMS governments. Risk Weak enabling environment in GMS countries for policy and strategy formulation and implementation Assumption Sustained political commitment, ownership, and support of GMS governments to the PPP Risk Systemic and institutional constraints and restrictive policies hamper GMS civil servants application of acquired knowledge and skills. Assumption Selection criteria effective and appropriate Risks GMS governments will not allow wellqualified civil servants to attend learning programs or participate in other activities citing duties. Institutional capacity to design and deliver GMS customized

Outcome GMS civil servants apply acquired knowledge and developed skills sets in the workplace

By 31 March 2012 Tracer studies 70% of GMS civil servants participating in the Phnom Penh Plan for Development Management (PPP) activities apply knowledge and skills set in the workplace. 50% of GMS civil servants participating in PPP activities involved in GMS-related strategies and projects Comprehensive evaluation report

Outputs 1. GMS government officials acquire knowledge and develop skills set

By 31 March 2012 80% of 150 participants in 7 learning programs achieve 75% passing scores in post test Pre- and post-program questionnaires Learning program evaluation reports (participant feedback, faculty and training team evaluation of learning program, etc.) Certificates of completion and records of institutions

Two PPP fellows complete nondegree programs.

Appendix 1

Design Summary

Performance Targets/Indicators

Data Sources/Reporting Mechanisms

Assumptions and Risks learning programs weak, affecting quality of learning programs

2. Knowledge acquisition, dissemination, and networking on GMS cooperation improved

GMS stakeholders in GMS development dialogue (GDD) agree on three policy recommendations on priority regional cooperation issues for the GDD GMS working groups consider and/or utilize at least two policy recommendations for the GDD 70% of PPP alumni attending Leaders Networking for Knowledge (LINK) events acquire knowledge and ideas on priority development issues. 30% of PPP alumni attending LINK events establish networks and professional contacts. 30% increase in number of users monthly (compared with 2009 baseline of 300 users per month) in both electronic and hard texts in the learning resource center (LRC) in Cambodia 200 users in LRCs in Lao Peoples Democratic Republic (PDR) and Viet Nam 10 institutions join library network annually for each LRC 50% increase in number of people (compared with 2009 baseline of 2,000) receiving PPP newsletter, Mekong Leaders, for wider dissemination 50% increase in number of visits to the PPP website (compared with 2009 baseline of 5,000)

Summary report of GDD with agreed policy recommendations

Summary report and proceedings of the GMS working groups

Assumptions GMS stakeholders attending GDD know the policy issues well and can propose relevant and appropriate policy recommendations Libraries and other information centers willing to network with the PPP LRCs Risks PPP alumni not motivated and unavailable to participate in LINK events and do not utilize the networks and professional contacts Targeted readers of Mekong Leaders and users of PPP website have limited access to internet

Post-LINK event questionnaire and evaluation form

Post-LINK event questionnaire

PPP LRCs statistical monitoring and monthly progress reports

PPP LRCs progress reports and library networks report

PPP Secretariat statistical reports

DER website visits monitoring statistics

Appendix 1

Design Summary

Performance Targets/Indicators 40% increase in the number of visits to the LRC websites

Data Sources/Reporting Mechanisms

Assumptions and Risks

3. High-quality research on priority GMS development issues accessible to GMS civil servants

Two research papers produced and published Two issues of the Journal for Greater Mekong Subregion Development Studies published (2,000 copies) and widely disseminated Two electronic policy-based publications produced

PPP research program status report

Risks Research capacity of GMS institutions weak, affecting the quality of research papers Paucity in GMS of high-quality journal articles in English

4. An effective project management and performance monitoring system implemented

Three policy and operational guidelines agreed with steering committee Three recommendations and strategic advice agreed with advisory board 100 PPP alumni successfully participate in tracer studies Three recommendations in evaluation adopted by PPP management for implementation

PPP steering committee and advisory board proceedings

Risk Alumni and their supervisors not willing to participate in the tracer studies or evaluation

Tracer studies reports

Comprehensive evaluation report

Activities with Milestones 1. GMS government officials acquire knowledge and develop skills set. 1.1. Recruit, screen, and select participants in 7 learning programs (March 2010 2012). 1.2. Design (including curriculum and learning materials development), implement, and evaluate 7 learning programs (March 20102012). 1.3. Capacity development workshops of partner institutions (August 2010) 1.4. Select and award grants for fellows to attend PPP programs (March September 2010 [batch 1] and JanuaryAugust 2011 [batch 2]). 2. Knowledge acquisition, dissemination, and networking on GMS cooperation improved 2.1. Design and implement GMS development dialogue (September 2010) 2.2. Design and implement top development management program (February June 2011). 2.3. Design and implement PPP LINK alumni events (March 2010February 2012) (once a year in five GMS countries). 2.4. Expand collections and institutional ties with other libraries, develop electronic database, and develop subregional website in the LRCs in Cambodia and Lao PDR (March 20102012). 2.5. Set up and launch a PPP LRC in Viet Nam (AugustOctober 2010). 2.6. Develop, produce, and disseminate electronic PPP newsletter, Mekong

