Report of the Regional Workshop - Escap

ECONOMIC AND SOCIAL COMMISSION FOR ASIA AND THE PACIFIC
ASIAN DEVELOPMENT BANK INSTITUTE
Increasing Stakeholder
Participation Using ICT:
Report of the Regional Workshop
Bangkok, 19 -- 24 July 2004
UNITED NATIONS

ECONOMIC AND SOCIAL COMMISSION FOR ASIA AND THE PACIFIC
ASIAN DEVELOPMENT BANK INSTITUTE
Increasing Stakeholder
Participation Using ICT:
Report of the Regional Workshop
Bangkok, 19 -- 24 July 2004
UNITED NATIONS

ST/ESCAP/2345
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.
Mention of firm names and commercial products does not imply the
endorsement of the United Nations.
The views expressed in papers and addresses from sources other than
the United Nations Secretariat are those of the authors and do not necessarily
reflect the views of the United Nations Secretariat.
ii

Preface
PREFACE
ICT tools assist the stakeholders to receive, communicate, disseminate,
store and process information and also assist them in project planning
and monitoring processes. 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. Among known ICT tools and facilities, the Internet
and associated tools are recognized as suitable for information access and delivery.
They include a combination of web-based applications and webenabled
databases, such as blogs and wiki, that are hosted by an Internet server
and driven by a client/server database software tool. Through these collaborative
tools, greater voice is given to all stakeholders to ensure a higher rate of
success for the project.
The Regional Workshop on Increasing Stakeholder Participation Using
ICT 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 provide possible solutions for project design
based on the principles of participatory development. In addition to this report,
a set of CD-ROMs was prepared, which included lectures related to the topic
as part of ADB Lecture Series.
The Regional Workshop on Increasing Stakeholder Participation Using
ICT was organized by the Asian Development Bank Institute (ADBI) and
the United Nations Economic and Social Commission for Asia and the Pacific
(ESCAP), with the support of the Asian Development Bank (ADB) and the
Asian Institute of Technology (AIT). The organizers would like to thank the
sponsors for their cooperation rendered for the workshop and the participants
for their active participation and hard work.
iii

Contents
Contents
Preface ......................................................................................................... iii
PART ONE
REPORT OF THE WORKSHOP
Page
I. ORGANIZATION OF THE MEETING ............................................. 3
A. Organization.............................................................................. 3
B. Objectives of the Workshop ...................................................... 3
C. Opening of the Workshop ......................................................... 4
D. Attendance................................................................................. 5
E. Election of officers .................................................................... 5
F. Adoption of the agenda ............................................................. 5
iv
II. PROCEEDINGS OF THE WORKSHOP............................................ 6
A. Key concepts and approaches of participatory
development .............................................................................. 6
B. Principles of participatory communications .............................. 9
C. Tools and methods of participatory
approach using ICT ................................................................. 11
D. Logical framework analysis in participatory
planning................................................................................... 12
E. Logical diagram and bar chart................................................. 16
F. Participatory poverty reduction through
public-private sector partnership ............................................. 19
G. Stakeholder participation in micro-level
planning for social development.............................................. 20
H. Evaluation findings from special evaluation
studies and selected individual project
performance audit reports........................................................ 22
I. Evaluation of ADB’s completed projects................................ 24
J. Building an e-community........................................................ 26
K. ICT support of stakeholders .................................................... 28
L. Partnerships with stakeholders ................................................ 30

Contents
M. ICT in project planning ........................................................... 33
N. Participatory project design..................................................... 34
O. Participatory project implementation ...................................... 37
P. Participatory monitoring.......................................................... 38
Q. Legal framework for participatory government....................... 41
PART TWO
ICT PROPOSALS AND ACTION PLANS
I. COUNTRY PROJECT PROPOSALS AND
ACTIONS PLANS ............................................................................ 47
A. Afghanistan ............................................................................. 47
B. Bangladesh .............................................................................. 47
C. Bhutan ..................................................................................... 48
D. China ....................................................................................... 54
E. India......................................................................................... 54
F. Indonesia ................................................................................. 57
G. Kyrgyzstan .............................................................................. 64
H. Maldives.................................................................................. 64
I. Mongolia ................................................................................. 64
J. Nepal ....................................................................................... 69
K. Pakistan ................................................................................... 75
L. Philippines............................................................................... 81
M. Samoa...................................................................................... 82
N. Sri Lanka ................................................................................. 82
O. Tajikistan................................................................................. 86
P. Uzbekistan............................................................................... 86
ANNEXES
I. Workshop Schedule........................................................................... 97
II. A. Group activity one: identifying stakeholders .......................... 101
B. Group activity two: discussion on the promotion
of stakeholder participation using ICT...................................... 202
C. Group activity three: logical frame analysis............................ 110
III. List of participants........................................................................... 116
v

Contents
LIST OF TABLES
1. Bhutan stakeholder analysis............................................................... 50
2. Bhutan project framework ................................................................. 50
3. Bhutan cost estimate.......................................................................... 51
4. Bhutan implementation arrangement................................................. 53
5. India stakeholder analysis.................................................................. 55
6. Indonesia stakeholder analysis........................................................... 58
7. Indonesia project framework ............................................................. 60
8. Indonesia cost estimate ...................................................................... 62
9. Mongolia stakeholder analysis........................................................... 65
10. Mongolia project framework ............................................................. 67
11. Mongolia cost estimate ...................................................................... 68
12. Nepal stakeholder analysis................................................................. 70
13. Nepal project framework ................................................................... 71
14. Nepal cost estimate............................................................................ 73
15. Pakistan stakeholder analysis............................................................. 76
16. Pakistan problem analysis.................................................................. 76
17. Pakistan objective analysis ................................................................ 77
18. Pakistan project framework ............................................................... 78
19. Pakistan cost estimate........................................................................ 80
20. Sri Lanka project framework ............................................................. 84
21. Sri Lanka cost estimate...................................................................... 85
22. Uzbekistan stakeholder analysis ........................................................ 88
23. Uzbekistan project framework........................................................... 90
24. Uzbekistan cost estimate.................................................................... 91
LIST OF FIGURES
vi
1. Logical framework analysis............................................................... 14
2. Logic diagram.................................................................................... 17
3. Bar chart of the logic diagram ........................................................... 18
4. Mongolia tree analysis....................................................................... 66

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

PART ONE
Report of the Workshop

Organization of the Workshop
I. ORGANIZATION OF THE WORKSHOP
A. Organization
The Regional Workshop on Increasing Stakeholder Participation Using
ICT 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 Workshop 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
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.
The participatory approach is a complex and long process, involving
various agencies, rules and regulations, and engineering and technical aspects.
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.
This Workshop was organized to assist 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.
The specific areas covered were:
• Key concepts, approaches and methods related to participatory
development with emphasis on employing modern
information and communications technology
• Principles of participatory communications
• Tools and methods of participatory monitoring and evaluation
3

Organization of the Workshop
• Case studies in project design and implementation
• Design solutions for one’s own situation and needs
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.
C. Opening of the Workshop
The Workshop was opened on 19 July 2004 at the Asian Institute of
Technology, Bangkok. In her welcoming remarks, Chief, ICT Applications
Section, ESCAP said that multi-stakeholder participation had been recognized
as a necessary element for sustainable development. In recognition of this, the
United Nations Millennium Development Goals (MDGs) 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.
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 knowledge 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 conclusion, he said all this could only be achieved if poor or disadvantaged
communities were empowered to help themselves.
4
President of the Asian Institute of Technology (AIT), Mr. Jean-Louis
Armad and the Dean of AIT Extension addressed the Workshop. They stressed
the need for stakeholder participation in any project development. They also
stated that AIT was willing to assist countries in the region and looked forward
to further collaborations in this area. The Chief, ICT Applications Section,
ESCAP, stated that ICT has become a tool for socio-economic development
and that ICT can support, create and strengthen interactive collaborative work
in the region.

