japan fund for public policy training: final report · 1 i. background 1. this final report on the...

Final Report

Public PolicyTraining

Japan Fund forJapan Fund for Public Policy Training Final Report

Japan Fund for Public Policy Training

The Japan Fund for Public Policy Training was established in March 2004 as a trust fund to enhance developing member countries’ capacity building for public policy management, focusing on regional economies in transition. Since its inception, the Government of Japan has contributed more than $22 million. The country director of the Asian Development Bank’s Viet Nam Resident Mission acted as the program manager of the fund through 2011. The Public Policy Training Program’s training facility in Ha Noi was closed in August 2011 upon completion of planned training programs.

About the Asian Development Bank

ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two-thirds of the world’s poor: 1.7 billion people who live on less than $2 a day, with 828 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration.

Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

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Contents

Abbreviations iv

Acknowledgments v

I. Background 1

II. Implementation Progress 3A. Implementation of the Executive Public Policy Training Program

in Viet Nam 3B. Implementation of Short Thematic Training Courses in Viet Nam 5C. Training Materials for Viet Nam Programs 6D. Training Programs for Cambodia and the Lao People’s

Democratic Republic 6E. Impact Assessment Study 8F. Public Policy Training Program Ha Noi Facility 9G. Public Policy Training Program Viet Nam Advisory Committee 10H. Public Policy Training Program Viet Nam Advisory Committee

Secretariat 10

III. Financial Issues 11

Appendixes1 Executive Public Policy Training Program, Participants’

Evaluation Results 122 Completion Report of Leadership and Change Management

Short Thematic Training Course, 22–26 March 2010 1563 Completion Report of Capital Flows Management Workshop,

12–14 October 2010 1684 Completion Report of Leadership and Change Management

Short Thematic Training Course, 25–29 October 2010 1795 Japan Fund for Public Policy Training

(Administered by the Asian Development Bank) Independent Auditors’ Report and Financial Statements for the Years Ended 31 December 2012 and 2011 191

6 Japan Fund for Public Policy Training (Administered by the Asian Development Bank) Independent Auditors’ Report and Financial Statements for the Years Ended 31 December 2011 and 2010 202

7 Japan Fund for Public Policy Training (Administered by the Asian Development Bank) Independent Auditors’ Report and Financial Statements for the Years Ended 31 December 2010 and 2009 211

iv

ADB — Asian Development BankAIM — Asian Institute of ManagementJFPPT — Japan Fund for Public Policy TrainingLao PDR — Lao People’s Democratic RepublicPPTP — Public Policy Training ProgramTA — technical assistance

Abbreviations

v

Acknowledgments

This report was managed by William Costin, team leader, Public Policy Training Program (PPTP). The report was written by ADB, Mr. Costin, and consultants from Towers Watson, Viet Nam. Guidance and support were provided by Tomoyuki Kimura, country director, Viet Nam Resident Mission (VRM); Ayumi Konishi, director general, East Asia Department; Lauren Sorkin, environment and climate change specialist; and Phan Thi Lan Phuong, project analyst, VRM. Useful comments were provided by Peter Brimble, deputy country director, Cambodia Resident Mission; and Barend Frielink, principal country economist and Barbara Lochman, senior social sector specialist, Lao PDR Resident Mission.

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I. Background

1. This final report on the Japan Fund for Public Policy Training (JFPPT) covers 1 January 2010 to 31 December 2012.1

2. In March 2004, ADB accepted the administration of the JFPPT as a new trust fund. The ADB Institute was appointed as the JFPPT administrator. Following the implementation of a pilot public policy training program by the ADB Institute, the Government of Japan held consultations with ADB and the ADB Institute, and it was decided that the JFPPT could be more effectively and sustainably implemented by ADB. The Board approved the modified implementation arrangements for the JFPPT on 14 October 2005.

3. Under the modified implementation arrangements, JFPPT activities have been implemented through a series of regional technical assistance (TA) programs. The first regional TA program for 2006 was approved in December 2005 for $950,000.2 This program, which focused on Viet Nam, adopted a process approach through which program components were designed and implemented in close consultation with government agencies to ensure that the activities were demand-driven. ADB was the executing agency, and the Viet Nam Resident Mission was made responsible for overall administration. Implementation was guided by an advisory committee, with members from relevant government ministries. It was designed to be implemented during January–December 2006, but due to the delay in processing the follow-on regional TA program, the implementation period was extended until 30 September 2007. The major outputs of this program included

(i) operation of the Public Policy Training Program (PPTP) Ha Noi facility for the Viet Nam program and as a regional hub for public policy training activities under the JFPPT,

(ii) formulation of the multiyear PPTP for Viet Nam, and

(iii) preparation and delivery of pilot short courses in public economic policy analysis for mid-career government officials in Viet Nam.

4. A follow-on regional TA program, covering 2007–2010, was approved on 13 September 2007 for $17,800,000.3 It commenced implementation on 1 October 2007.

1 ADB closed the regional technical assistance (TA) program Public Policy Training Program 2007–2010 (TA 6412-REG) on 30 April 2012. An annual report covering 1 January to 31 December 2009 is available at http://www.adb.org/documents/japan-fund-public-policy-training-annual-report-2009

2 ADB. 2005. Technical Assistance for Public Policy Training Program 2006. Manila (TA 6277-REG). 3 ADB. 2007. Technical Assistance for Public Policy Training Program 2007–2010. Manila (TA 6412-REG).


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This program aimed to build sustainable domestic institutional capacity in Cambodia, the Lao People’s Democratic Republic (Lao PDR), and Viet Nam. This was to be undertaken through formal and informal in-service training programs for mid- to senior-level civil service officials, supported by knowledge partners.4 Key activities of the program included

(i) implementation of core competency courses in public policy for mid- to senior-level civil service officials from Cambodia, the Lao PDR, and Viet Nam;

(ii) preparation and delivery of short thematic training courses in Cambodia, the Lao PDR, and Viet Nam;

(iii) implementation of leadership and management courses for senior government leaders in Cambodia, the Lao PDR, and Viet Nam;

(iv) a fellowship program to send 25 outstanding candidates for formal degree courses overseas;5 and

(v) a teaching support component to generate teaching materials in public policy that are relevant to the contexts of the three countries, which can be tapped by their respective training institutes for future programs.

4 Knowledge partners are regional academic institutions supporting the governments of Cambodia, the Lao PDR, and Viet Nam by providing analysis of economic development and capacity development support on the transition to a market-based economy.

5 At the request of the Government of Japan, this activity was not implemented under the regional TA program.

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II. Implementation Progress

A. Implementation of the Executive Public Policy Training Program in Viet Nam

5. In Viet Nam, the 2010 Executive PPTP commenced on 18 January 2010. It was effectively implemented in coordination with its knowledge partner institution, the Lee Kuan Yew School of Public Policy, National University of Singapore. At the PPTP Viet Nam Advisory Committee meeting on 28 August 2009, it was requested to include a greater number of academic faculty members from Japan in the implementation of the Executive PPTP; thus, six academics from Japan were involved in the delivery of various segments of the program, covering about 30% of the sessions. These faculty members came from Doshisha University, Mitsubishi UFJ Research and Consulting Company, Musashi University, the National Graduate Institute for Policy Studies, and the University of Tokyo.

6. During 2010, nine batches of sessions of the Executive PPTP (i.e., module A, A11–A15 and module B, B8–B11) were undertaken, in which 272 officials for module A and 141 officials for module B participated. During 2007–2010, a total of 1,122 participants comprising 534 (48%) from the central government and 588 (52%) from provincial governments completed the program. A total of 748 mid-level government officials received the four-segment module A courses, and 374 senior-level government officials received the two-segment module B courses. This overall number of participants is within the regional TA program target of 1,100–1,200. It is also noted that almost equal participant representation between the central government and provincial governments was achieved.

7. A summary of the Executive PPTP from commencement in late 2007 to the end of 2010, showing the number of participants for each batch and the participants’ ratings of the various segments, is shown in Table 1. Participants rated all courses in the high-good to low-excellent ranges. A detailed evaluation summary of the program, covering the five module A batches (i.e., A11–A15) and the four module B batches (i.e., B8–B11), is in Appendix 1.

8. Staff at the PPTP Ha Noi facility interacted closely with faculty and staff of the Lee Kuan Yew School of Public Policy to respond to various issues and to find ways to enhance the delivery of the Executive PPTP. Staff members also closely monitored the implementation of the various course segments and held regular discussions with the faculty members. No additional executive courses were held in 2011.


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Module B: Senior-Level Officials’ Training Courses

BatchTraining Period

Number of Participants

Working Agencies

Segment Ratings Overall Batch RatingaSegment 1 Segment 2

B1 Jan–Mar 08 34 Both 3.62 3.67 3.64

B2 May–Jun 08 29 Central 3.80 3.63 3.71

B3 Jul–Sep 08 33 Local 3.74 3.71 3.72

B4 Oct–Nov 08 36 Central 3.74 3.66 3.70

B5 Apr–May 09 32 Local 3.50 3.82 3.66

B6 Jul–Aug 09 34 Central 3.68 3.63 3.66

B7 Oct–Nov 09 35 Local 3.73 3.55 3.64

B8 Jan–Mar 10 34 Central 3.56 3.56 3.56

B9 Apr–May 10 34 Local 3.46 3.54 3.50

B10 Jul–Aug 10 42 Central 3.71 3.82 3.76

B11 Oct–Nov 10 31 Local 3.69 …b 3.69

Total or Average 374 3.66 3.66 3.66

… = not available.a Rating scale: 1 = poor, 2 = average, 3 = good, and 4 = excellent.b The participants’ evaluations are not available because they were lost in the post between Singapore and Viet Nam.Note: Total central government participants: (Module A = 342) + (Module B = 192) = 534 (47.6%); total provincial

government participants: (Module A = 406) + (Module B = 182) = 588 (52.4%); and total participants: (Module A = 748) and (Module B = 374) = 1,122 participants.

Source: Asian Development Bank.

Table 1 Summary of 2007–2010 Executive Public Policy Training Program in Viet Nam

Module A: Mid-Level Officials’ Training Courses

BatchTraining Period


Working Agencies

Segment Ratings Overall Batch

Ratinga

Segment 1

Segment 2

Segment 3

Segment 4

A1 Dec 07–Apr 08 33 Central 3.81 3.30 3.59 3.65 3.58

A2 Dec 07–Apr 08 34 Local 3.62 3.62 3.54 3.88 3.66

A3 May–Aug 08 50 Central 3.53 3.47 3.53 3.61 3.53

A4 Jun–Sep 08 48 Local 3.46 3.03 3.35 3.45 3.32

A5 Jul–Oct 08 53 Central 3.64 3.40 3.53 3.63 3.55

A6 Aug–Nov 08 50 Local 3.46 3.33 3.43 3.59 3.45

A7 Mar–Jun 09 47 Central 3.46 3.35 3.57 3.57 3.49

A8 May–Aug 09 56 Local 3.60 3.61 3.69 3.62 3.63

A9 Jul–Oct 09 52 Central 3.47 3.37 3.71 3.57 3.53

A10 Sep–Dec 09 57 Local 3.79 3.70 3.57 3.68 3.68

A11 Jan–May 10 51 Central 3.48 3.55 3.54 3.36 3.48

A12 Mar–Jun 10 55 Local 3.70 3.60 3.56 3.77 3.65

A13 May–Aug 10 58 Central 3.52 3.54 3.54 3.58 3.54

A14 Jun–Sep 10 56 Local 3.73 3.59 3.55 3.79 3.66

A15 Aug–Nov 10 52 Local 3.63 3.51 3.59 …b 3.58

Total or Average 748 3.59 3.46 3.55 3.62 3.55

Implementation Progress

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B. Implementation of Short Thematic Training Courses in Viet Nam

9. During 2010, three priority short thematic training courses were implemented in Viet Nam: (i) Leadership and Change Management, during 22–26 March 2010; (ii) Capital Flows Management Workshop, during 12–14 October 2010; and (iii) Leadership and Change Management, during 25–29 October 2010. No short thematic courses were organized in 2011.

10. The first leadership and change management course, co-organized with the Ministry of Planning and Investment, was successfully implemented during 22–26 March 2010 in partnership with the Asian Institute of Management (AIM), and attended by 56 participants from various ministries and government agencies. The course covered understanding organizational context, transforming public sector entities, leadership practices and challenges, results-based leadership and management, leading for emerging futures, change management and strategy, and managing organizational culture and change. The training methodology consisted of lectures, case studies, quizzes, and classroom assignments. Three AIM professors were involved. The overall rating of the course was 4.13 (very good to excellent), with participants finding the content of the course to be of high quality and beneficial to their work responsibilities. The completion report and participant evaluations are in Appendix 2.

11. The Capital Flows Management Workshop was undertaken during 12–14 October 2010 in cooperation with ADB’s Office of Regional Economic Integration and the Ministry of Finance. In Viet Nam, foreign capital flows have increased over the past few years, especially to the equity market, challenging monetary policy and policy makers on how to manage and monitor these capital inflows, particularly during times of global financial uncertainty. The objective of the workshop was to better equip mid- and senior-level government officials with advanced knowledge and management tools that can be utilized to manage capital flows more efficiently.

12. The program for the 3-day workshop was developed for government officials who are directly involved in capital flows management activities, and consisted of officials from key departments of the Ministry of Finance (i.e., the Banking and Finance Department, the National Debt Management and External Finance Department, and the State Securities Commission) and from the Ministry of Planning and Investment, the State Bank of Viet Nam, and relevant financial institutions. The program consisted of (i) macroeconomic impacts of capital flows and policy responses; (ii) macroeconomic monitoring of capital flows, featuring an overview of a multicountry study; (iii) a practical approach to capital flows monitoring; (iv) capital flows management tools, featuring the Republic of Korea’s foreign exchange system; (v) capital flows management tools, featuring the Republic of Korea’s foreign investors’ management system; and (vi) interactive review sessions. The workshop was attended by 35 participants, and the overall participant rating was 4.57 (very good to excellent). The completion report and participant evaluations are in Appendix 3.


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13. Responding to popular demand, another leadership and change management course was undertaken during 25–29 October 2010. Co-organized with the Ministry of Planning and Investment and in partnership with AIM, 24 mid- and senior-level government officials from central government ministries and agencies and 18 from provincial government departments and agencies participated. Three AIM professors were involved as in the first course. The overall rating by participants was 4.25 (very good to excellent). The participants generally found the content of the course to be of the highest quality and beneficial to their work responsibilities. The completion report and participant evaluations are in Appendix 4.

14. Table 2 provides a summary of the short thematic training courses undertaken since 2007. All courses were rated very good to excellent. A total of 389 participants have benefited from these courses to date.

C. Training Materials for Viet Nam Programs15. All training materials for the Executive PPTP and the 11 completed short thematic training courses are available in the ADB archives in Ha Noi for future reference and use. During the courses, hard copies of lecture notes and course materials, as well as zip drives containing all course material, were given to all participants.

D. Training Programs for Cambodia and the Lao People’s Democratic Republic

16. The first training programs in both countries commenced in March 2009. With agreements from the governments of Cambodia and the Lao PDR, PPTP facilitators were appointed to each country to coordinate the proposed training programs. Close coordination among the Cambodia and Lao PDR resident missions, the facilitators, and PPTP Ha Noi facility staff was maintained. Regular discussions were also held with representatives of the knowledge partners on the design and delivery of the courses.

17. In Cambodia, the Executive PPTP was implemented twice, in March–April 2010 and August–September 2010. The first program involved 24 senior officials; module A was Cambodia-based and module B was Japan-based. It was completed on 9 April 2010. The second program had 35 mid-level officials; module A was Cambodia-based and module B was Japan-based. This ended on 3 September 2010. The third course involved 32 mid-level officials, with module A being Cambodia-based and module B Japan-based. It was completed on 10 September 2010. A total of 91 government public servants completed the Executive PPTP, bringing the total to 178 who had attended the Executive PPTP by the end of 2010.

18. Close coordination was maintained among the Cambodia Resident Mission, the PPTP facilitator, the PPTP Ha Noi facility, and the knowledge partners (i.e., the School


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Table 2 List of Short Thematic Training Courses during 2007–2010

Course Number Training Course

Duration and Year


International Partner Ratinga

1 International Tax Management

5 days12–16 Nov 2007

71 National Taxation Agency, Japan

4.29

2 Macroeconomic Analysis and Forecasting

6 days11–18 Jan 2008

27 Singapore Regional Training Institute, International Monetary Fund

4.59

3 Regional and Provincial Planning: Opportunities and Challenges

5 days30 Jun–4 Jul 2008

52 Association of Universities and Colleges of Canada

4.18

4 Public–Private Partnerships in Infrastructure Investment in Viet Nam

5 days3–7 Nov 2008

43 Asian Development Bank Institute and international resource persons

4.11

5 Leadership and Change Management

5 days4–8 May 2009

49 Asian Institute of Management, Philippines

4.43

6 National Debt Management

5 days3–7 Aug 2009

47 International Law Institute, Washington, DC

4.38

7 International Taxation Management

5 days2–6 Nov 2009

46 National Taxation Agency, Japan

4.34


5 days30 Nov–4 Dec 2009


4.45


5 days22–26 Mar 2010


4.13

10 Capital Flows Management Workshop

3 days12–14 Oct 2010

35 Office of Regional Economic Integration, Asian Development Bank and three resource persons from the Republic of Korea

4.57


5 days25–29 Oct 2010


4.25

a Rating scale: 1 = poor, 2 = average, 3 = good, 4 = very good, and 5 = excellent.Source: Asian Development Bank.


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of International Development, Nagoya University for module A’s segment 1 on public policy management, and the Civil Service College of Singapore for segment 2 on human resources and change management). Changes were undertaken when necessary to improve the content and delivery of the training program.

19. At the request of the Government of Cambodia, the short thematic training course on leadership and change management was implemented during 21–25 June 2010, supported by the Civil Service College of Singapore as the knowledge partner. Thirty-eight senior government officials participated. The course received an excellent review from the participants, who cited that it provided them with important knowledge on responding to change and the dynamics of government, and helped them in the performance of their jobs. A repeat course was also offered during 15–19 November 2010, with 41 senior government officials attending. This course also received an excellent rating from the participants.

20. In the Lao PDR, the Executive PPTP was offered from March 2009 in collaboration with Kobe University through its Graduate School of International Cooperation Studies. During 2010, about 100 government public servants (25 in each session) participated in the training program. The participant evaluations rated the courses in the excellent range, with participants generally finding the course presentations valuable and informative. Through the evaluation reports and discussions among involved parties, a number of issues were identified to improve the quality of future courses. By the end of 2010, a total of 200 Lao PDR government public servants had benefited from the Executive PPTP.

21. During 7–11 June 2010, a short thematic training course on enhancing public governance was offered with the Civil Service College of Singapore; 34 Lao PDR senior government officials participated. The course received an excellent review from participants. There was a general consensus that the course should be repeated for other government officials, as the content provided important knowledge that would greatly benefit all officials. An additional run of this course was thus offered during 6–10 December 2010 with the Civil Service College of Singapore again serving as the knowledge partner. The 35 senior government officials who participated rated the course excellent.

22. PPTP Ha Noi facility staff compiled performance reports, including participant evaluation data, for all courses undertaken in both Cambodia and the Lao PDR. In general, the training programs were implemented satisfactorily, with evaluations in the excellent range and participants finding the courses valuable and informative.

E. Impact Assessment Study23. Responding to the request made at the PPTP Viet Nam Advisory Committee meeting on 28 August 2009, PPTP Ha Noi facility staff members, in coordination with ADB’s Human Resources Division, prepared terms of reference to commission


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an independent assessment on the impacts of the Executive PPTP on participant work situations (e.g., behaviors and attitude changes) covering Cambodia, the Lao PDR, and Viet Nam. The objective of the assessment was to measure the training impacts with respect to relevance, efficacy, and efficiency. The firm originally contacted for this assignment could not carry out the study because of staffing problems, so Towers Watson Vietnam was finally engaged. The firm completed the study of the 3-Year PPTP covering Cambodia, the Lao PDR, and Viet Nam in March 2011. Interviews were conducted with PPTP participants and their superiors as well as government partner institutions. The research showed a generally positive response to the PPTP. The surveyed participants rated the PPTP courses 7.60 to 8.57 on average on a scale of 1 (not at all) and 10 (definitely) for being meaningful and helpful to their work. Participants also posited that many post-training actions were taken as a result of the course, showing that the course had achieved a development impact. A number of participants stated they had improved their understanding of public policy concepts and had undergone mind-set changes. Participants (and a few participants’ supervisors) also reported behavioral changes and greater learning as a result of the program.

F. Public Policy Training Program Ha Noi Facility24. The staffing of the PPTP Ha Noi facility was the same in 2010 as in 2009. The contract of the international consultant (the advisor to the program manager) was extended to 31 August 2011 (an extension of 447 days to be implemented over 626 calendar days). Key tasks and responsibilities remained as previously defined. The two domestic consultants and economists continued to perform their assignments satisfactorily, with one responsible for the priority short thematic training courses and the other for the Executive PPTP. The contract of the course consultant expired on 30 September 2010 but was extended until 31 December 2010 on a part-time basis (1.5 months over 3.0 months). The contract of the national consultant responsible for the Executive PPTP course was extended to 31 August 2011 to prepare suggested course materials for the next phase of the PPTP in Viet Nam.

25. The administrative staff included a senior administrative assistant, an assistant project analyst, a receptionist, an information technology assistant, and a junior administrative assistant. The contract of the junior administrative assistant expired on 31 December 2010, while the contracts of the other four administrative staff expired on 31 August 2011. All administrative staff performed their assignments satisfactorily. Throughout June 2011, the Viet Nam Resident Mission country director also continued to serve as the acting program manager, and during July–August 2011, a country specialist at the Viet Nam Resident Mission served as program manager. The facility operated efficiently with the establishment of strict administrative procedures and systems for the effective implementation of the regional TA program until the end of July 2011. The PPTP Ha Noi facility was dismantled due to the gap between the 2007–2011 program and the proposed follow-on program. On 7 August 2011, the site was vacated and all equipment was placed in storage pending the government’s decision. By 1 March 2012, the


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government confirmed that it was unable to complete the necessary internal procedures to take over the PPTP information technology equipment and furniture from the Viet Nam Resident Mission. An official reminder on the deadline for the government to take over the equipment and furniture from the resident mission was issued but, not met. Therefore, on 12 March 2012, the resident mission organized biddings to dispose of the equipment and furniture. The hand-over certificate signed by the Viet Nam Resident Mission and the winning bidder is available upon request. The awarded amount of D31,200,000 (equivalent to $1,000) was deposited to the Viet Nam Resident Mission imprest account on 13 March 2012.

G. Public Policy Training Program Viet Nam Advisory Committee

26. Another meeting of the Viet Nam Advisory Committee was convened on 14 September 2010. It endorsed the following actions: (i) extending the regional TA program by 3 months, from the original closing date of 31 December 2010 to 31 March 2011, to facilitate ongoing and planned activities; (ii) tentatively designing the 2011–2013 program based on an overall total cost of $15.60 million, comprising Cambodia, $3.15 million; the Lao PDR, $3.15 million; and Viet Nam, $9.30 million; and (iii) urgently implementing the PPTP impact assessment by Towers Watson, which is expected to provide a basis for the continuation of the PPTP.

27. With regard to activities for Viet Nam, to ensure greater government ownership, the government was requested to agree to Asian Development Fund loan financing of $2.5 million–$3.0 million as a part of program expenses. The proposed budget of $9.3 million is expected to be able to accommodate about 1,110 participants under the Executive PPTP and about 480 participants for the thematic short-course programs. The Government of Japan also expressed its hope to see greater involvement of academic institutions or academia from Japan in future programs.

H. Public Policy Training Program Viet Nam Advisory Committee Secretariat

28. The PPTP Viet Nam Advisory Committee Secretariat continued to act as a government focal point for regional TA–related activities in Viet Nam, and to provide the link between the Advisory Committee and the PPTP Ha Noi facility for obtaining approval of activities when required. The total number of secretariat staff members continued to be four, and their contracts were extended to the end of 2010. The Advisory Committee did not meet in 2011; however, the Secretariat continued to support the government in preparing the proposed follow-on PPTP activities (e.g., organizing consultations on the project concept paper with concerned institutes and ministries) through August 2011.

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III. Financial Issues

29. As of the end of December 2010, total commitments under the two regional TA programs under the JFPPT amounted to $18,750,000.00, while actual expenditures during January–December 2010 were $4,210,326.71. The balance available for commitment under the JFPPT as of the end of December 2010 was $2,240,199.64.

30. During program implementation of the regional TA, the PPTP Ha Noi facility strictly followed ADB financial rules and procedures. Detailed financial statements and independent auditor reports for the periods ending 31 December 2012 and 2011 are in Appendix 5, and those ending 31 December 2011 and 2010 are in Appendix 6, and 31 December 2010 and 2009 are in Appendix 7.

31. As of 31 December 2012, the TA disbursed amount was $12,865,365.17 while the TA uncommitted amount was $4,934,634.83. The awarded amount of VND31,200,000 (equivalent to $1,500) from the bidding of PPTP IT equipment and furniture was deposited to the Viet Nam Resident Mission imprest account on 13 March 2012. The first VAT refund of VND2,111,678,757 ($100,436.56 equivalent) was deposited to VRM Imprest A/C on 19 December 2011 and the second VAT refund of VND454,169,804 ($21,602.45 equivalent) was deposited to VRM Imprest A/C on 30 December 2011. Total VAT refunded to ADB under RETA 6412 was $122,039.01 equivalent.

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Ministry of Planning and Investment of The Socialist Republic of Viet NAM

Ministry of Home Affairs of The Socialist Republic of Viet NAM

Appendix 1

Executive Public Policy Training Program Module A (A11), Segment 1

Transition to the Market and International Integration 18–22 January 2010

PARTICIPANTS’ EVALUATION RESULTS

Using a scale of 1 to 4, please rate the following aspects of the training program.

1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 1 overall 1 21 28 3.541.2 Topic 1: Viet Nam and Economic Development

in a Globalized World 1 26 24 3.45

1.3 Topic 2: Singapore’s Economic Development: Lessons for Viet Nam

3 30 18 3.29

1.4 Topic 3: Building a Foundation for Sustainable Economic Development

4 29 18 3.27

1.5 Topic 4: International Integration and Building National Economic Competitiveness

2 19 30 3.55

1.6 Topic 5: Current Macroeconomic Policy Challenges Facing Viet Nam

3 22 26 3.45

2 Training program2.1 Structure 2 24 25 3.452.2 Length 10 20 21 3.222.3 Daily schedule 5 24 22 3.33

continued on next page

Appendix 1

13

Item

Rating

Average1 2 3 4

3 Training content3.1 Segment 1 overall

Effectiveness of lectures 5 27 19 3.27Relevance and adequacy of reading materials 7 22 22 3.29Usefulness of discussion sessions 10 23 18 3.16

3.2 Topic 1: Viet Nam and Economic Development in a Globalized WorldEffectiveness of lectures 1 27 23 3.43Relevance and adequacy of reading materials 8 21 22 3.27Usefulness of discussion sessions 7 24 20 3.25

3.3 Topic 2: Singapore’s Economic Development: Lessons for Viet NamEffectiveness of lectures 4 27 20 3.31Relevance and adequacy of reading materials 8 25 18 3.20Usefulness of discussion sessions 8 26 17 3.18

3.4 Topic 3: Building a Foundation for Sustainable Economic Development Effectiveness of lectures 5 24 22 3.33Relevance and adequacy of reading materials 5 28 18 3.25Usefulness of discussion sessions 6 26 19 3.25

3.5 Topic 4: International Integration and Building National Economic CompetitivenessEffectiveness of lectures 6 25 20 3.27Relevance and adequacy of reading materials 5 18 28 3.45Usefulness of discussion sessions 9 18 24 3.29

3.6 Topic 5: Current Macroeconomic Policy Challenges Facing Viet NamEffectiveness of lectures 6 18 27 3.41Relevance and adequacy of reading materials 8 16 27 3.37Usefulness of discussion sessions 7 17 27 3.39

4 Training method4.1 Combination of theory and practice 8 22 21 3.254.2 Combination of lectures and discussions 4 30 17 3.255 Lecturers and interpreters5.1 Vu Minh Khuong

Overall rating 2 22 27 3.49Knowledge of Viet Nam’s economy 1 15 35 3.67


Table: continued

Appendix 1

14

Item

Rating

Average1 2 3 4

Clear and concise presentation 2 19 30 3.55Ability to encourage participation 1 4 24 22 3.31Provided good examples and useful learning materials 4 20 27 3.45Addressed issues raised by participants 5 22 24 3.37Stimulated further interest in the topic 3 26 22 3.37

5.2 Dodo J. ThampapillaiOverall rating 1 24 26 3.49Knowledge of Viet Nam’s economy 6 26 19 3.25Clear and concise presentation 2 26 23 3.41Ability to encourage participation 2 23 26 3.47Provided good examples and useful learning materials 4 27 20 3.31Addressed issues raised by participants 3 30 18 3.29Stimulated further interest in the topic 3 25 23 3.39

5.3 Caroline BrassardOverall rating 1 28 22 3.41Knowledge of Viet Nam’s economy 7 27 17 3.20Clear and concise presentation 7 28 16 3.18Ability to encourage participation 3 25 23 3.39Provided good examples and useful learning materials 8 27 16 3.16Addressed issues raised by participants 4 28 19 3.29Stimulated further interest in the topic 4 29 18 3.27

5.4 Charles AdamsOverall rating 23 28 3.55Knowledge of Viet Nam’s economy 3 14 34 3.61Clear and concise presentation 3 20 28 3.49Ability to encourage participation 1 22 28 3.53Provided good examples and useful learning materials 3 16 32 3.57Addressed issues raised by participants 2 19 30 3.55Stimulated further interest in the topic 5 21 25 3.39

5.5 InterpretersOverall rating 19 32 3.63Spoke clearly, easy to understand 1 18 32 3.61Understood the topic 1 19 31 3.59

6 Logistics 6.1 Studying conditions 1 18 32 3.616.2 Accommodations and transport 1 13 25 12 2.949 Overall evaluation of the training course 26 24 3.48

Table: continued

Appendix 1

15

Additional Comments:

1. Relevance of the training course to participants

•Conceptual frameworks, practical experience, and lessons for Viet Nam should be elaborated.

