FINAL REPORT
on a
REGIONAL MARKETING STRATEGY
for the
East Asia Pacific Association, Global Development
Learning Network
30 July, 2005
Table of Contents
EXECUTIVE SUMMARY ................................................................................................................................. 3
RECOMMENDATIONS ........................................................................................................................................ 5
BACKGROUND................................................................................................................................................... 7
THE EAPA REGION ......................................................................................................................................... 7
SERVICES OFFERED BY THE GDLN ................................................................................................................ 7
GDLN PRODUCT LINES ................................................................................................................................... 8
GDLN CENTRAL VALUE PROPOSITION .................................................................................................. 9
TARGET MARKETS ......................................................................................................................................... 9
MARKETING TO DATE................................................................................................................................. 11
REGIONAL MARKETING ............................................................................................................................. 12
ISSUES AND CONSTRAINTS........................................................................................................................ 13
REGIONAL IDENTITY ...................................................................................................................................... 13
NATIONAL LEVEL CONSTRAINTS ................................................................................................................. 14
REGIONAL LEVEL CONSTRAINTS ................................................................................................................. 15
MARKETING STRATEGIES ......................................................................................................................... 15
REGIONAL STRATEGY .................................................................................................................................... 15
LOCAL STRATEGIES ....................................................................................................................................... 16
“CONTENT PROVIDER” MARKETING STRATEGIES .................................................................................... 18
MARKETING TO FUNDING AGENCIES .................................................................................................. 19
THE WORLD BANK ......................................................................................................................................... 19
OTHER FUNDING AGENCIES .......................................................................................................................... 19
CLIENT REGIONAL PROGRAMS .................................................................................................................... 23
MARKETING MATERIALS .......................................................................................................................... 24
MARKETING KPIS .......................................................................................................................................... 28
TRAINING .......................................................................................................................................................... 28
ACTION PLAN .................................................................................................................................................. 28
ATTACHMENT ONE – DRAFT LOCAL DLC PARTNERSHIP D EVELOPMENT STRATEGY ......................... 29
ATTACHMENT TWO –M ARKETING KPIS – TARGETS AND MEASURES .................................................... 31
ATTACHMENT THREE - DONOR PRIORITIES ACROSS THE EAPA REGION .............................................. 33
ATTACHMENT FOUR – SUCCESS STORIES .................................................................................................. 86
ATTACHMENT FIVE – DRAFT A CTION PLAN ............................................................................................... 94
ATTACHMENT SIX– TERMS OF R EFERENCE ............................................................................................... 95
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Executive Summary
This is the final report of a consultancy on a regional marketing strategy for the Business
Development and Quality Committee of the East Asia Pacific Association (EAPA), of the
Global Development Learning Network (GDLN).
The GDLN offers its partners and clients services including facilities of quality, global
reach, understanding of the local context, expertise for content and session management,
and access to content offered by the World Bank Institute (WBI) and “content provider”
Development Learning Centers (DLCs). It combines these services in various ways to
deliver four product lines, namely training courses for development agencies and their
project implementation units, communications, communities of practice and policy
dialogues, blended learning courses and training programs. Due to the diversity of
services and clients, there are many possible value propositions, and there have been
many attempts to find a central value proposition. One possibility is “GDLN – global
thinking, local understanding”.
The EAPA region is well represented across Southeast Asia, with in-country networks
spreading rapidly in China and Vietnam. However, it does not yet include the Pacific
Island nations, aside from Papua New Guinea (PNG). The region itself is far from
homogeneous, as it includes countries of very different sizes, populations, topography and
languages.
DLCs in the EAPA region were established under a variety of partnerships and operate in
vastly different environments. Their initial marketing efforts were developed based on
previous experience and their local environments and targeted towards building
utilization rates to achieve sustainability. Despite initial difficulties and lack of resources,
there have been notable success stories, particularly Timor Leste, which has achieved
sustainability. All DLCs in the region are committed to working together to develop
regional strategies and coordination.
The Tokyo Development Learning Center (TDLC) is tasked with assisting the process of
regional coordination and has already assisted DLCs to build capacity, raise their national
and regional profiles and implement development efforts. In cooperation with the BDQC,
the TDLC has also developed a comprehensive, successful and well-documented strategy
for building regional partnerships. The strategy, described in full in the TDLC business
plan, is to establish partnerships with organizations worldwide that are already involved
in activities that could benefit from the use of the GDLN. Similarly, but on a smaller
scale, the Timor Leste DLC has developed a strategy for building long-term, multiactivity partnerships with national government funding agencies, mainly on a bilateral
basis.
Strategies to build partnerships have the advantage that one partnership covers many
activities over a long period. It will take time to build regional partnerships, so although
DLCs in developing countries should treat this strategy as a priority, they should continue
to build their own local partnerships as well.
Content provider DLCs can benefit from cooperating with each other to add value to
courses by including input from academics “on the ground”. The rapid expansion of the
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China Domestic Development Learning Network, the expanding network in Vietnam and
the introduction of DLCs in Indonesia present opportunities for cooperation with ANU,
AIM and Victoria University, Wellington.
Funding agencies in the region present many marketing and partnership opportunities.
World Bank task managers are not yet sufficiently motivated to take advantage of the
network. The TDLC is making good progress with JICA and JBIC, and ANU has
negotiated a GDLN membership agreement with AusAID. There are many opportunities
through project funding, but the Bank would have to resolve any potential conflict of
interest issues.
The TDLC website has been recently redeveloped on a sophisticated platform that meets
all World Bank standards. The redevelopment presents an excellent opportunity to
develop an EAPA website very cost-effectively, and for DLCs in the region to develop or
redevelop their own sites using the same platform. This will enable development and
regular updating of a whole range of promotional materials, as well as sharing procedures
and templates via a secure intranet. Brochures, flyers, pamphlets etc, should be based on
standardized templates stored on the intranet for downloading and adaptation for local
use, including translation where necessary.
The LAC region publishes a regular newsletter in electronic format and distributes hard
copies. It has generated a large number of enquiries, but the amount of business that has
resulted is unclear. This report therefore recommends that the BDQC should analyse the
amount of business generated by the LAC newsletter and determine whether to trial an
EAPA newsletter.
Some DLC managers are very experienced and skilled in marketing and building
partnerships and others could benefit from training. The BDQC regional marketing
strategy should involve systems for peer mentoring and marketing training. The region
should consider using its internal resources to develop self-paced or blended learning
courses on topics such as marketing and partnership development.
Methodology for the Consultancy
As required by the Terms of Reference (TOR), the approach was highly consultative,
involving detailed discussions by videoconference (VC), phone and email with DLC
managers, GDLN services in Washington and the BDQC over 27 days in four phases
from May to July 2005. The consultant reviewed donor priorities across the region. All
meeting notes and draft reports were circulated to the EAPA DLC managers and BDQC
for comment, and modified according to their feedback. Recommendations have been
made on all specific issues identified in the TOR, which noted that much of the material
already existed in the region and at GDLN services in Washington, so a significant
component of the consultancy was involved with identifying, collating and consolidating
existing material. The report includes a review of donor priorities across the region.
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Recommendations
Marketing Strategies
1.
DLC marketing should target clients with the resources to become partners in
long-term, multi-DLC activities, particularly through the TDLC strategy for regional
partnerships.
2.
Proposals for LBD activities should include details of potential partners with ongoing requirements willing to commit future funding subject to the success of the activity.
3.
Experienced content provider DLCs should actively seek opportunities for
cooperative programs and joint marketing with the CDDLN and Indonesian DLCs.
4.
The Ho Chi Minh City DLC should trial telemarketing to potential participants in
DLC activities and report to the BDQC on its costs and benefits.
An Effective EAPA Website
5.
The BDQC should use the TDLC website redevelopment as an opportunity to costeffectively develop a distinct EAPA website and related intranet for use by regional DLCs
6.
EAPA DLCs should be given the opportunity to develop or upgrade their websites
based on the technology used in the TDLC website, including features such as specific
language characters, automated reminders and printing from the screen.
7.
The EAPA website should include a user friendly schedule of regional activities to
be updated on a weekly basis by DLC via automated reminders. For DLCs with their
own websites, this should occur automatically when individual DLCs update the
schedules on their own websites. The BDQC should monitor the number of “hits” on this
feature and evaluate its costs and benefits after a suitable trial period.
System and Guidelines for Sharing Information and Region-wide Content
8.
The regional website should include information shared by DLCs that is also of
public interest, such as “stories of the week”.
9.
The EAPA website should include a secure intranet for use by authorized DLC
staff. The intranet would house the GDLN toolkit, generic EAPA marketing materials
and templates, a client database system; regional versions of the TDLC Business
Processes for Partnership Development, Task Briefs, and plans for managing/tracking
marketing activities. It would also include agreed guidelines and procedures, on topics
such as how to develop and present public information including region-wide content,
and covering key issues such as GDLN policies on privacy and copyright.
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Marketing Materials
10.
The BDQC should review existing marketing materials and let a tender for the
design and production of generic EAPA materials available on the web for use by DLCs.
11.
The BDQC should identify the issues associated with developing a logo for the
EAPA region and determine whether to proceed with its development.
12.
The BDQC should review the TDLC’s business process guidelines for
partnership development and associated documentation, tracking tools, procedures and
proformas developed by regional DLCs, compare them with others available, and
recommend the best examples for placement on a secure intranet for use by EAPA DLCs.
Responding to Community Groups and Unsolicited Proposals
13.
In responding to community groups, ad hoc queries and proposals for
collaboration, DLCs should determine whether or not these approaches qualify as
potential partnerships and respond accordingly.
Regional Newsletter
14.
The BDQC should analyze the business opportunities generated by the LAC
newsletter to determine whether an EAPA newsletter is justified..
15.
If the results of the analysis in recommendation 14 are positive, the BDQC should
let a tender for production and management and distribution of a quarterly EAPA
regional newsletter in English over a twelve month trial period. This would include
publication via the EAPA website. After twelve months, the BDQC should evaluate the
trial to determine whether publication should be continued, and if so, in what languages.
Liaison with Donors
16.
The BDQC should investigate the feasibility of regional partnerships between
content provider DLCs and funding agencies for the development and delivery of content
according to donor priorities, based on the AusAID GDLN “membership” arrangement.
17.
Content provider DLCs should research donor priorities and liaise with donors
and DLC managers to determine relevance and local demand for their courses.
Training
18.
Based on the TDLC regional partnerships strategy and the Timor Leste strategy,
the TDLC should develop a training program to train DLC managers and staff in
partnership development.
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Background
At its meeting in December 2004, the East Asia Pacific GDLN Association (EAPA)
Business Development and Quality Committee (BDQC) identified the need for a
marketing strategy for the region, to be consistent with the worldwide GDLN strategy and
the EAP GDLN vision of a dynamic, sustainable network.
The BDQC recruited a consultant to develop a marketing strategy, including
identification of donor priorities in each country, in close consultation with DLC
managers, based on materials in the region and from GDLN services in Washington. The
Terms of Reference required the consultant to make recommendations concerning:• An effective EAPA website, including options for revitalizing the existing website
or developing a new one, perhaps as part of the Tokyo Development Learning
Center (TDLC) website;
• A system and guidelines for sharing information amongst EAPA members;
• Marketing materials, including traditional print-based as well as electronic tools:
• Liaising with, and responding to, community groups;
• Preparing and managing a Regional newsletter (along the lines of the one
circulated in the LAC region;
• Developing and publicizing region-wide content and liaison with donors; and
• Dealing best with proposals for collaboration that arrive unsolicited.
The Task Manager for this activity was the Chair of the BQDC. The consultancy was
conducted in four phases and involved regular consultations with the EAP Regional
Coordinator and LC managers from Australia, Japan, PNG, Philippines, Timor Leste, and
Vietnam; as well as GDLN services in Washington and the TDLC Business Planning
consultant. A draft report was circulated for comment at the end of phase 2, and a second
draft at the end of phase 3. This final report incorporates comments on the second draft
and information on other EAPA LCs provided at the EAPA meeting in Hanoi. Terms of
Reference for the marketing study are at Attachment Five.
The EAPA Region
At the time of this report (May-July 2005), the East Asia and Pacific GDLN region
comprised Development Learning Centers (LCs) in Australia, China, Japan, Korea,
Mongolia, PNG, Philippines, Singapore, Thailand, Timor Leste, Vietnam and most
recently, New Zealand. Sri Lanka has been granted membership of the EAPA region. A
second site in Vietnam (HCMC) has opened and centers across Indonesia are being
established.
Services offered by the GDLN
In summary, the GDLN offers the following services to its partners and clients:•
•
•
•
•
Facilities of quality;
A global network;
Understanding the local context;
Expertise for content conversion and session management;
Access to content provided by:
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•
o The World Bank Institute
o Learning Centers in educational institutions; and
The convening power of the World Bank.
The standard of GDLN facilities ensures that the LCs are appealing venues for
government officials, development professionals, technical specialists and private sector
representatives at the highest levels. The GDLN is clearly positioned at the high end of
national and international markets.
The GDLN’s global reach offers clients the opportunity to disseminate, exchange or
access knowledge via whatever combination of LCs meets their needs. The expansion of
the China Domestic Development Learning Network, the developing domestic network in
Vietnam and initiatives by AIM in the Philippines are adding an intra-country dimension
to this service.
Understanding the local context. DLC managers and staff play a crucial role in ensuring
that content delivered by the GDLN is relevant to the local situation. This includes
sourcing local specialists and practitioners to participate in activities, ensuring that
content is at the right level for the participants and that the “right people are in the room”,
i.e. the participants are able to benefit from and apply the knowledge and skills they gain,
as well as ensuring that teaching and learning methodologies are appropriate to the local
culture.
Expertise for content conversion and session management. LCs have, or have access to,
educational technologists and other specialist staff able to assist partners to convert
content for GDLN delivery and manage sessions to ensure clients make best use of the
technology. For example, a lecture, which is essentially a one-way flow of information,
might be converted to a seminar or workshop format with many contributors and
participants learning from each other as well as a presenter. Simultaneous translation is
also provided as required.
Access to content. The GDLN can provide content from some of the world’s leading
educational and training institutions, including the World Bank Institute, Learning
Centres based in academic institutions in the region such as Chulalongkorn University,
AIM and ANU and other source LCs worldwide, as well as expertise from the WBI and
World Bank specialist consultants.
Convening Power of the World Bank. Through the World Bank, the GDLN can offer
clients and partners access to government and agency representatives not otherwise
available to them. At local levels, LC managers are able to attend meetings with donor
representatives and government officials, allowing them to keep abreast of local policies
and current and emerging development issues.
GDLN Product Lines
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The above services are combined in various ways to meet client needs and deliver the
following four product lines:1.
Development Agencies’ Operations, including:
a.
Training courses for:
i.
World Bank & Donor agency staff
ii.
Client Project Management Units (PMUs).
b. Capacity building for Projects funded by World Bank and other
agencies
2.
Communications, including:
a. Conferences and formal events
b. Crisis management
c. Videoconferences and training programs
3.
Networks & Communities of practice, including policy dialogues among peer
groups of specialists, practitioners and researchers.
4.
Structured courses and training programs, including:
a. Short courses for groups
b. Blended learning courses (in which GDLN activities typically form part
of a longer distance education course)
c. Courses for individual fee-paying students
GDLN Central Value Proposition
A value proposition is a concise statement encapsulating the reason why customers buy a
particular product or service. As the GDLN offers a range of services to different
customers, there are many possible value propositions. For example, “Cost-effective
communication for development” would appeal to clients whose prime concern is using
the GDLN is to reduce travel costs; “Strategic dialogues in professional facilities” would
appeal to regional leaders; “Development impact through relevant dialogue” would
appeal to funding agencies. Examples from the GDLN website are: “Linking the world
through learning” and “Connecting people and ideas”.
The diversity of EAPA clients and services means finding a single central value
proposition for the region or GDLN as a whole is difficult. One possibility might be:
GDLN - Global thinking, local understanding
Target Markets
EAPA GDLN target markets include:-
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1.
2.
3.
4.
5.
Potential partners for all business lines, i.e. the World Bank and other aid
agencies, local government agencies, regional organizations, NGOs and private
sector organizations involved in development.
Lead participants in regional activities, i.e. politicians, regional leaders, technical
specialists and professors, as presenters and participants in international forums
and communities of practice;
Content providers, to demonstrate the network’s specialist experience in
improving content through optimal use of the technology, relevance to
participants’ needs and involvement;
Other participants, i.e. people being trained (either groups or individuals);
The general public, usually as PIC users.
Table 1 defines the services offered under each business line at the corporate and retail
levels and the respective markets for those services.
Table 1. EAPA Services and Target Markets
EAPA Business Lines
1. Development
Agencies’
Operations
2. Communications
3. Networks and
Communities of
Practice
4. Structured
courses and
training
programs
EAPA Services
1. Training Courses for
WB & donor agency
operational staff and
client PMUs
2. Capacity building for
projects of World
Bank & other
funding agencies
Conferences, formal
events/crisis
management
Policy dialogues to
disseminate findings
and best practices
among peer groups
1. Courses for groups,
including blended
learning courses.
2. Courses for
individual fee-paying
students
Target Markets
Regional Level
Local Level
(BDQC/TDLC)
Funding agencies &
Agency operational
content providers.
staff, client PMUs,
Possibly NGOs and
course participants.
private sector.
Funding agencies,
National
content providers
governments/agencies.
(WBI, institutions).
PMUs, contractors,
Possibly NGOs.
participants.
Funding agencies,
National leaders,
NGOs, private sector
technical specialists,
agencies, technical
participants.
specialists
Funding agencies,
National leaders,
technical specialists
technical specialists,
practitioners,
participants.
Funding agencies,
content providers
(WBI, institutions).
Possibly NGOs and
private firms.
Content providers
Recipient
governments,
implementing
agencies, PMUs
contractors,
participants.
Individual students.
Table 1 shows that at the national level, LCs market to a diverse range of clients,
including national governments, funding agencies, implementing agencies and project
management units (PMUs) as well as having the responsibility to “get the right people in
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the room” for each event, i.e. promoting and marketing to potential presenters and
participants such as national leaders, senior public servants, technical specialists,
practitioners and individual students. Some notable examples of successful marketing at
this level quoted by LCs include marketing to the private sector by AIM, Health
Community of Practice sessions on how health systems react to natural disasters (PNG),
the UNDP Justice Program in Timor Leste, donor agreements to provide core funding for
establishment of the VDIC in Vietnam, and GDLC Australia’s achievement in arranging
an AusAID GDLN Membership over two years. These examples are summarized at
Attachment Four.
Marketing to date
At national level, LC marketing activities were initially targeted towards building
utilization rates and achieving sustainability. But as they were established under various
partnership arrangements and operate in vastly different environments their marketing
activities have varied. LCs established through partnerships with educational institutions
began by using the GDLN to build on their existing links and course offerings to extend
the reach of their development activities. After many months of strenuous marketing
effort which built upon its long standing relations with AusAID, ANU negotiated and has
maintained an AusAID membership agreement, under which AusAID provides funds for
GDLN activities in support of its programs and projects.
LCs based in educational institutions have also had to promote the advantages of the
GDLN to their academic staff. This internal marketing has proven challenging,
particularly if the institution doesn’t have an established distance learning tradition. AIM
has identified and tasked “faculty champions” to promote the DLC to their colleagues and
is working on a system of incentives for staff to modify existing courses for blended
learning delivery and participate in other DLC activities.
The Timor Leste LC was established in a post-conflict situation with limited counterpart
organization and capacity, where funding agencies were operating without established
country strategies or programs. With a manager who understands both the Portuguese
educational system and requirements on the ground, it successfully built on the Bank’s
convening power to identify clients needs through regular meetings with government
officials and funding agency representatives. It developed a partnership strategy based on
meeting client needs and has established itself as a recognized national education
provider.
The Papua New Guinea LC initially marketed its quality facilities locally, particularly its
Public Information Center, which has been used successfully for youth programs
supported by local industry and is expanding through a partnership with local firms.
Content offered through its videoconference center has come from the WBI or provider
LCs, including ANU and the TDLC.
The Vietnam Development Information Center (VDIC) was established via partnership
agreements with a number of donors which now also include a new LC in Ho Chi Minh
City and a network of Learning Resources Centers. The partner organizations are entitled
to a 50 per cent discount on the costs of DLC activities, but most have only taken
advantage of it in a small way. The LC has been active in raising its national profile and
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has identified many potential GDLN opportunities through advertisements in the national
press. Its recent tender for the Vietnam Blended Learning Program allows educational
institutions to become VDIC partners through conversion of their courses to blended
learning.
The Tokyo LC (TDLC), formed through a partnership between the World Bank and
Japanese Government, has developed a comprehensive and successful strategy for
developing partnerships with Japanese funding agencies and regional organizations. It
also supports the EAPA region through regional and business development initiatives.
The TDLC marketing strategy has focused on building strategic partnerships as explained
below. Since the TDLC’s establishment, marketing has been given more of a regional
focus both through the TDLC and BDQC.
Regional Marketing
The TDLC has embarked on a well-planned, organized and documented regional
marketing strategy which has already begun to produce tangible results. The strategy,
described in full in the TDLC business plan1, is to establish partnerships with
organizations already involved in knowledge-sharing or development activities that could
benefit from the use of the GDLN and where the GDLN could benefit both financially
and in potential development impact, including:
(a)
(b)
(c)
(d)
(e)
(f)
Training institutions, some of which are linked to funding agencies, such as
WBI, ADBI etc, interested in extending the reach of their face-to-face courses;
Managers and operational teams in development agencies for whom lack of
capacity is an issue;
International organizations such as UNO, ASEAN, PECC and APEC, whose
business includes regular discussions, conferences and policy dialogues. The
GDLN offers them potential savings and improvements in work practices;
Educational institutions such as universities and professional training
institutions working with developing countries, either directly or in partnership
with local institutions;
Practitioners wishing to collaborate more frequently with their international
colleagues in exchanging best practice and experience, including mayors,
health officials, chambers of commerce, agricultural researchers,
environmental managers etc.
Professional organizations that combine periodicals, web-sites and regular
international conferences sustained by subscriptions and registration fees.
Negotiated access to conferences through the GDLN would contribute greatly
to technical capacity in developing countries, as these organizations play a key
role in the continuing professional development of their members and the cost
of membership and attendance is a barrier to many.
Although potential regional level partners have been selected because their training
activities will benefit from using GDLN, they may be initially insecure about using it. So
the strategy is one of engagement and confidence-building so as to gradually increase
their level of commitment.
1
TDLC Business Plan Work Program FY 2004/05
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The criteria used in selecting project partners are that they have:
• Technical resources relevant to the capacity building needs of developing
countries;
• Demonstrated commitment to international development and poverty reduction;
• Willingness to make a significant contribution (either financial and/or in kind) to
develop and deliver GDLN content; and
• Ability to fully fund their participation in the GDLN within 18 months.
The TDLC is also providing substantial support for EAPA DLCs, by helping them to:
• Build distance learning capacity, overall management capacity and business
processes that support a coordinated regional approach;
• Raise the national profile of DLCs, to help them integrate with the development
community and strengthen ties with professional and academic communities; and
• Implement targeted promotional or product development efforts proposed by
themselves, that fall within the strategic framework of the project.
The BDQC members based in Washington and Tokyo have begun to extend this strategy
to include international organizations headquartered outside the region.
