Publications

Written by Mekong Institute

First and foremost, we would like to express our gratitude to the participants from the MRCs member countries and dialogue partners China and Myanmar, who contributed to the success of IWRM-Batch 7 learning program.

We would also like to thank the MRC Guest Speakers: Mr. Gavin Edward Quibell, Dr. Vitoon Virayasakultorn, Mr. Ton Lennearts, Dr. Thim Ly, Mr. Chavalit Vidthayanon, Ms. Amphavanh Sisouvanh, and WREA Guest Speaker: Mr. Manfred Fisher for providing the technical knowledge, enthusiasm in teaching, and guidance throughout their sessions.

The cooperation and support of the project staff and all stakeholders of the Nam Ton Project are all deeply appreciated as well. They have shared their valuable time to enlighten us with their thoughts and experiences.

We also deeply thank Ms. Vu Thu Hong, ICBP Coordinator, and Ms. Le Thi Mai Huong, IWRM Programme Officer, ICBP-MRC, for their active participation in the design of this program and full support given to the MI team, including Ms. Soukouman Viravong, Administrative Assistant, ICBP-MRC for her great help and assistance.

And lastly, we would like to express our sincere appreciation to the Mekong River Commission for the financial support and for making the learning program possible

Written by Mekong Institute

The Mekong Institute and the International Institute for Trade and Development (ITD) jointly conducted a two-week workshop-cum Structured Learning Visit (SLV) entitled, SME Biz Network and ASEAN Gateway.

The workshop was scheduled in two phases; 2-6 July 2012 and 9-13 July 2012. As part of the workshop, SLVs were organized to SME Clusters in the various provinces of Northeastern Thailand and Savannakhet province of Lao PDR.

On these visits, participants learned first-hand about best practices, established valuable business networks, and identified business opportunities in Khon Kaen, Mukdahan, Nakhon Ratchasima and Surin provinces in Thailand and Savannakhet province in Lao PDR.

The workshop-cum SLV was attended by 111 participants, comprising of mid-to-senior level officers from concerned government agencies and SMEs owners from the Northeastern region of Thailand. The workshop was designed to expose various stakeholders, decision makers, and local SMEs owners to trade and investment opportunities in Northeast Thailand and Lao.

Twenty-seven presenters / lecturers including ITD and MI facilitators conducted workshops consisting of discussion and experience sharing forums. Plenary and deliberation sessions were held on the current state of SMEs, business development services, and state policies and regulations relating to AEC integration preparation in 2015.

A number of participatory learning methodology methods were employed during the workshops in order to assist participants in achieving their ultimate learning goals. Participants were required to jointly develop business action plans, which upon the completion of the workshop, were formulated and shared. In total, eleven joint business action plans were formulated.

The evaluation of participants conducted upon conclusion of the workshops strongly indicated that the program was a success in terms of its design, content, and organization. Results demonstrated that participants had also absorbed the targeted skills and knowledge and revealed a high satisfaction rating. On average, participants awarded the program 4.43 on a scale of 5 (with 5 being the highest possible score). These results strongly suggests that the program, or similar, should be conducted again in the near future.

Written by Mekong Institute

The Mekong Institute has been implementing the regional project entitled “Capacity Development Programme for Integrating CLMV Economies into AEC” since February 2012. The project aims to promote the development of agricultural and SMEs sectors of the new ASEAN members, Cambodia, Lao PDR, Myanmar, and Vietnam, collectively known as CLMV. Farmers, small-scale producers and SMEs are the ultimate targeted beneficiaries of this project. Implementation strategies employed under this project are a) moving farmers from subsistence to commercial farming by introducing GAP and Postharvest Practices and promoting crop diversification and contract farming to raise incomes and reduce risks; b) promoting non-farm employment by promoting value-adding agriculture processing activities and the development of SMEs in rural areas; and c) promoting essential trade facilitation and business development services that increase access to good practices, markets, information, finance, and reduce transaction costs.