2. Training program

•The training course should be held for half day every day (2 comments).

•Course duration should be extended to go deeper into specific topics.

•Class should be from 8 a.m. to 11 a.m.

•There should be less time for theory and more time on lesson evaluation; field trips abroad should be extended.

3. Training content

What topics or areas should be covered more? Covered less?

More Coverage Less Coverage

• Topic 1: Viet Nam and Economic Development in a Globalized World

• Topic 2: Singapore’s Economic Development: Lessons for Viet Nam

• Topic 3: Building a Foundation for Sustainable Economic Development (3 comments)

• Topic 4: International Integration and National Economic Competitiveness (3 comments)

• Topic 5: Current Macroeconomic Policy Challenges Facing Viet Nam (5 comments)

• The statistics should be updated. Some statistics given in the lectures were from 2005–2006.

• Real situation of Viet Nam• More time for discussion• More details on each topic (if possible)• Give economic development models of

developed countries at their early stages compared to Viet Nam at the same stage (e.g., capital resources and key areas to be developed).

• Roles of civil servants in public policy making


Appendix 1

16

Table: continued


• Macroeconomic policy• Discuss and analyze some policies that have

not had much success or even failed in Viet Nam

• Viet Nam’s monetary policy for post-crisis period

• Concepts of public policy and differences between policy and law

• Measures to attract foreign investment into Viet Nam

4. Training method

•Because of the short duration of the training course, reference materials should be provided.

5. Lecturers and interpreters

6. Logistics

•Zip drives should be provided at the beginning of the course.

• Parking was not available.

7. Other comments

What were the three best points of this training course?

• Suitable program and lectures (4 comments)

•Good lecturers with good knowledge of Viet Nam’s situation (15 comments)

•Materials

•Training method (3 comments)

• Facilities (4 comments)

• Interpreters (4 comments)

•Class organization (4 comments) and supervision (2 comments)

• Logistics (4 comments)

• Serious participants

•Helpful knowledge (3 comments)

•Training quality

•Knowledge on market economics and international integration, experiences from other countries, participants’ desire for national economic innovation

Appendix 1

17

What changes would you recommend for this training course?

•Number of participants should be reduced.

• Parking (12 comments)

• Lunch break should be arranged at the facility (5 comments).

•Training materials should be sent to participants in advance for reference.

•Topics should be more specific and detailed.

•More discussions

• Lectures should be related to the context of Viet Nam.

8. Applicability

What are your application points from this training course?

•Topic 3: Building a Foundation for Sustainable Economic Development

•Topic 4: International Integration and National Economic Competitiveness (2 comments)

•Topic 5: Current Macroeconomic Policy Challenges Facing Viet Nam

•All topics (3 comments)

•Theory and reality

•Methods on analyzing and dealing with economic issues

•Clear overview of Viet Nam in the global context

•Vision and awareness of public finance in Viet Nam

•Applications of theories learned to specific work carried out by participants

•The government’s structural reforms

• Professional capacity of civil servants

•Administrative procedures reform

• 50% applicable

•Theory on modern market economics, experience by other countries, applications to Viet Nam’s context

• Lecturers’ foreign experience and knowledge

9. Overall evaluation of the training course

• Each lecturer should be evaluated after each lecture topic.

•Very good

•Good

Appendix 1

18




The Economics of Government 8–12 March 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 2 26 21 3.391.2 Topic 1: Microeconomics 1 3 28 17 3.241.3 Topic 2: Macroeconomics 2 23 24 3.452 Training program2.1 Structure 1 2 28 18 3.292.2 Length 1 4 27 17 3.222.3 Daily schedule 4 27 18 3.293 Training content3.1 Segment 2 overall

Effectiveness of lectures 1 1 34 13 3.20Relevance and adequacy of reading materials 7 30 12 3.10Usefulness of discussion sessions 2 25 22 3.41

3.2 Topic 1: MicroeconomicsEffectiveness of lectures 1 4 29 15 3.18Relevance and adequacy of reading materials 6 31 12 3.12Usefulness of discussion sessions 5 28 16 3.22


Appendix 1

19

Item

Rating

Average1 2 3 4

3.3 Topic 2: MacroeconomicsEffectiveness of lectures 1 24 24 3.45Relevance and adequacy of reading materials 5 24 20 3.31Usefulness of discussion sessions 1 2 19 27 3.47

4 Training method4.1 Combination of theory and practice 1 2 27 19 3.314.2 Combination of lectures and discussions 2 22 25 3.475 Lecturers and interpreters5.1 Dodo J. Thampapillai

Overall rating 2 20 27 3.51Knowledge of Viet Nam’s economy 2 21 26 3.49Clear and concise presentation 2 18 29 3.55Ability to encourage participation 1 18 30 3.59Provided good examples and useful learning materials 2 24 23 3.43Addressed issues raised by participants 3 23 23 3.41Stimulated further interest in the topic 2 22 25 3.47

5.2 Shigeyuki AbeOverall rating 1 6 28 14 3.12Knowledge of Viet Nam’s economy 1 9 30 9 2.96Clear and concise presentation 1 7 28 13 3.08Ability to encourage participation 1 8 31 9 2.98Provided good examples and useful learning materials 1 4 33 11 3.10Addressed issues raised by participants 1 7 26 15 3.12Stimulated further interest in the topic 1 13 25 10 2.90

5.3 Yoshio WadaOverall rating 4 32 13 3.18Knowledge of Viet Nam’s economy 1 8 31 9 2.98Clear and concise presentation 1 7 30 11 3.04Ability to encourage participation 1 6 30 12 3.08Provided good examples and useful learning materials 1 4 34 10 3.08Addressed issues raised by participants 1 3 32 13 3.16Stimulated further interest in the topic 1 7 28 13 3.08

5.4 Charles AdamsOverall rating 1 10 38 3.76Knowledge of Viet Nam’s economy 9 40 3.82Clear and concise presentation 1 10 38 3.76Ability to encourage participation 2 8 39 3.76


Table: continued

Appendix 1

20

Item

Rating

Average1 2 3 4

Provided good examples and useful learning materials 1 11 37 3.73Addressed issues raised by participants 1 11 37 3.73Stimulated further interest in the topic 2 11 36 3.69

5.5 InterpretersOverall rating 24 25 3.51Spoke clearly, easy to understand 22 27 3.55Understood the topic 22 27 3.55

6 Logistics 6.1 Studying conditions 1 19 29 3.576.2 Accommodations and transport 6 24 19 3.279 Overall evaluation of the training course 1 20 28 3.55



•The training course has improved participants’ knowledge of the world, Viet Nam’s economy, and development trends of the economy, as well as provided basic knowledge of public policy planning.

•The microeconomics session included a lot of theory and difficult issues. The current lecture structure and teaching approach was a bit difficult for participants to understand, and it requires a more interesting approach to inspire participants.

2. Training program

•Because participants still have to deal with a lot of work at the office, classes should just be in the mornings or afternoons (2 comments).

•The program in Ha Noi should last 1 week.

•The training program should be for 2 weeks in Viet Nam and 1 week in Singapore.

3. Training content



• More details in economics session• More references for self-study after the course• Macroeconomics

• Theory of microeconomics

Table: continued


Appendix 1

21


• International economic integration, introduction of international financial regulations, and economic unions and associations around the world

• Practical examples• Remaining issues of economies in transition

that are applicable to Viet Nam• Medium- and long-term issues (i.e.,

challenges) facing Viet Nam• More reference materials• Go deeper into microeconomics and social

welfare while studying supply–demand relations

4. Training method

•Good in macroeconomics session, bad in microeconomics session

• Should have better combination between theory and reality, especially practical examples


6. Logistics

• Parking for participants (3 comments)

7. Other comments


• Suitable for the current situation of state administration

• Lecturers with good knowledge of Viet Nam (6 comments), especially Charles Adams (2 comments)

• Some lecturers were good

•Teaching methods

•Materials (2 comments)


• Facility (5 comments)

• Program content and structure (9 comments)


•Organization (3 comments)

Table: continued

Appendix 1

22

•Knowledge on macroeconomics

•Good combination of theory and reality (2 comments)

• Experience of macroeconomic policy management from other countries

• Improved knowledge of microeconomics and macroeconomics (2 comments)

• Improved knowledge of public policy

•Clearer explanation of national public policy issues occurring in reality

•Better understanding after the course

• Examples of the world economy

• Evaluating macroeconomic policies of Viet Nam


•Contents of the microeconomics session

•Time schedule

•More time for discussion

•Duration for each topic and class schedule

•Restructuring of the course to better suit participants

• Interpretation needs improvement, and some lecturers should employ more persuasive teaching methods.

• Should invite top economists in Viet Nam to join the lecturers to provide more comprehensive content about Viet Nam.

• Equip participants with more skills for public policy formulation and evaluation.

8. Applicability


•Macroeconomic issues (e.g., macro policies and effects of these policies)

• Policy planning in public finance

•All contents (5 comments)

• State administration

•Materials and reports for reference on policy making in Viet Nam

•Real stories about policy planning

• Fiscal policy and monetary policy

•Macroeconomics

•Macroeconomic policy planning and policy efficiency evaluation


Appendix 1

23




Public Finance 19–23 April 2009



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 3 overall 2 27 21 3.381.2 Topic 1: Public Finance 3 28 19 3.321.3 Topic 2: Budget Making 4 28 18 3.281.4 Topic 3: A Case Study of Decentralized Service Delivery

in the Health Sector6 29 15 3.18

1.5 Topic 4: Cost–Benefit Analysis 27 23 3.461.6 Topic 5: Corruption 28 22 3.442 Training program2.1 Structure 5 31 14 3.182.2 Length 8 31 11 3.062.3 Daily schedule 4 30 16 3.243 Training content3.1 Segment 3 overall

Effectiveness of lectures 35 15 3.30Relevance and adequacy of reading materials 37 13 3.26Usefulness of discussion sessions 2 29 19 3.34


Appendix 1

24

Table: continued

Item

Rating

Average1 2 3 4

3.2 Topic 1: Public FinanceEffectiveness of lectures 32 18 3.36Relevance and adequacy of reading materials 2 32 16 3.28Usefulness of discussion sessions 2 29 19 3.34

3.3 Topic 2: Budget MakingEffectiveness of lectures 2 33 15 3.26Relevance and adequacy of reading materials 4 31 15 3.22Usefulness of discussion sessions 4 31 15 3.22

3.4 Topic 3: A Case Study of Decentralized Service Delivery in the Health Sector Effectiveness of lectures 6 32 12 3.12Relevance and adequacy of reading materials 5 32 13 3.16Usefulness of discussion sessions 8 28 14 3.12

3.5 Topic 4: Cost–Benefit AnalysisEffectiveness of lectures 1 26 23 3.44Relevance and adequacy of reading materials 1 31 18 3.34Usefulness of discussion sessions 1 26 23 3.44

3.6 Topic 5: CorruptionEffectiveness of lectures 29 21 3.42Relevance and adequacy of reading materials 2 29 19 3.34Usefulness of discussion sessions 1 27 22 3.42

4 Training method4.1 Combination of theory and practice 1 33 16 3.304.2 Combination of lecture and discussion 31 19 3.385 Lecturers and interpreters5.1 Eduardo Araral

Overall rating 32 18 3.36Knowledge of Viet Nam’s economy 1 31 18 3.34Clear and concise presentation 30 20 3.40Ability to encourage participation 30 20 3.40Provided good examples and useful learning materials 2 30 18 3.32Addressed issues raised by participants 3 27 20 3.34Stimulated further interest in the topic 2 30 18 3.32

5.2 M. RameshOverall rating 30 20 3.40Knowledge of Viet Nam’s economy 1 28 21 3.38Clear and concise presentation 2 26 22 3.40Ability to encourage participation 31 19 3.38


Appendix 1

25

Item

Rating

Average1 2 3 4

Provided good examples and useful learning materials 3 28 19 3.32Addressed issues raised by participants 3 25 22 3.38Stimulated further interest in the topic 2 27 21 3.38

5.3 Wu XunOverall rating 23 27 3.54Knowledge of Viet Nam’s economy 1 29 20 3.38Clear and concise presentation 1 22 27 3.52Ability to encourage participation 27 23 3.46Provided good examples and useful learning materials 28 22 3.44Addressed issues raised by participants 27 23 3.46Stimulated further interest in the topic 30 20 3.40

5.4 InterpretersOverall rating 1 22 27 3.52Spoke clearly, easy to understand 1 23 26 3.50Understood the topic 1 24 25 3.48

6 Logistics6.1 Studying conditions 2 19 29 3.546.2 Accommodations and transport 6 22 22 3.329 Overall evaluation of the training course 23 27 3.54



2. Training program

•Too much theory, more examples needed

•Training duration in Viet Nam should be 2 weeks.

•The training course should not be implemented on national holidays (4 comments).

3. Training content


• Cost–benefit analysis (3 comments)• Fiscal principles and tax policy analysis

• Theory• Introduction to public finance • Decentralized services in health care

(4 comments)

Table: continued

Appendix 1

26

4. Training method


6. Logistics


•Headphones are sometimes not very clear.

7. Other comments


•Contents (4 comments)

•Teaching methods

• Lecturers (8 comments)

• Improved knowledge of public policy

• Improved knowledge of economics

•Useful knowledge for current work

•Class organization (6 comments)

•Relation between theory and reality (2 comments)

•Training facilities (3 comments)

•Content on public finance, budget planning, and cost–benefit analysis


•More reference materials

•Greater elaboration on the methods introduced

•More case studies, group assignments, and presentations

•Updated information and statistics (3 comments)

•More relation to Viet Nam’s context


8. Applicability



•Useful knowledge applicable to work

•Cost–benefit analysis (3 comments)

• Public finance

• Individual task management

Appendix 1

27

•New methods and policies applicable to Viet Nam

• Experiences in other countries

• Public finance (2 comments)

•Budget planning

• Fighting corruption

•Applicability to daily tasks

•Role of the government in managing the economy, social affairs, health care, and social welfare


•Good

Appendix 1

28




Enhancing the Competencies in Leading an Organization in Viet Nam’s Context 17–21 May 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 4 overall 2 32 19 3.321.2 Topic 1: Strategic Management 3 32 18 3.281.3 Topic 2: Comparative Public Policies in Perspective 5 35 12 3.131.4 Topic 3: Human Resources Management in the Public

and Private Sector and Civil Service Reform4 30 19 3.28

1.5 Topic 4: Leadership Concepts and Application to Viet Nam’s Context

3 27 23 3.38

1.6 Topic 5: Performance Management 3 27 23 3.382 Training program2.1 Structure 1 5 31 16 3.172.2 Length 1 7 30 15 3.112.3 Daily schedule 2 5 33 13 3.083 Training content3.1 Segment 4 overall

Effectiveness of lectures 1 2 35 15 3.21Relevance and adequacy of reading materials 1 3 37 12 3.13Usefulness of discussion sessions 1 3 29 20 3.28


Appendix 1

29

Item

Rating

Average1 2 3 4

3.2 Topic 1: Strategic ManagementEffectiveness of lectures 1 1 36 15 3.23Relevance and adequacy of reading materials 1 3 32 17 3.23Usefulness of site visit to Housing Development Board 1 3 27 22 3.32

3.3 Topic 2: Comparative Public Policies in PerspectiveEffectiveness of lectures 1 3 34 15 3.19Relevance and adequacy of reading materials 1 2 34 16 3.23Usefulness of site visit to Corruption Prevention Investigations Bureau

1 5 31 16 3.17

Usefulness of site visit to NEWater Visitor Centre 1 7 27 18 3.17Usefulness of fireside chat with Vu Minh Khuong 27 26 3.49

3.4 Topic 3: Human Resources Management in the Public and Private Sector and Civil Service ReformEffectiveness of lectures 1 7 29 16 3.13Relevance and adequacy of reading materials 1 8 30 14 3.08

3.5 Topic 4: Leadership Concepts and Application to Viet Nam’s ContextEffectiveness of lectures 3 28 22 3.36Relevance and adequacy of reading materials 2 30 21 3.36

3.6 Topic 5: Performance ManagementEffectiveness of lectures 26 27 3.51Relevance and adequacy of reading materials 30 23 3.43

4 Training method4.1 Combination of theory and practice 1 4 30 18 3.234.2 Combination of lecture and discussion 1 2 28 22 3.345 Lecturers and interpreters5.1 Scott Fritzen

Overall rating 21 32 3.60Knowledge of Viet Nam’s economy 25 28 3.53Clear and concise presentation 23 30 3.57Ability to encourage participation 21 32 3.60Provided good examples and useful learning materials 1 25 27 3.49Addressed issues raised by participants 2 23 28 3.49Stimulated further interest in the topic 19 34 3.64

5.2 Kyoko KuwajimaOverall rating 1 14 29 9 2.87Knowledge of Viet Nam’s economy 1 17 24 11 2.85Clear and concise presentation 1 14 28 10 2.89

Table: continued


Appendix 1

30

Item

Rating

Average1 2 3 4

Ability to encourage participation 1 16 26 10 2.85Provided good examples and useful learning materials 1 18 25 9 2.79Addressed issues raised by participants 1 17 22 13 2.89Stimulated further interest in the topic 1 19 23 10 2.79

5.3 Ora-orn PoocharoenOverall rating 1 7 33 12 3.06Knowledge of Viet Nam’s economy 1 11 31 10 2.94Clear and concise presentation 1 8 29 15 3.09Ability to encourage participation 1 8 28 16 3.11Provided good examples and useful learning materials 1 11 30 11 2.96Addressed issues raised by participants 1 15 26 11 2.89Stimulated further interest in the topic 1 10 28 14 3.04

5.4 Vu Minh KhuongOverall rating 16 37 3.70Knowledge of Viet Nam’s economy 13 40 3.75Clear and concise presentation 13 40 3.75Ability to encourage participation 17 36 3.68Provided good examples and useful learning materials 19 34 3.64Addressed issues raised by participants 17 36 3.68Stimulated further interest in the topic 18 35 3.66


6 Logistics6.1 Studying conditions 1 5 23 24 3.326.2 Accommodations and transport 1 7 27 18 3.179 Overall evaluation of the training course 3 28 22 3.36



2. Training program

•More field trips and fewer class lectures (4 comments)

•More brief lectures

Table: continued

Appendix 1

31

3. Training content



• Topic 1: Strategic Management• Topic 2: Comparative Public Policies in

Perspective (2 comments)• Topic 4: Leadership Concepts and

Application to Viet Nam’s Context• Experiences in Singapore 40 years ago when

it had to face similar difficulties as those facing Viet Nam today

• Reference materials for the macro level

• Topic 3: Human Resources Management in the Public and Private Sector and Civil Service Reform

• Thailand model and case study

Other Comments:

•Relevant contents

4. Training method


6. Logistics

• Internet access in the hotel was not good.

• Should provide Vietnamese dishes for lunches

7. Other comments


• Lecturers had good knowledge of Viet Nam (10 comments).

•Training materials

•Teaching methods (2 comments)

•Relevance (3 comments)

•Training contents (5 comments)



•Organization


•Knowledge of public administration (2 comments)

• Experiences of public task implementation

• Learning environment

Appendix 1

32

•Broadening participants’ vision (i.e., overview of public policy issues)

• Field trips in Singapore (4 comments)

• Schedule

• Singapore’s experience in state administration and lessons for Viet Nam (2 comments)


• Inadequate study visit (5 comments)

•More destinations for study visits (e.g., ministries and government agencies of Singapore)

•Quality of lecturers—some are very good, but some are not.

•Training program

8. Applicability


•Topic 1: Strategic Management (3 comments)

•Topic 4: Leadership Concepts and Application to Viet Nam’s Context (3 comments)

•Topic 5: Performance-Based Management (5 comments)

•Corruption control

•Art of leadership

• Public policy formulation

• Public service task implementation

•Methods for public policy and public services quality evaluation

• Skills for approaching, analyzing, and solving problems (5 comments)

•Harmonization and suitability in development process

•Knowledge of theoretical background and practical methodologies

•All contents

• 80% of training contents are applicable.

• Effective study and application of macroeconomics

•Using strategic triangles to predict challenges in administration (2 comments)

• Singapore’s anticorruption experiences

• Singapore’s experiences regarding housing for residents and funds for housing

• Experiences of natural resources protection by Singapore

Appendix 1

33


•Very good

• Should have surveys on Viet Nam’s situation at the end of each lecture; a summary of survey results should be sent to participants after the program

•Give participants an opportunity after the training program to share what they have gained during the course and how it would apply to their work.

• Study visits to ministries and agencies in Singapore

•Arrive in Singapore on Saturday so that participants have Sunday free before the official training course begins (2 comments).

•Theory should be provided during 3 weeks in Viet Nam, and the 1 week in Singapore should comprise study visits only.

Appendix 1

34





Transition to the Market and International Integration 8–12 March 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 1 overall 20 33 3.621.2 Topic 1: Viet Nam and Economic Development

in a Globalized World23 30 3.57

1.3 Topic 2: Singapore’s Economic Development: Lessons for Viet Nam

20 33 3.62


4 24 25 3.40


5 29 19 3.26


1 9 43 3.79

2 Training program2.1 Structure 1 22 30 3.552.2 Length 6 22 25 3.362.3 Daily schedule 7 27 19 3.233 Training content3.1 Segment 1 overall

Effectiveness of lectures 2 26 25 3.43

Appendix 1

35

Table: continued


Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 6 24 23 3.32Usefulness of discussion sessions 7 24 22 3.28

3.2 Topic 1: Viet Nam and Economic Development in a Globalized WorldEffectiveness of lectures 27 26 3.49Relevance and adequacy of reading materials 2 26 25 3.43Usefulness of discussion sessions 3 24 26 3.43

3.3 Topic 2: Singapore’s Economic Development: Lessons for Viet NamEffectiveness of lectures 1 16 36 3.66Relevance and adequacy of reading materials 2 27 24 3.42Usefulness of discussion sessions 3 24 26 3.43




4 Training method4.1 Combination of theory and practice 5 23 25 3.384.2 Combination of lecture and discussions 4 28 21 3.325 Lecturers and interpreters5.1 Eduardo Araral

Overall rating 16 37 3.70Knowledge of Viet Nam’s economy 1 21 31 3.57Clear and concise presentation 16 37 3.70Ability to encourage participation 25 28 3.53Provided good examples and useful learning materials 1 17 35 3.64Addressed issues raised by participants 20 33 3.62Stimulated further interest in the topic 2 15 36 3.64

Appendix 1

36

Item

Rating

Average1 2 3 4


5.3 Ken TogoOverall rating 10 27 16 3.11Knowledge of Viet Nam’s economy 1 16 27 9 2.83Clear and concise presentation 1 16 26 10 2.85Ability to encourage participation 1 14 26 12 2.92Provided good examples and useful learning materials 1 12 27 13 2.98Addressed issues raised by participants 2 10 26 15 3.02Stimulated further interest in the topic 2 11 27 13 2.96

5.4 Charles AdamsOverall rating 18 35 3.66Knowledge of Viet Nam’s economy 14 39 3.74Clear and concise presentation 18 35 3.66Ability to encourage participation 2 20 31 3.55Provided good examples and useful learning materials 3 15 35 3.60Addressed issues raised by participants 19 34 3.64Stimulated further interest in the topic 1 18 34 3.62

5.5 InterpretersOverall rating 18 35 3.66Spoke clearly, easy to understand 20 33 3.62Understood the topic 1 17 35 3.64

6 Logistics6.1 Studying conditions 12 41 3.776.2 Accommodations and transport 2 14 37 3.669 Overall evaluation of the training course 16 37 3.70



• Economic models of other countries similar to Viet Nam should be introduced for comparison.

Table: continued

Appendix 1

37

•Topic 5, Current Macroeconomic Policy Challenges Facing Viet Nam, was the most difficult, and requires more time and discussion.

2. Training program

3. Training content




• Topic 2: Singapore’s Economic Development: Lessons for Viet Nam (4 comments)

• Topic 3: Building a Foundation for Sustainable Economic Development


• Deeper analysis of the policies that Viet Nam implemented, including effectiveness and limitations

• Recommendations of macroeconomic policies for Viet Nam for 2010–2015

• Methods of forecasting the economic development in the world and in Viet Nam; macroeconomic policy for fast and sustainable economic development

• Building national economic competitiveness• Synthesize the experiences of selected

countries• Assess Viet Nam’s current economic situation • Measures for national sustainable and

environment friendly economic development


4. Training method

•More case studies should be added (2 comments).

•More discussion should be combined with presentations (3 comments).


6. Logistics

•Classes should begin at 8 a.m. (2 comments).

•More time should be given for lunch breaks (8 comments).

Appendix 1

38

•Afternoon sessions should be 2 p.m.–5 p.m. (3 comments).


7. Other comments



• Learning facility (9 comments)




• Learning atmosphere (2 comments)




•Better understanding of regional and international macroeconomic policies (2 comments)

• Flexible policy of the Government of Viet Nam

•Outlook of Viet Nam’s economy for the near future

• Economic development lessons learned from other countries

• Effectiveness of the training program

•Useful knowledge applicable to working fields of the participants

• Participants from all over the country

•General knowledge on the economic situation of the world and Viet Nam in the context of integration

•Comparison between Viet Nam and other countries in the region and the world

• Friendly training environment

•Useful knowledge

•Critical thinking and communication skills


•Basic data should be updated.

•Basic statistics of Viet Nam (e.g., economy, labor, education, and employment) should be provided for comparison.

Appendix 1

39

•Training should be provided to groups of participants who are in the same working fields to facilitate discussion and to delve deeper into sector management.


• Interpretation should be less monotonous.

•Corruption in Viet Nam should be frankly discussed, and anticorruption solutions recommended.

• Lecturers should be more knowledgeable about Viet Nam’s situation.

8. Applicability


•Comprehensive thinking skills, methods for policy analysis and formulation

• Problem analysis

•The course is helpful, but issues discussed are national issues, which are under the control of the leaders of the country.

•Training method

•Governance in market economy

•All contents

•Building competitiveness

• Increasing the effectiveness of public management

• Experiences of coping with challenges

• Some lessons learned from other countries

• Preparation of documents and training method


•Training materials for the second segment should be provided in advance for participants’ preparation.

