Lao PDR Project for Establishing Public Investment Plan ...shared at the Seminar for MidTerm Public...

Lao People’s Democratic Republic Ministry of Planning and Investment

Lao PDR

Project for Establishing

Public Investment Plan under NSEDP (PCAP3)

Second Year Mid-Term Progress Report

February 2014

Japan International Cooperation Agency

IC Net Limited

Project for Establishing Public Investment Plan under NSEDP (PCAP3): Second Year Mid-Term Progress Report


JICA Technical Cooperation

Project for Establishing Public Investment Plan under NSEDP Second Year Mid-Term Progress Report

Abbreviations

ADB Asian Development Bank AMP Aid Management Platform DOF (Provincial) Department of Finance DPI (Provincial) Department for Planning and Investment DPO District Planning Office DPWT (Provincial) Department of Public Works and Transportation JCC Joint Coordinating Committee JICA Japan International Cooperation Agency MAF Ministry of Agriculture and Forestry MOF Ministry of Finance MPI Ministry of Planning and Investment MPI-DIC Department of International Cooperation, MPI MPI-DOE Department of Evaluation, MPI MPI-DOP Department of Planning, MPI MPWT Ministry of Public Works and Transportation MTEF Medium-Term Expenditure Framework MTPIP Medium-Term Public Investment Plan MTR Mid-Term Review NSEDP National Socio-Economic Development Plan ODA Official Development Assistance PAFO Provincial Agriculture and Forestry Office PCAP1 Project for Capacity Building in Public Investment Program Management PCAP2 Project for Enhancing Capacity in Public Investment Program Management PCAP3 Project for Establishing Public Investment Plan under NSEDP PDM Project Design Matrix R/D Record of Discussions SEDP Socio-Economic Development Plan SPES Simplified Project Evaluation Sheet SPIC Simplified Project Information Checklist SPIS Simplified Project Information Sheet TOT Training of Trainers UNDP United Nations Development Programme


Contents

1. Project Background ................................................................................................................................ 1 1.1 Background ..................................................................................................................................... 1 1.2 Overall Results of First-Year Project Implementation .................................................................. 2

2. Results of Second-Year Activities until Present (September 2013 to February 2014) ........................... 4 2.1 Plan of Operation for the Second Year (September 2013 to June 2014)........................................ 4 2.2 Activities Related to the Project as a Whole ................................................................................... 5 2.3 Output 1 .......................................................................................................................................... 5 2.4 Output 2 .......................................................................................................................................... 7 2.5 Output 3 .......................................................................................................................................... 8 2.6 Output 4 ........................................................................................................................................ 10

3. JICA Mid-Term Review for PCAP3 .................................................................................................... 13 3.1 Outline ............................................................................................................................................... 13 3.2 Current Achievement Levels of Outputs ........................................................................................... 13 3.3 Current Achievement Level of the Project Purpose .......................................................................... 16 3.4 Five Criteria Evaluation .................................................................................................................... 16 3.5 Conclusion ......................................................................................................................................... 18

4. Issues, Approaches and Lessons Learned ............................................................................................ 20 5. Outlines of Activities for the Second Half of the Second Year ............................................................. 22

5.1 Activities Related to the Project as a Whole ...................................................................................... 22 5.2 Output 1 ............................................................................................................................................ 24 5.3 Output 2 ............................................................................................................................................. 24 5.4 Output 3 ............................................................................................................................................. 24 5.5 Output 4 ............................................................................................................................................. 25

Annexes

Annex 1: Project Design Matrix version 1.0 (initial version dated April 30, 2012) Annex 2: Project Design Matrix version 2.0 (recommendation from Mid-Term Review dated February 28, 2013) Annex 3: Plan of Operation


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1. Project Background

1.1 Background In the Lao People’s Democratic Republic, the Ministry of Planning and Investment (MPI) is vested with both responsibility and authority in all matters related to the management and supervision of public investment projects. The MPI verifies the appropriateness of projects in each field, and reviews the development budget for approval in the National Assembly. The MPI is also assigned to regularly monitor and evaluate projects, and to report the results to the National Assembly. However, the MPI lacks project management ability, as do its local agencies, the Department of Planning and Investment (DPI) in each province, and the district-level District Planning Office (DPO). Therefore, public investment projects that use the domestic development budget are not implemented effectively. Further, the degree to which these projects contribute to the achievement of the targets set out in the government’s five-year National Socio-Economic Development Plan (NSEDP) is unclear, resulting in major discrepancies in planning and implementation.

