Technical Assistance Report
Project Number: 43165-01
Regional–Capacity Development Technical Assistance (R-CDTA)
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 ADB’s
members, Board of Directors, Management, or staff, and may be preliminary in nature.
ADB – Asian Development Bank
GDD – GMS development dialogue
GMS – Greater Mekong Subregion
Lao PDR – Lao People's Democratic Republic
LINK – Leaders Networking for Knowledge
LRC – learning resource center
PPP – Phnom Penh Plan
TA – technical assistance
TECHNICAL ASSISTANCE CLASSIFICATION
Type – Regional–capacity development technical assistance (R-CDTA )
Targeting classification – General intervention
Sector (subsector) – Public sector management (public administration)
Themes (subthemes) – Regional cooperation and integration (other regional public
goods), capacity development (organizational development;
client relations, network, and partnership development)
Location impact – National (low), regional (high)
In this report, "$" refers to US dollars
Vice-President C. Lawrence Greenwood, Jr., Operations 2
Director General A. Thapan, Southeast Asia Department (SERD)
Deputy Director General T. Crouch, SERD
Team leader 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. 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 capacity-
development 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, 2009–2011.3
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.
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 ADB’s 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 6237-
REG, 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 People’s 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 ADB’s website on 16 November 2009.
ADB. 2008. Regional Cooperation Operations Business Plan, 2009−2011. Manila.
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 PPP’s 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
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.
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,
public–private partnerships, state reforms, education management, tourism management, labor markets, and cross-
border infrastructure management, among other topics.
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. THE TECHNICAL ASSISTANCE
A. Impact and Outcome
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. Methodology and Key Activities
9. 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 1–2 weeks and be designed using the PPP’s 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 3–6 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 public–private partnerships.
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 newsletter—which features key PPP activities, capacity-building partners,
interviews with fellows, and articles on GMS development issues—will 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
C. Cost and Financing
16. The TA is estimated to cost $1.4 million equivalent, which will be financed on a grant
basis from ADB’s 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 capacity-
development 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 ADB’s 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.
6 Appendix 1
DESIGN AND MONITORING FRAMEWORK
Design Performance Sources/Reporting Assumptions and
Summary Targets/Indicators Mechanisms Risks
Greater Mekong By 2015 Regional
Subregion (GMS) Government cooperation is a
governments five updated or new regional development reports priority on the
design and strategies for GMS agreed and development agenda
implement effective implemented of GMS
and efficient governments.
strategies and five regional projects
projects to promote implemented Risk
regional Weak enabling
cooperation. environment in GMS
countries for policy
Outcome By 31 March 2012 Assumption
GMS civil servants Tracer studies Sustained political
apply acquired 70% of GMS civil servants commitment,
knowledge and participating in the Phnom Penh Comprehensive ownership, and
developed skills Plan for Development evaluation report support of GMS
sets in the Management (PPP) activities governments to the
workplace apply knowledge and skills set in PPP
50% of GMS civil servants Systemic and
participating in PPP activities institutional
involved in GMS-related constraints and
strategies and projects restrictive policies
hamper GMS civil
knowledge and skills.
Outputs By 31 March 2012 Assumption
1. GMS Selection criteria
government 80% of 150 participants in 7 Pre- and post-program effective and
officials acquire learning programs achieve 75% questionnaires appropriate
knowledge and passing scores in post test
develop skills Learning program Risks
set evaluation reports GMS governments
Two PPP fellows complete (participant feedback, will not allow well-
nondegree programs. faculty and training qualified civil
team evaluation of servants to attend
learning program, etc.) learning programs or
participate in other
Certificates of activities citing
completion and records duties.
