Technical Assistance Report Project Number: 46232-001 Regional Capacity Development Technical Assistance (R-CDTA) November 2012 Greater Mekong Subregion Phnom Penh Plan for Development Management V (Cofinanced by the Republic of Korea e-asia and Knowledge Partnership Fund) 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.
ABBREVIATIONS ADB Asian Development Bank GDD GMS development dialogue GMS Lao PDR LINK LRC PPP PRC TA TASF Greater Mekong Subregion Lao People s Democratic Republic Leaders Networking for Knowledge learning resource center Phnom Penh Plan for Development Management People s Republic of China technical assistance Technical Assistance Special Fund 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) Partnership Republic of Korea e-asia and Knowledge Partnership Fund NOTE In this report, $ refers to US dollars. Vice-President S. Groff, Operations 2 Director General K. Senga, Southeast Asia Department (SERD) Country Director C. Steffensen, Thailand Resident Mission, SERD Team leader A. Perdiguero, Principal Economist, Thailand Resident Mission, 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) is a capacity development program that supports knowledge products and services in the Greater Mekong Subregion (GMS). It is a pioneering program to build the capacities 1 of civil servants and to promote regional cooperation in the GMS. The PPP has received total funding of $10.95 million since its inception in 2003 2 for the first four phases. 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 premier and unique capacity development program making significant contributions. At the 17th GMS Ministerial Meeting in August 2011 in Phnom Penh, Cambodia, the GMS ministers articulated the need for additional support to be secured for the PPP to extend its reach and quality. The GMS heads of state at the Fourth GMS Summit in Nay Pyi Daw, Myanmar in December 2011 expressed great satisfaction and pride that the PPP has remained vibrant and continues to help build needed skills and capacities in the subregion, and that it has improved academic and research institutions. At the request of the GMS governments, a fifth phase of the PPP will be implemented. The design and monitoring framework of the capacity development technical assistance (TA) is in Appendix 1. 3 The PPP is an integral component of the GMS human resource development strategic framework, 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 capacity-building issues associated with subregional links. The TA is in the pipeline projects for nonlending products and services in the Asian Development Bank (ADB) regional cooperation operations business plan, 20122014. 4 II. ISSUES 3. The PPP has had notable achievements. Learning programs provided GMS civil servants with conceptual tools and frameworks on regional integration, leadership and development management. These programs enhanced their skills in developing and implementing strategic development interventions and have contributed to capacity development components of the GMS Economic Cooperation Program sectors development 1 For the purposes of the technical assistance (TA), capacities include knowledge acquisition, skills development, networking and developing shared vision and values for the GMS. It is not limited to capability which connotes skills development. 2 The PPP had four 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 [TASF] with supplementary funding from the New Zealand Agency for International Development [NZAID] of $350,000); (ii) ADB. 2005. Technical Assistance for the 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 (PRC) Regional Cooperation and Poverty Reduction Fund ($500,000); (iii) ADB. 2007. Technical Assistance for the 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 Française de Développement (about $900,000), the PRC Regional Cooperation and Poverty Reduction Fund ($500,000), and the Republic of Korea e-asia and Knowledge Partnership Fund ($500,000); and (iv) ADB. 2009. Technical Assistance for the Greater Mekong Subregion Phnom Penh Plan for Development Management IV. Manila (TA 7431-REG approved on 10 December 2009 for $1,400,000 as a grant); supplementary funding provided by the PRC Regional Cooperation and Poverty Reduction Fund ($500,000), the Republic of Korea e-asia and Knowledge Partnership Fund ($500,000), and ADB s Technical Assistance Special Fund (TASF-IV) ($750,000). 3 The TA first appeared in the business opportunities section of ADB s website on 8 September 2012. 4 ADB. 2011. Regional Cooperation Operations Business Plan, 2012 2014. Manila.