There are economies of scale in this strategy, as the partnerships are established by the
TDLC/BDQC on behalf of the region, national level DLC marketing effort is reduced and
on-going marketing to individual partners reduces over time as partnerships are longterm. Business builds through increasing the number of partners. As this strategy also
addresses most current constraints, it should be considered as a priority for the region (see
recommendation below).
Issues and Constraints
Regional Identity
The EAPA region is far from homogeneous. LCs in the region operate in vastly different
environments ranging from stable developed countries to post-conflict situations. Most
are located in World Bank or public sector offices. One (AIM) is in a private educational
institution. Although many potential clients and end users in the region speak English,
each country has its own national language. Within individual countries, the situation can
be more complicated. Papua New Guinea has over 800 living languages and Indonesia
over 700 2. Literacy rates also vary considerably from country to country.
Although the region is well represented across East Asia, PNG and New Zealand are the
only Pacific centers at present. Although the Australian DLC has involved some
campuses of the University of the South Pacific (or USP) in its programs, USP isn’t a
member of the network as yet. The Pacific region covers many small states spread across
a very large area. Many Pacific states have high population growth rates and face
significant challenges to economic sustainability. Many development agencies provide
support to Pacific island states, usually via small scale projects. Inclusion of more
Pacific-based LCs by recruiting USP or an organization such as PREL (which covers the
2
www.ethnologue.com
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U.S.-affiliated Pacific) to the GDLN will make it easier to promote the East Asia Pacific
Region to those agencies.
EAPA LCs work in different markets. As a result, they interpret their shared vision in
very different ways and have widely varying expectations, approaches and goals. The
emphasis varies from local to bilateral, regional and global activities. Although there is
clearly a market in some countries for local meetings held in DLCs with no external
communication involved, DLCs were established to communicate with each other, and
are therefore interdependent. There is general commitment to cooperation across the
region, but views differ as to how it should occur and under what arrangements. In the
absence of agreed ongoing relationships, in the past centers have spent valuable time and
resources negotiating with each other on a case-by-case basis on issues as basic as prices
and services. Some protocols and standard arrangements for costs are being addressed as
DLC business plans are revised, but there is a need to define marketing responsibilities
more clearly.
National Level Constraints
LC managers have identified constraints to marketing at national level:
• Limited personnel and access to marketing expertise;
• Lack of marketing resources, both HR and funds for advertising, printing, etc
• Lack of a clear regional strategy, roles, responsibilities and funding;
• The long-term nature of development projects and programs;
• Diverse clients and changing representation; and
• The need for centralized marketing data.
A distinctive characteristic of the market for development activities is that the end users,
i.e. the beneficiaries of the knowledge, skills and services being provided, are usually
unable to pay for them. Funding must therefore come from other sources, i.e. national
governments, funding agencies, private sponsors and other organizations, either
individually or in various combinations. For LCs, there is also a need to source
appropriate content from a third group. Therefore marketing efforts have to be directed
towards these three distinct client groups whose interests and priorities may differ.
This means that although it is essential to the successful delivery of every GDLN activity,
LC marketing aimed at “getting the right people in the room” does not produce revenue.
In finding the right participants for regional activities, some of the issues to be dealt with
by LCs in national markets include local relevance of content, language, entry levels,
interest and commitment.
As most funding agencies’ work is based on country strategies, DLCs have found that
developing partnerships with funding agencies is a long-term task. Programs or projects
typically have two or three year establishment phases, followed by bidding processes and
implementation over three to five years. Responsibility usually starts with the funding
agency and devolves to the recipient government to varying degrees over the project life.
Marketing is further complicated by funding agency structures, occasional restructures
and staff movements. Their policy and management decisions may be centralized or
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diversified. Marketing strategies should take client structures into account3. As most
agencies have well-established policies and procedures for dealing with recipient
governments, their agencies and consulting firms, some local officers may be
understandably reluctant to vary them or to fund GDLN activities directly.
Successful marketing to stakeholders such as national government, funding agencies and
PMUs begins with establishing and building personal relationships to appreciate their
needs and earn their confidence. It is very time-consuming. All successful marketing
examples cited by LCs involved repeated personal interaction with clients over months or
years. The Timor Leste LC, whose marketing efforts have been very successful, has
begun to reach a point where staff are frequently fully occupied in conducting activities
and therefore unavailable for further marketing. LCs have identified lack of marketing
personnel, skills and expertise as major constraints.
Regional Level Constraints
Constraints to marketing at regional level include:
• The time and resources to bring partners to the “fully committed” stage;
• The difficulty of sustaining of some “learning by doing” activities;
• Lack of success in marketing to the Bank;
• Client geographical spread – HQs in USA, Europe, Japan, Australia, Manila; and
• Decentralised agency decision-making.
Marketing Strategies
Regional Strategy
The strategy for development of the EAPA region as detailed in the TDLC business plan
addresses many of the constraints identified above. As marketing resources are limited,
the best option is to direct them towards large clients with potential for long-term, multiDLC activities, which is the aim of the TDLC partnership development strategy. The
strategy also addresses the long-term nature of development projects and programs by
targeting organizations already delivering their own face-to-face training. Once partners
are fully committed, they will include GDLN as part of their normal business so that their
involvement is financially sustainable with reduced follow up marketing. Payments by
partners will cover costs across the region and the business will be built through
increasing the number of committed partners. DLCs in developing countries will need to
support regional partners by promoting their programs locally to attract participants, i.e.
local marketing that doesn’t result in any local revenue. The revised national DLC
business plans have addressed this issue through pricing structures that include incentives
for local DLCs to undertake this marketing as required.
3
However, discretionary funds are often available locally, and it is wise to have a proposal ready for
presentation towards the end of the financial year.
Page 15 of 94
Recommendation:
DLC marketing should target clients with the resources to become
partners in long-term, multi-DLC activities, particularly through the TDLC strategy for
regional partnerships.
As DLC managers identified the lack of a clear regional strategy as a constraint, the
TDLC/BDQC must do more to ensure that LC managers understand its regional
partnership development strategy and their roles in it.
Some “Learning By Doing” (LBD) activities for which seed funding has been provided,
e.g. Health Communities of Practice, were labour intensive and have not produced
partners willing to provide on-going funding. There is therefore a requirement to
identify partners with an on-going requirement and the willingness to commit funds to a
long-term partnership if the LBD activity meets their needs.
Proposals for LBD activities should include details of potential partners with on-going
requirements willing to commit future funding subject to the success of the activity.
Local Strategies
The differing environments in which DLCs operate will result in particular strategies
which are addressed in DLCs individual business plans. In addition to support for
regional strategies, the strategy for local DLCs should be to build partnerships at local
level. Local partnerships could be general, i.e. providing funding for DLC activities
without specifying countries or sectors, e.g. the AusAID GDLN “membership” through
ANU; or project-based, (mainly bilateral, but some regional) in which DLCs offer
services related to development projects; or sectoral, e.g partnerships in health,
governance, etc.
A draft procedure for developing partnerships at local level, based on successful
approaches by EAPA DLCs in developing countries, particularly Timor Leste, is at
Attachment One. It is based on the convening power of the Bank, which allows DLC
managers to attend meetings with local representatives of national governments, funding
agencies and other senior development professionals in country. These contacts are all
potential clients or partners. Another source of potential partners is via advertisements in
the national press by organizations involved in development.
The procedure starts with identifying a potential activity or partner and ends with the
decision to proceed based on the potential partner’s interest. It is intended as a guide only
as approaches will vary from Center to Center. The potential funding agency and
recipient government should be linked to the activity from the earliest possible stage. The
choice of activity should be relevant and appeal to them. Ideally, there should be some
initial publicity involved, so that the funding agency’s name is linked to the activity.
Then, requests for follow-up activities can come via the recipient government, which will
give them more weight with the funding agencies.
Similarly to the TDLC partnership strategy, the local procedure follows a series of steps
designed to increase the potential partner’s level of interest until commitment is reached.
At local level, the range of potential partners includes national government agencies,
international funding agencies, project managers, consultancy firms, NGOs, civil society
Page 16 of 94
representatives, private sector groups and firms involved in development. The group is
wider because local DLCs deal with organizations involved nationally, rather than only
those with regional or global interests, but the aim is still to develop long-term, multiactivity partnerships. The GDLN Activity Management System provides information for
negotiating costs and arranging activities between GDLN Centers, so DLC managers can
use it to give clients initial cost estimates. Costs of value-added services such as research
assistance in a particular country or translation can be worked out case-by-case if the
client shows interest.
Dealing with Community Groups, Queries and Collaboration Proposals
In dealing with approaches by local groups, DLCs should consider whether or not such
approaches qualify as potential partnerships. If these groups have sufficient funds to
finance long-term, multi-DLC activities in their own right or the potential to access or
attract third party funding, they are potential partners. The TDLC’s criteria for selecting
project partners are:
• Technical resources relevant to the capacity building needs of developing
countries;
• Demonstrated commitment to international development and poverty reduction;
• Willingness to make a significant contribution (either financial and/or in kind) to
develop and deliver GDLN content; and
• Ability to fully fund their participation in the GDLN within 18 months.
If they do not qualify as potential partners, their only involvement with the GDLN is as
PIC clients, or as participants in communities of practice, or special events such as issuesbased meetings.
Recommendation. In responding to community groups, ad hoc queries and proposals for
collaboration, DLCs should determine whether or not these approaches qualify as
potential partnerships and respond accordingly.
DLCs need to optimize resources in responding to opportunities and promote activities.
One option proposed by the VDIC manager (now the Ho Chi Minh City DLC manager) is
to use a combination of telemarketing and a regional marketing database. Although this
is not an option for building partnerships, it has potential for retail marketing to
participants in scheduled activities and courses, as follows:
1.
A DLC (say AIM) considers arranging a series of workshops for the region on
crisis prevention (a UNDP priority). It obtains funding from the UNDP to
deliver the courses via DLCs in Indonesia, Philippines, PNG and Vietnam.
2.
Based on information from the DLCs and UNDP, AIM draws up a database of
possible attendees and passes them to the telemarketing organization.
3.
To save the DLCs time and expense, the telemarketing organization phones all
the potential attendees, invites them to attend the first activity and reports the
results back to the AIM.
Page 17 of 94
4.
AIM and the DLCs conduct the first workshop, monitors the attendance and
feeds the information back into the database. The system and database are
refined for future courses.
More information is needed to determine whether telemarketing is a cost-effective way of
developing attendance for workshops, and free up marketing resources for partnership
development, which requires more direct personal contact.
Recommendation: The Ho Chi Minh City DLC should trial telemarketing to potential
participants in DLC activities and report to the BDQC on its costs and benefits.
“Content Provider” Marketing Strategies
Educational institutions presently hosting EAPA DLCs have many years’ successful
experience promoting their courses to students in the region and well-established
marketing networks through educational trade fairs, agencies and partnerships. It has
become clear that the capacity of other DLCs to market their courses to individual feepaying students is limited, and they don’t have the specialist expertise of education
centers or agents. DLC marketing resources are better targeted towards long-term high
volume partnerships.
However, opportunities do exist (and will increase) for DLCs in educational institutions
to cooperate in adding value to each others’ courses by bringing in academics with “on
the ground” experience in the region, as well as in partner-funded communities of
practice, exchanges for joint research and the like. Australia has successfully commenced
such activities with USP, building on well-established relations between ANU academics
and their regional colleagues. AIM has had similar success. ANU students have attended
GDLC sessions delivered from the USA. The LAC region has several similar successful
examples and useful precedents for future DLCs in Indonesian and Pacific academic
institutions, as LAC educational institutions less experienced in marketing have learnt
from cooperating with their more experienced colleagues. The rapid expansion of the
China Domestic Development Learning Network (CDDLN) presents opportunities for
content provider DLCs to work with the CDDLN on developing relevant content and
joint marketing initiatives.
The ANU initiatives have been funded through the AusAID GDLN membership
arrangement. Content provider DLCs seeking funding agency support outside such
arrangements should be aware that funding agencies work within country program
strategies with funding tied to particular programs or projects. Content provider DLCs
therefore need to liaise with donors and DLC managers to determine the availability of
funds, local demand and relevance of content. If funding is available and there is
sufficient demand, courses should be advertised via websites, email and brochures
adapted for local clients. Table 2 below is a summary of donor agency priorities in
countries in the region.
Recommendation:
The TDLC should investigate the feasibility of regional
partnerships between content provider DLCs and funding agencies through which the
Page 18 of 94
DLCs will develop and deliver content according to donor priorities, based on the
AusAID GDLN “membership” arrangement.
Recommendation: Content provider DLCs should research donor priorities and liaise
with donors and DLC managers to determine relevance and local demand. Once demand
has been established, courses should be advertised via websites, email and locally
developed brochures.
Recommendation: Experienced content provider DLCs should actively seek opportunities
for cooperative programs and joint marketing with the CDDLN and Indonesian DLCs
Marketing to Funding Agencies
Based on DLC experience to date, prospects for long-term and multi-DLC partnerships
lie within the development assistance community, including the World Bank and other
bilateral or multilateral funding agencies. As is the case with AusAID and JICA, these
agencies have the potential to become partners in using the GDLN for communication
and educational purposes in the region.
The World Bank
There are opportunities for the GDLN to engage with the World Bank, including in the
Bank’s own business. Some Bank task managers have been reluctant to use the GDLN in
their day-to-day work. They may need to be given incentives to use the GDLN. Options
might be to link use of the GDLN to positive performance assessment, or a proposal to
task managers to set aside an agreed percentage of activity budgets for GDLN activities
on the basis that the costs and benefits are assessed after an agreed period. This issue is
best addressed at regional level or at Bank headquarters in Washington.
Other Funding Agencies
The other main bilateral and multilateral funding agencies operating in the region include
JICA, AusAID, the ADB, DFID, the EU, UNDP, SIDA (Sweden) and USAID. These
agencies operate both country-specific and regional programs. Their country-specific
programs are usually defined and reviewed through country program strategies, involving
programs and projects in specific geographical or economic sectors.
Table 2 below is a matrix of agencies’ strategies and priorities for each country in the
EAPA region, summarized from their websites and confirmed by email with DLC
managers. It is based on the analysis at (Attachment Three), which includes a matrix of
links to the relevant pages of donor websites. Through contacts with local government
agencies and funding agency staff, EAPA DLCs located in developing countries are
aware of how donors are implementing their programs on the ground, a strong reason for
regional cooperation and information exchange.
Analysis of donor priorities in Table 2 gives a basis for “content provider” DLCs such as
ANU, AIM and Victoria University, Wellington to market their existing courses to
funding agencies or to develop content relevant to agency priorities for particular
Page 19 of 94
countries. Each column shows donor priorities by country. For example, governance,
corruption prevention, decentralization and environment protection are priorities in
Indonesia for many donors. Each row shows a particular funding agency’s country
program strategy priorities, so that common themes across the region can be identified.
For example, peace, crisis prevention and recovery are common themes in UNDP’s
programs in most countries across the region.
.
Page 20 of 94
Table 2.
Summary of Funding Agency Country Strategy Priorities
Country
Indonesia
PNG
Philippines
Timor Leste
Vietnam
Agency
World Bank
JICA
AusAID
ADB
DFID
- improving the investment climate
- responsive, pro-poor service
delivery
- governance, corruption,
decentralisation
- private sector led economic
development
- poverty reduction
- governance reform
- environmental protection
-
-
governance
human development
economic development
transparency
accountability
rural development
transportation and communication
health and education
agriculture and environment
law and order
counter-terrorism
basic education services
Bali health services
economic governance and
democracy
- integrated poverty reduction
-
governance
stability and security
essential service delivery
pro-poor growth
-
-
governance
private sector development
improving social conditions
donor coordination
governance
private sector development
balanced regional development
human and social development
environmental management
- management of forests
- judicial reform
- anti-corruption
Not Listed
- growth and social inclusion
- fiscal stability
- good governance
- economic growth
- poverty alleviation and regional
equity
- environmental conservation and
disaster prevention
- HRD and institution building
- aid for Mindanao
- economic governance and growth
- security and stability
- living standards for rural poor
- governance & economic growth
- environment and natural
resources
- human development and health
- urban development and
infrastructure
- gender and social protection
Not listed
Page 21 of 94
-
governance and justice
poverty reduction
education and health
job creation and development of
private and agriculture sectors
infrastructure for East Timor
capacity building
agricultural and rural community
development
social and economic
infrastructure
collaboration and cooperation
- transition to market economy
- equitable, socially inclusive and
sustainable growth
- good governance
- partnerships with other donors
- economic growth
- improvements in living and social
conditions
- institution building
- governance
- reconciliation and peace building
- education, health, water supply
and sanitation
- economic strengthening
- donor engagement and
coordination
- economic and financial
management capacity building
- microfinance development
- infrastructure development
- gender and development
-
economic growth
governance
rural development
accountability
scholarships
microfinance
UXO and community development
economic growth
governance
socially inclusive development
regional equity
transport, power and private sectors
- implementation of national
development plan
- non-formal literacy
-
equitable use of public finances
socially inclusive development
government accountability
economic and social change
coordination of donors
Table 2.
Summary of Funding Agency Country Strategy Priorities (cont’d)
Country
Indonesia
PNG
Philippines
EU
-
natural resource management
political reform & democratisation
social safety net
trade development
- education, training and HRD
- rural water supply and sanitation
- institutional capacity building and
governance
-
UNDP
-
governance
pro-poor policy reforms
conflict prevention and recovery
environmental management
-
SIDA
- democracy
- human rights
- environmentally sustainable
development
democratic governance
poverty reduction
crisis prevention and recovery
energy and environment
HIV/AIDS
Not Listed
- Governance, public sector
reforms and human rights
- environmental sustainability
- empowering the poor
- peace and development
- sustainable development
- democratisation
-
Not listed
USAID
-
Timor Leste
Vietnam
Agency
Democracy and decentralisation
economic growth and reform
health, population and nutrition
humanitarian assistance/ crisis
mitigation
- natural resource management
- energy sector reform
rural poverty alleviation
health
environment
economic co-operation
economic governance
conflict resolution in Mindanao
environment and energy
family planning and health
Page 22 of 94
-
health
rural development
training and capacity building
economic development
- governance
- community development and
rehabilitation
- program management and
evaluation
- peace and stability
- economic development
- democracy and human rights
- support for public institutions
- education
- donor cooperation
- democracy and governance
- economic revitalisation
-
rural development
market economy reform
governance and human rights
environmental protection
culture, education and gender
democratic governance
poverty reduction & HIV/AIDS
crisis prevention and recovery
energy and environment,
ICTs for development
poverty reduction
health care
commerce development
research competence
environmental sustainability
democracy and human rights
economic reform and opportunity
health and humanitarian assistance
Client Regional Programs
The Asian Productivity Organization, based in Tokyo, has a network of National
Productivity Organizations across the region, whose geographical spread coincides with
EAPA DLCs. The TDLC has dealt with the peak body, which has the authority to initiate
regional initiatives. As national productivity organizations become familiar with the
expertise available through their local DLCs, they can be encouraged to work on local
and regional initiatives with them. Other organisations with a regional focus, including
ASEAN, have been approached by the TDLC as potential regional partners.
Funding agencies’ regional programs do not correspond closely with the EAPA region, as
shown in Table 2. Targeting funding under these programs is not recommended as an
EAPA DLC marketing strategy.
Table 2. EAPA DLCs in Funding Agency Regional Programs
Donor
World
Bank
JICA
Regional Programs
EAPA
EAPA Centers within Region
All except Sri Lanka
Oceania
South-east Asia
AusAID
East Asia
PNG & Pacific
Cambodia, Timor Leste, Indonesia, Philippines,
Singapore, Thailand, Vietnam
Cambodia, China, Timor Leste, Indonesia,
Mongolia, Philippines, Thailand, Vietnam
Pacific (some initiatives include PNG)
Cambodia, Thailand, Vietnam, PRC (Yunnan
Province only)
Mongolia only
ADB
Regional Pacific
Greater Mekong Subregion
(GMS) Program
Central Asian Regional
Economic Cooperation
(CAREC)
Indonesia, Malaysia,
Thailand Growth Triangle
(IMG-GT)
Brunei, Indonesia,
Malaysia, Philippines East
Asian Growth Area
(BIMP-EAGA)
Pacific regional
cooperation activities
European ASEAN
Union
Pacific
UNDP
Asia and Pacific
USAID
Asia and the Near East
Indonesia (North Sumatra, Daerah Istimewa
(DI) Aceh); Malaysia (Kedah, Penang, Perak &
Perlis); Thailand (Narathiwat, Pattani, Satun,
Songkla & Yala)
Indonesia (Kalimantan, Sulawesi, Maluku &
Irian Jaya); Malaysia (Sabah, Sarawak &
Federated Territory of Labuan); Philippines
(Mindanao & Palawan provinces).
Pacific Region, including PNG.
Cambodia, Indonesia, Philippines, Singapore,
Thailand, Vietnam
Pacific region, including PNG
All
?
Source: Regional program pages on funding agency websites.
Page 23 of 97
Although most development funding is provided through programs and projects, DLCs
that have been established by the Bank or those situated in Bank offices could be seen to
have a conflict of interest in providing services directly to projects. This issue is worthy
of further consideration by the Bank. If a way could be found to remove the conflict of
interest, projects would be able to reduce costs and increase efficiency by using GDLN
services. There has been at least one example. LAC virtual mission to design a health
project for Argentina connected provincial hospitals and consultants with a project team.
There was no need to establish personal contact, because the project team and
counterparts already knew each other. A subsequent Bank evaluation found advantages
over a normal mission, because counterparts were able to involve people they could not
afford to fly in and identified savings of USD 32,000.
If DLCs offered their services to projects, a way to reduce lead times would be to target
consultancy companies short-listed for projects. They usually have four to six weeks to
prepare bids and are often required to identify innovative ways of reducing costs as part
of their proposals. Some projects are in countries where security is an issue, others could
include blended learning as a cost-effective method of delivering training components.
To ensure transparency, DLCs could offer their services to all shortlisted bidders. If all
accept, the chances of establishing a long-term project-based partnership would be 100%.
These firms can be found on the funding agency websites, e.g. Business Opportunities List of Shortlisted Firms for Technical Assistance Projects - ADB.org, or AusAID Current Tenders.
Marketing Materials
Existing marketing resources developed and shared across the region will strengthen the
EAPA network. The GDLN, TDLC and individual DLCs have produced promotional
videos, posters, logos and brochure layouts as well as support tools such as the GDLN
toolkit, fact sheets and other resources. Some recent examples of materials produced by
DLCs include a proforma brochure, seminar invitation and application form developed by
PNG and a brochure for the Pacific Leaders’ Virtual Forum developed by ANU.
Centers need to have marketing materials to suit their own markets, but the standard of
materials being produced varies considerably. There are obvious efficiencies in
producing regional brochure and poster layouts that centers can access from a regional
website and customize to meet their needs, provided the designs permit production in
different languages and characters. There is also a smorgasbord of still and moving
images from EAPA sessions that could be used for promotional materials, subject to
copyright and privacy considerations.
Promotional materials required include:
•
•
General materials to raise the GDLN profile both regionally and locally, including
videos, advertisement templates, posters, logos and brochures.
DLC-specific materials such as brochures, flyers, emails, schedules of activities
designed to attract potential partners and activity participants.
Page 24 of 97
Generic marketing materials will need to be professionally developed and trialed. DLCs
should have views on which have been successful to date. The BDQC should ask
individual DLCs to submit their most effective examples and choose the best as the basis
for professional design of generic materials on a franchise model, i.e. standardized
templates promoting the region that are designed to be easily adapted for local use.