The project employs modular training approach of which each training course comprises three progressive phases: a) Learn to do – a training course cum structured learning visit, b) Do to learn – participants are required to apply their newly acquired knowledge and skills in their work with technical assistance and back-up support from MI trainers and resource persons and c) Share to learn – participants who have successfully implemented their action plans during the “Do to learn” phase will be invited to a synthesis and evaluation workshop to share their lessons learned and best practices and provide feedback to MI to improve the training program in the future.

Progress Report
In 2012, key outputs can be summarized as follows:

Component A: a) One modular training program on Good Agriculture Practices for 28 participants - 25 from CLMV and 3 from Thailand and China on cost-sharing basis; b) Youth Camp on Modern Farming for 39 agriculture students from 4 universities of CLMV; c) Regional workshop on Developing Viable Seed Industry for 35 participants from CLMV – in collaboration with ADB Institute.

Component B: a) Workshop cum Structured Learning Visit (SLV) on “Cross-border Value Chains of Cabbage from Lao PDR to Thailand” for 18 Lao participants from Champasack Province; and b) Regional Workshop cum Structured Learning Visit on Successful Contract  Farming Models and Cross-Border Trade for 33 participants from CLMV.

Component C: a) One modular training program on SME Cluster Development and Export Consortia for 24 CLMV participants and 8 Thai and Chinese participants – on a cost-sharing basis; and b) Five action researches on forming SME cluster and value chain integration in CLMV and Thailand and one policy brief.

Component D: a) Twenty three participants completed a ToT course on Trade Negotiation and FTAs; b) FTA guide for SME exporters developed.

Component E: a) Eight young researchers completed the first six-month training cycle of Young GMS Professional Program and 10 young researchers of the second batch are currently doing their learning projects at MI and expected to complete their training in April 2013; and b) Twelve masters’ degree students have successfully completed their research requirements under MINZAS and 10 research papers have been publishes as MI Research Working Papers.

Two planned activities could not be implemented in 2012 due to time constraints, i.e. one modular training cycle on Business Research and one Multi-stakeholder forum on GAP and Postharvest Practices. These two activities will be implemented in 2013.

2013 Workplan

The following activities have been planned for 2013
 
A. Improved Agriculture Productivity: Key milestones under this component include one modular training cycle on GAP and Postharvest Practices; four action researches on GAP & Postharvest Practices; a youth camp for forty young smart farmers on modern farming system; and an annual forum to promote regional cooperation and network on GAP and Improved Postharvest Practices.

B. Improved cross-border contract farming management policies and good contract farming practices. Key milestones for this component include a Structured Learning Visit for of Contract Farming practitioners (farmers groups, contractors and government officials) to good contract farming practices; field studies on cross-border value chains mapping and analysis on East-West and Southern Economic Corridors (EWEC and SEC); and field research/case studies on how smallholder farmers can benefit from contract farming and regional and global value chain integration.

C. Increased cross-border SME clusters and improved export network. Key milestones are one modular training program on SME cluster development and export consortia; one modular training cycle on Business Research and Market Intelligence; and a GMS Biz Network and Investor forum. 

D. Increased FTA utilization by SMEs. Key milestones are one ToT program on FTA procedures; one workshop on trade policy development and trade negotiation; and Web portal development to facilitate information sharing and community of practices among public and non-state stakeholders on FTAs and related issues.

E. Enhanced GMS-focused research capacity of young GMS professionals. This year, 11 young GMS professionals will be participating in a six-month training and field research cycle. Twelve master degree students will also be recruited, under MI-New Zealand Ambassador Scholarship Scheme, to participate in a one-year research development cycle which comprises of training in research methodology, conducting field research as part of their theses requirements and participating in a research round table meeting.

The 2nd Mekong Forum will be organized on July 11-12 2013 in collaboration with International Institute for Trade and Development, back-to-back with MI Council Meeting. The objective of this forum is to provide a neutral arena for development practitioners and decision makers from public, private and civil society to have open dialogue and exchange ideas on how to promote equitable and inclusive growth in the GMS. The theme of this Mekong Forum is “Towards more inclusive and equitable growth, GMS”. The results of several researches under this NZAP project will be presented and deliberated at this forum.