Given this situation, a Japan International Cooperation Agency (JICA) technical cooperation project was implemented between November 2004 and October 2007. The project was entitled “Project for Capacity Building in Public Investment Program Management” (hereinafter “PCAP1”). This was followed by another JICA technical cooperation project from March 2008 to August 2011, entitled “Project for Enhancing Capacity in Public Investment Program Management” (hereinafter “PCAP2”).

PCAP1 and PCAP2 improved the capacity of the MPI and DPI to manage public investment projects by developing, revising, and disseminating forms, methods, and tools for assessing, monitoring, and evaluating projects. They also conducted training programs. The government passed the Public Investment Law in December 2009, prescribing the obligation to assess public investment projects, and positioning the methods and tools developed through PCAP1 and PCAP2 as national systems under the law.

A new technical cooperation scheme has been agreed on to address the remaining issues in public investment management, and to utilize outputs from PCAP1 and PCAP2. Entitled “Project for Establishing Public Investment Plan under NSEDP” (hereinafter “PCAP3”), this scheme is to be implemented from March 2012 to September 2015.

To realize the primary objective of sound project management that aligns with NSEDP targets, PCAP3 will develop methods and tools for public investment project management from a mid-term perspective, and further enhance the capacity of the MPI, DPI, and DPO nationwide. More specifically, PCAP3 employs the following four approaches to achieve its primary objective: i) establish a mid-term public investment framework and financial management guidelines; ii) develop a process which ensures that project effects will be sustainable after completion of projects; iii) improve the Official Development Assistance (ODA) project information management method; and iv) strengthen district-level public investment project management.

PCAP3, with the duration of three years and seven months, is divided into three project years. The periods were divided with consideration of the Lao fiscal year (October to September) and the timings for activities that PCAP3 plans to conduct. Below are the three project years applied to PCAP3.

First Year: March 2012 to June 2013 (16 months)

Second Year: September 2013 to June 2014 (10 months)

Third Year: September 2014 to September 2015 (13 months)


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Table 1 Activity Plan and Results, March 2012–June 2013

1.2 Overall Results of First-Year Project Implementation The following table is the implementation schedule of PCAP3 first-year project activities from March 2012 to June 2013. The numbers given to each activity are those of the overall Plan of Operations, as attached in Annex 3.

The table shows that all activities were conducted as originally planned, although there were minor delays in completing the Baseline Survey.


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For Output 1, the project has developed the prototype of mid-term public investment, which was shared at the Seminar for Mid-Term Public Investment Plan and Financial Management in February 2013. Validation studies of the methods and tools were conducted at Champassak and Oudomxay provinces, and in the Ministry of Agriculture and Forestry (MAF) and the Ministry of Public Works and Transport (MPWT).

For Output 2, drafts of terminal and ex-post evaluation workflow and reporting formats were completed. In this process, initial discussions with the Budget Department, Ministry of Finance (MOF) were conducted to clarify the current status of operation and maintenance budget resources. To assess what further modifications were required, the methods and processes of terminal and ex-post evaluation were then tested through two irrigation projects, one in Champassak Province and the other in Vientiane Capital.

For Output 3, the workflow for obtaining ODA information from counterpart organizations on the Lao Government side through the Simplified Project Information Sheet (SPIS) was refined. This was done in the expectation that donor project information from the United Nations Development Programme (UNDP)-supported Aid Management Platform (AMP) will be open as a public portal website.

For Output 4, two handbooks were drafted, one for the DPO and another for district-level sector offices and district-level project owners. These handbooks will be modified as district demarcation in the “3-Build” policy becomes more detailed. Validation of methods and processes was carried out at Oudomxay, Bolikhamxay, and Champassak provinces.


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2. Results of Second-Year Activities to Date (September 2013 to February 2014)

The following table shows the second year activity results by output from September 2013 to February 2014.

2.1 Plan of Operation for the Second Year (Sept. 2013 to June 2014) The following table shows the activity plans by output for the second year of PCAP3. The numbers given to each activity are those of the overall Plan of Operations as attached in Annex 3.