The BDQC should review existing marketing materials and let a tender for the design and
production of generic EAPA materials available on the web for use byDLCs.
As one DLC manager has expressed reservations about a regional logo, the BDQC may
need to refer this issue to individual DLCs for consideration, and may also want to
postpone its development until the EAPA is more representative of the Pacific.
Recommendation: The BDQC should identify the issues associated with developing a
logo for the EAPA region and determine whether to proceed with its development.
A System and Guidelines for Sharing Information
Although promotional materials are a necessary tool for raising and maintaining the
GDLN profile, a clear message from DLC managers is that the central requirement in
building successful partnerships is regular interaction with clients in order to understand
and respond to their needs and help them to benefit from the GDLN. Marketing for
partnerships involves personal contact, establishing trust, determining client needs and
priorities and ensuring they are met. Marketing materials to be developed and shared
will therefore need to include a range of procedures and guidelines to assist DLC staff
through the marketing process, and databases to assist them in finding the right content.
The TDLC has developed business process guidelines for partnership development,
including proforma task briefs and pilot program plans. Other DLCs have developed
similar tools for tracking clients. The procedures and proformas developed by the VDIC
for its blended learning partnerships tender provide another excellent example which
could be shared across the region. Further regional policies, procedures and guidelines
should be developed by centers as required, both as a resource for DLCs in the region and
to ensure that corporate memory is maintained and built upon. Some similar examples
are available on the GDLN toolkit and AMS.
Recommendation: The BDQC should review the TDLC’s business process guidelines for
partnership development and associated documentation, tracking tools, procedures and
proformas developed by regional DLCs, compare them with others available, and
recommend the best examples for placement on a secure intranet for use by EAPA DLCs.
Other options for building a regional community through shared information include
“stories of the week” on the GDLN website. Such stories would be of interest to the
public, and should be publicly available on the website, provided that guidelines on how
to present public information, covering issues such as privacy and copyright, are made
available to DLCs via the intranet. Other internal information such as quarterly reports
from regional DLCs should be shared via the EAPA intranet.
Page 25 of 97
Recommendation: The regional website should include information shared by DLCs that
is also of public interest, such as “stories of the week”.
Website Options
Websites vary dramatically across the EAPA network. The TDLC’s is the most
comprehensive, including a promotional video and interactive regional map. It serves as
a marketing tool both for Tokyo and the region (including a brochure on a Pacific
regional activity). Its redevelopment is almost completed. Vietnam’s is a sub-set of the
Bank’s Vietnam website, but also serves as a marketing tool, with information in
Vietnamese and English. Australia’s is a sub-set of the ANU website, AIM’s is under
development (although AIM does have a learning management system and some
programs ready for delivery by blended learning). PNG and Timor Leste are referred to
on the Bank’s website, but do not have any independent web presence at the moment.
Planning for the new GDLN global website is well advanced, with testing already under
way. The site will be both a global marketing tool, providing potential partners with
information on the network as a whole and allowing them to access regions and
individual centers, as well as a resource for DLCs.
The new TDLC website will be compatible and integrated with the global website. The
model on which it is based meets World Bank technical standards, and includes a
comprehensive range of the latest features. It can be duplicated simply either in whole or
in part for DLCs across the region, ensuring compatibility, ease of use and integration,
and has potential to be used as a secure intranet for regional DLCs to share marketing
data and resources as well as being a marketing tool for each DLC and the region.
Efficiencies in developing a regional website and providing each DLC with a model for
developing their sites, include:o Consistency and compatibility of systems and documentation;
o Cost savings and ease of use through a common platform;
o Local badging – each center to have its own look and feel, but be easily
identified as part of the EAPA region;
o Multiple languages;
o Easily updated by non-IT staff with minimal training, so each Center has
control over its own data;
o Automated reminders for updating newsletters and programs of activities;
o Central hosting for all websites, with
♣ high capacity,
♣ faster opening and downloads for users.
♣ local mirror sites only if required by local regulations
♣ web analysis tools to provide more and better targeted data on
usage that can be analysed for marketing purposes;
♣ Regular technical upgrades so all Centers can access the latest
technologies.
Most DLCs would benefit from the opportunity to use the TDLC platform for
redevelopment of their sites and integration with a regional site. However, not all DLC
Page 26 of 97
managers see the advantages of doing so. Therefore, the BDQC should provide DLCs
with the opportunity to redevelop their sites, but the choice to do so will be up to them.
Recommendation:
The BDQC should use the TDLC website redevelopment as an
opportunity to cost-effectively develop a distinct EAPA website and related intranet for
use by regional DLCs.
Recommendation: EAPA DLCs should be given the opportunity to develop or upgrade
their websites based on the technology used in the TDLC website, including features such
as specific language characters, automated reminders and printing from the screen.
Recommendation: The EAPA website should include a user friendly schedule of regional
activities to be updated on a weekly basis by DLC via automated reminders. For DLCs
with their own websites, this should occur automatically when individual DLCs update
the schedules on their own websites. The BDQC should monitor the number of “hits” on
this feature and evaluate its costs and benefits after a suitable trial period.
Recommendation: The EAPA website should include a secure intranet for use by
authorized DLC staff. The intranet would house the GDLN toolkit, generic EAPA
marketing materials and templates, a client database system; regional versions of the
TDLC Business Processes for Partnership Development, Task Briefs, and plans for
managing/tracking marketing activities. It would also include agreed guidelines and
procedures, on topics such as how to present public information, covering key issues such
as GDLN policies on privacy and copyright.
Regional Newsletter
The Latin American Countries (LAC) newsletter is a successful profile-raising tool.
DLCs contribute articles about their activities, it is edited centrally in Washington, printed
in colour in Brazil (where printing is cheap and of high quality) and distributed by LAC
DLCs on a quarterly basis. It has a circulation of 4,000 and generates regular enquiries to
the Centers. The newsletter is also available on the LAC website http://lac.dgln.org
An EAPA regional newsletter may enhance and support the development of an EAPA
regional community, but the region does not have the advantage of common language
enjoyed by LAC. Before deciding to introduce a newsletter, it would be helpful to
analyze the enquiries generated by the LAC newsletter and what proportion of them result
in significant business. If this trial shows that a newsletter could result in increased
utilization of EAPA DLCs and if there is sufficient support from the BDQC, an EAPA
newsletter should be trialed and evaluated.
Recommendation: The BDQC should analyze the enquiries generated by the LAC
newsletter to determine whether they generate significant GDLN business.
Recommendation: If the results of the analysis in the above recommendation are
positive, the BDQC should let a tender for production and management and distribution
of a quarterly EAPA regional newsletter in English over a twelve month trial period. This
would include publication via the EAPA website. After twelve months, the BDQC should
Page 27 of 97
evaluate the trial to determine whether publication should be continued, and if so, in what
languages.
Marketing KPIs
The proforma at Attachment Two sets out some sample Key Performance Indicators for
measuring the effectiveness of DLC marketing on a quarterly basis, as a basis for DLCs
to develop their own indicators which could be incorporated into their business plans.
Training
The BDQC regional marketing strategy should involve peer mentoring and marketing
training, as well as access to a range of marketing tools via the GDLN toolkit and the
regional intranet. Ultimately, the region should consider using its internal resources to
develop self-paced or blended learning courses on marketing your DLC and/or forming
partnerships, which would reside on the regional intranet.
Recommendation: Based on the TDLC regional partnerships strategy and the Timor
Leste strategy, the TDLC should develop a training program to train DLC managers and
staff in partnership development.
Action Plan
Once the BDQC has decided which recommendations to accept, it could adapt the draft
action plan at Attachment Five.
Page 28 of 97
Attachment One – Draft Local DLC Partnership Development Strategy
N.B. This procedure is a sample only. It is intended as an example of a simple stepby-step “how to” procedure on a particular topic. Such procedures might reside on
an EAPA intranet, to be used as a guide by DLCs and updated through experience
and lessons learned.
DLC Partnership Development Strategy
Purpose
To ensure the DLC builds utilization rates and develops productive partnerships with
local clients.
Scope
This procedure starts with identifying a potential activity or partner and ends with the
decision to proceed with a partnership arrangement. It is intended as a guide only, as
steps involved will vary from Center to Center.
General Principles
The potential funding agency and recipient government/s should be linked to the
activity from the earliest possible stage. The choice of activity should be relevant and
appeal to them. Ideally, there should be some publicity involved at an early stage, so
that the funding agency’s name is linked to the activity. Then, requests for follow-up
activities can come via the recipient governments, which will give them more weight
with the funding agencies.
Steps
1.
Identify potential activity and partner
Potential clients include local government agencies, international funding agencies
(regional and local), project managers and consultancy firms, NGOs, civil society
representatives and private sector groups and firms involved in development. Potential
DLC activities will be activities that can add value to the work carried out by these
groups. Through regular contact with local government agencies and the donor
community, it should be possible to identify pipeline activities and who is funding them.
Another source of information is the funding agencies’ websites, particularly their country
strategies.
3.
Contact other centers to determine interest and responsibilities.
This step will be relatively simple if the activity is bilateral. If it is multilateral, determine
the roles and responsibilities of each DLC and who has overall responsibility for the
activity. This person should report progress to the EAPA marketing group.
4.
Invite potential partners/clients to observe a GDLN session in action
Ideally choose a session on a subject unrelated to their area of interest, because the
purpose of inviting them is to show them the technology in operation and its potential. If
the subject matter is relevant to the observers, they will focus on the content, not the
technology. Although the GDLN is much more than the technology, one must sell the
technology first. Clients have to know it really works and can almost replace face-to-face
training. If they buy it, then you can start to discuss ways they can use it. If not, proceed
to step 5.
5.
If client still not convinced, arrange pilot activity.
Invite representatives of the recipient government and public administration as well as
one or two central office and local staff from the potential donor or client to attend or
Page 29 of 97
participate. But make it very clear that the activity is being organized for the recipient
government or agency. The involvement of local officials is very important, because if
they’re convinced about the DLC and are then presented with future activities they see as
being very important, they will go to the funding agencies to ask their help. Funding
agencies are more receptive to requests from partner governments.
4.
Prepare proposal for government/client
In some cases, it may be necessary to assist local government officials to prepare a
proposal to go to the potential partner agency. However, if the partner shows interest, it
may be possible to approach them directly.
5. Decide whether or not to proceed
The decision to proceed should be based on the availability of funding.
Page 30 of 97
Attachment Two –Marketing KPIs – Targets and Measures
Business
Lines/Critical
Success Factors
Establishing client
needs
Conversion Rates
Performance Measure
Marketing visits to clients
Major clients visited
No.
Establish empathy with
clients
Clients invited to DLC
functions, activities
Qualitative
Measure
Develop customer
profiles/needs
assessments
No.
Percentage of leads,
contacts & visitors who
become partners
%
%
Advertising
%
Marketing tools
%
Visits to clients
%
Diversity of
offerings
Client/partner
satisfaction
Staff responsiveness to
clients
Q1
Q2
Q3
Q4
Cumulative
total
Annual
Total
N/A
N/A
Client feedback
indicates high
standard
No.
% of Revenue spent on:
Launches, graduations,
other events
DLC activities
marketed to wide range
of sectors & clients
Method of
Calculation
$
Marketing cost per client
Number of high volume
partners
Financial viability
Annual
Target
Marketing KPI
%
No of sectors
No.
No of different clients
No.
Qualitative
Page 31 of 97
Client feedback
indicates high
standard
Cancellations
Complaints
handling
Activities meet local
requirements
Qualitative
Number of cancelled
activities
No.
Numbers of complaints
No.
Time to resolve each
complaint
Hours
How well complaints were
handled
Qualitative
Page 32 of 97
Client feedback
indicates high
standard
Client feedback
indicates high
standard
Attachment Three - Donor Priorities across the EAPA region
The following pages summarise funding agencies’ Country Strategies, as they appear on their websites4. Further details on priorities and
projects can be accessed via the hyperlinks in the following matrix:Country:
World Bank
JICA
AusAID
ADB
Philippines
Timor Leste
Papua New Guinea How the World Bank
Assists Papua New
Guinea
JICA in Papua New
Guinea
PNG
Philippines - Feedback
Report on CAS
Consultation
Workshops
JICA - Philippines
Timor Leste - How the
World Bank Assists
Timor-Leste
Vietnam - How the
World Bank Assists
Vietnam
Indonesia - Country
Brief
East Asia and Pacific - Regional Brief
JICA-JICA Network
/October 2002,Vol17
JICA - Viet Nam
JICA - Countries
JICA - Oceania JICA - Southeast Asia
AusAID: Country
Programs: Papua New
Guinea
Country Strategy and
Program Update 20042006 - Papua New
Guinea - ADB.org
Not Listed
AusAID: Country
Programs: Philippines
AusAID: Country
Programs - East Timor
AusAID: Country
Programs - Vietnam
AusAID: Country
Programs - Indonesia
Country Strategy and
Program Update 20042006 - Philippines ADB.org
Not listed
Timor-Leste (TIM) ADB.org
Socialist Republic of
Viet Nam (VIE) ADB.org
Indonesia (INO) ADB.org
AusAID: Country Programs - Regional East
Asia AusAID: Country Programs - Regional
Pacific
Regional Cooperation - ADB.org
Subregional Cooperation Strategies and
Programs (RCSPs) - ADB.org
The EU's relations with
Philippines - Overview
DFID | Country
Profiles | Asia |
Vietnam
The EU's relations with
Vietnam - Overview
http://www.dfid.gov.uk
/countries/asia/indonesi
a.asp
The EU's relations with
Indonesia - Overview
Not listed.
EUROPA Development Countries - Papua New
Guinea
UNDP Papua New
Guinea
DFID | Country
Profiles | Asia | East
Timor
The EU's relations with
East Timor - Overview
UNDP Viet Nam (also
in English)
UNDP - United
Nations Development
Programme
Regional Bureau for Asia and the Pacific
Not Listed
Sida - Development
cooperation
UNDP | Timor-Leste |
Documents & Reports |
Country Programme
Outline
Sida - Development
cooperation
Sida - Development
cooperation
Sida - Development
cooperation
Not listed
USAID Asia and the
Near East: The
Philippines
USAID Asia and the
Near East: East Timor
Program Briefing
USAID Asia and the
Near East: Vietnam
Program Briefing
USAID Asia and the
Near East: Indonesia
Program Briefing
Sida - Development cooperation in Asia
N.B. This page refers to country strategy
pages. SIDA doesn’t appear to have a
specific regional strategy.
USAID Asia and the Near East: Sector
Overviews
DFID
EU
UNDP
SIDA
USAID
4
UNDP Philippines
Vietnam
Indonesia
Current at 6 April, 2005. Please note that both the content and links are likely to change as agencies update their websites.
Page 33 of 97
Regional
The EU's relations with ASEAN - Overview
Country
Indonesia
PNG
Philippines
Timor Leste
Vietnam
Agency
World Bank
JICA
AusAID
ADB
DFID
- improving the investment climate
- responsive, pro-poor service
delivery
- governance, corruption,
decentralisation
- private sector led economic
development
- poverty reduction
- governance reform
- environmental protection
-
-
governance
human development
economic development
transparency
accountability
rural development
transportation and communication
health and education
agriculture and environment
law and order
counter-terrorism
basic education services
Bali health services
economic governance and
democracy
- integrated poverty reduction
-
governance
stability and security
essential service delivery
pro-poor growth
-
-
governance
private sector development
improving social conditions
donor coordination
governance
private sector development
balanced regional development
human and social development
environmental management
- management of forests
- judicial reform
- anti-corruption
Not Listed
- growth and social inclusion
- fiscal stability
- good governance
- economic growth
- poverty alleviation and regional
equity
- environmental conservation and
disaster prevention
- HRD and institution building
- aid for Mindanao
- economic governance and growth
- security and stability
- living standards for rural poor
- governance & economic growth
- environment and natural
resources
- human development and health
- urban development and
infrastructure
- gender and social protection
Not listed
Page 34 of 97
-
governance and justice
poverty reduction
education and health
job creation and development of
private and agriculture sectors
infrastructure for East Timor
capacity building
agricultural and rural community
development
social and economic
infrastructure
collaboration and cooperation
- transition to market economy
- equitable, socially inclusive and
sustainable growth
- good governance
- partnerships with other donors
- economic growth
- improvements in living and social
conditions
- institution building
- governance
- reconciliation and peace building
- education, health, water supply
and sanitation
- economic strengthening
- donor engagement and
coordination
- economic and financial
management capacity building
- microfinance development
- infrastructure development
- gender and development
-
economic growth
governance
rural development
accountability
scholarships
microfinance
UXO and community development
economic growth
governance
socially inclusive development
regional equity
transport, power and private sectors
- implementation of national
development plan
- non-formal literacy
-
equitable use of public finances
socially inclusive development
government accountability
economic and social change
coordination of donors
Country
Indonesia
PNG
Philippines
Timor Leste
Vietnam
Agency
EU
-
natural resource management
political reform & democratisation
social safety net
trade development
- education, training and HRD
- rural water supply and sanitation
- institutional capacity building and
governance
-
UNDP
-
governance
pro-poor policy reforms
conflict prevention and recovery
environmental management
-
SIDA
- democracy
- human rights
- environmentally sustainable
development
democratic governance
poverty reduction
crisis prevention and recovery
energy and environment
HIV/AIDS
Not Listed
- Governance, public sector
reforms and human rights
- environmental sustainability
- empowering the poor
- peace and development
- sustainable development
- democratisation
-
Not listed
USAID
-
Democracy and decentralisation
economic growth and reform
health, population and nutrition
humanitarian assistance/ crisis
mitigation
- natural resource management
- energy sector reform
rural poverty alleviation
health
environment
economic co-operation
economic governance
conflict resolution in Mindanao
environment and energy
family planning and health
Page 35 of 97
-
health
rural development
training and capacity building
economic development
- governance
- community development and
rehabilitation
- program management and
evaluation
- peace and stability
- economic development
- democracy and human rights
- support for public institutions
- education
- donor cooperation
- democracy and governance
- economic revitalisation
-
rural development
market economy reform
governance and human rights
environmental protection
culture, education and gender
democratic governance
poverty reduction & HIV/AIDS
crisis prevention and recovery
energy and environment,
ICTs for development
poverty reduction
health care
commerce development
research competence
environmental sustainability
democracy and human rights
economic reform and opportunity
health and humanitarian assistance
Indonesia
Note: Most funding agency web pages on which this summary is based have not been
updated since the Tsunami hit Indonesia. However, most agencies have committed
considerable funding support to Indonesia for Tsunami relief
World Bank
The World Bank’s 2004-7 Country Assistance Strategy (CAS) for Indonesia is
focused on helping to improve the quality, responsiveness and accountability of
public institutions. The Bank will give preference to organisations willing to adopt
more transparent, accountable, efficient and pro-poor approaches, and will help build
their capacity towards this end.
The Bank Group Strategy.
Improving the Climate for High Quality Investment. Bank Group support will be
directed to address five key areas that are essential to raise the rate of investment:
• deepening macroeconomic stability,
• building a stronger financial sector,
• fostering a competitive private sector,
• building Indonesia’s infrastructure, and
• creating income opportunities for poor households and farmers.
Making Service Delivery Responsive to the Needs of the Poor. Bank Group support
will be devoted to help revamp management and accountability systems for service
delivery. Focus will be given to implementing the principles of the World
Development Report 2004, especially in health and education, but also in agricultural
research, extension and irrigation, and in public services in general.
Governance. Advances in governance will be needed to address both CAS objectives.
Four areas will be given priority:
• making development planning more responsive to constituents;
• improving public financial management;
• strengthening the accountability of local governments under a more coherent
decentralization framework; and
• enhancing the public credibility, impartiality and accessibility of the justice
sector.
Corruption poses a special problem in Indonesia, and the Bank aims to integrate
governance and corruption issues through the entire Indonesia program, shaping how
projects are selected, designed, implemented and monitored.
Indonesia’s massive decentralization calls for a new approach to the delivery of
development assistance. The Bank will leverage the projects it finances with
analytical work, policy advice, technical assistance, strategic partnerships and
capacity building to systematically increase standards of governance at each level of
government the Bank engages. Four business platforms are envisioned:
Page 36 of 97
•
•
•
•
The Community Driven Development Platform: about 25 percent of all
lending (about $200 million per year) would be allocated to scale up this
successful program.
The Local Services Platform: about 40 percent of lending would be allocated
to help create accountability at the district and provincial levels.
The Public Utility Platform: about 15 percent of lending would help support
investments in good corporate governance and efficiency in water supply and
energy.
The National Lending Platform: about 20 percent of lending would be
allocated to address central problems.
The CAS proposes to increase the amount of analytical work and advice the World
Bank provides to Indonesia in the critical areas of reducing poverty through
improving the investment climate, improving service delivery, and improving
governance. In doing so, the World Bank proposes to engage intensively with
Indonesian society. Reflecting the shift in its focus, the World Bank will also provide
increased analysis and advice on how to help local governments and communities do
a better in providing opportunities and services to their populations, and particularly
to the poor.
JICA
Future assistance will be targeted at:• realizing sustained private-sector-led economic growth;
• building a fair and democratic society; and
• achieving peace and stability.
To achieve sustained, private-sector-led economic development, JICA will channel its
assistance to address the following development issues:
• establishment of fiscal sustainability (boosting government revenue,
enhancing development planning capacity, and ensuring that fiscal resources
are spent appropriately);
• reform of the financial sector (fostering a sound capital market);
• economic infrastructure to improve the investment environment (enhancing
policy-development and planning capacity in the field of infrastructure);
• fostering supporting industries and small and medium-sized enterprises
(building systems and developing human resources that contribute to the
development of SMEs); and
• establishment and appropriate enforcement of economy-related legal systems
(developing human resources capable of building and operating such systems).
To build a fair and democratic society, JICA will channel its assistance to address the
following development issues:
• poverty reduction (creating employment, contributing to income growth and
social welfare by:
o developing farming and fishing villages;
o enhancing basic education;
o improving basic health and medical care services;
o combating infectious diseases; and
Page 37 of 97
•
•
o improving basic public services, such as water, roads, and electricity)
governance reform:
o establishing and operating a fair and efficient judicial system;
o developing human resources in the legal field;
o democratizing and building the capacity of the police;
o strengthening the maritime security system;
o improving the administrative systems and building the capacity of
regional governments, and nurturing civil society; and
environmental protection:
o bolstering natural-resources management to protect the environment;
o improving the living environment in urban areas; and
o disseminating environmental education to the public.
AusAID
Australia's development cooperation program to Indonesia includes support for:
• counter-terrorism;
• basic education services;
• delivery of a Bali health services package as a practical living memorial to the
victims of the Bali bombings;
• continued support for improved economic governance; and
• development of an integrated approach to poverty reduction, commencing in
East Nusa Tenggara.
Counter-terrorism support includes:
• building the capacity of the Indonesian police force on counter-terrorism and
transnational crime;
• restricting the flow of financing to terrorists;
• enhancing travel security by strengthening airport, immigration and customs
control capabilities;
Support for basic education will be more than doubled between 2002/03 and 2006-07
through a major program to assist the creation of a well-resourced mainstream
education system.
Australia continues to support democracy in Indonesia through an expanded program
of assistance for legal reform and human rights focusing on:
• judicial reform;
• the promotion and protection of human rights and public accountability;
• electoral and parliamentary processes and institutions; and
• support for community legal organisations and anti-corruption measures.
