PDP undertook an evaluation of the Australia/IMF scholarship program which had the primary objective of increasing the institutional capacity of key economic institutions in developing countries to achieve sound economic management and lead to good governance of any country. The consultant assessed and reported on the institutional capacity building needs, especially human resource development needs, of the relevant economic institutions in the target countries and the role of the program in meeting those needs. Consideration was given to other programs of technical and advisory assistance to the relevant institutions, especially by the IMF and/or by core Australian public sector agencies, and the place of the scholarships program in the overall assistance provided. PDP also evaluated the degree to which scholars acquired the skills, expertise and knowledge relevant to the needs of the institutions and functions to which they are to return, together with the degree to which their new skills are utilised following their return.

PDP provided program evaluation services to the World Bank in assessing of the efficiency, effectiveness, relevance and compliance with the mandate of its Foreign Investment Advisory Service (FIAS) Asia Pacific Regional Office (APRO). The assignment entailed developing and utilising a tailored framework to review, assess and evaluate the structure, operations and activities of FIAS APRO in the provision of services and products to developing countries in Asia and the Pacific.

The team reviewed key FIAS advisory products including:

• diagnostic studies of the investment environments in client countries
• legal framework analyses
• administrative barriers studies
• investment incentive assessments
• evaluations of investment promotion institutions and programs.

The evaluation required extensive consultation with FIAS clients in Indonesia, Philippines, Fiji, Samoa and Vanuatu, mapping out of investment policy reform and strengthening initiatives in both these countries and others such as Viet Nam, Thailand, Bhutan, Bangladesh, PNG, the Solomon Islands, Kiribati, FSM, Palau and Tonga.

PDP provided the services of a Trade Economist and Evaluation Expert as part of the team undertaking a mid-term review of the ASEAN-Australia Development Cooperation Program (AADCP). The objectives of the review were to:

• assess the effectiveness of the AADCP in achieving the stated objectives for the program which had been agreed upon by ASEAN and Australian governments
• define the main issues affecting the program and proposing solutions as to how these can be resolved
• gather useful lessons and practices applicable to AusAID and ASEAN programs that may improve performance, and assist AusAID and ASEAN partners to meet their responsibilities for public accountability and reporting to governments.

Specifically, PDP’s Trade Economist and Evaluation Expert was responsible for:

• preparing economic and financial analyses of each project, reviewing assumptions and methodologies used and assessing the economic rationale in light of any changing conditions
• reviewing economic aspects of items of AADCP according to the work plan
• identifying problems and making practical recommendations which could be implemented during the continuation of the project
• assessing the contribution of AADCP to objectives relating to regional cooperation, economic cooperation and harmonisation within sectors of members’ economies, and facilitation of economic cooperation between ASEAN and Australia and within ASEAN
• assessing the contribution of AADCP to the private sector
• reviewing the current program monitoring and evaluation framework for assessing program impact and performance, and related practices and procedures.

A PDP team completed a study of intra-ASEAN shipping services covering a review of the current state of intra-ASEAN shipping services, including mapping out of the intra-ASEAN shipping network, comparing the performance of intra-ASEAN shipping services versus other regional groupings, reviewing relevant national policies and practices affecting intra-ASEAN shipping, and determining restrictive maritime trade-related policies and private anti-competitive practices. An assessment was also made of intra-ASEAN shipping costs. A regional action plan was formulated to promote efficient and competitive intra-ASEAN shipping and a regional cooperation framework in shipping services designed, taking into consideration other working models (e.g. the common shipping policy in the EU) as well as agreements developed in AFAS, WTO and APEC and other groupings.

PDP, in association with JAS-ANZ, provided services to strengthen the legal, institutional physical and technical capabilities and capacities of the ASEAN member countries, particularly the new members, to identify, design, adopt and manage a harmonised standards and conformity assessment system. The objective was to strengthen ASEAN economies by facilitating the free flow of intra-ASEAN trade through the elimination of Technical Barriers to Trade (TBTs) by adopting a harmonised system of standards and conformity assessment.

Specific tasks included the formulation of a regional best practice benchmark and national development models for standards and conformity assessment for Cambodia, Laos, Myanmar and Viet Nam. PDP developed a harmonised system of standards in the region by the adoption of international standards, rather than developing unique standards, with a focus placed on strengthening the ability of standards bodies in the region to participate effectively in international standards development. Our team enhanced the technical infrastructure in testing, certification and accreditation, and undertook capacity building activities such as training on conformity assessment and testing. They also ensured that standards were referenced in the regulatory regime of the region, that the regulations do not restrict international trade and that regulatory measures or standards were compatible with international standards.

PDP undertook an extension phase of the Project, with the objective of providing individually tailored follow up assistance to Cambodia, Laos, Myanmar and Vietnam (CLMV) countries to: support the implementation of CLMV national development models (NDMs); and enhance the capacity of regulators’ to use standards and conformity assessment procedures with their Good Regulatory Practice (GRP) regime in select priority sectors.

PDP provided the services of a Policy Economist to prepare a chapter on Cambodia’s economy and social development for the Asian Development Outlook Publication. A key focus of the country study was reform of public expenditure management including social sector financing, service delivery and expenditure allocation.

PDP assisted in the Integrated Fiduciary Assessment and External Advisory Panel (EAP) review of the Public Financial Management Reform Program in Cambodia. PDP undertook a Public Expenditure and Financial Accountability (PEFA) based fiduciary assessment of the PFM task environment and assessed the effectiveness of technical assistance being provided to the PFMRP in relation to: (i) the achievement of the Program’s performance targets; (ii) the technical advisers’ contributions to capacity building; and (iii) within the context of the institutional strengthening objectives. Based on the PEFA assessment and EAP review, PDP made recommendations necessary for enhancing program implementation.

PDP undertook the final evaluation of the Fiscal Decentralisation Support Project in terms of its design, implementation and overall achievements. The purpose was to evaluate the efficiency, effectiveness and relevance of the program, the sustainability of program results, and the level of satisfaction of program stakeholders and beneficiaries with the results. Key recommendations were provided to UNDP on the need for follow-up on the current interventions, and future support to fiscal decentralisation.

PDP provided project preparation support for the proposed Land Management and Administration Project. The goal of the project was to promote poverty reduction and sustainable economic and social development, with the primary objectives of providing secure land tenure for all eligible land owners, reducing land disputes and laying a foundation for efficient, sustainable and equitable use of state land.

PDP undertook a financial analysis documenting the fiscal impact of the project, the long term financial sustainability of project initiatives and an assessment of the financial benefits and incentives for participation by beneficiaries.

PDP prepared the SEDP II based on previous work completed. The team reviewed the current draft of the SEDP II and incorporated comments received, strengthening individual sector strategies as appropriate and incorporating cross-cutting concerns. The document was re-edited to make it more clearly establish the strategic thrust of the government, and to allow regular review and update of sector strategies, if and when necessary. The final draft was prepared for presentation to the Council of Ministers.

As part of its focus on establishment control, PDP assisted the Ministry of Economy and Finance (MEF) to prepare a pilot establishment register. The register consists of a list of approved posts for which budget provision has been made and serves to control appointment, transfer and departure of employees between posts and into/out of the civil service.