9 10 11 12 1 2 3 4 5 6

② Holding Joint Coordinating Meeting

③ Formulating Progress Report and Work Completion Report

SecondYear ㉛ Implementation of Counterpart Training

SecondYear

- Receiving JICA Mid-Term Evaluation Team

[Output 1]

⑲

Review of the contents of the mid-term public investment plan and financial managementguidelines based upon the monitoring results in (7) and revising processes and contents asrequired

⑳

Formulation of the Manual and handbooks on the establishment process of the mid-termpublic investment plan and financial management guidelines for 2016-2020 reflecting theissues in (19)

㉑Preparation for seminar on the establishment of proposed mid-term public investmentplans and financial management guidelines for 2016-2020

[Output 2]

㉒Updating the methods and process in the Manuals and Handbooks based on the revisedcontents as referred to in (11)

㉓ Preparations for training on project evaluation study

[Output 3]

㉔ Revision of processes based on the review results in (14)

㉕Updating the methods and processes in the Manuals and Handbooks based on the revisedcontents in (24)

㉖ Preparations for training on ODA project information management methods

㉗Implementation of training on managing district-level public investment projects at themonitoring organization

㉘Review of the status of district-level public investment project management at the monitororganization

㉙ Updating manuals and handbooks based on the review results in (28)

㉚Preparations for TOT for the purpose of establishment of district-level public investmentprojects and capacity building

Activities Training and Seminars

Completion of Manuals and Handbooks

Activity Details

SecondYear

All

A framwwork for Mid-Term Public Investment Plan and Financial Management Guidelines is established

Measures for effective operation and maintenance of public investment projects after its completion areestablished

ODA project information management is improved

20142013

A mechanism of management and capacity development for district-level public investment projects isestablished

SecondYear

SecondYear

SecondYear

[Output 4]


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The following subchapters explain the activity results from September 2013 to February 2014, based on the initial Plan of Operations.

2.2 Activities Related to the Project as a Whole The results and measures for overall activities that were originally scheduled between September 2013 and February 2014 are as follows:

1) Holding the JCC Meeting The Third Joint Coordinating Committee (JCC) Meeting was planned for January 2014, after completion of the Mid-Term Review (MTR) studies of PCAP3. However, because of a change in the schedule of the MTR studies, and changes in the schedules of JCC members, the meeting was moved to March 6, 2014. Details of this JCC Meeting are provided in Section 5.1.

2) Mid-Term Implementation Report It was agreed between JICA and PCAP3 that the Second Year Mid-Term Progress Report will be submitted at the end of February 2014.

3) Receiving Mid-Term Review Studies PCAP3 received the MTR Study team from January 15 to February 4, 2014. Details of the study and its results are provided in Chapter 3.

2.3 Output 1

(1) Activity Contents

The activities necessary to accomplish Output 1 are listed from 4) to 33) in the table below.

Table 2: Output 1 Activity Plan

[Output 1] A Framework for Mid-Term Public Investment Plan and Financial Management Guidelines is Established

First

Year

4) Implementation of the baseline survey, selection of pilot and monitor organizations

5) Establishment of the draft mid-term public investment plan and financial management guidelines

6) Holding a joint seminar on the proposed mid-term public investment plan and financial management guidelines

7) Formulation of the proposed mid-term public investment plan and financial management guidelines by the monitor organization

Second Year

19) Review of the contents of the mid-term public investment plan and financial management guidelines based upon the monitoring results in 7) and revising processes and contents as required

20) Formulation of the Manual and handbooks on the establishment process of the mid-term public investment plan and financial management guidelines for 2016-2020 reflecting the issues in 19)

21) Preparation for seminar on the establishment of proposed mid-term public investment plans and financial management guidelines for 2016-2020

Third Year

32) Preparation for and implementation of seminars on establishment of 2016-2020 proposed mid-term public investment plan and financial management guidelines for central government organizations and provinces

33) Support for establishment of 2016-2020 proposed mid-term public investment plan and financial management guidelines


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19) Review of the contents of the five-year public investment plan and financial management guidelines based upon the monitoring results in 7) and revising processes and contents as required

In the first six months of the second year, based on discussions with pilot and monitoring organizations in the first year, PCAP3 has focused on developing the contents of the five-year public investment plan, including the financial management method. PCAP3 experts have had continuous discussions with their counterparts in the Department of Planning, MPI (MPI-DOP) during this development process.

In November 2013, the MPI and the Project held a seminar on formulation of the mid-term public investment plan (MTPIP) at the MPI. The aims of the seminar were as follows.

To understand the concept of the five-year MTPIP To validate the proposed methods and tools To identify necessary action to be taken towards the formulation of the five-year

MTPIP To clarify the roles of MPI staff members

Both directors of the MPI-DOP and the Department of Evaluation, MPI (MPI-DOE) and more than 30 staff members of the MPI took part in this seminar and discussed the concept and contents of the five-year MTPIP proposed by the Project. The participants presented their counterproposals to the Project proposals. These inputs were taken into consideration when drafting the Manual for Medium-Term Public Investment Management

The seminar participants discussed how to improve the feasibility of public investment plans. They appreciated the importance of selecting priority public investment programs and projects within the allotted budget for the next three to five years. The MPI is expected to discuss the development budget; the budget allocated for public investment projects; for the next three to five years with the MOF prior to finalization of the five-year MTPIP.

