Proceedings of the Regional Workshop on Increasing ......Proceedings of the Regional Workshop on Increasing Stakeholder Participation Using ICT Asian Institute of Technology, Bangkok

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ASIAN DEVELOPMENT BANK INSTITUTE AND ECONOMIC AND SOCIAL COMMISSION FOR ASIA AND THE PACIFIC

Proceedings of the Regional Workshop on Increasing Stakeholder Participation Using ICT Asian Institute of Technology, Bangkok 19 – 24 July, 2004

UNITED NATIONS

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ST/ESCAP/?

UNITED NATIONS PUBLICATIONS

Copyright © United Nations 2004

ISBN: ?????

The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. The opinions, figures and estimates set forth in this publication are the responsibility of the author, and should not necessarily be considered as reflecting the views or carrying the endorsement of the United Nations. Mention of firm names and commercial products does not imply the endorsement of the United Nations.

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Acronyms and Abbreviations AIT Asian Institute of Technology ADB Asian Development Bank ADBI Asian Development Bank Institute FDI foreign direct investment FTP file transfer protocol G2B government-to-business G2C government-to-citizen G2G government-to-government GDP gross domestic product GNP gross national product HTTP hypertext transfer protocol IMF International Monetary Fund ISP Internet Service Provider IUCN International Union for the Conservation of Nature LAN Local Area Network LFA Logical Framework Analysis LGA Local Government Authority LGU local government unit MDG Millennium Development Goals NGO non-government organization ODA official development assistance PRA participatory rural appraisal PLA participatory learning and action PRC People’s Republic of China R&D research and development RNR renewable natural resource SME small and medium enterprise TOR terms of reference UNDP United Nations Development Programme ESCAP United Nations Economic and Social Commission for Asia and the Pacific WB World Bank

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Contents

Page

Preface................................................................................................................ iii Part One – Report of the Workshop................................................................

I. Organization of the Workshop..................................................... II. Proceedings of the Workshop......................................................

Part Two – Summary of Country Reports....................................................... Annexes…………………………………………………………………………

I. Meeting Agenda............................................................................. II. Opening Speeches.......................................................................... III. Closing Speeches........................................................................... IV. Project Proposals........................................................................... V. List of Participants.........................................................................

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PART ONE

Report of the Workshop

I. ORGANIZATION OF THE MEETING

A. Organization 1. The Workshop was organized by the Asian Development Bank Institute (ADBI), with the support of the Asian Development Bank (ADB), the Asian Institute of Technology (AIT), and the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP). The course was designed to train project designers, implementers, and operation managers in methods to optimize stakeholder participation in government policies, projects, and other development activities.

B. Objectives of the Workshop

2. Stakeholder participation is a vital ingredient for the success of development efforts. Individuals and communities affected by development activities should be involved in decision making from the design stage. Experiences show that projects that employ participatory approaches have a much higher rate of success, because stakeholders have ownership and control of the development process. Stakeholders include government officials at all levels, civil society representatives, private sector businesses, and citizens. 3. The participatory approach is a complex and long process, involving various agencies, rules and regulations, and engineering and technical aspects, etc. But the core of the participatory approach is people, particularly empowered people. By placing people at the centre, initiatives can be implemented smoothly and can be sustained for the benefit of the stakeholders. 4. This Workshop training assisted participants to review key concepts, approaches, and methods related to participatory project design, communications and evaluation; compare cases of project development and implementation with and without participatory approaches; and, to design solutions for project design based on the principles of participatory development. 5. The specific areas covered were:

1. Key concepts, approaches and methods related to participatory development with emphasis on employing modern information and communications technology.

2. Principles of participatory communications. 3. Tools and methods of participatory monitoring and evaluation. 4. Case studies in project design and implementation. 5. Design solutions for one’s own situation and needs.

6. In addition to this report, a CD-ROM has been prepared, including the various working papers, country plans and programmes, and other materials that were used as supporting documents by the Workshop participants.

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C. Opening of the Workshop

7. The Workshop was opened on the 19 July 2004 at the Asian Institute of Technology, Bangkok. In her welcoming remarks, Ms. Ja-Kyung Yoo, Chief, ICT Applications Section, UNESCAP said that multi-stakeholder participation had been recognized as a necessary element for sustainable development. In recognition of this, the United Nations had formulated the Millennium Development Goals (MDGs) to promote global partnership, especially with the private sector, for development. Further, she said there was no doubt that ICT could become a tool for socio-economic development. ICT could support, create and strengthen interactive and collaborative work among stakeholders through facilitating information flows between them and fostering coordination of national and local development efforts and overcome physical barriers to knowledge and information sharing. 8. In his opening remarks, Mr. Jeoung-Keun Lee, Senior Capacity Building Specialist, Asian Development Bank Institute (ADBI) welcomed participants to the Workshop. Mr. Lee drew attention to the importance of users experience and said whereas globalization and information and communications technology (ICT) held great potential for development, how best to use this technology was a question that had to be guided by the experience of users. He invited participants to share their experiences and learnings on participatory development and ICT over the coming days of the Workshop. By working together, he said the common goal of eradicating poverty and making development projects more successful could be achieved. Mr. Lee also said the use of ICT could assist in identifying community concerns. ICT could help to facilitate the communication process between communities and other stakeholders. In concluding, he said all this could only be achieved if poor or disadvantaged communities were empowered to help themselves.

D. Attendance 10. Participants from 17 countries in the region attended the workshop. Resource persons for the Workshop included experts from academic institutions, development agencies and donor agencies.

E. Election of Officers

11. The Workshop elected the following persons to serve as officers:

Chairperson: Ms. Helena Habulan (The Philippines) Vice-Chairperson: Mr. Syed Raza Abbas Shah (Pakistan)

II. PROCEEDINGS OF THE WORKSHOP

A. Key concepts and approaches of participatory development

12. ADB’s Social Development Specialist, Ms. Anne Sweetser gave the opening presentation of the Workshop on participatory development. She began by focusing on the importance of pursuing participation in development planning as a means to give voice to all stakeholders, to foster motivation, confer a sense of ownership, empower people, build trust and networks, improve coordination, enhance capacity through learning by experience, and sustain results. Ms. Sweetser said the essence of empowerment is knowing that you have the ability to change and make decisions together – together is the key. Connections between groups and individuals become more effective, and more diversity can be achieved in decision making if done together. The more people working together, the less chance there is of conflict developing and more chance of solving conflict. Results of projects are also better as a

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consequence of these social changes. If it can be maintained then IMPACT can be achieved, along with results-based management. 13. Ms. Sweetser gave a brief background to participatory development, which grew out of the disenchantment with the economic boom of the 1970’s. The boom saw economies grow, but very little benefit trickled down to poor or disadvantaged communities. As the development sector began to question why this was so, many economic development issues became apparent. For example, there were problems in the way surveys and rapid rural appraisals were conducted. As a result, new approaches to community development and planning were developed to ensure not just the voices of the rich and strong, but also the poor and underrepresented were heard. These included educational testing and learning theory. This theory held that adults learn by experience, therefore they need to be involved in their own learning rather than simply being taught. It was also realized it was important to observe how people see their world, this approach is known as the participant observation method. Designing and/or funding community support and extension programmes from afar does not work as successfully as talking directly to people themselves to get local perspectives and answers. 14. One approach that developed out of this shift was the participatory rural appraisal (PRA) used in rural farming communities. Public participation as a practice has evolved and now includes planning budgets, accountability, and participatory monitoring and evaluation. 15. The participatory planning process can not be undertaken successful without the identification first of the key stakeholders. Stakeholders are people or groups with an interest or stake in the project or activity. They are individuals, families, communities, and/or districts, and include women, children, the poor, government and international organizations. Having identified the stakeholders, it is then important to identify their potential input or role in the project. This can be done by establishing what they know about the subject, what skills they have, how much experience, what their relationships are with other groups and what their institutional capacities are – that is, are they effective, are they accountable, can they solve problems, resolve conflict, etc. 16. Having identified the stakeholders, the next stage is to determine at what level they should participation. Not everybody should participate at the same level. Participation can range from shallow involvement to deep:

1. Shallow - one-way, information sharing/dissemination. 2. Consultation - two-way communication but quite limited. Participants are given the

chance to react, but are not involved prior to decision making. Too much consultation can result in decision making fatigue and frustration.

3. Collaboration – this is the beginning of real participation, and it emphasizes joint decision making. The other two are pre-participation.

4. Deep – it is at this level that empowerment takes place, with decision making and control shared.

17. Examples

• UNDP project in Viet Nam: ADB assisted the UNDP to conduct a participatory study of poverty in Viet Nam. The study, which included quotes from the communities and participants, was published and has been widely used and disseminated by both the UNDP and the Vietnamese Government. Preparing the Report was no more difficult than preparing a more traditional desk report. It relied on simple information gathering through participatory practices.

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• Tajikistan Power Rehabilitation: This project used a two-step consultation process involving focus groups, town hall meetings, and encouragement of the involvement of citizens and community leaders. A national workshop was held with representatives from the first meetings attending, plus others. The project planners reviewed the points raised by the community and its representatives during these meetings, and developed strategies based on this information that were responsive to the people’s needs. 18. In planning a participatory process, Ms. Sweetser said the following points need to be considered: (i) what decisions need to be made; (ii) which stakeholders, what capacities and what commitment; (iii) what information is needed by stakeholders and where can it be gathered from, from whom and what method; and, (iv) what depth of participation is needed. It is also important to keep good records, ensure that information and commitments are followed through on, that planning is done ahead of time, and that there is balance in the process. There is no one model that fits all situations, contexts and stakeholders, therefore project planners have to be prepared to adjust their expectations. 19. In plenary following Ms. Sweetser’s presentation participants were given material on two ADB projects. The first paper detailed a Participatory Case on Small and Medium Enterprise Development. The second paper detailed a Participatory Study on a Country Reduction Programme. In each case she asked participants to consider the following three questions:

1. Who are the stakeholders? 2. What kind of participation, what depth of participation should they have? 3. Is there anything that can be done to make the cases more participatory?

The exercise served as an example of how to incorporated participation in programming. It encouraged the group to review the project activities in terms of stakeholders and outcomes and to think about processes which could help achieve both the project objectives and encourage increased stakeholder participation, particularly from poor or disadvantaged groups who are often not represented in the decision making process.

B. Principles of participatory communications

20. Ms. Anne Sweetser began her second presentation with a brief example of problem solving using information maps in a farming community in Africa. Ms. Sweetser broke the community’s response down into its various stages of problem solving. These stages included identifying problems/issues, stakeholders, institutional linkages and so on. These stages were presented via flow charts. Subsequent stages in the response formulation included preparing graphs showing what problems were prioritized and potential solutions. Ms. Sweetser’s example demonstrated that using visual problem solving methods can enhance communication and can be a good method of communication when working with project stakeholders in countries were literacy is low. 21. Ms. Sweetser’s main presentation was on participatory communications. In defining communication, she said there were many definitions. These included communication as (i) the transmission of information, ideas, attitudes or emotion from one person or group to another primarily through symbols; (ii) influence exerted by one system or source over another (the destination) by manipulating symbols transmitted over a connecting channel; (iii) social interaction through messages; or (iv) the process by which a source sends a message to a receiver by some means or channel to produce a response from the receiver in accordance with the intention of the source.

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22. The key elements of communication are the source, with a purpose, reason for engaging in communication; a receiver, someone at the other end, the target of the communication; and a message, something to transmit. Messages have three components, (i) the code - which may be in the English language, or may be any group of symbols (letters/sounds/words) that can be structured to form meaning; (ii) the content; and (iii) the treatment - any decisions the communication source makes in choosing what they are going to do. Other components of communication include the channel, the effects (outcome of communication or the response of the receiver) and feedback (communicators should listen, check reactions and responses of listeners). 23. Ms. Sweetser asked the Workshop to consider whether all participation was communicative and whether all communication was participative. She said her belief was that all participation was communicative, but all communication may not be participative. Depending on what was trying to be accomplished with ICT, Ms. Sweetser said participants must think a great deal about the above questions. To achieve optimal communication, ICT may have to be balanced with other options. For example, in non-literate communities, oral communication may have to be combined with visual ICT presentations. Further, Ms. Sweetser stated that 85 per cent of what we understand is visual, and only a small amount is conveyed via words, therefore gestures are extremely important in communicating. Map making, as demonstrated in her introduction, can also be a listening and learning tool. Information maps can be used for PRAs or participatory learning and action (PLA). In preparing a PRA or PLA the following key elements of communication are necessary:

• Source - people • Receiver - people and outsiders • Message -

o This is our situation o Our resources and problems o These are our options o These are our criteria o These are our priorities o These are the steps well take o External needs o Roles people will play o How we will pay for it o How we will manage it o The indicators of success o This is how we will monitor it

• Channel – interactive process, inclusive, shared process • Effect – potentially very empowering • Feedback

24. After establishing a participatory planning process, it should be followed by a participatory monitoring process. This is often referred to as the “keystone” in the arch. Participatory monitoring is extremely important in empowering the community to sustain the outcomes, by enabling them to become involved in the decision making. Participatory monitoring involves, (i) information sharing – reporting can be a powerful motivator; (ii) consultation – review meetings etc.; (iii) collaboration; and (iv) empowerment – if people are assessing themselves it can generate knowledge and encourage collective action. The process of monitoring can lead to new action and can change patterns of communications. 25. In the questions that followed after the presentation, Mr. Dahal (Nepal) said a shift towards increasing participation could be seen in governments, however, many governments appeared to only seek participation of local people to harmonize implementation, and were less interested in encouraging participation in monitoring and evaluation. He asked if there

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was a way governments could be convinced of the importance of participatory monitoring. Ms. Sweetser suggested local communities could use ICT to monitor government projects. By starting with a participatory planning process communities could become involved in the project design and implementation and could then conduct their own monitoring. Communities could then try to hold government agencies accountable by keeping them informed of the progress of the project.

C. Tools and Methods of Participatory Approach Using ICT

26. This presentation by Mr. R. L. Gonzales discussed the key elements in participatory approach. One key element of a participatory approach is the empowerment of the stakeholders in charting a development process. The outcome of such a process depends upon the quality and timeliness of the contribution of every collaborating stakeholder. Participatory project development processes need an effective information management scheme so as to provide information pooling, delivery and processing functionalities. In this type of process the following are needed:

• Central information pool • Information delivery system to and from stakeholders • Processing capacity in central information pool

To support such systems, ICT tools are needed for the end users, the stakeholders, for information communication, dissemination, storage and processing and for process planning and monitoring. As no single ICT tool or tool set is adequate for all the needed functionalities, selection of the required tools could be included in the project planning stage. 28. Among known ICT tools and facilities, the Internet and associated tools are recognized as suitable for information access and delivery. Under the Internet environment, a central information pool can be organized in a way that allows it to accessed by all, and information delivered to it by all. A combination of a web site and a web-enabled database, hosted by an Internet server and driven by a client/server database software tool, is suggested as a possible implementation of the central pool. Information can be loaded into and retrieved from the database by participating stakeholders through the web site. With the features built within the database software tool or using a separate software package or user-written programmes, information sets can also be extracted from the database for processing to determine and shape summary or aggregate values. 29. Application-specific software tools have capabilities for information organization and storage, for performing analysis, using methodologies used mainly in participatory approach and for the planning, monitoring and evaluation of participatory development projects. They also have features which enable them to interface with mainstream generic software tools. These Information Management and Processing Tools include database tools, which provide a structured way of organizing, storing and retrieving data, and data analysis tools. Data analysis tools include common statistical packages such as SPSS (Statistical Packages for the Social Sciences), and are useful for analyzing data related to participative processes, including participatory monitoring and evaluation data. 30. Mr. Gonzales encouraged participants to make the selection of ICT tools and methodologies part of the planning process. Using ICT mid-stream of the process was not so helpful. As there is no one tool that is applicable in all situations, planners need to conduct process planning and have selection guidelines for technology.

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D. Logical Framework Analysis in Participatory Planning

31. Logical Framework Analysis (LFA)1 was developed for USAID in 1960’s and has since been utilized by many donor organizations including the United Nations, the Danish International Development Agency (DANIDA), the German Agency for Technical Cooperation (GTZ) and the United Kingdom Department for International Development (DFID). It is an analytical tool for objectives-oriented project planning and management. Although it was not initially designed with participatory principles in mind, LFA can be enhanced to solicit inputs from the target stakeholders with excellent results. Since there are many LFA references and manuals available on the market, Mr. Brett Tan said the emphasis of his presentation would be on increasing the participation of the stakeholders through LFA application. 32. Mr. Tan listed the United Nations Millennium Development Goals (MDGs) and said they were an example of goal setting, as was the statement by John F. Kennedy in 1961 that, “Before the end of this decade America will land on the moon”. Leaders distinguish themselves by the ability to have objective goals. Statements such as those by the former American President or the United Nations demonstrate the need to focus on objectives and to set goals. Mr. Tan said, participatory planning starts with good objective formulation. 33. Using the example of bus safety in Bangkok and the goal of reducing accidents and increasing safety, Mr. Tan showed participants how to define problems/root causes, preconditions and impact. Mr. Tan put this analysis into a problem tree showing how each factor was linked and contributed to the others resulting in the end result of economic loss and loss of confidence in the public transport system. To make this activity participatory, stakeholders must be invited into the dialogue, to give comments and ideas on how to change the precondition; this can result in a better outcome. 34. Mr. Tan led the workshop through the stages of project development, emphasizing the importance of setting goals, then working back from this point in a participatory manner to formulate activities to achieve the goal.

1 LFA has appeared in several modified versions under different names, for example: ZOPP, Objective-Oriented Project Planning (OOPP), Project Cycle Management (PCM) and Outcome Mapping.

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The basic concept of LFA is that development projects induce changes whose ‘outputs’ are desired within the project environment. A development project does not exist in a social vacuum. Therefore, it is important that the desired future situation is described in such a way that it is possible to check at a later stage to what extent the project has been successful in relation to its ‘objectives’ and target groups. The objectives are instrumental to realizing the ‘goal’2. A development project is based on its ‘inputs’ of resources including time and budget through the implementation of certain ‘activities’ that will result in a number of ‘outputs’ which are expected to contribute to the desired ‘objectives’. Inputs, activities and outputs are considered basic elements of a project. They are not in themselves a measure of success or failure. The success of a project depends upon a number of factors that can be controlled by the project management, as well as upon a number of external ‘assumptions’. During planning and implementation it is extremely important to identify, monitor and analyze external assumptions, since they may cause the project to fail even if it is implemented as planned. In Logical Framework Analysis, a development project is seen as a causally linked sequence of events. 35. LFA provides an effective platform to facilitate inputs from the stakeholders during the planning phase. It also assists in the design of a monitoring and evaluation framework during the implementation phase. In addition, the stakeholders can jointly analyze the implementation risks or the project uncertainties through assessing the assumptions. In facilitating a project plan, it is important that stakeholders are given equal opportunity to express their views. A skillful facilitator is recommended to solicit the stakeholders’ inputs and compile them into LFA matrix.

2 In some conventions, ‘Development Objective’ is used synonymously with ‘Goal’; ‘Purpose’ with ‘objectives’, ‘Results’ with ‘Outputs’ and ‘Tasks’ with ‘Activities’.

P a s s e n g e r s a r eh u r t o r k i l l e d

I n s u f f i c i e n tM a i n t e n a n c e

V e h i c l e s a r et o o o l d

B a d c o n d i t i o no f R o a d s

D r i v e r s a r e n o tc a r e f u l e n o u g h

B a d c o n d i t i o no f V e h i c l e s

L o s s o fC o n f i d e n c e

F r e q u e n t B u sA c c i d e n t s

E c o n o m i cL o s s

P e o p l e a r r i v et o o l a t e

P R O B L E M T R E E A N A L Y S I S

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36. To encourage maximum participation, Mr. Tan said dialogue has been found to be one of the techniques that provided the best results. In dialogue3, stakeholders adhere to the ground rules known as ‘LARA’ in participating in the discussion:

• Listen attentively • Affirm what has been heard • Respond to the topic • Add value to the issue

In some cases where differences in opinions are problematic, basic listening skills may have to be developed prior to the introduction of dialogue. In conducting a dialogue session, it is important that the facilitator discourages any premature judgments passed by the stakeholders to other members in the group. It is also equally important that the stakeholders learn how to ‘suspend’ their emotional responses before proceeding to their inputs. A successful dialogue forum is essential to the formulation of a meaningful participatory plan. 37. To ensure successful facilitating participatory plans for rural development projects, community-based natural resource development projects, capacity strengthening projects and institutional strengthening projects, the following steps have been found to be important:

Step 1: Problem Tree Analysis – it is advisable to investigate the root causes of the problem through the problem tree analysis. Step 2: Formulation of Objective Statement – this is the most crucial step in the entire participatory planning process. Stakeholders should hypothesize what could be the most favourable state of affairs at the end of the project interventions. The more tangible the objective is, the easier it is to conceptualize the outputs and activities. Step 3: Outputs Formulation – based on the objective statement, the stakeholders discuss the preconditions necessary to achieve the objective. Step 4: Activity Breakdown – stakeholders brainstorm on the activity breakdown to achieve each output. Step 5: Validity Check – stakeholders are asked what other preconditions are needed to achieve the outputs, after having completed all the activities. These pre-conditions are put as assumptions for the outputs. At this stage a preliminary LFA is accomplished. Step 6: Check the Integrity of the LFA – final changes can be incorporated and collective consent from the participating stakeholders should be obtained. Step 7: Logic Diagram – the activities that contribute to the outputs can be compiled into an activity list. The activities are then chronologically arranged into a Logic Diagram. At this point other activities such as reporting and budgeting can be added. Step 8: Barchart – the Logic Diagram forms the basis of a Barchart. Once the activity durations are assigned, the start and finish dates of each activity can be determined.

38. The application of LFA to participatory project planning requires a thorough stakeholder identification and analysis. Once identified, a facilitator can be employed to brainstorm inputs from selected stakeholders. Problem Tree Analysis and Objective Tree Analysis are suggested as tools to explore the root causes and solutions of the problems. Stakeholders collectively formulate the project objective that states a preferable situation at the end of the interventions. From this objective statement, outputs and activities are broken down. At each step, indicators and means of verification are identified. Finally, the pre-conditions for realizing the outputs and objective are analyzed as assumptions. By this way, the complete LFA matrix becomes a product of the stakeholders’ collective effort. The list of activities can then be processed using the Logic Diagram technique to derive an implementation plan. 3 For more details on how to successfully hold a dialogue session, please consult Dialogue and the Art of Thinking Together; A pioneering approach to communicating in Business and in Life, William Isaacs, Doubleday, NY, 1999

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E. Logical Diagram and Bar Chart: MJ Watershed Management Project (Chiang Rai, Thailand)

39. In his second presentation, Mr. Tan based his discussion on a project he worked on in Chiang Rai, Thailand, to explain how to create a Problem Tree Analysis and the process of project formulation using a Logic Diagram. A Logic Diagram compiles the activities that contribute to the outputs into an activity list. The activities are then chronologically arranged. Once this has been done, and all activities and their durations identified, the project can be formulated into a Barchart (see below), which will show assigned durations and the start and finish dates of each activity. The role of a project manager was to manage the inputs - time, funds and resources – which enable the outputs. 40. Participants asked Mr. Tan to clarify terms relating to the LFA. He said indicators are an agreement between stakeholders as to on what basis the project will be judged. He also defined input and output. However, he cautioned participants from placing too much emphasis on specific terminology. No matter what terms are used, it is important to understand the underlying concepts (as above). Most important he said, is being aware of, and identifying assumptions. Without identifying these assumptions projects may fail to achieve their objectives.