Organization of the Workshop
D. Attendance
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
The Workshop elected the following persons to serve as officers:
Chairperson: Ms. Helena Habulan (Philippines)
Vice-Chairperson: Mr. Syed Raza Abbas Shah
(Pakistan)
F. Adoption of the agenda
The following agenda was adopted by the workshop:
1. Key concepts and approaches of participatory development
2. Report of the participants
3. Identifying stakeholders
4. Analyzing stakeholders
5. Principles of participatory communications
6. Tools and methods of participatory approach using ICT
7. Logical framework analysis in participatory project planning
8. Logical diagram and bar chart
9. Participatory poverty reduction through public-private sector
partnership
10. Stakeholder participation in micro-level planning for socialdevelopment:
a case study
11. Evaluation of ADB’s completed projects
12. Evaluation of ADB’s ongoing projects
13. Building e-community
14. ICT in support of stakeholders
15. Partnership with stakeholders
16. ICT in project planning
5

Key concepts and approaches of participatory development
17. Project management issues
18. Participatory project design
19. Participatory project implementation
20. Participatory monitoring using ICT
21. Legal framework for participation in government: comparative
study
22. Presentation of participation plan
23. Finalization of participation plan and course evaluation
II.
PROCEEDINGS OF THE WORKSHOP
A. Key concepts and approaches of
participatory development
Ms. Anne Sweetser, Social Development Specialist, ADB
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 was knowing that
you have the ability to change and make decisions together – together was the
key. Connections between groups and individuals became more effective, and
more diversity could be achieved in decision making if done together. The
more people working together, the less chance there was of conflict developing
and more chance of solving conflict. Results of projects were also better as
a consequence of these social changes. If it could be maintained then the impact
could be achieved, along with results-based management.
6
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 that it was important to observe how people

Key concepts and approaches of participatory development
see their world, this approach was 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.
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.
The participatory planning process cannot be undertaken successfully
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.
Having identified the stakeholders, the next stage is to determine at
what level they should participate. Not everybody should participate at the
same level. Participation can range from shallow involvement to deep:
• Shallow – One-way, information sharing/dissemination
• 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
• Collaboration – This is the beginning of real participation,
and it emphasizes joint decision making. The other two are
pre-participation
• Deep – It is at this level that empowerment takes place,
with decision making and control shared
Ms. Sweetser provided two examples of PRA methods
1. 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 had 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.
7

Key concepts and approaches of participatory development
2. 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.
In planning a participatory process, Ms. Sweetser said the following
points need to be considered:
• What decisions need to be made
• Which stakeholders, what capacities and what commitment
• What information is needed by stakeholders and where can
it be gathered from, from whom and what method
• 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.
In the 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?
8
The exercise served as an example of how to incorporate 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.

Principles of participatory communications
B. Principles of participatory communications
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
could enhance communication and could be a good method of communication
when working with project stakeholders in countries where literacy was low.
Ms. Sweetser’s main presentation was on participatory communications.
In defining communication, she said there were many definitions. These
included communication as:
• The transmission of information, ideas, attitudes or emotion
from one person or group to another primarily through
symbols;
• Influence exerted by one system or source over another
(the destination) by manipulating symbols transmitted over
a connecting channel;
• Social interaction through messages; or
• 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
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:
1. 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;
2. Content; and
3. 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).
9

Principles of participatory communications
Ms. Sweetser asked the Workshop participants 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:
– This is our situation
– Our resources and problems
– These are our options
– These are our criteria
– These are our priorities
– These are the steps we will take
– External needs
– Roles people will play
– How we will pay for it
– How we will manage it
– The indicators of success
– This is how we will monitor it
• Channel – interactive process, inclusive, shared process
10
• Effect – potentially very empowering
• Feedback

Tools and methods of participatory approach using ICT
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; (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.
In the plenary that followed after the presentation, the participant from
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 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
Mr. Regino L. Gonzales, Senior Computer Specialist,
AIT Extension
This presentation by Mr. Regino 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 and
the stakeholders for information, communication, dissemination, storage and
11

Logical framework analysis in participatory planning
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.
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 be 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.
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.
Data analysis tools include common statistical packages such as SPSS
(Statistical Packages for Social Sciences), and are useful for analyzing data
related to participative processes, including participatory monitoring and
evaluation data.
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.
D. Logical framework analysis in
participatory planning
Mr. Brett Tan, Instructor, Payap University
12
Logical Framework Analysis (LFA) 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

Logical framework analysis in participatory planning
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.
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 demonstrated the need to focus on objectives and to set
goals. Mr. Tan said, participatory planning starts with good objective formulation.
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 placed 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.
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.
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’. 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 a LFA, a development project is
seen as a causally linked sequence of events.
13

Logical framework analysis in participatory planning
Economic
loss
Loss of
confidence
Passengers are
hurt or killed
People arrive
too late
Frequent bus
accidents
Drivers are not
careful enough
Bad condition
of vehicles
Bad condition
of roads
Vehicles are
too old
Insufficient
maintenance
Figure 1. Logical framework analysis
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.
To encourage maximum participation, Mr. Tan said dialogue has been
found to be one of the techniques that provided the best results. In dialogue, 1
stakeholders adhere to the ground rules known as ‘LARA’ in participating in
the discussion:
14
1
Isaacs, W. (1999). Dialogue: The Art of Thinking Together (New York, Doubleday)

Logical framework analysis in participatory planning
• 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.
To ensure success in 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
15

Logical diagram and bar chart
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
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.
E. Logical diagram and bar chart
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 (figure 2) 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 (figure 3), 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.
16
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. Most important he said, is being aware of, and identifying assumptions.
Without identifying these assumptions projects may fail to achieve their
objectives.

Participatory poverty reduction through public-private sector partnership
F. Participatory poverty reduction through
public-private sector partnership
Regional Adviser, Poverty and Development Division, ESCAP
The Regional Advisor from ESCAP began his presentation by asking
the Workshop participants 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 ES-
CAP 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:
• State provides the services directly – however, in many
developing countries governments do not have the financial
resources to do this
• Services contracted out to private sector, NGOs, public
sector
• Government sells ‘concessions’ to private sector – in water,
transport, electricity
• Responsibility for financing, provision, and regulation is
transferred to lower tiers of government
• Transfer responsibility to civil groups (e.g. El Salvador's
Community-Managed School Programme)
• Transfer resources and responsibility to the household
• Public-private community partnership – this method is the
most controversial
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 do not 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 selfmobilization,
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:
19

Stakeholder participation in micro-level planning for social development
• Purpose – expected results/impacts;
• Parts – stakeholders;
• Rules – roles and incentives; and
• Rules acted upon – by the stakeholders.
A video entitled, ‘The Power of Partnership’ was screened at the conclusion
of the presentation. The video gave the history of the Five Ps Project
(Pro-Poor Public and Private Partnership) which emerged out of the Johannesburg
World Summit on Sustainable Development (WSSD). The video documented
the way in which public-private partnership has benefited disadvantaged
communities in the Asia Pacific region. He finished with a group activity
designed to assist participants to understand the link between stakeholders,
their incentives, project sustainability and the goals of the project.
G. Stakeholder participation in micro-level
planning for social development
In his follow-up presentation, ESCAP Regional Adviser led the workshop
in a discussion of stakeholder participation. Key elements of stakeholder
participation are behavior and attitudes.
Empowering behaviors are:
• 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
20
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. He 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.

Stakeholder participation in micro-level planning for social development
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
He said listening, not just hearing, was an important part of participatory
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 be used more.
To ensure effective participation, 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.
Having identified challenges to participatory planning as a result of
negative attitudes and behaviours, he 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 has not yet
reached rural people. It 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. A participant from Pakistan reported on a
project in his country in which the Government was 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.
21

Evaluation findings from special evaluation studies and selected individual project performance audit reports
H. Evaluation findings from special evaluation studies and
selected individual project performance audit reports
Mr. Graham Walter, Operations Evaluation Department, ADB
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 was also particularly
effective in giving a voice to the poor and disadvantaged.
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
• Working Group on Urbanization (WGU) 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
22
• ADB staff and time resource constraints led to limited involvement
in PTA and limited supervision of consultants

Evaluation findings from special evaluation studies and selected individual project performance audit reports
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 had conducted
individual project evaluation. Using the examples of projects in the Philippines
and Viet Nam, the importance of long-term evaluation as opposed to shortterm
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. This project had been more successful in achieving participatory
development and as a result its achievements had proven to be more sustainable.
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.
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.
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.
23

Evaluation of ADB’s completed projects
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. There has
been very little top-down accountability, with no mechanisms available for
benefactors to hold governments and donors accountable. However, ownership
will not be present if people are not involved in the project design. Lastly, the
most important factor affecting project relevance, effectiveness and sustainability
was 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
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 was now clear that projects employing participatory
approaches have higher success rates.
24
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 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.

Evaluation of ADB’s completed projects
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. As outlined in the
previous presentation, the five criteria for assessments are relevance, efficacy,
efficiency, sustainability, and institutional 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
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.
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
25

Building an e-community
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.
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 implementation not just design. Local capacity
is recognized as a problem. Planners need to focus on improving this capacity
as well as providing funding.
Mr. Walter concluded his presentation by raising his concern that
evaluators were able to suggest and advise, but had no authority. The challenge
for evaluators was 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 was no veto available,
just encouragement.
J. Building an e-community
Mr. Sahdev Singh, Assistant Executive Secretary
Asia-Pacific Association of Agricultural Research Institutions
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 was a group of people with some common interest or
objective. Thus, an e-community could be viewed as a group of individuals
who primarily use the 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.
26
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 is the facilitation of communication.

