Use of Consultations and Communications in Reform and...

Use of Consultations andCommunications in Reform andInfrastructure Projects

Netherlands MinisterforDevelopment Cooperation

August 2006

Proceedings

Bangkok, Thailand, February 15-17, 2006

46860

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2

Contents

Foreword ....................................................................................................................... 3

Background ................................................................................................................... 4

Workshop Summary and Evaluation ........................................................................... 5Day 1: Wednesday, February 15, 2006 ................................................................. 5Day 2: Thursday, February 16, 2006 ..................................................................... 6Day 3: Friday, February 17, 2006 ........................................................................... 8

Lessons Learnt ........................................................................................................... 10

Future Learning Opportunities ................................................................................... 10

Action Planning ........................................................................................................... 11

Participation ................................................................................................................ 12

Participants' Feedback ............................................................................................... 13Learning Validation .............................................................................................. 13Most Useful Areas Covered in the Workshop ..................................................... 13Other Recommendations..................................................................................... 14Conclusions ......................................................................................................... 14

Annexure:Annex A: Agenda ................................................................................................. 15Annex B: Key Speakers/Presenters .................................................................... 18Annex C: Participants ........................................................................................... 22

3


Foreword

We present the final report — a compilation of results, evaluations andrecommendations — from the workshop on 'International Experience in the Useof Consultations and Communications in Reform and Infrastructure Projects',organized in Bangkok, Thailand, from February 15 to 17, 2006.

The workshop was aimed at frontline decision makers from borrowing agenciesof selected countries of South Asia. Its purpose was to help them internalize andinstitutionalize the concept of strategic communications in their organizationsand projects. This would help them not only to build capacity for communicationsprofessionals but also to equip reform programs and high visibility infrastructureprojects with sound communication and consultation strategies. In line withthese objectives, the sessions were delivered at two key levels: first, to study andestablish the linkage between communication support and developmenteffectiveness; second, to establish an enabling environment to develop skillsand capacity.

Among those who participated were over forty senior government officials fromIndia, Pakistan, and Bangladesh, and many senior staff from the Water andSanitation Program and World Bank working in South Asia. The strong presenceof leading practitioners and policymakers validated the importance of thechallenge that the sector is facing.

The general feedback gathered from the participants was that more suchworkshops were needed to support the infrastructure sector and the reformprocess. The momentum, therefore, should be capitalized to build a soundcommunication and consultation culture in the respective agencies.

The workshop was positively evaluated by the participants; most felt it hadachieved the learning objectives. After two-and-a-half days of intensivesessions, participants arrived at the consensus that timely and continuouscommunication and consultation with stakeholders is vital to ensure the successof projects in the reform and infrastructure sector.

The workshop was implemented effectively due to the hard work andprofessionalism of the participants and entire organizing team. We would like tothank all of you for contributing your invaluable time, ideas, and effort to ensure asuccessful workshop.

Vandana Mehra (Regional Communications Specialist,Water and Sanitation Program)Sumir Lal (India External Affairs, World Bank)

New Delhi, May 2006

4

Background

Reform and infrastructure projects vastly impact people, their assets, livelihood,and way of life. While it is crucial to build awareness and support amongstaffected stakeholders, entrenched interests and opposition voices also need tobe handled strategically. To that effect, projects require active and continuousconsultation to ensure success.

At the workshop, international examples where reform projects either failed orran into controversy amplified the need for drastic improvement incommunication and consultation practices. One of the immediate actionsdecided upon was to gather representations from a cross-section ofstakeholders in the South Asia Region, and then to meet and engage indiscussions to generate ideas, assess issues, share experiences, and producefeasible and realistic action plans.

The workshop was structured to stimulate participants through inputs fromexperienced practitioners. It was set around a series of real and current casestudies' presentations, group work and action learning exercises.

Panel discussions and presentations were based on three critical topics:(a) Thinking strategically about communication(b) Stakeholder consultation(c) Media and activist strategy

At the conclusion of two-and-a-half days, participants were expected to:■ Gain an understanding of the concepts and benefits of strategic

communications.■ Present case studies or findings and stress the importance of public polling,

stakeholder consultations, and two-way communication.■ Improve skills in designing and delivering strategic messages.■ Identify opportunities for better use of communication.■ Register their interest for tailored training.

This final report has been prepared to provide the workshop participants withrelevant documentation, for instance, results, transcripts, views, and reviewscollated from the working sessions. This report, we hope, will others besides theparticipants to benefit from and capitalize on the invaluable learning experienceand knowledge shared during the workshop. It should also act as a supportingdocument to assist the process of sharing and internalizing the outcomes withinthe respective agencies.

The workshop was structured to stimulate participantsthrough inputs from experienced practitioners.

5


Day 1:Wednesday, February 15, 2006

The presentations and discussionsrecognized that stakeholders wouldbe affected by a reform andinfrastructure projects project, andtheir demands and needs should beaccommodated. The idea is to allowpeople to gain ownership over adevelopment initiative, to place themat the centre of a reform ordevelopment endeavor. The processof communication and consultationshould take place at an early stage,so that stakeholders can betterunderstand the projects and theiroptions, and thereby are able tocontribute their opinions.

The evening began with anintroduction by Ms. Dale Lautenbach,Communication Advisor for WorldBank, South Asia. She acknowledgedthe presence of senior governmentofficials from Pakistan, Bangladesh,and India.

Ms. Lautenbach commented that therole of communication in the reformand infrastructure sector remainsunder-utilized. This may be due to thefact that communication is a delicateprocess that requires time and a highdegree of persistence.

She stressed the need to recognizethe stakeholders who will potentiallysupport or oppose developmentprojects. Genuine efforts to buildpublic awareness about processes,and to consult affected stakeholders,will create ownership among thestakeholders towards the newdevelopment taking place. The

process of communication shouldalso begin at a very individual level,tailored and able to meet thechanging face of today's society.

Ms. Catherine Revels, Regional TeamLeader, Water and SanitationProgram-South Asia, shared her viewon changing the way the reform andinfrastructure sector deals withstakeholders. There should be a moreeffective approach to addressingpeople's fear about development andbuilding an understanding ofdevelopment. The process ofcommunication and consultationshould take place in the initial stageof a project. She stressed the need tochange the way organizations dealwith the tough issues of implementingreforms or implementing projects dotheir consultations andcommunications, and try not to beaccused of "manufacturingconsensus".

Case studies were then presented byMr. Anuj Dayal, Chief PRO, DelhiMetro Rail Corporation (DMRC) andMr. Abdul Mayeed Chowdhury,Executive Director of BRAC, tohighlight the use of communicationand consultation in two of the mostambitious infrastructure projects inSouth Asia Region.

Speaking first, Mr Dayal said that theDMRC was initiated to address thechallenge that faced Delhi'stransportation system-its inability toaccommodate increasing numbers ofinner city commuters. The existing

railway capacity accommodated onlytwo percent of commuters. The state-of-the-art Delhi Metro, being built withfrontline technology, is the largest andmost ambitious urban interventionbeing carried out in India.

The DMRC devised a strategy to dealwith stakeholders including thepublic, multivariate agencies andbureaucrats, among others. Itanticipated political and legal battlesover disruption to public and greenspaces, potential demolition ofhistorical monuments and religiousstructures and so on.

A proactive communication strategywas put in place with focus on mediarelations, low cost publicity andadvertising, active participation intrade, community and school fairs,and internal communication.

Mr. Dayal said success was due tocareful due diligence to ensure theproject would run smoothly withoutany midterm changes. Othercontributing factors were positive anddynamic leadership at the higherlevel, and recognition of the role ofpublic and legal affairs. Funds weremade available promptly. Furthermore,effective advocacy to gaingovernment's commitment; and toavoid political interference in theproject were critical to ensure aseamless operation.

Mr. Yusupha Crookes, Sector Director,South Asia Energy and InfrastructureUnit, World Bank, concurred that the

Workshop Summary and Evaluation

6

Conclusions

Other conclusions resulting from the evening's presentations were thatcommunication and consultation at various levels and with a wide rangeof actors is central to a successful project. Such communication andconsultation should be practiced in an honest, frank, sincere andparticipatory manner. The print and electronic media must also beproactively informed to ensure accurate reporting.

Stakeholders affected by a project should be part of the project, beinvolved as partners from the conceptualization through theimplementation stages. Their involvement should also continue beyondthe completion of a project to promote public ownership.

