PRIVATIZATION AND DEVELOPMENT PROJECT

(PAD)

FIVE-YEAR IMPLEMENTATION PLAN

DRAFT

PRICE WATERHOUSE

INTERNATIONAL PRIVATIZA TION GROUP (IPG)

TABLE OF CONTENTS

PROJECT ORGANIZATION AND STAFFING 1

A. Price Waterhouse Organizational and Oversight Responsibilities 1 B. Project Management Unit 2 C. Project Management and Technical Support Staff 2 D. Technical Advisory Group 3

I ROLE AND RESPONSIBILITIES OF KEY PARTICIPANTS 4

A. Price Waterhouse Consortium 4 B. APRE 4 C. USAID Missions 5 D. Host Country Governments (HCGs) 5 E. Other Parties 5 F. Other Donors 5

I. IMPLEMENTATION PLAN 6

A. Program and Operations 6 1. Purpose 6 2. Marketing Strategy 6 3. Outputs 7

B. Applied Research, Training and Information Dissemination 7 1. Case Studies 7 2. Training Activities 8 3. Information Dissemination 8

C. Project Implementation: Objectives by Year 9 1. Year One 9 2. Years Two to Five 10 3. End of Project Status 12

D. Indicative First-Year Workplan and Schedule 13

PRICE WATERHOUSE LVIERMATIONAL PRIVATIZATION GROUP

(IPG) IMPL.FENTATION PLAN

I. PROJECT ORGANIZZA11ON AND STAFFING

A. Price Waterbunse Organizational and Oversight Responsibilities

Price Waterhouse's Over. r: Group will ensure the overall quality control and financial soundness of the project's deesign and implementation.

Mr. Juan Carlos Acebal, PW"'s Partner-in-Chwge of International Consulting Services, will be the partner responsible fcor overseeing this project. In this capacity, he will carry out the final review of all proecv deliverables (project technical and financial reports) and invoices.

Dr. Auguste Rimpel, PW's £0irector of International Consulting Services, bears the overall Price Waterhouse responsiility for the implementation of the project. He will oversee the project's technical direc on and output quality on an-ongoing basis. Dr. Rimpel will also coordinate the acdvini. undertaken by this project with other PW privatization projects in order to facilitate:, the sharing of information and key lessons learned.

B. Project Maa--meut Unit

Eeraim_- e :

Dr. Roger Leeds, the Exe=:'ve Director, will be responsible for the overall management and strategic direction of the- Project. This will include defining in conjunction with APRE the strategic apprcz,:r, for .he project and establishing target countries. He also bears the overall respons: 'iHi, for ensuring all specific requirements are fulfilled. The Executive Director will leadt :he design and implementation of a marketing strategy that is driven by the Project's s=ztegic approach and focusses on target countries. In addition, he will also serve ass a senior spokesperson for advancing interest and knowledge of privatization aectivities among A.I.D., HCGs and the U.S. business community. Dr. Leeds w .also work with A.I.D. Missions and HCGs to structure USAID's intervention and :c outline proper staffing requirements.

Progwmr and Opermions Director:

Dr. Edgar Harrell, the P: -c=am and Operations Director, will work with the Executive Director in the area of saumegic planning, marketing, and structuring A.I.D.'s

intervention. He will also serve as the primary point of contact for A.I.D. and the subcontractrs ~ad-wfi-tr- the primary responsibility for assembling high quality consulting teams on a quick response basis to carry out project assignments. The Program and Operations Director will also serve as acting Executive Director in the absence of Roger Leed"

Re: Dr.

Dr. Andrew Cao, the Project's Research Director, will be responb for'coordinatiig-­the Consortium's efforts in the area of appHed-usearch/casd_aies, trainingiid­information dissemination. He will be for the repaatiou of analyses which will integrate key lessons learned from pn experience-hich will be disseminated broadly among key privatization participants. He will also be nsib

-for monitorig and evaua-&g privatization pograms and for making recomm~ii7, ns to A.ID. of important areas of further research. Dr. Cao will vork c-lsey-with the Executive and Program and Operations Directors to ensure that work in these areas supports the Project's transaction-oriented strategic approach.