Building an e-community
Traditionally, methods of project communication have included faceto-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 e-mail. 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.
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 play 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.
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.
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
27

ICT support of stakeholders
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.
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
Human Settlements Officer,
Poverty Reduction Section, ESCAP
28
The Human Settlements Officer 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, New Zealand and other Pacific
Island countries. 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 he 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, he said his Section concentrates
on capacity building of Local Government Authorities (LGA). However, with
only eight people in his Section, 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

ICT support of stakeholders
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.
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 the 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 resource 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
advisor services. 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 since 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, by providing tools to the next level, that can be adapted to their
needs. Thirdly, the network does not have to be Internet-based.
It was vital to the survival of the network to establish and maintain the
links between levels. He gave an example of how the system works, using the
issue of women in local government. Having selected the issue, a regional
seminar was organized and held. From this seminar, national organizations
interested in starting a ‘women in local government network’ in their country
were identified. They then identify other local partners to work with. Because
the network was 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 was the
primary aim. Every single person was an information consumer and producer.
Information must flow in every direction and mechanisms needed to be created
to deliver and make information useful at the ground level.
29

Partnerships with stakeholders
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.
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.
He stressed that ICT did not solve all problems. The cascading network
used by ESCAP was developed regardless of the use of ICT. It was important
to look at the system first and identify problems and bottlenecks and
then determine if the use of ICT was appropriate. It has been found, particularly
with fieldwork, that ICT was most effective not necessary with the ultimate
users (local communities etc), but with the organizations that support
these communities (NGOs, LGA etc).
L. Partnerships with stakeholders
Chief, ICT Application Section, ESCAP
The Chief of ICT Applications Section at ESCAP 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).
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.
30
The drivers of participation are three-fold. In the private sector they
are potential enhancement of global reputation, increased market penetration,

Partnerships with stakeholders
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.
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
implementation 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.
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 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 wiki is able to correct wrong information, or even entirely rewrite the document.
Both these two tools (blog and wiki) hide the technology and make it
31

Partnerships with stakeholders
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.
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 for online collaboration such as connectivity (Internet connection,
e-mail account, software) and a commitment from stakeholders to
collaborate through ICT.
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”. 2
She 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 was 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 nonprofit
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 income. 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.
Public-private partnership is increasingly being pursued by the development
sector. The Millennium Development Goals (MDGs), particularly
Goal 8, “to develop a global partnership for development”, provide the frame-
2
32 Global Knowledge Partnership (2003). Multi-stakeholder Partnerships: Issue Paper,
(http://globalknowledge.org/gkps_portal/view_file.cfm?field=1315), Accessed July 2004.

ICT in project planning
work for partnership within the United Nations. The Global Compact also promotes
private/public partnership. 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
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 actors. 3
M. ICT in project planning
In this, his third 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
3
This assessment was made by McKinsey & Company. The findings are presented in
the report Assessing the Global Compact.
33

Participatory project design
6. Integrity check
7. Logic diagram
8. Bar chart
Through the group activity in his previous session, 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 software products 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.
The rest of the session was taken with a demonstration of the individual
functions and capabilities of the two programmes.
N. Participatory project design
Mr. Robert Dobias, Director, Agriculture, Natural Resources
and Social Sectors Division, ADB
Dr. Robert Dobias’ presentation outlined the critical path for participation
and gave the key steps used by ADB to achieve this.
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.
34
Over the course of his presentation, Mr. Dobias said he would draw
lessons from three hydropower projects he had been involved in. Using these
projects, he would demonstrate 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 infra-

Participatory project design
structure on the river. Power was to be exported to a neighboring 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.
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 was to ensure that local representation will be included on team. The
more participatory the process was the better the project will be, however the
involvement of too many people could impede project implementation, therefore
it was important to identify who was needed and why, and ensure that
there were 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 could participation be pursued without hindering the
flow of decision-making?
• What could 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 was someone on the
project team with local language skills. These questions highlighted the importance
of formulating TORs for the project team. Appropriate TORs could 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: (i) conduct stakeholder analysis and assess participation status;
(ii) host a workshop to design the participation action plan with stakeholders;
and (iii) initiate poverty and social analysis baseline studies.
35

Participatory project design
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.
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: (i) reviewing stakeholder
analysis; (ii) conducting an inception workshop and reviewing the participation
plan; and, (iii) 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 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.
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.
36
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

Participatory project implementation
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
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 Royal 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.
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 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.
37

Participatory monitoring
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.
Each stakeholder had a different role to play in the project implementation.
The Forestry Department’s role was information sharing. But an important
lesson here was 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 was returning to the forest
and there were 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
In his second presentation during the Workshop, Mr. Regino 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.
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 to access relevant information
and to provide their own views of the project’s status.
38
He 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 up-

Participatory monitoring
loading 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 required 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 were determined during the planning stage, before the implementation
starts. The design of the monitoring and evaluation scheme for these processes
was often straightforward. Progress indicators are usually established
prior to implementation and overall progress was gauged against these indicators.
With participatory development projects, the objectives to be accomplished,
the exact nature of the activities to be undertaken and who will undertake
them may not be known prior to implementation. Progress was 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, such as the United Nations
Development Programme (UNDP), CARE and USAID, had manuals that provide
broad guidelines for designing a monitoring scheme for these types of
development projects.
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.
The central information pool is a repository of all project-relevant information.
The information stored in the pool can come from various resources
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.
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.
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.
39

Participatory monitoring
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.
An inexpensive way of gathering views from the stakeholders participating
in a monitoring process is e-mail. E-mail files are digital and therefore.
They can be stored as part of the central information pool and made available
for perusal by all the stakeholders.
A step further beyond individual e-mails 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.
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.
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 critical
path method (CPM) and provides features such as generation of the activities
network and the critical path, resource allocation and leveling, and progress
and cost tracking.
40
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

Legal framework for participatory government
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.
Projects developed through participatory processes 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, such as 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 government
Mr. Roland Amoussou-Guenou
Visiting Scholar, Asian Institute of Technology
Mr. 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 private sector at the national and local levels.
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.
41

Legal framework for participatory government
Participation is not an end or an achievement. It is an 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, Mr.
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.
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.
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.
In Southeast Asia 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. 4 For example, in January 2001, important public demonstrations forced
42
4
Rocamora, J. (2003). Legal and Policy Frameworks for “Participation” in Southeast
Asia, Logolink Research – Legal Frameworks for Citizen Participation Southeast Asia Regional
Report, www.ids.ack.uk/, Accessed July 2004.

Legal framework for participatory government
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.
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 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.
In the second part of his presentation, Mr. 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.
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, “online dispute resolution” (ODR). 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, e-mail 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 ac-
43

Legal framework for participatory government
knowledged. The United Nations has created a Centre for Trade Facilitation
and Electronic Business (UN/CEFACT), and recommends the use of ODR. 5 In
the 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.
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.
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 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.
44
5
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.

PART TWO
ICT Proposals and
Action Plans

Country project proposals and actions plans
I. COUNTRY PROJECT PROPOSALS
AND ACTIONS PLANS
The participants presented project concept for ICT applications in specific
sectors in their countries. During the Workshop, participants conducted a
training exercise for which the project concepts of Bhutan, India, Indonesia,
Mongolia, Nepal, Pakistan, Sri Lanka and Uzbekistan were further developed
into project proposals and action plans. The following section presents the
country presentations which are followed by the project proposals for the
above mentioned countries.
A. Afghanistan
Decades of war in Afghanistan 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.
The project proposed by Afghanistan was for the establishment of an
agricultural technology college to train teachers, who could in turn teach farmers
and younger generations about farming practices, to develop pool of agricultural
producers and entrepreneurs.
The goal of the project was alleviation of poverty among the rural
population, and the immediate objectives were to develop a model for increasing
agricultural productivity and improving skills for adopting good agricultural
practices. Activities included the establishment of schools and training
centres and demonstration plots.
B. Bangladesh
The Government of Bangladesh 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.
47

Country project proposals and actions plans
The objectives of the project are 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.
C. Bhutan
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.
In the Ninth 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, the 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 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. The Triple Gem is the bedrock
foundation on which other development activities can occur naturally.
Improving living standard of rural people 6
1. Introduction
The project will have the following three components:
48
6
The following project proposal was developed by the following team members: Mr. Zaman
Alikhani (Afghanistan), Mr. Tapan Kumar Das (Bangladesh), Mr. Muhammad Mizanur Rahman
(Bangladesh), Mr. Karma Tenzin (Bhutan) and Ms. Helena Barangan Habulan
(Philippines)