20) Formulation of the manual and handbooks on the establishment process of the mid-term public investment plan and financial management guidelines for 2016–2020 reflecting the issues in 19)

After the seminar in November 2013, the project personnel started drafting the Manual and guidelines for financial management. The major contents of the Manual are as follows.

Definition of a public investment plan Relationship between public investment and development plans Objectives of the five-year MTPIP Concept and contents of the five-year MTPIP Formulation process of the five-year MTPIP

The MPI is expected to work with the MOF to decide the development budget for upcoming years, along with expected annual growth in the budget. PCAP3 experts and their MPI counterparts had approached the Department of Fiscal Policy and the Department of Budget of the MOF in November 2013 to discuss the possibility of collaboration. Both departments of the MOF are willing to work with the MPI to improve the feasibility of public investment. The MPI is expected to take proactive action to realize this collaboration.

For the first time, the Lao Government is going to formulate the five-year public investment plan in parallel with the NSEDP and Socio-Economic Development Plans (SEDPs). Guidelines for the formulation of the NSEDP 2016–2020 therefore need to refer to the linkages between the NSEDP and the five-year MTPIP. Project personnel have submitted draft NSEDP guidelines to the MPI.


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(2) Development Progress of Output 1Results

The Project has been drafting the manual and handbook for the five-year MTPIP and guidelines for financial management; they are expected to produce the drafts in February 2014. The manual and handbooks are to be finalized by the end of the second year through discussions with the MPI, the provinces, and sector ministries.

2.4 Output 2

(1) Activity Contents The activities necessary to accomplish Output 2 are listed from 8) to 35) in the table below. At this stage, the Project will have an updated manual and handbooks, as well as training materials for the third implementation year that incorporate the evaluation workflow and reporting formats prepared in the first implementation year. The activities and results are shown below, itemized according to Project implementation headers.


[Output 2] Measures for effective operation and maintenance of public investment projects after its completion are established

First

Year

8) Discussions with the Ministry of Finance regarding the operation and maintenance costs after the completion of the public investment projects

9) Establishment of methods and processes for the terminal and ex-post evaluations of public investment projects

10) Pilot project review based on project evaluation studies

11) Revisions based upon the results of 10) above

Second

Year

22) Updating the methods and process in the Manuals and Handbooks based on the revised contents as referred to in 11)

23) Preparations for training on project evaluation study

Third

Year

34) Implementation of training on the methods for project evaluation study

35) Implementation of meta-evaluation (self-evaluation of evaluation tasks), confirmation of project evaluation performance

22) Updating the Methods and Processes in the Manuals and Handbooks Based on the Revised Contents

Progress: This activity was conducted according to the original plan. The Project started updating the manual and handbooks, incorporating the workflow and methodology of terminal and ex-post evaluation that had been already developed in the first year. After two review workshops, the final drafts of the manual and handbooks are currently in the editing process.

Developing the process of the Manual and Handbooks: MPI officials, along with the PCAP3 experts, prepared the first draft of the manual and handbooks in September 2013. From October 9 to October 11, 2013, the Project hosted the first Review Workshop to decide on modifications to the second draft. To develop the final draft, the second Review Workshop was held from December 23 to 25, 2013. At present, the final drafts of the manual and handbooks are being edited, incorporating comments from workshop participants and their respective organizations.


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Counterpart officials: The participants of the development process were regularly assigned counterpart officials from the MPI and the pilot organizations. There were 30 of these officials in all, from the DPI, the Department of Public Works and Transportation (DPWT), the Provincial Agriculture and Forestry Office (PAFO), the Department of Finance (DOF), the MPWT, the MAF and the MOF. From the outset, these officials have regularly participated in a series of Project activities, namely, the baseline survey, workshops, evaluation practices, and seminars with regular members. They have thus learned how to be more effective leaders in evaluating issues. The joint activities have also deepened their understanding and knowledge about the importance of an institutional framework, universal principles, and the methodology and procedure of evaluation. They are now very well equipped to take on key roles as core trainers at nationwide training courses to be conducted in the third implementation year.