Challenges faced during 2012 implementation included a) Limited English proficiency among provincial government officials, SME and farmers leaders, b) Lack of supportive environment for participants to implement their action plan upon return to their original agencies, and c) Limited absorptive capacity of local partners acquiring and practicing participatory-centered training method and in localizing training packages.

To overcome the challenges, MI conducted two baseline surveys and capacity building needs assessments in the last quarter of 2012 to identify local partners who are committed to promoting agriculture value chain integration and SMEs cluster and biz network in CLMV, assess their capacity and develop intervention plan and strategies to build their capacity. MOUs have been signed with committed local partners to localize training packages and replicate MI core learning courses at provincial and border level. It is MI affirmative action to work with and through these local partners in the future to reach the critical masses of capacity building for regional development and cooperation. 

Written by Mekong Institute

Regional cooperation and integration is making headway and the Mekong Region is rapidly moving    towards    a    new    operating    environment.    The    Mekong    countries    (Cambodia,    Lao PDR,    Myanmar,    Thailand    and    Vietnam)    are    part    of    several    cooperation    frameworks, notably ASEAN (Association of Southeast Asian Nations), the ASEAN Free Trade Agreement (AFTA),    and    the    Ayeyawady    Chao    Phraya    Mekong    Economic    Cooperation    Strategy (ACMECS).    The setting up of the ASEAN Economic Community (AEC) by 20I5 will establish ASEAN    as a    single    market    and production    base    with    a free    flow    of    goods,    services    and skilled labor.    Simultaneously, ASEAN has liberalized trade and investment and integration among    ASEAN    under    AFTA.    This    has    resulted    in    the    implementation    of    The    Common Effective Preferential Tariff    (CEPT) system which reduces Tariff rates of all imported goods between ASEAN members to zero (2010    for the    six old members 2015    for the    four new members).    ASEAN    has    also    liberalized    its    trade    and    investment    with    China,    Korea    and Japan (ASEAN + 3) and then with India, New Zealand and Australia (ASEAN + 6). AEC as well as    AFTA    are    envisaged    to    address    development    disparities    and    to    accelerate    the integration of the new ASEAN members, Cambodia, Lao PDR, Myanmar and Vietnam, into the regional community.

In 2010, the Ministerial Meeting of the Friends of the Lower Mekong (FLM) has agreed on the importance of close cooperation among donors and the Mekong Countries to enhance effectiveness,    mobilize resources,    and    promote synergy    of    regional assistance    programs aimed at supporting inclusive, sustainable, and environmentallyresponsible growth. They noted the    importance    of effectively    managing sustainable and equitable    development in the    Mekong    region    and    discussed    challenges    affecting    these    countries    in    a    variety    of sectors,    including    the    environment,    public    health,    social    development,    livelihood,    food security,    education, and infrastructure.    With this, they    acknowledged the    importance    of conducting assistance programs in the Mekong Region in a transparent manner and agreed to    continue    discussion    to    develop    a    sustainable    and    effective    cooperation    mechanism among parties.

1. HanRiver Declaration of Establishing the MekongROK Comprehensive Partnership for Mutual Prosperity The    Republic    of Korea    (ROK) has    long    been    providing Overseas    Development    Assistance (ODA) in the Mekong Region. With its plan to double its ODA in the region by 2015, ROK wants to contribute in Mekong Countries in areas where it can have the greatest impact, preventing    duplicity    and    ineffectiveness    in    its    regional    efforts,    and    underlining    the importance of local ownership in these efforts.

In October 2011, ROK    hosted the    first Foreign Ministers    Meeting between ROK    and the five    Mekong    Countries in    Seoul    and    all    six    Governments    have    agreed    to set    forth    The MekongROK Comprehensive Partnership for Mutual Prosperity(the Partnership) with the following objectives: We    shared    the    view    that    the    Partnership    should    aim    to    promote    friendship    and cooperation between the Mekong region countries and the ROK in a wide range of areas,and thereby:

    deepen    the    ASEANROK    Strategic    Partnership   established    at    the    I3th    ASEANROK Summit held in October 20I0, Hanoi, Viet Nam

    contribute to sustainable development of the Mekong region

    narrow    the    development    gap    within    ASEAN,    accelerate    the    ASEAN    integration    and expedite the process of ASEAN Community building scheduled for the year 20I5

    enhance regional cooperation and community building in East Asia with ASEAN playing a driving force1To move forward, the Foreign Ministers Meeting has tasked the Senior Officials to come up with plan of action to implement the vision set forth in the Declaration.