Country project proposals and actions plans
• Rural access and economic infrastructures
Rural access – construction of 186 kilometer of farm roads
and 190 kilometer 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
Irrigation – there are 141 kilometer of new irrigation channel
construction and 285 kilometer 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
Other infrastructures – this includes construction of seven
suspension bridges and other marketing infrastructures
like silos, collection centres, storage facilities, Sundaymarkets
and processing units
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 Ninth Five Year Plan
• Renewable natural resource (RNR)
RNR centre construction – there are in total 16 RNR centres
proposed for construction
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 subcomponent
• Institutional strengthening
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
49

Country project proposals and actions plans
2. Stakeholder analysis
Table 1. Bhutan stakeholder analysis
Stakeholders Their interests Extent of influence
World Bank Fulfill development mandate High
Government
Community
organization
Community
Ensure national food security, conserve and
manage natural resources, generate employment,
enhance rural income
Political interest, record of success in undertaking
project, financial returns
Improved living standard, better social infrastructures,
increased business opportunities,
empowerment
High
High
High
Contractors Profit, record of success Medium
3. The proposed actions for improving the project
a. Project framework
Table 2. Bhutan project framework
Design summary
Performance indicators/
targets
Assumptions and risks
Goal
Improved living standard
of rural people
Improved food security
condition
Commitment from the government
and community
Objectives
Increase agricultural productivity
Improve rural access in six
districts
Improve marketing facilities
Generate employment and
increase income
Enhanced local capacity
426 kilometer irrigation
constructed
376 kilometer road construction
50 market sheds, silos
20 per cent increase in income
and employment by
2009 from baseline
Most farmers trained in six
districts by EOP
Market price is stable
No natural disaster
50
Outputs
Successful adoption of
mechanized farming and
use of High Yield Variety
(HYV)
Completed without negative
environmental impact
2,000 farmers using
mechanized farming techniques
Travel time decreased by
three hours
Active community participation

Country project proposals and actions plans
Design summary
Well organized market
plan of action
More rural people employed
in income generating
activities
Successful farmer training
Activities
Construction of road
Construction of irrigation
channel
Construction of market
sheds, silos
Conduct of trainings/
workshops, study tours,
demonstration
Distribution of seeds
Inputs
Labour
Financial Resources
Technical Knowledge
HYV Seeds, fertilizer
Performance indicators/
targets
Number of poor decreased
by 50 per cent
Construction of 376 kilometer
farm/power tiller
roads
Construction of 426 kilometer
irrigation channel
Construction of 50 market
sheds, silos
Conduct of trainings /
workshops, study tours,
demonstration
Distribution of HYV seeds
Fund release on time
Training
Types of HYV Seeds
Assumptions and risks
Natural calamities
Heavy rainfall
Draught
Shortage of labour
4. Cost estimate and financing plan (in million Nu)
Table 3. Bhutan cost estimate
Item
1. Rural access
a. Farm roads constructed
b. Power tiller roads constructed
c. Suspended bridges upgraded
2. Irrigation
a. New irrigation channels constructed
b. Irrigation channels rehabilitated
3. Marketing and processing
a. Collection center sheds constructed
b. Storage facilities constructed
c. Processing units constructed
d. Geog innovation grant
Total cost
309.0
186.0
95.0
28.0
101.5
42.3
59.2
40.1
21.0
51

Country project proposals and actions plans
Item
Total cost
4. Construction of RNR centers 64.0
5. Capacity building 4.1
6. Institutional strengthening 0.8
Total 951.0
5. Implementation arrangements
Rather than a creating a separate project management unit to execute
the project activities, a programmatic approach will 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.
52
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).

Country project proposals and actions plans
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.
Table 4. Bhutan implementation arrangement
Category Needed actions Time
frame
Objectives
Increase agricultural
productivity
2005-
2009
Resources needed
Modern agriculture
technology
Responsibility
Ministry of Agriculture
Activities
Constructing roads
Digging irrigationchannel
Construction of
RNR centers,
bridges, silos, market
sheds
2005
Instrumental facilities
Engineering section
under Department
of Agriculture
(DOA)
Inputs
Training
Fund
Technical knowledge
Implementation
arrangements
Ministry of Agriculture
(MOA)
initiates
2005 Insecticide
Irrigation
HYV seeds
Fertilize
2005 Staffs, funds institutions
Monitoring and
evaluation in place
Logistical support
DOA, WB
MOA
Outputs
Increase crop production
Roads constructed
Irrigation channel,
bridges constructed
and rehabilitated
RNR centres constructed
Farmers trained
Workshops conducted
2005-
2009
Supply and marketing
MOA
53

Country project proposals and actions plans
• 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.
• Most of the activities are community based but actual implementation
will be hampered by conflict with normal daily
farm activities.
• Labor is scarce in Bhutan and if farm activities coincides with
project implementation, labor has to be imported thereby increasing
project cost.
D. China
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. The objective is to provide innovation in banking
and payment systems by offering an increased number of options for users and
increased satisfaction.
E. India
Clean city by cleaning the city 7
1. Introduction
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.
54
7
This project proposal was developed by Ms. Itishree Pattnaik.

Country project proposals and actions plans
2. Stakeholders analysis
Stakeholders
People in living in
slums
Students
Interest of
stakeholders
Better environment
less disease
Extra income
To get extra income
To be engaged in
their free time
Government offices Cleaned city
Table 5. India stakeholder analysis
Size of
stakeholders
All people living in
slums
As many aspirants
within the budget
Project approving
officers Approval
of project
Type of service of
stakeholders
Helping the actors in
work
Creating friendly
atmosphere for them
Cleaning
Incentives to cleaners
Local NGOs Service/fees Few selected ones Consultancy
Youth living in
slums
Income/cleaned
atmosphere
Not known
Helping the actors to
make the project
success
3. The proposed actions for improving the project
The project goals are:
• Clean up the slums as well as other areas of the city with the
assistance of college and secondary school students
• Setting an example to other cities with similar problems
• Engage local youth and give incentives such as extra income
• Involve municipality in the process
The project objectives are:
• 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
55

Country project proposals and actions plans
4. Methodology and key activities:
• A survey conducted to detect trouble spots, amount of garbage,
local of dumps, causes of garbage etc.
• Discussion with local communities to inform them of the
benefits of project and gather their feedback and suggestions
• Inform the government of the project and seek financial assistance
from them
• 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
• Get local NGOs involved
• Collect necessary items required for cleaning such as broom
stick, bags, gloves, disinfectants, garbage truck, etc.
• Schedule the work
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 for the project are:
• 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
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.
5. Cost estimate and financing plan
56
• Number of actors x wage fixed per day (this should not be less
than the minimum daily wage fixed by the government).
• Number 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

Country project proposals and actions plans
F. Indonesia
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 aid of the
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.
Proposed participatory development of agricultural technology 8
1. Introduction
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, 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.
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.
8
This project proposal was developed by Ms. Tuti Riyati and Mr. Agus Kuswantorao
(Indonesia).
57

Country project proposals and actions plans
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 strategicplanning
and priority setting workshops.
2. Stakeholder analysis
Table 6. Indonesia stakeholder analysis
58
Stakeholders
Their interests
Size of
stakeholders
Extent of
influence
MoA Strengthening agricultural sector Whole agency Moderate
influence
AARD
National
Provincial
Provincial
governments
District governments
National strategy of agriculture
technologies
Undertake strategic research
based on farmers aspiration
through Provincial R&D
Transferring technology to the
end users
Developing regional strategy of
agricultural technologies
Improving local specific agricultural
technologies
Whole agency
Relevant national
R&D focus
Eight of 17 provincial
R&D
Significant
influence
Significant
influence
Very influential
12 provinces Moderate
influence
12 provinces Moderate
influence
Universities Research partnership Local and interested
universities
Moderate
influence
NGOs Partnership opportunities Local NGOs Some influence
Private sector
Farmers
Business opportunities
Improved agricultural technology
Income improvement
Local businessmen Moderate
influence
Local farmers
Significant
influence

Country project proposals and actions plans
3. The proposed actions for improving the project
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.
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.
Conducting participatory Monitoring and Evaluation (M&E) is an integral
part of the participatory design approach. Participatory Monitoring and
Evaluation is 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.
a. Project framework
The participatory R&D approach adopted by AARD uses a prioritysetting
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.
59