•Very good

Appendix 1

40




The Economics of Government 12–16 April 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 1 26 26 3.471.2 Topic 1: Microeconomics 2 29 22 3.381.3 Topic 2: Macroeconomics 27 26 3.492 Training program2.1 Structure 1 24 28 3.512.2 Length 4 24 25 3.402.3 Daily schedule 4 26 23 3.363 Training content3.1 Segment 2 overall

Effectiveness of lectures 29 24 3.45Relevance and adequacy of reading materials 2 25 26 3.45Usefulness of discussion sessions 2 28 23 3.40

3.2 Topic 1: MicroeconomicsEffectiveness of lectures 1 29 23 3.42Relevance and adequacy of reading materials 4 26 23 3.36Usefulness of discussion sessions 31 22 3.42


Appendix 1

41

Table: continued

Item

Rating

Average1 2 3 4

3.3 Topic 2: MacroeconomicsEffectiveness of lectures 1 26 26 3.47Relevance and adequacy of reading materials 1 26 26 3.47Usefulness of discussion sessions 3 26 24 3.40

4 Training method4.1 Combination of theory and practice 2 26 25 3.434.2 Combination of lectures and discussions 1 27 25 3.455 Lecturers and interpreters5.1 Dodo J. Thampapillai


5.2 Shigeyuki AbeOverall rating 30 23 3.43Knowledge of Viet Nam’s economy 2 33 18 3.30Clear and concise presentation 2 29 22 3.38Ability to encourage participation 2 28 23 3.40Provided good examples and useful learning materials 3 24 26 3.43Addressed issues raised by participants 31 22 3.42Stimulated further interest in the topic 2 27 24 3.42

5.3 Yoshio WadaOverall rating 1 29 23 3.42Knowledge of Viet Nam’s economy 4 30 19 3.28Clear and concise presentation 1 34 18 3.32Ability to encourage participation 1 29 23 3.42Provided good examples and useful learning materials 3 27 23 3.38Addressed issues raised by participants 2 29 22 3.38Stimulated further interest in the topic 4 27 22 3.34

5.4 Charles AdamsOverall rating 18 35 3.66Knowledge of Viet Nam’s economy 14 39 3.74Clear and concise presentation 19 34 3.64Ability to encourage participation 2 17 34 3.60Provided good examples and useful learning materials 1 17 35 3.64


Appendix 1

42

Item

Rating

Average1 2 3 4

Addressed issues raised by participants 1 15 37 3.68Stimulated further interest in the topic 2 18 33 3.58





• Specific examples or illustrations of the models introduced should be provided to ensure better understanding.

•The microeconomic lectures were too difficult for participants; therefore, they should be reformatted to be more relevant.

2. Training program

•Classes should start at 8 a.m. for the morning classes and 2 p.m. for afternoon classes (3 comments).

•Afternoon classes should be from 2 p.m. to 5 p.m.

• Lectures should be generally related to specific sectors to match the working fields of participants.

3. Training content



• Macroeconomics • Examples for Viet Nam • Economic forecast for the region and

Viet Nam• Forecast (warning) of financial and

monetary policies to be applied • Both microeconomics and macroeconomics• Relate more to sectors

Table: continued

Appendix 1

43

4. Training method

•More comparison to reality

•The colors of some slides were not very clear.

• Some tables and figures were too small to see.


6. Logistics

• Provide parking for participants (3 comments)

•The buses were sometimes not on time.

• Longer lunch breaks (3 comments)

• Less food for lunch, increase allowances

7. Other comments



•Organization

• Facility (3 comments)

•Materials



•Teaching methods (4 comments)


•Applicability

•Broadened vision

•Training efficiency

•Usefulness

• Practical and useful examples

• Inspired participation


•More detailed materials and examples

•Reports and analysis related to the lectures should be supplemented for reference (e.g., International Monetary Fund documents) and copied to zip drives.

• Less economic theory, more relation to reality and forecasting

Appendix 1

44

•Combined theories and reality

•Relate to countries with similar conditions to Viet Nam for better understanding of Viet Nam’s economic policies

8. Applicability


•Monetary policy

•Viet Nam’s macroeconomic challenges

•Applicable to daily work and research

• Supply, demand, and net social welfare

•Analysis of microeconomic policies (2 comments)


• Formulation of economic development strategy for localities

•Macroeconomic and microeconomic measures and solutions

•Avoiding high inflation

•Monetary stability


Appendix 1

45




Public Finance 10–14 May 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 3 overall 3 23 26 3.441.2 Topic 1: Public Finance 2 29 22 3.381.3 Topic 2: Budget Making 1 5 26 21 3.261.4 Topic 3: A Case Study of Decentralized Service Delivery


1.5 Topic 4: Cost–Benefit Analysis 7 46 3.871.6 Topic 5: Corruption 2 8 43 3.772 Training program2.1 Structure 29 24 3.452.2 Length 3 27 23 3.382.3 Daily schedule 2 28 23 3.403 Training content3.1 Segment 3 overall


3.2 Topic 1: Public FinanceEffectiveness of lectures 4 28 21 3.32


Appendix 1

46

Item

Rating

Average1 2 3 4


3.3 Topic 2: Budget MakingEffectiveness of lectures 12 30 11 2.98Relevance and adequacy of reading materials 10 31 12 3.04Usefulness of discussion sessions 1 11 28 13 3.00

3.4 Topic 3: A Case Study of Decentralized Service Delivery in the Health SectorEffectiveness of lectures 1 21 31 3.57Relevance and adequacy of reading materials 3 22 28 3.47Usefulness of discussion sessions 2 19 32 3.57

3.5 Topic 4: Cost–Benefit AnalysisEffectiveness of lectures 1 7 45 3.83Relevance and adequacy of reading materials 1 12 40 3.74Usefulness of discussion sessions 1 10 42 3.75

3.6 Topic 5: CorruptionEffectiveness of lectures 16 37 3.70Relevance and adequacy of reading materials 2 17 34 3.60Usefulness of discussion sessions 14 39 3.74

4 Training method4.1 Combination of theory and practice 4 31 18 3.264.2 Combination of lecture and discussion 5 31 17 3.235 Lecturers and interpreters5.1 Blane Lewis

Overall rating 3 38 11 3.15Knowledge of Viet Nam’s economy 6 36 9 3.06Clear and concise presentation 6 29 16 3.20Ability to encourage participation 1 8 32 10 3.00Provided good examples and useful learning materials 11 30 10 2.98Addressed issues raised by participants 11 30 10 2.98Stimulated further interest in the topic 1 10 30 10 2.96

5.2 Shinichi NakabayashiOverall rating 3 12 32 6 2.77Knowledge of Viet Nam’s economy 3 22 22 5 2.56Clear and concise presentation 3 19 25 5 2.62Ability to encourage participation 3 14 30 5 2.71Provided good examples and useful learning materials 4 17 26 5 2.62

Table: continued


Appendix 1

47

Item

Rating

Average1 2 3 4

Addressed issues raised by participants 1 17 28 6 2.75Stimulated further interest in the topic 1 20 28 3 2.63

5.3 M. RameshOverall rating 19 34 3.64Knowledge of Viet Nam’s economy 1 24 27 3.50Clear and concise presentation 1 18 33 3.62Ability to encourage participation 1 18 33 3.62Provided good examples and useful learning materials 3 20 29 3.50Addressed issues raised by participants 2 16 34 3.62Stimulated further interest in the topic 3 18 31 3.54

5.4 Wu XunOverall rating 9 44 3.83Knowledge of Viet Nam’s economy 13 39 3.75Clear and concise presentation 7 45 3.87Ability to encourage participation 11 41 3.79Provided good examples and useful learning materials 11 41 3.79Addressed issues raised by participants 11 41 3.79Stimulated further interest in the topic 9 43 3.83





•Topic 5, Corruption, was too simplistic, because it provided only general information without detailed analysis of the issues identified and no solutions.

• Some information was out of date (e.g., Topic 2 mentioned Decree Nos. 192/2001 and 10/2002; however, these were replaced with other decrees in 2006).

2. Training program

Table: continued

Appendix 1

48

3. Training content


• Management of basic infrastructure investment projects

• Anticorruption (3 comments)• Cost–benefit analysis (3 comments)• Issues on budgeting • Introduction to public finance (3 comments)• Specific measures to fight corruption in

Viet Nam, especially corruption related to traffic police, judicial agencies, and customs officials

• Introduction to public finance• Budgeting • Decentralized service delivery in the

health sector

4. Training method


•Wu Xun lectured very well.

6. Logistics

• Parking for participants

7. Other comments


• Program, training contents (9 comments)



• Facility and logistics (7 comments)


•Organization, management, and logistics (4 comments)

•Basic knowledge of state administration

•Relevance of the training course (2 comments)

•Knowledge acquired


•Cost–benefit analysis, macroeconomics, anticorruption

Appendix 1

49


• Some lecturers were not good at stimulating discussions and provided out-of-date information.

• Some government documents cited in the lectures were out of date.

• Lunch breaks

•Training contents

8. Applicability


•Management of public service providers

• Effective anticorruption measures within the agency

• Expense and delivery of public services (2 comments)


•Basic knowledge of policy formulation

• Fiscal discipline and risks

•Anticorruption (5 comments)


• Experiences of economic development by Singapore and other countries in the region


• Project appraisal

•Decentralized service provision in the health care sector

• State budgeting

• Planning

•Approaches to examine problems

•Cost–benefit analysis of projects and programs


•The course was very effective and useful.

Appendix 1

50




Enhancing the Competencies in Leading an Organization in Viet Nam’s Context 14–18 June 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 4 overall 9 39 3.811.2 Topic 1: Strategic Management 14 34 3.711.3 Topic 2: Comparative Public Policies in Perspective 1 13 34 3.691.4 Topic 3: Human Resources Management in the Public

and Private Sector and Civil Service Reform11 37 3.77

1.5 Topic 4: Leadership Concepts and Application to Viet Nam’s Context

9 39 3.81

1.6 Topic 5: Performance Management 8 40 3.832 Training program2.1 Structure 1 16 31 3.632.2 Length 3 12 33 3.632.3 Daily schedule 1 18 29 3.583 Training content3.1 Segment 4 overall 11 37 3.77



Appendix 1

51

Item

Rating

Average1 2 3 4

3.2 Topic 1: Strategic ManagementEffectiveness of lectures 1 11 36 3.73Relevance and adequacy of reading materials 1 16 31 3.63Usefulness of site visit to Housing Development Board 1 13 34 3.69Usefulness of site visit to Urban Redevelopment Authority 16 32 3.67

3.3.1 Topic 2 (part 1): Decentralized Service DeliveryEffectiveness of lectures 3 15 30 3.56Relevance and adequacy of reading materials 2 17 29 3.56

3.3.2 Topic 2 (part 2): Decentralization and Its Implications for Viet NamEffectiveness of lectures 1 14 33 3.67Relevance and adequacy of reading materials 1 16 31 3.63Usefulness of site visit to NEWater Visitor Centre 1 14 33 3.67Usefulness of fireside chat with Vu Minh Khuong 10 38 3.79

3.4 Topic 3: Human Resources Management in the Public and Private Sector and Civil Service ReformEffectiveness of lectures 15 33 3.69Relevance and adequacy of reading materials 20 28 3.58

3.5 Topic 4: Leadership Concepts and Application to Viet Nam’s ContextEffectiveness of lectures 10 38 3.79Relevance and adequacy of reading materials 12 36 3.75


4 Training method4.1 Combination of theory and practice 1 14 33 3.674.2 Combination of lecture and discussion 12 36 3.755 Lecturers and interpreters5.1 Scott Fritzen

Overall rating 1 7 40 3.81Knowledge of Viet Nam’s economy 11 37 3.77Clear and concise presentation 1 7 40 3.81Ability to encourage participation 1 7 40 3.81Provided good examples and useful learning materials 1 10 37 3.75Addressed issues raised by participants 1 11 36 3.71Stimulated further interest in the topic 1 4 43 3.85


Table: continued

Appendix 1

52

Item

Rating

Average1 2 3 4

5.2 Kyoko KuwajimaOverall rating 7 27 14 3.15Knowledge of Viet Nam’s economy 2 5 28 13 3.08Clear and concise presentation 1 5 27 15 3.17Ability to encourage participation 1 7 28 12 3.06Provided good examples and useful learning materials 1 5 29 13 3.13Addressed issues raised by participants 1 7 25 15 3.13Stimulated further interest in the topic 1 8 25 14 3.08


5.4 InterpretersOverall rating 18 30 3.63Spoke clearly, easy to understand 1 19 28 3.56Understood the topic 17 31 3.65




2. Training program

•Theory should be taught in Viet Nam, with the 1 week in Singapore used for field trips and exchanges only.

• Field trips should be organized to visit administrative agencies that have good experiences with anticorruption and taxes.

• Field trips should be more related to the lectured topics.

Table: continued

Appendix 1

53

3. Training content



• Add 1 more day for field trips (4 comments)• Lectures on anticorruption • Situations of other countries for comparison • Human resources management,

e.g., attracting talent (3 comments) • Operation management • State administration and management at

all levels • Site visits in relation to management models• Visits to administrative agencies of

Singapore (3 comments)• Singapore’s administrative system

(e.g., functions, authorities, and mission) • More materials for discussion • Visits to some manufacturers and enterprises • Statistics more related to Asian countries • State management in attracting investment • Public service delivery

• Theory (3 comments)• Information already provided in the

training materials

Other Comments:

•Visit to Anticorruption Agency should be organized (3 comments).

4. Training method


6. Logistics

•Breakfast should be served at the hotel.

7. Other comments


• Suitability (2 comments)


• Structure of the course

•Discussion

• Lecturers and interesting teaching methods (15 comments)

Appendix 1

54


•Materials


• Frankly examining specific problems

• Encouraging participants’ active participation

• Practical knowledge (5 comments)

•Management thinking and mentality


•Working environment

•Vietnamese-speaking lecturer who used to be a civil servant


• Professional style

• Preparation


•More field trips (5 comments)

•Balance between theory and practice

• Illustration of public policies in Singapore and some developed countries to draw lessons for Viet Nam

•More field trips related to lectures (3 comments)

• Fixing out-of-date statistics

8. Applicability


•Human resources development using a results-based management method

•Civil servant assessment

•Case study related to leadership

• Strategic management (strategic triangles) (6 comments)

•Human resources management (2 comments)

•Results-based management (6 comments)

•Applications into management work (2 comments)

•Ways of thinking and problem-solving methods (2 comments)

•Comparative public policy in perspective

Appendix 1

55

•Administrative reforms

•Concepts of leadership and applicability to Viet Nam (2 comments)


•Applicable analytical skills

•General assessment

•Development models by developed countries

• Leadership capability through quantitative methods (i.e., scoring method)


•More time for field trips

Appendix 1

56




Transition to the Market and International Integration 24–28 May 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4


in a Globalized World1 2 20 29 3.48

1.3 Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam

9 26 17 3.15


3 19 30 3.52


12 29 11 2.98


13 39 3.75

2 Training program2.1 Structure 29 23 3.442.2 Length 4 30 18 3.272.3 Daily schedule 1 28 23 3.423 Training content3.1 Segment 1 overall



Appendix 1

57

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 4 31 17 3.25Usefulness of discussion sessions 1 3 24 24 3.37


3.3 Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet NamEffectiveness of lectures 9 27 16 3.13Relevance and adequacy of reading materials 9 29 14 3.10Usefulness of discussion sessions 11 26 15 3.08


3.5 Topic 4: International Integration and Building National Economic CompetitivenessEffectiveness of lectures 16 26 10 2.88Relevance and adequacy of reading materials 14 26 12 2.96Usefulness of discussion sessions 1 17 23 11 2.85

3.6 Topic 5: Current Macroeconomic Policy Challenges Facing Viet NamEffectiveness of lectures 9 43 3.83Relevance and adequacy of reading materials 2 14 36 3.65Usefulness of discussion sessions 1 15 36 3.67

4 Training method4.1 Combination of theory and practice 5 30 17 3.234.2 Combination of lecture and discussion 1 32 19 3.355 Lecturers and interpreters5.1 Vu Minh Khuong

Overall rating 1 17 34 3.63Knowledge of Viet Nam’s economy 1 14 37 3.69Clear and concise presentation 2 16 34 3.62Ability to encourage participation 2 16 34 3.62Provided good examples and useful learning materials 3 13 36 3.63


Table: continued

Appendix 1

58

Item

Rating

Average1 2 3 4

Addressed issues raised by participants 1 19 32 3.60Stimulated further interest in the topic 3 20 29 3.50

5.2 Masumi ShimamuraOverall rating 6 33 13 3.13Knowledge of Viet Nam’s economy 1 9 36 6 2.90Clear and concise presentation 12 29 11 2.98Ability to encourage participation 10 27 15 3.10Provided good examples and useful learning materials 1 13 26 12 2.94Addressed issues raised by participants 1 13 24 14 2.98Stimulated further interest in the topic 1 12 26 13 2.98

5.3 Scott FritzenOverall rating 12 40 3.77Knowledge of Viet Nam’s economy 13 39 3.75Clear and concise presentation 12 40 3.77Ability to encourage participation 1 11 40 3.75Provided good examples and useful learning materials 20 32 3.62Addressed issues raised by participants 1 16 35 3.65Stimulated further interest in the topic 14 38 3.73

5.4 Ken TogoOverall rating 15 29 8 2.87Knowledge of Viet Nam’s economy 19 30 3 2.69Clear and concise presentation 1 21 24 6 2.67Ability to encourage participation 2 18 24 8 2.73Provided good examples and useful learning materials 17 25 10 2.87Addressed issues raised by participants 1 17 25 9 2.81Stimulated further interest in the topic 1 21 24 6 2.67

5.5 Charles AdamsOverall rating 8 44 3.85Knowledge of Viet Nam’s economy 1 5 46 3.87Clear and concise presentation 5 47 3.90Ability to encourage participation 9 43 3.83Provided good examples and useful learning materials 1 6 45 3.85Addressed issues raised by participants 10 42 3.81Stimulated further interest in the topic 13 39 3.75



Table: continued

Appendix 1

59

Item

Rating

Average1 2 3 4

6 Logistics6.1 Studying conditions 2 13 37 3.676.2 Accommodations and transport 1 14 19 18 3.049 Overall evaluation of the training course 1 23 28 3.52



•Morning session should finish at 11 a.m. (2 comments).

•Afternoon session should be from 2 p.m. to 5 p.m.

2. Training program

•The course duration was too short to cover all training contents; therefore, the lecturers had to deliver their presentations too quickly.

•The length of the course should be extended if possible.

3. Training content



• Analysis of policy making and implementation in Viet Nam

• Theory of policy formulation • Skills for policy and strategy formulation • Topic 1: Viet Nam and Economic

Development in a Globalized World (2 comments)

• Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam (4 comments)


• Topic 4: International Integration and Building National Economic Competitiveness (4 comments)


• Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam


Table: continued

Appendix 1

60



• Policy design and appraisal • More elaboration (more detailed contents)

on topics 2 and 4, more time for topics 3 and 5

• Challenges facing Viet Nam after integration into the global economy

Other Comments:

•Data in the lectures should be updated (2 comments).

•Topic 2, Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam, in which participants were expected to learn about lessons for Viet Nam, still had lessons lacking.

•Topic 4, International Integration and Building National Economic Competitiveness, should be more specific and updated. The current lecture only provided general principles without updated information.

•All of the lecture topics and subjects were very useful; however, the contents were too general and lacking insightful analysis and updated information.

•More experiences of other countries, which are similar to Viet Nam (e.g., the People’s Republic of China)

• Lectures should be more related to the real situation of Viet Nam.

• Experiences of the People’s Republic of China, the Russian Federation, and the United States should be included.

4. Training method



6. Logistics


7. Other comments



• Lecturers (15 comments), especially Charles Adams and Vu Minh Khuong

• Suitable duration

Table: continued

Appendix 1

61



•Discussion

•Timeliness (2 comments)

•Organization (3 comments)

•Materials


• Program design

•Teaching method

•Knowledge about budget deficit and trade deficit

•Topic 1, Viet Nam and Economic Development in a Globalized World; Topic 3, Building a Foundation for Sustainable Economic Development; and Topic 5, Current Macroeconomic Policy Challenges Facing Viet Nam

•Methods for approaching and studying issues

•Assessment of Viet Nam’s economy by international experts, problems need to be solved, shortcomings in Viet Nam’s administration

• Lessons from Southeast Asia, Asia, and the world on investment, capital management, effectiveness, and efficiency of foreign investment

• Experiences of economic development in Southeast Asia

• Improved knowledge (3 comments)

•Ways of thinking


•More group discussion

• Should assess participants’ learning ability

•Out-of-date content and figures (i.e., most of information and data were 2006–2007 and older, only Topic 5 had updated data from 2009) (2 comments)

• Should identify and discuss strengths and weaknesses of Viet Nam’s economy in the context of international integration

•Topic 2, Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam; and Topic 4, International Integration and Building National Economic Competitiveness, should be improved.

•The training program should be more focused.

• Longer duration (2 comments)

Appendix 1

62

• Should select lecturers who have good knowledge of Viet Nam’s context and good teaching methods

•Discussion (i.e., some participants raised irrelevant questions)

8. Applicability


•Better vision and ways of thinking to solve problems

• Improved knowledge

•Topic 1, Viet Nam and Economic Development in a Globalized World (3 comments); Topic 3, Building a Foundation for Sustainable Economic Development; Topic 4, International Integration and Building National Economic Competitiveness (2 comments); and Topic 5, Current Macroeconomic Policy Challenges Facing Viet Nam (5 comments)


• Experiences of problem solving in process of short-term policy making

•Methods for building up strategic vision based on context, capability of each country

• Policy formulation and appraisal

• Positioning Viet Nam to set up strategic goals

• Long-term vision

• Enhanced competitiveness

• Lessons on foreign investment management and implementation for socioeconomic development

•Knowledge on state administration


Appendix 1

63




The Economics of Government 28 June–2 July 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 3 30 21 3.331.2 Topic 1: Microeconomics 3 28 23 3.371.3 Topic 2: Macroeconomics 1 27 26 3.462 Training program2.1 Structure 2 30 22 3.372.2 Length 9 26 19 3.192.3 Daily schedule 3 28 23 3.373 Training content3.1 Segment 2 overall


3.2 Topic 1: MicroeconomicsEffectiveness of lectures 5 28 20 3.28Relevance and adequacy of reading materials 5 24 24 3.36Usefulness of discussion sessions 6 24 23 3.32

3.3 Topic 2: MacroeconomicsEffectiveness of lectures 1 24 29 3.52


Appendix 1

64

Item

Rating

Average1 2 3 4


4 Training method4.1 Combination of theory and practice 2 28 23 3.404.2 Combination of lecture and discussion 2 24 27 3.475 Lecturers and interpreters5.1 Shigeyuki Abe



5.3 Charles AdamsOverall rating 8 46 3.85Knowledge of Viet Nam’s economy 9 45 3.83Clear and concise presentation 12 42 3.78Ability to encourage participation 10 44 3.81Provided good examples and useful learning materials 12 42 3.78Addressed issues raised by participants 2 9 43 3.76Stimulated further interest in the topic 2 8 44 3.78



Table: continued

Appendix 1

65



•A topic on social issues should be added.

•The microeconomic lectures were too theoretical and less applicable; however, lectures on macroeconomics were very interesting and applicable.

2. Training program

3. Training content



• Perfect competition—market goods and public policy

• Monopolies, competition policy • Tax and tax policy • Exchange rate, money supply• Fiscal policy • The latest materials should be provided,

especially in the global economic crisis period. • Macroeconomics (2 comments)• Focus on current situation of Viet Nam• Latest statistics • More examples of other countries similar to

Viet Nam for lesson drawing • Applications into some specific policies • Go deeper into the topics, not just basic

knowledge

• Basic knowledge of macroeconomics, as participants already gained it at university (2 comments)

• Economic growth, productivity • Asymmetric information and

principal–agent relationship• Theory on microeconomics

4. Training method

•More group discussion on the lecture topics


• Lecturers were very enthusiastic and knowledgeable. Interpreters were very professional.

•The lectures by Shigeyuki Abe were not very good. The theory was not related to reality. There were some mistakes, especially during the discussion on the characteristics of public goods. The teaching method should be more interesting and effective.

• Interpreters did a good job.

Appendix 1

66

6. Logistics


7. Other comments


•Training contents and program (11 comments)

• Lecturers (10 comments) (Charles Adams did a really good job)

•Materials

•Management and logistics (4 comments)


•Knowledge related to reality (5 comments)

• Experiences of macroeconomic policies by some countries applicable to Viet Nam


•Better understanding of policy making and benefits

•Advice by lecturers


• Improved knowledge on socioeconomics


•Knowledge exchange among participants

• Structure of the course (2 comments)

•Combination between lectures and discussion

• Lecturers in this segment were more effective than the ones in the first week.


•More discussion (2 comments)

•Need some improvements in teaching method and lectures by Shigeyuki Abe

•Materials for reference


•Accommodation and travel

• Longer duration, i.e., 8 days (2 comments)

•More group discussion

•More case studies

Appendix 1

67

8. Applicability


•Macroeconomic policies (2 comments)

•All training contents (3 comments)

•Other countries’ experiences in implementing macroeconomic and tax policies in a market economy

• Fiscal policy

•Monetary policy

•Applicable into sector policy making


•The course was well organized.

Appendix 1

68




Public Finance 26–30 July 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 3 overall 24 28 3.541.2 Topic 1: Public Finance 1 1 24 26 3.441.3 Topic 2: Budget Making 2 9 24 17 3.081.4 Topic 3: A Case Study of Decentralized Service Delivery

in the Health Sector 1 25 24 3.46

1.5 Topic 4: Cost–Benefit Analysis 1 12 39 3.731.6 Topic 5: Corruption 1 1 9 40 3.732 Training program2.1 Structure 29 23 3.442.2 Length 2 30 20 3.352.3 Daily schedule 1 25 26 3.483 Training content3.1 Segment 3 overall



Appendix 1

69

Item

Rating

Average1 2 3 4

3.2 Topic 1: Public FinanceEffectiveness of lectures 2 3 23 24 3.33Relevance and adequacy of reading materials 2 3 26 21 3.27Usefulness of discussion sessions 2 4 24 22 3.27

3.3 Topic 2: Budget MakingEffectiveness of lectures 5 12 23 12 2.81Relevance and adequacy of reading materials 4 12 27 9 2.79Usefulness of discussion sessions 4 12 26 10 2.81


3.5 Topic 4: Cost–Benefit AnalysisEffectiveness of lectures 14 38 3.73Relevance and adequacy of reading materials 18 34 3.65Usefulness of discussion sessions 1 14 37 3.69

3.6 Topic 5: CorruptionEffectiveness of lectures 1 14 37 3.69Relevance and adequacy of reading materials 2 17 33 3.6Usefulness of discussion sessions 1 13 38 3.71

4 Training method4.1 Combination of theory and practice 2 26 24 3.424.2 Combination of lecture and discussion 1 28 23 3.425 Lecturers and interpreters5.1 Blane Lewis

Overall rating 28 24 3.46Knowledge of Viet Nam’s economy 2 28 22 3.38Clear and concise presentation 1 24 27 3.5Ability to encourage participation 1 25 26 3.48Provided good examples and useful learning materials 6 24 21 3.29Addressed issues raised by participants 2 25 24 3.43Stimulated further interest in the topic 1 1 22 27 3.47

5.2 Shinichi NakabayashiOverall rating 4 22 21 5 2.52Knowledge of Viet Nam’s economy 9 18 19 5 2.39Clear and concise presentation 8 24 16 4 2.31


Table: continued

Appendix 1

70

Item

Rating

Average1 2 3 4

Ability to encourage participation 5 24 17 5 2.43Provided good examples and useful learning materials 8 24 15 4 2.29Addressed issues raised by participants 7 24 15 5 2.35Stimulated further interest in the topic 9 23 16 3 2.25

5.3 M. RameshOverall rating 21 31 3.6Knowledge of Viet Nam’s economy 2 20 29 3.53Clear and concise presentation 1 17 34 3.63Ability to encourage participation 19 32 3.63Provided good examples and useful learning materials 2 21 28 3.51Addressed issues raised by participants 24 27 3.53Stimulated further interest in the topic 1 19 31 3.59

5.4 Wu XunOverall rating 11 41 3.79Knowledge of Viet Nam’s economy 13 38 3.75Clear and concise presentation 9 42 3.82Ability to encourage participation 15 36 3.71Provided good examples and useful learning materials 13 38 3.75Addressed issues raised by participants 1 14 36 3.69Stimulated further interest in the topic 13 38 3.75





2. Training program

•The course duration should be extended to around 6 weeks.

