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The Response of Lao Government to Chinese Investments in the Service Sectors of Namtha District, Luang Namtha Province, Lao PDR

The Response of Lao Government to Chinese Investments in the Service Sectors of Namtha District, Luang Namtha Province, Lao PDR

Category: Research Working Paper Series (MINZAs)
Year: 2012
Link: Download

Written by Mekong Institute

Luang Namtha, a province of Lao PDR, shares borders with China. Hence, Chinese investment has been expanding to Luang Namtha province in agricultural sector and service sector. Even though, there are five districts in Luang Namtha province, Namtha district is enjoying the most active investment and was chosen to be the bureaucratic center. Hence, this article focuses on investment in service sector especially Chinese investment in Namtha district and on determining the response of Lao government on both central and local government to Chinese investment. The data was collected through participant observation by being a customer in Chinese investment places, by semi-structural interview, and by reviewing involved documentaries and researches.

The result showed that there are key factors that considerably affect the investment decision of the Chinese investors in Namtha district. These factors are as follows: first, the political factor that is the Chinese government policy to northern Lao PDR as the opium replacement policy; second, the economic factor that is higher income from the investment and cost reduction because of changes in location; third, social factor that is infrastructure development and peaceful community in Namtha district; fourth, geographical factor that is the distance between Namtha district and China where Chinese investors can import products from China to Namtha district through international checkpoint and local checkpoint; and lastly, the fact that import products from China are exempted from tax. Since Chinese investment in service sectors have been expanding in Namtha district, this has positive and negative effects. There are more income resources for local people but it has changed their way of life, especially that of teenagers in local community. Teenagers, even younger than 18 years old were allowed entry to the clubs which generated a lot of noise pollution affecting residential areas.

From these impacts, the response of Lao's government is a strategic plan formulated through the 5th Socio-Economic plan and an investment law. It also allowed the local government to make a decision on general investment in order to lower difficulties. The roles of local governments allow Chinese investment in general business, registering legal entities, supporting one-door policy in provincial level, and withholding the general business. For the future trend on Chinese investment in service sector, there will be a continuing expansion as long as Lao's government supports Chinese investment in agricultural sector and tourism.

However, Lao's government faces some challenges such as the lack of budget to divide land between Chinese investors. This is also a negative impact towards natural resources and in the preservation of Lao culture from globalization.


MITIF Glossary

MITIF Glossary

Category: Trade and Investment Facilitation
Year: 2012
Link: Download

Written by Mekong Institute

There arent many people outside of MI who fully understand the challenges we had
to overcome in order to develop this glossary handbook. This project has taken many shapes
and forms, and has been renamed countless times. But despite all of our struggles, we all
knew it had to be done.

We knew that this book could contribute greatly and enhance the learning experience
of our participants. Knowing that we could make a difference was the core motivation to push
us forward and finally complete it.

I am telling you this, because this is no ordinary glossary. We didnt go so far just to
create an everyday book. As a matter of fact, this book you are holding is a glossary and
training manual all in one. Not only will you learn new terms from this book, but also learn
how to teach others the new terms youve learned through an already tried and tested lesson
plan.

So I urge you my dear readers to please use this book for what it was meant for: To
learn, teach others what youve learned, and expand what you have all learned together. For
this book was meant to be more than just a reference material, and with you as a user, the
potential can be limitless.

It has been a long road for all of us, and I personally still cant believe it is finally
finished. We all went so far to make this happen, but only those who go too far can truly
know how far they can go.


Structure Learning Visit on Farming Systems in Thailand

Structure Learning Visit on Farming Systems in Thailand

Category: Completion Reports, Agricultural Development and Commercialization
Year: 2012

Written by Mekong Institute

The Northern Uplands Rice-Based Farming Systems Research Project (NURiFaR), and Mekong Institute (MI) agreed to collaborate on a specific project to develop partnership and promote cooperation between the two parties. A five-day Structured Learning Visit on Farming Systems in Thailand was conducted from January 24 to 28, 2012 for 19 Lao government officials of Ministry of Agriculture and Forestry, Lao PDR. The Structured Learning Visit aims to study Thailands Northeast Sufficiency Economy farming systems as well as the farming systems of rice, maize and peanut in Thailand.


Three MI facilitators were involved in organizing the program, facilitating discussions, and sharing experiences with the participants. The participants visited six places in Khon Kaen province and one place in Saraburi province, Thailand in order to enhance their understanding on the program contents and to apply the principles, processes, structures, and best practices learned during the entire visit. At the end of the Structured Learning Visit, the participants presented their reflections on the visit.