2 work. To date, 2,057 GMS civil servants have attended 104 PPP learning programs 5 organized with 28 capacity development partners (within and outside the GMS). The PPP has supported fellowships to prestigious universities. The 47 fellows now constitute the core development leaders who are making a difference in the GMS. Seven issues of the Journal of Greater Mekong Subregion Development Studies, a multidisciplinary peer-reviewed publication that promotes better understanding of GMS development issues, have been published. The PPP research program has funded four multicountry research projects (female labor quality, contract farming, financial services in border areas, and cross-border economic zones) in which 14 GMS institutions have participated producing four working papers, four policy briefs, and a journal special issue. The PPP organized seven GMS development dialogues (GDDs) 6 attended by 500 multi-stakeholder participants to provide a platform for in-depth discussion of subregional issues to enhance policy and decision-making capacities. The PPP also supports learning resource centers (LRCs) in Cambodia and the Lao People s Democratic Republic (Lao PDR) with about 10,000 users and it has organized 18 Leaders Networking for Knowledge alumni events with 850 participants. A program management and performance monitoring and evaluation system has been set up. A newsletter (Mekong Leaders) is regularly published and a website 7 has been established. 4. The TA builds on experience and lessons from previous phases. Evaluations conducted on the PPP include an evaluation study 8 by ADB s Operations Evaluation Department (2008), 9 a PPP impact assessment study (2008), 10 TA completion reports for the first three phases 11, and an independent assessment study to propose options for the future (July 2012) 12. Major lessons include the need for (i) selecting learning programs with more sharpened focus and customization that contribute to developing individual civil servants capacities to support GMS cooperation; (ii) better targeting of participants involved in GMS working groups, programs, and projects; (iii) follow-up and deepening programs, i.e., one-off programs unlikely to lead to sustainable workplace behavior; (iv) progressively developing technical and financial sustainability; (v) more active roles for GMS institutions (both research and training), despite their weak capacities, for the PPP to phase out and eventually assume a more facilitative and enabling role; (vi) developing a pool of GMS trainers and experts; (vii) GMS learning materials (e.g., case studies, manuals, and tool kits); (viii) better synergies and linkages of policy research with learning programs; and (ix) better indicators (baseline and targets) for more results-oriented capacity development. These lessons were taken into account and the TA design includes new key features: (i) customized regional cooperation learning programs; (ii) better targeting of 5 Learning programs cover leadership, human resources management, trade policy, regional cooperation and integration, health care financing, e-governance, social protection, project management, public policy, public management, publicprivate partnerships, state reforms, education management, tourism management, labor markets, cross-border infrastructure management, international negotiations, science, technology and innovation policy, trade facilitation and logistics development, and environment management among other topics. 6 GDDs on energy security, climate change, food security, labor migration, corridor towns development, GMS- Association of Southeast Asian Nations synergies and complementarities and on border and cross-border economic zones. 7 http://www.adb.org/countries/gms/sector-activities/hrd/phnom-penh-plan-development-management 8 ADB. 2008. Evaluation of Greater Mekong Subregion Program: Institutional Arrangements and Capacity Development Activities. Manila. 9 Now the Independent Evaluation Department. 10 L. Falvey. 2008. Enhancing the Impact of the Phnom Penh Plan for Development Management in the GMS. Manila. 11 The three reports are: (i) ADB.2011. Technical Assistance Completion Report: Greater Mekong Subregion Phnom Penh Plan for Development Management. Manila (TA6056-REG); (ii) ADB. 2011. Technical Assistance Completion Report: Greater Mekong Subregion Phnom Penh Plan for Development Management II. Manila (TA6237-REG); and (iii) ADB. 2012. Technical Assistance Completion Report: Greater Mekong Subregion Phnom Penh Plan for Development Management III. Manila (TA6407-REG). 12 W. Jamieson. 2012. Reflections on the Phnom Penh Plan for Development Management. Bangkok.