A new program to continue support measures for economic reform is being
implemented. This will include:
• financial sector restructuring and supervision
• debt management
• revenue enhancement; and
• audit capacity building.
Page 38 of 97
The program will build on existing support for the government bonds management
centre, further assist the Indonesian tax office to streamline and improve processes
and help with a major restructure of the Indonesian Ministry of Finance.
The geographic focus of the aid program remains eastern Indonesia, which includes
some of Indonesia's poorest provinces. Various provincial indicators were analysed as
the basis for selecting a group of eight provinces as the broad target for a substantial
portion of the direct interventions at the sub-national level.
With an expanding program of assistance in HIV/AIDS prevention and treatment,
Australia, working collaboratively with other key international development
cooperation partners, is well positioned to help Indonesia deal with this growing
problem. In partnership with the World Health Organisation, Australia will also
support the Indonesian Health Ministry's efforts to build capacity in communicable
disease surveillance and control. New assistance will be provided to the Indonesian
Red Cross in order to strengthen its disaster prevention and mitigation role.
The main elements of Australia's assistance to Bali's health system are in place. The
new intensive care centre and burns unit at Sanglah Hospital was opened in mid-2004.
Construction of the Australia-Bali Memorial Eye Centre will commence in the course
of 2004-05. The first group of awardees under the Bali Memorial Health Scholarship
Scheme is already studying in Australia.
From 2004-05, assistance to eastern Indonesia will move toward an area-based
approach. Australia will initially work in selected districts of East Nusa Tenggara to
build local government capacity, raise rural incomes and improve local service
delivery, particularly in health and education. Existing programs of Australian
assistance in these areas will be brought together in a more coordinated way so as to
achieve greater synergies and reinforce impact. Over time, a similar approach will be
adopted in a wider group of districts of East Nusa Tenggara and in selected other
eastern provinces.
In response to the tsunami Australia and the government of Indonesia formed an
Australia-Indonesia Partnership for Reconstruction and Development, a commitment
of $1 billion over 5 years.
Australia will maintain support for national and international agencies mandated to
prevent, mitigate and/or respond to humanitarian crises in Indonesia, including those
resulting from inter-communal conflict. Australia will also enter into longer-term,
strategic partnerships with a small number of key humanitarian agencies, with the aim
of building national capacity to recognise and defuse triggers for conflict, and to
respond quickly and effectively to natural disasters.
ADB
The ADB website refers to its country strategy and program (CSP) finalized in
September 2002, with the latest update being September 2003. Given the date of this
CSP, either a new CSP or a major update must be due soon.
Page 39 of 97
The CSP addresses the main medium-term needs of the economy, stressing:
• improvements in governance;
• meeting local needs through decentralization
• human development;
• environmental management and sustainable use of natural resources; and
• raising long-term growth prospects and economic potential.
It notes that concerns regarding governance continue to be stressed at every forum
and a return of private investment, particularly foreign direct investment (FDI), will
require a substantial improvement in the governance environment and continued
efforts at economic reforms, particularly in the financial sector. In addition, public
investment will be needed to sustain growth, while some private investors in
infrastructure may be persuaded to return only through public-private partnership
arrangements.
The objectives of the ADB’s Country Operational Strategy (also due for updating) are
to be met through an integrated program of projects concentrating on five focal
points:
•
•
•
•
•
Creating basic institutions and strengthening them by improving the many
relevant dimensions of governance;
Supporting sustainable recovery and pro-poor growth by enabling and
encouraging private sector development. In addition to enhancing the stilltentative recovery and investing in the potential for long-term growth, this will
demand focusing support on infrastructure, continuing ADB’s lead efforts in
strengthening the financial sector, supporting competition and SMEs, and
promoting good corporate governance;
Improving regional equity through balanced regional development, especially
targeting more directly the rural areas and less developed islands or areas.
Meeting this goal will demand a wide range of actions, including enhancing
urban development and transport systems;
Human and social development: investing in and improving education, health,
and social protection; and enhancing the role of women; and
Mainstreaming environment management to ensure sustainable use of natural
resources and prevention of adverse environmental impacts associated with
the development process.
DFID
DFID has continued to support Indonesia’s Partnership for Governance Reform. This
brings together government, non-governmental organisations and donors to tackle
governance issues, such as corruption and police reform, where more conventional
technical assistance programmes have made little progress. Highlights in 2003
included:
• agreements with Indonesia’s two largest religious organisations on a joint anticorruption programme; and
• two Law Summits, which aimed to build a stronger commitment to reform of
the judicial system.
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DFID’s innovative Multi-stakeholder Forestry Programme provides funding and
advice to a wide range of organisations across the country:
• community groups;
• local and national government;
• international non-governmental organizations; and
• the private sector.
It aims to help resolve conflicts over forest resources and build consensus over
sustainable and equitable management of Indonesia’s forests. In 2003, the Programme
trained staff from the Ministry of Forestry in social forestry techniques and facilitated
closer links between these personnel, non-governmental organisations and
community-based organisations.
European Union
The EC provides aid to Indonesia through an array of programmes across a number of
fields.
Natural resource management. Development programmes in this sector have
focused mainly on forestry management. EC forestry support programmes
provide for:
o sectoral development support
o fire prevention and control; and
o several integrated projects for conservation and production.
A specialist EC-funded Forest Liaison Bureau assists in developing forestry
policy, coordinating assistance programmes and liaising with other donors in the
sector. The Commission is also investigating how Forest Law Enforcement
Governance and Trade (FLEGT) policy priorities can be further integrated into
assistance programmes.
•
•
Support to the process of political reform and democratisation in Indonesia.
The EC is providing € 13.3 million through the UNDP-led "Partnership for
Governance Reform" programme in Indonesia to support consolidation of the
country’s democratisation process.
o The Commission is also appraising assistance to the Government of
Indonesia's decentralisation programme and is providing training and
support to reform and develop the country’s judiciary and to promote
the rule of law in Indonesia;
o Indonesia is also one of the focus countries for the European Initiative
for Human Rights and Democracy (EIHRD) and has also benefited
from financing from the EU Rapid Reaction Mechanism for Conflict
Prevention. Since the end of 2002, EC and the Indonesian Government
have begun cooperating on counter-terrorism (CT) issues with an ECassisted project on CT-related financial intelligence supported through
the RRM mechanism launched earlier this year;
o To strengthen Indonesia’s social safety net, the EC is providing
financial and technical support to local NGOs and the Government of
Page 41 of 97
Indonesia in their respective family planning, local health and
education programmes.
•
The EC also provides economic and trade-related technical support to
Indonesia. Cooperation in this area is designed to develop closer EU –
Indonesia trade ties and to facilitate the implementation of the country’s
World Trade Organisation commitments.
Expanding the breath of EC assistance to Indonesia, the National Indicative
Programme 2005-2006 prioritises three policy areas for EC-Indonesia cooperation:
• Education;
• governance and security (including counter-terrorism cooperation); and
• fiscal reform.
The EC’s Small Project Facility Programme (SPF) also supports projects that promote
dialogue between EU and Indonesian economic and civil society actors. EC assistance
to Indonesia also includes other so-called ‘horizontal’ or non-programmable budget
lines (e.g. NGO co-financing, EIHRD and aid to uprooted people).
Assistance activities are generally coordinated through the Consultative Group for
Indonesia (CGI), a World Bank-led group of donors, which met last in June 2004.
UNDP
UNDP's Country Programme for 2001-2005 focuses on the areas of:
• Governance Reforms;
• Pro-Poor Policy Reforms;
• Conflict Prevention and Recovery: and
• Environment Management.
Besides the four priority areas, UNDP Indonesia is also engaged in a variety of
crosscutting initiatives focused on HIV/AIDS, gender equality, and information and
technology for development.
Governance
•
•
•
the resources and capacity of public institutions (such as universities, training
centers and NGOs) in focus provinces will be improved by assessing their
needs and devising better ways to meet those needs. More coherent networks
between them are being targeted to foster better communication and
understanding among them and their role in public service delivery and in
creating a more democratic style of governance;
by helping to network and connect diverse civil society actors, the Governance
Programme is working to build a higher capacity among these key groups to
demand and support democratic governance. These skills will help civil
society actors to monitor local government practices, calling for a halt to
corruption, collusion and nepotism when they see it;
local and provincial government—both the executive and legislative
branches—will be called upon and assisted in their role to develop democracy.
UNDP has helped to found and support the Partnership for Governance
Page 42 of 97
Reform, an independent multi-stakeholder forum devoted to the processes of
constitutional reform, election support and developing better governance
mechanisms.
Pro-poor Policy Reforms
UNDP:
• supports the Community Recovery Programme (CRP), an Indonesian-led
mechanism that endeavors to promote recovery by providing financial support
to community-based initiatives in the areas of food security, social services,
income generation and job creation. UNDP manages the CRP Trust Fund and
provides technical assistance to the programme;
• provides policy support to the Government of Indonesia through a special
facility called the United Nations Support Facility for Indonesian Recovery
(UNSFIR). Through the facility, UNDP aims to ensure that poverty reduction
efforts become an integral element of national social policy, linked to broader
macro-economic policy and reform;
• is also working with Government in strengthening Indonesia's capacity to
benefit from the global economy. Development is focused on the formulation
of policies that will allow access to entities such as the Asian Free Trade Area
(AFTA), while ensuring that national policies safeguard the interests of the
poor;
• supports Technical Cooperation among Developing Countries (TCDC), which
aims to explore new possibilities for South-South cooperation and exchange.
Through mutually beneficial programmes with other countries in Asia, ICTs
will enable Indonesia to "leap-frog" into the adoption of "e-governance" and
"e-commerce."
Conflict Prevention and Recovery
•
The North Maluku and Maluku Recovery Programme and the Kei Islands
Peace Building Programme are initiatives focused on:
o facilitating the return of internally displaced persons (IDPs);
o rehabilitating community infrastructure and services;
o rebuilding social and economic interaction; and
o enhancing capacities for good governance.
These programmes seek to support the reestablishment of social and economic
bridges to make communities less susceptible to future outbreak of conflict.
•
UNDP is supporting the Malino peace process in Central Sulawesi, a province
that likewise experienced outbreaks of violent conflict in recent years.
•
UNDP is working with the Government of Indonesia to resettle former East
Timorese refugees who have voluntarily chosen to remain in Indonesia,
through providing technical assistance to the government to improve the
planning and implementation of community-based settlement programmes.
The project is supporting community development projects benefiting both
former refugees and host communities.
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•
UNDP has been partnering with the National Development Planning Agency
(BAPPENAS) to develop a technical assistance project to integrate conflictsensitivity into the planning and delivery of development activities.
•
UNDP is assisting Indonesian institutions to use conflict analysis tools in
order to better understand the causes and dynamics of conflict, augmented by
research and conferences undertaken in partnership with Universities, policy
centres, non-governmental organizations and Government bodies. In these
ways, UNDP is promoting policy dialogue and awareness on conflict issues in
Indonesia, and facilitating much-needed interaction and consensus-building
between academia, civil society and Government towards a better
understanding of what needs to be done to reduce the risk of violent conflict.
Environment Management
The UNDP Environment Management Programme aims to improve citizen’s access to
environmental information, to work with business interests toward more sustainable
production methods, and to help ensure Indonesia’s environmental laws remain
relevant and enforced. Decentralization poses new challenges to the task of
environmental protection and sustainable development. Through the Indonesia
Decentralized Environmental and Natural Resource Management (IDEN) programme,
UNDP will strive to mobilize different stakeholders to more effectively manage the
environment in light of new political realities.
SIDA
As Sweden’s current strategy for cooperation with Indonesia applies up to December
2004, a new or revised strategy is to be expected soon. The current aim is to support
reforms and institutional development that promote:
• development of a more democratic society;
• respect for human rights; and
• environmentally sustainable development
Democracy and human rights
• Sida’s support for the democratic process is being channelled through the
UNDPs Partnership for good governance programme, which passes funds on
to independent national organizations;
• The biggest human rights organisation in Indonesia, LBH, is an important
voice in promoting human rights that has been receiving support from Sida for
several years. More extensive collaboration in the field of human rights is
under way through the Raoul Wallenberg Institute;
• One example of a contract-funded initiative is the cooperation between
Swedish Radio and the Indonesian state radio, Radio Republic Indonesia, RRI.
Indonesia enacted new legislation on freedom of the press in 1999. RRI is
being developed to become a public service radio company. It is to broadcast
programmes that are informative, educational, entertaining and reflect
different interests and tastes. Radio is the most efficient method of reaching
people in a country like Indonesia where the population is spread over 6,000
islands.
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The environment
Environmental issues have a high priority in Swedish development cooperation
and Sweden also has much to offer in the environmental field in the form of
technology and skills.
Independent organisations
Some Swedish organisations carry on operations in Indonesia with support from
Sida, for example the Swedish NGO Centre for Development Cooperations
member organisations and the LO/TCO Secretariat of International Trade Union
Development Cooperation.
USAID
USAID is working in:
•
•
•
•
•
•
•
Democracy Reform. The USAID Democracy and Reform objective aims to
further democratic reforms in the world's largest Muslim country by
strengthening civil society by increasing citizen participation and promoting
religious tolerance, conflict prevention, respect for human rights, and further
justice sector reforms.
Economic Growth and Reform. USAID's economic growth program is
helping accelerate Indonesia's economic recovery and strengthen the capacity
of key institutions and policy-makers, encourage sound polices, create a
market-oriented legal and regulatory environment that also reflects new
counter terrorism priorities, and foster competition as well as small and
medium enterprises (SMEs).
Decentralizing/Strengthening Local Government. The program aims to
improve and monitor the effectiveness of decentralization policies, build local
government capacity in budget development, financial management, and
delivery of key services such as water and education.
Health, Population and Nutrition. USAID's health, population, and nutrition
program focuses on strengthening public sector commitment for reproductive
and child health, improving access, quality and sustainability of basic health
services, and empowering women, families and communities to take
responsibility for improving health.
Humanitarian Assistance and Crisis Mitigation. This cross-cutting objective
serves as USAID's primary mechanism for taking advantage of opportunities
to stabilize conflict situations in Aceh, Papua and other strategic parts of
Indonesia, as well as for delivering food assistance to improve food security
for urban and rural poor.
Natural Resource Management. This program strengthens local management
of Indonesia's forests, protected areas, coastal zones, and mineral resources.
USAID's program aims to improve protected forest management and agroforestry practices, establish effective community-based coastal management,
promote orangutan habitat protection and improve mining regulation and coal
seam fire suppression.
Energy Sector Reform. The energy sector is a major component of the
Indonesian economy, but the sector is plagued by corruption, weak policies,
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monopolistic and inefficient production, and wasteful consumption. USAID's
program aims to improve the efficiency and transparency of the energy sector.
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Papua New Guinea
World Bank
The primary objective for this Country Assistance Strategy period5 is to assist PNG in
improving the foundation for a capable state that can be responsive to its people by
addressing human and economic development challenges in a transparent and
accountable manner. The CAS objective will be pursued through implementation of
an operational strategy that will support: a) improvements in the governance
framework for sustainable development, and b) enhanced rural development.
JICA
Japan is the second largest bilateral donor to PNG. The Government of Japan has
extended its Overseas Development Assistance (ODA) of a cumulative total of over
JPY 92.5 billion (PGK 1.7 billion) in the forms of Grant Aid, Concessional Loans and
Technical Cooperation Assistance to support the self-reliance efforts of the
Government of Papua New Guinea for the country's social and economic
developments.
In line with its own policy guidelines and especially with the Mid-Term Development
Strategy of the Papua New Guinea Government, JICA PNG Office under the JICA
Country Program, places a lot of emphasis on priority areas such as Transportation
and Communication, Health, Education, Agriculture, Environment and other areas
such as Law and Order.
Australia (including ECP & AusAID)
Key objectives for the aid program in PNG
The three key objectives for the PNG program are to:
Promote improved governance by:
•
•
•
Strengthening the machinery of government
Improving public sector performance and public expenditure management to
influence PNG's allocation of resources
Building a stronger community constituency to demand accountability.
Promote stability and protect the vulnerable by:
•
•
5
Developing service delivery systems that are coherent, prioritised, affordable
and implemented
Improving the delivery of essential services in rural areas of PNG
N.B. The Bank’s current CAS for Papua New Guinea is dated 21 October 1999
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•
Improving the law and order situation.
Strengthen the preconditions for pro-poor growth by:
•
•
•
Ensuring key transport infrastructure remains operational
Enhancing conditions to achieve improvements in rural incomes
Improving immigration, customs, aviation and maritime transport security.
ADB
1.
With the overarching objective of alleviating poverty, the Asian Development
Bank (ADB) strategy for Papua New Guinea (PNG) focuses on strengthening
governance, supporting private sector development, and improving social conditions.
ADB is strengthening public sector management, particularly in the areas of fiscal and
financial management and public service reform. For private sector development,
ADB is helping to improve sector policy and institutional frameworks (agriculture
and fisheries), enhance factor productivity (skills development and microfinance
services), and improve market access by selected transport infrastructure investments,
especially in rural areas. In the social sectors, ADB will continue to assist in policy
development (health) and to support infrastructure investments (water and sanitation),
and service delivery.
2.
To improve the effectiveness of development assistance, in part by reducing
the burden on government of dealing with multiple development partners, ADB has
been working with the Australian Agency for International Development (AusAID)
and the World Bank to develop a joint strategy for activities in PNG, based on joint
diagnostic work. The three agencies have been discussing the strategy formulation
process with the Government. However, the engagement with the Government is only
in its initial stages and there needs to be further dialogue with the Government during
2004. Therefore, this country strategy and program update (CSPU), which has been
developed in dialogue with the Government, should be viewed as an interim or
transitional document in that process, which, it is envisaged, will lead in 2004 to a
country strategy and program (CSP) for ADB activities, within the context of the joint
strategy.
European Union
Two focal sectors have been chosen as areas of priorities: Education, Training, and
Human Resources Development, and a Rural Communities Water Supply and
Sanitation Programme. In addition, a non-focal sector has been chosen - Institutional
Capacity-building and Governance - in recognition of a clear need to improve the
quality of economic performance by improved decision making, and the perspective
of transparent and accountable governance
Education, Training and Human Resources Development Programme
Effective human resources development is the necessary foundation for development
in every economic sector as well as for building a true national identity for PNG. The
primary focus will be on the quality and motivation of the teachers and trainers and on
providing a range of educational and training opportunities for students with differing
needs and profiles. The achievement of universal primary education by 2004 remains
a target.
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Rural Communities Water Supply and Sanitation Programme
Although PNG has an abundance of water resources, 70% of the rural population have
no access to safe water, and sanitation is a major problem. Furthermore, women
whose responsibility it is in PNG society to fetch water have to go long distances for
it. Gender considerations, easy access and poverty alleviation are critical factors in the
choice of this focal sector. Furthermore, the EC has considerable experience in this
area.
Institutional Capacity-building and Governance Programme
PNG's economic development record over the past few years is evidence that
governance issues underlie many of the country's problems. Good governance, which
may be defined as the transparent and accountable management of human, natural,
economic and financial resources for the purposes of equitable and sustainable
development, flows from proper public sector management, efficient fiscal and
accounting mechanisms, and a willingness to make service delivery a priority in
practice
UNDP
UNDP PAPUA NEW GUINEA is currently supporting the programmes and projects
in the following fields:Democratic Governance;
• Includes the Rapid Advisory Services Project: Application of GIS to Land
Use Management in PNG: Remote Sensing Land Use Initiative; Provincial
Capacity Building Project; Human Rights Advocacy & Monitoring
Project; Support to National Parliament - Preparatory Assistance Project;
and the Bougainville Planning and Community Support Project – BPCS.
Poverty Reduction;
• Sustainable Land Use and Nutrition Programme (under Milne Bay
Project); Crisis Prevention and Recovery
Crisis Prevention and Recovery;
• Development of Violence Reduction and Peace Consolidation Initiatives in
Papua New Guinea - Preparatory Assistance Project
Energy and Environment
• Community-based Coastal and Marine Conservation in Milne Bay
Province; National Capacity Self-Assessment for Global Environmental
Management: Small Grants Programme (of the Global Environment
Facility); GEF Climate Change Enabling Activity;
HIV/AIDS
• Global Leadership Development Programme on HIV/AIDS in Papua New
Guinea;
• Support to the National Response to HIV/AIDS in PNG.
Philippines
World Bank
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Close to 300 participants attended the World Bank’s Country Assistance Strategy
(CAS) workshops held within the period of August to October 2004. Participants
included stakeholders from the national and local government, civil society, labor
groups, academe and the private sector.
The discussions focused on three main themes:
• Accelerating growth
• Addressing social inclusion and inequality; and
• Promoting good governance.
In general, the consultations validated the importance of the emerging CAS themes
which identified:
• two critical areas for improving development outcomes (i.e., growth and social
inclusion);
• Two levers (i.e., fiscal stability and good governance); and
• Three platforms (national and local levels and the public-private sector
linkage).
JICA
JICA has identified five priority areas and issues for assistance to the Philippines.
1.
Enabling sustained development by reinforcing the country's economic structure
and removing growth-restricting factors. This requires:
• proper macroeconomic management;
• reinforcement of the industrial structure, and
• improvements in the economic infrastructure, including energy,
electricity, and transport.
Correction of disparities, specifically poverty alleviation and correction of
regional disparities. Particular importance is being given to:
• rural development and
• improvement of basic living conditions. The latter involves enhancing
health and medical services, improving water supply, and assistance
for vulnerable members of society.
2.
3.
Environmental conservation and disaster prevention.
4.
Human resources development and institution building. In concrete terms, this
involves:
• enhancing access to primary and secondary education and improving
the quality of the education provided;
• upgrading IT-related technologies; and
• administrative capacity building and institution building.
5.
Aid for Mindanao.
AusAID
Australia's development cooperation program commenced implementation of a new
country strategy in 2004. It has three key objectives:Page 50 of 97
•
•
•
improve economic governance in key Philippines ministries to create the
environment for broad-based growth;
strengthen security and stability through counter-terrorism capacity building
and support for the Mindanao peace process, and
raise the living standards of the rural poor in the south of the country.
Key features of the current program:• expansion of funding for basic education in southern Philippines for
government and Islamic schools:
• a new phase of the Philippines-Australia Governance Facility;
• strengthening the capacity of immigration, transport and law enforcement
agencies to combat terrorism, and
• additional support to multi-donor and community based activities in support of
the Mindanao peace process.
ADB
Country Strategy and Program focus areas include:1. Governance ADB is supporting independence and accountability of the
judiciary; strengthening the anti-money-laundering regime; decentralization of service
delivery, and
strengthening regulations and supervision of the non-bank financial sector. ADB, in
close collaboration with the private sector, civil society, and other development
partners, will continue supporting initiatives to reduce incentives for corruption;
improve revenue collections; increase the effectiveness and efficiency of national and
local government services; improve the financial capability of local government;
improve corporate governance in both public and private institutions, and financial
sector development.
2. Environment and Natural Resources. ADB will continue to focus on
improvement of irrigation facilities through beneficiary participation; rural
infrastructure; fisheries and coastal resources management; agrarian reform; and rural
microfinance.
3. Human Development ADB focuses on improving secondary education in the
poorest provinces and strengthening skills development systems nation-wide, with
particular attention to organizational development in the sector agencies through Q/A
and results-based management systems. ADB supports institutional capacity to
develop policy, set and monitor standards, and target educational programs to the
poor. Assistance will be given for developing an education master plan for the
Autonomous Region in Muslim Mindanao, and to study current educational needs in
Mindanao.