F. Participatory Poverty Reduction Through Public-Private Sector Partnership

ID TaskN

1 I. A Participatory Natural Resource ManagementS t D l d2 1.1 Review process and strategy through PAR for organi

3 1.2 Implement PAR in watershed natural resourcet4 1.3 Provide training to community leaders and villagers

5 1.4 Develop media for conservation andh bilit ti i6 1.5 Establish demonstration farm emphasizing efficient s

7 1.6 Organize participatory land-usel i k h8 1.7 Build appropriate reservoirsd i9 1.8 Organize periodic water quality monitoring by

10 1.9 Construct fire prevention corridor byiti11 1.10 Organize tree planting sessions for

bi di it12 II. Community Organization NetworkSt th d13 2.1 Survey community

i ti d t14 2.2 Organize community meeting to providej t i t ti15 2.3 Elect community

itt16 2.4 Develop trainingi l17 2.5 Organize study tours/field trips concerning natural

t18 2.6 Publish and distribute medium tot ki19 2.7 Organize meetings and seminars for

t ki20 2.8 Organize training, study tour/ field trips to create21 2.9 Evaluate community

t th i22 III. Awareness of the local population in watershedti i d23 3.1 Organize study

t /fi ld t i24 3.2 Organize publicti25 3.3 Organize

E i t C26 3.4 Compile local indegenousk l d27 3.5 Organize and promote local rituals

d ti28 3.6 Develop locali l29 3.7

E l ti

-1 1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526272829303132333435Year -1

Year1

Year2

Year3

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41. This presentation was made by Mr. Mukherjee. He began by asking the Workshop to name the major stakeholders in public-private partnerships. Suggestions included the government sector, the private sector, donors, communities, NGOs and civil society organizations, media, and UNESCAP and other technical agencies. Poverty was defined as a lack of access to basic services - education, health, water, housing, food etc. There are many alternative methods of providing basic services/needs. These include:

1. State provides the services directly – however, in many developing countries governments do not have the financial resources to do this.

2. Services contracted out to private sector, NGOs, public sector. 3. Government sells ‘concessions’ to private sector – in water, transport, electricity. 4. Responsible for financing, provision, and regulation is transferred to lower tiers of

government. 5. Transfer responsibility to civil groups (El Salvador's Community-Managed School

Programme). 6. Transfer resources and responsibility to the household. 7. Public-private community partnership - this method is the most controversial.

42. There are key relationships of power in the provision of services. They include relationships between the state, providers and citizens. In most situations if people don’t get the services they want, they raise their concerns with the State during elections. The State then raises these concerns with its contractors and attempts to ascertain why services are not being provided in the agreed manner. This route can be long and time consuming. The shortcut is to form a coalition of these stakeholders. These coalitions or partnerships can take many forms – passive partnership, partnership for material incentives, functional partnership, interactive partnership, partnership by self-mobilization, partnership by contribution and so on. Partnership is a system, one in which all stakeholders must have a common purpose. It must have parts/boundaries/conditions. There must be rules of the game and all partnerships must respect the rules. If one partner breaks the rules the partnership is broken. A system has:

• Purpose – expected results/impacts • Parts – stakeholders • Rules – roles and incentives • Rules acted upon – by the stakeholders

43. A video entitled, ‘The Power of Partnership’ was screened at the conclusion of the presentation. The video gave the history of the Five P’s Project (Pro-Poor Public and Private Partnership) which emerged out of the Johannesburg World Summit on Sustainable

Hold meetingwith upland/

lowlandrepresentatives

& otherstakeholders

Train on forestfire prevention& management

Train herbalmedicine

treatment &production

Train organicfertilizer andinsecticide

Train foodprocessingtechniques

Train volunteerson WaterQuality

Monitoring

Organize summerenvironmentalconservation

camp

Train villageyouths on

Indigenousknowledge system

Requestbudget &

equipmentfor firecontrol

Designateforest fire

bufferzone

Compile MJwater

resourcedevelopment master

plan

Enforce &ExecutePlans &

Regulations

Formulate&

publicizeby-laws

Authorizecommunities

to manageand controlforest fire.

Mark thedesignated

zones

Designatezoning

Holdpublic

meetingsto resolveproblems

Surveyproblem

spots

Survey &compile MJWatershed

detailed map

Designorganization

Structure

EstablishForestFire &Illegal

LoggingCenterEstablish MJ

WatershedManagementCommittee

Holdvillagepublic

meeting

LOGIC DIAGRAM (MJ Watershed Management Project)

Organizetree

plantingalongriver

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Development (WSSD). The video documented the way in which public-private partnership has benefited disadvantaged communities in the Asia Pacific region. Mr. Mukherjee finished with a group activity designed to assist participants to understand the link between stakeholders and their incentives and project sustainability and the goals of the project.

G. Stakeholder Participation in Micro-Level Planning for Social Development:

A Case Study

44. In his follow-on presentation, Mr. Mukherjee led the workshop in a discussion of stakeholder participation. Key elements of stakeholder participation are behaviour and attitudes. 45. Empowering behaviour is:

• Moving away from dominance • Abandoning ‘holding the stick’ – exercising authority • Eschewing wagging the finger – arrogance • Self-aware and self-critical • Abandoning the search for a blue-print • Not lecturing

To demonstrate the above, he displayed a series of pictures which each represented a form of disempowering behaviour. The intent of the first series of images was to demonstrate how subtle dominance could be. Mr. Mukherjee emphasized that it was important for governments or donors wanting to work in partnership with poor or disadvantaged communities not to use dominant behaviour, instead they should have empowering attitudes. 46. Empowering attitudes are:

• Accepting that ‘they know’ • Embracing errors – ‘fall forward’ • Respecting diversity • Listening and observing • Sitting, listening, observing and learning • Improvising inventing and adapting • Using your best judgment at all times

Mr. Mukherjee said listening, not just hearing, was an important part of participartory planning. The mind has four parts, the senses, analysis, judgment and reaction. To increase listening, reaction and judgment must be curtailed and senses and analysis used more. 47. To ensure participation is effective, a shift is needed from closed to open systems, from individual decision making to group decision making, from verbal to visual communication, from measuring to comparing, lecturing to learning and from non-use of local knowledge to valuing local knowledge. Therefore, in building stakeholder partnership it is important to understand the roles of all participants, and be aware of the manner in which dominant behaviour can be disempowering for both participants and the process. 48. Having identified challenges to participatory planning as a result of negative attitudes and behaviours, Mr. Mukherjee concluded his presentation by discussing how ICT can be used to achieve a more participatory approach. One way is that it can empower participants - knowledge is power and ICT is knowledge. ICT is divided between service providers and service users, with the service provider more dominant. However, competition is making service providers become more client-oriented. The second way ICT can assist a more participatory approach is through information dissemination. It is important not just to have the knowledge, but to know where the knowledge is. ICT hasn’t yet reached rural people. It

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must be made available to all groups. This can be achieved through the provision of Internet kiosks. There are many places that provide public Internet access at cafes and kiosks, libraries etc., these sites are often a good example of private-public partnership. ICT can also play a role in record management and provision. Mr. Shah (Pakistan) reported on a project in his country in which the Government is assisting lawyers in rural areas by providing them with computers and Internet access to enable them to access legal papers, information and data via the Internet.

H. Evaluation Findings from Special Evaluation Studies and

Selected Individual Project Performance Audit Reports 49. Participatory Development is a process through which stakeholders influence and share control over development initiatives, and the data and resources that affect them. Participation is a vital ingredient for development success; projects employing participatory approaches have higher success rates. Mr. Graham Walter gave a brief outline of what his office, the Operations Evaluation Division 1 (OED) of ADB, evaluated and how and why. He also presented the main findings of a report prepared by his office on participatory processes in natural resources and social infrastructure projects. Mr. Walter said the study, the first by OED, was begun in 1998 and published in 2000. The report found that participatory evaluation not only enhances the sense of ownership and commitment of governments and stakeholders, and improves project quality, effectiveness and sustainability, it is also particularly effective in giving a voice to the poor and disadvantaged. 50. Based on projects studied in the Philippines, Bangladesh, Sri Lanka, the main findings of the report were:

• Aspects of project identification and preparation, particularly where commitment and ownership by stakeholders was less intense, was not always participatory

• Identification of stakeholders at project formulation stage by national government agencies, often left out many local stakeholders

• Insufficient importance was given in TORs to analysis of stakeholders’ capacity to participate effectively

• NGOs were often used at implementation stage but not in design • LGUs were key stakeholders, but involvement was variable due to recurrent staff

changes during implementation • Implementing agencies involved in project design were often unfamiliar with, and had

limited capacity in, participatory development approaches • ADB staff and time resource constraints led to limited involvement in PPTA and

limited supervision of consultants

51. The study was seminal, but its focus was on the pre-implementation period only, examining process, but not sustainability or other concerns. In addition to the examples given in the report, Mr. Walter said he has conducted individual project evaluation. Using the examples of projects in the Philippines and Viet Nam, the importance of long-term evaluation as opposed to short-term impacts was discussed. Mr. Walter said the project in the Philippines had initially demonstrated visible impacts. However, after the completion of the project, when it was evaluated, it became apparent that the communities’ landless and jobless had not benefited as expected from the project as the interventions were not targeted towards them. Longer-term evaluation of the project also revealed that the project lacked sustainability as target beneficiaries did not feel any ownership for the project or its objectives. Therefore, while the project had initially appeared to be a success, its success was not sustainable. In a second example from Viet Nam, Mr. Walter said project evaluation some years after the completion of the project identified as a strengths the improved ownership and responsibility shown by the relevant stakeholders, mainly the benefactors.

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This project had been more successful in achieving participatory development and as a result its achievements had proven to be more sustainable. 52. The objectives of evaluation are to distill lessons learned for future operations and disseminate them internally and externally; ensure accountability for use of resources to improve development effectiveness; and follow up on evaluation recommendations to sustain project benefits. The five criteria used in evaluating projects are relevance, efficacy, efficiency, sustainability, and institutional development and other impacts. 53. There is no strong evidence that a participatory approach empowers end users in resource control or decision-making, or improved ownership of project facilities. The major benefits of a participatory approach are, (i) enabled better collection of local knowledge, contributing to improved project design based on local realities, and (ii) improved downward flow of project information to villages and beneficiaries – but mostly to village officials and beneficiary group leaders. Better collection of local information was a key improvement, but it came at a cost. Further, even when collecting information at village level, it is inevitable that not everyone will be represented, it is very hard to obtain a genuine independent assessment. 54. Workshops and seminars are often not the most effective mechanism to reach beneficiaries, particularly the poor and disadvantage. Therefore, given the recognized value of collecting local knowledge, a more rigorous participatory approach at design stage is needed. Sub-project designs should be a mix of, (i) compliance with project requirements (ii) local needs; and (iii) local politics. The first, compliance with project requirements, is the most critical in determining sub-project investment and site selection. 55. The final point emphasized by Mr. Walter in his presentation was accountability. In the past accountability has been largely from the bottom-up, with project agencies reporting to government agencies or to donors etc. There has been very little top-down accountability, with no mechanisms available for benefactors to hold governments, donors etc. accountable. However, ownership will not be present if people aren’t involved in the project design. Lastly, the most important factor affecting project relevance, effectiveness and sustainability is a thorough understanding of realities in project areas, including local, political, power structures, formal and informal institutions, key constraints faced by beneficiaries and the root causes of these constraints. Mr. Walter said the issues to keep in mind were:

• Cost and value of participatory approach • Participatory evaluation – for ongoing project monitoring/management and post

evaluation – important to have post project evaluation, but even more important to evaluate as the project is ongoing to introduce learnings back into the project

• How to make this work • What is needed up from

I. Evaluation of ADB’s Completed Projects

56. In his second presentation, Mr. Walter said participation was absolutely essential for development. He explained that while ADB’s evaluation team understood that previous projects had not always worked well, the shift in emphasis to more participatory processes as a way to improve project performance had essentially been a leap of faith. However, the belief had proved to be well founded, and it is now clear that projects employing participatory approaches have higher success rates. 57. The first study to quantifiably demonstrate this was on participatory processes in natural resources and social infrastructure projects. The study was released in December 2000 and a second study on participatory approaches in forest and water resources operations was

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published in 2004. The two studies assessed the cost and value of participatory approaches, undertook participatory evaluation for ongoing project monitoring, management and post evaluation, and considered how best to make participatory processes work and what would be needed up front. The objectives of the evaluations were to distill lessons learned for future operations and disseminate them internally and externally; ensure accountability for use of resources to improve development effectiveness; and provide follow up on evaluation recommendations to sustain project benefits. 58. The main functions of OED are to coordinate evaluation practices, monitoring and reporting. OED is an independent division, charged with building the Bank’s capacity to monitor itself in an ongoing manner to improve the efficiency and effectiveness of its projects and their management. This is done using a number of evaluation tools, including a Project Performance Audit Report (PPAR) which is a report on completed projects. The five criteria for assessments as outlined in the previous presentation are relevance, efficacy, efficiency, sustainability, and institutionally development and other impacts. Relevance - is key, but the challenge is to maintain relevance throughout the project life. Changes may be necessary during implementation to increase relevance. Effectiveness (efficacy) – measures whether something has achieved its goals. This is the most important aspect in evaluation. Effectiveness is the comparison between actual and planned results as at appraisal. Efficiency - comparing outputs with costs, but also efficiency of process or the transaction costs. Sustainability – has often neglected in the past. Sustainability compares results during project implementation and at completion to those continuing afterwards. It also checks risks and assumptions in project framework. Institutional Development (things in addition to project purpose) – a big concern of all organizations, even if the main project aim is not capacity building. Contribution to institutional development, of other impacts not elsewhere considered. 59. The ADB has changed its evaluation system recently, moving from three categories to a four category rating system in 2000, to be in line with the other banks. As of December 2003, 41 per cent of all completed loan projects have been evaluated by OED. Of those evaluated 60 per cent rated highly successful, generally successful or successful; 30 per cent rated partly successful; and 10 per cent rated unsuccessful. Some failure is expected, as risk is a necessary component of development, however, it should not exceed 10 per cent of projects. While ADB’s success rate does not appear as strong as the World Bank’s, that is because ADB includes sustainability in its ratings. 60. Where there is greater domestic capacity, better results tend to be achieved. However, it is also important to look at sector results. Agriculture (41 per cent) for example is less successful than energy (78 per cent). Agriculture has a higher reliance on people for success. This highlights the importance of participatory development processes. These processes need to be factored into planning at the beginning of project design if agencies wish to improve the chance of project success and sustainability. Cost effectiveness and sustainability are the most important factors to be considered at this stage. It is also important to have a clear purpose, and to remember that participatory development is a means to an end. 61. At the national level other factors that can increase success include commitment at senior levels. This is necessary and can improve results greatly by directing effort into project

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implementation not just design. Local capacity is recognized as a problem. Planners need to focus on improving this capacity as well as providing funding. 62. Mr. Walter concluded his presentation by raising his concern that evaluators are able to suggest and advise, but have no authority. The challenge for evaluators is how to encourage planners to work with, and invite assistance from the evaluation team. He asked the Workshop participants to consider what incentives could be offered, when there is no veto available, just encouragement.

J. Building e-Community 63. In opening his presentation, Mr. Sahdev Singh discussed the ways in which e-Community was signifying the importance of new ways of communication within a community. Though a community can be defined in many different ways, it essentially is a group of people with some common interest or objective. Thus, an e-Community can be viewed as a group of individuals who primarily use Internet for communication for achieving a common goal. The goal could be any project or activity with well-defined objectives and expected outcomes. Such communities are also called Internet Forums due to their greater reliance on Internet-based communication tools. 62. If viewed logically, the Internet itself is an e-Community as it facilitates interaction, discussion and sharing of information among the millions of individuals of the world. Communication within an e-Community may have one or more of the following three broad functions - research, business, or entertainment. Mr. Singh said his presentation would focus primarily on the first function, i.e., research or simply exchange of facts and conclusions among the members of an e-Community. The presentation would also cover both the physical and logical aspects of e-Communities. The physical aspect is the hardware-software facility and logical aspect the facilitation of communication. 63. Traditionally, methods of project communication have included face-to-face meetings, telephonic conversations, paper mail and other similar ways. However, with the invention of the Internet, more efficient communication tools have emerged and thus greater opportunities for collaborative efforts. These tools allow both synchronous and asynchronous communication. Synchronous tools facilitate real-time communication such as online chat-rooms and e-conference, while asynchronous tools include discussion lists, bulletin boards and email. Modern communication tools, also called information and communications technology (ICT), are challenging the traditional hierarchical communication models that exist in most organizations, particularly in the Asian region. Both formal and informal communications are necessary within an e-Community for effective functioning. Informal communication instills a sense of human community and allows individuals to exchange information more freely, which leads to availability of fresh ideas to solve a problem. 64. Depending upon the group size and characteristics, e-Communities can be organized either through a moderator or in an open manner. A moderator’s primary responsibility is to maintain a constructive communication protocol among the members and, from time to time, guide the discussion in the right direction. Open forums are more informal and have the advantage of free exchange of all ideas. But, they may also become chaotic or disorderly if one or more members decide to disrupt the functioning of the e-Community. To create an e-Community, computers are a very small part. Six essential components of an e-Community or Internet Forum are (i) well-defined purpose; (ii) willing participants; (iii) basic/background content; (iv) IT support; (v) communication structure and protocols; and (vi) outcome. The outcome of the discussions and/or communications should be periodically synthesized or summarized so that members and others involved can use it. The moderator or a member(s) should take this responsibility.

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65. An e-Community starts with a single or a very small group of individuals having a common interest. The communication activity reaches a peak when all members contribute and then slowly declines as some members lose interest or objectives of the forum have been achieved. A forum basically establishes links between individuals, informs members of relevant information and works towards creating discussion, collaboration and change. The forum can have a variable number of members and works well even with a large group of individuals. 66. As the Internet gains more popularity and becomes less expensive to use, more and more people are getting connected to it. Thousands, if not millions, of e-Communities have already been formed on a very wide variety of interests. However, most e-Communities have a life cycle, starting with a small group of people, expanding to a peak, and then slowly disintegrating after the objectives have been achieved. Both non-profit and commercial platforms are available to organize new e-Communities. Two examples of e-Communities are Yahoo Groups (URL: www.yahoogroups.com) and Dgroups (URL: www.dgroups.org). Yahoo Groups are free and have many and very diverse groups and themes. There is no external moderator imposed by either Yahoo or Dgroups. It is up to the initiator of the group to set guidelines for new members to the group. The guidelines are informal and can be ignored, but provide a framework. Some groups chose to have no moderator, others set stricter guidelines, such as channeling emails through a leader or facilitator who moderates the discussion, and selects what is relevant. Dgroups are a non-profit initiative, offering a very simple and easy-to-use interface for users. It has groups operating in it on 761 themes relevant to development professionals. Subjects and geographical coverage are also classified by themes. 67. As more and more people get online, the e-Community concept will become more popular as a way of working together. This is further promoted indirectly by increasing costs of organizing face-to-face meetings. Use of the e-Community concept can facilitate both formal and informal communication for effective working of a group. New Internet tools allow not only text exchanges among the members of an e-Community, but also images and audio/video objects.

K. ICT Support of Stakeholders 68. Mr. Jorge Carrillo-Rodriguez explained that “ESCAP” is the Economic and Social commission for Asia and Pacific and part of the secretariat of the United Nations. The area covered by ESCAP is one of the largest in the world, reaching from Turkey to Korea, Mongolia to New Zealand. ESCAP promotes governments and exchange of good practices and policies. On occasions it also tests different methodologies through pilot projects, and identifies emerging trends so that it can advise governments on specific action. ESCAP’s work focuses on three themes - poverty reduction, managing globalization, and addressing emerging social issues. The Poverty Reduction Section, which Mr. Carrillo-Rodriguez represented, promotes good practices in poverty reduction. The Section also establishes regional networks and resource facilities to disseminate good practices and provides advisory services and builds capacity for adaptation and replication of good practices. Because of the history of the type of work ESCAP has done, Mr. Carillo-Rodriguez said his section had concentrated on capacity building of Local Government Authorities (LGA). However, with only eight people in his division, and over 70,000 local government officers in India for example, it is not possible for ESCAP to train everyone. Therefore, ESCAP works through networks and different institutions so that the work they do is distributed without its intervention. This allows ESCAP to enhance the capacity of institutions that train local government, thereby enabling them to act as a multiplier of ESCAP’s trainings. This method is a combination of resource facility with a cascading network.

