Objective and Scope

A. Objective

5. The main goal of the JFPPT is to assist DMCs and their institutions to build their capacities for public policy training, initially concentrating on economies in transition, such as Viet Nam. For this purpose, the JFPPT will support establishing country-based public policy training programs in ADB’s DMCs. According to the specific situation in the DMC receiving support from the JFPPT, assistance may be provided to enhance existing public policy training centers or to establish new institutions.

6. The JFPPT will enable DMCs to acquire assistance from foreign academic institutions so that they can jointly develop and conduct training programs primarily in local languages. The training program in each country will be designed according to the specific needs of the recipient country. Each training program will be targeted primarily to midcareer to senior-level government officials who are engaged in economic management at national and subnational levels. The curriculums of the programs are expected to cover a wide range of public policy issues, with a focus on economic management. The programs could cover subjects to acquire basic analytical skills of planning and implementing public economic policy, as well as subjects to learn specific economic issues. Providing training in primarily local languages should have a direct impact on midcareer to senior-level officials who cannot study in a foreign language.

7. The JFPPT, because of grant financing and as a dedicated fund for public policy training, will significantly enhance the effectiveness of ADBI for addressing capacity building needs in DMCs. To maximize its impact, JFPPT-financed activities will be compatible with and complementary to country operational strategies, poverty partnership agreements, public administration reform programs, and country assistance plans.

B. Program Approach

8. The role of governments in promoting growth and development has shifted as the world has changed. As trade and other barriers have dropped, it is no longer sufficient for governments to deal with domestic growth issues in a purely domestic framework. Foreign capital, technology, and knowledge are often part of reform programs. Governments must now create a supportive framework for growth. Public policy training is needed to help government officials see more clearly what needs to be done and how to do it.

9. First, a public policy institute or trainer must understand that simply working on what ought to be done will not be enough. To be effective, there must be a deeper understanding of the political economy of policy making. This understanding must be reflected in targeted teaching directly relevant to current issues. The second point is that simply teaching one type of student or official from one place or level is not sufficient. All levels need training of the right kind and in adequate numbers so that there is synergy as different levels share information and work together to do things differently. Likewise, teaching only central level officials is not likely to be effective in places where important decisions are taken at provincial or lower levels.

10. The third point is that training should not be confined to one discipline. A fundamental reform involves knowledge from many specialties—economics, law, engineering, public administration, etc. If the teaching ignores key areas, it will fail in crucial respects. The fourth point is that the provision of training in local languages has considerable advantages. Many externally-funded training programs in the Asia-Pacific region are conducted in foreign languages, primarily English. In the proposed training programs, a team teaching approach will be undertaken to facilitate teaching in local languages. An instructing group will usually consist of four resource persons: a foreign instructor, a local co-instructor, an interpreter, and a tutor. In this manner, lectures by foreign instructors can be translated into the appropriate local language.

11. The final point is that any durable impact has to build local institutions. While foreign advisers can and should work with local professionals, ultimately, strong local institutions are needed.² Priorities of donors change over time. Only local support, participation, and ownership will ensure that the research, teaching, and training have a long-term impact. However, local professionals may feel the need to be less critical of existing practices than would external professionals. This is one reason why foreign and local professionals should cooperate.

12. In addition, to help improve outreach, appropriate training materials and research outputs will be disseminated through web-based digital outreach to facilitate the dissemination and exchange of the materials in local languages. Furthermore, ADBI is currently developing the capacity to use the communication facilities of the new Global Development Learning Network Center now being established in Tokyo.

C. Scope

13. The JFPPT will finance activities related to capacity building, including the procurement of consultancy services; training equipment, goods, and services; training materials development; provision of technical assistance; and other related activities. Typical types of activities to be covered will include the following:

1. In-country training will be provided on public policy formulation and implementation, with a specific focus on economic management. The training will use practical case studies and an action-oriented approach and will be provided primarily in local languages.
2. Case-studies and empirical research will be produced, leading to the preparation of high quality training materials not currently available in DMCs, and drawing support from foreign academic partner institutions.
3. Training materials will be disseminated to local training and academic institutions using digital outreach tools such as web-based Opencourseware, etc, and trainers will be trained to deliver high quality training programs in DMCs.
4. Personnel and providers will be engaged to manage and execute the activities, including those based in the field, with appropriate cost recovery and demarcation from ADBI’s internal administrative expenses budget.

D. Cost Sharing

14. Cost-sharing arrangements will be entered into with recipient institutions as appropriate. Since appropriate cost-sharing levels cannot be determined prior to implementing the JFPPT program, the cost-sharing level for individual activities will be decided on a case-by-case basis.