Key tasks of the consultant included: 

• conducting a review of the current system of establishment control and appropriate best practices to control the establishment in the Cambodian context
• rationalising personnel management by improving the human resource database by developing the establishment register 
• assessing the capacity needs of the MEF Personnel Department (PD) in relation to establishment control and articulating a program of training
• providing advice and assistance on matters relating to workforce management/establishment control.

PDP provided a team of specialists to form an External Advisory Panel (EAP) to review progress in implementation of the Royal Government of Cambodia’s Public Financial Management Reform Program (PFMRP). The EAP served as an advisory body to the Ministry of Economy and Finance (MEF) and Development Partners (DPs), providing independent and comprehensive technical assessments of PFMRP progress. Specifically, the EAP provided assessment on:

• the effectiveness of technical assistance provided to the PFMRP in relation to both the achievement of the Program’s performance targets and technical advisers’ contributions to capacity building
• the effectiveness of the PFMRP within the context of the institutional strengthening objectives
• the quality of MEF’s internal annual planning and programming, monitoring and reporting systems for the PFMRP
• developments in relation to risks identified by the initial PFMRP risk management matrix and any associated needs for updating of the matrix
• the performance of donors in fulfilling their roles and tasks within the context of the agreed Partnership Principles and in particular the effectiveness of the donor coordination mechanism and MDTF management and participation.

PDP provided technical assistance to strengthen the Ministry of Finance (MOF) and Ministry of Planning (MOP) for the purpose of initiating a new market oriented planning framework and public expenditure programming process.

The project focused on reform of economic planning and management processes, and assisted in institutionalising reforms in strategic planning including the use of a medium term strategy, macro and sector policy, public expenditure programming, capacity building in formulating consistency framework and public expenditure programs. A comprehensive PIP process was developed including performance indicators under a national PIP M&E system, with effective PEM/PIP processes linking the Ministries of Planning and Finance. Assistance also aimed to sustain and improve the government’s capacity to allocate expenditure and address absorptive capacity constraints through the operations of the PIP Unit.

PDP assisted the Government of Cambodia to maintain and expand its strategic planning capacity, strengthen the linkages between the public investment program (PIP) and the budget cycle and to develop the human resources required to implement proposed activities. Assistance incorporated the design of PEM management systems, including public expenditure review and monitoring and evaluation, and PIP integration and use in national budget preparation. A review of PIP/budget planning processes was conducted and recommendations made on new mechanisms linked to macroeconomic policy and the expenditure framework and the integration of capital and recurrent budget allocations with the PIP processes developed under Phase I of this TA. Extensive skills transfer was carried out through formal and non-formal training in public expenditure management.

PDP was engaged to undertake an institutional assessment and diagnostic review in order to develop a roadmap to implement the Public Financial Management Reform Program in the three line ministries Ministry of Agriculture, Forestry and Fisheries (MAFF), Ministry of Rural Development (MRD), and Ministry of Water Resources and Meteorology (MOWRAM) dealing with rural development. This included a comparative study of the progress of internal audit functions within the Ministry of Economy and Finance (MEF), the three line ministries, and selected provincial departments and districts, detailing activities to strengthen public financial management (PFM) and organizational development of internal audit functions. A detailed capacity building and training plan was prepared to implement PFM measures.

PDP’s team also assisted in formulating a roadmap for institutional strengthening of the National Audit Authority (NAA) and improving the capacity in undertaking performance audit of social sector spending and rural development projects. This included initiation of preparatory work to determine the terms of reference and costs for building a network of internal audit institutions and NAA for an improved interface between external audit and heads of internal audit departments.

PDP undertook a review of opportunities for the countries of the Greater Mekong Subregion (Cambodia, China, Laos, Myanmar, Thailand and Viet Nam) to cooperate in foreign direct investment. The review covered:

• general investment facilitation, including exchange of personnel, sharing of data and dissemination of investment information to the international investment community
• investment promotion, including developing sub-regional strategy and common investment promotion materials and organising joint promotion missions
• defining the regulatory framework for investment, including harmonisation of application procedures and the identification of legal, bureaucratic and regulatory barriers to complementary and trans-border investment.

A paper was prepared for the Investment Working Group on mutually beneficial and cost effective cooperation opportunities, together with a list of priorities to shape further activities of the Group.

PDP provided the services of a Trade Facilitation Expert to assist the Greater Mekong Subregion (GMS) countries in formulating an action plan on trade and investment facilitation that would strengthen the competitiveness of the Mekong Subregion, complement trade liberalisation initiatives and promote the GMS as an integrated production base. The long term goal of the technical assistance was to strengthen economic and trade cooperation and promote integration within the GMS and with countries outside the region through facilitating the free movement of goods and people.

In preparing the action plan, the consultant provided technically sound advice through undertaking analytical research and literature reviews (on customs rules/regulations, inspection and quarantine measures, mobility of business, trade logistics, investment promotion and capacity building), country consultations and convening of the special trade facilitation group meeting.

PDP provided assistance to the Operations Evaluation Department of the ADB in carrying out a Special Evaluation Study on the effectiveness of the ADB’s Resident Missions (RMs). The study assessed the effectiveness of RM operations in delivering services to both Developing Member Countries and internal ADB clients with respect to relevance, effectiveness and efficiency criteria. Lessons were drawn for enhancing ADB’s operations and development effectiveness through RMs and recommendations provided on practical steps to be taken by ADB and DMCs towards improving effectiveness of RMs.

PDP was engaged to prepare a policy research paper on trade in accountancy services, to support the development of the Government of Indonesia’s trade in services strategy as part of its overall trade strategy. The sectoral paper was to be used as a model for analysing trade in other services and results were disseminated to relevant stakeholders through a seminar/workshop. The PDP team also provided policy advice to the ministries in areas such as the WTO negotiations on trade in services, and the Indonesia-Japan Economic Partnership Agreement.

PDP undertook a systematic analysis of the financial issues related to the civil service establishment in regions (provinces/kabupatens) and the implications inherited by decentralisation, and constraining or creating opportunities for modernising their management systems. The analysis focused on emphasising the opportunities and constraints and discussing these within the framework of options in the short, medium and longer term. Particular attention was given to existing financial data on personnel in regions, relating these to budgets, and to establishing the levels of financial constraint that staff expenditures represent in the budget realisation.

PDP was engaged to develop government capacity to guide public expenditure management reforms and to focus assistance on the design of fiscal decentralisation measures. The overall aim was to advise the Ministry of Finance on the structure of the budget and the design and financing of intergovernmental transfers within the framework of UU22/1999 and UU25/1999.

PDP undertook a diagnostic study of NTT Province and kabupaten PEM system, and prepared reports on PEM performance and the implications for decentralisation, including the role of the DAU and DAK in the finance follows functions model. The report analysed the implications of proposed implementation procedures and regulations for the recently passed laws on decentralisation for the management of public expenditures, especially on how they might impinge on public expenditure outcomes under decentralisation arrangements.

