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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.

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

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.

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 (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.

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

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

The Mekong Institute was commissioned by the German Agency for International Development Cooperation (GIZ) to organize the Structured Learning Visit in Thailand on Regional Rural Development Planning. The programme aimed to expose the Lao Government Officials to the planning procedures in Thailand and equip them with knowledge and relevant ideas which can serve as inputs in the design of the guidelines in preparing the 8th National Socio-Economic Development Plan.

The SLV programme focused on strategic planning and included topics under two broad categories:

Decentralised National Planning in Thailand: Structure, Processes and Participatory Approaches, and

Development Planning Framework: Spatial and Strategic Considerations.

Thirteen Government Officials from relevant departments of Ministry of Planning and Investment and the National Advisor of the GIZ participated in the training. There were seven participants from the Department of Planning, one from the Department of Evaluation, one from the Department of Statistics, and four from the Provincial Department of Planning and Investment. Two of the participants were female, while 12 participants were male.

Different M&E tools were employed during the program including T-account assessment, mood barometer, suggestion box, and final participatory evaluation. The evaluation results showed that the Structured Learning Visit was successful both in terms of program design and contents, and overall organisation and management. The expectations were achieved. However, some suggestions for improvement include better time allocation for relaxation and that the profile of field visits should be provided to the participants before the start of the program.

The participants also indicated further training needs on applying Geographic Information System (GIS) into plan development and implementation, project management and fund raising.

Written by Mekong Institute

The Project Monitoring and Evaluation in the Greater Mekong Subregion (GMS) 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 conducted from 16 - 28 January 2011 at the Mekong Institute Residential Training Center, Khon Kaen, Thailand. The two-week intensive learning program was designed as a deepening and follow up program for alumni who have attended previous Project Feasibility and Design and Project Management learning programs at Mekong Institute. This program demonstrated to participants how to conduct and use monitoring and evaluation concepts, tools and techniques at different stages of the project cycle.

This Project Monitoring & Evaluation learning program aims to enhance the technical skills of targeted government officials in designing and conducting project monitoring or evaluation and presenting the findings and recommendations to the respective project key stakeholders in the context of GMS cooperation and integration. Eighteen participants comprised of middle-level government officials from a wide variety of ministries in the GMS countries (China, Cambodia, Lao PDR, Myanmar, Thailand and Vietnam) participated in the program.

The program was designed and taught by a team of four experienced trainers: two PPP-commissioned project management experts and two MI faculty members.  As a whole, the learning program explored the Project Monitoring Framework Appraisal System. It commenced with the skills in using the Project LogFrame or Design and Monitoring Framework in appraising project proposals using ADB Quality Assurance Checklist in evaluating/assessing project design logic and monitorability. The program also covered topics on project Control System, Results-Based Evaluation, Tools and Techniques in M &E, Qualitative and Qualitative Data Collection and Analysis, and Report Preparation and Presentation. A case study entitled North South Economic Corridor developed by the trainers was used to give participants practical experience in conducting situation analysis (stakeholders, problems, objectives) and designing project monitoring and evaluation in accordance with ADB Design and Monitoring Framework.

Program learning methodologies included practical applications of project monitoring and evaluation techniques and tools through group exercises, simulations and case studies. Two salient features of this training course are (i) its emphasis on the empowerment and meaningful engagement of different key stakeholders in the design, planning, implementation of project monitoring and evaluation; and (ii) having an opportunity to practice using different tools and techniques in Reporting and Presenting the M&E findings and recommendations to key stakeholders.

The overall results of program evaluation showed that participants were highly satisfied with the learning program contents and methodologies employed. The post test evaluation results showed that 78% of the participants have reached D (working knowledge and skills level) and E (good knowledge /highly skilled) levels. Moreover, the participants also demonstrated increased ability in communication, presentation, information management, cultural competency, and team skills. Working in multi-country groups have also strengthened personal ties to improve national cultural understanding which bodes well for future intergovernmental collaboration within the region.
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