Table; Composition of the counterpart officials from MPI and Pilot Organizations

Category Organization Number of officials MPI officials ・ MPI-DOE ・ 3 section chief level and 3

staff level officials ・ 6 officials in all

Pilot Organization officials

・ DPI, PAFO, DPWT, DOF of Champassak Province and Vientiane Capital

・ MPWT, MAF, MOF

・ From 2 to 4 officials of director/section chief level or staff level

・ Approx. 30 officials in all

23) Preparations for Training on Project Evaluation Study The second draft of training materials was prepared, incorporating contents of the updated manual and handbooks. They will be the main materials for the nationwide training courses to be held in the third year of implementation.

(2) Development Progress of Output 2 Results

The Manual for Public Investment Project Evaluation has been prepared in an independent volume so as to be convenient for users. The major contents of the Manual are as follows: i) background of evaluation; ii) methodology of evaluation; iii) how to implement evaluation studies; iv) required items in the evaluation reports; and v) blank formats and examples. In other words, everything essential for officials who implement evaluative studies, from basic principles to concrete know-how, has been compiled into one volume. The handbooks are being edited to be consistent with the Manual.

The training materials consist of slide shows and pre- and post-tests. The slide shows are in four parts, and they explain the contents of the Manual in simple, user-friendly terms. They also include photos of previous field practices and actual project sites, so that trainees can easily visualize what to do during actual evaluations.

The pre- and post-tests have already been prepared and updated after verification trials at the second Review Workshop.

All these materials incorporate the workflow and reporting formats for terminal and ex-post evaluation that were prepared in the first implementation year.

2.5 Output 3

(1) Activity Contents

The activities necessary to accomplish Output 3 are listed from 12) to 37) in the table below. The final drafts of the improved workflow and SPIS formats have already been prepared and verified, except for one part, which has been held up because of the delay in AMP public portal website disclosure. The


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draft focuses on using information in the public portal website and is consistent with key terminologies on that site. Training materials have already been updated with the drafts. The activities and results are shown below, itemized according to Project implementation headers.


[Output 3] ODA project information management is improved

First

12) Discussions with donors on standardization of ODA projects within the scope of public investment

13) Establishment of an improvement process regarding ODA information management

14) Pilot review of new ODA projects

Second

24) Revision of processes based on the review results in 14)

25) Updating the methods and processes in the Manuals and Handbooks based on the revised contents in (24)

26) Preparations for training on ODA project information management methods

Third 36)

Implementation of training on information management methods for ODA projects in consultation with donors

37) Monitoring information management performance in respect of ODA projects

24) Revision of Processes Based on the Review Results in 14) This activity has already been completed with the collaboration of the Disbursement Division, Road Department of MPWT. The following key issues were raised for improvement of the process.

Is the workflow supported by a functioning mechanism?

Does the format match the capabilities of the users who will actually implement the project?

What is the most important factor that will make the workflow and formats work?

In the previous workflow of the process, it was mandatory for the project owner agencies to prepare and submit SPIS; no particular divisions in the agencies were specified for this task. The improved workflow requires the cooperation of disbursing divisions within the agencies, which can provide most of the information requested in the SPIS. As pilot cases, project personnel have verified the effectiveness of the improved workflow for completion of SPIS formats with the Disbursement Division, Road Department of MPWT on two road construction ODA projects. Some minor improvements recommended by the MPWT were incorporated into the workflow and SPIS.

25) Updating the Methods and Processes in the Manuals and Handbooks Based on the Revised Contents in 24)

The contents of the improved workflow and SPIS have been incorporated into the present version of the Manual for Public Investment Project Management and handbooks. This consolidates all available information on the AMP public portal website for SPIS, and ensures consistency in key terminologies between the AMP and SPIS.

26) Preparations for Training on ODA Project Information Management Methods The final drafts of the training materials are under completion, incorporating the improved contents of the Manual and handbooks. They will be completed by March 2014, despite the


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delay in the disclosure of the AMP public portal website. There are no critical obstacles to completion of this activity.

(2) Development Progress of Output 3 Results The major products of Output 3 are the updated versions of the chapters incorporated in the Manual for Public Investment Management and related handbooks. As stated above, the only remaining task is that soft copies of the relevant parts are to be uploaded on the AMP public portal site.

2.6 Output 4

(1) Activity Contents The activities necessary to accomplish Output 4 are listed from 15) to 39) in the table below. This series of activities aims to develop district-level public investment management methods, along with effective training methods for diffusion to districts nationwide. Among the activities, those scheduled to be implemented in the second Year of the Project are listed from 27) to 30). The status of the activities conducted in the second Year is as follows.