PDP provided assistance to build the technical capacity of the Partnership for Governance Reform (PGR) to support best practice public sector reform covering advocacy at central and regional/provincial government level and the design and implementation of assistance at the regional/provincial level. The PGR focus was on three complementary areas aimed at assisting national and sub-national governments in designing and implementing reforms in public financial management aligned with the civil and administrative reforms required to improve public sector performance:

• continued implementation of pilot reforms in the Yogyakarta regional governments supported by the PGR
• closer interaction with MENPAN in central government agency structural reforms that reflect acceptance of the comparative benefits provided by the PGR and the key role played by the Intergovernmental Working Group
• commitment to the results and recommendations of the review of PGR’s services in civil service reform.

PDP supported the expansion and quality of advocacy, design and assistance programs through the preparation of technical reference and applied research material. Toolkits and supporting technical material were provided to the Partnership team to engage regional/provincial level governments in advocacy programs that are geared to getting these governments signed up to the public sector management reform program.

PDP provided both strategic HR advice to the MST and senior TAMF consultants on HR reform and assisted with HR activity implementation. An important part of the assistance was the provision of on-going advice and feedback to the MST regarding progress of existing HRM related activities and opportunities for future support. The scope of work fell broadly under the following four areas: 

• realising synergies in the provision of HR support across the TAMF sub-facilities, including the transfer of best practice and learning from one agency to another, as well as ensuring good coordination and cooperation was achieved with other relevant projects 
• providing a supervisory/quality assurance role for all HRM initiatives, including the provision of HR advice to and mentoring of agency staff and TAMF consultants, and supervising HR initiatives across the sub-facilities 
• design of new HR initiatives and assisting in activity implementation 
• assisting with the preparation of transition plans as TAMF moves into a transition phase, including analysing the need for and providing support in strengthening HR capacity in partner agency staff.

PDP continued to assist the World Bank Indonesia Office to extend and deepen regional civil service and public finance reform. The PDP team undertook a participatory diagnostic of the present organisation and civil service management in Cluster One region (Lombok), working in conjunction three selected administrations: provincial, district and city administrations. A review of the performance of civil service management, decentralisation and related reforms in Indonesia was undertaken in order to prepare a diagnostics report including an assessment of the functions, organisation, staffing and financial situation. The team supported the preparation of a roadmap for reforming the organisation and the civil service in the selected regional cluster.

PDP continued to assist the World Bank Indonesia Office to extend and deepen regional civil service and public finance reform. The PDP team undertook a participatory diagnostic of the current organisation and civil service management in Cluster Two region (West Sumatra), working in conjunction with the selected administrations: provincial, district and city administrations. A review of the performance of civil service management, decentralisation and related reforms in Indonesia was undertaken in order to prepare a diagnostics report including an assessment of the functions, organisation, staffing and financial situation. The team supported the preparation of a roadmap for reforming the organisation and the civil service in the selected regional cluster.

PDP provided assistance to the Partnership for Governance Reform (PGR) to strengthen the Province of the Special Region of Yogyakarta and selected kabupaten in reform strategy development, and diagnostic of civil and administration reform and public expenditure management to effect the transformation to a more results focussed public sector. The purpose was to provide a comprehensive whole-of-government reform model for regional governments with a pilot in the Special Province of Yogyakarta.

The current functions and linkages of the Government of the Province of Special Region of Yogyakarta were diagnosed to identify gaps and to propose steps to enable them to become an effective and efficient civil service organisation. Additional assistance was provided to two kabupaten in developing reform strategies and their implementation models in defining intergovernmental arrangements and financing arrangements. The assistance model was to be replicated elsewhere within Indonesia in assisting sub-national governments in designing and implementing reforms.

PDP assisted the Partnership for Governance Reform (PGR) with the regional government whole-of-government reform process, focusing on solving issues identified in Phase I, previously undertaken by PDP. The purpose was to convey the agendas of the pilot areas to the central level and initiate a dialogue on the roles and responsibilities of the different institutional levels. Specifically, the consultancy identified and outlined how particular institutions link together, and how particular institutional and legal barriers for reform are addressed and outlined action plans in key areas of reform.

Detailed transformation programs were prepared, focusing on:

• transforming governance, corruption prevention and anti-corruption institutions at provincial and district government level
• rationalisation and streamlining of central and local government organisations
• restructuring job formation
• improving the procurement system, remuneration system and performance appraisal system
• assessing priorities for reform of budgeting processes and mechanisms to strengthen financial management.

A key component was to assist regional governments with corruption prevention by internalising anti-corruption measures within budget driven public sector reforms. Support for new entities within regional administrations in the form of design of the entities and the preparation of processes and systems designed to address anti-corruption was provided.

PDP specialists worked on the first major civil service review in Indonesia with the aim of identifying the requirements for transformation of governance in the country, including a major focus on incentives to reduce corruption. The objectives were to identify the institutional framework, processes and systems in place and make concrete proposals for improving the performance and accountability of public officials through institutional reform.

PDP prepared a quantitative rewards assessment model (RAM) in order to analyse the structure of civil service benefits and assessed formal non-monetised benefits and informal payments received as part of the Patronage and Group Management System of corrupt behaviour. Recommendations for anti-corruption models and related institutional processes were made and models showing alternatives with varying degrees of monetisation and their implications for the budget were costed and presented. The budget structure was analysed with assessment of formal and informal salary top-ups from the development budget.

This consultancy was part of the TAMF Trade Policy Project, which assisted the Government of Indonesia with policy advice on international trade in services and in formulating better international trade in services negotiating positions and strategies. PDP provided the services of a small international trade in services team conduct a wide range of consultations with key stakeholders, with the objective of determining negotiating positions and strategies for Indonesia on international trade in labour services. These consultations were used as the basis for preparing a policy research and analysis report on Indonesia’s international trade in labour services. A key theme of the policy research and analysis report was on how Indonesia can expand its exports of labour services. The paper included an international trade strategy for Indonesia’s trade in services, as well as details of what Indonesia could be requesting from trading partners and what Indonesia could be offering to trading partners. PDP’s team disseminated the results from the policy research and analysis report by way of a workshop with key stakeholders. The team also focused on building the capacity of some Ministry of Trade staff to undertake policy research and analysis on international trade in services.

PDP provided technical assistance to strengthen Indonesia’s anti-money laundering (AML) regime and combat money laundering effectively in order to strengthen the financial system and its governance. In particular, the PDP team:

• supported proper implementation of AML laws and regulations
• strengthened non-bank supervision and audit procedures
• built capacity to prosecute and adjudicate money-laundering cases
• increased understanding of AML compliance among non-bank financial institutions (NBFIs)
• supported sustainable in-country AML computer-based training (CBT).

PDP assisted in the implementation of a Governance Reform Support Project, focusing on central and regional decentralisation. The project developed the capacity to progress major program initiatives from the early conceptual stages through program design and pilot implementation through to full program implementation.