Country project proposals and actions plans
Table 7. Indonesia project framework
Design
summary
Goals
Alleviation rural
poverty and improvement
of rural
incomes through
the increased generation,
transfer,
and adoption of
location specific,
user oriented technologies
Performance
indicators/targets
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
Monitoring
mechanisms
National monitoring
and project
implementation
reports
Impact studies
Assumptions
and risks
Objective 1
Strengthen capacity
of R&D institution
Quality and quantity
of R&D institution
increase in x
number
The existence functional
mechanism
for joint priority
setting and R&D
Midterm review
Process evaluation
reports
Monthly report
Full commitment of
AARD managers
and research staff to
implement policy
changes and institutional
reforms
Output 1.1
Developed participatory
R&D and
technology transfer
capability
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
Operational guidelines
for arrangements
between
universities and
AARD work unit
R&D reports and
publications
R&D reports and
publications
Adequate funding
for operation and
maintenance by the
government
Increased operational
R&D expenditures
60
Activities 1.1
Joint R&D, training
or workshop activities
with international
organizations
Exchange programme
for researchers
in R&D
The existence of
functional mechanism
for joint priority
setting and R&D
R&D reports and
publications
Commitment of researchers
who join
the exchange programme
Qualified consultants
and NGOs

Country project proposals and actions plans
Design
summary
Performance
indicators/targets
Monitoring
mechanisms
Assumptions
and risks
Output 1.2
Established participatory
monitoring
and evaluation
framework
The x number of
researchers participate
in exchange
programme
Process evaluation
reports project
monthly report
Activities 1.2
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
Appropriate reference
guideline
Objective 2
Acceleration the
transfer of agricultural
technologies
Output 2.1
Established appropriate
ICT
The transfer of technologies
shortened
by x months
ICT used as an tools
in concerned stakeholders
The availability of
technology
The ICT tools available
in the market
Activities 2.1
To established
comprehensive
Information System
(IS)
To established operational
capacity
to support ICT
The existence of IS
system
The existence of
operational capacity
IS system available
in the market
Qualified consultants
Operational capacity,
consultants,
equipment available
in the market
4. 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).
61

Country project proposals and actions plans
Table 8. Indonesia cost estimate
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
a. Buildings
4,536 6,804 11,339
b. Furniture
401 601 1,002
4. Training, seminars, and conferences 1,464 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
5. 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.
6. Benefits of the project
62
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 researchextension-farmer
linkages will ensure that technology is demand-driven which
is the basis for planning and design of R&D projects. The focus on agribusi-

Country project proposals and actions plans
ness 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.
7. Issues
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.
63

Country project proposals and actions plans
G. Kyrgyzstan
The basic IT priorities, activities and challenges to be met by Krygyzstan
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.
H. Maldives
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 Fox-
Pro-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.
I. Mongolia
64
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.

Country project proposals and actions plans
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 development cooperation
procedures to reduce the burden on the civil service caused by multiple and
complex donor procedures.
Cooperation effectiveness of ODA (Mongolia) 9
1. Introduction
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.
2. Stakeholder analysis
Table 9. Mongolia stakeholder analysis
Stakeholders Their interests Size of stakeholder Extent of influence
Government
To accomplish national
strategy/
objectives
11 ministries Medium
9
This project proposal was developed by Mr. Lae Tul Siliva (Samoa) and Ms. Khosbat
Batsukh (Mongolia).
65

Country project proposals and actions plans
Stakeholders Their interests Size of stakeholder Extent of influence
Donors
To provide ODA on
their priorities area/
promote their products
30 donors High
Private sector To make profit X number suppliers Low
Community To be beneficiary Y number communities
depending on
the project
Low
NGO Facilitation project Z number NGOs Low
3. Proposed actions for improving the project
a. Tree analysis
Figure 4. Mongolia tree analysis
Improved economic
development
Obtain confidence
of donor community
Successful achievement
of national
development strategy
Improved project
sustainability
To implement ODA projects effectively
Enhancement of
skill capacity
building
Active
stakeholder
participation
Better formulated
project
proposal
Good practice
of monitoring
and evaluation
66

Country project proposals and actions plans
b. Project framework
Table 10. Mongolia project framework
Design summary
Performance
indicators
Monitoring
mechanisms
Risk and
assumptions
Goal
Effective utilization
of ODA projects
Purpose
To implement ODA
projects effectively
At least 25 per cent
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
Performance report
Web based database
created by 2007
Activities
Creation of web
based database on
projects for
information
sharing, knowledge
networking
mechanism
Organize workshops/seminars
at
least three 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 per cent
of new projects are
formulated better by
2007
Project proposal,
work plan
Activities
To improve national
development/
strategy/sector strategy
67

Country project proposals and actions plans
Design summary
Output 3
Good practice of
monitoring and
evaluaton
Activities
Creation of monitoring
and evaluation
mechanism
Improve regulation
on monitoring and
evaluation
Advocate new regulations
Output 4
Increase skill/
capacity of government
staff
Activities
To train government
staff on
participatory project
formulation,
implementation,
monitoring and
evaluation
To share international
experience/
study tour
Performance
indicators
At least 20 per cent
of the projects are
monitored and
evaluated adequately
by 2007
Having regulations
on monitoring and
evaluation based on
aid coordination
law by 2005
At least 40 per cent
of government staff
trained by 2007
Vice ministers join
international study
tour by 2007
Monitoring
mechanisms
Monitoring and
evaluation reports
on projects
Consultantions
with/feedback from
stakeholders
New regulations/
documents passed/
approved by cabinet
meetings
Training reports
Observation reports
Reports, project
documents on participatory
design,
implementation and
monitoring and
evaluation
Observations
Improve decision
making skills
Risk and
assumptions
Adequate funds
available on time
4. Cost estimates and financing plan
Table 11. Mongolia cost estimate
Item Government Donors Total cost
68
1. Consultants
a. International consultants
b. Domestic consultants
100,000
20,000
100,000
20,000

Country project proposals and actions plans
2. Equipment and software
a. Equipment
b. Software
3. Building and furniture
a. Buildings
b. Furniture
Item Government Donors Total cost
300
150
70,000
400
14,000
6,000 6,000
70,300
550
14,000
12,000
4. Training, seminars, and conferences 100,000 100,000
5. Stakeholder related expenses 20,000 20,000
6. Research, development and surveys 10,000 10,000
7. Miscellaneous administration and
support costs
30,000 30,000
8. Contingencies 19,000 19,000
Total 20,450 375,400 395,850
J. Nepal
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.
69

Country project proposals and actions plans
ICT for all 10
1. 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.
2. Stakeholder analysis
Table 12. Nepal stakeholder analysis
70
10
Stakeholders Their interests Size of stakeholder
Government
Donors
Cost effective,
qualitative, regular
services
Skilled workforce
developed
More and advance
use of services,
guarantee of investment
return and
take up
Significant
Substantial but
needs widely expansion
Extent of influence
Major user
All donors use it
This project proposal was developed by Mr. Rajendra Prasad Dahal (Nepal).

Country project proposals and actions plans
NTC
Stakeholders Their interests Size of stakeholder
Private sector
NGOs
Civil society/
community
Expansion of qualitative,
regular services
at affordable
price
More benefit from
low cost, easy and
regular service
availability
Qualitative, cheap
and regular services
Availability of
qualitative, cheap
and regular services
It is the only service
supplier, wide
infrastructure networks
Growing competitively
Growing number of
service users
Selective users of
services
Extent of influence
User and distributors/provider
Provider/number of
users rapidly increasing
Mostly users
Use in homes or in
market places as
required
3. The proposed actions for improving the project
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
a. Project framework
Table 13. Nepal project framework
Objective Strategies Activities Intermediate
indicators
Outputs
Responsible
agency
Improve
access to all
for telephone/postal
services
Private sector
participation
Encourage
Private sector
involvement
in ICT/
telephone
Convert
NTC to a
Company
under Company
Act
Competitive,
liberalized
ICT/phone
service
Ministry of
Information
and Communication
71

Country project proposals and actions plans
Objective Strategies Activities Intermediate
indicators
Outputs
Responsible
agency
Private GSM
operator in
place
Access to
ICT/ at least
two phone
lines in all
VDCs
Ministry of
Information
and Communication
40 lines/
1,000 inhabitants
Clarity on
role and
responsibility
of public
and private
opportunities
Expansion
of broadcasting
services
Private radio
and television
service
(RTS) operator
in
place
RTS extension
to the
whole country
initiated
RTS available
to all
people
Radio Nepal
Functional
autonomy
Creation of
legal framework
Approval of
rules and
regulations
for postal
service by
2005
Effective
functioning
of postal
services
District
postal services
4. Methodology and key activities
A needs analysis survey should be conducted in several rural areas.
The country has 75 districts of which 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 publicprivate
partnerships
• Conduct capacity building for rural communities
72
• Provide information on ICT in a form that is appropriate to the
users