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69. The general elements involved when discussing networks include the internal requirements such as structure, process, and content. To facilitate the external elements, inputs, outputs, and actions are needed. ESCAP’s Regional Resource Centre (RRC) is a network that assists ESCAP in training its partners and LGAs. As ESCAP is a regional organization with a regional mandate, it needs to work at regional level, but its Regional Resource Centre can be replicated at national, district or even local level. The cascading network has three levels (not necessarily top down), other regional centres (or RRC), national centres and local centres, NGOs or LGAs. The functions at each level are different. There is a constant flow of information, knowledge and data through the three levels. The main function of each level of the network is to provide support to the other levels, not necessarily to intervene externally, but to enhance their capacity. The level that largely acts externally in the real world is level three, the rest of the structure supports their interaction externally. The goal of the Regional Resource Facility (level one) is to acquire and transfer knowledge and build capacities on innovative practices and policies. Its targets are local, sub-national and national governmental partners (organization, communities). The RRC is a repository of a number of databases and tools for learning, thereby facilitating communication without having to go through the centre. Internet-based tools available on the RRC include distance learning programmes, interactive discussions, mailing lists and online advisors. The RRC functions start and end with the next level. The target group is one level. It is impossible for any one organization to target all levels, no one organization has that capacity. Another aspect of the RRC is that it enables different levels to be directly involved with the training of the next level. The second potentiality is in providing tools to the next level, to be adapted to their needs. Thirdly, the network does not have to be Internet-based. 70. It is vital to the survival of the network to establish and maintain the links between levels. Mr. Carrillo-Rodriguez gave an example of how the system works, using the issue of women in local government. Having selected the issue, a regional seminar is organized and held. From this seminar national organizations interested in starting a ‘women in local government network’ in their country are identified. They then identify other local partners to work with. Because the network is content driven, it must remain fluid, allowing people and organizations to join the network according to their interest. There are no regulations on who is able to join the network. Consuming the information is the primary aim. Every single person is an information consumer and producer. Information must flow in every direction and mechanisms need to be created to deliver and make information useful at the ground level. 71. Cascading networks are one way this can be done. The notion is related to the cascading style sheet used in HTML. A core set of guidelines exists and on each level there are specific ones that adapt core principles and tools related to that specific level. The goal is to maximize resources and impact and allowing that to act as a multiplier at other levels. 72. Level One is the RRC. Level Two is the national level. Its role is to focus awareness of relevant issues or approaches, advocate institutional change, formulate legislation and national programmes, and build coalitions and partnerships. Level Three is the local level. This level is the action level. It identifies needs and capabilities, utilizes indigenous knowledge, mobilizes the community and adapts approaches to local conditions. Each level must identify and formulate specific functions. 73. Mr. Carrillo-Rodriguez stressed that ICT does not solve all problems. The cascading network used by ESCAP was developed to be able to use or not use ICT. It is important to look at the system first and identify problems and bottlenecks and then determine if ICT is appropriate. It has been found, particularly with fieldwork, that ICT is most effective not

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necessary with the ultimate users (local communities etc), but with the organizations that support these communities (NGOs, LGA etc).

L. Partnerships with Stakeholders

74. Ms. Ja-Kyung Yoo described a stakeholder as any person, group or institution that has an interest in a project or programme, or a share in a common issue. Stakeholder participation is a process through which the views of all interested parties are integrated into action. There are two types of stakeholders – primary and secondary. Primary stakeholders are those that expect to benefit from or be adversely affected by the project (e.g., communities). Secondary stakeholders play an intermediary role, and can influence the activity of the primary stakeholders and project outcomes (e.g., NGOs, consultancy companies, local government). 75. The benefits of stakeholder participation include improved effectiveness, for example, appropriate project design and commitments to achieving objectives. Improved sustainability is also more likely to be achieved by involving different stakeholders to get a commitment based on identified areas of mutual benefit that will lead to sustainability. Strengthened local ownership and reduced risk of failure are other benefits. 76. The drivers of participation are three-fold. In the private sector they are potential enhancement of global reputation, increased market penetration, financial savings as a result of operational cost sharing, and greater potential for risk management with the responsibility shared amongst a number of partners. It may also provide access to finance, and improve visibility for corporate social responsibility. This is becoming increasingly important for larger companies. For the public sector the incentives are opportunities to attract private investment, faster delivery of commitments contained in development plan, and potential to market their services. For civil society, the third sector driving participation, benefits include the potential to influence government policy, its potential as a mechanism to deliver their strategic objectives, and identification of new resources. 77. The level of stakeholders’ participation varies and can include (i) information gathering such as the collection and analysis of data on economic, social, and cultural conditions affecting key stakeholders; (ii) information dissemination through the provision of information relating to the project to all stakeholders; (iii) consultation; and, (iv) participation. This is an extension of consultation where stakeholders become joint partners in the development and implement of the project. Stakeholder analysis is a tool to identify key stakeholders, and their roles. It is important to understand the relationship between stakeholders, including assessment of the potential conflicts of interest. Types of participation range from being in control, to partnership (equal power in decision-making), to being consulted, being informed or being manipulated. The ideal participation is partnership. To involve stakeholders in projects, the first step is to define the problem to be addressed. The next step is to identify and understand the interests of key stakeholders. Stakeholders are likely to have a range of interests which can lead to conflict. To avoid this, prepare a stakeholders’ involvement plan to clarify roles. The third step is to establish effective two-way communication. Two-way communication enables feedback to be provided to the project. Step four is to develop options for mutual gain. The last stage is the dissemination of information through media and other networks. 78. ICT can be used at every stage to enable increased stakeholder participation. It can assist stakeholders in acquiring information, communicating, voicing concerns to a wider audience, enabling wider dissemination of results, and as a complement or supplement to face-to-face meetings. ICT tools include email, Internet, instant messaging, chat rooms, file sharing, blogs, web meetings, discussion forums, wiki and so on. A blog is a web journal, or a personal web site or space that traces the activities and interests of an individual. It is open to

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anybody to input into it. It is considered to be a source of news that circumvents the traditional structures such as a newspaper. A wiki is a space where users can create a web site to add, delete or edit a document online, allowing other people to also add their input. For example, a reader of a wigi is able to correct wrong information, or even entirely rewrite the document. Both these two tools (blog and wigi) hide the technology and make it easier to publish online. A blog can even publish online text sent from a mobile phone. It is a great collaborative tool, a “living” document, but there is also some danger in this. 79. One of the advantages of online collaboration is timing. Consultation and collaboration can be done at any time and shared immediately. It also enables multi-stakeholder involvement and is cost saving. However, there are some requirements of for online collaboration such as connectivity (Internet connection, email account, software) and a commitment from stakeholders to collaborate through ICT. 80. Multi-stakeholder ICT partnerships are, “Alliances between parties drawn from government, business and civil society that strategically aggregate the resources and competences of each to resolve the key challenges of ICT as an enabler of sustainable development, and which are founded on principles of shared risk, cost and mutual benefit.” (source: GKP)4 Ms. Yoo presented the case study of a project in Bangladesh to expand rural connectivity and to empower the rural poor, particularly poor women. The project aimed to achieve this through the installation of Grameen Village Pay Phones. The project is a good example of successful private/public partnership and its partners were Grameen Phone (a private company), Grameen Bank (an NGO specializing in rural micro-credit) Grameen Telecom (a non-profit subsidiary of Grameen Bank), and women micro-entrepreneurs. What made this partnership and also the project successful was the existance of mutual benefit for all partners. Grameen Phone wished to improve its profit and market standing. The objective of Grameen Bank was to help the rural poor, and the women participants hoped to improve their credit. The mobile phones provided in this project were typically used to ascertain what markets were offering what prices so that the women could take their products to the markets with the best price. In the example of this project, ICT was just the means to improvement. It was a tool to achieve empowerment and gains for all partners. The achievements of the project were increased rural access to telecommunications, the Village Pay Phone was profitable for Grameen Phone, it satisfied the social goal of Grameen Bank, and the income of Village Pay Phone operators increased. Lastly, without Grameen Bank involvement, the subscriber uptake rate would have been much slower. 81. Public-private partnership is increasingly being pursued by the development sector. The Millenium Development Goals (MDGs), particularly Goal 8, “to develop a global partnership for development”, provide the framework for partnership within the United Nations. The Global Compact also promotes private/public partnership. (URL: http://www.unglobalcompact.org). At the World Economic Forum in January 1999, UN Secretary General Kofi Annan urged the business leaders to join the Global Compact. The Global Compact aims to bring companies together with UN agencies, and labour and civil society to support its ten principles in the area of human, rights, labour and the environment. The principles are based on the Universal Declaration on Human Rights, the Declaration of Fundamental Principles and Rights at Work (ILO) and the Rio Declaration on Environment and Development. The objectives of the Global Compact are to mainstream its ten principles into business activities around the world and to catalyze actions in support of UN goals. The Global Compact is a network that engages companies in the Compact by multi-stakeholder policy dialogues, learning forums, and partnership projects. Companies participate in the Compact because it produces practical solutions to contemporary problems relating to globalization, sustainable developments and corporate responsibility in a multi-stakeholder

4 Ja-Kyung – could you give me full details of this source – thanks Nikki

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context. It is also a means to rally around universal principles and responsible corporate citizenship to make the global economy more sustainable and inclusive. It assists companies in leveraging the UN’s global reach and convening power with governments, business, civil society and other stakeholders; and acts as a mechanism for sharing good practices and learning and accessing the UN’s broad knowledge in development issues and its practical reach worldwide. There are nearly 1,500 firms from about 70 countries that have so far joined the Compact, and it has been seen to have had a noticeable, incremental impact on companies, the UN, governments and other civil society actors5.

M: ICT in Project Planning 82. In this, his second presentation of the workshop, Mr. Brett Tan, listed the steps in participatory planning:

1. Problem Tree Analysis/Objective Tree Analysis 2. Object statement 3. Outputs formulation 4. Active breakdown 5. Validity check 6. Integrity check 7. Logic Diagram 8. Barchart

83. Through the group activity in Session Five, Mr. Tan lead the group through the aspects of participatory planning that only people can do. In this session he moved to the functions that required computer input. To assist in these stages of planning, there are a number of programmes that can be used. These include Microsoft Project and VISIO. Microsoft Project is a project management programme that assists in the formulation of logic diagrams. It also has the ability to monitor a project’s time, budget, resources and update costs etc. VISIO is useful for formulating problem trees and objective trees, and enabling it to be circulated for greater inputs. 84. The rest of the session was taken with a demonstration of the individual functions and capabilities of the two programmes.

N: Participatory Project Design 85. Dr. Robert Dobias’ presentation outlined the critical path for participation and gave the key steps used by ADB to achieve this. 86. The key steps are the establishment of the project team and undertaking a fact-finding mission. An inception mission and initial analysis follows this. This tends to take place over a very short period of time. Next, a mid-term workshop is held to take a critical look at the project design to ensure its activities match project goals. The time period for this can vary greatly. Once all stakeholders are involved, a detailed design is formulated from the information gathered from stakeholders in the preceding stages. The design is then reviewed in a Tripartite Workshop with all key stakeholders. Following this, a Management Review Meeting is held, with inputs from this meeting giving direction to the project team. The final stage is the appraisal mission, which takes guidance from management and returns to the field to tie up loose ends. 87. Over the course of his presentation, Mr. Dobias said he would draw learnings from three hydropower projects he had been involved in. Using these projects, he would demonstrate

5 Assessed by McKinsey & Company

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how the above process could have improved the outcome of these projects. All three projects were implemented in Southeast Asia. The first project (approved for implementation in 1994) proposed the damming of a large river system that flowed into a protected area (a national park), and through about 30 villages. The dam was the first major infrastructure on the river. Power was to be exported to a neighbouring country. The second project was in a national park, with no villages affected. The third project was a much larger-scale project. The source of the river to be dammed was in a plateau, with a protected area at the top. It had major impacts on 400-500 people who would need to be moved to build reservoir. It also required the diverting of the river, which up to 100,000 people used. In this last project, with the greatest local impact, there was no local participation in conception of the project. Further, the private sector and donors were involved in only a limited role, largely in the identification of the project. In the planning of this project a crucial component was missing. Having identified the project, the project team neglected to get local people on board, and this is where many projects often fail. 88. Drawing from the above experiences, Mr. Dobias took the workshop on a step-by-step breakdown of project formulation and implementation using participatory processes. The first consideration when establishing the project team is to ensure that local representation will be included on team. The more participatory the process is the better the project will be, however the involvement of too many people can impede project implementation, therefore it is important to identify who is needed and why, and ensure that there are participation experts on the team. This raised many questions for the Workshop participants on the role of local people on project teams and what was meant by local participation. Does local participation mean a village representative or the whole village? What should participants bring to the project? What knowledge should they have? How can participation be pursued without hindering the flow of decision-making? What can be done if no common language is shared between local stakeholders and the project team? It was agreed that it is essential to ensure there is someone on the project team with local language skills. These questions highlighted the importance of formulating terms of reference (TORs) for the project team. Appropriate TORs can steer the project team in the direction the project needs to go. For example, the TORs for the first project did not allow enough time for team members to carry out project design. Further, the make up of team (there was no local representative on the team) was not as strong as it should have been if one of the goals was encouraging local participation. A more successful process would have been to, (a) conduct stakeholder analysis and assess participation status; (b) host a workshop to design the participation action plan with stakeholders; and, (c) initiate poverty and social analysis baseline studies. 89. Stakeholder identification at a broad level is not challenging, but bringing that down to the local level is much more difficult. Project writers have to be able to understand the motivations of individuals, particularly leaders. Motivation can vary, and, if incorrectly identified can greatly impact on the success and sustainability of a project. Therefore, in terms of baseline information, getting the right information is crucial as all these elements are inter-connected; the composition of design team, TORs, the baseline study etc. A dam can be constructed without a baseline survey, but without it, it will be difficult to assess problems as they arise and identify what are serious impediments to implementation and what are not. 90. Having conducted a baseline study, prepared TORs and formed a project team, the next stage is project formulation. There are three major activities to be undertaken in project formulation. They are, (a) reviewing stakeholder analysis; (b) conducting an inception workshop and reviewing the participation plan; and, (c) analysis of the baseline studies. Participation is very important at this stage, but one key element from the project component standpoint is to feedback to local stakeholders as well as listening to what they have to say. It is also important that all stakeholders are informed of the project’s progress, and what decisions have been made. It may be helpful at this stage to conduct an LFA workshop with

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key stakeholder participation. This can assist in focusing the thoughts of all stakeholders on what the project wants to achieve, its objectives, and how the activities will achieve that. It is also important at this point to determine the monitoring and evaluation mechanisms. 91. In the final stages of the project design it is important to develop consensus about project objectives and strategy, as this may be the last opportunity for all stakeholders to come together before project is approved. Problems can still arise at this point. Mr. Dobias asked the workshop to consider what they would do if in reaching this final stage a key stakeholder suddenly decided they no longer supported the objectives of the project. How dissent can be incorporated in a participation action plan? Project Three faced this problem. Pulling out of the project was one option, but the government and donors had already invested seven million dollars developing the project. Mr. Dobias asked the group whether they would allow a major stakeholder to put a stop to the project at the last stage if they stood to loose that much. In reaching this stage there is a great deal of vested interest, and if participation hasn’t been managed correctly up to this point, this can be a critical period, and dissent can collapse a project. 92. Another key element of successful project formulation is timing – is the right work being done at the right time, and is there enough time to do all that is required? At this stage it is appropriate to start thinking about stakeholder participation in implementation. This includes reviewing stakeholder analysis with key stakeholder participation and conducting a final review with key stakeholder participation to ensure everybody continues to share the same goals and is ready to move forward to project implementation.

O: Participatory Project Implementation 93. In his second presentation, Mr. Dobias focused on a specific project to demonstrate the process of participatory project implementation. The objective of the project was to promote sustainable conservation of a National Park. The project aim was to provide economic and social incentives to farmers and poachers not to hunt and cut down trees in the forest. The project was based in a village with about 400 people, almost exclusively subsistence farmers. Access to the village was difficult, and during the rainy season it was impossible to reach the village, making it isolated for large parts of the year. The project was implemented by International Union for the Conservation of Nature (IUCN) through the Thai Forestry Department with a local NGO as implementing partner. Therefore, the make up of the implementing agencies included an international NGO, a local NGO, and Government Ministries. The budget for the project was 200,000 USD over two years. At completion the project was assessed as having achieved a great deal, largely because the project had the right people on the team. 94. The project’s major stakeholder groups included the implementing agencies, plus local government, village middlemen, small village entrepreneurs, subsistence farmers and poachers, school teachers (the only socially cohesive part of the village revolved around the school), the private sector, and the media. Mr. Dobias explained why and how these stakeholders were brought in, and how they were able to help achieve the objectives. The Department of Forestry for example was a decision-maker. It was not a very participatory agency and there was a history of armed conflict between Department and locals, however it had a role as a facilitator, as well as providing park permits and a limited source of funding. Local Government played a role similar to the Department. The middlemen were less traditional stakeholders, as the aim of the project was to see their role of influence over the village dissolve. The village entrepreneurs on the other hand were only small in number, but had some idea about business and how to engage with people on the outside, and a bit of business savy. Their role was to be a nucleus of innovation. At the heart of the project were the subsistence farmers. They were affecting the park, depleting wildlife populations and

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habitat. They were the main project beneficiaries. The four village schoolteachers were an important group. Only two lived in the village and they were disproportionately important in the village and the project because of the respect they had and their influence over the community. 95. The four major types of participation presented throughout the Workshop (information sharing, limited consultation, shared decision-making, actual decision-making authority) are largely intended for designing projects rather than implementation, but still provide a good basis for implementation. 96. Each stakeholder has a different role to play in the project implementation. The Forestry Department’s role was information sharing. But an important lesson here is that project implementers must be aware of not only the benefits of stakeholder participation, but also potential negative impacts as well. In this project, the attention attracted to the village by the success of the project increased its visibility. As a result, the Forestry Department became aware that villagers were farming in prohibited areas. Participation by the Forestry Department saw the participation rate of villagers’ drop when they realized that the project was bringing their illegal farming activities to the attention of the authorities. Increased visibility also brought about rapid development in the area. Following a media report the Government put in electricity and roads. But for the village, the development was too much, too fast. Eventually the area became a popular holiday destination and many of the villagers left the area. Fifteen years on however, the wildlife is returning to the forest and there are elephants at the edge of what was once the village. The objectives of the project were therefore reached, but in a way that was never planned or welcomed by the project.

P: Participatory Monitoring 97. In his second presentation during the Workshop, Mr. R. L. Gonzales Jr. discussed participatory monitoring. A monitoring operation seeks to determine the extent a process has progressed. It also involves the determination of problems that restrain some activities from being executed or completed so that corrective measures can be made on the original implementation plans. 98. Projects that use a participatory approach cannot be monitored in the same way as those using a centralized approach. In participatory projects, the stakeholders do monitoring in a collaborative fashion. A project’s success or progress is based on the perception of the monitoring stakeholders who may base their views not on the basis of pre-defined indicators. The stakeholders’ view of success or progress may depend on the outcome the project brings about, the changes it precipitates and the impacts made on the intended beneficiaries. Participatory monitoring requires an information support base. The stakeholders participating in the process need access to relevant information and to provide their own views of the project’s status. 99. Mr. Gonzales proposed that an information management system could facilitate the monitoring operation of a participatory development project. To do this, such a system should have a central information pool, a mechanism for uploading to, extracting from and processing data from the central pool, and a way of enabling stakeholders to share information amongst each other. Any development process requires a unique monitoring scheme as no general scheme can be used for all processes. With the traditional centralized approach to development projects, the objectives to be attained and the activities to be undertaken are determined during the planning stage, before the implementation starts. The design of the monitoring and evaluation scheme for these processes is often straightforward. Progress indicators are usually established prior to implementation and overall progress is gauged against these indicators. With participatory development projects, the objectives to be

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accomplished, the exact nature of the activities to be undertaken and who will undertake them may not be known prior to implementation. Progress is assessed based on views of the participating stakeholders. Monitoring and evaluation schemes for these types of processes should be able to keep track of the multiple views of participating stakeholders of both tangible and intangible outcomes of the project activities. Aid organizations, like the United Nations Development Programme (UNDP), CARE and USAID, have manuals that provide broad guidelines for designing a monitoring scheme for these types of development projects. 100. No single ICT tool or tool set is known to meet all aspects of information management in participatory monitoring. A collection of tools and facilities should be selected for a particular project. The collection may include generic tools applicable to any type of project and tools specifically developed for participatory projects. Commonly available ICT tools and facilities, described below, can be used to provide the basic functionalities for information management for all participatory processes. 101. The central information pool is a repository of all project-relevant information. The information stored in the pool can come from various resource sources and from the stakeholders. Feedback and views of contributing stakeholders are stored in the pool. Those involved in the monitoring activities need to access this pool in order have an informed basis from which to formulate their own assessments of the project’s progress. Their monitoring feedback will also be stored in the pool. 102. The Internet is a facility for creating a viable central information pool and an implementation of the pool can be done via a web site. For monitoring purposes, the web site provides three services, http (hypertext transfer protocol) services; ftp (file transfer protocol) services; and, database services. A stakeholder can browse information from the web site and can upload information to or download information from it through its combined service capabilities.

103. A web-enabled SQL database stationed in the web site, hosting the central information pool, can be used to store well-structured information on monitoring feedback given by the participating stakeholders. 104. The database can be designed based on the monitoring scheme adopted for a project. The monitoring scheme specifies the data types that will be collected, their sources, the frequency of collection, and the shape and format of the aggregated monitoring information to be disseminated back to the participating stakeholders through the web site. The database design specifies the detailed organization of monitoring information coming from the participating stakeholders. 105. An inexpensive way of gathering views from the stakeholders participating in a monitoring process is email. Email files are digital. They can be stored as part of the central information pool and made available for perusal by all the stakeholders. 106. A step further beyond individual emails is the creation of mailing lists of all monitoring participants. With a mailing list, everyone in the list will automatically have a copy of the monitoring feedback sent by email by contributing participants. 107. Monitoring feedback from participating stakeholders can be aggregated and analyzed, using generic software products, to determine the collective or predominant view of the state or progress of a participatory development process. These products include desktop spreadsheets and database software; statistical packages and programmes; and project management software products.

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108. A number of generic project management software products are marketed by various vendors. These products are mainly designed for managing projects with a centralized approach for monitoring and evaluation. Some of their features, however, can be used in participatory monitoring schemes. One generic product is Microsoft’s MS Project. This product has built-in interfaces with other Microsoft products like MS Access and MS Excel. It supports CPM (critical path method) and provides features such as generation of the activities network and the critical path, resource allocation and leveling, and progress and cost tracking. 109. There are however, few commercial software packages that specifically facilitate the information handling requirements of participatory development projects, including features that support participatory monitoring. Two such packages that do this are TeamUP-PCM and PROMES/CORSA. TeamUP-PCM developed by Team Technologies (US) provides an entire set of functionalities useful for the complete cycle of a participatory development project, including the planning aspects of monitoring and evaluation. PROMES/CORSA developed by BCT Autometisering (Netherlands) is a software product for project management, monitoring and evaluation. It supports interactive, continuous planning and monitoring, a feature that makes it applicable for participatory monitoring processes. Users of PROMES/CORSA can optionally employ other software tools like MS Project, MS Excel and PAM, an accounting tool. Selected records generated by these tools can be imported into the PROMES/CORSA environment. The software has two main integrated components, PROMES and CORSA, each of which contain modules with specific functionalities. PROMES provides planning and management tools used in the context of a Logical Framework. It can handle multiple actors (stakeholders), objectives and projects. CORSA provides tools for managing administrative procedures and documents pertaining to the project. 110. Participatory development projects are more information-intensive than centralized projects due to the involvement of more participants, the stakeholders, in the development process. General schemes long established for monitoring traditional centralized projects cannot be entirely adopted in participatory projects. Monitoring of participatory projects requires provision of basic information handling services and services specific to the nature of these projects. Mainstream ICT tools and facilities, like the Internet and generic software, applicable to all types of projects, can be used to provide support in the provision of basic information handling services. In addition, the information structure of participatory development projects may also require software tools for more specific processing methodologies.