•The course duration should be shortened to around 2 weeks.

Table: continued

Appendix 1

71

3. Training content


• Foreign experiences in policy making and the role of government at different levels

• Cost–benefit analysis project appraisal and budgeting in an organization

• Cost–benefit analysis (4 comments)• Public–private partnerships• Other methods for medium-term plan

making in addition to the medium-term expenditure framework

• Corruption • Decentralization• Budgeting (3 comments)• Public finance• Tools for policy analysis • Strengths and weaknesses of each budgeting

method• Management capability strengthening

• Medium-term expenditure framework

4. Training method


• Shinichi Nakabayashi utilized poor teaching methods and was difficult to understand.

6. Logistics

7. Other comments


•Topical subjects (2 comments)

•Training contents

•Materials and information

•Training materials and reference materials

•Teaching methods


• Lecturers, excluding the lecturer in the budgeting session (the most preferred was Wu Xun) (5 comments)

Appendix 1

72



• Participants

•Knowledge (3 comments)

•Anticorruption session

•Good relation between theory and reality (2 comments)

• Experiences by different countries

• Issues on public–private partnerships

• Issues on public expenditure, public services delivery, and taxes

• Issues on reforms of the health sector

• Issues on effective and efficient decentralization at local level

•Cost–benefit analysis for a proposed project or policy

•Models of public–private partnerships and methods for regulation

• Provided objective evaluation of the concerned issues

• Fundamental knowledge

•Good practice of presentation skills and taking initiatives and being proactive in learning

•Knowledge shared by lecturers for better understanding of socioeconomic and cultural issues of other countries


•Quality of lecturers should be more equal.

• Lecturers should be selected more carefully.

•The lecture and teaching method of Shinichi Nakabayashi needs to be improved.

•Replace some incompetent lecturers such as Shinichi Nakabayashi.

•The training program should be more condensed and have good transitions between the lectures.

• Select high-quality lecturers with updated knowledge and good teaching methods.

•More case studies

•More examples for Viet Nam

•More research and recommendations on models of public–private partnership regulating agencies

Appendix 1

73

8. Applicability


•Understanding of budget deficit financing and decentralization


•Decentralization of budget

•Health care issues

•Cost–benefit analysis in the process of project appraisal (4 comments)

•Role of the state in regulating public–private partnerships

•Topic 1, Public Finance; Topic 2, Budget Making; Topic 4, Cost–Benefit Analysis; and Topic 5, Corruption

•Anticorruption measures (3 comments)

•Different kinds of taxes

• Policy analysis

• Experiences and lessons from countries with economic context similar to Viet Nam

• Experiences and lessons on decentralization

•Cost–benefit analysis skills


•The course was very helpful and applicable.

Appendix 1

74




Enhancing the Competencies in Leading an Organization in Viet Nam 23–27 August 2010


Using a scale of 1–4, please rate the following aspects of the training program

1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 4 overall 2 23 28 3.491.2 Topic 1: Strategic Management 1 21 31 3.551.3 Topic 2: Human Resources Management in the Public

and Private Sector and Civil Service Reform 2 22 29 3.51

1.4 Topic 3: Comparative Public Policies in Perspective 2 21 30 3.531.5 Topic 4: Leadership Concepts and Application to Viet Nam 2 16 34 3.621.6 Topic 5: Performance Management 1 20 31 3.582 Training program2.1 Structure 1 24 28 3.512.2 Length 3 25 25 3.422.3 Daily schedule 1 24 28 3.513 Training content3.1 Segment 4 overall


3.2 Topic 1: Strategic ManagementEffectiveness of lectures 1 24 28 3.49


Appendix 1

75

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 1 28 24 3.43Usefulness of site visit to Housing Development Board 2 18 33 3.58

3.3 Topic 2: Human Resources Management in the Public and Private Sector and Civil Service ReformEffectiveness of lectures 3 24 26 3.43Relevance and adequacy of reading materials 4 26 23 3.36Usefulness of fireside chat with Vu Minh Khuong 2 23 26 3.47Usefulness of site visit to NEWater Visitor Centre 3 23 27 3.45Usefulness of site visit to Corrupt Practices Investigation Bureau 4 26 23 3.36

3.4.1 Topic 3 (Part 1): Decentralized Service Delivery—Decentralization and Its Implications for Viet NamEffectiveness of lectures 2 26 24 3.42Relevance and adequacy of reading materials 3 24 25 3.42

3.4.2 Topic 3 (Part 2): Ethical Dilemmas in Public Management: The Case of CorruptionEffectiveness of lectures 1 27 25 3.45Relevance and adequacy of reading materials 2 26 25 3.43

3.5 Topic 4: Leadership Concepts and Application in Viet NamEffectiveness of lectures 20 33 3.62Relevance and adequacy of reading materials 1 23 29 3.53

3.6 Topic 5: Performance ManagementEffectiveness of lectures 20 33 3.62Relevance and adequacy of reading materials 1 23 29 3.53

4 Training method4.1 Combination of theory and practice 6 19 28 3.424.2 Combination of lecture and discussion 24 29 3.555 Lecturers and interpreters5.1 Scott Fritzen

Overall rating 1 14 38 3.70Knowledge of Viet Nam’s economy 20 33 3.62Clear and concise presentation 1 16 36 3.66Ability to encourage participation 1 14 38 3.70Provided good examples and useful learning materials 3 16 34 3.58Addressed issues raised by participants 2 18 33 3.58Stimulated further interest in the topic 1 15 37 3.68


Table: continued

Appendix 1

76

Item

Rating

Average1 2 3 4

5.2 Eduardo AraralOverall rating 3 28 22 3.36Knowledge of Viet Nam’s economy 11 26 16 3.09Clear and concise presentation 4 26 23 3.36Ability to encourage participation 7 28 18 3.21Provided good examples and useful learning materials 8 27 18 3.19Addressed issues raised by participants 8 26 19 3.21Stimulated further interest in the topic 7 25 21 3.26

5.3 Vu Minh KhuongOverall rating 9 44 3.83Knowledge of Viet Nam’s economy 11 42 3.79Clear and concise presentation 12 41 3.77Ability to encourage participation 1 11 41 3.75Provided good examples and useful learning materials 1 11 41 3.75Addressed issues raised by participants 14 39 3.74Stimulated further interest in the topic 12 41 3.77


6 Logistics6.1 Studying conditions 1 23 29 3.536.2 Accommodations and transport 2 29 22 3.389 Overall evaluation of the training course 1 20 32 3.58



• Suitable training course for participants

2. Training program

• Study visit did not match the training purposes.

•Useful training course

•More study visits in Singapore (should last 10 days)

•Useful and interesting training course

•More time for studying experiences in Singapore

Table: continued

Appendix 1

77

3. Training content



• Topic 2: Human Resources Management in the Public and Private Sector and Civil Service Reform (2 comments)

• Concepts of leadership and performance-based management (2 comments)

• Analysis of strategic triangles• Principles of flexible salaries• Methods for formulating position profiles • Work out performance-based management

program and set of performance indicators for state administrative agencies (government officials)

• Anticorruption (2 comments)• Public services• More specific policy, applications• Performance-based management

4. Training method

•More discussion on experiences of Singapore and applicability to Viet Nam


6. Logistics

•Meals were not suitable to Vietnamese tastes (2 comments).

7. Other comments


•Training program and content (10 comments)


•Updated knowledge and information (2 comments)

•Case study

•Organization and logistics (9 comments)

•Knowledgeable and enthusiastic lecturers with efficient teaching methods (11 comments)

•Training materials (2 comments)

Appendix 1

78

• Practical topics

• Study visits to state administrative agencies in Singapore (4 comments)

•Overview of Viet Nam and the world

• Information and experience sharing among participants from different ministries and agencies

•Appropriate timetable



• Study environment

• Participants

•Basic knowledge of state administration

• Experiences of state administration by other countries

•Updated and useful training topics

•Highly applicable


•Training program should be shortened.

•More time for experience sharing, lecturers should acknowledge Viet Nam’s context, and training contents should relate to challenges and constraints facing Viet Nam.

•More discussion on reality, especially experiences of Singapore.

• Evaluation on participants’ performance should be carried out for better motivation.

8. Applicability


• Efficient teaching method by lecturers

• Interpersonal communication skills in working environment

•Ways of thinking, analyzing, and assessing problems (2 comments)

•All contents

•Anticorruption

• Evaluation of governmental officials’ performance

•Models of strategic management; human resources management; leadership arts; recruitment, training, and evaluation of officials

• Skills of leadership and human resources management (2 comments)

Appendix 1

79

• Strategic triangles, salary and training, leadership arts, performance-based management

• Strategic analysis of public policy planning

•Criteria and requirements for a leader

• Performance evaluation criteria

• Salary policy

•Official evaluation, corruption

• Public policy formulation

• Problem-solving skills in strategic management and performance-based management


•The training course provided participants with useful theoretic frameworks for leadership and management sciences, especially experiences shared by lecturers and gained through study visits in Singapore that can be applied into Viet Nam’s context.

Appendix 1

80




Transition to the Market and International Integration 21–25 June 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 1 overall 27 29 3.521.2 Topic 1: Viet Nam and Economic Development in a

Globalized World 1 21 34 3.59

1.3 Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam

4 26 26 3.39


1 24 31 3.54


1 28 27 3.46


1 18 37 3.64

2 Training program2.1 Structure 1 23 32 3.552.2 Length 3 27 26 3.412.3 Daily schedule 1 14 21 20 3.07


Appendix 1

81

Item

Rating

Average1 2 3 4

3 Training content3.1 Segment 1 overall



3.3 Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet NamEffectiveness of lectures 6 30 20 3.25Relevance and adequacy of reading materials 6 34 16 3.18Usefulness of discussion sessions 5 27 24 3.34

3.4 Topic 3: International Integration and Building National Economic Competitiveness Effectiveness of lectures 1 29 26 3.45Relevance and adequacy of reading materials 2 31 23 3.38Usefulness of discussion sessions 5 24 27 3.39

3.5 Topic 4: Building a Foundation for Sustainable Economic DevelopmentEffectiveness of lectures 3 28 25 3.39Relevance and adequacy of reading materials 5 29 22 3.30Usefulness of discussion sessions 3 23 30 3.48


4 Training method4.1 Combination of theory and practice 3 31 22 3.344.2 Combination of lectures and discussions 1 28 27 3.465 Lecturers and interpreters5.1 Eduardo Araral

Overall rating 18 38 3.68Knowledge of Viet Nam’s economy 1 26 29 3.50


Table: continued

Appendix 1

82

Item

Rating

Average1 2 3 4

Clear and concise presentation 20 36 3.64Ability to encourage participation 5 19 32 3.48Provided good examples and useful learning materials 3 25 28 3.45Addressed issues raised by participants 2 26 28 3.46Stimulated further interest in the topic 1 23 32 3.55

5.2 Masumi ShimamuraOverall rating 3 34 19 3.29Knowledge of Viet Nam’s economy 1 8 39 8 2.96Clear and concise presentation 7 35 14 3.13Ability to encourage participation 4 31 21 3.30Provided good examples and useful learning materials 7 36 13 3.11Addressed issues raised by participants 6 36 14 3.14Stimulated further interest in the topic 6 28 22 3.29

5.3 Wong Poh KamOverall rating 1 27 28 3.48Knowledge of Viet Nam’s economy 4 29 23 3.34Clear and concise presentation 6 17 33 3.48Ability to encourage participation 6 25 25 3.34Provided good examples and useful learning materials 2 28 26 3.43Addressed issues raised by participants 2 29 25 3.41Stimulated further interest in the topic 6 28 22 3.29


5.5 Charles AdamsOverall rating 17 39 3.70Knowledge of Viet Nam’s economy 2 13 41 3.70Clear and concise presentation 2 21 33 3.55Ability to encourage participation 4 26 26 3.39Provided good examples and useful learning materials 22 34 3.61Addressed issues raised by participants 1 20 35 3.61Stimulated further interest in the topic 2 30 24 3.39


Table: continued

Appendix 1

83

Item

Rating

Average1 2 3 4


6 Logistics6.1 Studying conditions 9 47 3.846.2 Accommodation and transport 1 24 31 3.529 Overall evaluation of the training course 15 41 3.73



• Should add a topic on provincial economic development plans

•More relation to reality

•Topic 4, Building a Foundation for Sustainable Economic Development—the lecture should be more detailed.

2. Training program

• Extend lunch (7 comments)

•Afternoon class should be from 2 p.m. to 5 p.m. (4 comments).

3. Training content


• Some information was out of date (3 comments).

• Statistics should be updated to 2009.

• Statistics of total population and total number of poor households should be added to the table on “Regional Concentration of Poverty.”


• Topic 1: Viet Nam and Economic Development in a Globalized World (2 comments)

• Topic 2: Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam (3 comments)


Table: continued

Appendix 1

84





• Building economic competitiveness for some areas in the country

• Experience of administrative reforms in developed countries

• Experience of equitization of state-owned enterprises in other countries

• More discussion

4. Training method

• Should relate to contexts of some other countries that are similar to Viet Nam


•Masumi Shimamura had to read materials too much during the lecture.

•Translation of training materials was very good.

6. Logistics

•Travel from the hotel to training venue was good.

7. Other comments


•Relevance of the course (4 comments)

• Ideas

•Knowledge provided (9 comments)


•Approach and solution to problems (3 comments)

• Participants




Table: continued

Appendix 1

85




•Discussion

•General knowledge on policy making based on analysis of experiences and lessons shared by other countries

•Better understanding of opportunities, challenges, and role of the state in building up competitiveness, establishing a foundation for sustainable development, as well as analyzing economic policy

•Analysis and assessment of economic development policy and solutions successfully applied by other countries to draw lessons for Viet Nam in enhancing competitiveness and maintaining sustainable development

• Improved participants’ knowledge of international economic integration

• Experiences by other countries (2 comments)

•Time schedule (2 comments)

• Provided information on socioeconomic situation of Viet Nam 10 years after transformation of the economy


• Force participants to be more active (i.e., in discussions and raising ideas)

•The course should be continuously taken over 1 month.

•Daily timetable (12 comments)

• Long distance between training venue and hotel (6 comments)

•More discussion

•Discussion during Topic 4, Building a Foundation for Sustainable Economic Development, was too long.

8. Applicability


•Approach and solutions to specific problems

•Methods for analysis and assessment of programs to improve implementation efficiency and effectiveness

• Improve capacity for state administration (2 comments)

• Economic growth in line with social development

• Efficient project formulation

Appendix 1

86

•Better understanding of trade deficits in recent years

• Formulation of local development plans (2 comments)

• Skills for analyzing the actual situation to come up with development objectives and solutions

• International economic integration

• Local socioeconomic development plan making

• Experience of project management, implementation, and assessment (2 comments)

•Training method

• Experiences by other countries

• Speed up economic growth and enhance competitiveness

• Implement public policy in local areas

•Topic 5, Current Macroeconomic Policy Challenges Facing Viet Nam (2 comments)

•Topic 4, Building a Foundation for Sustainable Economic Development (5 comments)

•Topic 2, Economic Development in East Asia—Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam

•Topic 3, International Integration and Building National Economic Competitiveness (2 comments)


• Should organize follow-up or advanced training courses for provincial civil servants.

Appendix 1

87




The Economics of Government 19–23 July 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 28 26 3.481.2 Topic 1: Microeconomics 1 29 24 3.431.3 Topic 2: Macroeconomics 25 29 3.542 Training program2.1 Structure 30 24 3.442.2 Length 2 30 22 3.372.3 Daily schedule 5 31 18 3.243 Training content3.1 Segment 2 overall



3.3 Topic 2: MacroeconomicsEffectiveness of lectures 23 31 3.57


Appendix 1

88

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 25 29 3.54Usefulness of discussion sessions 2 23 29 3.50

4 Training method4.1 Combination of theory and practice 2 21 31 3.544.2 Combination of lecture and discussion 2 24 28 3.485 Lecturers and interpreters5.1 Shigeyuki Abe


5.2 Yoshio WadaOverall rating 24 30 3.56Knowledge of Viet Nam’s economy 3 26 25 3.41Clear and concise presentation 1 19 34 3.61Ability to encourage participation 18 36 3.67Provided good examples and useful learning materials 5 23 26 3.39Addressed issues raised by participants 3 22 29 3.48Stimulated further interest in the topic 2 22 30 3.52

5.3 Charles AdamsOverall rating 13 41 3.76Knowledge of Viet Nam’s economy 1 13 40 3.72Clear and concise presentation 15 39 3.72Ability to encourage participation 1 17 36 3.65Provided good examples and useful learning materials 16 38 3.70Addressed issues raised by participants 16 38 3.70Stimulated further interest in the topic 18 36 3.67


6 Logistics6.1 Studying conditions 11 43 3.806.2 Accommodations and transport 1 3 19 31 3.489 Overall evaluation of the training course 22 32 3.59

Table: continued

Appendix 1

89



2. Training program

• Lunch breaks were too short.

•Afternoon class should begin at 2 p.m.

•The timetable should be revised to better suit participants. The lunch break is too short, so participants were sleepy during the lectures (2 comments).


3. Training content



• Viet Nam’s monetary policy • Examples related to Viet Nam • Lecturers should move more slowly through

the microeconomics session. • Macroeconomics related to Viet Nam• Refer to Viet Nam’s development since

implementation of 1986 open market policy • Relationship between public policies and

local issues • More related to Viet Nam and localities• Method for calculating gross domestic

product of a province• Fiscal and monetary policy • Current issues faced by provincial

authorities• Viet Nam in relation to other Southeast

Asian countries

4. Training method


6. Logistics

• Lunch at Trade Union Hotel was not very good, with few choices.

7. Other comments


• Suitability of the course (2 comments)

Appendix 1

90



•Charles Adams





•Better understanding of current microeconomic issues of Viet Nam

• Policies by the government in current context

•Good teaching, learning, and logistics


•Accommodations and travel (2 comments)

•Macroeconomics and microeconomics

• Identify and analyze macroeconomic challenges so that participants have a better understanding of monetary and fiscal policy applied by Viet Nam.

•Role of policy in the economy

•Knowledge on principles of supply and demand, fiscal policy, finance; global economic inflation and impact on Viet Nam’s economy

•Better understanding of how the government regulates economic activities

• Economic development in some countries


•Timetable (4 comments)

• Lunch at the hotel was not very good.

•Timetable and venue

• Lunch break (3 comments)

•Accommodation and training venue should be in the same area (4 comments).

8. Applicability



•Macroeconomics (3 comments)

•Macroeconomic policies and challenges to Viet Nam

•Microeconomics (2 comments)

Appendix 1

91

• Principles of supply and demand

• Fiscal policy, calculation of gross domestic product

• Planning for local socioeconomic development (2 comments)

• Policy analytical skills

•Methods for teaching, studying, approaching, and analysis


•Very useful

Appendix 1

92




Public Finance 16–20 August 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 3 overall 20 28 3.581.2 Topic 1: Public Finance 19 30 3.611.3 Topic 2: Budget Making 7 22 20 3.271.4 Topic 3: A Case Study of Decentralized Service Delivery

in the Health Sector19 30 3.61

1.5 Topic 4: Cost–Benefit Analysis 14 35 3.711.6 Topic 5: Corruption 16 33 3.672 Training program2.1 Structure 1 20 28 3.552.2 Length 1 24 24 3.472.3 Daily schedule 1 24 24 3.473 Training content3.1 Segment 3 overall


3.2 Topic 1: Public FinanceEffectiveness of lectures 1 24 24 3.47Relevance and adequacy of reading materials 1 22 26 3.51


Appendix 1

93

Item

Rating

Average1 2 3 4

Usefulness of discussion sessions 1 23 25 3.493.3 Topic 2: Budget Making

Effectiveness of lectures 1 7 24 17 3.16Relevance and adequacy of reading materials 8 25 16 3.16Usefulness of discussion sessions 11 22 16 3.10

3.4 Topic 3: A Case Study of Decentralized Service Delivery in the Health Sector Effectiveness of lectures 1 18 30 3.59Relevance and adequacy of reading materials 1 21 27 3.53Usefulness of discussion sessions 2 22 25 3.47

3.5 Topic 4: Cost–Benefit AnalysisEffectiveness of lectures 15 34 3.69Relevance and adequacy of reading materials 17 32 3.65Usefulness of discussion sessions 1 14 34 3.67

3.6 Topic 5: CorruptionEffectiveness of lectures 15 34 3.69Relevance and adequacy of reading materials 17 32 3.65Usefulness of discussion sessions 15 34 3.69

4 Training method4.1 Combination of theory and practice 1 29 19 3.374.2 Combination of lecture and discussion 29 20 3.415 Lecturers and interpreters5.1 Charles Adams

Overall rating 16 33 3.67Knowledge of Viet Nam’s economy 1 15 33 3.65Clear and concise presentation 17 32 3.65Ability to encourage participation 1 18 30 3.59Provided good examples and useful learning materials 21 28 3.57Addressed issues raised by participants 18 31 3.63Stimulated further interest in the topic 22 27 3.55

5.2 Shinichi NakabayashiOverall rating 1 17 27 4 2.69Knowledge of Viet Nam’s economy 2 21 22 4 2.57Clear and concise presentation 3 22 20 4 2.51Ability to encourage participation 4 23 18 4 2.45Provided good examples and useful learning materials 4 18 23 4 2.55Addressed issues raised by participants 1 21 23 4 2.61Stimulated further interest in the topic 3 25 17 4 2.45


Table: continued

Appendix 1

94

Item

Rating

Average1 2 3 4

5.3 M. RameshOverall rating 14 35 3.71Knowledge of Viet Nam’s economy 1 15 33 3.65Clear and concise presentation 12 37 3.76Ability to encourage participation 15 34 3.69Provided good examples and useful learning materials 17 32 3.65Addressed issues raised by participants 17 32 3.65Stimulated further interest in the topic 12 37 3.76

5.4 Wu XunOverall rating 12 37 3.76Knowledge of Viet Nam’s economy 1 15 33 3.65Clear and concise presentation 10 39 3.80Ability to encourage participation 14 35 3.71Provided good examples and useful learning materials 13 36 3.73Addressed issues raised by participants 17 32 3.65Stimulated further interest in the topic 14 35 3.71





2. Training program

3. Training content


• More information regarding Viet Nam in Topic 2, Budget Making

• Budgeting• Anticorruption

Table: continued

Appendix 1

95

4. Training method


6. Logistics

7. Other comments




• Experienced lecturers (5 comments)



•Timetable

•The lecture by Shinichi Nakabayashi was too simple and lacked professional knowledge.

• Lecturers who have a good understanding of Viet Nam’s socioeconomic context and have good teaching methods should be selected.

8. Applicability


•All five topics (3 comments)

• Project appraisal and assessment (3 comments)

• Public–private partnerships

•Cost-benefit analysis (6 comments)

• Public finance analysis

• Issues on corruption (2 comments)

•Budgeting

•Health care issues

• Planning


Appendix 1

96




Transition to the Market and International Integration 2–6 August 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4


in a Globalized World 2 21 28 3.51

1.3 Topic 2: Economic Development in East Asia: Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam

7 22 22 3.29


4 29 18 3.27


2 24 25 3.45


20 31 3.61

2 Training program2.1 Structure 4 23 24 3.392.2 Length 13 21 17 3.082.3 Daily schedule 2 15 26 8 2.783 Training content3.1 Segment 1 overall



Appendix 1

97

Item

Rating

Average1 2 3 4



3.3 Topic 2: Economic Development in East Asia: Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet NamEffectiveness of lectures 2 8 23 18 3.12Relevance and adequacy of reading materials 8 33 10 3.04Usefulness of discussion sessions 8 30 13 3.10




4 Training method4.1 Combination of theory and practice 6 29 16 3.204.2 Combination of lecture and discussion 5 31 15 3.205 Lecturers and interpreters5.1 Eduardo Araral

Overall rating 2 27 22 3.39Knowledge of Viet Nam’s economy 4 29 18 3.27Clear and concise presentation 0 21 30 3.59Ability to encourage participation 8 22 21 3.25Provided good examples and useful learning materials 2 4 24 21 3.25Addressed issues raised by participants 2 1 28 20 3.29Stimulated further interest in the topic 7 20 24 3.33

Table: continued


Appendix 1

98

Item

Rating

Average1 2 3 4

5.2 Masumi ShimamuraOverall rating 8 26 17 3.18Knowledge of Viet Nam’s economy 15 29 7 2.84Clear and concise presentation 8 26 17 3.18Ability to encourage participation 9 20 22 3.25Provided good examples and useful learning materials 10 30 11 3.02Addressed issues raised by participants 12 26 13 3.02Stimulated further interest in the topic 11 22 18 3.14

5.3 Ken TogoOverall rating 8 35 8 3.00Knowledge of Viet Nam’s economy 16 28 7 2.82Clear and concise presentation 17 29 5 2.76Ability to encourage participation 17 25 9 2.84Provided good examples and useful learning materials 1 15 26 9 2.84Addressed issues raised by participants 17 27 7 2.80Stimulated further interest in the topic 15 31 5 2.80


5.5 Charles AdamsOverall rating 14 37 3.73Knowledge of Viet Nam’s economy 13 38 3.75Clear and concise presentation 1 23 27 3.51Ability to encourage participation 2 20 29 3.53Provided good examples and useful learning materials 1 14 36 3.69Addressed issues raised by participants 1 21 29 3.55Stimulated further interest in the topic 3 21 27 3.47



Table: continued

Appendix 1

99



• Economic models of the People’s Republic of China, Republic of Korea, and Singapore should be added.

•The lectures provided lots of useful information.

•The actual context of Viet Nam should be discussed to identify strengths and weaknesses of government policies.

2. Training program

•The morning class should end at 11 a.m. (10 comments).

•The afternoon class should begin at 2 p.m.

•Very well scheduled

3. Training content

What topics or areas should be covered more? Should be covered less?


• Should provide recommendations and advice for Viet Nam’s economy

• Experiences by developed countries and some others



• Topic 2: Economic Development in East Asia: Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam (2 comments)



• Provide more reference materials • More issues on sector and local policy making,

which are more useful for provincial participants • Experiences by various countries, especially the

People’s Republic of China and Western countries• Lessons for Viet Nam, issues to avoid (theory

and reality)


• Topic 2: Economic Development in East Asia: Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam (2 comments)



• Topic 5: Current Macroeconomic Policy Challenges Facing Viet Nam

Appendix 1

100

4. Training method

•More relation between theory and reality in Viet Nam and in different regions of the country

• Lecturers should raise more questions related to Viet Nam’s context.


• Lecturers should have sufficient knowledge of Viet Nam, related to given topic and issues.

6. Logistics

•Accommodations should be close to the training facility (8 comments).

•Noisy environment around the classroom (i.e., the sound of drilling).

• Parking should be provided for Ha Noi participants.

7. Other comments


•Targeted participants

• Suitability of the course (5 comments)

• Program contents (18 comments)

• 4 weeks in 4 month schedule is convenient for participants.

•Knowledgeable and enthusiastic lecturers (27 comments)

•Highly qualified lecturers





• Lots of useful information

•Teaching method (comments)

•Knowledge gained during the course (6 comments)

• Problem analytical skills

•Quality of Topic 1, Viet Nam and Economic Development in a Globalized World

•Opportunity for provincial participants to study and discuss general economic issues in the context of globalization and integration, and to understand economic development process in some Asian countries similar to Viet Nam, as well as new methods and points of view on public policy making in Viet Nam.

Appendix 1

101

•Macroeconomics provided participants with economic situation of various countries and economic events in recent years.


• Lecturers should delve more into specific analysis.

• It is proposed to revise the timetable—the morning class should be from 8:00 a.m. to 11:00 a.m., and the afternoon class from 2:00 p.m. to 4:30 p.m. (7 comments)

•Time for discussion was a bit short.

•Daily timetable

•Deeper analysis of Viet Nam’s economics issues compared to other countries

•The course’s duration was too short to cover such a large amount of content; therefore, lecturers did not have time to delve deeper into specific analysis.

•More examples and practical information

• Each topic should be added with consistent short-term and long-term recommended measures to foster Viet Nam’s economic development.

8. Applicability



•Topic 3: International Integration and Building National Economic Competitiveness (4 comments)

•Topic 4: Building a Foundation for Sustainable Economic Development (8 comments)

•Topic 2: Economic Development in East Asia: Experiences of Malaysia, the Philippines, and Thailand, and Lessons for Viet Nam (10 comments)

•Topic 5: Current Macroeconomic Policy Challenges Facing Viet Nam (5 comments)

•Topic 1: Viet Nam and Economic Development in a Globalized World (3 comments)

• Study and analyze local economic situation

•Working skills


• Experienced and enthusiastic lecturers

•Most of the lecturers used good teaching methods.