Stakeholders affected by a project should be part of theproject, be involved as partners from the conceptualizationthrough the implementation stages.

sector has a lot to learn andinternalize, particularly in the areas ofcommunication and consultation,which are critical for a well executedreform and infrastructure project.

He stated that the effort to drive moreefficient sector reforms by the WorldBank was signaled by the delivery ofa flagship document in 1995. Theinitiative distilled the experiences ofclients in tackling broad sectorreforms to deliver better outcomes,particularly in infrastructure. Three keyelements determine success inreform: (1) Reform must be adesirable avenue for all partiesconcerned. A careful cost and benefitanalysis would ensure this; (2)Reforms must be feasible. Theyshould be able to gain politicalsupport from different players; and (3)Reform proposals have to becredible, deliverable, and viable.

Mr. Yusupha stressed that goodreforms are not necessarilyacceptable reforms. Communicationsand consultations have becomenecessary to integrate soundnesswith acceptability. The challenge tocreate effective communications andconsultations has thus never beengreater. They remain, Mr. Yusuphastressed, important tools and the

workshop will guide us on how tointegrate them into the work process.Delivering the keynote address,Mr. Abdul Muyeed Chowdhury,Executive Director of BRAC, sharedthe experiences of the JamunaMultipurpose Bridge Project (JMBP)in Bangladesh which, despite manyproblems, was completed withsatisfying results and officiallyopened for operation in 1998.

He pointed out that infrastructure orother development projects are oftenseen as a mere physical constructionand that general communities wereoblivious of their links to wider humandevelopment. Such efforts indeveloping countries need to bewidely understood as stepping stonesto eliminate poverty.

Infrastructure projects, due to theirinherent nature, are subject tocontroversy. This is because theyoften commence without properdemocratic processes in place.Experts, donors or government fail toengage in a proactive discussion withaffected stakeholders. Mr. Chowdhuryagreed with the previous speakersthat development which entailsintervention-be it a project or anew policy-should place peoplecentre stage.

DAY 2:Thursday, February 16, 2006

Sumir Lal, Senior External AffairsOfficer, World Bank, India began themorning by setting the scene for theinteractive discussion and learningexercises. He revisited theunderstanding of strategiccommunication, its practical senseand benefits for reform initiatives. Hestated that strategic communicationsis no longer what was traditionallyrecognized as 'public relations'.

Strategic communications is not asolution or a quick fix but a necessarymanagement tool, a channel to aidthe quality of outcomes, to linkingproject work with the stakeholders forwhom it is targeted.

When practiced strategically,communication will establish allies,build a positive profile, and isolateopponents. Mr. Lal added that being anecessary management tool,communication should be integratedat the very beginning of theplanning process.

After this brief introduction, participantsengaged in a discussion to answer thefollowing two questions:

Question 1: In what ways has yourorganization's communicationstrategy influenced the effectivenessof your work at the ground level?

Question 2: What one thing wouldyou change or modify to enhanceand/or improve your communicationstrategy? What are the consequencesif this change does not happen?

Most participants admitted theabsence of an integrated

7


Panel Discussion: Part I

Moderated by Mr. Salman Zaheer,Lead Energy Specialist for WorldBank India, the first paneldiscussion arrived at the followingconclusions:

■ It is critical to recognize thecomplexity and challengewhere reform processes takeplace today.

■ Start consultations withstakeholders at the beginningof the process.

■ Appoint a champion.■ Apply a segmented and

targeted strategy.■ Address legitimate interests of

stakeholders.■ Have a clear reform agenda

and strategy.■ Consistently review to improve

the process of communicationand consultation to meet thegrowing needs and changingfaces of stakeholders.

communication and consultationstrategy in their projects. Thiscondition applied both to internalcommunication (that is, with staff) andexternal communication (that is, withthe public). It was felt that the latterwas often exercised in an ad hoc andreactive manner, particularly with themass media. Participants recognizedthat some changes were needed,including hiring a communicationspecialist; creating multilayercommunications to represent differentlevels of stakeholders; promoting anopen, transparent and efficienttwo-way dialogue; further improvingthe capacity of practitioners within therespective agencies; and, promotingmore efficient and proactive internalcommunication.

The morning progressed with a casestudy presentation by Ms. RumjhumChatterjee, a private sectorconsultant. She presented findings oncommunications initiatives in powersector reform in the Indian states ofAndhra Pradesh and Gujarat, reformprocesses which were supported byeffective implementation of strategiccommunication, an 'enabler/facilitator'to reach stakeholders. Both statesalso appointed 'reform champions'early in the process to support thecampaign.

Ms. Chatterjee shared the keylearning experiences from bothstates, including minimizing the levelof discontent through supportsystems. The process ofcommunication was alsoimplemented in a consistent mannerand was subject to on-going revisionsto address the needs of thestakeholders.

The participants then engaged in anexperimental exercise with theirdesignated groups. The afternoonsession at the plenary began with aspontaneous 'street styledemonstration' and lively debatesby members of the groups whorepresented stakeholders affectedby a hypothetical case study titled'Baranagar Urban Arterial RoadsProject'.

Group presentations following theexercise were able to capture issuesand concerns that emerged from thecase studies. The discussions

resulted in creative and soundplanning and campaign ideas.

A presentation by Ms. StephanieGakuo, a representative of WaterSector Reform Secretariat,Government of Kenya, endorsed thefirst topic on the agenda which wasthinking strategically aboutcommunication. Ms. Gakuo sharedher experiences in regard to watersector reforms in Kenya, a soundexample in understanding theprocess of thinking aboutcommunications in a strategic manner.

Reforms in the Kenyan water sectorwere deemed fundamental to changethe institutional framework of thesector, to enhance governance,service delivery and improve themanagement of water resources. Thechallenges presented by the currentsocio-political environment in Kenya,which at that stage was politicallycharged, were discussed. This wasbecause Kenya had its firstgovernment through democraticelections, and this generated a lot ofpublic pressure to push forwardreforms in the public sector,particularly in water. Further issueswith the Kenyan Government wererelated to the lack of publicconsultation and low qualitycommunications.

In response to those challenges, theKenyan communication strategy wasdesigned to educate the public aboutthe reforms that were taking place,their scope, benefits and impact onpublic life. Another goal of thecommunication was to gain publicsupport and consensus building atthe regional and local levels. It wasvery important for stakeholders to be

8

DAY 3:Friday, February 17, 2006

The morning commenced with apresentation by Mr. AmitabhShrivastava of Adam SmithInternational, which set the context forpanel discussion on Topic Two:Stakeholder Consultation.

He briefly reviewed the experiencewith public enterprise (PE) reforms inIndia, focusing on consultation andcommunication strategies, drawinglessons from Madhya Pradesh andWest Bengal.

In Madhya Pradesh, the reformrequired closure of 15 publicenterprise's since they were no longerfinancially viable. The reform process,however, was very top down. Theaffected stakeholders, workersbelonging to backward classes, weregiven a non-negotiable financialcompensation package by the FinanceMinistry. There was also minimaldirect consultation or communicationby the senior secretaries andgovernment of Andhra Pradesh.

Despite concerns about potentialemployee strikes, court proceedingsto demand financial compensationand political pressure, the reformexercise was not opposed. The laborunion, in this particular instance,understood that the government'sdecision was final. It was alsocommon knowledge that the PE hadbeen non-profitable for a long time.

The positive lesson learnt from thisexercise was the demonstration ofclear intent by the government-itdelivered what was promised.Communication existed, althoughlimited to informal backroom

meetings with trade unions. Achampion was appointed to ensurethe right messages were deliveredthrough the appropriate avenues.

On the other hand, West Bengalsuggested a more proactiveconsultations-based approach. Nearly80 percent of the workers working in thePE had very limited skills, which wouldpotentially prevent them from gainingsustainable future employment.Therefore, the government deployedmore transparent and consistentcommunication with the workers. Thestate provided health insurance policyuntil the day of the formal retirementday for each the worker; counselingand training were made available toenable workers be integrated into thegeneral workforce. As a result, 50percent of workers found re-employment.

The West Bengal experience provedthat it was critical to talk to the unionsand the Press and explain thedecision to close the PE; demonstrategood intent, despite the fact theenterprise was bankrupt; acknowledgethe history of success; and, initiate atransparent process, set a goodcompensation package and do anaudit (done by a third party).

The second half of the day beganwith a discussion on Topic Three:'Media and Activist Strategy'. Thepanel discussion was facilitated byMr. Peter Stephens, World Bank, EastAsia Region who presented a casestudy on Nam Thuen dam in Lao PDR.