3 participants; (iii) sustainability strategies such as training of trainers, learning materials development, and new partnership modalities; (iv) increased cooperation focusing on lowincome countries; and (v) tracer studies and comprehensive evaluation. 5. By 2022, the GMS countries envision a more integrated, prosperous, and equitable subregion. Having achieved a harmonious relationship from 20022012 and cognizant of the differing levels of development, GMS countries have placed increasing importance on developing the capacities of the low-income countries of the GMS. The new decade of GMS cooperation requires deepened and more focused capacity development of GMS civil servants to prepare them for the challenges and complexities by 2022. This will involve the need to learn from the experiences of other Asian countries and develop their own capacity-building centers to improve the skills and knowledge of civil servants. 6. Capacity development is central to implementation of the new GMS strategic framework, 20122022, 13 which (i) involves a shift toward greater complexity resulting from second generation projects, and policy and institutional reforms related to software issues to complement infrastructure investments; (ii) calls for increased emphasis on knowledge generation and management; and (iii) entails linkages across different sectors and multisector priorities as well as selectivity and prioritization of focus. Capacity development of GMS civil servants will remain relevant and is an urgent need. The global and regional development landscapes require continuous and long-term capacity development interventions. The PPP has played a key role and it is expected to continue playing a critical role in providing capacity development interventions for successful implementation of the new GMS strategic framework. 7. The key development issues to be addressed by the PPP under this new phase are (i) the need to improve the capacities of GMS civil servants to design, implement, and evaluate multisector development interventions (strategies, policies, programs, and projects) and to effectively take advantage of the benefits and mitigate the risks of regional integration and cooperation; (ii) weak subregional institutional capacity development for sustainability; (iii) weak links between knowledge generation, acquisition, and policy and project formulation; (iv) the need to improve the research capacities of GMS institutions and research on GMS needs; and (v) the GMS countries (especially the low-income countries ) lack of human resources and institutional capacities to benefit from and contribute fully to subregional cooperation. Given uneven levels of development and varying experiences in regional cooperation, low-income countries could greatly benefit from the experience of GMS and other Asian middle-income countries, through knowledge and experience sharing. III. THE TECHNICAL ASSISTANCE A. Impact and Outcome 8. The expected impact of the TA is that it 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 acquired knowledge and skills set in the workplace. B. Methodology and Key Activities 9. Five outputs are envisaged for the TA, with the following key activities. 13 ADB. 2011. The Greater Mekong Subregion Economic Cooperation Program Strategic Framework, 20122022. Manila.
4 10. Output 1: GMS government officials acquire knowledge and develop skills set. Seven GMS learning programs of three types will be offered: (i) leadership and development management, (ii) sector-specific, and (iii) transboundary economic corridor development. These will be attended by 210 civil servants. The PPP will also continue offering deepening programs (i.e., previous alumni attend). Learning programs designed to help improve the capacities of GMS low-income countries will be offered. The PPP will continue implementing strict selection criteria (with new criteria) and admission standards in partnership with the GMS national secretariat. Significant efforts will be devoted to targeting the GMS national secretariat, GMS working groups, and executing agencies involved in GMS programs and projects. 11. Output 2: High-quality research on priority GMS development issues accessible to GMS civil servants. Activities will include four research projects and research papers, the publication of two issues of the Journal of Greater Mekong Subregion Development Studies, and four electronic policy-based publications. Better synergies and linkages between and among policy-oriented and action research with PPP activities (such as learning programs, GDDs, and alumni events) will be implemented to disseminate research results and develop capacities. The research program will build on experience and will promote (i) developing multicountry networks among GMS universities and research centers, (ii) developing the policy research capacities of local institutions, (iii) generating GMS-specific knowledge products, and (iv) improving understanding and linkages between policy makers and research institutions. 12. Output 3: Knowledge dissemination and networking on GMS cooperation improved. Activities to be implemented include (i) two GDDs; (ii) Leaders Networking for Knowledge alumni events organized in the six GMS countries; (iii) expansion of collections, development of electronic databases, and collaboration with other libraries and institutions in the LRCs in Cambodia and the Lao PDR; (iv) electronic PPP newsletter (Mekong Leaders) production; and (v) PPP website improvement. 13. Output 4: Improved capacities of GMS institutions for sustainability. Activities will include annual training of trainers; development of learning materials (such as case studies, manuals, and tool kits); and events among GMS and other Asian education and training centers to reinforce capacities, ownership, networks, and cross-country learning and experiences. Partnerships will be deepened with more Thai and People s Republic of China (PRC) capacity development partners. The pool of faculty and the resource persons from Asian developing countries will be increased. New modalities will be pursued with the goal of progressively devolving PPP functions to the GMS capacity development institutions. The PPP will work closely and more actively with the Mekong Institute for this purpose. 