C. Proiect Management and Technical SUDDor Staff

Mr. Mark Camstra, PW Senior Manager for International Consulting Services, will be the Price Waterhouse Senior Manager assigned to this project. Mr. Camstra will have a significant involvement during the start-up phase. Once the start-up phase has been completed and the project has been institutionalized his role will shift to project oversight and quality control. He will oversee the planning, operational and financial aspects of the start-up and implementation phases of the project. Mr. Camstra will also establish and manage contractual arrangements with subcontractors and supervise the institutionalization and the assignment of technical support to the project. In particular, he will assist in the development, implementation, monitoring, and procedures plans. He will also be responsible for familiarizing the Project team with PW philosophy and quality control standards and will serve as a principal liaison between the key personnel and other PW offices. Mr. Camstra will also serve as ongoing liaison between PAD and FSDP and will participate in initial in-country marketing efforts and buy-ins as appropriate.

Jeanne Balcom, the Price Waterhouse Manager assigned to this project, will serve as an additional point of contact for APRE and the Missions. She will also assist in project institutionalization and the development and execution of the implementation, procedures, and monitoring plans as well as establishing project management and control systems. Ms. Balcom will manage the work of other PW technical support staff and interns available for use on the project. In addition, she will serve as the liaison with other PW offices and will participate in marketing trips, buy-ins, and core-funded tasks.

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EXHIBIT I

ORGAINIZATIONAL..

"TECHNICAL ADVISORY

PW OVERSIGHT

Juan Carlos Acebal - APRE N. Samuels Managing Partner, V. Van DyneInternationalConsulting H. Moyer

H. HymanAuguste Rimpel - R. Downer Directorof International Others (TBA)Consulting

INTERNATIONAL PW MANAGEMENT PRIVATIZATION AND TECHNICAL

GROUP SUPPORT STAFF:(Managem ent U nit) !i.i:i:::::. : :: .... : .... .. ...(Management Unit)CUrE DIRECTOR Mark Camstra, Senior Manager

Jeanne Balcom, Manager Laua Barnard, Staff Consultant Other Professional Staff

Roger Leeds

PROGRAM'&OPERATIONS: .... i~i::! :RESEARCH'!iI.; i: !Y.ili

DIRECTOR DIRECTOR

Edgar Harrell Andrew Cao

" To Be Confirmed

I.za Barnard, the Project Administrator and Financial Manager, will be responsible for the day-to-day financial management of the project, for all project invoicing and the generation of the input for the tracking of project finances. Ms. Barnard will also establish and maintain the project files in accordance with Price Waterhouse's comprehensive Guidelines for Engagement Management (GEM) and serve as liaison with A.I.D.'s Contracting Office on contractual matters. She will prepare and/or review proposals related to buy-ins and task orders and will provide administrative support for consultants utilized under this project.

Other technical support staff and interns will be assigned to the project as needed to assist in the preparation of proposals for buy-ins and task orders, to carry out specific core-funded tasks and to provide support for overseas engagements. In order to maximize project cost effectiveness we will use a core staff of interns to carry out a siznificant amount of the back up support for this project.

D. Technical Advi sol GrMu

Price Waterhouse will establish a Technical Advisory Group composed of leading privatization experts that will serve as a valuable resource for determining the project's direction, technical thrusts, and implementation strategies. We anticipate that this group will be composed of eight members, of which five have been included in our proposal. Once [PG reaches agreement with APRE on the composition of this Group, PW will arrange for meetings of the Group with APRE, the Oversight Group, and key project staff approximately two to three times per year as appropriate.

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II. ROLE AND RESPONSIBILITIES OF KEY PARTICIPANTS

A. Price Waterhouse Consortium

1. Prce Watehowe (PW): Price Waterhouse, as Prime Contractor, will assume overall responsibility for the implementation of the Privatization and Development Project. Price Waterhouse has established the International Privatization Group (IPG) specifically to manage the project. [PG will serve as the day-to-day point of contact with A.I.D. on all matters relating to the Project, including the accessing subcontractors and consultants as required. Price Waterhouse will be responsible for ensuring the quality of all engagements undertaken under this project.