Mr. Stephens pointed that media andactivists today are multinationalcorporations for all intents andpurposes, incredibly effective andquite ruthless at raising money. Theyare very well organized and highly

Panel Discussion: Part II

The second part paneldiscussion, chaired by Mr. RogerUsher, Adam Smith Institute,concluded with the followinglessons:■ Put a communication strategy

into place. One that capturesthe goals and the issues ofthe organization is mostrelevant.

■ Encourage a two-waycommunication process.

■ Build awareness. To influencethought and actions,particularly at the grassrootslevel, a communicationscampaign must be initiatedwell in advance.

■ The execution of an effectivecommunication campaignneeds reliable, qualityresources. It needs peoplewith integrity.

■ Map the priority stakeholdersand how to reach them.

The execution of an effective communicationcampaign needs reliable, quality resources.It needs people with integrity.

in tune with the institutions; otherwisereform would become very difficultto implement.

In the long term, the communicationstrategy for Kenyan water sectorreform was designed to encourage apositive behavioral change.

Ms. Gakuo concluded with the keylesson that communication is not areactive "pill" to make things go away.It needs political will to implement. Itshould anticipate and plan forresistance and tailor programsfor specific audiences, afterappropriate research.

9

Use of Consultations andCommunications in Reform andInfrastructure ProjectsPanel Discussion: Part I

The two examples, fromMadhya Pradesh and WestBengal, represented twodifferent consultation styles. Oneemployed a formal top-downapproach and the other wasinformal, direct and proactive.The panel concluded thatcommon to both was thedemonstration of success, intentand transparency.

persistent, particularly at targetingcritics to apply pressure on reform andinfrastructure initiatives.

Dealing with this faction in the reformtopography, Mr. Stephens offeredseveral key observations: Of theforemost importance is to have aprofessional communications personassociated with a project. Ideally, thisspecialist should be supported by asolid communication team. Thecommunications team is present forone specific goal-to create space somanagement could make the righttechnical decision, at the right time,based on the right criteria. It isimportant not be driven by internal orexternal pressure, but focus on gettingthe details and logic right.

Second, build an internal culture oftransparency. Trying to hideinformation could backfire. Allowingreasonable access to aspects andknowledge of a project to the mediaand general public can minimizenegative speculation or misconceptions.

Mr. Stephens shared an experiencewhere a project team took an AsianEditor of the International HeraldTribune to Laos for a week with aWorld Bank team, and he joined inevery meeting. The editor was able tostop at any village to gather detailsthat were wanted. At the end of theday, he wrote a piece whichrecognized the complexity of theproject, and stressed the fact that thecountry desperately needed it.

Transparency means being frankabout position, dilemmas orimperfections (or owning them),responding to enquiries in a timelymanner, being predisposed to inform,providing access, responding quickly,

hiding nothing. It can change the wayyou think and work.

Third, when carrying out a politicalcampaign — and often reformand infrastructure is a politicalcampaign — one should secure thebase and build the middle. It is criticalto know and understand your allies,maintain the relationship and, at thesame time, be conscious ofopponents. Map the stakeholders indetail; decide whose voice matters;plan, execute, and monitor mediaactivities; and do research. It is

Panel Discussion: Part II

The panel discussion concluded with several key lessons:

■ The growing importance of consultation and creating an internalculture of transparency will, in turn, reinforce credibility. Independentexpert panels, site visits, feedback by e-mail or interviews via website,direct meetings and interviews, all are important channels that willendorse a mutually reinforcing circle of communication. Meanwhile, atthe international level, consultations should be further reinforced toassist the government improve project design.

■ Whether it is a private or a public project, there should be aninternational guideline that defines the landscape and consultationprinciples on reform or infrastructure project to be used as a frameworkto practice and assessing the project.

■ Positioning the project is important. Drive the project with strong beliefsand confidence about the benefits of alleviating poverty, despitecomplexity and opposition.

■ There should be a balance between demand for transparency as astrategic lever and the need for efficiency in terms of managingcomplex projects. Both are critical elements that need to be taken intoaccount because of the world we live in.

important to be confident and focuson the goals and strategic directionof the infrastructure project or reforminitiative. Eliminate time spentreacting to the noisiest opponents.

The fourth lesson is to defineyourself; know your role and theposition of the project. Developconsistent messages andpositioning statements for bothexternal and internal audiences.Consistently challenge, update, andquestion the project. Do not makeassumptions about success.

Fifth, communication andconsultation strategy needs theability to adapt, change, and meetthe changing face of media andactivists' movements.

10

Lessons Learnt

At the conclusion of the workshop, a number of key lessons emerged through the working sessions:

■ Develop a sound communications plan.■ Initiate communication and consultation at the very beginning of the project or proposal.■ Encourage periodic assessment.■ Set clear outcomes of the project for a balanced approach.■ Produce a sound strategy by stepping into the role of others to understand their perspective, particularly the key stakeholders.■ Capture the project's mission into the right messages for stakeholders.■ Build and nurture your relationship with stakeholders from the early stages.■ Continue ongoing consultation, monitoring and evaluation.■ Lead by personal example.■ Listen more, speak less.■ Believe in the intent, be positive.■ Focus on the team's morale.■ Allocate resources to put plans into practice.■ Set clear schedules and timelines for action and monitoring.■ Include communications as part of the project design, from conceptualization to completion.■ Recognize that lack of communications and consultation may lead to problems.

Future Learning Opportunities

The following is a number of future learning opportunities that were identified to integrate effective communicationstrategies into frontline work:

■ Training for cross-level internal staff. This should a cover selective range of strategic communication principles andpractices, improve skills in managing stakeholders; develop effective messages and strategies; design and executeresearch.

■ Establish online learning or information centers. Create open access to success stories of similar projects. Allow usersto share experiences and good practices.

■ Improve internal capacity to organize events, such as site visits for stakeholders.■ Conduct a series of discussions for project managers or senior management to institutionalize the communications

process and strategy, and build understanding for it to be part of project management and design.■ Appoint a communications champion who will be supported by a multi-layered communications team.■ Improve understanding of the media and how it works, and build relations and gain support.■ Set up discussions with a focus on the politics of infrastructure service delivery.■ Carry out research to gain baseline information on the political climate and stakeholder demands and expectations.■ Train existing staff.

11


11

Future Learning Opportunities

The participants also identified several attitudes and behaviors that are required to internalize and institutionalize effectivecommunications strategies:

■ Top management team should be more accountable, credible and the model for the institution.■ A pragmatic view on communications. That is an integral part of a project and a vital management tool to help achieve

the project objectives. Avoid a 'fire extinguisher' syndrome.■ Scrupulous analysis of the political and organizational constraints within the organization.■ An open mind to map political stakeholders, prioritize them and design a sound strategy on how to cater to them.■ Identify key communication goals.■ Proactive approach to create internal awareness of the value of effective communication.■ Sound leadership to allow an enabling environment for effective and accountable infrastructure services.■ Listen more, speak less.■ Be positive.■ Focus on the team and encourage morale building.■ Be transparent and open.■ Decisiontaker must be communicative and accessible.■ People involved should be committed to the assignment.

Action Planning

The following are several priority activities that the government agencies have listed to be acted upon arrival at theirrespective local missions:

■ Share and convert the outcomes for internal learning.■ Encourage demand for integration of communication and consultation into the projects.■ Hold brainstorming sessions with the relevant personnel.■ Initiate training for capacity building.■ Develop internal processes to implement communications strategy and alignment to communicate effectively.■ Design strategies that are sensitive to changes in the political environment.

There are several areas that the World Bank will act upon in response to the demands that emerged from the workingsessions:

■ Prepare a curriculum that will support the development and execution of communication and consultation strategies.■ Create a package of communication and consultation guides which can be delivered at the beginning of the project

making and preparation process.■ Carry out technical training in the technical skills of communication, particularly areas of media, presentations and research.■ Provide communication support well ahead of project preparation.

12

Participants consisted of 43 seniorgovernment officials from India,Pakistan and Bangladesh; and31 senior staff from Water andSanitation Program and the WorldBank working in South Asia.

Apart from attending thepresentations and panel discussion,participants also took part in groupwork and action learning exercises,applying the key elements ofstrategic communications to theresolution of a practical problem thatwas presented as a hypotheticalcase study titled 'Baranagar UrbanArterial Roads Project'.