PDP prepared a strategic paper - the Naskah Akademis - which entrenched the new budget concepts and anticipated the effects of the new arrangements in the public sector. Enabling regulations were drafted from the consensus/decisions reached via the Naskah Akademis, integrating the views of the various stakeholders. After approval of the implementing regulations, these were translated into detailed processes spelled out in a ministerial decree, providing a workable budget preparation model for provincial and local governments for use in the preparation of the 2005 Budget.

PDP helped the drafting of regulations mandated by Law 1/2004 on budget implementation and advised the Ministry of Finance on the content of the implementing regulations. The preparation of an effective regulation on this subject was critical to implementing the new budget rules supported by the three Basic Financial Management Laws (State Finance, State Treasury, and State Audit), which provide the legal foundations of a vast, ongoing reform of public finance management in Indonesia.

The assignment supported the preparation of the regulation by a specialist drafting team. The document identified linkages to other legal products (such as the regulations on the preparation of the budget – PP20/21 2004, Government Service Agencies, cash management and budget reporting) that either need to be taken into account, be overridden by the new regulations, or helped to enable the implementation of others. This mapping out exercise was critical to ensure that the most important linkages were accounted for.

Key outputs of this activity were a comprehensive, annotated list of the elements to be included into both regulations and the identification of key issues that needed to be resolved. The document enabled the head of the drafting team to manage the drafting process and establish effective legal products.

PDP provided consulting services as part of the AusAID Design Team for the Indonesia Infrastructure Facility (IIF). The team was responsible for: 

• undertaking a review of all relevant background documentation 
• meeting with donors and stakeholders to discuss strategic directions appropriate for the IIF and extracting lessons learned to be reflected in the design and focus of the new facility 
• preparing an Aide Mémoire that summarised the activities of the mission and that provided options and recommendations on the likely direction of the proposed facility and the design next steps 
• participating in a peer review of the Aide Mémoire and options paper and confirming with AusAID which options were to be included in the Project Design Document (PDD) 
• preparing a Facility Design Document for Phase I of IIF, incorporating peer comments into the document.

PDP provided assistance to the GoI in progressing the workplan for establishment of the Indonesian Infrastructure Financing Facility (IIFF). The IIFF concept was a multi-donor initiative to promote and expand infrastructure development. IIFF was designed to address the continued obstacles to mobilising long-term resources for infrastructure investment in Indonesia through the provision of loans and other financial products for infrastructure investments.

Specifically, PDP provided assistance in:

• supporting the Working Group with implementation of the workplan on the establishment of IIFF and with monitoring of progress against the workplan 
• maintaining liaison among investors and donors on related issues, as well as with the MoF committee coordinating the GoI contributions to the establishment of IIFF 
• supporting the management and legal consultants working on the establishment of IIFF 
• continuing to socialise IIFF and investigating a potential project pipeline for IIFF.

PDP provided assistance to the Government of Indonesia in preparing and implementing a workplan for establishing an Indonesian Infrastructure Fund (IIF), as an initiative to promote and expand infrastructure development. IIF was being designed to address the continued obstacles to mobilizing long-term resources for infrastructure investment in Indonesia through providing financial products for infrastructure investments. PDP’s consultant was responsible for: 

• assisting GoI and the Bank with project management activities 
• liaising and maintaining coordination among GoI, the Bank and the Bank’s consultants on all aspects related to implementation of the workplan and establishment of IIF 
• supporting consultants engaged to provide technical assistance on legal, management and governance issues associated with the structure of IIF 
• monitoring the progress of the IIF establishment.

PDP prepared a policy paper covering financial and structural aspects of land administration in terms of fee for, and hence subsidy of, the systematic registration program. This involved:

• analysis of the National Land Agency (BPN) policy and practice concerning fees
• review of recent fiscal laws and analysis of their impact on the systematic registration program
• determining the parameters for systematic registration fees, including affordability in the community and applying these parameters to arrive at a range of fee options
• developing models to evaluate the impact of the fee options on BPN revenue, level of GOI subsidy for ILAP and the effectiveness of the systematic registration program.

The policy paper was central to pricing and cost recovery of services for land administration and the related issues of institutional roles and performance.

PDP assisted the Government of Mongolia to implement a performance-based budgetary and public administration system strategy. The project pilot-tested output-based budgeting, medium term planning, accrual accounting, financial reporting practices and performance-oriented administrative reforms of five pilot central government agencies in two pilot provinces. The PDP team supported the Ministry of Finance and Economic Planning, the pilot agencies and pilot provinces in:

• preparing accrual accounting for selected entities in the two pilot aimags
• preparing a study on the relationships of governance reforms and decentralisation
• preparing functional reviews of the decentralised structure of the six pilot agencies (with bottom up feedback from the two provinces)
• implementing the management change proposed in the functional reviews.

PDP also made recommendations for broadening the decentralisation reforms to other ministries.

PDP has been contracted to undertake ADB’s most recent project in Indonesia, Local Government Finance and Governance Reform. PDP’s eight-person team will provide support to the Government of Indonesia over a period of one and half years, in (i) building institutional capacity in development and implementation of a medium-term reform agenda in RG financing and governance; and (ii) facilitating the achievement of targets and commitments in Subprogram 2 of the LGFGR 2 policy matrix.

PDP provided the services of a Fiscal Reform Expert to oversee the implementation of a major embedding of intergovernmental reform. Responsibilities included:

• refining and strengthening the policy matrix: strengthening the specificity and quality of reform measures outlined in the draft policy matrix and providing support in finalising the program
• harmonising the regulatory framework: mapping out a sequence of ideal regulations that fit with the overall spirit of the program and drafting specific recommendations
• coordination at the central level: providing advisory support to the newly established Directorate General for Financial Management in the Ministry of Home Affairs (MOHA)
• pursuing the earlier outline of the Academic Paper on the proposed National Action Plan for Decentralisation and drafting an initial version of the Academic Paper.

PDP assisted the core component of the Local Government Finance and Governance Reform Sector Development Program (LGFGR-SDP), which focused on enhancing transparency, accountability, efficiency and effectiveness in the delivery of basic services at local level. Objectives of the program included:

• strengthening the of legal and regulatory framework guiding regional autonomy and fiscal relations
• improving the equity and efficiency of inter-governmental relations
• strengthening local public expenditure and financial management through planning, budgeting and debt management reforms, and through enhancing national and local government institutional capacity.

The PEM Expert was responsible for ongoing legal and regulatory reform initiatives, in terms of the adequacy as well as desirability of the proposed reform measures, and for proposing a full sequence of legal and regulatory reforms to be implemented through the program. PEM reform measures that could be supported through LGFGR-SDP in selected provinces and districts, and in relation to intergovernmental fiscal transfers, for proposing a reform agenda to strengthen the block transfer system and the earmarked transfer system were designed. Further, advisory support to the newly established Directorate General for Financial Management in the Ministry of Home Affairs (MOHA) was provided.

PDP was contracted to help strengthen the Regional Regulation (PERDA) review and assessment process through the development of an information management system covering the review process relating to the promulgation of local government taxes and charges. This called for an assessment of the current PERDA review processes, using a process mapping approach to track the “as-is” processes used by MOHA to assess consistency of regulations. Recommendations included the introduction of a re-engineered best practice process to become the basis for an automated information system to facilitate the PERDA review process. The transformation and streamlining of the review and processing of PERDA aimed to bring major benefits towards significantly improving the revenue situation at the regional level.