Q: Legal Framework for Participatory in Government 111. Dr. Roland Amoussou-Guenou began his presentation by explaining that “participation” is considered a fundamental element of good governance in modern societies, organizations and corporations. It is also an important aspect of the fight against poverty and sustainable development, and it is a focal point of strategies for development agencies and donors. “Participation” is part of the ADB’s Action Plan to create awareness among the different constituents of the society (government agencies, academic and research sectors, training institutions, the private sector), to build capacity of different stakeholders and empower decentralized or local communities and NGO’s for effective participation in the development process. The general concept of participation is related to the process by which stakeholders influence development initiatives, as well as decisions and resources that affect them, by sharing the control. Participation consists in a cycle of dialogue in participation, analysis, assessments, information and feedback to existing government bodies. This cycle is designed to incorporate opinions from all levels of civil society, from communities to the public and

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private sector at the national and local level. In a narrow sense, participation is used in the context of specific development projects and programmes. It is also increasingly used for general policy making and other programmes at the national level. 112. Participation is not an end or an achievement. It is a leaving, evolving and continuous process, i.e. “a series of actions or operations performed in order to do, make or achieve something”. To be effective and beneficial for the whole community, participation should be based on legal grounds and carried out according to the Rule of Law. In other words, it is critical to consider the legal and institutional environment of “the participatory process” at different stages such as initiation, organization, implementation, monitoring, assessment and evaluation. Fundamentally, and broadly speaking, participation is a part of the power-sharing process in order to achieve a mutual goal or interest. As a process it is present in government, national, local, rural, organizational, familial as well in corporate management. For the purpose of this presentation, Dr. Amoussou-Guenou said he would focus on the concept of “participatory processes” in government as well as civil society. He would particularly concentrate on laws, regulations, declarations or charters that establish the legal basis for participation, of which there are three main categories: Universal Legal Instruments, Regional Declarations and Charters, and National Laws and Regulations. 113. “Legal Instrument” usually refers to declarations, principles and standards, adopted under the auspices of international organizations such as the United Nations. They may also refer to principles promoted by national or local bodies but endorsed by other members of the international community. “Universality” is achieved by declarations, principles or values when all countries and humankind adhere to or endorse them, by a convergent understanding. It is opposed to “nationality” which is specific to a state or country, and “Internationality” which has more limited reach to two or more states or countries. As far as participation is concerned, all official statements, declarations or principles that are shared or endorsed by every country in the world should be considered universal. 114. Regional Declarations and Charters are specific to regional organizations or groupings. By signing and ratifying international conventions or universal declarations, governments undertake to take “collective” positive steps to adopt these principles at the regional or national level. It is interesting to note that nearly all regions have adopted regional conventions or charters related to human rights that refer directly or indirectly to participation in public, government or civil society. 115. In Southeast Asian there is no regional or even sub-regional Asian Charter related to participation. However, it is acknowledged that there has been more participation in Southeast Asia than any other region in recent years 6 . For example, in January 2001, important public demonstrations forced out an elected president in the Philippines. In 1998, demonstrations and riots led to the resignation of an autocrat who ruled Indonesia for 32 years. In 1992, student actions ended 60 years of military rule in Thailand. These kinds of participation are not the focus of this presentation, but legal frameworks facilitating public participation in local governance will not be assimilated without understanding the political circumstances surrounding these more extreme forms of participation. 116. In many aspects of participation in public government and the civil society, national laws and regulation are an extension of universal, international or regional standards or provisions. It is interesting to notice that, in spite of the absence of a Regional Legal Framework for Participation, some Asian states have filled the gap by adopting consistent and in many respects advanced laws and regulation to acknowledge and promote

6 See: Joel Rocamora IPD, Legal and Policy Frameworks for “Participation” in Southeast Asia, Logolink research – Legal Frameworks for Citizen Participation Southeast Asia Regional Report, 19th MARCH 2003, 3.

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fundamental human rights and participation at the national level. Thailand has adopted important sets of rules related to participation, which are: The Act on Private Participation in State Undertakings (1992), The National Environmental Quality Act, and 1997 Constitution. The Act on Private Participation in State Undertakings gives the possibility to private individuals to participate in State undertakings. The National Environmental Quality Act paves the way for the public participation in environmental conservation and natural resources management. The 1997 Constitution opens up the opportunity for people to be a critical part of the political and administration process. The principle of public participation recognized by the Constitution applies to all government decision-making including decisions on national planning and development. 117. In the second part of his presentation, Dr. Amoussou-Guenou discussed public participation in e-commerce and potential out-of-court remedies using ICT. With its lessened reliance on paper-based transactions, the Internet has abolished the real world concept of territory and border and introduced a new concept of “real-time”, raising unprecedented challenges for law and justice. For example, French citizens can buy products banned for sale in France, online from companies based in America. 118. The creation of a cyber-court or a virtual dispute-resolution body in which the entire arbitration process takes place online and transcends the traditional geographic boundaries, is one way to address the issues outlined above. This process is known as ODR, “Online Dispute Resolution”. ODR is a new and innovative approach to justice in the Internet-based economy. ODR is a broad term that encompasses many forms of alternative dispute resolution (ADR) that incorporate the use of Internet, web sites, email communication, streaming media and other information technology as part of the dispute resolution process. Parties may never meet face-to-face when participating in ODR. Rather they might communicate solely online. The necessity to provide fair and effective means to settle information society disputes is widely acknowledged. The United Nations has created a Centre for Trade Facilitation and Electronic Business (UN/CEFACT), and recommends the use of ODR7. In United States, the American Bar Association Task Force on e-Commerce and ADR was initiated in 1998, and asked to propose protocols, workable guidelines and standards that could be implemented by parties online and by online dispute resolution providers. 119. There are currently four types of ODR systems, (i) online automated settlement systems; (ii) online arbitration; (iii) online mediation or conciliation; and, (iv) online Ombudsman services for complaints, including consumer complaints about online mediation. Among the advantages are speed, effectiveness, efficiency, low cost, capacity to bring parties located in different countries or at some distance together virtually, and compatibility with e-Commerce activities. The disadvantages include the challenges to the mediators and to disputing parties to settle a dispute without face-to-face contact, and the need for specific ICT training for potential mediators. Other challenges concern document processing, ensuring confidentiality and that such services are available in different languages. Authentification of the identity of the parties, and accreditation of mediators also needs to be addressed. The issue of viability of such a system (technically sophisticated and costly), should not be under-estimated. Finally the enforcement the ODR decisions remains unanswered. 120. As an Internet-based online dispute resolution, ODR should follow a minimum of guidelines, disclosure and information requirements and enable friendly use of the ICT technologies. The issue of participation using ICT is new as well as challenging. We are only

7 See the United Nations Center for trade Facilitation and Electronic Business (UN/CEFACT), Draft Recommendation on Online Alternative Dispute Resolution (ODR), Restricted CEFACT/2001/LG14/Rev.10, 17 December 2002.

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at the beginning of the journey, but at this stage it is important to reflect on solutions for efficient and effective participation of all stakeholders for the benefit of ICT in the information society.

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PART TWO

Country Reports Afganistan Project: Establishment of a College of Agricultural Technology Decades of war in Afghanistan have resulted in various social problems in the country, including enormous poverty. Traditional agricultural production has been disrupted and the potential to transfer knowledge of cultural practices from one generation to another has been affected. With the prospects of a more stable and democratic government, many international organizations have been contributing towards development funds for different development activities. This project proposes the establishment of an agricultural technology college to train teachers, who could in turn teach farmers and younger generations about farming practices, so that a pool of agricultural producers and entrepreneurs is developed. The goal of the project is alleviation of poverty among the rural population, and the immediate objectives are to develop a model for increasing agricultural productivity and improving skills for adopting good agricultural practices. Activities would include the establishment of schools and training centres and demonstration plots. Bangladesh Project: Establishment of District Cultural Academy The Government of Bangladesh has established the Bangladesh Cultural Academy (BCA) in Dhaka, to develop, preserve and raise awareness of the indigenous culture of the country. To carrying out these activities throughout the country, a District Cultural Academy (DCA) will be established in each of Bangladesh’s 64 districts (except Dhaka). These academies will be established in two phases. In the first phase, 36 will be established, and in second phase, the remaining 27 will be established. The BCA will centrally control and administer these academies. The DCA will conduct its cultural activities by obtaining funds from the revenue budget according to the constitution of the BCA. The objective of the project is to raise community awareness of the importance of the development, expansion, preservation and promotion of cultural activities of various districts and regions of the country through the establishment of DCAs, with adequate infrastructure and logistics as well as skilled staff. The BCA will have overall responsibility for nurturing, developing and manifesting Bangladesh culture. Bhutan Project: Decentralized Rural Development Project Bhutan is predominantly an agrarian country with 79 per cent of the population living in rural areas and subsisting on an integrated livelihood system based on agricultural farming, livestock rearing and use of forest products – collectively known as the Renewable Natural Resource (RNR) sector. The RNR sector is the largest contributor to the GDP of the country. It accounted for 33.2 per cent of the total GDP in 2002. Although the majority of Bhutanese are farmers, there has been slow development in irrigation, adoption of improved farming practices and virtual absence of rural access until recently.

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In the 9th Five Year Plan, realizing the importance of improved access to markets and other social services as a means to enhance human development and ameliorating poverty in the rural areas, construction of rural roads and the upgrading of existing mule tracks to power tiller roads was given priority. However, since the existing donors and the Government’s own resources are not adequate, assistance of the World Bank was sought to gap finance specific programmes relating to rural access, irrigation, RNR Centre construction and development of other marketing infrastructures in six Central-South Dzongkhags (Districts). The development objective of the project is to contribute to the Ministry of Agriculture’s overall objectives of attaining national food security, conservation and management of natural resources, enhancement of rural income and generation of employment opportunities. The attainment of the above objectives is guided by the RNR sector’s Triple Gem approach - enhancing productivity, promoting accessibility and marketing to which the proposed project will focus. The Triple Gem is the bedrock foundation on which other development activities can occur naturally. People’s Republic of China Project: Construction and Development of China National Advanced Payment System In 1990s, in order to support the growth of the Chinese economy, the People’s Bank of China (PBC) designed the China National Advanced Payment System (CNAPS), drawing from experiences of other countries and combining these with specific Chinese features. The first phase of development of the system stalled, but in 2000, PBC initiated a second phase of development, with an aim to accelerate the construction of advanced payment system. By setting up CNAPS, PBC can provide clearing, coordinating and settlement services for financial institutions, and enhance the financial service function of the People’s Bank of China. The goal of the project is to establish the Chinese payment system CNAPS. The objective is to provide innovation in banking and payment systems by offering an increased number of options for users and increased satisfaction. Indonesia Project: Participatory Development of Agriculture Technology Recently, a new project approach called “Participatory Approach” was introduced in Indonesia to utilize the hidden potency of beneficiaries or stakeholders, especially the poor, to assist themselves. This method allows beneficiaries to decide the activity or outcome they wish to achieve with the aide of the project. One project, an ADB project, using this approach is the Participatory Development of Agriculture Technology Project. The objective of the project is to improve farm incomes and welfare and alleviate poverty in rural areas through the increased generation, transfer and adoption of user-oriented agricultural technologies and management practices to support agribusiness development. The project has the following three components, building regional participatory R&D and technology transfer, strengthening national strategic research capacity, and support to institutional reforms and management development. Kyrgyzistan Project: State Agency of Information Resources and Technologies

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The basic IT priorities, activities and challenges to be met by Krygzistan have been defined in a state policy and national strategy released in March, 2002. The policy is the “Information and Communications Technology for development of the Kyrgyz Republic.” With a view to the development and maintenance of an integrated state information resource service, the construction of a national information infrastructure, and an e-documents system, the President signed into force Decree 377 on 21 November 2003. The Decree created the State Agency of Information Resources and Technologies. The primary goal of the Agency is the development and implementation of a state information resources system that will give dynamism to the Kyrgyz Republic presentations to the global information community. Maldives Project: Taxation management System To consolidate government revenue collected by several ministries and government departments, the Department of Inland Revenue developed new computer software to manage and administer revenue collections. A FoxPro-based system called REVENET was developed and has been in use since 1997. But this system is inefficient and reports have to be manually checked. New computer software has been recently developed by the Department of Inland Revenue to manage and administer the Government’s revenue collection. The system was launched in April 2004. The system currently serves for both direct collection of payments to the Department as well as through the Bank. Computerization of payments collected through Atoll offices in the islands is planned and budgeted for the medium term. The new system is being developed by a private company (Access Maldives). The goal of the project is efficiency, accuracy and timeliness of collection enforcement, taxpayer services, reporting and management of fees and taxes. The objectives are to improve taxpayer services, improve compliance and incorporate several changes in policy and procedure and to automate many of the non-automated systems. Mongolia Project: Development Cooperation Effectiveness Since the 1990’s, Mongolia has received over USD 320 million of official development assistance (ODA) from the donor community. Over 30 percent of real GDP is disbursed each year in the form of soft loans and grants. However, Mongolia still has not managed to return to the pre-transition level of development according to many social development criteria and indicators. Therefore, foreign aid or ODA was, and still is, necessary at least in the near future for the purpose of realizing full transition to a market economy. This will only be achieved by: intensifying economic reform and overcoming economic and industrial crises, ensuring socio-economic, external and internal balances, accelerating structural reforms and developing a private sector-led, export oriented economy. The key concern is how to use foreign aid effectively and achieve our goals. The Development Cooperation Effectiveness project hopes to achieve this through improving the utilization of ODA and its perceptible results through effective aid coordination mechanisms, according to the law on aid coordination and international approaches. The project objectives are to develop quality information management and knowledge networking mechanisms; establish an enabling environment for policy coherence and consensus on shared priorities; and harmonization of

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development cooperation procedures to reduce the burden on the civil service caused by multiple and complex donor procedures. Nepal Summary of Increasing Stakeholder Participation Using ICT The development of Information and Communication Technology (ICT) in Nepal is rather young. In the development of ICT, telecommunication development is vital. The growth of this field remained slow until the beginning of the 1970s. Nepal Telecommunication Corporation (NTC) was established in 1975. Previously, it was a Department and later converted into a Telecommunications Development Committee before its transformation into a Corporation. Recently, it has been converted into the Nepal Telecommunication Authority with private sector participation. The Ministries of Science and Technology and Information and Communication are fully responsible for IT and ICT development respectively in Nepal. NTC, the incumbent operator with its vast telecommunications network can become a key player in ICT development. The Government’s ICT objectives are to make ICT more accessible to the public; employment generation; and create a knowledge-based society and knowledge-based industries. The government has formulated an IT Policy (2000). The policy has a vision “to place Nepal on the global map of information technology within the next five years”. The National Information Technology Center (NITC) was established in 2002 to review policy and prepare submissions on the Government’s role in facilitating ICT development in the private sector. In 2003, the Government established the High Level Commission for Information Technology (HLCIT) under the chairmanship of the Prime Minister indicating a strong political commitment to the success of ICT and e-Government and a comprehensive new Telecommunication Policy (2004) has recently been declared, giving more emphasis to ICT. Nepal’s Tenth Plan emphasizes the development of the ICT sector to achieve overall development targets. Pakistan Project: Federal Government Data Centre and Intranet The e-Government Programme of Pakistan is an initiative under the National IT Policy that was approved by the Federal Cabinet in August 2000. The vision for the e-Government programme is to embark upon an aggressive programme to improve efficiency and provide quality services to the citizens of Pakistan by introducing information technology at all levels of government. The main objectives of the programme are to provide greater access to government information and services, improve the internal efficiency of government operations, enhance public participation in the working of the government and make government more accountable to citizens. The Federal Government Data Centre and Intranet Project would provide basic IT infrastructure at all the ministries of the Federal Government. Unless this basic infrastructure is available at all government offices they cannot improve productivity and provide services to citizens efficiently. The facilities to be provided under this proposed project will lay down the foundation for e-services by government. The project would connect the various islands of automation within the Federal Government, provide a foundation for secure inter-government communications and provide e-services through one-window to the citizens. The objectives of the project are to improve delivery of services to citizens, improve internal efficiency of government operations, enhance public participation in the working of government, and make government more accountable to citizens.

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The Philippines Project: ICT in Municipal Financing in the Philippines Local government financing in the Philippines is underdeveloped, particularly the capital market for local government units (LGUs). The local capacity for developing services and managing sustainable projects is weak, there is limited local resource mobilization, and information on available financial resources is poorly organized and unsystematic. The Municipal Development Fund Office (MDFO) was created in 1998, to specially cater to LGUs in the Philippines, and administer ODA funds for grants and re-lending. Presently, the MDFO is actively pursuing the establishment of a computerized management information system to service its clients through the Local Government Finance and Development Project (LOGOFIND). The LOGOFIND Project will introduce reforms in local government financing. In addition, a Management and Information System (MIS) implementation plan is also being prepared to complement the accurateness of data processing. However, the framework is still in its early stage and detailed monitoring and evaluation process flow charts and other MIS system designs are currently being developed. The goal of both these projects is to use ICT in ODA funding for LGU’s improved financial management. Samoa Project: Savii Hydro Power Project Given the rise in the total population in Samoa and the resulting increase in demand for electricity, Savii Hydro Power Project will counter the foreseeable demand increase in electricity in the future both for Savaii and Upolu. The beneficiaries of this project are the people of Savaii. The project will enhance service delivery to all users in Savaii. The objectives of the project are to develop the water resources of the Sili River basin, for the purpose of providing hydroelectric generation for the island of Savaii. Secondly, to utilize the highest ranked run-of-river hydropower development in Savaii to satisfy the demand of consumers in Savaii and export the excess power to Upolu via an underwater cable. Commencement of physical construction is still to be determined depending on negotiations with the Sili village and availability of funding. At a meeting convened in early October 2002 between the Government and village representatives, the village of Sili agreed to allow the collection of data for a feasibility study. This exercise had previously been suspended in 1999 due to the denial of access to the project site by the village. The project should now be able to meet its development objectives, as the village agreement has been resolved. Sri Lanka Project: Forest Resources Management Pilot Project The overall goal of this pilot is to increase the value and sustainability of Sri Lanka’s forests through an enabling policy and governance framework for enhanced participation of local communities and other stakeholders in forest resource development and management. The objectives are to establish and operationalize participatory sustainable forest management of a spatially demarcated permanent forest estate for increasing forest protection and production and to enhance access of the local communities to gainful employment and human resource development opportunities leading to poverty reduction. The Project is formulated to be implemented island-wide, subject to the improved security situation in the Northern and Eastern Districts. Thus, initially it covers 17 of the 19 existing

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territorial Forest Divisions. Initial project interventions were undertaken and tested in three core sub-project areas, which have been studied in detail during the project preparation phase. Prior to initiate the project field interventions, a Benefit Monitoring and Evaluation Specialist designed a baseline and benchmark monitoring system to measure the impacts of the project on target stakeholder groups. A systematic stakeholder analysis was conducted during this exercise. Based on this analysis, major stakeholders have been identified and the project has developed an Action Plan for awareness and extension in order to educate and also to obtain maximum stakeholder participation. A USD 2.6 million input is expected from the stakeholders as beneficiary contribution. The project target is to involve at least 30,000 forest-adjacent families in the project implementation through various participatory management programmes. During the last two years, about 6,500 families have been directly involved with the project implementation and their contribution to the project has been calculated as USD 0.5 million. Tajikistan Project: Government Web-Portal as an Instrument to Increase Stakeholder Participation The first public email service was launched by the Central Asian Development Agency (CADA) in 1995. Internet access was first provided in 1999, and the first Internet café opened in 2001. Taking into consideration the importance of ICT for the development of the Republic of Tajikistan, an ICT Development Strategy was approved by Presidental Decree in 2003. There are now six Internet Service Providers, about 15,000 Internet users, 100 Internet cafes, five Mobile Phone Service Providers and about 40,000 subscribers in Tajikistan. The main objective of the Government Web-Portal as an Instrument to Increase Stakeholder Participation project is to develop convenient, accessible, seamless, integrated information resources for government activities and online services, and increase stakeholder participation in the implementation of this and other projects. The Portal will integrate the services of government departments; increase stakeholder participation; improve access to government information and services for all organizations, companies and individuals; promote the development of ICT infrastructure in the country; and decrease the “Digital Divide”. Uzbekistan Project: Electronic Government Development In pursuance of the Presidential Decree #UP-3080 dated 30 May 2002, "On further development of computerization and ICT introduction", the Government of the Republic of Uzbekistan has adopted a number of fundamental documents on further ICT development, including Electronic Government Development. A new vertical structure of state executive bodies, which are responsible for ICT has been established. The quality of ICT process control is increasing - a significant number of central governmental administration offices, as well as local departments, have prepared ICT programmes, and the majority of them have their own subdivisions responsible for implementation of these programmes. The main goal of е-Government in Uzbekistan is to increase the effectiveness of government administration activities on the basis of broad ICT usage, and to enhance relations between government and civil society. The objectives of the plan will firstly, respond to the need to form a corporate state network, based on the implementation of a unified system of governmental e-document flow system covering all levels of government administration system (G2G). Secondly, it will enlarge the capacity and range of state services. Third, it will develop and introduce an electronic system enabling dialogue between government authorities and citizens; and lastly, it will provide technical and informational security.