Each group of eight or 10 memberswas given roles as stakeholders (thatis, activists, shopkeepers, unionmembers, frontline staff, citizengroups and politicians) in theBaranagar project. The groupsembarked upon very enthusiasticrole play where the plenary venuewitnessed staged protests anddemonstrations by agitated anddissatisfied 'shopkeepers' and'activists', and a spontaneous attemptto pacify them by the city's 'politician'and to buy them off by a group of'union members'. 'Frontline staff'attempted to resolve the conflict byapplying the insights and keyelements of consultation andcommunication from the workshop.

The level of participation was high;group discussions often weredynamic and productive,complemented by a lot of critical andinvaluable inputs and questions.

Ground rules and working normswere applied to encourage open andhonest discussions throughout thesessions. Some of those rules were:be committed to your learning; becommitted to your contributing; speakto create and listen; ask questions;and place high value on timemanagement by being punctual, andspeak succinctly and briefly.

Another positive indication was thatsocial discussions and networkingprogressed beyond the officialworking agenda.

The participants also identified severalattitudes and behaviors that are required tointernalize and institutionalize effectivecommunications strategies.

Participation

Participant’s profile

25%28%

14%

2%4%27%

State/Provincial GovernmentCentral/Federal GovernmentWater and Sanitation ProgramDonor Agency/DevelopmentPrivate SectorWorld Bank

Feedback on Ground Service Delivery

35

30

25

20

15

10

5

0Excellent Good Fair Poor

No.

of

Res

pond

ents

Coordination and LogisticsTime ManagementHotel, Catering, Airport Transport and Registration

13


The following is a brief evaluation ofthe feedback gathered from 49respondents.

Learning Validation

In terms of achievements of theoverall workshop objectives, themajority of the participants felt thatthey had been introduced to a largeconcept of communications and itsbenefits.

Thirty-three participants felt that theyhad learned from the case studiesand exercises a large part of the skillsto facilitate project design, planningand implementation throughstakeholder consultations and two-way communication. Twelve othersfelt that they gained only from someparts of the workshop, and threeothers claimed that they were able to

completely learn from the case studiesand exercises on skills of projectdesign, planning and implementation.

In terms of improvement in their skillsin designing and delivering strategicmessages, 31 participants felt thatthey largely achieved the objectivewhile 14 others felt they gained someparts of it, and four others felt that theyhad hardly gained new skills in thisarea.

The majority of the participantsclaimed that they had been able toidentify opportunities for better use ofcommunications in their program,organization or department throughthe workshop.

Participants also felt that the actionlearning sessions had inspired them.They were now conversant with some

ideas and curriculum on furthertraining that may be required forpractitioners in their respective localagencies.

Most Useful Areas Covered in theWorkshop

Role play was nominated as the mosteffective and useful aspect of theworkshop. Other areas in theworkshop identified by theparticipants were the case studypresentations; group action learningexercises on tackling the hypotheticalcase study; social networking beyondthe formal sessions; and time toreflect and discuss the aspects ofstrategic communication andconsultation on a panel level oramongst group members. A generalview was that group interaction was

Participants’ Feedback

Improved skills in designing anddelivering strategic messages

HardlyPartlyLargely

8%

29%

63%

Identified opportunities for betteruse of communication

12%

2%

10%

76%

HardlyPartlyLargelyCompletely

Register interest in tailored training

PartlyLargelyCompletely

77%

13%

10%

14

very positive and dynamic and manyparticipants were convinced thateffective communication strategieswould improve the quality of theirservice delivery.

Other Recommendations

There were some views that thelength of the workshop was too shortand that sessions could be conductedin more depth and for longer days, forinstance, for four or five days.Therefore, more specific techniquesand practical skills forcommunication, and dealing andconsulting with the stakeholderscould be given. A desire for moreexposure to real life practical toolsand techniques, and 'how to' plan,implement and review, wasarticulated by most participants.

Case study presentations shouldhave incorporated real exampleswhere reform and infrastructureprojects in the region failed due to theabsence of communications andconsultation.

Participants requested that more hardcopies of the presentation, casestudies, and other materials related tothe workshop should be distributedduring the workshop.

Other areas that participants feltshould be added or given more timewere the framework for infrastructureand sector specific projects (power,water and sanitation); action learningexercises and planning; and politicalrisk analysis to assist incommunicating with challengingstakeholders sector specific.

There were some views that the length of the workshop wastoo short and that sessions could be conducted in moredepth and for longer days, for instance, for four or five days.

Feedback on the Working Sessions

Introduced to concepts incommunication and its benefits

HardlyPartlyLargelyCompletely

2%

12%

10%

76%

Learned from case studies andexercises how to plan, design andimplement through consultation

Not at AllPartlyLargelyCompletely

2%

24%

68%

6%

Dynamicand

Effective

Lacking inContent

Informativeand

Interesting

50

40

30

20

10

0

Break-out groups/table discussionPresentationCase Studies

Conclusions

An evaluation of the workshop demonstrates its success, with allparticipants finding the workshop "relevant or very relevant" to their work.There was an overwhelming conclusion that this pioneering workshophad been an eye opener and fascinating learning experience.

The workshop was said to have opened up other learning and trainingopportunities and should now be developed as a priority action into acohesive communication learning strategy in each of the respectivehome agencies.

15


Day 1, 15th February 2006

5.00 pm Registration for participants: Tea/coffee will be served6.15 pm Welcome and Greeting by Ms Dale Lautenbach, Communication Advisor, South Asia, World Bank6.20 pm Introduction of Workshop Participants by Raj Chawla, Facilitator6.30 pm Introduction to Mr Anuj Dayal, Communications Manager for Delhi Metro Rail Corporation by

Ms Cathy Revels, Regional Team Leader, Water and Sanitation Program-South Asia6.35 pm "Communications as a key to success in infrastructure projects: Delhi Metro Rail Project":

A Presentation by Mr Anuj Dayal, Chief PRO, Delhi Metro Corporation7.00-7.20 pm Questions and answers7.20 pm Welcoming remarks and introduction of keynote speaker by Mr Yusupha Crookes, Sector Director,

South Asia Energy & Infrastructure Unit7.30-8.00 pm Keynote speech by Mr Abdul Muyeed Chowdhury, Executive Director BRAC8.00 pm Closing of evening; give starting times and logistics for next day8.15 pm Drinks and Dinner

Annex AAgenda

16

DAY 2, 16th February 2006

8.00 am Coffee, Tea, Breakfast9.00 am Welcome, Overview of the two-days; Ground Rules and Working Norms by Raj Chawla, Facilitator9.15 am Why Strategic Communication? Small group/table discussion:

■ In what ways has your organization's communication strategy influenced the effectiveness of yourwork at the ground level? Look at both the positives and negatives.

■ What one thing would you change or modify to enhance and/or improve your communicationstrategy? What are the consequences if this change does not happen?

Brief Report out10.15 am Case Study: Communication Initiatives in Power Sector Reforms in India by

Ms Rumjhum Chatterjee, consultantDiscussants■ Ms VijayLakshmi Joshi, CMD, Gujarat Urja Vikas Nigam Ltd.■ Mr V.S. Sampath, Government of Andhra Pradesh■ Mr. Arshad Raza, Transaction Manager Karachi Electricity Supply Corporation,

Privatization Commission, Government of PakistanModerator: Salman Zaheer, Lead Energy Specialist - India, World Bank

11.30 am Coffee/Tea break11.45 am Introduction to Experiential Exercise on case study: Sumir Lal, Senior External Affairs Officer,

India - World BankBreak into groups to work on experiential exercise

12.30 pm WORKING LUNCH – Buffet1.45 pm Presentations by Groups2.55 pm Set the stage for the upcoming strategic conversations by Raj Chawla, Facilitator3.00 pm Topic One: Thinking Strategically about Communication

Case Study: 'Water Sector Reforms in Kenya'■ Presenter: Ms. Stephanie Gakuo, representing Water Sector Reform Secretariat,

Government of Kenya■ Ms. Sarah de Viliers Leach, Water and Sanitation Program, Africa■ Mr. Ashfaq Mahmood, Secretary, Ministry of Water and Power, PakistanModerator: Roger Usher, Adam Smith Institute

4.30 pm Coffee/Tea break4.45 pm Action Planning by Rachid Benmessoud, Operations Advisor, India - World Bank

Participants start working on their action plansReflect on day's activities and discussions:What are the key next steps your organization/ departmentneeds to take to create an even more effective communication strategy?