The results of the evaluation showed that the Structured Learning Visit was successful both in terms of program design and contents, as well as the overall organization and management. However, there were some suggestions for improvement on time management and quality of the bus.


The participants also indicated further training needs on: the principle of establishment of cooperatives and farmer groups, the process agricultural production including producing, processing and marketing, the indigenous knowledge from successful farmers, and the breeding techniques of rice and corn.


Research Methodology for Master's Degree Students in CLMT (MINZAS Scholars)

Research Methodology for Master's Degree Students in CLMT (MINZAS Scholars)

Category: Completion Reports
Year: 2012

Written by Mekong Institute

The Training Program on Research Methodology was conducted at the MI Residential Training Center, Khon Kaen, Thailand from February 2-29, 2012. The training course is a part of the Mekong Institute New Zealand Ambassador Scholarship (MINZAS) Program under the New Zealand Aid Programme of the New Zealand Embassy in Bangkok, Thailand. The training was designed and delivered using a modular training approach where participants went through three progressive stages: a) Learn to do the participants were provided knowledge on concepts, techniques and tools to be employed; b) Do to learn the participants applied what they learned in their work assignments with proper coaching from assigned MI advisors; and c) Share to learn participants got an opportunity to present their group works/findings and share their learning experiences and lessons learned.


Upon the completion of the four-week training course, all participants developed a research proposal that incorporates the knowledge and skills acquired on problem identification, defining research objectives, formulating research hypotheses and developing a conceptual/theoretical framework. A concrete research plan for their Masters Degree thesis research, with accompanying work plan and budgetary requirements, were also prepared.


Twelve Masters Degree students from four GMS countries (Cambodia, Laos, Myanmar, and Thailand) attended the training course. One external resource person was invited to provide lectures, facilitate discussions, and guide the participants throughout the entire process of proposal development together with three other internal resource persons from MI. The training was conducted in a challenging maner. Each research topic (proposal) has been hotly discussed, corrected, narrowed down and changed. However, at the end of the training program, with the help from MI internal advisors, all the participants completed the training course successfully and came up with a clear research proposal for their Masters Degree thesis.


The results of the overall evaluation for this learning program revealed that the participants were highly satisfied with the program contents, resource persons, recreational activities as well as training management and delivery. The sessions of the program were rated as useful by the participants and their acquired knowledge and skills could be applied in their Masters Degree thesis research. Moreover, throughout the four-week intensive learning course, the participants developed friendships and established networks among GMS researchers which is one of the objectives of MI in promoting regional cooperation.


Though the participants were highly satisfied with the learning program, several comments were provided by them for further program improvement. These comments touched on the limited time for topics/lessions, the English language, data analyzing, group discussions, concrete examples, and field visits.


Workshop cum structureed Learning Visit on Agriculture Sector Value Chains and SME Export Consortia

Workshop cum structureed Learning Visit on Agriculture Sector Value Chains and SME Export Consortia

Category: Completion Reports, Agricultural Development and Commercialization
Year: 2012

Written by Mekong Institute

Under the project on Enhancing Provincial and Local Chambers of Commerce Capacities in Trade and Investment Facilitation along East-West Economic Corridor, the Mekong Institute (MI) in collaboration with Japan ASEAN Integration Fund (JAIF) conducted a five-day Workshop cum Structured Learning Visit on Agriculture Sector Value Chains and SME Export Consortia from 26 to 30 March 2012. The workshop was held at Mekong Institute Residential Training Center, Khon Kaen City and the structured learning visits was arranged to study agriculture value chains in Nakhon Ratchasima and Export Consortia in Central Provinces of Thailand.


The training was attended by 25 participants comprising of executive members of CCIs, SME processors and business owners from Lao PDR, Myanmar, Thailand and Vietnam.

The structured learning visit aims to encourage small scale agricultural production groups to add value to their products and connect the SMEs into Regional Value Chains through collaboration and business tie ups to form export consortiums.


Five MI facilitators were involved in organizing the program, facilitating discussions and sharing experiences with the participants. The participants visited Nakhon Ratchsima, Ayutthaya, Nakornpathom and Bangkok provinces in Thailand and interacted with potential investors and shared experiences to identify business prospects. At the end of the Structured Learning Visit, the participants presented their reflections on the visit.

To understand the effectiveness and challenges of the workshop, different evaluation methods were employed for assessment. The result of the evaluation shows that participants were highly satisfied with the program. They also regarded the resource persons as effective in helping them to understand the contents of the training.


From the result of the pre- and post-training self-evaluation, it is clear that there is significant improvement participants knowledge in agricultural value chain and SME cluster development. Therefore, the training is considered achieving its objectives the fact which is also proved by the result of workshop evaluation. (Please see evaluation part of the report for details).