The program focused on the PERDAs pertaining to local taxes and charges. The information system developed was scalable to accommodate the review of PERDAs other than those on local taxes and charges, as well as to support the Monitoring and Evaluation (MONEV) system under the Directorate of Facilitation, Policy, and Reporting of Regional Autonomy. The team also assessed the level of regional compliance with the requirement to submit new regional regulations to the centre.

PDP provided a team of experts to review the adequacy of procedures relating to the identification, location, securing and holding of evidence at all stages of a case from investigation to brief preparation and production in court during a prosecution. The team explored the needs of the Special Crimes investigators of the Kejaksaan Agung – commonly known as the Attorney-General’s Office – the combined Attorney-General and Public Prosecutor in the Indonesian legal system together with those of investigators of the Indonesian Anti-Corruption Commission – Komisi Pemberantasaan Korupsi (KPK). Both sets of investigators were studied simultaneously in order to enhance consistency in law enforcement and seek opportunities for cooperation and mutual understanding across agencies.

Recommendations were provided for enhancing and developing the legal and or procedural framework for both the Kejaksaan and KPK, including:

• study tours to Australia and/or other regional investigations bodies
• technical assistance for immediate and longer term enhancement of evidence handling law and procedure
• assistance with the development of practices and procedures
• analysis of other needs such as infrastructure and equipment, if needed, to properly institute sound evidence handling procedures.

The project contributed to the ability of anti-corruption investigators to manage the collection, storage and transfer of evidence in a legally sound and professional way. It was particularly aimed at preparing anti-corruption investigators and prosecutors working in the more complex areas of financial crime involving document handling and electronic information.

A process mapping approach was used to track the “as-is” processes used by MOHA to assess consistency of regulations. The consultant team documented the current PERDA review process, including the respective responsibilities of the units and/or departments involved in the process and technologies used by the central government, particularly on taxes and levies, and identified areas that might be modified for automation.

The introduction of a re-engineered best practice PERDA review process was subsequently recommended, to be fully automated over time. The team drew up specifications for a proposed IT/IS system to support the re-engineered PERDA review process and presented an action program for transformation of the process. The information system developed was scalable to accommodate review of PERDAs other than those on local taxes and levies as well as supporting the Monitoring and Evaluation (MONEV) system under the Directorate of Facilitation, Policy and Reporting of Regional Autonomy. The system was to be administered by MOHA, however it was accessible to other ministries such as the MOF and regional governments. It also offered limited public access and a complaint mechanism to ensure transparency and good governance.

The consultant team adopted a learning-by-doing approach by working together with the counterpart team members and conducting formal and informal knowledge sharing sessions, specifically on the relevant information technology/system options. In addition, the consultants developed a Diagnostic Tool to assist in examining review and storage processes for regional regulations on matters other than taxes and charges.

PDP provided assistance to the Commission for Eradication of Corruption in Indonesia, Komisi Pemberantasan Korupsi (KPK), in anti-corruption legislation, building the anti-corruption institution, anti-corruption related training and business processes and operating procedures development.

A review of enabling legislation to which KPK operations are subject, together with legislation governing other law enforcement agencies, was undertaken to identify inconsistencies and conflicts that prevented KPK from effectively fulfilling its mandate. Assistance was provided in developing business processes, drafting KPK regulations, implementing procedures and guiding KPK’s cooperation with other law enforcement agencies and developing procedures for human resources management. An assessment of KPK staff member training needs was conducted and relevant training programs for the managers and executives of KPK’s four divisions designed and implemented.

PDP worked together in close cooperation with the Partnership for Governance Reform (PGR) in Indonesia and KPK counterparts, with responsibility for:

• Designing and developing Standard and Operating Procedures (SOP) to support the main operation of KPK to handle complaints and to carry out detection, investigations and prosecutions of acts of corruption effectively
• Recommending and, after ADB, KPK and Partnership approval, procuring and installing information and communication technology (ICT) to provide supporting facilities that enable KPK to become fully operational
• Assessing KPK staff member training needs and designing and implementing relevant training programs,
• Helping to develop cooperative arrangements with those government agencies involved in enforcing the eradication of corruption laws and those other institutions relevant to ensuring the unhindered exercise of KPK’s detection, investigation and prosecution powers, and
• Reviewing legislation to which KPK’s operations are subject, together with legislation governing other law enforcement agencies, to identify inconsistencies, weaknesses and conflicts that hinder the KPK’s capacity to fully utilise its detection, investigation and prosecution powers.

PDP undertook a study to assess the budget and composition expenditure performance (and related tracking) and management practices within selected health institutions in West Java. The study tracked development budget flows (from the district budget and de-concentrated central budget) and mapped and assessed managerial practices and staff behaviour influencing resource flows at each institutional level. It also included an assessment of the relevance, and proposed and actual utilisation/spending of particular deliveries (drugs), while addressing the recycling of inappropriately allocated resources into required expenditure needs and leakages, as well as the flows between public and private services when this was relevant.

Information was gathered to provide: an estimate of the actual availability of funds for recurrent expenditures; an estimate of the resource needs for selected institutions to deliver the level and quantity of services needed at a reasonable cost and quality; and an analysis of how and to what extent institution staff had mobilised additional resources. A review and analysis was also carried out of key rules and regulations regarding the health budget, and demonstration provided of the links between different institutional levels to illustrate the major obstacles to and opportunities for reform.

PDP provided technical assistance in support of public financial management reforms, enhanced intergovernmental coordination on decentralisation reforms, development of minimum service standards (MSS), liaison work and capacity building for the Ministry of Home Affairs (MOHA), provincial and local governments in public expenditure and financial management reforms and the new regional representative council with respect to decentralisation reforms and related IT assistance.

PDP provided leadership and technical assistance in fiscal and administrative decentralisation reforms. Key tasks included:

• drafting of the National Action Plan for Decentralisation (NAPD)
• drafting of background technical papers on functional assignments, focusing on the definition and allocation of responsibilities between different levels of government
• preparation of an analytical paper on the provincial and sub-provincial fiscal capacities and needs
• monitoring key legal and regulatory development and changes in near or medium term operational priorities of the concerned ministries
• related PEM capacity building, including the development of PEM modules (covering planning, budgeting expenditure and financial management aspects) and the design and implementation of a high level seminar on fiscal decentralisation.

PDP provided specialist services to contribute to the development of the International Trade in Services Strategy and Negotiating Guide by preparing negotiating guides for 10 service sectors in Indonesia. Further assistance was provided by PDP to support to the Government of Indonesia in undertaking policy research and analysis on international trade in logistics services, specifically on what to do at international trade negotiations to improve Indonesia’s international trade in logistics services. This included the preparation of a policy research and analysis report on Indonesia’s international trade in logistics services, dissemination of the results from the policy research and analysis report to relevant stakeholders, and building the capacity of Ministry of Trade staff to undertake policy research and analysis on international trade in services.