5.15 pm Review the day: Plus/Delta Exercise5.30 pm Group photograph/ Adjourn

Evening/dinner: Own arrangements

Agenda

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DAY 3, 17th February 2006

8.00 am Coffee, Tea, Breakfast9.00 am Welcome: Recap Day Two; Preview Day Three by Raj Chawla, Facilitator9.15 am Topic Two: Stakeholder Consultation

Case Study: Public Enterprises Reform in Madhya Pradesh■ Moderator and Presenter: Mr Amitabh Shrivastava, Adam Smith International■ Mr DR Chaudhary, Government of India■ Dr BB Patel, Consultant

10:30 am Break11.00 am Topic Three: Media and Activist Strategies

Case Study: Nam Thuen dam, Lao PDR by Peter Stephens, World Bank■ Moderator and Presenter: Peter Stephens, Communications Advisor, East Asia, World Bank■ Dr. Somboun Manlolm, General Manager Lao Holding State Enterprise (LHSE)■ Mr. Xaypaseuth Phomsoupa, Bureau Chief, Bureau of the Secretariat,

Lao National Committee of Energy12.15 pm Buffet Lunch1.30 pm Revisit Hypothetical Case Study:

Participants go back into their small groups to revisit their case study. Based on the conversationsover the workshop what might they do differently in their case study?

2.15 pm Debrief in large group3.30 pm Revisit Action PlanBased on work thus far, review action plan and identify what next steps are

needed for their organization regarding communication strategiesShare in small groups

4.00 pm Break4.15 pm Future skill-building and learning opportunities

■ Table discussion on what is possible in terms of future skill-building and learning opportunities■ Large group discussion on what participants see as essential learning engagements for their

organizationsAgreements on next steps for participants

5.00 pm Reflection of our three days together by Mr. Ashfaq Mahmood, Secretary, Ministry of Water andPower, PakistanDrawing out the lessons learned; summing up and next steps by Mr Yusupha Crookes, SectorDirector, South Asia Energy & Infrastructure Unit

5.30 pm Workshop feedback: Introduction to DVD and thanks by Vandana Mehra, Regional communicationsSpecialist, Water and Sanitation Program - South Asia

5.45 pm Adjourn

Agenda

18

Annex BKey Speakers/Presenters

1 Delhi Metro: For implementation and subsequent operation of Delhi Mass Rapid Transport System, a company under the name DELHI METRO RAIL CORPORATION was registered on 03-05-95 under the CompaniesAct, 1956. DMRC, not falling within the category of a Public Sector Undertaking, is vested with greater autonomy and powers to execute this gigantic project involving many technical complexities, under difficulturban environment and within a very limited period.

Anuj Dayal, CommunicationsManager for Delhi Metro RailCorporation1 presented the storybehind its public successes andhow they managed theircommunications. Anuj is thehead of communications for thelargest urban infrastructureproject undertaken in India in thelast 50 years i.e. the constructionof the Delhi Metro. Since 1998,Anuj has handled PublicRelations, Advertising andCommunications for the DelhiMetro Rail Corporation. Anuj hasalmost 20 years of experience inthe communications sectorincluding experience with theIndian railways and has writtenthree books. Thecommunications wing under himhas been recognized by theGovt. of Japan (JBIC-JapanBank of InternationalCooperation) as a Centre ofExcellence to be emulated inprojects funded by JBICworldwide. He has presentedpapers in internationalconferences and is a regularspeaker at Indian universitiesand institutes associated withpublic relations andcommunications. The PublicRelations Society of India hasfelicitated him for outstandingperformance in the field ofPublic Relations.

Abdul-Muyeed Chowdhurywas born in 1943 and receivedboth his BA and MA from theUniversity of Dhaka. He studiedPublic Administration as aFulbright Scholar at Universityof Tennessee, and is a fellow ofthe Institution of Civil Engineers(UK). Prior to joining BRAC asExecutive Director Designate inAugust 2000, Mr. Chowdhuryspent over three decades in thecivil service. Highlights of hiscivil service career includeCEO of Biman BangladeshAirlines, Executive Director ofthe Jamuna MultipurposeBridge Authority, PermanentSecretary in the Ministries ofLand and Food, Jamuna BridgeDivision of the Ministry ofCommunication, InternalResources Division of theMinistry of Finance and ex-officio Chairman, National Boardof Revenue (Head of IncomeTax, Customs, VAT and Exciseadministration). He also servedas Adviser of the Care TakerGovernment of Bangladeshfrom Jul-Oct, 2001, and heldcharge of the Ministries ofInformation, Housing and PublicWorks, Environment andForests, Land, and Food.Mr. Chowdhury was appointedExecutive Director of BRACin 2001.

Communication Initiatives in Power Sector Reforms in India:Andhra Pradesh and Gujarat as Case Studies: The objective ofthe presentation/ discussion is to document communication effortsto emphasize the hypothesis that a reforms program in order tosucceed needs good communication efforts and a reform programcan be considered well designed only if it incorporates acommunication component.Presentation by Rumjhum Chatterjee.

Rumjhum Chatterjee is co-founder of Feedback Ventures andManaging Director of Feedback Capacity Building Division with focus onthe human resource dimensions of infrastructure development in thenation. She has wide experience in organizational development, capacitybuilding and communication for development sector organizations, urbanlocal bodies and other infrastructure companies in the private and publicsectors. She has chaired and organized several workshops andconferences involving sector experts in Urban Infrastructure, Water &Sanitation, HRD and Organisation Development and also participated inseveral training programs and workshops on HRD, Urban Management,Capacity Building organized by CII, MoUD, HRD Network, World Bank.She worked closely with APTransco on an organizational review,assessing the capacities of the personnel of the restructured entities fortheir changed functions, formulating an HR and transfer plan; theAhmedabad Municipal Corporation on business plan for creating newinstitutional structure to undertake slum upgradation activities and alsowith ULBs of Thane, Karjat, Virar and Vasai in Maharahstra to assess andrecommend HR strategies to strengthen their institutional capacities. Shewas also involved in developing a city development strategy forAgra City.

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Vandana Mehra is the Regionalcommunications specialist forthe Water and SanitationProgram-South Asia. She worksto provide reforming stategovernments with a roadmapfor strategic communicationsand consultations withstakeholders. This includesassistance in building theclient's capacity to share anddisseminate information and tocommunicate with itsstakeholders; Contribute tocapacity-building efforts in waterand sanitation for regionalmedia, politicians and to designand develop a communicationsstrategy for the regional WSPteam which is integrated withthe WSP-global communicationsstrategy. She also managesproduction of a host of productincluding WSP's e-newsletterACCESS.

Sumir Lal, previously a senioreditor with several leadingIndian newspapers, is SeniorExternal Affairs Officer in theWorld Bank's New Delhi Office,where his focus is ondeveloping and integratingpolitical economy work into theBank's work. He works withtask leaders in assessing andincorporating political analysesand strategic communicationsinto their operations. Sumir haswritten an important paper onthe politics of the power sectorin India, several state-levelpolitical economy notes thathave fed into larger AAA worksand program designs, a regularstream of political analyses andrisk advisories, and hasprovided significant strategiccommunication support to highrisk projects in sectors such aspower, urban transport, andforestry. He also mentors othercolleagues across the SouthAsia region, and supportsmanagement in its strategicthinking.

Kenya: The first research-based, comprehensive nationalcommunications strategy to support the implementation of watersector reforms in the Africa region has been developed in KenyanMinistry of Water and Irrigation. The lessons learned from thisnovel process in Africa are being shared with WSS sectorcommunication professionals globally. Further technical assistanceis now being given to build the communication capacity of thenewly established WSS institutions. Key partners are GTZ and theWorld Bank.Presentation by Stephani Gakuo, representing Water SectorReform Secretariat, Ministry of Water and Irrigation, sup-ported by Ms Sarah de Viliers Leach, Consultant

Stephanie is a Communications Specialist working for the GTZWater Sector Reform Programme in the Ministry of Water andIrrigation in Kenya. She has supported the Ministry in developingand implementing the National Communication Strategy for theWater Sector Reforms. She is currently working with other publicsector organizations in planning and implementing theircommunication programs. Stephanie has extensive experience inplanning communication for both private and public sectororganizations.