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ANNEXES ANNEX A:

Seminar Schedule

Day 1 Monday, 19 July 2004 09:00 – 09:30 Opening Ceremony Gajendra Singh

Dean, AIT Extension

Welcome Remarks Jean-Louis Armand President, AIT

Opening Remarks Jeoung-Keun Lee

Senior Capacity Building Specialist, ADBI 09:30 – 10:00 Break 10:00 – 10:40 Introduction of Course Objectives and Overview

Speaker: Jeoung-Keun Lee, Senior Capacity Building Specialist, ADBI 10:40 – 12:00 Key Concepts and Approaches of Participatory Development

Speaker: Anne Sweetser, Social Development Specialist, ADB 12:00 – 13:00 Break 13:00 – 15:00 Report of the Participants (Bangladesh, Bhutan, People’s Republic of

China, Indonesia, Kyrgyz Republic, Mongolia, Nepal) 15:00 – 15:30 Break 15:30 – 17:30 Report of the Participants (Nepal, Pakistan, Philippines, Samoa, Sri Lanka,

Tajikistan, Turkmenistan, Uzbekistan) Day 2 Tuesday, 20 July 2004 08:30 – 10:00 Identifying Stakeholders (Small Group Activity)

Speaker: Anita Frio, Consultant 10:00 – 10:30 Break 10:30 – 12:00 Analyzing Stakeholders (Small Group Activity)

Speaker: Anita Frio, Consultant 12:00 – 13:00 Break 13:00 – 14:30 Principles of Participatory Communications

Speaker: Anne Sweetser, Social Development Specialist, ADB

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14:30 – 15:00 Break 15:00 – 16:30 Tools and Methods of Participatory Approach using ICT

Speaker: R. L. Gonzales, Jr., Senior Computer Specialist, AIT Day 3 Wednesday, 21 July 2004 08:30 – 10:00 Logical Framework Analysis in Participatory Project Planning

Speaker: Brett Tan, Instructor, Payap University, Thailand 10:00 – 10:30 Break 10:30 – 12:00 Logical Diagram and Barchart

Speaker: Brett Tan, Instructor, Payap University, Thailand 12:00 – 13:00 Break 13:00 – 14:30 Participatory Poverty Reduction Through Public-Private Sector Partnership

Speaker: Amitava Mukherjee, Regional Advisor on Poverty Reduction, ESCAP

14:30 – 15:00 Break 15:00 – 16:30 Stakeholder Participation in Micro-Level Planning for Social Development:

A Case Study Speaker: Amitava Mukherjee, Regional Advisor on Poverty Reduction, ESCAP

Day 4 Thursday, 22 July 2004 08:30 – 09:30 Evaluation of ADB’s Completed Projects

Speaker: Graham M. Walter, Director, Operations Evaluation Division 1, ADB

09:30 – 10:30 Evaluation of ADB’s Ongoing Projects

Speaker: Graham M. Walter, Director, Operations Evaluation Division 1, ADB

10:30 – 11:00 Break 11:00 – 12:00 Building e-Community

Speaker: Sahdev Singh, Asia-Pacific Association of Agricultural Research 12:00 – 13:00 Break 13:00 – 14:00 ICT in Support of Stakeholders

Speaker: Jorge Carrillo-Rodriguez, Human Settlements Officer, ESCAP 14:00 – 15:00 ICT in Support of Stakeholders

Speaker: Ja-Kyung Yoo, Chief, ICT Applications Section, ESCAP 15:00 – 15:30 Break

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15:30 – 16:30 ICT in Project Planning

Speaker: Brett Tan, Instructor, Payap University, Thailand 16:30 – 17:30 Project Management Issues

Speaker: Brett Tan, Instructor, Payap University, Thailand Day 5 Friday, 23 July 2004 08:30 – 10:00 Participatory Project Design

Speaker: Robert Dobias, Director, RSAN, ADB 10:00 – 10:30 Break 10:30 – 12:00 Participatory Project Implementation

Speaker: Robert Dobias, Director, RSAN, ADB 12:00 – 13:00 Break 13:00 – 14:30 Participatory Monitoring using ICT

Speaker: R. L. Gonzales, Jr., Senior Computer Specialist, AIT 14:30 – 15:00 Break 15:00 – 16:30 Legal Framework for Participation in Government: Comparative Study

Speaker: Roland Amoussou-Guenou, Visiting Lecturer, AIT Day 6 Saturday, 24 July 2004 08:30 – 11:00 Presentation of Participation Plan

Speaker: Ms. Helena Habulan, Chairperson 11:00 – 11:30 Break 11:30 – 13:00 Closing Ceremony Closing Remarks Handing Out Certificates

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ANNEX B:

Group Activity One: Identifying Stakeholders

Ms. Anita Frio, workshop resource person, conducted this Activity. The Activity was designed to facilitate participants understanding and analysis of stakeholders and their role in projects. The Activity was divided into three sections. The first section was a group activity involving all members of the workshop. Participants were asked to consider the example of the movie industry and to identify stakeholders at the micro-, meso- and macro-levels. At the micro-level, the workshop was asked to identify stakeholders in the local movie industry in Tajikistan. At the meso, or intermediate, level the group was asked to list stakeholders if Tajikistan was asked to produce a movie for Turkmenistan and other neighbouring countries. At the macro, or international level, they were asked to identify other stakeholders as the geographical area of distribution broadened.

In the second part of the Activity, participants were divided into three groups, and then invited to watch a video on a project activity. Following the video the groups were asked to break down the issues and challenges identified in the video, as well as the development objectives and the stakeholders. Group One watched, “Walking for Water,” a video describing a project that developed a local water source for a poor village so that the community’s women wouldn’t have to walk long distances in search of safe water. The video explained that village women spend four to six hours every day collecting water, making it difficult for them to engage in productive economic activities. The project’s solution was to create a local water supply by digging a well, this would enable women to engage in income generating activities, such as handicrafts. In their analysis of the casestudy, Group One first identified the problem statement and root causes. They then conducted an analysis of the problems and the negative impact. Finally, an analysis was undertaken of the objective of the project and its potential positive impact. The group felt that stakeholder identification and analysis was an essential step in assessing the objective of the project and its impact. Identified stakeholders included women, village community, NGOs, government and consumers of handicraft. One of the key components of the success of the project was identified as the active participation of key stakeholders in meetings and activities conducted during the project. Group Two was asked to watch, “Water for Tomorrow”. The video reported on the situation of the small islands of Kiribati and Tonga. Both islands rely on fragile ground water aquifers for fresh water. These water sources are becoming increasingly vulnerable to pollution and saltwater intrusion as the population of the islands grows and concentration in urban areas increases. Key issues and problems identified by Group Two included water pollution, contaminated water, and lack of knowledge and awareness of causes and effects of pollution. In conducting an analysis of stakeholders they engaged in a three-step process. Firstly, the group identified the stakeholders (community, women, men, children, government, media, civic organizations, and the business community). After having identified the stakeholders, their second stage was to analyze the role and responsibilities of the stakeholders according to key stakeholder needs. Lastly, the group analyzed the capacity of stakeholders to achieve their objectives.

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The group concluded with lessons they learnt on participation for development. They reported that they felt collective work was needed for rapid and massive development of the developing countries of Kiribati and Tonga. Secondly, active participation and cooperation among all stakeholders is needed to meet the goals. Group Three watched a video on, “Tinagong Paraiso (Hidden Paradise)”. The video presented a comparison of two communities in Bacoldo City, Negros Island, Philippines – Hidden Paradise and River City. The group examined the Hidden Paradise Project, which was undertaken to find a solution to the community’s water problem. Group Three analyzed the project in terms of the problem and the potential support for finding a solution. They then conducted a stakeholder analysis, followed by preparing a list of problem solution initiatives, which included negotiation, formation of a lobby group, funding, collaboration with government and participation of the community. Hidden Paradise was able to achieve its goals, however River City, the second community, was not able to achieve similar success. In the questions that followed the presentation, the Group was asked why Hidden Paradise had been successful whereas River City was not. The Group felt that the strong leadership within Hidden Paradise was a key component of its success, as was the participation of the community, an example of which was the formation of community support group for the project. ANNEX C:

Group Activity Two:

Brainstorming Dr. Lee led the Workshop in a brainstorming exercise. The Workshop participants were asked to brainstorm on how ICT can promote stakeholder participation. The participants were divided into three groups and each group was given a key word to consider for the task – information sharing, collaboration or empowerment. The Rules were outlined as follows:

• Groups must list all activities fully • If a group misses an activity the group has to reward the other group that identified

missed activity • At the end of the presentations, a vote for the group that does the best presentation

will be held • A 1000bht reward will be given to the best group

DISCUSSION SUMMARIES

Group 1 Members

1 Helena Habulan 2 Karma Tenzin 3 Iteshree Pattnaik 4 Batsukh Khosbhat 5 Kurbanmurad Kurbanmuradov 6 Serasinghe Nandasiri 7 Tuti Riyati 8 Regino Gonzales, Jr.

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Topic HOW CAN ICT PROMOTE STAKEHOLDER PARTICIPATION

THROUGH INFORMATION SHARING Group One defined information sharing as enabling access to internal and external project information resources, and referred to a statement by the United Nations Secretary General on how ICT can be used for information sharing. It presented a list of benefits of ICT to communities and governments. For example, increased transparency of government through sharing of information increases public confidence in government and inter-government and departmental cooperation. Further, easier access to information can benefit disadvantaged groups such as women and the poor via access to information from home. Information sharing, in the context of project development, pertains to the enabling of

easy access by stakeholders to internal and external project information resources. ICT facilitates information sharing and, thereby, stimulates stakeholder participation

in development projects. ICT brings about the following benefits in participatory development projects and

promotes stakeholder participation. Benefits of information sharing: Prevents accumulation of asymmetric information Accuracy of information Equitable information access opportunity Transparency of information Immediate feedback from different sectors on past/future activities Coherence of different activities involving different interests Transparency of transactions Up-to-date information Easier access to information Increases coverage and composition of stakeholders Lower cost of transacting business/communication Facilitates exchanges of experiences Facilitates data gathering More effective monitoring and evaluation Facilitates dissemination of best practices Assures successful implementation of plans/projects Faster and cost effective coordination Fosters effective planning Leads to better decision-making Stakeholders will be more knowledgeable Improves globalization Enhances macro/micro information sharing Reduces technical paper works Ensures security measures within and among nations Timely and accurate data Improves quality of data Information is Power. It financially rewards/benefits stakeholders

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Side benefits that encourage stakeholder participation: Compressed information storage Minimizes information damage Promotes online services, saves time and energy Online consultancy Online job application Better governmental functioning Minimizes corruption due to quick generation of reports from various levels of

stakeholders Improved governmental and inter-departmental coordination Enlightenment of people in lower social class (women/illiterate people) Facilitates online interaction with facilities like WebCam Better emotional aspects Improves bottom-up approach and reduces gap between organizations involved Better and more concise communication through use of symbols Improves research and analysis activities Possibility of obtaining reports even from remote and dangerous areas Decreases gaps between “haves” and “have nots” Increases knowledge of global economy and transaction Increases freedom of information Reduces cost through economies of scale Increases consumer protection with easy access to rules/regulations

Identified drawbacks/disadvantages on ICT use: Spam mail and hackers Easy access to uncensored sites Data corruption could mean huge loss

Ideas put forward by some members: Priorities in national action plans Subsidization of telephone charges Development of software tools using local languages Encouragement of home-based technologies Launching of pilot programmes in selected areas Capacity building through human resource development Cooperative groups in rural areas for sharing cost of computers Use of economical and cheap computers Reduction of power cost through alternative power source Special promotional products for women, children and backward members of the

population for their cheap acquisition Free computer access in schools (Agricultural and Educational fields)

On the position of the United Nations: The UN Secretary General has announced that “The new information and

communications technologies are among the driving forces of globalization. They are bringing people together and bringing decision-makers unprecedented new tools for development. At the same time, however the gap between information “haves” and have-nots” is widening, and there is a real danger that the world’s poor will be excluded from the emerging knowledge-based global economy.”

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ICTs are seen as powerful tools to achieve the UN Millennium Development Goals set in 2000

Group 2 Members

1 Kanykey Baigazieva 2 Rajandra Dahal 3 Timur Hasanov 4 Tapan Kumar Das 5 Yongfu Zhang 6 Lae Tul Siliva 7 Dr. Zaman Alikhani 8 Dr. Brett Tan

Topic HOW CAN ICT PROMOTE STAKEHOLDER PARTICIPATION AND

COLLABORATION Group Two defined collaboration as simultaneous work, done collectively, with a shared or common interest or issue. The Group listed the ICT tools available to promote collaboration, and then listed ways in which through application of these tools greater collaboration can be achieved. Key concepts in collaboration: Collective work Teamwork (contact, communication and handshaking) Shared vision, sense of mission and interest Joint responsibility Simultaneity Overcoming of distance barriers Collective advancement and achievement towards goals/objectives

ICT Facilities that Enhances Collaboration: Email Fax Internet phone Printed materials/ radio Chat services Web-enabled database Bulletin board SMS Video conference

Benefits of using ICT in collaborative efforts: Time-savings -> quick response Cost-savings -> quick turnaround time Easy access to information/processing (closing communication gap) Being heard Sharing information Empowerment

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Group 3 Members

1 Anita Frio 2 Agus Kuswantoro 3 Akilbek Musabekov 4 Fariyadh Moosa 5 Md. Mizanur Rahman 6 P.M. Anura De Silva 7 Raza Shah

Topic ICT FOR STAKEHOLDERS PARTICIPATION

THROUGH EMPOWERMENT Group Three made a three-step presentation on empowerment beginning by defining the indicators of empowerment, then briefly outlining how ICT can be used to promote empowerment. For example, to achieve awareness and education (one of the indicators of empowerment), the group said it was critical that the information was current, on time, at the desired location and for the desired audience. Access to information alone is not enough. Lastly, the group explained ICT tools. Scope: Indicators of Empowerment How ICT can promote Empowerment ICT tools required

Indicators of Empowerment: Awareness/education Access to information Ability to make decisions Ability to manage people Ability to manage/generate funds Ability to negotiate for change Implementation/monitoring of projects Leadership development

How ICT can promote Empowerment: Awareness/education Access to information Ability to make decisions Ability to manage people Ability to manage/generate funds Ability to negotiate for change Implementation/monitoring of projects Leadership development Using information for positive change Availability of information: on time, at desired location and for target audience Structured data, data analysis, historical information Availability of information Project management

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Training, data analysis, data processing ICT Tools: Information publishing: web sites, mass communications media Personal productivity infrastructure Communication tools Planning, management and monitoring tools Database tools Data analysis tools

ANNEX D:

Group Activity Three Country Presentations

Mr. Brett Tan broke the Workshop into three groups and asked each group to prepare a Logic Frame Analysis table on their nominated country. The Groups were as follows: Group One: Bangladesh Mr. Muhammad Rahman (Bangladesh) Mr. Yongfu Zhang (China) Ms. Tuti Riyati (Indonesia) Mr. Anura De Silva (Sri Lanka) Group Two: Pakistan Mr. Raza Shah (Pakistan) Ms. Anita Frio (Resource Person) Mr. Rajendra Dahal (Nepal) Ms. Fariyadh Moosa (Maldives) Ms. Khosbat Batsukh (Mongolia) Ms. Kanykey Tunguchbekovna Baigazieva (Kyrgyz Republic) Mr. Lae Tui Siliva (Samoa) Mr. Timur Hasanov (Tajikistan) Mr. Serasinghe Nandasiri (Turkmenistan) Mr. Akilbek Musabekov (Uzbekistan) Group Three: Bhutan Mr. Karma Tenzin (Bhutan) Ms. Itishree Pattnaik (India) Dr. Zaman Alikhani (Afghanistan) Ms. Helena Barangan Habulan (Philippines) Mr. Agus Kuswantorao (Indonesia) Mr. Tapan Kumar Das (Indonesia) Group One Presentation Goal: To increase productivity, value and sustainability of forests in Bangladesh.

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In the feedback following their presentation, Mr. Tan said the group had formulated a strong goal, and made an excellent start with their objectives by focusing on immediate objectives. He questioned the indicators however, and asked the group whether the use of “all” in the indicator “all forest areas to be demarcated by 2006”. He suggested the group try to avoid generic terms when formulating indicators, and instead try to make the indicators as specific as possible, that is, what kind of forest, what kind of area and so on. Another example was the use of necessary in “necessary legislative reform by 2002”. He asked the group what did they mean by necessary? Again suggesting they be as specific as possible. He also suggested that in using figures, using phrases such as “at least” can provide protection in the evaluation stage from challenges that goals haven’t been achieved because indicators have not been reached. For example, at least 50,000 households, provides protection from challenges that project goals haven’t been reached if exactly 50,000 households are not achieved. The aim was to leave minimum room for argument at completion of the project. Mr. Tan suggested that the group’s assumptions (commitment from government and timely allocation of resources and funds) should not be issues if the project has been formulated with the participation of the stakeholders. The elements of cooperation, collaboration, and partnership were missing from the assumptions. He also raised the concern that there did not appear to be any activities in the project formulation that would enhance the cooperation between the project team and its partners. He said he would like to see the breaking down of activities per output – that way the validity of the project can be checked against its goal and objectives. Group Two Presentation Goal: Efficient services delivered by government to all Objectives: To reduce the cost and improve productivity of government operations so that more time and resources are freed from administrative work, to be utilized for improving citizen services related activities PROBLEM TREE ANALYSIS Negative Impact Less money available for the most urgent

development activities Less time available with government employees

to work on citizen benefit projects/activities/policy analysis/

Problem Huge spending on government operations Large portion of time of government officials

spent on administrative activities Root Causes Old processes & procedures No information pooling & sharing /lack of

linkages among government activities/ Low skills level of government employees Minimal use of ICT

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OBJECTIVE TREE ANALYSIS Positive Impact Reducing the government administration

expenses /on stationary, printing, telephone and storage/

More time for government to plan citizen benefit projects /improve socio-economic development policies/

Objective Reduce expenditure on government operations Improve productivity of government employees Solutions Re-engineering of government

operations/functioning Creation of databases, development of central

information pool and availability of information to all

Skills development of government employees in ICT enabled environment

Maximize use of ICT /basic IT infrastructure of e-government/

PROJECT FRAMEWORK Design Summary Performance Indicators /

Targets Assumptions & Risks

Goal: Efficient services delivered by government to all

N/A

Purpose: • Reduce Costs • Improve Productivity

Stationary by 10% per year Printing by 5% Telephone by 15% Number of cases processed by officials increases by 15%

Maintaining cost could cause increase in govt. expenditure In initial stage, senior staff would need time to be familiar with new system.

Output 1: • Re-engineering of govt.

operations/functioning Activities: • Map workflow of govt. • Re-design workflow

Authority is delegated instead of previously centralized. Number of decisions taken/cases disposed down the chain increases

Number of govt. staff would be decreased.

Output 2: Creation of databases, development of central info. pool and availability of info. to all Activities: • Identify information

Matching of databases created to functions handled by government will verify percentage of functions that are automated

The public /hiker/ might access to the confidential data of the government for negative purpose.

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requirements within govt. • Engage software

companies for development of software/databases

• Implement software/ databases

• Cross-over from manual system

Output 3: • Skills development of govt.

employees in ICT enabled environment

• Activities:

Identify training needs of govt. employees

• Engage training company that will provide training

• Conduct Training • Feedback

All govt. officials are trained in the use of office productivity software and databases

Trained government staff would leave and move to private sector.

Output 4: • Maximize use of ICT Activities: • Provide hardware/software

to all • Implement email facility

Usage of electronic communications for routine work All ministries will have hardware/software.

Hardware/software would be out of date within short period.

Mr. Tan complemented Group Two for its presentation, which he said was very well organized, and had all the key elements. The key elements were, organization (re-engineering), database (the tools), people (human resources) and hardware and software. He suggested to Group Two, that as with Group One, they should avoid the use of generic words, in this case all, “all govt. officials are trained”. Mr. Tan also suggested that the Group’s understanding of assumption was actually a fear of what might happen not an assumption. He said an assumption should be a pre-condition, something that is outside of the project team’s control, which could prevent the project from achieving its objective. Some assumptions listed by the Group e.g., hardware and software, were also redundant assumptions. Group Three Presentation The Group presented its LFA Matrix for a Rural Development Project in Bhutan. Goal: To increase agriculture output and improve rural access in six districts Assumptions: Pragmatic approach in implementing Using existing institution setup Operate within decentralization

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At the conclusion of their presentation, Mr. Tan commended the group for making such a detailed presentation, even though it was only a page long. He suggested however, that the outputs listed were actually indicators of the activities, not outputs. He also said the group had presented the objective as the goal. Mr. Tan said not all projects needed a goal, although every project needed an objective. However, a goal is still important as it sets the course of the project. For example, the goal might be to create a “World class bus service to restore passenger confidence” and the objective is to “Reduce bus accidents”. Without the goal you could achieve your objective by reducing the speed limit for buses to 10kms – you have achieved your objective – but not your goal. The goal is an important tool in focusing planners not just on the objectives, but their purpose.