of institutions Institutional capacity
to design and deliver
Appendix 1 7
Design Performance Sources/Reporting Assumptions and
Summary Targets/Indicators Mechanisms Risks
quality of learning
2. Knowledge GMS stakeholders in GMS Summary report of Assumptions
acquisition, development dialogue (GDD) GDD with agreed GMS stakeholders
dissemination, agree on three policy policy attending GDD know
and networking recommendations on priority recommendations the policy issues well
on GMS regional cooperation issues for and can propose
cooperation the GDD relevant and
improved appropriate policy
GMS working groups consider Summary report and recommendations
and/or utilize at least two policy proceedings of the
recommendations for the GDD GMS working groups Libraries and other
70% of PPP alumni attending willing to network
Leaders Networking for Post-LINK event with the PPP LRCs
Knowledge (LINK) events questionnaire and
acquire knowledge and ideas on evaluation form Risks
priority development issues. PPP alumni not
30% of PPP alumni attending unavailable to
LINK events establish networks Post-LINK event participate in LINK
and professional contacts. questionnaire events and do not
utilize the networks
30% increase in number of users and professional
monthly (compared with 2009 PPP LRCs statistical contacts
baseline of 300 users per month) monitoring and monthly
in both electronic and hard texts progress reports Targeted readers of
in the learning resource center Mekong Leaders and
(LRC) in Cambodia users of PPP website
have limited access
200 users in LRCs in Lao to internet
People’s Democratic Republic
(PDR) and Viet Nam
10 institutions join library network
annually for each LRC PPP LRCs progress
reports and library
50% increase in number of networks report
people (compared with 2009
baseline of 2,000) receiving PPP
newsletter, Mekong Leaders, for PPP Secretariat
wider dissemination statistical reports
50% increase in number of visits
to the PPP website (compared DER website visits
with 2009 baseline of 5,000) monitoring statistics
8 Appendix 1
Design Performance Data
Summary Targets/Indicators Sources/Reporting Assumptions and
40% increase in the number of
visits to the LRC websites
3. High-quality Two research papers produced PPP research program Risks
research on and published status report Research capacity of
priority GMS GMS institutions
development Two issues of the Journal for weak, affecting the
issues Greater Mekong Subregion quality of research
accessible to Development Studies published papers
GMS civil (2,000 copies) and widely
servants disseminated Paucity in GMS of
Two electronic policy-based articles in English
4. An effective Three policy and operational PPP steering Risk
project guidelines agreed with steering committee and Alumni and their
management committee advisory board supervisors not
and proceedings willing to participate
performance Three recommendations and in the tracer studies
monitoring strategic advice agreed with or evaluation
system advisory board
100 PPP alumni successfully Tracer studies reports
participate in tracer studies
Three recommendations in Comprehensive
evaluation adopted by PPP evaluation report
management for implementation
Activities with Milestones Inputs
1. GMS government officials acquire knowledge and develop skills set.
1.1. Recruit, screen, and select participants in 7 learning programs (March 2010– ADB: $1,400,000
1.2. Design (including curriculum and learning materials development), Consultants:
implement, and evaluate 7 learning programs (March 2010–2012). $450,000
1.3. Capacity development workshops of partner institutions (August 2010)
1.4. Select and award grants for fellows to attend PPP programs (March– Equipment:$10,000
September 2010 [batch 1] and January–August 2011 [batch 2]).
2. Knowledge acquisition, dissemination, and networking on GMS cooperation and Conferences:
2.1. Design and implement GMS development dialogue (September 2010)
2.2. Design and implement top development management program (February– Survey, research
June 2011). projects, and
2.3. Design and implement PPP LINK alumni events (March 2010–February research fellowships:
2012) (once a year in five GMS countries). $80,000
2.4. Expand collections and institutional ties with other libraries, develop
electronic database, and develop subregional website in the LRCs in Miscellaneous
Cambodia and Lao PDR (March 2010–2012). Administration and
2.5. Set up and launch a PPP LRC in Viet Nam (August–October 2010). Support Costs:
2.6. Develop, produce, and disseminate electronic PPP newsletter, Mekong $50,000
Appendix 1 9
Activities with Milestones Inputs
Leaders, with one volume per year (June–December 2010 [volume 10],
June–December 2011 [volume 11]). Contingency:
2.7. Develop, update, and maintain website (March 2010–2012). $20,000
3. High-quality research on priority GMS development issues accessible to GMS
3.1. Call for proposals, screen and award grants to research institutions (March–
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 2010–September 2011)
3.3. Research dissemination events (November–December 2011)
3.4. Research fellowship grants (October 2011–February 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 2010–2012).
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
4.2. Organize and implement advisory board meetings (December 2010 and
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 2010–2012).
Source: Asian Development Bank estimates.
10 Appendix 2
COST ESTIMATES AND FINANCING PLAN
Asian Development Banka
a. Remuneration and per diem
i. International consultants 100.00
ii. National consultants 200.00
b. International and local travel 150.00
2. Equipment 10.00
3. Training, seminars, and conferences
a. Facilitators 190.00
b. Training program 600.00
4. Surveysb 80.00
5. Miscellaneous administration and support costs 50.00
6. Contingencies 20.00
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 web-
based 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
(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
(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
(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
(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
(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
(viii) Assist the program officer in organizing the PPP steering committee and advisory
(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
(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
(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
(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
(viii) 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
(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)
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
(i) Plan the concept of, produce, and develop the journal annually.
(ii) Plan the concept of, produce, and develop an electronic non-journal publication
(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.