14. Output 5: Effective project management and performance monitoring system. Activities will include the organization of steering committee and advisory board meetings, tracer studies (select learning programs), evaluation and gathering of feedback on activities through questionnaires for improvement, and comprehensive independent evaluation. The PPP established an effective monitoring and evaluation system, which includes pre- and post-tests to measure results at the output level and evaluation questionnaires to measure the quality of inputs and activities. Efforts to develop baseline indicators and targets will be improved to be more results-oriented, including measurement of outcome through tracer studies. C. Cost and Financing 15. The TA is estimated to cost $1.25 million, of which $0.75 million will be financed on a grant basis by ADB s Technical Assistance Special Fund (TASF-IV) and $0.50 million by the
5 Republic of Korea e-asia and Knowledge Partnership Fund. The cost estimates and 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 phase V. D. Implementation Arrangements 16. ADB will be the executing agency for the TA. A steering committee, co-chaired by the country director of the Thailand Resident Mission and a GMS national coordinator (on a rotation basis), composed of GMS national coordinators and representatives of development partners, will provide guidance for PPP activities and policy directions. The PPP secretariat will be responsible for the day-to-day management of the program. A PPP focal point in each GMS country, assigned by the respective GMS national secretariats, and focal persons in the ADB resident missions will provide logistical and administrative support to the PPP secretariat for the conduct activities. Administration of the PPP LRCs previously handled by the PPP secretariat will be turned over to ADB s resident missions in Cambodia and the Lao PDR for sustainability and cost-effectiveness. The LRC collections in the Lao PDR will be donated to the National University of Laos, where a GMSPPP section will be established. Learning programs will be conducted through the network of institutional partners. An advisory board will provide strategic guidance. 17. 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 8 person-months of international consultancy (intermittent basis) and 54 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 its Guidelines on the Use of Consultants (2010, as amended from time to time). The terms of reference for consultants are in Appendix 3. Disbursements under the TA will be in accordance with ADB s Technical Assistance Disbursement Handbook (2010, as amended from time to time). Although ADB s Technical Assistance Disbursement Handbook prohibits expenditures for cultural shows and tours, these form part of the learning programs and are integral to the TA. These will be included in the TA expenditures provided they are reasonable in amount and nature. 18. The TA will be implemented over 18 months commencing in November 2012 and ending in April 2014. Office equipment will be procured in accordance with ADB s Procurement Guidelines (2010, as amended from time to time). On completion of the TA, all equipment will be turned over to the ADB Thailand Resident Mission. Fund utilization arrangements for the cofinancing will be on a front-loading basis. IV. THE PRESIDENT'S DECISION 19. The President, acting under the authority delegated by the Board, has approved (i) ADB administering a portion of technical assistance not exceeding the equivalent of $500,000 to be financed on a grant basis by the Republic of Korea e-asia and Knowledge Partnership Fund; and (ii) ADB providing the balance not exceeding the equivalent of $750,000 on a grant basis for the Greater Mekong Subregion Phnom Penh Plan for Development Management V, and hereby reports this action to the Board.
6 Appendix 1 DESIGN AND MONITORING FRAMEWORK Design Summary Impact GMS governments design and implement effective and efficient strategies and projects to promote subregional cooperation. Outcome GMS civil servants apply acquired knowledge and skill sets developed in their workplace. Outputs 1. GMS government officials acquire knowledge and develop skill set Performance Targets and Indicators with Baselines By 2020 Three new subregional strategies and five new projects for GMS agreed and implemented By 31 May 2014 70% of GMS civil servants participating in PPP activities apply knowledge and skill set in their workplace. By 30 April 2014 80% of 210 participants in seven learning programs achieve 75% passing rates/scores in post-test. Data Sources and Reporting Mechanisms Government development reports GMS secretariat and sector working group reports Tracer studies Results from the comprehensive evaluation report Pre and post test questionnaires Learning program evaluation reports (participants feedback, faculty and training team evaluation of learning program, etc.) Assumptions and Risks Assumption Regional cooperation is a priority in the development agenda of the GMS governments. Risk Enabling environment (at country levels) for policy and strategy formulation and implementation is weak. Assumption Civil servants have appropriate incentives to apply the knowledge and skills acquired. Risk Systemic and institutional constraints, and restrictive policies hamper application of acquired knowledge and skills of GMS civil servants. Assumption Selection criteria are effective and appropriate. Risk Institutional capacities to design and deliver GMS customized learning programs are weak and affect quality of learning programs. 2. High-quality research on priority GMS development issues accessible to GMS civil servants Four research papers produced and published Two issues of the Journal for Greater Mekong Subregion Development Studies published (2,000 copies and e-format) and widely disseminated Four electronic policy-based publications produced PPP research program status and evaluation reports Assumption Quality English language articles are available for journal. Risk Research capacities of GMS institutions are weak and affect the quality of research papers.