• Efficient class management; timetable was followed

•Good logistics

Appendix 1

102




The Economics of Government 6–10 September 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 6 25 19 3.261.2 Topic 1: Microeconomics 7 27 17 3.201.3 Topic 2: Macroeconomics 6 23 22 3.312 Training program2.1 Structure 7 24 20 3.252.2 Length 11 24 16 3.102.3 Daily schedule 13 31 7 2.883 Training content3.1 Segment 2 overall



3.3 Topic 2: MacroeconomicsEffectiveness of lectures 27 24 3.47


Appendix 1

103

Item

Rating

Average1 2 3 4


4 Training method4.1 Combination of theory and practice 32 19 3.374.2 Combination of lecture and discussion 35 16 3.315 Lecturers and interpreters5.1 Shigeyuki Abe



5.3 Charles AdamsOverall rating 14 37 3.73Knowledge of Viet Nam’s economy 11 40 3.78Clear and concise presentation 16 35 3.69Ability to encourage participation 15 36 3.71Provided good examples and useful learning materials 12 39 3.76Addressed issues raised by participants 12 39 3.76Stimulated further interest in the topic 17 34 3.67



Table: continued

Appendix 1

104



2. Training program

•The morning session should start at 7:30 a.m. to allow more time for lunch.

•The afternoon session should start at 2:00 p.m. and finish at 5:00 p.m. (3 comments).

•Training topics are broad, while training time is limited. As such, this had a negative impact on teaching as well as the knowledge absorption of participants.

3. Training content



• Microeconomics (5 comments)• Implemented policies in developed

countries and their relationship to Viet Nam• Lecturers should focus more on real

examples and events in the world economy as well as in Viet Nam.

• More examples on macroeconomic management and microeconomics in countries with similar conditions to Viet Nam (e.g., the People’s Republic of China and the Philippines)

• More examples on recent macroeconomic management policies by the government

• Balance of payments• Supply and demand• Balance of payments and fiscal policy• Macroeconomics (4 comments)• More comparison analysis, taking into

account countries in the region (with specific data)

• Tax and fiscal policy

• Macroeconomics • The teaching of theories, concepts, and

formulas should be streamlined. • The teaching of such topics as perfect

competition, social benefits, balance of payments, current account, and fiscal policy should be streamlined.

4. Training method

•More group discussions should be organized.


•Charles Adams was enthusiastic, knowledgeable, and experienced.

Appendix 1

105

6. Logistics

•More time for lunch (the afternoon session should start at 2:00 p.m.)

•The noise in the class distracted participants.

7. Other comments


• Lecturers, especially Charles Adams (16 comments)


•Updated knowledge and information of economic management in other countries


•Class organization, logistics (10 comments)

•Combination of theory and practice

• Lecture method (2 comments)

•Updating information (2 comments)


•Knowledge of macroeconomics and microeconomics (3 comments)

•Microeconomic and macroeconomic information of Viet Nam and of some Asian countries

• Fundamental knowledge of economic policy (i.e., monetary and fiscal policy) of Viet Nam and policy forecasting

• Information relating to real economic policies in Viet Nam (2 comments)

•General knowledge of economic policy (e.g., supply and demand, competition and monopolies, and monetary policy)


•More time for lunch (lunch should be arranged close to the training facility) (6 comments)

• Lecturers should focus on practical examples and real situations of provinces.

•Daily schedule (3 comments)

•Discussion should focus on real situations in Viet Nam.

• Participants are local government officials. As such, lectures should be closely related to policy advisory role of local government officials.

•As local government officials have limited exposure to macroeconomics and microeconomics, training materials of future programs should be circulated to participants in advance to ensure better knowledge absorption in the class.

• Lecturers should focus more on practical examples of the market economy.

Appendix 1

106

8. Applicability


• Impact of economic policy on local economy (e.g., enterprises, state management, attracting investment, public spending, gross domestic product growth, and import and export activities)


•Thought and vision in policy advisory function at both central government and local government levels

•Role of microeconomics and macroeconomics in economic management and policy advisory activities of participants

•Determination of supply and demand, forms of markets, forms of competitive markets, and inflation

• Investment policy in provinces (2 comments)

• Planning

• Spending and attracting investment

•Analyzing macroeconomic parameters

•Balance of payments, exchange rate

•Microeconomic policies

• Local budgeting and spending


•Very useful

•Good

Appendix 1

107




Public Finance 4–8 October 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 3 overall 2 23 24 3.451.2 Topic 1: Public Finance 2 23 25 3.461.3 Topic 2: Budget Making 4 23 23 3.381.4 Topic 3: A Case Study of Decentralized Service Delivery


1.5 Topic 4: Cost–Benefit Analysis 1 16 33 3.641.6 Topic 5: Corruption 1 22 26 3.512 Training program2.1 Structure 1 24 25 3.482.2 Length 6 21 23 3.342.3 Daily schedule 6 23 21 3.303 Training content3.1 Segment 3 overall


3.2 Topic 1: Public FinanceEffectiveness of lectures 1 25 24 3.46


Appendix 1

108

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 1 26 23 3.44Usefulness of discussion sessions 28 22 3.44

3.3 Topic 2: Budget MakingEffectiveness of lectures 3 26 21 3.36Relevance and adequacy of reading materials 2 28 20 3.36Usefulness of discussion sessions 4 27 19 3.30


3.5 Topic 4: Cost–Benefit AnalysisEffectiveness of lectures 16 34 3.68Relevance and adequacy of reading materials 1 22 27 3.52Usefulness of discussion sessions 2 16 32 3.60

3.6 Topic 5: CorruptionEffectiveness of lectures 2 21 27 3.50Relevance and adequacy of reading materials 2 23 25 3.46Usefulness of discussion sessions 2 22 26 3.48

4 Training method4.1 Combination of theory and practice 29 21 3.424.2 Combination of lecture and discussion 24 26 3.525 Lecturers and interpreters5.1 Charles Adams

Overall rating 14 36 3.72Knowledge of Viet Nam’s economy 14 36 3.72Clear and concise presentation 13 37 3.74Ability to encourage participation 2 12 36 3.68Provided good examples and useful learning materials 1 14 35 3.68Addressed issues raised by participants 1 13 36 3.70Stimulated further interest in the topic 2 17 31 3.58

5.2 M. RameshOverall rating 2 15 33 3.62Knowledge of Viet Nam’s economy 2 23 25 3.46Clear and concise presentation 2 21 27 3.50Ability to encourage participation 3 15 32 3.58Provided good examples and useful learning materials 4 19 27 3.46Addressed issues raised by participants 4 19 27 3.46Stimulated further interest in the topic 4 13 33 3.58


Table: continued

Appendix 1

109

Item

Rating

Average1 2 3 4

5.3 Wu XunOverall rating 13 37 3.74Knowledge of Viet Nam’s economy 1 21 28 3.54Clear and concise presentation 1 13 36 3.70Ability to encourage participation 1 12 37 3.72Provided good examples and useful learning materials 19 31 3.62Addressed issues raised by participants 1 15 34 3.66Stimulated further interest in the topic 1 17 32 3.62


6 Logistics6.1 Studying conditions 19 31 3.626.2 Accommodations and transport 2 22 26 3.489 Overall evaluation of the training course 1 18 30 3.59



2. Training program

•The training duration was too short, so many topics were not explored sufficiently.

3. Training content


• Public finance (4 comments)• Cost–benefit analysis (5 comments)• Issues on budgeting (3 comments)• Examples of cost–benefit analysis should

have been provided. • Anticorruption (2 comments)• State budget accounting, reporting and

analysis of public finance• Budget deficit and public debt

• Corruption (2 comments)• Health care (2 comments)• Explanation of some technical terms in

public finance

Table: continued

Appendix 1

110

4. Training method

•Group discussion and presentation should have been applied.


•Good interpreters

6. Logistics

•Good facilities

•The accommodations and training facility were far away from each other.

7. Other comments



•Teaching method (3 comments)





•Reasonable timetable


•Knowledge (2 comments)

• Some sections on budget deficit and financing of budget deficit, health care reform, public–private partnerships

• Some sections on cost–benefit analysis, decentralization, public–private investment, medium-term expenditure plan (3 comments)

•Combination of theory and practice

•Updated information


•Accommodations should be closer to the training facility.

• Lunch break was short (3 comments).

•More updated information

8. Applicability


•All contents


Appendix 1

111


•Analysis of public expenditures

•Decentralization (4 comments)

• Public–private partnerships (2 comments)

•Developing new ways of thinking in management, information-updating methods, information gathering and analysis

•Detailed medium-term expenditure plan

•Budgeting (2 comments)

•Basic issues on health care

•Budget deficit and financing of budget deficit, health care reform


•This is a useful training course for officials with managerial responsibilities.

Appendix 1

112



Executive Public Policy Training Program Module B (B8), Segment 1

Strengthening the Capability to Assess Development Challenges and Analyze Policy Issues 25–29 January 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4


in a Globalized World1 17 16 3.44

1.3 Topic 2: Microeconomic Issues for Government Policies 18 16 3.471.4 Topic 3: Issues on Macroeconomic and Financial Management 6 17 11 3.151.5 Topic 4: Building a Foundation for Sustainable

Economic Development13 21 3.62

1.6 Topic 5: The Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

11 23 3.68

2 Training program2.1 Structure 2 14 18 3.472.2 Length 3 14 17 3.412.3 Daily schedule 12 22 3.653 Training content3.1 Segment 1 overall



Appendix 1

113

Item

Rating

Average1 2 3 4


3.3 Topic 2: Microeconomic Issues for Government Policies Effectiveness of lectures 3 19 12 3.26Relevance and adequacy of reading materials 25 9 3.26Usefulness of discussion sessions 2 22 10 3.24

3.4 Topic 3: Issues of Macroeconomic and Financial ManagementEffectiveness of lectures 15 14 5 2.71Relevance and adequacy of reading materials 1 10 17 6 2.82Usefulness of discussion sessions 4 12 12 6 2.59

3.5 Topic 4: Building a Foundation for Sustainable Economic DevelopmentEffectiveness of lectures 14 20 3.59Relevance and adequacy of reading materials 1 15 18 3.50Usefulness of discussion sessions 15 19 3.56

3.6 Topic 5: Role of the Government in Enhancing Market Forces and Embracing International Integration—The Singapore ExperienceEffectiveness of lectures 9 25 3.74Relevance and adequacy of reading materials 1 14 19 3.53Usefulness of discussion sessions 10 24 3.71

4 Training method4.1 Combination of theory and practice 5 17 12 3.214.2 Combination of lecture and discussion 1 20 13 3.355 Lecturers and interpreters5.1 Vu Minh Khuong

Overall rating 12 22 3.65Knowledge of Viet Nam’s economy 9 25 3.74Clear and concise presentation 1 9 24 3.68Ability to encourage participation 2 13 19 3.50Provided good examples and useful learning materials 2 14 18 3.47Addressed issues raised by participants 16 18 3.53Stimulated further interest in the topic 2 11 21 3.56

5.2 Hui Weng Tat Overall rating 17 17 3.50Knowledge of Viet Nam’s economy 3 22 9 3.18


Table: continued

Appendix 1

114

Item

Rating

Average1 2 3 4

Clear and concise presentation 15 19 3.56Ability to encourage participation 15 19 3.56Provided good examples and useful learning materials 1 20 13 3.35Addressed issues raised by participants 20 14 3.41Stimulated further interest in the topic 1 16 17 3.47

5.3 Shinichi NakabayashiOverall rating 1 14 15 4 2.65Knowledge of Viet Nam’s economy 2 14 13 5 2.62Clear and concise presentation 2 17 11 4 2.50Ability to encourage participation 3 15 15 1 2.41Provided good examples and useful learning materials 1 10 20 3 2.74Addressed issues raised by participants 2 12 15 5 2.68Stimulated further interest in the topic 3 14 16 1 2.44

5.4 Caroline BrassardOverall rating 17 17 3.50Knowledge of Viet Nam’s economy 2 17 15 3.38Clear and concise presentation 15 19 3.56Ability to encourage participation 14 20 3.59Provided good examples and useful learning materials 1 18 15 3.41Addressed issues raised by participants 1 20 13 3.35Stimulated further interest in the topic 15 19 3.56

5.5 Neo Boon SiongOverall rating 7 27 3.79Knowledge of Viet Nam’s economy 1 20 13 3.35Clear and concise presentation 8 26 3.76Ability to encourage participation 9 25 3.74Provided good examples and useful learning materials 1 9 24 3.68Addressed issues raised by participants 1 10 23 3.65Stimulated further interest in the topic 6 28 3.82


6 Logistics 6.1 Studying conditions 11 23 3.686.2 Accommodations and transport 1 7 14 12 3.099 Overall evaluation of the training course 15 19 3.56

Table: continued

Appendix 1

115



• Should cover less theory and more practical experiences and lessons learned

2. Training program

•Training duration was a bit short (2 comments).

•Another 1 or 2 days should be added, if possible, for discussion to help participants understand the lessons better.

3. Training content



• Macroeconomic issues and the role of the government in enhancing market forces

• Experiences in other countries • Dealing with Viet Nam’s issues under

each subject • Topic 1: Viet Nam and Economic

Development in a Globalized World (3 comments).


• Topic 5: Role of the Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience (5 comments).

• The role of the government and agencies that implement policies

• The government structure—experiences from other countries and the government’s operation efficiency

• Criteria for policy evaluation • Other countries’ experiences in dealing with

regional and global socioeconomic issues • Politics of development


• Topic 2: Microeconomic Issues for Government Policies

• Topic 3: Issues of Macroeconomic and Financial Management

• Overdetailed statistics on finance and development indicators

• Economics theory

Other Comments:

• Equality in income distribution should be added.

•The role of policy in development should be added.

Appendix 1

116

4. Training method

•There should be more time for a combination of lectures and discussion.

•More examples of Asian countries’ experiences should be added.

• Some lecturers did not have adequate knowledge of Viet Nam’s economic situation; therefore, they had difficulties in relating theory to practice.


6. Logistics

• Parking should be arranged (9 comments)

•Venue for lunch break

7. Other comments


•Training contents and schedule (15 comments)

• Participants

• Enthusiastic, knowledgeable, and experienced lecturers (11 comments).

• Suitable lecturers


• Problem-approaching and -solving methods, applicability of the lectures

•Good facilities (6 comments)

•Class organization and supervision (3 comments)


•Useful knowledge applicable to working fields of the participants (4 comments)

•Training materials (3 comments)

•Discussion


•Basic knowledge reviewed, new ways of thinking in state administration recommended, good experiences provided

•The role of state in market economy, especially in the context of a post-crisis

•Comprehensive thinking

•Better understanding of the world in state administration


•Topic 5: Role of the Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

Appendix 1

117


• Should include discussions with ministerial leaders for each topic

• Lecturers should have adequate knowledge of Viet Nam’s socioeconomic situation

•Relating to reality of other countries

•The lectures should refer more to Viet Nam

• Lecturers should focus on practical examples and real situations

• Less theory (2 comments)

•Models of state administration of other countries

•Materials for references relating to Viet Nam’s situation

• Some words were not translated precisely into Vietnamese

• Lecturers should all be experienced (if possible)

•More materials on public policy

•Materials for reference (e.g., books, newspapers, magazines)

• Introduce specific analytical methods

•More coverage of real issues and group discussion

•Training contents should be broadened

8. Applicability


• Foundation for sustainable development

•Triangle: poverty–growth–inequality

•Methods for approaching and solving problems (3 comments)

• Some experiences in Singapore are applicable to Viet Nam.

• Lessons on policy planning, methods for research, and management and utilization of government officials

•Key issues on efficient policy management

•Thinking and analytical capability (2 comments)

• Public policy planning and implementation

•Role of government in public policy making

•Macroeconomics and public policy (3 comments)

• Sustainable economic development

• Experiences in human resources management

Appendix 1

118


•Reality of the world in general and Singapore in particular

•Topic 1: Viet Nam and Economic Development in a Globalized World, and Topic 5: Role of the Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

•Transparency in management and administration

• Policy planning and executing capability—governance skills, attention to culture and emotion in planning and management, staff training

• Policy evaluation and formulation (2 comments)

• Leaders’ management skills

•Overview of socioeconomic issues

• Professional performance at work


•Very good

•Good

Appendix 1

119




Enhancing the Competencies in Leading an Organization in Viet Nam 22–26 March 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 1 15 16 3.471.2 Topic 1: Strategic Management 14 18 3.561.3 Topic 2: Comparative Public Policies in Perspective 6 14 12 3.191.4 Topic 3: Human Resources Management in the Public


1.5 Topic 4: Leadership Concepts and Application in Viet Nam 11 21 3.661.6 Topic 5: Performance Management 10 22 3.692 Training program2.1 Structure 17 15 3.472.2 Length 3 15 14 3.342.3 Daily schedule 1 14 17 3.473 Training content3.1 Segment 2 overall


3.2 Topic 1: Strategic ManagementEffectiveness of lectures 18 14 3.44


Appendix 1

120

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 3 17 12 3.28Usefulness of site visit to Housing Development Board 1 12 19 3.56Usefulness of site visit to NEWater Visitor Centre 5 11 16 3.34

3.3 Topic 2: Comparative Public Policies in PerspectiveEffectiveness of lectures 6 17 9 3.09Relevance and adequacy of reading materials 8 14 10 3.06Usefulness of site visit to Corruption Prevention Investigation Bureau

2 12 18 3.50

Usefulness of fireside chat with Mukul Asher 9 16 7 2.943.4 Topic 3: Human Resources Management in the Public

and Private Sector and Civil Service ReformEffectiveness of lectures 2 18 12 3.31Relevance and adequacy of reading materials 2 18 12 3.31

3.5 Topic 4: Leadership Concepts and Application in Viet Nam Effectiveness of lectures 9 23 3.72Relevance and adequacy of reading materials 1 13 18 3.53

3.6 Topic 5: Performance ManagementEffectiveness of lectures 11 21 3.66Relevance and adequacy of reading materials 2 9 21 3.59

4 Training method4.1 Combination of theory and practice 17 15 3.474.2 Combination of lecture and discussion 18 14 3.445 Lecturers and interpreters5.1 Vu Minh Khuong


5.2 Eduardo AraralOverall rating 1 15 16 3.47Knowledge of Viet Nam’s economy 6 14 11 3.16Clear and concise presentation 2 11 19 3.53Ability to encourage participation 1 15 16 3.47Provided good examples and useful learning materials 2 16 14 3.38Addressed issues raised by participants 2 14 16 3.44Stimulated further interest in the topic 14 18 3.56


Table: continued

Appendix 1

121

Item

Rating

Average1 2 3 4

5.3 Kyoko KuwajimaOverall rating 12 18 2 2.69Knowledge of Viet Nam’s economy 3 11 15 3 2.56Clear and concise presentation 2 12 16 2 2.56Ability to encourage participation 2 11 16 3 2.63Provided good examples and useful learning materials 3 13 14 2 2.47Addressed issues raised by participants 3 9 18 2 2.59Stimulated further interest in the topic 3 11 16 2 2.53

5.4 Ora-orn PoocharoenOverall rating 20 12 3.38Knowledge of Viet Nam’s economy 1 9 15 7 2.88Clear and concise presentation 19 13 3.41Ability to encourage participation 2 16 14 3.38Provided good examples and useful learning materials 9 13 10 3.03Addressed issues raised by participants 2 19 11 3.28Stimulated further interest in the topic 1 23 8 3.22

5.5 Scott FritzenOverall rating 7 25 3.78Knowledge of Viet Nam’s economy 2 12 18 3.50Clear and concise presentation 7 25 3.78Ability to encourage participation 1 4 27 3.81Provided good examples and useful learning materials 2 9 21 3.59Addressed issues raised by participants 1 7 24 3.72Stimulated further interest in the topic 1 4 27 3.81

5.6 Mukul AsherOverall rating 8 15 9 3.03Clear, concise, and attractive presentation 8 14 10 3.06



Table: continued

Appendix 1

122



•More field trips (7 comments)

• Solutions should be suggested in each topic.


2. Training program

•Appropriate

•Add a topic on techniques for public policy formulation (methodology and practice).

• Longer duration (10 days)

•More time for field trips to Singapore’s public administrative agencies

3. Training content



• Models of other countries and lessons for Viet Nam

• Leadership experiences and strategic thinking

• Successful and unsuccessful examples of economies that have applied the discussed theories and policies

• Lessons on failure by some countries with similar conditions to Viet Nam

• Applications to Viet Nam • Study visit to some cultural sites of

Singapore• Leadership and management skills• Experience of public administrative

organizations in the United States and some European countries

• Strategic management (3 comments)• Results-based management (2 comments)• Concepts of leadership and application to

Viet Nam • Comparative public policy in perspective • Macroeconomic management

• Experiences of Japanese dynasties in the past • Experience of public administrative

organization by Japan and Thailand

Appendix 1

123

Other Comments:

• Problem-solving exercises or scenarios should be added with more practical examples.

4. Training method


6. Logistics

•Tea breaks should provide fruits and cakes instead of salty food.

• Should serve better cooked rice (10 comments)

• Should consider Vietnamese tastes and provide more appropriate food (4 comments)

•Tea breaks should be served as breakfast at the beginning of the morning.

• Should provide participants with both dinner and lunch

•More tables and chairs should be provided in the dining room.

• Should include sightseeing trip in Singapore

7. Other comments


• Policy thinking

•Training contents and program (17 comments)





•Teaching methods by Vu Minh Khuong and Scott Fritzen

• Suitable timetable (5 comments)




•Applicable information and knowledge (2 comments)

•Good combination of theory and reality

•Common method on public administration for each country

•Management experience of the People’s Republic of China, Japan, and Singapore

• Practical knowledge

Appendix 1

124


• Lectures should be composed as a systematic overview of the actual situation, and lessons should be drawn from Southeast Asian countries for each topic.

•The program should be designed for each sector of economics, culture, social issues, and education.

• It should be supplemented with medium- and short-term plans of other countries.

•Discussion sessions should be included for participants to come up with recommendations for economic management improvement.

•The teaching method of Kyoko Kuwajima should be improved.

•The contents of some lectures do not match the topics.

•The issues covered are not analyzed in sufficient depth (i.e., they were too informative and theoretical).

•More field trips to agencies of Singapore (3 comments)

• Structure of the program

• Lecture on performance management

•Models in the People’s Republic of China and the Republic of Korea should be added.

•Better selection of lecturers (i.e., some lecturers were not good at making their lectures interesting)

8. Applicability


•Methodologies for public policy planning, better vision, lessons from field trips

• Strategic vision

• Leadership psychology (3 comments)

•Thinking and synthesizing skills (2 comments)

•Teaching methods and experiences sharing by lecturers


• Strategic management in public sector (5 comments)

•Anticorruption experiences of Singapore


•Concepts of leadership and application to Viet Nam (4 comments)


• State administration in Singapore

Appendix 1

125

•Decentralized administration

•Knowledge of governance (2 comments)

•Knowledge of leadership (2 comments)

•Complete legal system, and supervise law compliance of individuals and organizations

• Problem analytical skills and the art of leadership


•Useful and interesting (6 comments)

Appendix 1

126




Strengthening the Capability to Assess Development Challenges and Analyze Policy Issues 5–9 April 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4


in a Globalized World3 19 13 3.29

1.3 Topic 2: Microeconomic Issues for Government Policies 2 20 13 3.311.4 Topic 3: Macroeconomic and Financial Management:

Global, Regional, and Domestic Issues2 17 16 3.40


2 22 11 3.26

1.6 Topic 5: The Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

1 12 22 3.60




Appendix 1

127

Item

Rating

Average1 2 3 4


3.3 Topic 2: Microeconomic Issues for Government Policies Effectiveness of lectures 5 20 10 3.14Relevance and adequacy of reading materials 7 22 6 2.97Usefulness of discussion sessions 2 23 10 3.23

3.4 Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic IssuesEffectiveness of lectures 3 23 9 3.17Relevance and adequacy of reading materials 8 19 8 3.00Usefulness of discussion sessions 5 18 12 3.20


3.6 Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore ExperienceEffectiveness of lectures 3 12 20 3.49Relevance and adequacy of reading materials 3 18 14 3.31Usefulness of discussion sessions 2 14 19 3.49


Overall rating 1 23 11 3.29Knowledge of Viet Nam’s economy 6 17 12 3.17Clear and concise presentation 23 12 3.34Ability to encourage participation 2 17 16 3.40Provided good examples and useful learning materials 4 18 13 3.26Addressed issues raised by participants 3 21 11 3.23Stimulated further interest in the topic 2 22 11 3.26

5.2 Hui Weng Tat Overall rating 1 22 12 3.31Knowledge of Viet Nam’s economy 5 19 11 3.17Clear and concise presentation 2 20 13 3.31


Table: continued

Appendix 1

128

Item

Rating

Average1 2 3 4

Ability to encourage participation 2 16 17 3.43Provided good examples and useful learning materials 2 22 11 3.26Addressed issues raised by participants 4 21 10 3.17Stimulated further interest in the topic 1 24 10 3.26

5.3 Charles AdamsOverall rating 1 20 13 3.35Knowledge of Viet Nam’s economy 2 18 15 3.37Clear and concise presentation 2 19 14 3.34Ability to encourage participation 3 19 13 3.29Provided good examples and useful learning materials 2 21 12 3.29Addressed issues raised by participants 1 21 13 3.34Stimulated further interest in the topic 3 22 10 3.20

5.4 Shinichi NakabayashiOverall rating 7 18 10 3.09Knowledge of Viet Nam’s economy 8 17 10 3.06Clear and concise presentation 9 15 11 3.06Ability to encourage participation 7 16 12 3.14Provided good examples and useful learning materials 9 16 10 3.03Addressed issues raised by participants 8 18 9 3.03Stimulated further interest in the topic 9 17 9 3.00

5.5 Caroline BrassardOverall rating 1 22 12 3.31Knowledge of Viet Nam’s economy 1 19 15 3.40Clear and concise presentation 23 12 3.34Ability to encourage participation 19 16 3.46Provided good examples and useful learning materials 22 13 3.37Addressed issues raised by participants 2 20 13 3.31Stimulated further interest in the topic 1 21 13 3.34

5.6 Neo Boon SiongOverall rating 1 14 20 3.54Knowledge of Viet Nam’s economy 1 19 15 3.40Clear and concise presentation 13 22 3.63Ability to encourage participation 12 23 3.66Provided good examples and useful learning materials 2 12 21 3.54Addressed issues raised by participants 1 16 18 3.49Stimulated further interest in the topic 1 16 18 3.49



Table: continued

Appendix 1

129

Item

Rating

Average1 2 3 4




• Lecturers should know more about Viet Nam to incorporate specific statistics as illustrations for the lectures.

2. Training program

•Afternoon class should start at 2 p.m. (2 comments).

•The duration should be extended (2 comments).

•More case studies should be given for better understanding.

3. Training content





• Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic Issues

• Real situation of state administrative agencies • Analysis of different government models

of African countries, France, and the United States

• Group discussion of case studies• Case studies and lessons learned• Political capacities, operational capacities,

social capacities • Human resources training • Market economy • Experiences by countries related to the topics

covered in the course

• Basic theory

Table: continued

Appendix 1

130

Other Comments:

• Experience of other countries regarding economic crises should be included.

• Lessons from Viet Nam’s experience in overcoming the global economic crisis should be explored.

4. Training method

•More case studies, group discussion, solutions, as well as results analysis by lecturers


• It was rather difficult to understand the lecture by the Japanese lecturer.

6. Logistics

7. Other comments


•Topic 2: Microeconomic Issues for Government Policies


•Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience



•Materials

•Course organization and management (2 comments)



•Discussions relevant to reality


• Suitable duration


• Experience of some countries in making and implementing public policies


•At least three or four examples of success and failure in different countries should be added into each topic.

•More experiences by other countries

•Materials for reference, specific demonstrations, and examples for better understanding

Appendix 1

131

•Recommend measures to overcome Viet Nam’s shortcomings.

•Viet Nam’s situation should be more updated.


•Use comparisons for better analysis of Viet Nam’s situation.

• Some topics were given too little time and need to be restructured.

•Accommodations should be closer to the training venue (3 comments).