4. Health. ADB continues to support primary health care services, women’s health
and early childhood development. ADB in close coordination with the other
development partners is reviewing the Government’s Health Sector Reform Agenda,
in particular local health system development and capacity of LGUs to deliver
decentralized services.
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5. Urban Development: Addressing the livelihood, shelter and basic needs of slum
dwellers is one of the fundamental MDGs. With an emphasis on long-term relations
with key national agencies and selected cities, ADB has developed a coherent, phased
series of interventions to promote urban upgrading and slum eradication.
4. Infrastructure:
• Energy. ADB is the lead development partner in the energy sector, with a
focus on the electricity sub-sector. In the energy sector, ADB will continue to
pursue reforms to promote good governance, strengthen the regulatory
framework, and ensure healthy market competition, while encouraging private
sector participation (PSP), particularly for new generating capacity.
• Transport. ADB assigns high priority to improving access to remote areas of
the Southern Philippines, at relatively low costs and improving the efficiency
of the intermodal transport system, by reducing deficiencies in land, air, and
sea systems and improving network interconnections.
5. Gender: Ensuring that (i)women are treated equally by the legal and judicial
system, (ii) gender inequality in access to social services is reduced in regions where
this is an issue, and (iii) the economic and social status of marginalized women is
improved.
6. Social Protection. The social protection study to be undertaken in 2004 will
provide a comprehensive analysis of the sector with its findings integrated into the
new CSP
7. Regional Cooperation. The regional economic activity in the Brunei DarussalamIndonesia-Malaysia-Philippines East ASEAN Growth Area (BIMP-EAGA) is being
revived and supported by ADB as Regional Cooperation Adviser. Once peace is
firmly established, ADB’s role in BIMP-EAGA will strengthen, focusing on
enhancing the business environment, particularly as regards the Philippines in
Mindanao and Palawan.
8. Private Sector Development. Key thrusts of ADB’s Private Sector Development
Strategy are to: (i) create enabling conditions for business including institutionbuilding within key government Departments; (ii) generate business opportunities in
ADB-financed public sector projects; (iii) catalyze private investments through direct
financing, credit enhancements, and risk mitigation instruments; and (iv) help address
the overhang of non-performing loans in both the public and private financial
institutions.
Coordination of External Funding and Partnership Arrangements
ADB works closely with the World Bank and Japan Bank for International
Cooperation (JBIC) to improve the official development assistance portfolio through
annual joint portfolio reviews, and regular technical working group meetings. JBIC
co-financing is being explored in power, education, urban development, and
environment projects, and with other development partners for specific projects. ADB
has co-led, with JBIC and the World Bank, harmonization of procurement and
financial management policies and procedures in the Philippines, which has been
selected as a pilot for country-level harmonization under the global effort to
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harmonize procedures. ADB, in association with other development partners, has
joined the World Bank to support the latter’s Development Innovative Marketplace
for the Philippines, a vehicle for encouraging innovative solutions to poverty
reduction developed by civil society.
European Union
The European Commission’s Country Strategy Paper (CSP) and the National
Indicative Programme 2002-2004 (NIP) for the Philippines focus on two main
categories of assistance:
• development co-operation, which concentrates mainly on rural poverty
alleviation as well as health and environment and
• economic co-operation, which aims at increasing two-way trade and
investment flows based on mutual interest.
In the revised NIP 2002-2004, specific attention is paid to assistance on trade-related
matters (TRTA) and counterterrorism cooperation (€ 18 million). The NIP 2005-2006
adopts a sectorial approach in the field of public health (€ 33 million) and supports the
peace process in Mindanao (€ 12 million).
EC economic co-operation supports mutual economic interests in areas such as
Intellectual Property Rights and Standards and Quality Conformity. Attention has also
been paid to raising mutual awareness on trade and investment opportunities for both
the Philippine and European private sectors. The Philippines takes part in EC-ASEAN
regional programmes, covering energy, environment, transport, education and
communication technology. In addition, the Philippines participates in Asia wide cooperation programmes such as ASIA-URBS and ASIA-INVEST.
UNDP
In the Philippines, UNDP’s focus is to help build and share solutions to the challenges
of:
•
•
•
Creating an Enabling Environment for Sustainable Human Development via
three agendas:o Laying the Groundwork for Public Sector Reforms
o Strengthening Citizenship and Citizens’ Oversight in Governance
o Mainstreaming Human Rights, Gender and Globalization in
Governance
Ensuring Environmental Sustainability;
o evolution and refinement of the legislative, institutional, and regulatory
framework;
o use of market-based mechanisms and adoption of environmentally
sustainable technologies to encourage private sector participation in
environmental protection & greater community alliance in the
formulation and implementation of local level initiatives; and
o establishment of a more effective system of environmental governance
and delivery of environmental services, monitoring and enforcement.
Empowering the Poor;
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•
o a strong focus on specific target groups among the poor, especially
women-and vulnerable groups;
o strengthens the capacities of key institutions especially the National
Anti-poverty Commission (NAPC) to effectively coordinate and
manage anti-poverty programmes at all levels.
Establishing the Foundations for Peace and Development
o strengthening the foundations of peace and development in the
Southern Philippines through the Government of the Philippines-UN
Multi-Donor Programme.
SIDA
The Swedish country strategy for cooperation from 2001-2005 has the following
goals:
•
•
Sustainable development
o efforts to counteract air and water pollution, waste disposal, more
sustainable utilisation of natural resources and biodiversity protection.
Democratisation
o Cooperation with & strengthening civil society in the Philippines.
Swedish support is also being provided to help combat trafficking, i.e.
the trading of women and children for sexual purposes;
o support to Mindanao via the UNs development programme UNDP.
o Humanitarian aid
♣ A possible area for future cooperation
Independent Swedish Organisations. Six independent Swedish organisations work in
the Philippines, with support provided by Sida. These are the Olof Palme International
Center, the LO/TCO Secretariat of International Trade Union Development
Cooperation, the Swedish Mission Council, Diakonia, the Church of Sweden and the
Pentecostal Missions Development Cooperation.
USAID
USAid’s areas of focus for the Philippines are:
1. Economic Governance.
o USAID's Economic Governance program addresses conflict and corruption.
2. Conflict Resolution in Mindanao
o integration of former combatants and their communities;
o improving economic infrastructure in conflict-affected areas;
o accelerating economic and business development of Mindanao;
o increasing access to micro enterprise services; and
o improving governance and expanding availability of social services in the
conflict-affected areas of Mindanao.
3. Environment and Energy
o establishing an open, competitive market for generating and distributing
electricity in an effort to lower electricity rates and improve global
competitiveness;
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o electrifying communities of former rebel soldiers using renewable energy to
promote peace by improving their standards of living; and
o reduce vehicle emissions to improve public health.
4. Family Planning and Health
o continued high population growth and
o the tuberculosis (TB) burden.
Timor Leste
World Bank
The World Bank’s second Transitional Support Program provides a US$5 million
grant for FY2004 to build upon the original plan, and to fund the continued
development of:
o Sound government at both the local and national levels to address poverty
reduction, public sector oversight, and the administration of justice;
o Effective service delivery in the education and health sectors; and
o A sustained enabling environment for job creation, and development of the
private and agricultural sectors.
Trust Fund for East Timor. The trust fund was originally created in December 1999
with an overarching mandate to support economic development and reconstruction
activities. The Trust Funds for East Timor (TFET) programs are predominantly
infrastructure-based. The fund is guided by three principles:
o Maximize the Timorese leadership and participation;
o Encourage effective donor coordination;
o Achieve a balance between timeliness and quality.
To date, 13 donors have pledged more than US$176 million to the trust fund. The
World Bank acts as trustee for the funds, and projects are administered by the World
Bank and the Asian Development Bank. The World Bank concentrates on health,
education, agriculture, small and medium size enterprises, and economic capacity
building. The Asian Development Bank takes the lead in mircofinance and
infrastructure rehabilitation.
JICA
JICA's Support for East Timor is centered on:
(1) Capacity Building for Development as a Self-reliant Nation.
o the training of administrative officials who are to assume the task of running
the new government;
o the training of engineers and technicians, and
o human resource development at the community level.
(2) Agricultural and Rural Community Development
o formulating a mid-term development plan in the fields of agriculture, forestry,
and fisheries;
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o improving agricultural production technologies, and
o improving rural people’s welfare by promoting economic activities.
(3) Rehabilitation and Maintenance of Social and Economic Infrastructure
o formulating effective restoration plans and
o providing technical assistance.
Collaboration and Cooperation. JICA has collaborated in the fields of agriculture,
fisheries, public health and the environment with such NGOs as Alliance of Friends
for Medical Care in East Timor (AFMET) from Japan and the HABURAS Foundation
from East Timor. JICA has also cooperated with Asian countries, including
Indonesia, Singapore, Thailand and Malaysia, in providing a wide range of trainings
for East Timorese leaders and specialists.
AusAID
Australia's strategy for the 2000-04 period focused on assisting the East Timorese to
build their capacity to run an effective, democratic government and administration
after independence. The key objectives of the program are:
o To contribute to the development of a simple, effective and sustainable
government and administrative structure;
o To assist the process of reconciliation and peace building, including by
strengthening institutions of civil society and promoting human rights;
o To support the restoration of basic services and improved service delivery in
the key sectors of education, health, and water supply and sanitation;
o To strengthen the productive sectors of the economy, especially agriculture;
and
o To promote continued engagement and coordination with other donors.
A new country strategy is currently under development. Governance, law and justice,
water supply and sanitation, rural development, health and capacity building are
expected to remain high priorities for Australia's program of assistance in the future to
East Timor.
ADB
ADB's strategy continues to support the improvement of public infrastructure, largely
through investment projects funded by the multi-donor Trust Fund for East Timor. It
includes:
1. Economic and Financial Management Capacity Building
o TA for Economic Policies and Strategies for Development Planning has
provided expertise on the issue of Timor Sea revenues, assistance to the
energy, transport, communications, and water sectors and assistance to the
Ministry of Planning and Finance to improve monitoring implementation of
the NDP.
2. Microfinance Development and the Private Sector
o The Microfinance Development Project established the Instituição de
Microfinanças de Timor-Leste (IMTL), a finance institution operating two
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rural branches and one Dili branch. The ADB has provided support to the
IMTL with the TA Microfinance Information Technology System and
proposes additional TA in late 2004 to further strengthen the microfinance
sector.
3. Infrastructure Development
o Since 2000, ADB has focused on rehabilitation of infrastructure with efforts
directed at the urgent needs of the roads, ports, water, and rural power supply
sectors. In all activities, ADB prioritized building of local capacity. Currently,
all of the ADB-managed TFET projects, except one (Emergency Infrastructure
Rehabilitation Project, Phase 2 [EIRP-2]), have been substantially completed.
4. Gender and Development
o ADB has committed to preparing a preliminary country gender assessment in
late 2004 to identify priority areas for gender-focused interventions and
greater gender mainstreaming in ADB’s future program.
DFID
DFID is providing some £4m per year over three years (2002/03 - 2004/05) to support
the implementation of the National Development Plan. To ease the administrative
burden on East Timor’s stretched public service, these funds are channelled through a
budgetary support facility managed by the Government and the World Bank. In
addition DFID supports a non-formal literacy programme for women, which is
managed by OXFAM.
European Union
The focal sectors for Community development assistance for East Timor will continue
to be:
o Health, which will remain the lead sector for EU funding for the whole of the
2002-2006 period; and
o Rural development, defined broadly to include forestry and environmental
management, training and support to local, especially rural administrations,
and encouragement of the development of rural enterprise, employment and
society.
All programmes should include training and capacity building (particularly in the
public administrations). Economic development, employment creation (particularly
in rural areas) and technical assistance support for developing a strategy for its
international trade and economic relations are also expected to receive EU support.
UNDP
UNDP’s proposed program areas will be:1. Governance.
o including enhancing public sector efficiency and accountability, addressing
human and income poverty, strengthening key public sector institutions such
as the parliament, public service commission and building national capacity.
2. Community Development and Rehabilitation.
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o Continued support for restoration of basic services and policy support for
environmentally sustainable development. Emphasis on income generation
for vulnerable groups such as unemployed youth and women. Programs in
gender and HIV AIDS.
3. Program Management and Evaluation.
o UNDP will assist in building capacity at both central and local levels to
support the transition to national execution.
SIDA
The overall aim of the development cooperation is to contribute to the countrys own
attempts to combat poverty by:
o consolidating peace and stability;
o encouraging economic development; and
o encouraging democracy and respect for human rights.
The Swedish resources are mainly being passed on through and in cooperation with
the UN and other multi-lateral organisations. The aim is to coordinate work
effectively and minimise the burden on East Timor’s already scarce administration
resources.
Support for public institutions. Sweden contributes expert assistance via the UN,
among other things.
Education. The UN Childrens Fund, UNICEF, received Swedish humanitarian aid for
adult education and rebuilding the school system after the devastation of 1999.
Continuing support for basic education via UNICEF will continue until 2005.
Economic support. Sweden has made a contribution to the East Timor exchequer in
cooperation with the IBRD and other donors.
Democracy and security promotion measures
Sweden is assisting initiatives for maintaining law, order and security and
strengthening democracy, including
o support for a temporary international police force commanded by the UN
Mission of Support in East Timor (UNMISET), made up of police officers
from various countries including Swedish civilian police and military
observers;
o Cooperation has begun between the East Timorese parliament and the Swedish
Riksdag; and
o Swedish support is also being given to the Truth and Reconciliation
Commission and to the integration of former soldiers in society.
Independent organizations. The Swedish Mission Council, one of the independent
Swedish organisations with which Sida has a framework agreement, received support
from Sida for its activities in East Timor in 2002.
The future. Development cooperation with East Timor will continue to be carried on
through a few international channels that are able to cover a number of the above
areas of cooperation. In exceptional cases bilateral initiatives may be considered.
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These must involve strategic projects with a clear demand and proper justification in
areas where Swedish skills exist.
USAID
USAID is working in the following areas:
1. Democracy and Governance
o The USAID democracy and governance program centers on support in four
areas: new national and local legislative and executive bodies; the justice
sector; local and national-level civil society; and the media through grants
with the International Republican Institute; The Asian Foundation; Catholic
Relief Service; the National Democratic Institute; and Development
Alternatives Incorporated. USAID is also providing budgetary support to the
central government through the World Bank's Transition Support Program.
USAID is providing support for four key senior advisors to various ministries,
including the Prime Minister's Office.
2. Economic Revitalization
o The USAID economic revitalization program focuses on agricultural
development and trade. This includes support for Cooperative Café Timor
(CCT), a federation of Timorese-owned organic coffee cooperatives, through a
grant to the National Cooperative Business Association. The economic
program provides small innovative grants supporting the development of more
diversified income sources and job creation and includes supporting policy
analysis, advocacy, and capacity building.
Vietnam
World Bank
The organizing principles of the bank’s CAS for Vietnam are:
• High growth through a transition to a market economy;
• An equitable, socially inclusive, and sustainable pattern of growth; and
• Adoption of a modern public administration, legal and governance system.
The Bank Group will bring to bear all of its instruments of assistance to support these
themes, including analytical and advisory activities, IDA project support, IFC,
Mekong Project Development Facility (MPDF) and MIGA activities, a series of
annual Poverty Reduction Support Credits (PRSCs), and partnerships and ODA
coordination.
In each of the areas in which the Bank Group plans support, agreements have been
reached with Government and other donors to ensure that duplication is avoided,
synergy maximized and selectivity maintained. It is expected that annual CPRGS
monitoring reports would help guide discussions at Consultative Group meetings, and
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would also provide an essential input to CAS Progress reports to the Bank's Executive
Board.
Support for Vietnam's transition to a market-economy will continue to be a central
focus of the Bank Group's activities, with a shift in focus from "design" to
"implementation" of the policy reform agenda. The planned work will focus on
financial sector development; state enterprise reform; support for the emerging
domestic private sector; corporate governance; and private participation in
infrastructure. IFC, MPDF and MIGA will expand their work to improve the climate
for foreign and domestic investment. Virtually all IDA credits will support policy,
institutional and infrastructure support for Vietnam's ongoing transition, with annual
PRSCs playing an especially important role.
Support for Enhancing Equitable, Inclusive and Sustainable Development. The Bank
will support the six-fold agenda to address future challenges. Priorities are:
• narrowing the development gap of disadvantaged and lagging areas;
• raising the living standards of ethnic minorities;
• realizing gender equality and the advancement of women;
• making basic social services accessible and affordable for the poor;
• mitigating the impact of natural disasters and other shocks; and
• enhancing environmental sustainability.
In addition, some targeted activities - such as a major Natural Disaster Management
project - will be initiated.
Support for Promoting Good Governance. Within this broad field, the Bank
Group will give focus its support to improving public financial management,
information and transparency, and to legal development. Major technical assistance
will be provided in each of these areas, and IDA projects will be provided in Public
Financial Management, e-Governance, and, if requested, Legal Development.
Partnerships are key to making progress in the area of governance. For example, in
public administration and civil service reform, the Bank would expect to support the
coordinated effort of ADB, UNDP, and a number of bilateral donors, while in public
financial management the Bank would play the leading role among donors. The Bank
Group will continue to expand its efforts to help address corruption in Vietnam,
directly within the Bank Group's own
portfolio, and through support to the Government for addressing the issue
systematically.
Partnerships and a New Way of Doing Business. Since Vietnam began the
Comprehensive Development Framework (CDF) pilot program in 1999, the Bank
Group has sought to model a new way of doing business. A number of independent
assessments are finding highly positive results, although of course there have also
been start-up costs, and the real gains are only beginning. There is now a systematic
dialog underway between the government, donors, and (increasingly) NGOs in many
sectors, as well as the "umbrella" framework provided by the CPRGS. This enables
more coherence of programs, better use of resources, and mutual assistance in
supporting Vietnam's goals. The Consultative Group, which the Bank co-chairs with
the Government, plays an important role in this regard, and efforts will be maintained
to ensure that it remains relevant and useful. The Bank is also currently working with
other major lending
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institutions (ADB and JBIC) and the Govermment to harmonize procedures.
The scale of the program is differentiated according to the pace of progress on the
Government's policy and institutional agenda, and on progress in project preparation
and
implementation. The IDA program ranges from less than $300 million in the Low
case to about $760 million in the High case, with a Base case of $580 million per
year. The IFC and MIGA programs are also expected to grow significantly in the
coming years in support of, and in response to, the improving investment climate.
JICA
Since 2003, Japan's assistance to Viet Nam has focused on the three priority areas of:
• growth promotion;
• improvements in living and social conditions, and
• institution building.
Important goals in the field of promoting growth include:
• encouraging the development of the private sector, including businesses
funded by foreign investment;
• establishing appropriate institutions and policies; and
• building the foundations of economic activity, such as economic infrastructure
and human resources development.
To achieve these goals, JICA targets its assistance at:
• improving the investment environment;
• promoting small and medium-sized enterprises and the private sector;
• putting in place economic infrastructure in the fields of transportation,
electricity, and information technology;
• developing human resources that can support growth; and
• advancing economic reforms, including the reform of state-run enterprises.
From the twin perspectives of human security - a concept focused on individual
human beings - and poverty reduction, as well as from the standpoint of responding to
humanitarian and social demands, JICA's assistance targets the sectors of education,
health, agricultural and rural development, regional development, urban development,
and the environment.
In the field of institution building, putting in place systems to serve as the social and
economic foundations of a country is important not only to achieve growth but also to
overcome challenges in living and social conditions. JICA's assistance in this field
focuses on the establishment of legal systems and on administrative reforms,
including civil service and fiscal reform.
AusAID
A new Vietnam program strategy for 2003-2007 was approved by both governments
in June 2003. The program aims to achieve:
• Broad based economic growth by strengthening the governance of the
institutions required for a competitive market economy;
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•
•
Improved productivity and links to markets for the rural poor in the Mekong
Delta and Central Coast regions; and
Rural development and governance are the major sectors of focus for the
program.
The program will concentrate on the Mekong Delta and central coast regions where
the incidence of poverty is significant, and which has not previously been a focus for
development assistance.
Scholarships will remain an important program element. Gender equity and
environmental sustainability policies are incorporated into each country activity.
Governance. Specific aims in governance are:
• Improved private sector operating environment
• Facilitate internal and international economic integration.
Rural Development. Specific aims in Rural Development are:
• Increased rural productivity
• Improved efficiency of on and off farm markets
• Development of human capital
• Reduced vulnerability to environmental and economic shocks
• Strengthened accountability of provincial and local governments and
participation of the poor in their governance.
Vietnam - Australia Non-Government Organisation Cooperation Agreements
(VANGOCA). Projects implemented under this program aim to either:
• Reduce the vulnerability of rural populations to environmental and economic
shocks through implementing programs to mitigate the impact of floods,
droughts and storms on rural populations; or
• Develop human capital by improving health through increased access to clean
water and sanitation.
Capital Aid Fund for Employment of the Poor (CEP) Microfinance Expansion
Project. The aim of this project is to assist CEP's microfinance outreach, with an
additional 15,500 clients from poor households being supported to improve the
quality and sustainability of their livelihoods. It is intended that by project end, CEP
will have become a model of a large, successful and sustainable microfinance
institution, which may be replicated throughout Vietnam.
Unexploded Ordinance (UXO) Clearance and Community Development in Thua
Thien Hue Project. This project aims to build an effective UXO clearance capacity
within the district/province military authorities that will enable a trained team to
respond to community requests.
Multi-sector. Australian Development Scholarships (ADS) Program. This scheme
aims to strengthening selected key government institutions relevant to the market
economy, build Vietnam's capacity to improve the lives of the rural poor, support the
sustainability of development activities by training selected personnel working on
strategic projects/programs and increase the contribution to Vietnam's development of
highly talented individuals working in areas relevant to country program objectives.
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Up to 150 scholarships per year are currently offered for post-graduate study in
Australia in fields relevant to the country program strategy. (Undergraduate awards
were previously offered but will be phased out after the 2004 intake.).
ADB
The ADB Country Strategy and Program (CSP) for Viet Nam, approved in January
2002, emphasizes:
• generating economic growth and new employment through private sector
development and improved governance; and
• paying attention to socially inclusive development and geographic focus on
the central region, where the incidence of poverty remains high.
The joint poverty assessment completed in 2003 by the Government and a number of
official development assistance (ODA) partners including ADB confirmed that
economic growth continues to reduce poverty in Viet Nam. That study also
confirmed, however, that the pace of poverty reduction is slowing. Faster growth,
which is likely to benefit the more advanced areas, will need to be accompanied by
measures to distribute the fruits of growth, including targeting on poor areas and
groups. To address these emerging issues CPRGS in the programming of ADB
operations, ADB plans to prepare a new CSP for Viet Nam in 2005, to align with the
Government’s 5-year plan for 2006-2010, which is currently under preparation.
At the sector level, the preliminary assessment of OCR lending potential has focused
on the transport, power, and private sectors.
In transport, initial emphasis has been placed on highways that can improve national
and sub-regional connectivity, and generate improved incomes and employment
through the efficient movement of goods and people. Requests have also been
advanced by the government to consider investment to improve mobility and water
supply in large urban areas.
The power sector strategy aims at:
• ensuring stable power supply for economic activity through financing and
implementation of needed power sector infrastructure projects including
transmission, distribution, and generation (hydroelectric and thermal);
• promoting financial and fiscal sustainability by unbundling the Electricity of
Viet Nam;
• creating an enabling environment for private sector participation in a
competitive power market in Viet Nam; and
• encouraging the distribution of power in the GMS.