Sarah De Villiers Leach has worked in the field of developmentcommunication for nine years, predominantly in the water andsanitation sector. She has particular experience in managing multi-stakeholder processes; marketing communication; advocacy;branded conservation platforms, corporate communications; trainingand facilitation; developing customer service in public utilities, and thesocial marketing approach to producing positive behavior change.Sarah spent six years working for Rand Water (Africa's largestwater utility), and she is now a consultant. Her primary client is theWater and Sanitation Program in Africa (WSP-Africa) working onadvocacy and reform communications; knowledge products andhelping to build communication capacity in African governments,utilities and regional organisations. (Mainly with Ethiopia, Kenya,Mozambique, Senegal, Uganda and Zambia.) Other clients are theInternational Water Association (London), the Mvula Trust (NGO inSouth Africa) and the South African Dept of Water Affairs & Forestry.Sarah has just started a Masters in 'Urban Infrastructure: Designand Management' at the University of Cape Town.

Key Speakers/Presenters

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Dilip Chaudhary had his basicacademic education inEconomics in St. Xavier'sCollege, Mumbai. Joined theIndian Administrative Service in1977, and have worked both inline and staff function. In theSenior Management Grade, heworked mainly in Finance andIndustry sectors during the last15 years. He did a five-yearstint in Finance Ministry in Govt.of India from 1993-98, and wasFinance Secretary in the Stateof Madhya Pradesh for the nextfive years. Presently workingwith restructuring of PublicSector Enterprises in the Govt.of India in the Ministry of HeavyIndustries and PublicEnterprises.

Amitabh Shrivastava isInternational Director in ASI basedin London (and New Delhi).Amitabh holds an MSc Econ.degree from London School ofEconomics, and an MBA (Finance)from Bombay University. Amitabh isa financial economist by training. Heis one of ASIs most experiencedand proven project directors andmanagers. He has successfullydelivered several multi-million dollarprojects in India, Africa and Asia,and has worked for all majordonors. The project in MP led byAmitabh was rated by the ADB asone of the best managed. He hasdeep experience of working withGovernments across the world inseveral economic reform areasincluding in privatisations,restructuring and regulation,communications and publicawareness, public administrationreforms, PPP and infrastructure.Currently Amitabh is advising theGovernment in Ghana inimplementing water sector reformswith focus on facilitating delivery ofwater to the poor andcommunications / education.Amitabh is working with theGovernment of India in organisinga 'voice option' campaign toimprove governance acrossstates and districts. Amitabh hasexperience of designing andimplementing several economicreform related public awarenesscampaigns.

Roger Usher is the ManagingDirector of the Adam SmithInternational and a respectedpublic sector consultant withextensive experience ofdesigning and implementinggovernment reformprogrammes includingcommunications and publicawareness. He has a strongrecord of consulting projectdelivery to public and privatesector clients in Asia, Africa, theCaribbean and in the UK. Inaddition to his responsibility forASI's economic reform work inIndia (Andhra Pradesh, MadhyaPradesh, Orissa and WestBengal) he has extensiveexperience in buildingpartnerships and developingbusiness and organisationalstrategy and has implementedgovernance and institutionalreform programmes in complexgovernment organisations,including internationalorganisations like the UN. He isan excellent communicator withgovernment ministers, aidagency executives, seniorofficials and staff at all levels inmulti-cultural environments.

Dr. B.B. Patel, a SeniorConsultant, and AssociateDirector Adam SmithInternational (ASI) since 1998,with over 20 years experiencein economic reform relatedlabour adjustments anddeveloping social safety nets(SSN). Dr. Patel has designedand implemented several labourreform projects in the region(India, Nepal, Bangladesh,Vietnam) and has deep regionaland international experience.Dr Patel was a key member ofthe ASI team that recentlydeveloped a Labour Toolkit forthe World Bank. The Toolkitgives practical methods to dealwith labour problems arisingfrom economic reform.Currently he is working with ASIin a project to develop copingstrategies for female garmentworkers retrenched due to theadverse affects of the expiry ofthe Multi Fibre Agreement(MFA). His work is recognisedby donors (ADB, World Bank,ILO, DFID) and Governmentsacross the world.

Annex BKey Speakers/Presenters

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Anggia A Burchill specializesin Strategic Communicationsand Project Management withover eight years of workingexperiences in leadingcommunication consultancies inAustralia and Indonesia. Herskills repertoire includesmanagement and developmentof communications programsand practices both in anindividual consulting role and asa project team leader. She haslead the development andexecution of strategiccommunications plans, mediaand publicity initiatives, projectmanagement, and teamleadership. She is currentlyliving in New Delhi with herhusband and two children andpursuing a Masters Degree (byresearch) in International Urbanand EnvironmentalManagement with RoyalMelbourne Institute of Tech.

Raj Chawla is well versed inintroducing new conversationsto organizations that createnew possibilities for action. Hebrings over 15 years ofexperience in organizationaland executive coaching,organizational development,training, and diversitymanagement to his work. Rajspecializes in providingcoaching to executives andorganizations on organizationaltransformation, diversitymanagement, coalition building,collaboration, high performancestrategies, and strategicplanning and is certified as anOntological coach through theNewfield Network, as anOrganizational Coach throughthe Newfield Network andGeorge Mason University, andis qualified in the Myers-BriggsType Indicator. In addition toworking with the World BankGroup, Raj has numerousclients in the private, public, andnot-for-profit sector, includingUS AID, NASA, Virginia BeachPolice Department, and the lawfirm of Hunton and Williams. Healso serves as adjunct faculty atGeorge Mason University andthe Federal Executive Institute.

Lao PDR, Nam Theun 2 hydro project: Over the past decade,projects in India, Nepal, Cameroon, Chad, China, Lao PDR, Lesotho,Uganda, and other countries have received a lot of negative attentionfrom the press and NGO groups. Some of these projects have beenstalled or blocked by opponents. Communications work has a criticalrole in such operations. At times, it can make the difference betweenproceeding or withdrawing. Controversial infrastructure projects requirea calculated public response and more cooperative effort acrosscompared with other, less controversial projects. Are we handling theseprojects the right way? What are the lessons from the recent past –especially Nam Theun 2 in Lao PDR – that we all need to know if weintend to engage in more infrastructure lending or borrowing?

Key Speakers/Presenters

Peter Stephens, Communications Advisor for the East Asia &Pacific Region, World Bank, discussed some of the crucial lessonsfrom the Nam Theun 2 hydro project and others, drawing lessonsabout managing the risks and looking at the role strategiccommunications should play.

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Government of Pakistan

Mr. Ashfaq MahmoodSecretaryMinistry of Water and PowerPak Secretariat, Block-A,Islamabad, PakistanTel: +92-51-9211852Fax: +92-51-9206272Email:[email protected]

Mr. Khalid SultanSecretaryHousing and UrbanDevelopment & Public HealthEngineering Department,Government of Punjab2-Lake Road, Lahore,PakistanTel: +92-42-9212626Fax: +92-42-9212632

Mr. Arshad RazaTrasaction ManagerKarachi Electricity SupplyCorporationPrivatization Commission,Room No. 305,EAC Building,Islamabad, PakistanTel: +92-51-9217973Fax: +92-51-9211692

Dr. Nasir JavedProject DirectorPlanning and DevelopmentDepartmentCivil Secretariat,Lahore, PakistanTel: +92-42-9210190

Mr. Hussain ZadaDirector GeneralCommunity InfrastructureProject-2(CIP-2)PDA Building, Phase V,Hayatabad,Peshawar, PakistanTel: +92-91-9217349Fax: +92-91-9217350

Mr. Ghulam Murtaza KhanAdditional Project Director(Coordination)AJK - CommunityInfrastructure and ServiceProjectEidgah Road,Muzaffarabad, AJKTel: +92-58810-48094Fax: +92-58810-48093Email:[email protected]

Government of Bangladesh

Dr. Sultan Md. Saleh UddinAdditional Executive DirectorDhaka Transport CoordinationBoard, Nagar Bhaban, FulbariaDhaka, BangladeshTel: +880-2-956-8831Fax: +880-2-956-8892

Mr. Md. Abdul Jalil MiahDeputy ChiefPlanning Division, Dhaka WASAWASA Bhaban,98 Kazi Nazrul Islam Avenue,Kawran Bazar, Dhaka 1215,BangladeshTel: 880-2-911-9702Fax: 880-2-811-21

Mr. Anwar HussainManaging DirectorBangladesh MunicipalDevelopment FundGrameen Bank Building,Level 13, Mirpur-2, Dhaka,BangladeshTel: +880-2-805-8485Fax: +880-2-805-8485

Mr. BadruddozaRahmatullahDirector General - Power CellMinistry of Energy andMineral ResourcesBidyut Bhaban, 10th Floor,1, Abdul Ghani Road, Dhaka,BangladeshTel: +880-2-955-1261Fax: +880-2-717-2729Email:[email protected]