Z Subconactm- The subcontractors will be accessed through [PG and will follow standard policies and procedures for A.I.D. engagements established by Price Waterhouse. PW will be responsible for the overall quality of subcontracted assistance. In practice, this would include meetings with subcontracted personnel and briefings by [PG's management team prior to departure to the field, IPG contact with the team/Mission throughout the engagement, and Price Waterhouse's quality control review of each report prior to delivery to the client. Standardization of basic policies and procedures, quality control reviews by the Prime Contractor and the establishment of the Prime Contractor as the central point of contact will result in more efficient delivery of services to A.I.D., a cohesive unified Project identity and approach, and consistency in product quality.

B. AE

IPG will work closely APRE to shape the strategic direction of the Project. This wi~l assist IPG in delivering a consistent message to Missions and other Bureaus regarding this strategic focus. APRE will also assist in marketing the Project within A.ID. and provide PW with key inputs regarding what APRE expects as results from the Project. APRE will also provide important input into the strategy and programming for the project.

C. USAID Missions

The Missions will provide key up-to-date information to [PG regarding the status of the privatization in the Host Country and the Mission's role in this process. This information will assist Price Waterhouse and APRE to better focus project resources and tailor services to meet client needs. Missions will also design scopes of works for

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I:ROLES: AND RESPO]N$IBJLMrES ..OI: KEVR0J2flNAXTIIPNTSI

CNISSIO

PARTICAPANT APRE

WATERHOUSEHRPRICE OTHER PRIVTIZAIONINTENATINALDONORS

S UBCONTRACTORS

contracting project services, ideally in collaboration with [PG. [PG will work closely with the Mission in selecting consultants and building high quality teams. The Missions will also provide important background briefings and logistical support for in-country consulting teams and participate in assignments where possible.

D. Host Country Governments (HCGs)

Host country commitment is critical to the success of any privatization program. This commitment can be gauged by whether the proper legal and institutional framework has been established, the number of transactions the government has completed and/or its willingness to commit to specific near-term transactions. The role of the HCG would be to provide strong and consistent political support to privatization, to maintain a stable macroeconomic environment, to manage public relations effectively, to set up the proper institutional framework, and make available qualified and highly motivated staff to carry out the process. A.I.D. and IPG consultants can support these efforts but cannot substitute for them. The role of this project will be to support developing country efforts by providing the necessary expertise to define strategies, carry out transactions, train HCG personnel, and institutionalize training programs in order that HCG personnel can continue to execute privatization transactions well beyond the life of the project.

E. .Other_.rtie

IPG will be working with a number of other players in the privatization process. IPG places high priority on working with host country institutions to set up training and research centers to support privatization. This will contribute to the sustainability of privatization efforts well beyond the life of the project.

To maximize efforts, the Project will also establish linkages with quality organizations in the U.S. and throughout the developed world to expand the base of information and analysis it can offer A.LD. Missions and HCGs. [PG will also establish important linkages with associations of U.S. businessmen, such as the U.S. Chamber of Commerce, to support its outreach program aimed at making U.S. businesses aware of privatization­related opportunities.

F. Other Donors

The International Monetary Fund, the World Bank and the international Finance Corporation, and to a lesser extent other donor institutions such as the Inter-American Development Bank, play an important role in the privatization process. The World Bank/International Monetary Fund will continue to lead policy dialogue efforts, using their influence related to structural adjustment and financial sector loans to encourage

5

countries to divest state assets. A major priority for [PG is to coordinate efforts with other donors, and within the spectrum of donor-funded assistance to carefully define its niche based on A.I.D.'s comparative advantage. It is important that the donor community work together in support of privatization and deliver a consistent message.

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III. IMPLEMENTATION PLAN

A. Prog-am and Oferations

1. Pwapoe. The main focus of the Privatization and Development Project will be to provide technical assistance to HCGs to carry out transactions. The IPG management believes that technical know-how at the transaction level is the scarce resource in most developing countries leading to delays in privatization implementation. IPG will create a nucleus of technical expertise to work in collaboration with kI.D. and more importantly, HCGs to accelerate the design and implementation of privatization programs that make sound economic and financial sense. IPG is committed to providing a caliber of service that will allow it to be viewed by A.LD, and more generally by the international community, as an important source of high quality, technically competent, and objective assistance for HCGs. Priority attention will be given to Missions and HCGs where there is a clear, demonstrable commitment to privatization implementation in one form or another. Within countries, [PG will focus its assistance on assisting in the divestiture of companies with assets between $5-40 million, which are too small for investment banks or co-financing from sources such as the IFC. The project will be USAID mission-responsive and transaction oriented.