 

Written by Mekong Institute

This module-based learning strategy anchors on the holistic approach and alternative futuristic concept where each module will be carried out as follows:

Learn to do. Each training module will start with the participatory training sessions where concerned trainees are trained on the concepts, techniques and tools to be employed to accomplish the real tasks of planners. At this cognitive stage, Learner-Centered Instruction applied where the trainer is a leader of a community of learners, devising ways to promote inquiry,higher order thinking, problem solving, higher levels of literacy and engagement. This is a conceptualizing stage which requires the trainer to process and draw on a rich knowledge base of content, methods appropriate to the content, and technology appropriate to the contents.

Do to learn. This competency-based module has been classified as a form of work-based learning. Immediately after the new skill/knowledge have been acquired, the trainees will then carry out their corresponding assignments, i.e., consultative meetings, workshops, instructional courses, etc. During this practicum, the group members are encouraged to consult with the assigned trainer/mentor regularly to ensure that the work is carried out as planned with the agreed process and completeness. This application of "doing" (psychomotor) enables the learner to apply the ideas and concepts expressed as cognitive objectives.

Share to Learn. After the assignment is completed, there will be a synthesis and evaluation session where each individual/ group will have a chance to present their outputs and share the learning/working experience with other individuals/ groups. The presentation will be the actual products of the group work. Lessons learned and practical experiences from the actual applications will be shared and innovative knowledge and skill will emerge and be institutionalized. These affective objectives enables the learner to examine his own perceptons, beliefs, and attitudes about issues.

Altogether there are nine modules and they are-

(1)Setting the Contact and Expectation

(2)Participatory Approach Service Delivery and Principle of Adult Education

(3)Required Core Facilitation Competencies of a Professional Services Organization

(4) Effective Facilitation Skills and Tools

(5)MI Standards Training Program Cycle, Checklist and Communicaton Procedure

(6)Monitoring, Documenting and Reporting Capacity Building Program

(7) Designing and Facilitating SLV, Field trip and Excursion

(8) Finance and Adminstrative Support, and

(9) Integrating Skills and Way Forward

Written by Mekong Institute

The Betagro Group, a Thai agro-industrial company and the Mekong Institute (MI) agreed to collaborate on a four-week Youth Camp and Action Research on "Integrated Swine and Poultry Production" from 11 July-5 August 2011 for 22 Lao and Vietnamese teachers and students. The program was held at the MI Residential Training Centre. Participants were provided practical learning experiences in Betagro's swine and poultry farms in Khon Kaen Province as well as exposure to Betagro's animal health business, feed mill, and food processing factories in Lopburi, Thailand.

The program aimed to establish a knowledge and skills sharing network among selected agricultural schools and colleges in the Greater Mekong Subregion (GMS) countries. It also aimed to create a new set of labor force that is not only equipped with knowledge and skills but is likewise aware of the importance of regional cooperation and integration to support growth and development in the region. The specific objectives of this program were (a) to provide students of the Mekong countries with experiential learning opportunities in integrated swine and poultry production, (b) to expose students to intensive closed system swine and poultry production and (c) to expose students to the training, working and living conditions in a foreign country and interacting with students from different countries.

The results of the evaluation showed that the Youth Camp and Action Research on "Integrated Swine and Poultry Production" was successful both in terms of program design and contents, and overall organization and management. However, there were some suggestions that the Thai language skills of the teachers and students should be uplifted in order to maximize the level of learning. In addition, the gender balance should be considered in order to facilitate the logistics management better.