[Output 4] A mechanism for management and capacity development for district-level public investment projects is established

First

Year

15) Discussions within the MPI and with relevant authorities on establishment and management of district-level public investment projects

16) Implementation of a baseline study to select pilot and monitoring organizations

17) Development of processes and training methods for establishment and management of district-level public investment projects in the pilot organizations

18) Preparation of training in monitoring organizations on managing district-level public investment projects

Second

Year

27) Implementation of training on managing district-level public investment projects at the monitoring organization

28) Review of the status of district-level public investment project management at the monitor organization

29) Updating manuals and handbooks based on the review results in 28)

30) Preparations for TOT for the purpose of establishment of district-level public investment projects and capacity building

Third

Year

38) Implementation of TOT for each DPI for the purpose of establishment and management of district-level public investment projects

39) Evaluation of training implemented by the DPIs at district level


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27) Implementation of training on managing district-level public investment projects at the monitoring organization A workshop on the development of the handbook and Training of Trainers (TOT) materials was conducted for MPI and Oudomxay Province (pilot province) officials from September 23 to 26, 2013 in Vientiane Capital. Five DPI officials from Oudomxay Province who had undergone TOT training by MPI officials in the first year participated in the workshop. Two officials of the MPI-DOE and one official of the MPI-DOP attended.

The two handbooks, Public Investment Project Management Handbook for District Planning Office and Public Investment Project Management Handbook for District Sector Office and District Project Owner, as well as PowerPoint materials for the TOT have been developed based on a series of discussions through the workshop. The drafts of the Simplified Project Information Checklist (SPIC) formats that will be newly introduced into district-level public investment project management were examined. The curriculum and agenda for the TOT sessions in October and November 2013 were also prepared.

Objectives of TOT at the monitor provinces are as follows:

Better understanding of Public Investment Law and its draft Implementation Decree (draft)

Clearer perception of the new roles of the DPO in public investment project management at district sector offices

Clearer demarcation between the responsibilities of the province and the district Enhancement of the capacities of provincial and district authorities in terms of public

investment management

The TOT curriculum is divided into a theoretical part and a practical part. As trainers, Oudomxay provincial officials delivered theoretical lectures to officials from Bolikhamxay and Champassak provinces.

Summary of TOT (theoretical part) for monitor provincial officials 1) Date: October 23–25, 2013 2) Venue: International Cooperation and Training Center in Vientiane Capital 3) Main components and duration: TOT from Oudomxay provincial officials to Bolikhamxay and Champassak provincial officials: two and a

half days Evaluation of training program / trainers’ performance

and preparation for TOT (practice part): Half a day 4) Contents TOT is composed of 8 units according to the table of

contents of the draft handbook. Each unit includes a lecture, a Q and A session, and a content check session.

5) Participants Seven (7) Bolikhamxay provincial officials Eight (8) Champassak provincial officials Eight (8) MPI officials Four (4) Oudomxay provincial officials

For the latter part of the TOT course, Bolikhamxay and Champassak provincial officials delivered lectures to DPO officials from “3-Build” pilot districts in each province.

Photo 1 TOT on District-Level Public Investment Project Management


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Summary of TOT (practical part) for monitor provincial officials 1) Date: November 5–7, 2013 in Bolikhamxay province, November 12–14, 2013 in Champassak

province 2) Venue: Paksan DPO meeting room in Bolikhamxay province, DPI meeting room in Champassak

province 3) Main components and duration: Practical Training from DPI officials to DPO officials in “3-Build” pilot districts, including a

pre-test and completion test: two and half days Formulation of future action plan for capacity building among DPI and DPO officials: Half a

day 4) Contents: The TOT course is composed of eight units according to the table of contents of the draft

handbook. Each unit includes a lecture and a Q and A session. TOT has a practical exercise using a case from the actual proposed public investment project,

so that DPO officials might learn how to fill out the draft of the SPIC format. 5) Participants

Monitor Province MPI DPI ‘3 Build’ pilot

district

Bolikhamxay 3 DOE officials (2 technical officials and 1 coordinator) 7 officials 13 DPO officials

Champassak 3 DOE officials (2 technical officials and 1 coordinator) 8 officials 15 DPO officials

(2) Development Progress of Output 4 Results The drafts of the two handbooks and the TOT training materials have been developed through the activities described above. However, the Prime Minister’s Decree on the Implementation of Public Investment Law, which will be the key source document for drafting the handbooks, is still not officially approved. Moreover, the “3-Build” pilot implementation is still in progress. Possible changes in policies are therefore anticipated, and the draft handbooks and TOT training materials would need to be modified according to such changes. The handbooks and TOT contents will also be revised based on the results of reviews in monitor organizations during the second half of the second

Photo 2: TOT on District-Level Public Investment Project Management in Bolikhamxay Province

Photo 3: TOT on District-Level Public Investment Project Management in Champassak Province


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implementation year. The main manuals will be revised accordingly after the contents of the draft handbooks are determined.