2 Strategr To achieve the above objective, [PG strategy will be:

Proactive:[PG will target countries with a high probability for implementing successful privatization programs. Missions/HCG in this countries will be the focus of IPGs marketing strategy. [PG will also collaborate with APRE, the Missions and the HGCs to define work programs that are operationally feasible, economically and financially defensible and politically acceptable by HGCs;

Responsive: respond to assignments which support project's strategy and are in line with the scope and when capable of responding quickly with personnel who have the requisite expertise to ensure a high quality of service and output;

QualitativelySuperior The demonstration effect associated with providing high quality services that contribute ,o successful privatization programs and transactions will be an integral component of IPG's implementation strategy;

Integrated. transaction-oriented technical assistance will be offered as an integrated package with technical assistance and training.

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3. Output: The technical assistance services provided by [PG will be offered in the form of an integrated package with research and training. [PG's goal is to produce 8 buy-ins and six transactions in the first year and 30-35 buy-ins and 30 transactions, 10 of which are co-financed by the end of the project. Buy-ins should total 3 to 5 million dollars by the end of five years.

B. Applied Research. Training and Information Dissemination

Case suies

1. N The main emphasis of the research activities is on"pos empiricalstudies. Throughout the life of the project, case studies are given the first priority in the research agenda in order to: 1/ support the technical assistance activities based on the lessons learned throughout the world from experiences in various sectors of the economy and different sizes of state-owned enterprises (SOEs); 2/ support the training activities as the case approach would provide practical applications to practitioners in the transactional stage of privatization 3/build a database on transaction characteristics of different privatized SOEs for future empirical studies.

2 Slitegy: Case studies will constitute an integral element of the total package of the transaction buy-ins generated by the operations arm of this project in the form of background studies to be used by the consultants before their strategy planning and implementation. Case studies will also be encouraged to be performed by the Host Country Research & Training Centers (HCT&RCs) in order to help the HCGs to identify the financial status of their SOEs for targeting and privatization, as well as to support [PG in providing transaction-oriented assistance and building its transactions database.

3. Output: The plan is to produce at least 3 case studies per year on the average and the total number of case studies by the fifth year will be between 12-15. Selected case studies will be available in book form.

Tnrng

L P4 Training seminars are intended to strengthen the technical-oe skills required in carrying out the implementation of privatization as well as to advance the interest and knowledge on privatization. IPG training activities are also intended to develop the self-sustainability of the HCGs in order that they may continue to carry out training beyond the life of the project.

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2 StrategV: Seminars will be an integral part of technical assistance (TA). They constitute the preparatory component of the transaction activities by IPG. The users of training will consist of the practitioners but also the trainers who will continue to train their own people even after the project ends.

The training product package will consist of two differentiated items. The policy oriented seminar will cater to the policy makers on privatization and will be conducted in Washington or on a regional basis. The participants will come from all over the world and such variety of countries would promote synergv of lessons learned. The second type of seminars will cater to the practitioners and tend to be highly technical covering the nuts and bolts of privatization writh an emphasis on the transactional stage of the deal such as seminars on SOEs performance evaluation, privatization cost computation, negotiation strategy with foreign investors or private placement strategy of securities. This second type of seminar will be conducted at the regional level and in specific countries. The case approach will be used to stress on the practical aspect of training. Local academic institutions will be involved in training activities in areas such as in the identification of topics, promotion of the training as well as providing local speakers. IPG will continue to develop local training capabilities within host country institutions throughout the project in order to increase the sustainability of training beyond the life of the project.

3. Outaut An annual average of 3 seminars per year will be conducted with a total of 15 by the end of project. It is planned that by the end of the project approximately 10-12 host country training and research centers, capable of carry out in country training and research, will also be developed, building on existing institutions by the project's end.

InAf ation Dim i

Documentation Center

. Reffe Docuaenta " The Documentation Center which contains studies on privatization is accessible to researchers as well as to practitioners of privatization. The studies come from the existing inventory but the acquisition plan is to establish consortium network with the other prominent institutions which deal with privatization in order to increase the number of quality studies.