8. Applicability



• Enhance the ability for dynamic, creative, and sustainable management.

•Basic knowledge useful for policy planning and consultation

•Microeconomics for public policy

•Changes of the world in the global context, requirements for Viet Nam in relation to strategic planning, implementation, and results evaluation

• Singapore’s models in formulating strategies of development, training, recruitment, utilization, and enhancement of civil servants in the state administrative system

•Apply theory and practical lessons to specific policy planning for socioeconomic development in localities.

• Economic management methods

•Human resources management

• Public policy making

•Recruitment and human resources training

• Efficient state administrative


Appendix 1

132




Enhancing the Competencies in Leading an Organization in Viet Nam 3–7 May 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 17 7 3.291.2 Topic 1: Strategic Management 2 16 9 3.261.3 Topic 2: Comparative Public Policies in Perspective 1 16 8 3.281.4 Topic 3: Human Resources Management in the Public


1.5 Topic 4: Leadership Concepts and Application in Viet Nam 1 13 13 3.441.6 Topic 5: Performance Management 16 11 3.412 Training program2.1 Structure 1 18 8 3.262.2 Length 3 15 8 3.192.3 Daily schedule 2 20 5 3.113 Training content3.1 Segment 2 overall


3.2 Topic 1: Strategic ManagementEffectiveness of lectures 2 17 8 3.22


Appendix 1

133

Item

Rating

Average1 2 3 4

Relevance and adequacy of reading materials 4 17 6 3.07Usefulness of site visit to Corruption Prevention Investigations Bureau

6 11 10 3.15

Usefulness of site visit to Housing Development Board 3 12 12 3.333.3 Topic 2: Comparative Public Policies in Perspective

Effectiveness of lectures 1 22 4 3.11Relevance and adequacy of reading materials 1 21 5 3.15Usefulness of site visit to NEWater Visitor Centre 2 14 11 3.33Usefulness of fireside chat with Jesuthason Thampapillai 2 17 8 3.22

3.4 Topic 3: Human Resources Management in the Public and Private Sector and Civil Service ReformEffectiveness of lectures 1 17 9 3.30Relevance and adequacy of reading materials 3 16 8 3.19

3.5 Topic 4: Leadership Concepts and Application in Viet Nam Effectiveness of lectures 12 14 3.54Relevance and adequacy of reading materials 2 16 8 3.23

3.6 Topic 5: Performance ManagementEffectiveness of lectures 1 13 10 3.38Relevance and adequacy of reading materials 2 16 7 3.20


Overall rating 12 15 3.56Knowledge of Viet Nam’s economy 2 13 12 3.37Clear and concise presentation 13 14 3.52Ability to encourage participation 12 15 3.56Provided good examples and useful learning materials 18 9 3.33Addressed issues raised by participants 14 13 3.48Stimulated further interest in the topic 14 13 3.48

5.2 Kyoko KuwajimaOverall rating 4 17 6 3.07Knowledge of Viet Nam’s economy 8 16 3 2.81Clear and concise presentation 6 16 5 2.96Ability to encourage participation 6 14 7 3.04Provided good examples and useful learning materials 7 16 3 2.85Addressed issues raised by participants 10 13 4 2.78Stimulated further interest in the topic 8 14 5 2.89


Table: continued

Appendix 1

134

Item

Rating

Average1 2 3 4

5.3 Ora-orn PoocharoenOverall rating 2 16 9 3.26Knowledge of Viet Nam’s economy 7 14 6 2.96Clear and concise presentation 5 10 12 3.26Ability to encourage participation 5 11 11 3.22Provided good examples and useful learning materials 6 11 10 3.15Addressed issues raised by participants 3 16 8 3.19Stimulated further interest in the topic 4 14 9 3.19

5.4 Scott FritzenOverall rating 1 7 19 3.67Knowledge of Viet Nam’s economy 1 9 17 3.59Clear and concise presentation 1 8 18 3.63Ability to encourage participation 1 5 21 3.74Provided good examples and useful learning materials 1 5 21 3.74Addressed issues raised by participants 1 6 20 3.70Stimulated further interest in the topic 1 6 20 3.70


5.6 Jesuthason ThampapillaiOverall rating 2 13 10 3.32Clear, concise, and attractive presentation 4 13 8 3.16



Table: continued

Appendix 1

135



2. Training program

•The course should feature more site visits.

•The schedule should include a half day for lectures and a half day for site visits.

•The course should last 1 month.

•The course should be extended another 1–2 days to have more time for site visits.

3. Training content



• Best government official recruitment practices (experiences by some countries)

• All topics• Public policy• Human resources management• State administration experiences by some Asian

countries • More specific policies and experiences by

Singapore• Comparative public policy in perspective,

human resources management in the public and private sectors

• Study visits related to environment management and protection and waste treatment

• Strategic management, concepts of leadership, and applications into Viet Nam

• More time for field studies, particularly on issues related to employment, housing, environment, and salary and compensation for civil servants in Singapore

Other Comments:

•More field trips

4. Training method

• It was not necessary to spend a half day on the Thailand experience under Topic 3: Human Resources Management in the Public and Private Sector and Civil Service Reform because it was not relevant to Viet Nam. It would have been better to arrange a field trip to a relevant agency instead.

Appendix 1

136

•More case studies for group discussion and analysis of how they can be applied to Viet Nam


6. Logistics

•Not a very convenient arrangement for lunch (i.e., food for 38 people was arranged on a single table in a corner) so participants had to wait to get food.

7. Other comments


•Organization


• Field trips






•Useful knowledge


•Better than expectations


•More examples from various countries on each lecture topic

•More materials for reference and lessons (3 comments)

•Organize a site visit relevant to leadership.

• Pay more attention to tastes of Vietnamese participants.

•More elaboration on Topic 3: Human Resources Management in the Public and Private Sector and Civil Service Reform, and Topic 4: Leadership Concepts and Application in Viet Nam

•Update Viet Nam’s situation

•The audio system was not very good.

• Longer duration, more training contents, improved teaching methods, more time for field trips (2 comments)

• Field trips to residential areas, not tourism spots

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137

8. Applicability


•Human resources management, recruitment, and promotion (2 comments)

• Performance-based management (2 comments)

• Self-evaluation and self-improvement of leadership ability

•Human resources management skills (2 comments)

•Development planning and strategy making and management (2 comments)

•Anticorruption (3 comments)

•Working skills

• Staff performance evaluation

• Environment and urban management

• Planning issues

•Water resources management

• Experiences of housing for low-income development management, human resources management, anticorruption, and natural resources conservation by Singapore

• Issues on leadership and performance management

• Effectiveness and efficiency of e-government

•All five topics (selected issues that are relevant to Viet Nam)


•Good (2 comments)

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138




Strengthening the Capability to Assess Development Challenges and Analyze Policy Issues 12–16 July 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 1 overall 18 20 3.531.2 Topic 1: Viet Nam and Economic Development

in a Globalized World 21 17 3.45


Global, Regional, and Domestic Issues 1 18 19 3.47


1 18 19 3.47

1.6 Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

11 27 3.71

2 Training program 2.1 Structure 19 19 3.502.2 Length 1 21 16 3.392.3 Daily schedule 16 22 3.583 Training content 3.1 Segment 1 overall



Appendix 1

139

Item

Rating

Average1 2 3 4

3.2 Topic 1: Viet Nam and Economic Development in a Globalized World

Effectiveness of lectures 20 18 3.47Relevance and adequacy of reading materials 1 23 14 3.34Usefulness of discussion sessions 26 12 3.32

3.3 Topic 2: Microeconomic Issues for Government Policies Effectiveness of lectures 2 13 23 3.55Relevance and adequacy of reading materials 2 21 15 3.34Usefulness of discussion sessions 3 15 20 3.45

3.4 Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic Issues




3.6 Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience


4 Training method 4.1 Combination of theory and practice 1 17 20 3.504.2 Combination of lecture and discussion 19 19 3.505 Lecturers and interpreters 5.1 Vu Minh Khuong

Overall rating 15 23 3.61Knowledge of Viet Nam’s economy 11 27 3.71Clear and concise presentation 12 26 3.68Ability to encourage participation 1 18 19 3.47Provided good examples and useful learning materials 3 16 19 3.42Addressed issues raised by participants 2 18 18 3.42Stimulated further interest in the topic 1 15 22 3.55

5.2 Hui Weng Tat Overall rating 11 27 3.71


Table: continued

Appendix 1

140

Item

Rating

Average1 2 3 4

Knowledge of Viet Nam’s economy 4 15 19 3.39Clear and concise presentation 1 10 27 3.68Ability to encourage participation 1 11 26 3.66Provided good examples and useful learning materials 4 12 22 3.47Addressed issues raised by participants 2 13 23 3.55Stimulated further interest in the topic 2 10 26 3.63

5.3 Caroline Brassard Overall rating 1 18 19 3.47Knowledge of Viet Nam’s economy 5 11 22 3.45Clear and concise presentation 2 19 17 3.39Ability to encourage participation 2 15 21 3.50Provided good examples and useful learning materials 5 15 18 3.34Addressed issues raised by participants 5 18 15 3.26Stimulated further interest in the topic 3 17 18 3.39

5.4 Neo Boon Siong Overall rating 8 30 3.79Knowledge of Viet Nam’s economy 2 15 21 3.50Clear and concise presentation 6 32 3.84Ability to encourage participation 2 7 29 3.71Provided good examples and useful learning materials 2 7 29 3.71Addressed issues raised by participants 2 10 26 3.63Stimulated further interest in the topic 1 9 28 3.71

5.5 Interpreters Overall rating 1 9 28 3.71Spoke clearly, easy to understand 1 8 29 3.74Understood the topic 1 10 27 3.68

6 Logistics 6.1 Studying conditions 8 30 3.796.2 Accommodations and transport 3 16 19 3.429 Overall evaluation of the training course 11 27 3.71



•More detailed discussion on foundation of development

•Topic 5, Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience, should provide experiences by other countries other than Singapore.

Table: continued

Appendix 1

141

•A topic on the scientific rationale for policy making and solutions to pressing issues in Viet Nam should be added.

•Because there are differences between Viet Nam and Singapore in terms of the size of the economy, shortcomings in managing large corporations in Viet Nam should be discussed.

•More experiences by other countries, not only Singapore

2. Training program

•The duration should be at least 10 days.

3. Training content



• Application to natural resources and environment management

• Application to macroeconomic management • Macroeconomic issues • Discussion • More examples related to Viet Nam• Macroeconomics for public policy applicable to

key sectors and industries in Viet Nam such as finance, banking, agriculture, industry, and services

• Foundations for sustainable development for different regions such as urban, rural, highlands, and islands


• Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience (3 comments)

• State plan management • Relations between the state and ministries • Examples and experiences by other countries in

public administration and finance • Dynamic management• Policy management and implementation• Human resources development

• Development economics• Topic 1: Viet Nam and Economic

Development in a Globalized World

Appendix 1

142

4. Training method


6. Logistics

• Inconvenient parking lots

• Parking should be arranged (3 comments).

•Good and professional

7. Other comments


•Objectives

• Suitable and useful training contents (11 comments), especially Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

• Suitable program (7 comments)

•Training method

• Participation was encouraged.

• Lecturers (16 comments) with broad knowledge (2 comments)

•Teaching method (5 comments)

•Knowledge gained during the course


•Knowledge on public administration in Viet Nam and the region


•Updated information

• Suitable timetable

• Efficient organization (7 comments)


•Discussion (2 comments)

•Macroeconomics

• Skills for economic policy making and implementation

• Skills for effective economic policy evaluation

•Ways of thinking and solving problems

•Analytical thinking

•Materials for reference

• Improvement of mind-sets and creativity, national pride, and social duties

Appendix 1

143


• Introduction of related materials and websites

• Introduction of public policy training programs, opportunities, and challenges

•Documentary video clips if possible

• 5-day schedule should be split into different weeks.

•Topic on sustainable development was not very detailed and difficult to understand.

•More time for study and more topics

• Public policy in comparison with other countries


8. Applicability


• Studying and teaching related to state administration

• Points of view and recommendations for development strategies and models

•Rationales for policy making (macroeconomics and microeconomics)

•Methods for policy analysis and implementation (2 comments)

•Dynamic thinking methods

•Approaches to problems (2 comments)

• Experiences of policy making and implementation by Singapore


•Topic 5: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience

•Key elements of policy making

•Human resources key for state management

• Economic policy making and implementation

• Improved ways of thinking

• Independence, creativity, plan formulation

•Management method, public policy analysis


• Practical program (3 comments)

•A bit short but useful

•Useful in policy making and problem solving

Appendix 1

144




Enhancing the Competencies in Leading an Organization in Viet Nam 9–13 August 2010



1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 2 overall 1 8 27 3.721.2 Topic 1: Strategic Management 12 26 3.681.3 Topic 2: Comparative Public Policies in Perspective 9 29 3.761.4 Topic 3: Leadership Concepts and Application in Viet Nam 11 27 3.711.5 Topic 4: Human Resources Management in the Public

and Private Sector and Civil Service Reform10 28 3.74

1.6 Topic 5: Performance Management 1 5 30 3.812 Training program2.1 Structure 10 28 3.742.2 Length 2 14 22 3.532.3 Daily schedule 3 14 21 3.473 Training content3.1 Segment 2 overall



Appendix 1

145

Item

Rating

Average1 2 3 4

3.2 Topic 1: Strategic ManagementEffectiveness of lectures 9 29 3.76Relevance and adequacy of reading materials 14 24 3.63Usefulness of fireside chat with Jesuthason Thampapillai 13 25 3.66Usefulness of site visit to NEWater Visitor Centre 12 26 3.68Usefulness of site visit to Corruption Prevention Investigations Bureau

2 10 26 3.63

3.3 Topic 2: Comparative Public Policies in PerspectiveEffectiveness of lectures 12 26 3.68Relevance and adequacy of reading materials 1 11 26 3.66

3.4.1 Topic 3 (Part 1): Key Concepts of Leadership— An Application to Viet Nam Effectiveness of lectures 8 30 3.79Relevance and adequacy of reading materials 12 26 3.68

3.4.2 Topic 3 (Part 2): Ethical Dilemmas in Public Management: The Case of CorruptionEffectiveness of lectures 10 27 3.73Relevance and adequacy of reading materials 1 11 25 3.65

3.5 Topic 4: Human Resources Management in the Public and Private Sector and Civil Service ReformEffectiveness of lectures 10 28 3.74Relevance and adequacy of reading materials 15 23 3.61Usefulness of site visit to Housing Development Board 13 25 3.66


4 Training method4.1 Combination of theory and practice 2 7 29 3.714.2 Combination of lecture and discussion 1 7 30 3.765 Lecturers and interpreters5.1 Scott Fritzen

Overall rating 8 30 3.79Knowledge of Viet Nam’s economy 8 30 3.79Clear and concise presentation 5 33 3.87Ability to encourage participation 5 33 3.87Provided good examples and useful learning materials 7 31 3.82Addressed issues raised by participants 1 10 27 3.68Stimulated further interest in the topic 6 32 3.84


Table: continued

Appendix 1

146

Item

Rating

Average1 2 3 4

5.2 Vu Minh KhuongOverall rating 7 31 3.82Knowledge of Viet Nam’s economy 5 33 3.87Clear and concise presentation 4 34 3.89Ability to encourage participation 6 32 3.84

Provided good examples and useful learning materials 1 7 30 3.76

Addressed issues raised by participants 1 7 30 3.76

Stimulated further interest in the topic 6 32 3.845.3 Jesuthason Thampapillai

Overall rating 2 10 24 3.61Clear, concise, and attractive presentation 1 10 25 3.67

5.4 InterpretersOverall rating 6 29 3.83Spoke clearly, easy to understand 4 32 3.89

Understood the topic 6 29 3.836 Logistics6.1 Studying conditions 1 9 27 3.70

6.2 Accommodations and transport 2 11 24 3.599 Overall evaluation of the training course 6 28 3.82



•More coverage of methodology and experiences by countries

•Training topics were very useful and applicable.

2. Training program

•Training duration should be 10 days, and there should be more coverage of case studies and lessons learned.

• Lecturer was 1 hour late on the fourth day due to a national holiday.

•The course’s structure was good, and the duration and timetable appropriate.

Table: continued

Appendix 1

147

3. Training content



• Strategic management • Concepts of leadership and application to

Viet Nam (2 comments)• More study visits to state agencies in the

health care and education sectors in Singapore • During the lecture on anticorruption,

lecturer should go deeper into measures for anticorruption.

• Successful experiences by some countries • Topic 4: Human Resources Management in

the Public and Private Sector and Civil Service Reform (4 comments)

• Specific policy for specific industries • Results-based management (2 comments)

4. Training method

•More case studies and exercises in combination with discussion

•Useful training program, reference materials related to Viet Nam, interesting and efficient teaching method, exciting discussion

•Teaching methods were suitable to participants and encouraged their active participation in the lectures and discussion


•Competent and friendly interpreters

•Knowledgeable lecturers and interpreters

• Enthusiastic and responsible lecturers

6. Logistics

• Participants should be provided with internet network access from the beginning (it took 2 days after the class began to have a network accessible) (2 comments).

•Bigger lunch room and more suitable dishes

7. Other comments


•Class discussion, Q&A (2 comments)

•Useful training contents and program (16 comments)

Appendix 1

148


•Knowledgeable and experienced lecturers (15 comments)

•Reference materials and study visits (4 comments)


•Theory and reality (6 comments)


• Suitable places for study visits

• Friendly environment (2 comments)

•Application of strategic triangles model into solving issues of leadership and management

•The art of leadership


•Concepts of leadership

•Teaching method encouraging participants to take part in discussion and sharing ideas

•Applications


• Less time in the classroom

•More study on Singapore

•More relation to Viet Nam

• Study visits to public services agencies in the public and private sector instead of visit to wastewater treatment factory

• Study visit to public administrative organizations in Singapore (2 comments)

•More study visits

•Dishes should be suitable to Vietnamese tastes.


•Course duration was a bit short.

8. Applicability


• Strategic management (strategic triangles) (3 comments)

•Results-based management


Appendix 1

149


• Leadership skills (3 comments)

• Project implementation

• Strategic triangles model in public sector (2 comments)

•Methods and tools of public policy assessment and analysis

•Work out criteria for staff evaluation

• Public procurement

• Skills for problem analysis, assessment, and solving (3 comments)

•Working skills

•Methods for improving working efficiency

•Methods for managing and strengthening organizational capability

• Interpersonal skills in working relationships

• Improved management and leadership capability


•More time and more study visits

•Useful case studies

•Good group work, acquired analytical skills, and ability to solve problems

•Good results

• Participants should make a final brief report at the end of the course.

•Useful and interesting teaching methods

Appendix 1

150




Strengthening the Capability to Assess Development Challenges and Analyze Policy Issues 18–22 October 2010


Using a scale of 1–4, please rate the following aspects of the training program.

1: poor

2: average

3: good

4: excellent

Item

Rating

Average1 2 3 4

1 Relevance of the training course to participants1.1 Segment 1 overall 12 17 3.591.2 Topic 1: Role of Government in Enhancing Market Forces

and Embracing International Integration—The Singapore Experience

10 19 3.66


Global, Regional, and Domestic Issues 8 21 3.72

1.5 Topic 4: Building Foundation for Sustainable Economic Development

1 14 14 3.45

1.6 Topic 5: Viet Nam and Economic Development in a Globalized World

12 17 3.59




Appendix 1

151

Item

Rating

Average1 2 3 4

3.2 Topic 1: Role of Government in Enhancing Market Forces and Embracing International Integration—The Singapore Experience Effectiveness of lectures 10 19 3.66Relevance and adequacy of reading materials 1 10 18 3.59Usefulness of discussion sessions 1 13 15 3.48

3.3 Topic 2: Microeconomic Issues for Government Policies Effectiveness of lectures 2 10 17 3.52Relevance and adequacy of reading materials 2 13 14 3.41Usefulness of discussion sessions 13 16 3.55

3.4 Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic IssuesEffectiveness of lectures 8 21 3.72Relevance and adequacy of reading materials 9 20 3.69Usefulness of discussion sessions 1 9 19 3.62

3.5 Topic 4: Building a Foundation for Sustainable Economic DevelopmentEffectiveness of lectures 11 18 3.62Relevance and adequacy of reading materials 12 17 3.59Usefulness of discussion sessions 12 17 3.59


4 Training method4.1 Combination of theory and practice 16 13 3.454.2 Combination of lecture and discussion 1 13 15 3.485 Lecturers and interpreters5.1 Neo Boon Siong

Overall rating 6 23 3.79Knowledge of Viet Nam’s economy 9 20 3.69Clear and concise presentation 8 21 3.72Ability to encourage participation 1 7 21 3.69Provided good examples and useful learning materials 8 21 3.72Addressed issues raised by participants 9 20 3.69Stimulated further interest in the topic 12 17 3.59

5.2 Hui Weng Tat Overall rating 1 11 17 3.55Knowledge of Viet Nam’s economy 14 15 3.52

Table: continued


Appendix 1

152

Item

Rating

Average1 2 3 4

Clear and concise presentation 13 16 3.55Ability to encourage participation 1 11 17 3.55Provided good examples and useful learning materials 15 14 3.48Addressed issues raised by participants 1 11 17 3.55Stimulated further interest in the topic 15 14 3.48

5.3 Charles AdamsOverall rating 9 20 3.69Knowledge of Viet Nam’s economy 10 19 3.66Clear and concise presentation 8 21 3.72Ability to encourage participation 9 20 3.69Provided good examples and useful learning materials 1 9 19 3.62Addressed issues raised by participants 10 19 3.66Stimulated further interest in the topic 12 17 3.59

5.4 Caroline BrassardOverall rating 10 19 3.66Knowledge of Viet Nam’s economy 1 13 15 3.48Clear and concise presentation 12 17 3.59Ability to encourage participation 9 20 3.69Provided good examples and useful learning materials 11 18 3.62Addressed issues raised by participants 1 12 16 3.52Stimulated further interest in the topic 11 18 3.62

5.5 Eduardo AraralOverall rating 7 22 3.76Knowledge of Viet Nam’s economy 9 20 3.69Clear and concise presentation 7 22 3.76Ability to encourage participation 7 22 3.76Provided good examples and useful learning materials 8 21 3.72Addressed issues raised by participants 7 22 3.76Stimulated further interest in the topic 9 20 3.69



Table: continued

Appendix 1

153



•A topic on the relationship between the central government and provincial governments for sustainable economic development should be added.

2. Training program

•The timetable was unreasonable because of the short lunch breaks (3 comments), and the afternoon class should be from 2 p.m. to 5 p.m.

•The duration of the course was not long enough to cover training topics, resulting in time shortage for discussions on many topics.

3. Training content



• Topic 4: Building a Foundation for Sustainable Economic Development—the theme on equality should be expanded

• Challenges facing the economic development process of Viet Nam in the context of global development (3 comments)

• Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic Issues


• On each topic, lecturers should refer more to Viet Nam’s situation and provide more recommendations and solutions to the country’s issues.

• More cases and examples • Topic 2: Microeconomic Issues for

Government Policies • The statistics should be more updated,

2009–2010.


Appendix 1

154

4. Training method

•More discussion of Viet Nam’s situation

•A field trip in Ha Noi should be organized for better understanding of actual cases.

•More time for group discussion and more information about some other countries in the region


6. Logistics

7. Other comments






• Enthusiastic and knowledgeable lecturers (6 comments), especially Charles Adams

•Theory and real experiences

•Timetable and friendly participants

•Training topics on loans for national socioeconomic development, experiences of sustainable economic development in other countries, planning and investment for export relative to import deficit

• Some sections on dynamic management (culture, capability, and change); Topic 4: Building a Foundation for Sustainable Economic Development (2 comments); Topic 5: Viet Nam and Economic Development in a Globalized World

•Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic Issues (2 comments); Topic 4: Building a Foundation for Sustainable Economic Development (2 comments); and Topic 5: Viet Nam and Economic Development in a Globalized World

•Methodology and experience in human resources development

• Perspectives, study methods, approach, and some lessons on macro and micro management


•More actual case studies in Viet Nam and measures for speeding up socioeconomic development in Viet Nam

•More case studies and examples

Appendix 1

155

•The afternoon class should be from 2 p.m. to 5 p.m. (2 comments).

•Accommodations should be closer to the training facility.

•More examples of success and failure in some other countries in the region and lessons for Viet Nam

8. Applicability



•Way of thinking for provincial fiscal policy planning

•Microeconomics

•Macroeconomics

• Experience in poverty elimination

•Dynamic management

•Topic 3: Macroeconomic and Financial Management: Global, Regional, and Domestic Issues; Topic 4: Building a Foundation for Sustainable Economic Development (3 comments); and Topic 5: Viet Nam and Economic Development in a Globalized World

•Comparative indicators for efficient energy use

• Study method, approach, and solutions to problems; approach to economic phenomena; lessons drawn from reality shared by other countries in the region


156

Appendix 2

PUBLIC POLICY TRAINING PROGRAM, 2007–2010

Completion Report of Leadership and Change Management Short Thematic Training Course

22–26 MARCH 2010

A. Introduction

1. The Public Policy Training Program (PPTP), 2007–2010 was approved by the Board of Directors of the Asian Development Bank (ADB) on 13 September 2007. The Government of Viet Nam agreed to participate through its Deputy Prime Minister on 2 November 2007 (Letter No. 1641/TTg-QHQT).1

2. This technical assistance program, financed by the Government of Japan under its Japan Fund for Public Policy Training, was designed to help build sustained domestic institutional capacities through the implementation of core competency courses in public policy for mid- and senior-level civil servants. This was to be undertaken through well-designed formal and informal in-service training programs and through the provision of specialized programs for senior government leaders on various technical and nontechnical subjects.

3. While the major activities of the PPTP focused on the implementation of multiyear structured executive public policy training courses, consisting of both short- and medium-term classes, additional classes and programs that address specific economic, public administration, and leadership skills were also implemented. These short thematic training courses, identified by specific line ministries and requested through the Advisory Committee Secretariat, underwent screening by the PPTP before being considered for inclusion. One of the approved courses for implementation in 2010 was for leadership and change management, covering all government ministries and agencies. While earlier courses in this topic were successfully undertaken in May and November 2009, there were many requests for a repeat course; implementation of the 5-day course was undertaken during 22–26 March 2010.

1 ADB. 2007. Technical Assistance for the Public Policy Training Program, 2007–2010. Manila (RETA No. 6412-REG).

Appendix 2

157

B. Background

4. In today’s ever-changing political and socioeconomic environment, institutions and public sector agencies face significant challenges. Changes in societies, markets, customers, competition, and technology are forcing organizations to clarify their values, develop new strategies, and learn new ways of operating. Often, the most difficult task for leaders in effecting change is mobilizing people throughout an organization to do adaptive work. Adaptive work is required when deeply held beliefs and operating procedures and cultures are challenged, when the values that people are used to become less relevant, and when legitimate yet competing perspectives emerge.

5. Getting people to do adaptive work is the mark of leadership in a competitive world, and such leadership has to take place every day. It cannot be the responsibility of a few, a rare event, or a once-in-a-lifetime opportunity. Organizations and institutions face adaptive challenges all of the time. When an executive is asked to square conflicting aspirations, he or she faces adaptive challenges. When a manager sees a solution to a problem, requiring a change in attitudes and habits of subordinates, he or she faces an adaptive challenge. When an employee sees a gap between an organization’s purpose and objectives, he or she faces both an adaptive challenge and the risks and opportunities of leading from below.

6. Leadership, seen in this light, requires a learning strategy. A leader, from above or below, with or without authority, has to engage people in confronting challenges, adjusting their values, challenging perspectives, and learning new habits. In Viet Nam, where rapid economic growth and development and becoming part of the global economy have changed the way in which business is carried out, how government institutions and public servants face these challenges also needs to change. Thus, the objective of the course was to equip government officials with the latest thinking and techniques on leadership and change management by helping them understand public organizational context, identify different leadership styles and applications, acquire new techniques to handle change, and determine ways to improve delivery of public services through results-based management approaches and systems.

7. The course was co-organized with the Ministry of Planning and Investment and in partnership with the Asian Institute of Management (AIM), which oversaw the earlier training courses in 2009. AIM was established in 1968 in partnership with Harvard Business School, the Ford Foundation, and visionaries of the Asian academic and business communities. A nonprofit educational institution headquartered in Manila, Philippines, AIM has adopted as its mission the preparation of men and women for managerial leadership in Asian government, nonprofit organizations, and businesses. Since 1968, 33,000 students from 30 Asian countries and 33 nations in other regions have graduated from AIM.