Country project proposals and actions plans
• Encourage rural participation in training and use of ICT
through subsidized rates
• Develop ownership of technology and services in communities
contributing to their sustainable
5. Cost estimates and financing plan
Table 14. Nepal cost estimate
Item
Donors
1. Consultants
a. International consultants (@ US$ 4,000/person/month for 36 0.144
month
b. Domestic consultants (@ US$ 1,000 per person/month for 144 0.144
months)
2. Equipment and software
a. ICT framework (satellites, solar power, hardware, software, 55.0
networking)
b. Capacity building (training to use and maintain ICT frame
5.0
work)
3. Buildings and furniture (satellites, solar power and service
20.0
centres)
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 5.0
Total 91,788.00
Proposed Donor – ADB
Government Agency
Beneficiaries
US$ 91,788 million
US$ 23 million equivalent (for salary,
rent, and land costs)
US$ 0.50 million (equivalent)
Others
Grand Total US$ 115,288
73

Country project proposals and actions plans
6. 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
and Communication
• Director General, Department of Information
• Representative, Ministry of Science and Technology
• Representative, National Planning Commission
• Representative, Ministry of Finance
• Executive Director, NTC
• 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.
7. Benefits of the project
74
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.

Country project proposals and actions plans
K. Pakistan
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.
Federal government data centre and intranet 11
1. 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.
11
This proposal was developed by Mr. Raza Shah (Pakistan).
75

Country project proposals and actions plans
2. Stakeholder analysis
Stakeholders Their interests Size of
stakeholder
The sponsoring
agency
Table 15. Pakistan stakeholder analysis
Development of
ICT sector
Extent of
influence
Depth of
participation
Medium High Empowerment
The executing
agency
The project
team
The financing
agency
The developmental
agency
Government
Employees
Citizens
Development of e-
government programme
Successful implementation
of projects
Successful change
management
Better spending of
public funds
Reducing costs of
government operations
Growth in GDP
Increasing productivity
of government
employees
Make their work
simpler and easier
Convenience, less
costly to interact
with government
Small Medium Empowerment
Small Medium Empowerment
Large Medium Information sharing
Large High Collaboration
High High Collaboration
High High Information sharing
3. Problem analysis
Table 16. Pakistan problem analysis
76
Negative impact
Problem
Less money available for development activities
Less time available for government employees to work on citizen
benefit projects/activities
Huge spending on government operations
Large portion of time of government officials spent on administrative
activities

Country project proposals and actions plans
Root causes
Old processes and procedures
No information pooling and sharing
Low skills level of government employees
Minimal use of ICT
4. Objective analysis
Table 17. Pakistan objective analysis
Positive impact
Objective
Solutions
Reducing government expenses on stationary, printing, telephone
and storage
More time for government to plan citizen benefit projects
Reduce expenditure on government operations
Improve productivity of government employees
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
5. The proposed actions for improving the project
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
77

Country project proposals and actions plans
• 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
a. Project framework
Table 18. Pakistan project framework
Design summary
Performance
indicators
Monitoring
mechanisms
Risk and
assumptions
78
Goal
Efficient services
delivered by government
to all
Purpose
Reduce Costs
Improve Productivity
Output 1
Re-engineering of
government operations
Activities
Map workflow of
the government
Re-design workflow
N/A N/A Adequate Internet
penetration
Availability of access
tools
Development of
alternate channels
Local language
support
Stationary by 15 per
cent
Telephone by 10
per cent
Printing by 7.5 per
cent
Number of cases
processed by officials
increases by
15 per cent
Authority is delegated
(previously
centralized)
Number of decisions
taken/cases
disposed down the
chain increases
Government nondevelopmental
budget allocation to
ministries
IT System (Case
tracking system
being implemented)
IT System
Necessary legislation
will be enacted
to ensure e-
communications
within government
Senior officials will
use the system
Information is accurately
entered in the
system
Government will
modify the relevant
rules required because
of changes to
the established way
of operations

Country project proposals and actions plans
Design summary
Output 2
Creation of databases,
development
of central information
pool and availability
of information
to all
Performance
indicators
Matching of databases
created to
functions handled
by government. will
verify percentage of
functions that are
automated
Monitoring
mechanisms
IT System
Rules of business of
government
Risk and
assumptions
Companies with
necessary expertise
are available for
software development
work
Activities
Identify government.
information
requirements
Engage software
companies for development
of software/databases
Implement the software
Switch-over from
manual system
Requirement is
given by ministries
clearly
Switch-over
achieved in time
Output 3
Skills development
of government employees
in ICT enabled
environment
All government
officials trained in
the use of office
productivity software
and databases
Tests
Usage of system
All ministries correctly
identify people
for training and
allow them to complete
trainings as
per schedule
Activities
Identify training
needs of government
employees
Engage training
company to provide
training
Conduct training
Feedback
Government officials
are retrained
Training academies
have adequately
facilities and have
the activity scheduled
in
Output 4
Maximize use of
ICT
Usage of electronic
communications for
routine work
Ratio of email to
hard copy messages
Use of chat, bulletin
boards, portal
Ministries are given
budgets for maintenance
of infrastructure
Activities
Provide hardware/
software to all
Implement email
facility
Technical positions
are created in all
ministries for management
of operations
79

Country project proposals and actions plans
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
6. Cost estimates and financing plan
Table 19. Pakistan cost estimate
Item
1. Data centre and intranet
a. Cost of networking
b. Cost of software/applications
c. Cost of implementation services/training
d. Cost of hardware
Sub-total
2. Federal Government. Divisions
a. Cost of networking (LANs)
b. Cost of software/applications
c. Cost of implementation services/training
d. Cost of hardware
Sub-total
Rs.
(in million)
10,700
60,000
5,000
115,710
191,410
29,889
9,692
6,008
76,026
121,616
3. Project staff salaries 68,471
4. EGD project office expenditure 4,055
5. Operating expenditure 53,440
80
6. Miscellaneous and contingencies (five per cent) 21,950
Total 460,941

Country project proposals and actions plans
7. Implementation arrangement
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.
8. 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.
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.
L. 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 Devel-
81

Country project proposals and actions plans
opment 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.
M. Samoa
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.
N. Sri Lanka
82
The overall goal of this pilot project 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

Country project proposals and actions plans
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 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 US$ 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
US$ 0.5 million.
Southern transport development project Sri Lanka 12
1. 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.
2. Stakeholder analysis
Primary stakeholders:
12
This project proposal was developed by Mr. Serasinghe Nandasiri (Sri Lanka) and Mr.
P.M. Anura DeSilva (Sri Lanka). This team developed a new project proposal and did not use
the project concept they had presented at the first day of the workshop.
83

Country project proposals and actions plans
• Community
• Villagers
• Farmers
• Traders
Secondary stakeholders:
• Government
• Ministry of Highways
• RDA
• Donors
• NGOs
3. The proposed actions for improving the project
a. Goals and objectives
The goal of the project is 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,
which aids the social and economic development of the nation.
The objectives of the project are to:
• Have efficient transport links to Colombo and beyond
• Improve safety of national highways
b. Project framework
Table 20. Sri Lanka project framework
Design
summary
Performance
indicators
Implementation
arrangements
Assumptions
and risks
84
Goals
Adequate, 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 socioeconomic
development
of Sri Lanka
Cost overrun
Road can be construct
through uncultivated
area
Labour cost is low
Resistance to relocation

Country project proposals and actions plans
Design
summary
Performance
indicators/targets
Monitoring
mechanisms
Assumptions
and risks
Objectives
Efficient transport
links to Colombo
and beyond
Improvement of
safety of national
highways
Activities
Re-settlement
Acquisition of land
Select consultant
Select civil works
contractors
Acquisition of land
before July 2004
Selection of supervision
consultants
before May 2002
Complete the construction
works
before May 2006
Highway total
length 130 kilometer
Drivers training
programme
Public awareness
Opening of the
highway July 2006
4. Cost estimates and financing plan
Table 21. Sri Lanka cost estimate
Item Government Donors Total cost
(Rs. Million)
ADB section
a. Civil works
b. Construction supervision
c. Road safety
d. Administration
Total
3,505
105
46
8
3,664
7,051
435
196
50
7,732
10,556
540
242
58
11,396
JBIC section
a. Civil works
b. Construction super
c. Administration
Total
3,980
131
8
4,111
13,622
655
50
14,277
17,602
786
58
18,388
NDF component
a. Manage consulting
b. Road safety consult
c. Road safety equipment
Total
135
79
60
274
207
395
150
752
342
474
210
1,026
85

Country project proposals and actions plans
O. Tajikistan
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 (ISPs), 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”.
P. Uzbekistan
86
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.