The reference database for the documentation center will be operative by March 1991. A file on the users characteristics and requests will be maintained and processed periodically in order to determine the circulation volume, the types of users, the types of documents used and those which have been requested but not available at the Center for

9

acquisition plan.

2 Trwzsacion DataBase: The Transac-.o- 'laza Base contains the important information on each privatization transaction made ir various countries such as the financial ratios of the SOE being privatized, the size c: =3 personnel, its economic sector, the form of transfer of ownership or the level of devekoypment of the country. In brief, the information pertains to the seller of the SOE, the procuduct being sold, the buyers and the economic environment in which the transa,jon -:takes place.

The Transaction Data Base will be built from existing and fu_.rre transactions and from the case studies provided by the HCR&TCs in various counre&-. It is planned that this product could be commercialized like any other data bases on &. subscription basis.

Newsletters, Update Reports & Press R ses

Newsletters, Intermittent Worldwide Cables, and Press Releases- will be targetted to different audiences in order to create the maximum impacts at .alow cosL

The Press Release will cater to the US businessmen who might Dne interested in investing in the privatized SOEs. The Project will also publish a news!etr=er at the end of each year. The newsletter be targeted for A.I.D. Missions and Bureamus and will highlight important project activities, key research findings, and lessos learned under the project. Worldwide cables will be sent to the A.I.D missions intermiretterly, between issues of the newsletter, to inform them about key developments under the luroject.

C. Project Implementation: Objectives by Year

ln~tdudtion.-

We have outlined below a five-year implementation plan for thee Privatization and Development Project. This plan defines in detail a one-year i--.lementation plan as specific end of project goals. For the intermediate years we avae suggested priorities and mid-term accomplishments that are required for the Prc-e-: to reach these goals.

. Year One.-

Our primary objectives for the first six months of the Privatizamncon and Development project are:

to reach agreement with A.,.D. on the goals of the project and on an implementation plan that will achieve these goals;

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to define the breadth and depth of the potential market for the services provided under the Privatization and Development Project; and

to organize and staff IPG and to establish a clear delineation of roles, responsibilities, and relationships between and among PW/IPG, A.I.D, and USAID missions that will allow IPG to carry out the agreed-upon strategy smoothly and effectively.

In order to realize the objectives of the initial start-up phase, IPG will focus its efforts on establishing lines of communication, marketing in targeted countries, and testing IPG 's initial strategy. In this regard, we wish to test preliminarily the Project' s ability to engage HCGs and A.I.D. Missions in transaction-oriented privatization efforts. We would also like to test the receptivity of Missions/HCGs to integrating empirical work, such as case studies and training efforts utilizing Host Country ResearchJnstitutes: with the transaction-related programs and operations. -

We suggest that PW/IPG and A.I.D. formally review this initial implementation plan at the end of six months. This would allow us to review the Project' s strategy and results to date and to make any necessary adjustments.

We expect that project activity as a result of a proactive and focussed strategy will accelerate during the second half of 1991. By the end of the Project Is first year in operation we expect to have completed negotiations for 8 buy-ins and six transactions and to have identified a number of additional opportunities for transaction-related technical assistance. IPG also plans to carry out, on an integrated basis with its technical assistance activities, three training sessions and four case studies and to have established relationships with three developing country institutions who could cooperate in future training and research.

2 Yeas Two to Fivc

a. January1992 to December 1992

By the second year we expect that communications between PW/IPG and APRE will be highly effective and mutually supporting and that buy-ins will become increasingly large and cost effective. By December 1992 the Project aims to have achieved half of its end­of project targets.

The principal goals for 1992 will be to:

Reevaluate the market for IPG services and adjust our marketing efforts accordingly

Measure the Project' s success in assisting Missions to define their buy-in

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programs and to move them towards more transaction-oriented interventions

Integrate the three principal project activities - operations, training and research

Assess [PG progress to date in delivering high quality consultants, producing relevant and high quality case studies, developing cooperative relations with developing country institutions to undertake training in privatization, and building a widely used and accessible documentation center

b. January to December 1993

We will undertake an outside evaluation of the progress of the project in late 1992/early 1993. This evaluation will serve as an important management tool IPG to revise strategy and programs if necessary and to reassess what can be reasonably achieved by December 1994 (see procedures plan for evaluation methodology).

