Regional : Greater Mekong Subregion Phnom Penh Plan for Development Management Phase V

Public sector management / Public administration

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 capacities of civil servants and to promote regional cooperation in the GMS. PPP has received total funding of $10.95 million since its inception in 2003 for the first four phases. It is designed as a continuing project, with each phase building on the experiences and lessons of previous phases.

The PPP has had notable achievements. Learning programs provide GMS policy makers and managers with conceptual tools and frameworks on regional integration and leadership, core development sectors, development management and cross-cutting themes. These programs enhance their skills in developing and implementing functional and strategic development interventions. To date, 2,032 GMS civil servants have attended 103 PPP learning programs organized with 28 capacity development partners (within and outside the GMS). The PPP supports fellowships to prestigious universities and institutes. Graduates of these learning programs or the 47 fellows, now constitute the core of 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 promotes better understanding of GMS development issues have been published. The PPP Research Program has funded 4 multi-country research projects (female labor quality; contract farming; financial services in border areas; and cross-border economic zones) participated by 14 GMS institutions and produced 4 working papers, 4 policy briefs and a journal special issue. The PPP organized 7 GMS Development Dialogues (GDDs) attended by 500 participants from government, civil society, academe, private sector and media 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 in Cambodia and Lao PDR with about 10,000 users and organized 18 Leaders Networking for Knowledge (LINK) alumni events with 850 participants. A program management and performance monitoring and evaluation system set up to be more results oriented. A newsletter (Mekong Leaders) published and website established.

The TA builds on past experiences and lessons learned from previous phases. Several evaluation were conducted on the PPP including an evaluation study conducted by OED in 2008, the PPP Impact Assessment Study also in 2008 and TA completion reports for the first three phases. The major lessons learned 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 develop technical and financial sustainability; (v) more active roles of GMS institutions (both research and training), despite their weak capacities, for 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, thus the R-CDTA design include new key features: (i) customized regional cooperation learning programs; (ii) better targeting of participants; (iii) sustainability strategies such as Training of Trainers (TOT), learning materials development and new partnership modalities; (iv) South-south cooperation focusing on low income countries; and (v) tracer studies and comprehensive evaluation.

Majority (143, 78%) of the 184 respondents as of January 2015 to the tracer study applied what they learned from the PPP in their work place. They applied the following in their work: (i) knowledge on leadership and development management concepts and tools (109, 59%), in regional cooperation (95, 52%), in sector development (88, 49%) and new perspectives and trends in the public sector (87, 47%); and (ii) skills development in problem solving and analysis (127, 69%), strategic thinking (117, 64%), working in teams (111, 60%) and in leadership (103, 56%). Only 43 (23%) out of 184 had difficulty applying what they learned citing institutional constraints (14), no opportunities in the work place to apply (21) and limited funding as bosses did not support or allow (8).

A series of focus group discussions (FGDs) with alumni as part of the PPP tracer study was conducted in Phnom Penh, Hanoi, Vientiane, Bangkok and Nay Pyitaw from June to July 2013. FGDs were conducted to validate the survey responses and gather additional information on specific examples of applications of their training in the work place. FGDs in each GMS country yielded very positive results. During the FGDs, the PPP alumni provided specific examples of applications of their training in the work place such as design and implementation of national and regional strategies, systems improvement, services delivery, policy formulation and implementation, and project management. Through their involvement in the GMS Program, some of them have initiated efforts to ensure alignments and complementarities of national priorities with the GMS development agenda. They are involved in GMS working groups, GMS projects, and GMS coordination. Many participants responded that the PPP trainings contributed to their professional and personal development (e.g. raise awareness on new issues and topics, new perspectives, change mindsets and attitudes, skills development and application of new analytical tools learned).

1. GMS government officials acquire knowledge and develop skills set

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

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

4. Improved capacities of GMS institutions for sustainability

5. An effective project management and performance monitoring system

As of 13 March 2015, 405 GMS civil servants have attended 18 PPP learning programs organized in partnership with 10 capacity development partners. A GMS Development Dialogue on Social Security for Migrant Labor in the GMS was organized in December 2012 and attended by 90 representatives from government, the academe, private sector, civil society and development partners. The sixth and final issue of the Journal of Greater Mekong Subregion Development Studies was published in October 2014. Six (6) Leaders Networking for Knowledge (LINK) Alumni events, attended by 570 alumni, were organized in Phnom Penh (twice), Vientiane, Nay Pyi Taw and Hanoi to disseminate outputs of the PPP research projects, regional cooperation and integration, energy sector management, cross-border economic zones, and launch the PPP publication. The Learning Resource Center (LRC) in Phnom Penh continues to expand its products and services. It has established knowledge sharing and networking activities with 14 libraries and knowledge centers. The LRC collections in Lao PDR were donated to the National University of Laos where a GMS section was established in July 2014. A performance monitoring and evaluation system has been set up and a PPP tracer study is ongoing with 184 respondents as of January 2015. A series of country consultations was conducted in June 2013 to request guidance from the GMS governments and the PPP capacity development partners on the need for increased country ownership, financial sustainability and improved capacities GMS institutions for sustainability. The PPP Steering Committee was convened on 20 February 2014 to take stock of the program and agree on its remaining activities given resource constraints and the expected completion of PPP activities in March 2015. The Phnom Penh Plan for Development Management: A Retrospective publication which marked more than 10 years of the PPP's achievements in building the capacity

of the GMS civil service and in strengthening networks among government policy makers and planners for deepening economic integration was published in December 2014 and is a main deliverable at the GMS Summit held in Bangkok from 19-20 December 2014. Representatives from 24 GMS education and research institutions participated in a capacity development workshop organized from 9-11 March 2015 in Hanoi. PPP best practices and lessons in training design, development, and evaluation were discussed. The workshop provided a platform for knowledge sharing and networking among GMS institutions.

Stakeholder consultation and participation is done through the PPP's tested technical methodologies and in close coordination with properly functioning institutional mechanisms.

The PPP Steering Committee serves as the main mechanism for stakeholders participation and consultation. The GMS national coordinators, representatives of development partners and ADB who are members of the PPP steering committee conduct periodic review of the PPP to ensure its relevance and responsiveness to the needs of the GMS countries. The Steering Committee oversees the implementation of the PPP and provides strategic direction and technical guidance. The PPP learning programs are continually improved based on participant, capacity building partners and faculty/trainers feedback.

High level events in the GMS program such as the GMS summits, ministerial meetings and senior official meetings also serves as mechanisms for stakeholder consultations and assessment of the Plan. Moreover, other PPP activities such as alumni consultations, discussions with capacity building partners and teaching faculty, and dialogues with PPP focal persons in the GMS national secretariats also ensures stakeholder participation and consultations.