Appendix 1 7 Design Summary 3. Knowledge acquisition, dissemination, and networking on GMS cooperation improved Performance Targets and Indicators with Baselines GMS stakeholders in GDD agree on three policy recommendations for each of the two GDDs 70% of PPP alumni attending LINK events acquire new knowledge and ideas 30% increase in number of users monthly (2011 baseline: 500 users/month) in LRC in Cambodia 30% increase in number of people (2011 baseline: 2,000) receiving PPP e-newsletter 30% increase in number of visits in the PPP website (2011 baseline: 5,000) Data Sources and Reporting Mechanisms Summary report of GDD with agreed policy recommendations Post-LINK event questionnaire/ evaluation form PPP LRCs statistical monitoring and monthly progress reports PPP secretariat statistical reports PPP secretariat statistical reports Assumptions and Risks Assumptions GMS stakeholders attending GDDs know the policy issues well and can propose relevant and appropriate policy recommendations. Risks PPP alumni are not motivated and not available to participate in LINK events and do not utilize the networks and professional contacts. Targeted readers (Mekong Leaders) and users (PPP website) have limited access to the internet. Two TOT programs conducted PPP-TOT status and evaluation reports 4. Improved capacities of GMS institutions for sustainability 5. An effective project management and performance monitoring system 510 learning materials developed in the form of case studies and manuals Two knowledge events Three policy and operational guidelines agreed with steering committee 200 PPP alumni successfully participate in tracer studies Three recommendations in evaluation adopted by PPP management Learning program evaluation reports Post-knowledge event questionnaire/ evaluation form PPP steering committee and advisory board proceedings Tracer studies reports Comprehensive evaluation report Activities with Milestones 1. GMS government officials acquire knowledge and develop skill set 1.1. Recruit, screen, and select participants in seven learning programs (November 2012February 2014). 1.2. Design (includes curriculum and learning materials development) seven learning programs (November 2012January 2014). 1.3. Implement and evaluate seven learning programs (November 2012April 2014). Assumption GMS institutions have ownership and an institutional stake in the partnership agreement. Risk Core of qualified professors and potential trainers are not available. Risk Alumni and their supervisors are not willing to participate in the tracer studies and evaluation. Inputs ADB (Technical Assistance Special Funds-IV) $750,000 Items Amounts Consultants: $390,000
8 Appendix 1 Activities with Milestones 2. High-quality research on priority GMS development issues accessible to GMS civil servants 2.1. Call for proposals, screening, and awarding of grants to research institutions (December 2012March 2013). 2.2.Finalize research design, workshops, guidance, and mentoring of research teams by research advisors, data gathering, analysis of results, presentation of findings, and report preparations (April 2013January 2014). 2.3.Research dissemination events (FebruaryApril 2014). 2.4.Develop (includes sourcing of articles, peer review, and editing) and produce Journal for Greater Mekong Subregion Development Studies (December 2013 [volume 8] and April 2014 [volume 9]). 2.5. Translate GMS articles from national language to English (December 2012September 2013). 2.6. Develop, produce, and post electronic publication on website (January 2013 and January 2014). 3. Knowledge acquisition, dissemination, and networking on GMS cooperation improved 3.1. Design and implement two GDDs (December 2012 [GDD 8] and December 2013 [GDD 9]). 3.2. Design and implement PPP LINK alumni events (November 2012 March 2014) (once a year in six GMS countries). 3.3. Expand collections and institutional ties with other libraries, develop electronic database, develop subregional website in the LRCs in Cambodia and the Lao People s Democratic Republic (November 2012March 2014). 3.4. Develop, produce, and disseminate electronic PPP newsletter (Mekong Leaders) with one volume per year (December 2012 [volume 10] and December 2013 [volume 11]). 3.5. Develop, update, and maintain website development (November 2012 March 2014). 4. Improved capacities of GMS institutions for sustainability 4.1. Negotiate, consult, sign new partnership framework and agreement; and select core of professors and trainers (November 2012February 2013). 4.2. Design (includes curriculum and learning materials development), implement, and evaluate TOTs (March 2013January 2014). 4.3. Conduct capacity development workshops of partner institutions (October 2013). 