If our initial strategy was successful within the A.I.D. context, we expect that:

the proportion of transaction-related to more general strategy-oriented technical assistance will increase substantially

co-financing with non-A.I.D. groups will increase

cooperation with the U.S. business community will be strengthened

integration between operations, training and research will be well­established

training and research programs will begin to be conducted by affiliated developing country entities

the documentation center will be widely used, accessible and an important sources of information on privatization

the targets set for December 1995 will be 75% achieved

c. January to December 1994

By 1994, IPG programs should consist primarily of transaction-related assistance which

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should be fully integrated r-iz and=- research. These programs should also be carried out jointly with non-ALL., groups. We expect that most of the end of project targets will be met by Decenmle!, 1994. We will conduct a second internal management evaluation at that time.

d. Jamtcry to December 1995

The Project will become more _ntegrated with private sector development, particularly financial markets developme.. Mhe financing will come predominantly from co­financiers outside of A.I.D.Damnng this year the overall impact of the project will be assessed in terms of results a,:L-eved, cost effectiveness, dissemination of experience and sustainability by host countm .amtitutions.

3. End of f Status

We expect the Project to have

* 35-45 completed buy-is- totaling S3-5 million

a 30 successfully comple:-"e2: transactions of which 10 are co-financed

* Success in privatizing a nmmber of companies with assets in the $5-40 million range which are too sailll for investment bankers and potential co-financing with IFC

* 12-15 completed case srundies, a number of which are available in book form

0 10-12 existing develoip -country entities capable of conducting in-country training based on cou.-.e, - prepared jointly with IPG

* Course materials: videos- slides, etc. available to institutes, USAID Missions and others

0 Integrated approach :: -:rsearch,training and operations developed and accepted by A.I.D. and other dzcc. agencies.

0 Regular parallel and x--nancing with clients, investment banks, and financial institutions such as tte _7-QC, ADB, IBRD

0 Superior roster of comsuiats

Privatization viewed as a-- means to increase efficiency and productivity and thus as an important elenm of ifndustrial strategy and private sector development in Central European an: -'eveloping countries (measured by the movement of

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countries from Category I&H to Categories I-&IV).

Widely used and accessible Documentation Center with useful information for privatization practitioners

These objectives will be adjusted and refined on an annual basis.

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KEY PROJECT TARGETS

FIRST YEAR KEY PROJECrTASKS TARGETS

Buy-Ins 8

Transactions 6

Other Assignments 6

Training Courses 3

Case Studies . (4

Affiliated Country Research and Training Center 3

Mechanism for monitoring and evaluating privatization programs 1

Speeches among U.S. business groups 2

Newsletter 1

Documentation Center 1

Co-Financing (non-A.I.D.) 2

Framework for identifying target countries 1

Marketing trips 6

EXHIBIT III

AVERAGE

ANNUAL OUTPUT

6-7

4-5

5

3

2-3

FIVE-YEAR TARGETS

30-35

24-30

25

15

12-15

2-3 10-12

-

2

1

-

2

1

10

5

1

10

4-5

1

20-25

D. Indicative First-Year Worlklan and Schedule

JWlUMy 1991

Meet with A.I.D.; present draft announcement cable; meet with AA/APRE Henrietta Holsman; take picture for .FronLLines (1/7)

Send letters and begin discussions with the Subcontractors (1/10)

Obtain and review material from Center for Privatization. Assess need for hiring consultant to design documentation center. (1/14-18)

Develop draft framework for identifying target countries (1/14-31)

Draft methodology for monitoring and evaluating privatization efforts in A.ID. and other donor countries (1/14-31)

Review files of consultants used by Price Waterhouse, IPG management and the Center for Privatization and begin building database for IPG (1/14-31)

Initiate institutionalization of IPG, allocate office space, order computers, transfer Center for Privatization computers/ furniture, assign staff, define roles and responsibilities and procedures, establish budgets (1/14-31)

Develop financial management systems and procedures

Fax draft implementation plan to Executive Director for review; send shortened version of the cable (1/16)

Complete draft press release; APRE sends longer version of the announcement

cable on project to field (1/17)

Assign staff to prepare draft brochure and two-page, interim handout on [PG (1/17)

PW/IPG reviews draft implementation plan (1/21)

PWiIPG team meets at A.I.D.; present draft 5-year implementation plan; discuss marketing opportunities in Eastern Europe, initial target countries and the status of the cables (1/22)

Submit Monitoring and Procedures Plans to APRE; discuss implementation plan (1/22-25)

Discuss Monitoring and Procedures Plans with APRE (1/28-31)

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Febrariy 1991

Executive Director in place full-time

Preliminarily target countries based on IPG analytical framework.