PSOD will continue to support privately led initiatives to promote sustainable growth,
and will collaborate with Viet Nam country team to promote increased private-sector
investment. The proposed OCR lending pipeline will be finalized and confirmed
during preparation of the new CSP.
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DFID
DFID’s programme in Vietnam supports the Government of Vietnam’s own poverty
reduction and economic growth strategy. Our programme is set out in our Country
Assistance Plan 2004-06, which has three key objectives:
• Promote the efficient, effective and equitable use of public financial resources,
eg. by strengthening Government budgeting and planning processes,
supporting improvements in public financial management and efforts to tackle
corruption;
• Strengthen the Government’s efforts to achieve socially inclusive development
and accountability to citizens, eg. by improving the quality and reach of
education and transport services for poor people, by improving the
Government’s systems for gathering data about poverty and using it in policy
making, and by supporting the Government’s own programmes to help the
poor;
• Support the process of economic and social change in Vietnam, eg. by
supporting a wide range of economic and social reforms, providing our funds
directly to the Government of Vietnam’s budget, and helping the Government
reform State Owned Enterprises and develop the private sector, which will
create more jobs, including for poor people.
An objective which runs throughout our programme is helping to make the overall
development effort in Vietnam (from Government, bilateral and multilateral donors
and NGOs) coherent and well coordinated so that it will be as effective as possible.
We do this by working where we can through the Government of Vietnam’s own
systems (and contribute to strengthening them) rather than creating new systems; and
by financing our activities where possible with other donors to reduce the time
Government officials have to spend dealing with donors. As a result of Vietnam’s
rapid progress and the remaining need to reduce poverty and further increase growth,
DFID is increasing its funding to Vietnam from £24 million in financial year 2003/04,
to £60 million in financial year 2005/06.
European Union
The Country Strategy Paper provides the framework for European Community
assistance to Vietnam. EC co-operation with the region will have an indicative budget
of €162 million for the period 2002-2006. The overarching objective of the cooperation will be to facilitate and accelerate the reduction of poverty in Vietnam in a
sustainable manner. The paper outlines two focal areas for action:
•
Enhancement of human development, through integrated rural development,
targeting some of the poorest provinces, and through support in the field of
education; e.g. by:
o working with the government to consolidate ongoing assistance to
rural development in remote provinces in the Northern Uplands and
o extending EC support to improve primary education and access to
basic health services in some of the poorest segments of the
population.
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Integration of Vietnam into the international economy, by assisting reform
towards a market-oriented economy, and Vietnam's integration into world and
regional economic structures, in particular supporting Vietnam's access to
WTO; e.g. by:
o focusing on policy and administrative practices that impede reform,
o promoting a favourable environment for Small and Medium-size
Enterprises, and
o providing assistance for both WTO access negotiations and the
implementation of its obligations.
Crosscutting themes will include environmental protection, culture and education,
gender equality, the promotion of human rights, and good governance as an integral
part of EC-Vietnam co-operation.
UNDP
In Viet Nam the UNDP is focusing on democratic governance, poverty reduction,
crisis prevention and recovery, energy and environment, information and
communications technology for development, and HIV/AIDS. In each of these
practice areas, UNDP Viet Nam prioritizes gender equality and opportunity.
Democratic Governance: governance built on the principles of equity, accountability,
democracy and transparency. Achieving high standards in public service delivery and
greater participation in decision-making. Supporting the Doi Moi (renovation)
process in the areas of institutional reform and governance. Strengthening Viet
Nam’s elected bodies at the national and local level; establishment of a legal
framework; administrative reforms; decentralization; management of public finances;
and preparation for Viet Nam’s entry into global trading systems and institutions.
o Poverty Reduction: Aiming to reduce inequalities as a result of uneven
economic growth while meeting the challenges posed by integration
into the global economy. UNDP is assisting the Government as it
builds the analytical and human resources needed both to track and
analyze poverty and develop actions to combat it. UNDP joins with
other organizations to support local anti-poverty projects, helping
empower local communities and provide lessons from both within the
country and outside which can be replicated more broadly across the
country
o Crisis Prevention and Recovery: Aiming to prevent, prepare for and
manage disasters. This involves disaster preparedness strategies and
training programmes and building national capacity to coordinate
disaster relief. The Government, UNDP and other donors are
developing common approaches to disaster mitigation in Viet Nam
o Energy and Environment: UNDP works with national and local
authorities to develop plans to fight pollution; it assists Viet Nam in
building a national park system and protecting biodiversity; it helps
promote clean energy and supports the development of national
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frameworks for clean energy and supports Viet Nam’s global
commitments on climate change, biodiversity and organic pollutants
o HIV/AIDS: aims for visible and sustained national commitment and
leadership to fighting HIV/AIDS and to help national, local and civic
organizations develop the knowledge and tools needed to combat the
epidemic effectively
o Gender: consideration of existing gender disparities and concerns
across all areas of policy-making in Viet Nam including a greater role
for women in leadership and women’s entrepreneurship.
SIDA
The objectives of Swedish development cooperation with Vietnam are to:
• promote Vietnam’s chances of reducing poverty in the long term and in an
environmentally sustainable manner; and
• promote openness and development with an eye to democracy and greater
respect for human rights.
Support for government, democracy and human rights. Development cooperation
includes:• support to the tax authorities in Vietnam and to the Vietnamese equivalent of
Statistics Sweden;
• The Ministry of Justice receives support for its work with legislation,
particular for laws that regulate economic activities;
• Vietnam cooperates with the International Monetary Fund and the
International Bank for Reconstruction and Development in its reform work
and this gives the country access to credits for structural adjustment. Sweden
can also contribute through support for balance of payments;
• Sida’s greatest input into democratisation is in financing cooperation between
the administrative offices of the National Assembly in Vietnam and the
Swedish parliament. The aim is to provide legislators with better support for
their responsibilities in respect of monitoring and information;
• The Vietnamese research centre for human rights and the Raoul Wallenberg
Institute are working together in order to strengthen the Vietnamese centre’s
skills regarding working with legislation on rights;
• Sweden is contributing towards the development of a free and independent
Vietnamese press by training journalists. Sweden also supports the SwedishVietnamese Culture Fund, which in turn offers stipends to various projects;
Poverty Alleviation
• Sida is now engaged in designing new programmes to alleviate rural poverty.
As with earlier initiatives, these will be formulated largely according to the
wishes expressed by the poor themselves;
• Sweden is also contributing to more efficient management of issues of land
ownership, particularly where this concerns ethnic minorities;
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•
•
The Swedish Environmental Protection Agency also participates in the
development of the Vietnamese environmental protection authority, using
support from Sida;
Another environment programme deals with protecting Vietnam’s coastline
from environmental pollution. Sida has also set up an environmental fund to
finance initiatives from independent organisations and others;
Health Care
• The new support for the health sector is directed to policy work and efforts to
improve healthcare in rural areas.
Development of commerce
• Activities to reform and privatise state companies are given high priority in
Swedish commercial support;
• Commercial aid will also help to strengthen cooperation in areas of interest,
both from the Swedish and Vietnamese perspective. New entrepreneurs
receive training in running a company via the Start and Improve your business
programme.
Research cooperation
• Research cooperation with Vietnam began as early as 1979. The goal is to
build up research competence at universities and research institutes. Important
areas of research are healthcare, natural resources and environmental issues.
Independent Organisations
• In 2002, some of the independent Swedish organisations with which Sida has
framework agreements received support for their work in Vietnam: Diakonia,
the Swedish NGO Centre for Development Cooperation, the Swedish
Cooperative Centre, the LO/TCO Secretariat of International Trade Union
Development Cooperation, the Olof Palme International Center, Save the
Children and the Swedish Handicap Organisations International Aid
Foundation.
USAID
USAID is working in the following areas:
o Economic Reform and Opportunity. USAID supports economic
reform in Vietnam and opportunities for U.S. companies by providing
technical assistance to the Government of Vietnam (GVN) to
formulate and implement trade and investment improvements
consistent with the GVN's commitments under the U.S.-Vietnam
Bilateral Trade Agreement. These reforms are expected to increase
Vietnam's capacity for trade and foreign direct investment, as well as
strengthen its emerging private sector. USAID also provides assistance
through its Asia-Environmental Partnership to improve Vietnam's
regulatory framework for urban and industrial environmental
management.
o
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o Health and Humanitarian Assistance. USAID provides assistance to
vulnerable groups in Vietnam in order to prevent the spread of
HIV/AIDS and to mitigate its effects on those infected and affected by
HIV. It also helps to develop opportunities for displaced children,
orphans and people with disabilities; to reduce infant, under-five, and
maternal mortality rates; and to mitigate the effects of disasters.
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Regional Priorities
The funding agencies define regions differently from one another. Each summary
follows the definition used by the agency concerned.
World Bank – East Asia and Pacific Region.
The World Bank’s EAPA region includes:- Cambodia, China, Fiji, Indonesia,
Kiribati, Korea, the People's Democratic Republic of Lao (Lao PDR), Malaysia,
Marshall Islands, FS Micronesia, Mongolia, Palau, Papua New Guinea, the
Philippines, Samoa, Solomon Islands, Thailand, Timor-Leste, Tonga, Vanuatu, and
Vietnam.
To assist this diverse region, the World Bank has tailored its approaches to individual
country circumstances while working toward a set of five regional objectives:
o Achieving high rates of growth
o Improving global and intra-regional integration
o Enhancing social stability
o Reducing poverty, improving health, and expanding education
o Reducing corruption and improving governance
The Bank is also working with a number of countries in the region to address ongoing
governance challenges - reducing corruption, strengthening financial management,
creating effective legal and judicial systems, stopping the unsustainable exploitation
of natural resources, and strengthening corporate governance.
JICA
JICA classifies relevant countries into two regions - Oceania and Southeast Asia.
Oceania
Countries in Oceania receiving JICA support include:- Cook Islands, Fiji, Kiribati,
Marshall Islands, Micronesia, Nauru, Niue, Palau, Papua New Guinea, Samoa,
Solomon Islands, Tonga, Tuvalu and Vanuatu.
JICA’s regional priorities for Oceania include developing human resources and
building socioeconomic infrastructure are to support self-reliant administrative and
social services. Emphasis is also placed on proper resource development and
environmental conservation. In HRD, JICA dispatches volunteers mainly in the
sectors of primary and secondary education, vocational training, and health and
medical care; and it accepts administrative officials as trainees. Distance learning
using information technology is employed in providing assistance in higher education.
In the area of health and medical care, JICA promotes cooperation that addresses
infectious diseases, such as polio, malaria, tuberculosis, and filariasis.
JICA financial assistance is also provided for the construction of roads, harbors,
airports, power and water supply, with associated technical cooperation extended for
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the maintenance and operation of such facilities. The region faces increasingly
serious environmental problems, such as coral reef destruction and the disposal of
solid waste. Region-wide cooperation involving several countries in Oceania is
promoted to address such global issues.
South-east Asia
South-east Asian countries receiving JICA assistance include: Brunei Darussalam,
Cambodia, East Timor, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore,
Thailand and Vietnam.
Southeast Asia continues to be a priority region for Japanese assistance. JICA has
assisted human resources development, infrastructure building, and policy and
institutional support.
Southeast Asia now envisions creating a free trade zone called the ASEAN Free
Trade Area (AFTA). Emphasizing the framework of ASEAN countries plus China,
Japan, and the Republic of Korea, Japan proposed the Initiative for Development in
East Asia (IDEA) to promote cooperation that organically combines trade,
investment, and development assistance. While paying close attention to such trends,
JICA endeavors to support the economic policies of the region’s countries, provide
relief for socially vulnerable persons, and resolve environmental issues through
intraregional cooperation.
AusAID
AusAID defines East Asia as including:- Burma, Cambodia, China, East Timor,
Indonesia, Laos, Mongolia, Philippines, Regional East Asia, Thailand and Vietnam
AusAID’s East Asia Regional Program addresses high priority economic and transboundary development challenges, such as trans-national crime, trade liberalisation
and reducing the spread of communicable diseases. Funding in 2004-05 will include
support for the Asia-Pacific Economic Cooperation (APEC) Forum and the
Association of South-East Asian Nations (ASEAN).
Australia supports will contribute $1.5 m towards the Regional Trade and Financial
Security Fund, administered by the ADB, to finance counter-terrorism capacity
building in APEC developing countries, with a particular focus on port security
measures, combating money laundering and terrorist financing.
Australia will also provide funding through the APEC Support Program to increase
trade liberalisation and harmonisation of customs processes across the region.
Australian funding for ASEAN will focus on regional economic integration and assist
developing countries to join, and participate effectively in, the World Trade
Organisation.
In support of efforts to stop people trafficking in the Asia-Pacific, Australia will fund
initiatives with the International Organisation for Migration and the governments of
Laos, Cambodia, Burma and Thailand aimed at reintegrating victims of peopletrafficking, including those in Australia, into their local communities.
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The East Asia Regional Program will also tackle the spread of HIV/AIDS in Vietnam,
Burma, and southern China through innovative strategies to target prevention of
transmission among - and from - sex workers, their clients and injecting drug users.
Regional initiatives, including a new $3.5 million program to strengthen quarantine
processes for plants and animals, will improve border controls in ASEAN countries.
Australia will expand cooperation with the Mekong River Commission to improve its
capacity to manage the Mekong River Basin in a sustainable manner.
Regional Initiatives to Fight Communicable Diseases
In 2004-05, Australia will support work to stop the spread of communicable diseases,
such as avian influenza, in the Asia-Pacific region, through contributions to WHO to
strengthen regional approaches to avian influenza, support to the Cambodian Ministry
of Agriculture to mobilise specialist response teams, support to the WHO Jakarta
Office for a public awareness campaign about avian influenza, and epidemiological
surveillance and staffing at the Indonesian Ministry of Health. In consultation with
the departments of Health and Ageing, and Agriculture, Forest and Fisheries,
Australia's development cooperation program will develop a 3-year package of
assistance focusing on improving animal and human health laboratory diagnostic
capacity, surveillance, reporting and emergency preparedness in the region in order to
identify and control the spread of animal and human epidemics.
Regional Pacific
Pacific countries receiving AusAID assistance include: Cook Islands, Fiji, Kiribati,
Micronesia, Nauru, Niue and Tokelau, Samoa, Solomon Islands, Tonga, Tuvalu and
Vanuatu
Australia's regional program of aid focuses on the priorities outlined in the Australian
Government's Pacific Islands Development Strategy - that is, more effective and
accountable government, more inclusive growth, better service delivery, balanced
development of human resources, and improved natural resource management.
In line with the Pacific Islands Development Strategy, Australia is channelling an
increased proportion of its regional aid program through regional organisations and
institutions, from those with broad policy or technical assistance mandates such as the
Pacific Islands Forum Secretariat and the Secretariat of the Pacific Community, to
sector-specific bodies such as the Forum Fisheries Agency and the South Pacific
Regional Environment Program. Also included is the University of the South Pacific,
the region's major tertiary institution. Australia is able to engage in dialogue with
these organisations on how they can enhance the focus and quality of their capacitybuilding efforts in Pacific island countries.
Australia's funding for these organisations takes three forms:
o assessed membership contributions;
o support for ongoing priority programs;
o and funding for specific projects implemented by the organisations.
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During the three years 2003-05 Australia will direct fewer resources to individual
projects and more to priority programs endorsed by and for the benefit of all member
island countries. The benefits of this change will support pooled regional governance
initiatives and include increased responsiveness by the organisations, more
sustainable programs and enhanced transparency and accountability.
Total Australian support provided to Pacific regional organisations is expected to
continue at around $25 million a year.
Pacific Islands Forum Secretariat
In 2003-04 Australian government funding to the Forum Secretariat was $4.3 million,
including the Pacific Islands Trade and Investment Commission (approximately 20
per cent of its total funding).
Secretariat of the Pacific Community
The Secretariat of the Pacific Community (SPC), based in Noumea, the oldest
regional organisation in the South Pacific, brings together 22 Pacific island states and
territories with major metropolitan donors in the region. Australia was a founding
member. It has an important technical advisory role in such fields as agriculture,
marine resources, health, socio-economic programs, statistical services and
community education. It also provides training, information exchanges, consultancy
services and research. Australia's support to the secretariat amounts to about $11
million a year.
Australia supports the Secretariat’s Programs in:
o Fisheries – the Oceanic and Coastal Fisheries Programs, and aquaculture
development
o Agriculture - the Forests and Trees Program through training in forest
management and conservation, watershed management, agro-forestry, and the
development of tree and plant resources;
o Social resources – through activities to prevent and treat non-communicable
diseases such as diabetes, hypertension and heart disease, focusing on capacity
building, lifestyle health, surveillance systems and information dissemination;
o Demography - through professional development training for planners, project
managers, statisticians and information officers working in national planning
and statistical offices;
o The Pacific Women's Resource Bureau - by strengthening national capacities
to implement the Pacific Platform for Action.
During 2002 Australia in has increased the share of funds it provides to SPC programs
and reduced the number of projects funded through SPC, to provide opportunity for
higher-level policy dialogue on key sectoral issues and to help Australia's policy on
donor harmonisation in delivering overseas aid. New Zealand is strongly supportive
of this approach and France has indicated in-principle support.
The South Pacific Regional Environment Programme (SPREP)'s focus is to assist
in sustaining the integrity of the ecosystems of the Pacific islands region to support
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life and livelihoods into the future. Australia's assistance to SPREP is particularly
directed to natural resource management including coastal management, protection of
threatened species and reducing the impact of invasive species; prevention of
pollution; and building capacity in the environment departments of Pacific island
countries through the use of volunteers and Australian Youth Ambassadors for
Development. Australia's support to SPREP in 2003and 2004 amounted to $1.4
million per annum.
Australia’s funding for the South Pacific Applied Geoscience Commission
(SOPAC) is focused on direct support for overall program strategies rather than
individual projects. SOPAC's corporate plan highlights three program areas: oceans
and islands; community risk; management and community lifelines. This involves for
example: assistance with the management of terrestrial and oceanic resources of
SOPAC Island members; assistance with policy development for ocean management;
strengthening disaster management capabilities; assistance with mainstreaming risk
management practices; supporting island members in energy and water resource
management; and support for members in the sustainable operation, maintenance and
monitoring of energy, water and sanitation, and information and communication
technologies assets. Australian government funding for SOPAC in 2003 and in 2004
is estimated to be $1.8 million per annum.
Australian funding supports the Forum Fisheries Agency, based in Honiara in
Solomon Islands. A high priority for the agency is assisting island countries to
participate effectively in the preparatory phase of the Pacific Tuna Commission,
which will be responsible for ensuring that the tuna resource is sustainably managed.
Another is to help member countries develop their domestic tuna industries.
Australian funding to the Forum Fisheries Agency in 2003 and in 2004 is estimated to
be approximately $1.9 million per annum.
The University of the South Pacific (USP). USP is reforming its management and
delivery of distance education, embracing the opportunities offered by state-of-the-art
technological resources, and increasing its capacity to generate income through its
programs and services. For example, the university is developing multimedia-based
approaches to delivering distance education using its satellite network and developing
new courses and programs. Australia has agreed to provide $A3m a year to USP over
the 3 calendar years 2003 – 2005 ($A2m p.a. as a core budget contribution, $A1m for
program funding). The program funding contributions will be for:
•
Governance: supporting the establishment of USP's Pacific Institute of
Advanced Studies in Governance and Development;
•
Teacher Training: by ensuring that USP's Bachelor degree in primary
education can be offered by distance mode, and therefore available to
teachers in the region to access locally;
•
Distance education: This project will provide training and technical
assistance to USP to assist it to bring about a major reform of its distance
education offerings in the Pacific. Development of multi-media based
approaches to DE delivery through USPNet and a move to a more clientresponsive approach are envisaged.
In 2002/3, Australia also provided $A300,000 to the South Pacific Board for
Educational Assessment, which helps education administrators in the region to
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develop assessment procedures and set national and regional standards for secondary
education. Australia will continue its assistance to the Fiji School of Medicine along
the lines of the program funding arrangements in place for other regional
organisations.
The regional program seeks to focus on a few key activities and to link, wherever
possible through co-financing with regional organisations and other donors. Specific
activities6 include:
o The AusAID/World Bank Pacific Facility, covering all Pacific Island World
Bank members. Funds a range of appraisal and design activities, economic
and sector studies in the region;
o Foreign Investment Advisory Service, a facility of the International Finance
Corporation, providing Pacific Island countries with access to advice on policy
and strategies to help them attract investors;
o The economic analysis program, which supports production of regular
economic reports on island countries, research into specific areas of national
economies and Pacific-wide sector reports.
o the State, society and governance in Melanesia project, a special research
project through the ANU’s Research School of Pacific and Asian Studies,
involving a range of research studies into the special challenges of
governance, public policy and public administration in Melanesia;
o The Company directors training program which provides skills training to
directors of private companies, statutory authorities, public enterprises,
committees of management and chief executive officers in Tonga, Samoa,
Cook Islands, Solomon Islands, Fiji, Vanuatu, and Kiribati;
o The IMF's Pacific Financial Technical Assistance Centre in Suva, which helps
Pacific island governments to enhance technical and professional skills in
central finance agencies;
o Regional customs services, through the United Nations Conference on Trade
and Development;
o Electoral assistance, through Australian Electoral Commission support for a
network that encourages members to exchange information on electoral
processes and to address common electoral problems;
o Australia funds the National Centre for Development Studies at the Australian
National University to produce and distribute the Pacific Economic Bulletin in
both hard and electronic versions. The ANU also holds public seminars in
both Australia and the Pacific region in association with other universities
and/or private and public sector institutions;
o The Pacific media and communications facility. Coverage: Forum Island
Countries. Aims to strengthen governance throughout the region by
strengthening links between media, civil society and government through
training and workshops;
o Pacific Islands Trade and Investment Commission. $A1m p.a. Seeks to
enhance trade (particularly to the Australian market), facilitate export
diversification and attract Australian investors to the region;
o International Finance Commission (IFC) Pacific Technical Assistance Facility,
providing a range of technical assistance for private sector development;
6
N.B. Although these still appear on the AusAID website, some may have been completed.
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o The South Pacific Project Facility, implemented by the IFC, which helps
small-to-medium private sector enterprises to develop and finance
commercially viable businesses;
o The Pacific Regional Policing Initiative $15m. Provides policing support to
Forum island countries;
o Judicial strengthening. The establishment of a Pacific judicial education
program in affiliation with the South Pacific Judicial Conference and the
University of the South Pacific's Institute of Justice and Applied Legal Studies
in Suva;
o Pacific regional scholarships. Scholarships to non- English speaking Pacific
countries for short-term training including intensive English language tuition,
formal TAFE studies (hospitality, tourism and retail) and work experience;
o The SPC Pacific Action for Health project, assists Kiribati, Tonga, Vanuatu
with policy and legislative change. Youth are targeted by activities on alcohol
and tobacco-related diseases.
o The South Pacific reproductive health and family planning training, covering
Solomon Islands, Vanuatu, Samoa, Fiji, Tonga, developing sustainable sexual
and reproductive health training programs including curricula and support for
graduates of teacher and nurse training institutions.
o Tertiary health care in the Cook Islands, Fiji, Federated States of Micronesia,
Kiribati, Marshall Islands, Solomon Islands, Tonga, Tuvalu, Vanuatu, Samoa,
and Nauru is supported through services provided by teams of Australian
and/or New Zealand surgeons and nurses provide their services and on-the-job
training to local medical staff;
o Medical equipment maintenance for Cook Islands, Kiribati, Samoa, Solomon
Islands, Tonga, Tuvalu, Vanuatu, including on-the-job training in maintenance
and repairs for local staff and more formal training for selected personnel
through an annual workshop and scholarships for intensive electronic courses;
o Strengthening the expanded program of immunization. Implementers:
UNICEF; WHO Coverage: Federated States of Micronesia, Palau, Kiribati,
Samoa, Cook Islands, Fiji, Marshall Islands, Tonga, Tuvalu, Tokelau, Niue,
Solomon Islands, Vanuatu. Improving national immunisation plans and
providing pre-service and in-service training for health care workers and
improve surveillance and response systems;
o Pacific Regional HIV/AIDS project. Coverage: all Pacific island countries .