Country project proposals and actions plans
E-government 13
1. 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 of 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 per cent). The quality of ICT projects are increasing, with a
significant number of central governmental 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,
but Internet and Internet access is less widespread in the government offices.
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.
13
This project proposal was developed by Mr. Akibek Musabekov (Uzbekistan), Ms.
Kanykey Baygazieva (Kyrgyzstan), Mr. Kurbanmurad Kurbanmuradov (Turkmenistan) and Mr.
Timur Hasanov (Tajikistan).
87

Country project proposals and actions plans
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.
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.
2. Stakeholders analysis
Table 22. Uzbekistan stakeholder analysis
Stakeholders
Interests
Extent of
influence
88
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
To attract investment
To deliver of commitments contained in development
plan; creating market government services
High

Country project proposals and actions plans
NGO’s
Donors
ADB
UNDP
ITU
USTDA
• Develop and introduce an electronic system enabling dialogue
between government, citizens and community groups (edemocracy)
Stakeholders
Interests
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”
International
suppliers
of
equipment
and services
Realization of goals
Reduction of poverty
Institutional development
Integration into global
Information society
Financial Support, Consultancy
Digital Development Initiative Programme
Consultancy, pilot project
Feasibility study
Loans
Global reputation
Market penetration
Access to finance
Extent of
influence
Medium
Low
Low
Low
3. Proposed actions for improving the project
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 to:
• 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
• Provide technical and information security
• A common information environment including all departments
and regions created (2004-2005)
89

Country project proposals and actions plans
a. Project framework
Table 23. Uzbekistan project framework
Design
summary
Performance
indicators/targets
Monitoring
mechanisms
Assumptions
and risks
Goals
Information society
Purpose
Outputs
Activities
Inputs
Increasing efficiency
of state
structures activity
Create new mechanism
of public relationship
Social and economic
development
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
International experiences
Legal instruments
Readiness of communications
infrastructure
Funding
Level of life quality
Poverty reduction
Competitive tender
consultancy services
Project management
Information sharing
Communication
support
Statistical program
Generic software
Specific application
Reputation or information
sharing
Audit
Feasibility study
Pilot project
Government agency
cooperate in the efforts
Change of goal
Deficiency of finance
Lack of experiences
Low qualification
stockholder reducing
• Mechanisms for bilateral and multilateral dialogues created to
support an e-document flow system, to increase departmental
and interdepartmental electronic information resources (2006-
2007)
90
• The first stage of integrated е-government will launch in Uzbekistan
(2008-2010)

Country project proposals and actions plans
4. Cost estimate and financing plan (US$ million)
Table 24. Uzbekistan cost estimate
1. Consultants
a. International consultants
b. Domestic consultants
2. Equipment and software
a. Equipment
b. Software
3. Buildings and furniture
a. Buildings
b. Furniture
Item Government Donors Total cost
2.0
1.0
0.5
1.0
2.0
1.0
–
1.0
4. Training, seminars and conferences 0.5 1.0 1.0
5. Stakeholder related expenses
a. Feasibility study
b. Pilot project
c. NGO’s
–
0.15
–
0.05
–
1.5
0.5
0.5
0.1
0.5
6. Research, development and surveys 0.3 0.2 0.3
1.5
0.5
2.0
1.0
0.5
1.0
0.5
0.1
0.5
7. Miscellaneous administration and
support costs
1.3 1.2 1.3
8. Contingencies 0.3 0.2 0.3
Total 7.1 8.7 12.5
5. Implementation arrangement
Implementation of the 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:
91

Country project proposals and actions plans
“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
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.
92
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.

Country project proposals and actions plans
6. 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
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
• 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.
93

ANNEXES

Annex I: Workshop schedule
Annex I
WORKSHOP SCHEDULE
Monday, 19 July 2004
09:00 – 09:30 Opening Ceremony: Gajendra Singh, Dean,
AIT Extension
Welcome Remarks:
Opening Remarks:
Jean-Louis Armand,
President, AIT
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,
Kyrgyzstan,
Mongolia and Nepal
15:00 – 15:30 Break
15:30 – 17:30 Report of the Participants: Nepal, Pakistan,
Philippines, Samoa,
Sri Lanka, Tajikistan,
Turkmenistan,
Uzbekistan
97

Annex I: Workshop schedule
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
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
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: Regional Advisor on Poverty Reduction,
Poverty and Development Division, ESCAP
98
14:30 – 15:00 Break
15:00 – 16:30 Stakeholder Participation in Micro-Level Planning
for Social Development: A Case Study
Speaker: Regional Advisor on Poverty Reduction,
Poverty and Development Division, ESCAP

Annex I: Workshop schedule
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 Institutions
12:00 – 13:00 Break
13:00 – 14:00 ICT in Support of Stakeholders
Speaker: Human Settlements Officer, Poverty
Reduction Section, Poverty and Development
Division, ESCAP
14:00 – 15:00 ICT in Support of Stakeholders
Speaker: Chief, ICT Applications Section,
Information, Communication and Space
Technology Division, ESCAP
15:00 – 15:30 Break
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
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
99

Annex I: Workshop schedule
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
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
**************
100

Annex II: Group activity one
Annex II
A. 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 case-study, 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.
101

Annex II: Group activity two
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.
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 was
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.
B. Group activity two: discussion on the promotion of
stakeholder participation using ICT
102
Mr. Jeoung-Keun Lee led the Workshop in a discussion exercise. The
Workshop participants were asked to discuss on how ICT can promote stake-

Annex II: Group activity two
holder 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 1,000 Baht reward will be given to the best group
1. Discussion summaries
Topic:
Group:
How can ICT promote stakeholder participation
through information sharing
One
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.
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.
103

Annex II: Group activity two
• ICT brings about the following benefits in participatory
development projects and promotes stakeholder participation.
Benefits of information sharing:
104
• 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

Annex II: Group activity two
• Timely and accurate data
• Improves quality of data
• Information is power, it financially rewards/benefits stakeholders
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
105

Annex II: Group activity two
• 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:
106
• The 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.”

Annex II: Group activity two
• ICTs are seen as powerful tools to achieve the UN Millennium
Development Goals set in 2000
Topic:
How can ICT promote stakeholder participation and
collaboration
Group:
Two
Members: 1. Kanykey Baigazieva
2. Rajandra Dahal
3. Timur Hasanov
4. Tapan Kumar Das
5. Yongfu Zhang
6. Lae Tul Siliva
7. Zaman Alikhani
8. Brett Tan
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
107

Annex II: Group activity two
• 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
Topic:
Group:
ICT For Stakeholders Participation Through
Empowerment
Three
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
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:
108
• Indicators of empowerment
• How ICT can promote empowerment
• ICT tools required

Annex II: Group activity two
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
• Training, data analysis, data processing
ICT tools:
• Information publishing: web sites, mass communications
media
• Personal productivity infrastructure
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Annex II: Group activity three
• Communication tools
• Planning, management and monitoring tools
• Database tools
• Data analysis tools
C. Group activity three: logical framework analysis
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
Goal:
Muhammad Rahman (Bangladesh)
Yongfu Zhang (China)
Tuti Riyati (Indonesia)
Anura De Silva (Sri Lanka)
To increase productivity, value and sustainability of forests in Bangladesh
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
should 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
have not 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.
110
Mr. Tan suggested that the group’s assumptions (commitment from
government and timely allocation of resources and funds) should not be issues

Annex II: Group activity three
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: Pakistan
Goal:
Objectives:
Raza Shah (Pakistan)
Anita Frio (Resource Person)
Rajendra Dahal (Nepal)
Fariyadh Moosa (Maldives)
Khosbat Batsukh (Mongolia)
Kanykey Tunguchbekovna Baigazieva (Kyrgyzstan)
Lae Tui Siliva (Samoa)
Timur Hasanov (Tajikistan)
Serasinghe Nandasiri (Turkmenistan)
Akilbek Musabekov (Uzbekistan)
Efficient services delivered by government to all in Pakistan
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
Problem
Root Causes
Less money available for the most urgent development activities
Less time available with government employees to work on citizen
benefit projects/activities/policy analysis
Huge spending on government operations
Large portion of time of government officials spent on administrative
activities
Old processes and procedures
No information pooling and sharing /lack of linkages among government
activities
Low skills level of government employees
Minimal use of ICT
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Annex II: Group activity three
Object tree analysis
Positive
Impact
Objective
Solutions
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
Reduce expenditure on government operations
Improve productivity of government employees
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
Goals
Efficient services delivered
by government to all
Purpose
Reduce Costs
N/A
Performance
indicators/targets
Stationary by 10 per cent
per year
Printing by five per cent
Telephone by 15 per cent
Assumptions and risks
Maintaining cost could
cause increase in government
expenditure
Improve Productivity
Output 1
Re-engineering of government
operations/
functioning
Number of cases processed
by officials increases by 15
per cent
Authority is delegated instead
of previously centralized.
Number of decisions
taken/cases disposed down
the chain increases
In initial stage, senior staff
would need time to be familiar
with new system
Number of government staff
would be decreased
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Activities
Map workflow of government
Re-design workflow