Effect two marketing trips (possibilities: Eastern Europe, Far East)

Identify two transactions and begin negotiations on two A.I.D. buy-ins

Meet with Assistant Administrators and Private Sector Officers of AI.D.regional bureaus

Draft flexible contracting procedures to discuss with A.I.D.

Research Director meets with the Research and Training Directors of other Washington-based donors, i.e. World Bank, Inter-American Development Bank, etc.

Move documentation center; set up library; develop staffing and acquisition plan

Prepare draft brochure

Implement data retrieval system and make consultant database operational

Finalize role definition for two advisory boards and review list of board members with APRE

Draft IPG strategy paper

Attend first A.I.D. Mission Directors' meeting (2/11-14)

Identify at least two speaking engagements with American business gioups"io define opportunities for them to actively joining PW/IPG/AI.D. in this project.. -Finalize subcontracting arrangements

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March 1991

Prepare final draft of strategy paper

Identify two new transactions; begin negotiations on one transaction

Identify at least one training opportunity

Draft training course outline

Meet with potential co-financiers of advisory services; e.g., IDB, ADB, IFC/IBRD, EBRD, etc.

Meet with organized groups representing U.S. business

Begin negotiations on two additional mission buy-ins

Target country/region and effect marketing trip (possibly Asia: Indonesia/Thailand/Philippines/Sri Lanka)

Finalize and mail brochures with appropriate cover letter

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Apil 1991

Forward first quarterly report to A.I.D. and review progress to date

Identify two case studies and case writers; draft terms of reference

Identify two new transactions; Complete negotiations on terms of reference and selection of consultants for two transactions

Complete negotiations on two non-transaction assignments

Establish relations with first developing country institute for research and training

Begin to fully utilize system for targeting A.I.D. countries

Fourth Marketing trip; identify two buy-in opportunities; complete negotiations on two.

Research Director presents paper on "Target Selection of SOEs Modeling for Privatizauoa" at the Institute for InternationalICompetitiveness }...

Identify second training opportunity

Establish objective, target audience, and content for the newsletter

Transaction database plan which includes data variables, format, and usage software

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May 1991 Identify two new transactions

Establish documentation center mailing list

Make decisions regarding any additions to core staff for first year activities

Contract two case studies

First meeting of advisory boards

First training session

Complete negotiations on two buy-ins

Identify second affiliated developing country institution for research and training

Identify and negotiate first non-A..D. co-financing assignment

June 1991 Revise 5-year implementation plan based on information gained during the first six months of the Project

Revise IPG strategy

Deliver second quarterly report delivered to AiD.

Attend second Mission Directors, conference

Draft marketing strategy and procedures for IPG fund-raising

Identify two additional transactions; complete negotiations on two transactions

Complete negotiations for two non-transaction assignments and two buy-ins

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July 1991

Review communications between PW/IPG-Missions-APRE

Issue [PG strategy paper

Identify third training opportunity and carry out second training session

Establish procedures for assessing the documentation center

Fifth marketing trip; identify two new buy-in opportunities

Identify first integrated program opportunity (operational/case study/training)

AIW t 1991

Establish format and outline for newsletter

Complete analysis of countries for potential privatization opportunities based on analytical framework

Complete framework for monitoring and evaluating privatization programs

September 1991

Finalize topics and begin drafting the newsletter

Establish relationships with the third developing country research institute

Third cas study contracted

Complete negotiations on two transactions, two buy-ins, and two non-transaction assignments

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October 1991

Sixth marketing trip

Mis, "on Directors' meeting

Identify 2 additional buy-in and two transactions

Establish mailing list for the newsletter, building on FSDP database

Initiate implementation of the Transaction Database

November 1991

Issue newsletter

Identify two additional buy-ins and two transactions

Carry out third training session

December 1991

Publish Article in FrontLin progress to date

Publish Article in American Chamberof Commerce magazine

PublishArticle in Wal Street Journal

Advisory Board meeting

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