The results of the evaluation showed that the workshop was successful both in terms of program design and contents and overall organization and management. According to the participants, such a program should be organized more frequently in the future.



Transboundary Water Conflict Management and Negotiation Skills  in the Mekong Context

Transboundary Water Conflict Management and Negotiation Skills in the Mekong Context

Category: Completion Reports, Agricultural Development and Commercialization
Year: 2012

Written by Mekong Institute

Component 3 of the Flood Management and Mitigation Programme focuses on enhancing MRC Cooperation and capacity in facilitating and coordinating the process of addressing differences on transboundary issues in general and transboundary flood issues in particular based on the needs of individual parties. The overall objectives were awareness raising, knowledge and skills building on addressing differences and disputes, transboundary flood issues and strengthening cooperation.

The Capacity Building Programme has been implemented during the period 2009-2011, in which the Phase I organised training workshops and exchange study visits to GMS and Europe. Phase II organized training workshops and pilot study which aimed at applying knowledge and skills gained from the training workshops.


Following the completion of the Phase II, a test of Phase III has been initiated by enabling the National University/ Academic Institute of MRC member countries, with the assistance of the International Consultant from UNESCO-IHE to conduct a National Training Workshop for the representatives of NMCs and its relevant Line Agencies.


The evaluation results of this test will be used for a full-fledged Phase III design and implementation.


Regional Training Program on Improving Food Quality and Safety Through Good Agricultural and Posthavest Practices in Fresh Produce

Regional Training Program on Improving Food Quality and Safety Through Good Agricultural and Posthavest Practices in Fresh Produce

Category: Completion Reports, Agricultural Development and Commercialization
Year: 2012

Written by Mekong Institute

The Mekong Institute was commissioned by the New Zealand Aid Programme (NZAP) to conduct a ten-day training course on Improving Food Quality and Safety through Good Agricultural and Postharvest Practices in Fresh Produce from May 21 to June 1, 2012. Twenty-eight government officials, private sector staff and NGO from Cambodia, China, Lao PDR, Myanmar, Thailand and Vietnam participated in the training program. The course objective is to improve participants understanding of the importance of Good Agricultural (GAP) and Postharvest Practices in promoting product quality and safety of fruits, vegetables and meats. The course was held at the MI Residential Training Facility in Khon Kaen Province with four structured learning visits in Khon Kaen and Nakhon Pathom Provinces of Thailand

The training course was designed and delivered using modular training approach, of which, all participants went through three progressive stages: a) Learn to do training on concepts, techniques and tools; b) Do to learn participants are required to apply what they have learned in their work assignment with proper coaching from assigned advisors; and c) Share to learn participants will have an opportunity to present their group works/findings and share their learning experiences and lessons learned.

There were four resource persons who contributed to the design and delivery of the lectures in the training course, namely: a) Mrs. Bussara Chankaewmanee, Agriculture Senior Expert and b) Dr. Amara Chinaphuti, Senior Expert Agricultural Scientist (Post-harvest) from Post-Harvest & Products Processing Research & Development Office, Department of Agriculture, Ministry of Agriculture and Cooperative, c) Mr. Anut Visetrojana, SPS Expert, Acting Director of Standards Control Office (SCO), National Bureau of Agricultural Commodity and Food Standards (ACFS), and d) Dr. Rosa S. Rolle, Senior Agro-Industries and Post-Harvest Officer, Food and Agriculture Organization (FAO).

The training course was comprised of four interrelated modules. Module 1 on Introduction to Product Quality and Safety illustrated that assurance of good quality and safety of agricultural products was a big challenge and could spell the difference in the countries ability to penetrate foreign markets and in gaining the trust and confidence of consumers. Module 2 on Good Agricultural Practices: Nature and Importance introduced the importance of GAP in ensuring product quality and food safety of agricultural produce. The principles of GAP and its components were discussed and participants shared about the status of GAP development and application in CLMV countries and learn from the experiences of Thailand. Module 3 on Postharvest Handling and Marketing of Fresh Produce introduced the participants to the importance of postharvest handling and management and gave an overview on the postharvest losses in developed and developing countries. The current postharvest technologies and milestones in postharvest loss reduction as well as the processing systems like Good Manufacturing Practices (GMP) were also discussed. Module 4 on GAP Inspection, Certification and Accreditation described the importance of GAP certification and the associated procedures in establishing a national inspection and certification body.

Four structured learning visits were organized for the participants in this course; their understanding of the programs contents was enhanced through different appreciation visits and interaction with enterprises at Sum Sung Safety and Chemical Free Cooperatives and Betagro Company in Khon Kaen Province and SWIFT Company and Kasetsart University-Kamphengsean Campus in Nakhon Pathom Province of Thailand.