PDP provided the services of a Trade Economist and Evaluation Expert to participate in a TAG mission, visiting and working with the ASEAN Secretariat in Jakarta to undertake an assessment to prioritise ASEAN’s Vientiane Action Program (VAP), 2004-2010. The team worked closely with the ASEAN Secretariat to define several detailed development priorities in a number of key sectors to allow ASEAN and AusAID to focus further ASEAN-Australia Development Cooperation Program (AADCP) assistance, and to allow ASEAN to focus its discussions with other dialogue partners. The mission concentrated more specifically on identifying the priority sub-sectors within the VAP which should be targeted for what remained of the funding for the Regional Partnerships Scheme (RPS).

The TAG team consulted with ASEC and AADCP staff to identify specific policy, institutional support and capacity building areas that RPS activities could support over the next two years, and considered the work streams and planned activities of other dialogue partners working with ASEC. The three Pillars of the VAP (Security Community, Economic Community, and Socio Cultural Community and the separate section on Goals and Strategies for Narrowing the Development Gap) were addressed.

PDP was engaged to conduct an assessment of the achievements of the ASEAN Framework Agreement on Services (AFAS) to date. In particular, the assessment addressed:

• to what extent AFAS achieved a deeper level (and wider scope) of bound liberalisation compared to GATS
• whether ASEAN was any closer to realising a free trade area in services
• whether there had been a substantial elimination of restrictions to trade in services amongst Member States
• whether AFAS had achieved greater regulatory convergence and cooperation
• what progress had been made in regulatory harmonisation and mutual recognition in services
• what forms of cooperation in services had been achieved in order to improve the efficiency and competitiveness, diversify production capacity and supply and distribution of services of their service suppliers within and outside ASEAN
• whether there was greater transparency and predictability in services liberalisation commitments
• what had been the value added of ASEAN’s regional approach to trade in services liberalisation.

Further, the team developed an assessment framework so that ASEAN could systematically evaluate progress under AFAS.

PDP was involved in the pre-implementation phase of the Land Titling Project to provide more detailed project design and conduct a pilot study on land registration procedures. Team members formulated draft land administration policy and a capacity building program and prepared an extensive land management/ administration policy in relation to urban and rural areas. The focus was on public expenditure management/ social sector expenditure, addressing the revenue side implications of land administration policy, and the social sector impacts of resource mobilisation.

PDP provided a team to prepare an Environmental Overview document and to assist the government in preparing the Environmental Action Plan (EAP). Documentation was prepared covering legal, regulatory, institutional framework and EIA requirements, as well as action plans for environmental planning and management in natural resources, forestry, health, hydropower industry and mining. Extensive focus was placed on hydropower generation and the economic, social and financial sustainability of proposed large dam programs. A proforma set of procedures for assessing resettlement requirements and wider cultural/social impacts was completed as part of the EAP.

PDP provided assistance to Laos’ Science, Technology and Environment Organisation (STENO), particularly in relation to environmental policy formulation. STENO’s mandate and work plan were reviewed and updated, with guidance given on effective implementation of the mandate. A national Environmental Impact Assessment (EIA) system (relevant to sectoral level) was developed and comprehensive processes and assessment procedures presented for hydropower schemes in particular, including resettlement and local area action plans. A training and capacity building program was provided for STENO and selected ministries.

PDP undertaking this TA, the goal of which is to contribute to improved public financial accountability and transparency in support of the Government’s development and poverty reduction policy objectives. Consulting services are being provided across two main components: the first to improve the quality of reporting and internal control through the development of accounting and internal audit systems; and the second to improve effective state audit oversight of public finances and expenditures through upgrading capacity in the State Audit Office.

Key areas of assistance include: 

• implementation of the Government Financial Information System (GFIS) to the districts and preparation of the first set of consolidated financial statements 
• assessment of changes required to the Public Financial Management System (PFMS), implementation of these on a pilot basis, and preparation of a strategy to carry out the PFMS implementation 
• diagnostic review of changes required to accounting regulations and procedures and preparation of an implementation plan for their revision 
• review and revision of the 5-year strategic plan, policy statements, organisational structure, draft internal audit regulation, internal audit mandate, code of ethics, and internal auditing standards, for consideration, approval and implementation by MOF
• assistance to the State Audit Office with revision of its 5-year strategic plan, changes in operational practices, upgrading capacity and revision of Audit Laws 
• design and implementation of a series of extensive training modules on GFIS and PFMS implementation, new accounting regulations, fundamentals of accounting, fundamentals of audit and control, and audit regulations.

This project was aimed at the implementation of sustainable land administration and titling processes in Laos. Key objectives were to foster the development of efficient land markets and to facilitate the utilisation of domestic resources.

PDP provided land administration policy services to assist the Ministry of Finance in preparing a comprehensive reform to land administration, involving legal, financial, taxation and institutional reforms. A detailed assessment of the social and financial impact of the proposed policy reforms was undertaken. Full analyses of the land administration tax, fees, cost recovery and the socio-economic impact formed the framework for the review.

The project involved a comprehensive analysis of the development impact of the Nam Theun II Hydro development, including the impact of the dam on agricultural production, practices, sustainability and social cohesion. PDP provided the services of an Agricultural Sector Specialist to undertake the agricultural sector regional analysis, provide quantification of the level of impacts, and contribute on the analysis of financial and economic impacts.

PDP provided the services of a Private Sector Development Specialist to survey private firms and review the policy, institutional framework and enabling environment for the development of the private sector in Lao PDR, as well as providing a strategy for Bank assistance. A restructuring program of remaining state enterprises was also presented.

This project sought to improve public expenditure management processes in contribution to the allocation efficiency of public resources according to the Government’s development and poverty reduction policy objectives. PDP provided long-term technical assistance to improve the quality of fiscal planning and enhance capacity within the relevant MOF departments and government agencies involved in the fiscal planning process. This involved an assessment of the present fiscal planning process and progress to date, with challenges and opportunities identified and addressed in the development of a coherent medium-term expenditure framework (MTEF). The team also provided training on fiscal planning, budgetary systems, international public financial/expenditure management standards, and computer models and database systems to the relevant MOF departments. Furthermore, PDP led the automation of fiscal planning and budgeting processes, with responsibility for developing and customising simple-to-use computer spreadsheets and database management models.

PDP provided expert advice to the Prime Minister’s Office (PMO) and Committee for Planning and Cooperation (CPC) on the social infrastructure sector (health, education, women and children) and community level planning for component of the Socio-economic Plan to the Year 2000.

PDP provided technical assistance to the Committee for Planning and Cooperation (CPC), the entity responsible for all economic planning and management, with the aim of strengthening its economic and financial management capabilities. Assistance was provided to CPC staff in the design and implementation of a planning system incorporating macro and sectoral policy and investment programming and the introduction of associated planning tools, as well as production of annual and medium term (five year) strategies and a public investment program. Technical training was provided to government staff in economics and planning, and extensive macroeconomic and sectoral analysis completed as part of the preparation of the medium term strategy.