4.4. Design, implement, and evaluate knowledge events (November 2012 March 2014). Inputs Equipment: $2,000 Training, seminars and conferences: $244,000 Research projects: $50,000 Miscellaneous administration and support costs: $54,000 Contingency: $10,000 Republic of Korea e-asia and Knowledge Partnership Fund: $500,000 Training, seminars, and conferences: $320,000 Research projects: $150,000 Miscellaneous administration and support costs: $30,000 5. Effective project management and performance monitoring system 5.1. Organize steering committee meetings (June 2013 and March 2014). 5.2. Organize and implement advisory board meetings (December 2012 and August 2013). 5.3. Conduct tracer studies of select learning programs and PPP activities (December 2012December 2013). 5.4. Gather feedback on PPP activities through questionnaires (November 2012March2014). 5.5 Conduct comprehensive independent evaluation (January 2014). ADB = Asian Development Bank, GDD = GMS development dialogue, GMS = Greater Mekong Subregion, LINK = Leaders Networking for Knowledge, LRC = learning resource center, PPP = Phnom Penh Plan, TOT = training of trainers. Source: Asian Development Bank.
Appendix 2 9 COST ESTIMATES AND FINANCING PLAN ($ 000) Total Item Cost A. Asian Development Bank a 1. Consultants a. Remuneration and per diem i. International 140.00 ii. National 205.00 b. International and local travel 45.00 2. Equipment b 2.00 3. Training, seminars, and conferences c a. Facilitators 60.00 b. Training program 184.00 4. Research projects 50.00 5. Miscellaneous administration and support costs d 54.00 6. Contingencies 10.00 Subtotal (A) 750.00 B. Republic of Korea e-asia and Knowledge Partnership Fund e 1. Training, seminars, and conferences a. Facilitators 100.00 b. Training program 220.00 2. Surveys and research projects 150.00 3. Miscellaneous administration and support costs 30.00 Subtotal (B) 500.00 Total 1,250.00 a Financed by the Asian Development Bank s Technical Assistance Special Fund (TASF IV). b Computers, printers, and photocopy machine. c Includes budget for learning programs, research workshops and dissemination events, training of trainers, alumni events, other knowledge events, and Greater Mekong Subregion development dialogues. d Includes budget for technical assistance administrative support, advisory board and steering committee meetings, publication-related expenses, and learning resource center acquisitions. e Administered by the Asian Development Bank. Source: Asian Development Bank estimates.
10 Appendix 3 OUTLINE TERMS OF REFERENCE FOR CONSULTANTS A. Program Officer (national, 18 person-months) 1. Under the supervision of the Asian Development Bank (ADB), the program officer will manage the day-to-day implementation and operation of the Phnom Penh Plan for Development Management (PPP). The officer will have a strong background in program management, and have experience in and exposure to development management and capacity building. The officer must have international work experience in the design, organization, and implementation of learning programs for civil servants and other capacity development-related activities. The officer will undertake the following tasks: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii) (xiii) (xiv) Construct an overall 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. Undertake program management on technical matters: (a) assess learning programs and review feedback and evaluation from faculty, institutional partners, and participants; (b) perform further training needs analyses; (c) explore webbased learning and distance learning possibilities; and, (d) study materials preparation. Assist with teaching and supervise logistics at selected learning programs. Work with teaching faculty and resource persons in the design, delivery, and evaluation of learning programs. Work with faculty, trainers, and resource persons (including representatives from select Greater Mekong Subregion [GMS] institutions) in learning materials development. Network with training providers and establish guidelines for their operations. Monitor program implementation. Evaluate learning programs and capacity building partners. Develop the material for the PPP newsletter (Mekong Leaders) and oversee its production. Conceptualize, organize, and implement capacity building workshops/training for the PPP institutional partners and the training of trainers. Assist in the implementation of the PPP research program and propose ways for better synergies and linkages between and among policy and action research, learning programs, and knowledge events. Conceptualize, organize, and implement the Leaders Networking for Knowledge (LINK) alumni events. Conceptualize, organize, and implement PPP steering committee meetings, including agenda, concept papers, background notes, and presentations. Conceptualize, organize, and implement advisory board meetings, including preparing the agenda, concept papers, background notes, and presentations. Prepare and update PPP work plans. (xv) (xvi) Manage the PPP budget and assist in securing additional funding. (xvii) Assist in the conceptualization, organization, and implementation of short learning events such as the GMS development dialogue (GDD) and research dissemination events.