Annex II: Group activity three
Design summary
Output 2
Creation of databases,
development of central
information pool and
availability of information
to all
Performance
indicators/targets
Matching of databases
created to functions handled
by government will
verify percentage of functions
that are automated
Assumptions and risks
The public /hacker/ might
access to the confidential
data of the government for
negative purpose
Activities
Identify information requirements
within government
Engage software companies
for development of
software/databases
Implement software/ databases
Cross-over from manual
system
Output 3
Skills development of government
employees in ICT
enabled environment
Activities
Identify training needs of
government employees
Engage training company
that will provide training
Conduct training
Feedback
Output 4
Maximize use of ICT
All government officials
are trained in the use of
office productivity software
and databases
Usage of electronic communications
for routine
work
Trained government staff
would leave and move to
private sector
Hardware/software would
be out of date within short
period
Activities
Provide hardware/software
to all
Implement email facility
All ministries will have
hardware/software
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.
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Annex II: Group activity three
He suggested to group two, that as with group one, they should avoid
the use of generic words, in this case all, “all government 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: Bhutan
Karma Tenzin (Bhutan)
Itishree Pattnaik (India)
Zaman Alikhani (Afghanistan)
Helena Barangan Habulan (Philippines)
Agus Kuswantorao (Indonesia)
Tapan Kumar Das (Indonesia)
Goal:
• To increase agriculture output and improve rural access in
six districts
Assumptions:
• Pragmatic approach in implementing
• Using existing institution setup
• Operate within decentralization
The Group presented its LFA Matrix for a Rural Development Project
in Bhutan.
Project framework
Design summary
Performance
indicators/targets
Assumptions and risks
114
Goals
Increase agricultural output
and improve rural access
in six districts
N/A
Programmatic approach in
implementation using existing
inst. set-up
Operate within decentralization

Annex II: Group activity three
Design summary
Objective
Outputs
Activities
Performance
indicators/targets
To increase rural access
To increase agriculture
production
To generate employment
and increase income
376 kilometer road/426
irrigation construction
x per cent increase in crop
production by 2009
x per cent increase in Y &
N by 2009
16 RNR Centre constructed
7 bridges constructed
x No. of farmers train
HYV agriculture input
(seeds)
Demonstration in RNR
centres
Training on agricultural
activities, village bioengineering,
finance
Assumptions and risks
Minimum impact on environment
No natural disaster
Community-based mobilization
Successful community participation
Availability of labour
Right resources, training
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 10-kilometers – 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.
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Annex III: List of participants
Annex III
LIST OF PARTICIPANTS
AFGHANISTAN
Mr. Zaman Alikhani, Consultant, Postharvest Technology Institute, Chiang
Mai University, Chiang Mai 50200, Thailand (Tel:+66-53-941448; Fax: +66-
53-941447; e-mail: zaman@phtnet.org, z_alikhani@yahoo.com)
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; e-mail: sasadmin2@plancom.gov.bd)
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, e-mail: t_karma@moa.gov.bt)
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; e-mail:
zyongfu@pbc.gov.cn)
INDIA
116
Ms. Itishree Pattnaik, Student, Regional and Development Planning, Asian
Institute of Technology (AIT), Klong Luang, Pathumthani 12120, Thailand

Annex III: List of participants
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; e-mail: agus_k@hotmail.com)
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; e-
mail: triyati@bappenas.go.id)
KYRGYZSTAN
Ms. Kanykey Tunguchbekovna Baigazieva, Senior Specialist, International
Cooperation Department, State Agency on Information Resources and Technologies,
Government of the Kyrgyz Republic, Frunze Street 421, Bishkek
(Tel: +996-312-299611/996-312-299611; e-mail: nikki_b@mail.ru)
MALDIVES
Ms. Fariyadh Moosa, Assistant Revenue Officer, Department of Inland Revenue,
Ministry of Finance and Treasury, Ameenee Magu, Male’ (Tel: +960-
322261; Fax: +960-316577; e-mail: info@revenuedept.gov.mv)
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; e-mail: bkhosood@yahoo.com)
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; e-mail: rajendradahal@hotmail.com)
PAKISTAN
Mr. Syed Raza Abbas Shah, Director General (Projects), Electronic Government
Directorate, Ministry of Information Technology, Evacuee Trust Building,
Islamabad (Tel: +92-51-9205989; e-mail: dg@e-government.gov.pk)
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Annex III: List of participants
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; e-mail: hhabulan@hotmail.com)
SAMOA
Mr. Lae Tui Siliva, Senior Research Officer, Ministry of Finance, Private Bag,
Ministry of Finance, Apia (Tel: +685-34325/685-21312; e-mail:
lae_siliva@yahoo.com)
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; e-mail: frmpnpiu@sltnet.lk)
Mr. Serasinghe Nandasiri, Chief Accountant, Ministry of Highways, 9th Floor,
Sethsiripaya, Battaramulla, Colombo (Tel: +94-2862765/94-2887467; e-mail:
hiwayacct@sltnet.lk)
TAJIKISTAN
Mr. Timur Hasanov, Head of Information Technologies Centre, President, Administration
of Tajikistan, 80 Rudaki Ave., Dushanbe 734001 (Tel: +992-372-
231169/992-372-231178; e-mail: thass@mail.ru)
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; e-mail: mineconom@olline.tm)
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; e-mail: depjoft@aci.uz)
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-------------------

Annex III: List of participants
RESOURCE PERSONS
Mr. Jeoung-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; e-mail: jklee@adbi.org)
Mr. Brett Tan, Instructor, Payap University, P. O. Box 62, Chiangdao, Chiangmai,
Thailand 50170 (Tel: +66-5345-6043; Mobile: 0-7181-6108; e-mail:
brett_tan@hotmail.com)
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; e-mail: anfrio@yahoo.com)
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; e-mail: ramoussou@ait.ac.th, roland.amoussouguenou@diplomatie.gouv.fr)
Mr. 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 (Tel: +662-697-4372; Fax: +662-
697-4408; e-mail: ssingh@apaari.org)
Mr. Regino L. Gonzales, Senior Computer Specialist, AIT Extension
(Information Technology), Asian Institute of Technology, Kilometer. 42, Paholyothin
Highway, Klong Luang, Pathumthani 12120, Thailand (Tel: +66-2-
524-5312/66-2-524-5927; Fax: +66-2- 516-2120; e-mail: jun@ait.ac.th, jungonzales2003@yahoo.com)
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; e-mail: asweetser@adb.org)
Mr. Graham M. Walter, Director, Evaluation Division 1, Operations Evaluation
Department, Asian Development Bank (Tel: +632-6324119; Fax: 632-636
2161; e-mail: gwalter@adb.org)
Mr. Jorge Carillo-Rodriguez, Human Settlements Officer, Poverty Reduction
Section, Poverty and Development Division, ESCAP, The United Nations
Building, Rajdamnern Nok Avenue, Bangkok 10200 (Tel: +662-288-1613;
Fax: 662-288; e-mail: carrillo.unescap@un.org)
119

Annex III: List of participants
Ms. Ja-Kyung Yoo, Chief, ICT Applications Section, Information, Communication
and Space Technology Division, ESCAP, The United Nations Building,
Rajdamnern Nok Avenue, Bangkok 10200 (Tel: +662-288-1332; Fax: 662-
288-1085; e-mail: yoo.unescap@un.org)
Mr. Amitava Mukherjee, Chief Technical Adviser, Public Private Sector Partnership,
Regional Advisor, Poverty and Development Division, ESCAP, The
United Nations Building, Rajdamnern, Nok Avenue, Bangkok 10200 (Tel:
+662-288-1948; Fax: +662-288-3035; Home: +662-628-8519; e-mail: amimuk@vsnl.com,
mukherjeea@un.org)
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; e-mail: rjdobias@adb.org)
Ms. Nicole Jecks, Media & Information Specialist, Flat K, The Palmyra, 34
Soi Nantha, Thanon Sathorn Tai, Sathorn, Bangkok 10120 (Tel: +66-0-7015-
2605; e-mail: nikkijecks@hotmail.com)
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