ANNEX E:

Participation Action Plans

Project: Decentralized Rural Development Project on Bhutan Team: Dr. Alikhani (Afghanistan)

Mr. Tapan Kumar Das (Bangladesh) Mr. Muhammad Rahman (Bangladesh) Mr. Karma Tenzin (Bhutan) Ms. Helena Habulan (Philippines)

I. Project Components:

Right resources, training HYV agriculture input (seeds) Demonstration in RNR centres Training on agricultural activities, village bio-engineering, finance

ACTIVITIES

Successful community participation Availability of Labour

376 km road/426 irrigation constructionx% increase in crop production by 2009x% increase in Y & N by 2009 16 RNR Centre constructed 7 bridges constructed x No. of farmers trained

OUTPUTS

Min. impact on environment No natural disaster Community-based mobilization

To increase rural access To increase agriculture production To generate employment and increase income

OBJECTIVE

Prog’matic approach in implementation using existing inst. set-up Operate w/in decentralization

Increase agricultural output and improve rural access in six districts

GOAL

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Component 1: Rural Access and Economic Infrastructures (USD 9.3 million) 1.1: Rural Access - construction of 186 km of farm roads and 190 km of power tiller roads will be carried out. Unlike in the past, the construction of farm roads will be contracted-out, while construction of power tiller roads will remain based on community participation. 1.2: Irrigation – there are 141 km of new irrigation channel construction and 285 km of rehabilitation work to be carried out. Construction of irrigation channels will be entirely community based with technical backstopping from the district and the central agencies. 1.3: Other Infrastructures – this includes construction of seven suspension bridges and other marketing infrastructures like silos, collection centres, storage facilities, Sunday-markets and processing units. 1.4: Geog (village block) Innovation Grants – a small one-time grant of USD 15,000 will be provided to innovative individuals or communities for micro projects or building small community infrastructure that are not covered in the 9th Five Year Plan. Component 2: RNR Centre (USD 1.8 million) 2.1: RNR Centre Construction – there are in total 16 RNR centres proposed for construction. 2.2: RNR Capacity Building – high yield varieties of crops will be distributed under various promotional programmes. It will also include demonstrations at RNR centres, training for extension agents and farmers. Extension kits and materials will also be provided under this sub-component. Component 3: Institutional Strengthening (USD 0.9 million) Capacity building for various stakeholders involved in the implementation of the project will be carried out. Extension agents, farmers, geog officials, private contractors and some central officials will be trained on community mobilization, geog administration, financial management, basic accounting and book-keeping, environment assessment training and basic bio-engineering techniques. II. Stakeholder analysis Stakeholders Their Interests Extent of

Influence World Bank Fulfill development mandate High Government Ensure national food security, conserve & manage natural

resources, generate employment, enhance rural income High

Community Organization

Political interest, record of success in undertaking project, financial returns

High

Community Improved living standard, better social infrastructures, increased business opportunities, empowerment

High

Contractors Profit, record of success Medium III. The proposed actions for improving the project using LFA

Design Summary Performance Indicators/Targets

Assumptions and Risks

Goal Improved living standard of rural people

Improved food security condition

Commitment from the Govt & Community

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Objectives 1. Increase agricultural productivity 2. Improve rural access in 6 districts 3. Improve marketing facilities 4. Generate employm’t & increase income 5. Enhanced local capacity

1. 426 km irrigation constructed 2. 376 km road construction 3. 50 market sheds, silos 4. 20% increase in income & employment by 2009 from baseline 5. Most farmers trained in 6 districts by EOP

1. Market price is stable 2. No natural disaster

Outputs 1. Successful adoption of mechanized farming and use of HYV 2. Const’n completd w/o negative enviro impact 3. Well organized market plan of action 4. More rural people employed in income generating activities 5. Successful farmer training

1. 2000 farmers using mechanized farming techniques 2. Travel time decreased by 3 hours 3. No. of poor decreased by 50%

1. Active community participation

Activities 1. construction of road 2. construction of irrigation channel 3. construction of market sheds, silos 4. Conduct of trainings /workshops, study tours, demonstration 5. Distribution of seeds

1. Construction of 376 km farm/power tiller roads 2. Construction of 426 km irrigation channel 3. Construction of 50 market sheds, silos 4. Conduct of trainings /workshops, study tours, demonstration 5. Distribution of HYV seeds

Natural Calamities Heavy rainfall Draught Shortage of labor

Inputs 1. Labor 2. Financial Resources 3. Technical Knowledge 4. HYV Seeds, fertilizer

1. Fund release on time 2. Training 3. Types of HYV Seeds

IV. Costs Cost Estimates and Financing Plan (in million Nu.) Total cost I. Rural Access & Economic Infrastructure 1. Rural Access 309.0 a. Farm roads constructed 186.0 b. Power tiller roads constructed 95.0 d. Suspended bridges upgraded 28.0

2. Irrigation 101.5 a. New Irrigation Channels constructed 42.3 b. Irrigation Channels rehabilitated 59.2

3. Marketing & processing 40.1

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a. Collection Center Sheds constructed b. Storage facilities constructed c. Processing Units constructed d. Geog innovation Grant 21.0 II. RNR Center 1. Construction of RNR Centers 64.0 2. Capacity Building 4.1 III. Institutional Strengthening 0.8 TOTAL 540.5

V. Implementation arrangements Rather than a creating a separate project management unit to execute the project activities, a programmatic approach wild be adopted, also known as the ‘Sector Wide Approach’ (SWAp). It aims at supporting a country-led programme for a sector in a comprehensive and coherent manner. This approach will rely heavily on the policies, procedures, regulations and institutional setup that already exist in the country with regard to financial flow, financial and physical reporting mechanism, procurement procedures, monitoring and evaluation system and environmental and social safeguard measures. At the central level, the Ministry of Agriculture (MOA) will be the lead implementing agency. The Policy and Planning Division, MOA will be involved in formulation and preparation of the project until negotiation to ensure that the project is aligned with the overall goals and objectives of the Ministry. After the project has been finalized, the Department of Agriculture, under the MOA, will coordinate implementation. The Ministry will also work closely with the Department of Budget and Accounts and the Department of Aid and Debt Management under the Ministry of Finance for release of funds to implement project activities and for replenishing project funds from the World Bank. The beneficiary Dzongkhags (districts) will provide support and information as needed by the Ministry. Tracking overall progress of the project and monitoring key performance indicators of the project/programme, coordinating with other agencies and compiling a biannual report will be carried out by the Policy and Planning Division of the MOA and submitted to the World Bank. At the dzongkhag level, Dzongkhag Yargay Tshogdu (District Development Committee) dzongkhag administration, the dzongkhag agriculture officer, forest officer, dzongkhag engineer, planning officer, finance officer and survey officer will be involved in planning, selecting, coordinating, tendering and providing technical assistance to the project activities. The district planning officer will be responsible for collecting monitoring and evaluation data and consolidating physical and financial progress and submitting quarterly reports to MOA and the Ministry of Finance (MOF). At the geog level, the Geog Yargay Tshogchung (Block Development Committee), extension agents, Gups (community heads), Tshogpas (community representatives/members), and the community/farmers at large, will be involved. They will participate in implementation, mobilization of workforce for community-based activities, maintaining local public goods and reporting to the dzongkhags on the progress of the project activities. VI. Action Plan

Category Needed Actions Timing Resources needed

Responsibility

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Objectives

Increase agricultural productivity

2005-09 Modern agriculture technology

Ministry of Agriculture

Activities

• Constructing roads • Digging irrigation Channel • Construction of RNR centers, bridges, silos, market sheds

2005 Instrumental Facilities

Engineering Section under Department of Agriculture (DOA)

Inputs

• Training • Fund • Technical knowledge

2005 Insecticide, Irrigation, HYV seeds, Fertilizer

DOA, WB

Implementation Arrangements

Ministry of Agriculture (MOA) initiates

2005 Staffs, Funds, Institutions, M&E in place, Logistical support

MOA

Outputs

Increase crop production Roads constructed Irrigation channel, bridges constructed & rehabilitated RNR centres constructed Farmers trained Workshops conducted

2005-09 Supply and Marketing

MOA

VII. Issues

1. The majority of farmers and community committee members do not have a clear understanding of environmental rules and regulations, steps on how to protect or control negative impacts on the environment, and securing clearances to conform to both the World Bank and Government requirements.

2. Most of the activities are community based but actual implementation will be hampered by conflict with normal daily farm activities.

3. Labor is scarce in Bhutan and if farm activities coincides with project implementation, labor has to be imported thereby increasing project cost.

Project: Proposed Participatory Development of Agricultural Technology Team: Ms. Tuti Riyati (Indonesia)

Mr. Agus Kuswantorao (Indonesia) As a nation with the majority of citizen employed in the agriculture sector, Indonesia feels it is urgent to strengthen its capability in this sector. Agriculture employs about 50 per cent of the labor force, making it the largest sector of the employment. Rapid changes in the agriculture sector require substantive upgrading and reorientation of the current Research and Development (R&D) system to support agriculture development, economic growth and employment generation in the region. At present there is no effective agricultural R&D capability in the majority of provinces in Indonesia. The R&D system is expected to increasingly generate new or improved technological support of regional programmes,

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answering the need for more sustainable agricultural production systems and the changing demands of consumers and international export markets. The implementation of a stakeholder participatory approach often results in better project outcomes for all beneficiaries. The recent development of ICT is an important aspect to consider in conducting development projects. Introducing ICT into the project will accelerate technology transfer to beneficiaries. I. Project Details The overall goal of the project is an improvement in rural incomes and social support systems, and the alleviation of poverty in rural areas through increased generation, transfer, and adoption of user-oriented agricultural technologies and management practices to support agribusiness development. The objective of the project is to strengthen the capacity of R&D institutions, and to accelerate the transfer of agricultural technologies. Project activities will focus on joint R&D training or workshop activities with international organizations; exchange programmes for researchers in R&D; workshops with independent stakeholders; dissemination of guidelines for participatory monitoring and evaluation; establishment of a comprehensive Information System, and establishment of operational capacity to support ICT. Existing facilities of the former agricultural information centres and selected Agency for Agricultural Research and Development (AARD) substations and experimental farms will be upgraded. Support will be given to (i) implementation of rural appraisals and other diagnostic studies; (ii) training of extension staff; (iii) testing technologies on farmer’s field through trials managed by researchers, extensionists, and farmers; and, (iv) regional strategic-planning and priority setting workshops. II. Stakeholder analysis Stakeholders Their interests Size of Stakeholder Extent of

influence MoA Strengthening agricultural

sector. 1 agency Moderate

Influence AARD National strategy of agriculture

technologies. 1 agency Significant

Influence. National Undertake strategic research

based on farmers aspiration through Provincial R&D

Relevant National R&D focus

Significant Influence.

Provincial Transferring technology to the end users.

8 of 17 Provincial R&D

Very Influential.

Provincial Governments

Developing regional strategy of agricultural technologies.

12 provinces Moderate Influence

District Governments

Improving local specific agricultural technologies.

12 provinces Moderate Influence

Universities Research partnership. Local and interested universities.

Moderate Influence

NGOs Partnership opportunities. Local NGOs. Some Influence.

Private Sector Business opportunities. Local businessmen. Moderate

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Influence. Farmers Improvement agricultural

technology. Income improvement.

Local farmers. Significant Influence.

III. The proposed actions for improving the project

A. PURPOSE AND OUTPUT 1. Other potential stakeholders that were not specifically accommodated in previous activities should be involved in the revised project. Increased stakeholder involvement will potentially improve agricultural growth in each region. 2. Introducing ICT into the project will accelerate technology transfer to farmers and will enhance the quality and quantity of participation of stakeholders involved in the project. It also creates the possibility of increasing the number of stakeholders involved, leading to the achievement of better results. 3. Conducting Participatory Monitoring and Evaluation (M&E) is an integral part of the participatory design approach. Participatory Monitoring and Evaluation is an important, but often-ignored element in the application of participatory techniques. In participatory M&E work, the distinction between monitoring and evaluation can often become blurred, as participatory assessments and feedback mechanisms are built-in to project design as a regular component of the work, rather than one-off events. Considering the distinction between traditional M&E activities and Participatory M&E, a sub component that specifies Participatory M&E is strongly recommended. In ordinary M&E activities, usually only a few stakeholders are involved, comprising of legal authorities represented by government audit agencies. In Participatory M&E stakeholders at all levels are contributors to the monitoring or evaluation process. Participatory M&E is action-oriented, and strong emphasis is placed on building the capacity and commitment of all key stakeholders to reflect, analyze, and take responsibility for implementing any changes they recommend.

B. METHODOLOGY AND KEY ACTIVITIES The participatory R&D approach adopted by AARD uses a priority-setting process that can best be described as bottom-up and top-down, key problems and opportunities are identified at the local level and forwarded up to policy makers to assess their relative importance within a district or provincial context. This approach is used to obtain input from farmers on aspects such as: existing farming systems, dominant commodities, and constraints to their production and marketing. The project will assist in the development of a mechanism to ensure that the local government’s priority setting methods are compatible with the selection of appropriate technologies based on the identification of problems, needs, opportunities, and constraints at the agro-ecosystem level. Project Framework: Design Summary Performance

Indicators/Targets Monitoring Mechanisms

Assumptions and Risks

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GOAL Alleviation rural poverty and improvement of rural incomes through the increased generation, transfer, and adoption of location specific, user oriented technologies.

Decreased number of

rural poor people. Improved distribution of

rural incomes Improved income of

targeted farmer. Improved farming

systems in terms of production increase and cost reduction.

National

monitoring and project implementation reports. Impact

studies.

OBJECTIVE 1 Strengthen capacity of R&D institution OUTPUT 1.1 Developed Participatory R&D and Technology Transfer Capability ACTIVITIES Joint R&D, training

or workshop activities with international organizations Exchange

programme for researchers in R&D OUTPUT 1.2 Established Participatory Monitoring and Evaluation Framework

Quality and quantity of

R&D Institution increase in x number The existence functional

mechanism for joint priority setting and R&D. The existence of

cooperation of R&D with universities and private sector through grant scheme or other incentives. The existence of

Developed innovative cost-sharing mechanisms for implementing R&D transferring technology with private sector. The existence of

functional mechanism for joint priority setting and R&D. The x number of

researchers participate in exchange programme

Midterm

Review Process

Evaluation Reports Monthly

report Operational

guidelines for arrangements between universities and AARD work unit. R&D reports

and publications R&D reports

and publications Process

Evaluation Reports Project

Monthly Report

Full

commitment of AARD managers and research staff to implement policy changes and institutional reforms. Adequate

funding for Operation & Maintenance by the Government. Increased

operational R&D expenditures. Commitment

of researchers who join the exchange programme

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ACTIVITIES Conducting

workshop with independence stakeholders Dissemination

reference guideline for participatory monitoring and evaluation

The existence of

Participatory Monitoring and Evaluation Framework The x number of

conducting workshops The x number of

distribution of reference guideline

Report of

Participatory Monitoring and Evaluation Framework Midterm

Review Process

Evaluation Reports Monthly

report

Qualified

consultants and NGOs Qualified

consultants and NGOs Appropriate

reference guideline

OBJECTIVE 2 Acceleration the

transfer of Agricultural Technologies. OUTPUT Established appropriate ICT ACTIVITIES To established

comprehensive Information System To established

operational capacity to support ICT

The transfer of technologies shortened by x months ICT used as an tools in concerned stakeholders The existence of IS system The existence of operational capacity

The

availability of technology The ICT

tools available in the market IS system

available in the market Qualified

consultants Operational

capacity, consultants, equip. available in the market

C. COST ESTIMATE AND FINANCING PLANS

The cost estimate for the project is USD 108,167 million. This consists of government financing (USD 44,320 million) and donor financing (USD 63,848 million).

Item Government Donors Total Cost 1. Consultants a. International Consultants 613 2,452 3,065 b. Domestic Consultants 575 1,342 1,197 2. Equipment and Software a. Equipment 1,652 4,842 6,494 b. Software 83 748 831 3. Building and Furniture

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a. Buildings 4,536 6,804 11,339 b. Furniture 401 601 1,002 4. Training, Seminars, and Conferences.

1464 11,043 12,507

5. Stakeholder related expenses 291 678 968 6. Research, Development, and Surveys.

29,220 20,537 49,756

7. Miscellaneous Administration and Support Costs.

3,737 1,547 5,284

8. Contingencies. - 13,254 13,254 TOTAL 44,320 63,848 108,167

D. IMPLEMENTATION ARRANGEMENT Overall responsibility for coordination and implementation of the project will be undertaken by Provincial Analysis. A Project Management Unit will be responsible for the day-to-day implementation of the project. Project implementation units will be established in each project province to assist the Director of Provincial R&D in the implementation of project activities and the generation of appropriate technology components. Through collaborative programmes with Provincial R&D, farmer organizations and other local agencies will be involved in the implementation of project activities. The proposed revised project will be implemented in two years. IV. Benefits of the project The project will provide widespread benefits throughout the agriculture sector, as reflected in more effective and efficient management and the use of R&D resources. With the regional focus on R&D, there will be a greater capacity to generate and pilot location-specific technologies and transfer them to more farmers and create diverse production systems. Stronger research-extension-farmer linkages will ensure that technology is demand-driven which is the basis for planning and design of R&D projects. The focus on agribusiness and agro-industry will increase the value added to agricultural production and will broaden the beneficiaries research outputs to those involved in post harvest, processing and marketing. The main quantifiable benefits of the project will derive from the adoption of improved agricultural technologies resulting in increased farmer income through higher farm productivity, reduced costs, and improved economic returns from farm diversification and better market-oriented production. Ex-ante assessment of such benefits is generally found to be difficult. Calculating internal rates of return for broad-based investment in R&D capacity building will be very subjective and highly speculative. Empirical studies on the research impact have mostly been carried out on programme-wide or commodity aggregates, and have generally indicated very favorable economic benefits. Local agricultural R&D has been a major source of new technology as agricultural technology cannot be transferred directly from one region to another. Generally, it must be adapted to the relevant soil, climatic, and market conditions by local agricultural R&D. The project will assist AARD in enhancing its capacity to address the new demand posed by the agriculture sector, thereby sustaining and improving performance and impact on the economy. V. Issues

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Introduction of participatory approaches in this project design will strengthen provincial institutional capability to identify and evaluate the potential impact of agricultural development both in the design and selection of research themes. However, the project has to overlook to other potential stakeholders that were not specifically accommodated. There should be more stakeholders participating in project activities to take the advantage of their potential in improving the agricultural growth on each region. Another important factor that must be take into account to ensure smooth implementation of information exchange is “networking capability”. Activities under this component will support the synthesis of available information, formatting the information for use in developing database linkages to other partner research institutes. The project can support backstopping in information management, including library, database management and technology transfer. The project has no specific component for participatory monitoring and evaluation. Participatory monitoring evaluation is very important but often ignored in the application of participatory techniques. The project has no ICT component. Application of ICT hopefully will accelerate the implementation of the project. Project: e-Government Team: Mr. Akibek Musabekov (Uzbekistan)

Ms. Kanykey Baygazieva (Kyrgyz Republic) Mr. Kurbanmurad Kurbanmuradov (Turkmenistan) Mr. Timur Hasanov (Tajikistan)

I. Introduction Electronic government is a form of government, in which internal and external communications and processes are provided and supported by information and communications technology (ICT). Hence, the development of е-Government includes two interdependent tasks:

• Improvement of interaction within the government system itself and its administration on the basis of non-paper e-documents flows;

• Provision of the majority of government administration functions, which are oriented for interaction with civil society, on the basis of ICT.

Efficiency in developing and implementing ICT in Uzbekistan began in June 2002 with the “Programme on developing of Uzbekistan ICT during 2002-2010 years”. The programme established a new vertical structure of state executive bodies, responsible for ICT. Further, the guidelines for coordination of ICT programmes and projects at interdepartmental level is being prepared and the appropriate coordinating organs have been established. These include the Coordination Council for Development of Computerization and Information-Communication Technology in the Government. State policy on conducting and developing ICT has also been reflected in recently adopted Laws such as “On Informatization”, “On e-documents’ workflow”, “On e-Commerce”. One of the main trends in developing ICT is government implementation and realization of the “e-Government of Uzbekistan Concept”. In 2003, state web sites grew in number. Nearly all state departments have web sites (95%). The quality of ICT projects are increasing, with a significant number of central governmental

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administration offices, as well as local departments, affirming their ICT programmes. The majority of departments also have independent subdivisions responsible for implementing their ICT programmes. As a result, the technological capacity of state administration bodies has increased. On average there is one computer for three officials; Intranet and Internet access is less widespread. However, only seven per cent of state bodies have their own corporate networks. Each department develops and supports its own IT system, which is most times not integrated with the IT systems of other departments, and with limited access to users. These systems are generally designed to be used for specific problem solving activities. The main official state information resource of the Government of Uzbekistan is the state information resources portal: www.gov.uz. This portal is extremely content heavy and does not provide web-solutions and tools enabling G2G, G2C and G2B interaction. Presently, the portal serves as an interface for web pages of state bodies. On the initiative of the Government of Uzbekistan the experimental implementation of a Unified Electronic Information System for foreign trade operations was established in August 2002. The system considerably simplifies procedures for transit control of goods and contract fulfillment by business. One of the main causes of the low rate of ICT take-up in state bodies is the lack of target financing for ICT projects by the State. Given this, and the above summary, the development of e-Government in Uzbekistan remains on the whole, at the first stage. II. Issues The low-income level of most of the population of Uzbekistan is a serious obstacle to the mass distribution of information technologies. Therefore, the cost factor has a wide-ranging impact. The access to basic e-government services should be provided to citizens free of charge, within reasonable limits, for example, information for civic rather than commercial needs of the user. It would be useful to develop incentives to stimulate the reduction of rates and tariffs on state agency e-Government services. It is recommended that information is provided to citizens and business on the availability of the state electronic services. Dissemination activities promoting Internet use and its benefits to citizens should also be conducted. III. Stakeholders analysis

Stakeholders Interests Size of Stakeholder Extent of Influence

Government to increase the internal efficiency of state structures activity; to decrease expenses on state structures; to increase the effectiveness of state expenditures; to create new mechanism of public relationship; to increase GDP; attract investment; faster delivery of commitments contained in development plan; creating market government

0,50 High

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services. Civil Society influence government policy;

way to deliver organization’s strategic objectives; new resource; to simplify getting of services “to be online, not in line”.

0,25 Medium

NGO’s realization of goals; reduction of poverty; institutional development; integration into global information society

0,05 Low

Donors: ADB UNDP ITU USTDA

Financial Support, Consultancy Digital Development Initiative Programme Consultancy, pilot project Feasibility study

0,05 Low

International suppliers of equipment and services

loans; global reputation; market penetration; access to finance.

0,05 Low

IV. Proposed actions for improving the project

A. GOALS AND OBJECTIVES OF Е-GOVERNMENT OF UZBEKISTAN

The main goal is to increase the effectiveness of government administration activities using ICT, and to further enhance interactions between government and civil society. The objectives are:

• Create a corporate state network (Intranet) based on the implementation of a integrated e-document system covering all levels of government administration (G2G);

• Increase the capacity and range of state services available through the use of the Internet (G2C/G2B), and to provide equal access to governmental services;

• Develop and introduce an electronic system enabling dialogue between government, citizens and community groups (e-democracy);

• Provide technical and information security.

B. METHODOLOGY AND KEY ACTIVITIES

Project Framework

Design Summary Performance Indicators/Targets

Monitoring Mechanisms

Assumptions and Risks

Goal information society Purpose increasing efficiency of

state structures activity; create new mechanism of public relationship

Government agency cooperate in the efforts;

Outputs social and economic level of life quality; Change of

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development poverty reduction; goal Activities developing of

government Intranet; training government employees; implementation of e-documentation workflow; developing information resource; providing information and services to society by wide ICT using;

Competitive tender; consultancy services, project management; information sharing; communication support; statistical program; generic software; specific application

deficiency of finance; lack of experiences; low qualification stockholder reducing;

Inputs International experiences; legal instruments; readiness of communications infrastructure; funding

Reputation or information sharing; Audit; Feasibility study, pilot project;

C. COST ESTIMATE AND FINANCING PLAN (USD million)

Item Government Donors Total cost

1. Consultants a. International Consultants - 1.5 1.5 b. Domestic Consultants 0.15 0.5 0.5

2. Equipment and Software a. Equipment 2.00 2.0 2.0 b. Software 1.00 1.0 1.0

3. Buildings and Furniture a. Buildings 0.50 - 0.5 b. Furniture 1.00 1.0 1.0

4. Training, Seminars, and Conferences 0.50 1.0 1.05. Stakeholder related expenses

a. Feasibility study - 0.5 0.5 b. Pilot Project 0.05 0.1 0.1 c. NGO’s - 0.5 0.5

6. Research, Development, and Surveys 0.30 0.2 0.37. Miscellaneous Administration and

Support Costs 1.30 1.2 1.3

8. Contingencies 0.30 0.2 0.3 Total: 7.10 8.7 12.5

D. IMPLEMENTATION ARRANGEMENT

1. A common information environment including all departments and regions created (2004-5).

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2. Mechanisms for bilateral and multilateral dialogues created to support an e-document flow system, to increase departmental and interdepartmental electronic information resources (2006-7).

3. The first stage of integrated е-Government is launch in Uzbekistan (2008-10). V. Benefits of the project Learning from the experiences and good practices of other countries, the implementation of е-Government in Uzbekistan may assist in:

• Increasing the internal efficiency of state activities, and effective use of human and technical resources;

• Reducing costs for state organizations and increasing the effectiveness of state expenditure;

• Creating new mechanisms for government-citizen relations, which will lead to increases in GDP.