Appendix 3 11 B. Operation and Program Analyst (national, 18 person-months) 2. Under the supervision of the program officer, the operation and program analyst will assist in the day-to-day implementation and operation of the PPP. The analyst will have a strong background in operation and have experience in the implementation of international training programs and other capacity development activities, and will undertake the following tasks: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) (xii) (xiii) (xiv) (xv) Assist in the planning and implementation of all PPP events, which include learning programs, research workshops and dissemination events, GDD, and LINK alumni events. Assist with teaching and supervise logistics at selected learning programs. Work with teaching faculty and resource persons in the design, delivery, and evaluation of learning programs. Prepare a detailed profile of participants in each learning program. Guide the development of PPP learning resource centers (LRCs) and technical implementation in coordination with ADB s resident missions in Cambodia and the Lao People s Democratic Republic. Update the contents and develop material for the PPP website on a regular basis. Design and manage the PPP website. Prepare the layout and design of the PPP newsletters, banners, brochures, postcards, and other materials. Coordinate with capacity building partners and staff of ADB resident missions in GMS countries regarding the administrative and logistical aspects of the PPP learning programs. Assist the program officer in organizing the PPP steering committee and advisory board meetings. 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. Develop and implement systems for PPP budget preparation and monitoring. Coordinate with capacity building partners and ADB s resident missions for the preparation of financial reports, which includes reviewing the liquidation of cash advances. Assist in the production and development of the PPP journal. Assist in the administrative and technical aspects of the research program implementation. C. Program Administrator and Coordinator (national, 18 person-months) 3. Under the supervision of the program officer and the operation and program analyst, the project administrator and coordinator will assist in the day-to-day implementation and operation of the PPP. The project administrator and coordinator will have a strong background in operation and have experience in the implementation of training programs and other capacity development activities, and will undertake the following tasks: (i) (ii) Assist in the planning and implementation of all PPP events, which include learning programs, GDD, and LINK alumni events. Develop and regularly update the PPP alumni database, including preparing a detailed profile of participants in each learning program.
12 Appendix 3 (iii) (iv) (v) (vi) (vii) (viii) (ix) (x) (xi) Develop and maintain the PPP alumni electronic groups, including providing updated information on PPP activities to alumni. Coordinate with capacity building partners and staff of ADB resident missions in GMS countries regarding the administrative and logistical aspects of the PPP learning programs. Coordinate with the GMS national secretariat on the recruitment and selection of participants. Prepare and disseminate letters, memos, and other relevant PPP documents. Facilitate the signing of all documents. Maintain the records and filing system for the PPP. Provide routine administrative and logistical support to the PPP secretariat. Assist the PPP operation and program analyst in monitoring the budget and setting up systems. Coordinate with the PPP LRC coordinator and focal person regarding administrative matters of the PPP LRCs. D. Capacity Building Specialists (international, 8 person-months, intermittent) 4. The capacity building specialists will have a strong background in education and public administration, and extensive experience in public policy and public management. The specialists must have international work experience in the design and delivery of executive programs for civil servants and in producing a journal, and will undertake the following tasks: (i) (ii) (iii) (iv) (v) (vi) (vii) Concept planning, production, and development of the journal annually. Concept planning, production, and development of an electronic non-journal publication annually. Sourcing, collecting, and reviewing and/or screening of articles. Coordinating editing and production processes, and circulation and distribution of the journal. Activities and the GDD, including (a) development of work plans and the concept and design, (b) organization and implementation, and (c) preparation of papers (e.g., concept and issues papers). Guide implementation of the PPP research program. Conduct comprehensive evaluation.