Assists countries to develop or strengthen multi-sectoral national planning and
response and provides for the engagement of the Secretariat of the Pacific
Community to revise and implement the regional HIV/AIDS strategy;
o UNAIDS program coordinator. Implementer: UNDP. Coverage: all Pacific
island countries. Co-funding, with New Zealand, the position of the UNAIDS
program coordinator, important for coordinating UN activities that will
complement the new regional HIV/AIDS project;
o Pacific Children's Program, assisting Fiji, Samoa, and Vanuatu with an
innovative, primary prevention approach to combating child abuse and
neglect;
o Fiji Women's Crisis Centre. Coverage: Fiji and other Pacific island countries.
Support to Pacific countries to reduce the incidence of violence against
women;
o Sea-level and climate monitoring Coverage: 12 Pacific island countries.
Provides partner countries with information about sea-level variability and
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o
o
o
o
o
o
change required to sustainably manage their near-shore and coastal resources,
develop policies and strategies for responding to long-term trends;
Disposal of persistent organic pollutants. Coverage: 12 Pacific island
countries. Assists countries to better manage the threat posed by persistent
organic pollutants (POPs) to the environment and human health;
Regional forest genetic resources. Protecting forestry resources of Fiji,
Vanuatu, Samoa, Solomon Islands and Tonga through collection, distribution,
propagation and exchange of genetic material. Also providing training
opportunities to nationals of all Pacific countries;
Taro genetic resources conservation and utilization. Contractor: Secretariat of
the Pacific Community. Coverage: mainly PNG, Samoa, Fiji, Solomon
Islands. Breeding improved and blight-resistant taro cultivars for distribution
to farmers;
Renewable energy. Implementer: Secretariat of the Pacific Community.
Coverage: Cook Islands, Tonga, Vanuatu, Marshall Islands. Australia and
France jointly funding a small number of wind and solar powered installations
to demonstrate the viability of renewable energy technologies in the region;
Enhanced application of climate predictions. Aims to provide Pacific island
countries with better climate prediction services, to assist with disaster
management, land use planning, and social and economic planning and
investment in, for example, agriculture and tourism;
Vulnerability and adaptation initiative. This initiative aims to build Pacific
island country capacity to adapt to the future impact of extreme weather events
and climate change and strengthen regional collaboration between key
stakeholders.
ADB
The ADB promotes and supports a number of sub-regional programs which include
groupings of countries in which the EAPA GDLCs are located, including the:
o
o
o
o
Greater Mekong Subregion (GMS) Program;
Central Asian Regional Economic Cooperation (CAREC);
Indonesia, Malaysia, Thailand Growth Triangle (IMT-GT);
Brunei, Indonesia, Malaysia, Philippines East ASEAN Growth Area (BIMPEAGA); and Regional cooperation activities in the Pacific.
Greater Mekong Sub-Region
Countries supported by the ADB under its regional Greater Mekong Subregion
(GMS) include Cambodia, Lao PDR, Myanmar, Thailand, Viet Nam and Yunnan
Province of the People’s Republic of China (PRC).
A key objective of the ADB program is the development of GMS markets and the
movement of goods and people across common borders. The promotion of transport
and economic corridors is central to this objective.
The ADB’s overarching objective in the GMS is poverty reduction, to be achieved
through enhanced connectivity, increased competitiveness, and a greater sense of
community. ADB’s strategy has four thrusts:
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•
•
•
•
strengthening connectivity and facilitating cross-border movement and
tourism;
integrating national markets to promote economic efficiency and privatesector development;
addressing health and other social, economic, and capacity building issues
associated with sub-regional linkages; and
managing the environment and shared natural resources—especially of the
watershed systems of the Mekong River—to help ensure sustainable
development and conservation of natural resources. Under the Tonle Sap
Environment Management Project in Cambodia, ADB has developed an
integrated basin-wide approach to expand peoples’ access to natural resources
while protecting the ecology through community action. This integrated,
basin-wide approach needs to be applied throughout the GMS.
Over the medium term, these activities will provide the basis for a new phase in the
CJMS strategy, one that transforms the historic focus on connectivity to an integrated
approach to economic development that incorporates the building of human
capabilities, good governance, and the protection of interdependent ecologies.
Broad-based participation by all stakeholders is an important component of this
RCSP It was prepared through an extended series of consultations with government
officials, non-government organizations; and civil society. It is to be regularly
updated over the programming cycle and will thus be informed and revised through
continuing consultation. Furthermore, it is envisaged that the various GMS sector
working groups will henceforth invite greater participation from stakeholders.
The RCSP is bolstered by safeguards and other measures that provide greater
community participation in all stages of project planning, design, and implementation.
Corruption compounds the negative social and environmental externalities from
increased connectivity. Community participation and monitoring are the first line of
defense against such corruption.
Instead of lead financing every GMS program, the ADB now needs to initiate and
coordinate the overall program in consultation with the GMS governments and
donors. Annual coordination meetings will be required at the sector levels that will
then need to be reflected in an overall donor coordination mechanism involving the
concerned GMS ministers. Strategic partnerships will need to be developed with
other donors to augment this coordination process. ADB will develop sector programs
that all partners, including ADB, can support. Higher levels of technical assistance
and administrative resources will be required for this sector-wide development
planning and intensified donor coordination. ADB will articulate a vision of how its
capabilities for coordinating collective action will be harnessed. As a trusted platform
for regional dialogue and consultation, ADS is uniquely placed to fulfill this role.
CAREC
Countries receiving assistance under the ADB’s Central Asia Regional Economic
Cooperation (CAREC) group include: Azerbaijan, Kazakhstan, Kyrgyz Republic,
Mongolia, Tajikistan and Uzbekistan.
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The four key strategic objectives of ADB’s proposed regional cooperation strategy
are:
(i)
securing access to profitable markets in large neighboring countries for
exports from CARs, thereby enhancing benefits from regional projects;
(ii)
reducing transaction costs and facilitating transit and transport across the
region;
(iii) improving energy supplies for sustaining growth; and
(iv)
preventing negative regional outcomes such as environment degradation,
desertification, human and drug trafficking, and spread of communicable
diseases.
The strategic framework captures the raison d’etre of regional cooperation, which will
secure better access to larger neighboring and global markets, provide a land bridge
between dynamic regions, and address negative externalities.
ADB’s core program will continue to focus on energy, transport, and trade
facilitation. While persisting with its project-based approach, ADB will attempt to
enlarge the scope and benefits from these projects by extending their coverage to
neighboring countries and regions. ADB’s enhanced program of technical assistance
(TA) will enable it to forge new partnerships with other development partners in
sectors where they are taking the lead. These include tasks such as building a regional
poverty database and exploring possibilities for ADB intervention in areas such as
water resources, land management, and environmental protection. The actual
program for 2004–2006 includes 17 projects with lending of $399.4m and 33
technical assistance projects worth a total of $18.5m million.
The Indonesia-Malaysia-Thailand Growth Triangle (IMT-GT) comprises the two
Indonesian provinces of North Sumatra and Daerah Istimewa (DI) Aceh; the four
northern Malaysian states of Kedah, Penang, Perak, and Perlis; and five provinces of
southern Thailand--Narathiwat, Pattani, Satun, Songkhla, and Yala. The overall goal
is to accelerate private sector-led economic growth and development in the IMT-GT.
The initiatives identified seek to:
o promote foreign direct investment and facilitate economic development of the
subregions by exploiting underlying economic complementarities and
investment opportunities
o enhance international competitiveness for direct investment and export
production
o lower transport and transaction costs
o reduce production and distribution costs through economies of scale.
In December 2001, ADB approved the project Strengthening the Sub-regional
Cooperation in the Transport Sector of the EAGA and the IMT-GT Regions to review
the key issues affecting the transport sector, since the countries concerned require
such information, and its analysis, to discuss and agree on the necessary collective
actions.
Brunei Darussalam-Indonesia-Malaysia-Philippines East ASEAN (Association of
Southeast Asian Nations) Growth Area (BIMP-EAGA) countries:•
Brunei Darussalam
•
East and West Kalimantan
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•
•
•
•
•
Central Kalimantan
North Sulawesi
South Sulawesi
Maluku
Sabah and Sarawak states and
the Federal Territory of
Labuan in Malaysia
•
•
•
•
•
South Kalimantan
Central Sulawesi
Southeast Sulawesi
Irian Jaya in Indonesia
Island of Mindanao and
Palawan Province in the
Philippines
The BIMP-EAGA initiative was launched by the four governments in 1994. The
objective was to hasten, through regional cooperation, the development of the
economy of Brunei and sub-regions of the three other countries. BIMP-EAGA is
eyed as a major location in ASEAN of high value added agro-industry, natural
resource- based manufacturing, and high-grade tourism as well as non-resource-based
industries. Sample ADB activities in the area include:
o Prioritizing Strategic Directions for BIMP-EAGA. Identifying the current
production structures and marketing network, carrying out in-depth research
and analyses aimed at quantifying the potential benefits of improved regional
cooperation or the real economic cost of its absence, and to carry out prefeasibility/feasibility studies for selected priority projects for sub-regional
economic cooperation.
o Expanding the Strategy for SME Development. Supporting the revival of
economic activities in BIMPEAGA through cooperation by promoting the
coordinated development of SMEs in the sub-region.
o Coordinating the Revival of Cooperation Activities in BIMP-EAGA. Helping
define the requirements and build up the capacity of the newly created Central
Project Facilitation Unit and developing a supportive and dynamic framework
for the coordination of BIMP-EAGA activities.
o Strengthening the Sub-regional Cooperation in the Transport Sector of the
EAGA and the IMT-GT Regions. Improving transport links within IMT-GT
and BIMP-EAGA (the project area) by reviewing the key issues affecting the
transport sector, and identifying the necessary collective actions.
The Pacific
Countries receiving ADB assistance as part of the ADB’s Pacific region include:
Cook Islands, Fiji Islands, Kiribati, Marshall Islands, Federated States of Micronesia,
Nauru,
Papua New Guinea, Samoa, Solomon Islands, Timor-Leste, Tonga, Tuvalu and
Vanuatu.
The average annual flow of grant funds for regional projects has been about $67
million. During the last 26 years (1977-2002), the Asian Development Bank (ADB)
has given about $22.0 million of cumulative grant assistance for regional technical
assistance to the Pacific. There has been no lending project of a regional nature
extended by ADB to any group of PDMCs.
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According to the ADB, regional cooperation in the Pacific appears to be driven by the
following factors:
• the need for a collective voice in a world dominated by large countries and
economic and political blocs (as buyer, as seller, and as a political bloc);
• the challenges arising from isolation;
• the need for economies of scale, particularly in building appropriate
knowledge and technology for the specialized but common needs of the
Pacific;
• the lack of specific skills in individual countries;
• the sharing of knowledge and experience; and
• external agencies' interest in cooperation among PDMCs for cost and strategic
considerations.
From a regional perspective, the key development challenges facing the Pacific are
• increasing productivity;
• reducing transaction costs, and
• prudently managing the environment and natural resources.
Economic activities in the Pacific revolve around the environment and the ocean.
Almost all Pacific countries rely heavily on primary commodity production and
exports, marine-based resources, and tourism. Thus, a key to the prosperity of the
Pacific is the sustainable management of these natural resources and maintenance of
the pristine environment. These common problems define the agenda for regional
cooperation in the Pacific.
Because of the low level of economic integration and high geographical dispersion,
the nature and scope of regional cooperation in the Pacific vastly differs from regional
cooperation elsewhere. One of the most critically needed regional public goods for the
Pacific is appropriate knowledge and technology related to the specialized but
common needs of these countries. The key theme of ADB's regional cooperation
strategy will be to build and/or strengthen knowledge and regional institutional
capacity in the following four focus areas:
• public expenditure and investment;
• private sector development;
• transport and communications;
• and environment and natural resources.
In this process, ADB will also support building and/or strengthening regional
consensus and the local pool of expertise. To ensure shared interest, ownership, and
participation of the PDMCs, the regional cooperation strategy will respond to the
differences across the Pacific by variation in emphasis and approach for different
groups of countries in the region. ADB would also seek greater consultation and
partnership with regional organizations and focus on enhanced participation of local
officials and experts.
The regional lending program for the Pacific for 2004-2006 comprises three regional
loan projects amounting to $8.8 million (average about $2.9 million per annum) from
the Asian Development Fund (ADF) out of the portion earmarked for regional
projects, and co-financing amounting to $1 million. The actual ADF allocation will be
guided by the requirements of the performance-based allocation policy. The regional
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technical assistance program for 2004-2006 comprises 13 regional projects amounting
to about $4.5 million (average about $1.5 million per annum) in TA grants from ADB
and about $2.0 million in grants from other sources. The level of risk faced by this
regional strategy and program is manageable, and is mitigated by the process of ADB
operations and measures, such as consultative processes and coordination with
external agencies, inbuilt within the strategy itself.
The 2004-2006 program supports the implementation of the strategy. The program is
well sequenced, and focuses on building knowledge and institutional capacity. ADB
will closely monitor implementation and assess the impact of the new strategy and
program.
Center for Learning, Information, Communication and Knowledge for Asia and the
Pacific (CLICK). One of the four major strategies in the ADB’s Policy for
Information and Communication Technology in Asia and the Pacific7 is to establish a
Center for Learning, Information, Communication and Knowledge for Asia and the
Pacific (CLICK). This initiative is worth monitoring for developments and possible
opportunities for cooperation.
European Union
The EU’s regional strategy focuses on a single priority: support for ASEAN
Integration
and region-to-region dialogue. Several considerations justify this approach:
• concentration of efforts on regional capacity building as a for broadening and
deepening of EC-ASEAN relations;
• support for regional integration is an area in which the EC has clear added
value over bilateral cooperation with individual countries;
• some € 50 million of sector-oriented projects (energy, environment) is still
under implementation with ASEAN, and there has been no request from
ASEAN or an identified need for additional sector-oriented programs to be
added at this moment; and
• regional cooperation is intended to have a multiplier effect, whereby
information, ideas and best practices can be exchanged across the region, by
attaining economies of scale, introducing harmonised approaches, dealing with
transnational issues and fostering regional integration.
Potential dialogues at regional level will be undertaken in future under two distinct
instruments, TREATI (Trans-Regional EU-ASEAN Trade Initiative, or trade-related
dialogues) and READI (Regional EC ASEAN Dialogue Instrument, grouping together
all other dialogues). READI provides a coherent approach for dialogues areas such
as transport, justice/home affairs, environment etc., which are not directly trade
related. TREATI aims to expand trade and investment flows and establish an effective
framework for dialogue and regulatory cooperation on trade facilitation, market
access, and investment issues between ASEAN and the EU. TREATI should prepare
7
Toward E-Development in Asia and the Pacific: A Strategic Approach for Information and
Communication Technology - ADB.org
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the ground for consideration to be given to an EU-ASEAN Free Trade Agreement in
due course.
Actions
The following four actions are envisaged to support further ASEAN integration and
region-to-region dialogues:
• Support for the ASEAN Secretariat to improve its capacity to prepare,
promote and facilitate ASEAN’s regional integration policies by making best
use of EU know-how, and in the process strengthening cooperation with the
EU.
• Statistical cooperation at regional and national level, to provide ASEAN with
a key instrument to support its regional integration policies, such as ASEAN
Free Trade Area.
• Fight against terrorism. Enhanced regional cooperation, for example with
respect to information sharing is a vital element of any strategy to successfully
counter this threat, in particular given the difficulties in effectively monitoring
the extensive land and sea borders within the ASEAN region.
• The ‘New Partnership’ information and communication Program. The
European Commission and the Member States intend to coordinate a
campaign to explain the nature of the EU and its role in the world, and to
promote the very idea of regional integration, as a vehicle for peace and
stability.
Indicative Budget for 2005/2006
TOTAL ASEAN
APRIS II
Statistics
Counter-Terrorism
Visibility Strategy
Reserve (shared with Asia-wide programmes)
€ 15-20 million
€ 6-8 million
€ 4-6 million
€ 4-6 million
€ 2 million
TBC
The Pacific
EU programs for the pacific region include Cook Islands, East Timor,
Federated State of Micronesia, Fiji, Kiribati, Marshall Islands, Nauru, Niue, Palau
Papua New Guinea, Samoa, Solomon Islands, Tonga, Tuvalu and Vanuatu
Priority areas for support are:
• Human resources development (approximately 45%);
• Sustainable management of natural resources, environmental management and
protection (approximately 35%); and
• Activities outside the focal areas (approximately 20% of the resources).
With a view to sustainability, support will be provided to regional programs and
initiatives for capacity building and institutional strengthening in the areas of:• developing a common approach for improving basic literacy and numeracy,
allowing intra-regional recognition of national education standards;
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•
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•
training and technical assistance directed at the needs of the economic sectors
and industries, i.e. fisheries, agriculture, forestry, tourism and other selected
key economic sectors;
assistance for fisheries development shall include the development of training
capacities and regional institutions in priority areas (i.e. in fisheries
management and protection, assessment of stock and acquacultural potential,
control and research of deep-water fisheries, upgrading of skills and
technology for employment and income-generating activities for men and
women);
improved training opportunities in utilisation and sustainable management of
agriculture and forestry;
support will be provided to tourism and maritime/shipping in order to upgrade
and maintain acceptable international standards of service and skills; and
health, through infrastructural development and technical assistance for
regional training and research capacity in the area of public health, which will
benefit planning, management and delivery of health services.
Support in the area of sustainable natural resource and environment planning and
policy will be concentrated in the key areas of:
• information/data (scientific, technical and commercial) collection particularly
in fisheries, coastal and fresh water resources, forestry, agriculture/aquaculture
in order to better determine the optimum level and manner of harvesting or
general use, and to better monitor their status;
• the development and implementation of common policies, rules and
regulations in the areas above; and
• sustainability of the natural heritage of the region through:
o the development and implementation of common preservation and
protection strategies and policies which incorporate environmental
management, population and gender and other sustainability issues;
o the conservation and sustainable use of biodiversity;
o capabilities for integrated coastal zone management and protection;
o improving capabilities for preventing pollution;
o enhancing the protection of fresh-water and other vulnerable island
habitats; and
o increasing the capacity for natural disaster risk assessment and
mitigation.
Activities outside the areas of concentration will primarily be aimed at:
• Support for trade and private sector development through the strengthening of
the export capacity and competitiveness of the productive sectors and through
the creation of an enabling environment for diversified economic development
based on private initiative; and
• Support for activities started aiming at the management and preservation of
the cultural heritage.
In the area of trade and investment and support to private sector, EU support will be
provided for:
• the further development of trade and investment strategies and policies;
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•
•
•
•
•
advice on the improvement of export capacity and competitiveness of the
productive sectors, particularly in the area of private sector involvement, and
on problems relating to the implementation of the proposed measures;
assisting Pacific ACP States to explore and develop opportunities to benefit
from liberalisation and globalisation in trade (implement domestic measures
consistent with WTO and APEC principles and obligations, regional
collaboration in customs and quarantine reform,etc);
assisting Pacific ACP States in particular to benefit from the rapid
development of the Asia-Pacific region. Measures to be supported include the
development and/or implementation of regional or sub-regional integration
strategies to facilitate integration with the greater Asia-Pacific region (trade,
private investment);
supporting efforts by the Melanesian Spearhead Group to liberalise trade
amongst themselves as a sub-regional model for cooperation in trade. Efforts
aimed at establishing economic integration will be supported through the
coordination and harmonisation of macroeconomic and trade and investment
policies by the Forum Secretariat.
Support could also be provided in order to continue initiatives aiming at the
management and preservation of the cultural heritage.
UNDP
The second Regional Cooperation Framework (RCFII) for Asia and the Pacific
focuses on three main thematic areas, with the overall objective of poverty reduction
and sustainable human development:
o Democratic Governance for Human Development. Aimed at enhancing the
political, economic and social frameworks for sustainable human development
through a rights-based approach;
o Environment and Sustainable Development. To address the povertyenvironment nexus and trans-boundary externality concerns; and
o Globalization and Economic Governance. Intended to ensure a more equitable
system of globalization for human development
These three areas are linked in their focus on expanding choices and equitable
opportunities for the poor, minimizing insecurities to their livelihoods, and
empowering those who have been marginalized. This overall framework leads to a
comprehensive portfolio of stand-alone and cross-cutting programs, some of which
are new, and some which carry over from the previous RCF.
USAID
USAID describes its Program for Developing the Internet Across Asia and the Near
East (ANE) as follows:
ICTs cut across all USAID traditional sectors: health, community development,
gender, governance, economic growth and education. They enable groups working on
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common issues to benefit from each other's experiences and share best practices. They
can:
o Provide access to improved education and health in remote or inaccessible
areas through distance learning, telemedicine, and interactive training;
o Improve services to citizens by providing on-line access to government/public
services; enable individuals and communities to make informed choices in the
decision making process; and
o Reduce business costs while opening access to new markets through electronic
commerce, permitting more informed economic decisions.
Across the Asia and Near East region, Internet and E-Commerce is an emerging
reality, but there are a number of key impediments to make it an everyday business
practice. In this context, the ANE Bureau has adopted the 3 "P" approach to support
Internet development:
1.
2.
3.
"Policy" - Promoting policy reform to permit the introduction and growth
of information and communication technologies, reduce barriers to open
connectivity, and ensure that global electronic commerce can take place in
an open and transparent fashion.
"Private Sector" - Ensuring the private sector "can do what it needs to do
to be successful." This entails combining "Policy" reform with providing
access on a universal affordable basis coupled with ensuring there are
sufficient, well trained technicians to support the build-out of ICT
industries.
"People and Applications" - Implementing new approaches to sustainable
social and economic development through Information and
Communication Technology tools. It is critical to the success of the
program that USAIDs partners use the Internet as a tool for development.
The goal of the Asia and Near East Information and Communication Technology
program is to have all ANE Missions engaged in activities that address one or more of
the "3-Ps" within their development portfolios.
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Attachment Four – Success Stories
Australia - AusAID Membership
The Australian DLC has successfully marketed a substantial GDLN membership to
AusAID which could serve as a model for other funding agencies in the region. In
designing its business plan, ANU decided on a strategy of offering different styles of
membership, including different ranges of hours, concessions and incentives. They
marketed it several times to different clients in different locations involving visits
over a long period. AusAID took up a membership approximately twelve months
ago. The membership means that they have bought priority access over a number of
hours under a substantial contract. Anybody within AusAID who wants to run a
program can check with the people managing the contract within AusAID and simply
register the number of hours without having to factor in the costs. The membership
contract is an incentive for AusAID staff to use the network. This model could be
applied to WHO and other aid organizations such as ADB. There could be a whole
variety of organizations to which this model might apply. ANU has now negotiated
a second year of the contract. As prices came down, rather than making more profit,
ANU decided to modify the contract with AusAID and passed the benefit back to
them in terms of a greater number of hours usage. As a client, AusAID appreciated
that approach.