Inputs ADB: $1,400,000 Consultants: $450,000 Equipment:$10,000 Training, Seminars and Conferences: $790,000 Survey, research projects, and research fellowships: $80,000 Miscellaneous Administration and Support Costs: $50,000

Appendix 1

Activities with Milestones Leaders, with one volume per year (JuneDecember 2010 [volume 10], JuneDecember 2011 [volume 11]). 2.7. Develop, update, and maintain website (March 20102012). 3. High-quality research on priority GMS development issues accessible to GMS civil servants 3.1. Call for proposals, screen and award grants to research institutions (March June 2010) 3.2. Research design finalization, workshops, guidance and mentoring of research teams by research advisors, data gathering, analysis of results, presentation of findings, and report preparation (July 2010September 2011) 3.3. Research dissemination events (NovemberDecember 2011) 3.4. Research fellowship grants (October 2011February 2012) 3.5. Develop (including sourcing articles, peer review, and editing) and produce Journal for Greater Mekong Subregion Development Studies (December 2010 [volume 6] and December 2011 [volume 7]). 3.6. Translate GMS articles in national language into English (March 20102012). 3.7. Develop, produce, and post electronic publication on website (December 2010 and December 2011). 4. An effective project management and performance monitoring system 4.1. Organize and implement steering committee meetings (November 2010 and November 2011). 4.2. Organize and implement advisory board meetings (December 2010 and December 2011). 4.3. Conduct tracer studies of selected learning programs and PPP activities (August 2010 and August 2011). 4.4. Conduct comprehensive evaluation (August 2011) 4.5. Gather feedback on PPP activities from participants in GDDs, learning programs, and alumni events; journal readers; and LRC users through questionnaires (March 20102012). Source: Asian Development Bank estimates.

Inputs Contingency: $20,000

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Appendix 2

COST ESTIMATES AND FINANCING PLAN ($'000) Total Financing

Item Asian Development Banka 1. Consultants a. Remuneration and per diem i. International consultants ii. National consultants b. International and local travel 2. Equipment 3. Training, seminars, and conferences a. Facilitators b. Training program 4. Surveysb 5. Miscellaneous administration and support costs 6. Contingencies Total
a b

100.00 200.00 150.00 10.00 190.00 600.00 80.00 50.00 20.00 1,400.00

Financed by the Asian Development Bank Technical Assistance Special Fund (TASF-Others). This includes research projects and research fellowship grants. Source: Asian Development Bank estimates.

Appendix 3

11

OUTLINE TERMS OF REFERENCE FOR CONSULTANTS A. Program Officer (national, 24 person-months)

1. The program officer (national consultant), under the supervision of Asian Development Bank (ADB) staff, will manage the day-to-day implementation and operations of the Phnom Penh Plan (PPP) for Development Management. The officer will have a strong background in program management and experience in development management and capacity building. The officer must have international work experience in designing, organizing, and implementing learning programs for civil servants and other capacity development. The program officer will undertake the following tasks: (i) Construct a work plan for the PPP in collaboration with the responsible ADB staff, including details of learning programs, participant levels, selection criteria, evaluation methods, and budgets. (ii) Undertake program management on technical matters: (a) assess learning programs and review feedback and evaluation from faculty, institutional partners, and participants; (b) perform further analyses of training needs; (c) explore webbased learning and distance learning possibilities; (d) prepare study materials; and (e) convert learning materials to electronic format. (iii) Assist with teaching and supervise logistics at selected learning programs. (iv) Work with teaching faculty and resource persons in the design and delivery of learning programs. (v) Network with training providers and establish guidelines for their operations. (vi) Monitor program implementation. (vii) Evaluate learning programs and capacity-building partners. (viii) Design and implement the PPP fellowship program. (ix) Develop the material for the PPP newsletter, Mekong Leaders, and oversee its production. (x) Conceptualize, organize, and implement PPP fellowship and alumni lifelong learning and networking program and their integration in PPP activities. (xi) Conceptualize, organize, and implement capacity-building workshops and training for PPP institutional partners. (xii) Assist in implementing the PPP research program. (xiii) Conceptualize, organize, and implement the top development management program. (xiv) Organize PPP steering committee meetings, including preparing the agenda, concept papers, background notes, and presentations. (xv) Organize advisory board meetings, including preparing the agenda, concept papers, background notes, and presentations. (xvi) Guide the development of PPP learning resource centers (LRCs) and supervise technical implementation. (xvii) Prepare and update PPP work plans and calendars. (xviii) Manage the PPP budget and assist in securing additional funding. (xix) Assist in conceptualizing, organizing, and implementing short learning events such as Greater Mekong Subregion (GMS) development dialogues. B. Program Analyst (national, 24 person-months)

2. The operations and program analyst (national consultant), under the supervision of the program officer, will assist in the day-to-day implementation and operation of the PPP. The analyst will have a strong background in operations and experience in implementing