Implementation of present proposal will also enable organization of information flows and information technologies to be restructured to form an integrated state information and telecommunication infrastructure for the further enhancement of the activities of government bodies. The main component of Governmental Intranet is the protected unified transport environment ensuring the operation and the interaction of internal information systems, and protected exit into general public telecommunications. The external infrastructure (State on-line services - Internet access) covers public information infrastructure ensuring the interaction between Government and the citizens (G2C) and Government and organizations (G2B). The basic governmental services which can be realized through the е-Government portal, can be divided into the following categories: "Government to citizens" (G2C)

1. Carrying out personal payments: income tax, tax on transport etc. 2. Social security services 3. Registration of official certificates (birth and marriage): inquiry and delivery 4. Registration of personal documentation (passports, certificates and driver's licenses) 5. Registration of property (movable and real estate) and operations with it 6. Registration of permanent residence 7. Job search services 8. Obtaining permission for construction works 9. Services connected with public health care (interactive consultations on availability of

services, reception recording) 10. Education applications

"Government to business" (G2B)

1. State registration and re-registration of the companies 2. Obtaining the permission or agreement for draft documentation from the authorized

organizations (ecology, construction, using of natural resources) 3. Obtaining and extension of licenses 4. Organization of public procurements 5. Implementation of mandatory corporate payments (corporate income tax, VAT,

transport tax, land tax and etc.) and payment to non-budget funds 6. Registration of commodity associated documentation on export-import transactions 7. Statistical report executing and etc.

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The list of electronic services is not full and it is open for additions and could evolve in accordance with the needs of users and the e-readiness of state authorities. VI. Action Plan It is necessary to consider e-Government development as a national priority. A special group for managing е-Government in Uzbekistan should be created. The objectives of this group should include development and implementation of a plan of activities for building е-government. The group should have the corresponding competencies and authorities. The special management group should create working groups on:

• Legal issues and е-Government • Information security; • e-document flow and digital identification; and • Systematic services for е-Government.

Temporary working groups for solving issues concerned with applied aspects of implementation can also be considered as necessary. The special project management group would work on the basis of specific task arrangements from the Government. The group should aggregate departmental information, technical and intellectual resources to develop an e-Government solution for Uzbekistan. The financing of е-Government should be agreed upon, taking into account the necessity of allocating not less than one per cent of total expenses of state bodies for ICT implementation.

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Project: Cooperation Effectiveness of ODA (Mongolia) Team: Mr. Lae Tul Siliva (Samoa)

Ms. Khosbat Batsukh (Mongolia) II. Issues Mongolia is largely dependent on official development assistance (ODA) which is accounts for about 90 per cent of capital account in the country’s balance of payments. The problem to be addressed is the ineffective implementation of ODA projects. The reasons for this are the low capacity of government staff, lack of stakeholder participation, poor project formulation and lack of monitoring and evaluation. This impacts on the confidence of the donor community, makes it difficult to achieve the national development strategy goals, makes project sustainability poor and leads to slow or low economic development. III. Stakeholder analysis

Low Z number NGOs Facilitation projectNGO

Low Y number communities depending on the project

To be beneficiary Community

low X number suppliersTo make profit Private sector

high 30 donors To provide ODA on their priorities area/promote their products

Donors

medium 11 ministries To accomplish national strategy/objectives

Government

Extent of InfluenceSize of StakeholderTheir Interests Stakeholders

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IV. Proposed actions for improving the project Objective: Implement ODA projects effectively

Objective Tree Analysis

Project Framework: Design Summary

Performance Indicators

Monitoring Mechanisms

Risk/Assumptions

Goal Effective utilization of ODA projects

Purpose To implement ODA projects effectively

At least 25% projects implemented successfully by 2007

No / minimal change of project implementers due to Political influence

Output 1. • Improved • Stakeholder participation on project implementation

• Increase number of trained main stakeholders of 100 projects by 2007. • Web-based database created by 2007.

Performance Report

Better formulated project proposal

Good practice of monitoring and Evaluation

Active Stakeholder participation

Improved project

sustainability Successful

Achievement of National

Obtain confidence of Donor community

Improved economic development

Enhancement of Skill capacity

building

To implement ODA projects effectively

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Activities: • Creation of • web based Database on Projects for information sharing, knowledge networking mechanism • Organize workshops/seminars at least 3 per line ministry • Campaign through media

• Correct and up-to date, • Feedback from users • Reports • Feedback from views/readers

• Each ministry has access to Network database. • Missing information on projects.

Output 2. Better formulated project proposal based on NDS.

At least 60% of new projects are formulated better by 2007

Project proposal, workplan

Activities: To improve National Develop/strategy/sector strategy

Output 3. Good practice of monitoring and evaluation

• At least 20 percent of the projects are monitored and evaluated adequately by 2007 • Having regulations on M&E based on Aid coordination law by 2005.

• M&E reports on projects • Consultations with / feedback from stakeholders • New regulations/documents passed/approved by Cabinet meetings

Activities: • Creation of M&E mechanism • Improve Regulation on

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monitoring and evaluation • Advocate new Regulations Output 4. Increase skill/capacity of government staff

• At least 40% of government staff trained by 2007. • Vice ministers join international study tour by 2007.

Training reports Observation reports

Activities: • To train • Government staff on participatory project formulation, implementation, M&E • To share • International experience /study tour

• Reports, • Project documents on Participatory design, implementation and M&E • Observations • Improve decision making skills

Adequate funds available on time

C. COST ESTIMATES AND FINANCING PLAN

Item Government Donors Total cost 1. Consultants

a. International Consultants 100,000 100,000 b. Domestic Consultants 20,000 20,000

2. Equipment and Software a. Equipment 300 70,000 70,300 b. Software 150 400 550

3. Buildings and Furniture a. Buildings 14,000 14,000 b. Furniture 6,000 6,000 12,000

4. Training, Seminars, and Conferences 100,000 100,0005. Stakeholder related expenses 20,000 20,0006. Research, Development, and Surveys 10,000 10,0007. Miscellaneous Administration and

Support Costs 30,000 30,000

8. Contingencies 0 19,000 19,000 Total: 20,450 375,400 395,850

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Project: ICT for All Team: Mr. Rajendra Prasad Dahal (Nepal) I. Introduction The history of Information and Communication Technology (ICT) in Nepal is rather short. Nepal’s journey into the world of ICT began with the use of IBM 1410 for the Population census of 1971. Its growth remained slow until the beginning of the 1970s when Nepal Telecommunication Corporation (NTC) was established in 1975. NTC, the incumbent operator, with its vast telecommunications network can become a key player in ICT development. NTC has kept its policy in line with the objective of providing basic telephone services as well as other ICT services through the expansion of its network in the rural areas, irrespective of its economical value. The Government has a vital role to play in developing sustainable national e-strategies in consultation with the private sector and civil society. To provide ICT services to all in a cost effective manner is the priority. Therefore, various joint ventures for resources, technologies, infrastructure development, marketing strategies, networking, software parks, and research support should be encouraged to attain this goal. The government has formulated national IT and ICT policies in 2000 and a New Telecommunication Communication Policy in 2004. Cyber cafes are becoming popular even in remote parts of Nepal, where telephone services are available. Awareness of ICT is growing rapidly, both in government and the private sector, especially in urban areas. It fosters opportunities to businessmen and poor or disadvantaged communities. Private Banks, financial institutions, manufacturing sector, multinational companies and public enterprises are the main users of ICT. Local software companies are rapidly developing. II. Issues

• Only about five per cent population is computer literate • Absence of stable government • Inconsistent policies • Lack of strong leadership • Poor security • Shortage of skilled IT workers, insufficient capital, lack of expertise, and outdated

technology • Keeping pace with new technological developments is costly • Differences in development and priorities - as developed countries race down the

information super-highway, many developing countries have yet to provide basic telephone services

• Preservation of cultural heritage in the era of digital communications • Ensuring equal access to all

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III. Stakeholder analysis Stakeholders Their Interests Size of Stakeholder Extent of Influence Government Cost effective,

qualitative, regular services; Skilled workforce developed

Significant Major user

Donors More and advance use of services; guarantee of investment return, and take up

Substantial but needs widely expansion

All donors use it

NTC Expansion of qualitative, regular services at affordable price;

It is the only service supplier; wide infrastructure networks

User and distributors/ provider

Private Sector More benefit from low cost; easy and regular service availability

Growing competitively

Provider/ number of users rapidly increasing

NGOs Qualitative, cheap and regular services;

Growing number of service users

Mostly users

Civil Society/ Community

Availability of qualitative, cheap and regular services;

Selective users of services

Use in homes or in market places as required.

IV. The proposed actions for improving the project

A. GOALS AND OBJECTIVES Purpose:

• To provide regular ICT services to all, including those in isolated, remote, mountainous or rural areas.

• To provide affordable, reliable services to the rural people. • To empower rural communities to use ICT services for their benefit. • To contribute to the national development of Nepal.

Output:

• Wide availability of reliable and affordable ICT services in mountainous, remote and rural areas of the country.

• Development of easy to use and easy to access services for community empowerment and national development.

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B. METHODOLOGY AND KEY ACTIVITIES A needs analysis survey should be conducted in several rural areas. The country has 75 districts; 20 districts are situated in the plains and the remaining districts are in mountainous areas. Many of these districts do not have electricity or roads. In the initial phase, awareness raising in rural communities of the benefits of ICT is foremost. The proposed methodology for implementation of the project will be as follows:

• Provide networking services to isolated areas through the use of satellite and solar energy

• Establish computer centres in remote rural areas under public-private partnerships • Conduct capacity building for rural communities. • Provide information on ICT in a form that is appropriate to the users • Encourage rural participation in training and use of ICT through subsidized rates. • Develop ownership of technology and services in communities contributing to their

sustainable Objective Strategies Activities Intermediate

Indicators Outputs Resp.

Agency Improve access to all for telephone/ postal services

Private sector Participation Clarity on role and resp’bility of public and private op’s Functional autonomy (FA)

Encourage Priv. sector involvement in ICT/ Telephone Expansion of broadcst’g services Creation of legal f’work for FA

Convert NTC to a Company under Company Act Private GSM operator in place Private Radio and Television service (RTS) operator in place. RTS extension to the whole country initiated. Approval of Rules&Regul’s for FA of postal service by 2005

Competitive, liberalized ICT/ phone service. Access to ICT/ at least 2 phone lines in all VDCs. 40 lines/1000 inhabitants RTS available to all people. Effective functioning of postal svc

MoI/ TCA MoI/ TCA Radio Nepal DPS

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C. COST ESTIMATES AND FINANCING PLAN 1. Cost Estimate with break-ups (USD million)

Item Government Donors Total cost 1. Consultants

a. International Consultants (@ USD4,000/person/month for 36 months)

0.144

b. Domestic Consultants (@USD1,000 per person/month for 144 months)

0.144

2. Equipment and Software a. ICT Framework (satellites, solar

power, hardware, software, networking) 55.0

b. Capacity Building (training to use and maintain ICT framework)

5.0

3. Buildings and Furniture (satellites, solar power and service centres)

20.0

4. Training, Seminars, and Conferences 0.5 5. Stakeholder related expenses 1.0 6. Research, Development, and Surveys 7. Miscellaneous Administration and

Support Costs 5.0

8. Contingencies 0 5.0 Total: 91.788

2. Financing Plan Proposed Donor – ADB USD 91.788 million Government Agency USD 23 million equivalent (for salary, rent, and land costs) Beneficiaries USD 0.50 million (equivalent) Others ----- Grand Total US$115.288 D. IMPLEMENTATION ARRANGEMENT Ministry of Information and Communication (MoIC) will be the executing agency for this project. A Project Steering Committee will be constituted as an apex body chaired by the Secretary at the Ministry to coordinate the activities. This committee consists of the following members:

• Joint Secretary, Planning Division, Ministry of Information Communication. • Director General, Department of Information. • Representative, Ministry of Science and Technology. • Representative, National Planning Commission. • Representative, Ministry of Finance. • Executive Director, NTA

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• General Manager, NTC • Representative, Computer Association of Nepal • Representative, Private sector • Representative, Consumer Association • Chief Technical Adviser. • Project Director/Coordinator, Member Secretary

A senior level technical officer will be appointed as Project Director to manage the project. S/he will be supported by technical and administrative staff as required. Similarly, a District Level Coordination Committee (DLCC) will also be formed to monitor the activities of the project. The Chief of the project at district level will chair the committee, with representatives from the concerned agencies. The duration of the project will be five years (2005-09). Performance of the project will be monitored by the National Planning Commission, line ministry, CIAA and so on. V. Benefits of the project Rural communities in remote areas, and disadvantaged and marginalized groups will get ICT services for the socio-economic development of their communities. Through access to e-Government services, greater employment and poverty reduction can be achieved. This may also address insurgency in the country, which is a consequence of social exclusion and distributive injustice of power and resources. Project: Increasing Stakeholder Participation using ICT (Pakistan) Team: Mr. Raza Shah (Pakistan) I. Introduction The proposed project is a component of the e-Government Programme of Pakistan which in turn is an approved component of the National IT Policy. The goal of the e-Government programme is to provide greater access to government information and services, improve the internal efficiency of government operations, enhance public participation in the working of the government, and make government more accountable to citizens. The proposed project is aimed at providing the basic IT infrastructure within all federal government ministries, without which it is difficult to improve internal effectiveness and provide services to citizens efficiently. The facilities to be provided under the proposed project will lay down the foundation for e-services by government. II. Issues the project is designed to address

Problem Tree Analysis Negative Impact Less money available for development activities

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Less time available for government employees to work on citizen benefit projects/activities

Problem Huge spending on government operations Large portion of time of government officials spent

on administrative activities Root Causes Old processes & procedures No information pooling & sharing Low skills level of government employees Minimal use of ICT

Objective Tree Analysis

Positive Impact Reducing government expenses on stationary, printing, telephone and storage

More time for government to plan citizen benefit projects

Objective Reduce expenditure on government operations Improve productivity of government employees Solutions Re-engineering of government

operations/functioning Creation of databases, development of central

information pool & availability of information to all

Skills development of government employees in ICT enabled environment

Maximize use of ICT III. Stakeholder analysis No. Stakeholders Their Interests Size of

Stakeholders Extent of Influence

Depth of participation

1. The sponsoring agency

Development of ICT sector

Medium High Empowerment

2. The executing agency

Development of E-Government programme

Small Medium Empowerment

3. The project team Successful implementation of projects. Successful change management

Small Medium Empowerment

4. The financing agency

Better spending of public funds. Reducing costs of government operations

Large Medium Information sharing

5. The developmental Growth in GDP. Large High Collaboration

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agency Increasing productivity of government employees

6. Government Employees

Make their work simpler and easier

High High Collaboration

7. Citizens

Convenience, Less costly to interact with government

High High Information sharing

8. Ministry of Law Collaboration 9. Ministry of

Establishment Collaboration

IV. The proposed actions for improving the project

A. GOALS AND OBJECTIVES The objectives of the proposed project are to reduce the cost and improve productivity of government operations so that more time and resources are freed from administrative work, to be utilized for improving citizen service-related activities. The proposed Data Centre will host common applications and facilitate interconnectivity of all federal government divisions for electronic communication and development of customized applications for each division to provide e-services to the citizen. The proposed Intranet system will have following components:

• Installation of Local Area Networks (LAN) for all ministries of the Federal Government

• Creation of a Data Centre for hosting of common applications. • Creation of a Federal Government Employees Portal for quick and focused information

delivery • Building of a Central Repository for documents for record and online access to all the

divisions • Installation/training on basic IT concepts, Office Productivity software and

Messaging/Collaboration software • Centralized identification management, security management and network management

for all Federal ministries • Centralised technical support and help desk facility by

Project Framework Design Summary Performance

Indicators / Targets Monitoring Mechanisms

Assumptions & Risks

Goal: Efficient services delivered by government to all

N/A N/A 1. Adequate Internet penetration 2. Availability of access tools 3. Development of

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alternate channels 4. Local language support

Purpose: Reduce Costs Improve Productivity

Stationary by 15% Telephone by 10% Printing by 7.5% Number of cases processed by officials increases by 15%

Government non-developmental budget allocation to ministries IT System (Case tracking system being implemented)

Necessary legislation will be enacted to ensure e-communications within government 1.Senior officials will use the system 2. Information is accurately entered in the system

Output 1: Re-engineering of government operations Activities: 1. Map workflow of the government 2. Re-design workflow

Authority is delegated (previously centralized) No. of decisions taken/cases disposed down the chain increases

IT System

Government will modify the relevant rules required because of changes to the established way of operations

Output 2: Creation of databases, development of central information pool and availability of information to all Activities: 1. Identify govt. information requirements 2. Engage software companies for development of software/databases 3. Implement the software/databases 4. Switch-over from manual system

Matching of databases created to functions handled by govt. will verify percentage of functions that are automated

IT System Rules of Business of government

1. Companies with necessary expertise are available for software development work 2. Requirement is given by ministries clearly 3. Switch-over achieved in time

Output 3: Skills development of government

All government officials trained in the

Tests Usage of system

1. All ministries correctly identify

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employees in ICT enabled environment Activities: 1. Identify training needs of govt. employees 2. Engage training company to provide training 3. Conduct Training 4. Feedback

use of office productivity software and databases

people for training and allow them to complete trainings as per schedule 2. Government officials are retrained 3. Training academies have adequately facilities and have the activity scheduled in

Output 4: Maximize use of ICT Activities: 1. Provide hardware/ software to all 2. Implement email facility

Usage of electronic communications for routine work

Ratio of email to hard copy messages Use of chat, bulletin boards, portal

1. Ministries are given budgets for maintenance of infrastructure 2. Technical positions are created in all ministries for management of operations

The project framework highlights the following issues that require immediate focus:

• It is necessary for legislation to be enacted to ensure e-communications within government and that the relevant regulations be modified to enable e-Government

• Senior officials must be adequately trained to use the system • All ministries must identify and release staff people for training • Training academies must have the resources to cater for the training requirements • Ministries must be given a budget for maintenance of infrastructure • Technical positions must be created in all ministries for management of operations

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C. COST ESTIMATES AND FINANCING PLAN

D. IMPLEMENATION ARRANGEMENTS

As per government procedures the project has been approved by the Central Developmental Working Party (CDWP), chaired by the Deputy Chairperson of the Planning Commission. For all projects whose value is above Rs. 200 million, additional approval is required from the ECNEC. The ECNEC is chaired by the Finance Minister. The project is awaiting approval from ECNEC before work can be initiated. Funding has been made available in the PSDP 2004-05. V. Benefits of the project It will improve the internal efficiency, effectiveness and productivity of the government operations. Presently significant time is spent on retrieving information from paper files and documents. Electronic search and retrieval will not only result in enhancing productivity of government employees’ but will also contribute significantly towards expenditure containment. The project is expected to help reduce the cost of stationary and printing in the government as well as reduce the expenditure on telephone calls. More time and resources will be available for citizen demands of services. The project will aid the development of an IT culture in the Government.

No. Description Rs. (in million)1 Data Centre & Intranet

(a) Cost of Networking 10.700 (b) Cost of Software/Applications 60.000 (c) Cost of Implementation Services/Training 5.000 (d) Cost of Hardware 115.710

Sub Total 191.410 2 Federal Govt. Divisions

(a) Cost of Networking (LANs) 29.889 (b) Cost of Software/Applications 9.692 (c) Cost of Implementation Services/Training 6.008 (d) Cost of Hardware 76.026

Sub Total 121.616 3 Project Staff Salaries 68.471 4 EGD Project Office Expenditure 4.055 5 Operating Expenditure 53.440 6 Miscellaneous & Contingencies (5%) 21.950 TOTAL CAPITAL EXPENDITURE (Rs.) 460.941

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It is also expected that after its implementation, the technical capacity of ministries and divisions will be enhanced in the area of IT, and they will be able to implement more complex IT projects. The adoption of information technology by government generally spurs the domestic IT industry, resulting in an exponential growth of the IT industry and adding economic wealth to the national economy. The project will also result in direct employment of about 91 qualified IT professionals who will be absorbed within the government as a result of this project. Project: Southern Transport Development Project Sri Lanka Team: Mr. Serasinghe Nandasiri (Sri Lanka)

Mr. P.M. Anura DeSilva (Sri Lanka) I. Introduction Sri Lanka is an island with a surface area of 62,705 kilometres and a population of 19 million. The Ministry of Highways and RDA are key institutions responsible for the development and maintenance of the National Highway Network. They maintain 11,650 kilometres of trunk (A Class) and Main (B Class) roads. A feasibility study on a transport facility between Colombo and Matara was undertaken by ADB in 1998-1999. ADB & JBIC agreed to fund the project. The road between Kurudugahahetekma to Matara was funded by ADB and Kottawa to Kurudugahahetekma was fund by JBIC. III. Stakeholder analysis Primary Stakeholders

• Community • Villagers • Farmers • Traders

Secondary Stakeholders • Government • Ministry of Highways • RDA • Donors • NGOs

IV. The proposed actions for improving the project

A. GOALS AND OBJECTIVES

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Goal To provide an adequate and efficient network of national highways at an acceptable level of safety and comfort for the movement of people and goods, in an environmentally sustainable manner, aiding the social and economic development of the nation. Objectives Efficient transport links to Colombo and beyond Improvement of safety of national highways Design Summary Performance

indicators Implementation Arrangements

Assumption & Risk

Goal Adequate, efficient network of national highways at an acceptable level of safety & comfort for the movement of people and goods, in an environmentally sustainable manner, aiding socio-economic development of Sri Lanka

Cost overrun Road can be construct through uncultivated area Labour cost is low Resistance to relocation

Objectives Efficient transport links to Colombo and beyond Improvement of safety of national highways

Activities 1.Re- settlement 2.Acquisition of land 3. Select consultant 4.Select civil works contractors.

Acquisition of land before July 2004 Selection of supervision consultants before May 2002

Highway total length 130 km Drivers training programme Public awareness

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Complete the construction works before May 2006 Opening of the highway July 2006

C. COST ESTIMATES AND FINANCING PLAN

(Rs.Million) Item Government Donors Total Cost

ADB section Civil works 3,505 7,051 10,556 Construction supervision 105 435 540 Road safety 46 196 242 Administration 8 50 58 Total 3,664 7,732 11,396

JBIC section Civil works 3,980 13,622 17,602 Construction super 131 655 786 Administration 8 50 58 Total 4,111 14,277 18,388

NDF COMPONENT Manag. Consulting 135 207 342 Road safety consult 79 395 474 Road safety equipment 60 150 210 Total 274 752 1,026

Project: Clean city by cleaning city (India) Team: Ms. Itishree Pattnaik (India) I. Introduction

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Bhubaneswar is the capital of Orissa. It has a refuse problem, particularly in slums areas in central city district. The community attitudes do no emphasis the importance of a clean environment and the municipality has not been very effective in responding to the city’s refuse problem. Civic and NGO groups have also not prioritized the cleaning up of the city. III. Stakeholders analysis:

IV. The proposed actions for improving the project

A. GOALS AND OBJECTIVES The project will:

• Clean up the slums as well as other areas of the city with the assistance of college and secondary school students.

Helping the actors to make the project success.