Written by Mekong Institute

The Mekong Institute (MI) was commissioned by Thailand International Development Cooperation Agency (TICA) to contact a four-week annual regional training program on "Enhancing Entrepreneurship in SME Development and Export Consortia" during 04-20 July 2011 for sixteen participants. They were middle and senior governmental officials, senior managers from Chamber of Commerce and Industries, members of Business Associations and senior entrepreneurs and private sectors from Laos, Myanmar and Vietnam. The program aimed for providing practitioners in the field of SMEs and export promotion with the necessary knowledge and skills to promote export consortia. It particularly sought to enhance the participants' capacities in export promotion by providing opportunities for them to 1) understand the need and importance of SME providing opportunities for them to 1) understand the need and importance of SME clusters and export consortia in the context of SME promotion; 2) become more aware of how to analyze or consider proposed enterprise developemnt policies and strategies in the context of SME cluster for export promotions; and 3) understnad of the steps involved in consortum creation and the factors affecting the creation.

This sought to provide opportunities for the participants to access and consider more effective enterprise from the learning program and facilitate them to meet key people from different countries with an exception that they could develop networking and cooperation in the future, and also enable develop SME development strategies for both private and public organizations in their own countries.

The training course was designed and delivered using a modular training approach where 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 advisers; 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 Canela, an expert in SME Development and Export Consortia Development and Management, delivered lectures and facilitated discussions, and shared experiences to the participants. Two in-house resource persons of Mr. Madhurjya Kumar Dutta and Dr. Nittana Southiseng whose expertise in Trade and Investment Facilitation and SME Management, also contributed in running the program, providing lectures and leading the training program as a whole. Nine strucutred learning visits in Khon Kaen, Nakhon Ratchasima, Nakhon Prathom and Bangkok were conducted to enhance the participants' understanding of the program contents such as the principles, theories, processes and structures from the lectures and then linked them to practices in the field visits.

The training course comprised four inter-related modules:

Module 1: Understanding Concepts of SME Clusters and Export Consortia: To encourage participants to exchange information and experiences on cluster development and export consortia, to allow the participants to have a clearer understanding on the concept of cluster development, products and services and size of SME export consortia in strengthening the enterprise sector.

Module 2: Managing SME Clusters and SME Export Consortia through Field Visits: To orient participants to visit to various business enterprises in Thailand, to provide opportunities of exposure to various entrepreneurial leadership strategies applied in business operations for export consortia in small, medium and large scale enterprises.

Module 3: Strategy for Consortia Development: To present the strategy for consortia development, with special reference to a business plan preparation, as well as to introduce to the consortium developmen in strengthening the SME sector.

Module 4: Interaction on Export Management with Export Consortium: To facilitate the participants to interact with leading agencies (export consortia, SME associations and clusters) to gain experiences on the export business in Thailand.

Results from a range of evaluation methods showed a high satisfaction rating by the participants. However, recommendations for improvement included providing training sessions on fundamental strategies in developing a business plan, specifically a business plan for export consortia, visiting export consortia/export businesses in Thailand, providing more time on developing business plans and export consortia.

Written by Mekong Institute

The Mekong Institute organized a two-week training course on "Strategic and Participatory Planning and Management"from 15-26 August 2011 at MI's training center in Khon Kaen, Thailand. Thirty-five participants from China, Lao PDR, Myanmar and Vietnam attended the program. This practical training aims to help leaders, senior officers and planning staff of government agencies and public enterprises do effective strategic planning through participatory approach.

The training course covered six modules: (i) Importance of Strategic Planning and Meaningful Participation of Stakeholders; (ii) Environmental Analysis; (iii) Establishing Organizational Direction; (iv) Strategy Formulation (v) Implementing Strategic Plan; and (vi) Institutionalizing were designed and delivered by using participatory approaches where the participants went through three progressive stages of 1- "Learn to do", the participants were provided knowledge on basic concepts and tools to and facilitators; and 3- "Share to learn", participants got opportunities to present their group work and share their experiences to co-participants appreciate the acquired knowledge and skills in a real-life situation by visiting companies and villages in Thailand which considered strategic management as key to their success.

The results of the overall evaluation for this learning program revealed that the participants were satisfied with the course content and found the topics covered very relevant to their work. Moreover, they highly appreciated the facilitators and te training methods used. The participants were very satisfied with the field visit and the opportunity given to get the real experience and learn from the organizations' success. During the two-week training course, the participants developed friendships and established network among professionals from different organizations and countries.