A key objective of the membership arrangement is to spread GDLN usage across
AusAID and make it simple for them to use. For example, AusAID representatives
in the Philippines heard about it and all the connectivity costs of the Philippines
Update were covered under the membership agreement. This contract is rather
unusual, in that AusAID’s funds are usually disbursed through projects. But ANU
managed to convince AusAID to fund it. AusAID made its decision by polling their
staff to see if there was support. The timing was also good as it was the end of the
financial year – a time when AusAID may have extra unallocated funds it wants to
disburse. ANU is now committed to applying the funds and approaching AusAID
again.
Similar membership arrangements have been offered to RMIT and Victoria
University of Wellington but neither has taken it up. The model offers an easy way
for users to join the GDLN without the risks, responsibilities and costs. It’s a method
of selling that ANU is still pursuing. Standardising costs or packages of services
across the network would make it easier and less risky to develop membership
packages. ANU has ongoing arrangements with other centers at present, under which
they don’t charge each other.
Marketing partnerships is a matter of considerable background work and repeat visits
to the client. In the end, the decision rests with one person, but there was a need to
convince a number of AusAID staff to support ANU’s proposal.
Manila – Examples of Marketing to the Private Sector
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The private sector has sponsored several major AIM-sponsored events – the AIM
Alumni Association’s 1st and 2nd International Leadership Conferences; 2003’s
“Impact of War on the World Dialogue”; and 2004’s “SARS and Global Health
Scares: Towards National Health Policies Coordination” global dialogue. Sponsors
included the biggest Television and Radio Network in the Philippines, the largest
newspapers in circulation, major drug companies, etc.
A Philippines-based foundation (Consuelo Zobel Foundation) that has partners in
Washington DC, had no way of bringing in speakers to Manila. The World Bank in
Manila had already funded one or two of the foundation’s activities in the Philippines,
and the Bank’s Manila office gave them the AIM DLC Manager’s contact details.
Their first enquiry was about pricing and then about getting their partners in DC to
access the GDLN to address a gathering of partners in Manila. Robbie gave them the
pricing and instructions in how to go about conducting the activity, contacted the
GDLC in Washington and arranged the activity. The AIM DLC has partnered with
both government and private academic institutions in the Philippines. They now
contribute in terms of co-sponsorship or co-development of major policy issues-based
dialogues that AIM has initiated in the Region.
The AIM has many students from India. Indian companies want to recruit AIM
graduates, but can’t afford to fly future graduates to India for interviews. An Indian
computer company contacted the AIM and arranged to interview 50 MBA students
from the Graduate School of Business from Bangalore via the GDLN. This led to
quite a lot of utilization in the November-December period and the possibility of
repeat business each year. The contact was made as part of a service to businesses
and students offered by the AIM-W.S. Graduate School of Business.
AIM’s Executive Education and Lifelong Learning Center (EXCELL) has a program
with Citibank on financial management. Through its regular reminders to faculty, the
AIM DLC staff has identified some “faculty champions” who now promote the DLC
for their learning activities. The most recent example was for the AIM Management
Development Program, which included a link to Japan via the TDLC that accessed a
JBIC expert to discuss how to get direct foreign investment from Japan. Having an
international expert from Japan was a big factor in creating client interest. This
approach has the potential to become a model for AIM, in which they will include
GDLN activities as part of their courses and build in an appropriate costing. The
DLC has offered a discount to AIM faculties to encourage them to include GDLN
activities as integral components of their courses.
In another case, the AIM Policy Center has a number of development agency funded
GDLC dialogues which have included high-level links, such as with the ASEAN
Secretary-General in Indonesia and the APEC Executive Director in Singapore.
Accessing its database of an existing network of experts/officers, the AIM sent
invitations to private sector representatives and approximately 50% agreed to attend.
The dialogues have covered topics such as power sector reform and water resource
management.
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Papua New Guinea – Health Community of Practice – Sessions on How Health
Systems React to Natural Disasters - PNG
PNG was one of the major contributors to the HCP sessions on how national health
systems respond to natural disasters such as the Tsunami, with one of the PNG
presenters Dr. Victor Golpak, a disaster management specialist from PNG who had
on-the-ground experience of the PNG Tsunami. He was a very valuable contact, both
because of his technical experience and expertise, and also because he also knew the
session facilitator in Sri Lanka.
Marketing was well targeted, involving the following steps: The DLC sent out a
general email to all its contacts informing them of the session. Health Department
officials, the main target group, were invited two weeks in advance of the sessions.
They passed on the information by word of mouth within the Department and
elsewhere. The PNG DLC then identified all clients with a potential interest in the
topic, sent them formal invitations with information on the DLC and application
forms and asked them to contact the DLC if they were interested, and followed up the
invitations with phone calls (a necessary requirement). The DLC then invited heads
of relevant departments to visit the Center and gave them a general introduction on
the DLC and what it offers, including the pricing policy and a pamphlet, either
individually or in small groups.
The first three sessions were funded by the TDLC, with ANU the overall coordinator.
ANU had a consultant who prepared session briefs, which helped to ensure the
sessions were well organized. ANU advised PNG that they were planning the
sessions and arranged planning videoconferences in advance. PNG invited officials
from WHO and the Health Department to participate and assist in the planning.
These officials identified Dr.Golpak as a possible local presenter and the DLC
followed up with him to arrange it.
One aim of these sessions was to develop a Community of Practice among health
practitioners who would then meet on a regular basis, and would generate their own
topics. A second round of sessions is now being planned. PNG has supplied ANU
with its contacts so they can contact them directly and ANU’s consultant discussed
options for funding future sessions with the DLCs, including the possibility of each
center finding funds locally. The option of a regional funding source such as AusAID
is more attractive. For further marketing and to extend the network, Centers would
consider the option of distributing DVDs of the sessions to participants and other
interested parties. TDLC is happy to record the sessions and provide copies.
The PNG TDLC is slowly building a local market among government officials who
are starting to use the facility for face-to-face meetings. The DLC’s prices are locally
competitive but they can also add technology. The DLC offers the local market three
products: meetings, multimedia meetings with associated training and
videoconferencing. The local private sector also uses the facility for meetings.
There is an increasing demand from private firms to conduct international recruitment
via the DLC, including firms from Australia, Ireland, the UAE and UK.
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TDLC
1.
Training of Trainers on Microfinance
Two Learning by Doing (LBD) activities have been particularly successful –
Training of Trainers on Microfinance and Alleviation of Rural Poverty (ASEAN). In
each case, there was an initial personal contact with senior decision-makers in the
potential partner organization, followed by a proposal for cooperation distributed
throughout the region to identify demand, a very strong response from the region
indicating a need, and an excellent design team that designed an activity and materials
of the highest quality.
The Training of Trainers on Microfinance program involved a partnership between
the ADBI, UNCDF & TDLC. UNCDF had a Microfinance Distance Learning
Program including a student workbook and interactive CD-Roms, which was highly
rated by the ADBI. An instructor from UNCDF and a research fellow with the ADBi
worked closely with the TDLC instructional designer to convert the original UNCDF
course into a blended learning activity involving four GDLN sessions enabling realtime interaction between the course participants and seven microfinance specialists
from countries in the region, accompanied by the original interactive self-study
materials and on-line tutoring. The GDLN program was launched in the United
Nations Microcredit Year.
The TDLC identified a strong demand for this type of course across the region, as
there are not enough accredited microfinance trainers. The UNCDF was very
interested, as the GDLN involvement expanded their work in the region. The ADBi
has been closely involved in developing the pilot program with the TDLC. The
TDLC drafted the approach for client agencies and held preparatory videoconferences
with the DLCs involved.
The blended learning program is based around regular videoconferences in which the
participants meet, encourage and compete with each other, converting the original
static course materials into dynamic interaction between students in Afghanistan, Sri
Lanka, Mongolia, Philippines, Vietnam and Timor Leste, practitioners in the field
and representatives from JBIC and JICA, ADBI and other organizations in Japan,
overcoming language barriers in the process. The first course has involved six sites,
nine moderators and 20 students chosen for the formal course via a stringent selection
process, as well as more than 100 “regular participants” who attend the GDLN
sessions and are provided with the study materials. The regular participants do not sit
for the accreditation exam, but attend the program to gain the knowledge of
microfinance. The TDLC is confident of a 75% pass rate among the core group
taking the formal course.
The lessons to be learned from this experience are to involve the partners in the
program from the outset, ensure that they have meaningful roles, allow sufficient time
for thorough planning, and communicate regularly in the planning process to ensure
good teamwork and clear understanding of roles.
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2.
National Disasters Mitigation Project (NDMP) Vietnam
Since December 2004, the TDLC has been working on integrating GDLN/TDLC
activities into the capacity building component of the Japanese Government funded
National Disasters Mitigation Project, (NDMP), Vietnam, in collaboration with the
VDIC. This week, Mr. Laurent Msellati, TTL of NDMP announced that a PHRD
cofinancing grant (US$4.5 million) has been approved for NDMP.
This is one of the milestones that TDLC has achieved in the business line of
"Operations of Development Agencies." This TA program includes a GDLN
subcomponent (component B-2-c). The program document describes GDLN/TDLC
activities as follows:
Across the training program, focus would be on applying distance learning
methods, including innovative use of the Global Distance Learning Network
(GDLN) as well as the emerging network of local learning resource centers in
Vietnam including Hue University, HCMC DLC, and LRCs in Can Tho, Da
Nang and Thai Nguyen. In particular support will be thought from Tokyo
Development Learning Center to mobilize partner-institutions such as the
United Nations Centre for Regional Development (UNCRD), the Asian
Disaster Reduction Center (ADRC), the International Federation of Red
Cross and Red Crescent Societies (IFRC), the Japan International
Cooperation Agency (JICA) and the World Bank Institute.
This initiative is a clear example of how the TDLC and GDLN can contribute to the
Bank’s operational activities through its regional network. The incentive for a
regional approach is that natural disaster mitigation is an issue shared by countries
across the region, presenting opportunities to share practices. The approach taken in
Vietnam is community-based, involving around 100 small groups to be strengthened
through technical assistance. The GDLN is an obvious way of allowing them to
access expertise and share experience with other countries in the region.
Timor Leste – UNDP Justice Program
Timor Leste has developed a two-step strategy with GTZ which it has repeated
successfully with UNDP and Ministry of Justice. They intend to use it more and more
because it really works. Through his extensive contacts in government circles and
the donor community, Joao knew that UNDP was planning to establish a large project
in Law and Justice, so he knew he had to target UNDP for a proposal on training in
the Law and Justice sector.
The most effective way to sell the GDLN is to invite potential clients to come and
observe a session in action. So Joao invited UNDP officials to participate in a session
as observers. He deliberately chose a session on a subject unrelated to their area of
interest, because the purpose of inviting them is to show them the technology in
operation and its potential. If the subject matter is of relevance to the observers, they
will focus on the content, not the technology. Although the GDLN is much more than
the technology, one must sell the technology first. Clients have to know it really
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works and can almost replace face-to-face training. If they buy it, then you can start
to discuss ways they can use it. If they aren’t sure it will help them, the next step is to
prepare a short activity of 1-3 “pilot” sessions relevant to their activities on the
ground, and invite representatives of the recipient government and public
administration as well as one or two central office and local staff from the potential
donor or client to attend or participate, but making it very clear that it’s being
organized for the recipient government or agency. The involvement of local officials
is very important, because if they’re convinced about the DLC and are then presented
with future activities they see as being very important, they will go to the funding
agencies to ask their help. Funding agencies are more receptive to requests from
partner governments.
Timor Leste took this approach with UNDP and the result was that UNDP is now
funding a six-month training program on drafting legislation. This has led to interest
from the UN office in Timor Leste, which is now planning a DLC program in Law
and Justice which will run from May 23rd to the end of October, with the possibility of
further follow-up.
If the client isn’t interested in attending DLC-initiated pilot activities, another option
is to offer them one or two sessions, with the option of DLC assistance in preparing
the content, or no assistance other than with the technology.
This strategy doesn’t always result in international activities. For example, Joao took
the same approach with a German firm, which is using the Center for local meetings
rather than international activities, at least at this stage. However, it may turn into
more than that in future.
To increase the chances of securing funding for Communities of Practice beyond the
initial LBD stage, the potential funding agency and recipient government/s should be
linked to the activity from the initial design stage. The choice of activity should be
relevant and appeal to them. Ideally, there should be some publicity involved at the
LBD stage, so that the funding agency’s name is linked to the Community of Practice.
Then, requests for follow-up activities can come via the recipient governments, which
will give them more weight with the funding agencies.
It’s a big challenge to have a common regional marketing strategy, because the
funding agencies’ local representatives are doing different things in different places,
and often don’t communicate with each other. Sometimes we have to help them to
coordinate, which requires the participation of the local DLCs. The DLCs are very
busy and may not have the resources or time to respond quickly, so marketing will
need to be planned well in advance.
Vietnam – Core Funding
An example of marketing success from Vietnam is the success achieved at the outset
in obtaining core funding from a number of donors to establish the VDIC, which
confirms their acceptance of it as a kind of public good. The funding support hasn’t
necessarily translated into a large number of activities, but has provided core funding
to ensure its viability. From the outset, the special circumstances of Vietnam united
the donors towards the whole notion of partnership, as well as transparency and
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sharing of information. The World Bank saw the establishment of the VDIC as a
concrete example of donor cooperation in this field (i.e. putting the partnership
principles of the “Comprehensive Development Framework” into action. For a
relatively small contribution, it gave the donors a high level of visibility. The funding
arrangements were formalized through agreements with each agency, each with its
own regulations and reporting requirements. Funds from these donors will also pay
for the establishment and running costs of the HCMC DLC. On the basis of this
funding, the VDIC runs at a small deficit, which is covered for the most part by PIC
and DLC sales. The core funding organizations are all entitled to a 50% discount on
the costs of DLC activities, but most have only taken advantage of this in a small way.
Another example of good marketing was a dialogue between cooperative associates
in Quebec and a cooperative association in Thai Nguyen province,Vietnam. There
was a CECI capacity building project for cooperatives in Thai Nguyen province.
Andrew participated in the regular executing agency meetings with the Development
Council and heads of all the projects. On a couple of occasions, he was asked to
speak about GDLN. Through those presentations, all the managers of Canadian
projects in Vietnam were exposed to the notions of the GDLN. CECI wanted to
experiment, so Andrew worked with them on the concept of connecting Vietnamese
cooperatives with their counterparts in Quebec on the occasion of their annual
meeting so all the most senior representatives would be present. It would enable them
to see how cooperatives are organized in Canada. Andrew worked with them on
developing an agenda as well as organizing sessions, speakers and participants, all of
which had to be done mainly by email in the absence of an activity management
system. About thirty participants came from Thai Nguyen province, some of whom
were farmers who had never been to Hanoi before. Although the activity was
successful, the CECI representative subsequently left and the project was completed,
so the activity hasn’t been repeated. The marketing was successful because of the
commitment of CIDA (the Counsellor in particular) to the GDLN, which meant that
Andrew was invited to present the GDLN to Development Council meetings.
Andrew had similar support from the previous GTZ Counsellor, who invited him to
give presentations to GTZ project managers, but despite doing these presentations and
sending follow-up emails, they haven’t translated into concrete events. Lack of time
for direct marketing has been a major limitation which has restricted the VIDC’s
capacity to convert these presentations into GDLN activities and partnerships, so
consideration may need to be given to outsourcing local marketing.
Another example of successful marketing was with the Vietnam Institute of
Economics (VIE), which is the executing agent for IDRC research Grants. The VIE
participated in GDLN training courses initiated by the World Bank Institute and
through that experience, saw opportunities for their own Institute, as they conduct
international peer reviews of funding proposals for research projects by Vietnamese
institutions. Now, every six months they bring representatives from those institutions
to the VDIC to be reviewed by an international committee based in a number of
countries via the GDLN, with funding provided by the VIE. This example stresses
the importance of conducting GDLN activities of high quality, both in terms of
technology and methodology. Content should be relevant to the local participants’
interests. However, in Vietnam (actually, in general0, preparation for a high quality
event is often very time-consuming, sometimes requiring up to 40-60 hours for a one
session activity.
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In developing a regional approach, the tools and documents should be kept simple.
Processes and relations, roles and responsibilities need to be clearly defined, with a
designated team leader for each regional activity. The activity management system
should be easy to use, and brochures should contain a simple regional message.
Another example of successful marketing was the regional HIV-AIDS dialogue in
2002, which resulted in significant buy-in from UNAIDS. Approx.$30K in WB
funds leveraged around another $20K from UNAIDS, along with commitment from
UNAIDS reps in most EAP offices to participate, organize, and facilitate sessions. In
the end, 700 HIV / AIDS professionals, advocates, PLWHAs andpolicy makers were
networked into a “community of practice” - - one of the first established by the
GDLN. UNAIDS subsequently used the GDLN for occasional meetings, but has not
yet taken up the DL banner & sponsored regional dialogues. I suggest that
discussions should be held with the UNAIDS regional office in Bangkok to start up
such dialogues again.
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Attachment Five – Draft Action Plan
Recommendation/Action
Schedule
1. Decide on recommendations
2. Investigate the feasibility of regional partnerships between content provider DLCs and funding
agencies for development and delivery of content.
3. Review existing marketing materials and let a tender for the design and production of generic
EAPA materials for use by DLCs in local and regional promotions based on the best examples.
4. Identify the issues associated with developing a logo for the EAPA region and determine whether
to proceed with its development.
5. Review the TDLC’s business process guidelines for partnership development, associated
documentation, etc and determine the best examples for placement on a secure intranet for use by
EAPA DLCs
6. Investigate the appropriate use of telemarketing in promoting DLC activities
7. Develop a distinct EAPA website for use by regional DLCs as recommended and approved.
8. Give DLCs the opportunity to develop or upgrade their websites based on the technology used in
the TDLC website
9. Develop intranet housing the GDLN toolkit, generic marketing materials and templates, agreed
guidelines and procedures etc as recommended and approved.
10. Develop website based guidelines to DLCs on how to present information and issues such as
privacy and copyright.
11. Analyze the LAC newsletter to determine whether it generates significant GDLN business.
12. Let tender for production and management and distribution of a quarterly EAPA regional
newsletter
13. Evaluate the trial to determine whether publication should be continued, and if so, in what
languages.
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Responsible
Attachment Six– Terms of Reference
TERMS OF REFERENCE
GLOBAL DEVELOPMENT LEARNING NETWORK
EAST ASIA AND PACIFIC ASSOCIATION
Business Development and Quality Committee
Marketing Strategy
Background
The East Asia and Pacific GDLN Association (EAPA) has agreed on Terms of
Reference (TOR) for the Business Development and Program Quality Committee
(BDQC). The TOR includes the following key objectives:
1. The BQDC will focus on four objectives during the first year of operation:
Develop an EAP region wide GDLN marketing strategy that is consistent with
the worldwide GDLN strategy and which includes an East Asian relevant
corporate image.
2. Develop marketing materials and tools (including web and print) within the
region to ensure the corporate image of the EAP GDLN is well presented to
existing and potential clients.
3. identify initiatives that could be undertaken on a regional basis and prepare
design documents that, along with the marketing materials can be presented to
potential funding agencies.
4. Facilitate information exchanges on GDLN issues with the region including
publicizing initiatives that are undertaken by in individual DLCs.
At the EAPA meeting that was held in Canberra in December 2004 it as determined
that:
“The Committee would recruit a consultant to develop a marketing strategy
that includes identification of donor priorities in each country in close
consultation with DLC managers. The consultancy would be jointly funded
by the Bank’s EAP Region and the TDLC and would report to the BDQ.
The draft strategy should be presented to the next EAPA meeting.
The BQC should take stock of the management tools and mechanisms
currently in place; and include consideration of designing a flexible template
that would identify and describe prospective DLC work plans over a 123
month period. A recommendation to provide a more effective coordination
using the regional template would be made to EAPA for further
consideration and support.”
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Scope of Service
Following detailed discussion (VC based) with DLC managers, in close consultation
with the BDQC and, based as appropriate, on guidance from the World Bank East
Asia and Pacific (EAP) Regional Coordinator the consultant will prepare
recommendations the issues that have been identified in the Specific Terms of
Reference. Following advice from the BDQC on draft report a final report should be
submitted. The consultant should present the report to the next EAPA meeting and
assist EAPA management in developing an action plan based on the feedback
received at the meeting.
Specifically the consultant will make recommendations concerning:
•
•
•
•
•
•
•
An effective EAPA website. Options to be considered include options for
revitalizing the existing website or for developing a new one (perhaps as part
of the TDLC website).
A system with accompanying guidelines for sharing information amongst
EAPA members.
Marketing materials that include traditional print, based as well as electronic
tools.
Liaising with, and responding to, community groups.
Preparing and managing a Regional newsletter (along the lines of the one
circulated in the LAC region).
Developing, and publicizing, region wide content and liaison with donors.
Dealing best with proposals for collaboration that arrive unsolicited
It should be noted that much of this material already exists in the region and at GDLN
services in Washington. A significant component of the consultancy will therefore be
involved with identifying, collating and consolidating existing material.
Structure
The consultancy will be undertaken in four clear Phases with deliverables being
required at the end of each phase.
Phase 1 (two weeks):
• Consult with the Task Manager and the EAP GDLN coordinator to review
TOR, required outputs, and the highly consultative philosophy that should
underpins the study
• Consult with keys stakeholders including GDLN services in Washington,
BDQC members, DLC managers and the TDLC Business Planning consultant.
• Review donor priorities in countries (following input from DLC managers).
At the end of Phase 1 a report which reports on the views of stakeholders, lists and
assesses the relevance of existing material and determines gaps, if any that need to be
addressed in Phase 2.
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Phase 2 (two weeks)
• Based on discussions during Phase 1 and in consultation with stakeholders to
the study prepare a draft report including recommendations for follow up
action.
Circulate a draft report to the BDQC at the conclusion of Phase 2.
Phase 3 (1 week. After the BDQC had had time to review the draft report)
• Based on feedback and on-going consultation with the BDQC and as
appropriate other stakeholders
Circulate a Final Report to the BDQC at the conclusion of Phase 3
Phase 4 (one week)
• The consultant should present the report to the EAPA meeting and actively
participate in EAPA discussions.
• At the conclusion of the EAPA discussions the consultant should assist the
BDQC to develop an action plan to implement EAPA decisions on the report’s
recommendations.
Prepare a final report for the Study and submit to the Task Manager at the conclusion
of Phase 4.
Management and Coordination
The Task Manager for this activity is the Chair of the BQDC, Colin Lonergan who
will consult closely with the EAP GDLN Regional Coordinator in managing the
activity.
The report should reflect the views and the policy foci of DLC managers and
members of the BQDC should be consulted regularly throughout the consultancy.
Timing
The program of activities associated with this contract should commence in March
2005 and be completed at the end of the next EAPA meeting (tentatively scheduled
for June 2005). A maximum of 27 consultancy days is allowed for this consultancy.
Location
Phases 1 and 2 of the consultancy should be undertaken from the TDLC in Tokyo.
Phase 4 should be completed at the location of the EAPA meeting.
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