12

Appendix 3

international training programs and other capacity development and will undertake the following tasks: (i) Assist in planning and implementing all PPP events, including learning programs, GMS development dialogues, the fellowship program, and top development management program, among others. (ii) Develop and regularly update the PPP alumni database, including preparing a detailed profile of participants in each learning program. (iii) Develop and maintain the PPP alumni electronic groups, including providing updated information on PPP activities to alumni. (iv) Regularly update the content of the PPP website and develop material for it. (v) Design and manage the PPP website. (vi) Prepare the layout and design of the PPP newsletters, banners, brochures, postcards, and other materials. (vii) Coordinate with capacity-building partners and staff of ADB resident missions in GMS countries regarding the administrative and logistical aspects of PPP learning programs. (viii) Assist the program officer in organizing the PPP steering committee and advisory board meetings. (ix) Assist the program officer in technical matters, including (a) assessing learning programs and reviewing feedback and evaluation from faculty and participants, (b) performing further training needs analyses, (c) exploring web-based learning and distance learning possibilities, (d) preparing study materials, and (e) converting learning materials to electronic format. (x) Coordinate with the PPP LRC coordinator(s) regarding technical aspects of the PPP LRCs. (xi) Assist the program officer in preparing and monitoring the PPP budget. (xii) Develop systems for PPP budget monitoring. (xiii) Coordinate with capacity-building partners and ADB resident missions for the preparation of financial reports, including reviewing the liquidation of cash advances. (xiv) Assist in the production and development of the PPP journal. (xv) Assist in administrative aspects of research program implementation. C. Learning Resource Center Administrator(s) and Information Coordinator(s) (three national, 24 person-months each)

3. The LRC administrator(s) and information coordinator(s) (national consultants), under the administrative supervision of the country directors of the Cambodia, Lao People's Democratic Republic (Lao PDR), and Viet Nam resident missions, and with technical guidance from the PPP secretariat, will handle the day-to-day operations of the PPP LRCs. They will have strong backgrounds in operations and experience in managing an information center and library. The PPP LRC administrator(s) and information coordinator(s) will undertake the following tasks. (i) Develop a work plan for PPP LRCs in consultation with the PPP secretariat and country directors. (ii) Manage the day-to-day operations of the PPP LRCs. (iii) Develop an operations manual for the PPP LRCs. (iv) Propose policies relevant to the day-to-day operations of the PPP LRCs. (v) Market the PPP to prospective users by fax, email, or letter and by organizing activities (e.g., orientation seminars for prospective users). (vi) Develop mechanisms to monitor the impact and reach of the PPP LRCs. (vii) Provide content for the PPP LRC websites.

Appendix 3

13

Prepare quarterly and annual reports to be submitted to the PPP secretariat and country directors on the profile of PPP LRC users and the status, usage, impact, and reach of PPP LRCs. (ix) Develop and implement systems for organizing PPP LRC collections and publications, including setting up systems for the reference library, databases, learning materials, and multimedia materials and cataloguing and shelving all PPP LRC publications and collections. (x) Recommend new resources to be acquired for PPP LRC collections, both hard texts and electronic files. (xi) Coordinate with responsible ADB headquarters staff regarding the acquisition of and access to ADB databases and other ADB products and services. (xii) Set up systems and/or mechanisms for accessing development information on the internet through computer workstations. (xiii) Set up systems to access ADB knowledge products and services. (xiv) Suggest new ways to improve PPP LRC use of up-to-date infrastructure technology. (xv) Monitor the orderliness and cleanliness of the PPP LRC office space. (xvi) Develop and administer a standard evaluation form or client feedback form as a way of monitoring customer feedback on using PPP LRCs. (xvii) Coordinate with the PPP secretariat and the GMS national secretariat in Cambodia, Lao PDR, and Viet Nam regarding administrative and logistical aspects of PPP learning programs and other activities. (xviii) Assist in implementing the GMS development dialogue and Leaders Networking for Knowledge alumni events and gatherings. (xix) Organize activities in the PPP LRCs (e.g., lectures, seminars, and workshops). (xx) Serve as the PPP alumni focal persons in Cambodia, Lao PDR, and Viet Nam. D. Capacity Building Specialist (international, 10 person-months on an intermittent basis)

(viii)

4. The capacity building specialist (international consultant) will have a strong background in education and public administration and extensive experience in public policy and public management. The specialist must have international work experience in designing and delivering executive programs for civil servants and in producing a journal and will undertake the following tasks: (i) Plan the concept of, produce, and develop the journal annually. (ii) Plan the concept of, produce, and develop an electronic non-journal publication annually. (iii) Source, collect, review, and screen articles. (iv) Coordinate journal editing, production, circulation, and distribution. (v) Regarding GMS development dialogues, (a) development work plans, concept, and design; (b) organize and implement them; and (c) prepare papers (e.g., concept and issues papers). (vi) Guide the implementation of the PPP research program.