Mr. Iftekhar AhmedProject DirectorMunicipal Services Project,Local GovernmentEngineering DepartmentLGED Bhaban, 6th Floor,7/B Agargaon, Sher-e-BanglaNagarDhaka-1207, BangladeshTel: +880-2- 912-7158Fax: +880-2-912-2434Email: [email protected]

Government of India

Ms. Vijay Lakshmi JoshiChairman and ManagingDirectorGujarat Urja Vikas Nigam Ltd.Sardar Patel Vidyut Bhavan,Race Cource CircleBaroda-390007, GujaratTel: +91-265-2338299Fax: +91-265-2340220Email:[email protected]

Mr. Anuj DayalChief Public RelationsOfficerDelhi Metro Rail Corporation1st Floor,NBCC Place,Bhishma Pitamah Marg,Pragati Vihar,New Delhi-110003Tel: +91-11-24365202Fax: +91-11-2436537Email:[email protected]

Mr. Mukesh Kumar, IASCommissionerMunicipal CorporationRajkot, GujaratTel: +91-281-2224133Fax: +91-281-2224258Email:[email protected]

Mr. Parveen Kumar Gupta,IASCommissioner & SecretaryGovernment of HaryanaPublic Health Department,New Haryana Secretariat,Sector-17,ChandigarhTel: +91-172-2713496Fax: +91-172-2713496Email: [email protected]

Mr. Sanjeev Kumar LohiaDirectorMinistry of UrbanDevelopmentGovernment of India,Nirman Bhawan,New Delhi.Tel: +91-11-23062331Fax: +91-11-23061427Email:[email protected]

Mr. Rajesh VermaDirector (Hydro)Ministry of PowerShram Shakti BhawanRafi Marg, New Delhi.Tel: +91-11-23711712Fax: +91-11-23711712Email: [email protected]

Mr. Savitur PrasadDirector (WS)Ministry of UrbanDevelopment,Government of IndiaRoom No. 235, C Wing,Nirman BhawanNew Delhi-110 011Tel: +91-11-23061558Fax: +91-11-23061466Email:[email protected]

Mr. V.S. SampathDirector GeneralNational Institute of RuralDevelopment, Rajendra Nagar,Hyderabad-500030,Andhra PradeshTel: +91-40-24008441Fax: +91-40-24015277Email: [email protected]

Mr. D.R.S. ChaudharyJoint SecretaryMinistry of Heavy Industries& Public EnterprisesGovernment of India,Department of HeavyIndustries, Room # 174,Udyog BhawanNew Delhi-110011Tel: +91-11-23063740Fax: +91-11-23063733Email: [email protected]

Mr. Mahesh Singh, IFSJoint SecretaryUrban Development & UrbanHousing Development7th Floor, Block No.14,New SachivalayaGandhinagar-380010, GujaratTel: +91-79-23251006Fax: +91-79-23251005Email:[email protected]

Mr. Rajiv KumarJoint SecretaryMinistry of Tribal AffairsGovernment of India Room #722, A-Wing, ShastriBhawan, New Delhi-110001Tel: +91-11-23073489Fax: +91-11-23073489Email: [email protected]

Mr. Dilip N. KawathkarJt. Project Director (PublicRelations)Maharashtra Urban TransportProjectMMRDA, Bandra-KurlaComplex, Bandra East,Mumbai-400051Tel: +91-22-26591246Fax: +91-22-26594188Email:[email protected]

Mr. N. Ravi ShankerPrincipal SecretaryIrrigation & Power,Government of Uttaranchal2 Subhash Road,Dehradun-248001Tel: +91-135-2712044Fax: +91-135-2712040Email:[email protected]

Mr. Sunil MitraPrincipal SecretaryGovernment of West Bengal,Department of Power &Non-conventional EnergySources1 K.S. Roy Road,New Secretariat Building,7th Floor, Block 'A',Kolkata-700001Tel: +91-33-22481267Fax: +91-33-22438379Email: [email protected]

Mr. M.V. DomkondwarWater Supply & SanitationDepartmentMantralaya,Mumbai-400032Tel: +91-22-2023338Fax: +91-22-22828129

Government of Indonesia

Mr. Oswar MungkasaHead - Directorate forSettlements and HousingBAPPENAS NationalDevelopment PlanningAgency of theRepublic of Indonesia,Bappenas Building,3rd Floor,Jalan Taman Suropati No.2Jakarta 10310, IndonesiaTel: +62-21-31934819Fax: +62-21-31934819Email:[email protected]

Mr. Dormaringan H. SaragihWater and SanitationSpecialistWater and Sanitation PolicyFormulation and ActionPlanning,Jakarta, IndonesiaTel: +62-21-82605522Email: [email protected]

Government of Lao PDR

Mr. Xaypaseuth PhomsoupaBureau ChiefBureau of the SecretariatLao National Committee forEnergy,Tel: +856-205526-585Email: [email protected]

Dr. Somboun ManolomGeneral ManagerLao Holding State EnterpriseTel: +856-20-263808Email:[email protected]

Annex CParticipants

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PPIAF

Ms. Bhavna BhatiaRegional Program Leader,PPIAFThe World Bank70 Lodi Estate,New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email:[email protected]

World Bank

Mr. Yusupha B. CrookesSector DirectorThe World Bank, Room #MC-727,1818 H, Street, NW,Washington,DC 20433Tel: +1-202-473-3792Fax: +1-202-522-3313Email:[email protected]

Mr. Shekhar ShahEconomic AdviserThe World Bank,70 Lodi EstateNew Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email:[email protected]

Mr. Rachid BenmessaoudOperations AdvisorThe World Bank,70 Lodi Estate,New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email:[email protected]

Mr. Salman ZaheerLead Energy SpecialistThe World Bank70 Lodi Estate,New Delhi-110003Tel: +91-11-51177815Fax: +91-11-51177849Email:[email protected]

Mr. Raja Rehan ArshadSenior Technical SpecialistThe World Bank20-A Shahrah-e-Jamhuriat,Ramna 5G-5/1, Islamabad, PakistanTel: +92-51-2279641Fax: +92-51-2279648Email:[email protected]

Mr. Christoph PuschSenior Urban SpecialistThe World Bank70 Lodi Estate, New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email:[email protected]

Mr. Oscar E. AlvaradoSenior Water & SanitationSpecialistThe World BankRoom # MC 10-745, 1818 HStreet, NW, Washington, DC20433Tel: +1-202-458-5840Email:[email protected]

Ms. Smita MisraSr. Economist(Infrastructure)The World Bank70 Lodi Estate, New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email:[email protected]

Mr. Zafar Iqbal RajaTransport SpecialistThe World Bank20-A Shahrah-e-Jamhuriat,Ramna 5G-5/1, Islamabad, PakistanTel: +92-51-2279641Fax: +92-51-2279648Email: [email protected]

Mr. Joseph Daniel WrightInfrastructure EconomistThe World Bank, 70 LodiEstate,New Delhi-110003Tel: +91-11-41177841Fax: +91-11-41177849Email:[email protected]

Ms. Reefat SultanaProject AnalystThe World BankE-32, Agargaon, Sher-e-Bangla NagarDhaka 1207, BangladeshTel: +880-2-815-9001Fax: +880-2-815-9029Email:[email protected]

Ms. Dale LautenbachCommunications AdvisorThe World Bank, Room # MC10-113,1818 H Street, NW,Washington,DC 20433Tel: +1-202-473-3405Fax: +1-202-522-3313Email:[email protected]

Mr. Peter L. StephensCommunications Advisor10 Shenton Way,MAS Building #15-08Singapore 079117Phone: (65) 6324-4612Fax: (65) 6324-4615Email:[email protected]

Mr. Sumir LalSr External Affairs OfficerThe World Bank70 Lodi Estate, New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email: [email protected]

Mr. Shahzad SharjeelSr. Extarnal Affairs OfficerThe World Bank20-A Shahrah-e-Jamhuriat,Ramna 5G-5/1, Islamabad, PakistanTel: +92-51-2279641Fax: +92-51-2279648Email:[email protected]

Mr. S.M. Rezwan Ul AlamSenior CommunicationOfficerThe World Bank, E-32,Agargaon,Sher-e-Bangla NagarDhaka 1207, BangladeshTel: +880-2-815-9001Fax: +880-2-815-9029Email:[email protected]

Ms. Chulanganie LakshmiDe SilvaCommunications OfficerThe World Bank1st Floor, DFCC Building, 73/5,Galle Road, Colombo-3, SriLankaTel: -94-11-244-8070Fax: -94-11-244-0357Email:[email protected]