Embedded within the Budget Management Bureaus, PDP’s team provided technical assistance in order to reform the budget preparation process and ensure consistency with the organisational performance indicators framework (OPIF).

PDP’s experts focused on enhancing the proposals assessment process, both in format and content, to enable the Development Budget Coordination Committee (DBCC), Cabinet and the President to make allocative choices between individual proposals as well as between the priority sectors, within the strategic setting of the budget call. In addition, consistent with the strategic thrust agreed with the government and other donors, a public expenditure and institutional review was undertaken to document advances in public expenditure management, particularly as they related to the 2007 budget preparation, highlighting areas for short and medium term improvements. Support was also provided to enable the Department of Budget Management (DBM) to deliver on the above objectives to document achievements and challenges, including to identify areas for additional capacity and administrative improvements.

PDP provided extensive assistance to maintain the reform momentum of the public expenditure management (PEM) reforms and help deepen the quality of key planning and PEM processes and systems were developed under previous reform agendas. Assistance was provided across four inter-related activities of planning and PEM reforms: 

• enhancement of capital works programming by NEDA
• consolidation and deepening quality of MTEF and budget policy framework
• advocacy and implementation of results-based budgeting (OPIF) 
• moving towards output-based budgeting in reforming organisational and staff management.

A combination of activities were pursued such as functional analysis; manpower skills assessment; implementation mentoring; capacity building by training and learning-by-doing; guidance in preparation of technical processes and systems; and advisory development of policy framework and fiscal management.

PDP provided technical assistance to the Department for Budget Management (DBM) and National Economic and Development Authority (NEDA) to improve harmonisation and coordination of their roles in the plan-budget management system. A detailed audit of DBM and NEDA operating systems and procedures was undertaken and recommendations provided for possible improvements or enhancements. Further, the team assisted in drafting a framework to address procedural issues, to develop operational manuals, to enhance operating systems and to strengthen institutional and staff capacity to effectively perform their functions. The PDP team also provide advisory assistance and institutional strengthening support in conjunction with the implementation of the DBM and NEDA Rationalisation Plans.

PDP examined the existing management systems and tools of the Department for Budget Management (DBM) and National Economic and Development Authority (NEDA), with the objective of taking the best of these systems and building them rationally linked systems that promote performance-based planning, programming and budget management. This included an assessment of all existing systems and documenting the strengths and weaknesses of all existing systems and tools, with the objective of identifying areas of inadequacies, duplication and inefficiencies. An assessment of the Organisational Performance Indicators Framework (OPIF) was carried out to identify immediate/short-term measures to improve its application in the 2007 budget preparation process. Recommended actions and an implementation plan were formulated by the team. Further, the team was tasked with the implementation of the recommended improvements to the performance-based planning and budget management systems.

PDP provided the services of a Data Capture Adviser as part of the Land Equity International team undertaking Phase 2 of LAMP. The adviser developed a data capture strategy for the encoding of records into the land administration system of the One-Stop Shop (OSS) as well as an implementation plan for the mass/intensive capture of land records from DENR and the Land Registration Authority into the OSS information system. Furthermore, he developed a reporting strategy to record completeness, currency and correctness of land based records as encoded into the OSS land administration database. The adviser provided additional advice on database compatibility, and encoding, management and maintenance of records, as required.

PDP provided consulting services as part of the Land Equity International team undertaking the first step in the implementation of the proposed long term (15 to 20 years) Land Administration and Management Program (Program) of the Government of the Philippines. Specifically, PDP developed the framework for policy studies in:

• institutional arrangements
• land laws and regulations
• fees and finance
• land valuation.

Significant assistance was provided in the conduct of the studies, with responsibility for the compilation and production of the study reports. An integrated report was compiled, including an assessment of the impact that the agreed recommendations would have on each government and non-government stakeholder groups.

PDP provided continued support as part of the LAMP II Inception Phase, prior to the full-scale launch of the 5-year project. A Land Administration and Management Policy Adviser worked with counterparts from the GOP agencies to produce an outline 3-year work plan and detailed 18 month work plan for the policy component of LAMP 2, including detailed TORs for each planned TA input. The consultant also prepared a workshop and training inputs plan for the policy component. Other responsibilities included the provision of advice and recommendations on the Land Administration Authority (LAA) Bill and Transition Plan and the LAM policy development process.

PDP provided specialist services for the LAMP Transition Project which entailed a scoping study for the preparation of a comprehensive long-term development plan. The objective of this scoping study was to both establish a group of stakeholders (both internal and external) who were informed and committed to partnering LAMP in the process of developing and promoting the long term plan, and to establish the terms of reference for preparation of the long-term development plan.

PDP’s specialist was responsible for designing and obtaining GOP agreement on the outline structure of the final report of the scoping study undertaken by Land Equity International. This involved preparing the overall framework (vision and goal components), approach, work plan and staffing plan, and presentation of an indicative budget for the development plan. Terms of reference were also prepared for risk management, M&E, institutional, management and land management topics.

PDP is providing long-term technical assistance to support the Philippine Government’s fiscal consolidation and poverty reduction agendas by improving resource mobilisation, expenditure management and public service delivery in local government units (LGUs). The TA is supporting LGUs in developing sound and transparent fiscal frameworks that will serve as a foundation for strengthened budgeting and access to credit markets.

PDP is providing assistance across three key aspects of LGU fiscal management: 

• supporting a clearer and more effective legal framework for decentralisation
• increasing transparency and effectiveness in LGU expenditure management and budget processes
• strengthening resource mobilisation in LGUs.

PDP assisted the National Economic and Development Agency (NEDA) to improve the monitoring and evaluation of the medium term public investment program (MTPIP) and support the emerging MTEF initiative through the development of methodologies and mechanisms to carry out performance assessments. In particular, PDP helped strengthen NEDA’s capability in strategic planning, investment programming, budgeting and monitoring and evaluation.

An effective public expenditure management system was set up for better allocation and prioritisation of public resources, particularly on the MTPIP. Efficient and effective governance was promoted through re-engineering, streamlining and right-sizing of bureaucracy and rationalising public sector compensation. PDP carried out continuous development of the capacities, core competencies and skills of civil servants, LGUs and civil society organisations to handle new demands in a changed environment, and also expanded the use of information technology to enhance the productivity, efficiency and effectiveness of government operations.

PDP was engaged to build the capacity of the Department of Budget and Management (DBM) and other oversight and line agencies in performance measurement within a public expenditure management framework. A review concentrated on developments over the past two years and included analysis of pertinent documents on performance measurement produced in the GOP since July 1999, as well as research on actual field practice and the application of concepts currently being promoted by DBM. Capacity building was achieved through the provision of basic training for DBM and other oversight and line agency personnel, followed by more advanced training for some members of the DBM Core Group and personnel chosen from among the basic trainees. Trainees were at the level of Assistant Director or Division Chief so they could echo the training to other staff on return to their offices.

PDP provided capacity building to the Centre for Policy and Executive Development to upgrade staff skills in the design, management, implementation and evaluation of public enterprise policy analysis and advocacy. Areas for capacity building were policy research and analysis and the design of a performance evaluation framework and system. Economics and technical staff were trained, coached and assisted in the course of the production of technical reports and policy design work. An important feature was the introduction of international best practices and information technology into the work of the Centre.