The evaluations conducted throughout the course confirmed that the objectives were achieved and the learning program was successful. Most of the participants were very satisfied with the program as shown in the total average rating by participants on the usefulness of the learning program at 4.42 and the overall assessment at 4.39. Using a scale of 1 to 5, this indicated that participants found the training program useful and were satisfied with the program contents and overall training management. All participants appreciated the professionalism of the resource persons, organizing team, and supporting staff. They committed to complete their action plans before the Synthesis and Evaluation Workshop which will be held on November 7-9, 2012.


Project Monitoring and Evaluation in the GMS

Project Monitoring and Evaluation in the GMS

Category: Completion Reports
Year: 2012

Written by Mekong Institute

This Project Monitoring and Evaluation Learning Program was co-designed and delivered by the GMS Phnom Penh Plan for Development Management (PPP) and the Mekong Institute (MI).The program was designed as a deepening and follow up program for alumni of the Phnom Penh Plan who have attended previous learning programs on project management, as well as byproject management practitioners who are civil servants in the GMS countries. The program was conducted from 7 to 18 May, 2012 at the Mekong Institute Residential Training Center, Khon Kaen, Thailand. Overall objectives of this learning program was to develop participants capacity to design, plan and implement effective monitoring and evaluation missions or assignments especially on projects which have transnational or subregional/transboundary implications.


Twenty government official participants from Cambodia, Lao PDR, Myanmar, Thailand and Vietnam attended the learning program. At the end of the learning program, participants developed action plans on how to apply acquired knowledge and skills in the workplace. The
total average rating for attainment of overall program objectives was rated 4.20 - very well attained by the participants. The program was designed and taught by a team of four project management experts. In evaluation, the participants reported that the trainers were qualified, experienced and employed effective training delivery methods.

The program was divided into four modules to simulate the actual phases of doing Project Monitoring and Evaluation (M&E). Module 1 is the course overview, focusing the discussion on the M&E framework, review of the Design Monitoring Framework (DMF) and Work Breakdown Structure (WBS) as basis for doing Project Monitoring and Evaluation. Module 2 is about the principles of M&E, which include Participatory M&E and Stakeholder Analysis. In Module 3, Planning and Implementing M&E covers Quantitative and Qualitative Data Gathering
Tools and Techniques, Data Sampling, Measuring Differences using Before-After and With-Without Analysis, Team Composition, and preparing M&E Implementation Plan. Module 4 is Data Analysis using statistical techniques such as Significance, Necessity and Sufficiency.The module covers also Earned Value Management System, Evaluation using REESI criteria, and Report Writing.


The Program learning methodologies included practical applications of project Monitoring and Evaluation principles, techniques and tools through group exercises and case studies. The overall results of program evaluation show that participants were highly satisfied with the learning contents and methodologies. Outcomes of the program include knowledge and skills gained for professional development. Participants acquired professional skills such as presentation, communication, team, internet research, and professional networking. Based on the feedback received, this report concludes that the learning program was successful. Finally, recommendations for further program improvement are provided in Part 4 of this report.

Simplify and use different case studies highlighting different aspects (social, economic etc.) to make it easier for the participants to apply their theoretical knowledge practically
in the case studies.

Extend the duration of the course schedule, especially the coaching sessions and sharing GMS experiences sessions.

Provide references for the contents of the presentations.

Lecture handouts should be provided in advance.

Field visit should be thoroughly prepared and well planned.

































SME Cluster Development and Export Consortia

SME Cluster Development and Export Consortia

Category: Completion Reports, Trade and Investment Facilitation
Year: 2012

Written by Mekong Institute

The Mekong Institute (MI) conducted a two-week Regional Training Programme on SME Cluster Development and Export Consortia from 14th 25th May, 2012 at its Residential Training Center in Khon Kaen, Thailand. This training programme is part of the three-year project on Capacity Building for the Integration of CLMV Economies into ASEAN Economic Community from 2012-2014, funded by New Zealand Aid Programme (NZAID).


Twenty-nine participants from Cambodia, P.R China, Lao PDR, Myanmar, Thailand and Vietnam (or GMS countries) attended this regional training programme. They were senior or mid level of officials and staff from government departments from Ministry of Industry and Commerce, Trade Promotion Agencies, Chambers of Commerce and Industry, Business Association and business entrepreneurs.