Mr. Pervaiz IftikharDeputy Managing Director(O&M)Water and Sanitation Agency(WASA),Lahore Development AuthorityICIII, Parkview, Adjacent toLiberty Park, Opp. 69C-III,Gulberg-3, 4A Gulberg-VLahore, PakistanTel: +92-42-5715137Fax: +92-42-5717370Email: [email protected]

Mrs. Nasreen JalilCity Naib NazimCity District GovernmentKarachi, Old KMC HeadOffice, M.A. Jinnah RoadKarachi, PakistanTel: +92-21-9215130Fax: +92-21-9215137

Brig. Iftikhar HaiderManaging DirectorKarachi Water and SewerageBoard (KWSB)Behind Sabzazar Lawn,Mohammad Ali Society,Karachi, PakistanTel: +92-21-9245154Fax: +92-21-9245135Email:[email protected]

Mr. Md. Suleman ChandioChief Engineer (Zone III)Karachi Water and SewerageBoard (KWSB)Behind Sabzazar Lawn,Mohammad Ali Society,Karachi, PakistanTel: +92-21-9230318Fax: +92-21-9231460

Mr. Syed Aslam AliSabzwariManaging DirectorWater and Sanitation Agency(WASA)Near Liaquat BaghRawalpindi, PakistanTel: +92-51-5539073Fax: +92-51-5539490

USAID

Ms. Piper HackettRegional ProgramCoordinatorUSAID ContractorSG Tower, 5th Floor, Unit 506,161/1, Soi Mahadlek Luang 3,Rajamari Road, PatumwanBangkok-10330, ThailandTel: +66-2-651-8826Fax: +66-2-651-8864Email:[email protected]

Ms. Kimberly VersakThe World BankExternal Affairs Department,Cambodia, Lao PDR andThailandBangkok-10330, ThailandTel: +66-2-686-8324Email:[email protected]

Ms. Maria PintoProgram AssistantWorld Bank55 Lodi Estate, New Delhi-110003Tel: +91-11-24690488Fax: +91-11-24628250Email:[email protected]

Water and SanitationProgram

Ms. Catherine RevelsRegional Team LeaderWater and SanitationProgram - South Asia55 Lodi Estate, New Delhi-110003Tel: +91-11-24690488Fax: +91-11-24628250Email:[email protected]

Mr. Deepak SananCountry Team LeaderWater and SanitationProgram - South Asia55 Lodi Estate, New Delhi-110003Tel: +91-11-24690488Fax: +91-11-24628250Email:[email protected]

Mr. Khawaja M. MinnatullahSr. Water and SanitationSpecialistWater and SanitationProgram-South AsiaThe World BankE-32, AgargaonSher-e-Bangla NagarDhaka 1207, BangadeshTel: +880-2-815-9001Fax: +880-2-815-9029Email:[email protected]

Ms. Vandana MehraRegional CommunicationsSpecialistWater and SanitationProgram - South Asia55 Lodi Estate,New Delhi-110003Tel: +91-11-24690488Fax: +91-11-24628250Email: [email protected]

Mr. Rajesh Kumar UpadhyaySenior MessengerWater and SanitationProgram - South Asia55 Lodi Estate,New Delhi-110003Tel: +91-11-24690488Fax: +91-11-24628250Email:[email protected]

Mr. Rajiv Kumar ChawlaConsultantWater and SanitationProgram - South Asia70 Lodi Estate,New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393Email: [email protected]

Ms. Anggia A. BurchillConsultantWater and SanitationProgram - South Asia70 Lodi Estate,New Delhi-110003Tel: +91-11-24617241Fax: +91-11-24619393

Ms. Sarah De Villiers LeachCommunications SpecialistWater and Sanitation Program-Africa, PO Box 12026,Mill Street, Cape Town, 8010,South AfricaTel: +27-21-4261-242Email:[email protected]

Mr. Toni SittoniCommunications OfficerWater and SanitationProgram-Africa, Hill Park,Upper Hill, Nairobi, KenyaTel: +254-722-914-967Fax: +254-20-322-6386Email:[email protected]

Ms. Beatriz SchippnerRegional CommunicationsSpecialist, Water andSanitation Program-LatinAmerica and the CaribbeanThe World Bank Office,Lima, Alvarez Calderon 185,Piso 9, Edificio Axxis,San Isidro, Lima 27, PeruTel: +51-1-615-0685Fax: +51-1-615-0689Email:[email protected]

Ms. Yosa YuliarsaRegional CommunicationSpecialist, Water andSanitation Program-EastAsia and the Pacific, JakartaStock Exchange Building,Tower-2, 13th Floor Jl.Jendral Sudirman, Kav. 52-53Jakarta 12190, IndonesiaTel: +62-21-5299-3003Fax: +62-21-5299-3004Email:[email protected]

Ms. Manilath ArounlangsyCommunications OfficerWater and SanitationProgram-East Asia and thePacific, The World Bank,P.O. Box 345, Pathou Xay,Vientiane, Lao PDRTel: +856-21-413 710Fax: +856-21-450-015Email:[email protected]

Resource Persons

Mr. Abdul MuyeedChowdhuryExecutive DirectorBRAC, BRAC Center,19th Floor, 75 MohakhaliDhaka 1212, BangladeshTel: +880-2-882-4180Fax: +880-2-882-3542Email:[email protected]

Mr. Roger Andrew UsherManaging DirectorAdam Smith International Ltd.3 Albert Embankment,London SW1 7SPUnited KingdomTel: +44(0)207091 3535Fax: +44(0) 207793 0090Email: [email protected]

Ms. Rumjhum ChatterjeeManaging DirectorFeedback Ventures (P) LimitedFeedback House,7, L.S.C., Panchsheel Park,New Delhi - 110017Tel: +91-11-26495763Fax: +91-11-26495765Email: [email protected]

Mr. Amitabh ShrivastavaDirector - South AsiaAdam Smith International Ltd.3 Albert Embankment,London SW1 7SP,United KingdomTel: +44(0)207091 3524Fax: +44(0) 207793 0090Email: [email protected]

ParticipantsMs. Stephani Ngonyo GakuoCommunication SpecialistMWI / GTZ Water SectorReform ProgrammeP.O. Box 19512-00202NairobiKenyaTel: +254-20-2719987Fax: +254-20-2730972Email: [email protected]

Mr. Ludovic DelplanqueCommunications AdvisorNam Theun 2 Power CompanyLtd. (NTPC)Unit 09Nong Bone VillageThat Luang RoadSxaysettha District,P.O. Box 5862,Vientiane, Lao PDRTel: +856-21-263900 /+66-2-6700370Fax: +856-21-263901 /+66-2-6700373Email:[email protected]

Mr. Babubhai Bhaichand PatelTeam Leader / HR & GenderSpecialist, Adam SmithInternational (India)Committee Room # 4,India International Centre,40 Max Muller MargLodi EstateNew Delhi-110003Tel: +91-11-24635192Fax: +91-11-24635192

Ms. Sriparna Sanyal IyerSenior ConsultantFeedback Ventures (P)LimitedFeedback House,7, L.S.C.,Panchsheel Park,New Delhi - 110017Tel: +91-11-26495875Fax: +91-11-26495765Email:[email protected]

Water and Sanitation Program-South AsiaThe World Bank55 Lodi Estate, New Delhi 110 003India

Phone: (91-11) 24690488, 24690489Fax: (91-11) 24628250E-mail: [email protected] site: www.wsp.org

November 2006

WSP MISSION:To help the poor gain sustained access toimproved water and sanitation services.

WSP FUNDING PARTNERS:The Governments of Australia, Austria,Belgium, Canada, Denmark, France, Ireland,Luxembourg, the Netherlands, Norway,Sweden, Switzerland, the United Kingdom,the United States of America; theUnited Nations Development Programme,The World Bank, and the Bill andMelinda Gates Foundation.

AusAID provides WSP-SA programaticsupport.

The findings, interpretations, and conclusions expressed are entirely those of the authors and should not be attributed in anymanner to The World Bank, to its affiliated organizations, or to members of its Board of Executive Directors or the companiesthey represent.

The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, andother information shown in this work do not imply any judgement on the part of The World Bank concerning the legal status ofany territory or the endorsement or acceptance of such boundaries.

Task Manager and written by: Vandana Mehra and Sumir Lal

Editor: Anggia Anggraini Burchill, Consultant

Created by: Roots Advertising Services Pvt Ltd

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