Written by Mekong Institute

To support the enhancement of the connectivity in regional economic development and cooperation, the development of transportation infrastructure alone s not enough but it is more important to have competent software which refers to skilled human resources, sound policies, and institutions which drive the economic growth and prosperity of the GMS region. The Mekong Institute, therefore, conducted a rapid capacity building need assessment (CBNA) of the Chamber of Commerce and Industres (CCIs), Business Associations (BAs), Chomber of Commerce (CoC), Federation of Thai Industries (FTI) and public institutios (PIs) which engaged in trade and investment facilitations.

This rapic capacity building need assessment (CBNA) was conducted in May 2011 by MI team. An overaching of this CBNA aimed at assessing a series of core capacity and complementary capacity needs to enhace human resource and institution capacities of local and provincial CCIs, BAs, CoC, FIT, SME associations, and concerned local government agencies in trade and investment facilitation.

For collecting data, the team visted 10 provinces along the NSEC from Chiangmai-Chiangrai-Houyxai (Bokeo)-Laung Namtha and along the CLBEC from Luang Nongkhai-Udonthani. The data of this study obtained from twenty-seven institiutions (both private and public institution agencies), which engaged in trade and investment facilitation activities, namely the Chamber of Commerce and Industres (CCIs), Business Associations (BAs), comber of Commerce (CoC), Federation of Thai Industries (FTI), National Research Institute of the Ministry of Industry and Commerce, Ministry of Planning and Investment, Provicial Office of Industry, Provincial office of COmmerce, and others related public institutions (PIs).

The team employed the triangulation approach, combining desk-top research and mainly the onsite interviews. Semi-structured question guidelines and face-to-face as well as in-depth interviews were used to interview the key executive members.

The assessment study indentified several areas on the basic of scope of the CBNS objectives and semi-strucutred guidelines

1) General information about backgroud, economics, facilities and logistics in each identified province;

2) Assessment of institutions about organizational overview, human resource and development, information management, source of income and colaborative organizations;

3) Assessment of core and complementary capacity building needs in improving the human resource and institutional capacities;

4) Challenges and business opportunities of the institutions and province.

The study indicated that most of the CCIs and BAs confronting with challenges iin promoting trade and investment. They also have constraint in the providing facilitaton in local, provincial, and cross-border trade and investment. These challenges are being faced particularly by the locak and provincial CCIs, BAs and public institutions in the provinces in Laos along the NSEC and CLBEC. Common challenges faced by most institutions were (1) instiutional capacity, and (2) human resource capacity. These challenges are (1) weak institutional capacity with insufficient information, limited networking and collaborative organizations, limited financial base, inadequate neccessary and supporting resources, limited trade and investment promotion activities, inactive participation from business members and incompetent instituions, and (2) unfavorable human resource capacty and development program, namely inadequate number of competent human resource, unvaried and insufficient capacity building development opportunities, and inactive attention and participation of the executives committees within the institutions. Results of the study illustrated that capacity building activities for both private and public institutions engaged in trade and investment facilitation along the target routes on the NSEC and CLBEC are needed. Particularly, the activities which strengthen their core competencies including the complementary capacities which strengthen their core competences including the complementary capacities in order to help them to actively engage in the activities of promoting regional trade and investment along the NSEc and CLBEC.

The study recommended a series of capacity development activities in response to the needs and to address chalenges and constrints of the target institutions, such as 1) conducting a business research and development about business potentials, and products in the provinces, 2) developing a jointly compatible business database of the CCIs and BA's business members and proincial businesses in order to support regional trade and investment facitlitations, 3) organizing policy dialogue and public institutions to jointly organize regional trade fair and investment promotion, investor network meeting, trade exhibition, 5) creating business matching and networking by using the developed business database, 6) providing capability learning programs on organizational management and development, 7) providing facilitating, managing, and marketing trade and investment promotion activities, 8) providing capacity learning program on SME development, 9) providing capacity learning program on Export Promotion and Consortia Development, 10) providing structured learning visits to explore investment and trade opportunities, and to extend networking with the key institutions in the local provinces, and 11) providing learning program on information technology management, and business research and database development.