The programme aimed to build capacities of business development service (BDS) providers and SME exporters in key areas in SME cluster development; export model development through export consortia; facilitating access of BDS, cluster mapping, technology adaption, innovation, and integration of SME exporters to regional and global supply chains. It particularly sought to enhance the participants capacities and provide opportunities for them to:


To increase understanding of SME and their significance in the context of AEC 2015;
To facilitate formation of SME clusters and export consortia in the GMS countries;
To promote SME cluster linkages and support their integration to regional and global value chains;
To promote SME cluster linkages to reinforce long-term business cooperation and networking between and among the GMS countries.


The training programme was designed and delivered using a modular training approach in which participants went through three progressive stages : i) Learn to Do training on concepts, techniques and tools to be employed; ii) Do to Learn the participants were required to apply what they learned in their work assignments with proper coaching from assigned advisors; and iii) Share to Learn the participants had an opportunity to present the results of their group work, learning experiences and lessons learned.


Dr. Eduardo Q. Canela, an expert in SME Cluster Development and Export Consortia Formation, delivered lectures, led plenary discussions and shared experiences to the participants. Dr. Masato Abe, an economist officer from UNESCAP in Bangkok, Thailand served as invited resource person on regional SMEs and challenges of ASEAN Economic Community (AEC) in 2015. Mr. Madhurjya Kumar Dutta, an in-house resource person, shared a session on managing the competitiveness a SME cluster and promoting the SME through a formation of export consortia. Dr. Nittana Southiseng also contributed coordinating the programme.


The training programme was delivered on four inter-related modules:


Module 1: Concepts and principles of SME cluster in enhancing the SME development in GMS. Types, service, size, tools and approaches for developing SME cluster were presented.


Module 2: Importance of SMEs in the context of ASEAN Economic Community (AEC) in 2015 was included. Participants attentions were drawn intensively on the importance of integration of AEC framework and SME development.


Module 3: Key elements for preparing SME cluster development plan was key focus of this module. This emphasized on preparing the SME cluster development plan (includes setting visions and objectives, and identifying prospective market, products and services, value chain and cluster operation plan, technology and facilities, pattern of cluster and marketing plan etc).


Module 4: Strategies and methods in managing cluster competitiveness to ensure the SME clusters survival and growth were key elements of this module. This module addressed marketing strategies in building trust among the cluster members, effective market linkages, e-marketing, branding and participation in trade fairs.


As part of the training requirements, the participants developed action plans on building capacity for SME cluster development and export consortia formation. The action plans, will be jointly implemented within the frame of six months during June November 2012.


The programme evaluation results revealed a high level of satisfaction among the participants. Participants also provided with recommendations for trainings in the future including (i) adding technical sessions on sustainable SME cluster development and export consortia formation, (ii) introducing discussants that have practical experience and initiatives in developing SME cluster, (iii) allocating adequate time for discussion during field visits as well as for developing the action plans.








Development Project Management

Development Project Management

Category: Completion Reports
Year: 2012

Written by Mekong Institute

The Mekong Institute organized a two-week training course on Development Project Management from 21 May 1 June 2012 at MIs residential training center in Khon Kaen, Thailand. Twenty-nine participants from four Ministries of the Royal Government of Cambodia attended the training. This training was designed to build capacity of Cambodian government agencies, mid-level to senior government officials, to implement effectively on development project management. The training was funded by Thailand International Development and Cooperation Agency (TICA) under the 11th Project of Academic Cooperation between Thailand and Cambodia.

The training course covered five modules; (i) Setting the Context and Expectations; (ii) Project Initiation: Project Conceptualization and Identification; (iii) Project Planning and Design; (iv) Project Implementation, Monitoring, Controlling, and Evaluation; and (v) Project Completion. These five modules were designed and delivered by using participatory approaches where participants went through three progressive stages of 1- Learn to do, the participants were provided knowledge on basic concepts and tools to be employed; 2- Do to learn, after completing deliberation on the concept and tools, the participants were given assignments to identify, design and formulate a real or hypothetical development project/program. During this implementation stage, the working group members were required to consult with the assigned trainer/mentor regularly; and 3- Share to learn, participants got opportunities to present their group work and share their experiences to co-participants and facilitators.

In addition, the participants were given the opportunity to appreciate the acquired knowledge and skills from real situation by visiting villages, farmer cooperative, producer organization and a company in Thailand which considered project management as key to their success. The results of the overall evaluation for this training program revealed that the participants were very satisfied with the course content and found the topics covered highly relevant to their work. Moreover, participants highly appreciated the facilitators and the training methods used. Participants also rated score at very good for opportunity to discuss with the host communities, village leaders, farmers cooperative and private company to learn from the success and extensive experiences of these organizations. During the two-week training course, the participants developed friendships and established network among professionals from different Ministries.