As for trained trainers, 20 DPI officials (five in Oudomxay Province, seven in Bolikhamxay Province, and eight in Champassak Province) are now capable of training DPO and district sector department officials.

3. JICA Mid-Term Review for PCAP3

This chapter summarizes the results of the MTR Studies of PCAP3 conducted by JICA. Specific details of the Studies should be available from the JICA Laos Office and the JICA main office in the form of the Mid-term Report.

3.1 Outline JICA conducted an MTR to evaluate the current status of PCAP3. The objectives of the MTR were to examine the achievements and process so far by reviewing the PCAP3 Project Design Matrix (PDM) and the Plan of Operations, checking the current status of inputs and activities, and assessing achievement of outputs and the Project Purpose. Any issues that may affect the achievement of outputs and the Project Purpose were compiled, and recommendations were forwarded on how to overcome these. The MTR studies were conducted from January 15 to February 4, 2014.

The MTR team consisted of members from both Japan and Laos. The following table shows the team members:

MTR Team Members Japanese Side Name Designation Title

Mr. Koichi Takei Leader Chief Representative, JICA Laos Office Dr. Nobuhisa Takeda Government Project Planning JICA Senior Advisor Ms. Yu Nagaiwa Cooperation Planning JICA Laos Office Ms. Makiko Fujita Evaluation Analysis Asuka World Consultants Co., Ltd.

Senior Consultant Lao Side Name Designation Title

Dr. Khamlien PHOLSENA Project Director Vice Minister, MPI Mr. Sengmany KEOLANGSY Project Manager Acting Director General, MPI-DOE Mr. Ounheaune CHITTHAPONG Deputy Project Manager Deputy Director General, MPI-DOP Mr. Houmphanh SOUKPRASITH Deputy Project Manager Deputy Director General, MPI-DIC

The team reviewed documents related to the Project such as the Record of Discussions, (R/D), the latest PDM, the Plan of Operations, progress reports, and minutes of meetings. The team conducted a questionnaire survey and a series of interviews and discussions with the officials and organizations concerned. The team also undertook site visits and interviews at Vientiane Capital, Champassak, and Oudomxay provinces. These results were used to ensure consistency with the interviews of PCAP3 experts and their counterpart officials from the MPI.

3.2 Current Achievement Levels of Outputs The following tables indicate the MTR team’s analysis of achievement levels for each output based on the current status of each indicator.


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(1) Output 1 The following table indicates the current achievement levels of the objectively verifiable indicators for Output 1 as analyzed by the MTR team

[Output 1] A framework for Mid-Term Public Investment Plan and Financial Management Guidelines is established. Objectively Verifiable Indicators Achievement level 1-1 A draft Mid-Term Public Investment Plan 2011-2015 is prepared in the

pilot organizations. Satisfactory

1-2 A draft Mid-Term Public Investment Financial Guideline 2016-2020 is prepared by the Ministry of Planning and Investment

Satisfactory

1-3 Methods to develop and monitor the Mid-Term Public Investment Plan and the Mid-Term PIP Financial Guideline are included in the manuals and handbooks.

Satisfactory

Output 1 has not been achieved, but the likelihood of achievement by the end of the Project is high. Although the Output 1 indicators have not been achieved at the time of the MTR, both the draft MTPIP 2011-2015 and the Mid-Term Public Investment Financial Management Guideline 2016-2020 have been already shared with the MPI and the pilot and monitor organizations. All parties have been in a productive dialogue, and have been working for the past few months to ensure the most effective utilization of the Project’s resources within the Lao policy framework.

(2) Output 2 The following table indicates the current achievement levels of the objectively verifiable indicators for Output 2 as analyzed by the MTR team:

[Output 2] Measures for effective operation and maintenance of public investment projects after its completion are established. Objectively Verifiable Indicators Achievement level 2-1 The Ministry of Planning and Investment and the Ministry of Finance

agrees on budget conditions including costs for maintenance and operation of completed public investment projects.

Challenging

2-2 Methods and procedures for terminal and post evaluation studies are developed and reflected in the manuals and handbooks.

Satisfactory

2-3 Method and procedures for terminal and post evaluation studies are known through training etc. to ministry province and district organizations concerned.

Satisfactory

2-4 The Ministry of Planning and Investment announces public investment projects that terminal and post evaluations will be conducted.