Not knownIncome / cleaned atmosphere

Youth living in slums

Consultancy Few selected ones Service / feesLocal NGOs

Approval of projectIncentives to cleaners

Project approving officers

Cleaned cityGovernment offices

Cleaning As many aspirants within the budget

To get extra income To be engaged in their free time.

Students

Helping the actors in work Creating friendly atmosphere for them.

All people living in slums

Better environment less disease Extra income

People living in slums

Type of service of SH

Size of SHInterest of SHStakeholders (SH)

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• Setting an example to other cities with similar problems • Engage local youth and give incentives such as extra income • Involve municipality in the process

Objectives:

• Empower unemployed people by giving then a role in their community • Recognize the needs of disadvantaged groups such as those living illegally in slums in

the city centre • Encourage community health and safety awareness • Encourage civic service among the city’s youth • Municipality will be stimulated to perform better

B. METHODOLOGY AND KEY ACTIVITIES STEP – 1

A survey conducted to detect trouble spots, amount of garbage, local of dumps, causes of garbage etc.

STEP – 2 Discussion with local communities to inform them of the benefits of project and gather their feedback and suggestions.

STEP - 3 Inform the government of the project and seek financial assistance from them.

Step – 4 Meet the President of Student Union to provide details of the project and the potential role of and benefits to students. Also meet with educational institutions.

Step - 5 Get local NGOs involved.

Step - 6 Collect necessary items required for cleaning such as broom stick, bags, gloves, disinfectants, garbage truck, etc.

Step - 7 Schedule the work

Use of ICT: ICT can be used to inform people of the problem and solutions through video programmes on successful health and sanitation case studies. Emails, and construction of a database may also be useful. Assumptions: Council may not approve the project, education institutions may not realize students, Student Union may not support the project Local communities living in the slums may oppose the project Efficient project management is needed

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To ensure sustainability of the project, awareness will need to be developed among community, the city’s youth should be informed about the project. To sustain the project financially, youth collectors could charge fees for collecting garbage and penalties for those who dump it in public areas.

C. COST ESTIMATE AND FINANCING PLAN No. of actors * wage fixed per day (this should not be less than the minimum daily wage fixed by the government). No. of materials needed in this work Fuel charge for garbage vehicles. Printing of notices to stick at the institutions to encourage more people in this. Cost of other advertising tools

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ANNEX F:

Welcome Address

By Dr. Jeoung-Keun Lee

ADBI (unedited) Thank you very much Dr. Singh, respected Prof. Armand, President of AIT, Dr. Ja-Kyung Yoo of UNESCAP, Dr. Sweetser from ADB, fellow resource speakers, ladies and gentlemen. Good morning. It is my honor and privilege to represent ADBI at this course. This is the second course that ADBI has organized with AIT. The first course was conducted last December. This year we are conducting it again, but with one very important component added - information and communications technology or ICT - and how it is changing our lives. Whereas previously, an individual was limited to a local community in their acquisition of knowledge, now the world has become a virtual local community. For example, the Internet allows us to access information in real time, where once it would take several days to obtain the necessary information by mail. We are beginning to see that ICT provides an individual with the capability to learn and share experiences anytime, anywhere, and more importantly, on an as-needed-basis. The global economy is based upon levels of mobility unprecedented in human history – mobility of information, finance, goods and services, and people. But it also enables mobility of disease, crime, arms, and instruments of repression. As technology continues to advance, we can expect that the time required for obtaining information and knowledge will continue to diminish. That is why, in this course, we will examine how we can best utilize this new technology to share our experiences and expertise. There is no doubt that information and knowledge are vital tools for sustainable development. However, technology itself does not provide information and knowledge - that is for us to do. However, it can be a valuable tool in our search. You are the answer. We can learn from you, share experiences with you, and work together with you. We have to learn how to tap your knowledge more extensively and learn more effectively from you, employing contemporary information and communications technology. As you can see from the list of resource speakers, we were able to secure highly regarded professionals in this field. However, I expect you also to share your experiences and knowledge with us. We regard you as very valuable resource persons. You are not here to just learn, but also to share your knowledge with us. Tell us honestly what worked and what did not. Tells us your secrets, how you reached people, how you changed their minds, and how you

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made your development projects successful. We have to work together to achieve our common goal of eradicating poverty, by making our development projects more successful. I would like to share some of my views on partnership. Firstly, partnership needs to be seen as collaboration between equals with shared concerns. In order to collaborate, we have to know the concerns of the community. In this sense, ICT can assist us to find out what their concerns are. Secondly, as outside intervention is often perceived as threatening, we have to learn the behaviour of a supportive partner, as well as methods for developing trust among the community. Communication is key to increasing trust, as you know. ICT can facilitate this communication process. This will surely encourage collaboration between all stakeholders and ensure the project is a success. Thirdly, we cannot do everything for poor or disadvantaged communities. They have to be empowered to help themselves. Therefore, we have to empower them to change their conditions, step-by-step, even if they are only small steps. We also have to provide ongoing support to communities, so that they develop the belief and understanding that they can bring about change. How can ICT help us to achieve this? I do not have the answer, but I am relying on your creativity. In short, those implementing development projects should work with and learn from local communities, starting from the bottom up, to learn what they know, build on what they have, and help them to find the locus of power within themselves. Along the way, we can tap into the vast potential of ICT to help us achieve this goal. In closing, I would like to thank AIT and its staff for providing excellent support for this course. My thanks go to Dr. Yoo and UNESCAP for providing valuable resources. Also, I want to express my gratitude to my ADB colleagues who volunteered to help us, despite their busy schedule. I would also like to thank the resource speakers who kindly agreed to record their presentations so that we could make CD-ROMS for free distribution. Finally, I thank you, the participants of this course, for coming here to share your knowledge and expertise with us. I wish you all the success of the course and a comfortable stay at AIT.

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Welcome Address

By Ms. Ja-Kyung Yoo

Chief, ICT Applications Section UNESCAP

Distinguished participants, ladies and gentlemen, It is my great pleasure to be here to welcome you, on behalf of UN ESCAP, to this workshop on increasing stakeholders’ participation through the use of ICT. It is important to involve stakeholders in all stages of project development and implementation since it would increase ownership among stakeholders of the project. Multi-stakeholder participation has been recognized as a necessary element for sustainable development since no single sector can handle the complexity of sustainable development. Therefore, the Millennium Goals of the United Nations is also promoting a global partnership, especially with the private sector, for development. Private-public partnerships normally combine the authority and credibility of the public sector with the financial and entrepreneurial skills of the private sector. UNESCAP has also implemented a project promoting public-private partnerships which will be introduced during this workshop by a colleague of mine. There is no doubt that ICT became a tool for socio-economic development. ICT can support, create and strengthen interactive and collaborative work among stakeholders through facilitating information flows between them and fostering coordination of national and local development efforts and overcome physical barriers to knowledge and information sharing. This is the second activity that UNESCAP is collaborating with ADBI for capacity building in ICT applications – perhaps one form of stakeholders’ partnership for ICT capacity building, this time with one more partner AIT. I hope this partnership relationship among us will continue in the future. In concluding, I wish you all the success in your deliberation and wonderful time in the beautiful AIT campus and Thailand. Thank you.

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ANNEX G:

Closing Remarks

By Mr. Graham Walter

Director, Operations Evaluation Department Asian Development Bank

It has been quite a hectic, but very fruitful week. It seems we have been able to achieve all the objectives of the workshop, as outlined by Mr. Lee at the outset of this course on Monday. Here at AIT, away from the distractions of downtown Bangkok, we have been able to make many good friends with whom we can share our experiences and expertise. We now know many people who we can contact for more information and advice. It also provided a good opportunity to exchange views among governments, international organizations, and NGOs. Through this course, we have been able to produce many new action plans. I wish to acknowledge the contribution of Dr. Brett Tan who was instrumental in formulating and finalizing the proposals. These project ideas will be further refined and conveyed to your governments and donors, including the Asian Development Bank for possible financing. I hope many of these projects can be funded so that you can help realize your aspirations of reducing poverty in your countries. I have only participated in the last 3 days of the course, but one key thing that strikes me as a staff of a funding agency, ADB, is that if we are to improve our development effectiveness and truly design projects in a participatory fashion, then we have to allow time for this process. This obviously then has implications for our project processing plans but, as I emphasized in my presentation, there is a cost involved as well. It is getting the level and degree right that is important. During this course, we have recorded many excellent presentations of our resource speakers. We will convert some of them into CD-ROMs so those who were not able to participate in this course can benefit from them. I thank the resource persons for their donation of time and expertise. This course was only possible because of the hard work of many devoted persons. Firstly I would like to thank the Asian Development Bank Institute, and in particular Mr Jeoung-Kee Lee without whom this course would not have happened. I would also like to thank the United Nations Economic Commission for Asia and the Pacific, ESCAP, whose assistance was invaluable, and in particular Dr. Ja-Kyung Yoo . Also my own organization, the Asian Development Bank, which allowed Ann Sweetser, Bob Dobias and myself to come to AIT to conduct sessions during this course. And of course our hosts, the Asian Institute of Technology. The President Dr. Jean Louis Armand welcomed you all on Monday, together with the Dean, Dr. Gajendra Singh, who also threw a party for us.

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I don’t wish to make this sound like an Oscar awards ceremony, so I will not thank my mother, my grandmother, my next door neighbour and my dog, but I do wish to express our gratitude to the hard working staff behind the scenes (and at the back of this room) whose efforts ensured the smooth running of this course. These include Mr. Gonzales, computer specialist, Ms. Fontanilla (that is Ms Cookie) Mr.Paitoon and Mr. Somchai, technical support staff, and the administrative support staff of Ms. Niramol, Ms. Sheri, Ms. Prinya and Ms. Nat. Lastly, I thank all of you. Without your active participation in this course, it would not have been concluded successfully. I wish you all the best in your endeavors and hope to see you soon in Manila or Tokyo.

Closing Remarks

By Prof. Gajendra Singh Dean, AIT Extension

Asian Institute of Technology (no prepared speech, need to get from DVD)

waiting on K. Niramol to send me Prof. Singh’s speech.

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Thank you

By Mr. Peter McCawley

Director, Asian Development Bank Institute

This is to convey my thanks to you for your active participation in the above course. I would also express my sincere gratitude to our cosponsors of the course: ADB, AIT and UNESCAP. I personally wanted to open the course, but other urgent tasks prevented me to. With your full support, the workshop was completed successfully. I was delighted to learn from Mr. Jeoung-Keun Lee that the quality of presentations was superb, and your small group activities were very valuable. I am sure that you can now apply the concepts and techniques of stakeholder participation in project planning and implementation. The course proved to be a good forum for the exchange of views among national governments and international organizations. I am confident that everyone involved benefited greatly from this course. One of the highlights of the course was the revision of on-going projects to improve stakeholder participation. I hope these revised project proposals should be implemented well in your countries with full participation and cooperation of major stakeholders. During this course, Mr. Lee was also able to record a few excellent presentations of our resource speakers. These presentations will be made available on CD-ROMs so that those who were not able to participate in the course may still benefit from them. I thank the resource persons for their donation of time and expertise. On behalf of the ADB Institute, I deeply appreciate your participation and full support. Should you have any suggestions to improve the course, please do not hesitate to contact me. I count on your cooperation in the future as well.

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Vote of Thanks

By Mr. Syed Raza Abbas Shah Director General (Projects)

Electronic Government Directorate Ministry of Information Technology

Pakistan

Mr. Singh, Mr. Lee, colleagues, ladies and gentlemen, it is indeed a pleasure to presenting this vote of thanks on behalf of course participants. It is with a mixture of sorrow and happiness that we arrive at the end of our course. Happy to be finally going home, but sad to be leaving our new friends and colleagues. On behalf of the workshop participants, I would like to thank ADB, ADBI, UNESCAP and AIT for organizing and hosting this event, providing the funding, technical resources, excellent learning environment and the chance to interact with such a multicultural group. A special thanks goes to Mr. Lee for giving us a very challenging, as well as comfortable learning environment; and keeping us focused with challenges and incentives. I must also compliment the staff and arrangements of AIT which have been impeccable with attention to the smallest details (like arranging candies whenever we were in danger of going to sleep). I must also thank the resource persons for the course; Mr. Tann, Ms. Frito, Mr. Gonzales, Anne, Robert, Graham, Mr. Mukherjee and all others who took time out of their busy schedules to share their knowledge and experiences with us. The course has been an excellent opportunity to know about the challenges of development, participatory development and use of ICT in this process in a diverse range of countries, e.g., highways and forest development in Sri Lanka, preservation of culture in Bangladesh, rural development in Bhutan, payment systems in China, poverty alleviation through farm income improvement schemes in Indonesia, using ICT for development in the Kyrgyz Republic, tax management systems in the Maldives, improvement of ODA utilization in Mongolia, improvement through ICT in Nepal, ICT for municipal financing in Philippines, issues of hydroelectricity development in Samoa, ICT for public participation in Tajikistan, experiences of Turkmenistan and eGovernment in Uzbekistan. I hope we have been sensitized to issues of participatory development increasing stakeholders involvement and participation in projects, logical framework analysis for linking objectives to problems and solutions as well as facilitatory issues of incorporating ICT in the planning, involvement and monitoring processes as well as legal frameworks. I sincerely hope that we will be using these tools and techniques in our work and our learning will not stop here. I also hope that we will work as an alumni, strengthening our relationships within the region, as ell as with our kind sponsors, ADB, ADBI, UNESCAP and AIT.

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Vote of Thanks

By Ms. Helena Barangan Habulan

Executive Director Municipal Development Fund Office

Department of Finance The Philippines

Let me express sincere appreciation for being invited and attending this very important workshop on Increasing Stakeholder Participation using Information and Communications Technology. It is really a rare opportunity consider we came from 17 countries representing so much diversity in culture, economies, people and environment. The workshop has been a venue for good exchange of experience and knowledge on improving our lives and those of the rural poor. Also a special thanks to Dr. Lee for ADBI for giving us good incentives, and when they didn’t work, the threat of not paying our prizes if we did not prepare our action plans on time. We all worked very hard this week as a result, and I think we should give ourselves a clap. Finally, I would like to thank AIT for its support, any time of the day and always on time. Many thanks to you all.

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List of Participants

Afghanistan Dr. Zaman Alikhani, Consultant, Postharvest Technology Institute, Chiang Mai University, Chiang Mai 50200, Thailand, Tel: +66-53-941448, Fax: +66-53-941447, Email: [email protected], [email protected]

Bangladesh Mr. Muhammad Mizanur Rahman, Senior Assistant Secretary, Planning Division Ministry of Planning , Block 9, Room No.35, Sher-e-Bangla Nagar, Dhaka, 1207 Tel: +8802-9117315/8802-8117581, Email: [email protected] Mr. Tapan Kumar Das, Senior Assistant Secretary, Implementation, Monitoring and Evaluation Division, Ministry of Planning, Sher-e-Bangla Nagar, Dhaka, 1207 Tel: +8802-9118201/8802-8122210

Bhutan Mr. Karma Tenzin, Planning Officer, Plan Management Section, Policy and Planning Division, Ministry of Agriculture, Thimphu Tel: +975-2-324189/975-2-323748, Email: [email protected]

People’s Republic of China Mr. Yongfu Zhang, Director, Technology & Engineering Management Division, Technology Department of People's Bank of China, 32 Chengfang St. West District Beijing Tel: +86-10-66194672/86-10-66194673, Email: [email protected]

India

Ms. Itishree Pattnaik, Student, Regional and Development Planning, Asian Institute of Technology, Thailand

Indonesia Mr. Agus Kuswantorao, Head of Section of Foreign Loan and Grants III, Directorate General of Budget, Ministry of Finance, Anggaran Building 5th Floor, JL Lapangan Banteng Timur 2-4, Jakarta Pusat, Tel: +62-21-3813889/62-21-3812859, Email: [email protected] Ms. Tuti Riyati, Head, Subdirectorate of Multilateral III, Directorate of Multilateral Foreign Funding, National Development Planning Agency, Jalan Taman Suporati No.2, Jakarta 10310 Tel: +62-21-3160159/62-21-31934203, Email: [email protected]

Kyrgyz Republic Ms. Kanykey Tunguchbekovna Baigazieva, Senior Specialist, International Cooperation Department, State Agency on Information Resources and Technologies, Government of the

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Kyrgyz Republic, Frunze Street 421, Bishkek Tel: +996-312-299611/996-312-299611, Email: [email protected]

Maldives Ms. Fariyadh Moosa, Assistant Revenue Officer, Department of Inland Revenue, Ministry of Finance and Treasury, Ameenee Magu, Male', Maldives, Tel: +960-322261, Fax: +960-316577, Email: [email protected]

Mongolia Ms. Khosbat Batsukh, Officer Department of Economic Cooperation and Policy Cooperation, Ministry of Finance and Economy, D10646 Negdser Undesnii Gudany SK Zasgna Gazriin II, Bair Chingettei Dwrey, Ulaanbaatar, 210646 Tel: +976-11-329044/976-11-329044, Email: [email protected]

Nepal Mr. Rajendra Prasad Dahal, Section Officer Foreign and Coordination Division, Ministry of Finance, Singh Durbar, Kathmandu, Tel: +977-1-4257110 /977-1-4-259891, Email: [email protected]

Pakistan Mr. Syed Raza Abbas Shah, Director General (Projects), Electronic Government Directorate, Ministry of Information Technology, Evacuee Trust Building, Islamabad Tel: +92-51-9205989, Email: [email protected]

Philippines Ms. Helena Barangan Habulan, Executive Director, Municipal Development Fund Office, Department of Finance, Podium Level, DOF Building, BSP Complex, P. Ocampo St., Roxas Blvd., Malate, Manila Tel: +63-523-9935/63-525-9185/63-523-9936, Email: [email protected]

Samoa Mr. Lae Tui Siliva, Senior Research Officer, Ministry of Finance, Private Bag, Ministry of Finance, Apia, Tel: +685-34325/685-21312, Email:[email protected]

Sri Lanka Mr. P. M. Anura De Silva, Deputy Director, Forest Resources Management Project, No. 78, Rajamalwatte Rd., Battaramulla, Colombo, Tel: +94-11-2867277/94-11-2867277, Email: [email protected] Mr. Serasinghe Nandasiri, Chief Accountant, Ministry of Highways, 9th Floor, Sethsiripaya, Battaramulla, Colombo, Tel: +94-2862765/94-2887467, Email: [email protected]

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Tajikistan Mr. Timur Hasanov, Head of Information Technologies Center, President, Administration of Tajikistan, 80 Rudaki Ave., Dushanbe, 734001, Tel: +992-372-231169/992-372-231178, Email: [email protected]

Turkmenistan Mr. Kurbanmurad Yazmuhamedovich Kurbanmuradov, Deputy Head, Department Agriculture and Industry, Ministry of Economics and Finance, 4/2008 St. Ashkhabad 744000, Tel: +993-92-510091/993-92-510841, Email: [email protected]

Uzbekistan Mr. Akilbek Djanibekovich Musabekov, Chief Specialist, Communications and Information Agency of Uzbekistan, 28A, A. Navoiy St., Tashkent 700011, Tel: +998-71-1384132/998-71-1384134, Email: [email protected] ------------------------------------------

Resource Persons Dr. Jeuong-Keun Lee, Senior Capacity Building Specialist, Asian Development Bank Institute, Kasumigaseki Building 8F, 3-2-5 Kasumigaseki, Chiyoda-ku, Tokyo 100-6008 Japan, Tel: +81-3 3593-5500/81-3-3593-5512, Fax: +81-3-3593-5587, Email: [email protected] Mr. Brett Tan, Instructor, Payap University, P. O. Box 62, Chiangdao, Chiangmai, Thailand 50170, Tel: +66-5345-6043, Mobile: 0-7181-6108, Email: [email protected] Ms. Anita Frio, Representative for Asia, The International Support Group (ISG), 1972 Labadan Drive, Putho, Los Banos, Laguna 4031, Philippines, Tel: +63-49-536-4605, Fax: +63-49-536-4605, Email: [email protected] Mr. Roland Amoussou-Guenou, Visiting Scholar, Asian Institute of Technology (AIT), C/o School of Management, P. O. Box 4, Klong Luang, Pathumthani, 12120 Thailand, Tel: +662-524-6373, Fax: +662-524-5667, Mobile: +669-9265489, Email: [email protected] , [email protected] Dr. Sahdev Singh, Assistant Executive Secretary, Asia-Pacific Association of Agricultural Research Institutions, FAO Regional Office for Asia and the Pacific, 39 Phra Atit Road, Bangkok, 10200 Thailand, Tel: +662-697-4372, Fax: +662-697-4408, Email: [email protected] Mr. Regino L. Gonzales, Senior Computer Specialist, AIT Extension (Information Technology), Asian Institute of Technology, Km. 42, Paholyothin Highway, Klong Luang, Pathumthani 12120, Thailand, Tel: +66-2-524-5312/66-2-524-5927, Fax: +66-2- 516-2120, Email: [email protected], [email protected]

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Ms. Anne T. Sweetser, Social Development Specialist, Poverty Reduction & Social Development Division (RSPR), Regional and Sustainable Development Department (RSDD), Asian Development Bank, Tel: +632-632-6897, Fax: + 632-636-2381, Email: [email protected] Mr. Graham M. Walter, Director, Evaluation Division 1, Operations Evaluation Department, Asian Development Bank, Tel: +632-6324119, Fax: 632-636 2161, Email: [email protected] Mr. Jorge Carillo-Rodriguez, Human Settlements Officer, Poverty Reduction Section, Poverty and Development Division, UNESCAP, The United Nations Building, Rajdamnern Nok Avenue, Bangkok 10200, Thailand, Tel: +662-288-1613, Fax: 662-288-, Email: [email protected] Ms. Ja-Kyung Yoo, Chief, ICT Application Section, UNESCAP, The United Nations Building, Rajdamnern Nok Avenue, Bangkok 10200, Thailand, Tel: +662-288-1332, Fax: 662-288-1085, Email: [email protected] Dr. Amitava Mukherjee, Chief Technical Adviser, Public Private Sector Partnership, Regional Advisor, Poverty Reduction, UNESCAP, The United Nations Building, Rajdamnern, Nok Avenue, Bangkok 10200, Thailand, Tel: +662-288-1948, Fax: +662-288-3035, Home: +662-628-8519, Email: [email protected], [email protected] Mr. Robert Dobias, Director, Agriculture, Natural Resources and Social Sectors Division Regional and Sustainable Development Department, Asian Development Bank, Tel: +632-632-6783, Fax: +632-636-2409, Email: [email protected] Ms. Nicole Jecks, Media & Information Specialist, Flat K, The Palmyra, 34 Soi Nantha, Thanon Sathorn Tai, Sathorn, Bangkok 10120, Tel: +66-0-7015-2605, Email: [email protected]