Appendix 2

158

C. Participant Profile

8. A total of 54 mid- and senior-level government officials (i.e., 37 participants from 23 central government ministries and agencies and 17 participants from 10 people’s committees and provincial government departments and agencies) participated in the training course. Participants came from various levels of seniority and included 1 provincial government vice chair, 4 directors general and deputy directors general, 2 directors and deputy directors, 41 chiefs and deputy chiefs of division, 5 officials, and 1 vice dean. Appendix 2 also provides details of the participants’ profiles.

D. Implementation of the Training Course

9. The training course was implemented over 5 days and consisted of subjects relevant to the needs of the participants: (i) understanding organizational context, (ii) transforming public sector entities, (iii) leadership practices and challenges, (iv) results-based leadership and management, (v) leading for emerging futures, (vi) change management and strategy, (vii) managing organizational culture and change, and (viii) preparing public sector entities for the emerging future of Viet Nam.

10. As agreed with the PPTP, various teaching techniques were adapted for the course, including lectures, role-playing exercises, diagnostic tests and profiling, computer-assisted instruction, and film clips. Case discussions were the predominant learning methodology, as they facilitated a rich exchange of ideas. A combination of lectures, group discussions, and class discussions were used for the training course.

11. The program created a three-step learning process for participants. The first step occurred during the lecture. This was followed by the initial application of the lessons during a group discussion, where theories and frameworks were applied to a specific case. The third phase of learning happened during the class case discussions, where participants shared their various perspectives and developed their communication skills.

12. All 54 participants were well focused on the course for the full 5-day duration, and all participants attended all of the training sessions.

13. Courtesy of AIM, three lecturers were involved in the design and delivery of the course. Lectures were all presented in English and simultaneously translated into Vietnamese. Presentations were well focused with examples of best practices provided, provoking robust discussions among participants. All three lecturers were very knowledgeable in their respective fields and maintained a high standard of professionalism. Translation of lectures was well done, with two professional translators being highly proficient in simultaneous translation with clear interpretation of the subject material.

14. The PPTP Ha Noi facility provided an excellent environment for the implementation of the course. All PPTP staff members excelled at their various assignments, with all administrative activities for both international lecturers and local participants, along with general course organizational activities, being handled in a timely, efficient manner.

Appendix 2

159

E. Cost

15. The total cost of the course was about $40,918, with costs for course design and delivery by AIM amounting to $26,698; costs associated with participants amounting to $10,098; and administrative and logistic costs of $4,122. Costs for AIM academic resource persons consisted of preparation and delivery fees, per diem, international travel, accommodations, and out-of-pocket expenses. Based on a total of 54 participants, this equates to a cost of about $758 per participant or $152 per participant per day.

F. Participants’ Evaluation

16. At the conclusion of the course, participants were requested to complete an evaluation form covering such areas as course relevance, training content and material, delivery effectiveness and methodology, competency of lecturers and translators, and overall logistics. These items were given ratings from 1 to 5, with 1 being poor and 5 being excellent. In addition, participants were requested to provide brief written comments. From these comments, the PPTP was able to identify lessons learned for future courses.

17. The overall rating by participants was 4.13 (i.e., very good to excellent). The participants generally found the content of the course to be of the highest quality and beneficial to their work assignments. Many felt that the course should be repeated and made available to a broader range of government public servants. The relevance of the course to participants was rated 4.17, quality of lectures rated 4.38, and quality of lecturers ranged from 4.54 to 4.62. While most participants’ comments were very favorable toward the course, some negative comments were also received: (i) the course should be over a longer duration, (ii) reference material was insufficient, (iii) extracurricular activities are needed, and (iv) more case studies should be included. Participant's evaluation is shown also in Appendix 2.

G. Overall Assessment and Conclusion

18. The overall assessment of the course was extremely successful. Close coordination among the PPTP, the Ministry of Planning and Investment, and AIM was maintained at all times, which ultimately resulted in excellent cooperation and successful implementation. Interaction between the resource persons and participants was excellent, especially during the workshop sessions. The enthusiasm of the participants and their general interest in enhancing their knowledge and understanding of the course subject material were clearly noticeable. While some negative comments were received from participants, these were not major. On the whole, the course accomplished its objectives, and participants greatly benefited from the course.

19. Appreciation is noted to the Ministry of Planning and Investment and the Advisory Committee Secretariat for the support and assistance provided in making this course a success.

Appendix 2

160

Leadership and Change Management Short Thematic Training Course

22–26 March 2010

PARTICIPANT PROFILE

No.Last

NameFirst

Name Position Department Organization GenderEducational Attainment

Telephone Number E-mail Address

1 Tran Thi Huong

Official Department of State Administration and Civil Service

Office of the Government

Female

2 Do Xuan Hai Official Personnel Department

Ministry of Planning and Investment

Male Master of arts, business management

090 413 6466

doxuanhaimpi@ yahoo.co.uk

3 Le Minh Van Chief of division

Development Strategy Institute


Male Bachelor of arts, economics

090 428 1834

leminhvan@apd. edu.vn

4 Pham Cao Cuong

Chief of division

Development Strategy Institute


Male PhD, politics and international relations

098 250 5074

phamcaocuong@ yahoo.com

5 Nguyen Do Hung Deputy chief of division

Inspection Office Ministry of Finance

Male

6 Dang Thai Quy Deputy chief of division

Department of Enterprise Finance

Ministry of Finance

Male

7 Ngo Quang Trung

Deputy director general

Local Industry Department

Ministry of Trade and Industry

Male

8 Nguyen Duy Khuong

Deputy chief of division

Market Control Department


Male

9 Tran Huu Thiem


Industrial Safety Techniques and Environment Agency


Male

10 Phan Tuan Anh Deputy chief of division

Personnel Department

State Bank of Viet Nam

Male Bachelor of arts, banking

090 344 8965

11 Nguyen Thanh Long


Information Technology Department


Male Master of arts, public policy

090 322 5263

[email protected]

12 Hoang Thi Nga Chief of division

Department of Credit Institutions and Banking Activities Licensing


Female Master of arts, banking and finance

098 999 2896

ngahoangsbv@yahoo. com

13 Tran Cong Hoa Deputy chief of division

Development Strategy Department

Viet Nam Development Bank

Male PhD, credit finance

091 358 9165

14 Nguyen Thiep Director general

Europe Department

Ministry of Foreign Affairs

Male 090 366 3954


Appendix 2

161

No.Last

NameFirst



15 Phan Thi Hong Ha

Chief of division


Ministry of Justice

Female Master of arts, administration

098 783 8196

[email protected]

16 Tran Ngoc Tuy Deputy director general


Ministry of Labor, Invalids and Social Affairs

Male Bachelor of arts, economics

43 826 9518

[email protected]

17 Nguyen Xuan Truong

Chief of division

Planning and Finance Department


Male Master of arts, industry economy and capital construction

090 240 2132

tuongkh_molisa@ yahoo.com.vn

18 Nguyen Hoai Nam



Ministry of Agriculture and Rural Development

Male Master of science, irrigation works

091 350 7662

[email protected]@mard.gov.vn

19 Tong Anh Tuan Deputy chief of division



Male 090 460 2885

20 Phan Thi Lien Deputy chief of division

Administration Department

Ministry of Construction

Female Bachelor of arts, accounting

094 954 2468

21 Phung Minh Cuong

Deputy director general


Ministry of Culture, Sports and Tourism

Female

22 Pham Hung Thang

Official Personnel Department

Ministry of Home Affairs

Female Bachelor of arts, economics and law

091 350 0820

hungthang.pham@ gmail.com

23 Nguyen Thi Tu Thanh

Official Local Authority Department

Ministry of Home Affairs

Female 098 381 2312

nguyenthituthanh@ moha.gov.vn

24 Vo Thi Thu Ha


National Center for Scientific and Technological Information

Ministry of Science and Technology

Female Master of science and technology policy

098 243 3368

[email protected]@yahoo. com

25 Nguyen Van Long Vice dean Training Center Ministry of Information and Communications

Male Master of business management

090 325 6675

[email protected]

26 Le Thanh Huong


Administration Department

Ministry of Information and Communications

Female Bachelor of arts, foreign languages

091 350 0545

[email protected]

27 Dao Ngoc Nam



Ministry Education and Training

Male Master of arts, economics

091 325 8037

[email protected]@moet.edu.vn

28 Mai Hong Tho

Chief of division

Strategy and Science Institute

Ministry of Public Security

Male Bachelor of arts, public security

091 306 1999

29 Phan Thi Hoai Chan

Chief of division

Journal of Party Executive Committee

Central Communist Party Committee Office

Female Bachelor of arts, economics

098 331 8850 08045309

30 Ngo Thanh Hai


Personnel Division

Central Communist Party Committee Office

Male Information technology engineer

091 510 6855 08045336

Table: continued


Appendix 2

162

No.Last

NameFirst



31 Hoang Thi Lan Nhung

Chief of division

Press Division Office of the National Assembly

Female

32 Hoang Giang Chief of division

Information Technology Division

Party Commission for Organization

Male Master of science and technology management

090 344 0468

giang_btc@yahoo. com

33 Tran Hoai Thanh

Chief of division

Administration Division

Party Commission for Organization

Male Bachelor of arts, credit finance and English

091 208 8111

tranhoaithanh@ gmail.com

34 Nguyen Thi Thuy Huong



President’s Office Female Bachelor of business management

090 430 7699

huongtuangiang@ yahoo.com

35 Nguyen Xuan Truong

Chief of division


Ho Chi Minh National Academy of Politics and Public Administration

Male 091 235 2475

36 Le Dinh Vien



Ho Chi Minh National Academy of Politics and Public Administration

Male

37 Nguyen Hong Hoang

Lecturer Personnel and Organization Faculty

National Academy of Public Administration

Male Master of arts, industry economy

098 343 3419

hoangtcws@yahoo. com

38 Do Thu Huong


Policy and Regulation Division


Female Master of public policy

091 359 1921

huongdt20574@ yahoo.com

39 Hoang Thi Lien Deputy chief of division

Foreign Economic Relations Division

Hai Phong Planning and Investment Department

Female Bachelor of arts, economics and English

090 342 7934

hoanglien_hp@ yahoo.com

40 Nguyen Thi Mai Chief of division

Authority Building Division

Hai Phong Home Affairs Department

Female Bachelor of arts, labor economy

098 406 0683

[email protected]

41 Hoang Nam Phong



Ho Chi Minh City People’s Committee

Male 83 829 5679

42 Huynh Van Phung

Chief of division

Archives Division Ho Chi Minh City Home Affairs Department

Male Bachelor of arts, law

097 248 8499

43 Tran Ngoc Vinh


Capital Construction Division

Da Nang Planning and Investment Department

Male Master of business management

090 359 6542

vinhtn74@yahoo. com

44 Mai Vu Tuan Deputy chief of division


Quang Ninh People’s Committee

Male Master of arts, public media

091 354 8434

maivutuan@ quangninh.gov.vn

Table: continued


Appendix 2

163

No.Last

NameFirst



45 Vu Xuan Huyen


Infrastructure and Urban Centers Division

Quang Ninh Planning and Investment Department

Male Construction engineer

091 208 8368

vuxuanhuyen@ quangninh.gov.vn

46 Trieu Duc Lan Vice chair-person

Bac Kan People’s Committee

Male 091 227 4853

47 Ly Van Huan Deputy director

Bac Kan Planning and Investment Department

Male 091 327 0101

48 Dam Van Yen Chief of division


Thai Nguyen Planning and Investment Department

Male Construction engineer

091 225 1231

49 Doan Duc Vinh Chief of division

Planning and General Affairs Division

Hai Duong People’s Committee

Male Master of science and technology management

091 338 2466

doanducvinh@gmail. com

50 Nguyen Dinh Khuyen



Hai Duong People’s Committee

Male Bachelor of arts, accounting and finance

091 325 5835

nguyendinhkhuyen@ haiduong.gov.vn

51 Luong Thanh Tuan


General Affairs Division

Can Tho Planning and Investment Department

Male 090 810 1191

52 Nguyen Quang Vinh

Chief of office

Administration Office

Can Tho Industry and Commerce Department

Male Bachelor of arts, economics and law

091 376 7268

nguyenquangvinh@ cantho.gov.vn

53 Le Thanh Cong



Tay Ninh People’s Committee

Male Bachelor of business management

090 956 3567

congtayninhle@ yahoo.com

54 Le Phuc Loi Director Vinh Long Home Affairs Department

Male Bachelor of arts, literature

Table: continued

Appendix 2

164


22–26 March 2010

TRAINING SCHEDULE

TimeMonday, 22 March

Tuesday, 23 March

Wednesday, 24 March

Thursday, 25 March

Friday, 26 March

8:30 a.m. to11:30 a.m.

Understanding Organizational

Context

Lecture: How Organizations Work

Reference: Organizational Alignment: The 7-S Model by Jeffrey L. Bradach

Workshop: Organizational Assessment—Existing and Desired

Workshop Presentation

Sonny Coloma

Leadership Practice and Challenges

Lecture: The Challenge of Leadership

Reference: The Work of Leadership by R. Heifetz and D. Laurie

Small Group Discussion Case: Ek Sonn Chan

Class Case Discussion

Sonny Coloma


Situational Leadership

Accomplish LEAD

Small Group Discussion Case: A Matter of Style (A)


Handouts: 1. Situational

Leadership2. A Matter of

Style (B)

Sonny Coloma

Results-Based Management:

An Overview of Its Applications in the

Public Sector

Reading: Results-Based Management: An Overview of Its Applications in the Public Sector by Cedric Saldanha

Edel Guiza

Leading for Emerging Futures

Lecture: The Leader’s Blind Spot

• 2 Sources and Cycles of Learning

• 4 Ways of Responding to Change

• 4 Levels of Listening

• 4 Barriers to Change

Reference: Theory U: Leading from the Future as It Emerges by C. Otto Scharmer

Patt LontocLUNCH AND STUDY PERIOD

1:30 p.m. to 4:30 p.m.

Transforming Public Sector

Entities: Understanding

the External Environment

Best and Good Practices in Public Sector Management— Post-Global Economic Crisis

Case: Viet Nam beyond WTO: Role of Subregional Arrangements in Viet Nam’s Growth and Development

Edel Guiza

Change Management and Strategy

Lecture: Strategy Mapping—Creating and Evaluating Balanced Scorecards

Edel Guiza

Managing Organizational

Culture and Change

Lecture: What Is Organizational Culture?

Workshop: Assessing Our Organizational Culture

Edel Guiza

Preparing Public Sector Entities for

Emerging Futures of Viet Nam

Case: Preparing a Results-Based Management Framework (A)

Case: Preparing a Results-Based Management Framework (B)

Case: Preparing Public Sector Entities for Emerging Futures of Viet Nam

Patt Lontoc

Preparing for E merging Futures of

Viet Nam

Discussion: Action Scenarios and Options

Patt Lontoc

3:00 p.m.

Course Synthesis

Closing Ceremonies

WTO = World Trade Organization.

Appendix 2

165


22–26 March 2010


Rating Scale:

1: poor2: less than average3: average4: very good5: excellent

Part 1: Scoring

Item

Rating

Average1 2 3 4 5

1 General evaluation of course 5 33 14 4.17

2 Relevance of course to participants 7 29 16 4.17

3 Training program

Course structure 11 25 16 4.10

Course duration 4 17 19 12 3.75

Daily schedule 9 24 19 4.19

4 Content of training

Quality of lectures 4 24 24 4.38

Quality of reference material 6 11 23 12 3.79

Quality of discussion sessions 1 10 18 23 4.21

5 Training method

Combination of theory and practice 1 1 12 22 16 3.98

Combination of lecture and discussion 11 21 20 4.17

6 Lecturers and interpreters

Sonny Coloma 1 1 17 33 4.58

Edel Guiza 2 20 30 4.54

Patt L. Lontoc 3 14 35 4.62

Interpreters 3 17 32 4.56

7 Logistics

Studying and working conditions 2 5 18 27 4.35

Accommodations and transport 3 14 16 19 3.98

Overall rating 1 2 7 21 21 4.13

Appendix 2

166

Part 2: Evaluation Comments

Item Comments

1 General evaluation of the course

• Very necessary (2 comments)• Examples of state management organizations of other countries should

be added (2 comments).• Field visits to real organizations should be arranged.• The duration was too short (2 comments).• Some subjects should be more practical.

2 Relevance of the course

• More appropriate participants should be selected.

3 Training program

• Meeting current demand• Inappropriate daily schedule (starting time is late in the morning and

early in the afternoon) • Short on practice time


• Training materials in English should be provided.• Training materials should be more detailed.

5 Training methodology

• Useful training program but lessons not applicable to Viet Nam because Vietnamese leaders are inflexible.


7 Logistics • The hotel should be closer to the training facility (2 comments).• It would be better if participants did not have to share hotel rooms and

if a lower-rate hotel was chosen.8 Other

Positives • Updated, useful knowledge was provided (8 comments)• Relevance of training program, content of training, and duration of

lectures (19 comments)• Necessity of the course to leaders • Participants from different sectors exchanged various experiences and

knowledge in discussion sessions (2 comments).• Appropriate participants • Opportunities to approach new training and studying methods

(11 comments)• Scientific studying method, accurate timetable • Ability of problem solving in management (2 comments)• Lecturers were highly qualified, enthusiastic, and have good pedagogical

methods (27 comments).• Lecturers conducted good discussion sessions (2 comments).• Dr. Lontoc was excellent.• Participants’ presentations (3 comments)


Appendix 2

167

Item Comments

• Friendliness between lecturers and participants• Studying conditions (11 comments)• Fast and correct interpretation (4 comments)• Provide leadership skills and strengthen ability for leaders (4 comments)• Broaden relationship and knowledge • Opportunities for leaders to change awareness • Good logistics (6 comments)• Reduce stresses of working • Course organization (7 comments)• Responsible and enthusiastic staff (4 comments)• Appropriate duration (3 comments)• Discussion sessions (2 comments)• Reference materials (2 comments)

Negatives • Short duration (14 comments)• Ability to acquire knowledge was limited because lectures were provided

in English and participants had dissimilar backgrounds.• Some participants had not read training materials, causing low-quality

discussions.• Not enough and disorderly reference materials (10 comments).• Short of case studies of Viet Nam and other countries in region

(10 comments)• Short of examples for illustration • Some subjects are not intensive enough.• Orientation recommendations• Time for participants solving work at offices should be arranged. • No extracurricular activities (8 comments)• Participants from different sectors (3 comments)• All lecturers come from a country (2 comments).• Difficulty in parking motorbikes and cars (4 comments)• Location of training center (2 comments)• Number of participants should be decreased.• Inappropriate time distribution between studying and napping

(2 comments)• Fact-finding trips should be arranged (4 comments).• Dinners for provincial participants should be arranged.

Table: continued

168

Appendix 3


Completion Report of Capital Flows Management Workshop

12–14 OCTOBER 2010

A. Introduction

1. The Public Policy Training Program (PPTP), 2007–2010 was approved by the Board of Directors of the Asian Development Bank (ADB) on 13 September 2007. The Government of Viet Nam agreed to participate through its deputy prime minister on 2 November 2007 (Letter No. 1641/TTg-QHQT).1


3. While the major activities of the PPTP focused on the implementation of multiyear structured executive public policy training courses, consisting of both short- and medium-term classes, additional classes and programs that address specific economic, public administration, and leadership skills were also implemented. These short thematic training courses, identified by specific line ministries and requested through the Advisory Committee Secretariat, underwent screening by the PPTP before being considered for inclusion. One of the approved courses was a workshop on capital flows management, which was undertaken during 12–14 October 2010.


Appendix 3

169

B. Background

4. The surge in capital flows to emerging market economies in recent years is a reflection of the rapid expansion and integration of international capital markets that have been driven by economic policy and structural changes. Technological advances and the emergence of increasingly sophisticated financial products have likewise increased the speed and complexity of capital account transactions. Global and domestic factors that influence capital flows to emerging markets can be categorized into two broad groups. The first group is composed of country-specific or “pull” factors, which determine the destination of the flows. These factors include the adoption of economic liberalization policies, improved macroeconomic performance, more investment opportunities, and institutional reforms. The second group covers “push” factors, or those that are outside of the control of a borrowing country. These include structural and cyclical conditions in lending countries, which determine the timing and magnitude of the flows.

5. In Viet Nam, inflow of foreign capital has increased over the past few years, especially to the equity market, thus placing significant challenges to monetary policy and policy makers on how to manage and monitor these capital inflows, particularly during times of global financial uncertainty. Capital flows management is a pressing issue for the country’s regulatory agency, the Ministry of Finance, and its State Securities Commission. Thus, the objective of the workshop was to better equip mid- to senior-level government officials with advanced knowledge and management tools that can be utilized in the more efficient management of capital flows.

6. The workshop program was developed by officials who are directly involved in capital flows management activities, and consisted of officials from key departments of the Ministry of Finance, including the State Securities Commission, Banking and Finance Department, and National Debt Management and External Finance Department; the Ministry of Planning and Investment; the State Bank of Viet Nam; and relevant financial institutions. The workshop consisted of (i) macroeconomic impacts of capital flows and policy response; (ii) macroeconomic monitoring of capital flows; (iii) capital flows monitoring; (iv) capital flows management tools, introducing the Republic of Korea’s foreign exchange system; (v) capital flows management tools, introducing the Republic of Korea’s foreign investors management system; and (vi) interactive review sessions.

7. As requested by the Viet Nam Resident Mission, the PPTP and ADB Office of Regional Economic Integration (OREI) jointly undertook the design and delivery of the workshop in close collaboration with the Ministry of Finance and the Advisory Committee Secretariat. Upon reaching agreements between all concerned parties, 35 participants attended the training program at the PPTP Ha Noi training facility. Participants’ profiles are in Appendix 3.

C. Implementation

8. The workshop was implemented over 3 days and was based on the schedule provided in Appendix 3. The training program consisted of specific subjects relevant

Appendix 3

170

to the needs of the participants. Nine resource persons participated in the workshop: Noritaka Akamatsu, deputy head; Jayant Menon, principal economist; Cyn-Young Park, principal economist; Jae Seung Lee, principal financial sector specialist; and Satoru Yamadera, economist, OREI; Giovanni Capannelli, principal research fellow, ADB Institute; Doo Yong Yang, associate professor, Kyunghee University; Yoon Chan Choi, head of Foreign Investigation Team, International Department, Bank of Korea; and Yoon Kon Choi, head of the Securities Market Team, Financial Investigation Department, Financial Supervisory Services.

9. The lectures were all presented in English and translated simultaneously into Vietnamese. Presentations were well focused, with examples of best practices provoking robust discussions among participants, especially during the interactive sessions. All of the lecturers were extremely knowledgeable in their respective fields and maintained a high standard of professionalism. Translation of lectures was well done, with the two professional translators being highly proficient and clearly interpreting the lecture material.

10. The PPTP Ha Noi facility provided an excellent environment for the workshop. All PPTP staff members excelled at their various assignments, with all administrative activities, along with general training course organizational activities, being handled in a timely, efficient manner.

D. Cost

11. It was agreed between the PPTP and OREI that OREI would cover the full costs of involvement of its staff members as well as the ADB Institute staff member (i.e., air travel, accommodations, and per diem). The PPTP would cover the costs of the three international resource persons from the Republic of Korea (i.e., air travel, accommodations, per diem, allowances, and an honorarium covering preparation and delivery of PowerPoint presentations), as well as all costs associated with development, printing, and production of prototypes of all workshop materials and outputs; training material kits; interpreters and translators; and various PPTP Ha Noi facility administrative costs. The actual cost of the training program was $15,365, with a total cost of $10,616 for the international resource persons and $4,749 for PPTP administrative costs. Based on the 35 participants, this equates to a cost of $439 per participant or $146 per participant per day.

E. Participants’ Evaluation

12. At the conclusion of the workshop, participants were requested to complete an evaluation form covering such areas as course relevance, training content and material, delivery effectiveness and methodology, competency of lecturers and translators, and overall logistics. These items were given numeric ratings from 1 to 5, with 1 being poor and 5 being excellent. From these comments, the PPTP was able to identify lessons learned for future training courses.

Appendix 3

171

13. The overall rating of the training course by participants was 4.57 (i.e., very good to excellent). The relevance of the workshop to the participants was rated 4.71, while the quality of lectures and discussion sessions received ratings of 4.35 to 4.68. The resource persons received ratings of 4.55 to 4.94. With respect to the logistics, conditions of the facility were rated highly at 4.77, while transport (e.g., motorcycle parking arrangements) received the lowest rating of 3.90 (i.e., average to very good). With respect to the daily sessions, the combination of lecture and discussion received an overall rating of 4.65. The interactive sessions, with the resource persons acting as panelists, proved an excellent approach to engage the participants. Appendix 3 shows the participants’ evaluation results.

F. Overall Assessment and Conclusion

14. The overall assessment of the workshop was extremely successful. Close coordination and collaboration between the PPTP, OREI, the Ministry of Finance, and the Advisory Committee Secretariat was maintained at all times, which ultimately resulted in excellent cooperation and successful implementation. Interaction between the resource persons and participants was good, especially during the interactive sessions. The enthusiasm of the participants and their general interest in enhancing their knowledge and understanding the topic was clearly noticeable. Several comments were raised by participants, and these will be taken into consideration for future training courses.

15. The support provided by OREI, both financially and administratively, in the design and implementation of the workshop was highly significant, and the success of the workshop was a result of this support. Its ability to identify and attract experienced international resource persons was a major factor in achieving the positive ratings of the workshop.

16. Appreciation is noted to the Ministry of Finance and the Advisory Committee Secretariat for their support in making the workshop a success.