Support is being provided by PDP’s budget expert in embedding the forward estimates (FEs) process, which was introduced in the 2007 Budget, and in guiding key line ministries to develop their spending plans and proposals based on the FEs. This includes responsibility for:

• assessing the 2007 budget experience to identify strengths and weaknesses in the development and use of the FEs and in the appraisal of new program proposals
• assisting DBM in the update of FEs and formulation of FEs for the additional forward year (including preparation of guidelines, coaching and improving understanding of methodology)
• providing DBM with a better understanding of how the FEs can assist in formulating Budget policy and strategy
• assisting DBM to review and refine existing FEs in the context of the OPIF
• recommending early integration of the FEs into the Budget process and the use of a common database.

PDP undertook a diagnostics review of the National Food Authority’s (NFA’s) operational efficiency and effectiveness and provided reform recommendations. Key objectives of the review were to: 

• identify efficiency and cost centres in all aspects of NFA’s operations and assess NFA’s performance in terms of operational efficiency 
• identify policy, program-specific and/or corporate practices that enhance or hinder NFA’s operational effectiveness 
• identify and recommend short (1-2 years) to medium-term (3-5 years) efficiency and effectiveness action measures to enhance NFA’s operational efficiency and effectiveness.

Following the universe of recommendations in the diagnostics phase, PDP formulated a core list of efficiency and effectiveness reforms, including governance rules, in NFA. The team also prepared an action agenda for enhancing NFA’s operational efficiency and effectiveness.

PDP’s trade expert undertook a Special Evaluation Study (SES) of the Central Asian Republics (CARs) Economic Cooperation (CAREC) program. This entailed: 

• assessment of the effectiveness of ADB’s regional strategy in the CARs over the period 1996-2005, giving consideration to whether there may have been more relevant alternatives 
• review of how the past lessons have been taken into account in formulating strategies 
• assessment of the operations during the SES period and providing lessons and recommendations for the future to be more responsive to client needs.

PDP provided the services of an International MfDR Specialist to undertake a study to assess whether ADB’s internal enabling environment was consistent with the requirements of Managing for Development Results (MfDR). The scope of work covered: 

• review of relevant documents published by ADB and other sources to gain an insight into ADB’s approach to MfDR 
• development and implementation of an internet based survey to assess whether ADB’s enabling environment is consistent with the critical success factors for implementing MfDR
• conduct of focus group discussions, videoconferences and interviews with ADB staff to assess the status of the critical success factors for implementing MfDR within ADB and to identify strategies for strengthening ADB’s internal enabling environment 
• undertaking discussions with selected development organisations in order to identify lessons learned from their experiences and the actions that ADB could take to enhance its internal environment and better support the implementation of MfDR.

This project supported the Government of the Philippines’ efforts to strengthen the country’s anti-money laundering regime. It was intended to deter money laundering and predicate crimes through support for strengthening the institutional framework for AML.

PDP provided the services of a regulatory expert with responsibility for identifying key areas where changes to the AML legal and regulatory framework would be beneficial as well as politically feasible within the Philippine setting. The expert also provided support to the Anti-Money Laundering Council (AMLC) and other relevant stakeholders to develop legislation/regulation to address issues that hindered effective implementation of the AML regime.

PDP provided the services of an Agricultural Policy Economist to review tariff and non-tariff barriers to expanding output and trade in key sectors of Philippines agriculture. The Economist reviewed constraints to trade and the incentives structure, and undertook structural analysis of factor and input markets. A policy adjustment and action program was prepared to address policy reform.

This assignment formed part of the Bank’s program to finance consulting services, business and information services over four years through seven components: (i) management; (ii) human resources; (iii) tax compliance; (iv) tax enforcement and control; (v) services to taxpayers; (vi) change management and communication; and (vii) project management.

PDP provided specialist services with the aim of increasing revenues by improving the efficiency and effectiveness of the Bureau of Internal Revenue (BIR) and preparing the BIR for further reform. Specifically, PDP’s adviser was responsible for:

• reviewing the existing plans for each of the seven reform components
• supporting staff of the project administration unit to establish systems to plan, monitor and report on project components and financial and administrative coordination
• developing and recommending a project management structure for the implementation of the reform components
• in consultation with BIR managers, developing the detail of activities, risks and sequencing for the reforms
• facilitating a planning workshop at director and staff level to promote and deepen the engagement between reform planning and BIR managers.

The PDP team worked to conduct: (i) an in-depth overview of the logistics services industry in the ASEAN region; and (ii) a needs assessment, gap analysis and strategy to implement the roadmap.

PDP is providing the services of a Trade Economist and Evaluation Expert to assist the TAG on a task specific basis. Responsibilities of the consultant include:

• participation in project or program reviews and provision of advice to both counterpart governments and AusAID in the design and implementation of the trade and development activities
• advising on any policy, structural, financial or other issues for trade and development, which may include advice on broader social, political and economic conditions, policies and/or institutions
• provision of specialist technical advice in relation to policy and strategy development, in the context of specific AusAID activities in trade and development
• monitoring and review of the trade and development activities and assisting counterpart governments and AusAID to undertake monitoring and review tasks as required
• undertaking technical assessments and/or appraisal of project or program designs, extensions or major modifications, the quality of milestones/outputs achieved by Australian Managing Contractors (AMCs) and technical aspects of reports prepared by AMCs
• providing advice in relation to other aspects of program design, implementation or monitoring
• participating in meetings and briefings in Australia and in the Asia region, as required.

PDP staff undertook an analysis of global and regional changes in the energy market and prepared a policy/strategy paper for medium term investment in Indochina with a particular focus on Viet Nam. The paper included a comprehensive analysis of investment strategy options.

PDP provided assistance to a major regional multinational for the project identification and concept analysis of a $180M import replacement agro-industry project based on gas conversion. Advice was given to the corporate planning team in the Vietnamese energy and agriculture sector strategy, pricing, marketing and project costing. A full financial and economic analysis was also carried out.

PDP assisted the State Planning Committee (SPC) to prepare Viet Nam’s first public investment program (PIP) and ensure its integration with the medium term macro policy and sectoral policy framework. It involved establishing the PIP process linking line ministries, provinces and SPC and the preparation of comprehensive PIP documentation and resource allocation documentation. Work concentrated on establishing criteria for program budgeting and project selection in each sector. The PIP was linked to the budget position and its fiscal implications were analysed. A major capacity building and training program was undertaken to support the reforms.

PDP provided assistance to the State Planning Committee (SPC) to prepare the initial policy and regulatory framework for privatisation, including a review of the SOEs in key sectors and the preparation of strategy papers. A key component was developing a privatisation and enterprise reform program.

PDP O&M policy services aimed at establishing an efficient framework for strengthening and streamlining O&M of the water resource sector and providing a comprehensive water policy framework. PDP completed a financial analysis of cost recovery and financing policy options and provided specialist advice on restructuring of the institutional framework.