Appendix 3

172

Capital Flows Management Workshop

25–29 October 2010

LIST OF PARTICIPANTS

No. Name Title Department Ministry or Agency

1 Trân Ngo. c Ha‚i Linh Expert External Finance and Debt Management

Department

Ministry of Finance

2 Phan Nguyên Lam Phu‚o‚ng

Expert External Finance and Debt Management

Department

Ministry of Finance

3 ĐÔ Lu‚u Hoa Expert External Finance and Debt Management

Department

Ministry of Finance

4 Trân Tho. Ha‚i Expert Banking and Finance Department

Ministry of Finance

5 Hoàng Thi. Viê.t Hà Expert Banking and Finance Department

Ministry of Finance

6 Phùng Nam Thái Expert State Securities Commission

Ministry of Finance

7 Trân Thi. Thu Thuy‚ Expert State Securities Commission

Ministry of Finance

8 Lê Thành Công Expert State Securities Commission

Ministry of Finance

9 Nguyên Viê.t Hà Expert State Securities Commission

Ministry of Finance

10 Ta. Thi. Minh Nguyê.t Expert State Treasury Ministry of Finance

11 Tri.nh Thi. Vân Anh Deputy director general

State Treasury Ministry of Finance

12 Nguyên Hông Anh Expert Enterprise Finance Department

Ministry of Finance

13 Phùng Anh Tuân Reporter Finance Journal Ministry of Finance

14 Nguyên Thi. Phu‚o.‚ng Reporter Finance Times Ministry of Finance

15 Pha.m Văn Khoa Division head Finance Journal Ministry of Finance

16 VÕ Thi. Phu‚o‚ng Lan Lecturer Finance Academy Ministry of Finance

17 Nguyên Thi. Ha‚i Bình Researcher Finance Strategy Institute

Ministry of Finance

18 Nguyên Thi. Ha‚i Thu Researcher Finance Strategy Institute

Ministry of Finance

19 ĐÔ Thi. Thuý Hăng Expert Investment Department Ministry of Finance


Appendix 3

173

No. Name Title Department Ministry or Agency

20 Hà Huy Tuân Vice president National Financial Supervisory Committee

21 Bùi Quang Dung Deputy chief Coordination Division National Financial Supervisory Committee

22 Nguyên Thii. Thuý So‚n Expert FX Management Department


23 Hoàng Thi. Câ‚m Hăng Expert FX Management

DepartmentState Bank of

Viet Nam

24 Mai Thi. Lan Hu‚o‚ng Expert Monetary Statistics and Forecasting Department


25 Bùi Thi. Trang Dung Expert Banking Strategy Institute


26 Vu Thuý Chi Expert Monetary Policy Department


27 Vu Mai Chi Expert Monetary Policy Department


28 Tri.nh Quang Long Researcher Macroeconomic Policy Division

Central Institute for Economic Management

29 Đinh Tro. ng Thăng Deputy chief Investment Policy Division

Central Institute for Economic Management

30 Pham T. Thu Trang Researcher National Socioeconomic Information Forecasting

Center


31 Nguyên Thi. Bích Ngo. c Deputy chief Policy Division Foreign Investment Bureau, Ministry of Planning and

Investment

32 Vu Ha‚i Hà Expert General Affairs and Information Division

Foreign Investment Bureau, Ministry of Planning and

Investment

33 Lê Văn Cu‚o‚ng Expert Finance and Monetary Department


34 Ngô Trân Anh Minh Expert Finance and Monetary Department


35 Thân Văn Hùng Expert Financial Planning Department

General Statistics Office, Ministry of Planning and

Investment

Table: continued

Appendix 3

174


12–14 October 2010

WORKSHOP SCHEDULE

Day 1, Tuesday, 12 October 2010

8:30 a.m.–9:00 a.m. Opening Session

Opening Address by Ayumi Konishi, Country Director, Viet Nam Resident Mission, Asian Development Bank (ADB)Speech by Nguyen Thi Hong Yen, Deputy Director General, Debt Management and External Finance Department, Ministry of Finance, Government of Viet Nam Welcome Remarks by Junji Kuyama, First Secretary, Embassy of JapanClose of Opening Ceremonies(Departure of Official Guests)

9:00 a.m.–9:10 a.m. Brief Introduction of Overall Workshop Program and Introduction of Session 1 Resource Person by William A. Costin, Public Policy Training Program Advisor

Session 1: Overview of Capital Flow Issues

9:10 a.m.–10:00 a.m. Presentation 1.1: Macroeconomic Impacts of Capital Flows and Policy Response I by Jayant Menon, Principal Economist, ADB

10:00 a.m.–10:15 a.m. Coffee/Tea Break10:15 a.m.–11:30 a.m. Presentation 1.2: Macroeconomic Impacts of Capital Flows and

Policy Response II by Cyn-Young Park, Principal Economist, ADB11:30 a.m.–1:30 p.m. Lunch Break1:30 p.m.–3:00 p.m. Presentation 1.3: Macroeconomic Monitoring of Capital Flows—

Overview of Multicountry Study by Doo Yong Yang, Associate Professor, Kyunghee University, Republic of Korea

3:00 p.m.–3:15 p.m. Coffee/Tea Break3:15 p.m.–4:30 p.m. Presentation 1.3 (continued)4:30 p.m. End of Session 1/Day 1Day 2, Wednesday, 13 October 2010

Session 2: Monitoring and Management of Capital Flows I

9:00 a.m.–10:00 a.m. Presentation 2.1: Capital Flow Monitoring—A Practical Approach by Satoru Yamadera, Economist, ADB

10:00 a.m.–10:15 a.m. Coffee/Tea Break10:15 a.m.–11:30 a.m. Presentation 2.1 (continued)


Appendix 3

175

11:30 a.m.–1:30 p.m. Lunch Break1:30 p.m.–3:00 p.m. Capital Flow Management Tools

Presentation 2.2: Introduction of the Republic of Korea’s Foreign Exchange System by Jae Seung Lee, Principal Financial Sector Specialist, ADBPresentation 2.3: The Republic of Korea’s Foreign Investors Management System by Jae Seung Lee, Principal Financial Sector Specialist, ADB

3:00 p.m.–3:15 p.m. Coffee/Tea Break3:15 p.m.–4:30 p.m. Capital Flow Management Tools

Presentation 2.4: The Republic of Korea’s Foreign Exchange Management System by Yoon Chan Choi, Head of Foreign Exchange Investigation Team, International Department, Bank of Korea

4:30 p.m. End of Session 2/Day 2Day 3, Thursday, 14 October 2010

Session 3: Monitoring and Management of Capital Flows II

9:00 a.m.–10:00 a.m. Review Session I (interactive): Macro and Related IssuesPanelists Jayant Menon, Principal Economist, ADB

Cyn-Young Park, Principal Economist, ADB Giovanni Capannelli, Principal Research Fellow, ADB Institute, Tokyo, Japan

10:00 a.m.–10:15 a.m. Coffee/Tea Break10:15 a.m.–11:30 a.m. Review Session II (interactive): Capital Flow Monitoring and

ManagementPanelists Jae Seung Lee, Principal Financial Services Specialist, ADB

Satoru Yamadera, Economist, ADBYoon Kon Choi, Head of Securities Market Team, Financial Investment Department, Financial Supervisory Service, Republic of Korea Yoon Chan Choi, Head of Foreign Exchange Investigation Team, International Department, Bank of Korea

11:30 a.m.–1:30 p.m. Lunch Break1:30 p.m.–3:00 p.m. Review Sessions I and II (interactive) – (continued) 3:00 p.m.–3:15 p.m. Coffee/Tea Break3:15 p.m.–4:30 p.m. Workshop Summary by Jayant Menon, Principal Economist, ADB4:30 p.m. Workshop Closure

Table: continued

Appendix 3

176


12–14 October 2010


Rating Scale:


Part 1: Scoring

Item

Rating

Average1 2 3 4 5

1. Relevance of Course to Participants and General Evaluation of the Course

9 22 4.71

2. Training programCourse structure 1 15 15 4.45Course duration 1 15 15 4.45Daily schedule 1 12 18 4.55

3. Content of trainingQuality of lectures and discussion sessions Macroeconomic Impacts of Capital Flows and

Policy Response 13 18 4.58

Macroeconomic Monitoring of Capital Flows: Overview of a Multicountry Study

14 17 4.55

Capital Flows Monitoring: A Practical Approach 13 18 4.58 Introduction of the Republic of Korea’s

Foreign Exchange System13 18 4.58

Republic of Korea’s Foreign Investors Management System

2 16 13 4.35

Republic of Korea’s Foreign Exchange Management System

1 15 15 4.45

Review Session I: Macro and Related Issues 1 12 18 4.55 Review Session II: Capital Flows Monitoring

and Management10 21 4.68

Quality of reference material 2 10 19 4.554. Training method

Combination of theory and practice 18 12 4.40Combination of lecture and discussion 11 20 4.65


Appendix 3

177

Item

Rating

Average1 2 3 4 5

5. Lecturers and interpretersJayant Menon 1 4 26 4.81Cyn-Young Park 1 11 19 4.58Jae Seung Lee 11 20 4.65Satoru Yamadera 9 21 4.70Doo Yong Yang 1 11 19 4.58Yoon Kon Choi 12 18 4.60Yoon Chan Choi 14 17 4.55Giovanni Capannelli 1 9 19 4.62Noritaka Akamatsu 2 29 4.94Interpreters 1 8 22 4.68

6. LogisticsStudying and working conditions 1 5 25 4.77Accommodations and transport 10 14 7 3.90Overall Rating 1 11 18 4.57


Item Comments

1. Relevance of course

• Workshop is necessary and useful.• Should organize course on public debt

2. Training program • Duration of workshop should be extended.3. Content of

Training• Training materials in English should be provided (2 comments).• Carefully prepared and well-translated training materials • Training materials should be provided before workshop (2 comments).

4. Training methodology

• Content of discussion sometimes superseded the lectures. • Should add more detailed examples • Should have group work• Should add more illustrations of Viet Nam • Many examples, content of discussions close to subjects of workshop,

results of experimental research provided • It was helpful when lecturers provided a summary of previous lectures

at the beginning of the following day.5. Lecturers and

interpreters• Lecturers have knowledge on both theory and practice.• Highly qualified interpreters

6. Logistics • Should arrange parking

Table: continued


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178

Item Comments

7. OthersPositives • Quality of lectures (enthusiastic, knowledgeable, responsible)

(13 comments)• Quantity of specialists in different sectors • Quality of training materials • Quality of interpreters (3 comments)• Useful lectures, especially for participants from policy-making

institutions (16 comments) • Provided various knowledge and experience on capital flows

management (5 comments)• Provided important macro knowledge • Opportunities for participants to contact economic specialists• Workshop at right time and necessary in current situation

(2 comments)• Training method (2 comments)• Combination of lecture and discussion (2 comments)• Combination of theory and practice (4 comments)• Reasonable workshop structure (2 comments)• Training schedule• Enthusiastic participants• Workshop organization (3 comments)• Studying conditions and facility (7 comments)

Negatives • Some subjects were too detailed regarding the Republic of Korea’s capital flows.

• Rarely mentioned the link between financial policy and capital flows • Models of capital flows management, early warning system, and

market monitoring should be more clearly presented.• No specialist in foreign direct investment (2 comments)• Short duration (2 comments)• Some subjects were irrelevant to Viet Nam.• Short of detailed illustration and deep analysis • Should provide more experience of other countries (2 comments)• Unclear figures in presentation slides • Participants should be more selective • Short of supporting materials • Some of headphones and microphones worked improperly.• Intention of lecturers was not accurately interpreted.• Should not check attendance of participants • No parking for participants (10 comments) • Workshop should start at 8:30 a.m. and at 2:00 p.m. (3 comments).• Should arrange group work for discussion

Table: continued

179

Appendix 4


Completion Report of Leadership and Change Management Short Thematic Training Course

25–29 OCTOBER 2010

A. Introduction

1. The Public Policy Training Program (PPTP), 2007–2010 was approved by the Board of Directors of the Asian Development Bank (ADB) on 13 September 2007. The Government of Viet Nam agreed to participate through its deputy prime minister on 2 November 2007 (Letter No. 1641/TTg-QHQT).1


3. While the major activities of the PPTP focused on the implementation of multiyear structured executive public policy training courses, consisting of both short- and medium-term classes, additional classes and programs that address specific economic, public administration, and leadership skills were also implemented. These short thematic training courses, identified by specific line ministries and requested through the Advisory Committee Secretariat, underwent screening by the PPTP before being considered for inclusion. One of the approved courses for implementation in 2010 was for leadership and change management, covering all government ministries and agencies. While earlier courses in this topic were successfully undertaken in May and November 2009 and March 2010, there were many requests for a repeat course; thus, implementation of another 5-day training course was undertaken during 25–29 October 2010. This course represents the fourth time a course on leadership and change management has been undertaken for the PPTP.


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B. Background

4. In today’s ever-changing political and socioeconomic environment, institutions and public sector agencies face significant challenges. Changes in societies, markets, customers, competition, and technology are forcing organizations to clarify their values, develop new strategies, and learn new ways of operating. Often, the most difficult task for leaders in effecting change is mobilizing people throughout an organization to do adaptive work. Adaptive work is required when deeply held beliefs and operating procedures and cultures are challenged, when the values that people are used to become less relevant, and when legitimate yet competing perspectives emerge.

5. Getting people to do adaptive work is the mark of leadership in a competitive world, and leadership has to take place every day. It cannot be the responsibility of a few, a rare event, or a once-in-a-lifetime opportunity. Organizations and institutions face adaptive challenges all of the time. When an executive is asked to square conflicting aspirations, he or she faces adaptive challenges. When a manager sees a solution to a problem requiring a change in attitudes and habits of subordinates, he or she faces an adaptive challenge. When an employee sees a gap between an organization’s purpose and objectives, he or she faces both an adaptive challenge and the risks and opportunities of leading from below.

6. Leadership, seen in this light, requires a learning strategy. A leader, from above or below, with or without authority, has to engage people in confronting challenges, adjusting their values, challenging perspectives, and learning new habits. In Viet Nam, where rapid economic growth and development and becoming part of the global economy have changed the way in which business is carried out, the way that government institutions and public servants face these challenges also needs to change. Thus, the objective of the course was to equip government officials with the latest thinking and techniques on leadership and change management by helping them understand public organizational context, identify different leadership styles and applications, acquire new techniques to handle change, and determine ways to improve delivery of public services through results-based management approaches and systems.

7. The course was co-organized with the Ministry of Planning and Investment and in partnership with the Asian Institute of Management (AIM), which oversaw the earlier training courses in 2009. AIM was established in 1968 in partnership with Harvard Business School, the Ford Foundation, and visionaries of the Asian academic and business communities. A nonprofit educational institution headquartered in Manila, Philippines, AIM has adopted as its mission the preparation of men and women for managerial leadership in Asian government, nonprofit organizations, and businesses. Since 1968, 33,000 students from 30 Asian countries and 33 nations in other regions have graduated from AIM.

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181

C. Participants

8. A total of 42 mid- and senior-level government officials (25 participants from central government ministries and agencies and 18 participants from various people’s committees and provincial government departments and agencies) participated in the course. Participants came from various levels of seniority and included 5 directors and deputy directors, 9 chiefs of divisions, 15 deputy chiefs of divisions, 9 experts and officials, and 4 lecturers. Appendix 4 provides details.

D. Implementation

9. The course was implemented over 5 days and was based on the training schedule provided in this appendix. It consisted of subjects relevant to the needs of the participants: (i) understanding organizational context, (ii) transforming public sector entities, (iii) leadership practices and challenges, (iv) results-based leadership and management, (v) leading for emerging futures, (vi) change management and strategy, (vii) managing organizational culture and change, and (viii) preparing public sector entities for the emerging future of Viet Nam.

10. As agreed with the PPTP, various teaching techniques were adapted for the course, including lectures, role-playing exercises, diagnostic tests and profiling, computer-assisted instruction, and film clips. Case discussions were the predominant learning methodology, as they facilitated a rich exchange of ideas, enhanced by the broad spectrum of experiences of participants and academic staff, on management and leadership practices. A combination of lectures, group discussions, and class discussions were used for the training course.

11. The course was designed to create a three-step learning process for participants. The first step of the learning process occurred during the lecture. This was followed by the initial application of the lessons during a group discussion, where theories and frameworks were applied to a specific case. The third phase of learning happened during the class case discussions, where participants shared their various perspectives and developed their communication skills.

12. All 42 participants were well focused on the training course for the full 5-day duration, and all participants attended all of the training sessions.

13. Courtesy of AIM, three lecturers were involved in the design and delivery of the course. Lectures were all presented in English and simultaneously translated into Vietnamese. Presentations were well focused, with examples of best practices provoking robust discussions among the participants. All three lecturers were very knowledgeable in their respective fields and maintained a high standard of professionalism. Translation of lectures was well done, with the two professional translators being highly proficient in simultaneous translation and clearly interpreting the lecture material.

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182

14. The PPTP Ha Noi facility provided an excellent environment for the course. All PPTP staff members excelled in their various assignments, with all administrative activities for both international lecturers and local participants, along with general training course organizational activities, handled in a timely, efficient manner.

E. Cost

15. The total cost of the course was about $37,698.30, with costs for course design and delivery by AIM (i.e., of the three academic lecturers) amounting to $26,465.30; costs associated with participants amounting to $5,883.00; and administrative and logistics costs of $5,350. Costs for AIM resource persons consisted of preparation and delivery fees, per diem, international travel, accommodations, and out-of-pocket expenses. Based on a total of 42 participants, this equates to a cost of $897 per participant or about $179 per participant per day.

F. Participants’ Evaluation

16. At the conclusion of the course, participants were requested to complete an evaluation form covering such areas as course relevance, training content and material, delivery effectiveness and methodology, competency of lecturers and translators, and overall logistics. These items were given numeric ratings from 1 to 5, with 1 being poor and 5 being excellent. In addition, participants were requested to provide brief written comments. From these comments, the PPTP was able to identify lessons learned for future training courses.

17. The overall rating by participants was 4.25 (i.e., very good to excellent). The participants generally found the content of the course to be of the highest quality and beneficial to their work assignments. Many participants felt that the course should be repeated and made available to a broader range of government public servants. The relevance of the course to participants was rated 4.59, quality of lectures rated 4.68, and quality of lecturers ranged from 4.66 to 4.93. Studying and working conditions rated 4.83, and interpreters rated 4.93. While most participants’ comments were very favorable toward the course, some negative comments were also received: (i) the course should be over a longer duration, (ii) reference material was insufficient, (iii) extracurricular activities were needed, and (iv) more case studies should be added. Appendix 4 also shows the participants’ evaluation results.

G. Overall Assessment and Conclusion

18. The overall assessment of the course was extremely successful. Close coordination between the PPTP, the Ministry of Planning and Investment, and AIM was maintained at all times, which ultimately resulted in excellent cooperation and successful implementation.

Appendix 4

183

Interaction between the resource persons and participants was excellent, especially during the workshop sessions. The enthusiasm of the participants and their general interest in enhancing their knowledge and understanding the course subject material was noticeable. While some negative comments were received from participants, these were not major. On the whole, the course clearly accomplished its objectives, and participants greatly benefited from the course.

19. Appreciation is noted to the Ministry of Planning and Investment and the Advisory Committee Secretariat for the support and assistance provided in making this course a success.

Appendix 4

184

Leadership and Change Management Course

25–29 October 2010

LIST OF PARTICIPANTS

No. Last Name First Name Position Department Organization

1 Nguyên Tùng Anh Deputy chief of division

Agency for Enterprise

Development


2 Nguyên Thi. Diê.u Phu‚o‚ng Deputy chief of division

Agency for Procurement Management


3 Pha.m Quý Tho. Chief of faculty Academy of Policy and Development


4 Nguyên Văn Truyên Chief of division

Agency of Price Management

Ministry of Finance

5 Lê Thanh Ha‚i Deputy chief of division

Legal Department Ministry of Industry and Trade

6 Ngô Thi. Xuân HÔng Chief of division


7 Bùi Ha.nh Thu‚y Deputy chief of division


8 Mai Thê Anh Deputy chief of division


9 Lê Minh Tro.ng Director Transaction Office Bank for Investment and Development in

Viet Nam

10 La.i Thái Bình Assistant to director general

Department of America

Ministry of Foreign Affairs

11 Trân Thu Hu‚o‚ng Expert Personnel Department

Ministry of Justice

12 Pha.m Tro.ng Nghía Official Legal Department Ministry of Labor, Invalids and Social Affairs

13 Phùng Thu Hà Chief of division

Department of Organization and

Personnel


14 Trân Quang Kha‚i Principal official

Department of Organization and

Personnel


15 Pha.m Thi. Phu‚o‚ng Liên Official Department of Science and

Technology

Ministry of Natural Resources and Environment


Appendix 4

185


16 Phan Tuân Hùng Deputy chief of division

Institute of Strategy and Policy on

Natural Resources and Environment

Ministry of Natural Resources and Environment

17 Đă.ng Thi. Kim Chung Official Department of Planning and

Finance

Ministry of Culture, Sports and Tourism

18 Trân Văn So‚n Deputy director

College of Printing Technology

Ministry of Information and Communications

19 Du‚o‚ng Ngo. c Hiên Deputy chief of division

Department of Policy

Ministry of Public Security

20 Lê Văn Thùy Principal official

Secretariat Office of the Party Central Committee

21 Lê Văn Lu‚. c Deputy chief of division

Department of Organization and Administration

President’s Office

22 Tào Thi. Quyên Lecturer Institute of State and Law

Ho Chi Minh Academy of Politics and Public

Administration

23 Lu‚u Văn Qua‚ng Deputy chief of division

Political Science Division

Ho Chi Minh Academy of Politics and Public

Administration

24 Ta. Thi. Hu‚o‚ng Lecturer Faculty of State Management on

Society


25 Pha.m Thi. Giang Lecturer Personnel and Organization

Faculty


26 Nguyên Thái Đông Deputy chief of division

Ha Noi Department for Planning and Investment

27 Lâm Ngo. c B‚u‚u Chief of division

Ho Chi Minh City Department of Home Affairs

28 Lý Văn Kính Deputy chief of division


People’s Committee of Cao Bang

29 Lê Minh Thanh Director Department for Planning and Investment of

Lang Son

30 Nguyên Quang Sáng Deputy director

Dien Bien Department for Planning and

Investment

31 Đinh Anh Tuân Chief of division

General Affairs Division

People’s Committee of Hoa Binh

32 Nguyên Đú‚c Kha Chief of division

People’s Committee of Bac Giang


Table: continued

Appendix 4

186


33 Pha.m Công Toa‚n Official People’s Committee of Bac Giang

34 Nguyên Tô Long Deputy chief of division

Division of Planning and

General Affairs

Nghe An Department for Planning and Investment

35 Hô Thi. Xuân Deputy chief of division


Nghe An Finance Department

36 Tri.nh Xuân Hùng Chief of division

Training Division Thanh Hoa Department of Home Affairs

37 Lê Thanh Ha‚i Chief of division

Department of Culture and Social Affairs

Thanh Hoa Department for Planning and

Investment

38 Quách Ngo. c Dung Deputy chief of division

Division of Culture and Social Affairs

Hung Yen Department for Planning and

Investment

39 Bùi Huy Cu‚o‚ng Deputy chief of division


Hung Yen Department for Planning and

Investment

40 Nguyên Công Thành Chief of division

People’s Committee of Nam Dinh

41 Bùi Xuân Diê.u Official External Affairs Division

People’s Committee of Ninh Binh

42 Nguyên Bôn Director Dak Nong Finance Department

Table: continued

Appendix 4

187


25–29 October 2010

COURSE SCHEDULE

TimeMonday,

25 OctoberTuesday,

26 OctoberWednesday, 27 October

Thursday, 28 October

Friday, 29 October

8:30 a.m.to11:30 a.m.

Understanding Organizational

Context

Lecture: How Organizations Work

Reference: Organizational Alignment: The 7-S Model by Jeffrey L. Bradach

Workshop: Organizational Assessment—Existing and Desired

Workshop Presentation

Ging De Guzman


Lecture: The Challenge of Leadership

Reference: The Work of Leadership by R. Heifetz and D. Laurie

Small Group Discussion Case: Ek Sonn Chan


Ging De Guzman


Situational Leadership

Accomplish LEAD

Small Group Discussion Case: A Matter of Style (A)


Handouts: 1. Situational

Leadership2. A Matter of

Style (B)

Ging De Guzman

Managing Organizational

Culture and Change

Lecture: What Is Organizational Culture?

Workshop: Assessing Our Organizational Culture

Ging De Guzman

Leading for Emerging Futures

Lecture: The Leader’s Blind Spot

• 2 Sources and Cycles of Learning

• 4 Ways of Responding to Change

• 4 Levels of Listening

• 4 Barriers to Change

Reference: Theory U: Leading from the Future as It Emerges by C. Otto Scharmer

Ging De GuzmanLUNCH AND STUDY PERIOD

1:30 p.m.to4:30 p.m.

Transforming Public Sector

Entities: Understanding

the External Environment

Best and Good Practices in Public Sector Management—Post-Global Economic Crisis

Case: Viet Nam beyond WTO: Role of Subregional Arrangements in Viet Nam’s Growth and Development

Edel Guiza

Change Management and Strategy

Lecture Discussion: Strategy Mapping— Creating and Evaluating Balanced Scorecards

Edel Guiza

Results-Based Management: An Overview of Its Applications in

the Public Sector

Reading: Results-Based Management: An Overview of Its Applications in the Public Sector by Cedric Saldanha

Mike Luz

Preparing Public Sector Entities for

Emerging Futures of Viet Nam

Case: Preparing a Results-Based Management Framework (A)

Case: Preparing a Results-Based Management Framework (B)

Case: Preparing Public Sector Entities for Emerging Futures of Viet Nam

Mike Luz

Preparing for Emerging Futures of

Viet Nam

Discussion: Action Scenarios and Options

3:00 p.m. onward

Course Synthesis

Closing Ceremonies

Mike LuzWTO = World Trade Organization.

Appendix 4

188


25–29 October 2010


Rating Scale:


Part 1: Scoring

Item

Rating

Average1 2 3 4 5

1. General evaluation of the course 11 29 4.73

2. Relevance of course to participants 1 15 25 4.59

3. Training program

Course structure 2 21 18 4.39

Course duration 1 3 8 18 11 3.85

Daily schedule 24 17 4.41

4. Content of training

Quality of lectures 13 28 4.68

Quality of reference material 7 20 14 4.17

Quality of discussion sessions 7 27 7 4.00

5. Training method

Combination of theory and practice 3 15 23 4.49

Combination of lecture and discussion 2 20 19 4.41


Ging De Guzman 3 38 4.93

Edel Guiza 2 10 29 4.66

Mario G. Lopez 14 27 4.66

Interpreters 3 37 4.93

7. Logistics

Studying and working conditions 7 34 4.83

Accommodations and transport 2 11 25 4.61

Overall rating 1 3 3 12 22 4.25

Appendix 4

189


Item Comments

1 General evaluation of the course

• The course duration should be longer (3 comments).• More materials should have been provided (2 comments).• More factual experiences should be supplemented. • More participants from the south should have been invited. • The training course should be delivered to more officials.

2 Relevance of course

3 Training Program

• The timetable should be from 8:00 a.m. to 11:00 a.m. for morning classes and from 1:30 p.m. to 4:30 p.m. for afternoon classes (2 comments).

• Discussion time was inadequate in some sessions (3 comments).• Participants should have free time for sightseeing in Ha Noi.


• The training course should include 10 days in Ha Noi and 6–7 days for field trips abroad.

• Some materials in English and Vietnamese were not consistent. • Materials should be arranged in a more orderly fashion and detailed in

the training folder (2 comments).5 Training

methodology• Some participants were not familiar with the new ways of studying;

therefore, they should have been provided with specific instruction in advance.

• The training course should be more efficiently managed. • Field trips should be included.


• Technical terms should be more correctly translated. • Lecturers should have provided examples and demonstrations related to

Viet Nam. • Lecturers were very friendly and open. • Interpreters were excellent.

7 Logistics

8 Others

Positives • Suitable training contents (13 comments)• Logically designed training program (2 comments)• Practical knowledge that is useful and related to work (12 comments)• Organization and logistics (4 comments)• Lecturers (knowledgeable, experienced, enthusiastic, responsible)

(24 comments)• Teaching method (2 comments)• Quality of the lectures • Teaching method by Dr. Guzman


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190

Item Comments

• Discussion sessions and discussion evaluation• Theory related to reality (2 comments)• Interpreters (9 comments)• Facilities (12 comments)• Logistics (3 comments)• Comparison of styles of management and leadership between Viet Nam

and other countries • Improved understanding of new leadership tools• Learning working methods of international lecturers • Materials

Negatives • Materials were not in good order (7 comments).• Short duration (10 comments)• Field trips should be made (3 comments).• No parking lot for participants • Timetable and structure of the training course were unreasonable.• Inadequate training materials (2 comments)• Accommodations and travel (e.g., short lunch break) (3 comments)• Some lectures were not very relevant to discussed topics.• Stricter management of participants (some participants came to class late

and did not keep their mobile phones silenced) (2 comments)• Limited time for discussion on Viet Nam’s situation • Theory was not applied to reality.• Lecturers should come from different organizations.• Study tours to public agencies should be made.• Games should be played to make the lectures more interesting.• Timetable• Participants should not have been allowed to bring coffee and food

into class.• Extra activities should be provided.• Case studies in Viet Nam should have been provided for discussion

and evaluation.• Participants were not on the same levels. • Questions raised by some participants were not very relevant. • A report to be written by participants should be required at the end of

the course. • A class management board should be established to monitor class

activities.• The participants did not have a chance to demonstrate their capabilities.• No case studies provided in the previous classes were introduced.

Table: continued

191

Appendix 5

JAPAN FUND FOR PUBLIC POLICY TRAINING (ADMINISTERED BY THE ASIAN DEVELOPMENT BANK)

INDEPENDENT AUDITORS' REPORT AND FINANCIAL STATEMENTS

FOR THE YEARS ENDED 31 DECEMBER 2012 AND 2011

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Final Report

Public PolicyTraining

Japan Fund forJapan Fund for Public Policy Training Final Report


The Japan Fund for Public Policy Training was established in March 2004 as a trust fund to enhance developing member countries’ capacity building for public policy management, focusing on regional economies in transition. Since its inception, the Government of Japan has contributed more than $22 million. The country director of the Asian Development Bank’s Viet Nam Resident Mission acted as the program manager of the fund through 2011. The Public Policy Training Program’s training facility in Ha Noi was closed in August 2011 upon completion of planned training programs.

About the Asian Development Bank

ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two-thirds of the world’s poor: 1.7 billion people who live on less than $2 a day, with 828 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration.

Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

Printed in the PhilippinesPrinted on recycled paper

Asian Development Bank6 ADB Avenue, Mandaluyong City1550 Metro Manila, Philippineswww.adb.org

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