Fair

2-5 Number of public investment projects that submit completion report; with operations and maintenance plan attached; increases.

Fair

The likelihood of achieving Output 2 by the end of the Project is medium. Of the five indicators under Output 2, only one indicator (indicator 2-2) has been achieved at the time of the MTR. The achievement of indicators 2-3 and 2-4 is likely. However, the achievement of indicators 2-1 and 2-5 will be challenging.


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Indicator 2-1 is hard to achieve because of the difficulties and complexity of obtaining the budgets required for operation and maintenance of completed public investment projects, whether from the development budget (sourced from the MPI) or from the recurrent budget (sourced from the MOF).

Achieving indicator 2-5 is possible, but actual implementation of the operation and maintenance plans would be challenging because of the limitation of the Lao Government’s overall budget allocation.

(3) Output 3 The following table indicates the current achievement levels of the objectively verifiable indicators for Output 3 as analyzed by the MTR team.

[Output 3] ODA project information management is improved. Objectively Verifiable Indicators Achievement level 3-1 Development partners and the Lao Government are able to read ODA

project information inclusive of counterpart funds. Achieved

3-2 A guideline on ODA project information management is included in the manuals and handbooks

Satisfactory

3-3 Methods and procedures of ODA project information management are disseminated to ministries, government organizations, provinces and district organizations concerned.

Satisfactory

Output 3 is likely to be achieved by the end of the Project. Of the three indicators, one indicator has been achieved, and two have shown satisfactory progress at the time of the MTR.

(4) Output 4 The following table indicates the current achievement levels of the objectively verifiable indicators for Output 4 as analyzed by the MTR team.

[Output 4] A mechanism of management and capacity development for district-level public investment projects is established. Objectively Verifiable Indicators Achievement level 4-1 The Ministry of Planning and Investment develops and announces roles

and responsibilities of district-level public investment project management.

Fair

4-2 Methods and procedures for district-level public investment project management are included in the manuals and handbooks.

Satisfactory

4-3 More than 5 provincial Department of Planning and Investment officials are capable of conducting training to district planning offices and district sector departments.

Satisfactory

The likelihood of achieving Output 4 by the end of the Project is medium. Of the three indicators, two indicators show satisfactory progress, and one shows fair progress at the time of the MTR. However, external conditions, particularly political influence in authority levels of public investment management, might impact adoption of the methods and tools in the future. Therefore, the direction of management of public investment projects is somewhat uncertain.


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3.3 Current Achievement Level of the Project Purpose The following table shows the MTR team’s analysis of achievement levels for each indicator output based on the current status of each indicator:

[Project Purpose] The Ministry of Planning and Investment and its subordinate organizations manage public investment projects through a Mid-Term Public Investment Plan and a comprehensive framework. Objectively Verifiable Indicators Achievement level P-1 A guideline to draft Mid-Term Public Investment Plan 2016-2020 that is

related to the next NSEDP2016-2020 is officially announced from the Ministry of Planning and Investment to ministries, government organizations, provinces and districts.

Satisfactory

P-2 Terminal evaluation studies for completed public investment projects are conducted.

Fair

P-3 Post evaluation studies for completed public investment projects are conducted.

Fair

P-4 Accuracy of information is confirmed through ODA counterpart fund request documents that the Lao side applies, and the information is shared with the donor projects.

Satisfactory

P-5 Increased number of projects that are managed in the district levels. Fair

The Project Purpose is considered achieved when there is satisfactory management of public investment projects by MPI and its subordinate organizations through an MTPIP and a comprehensive framework. Based on the progress of activities towards the achievement of five indicators of the Project Purpose as well as the progress of the four Outputs, it is currently difficult to judge if the Project can achieve the Project Purpose in the given timeframe. Meanwhile, the MTR team noticed that the current indicators P-2 and P-3 are not clearly described to measure the achievement level of the Project Purpose. The Project is expected to specify those indicators with measurable targets.

3.4 Proposal of Change in Indicators The current indicators of the Project Purpose and Output 1 are not clearly described; therefore, measuring their respective achievement levels is difficult. The Project is expected to specify these indicators with measureable targets. The MTR team proposes the following modifications in the indicators:

Current Indicators Project Purpose

Issues Newly Proposed Indicators

P-2: Terminal evaluation studies for completed public investment projects are conducted (specific indicative figures to be determined through project baseline studies)

・ It is almost impossible to conduct terminal evaluation studies for all ongoing public investment projects before the end of the Project, because of the large number of public investment projects near completion. However, it would be possible to do so if the number of projects are limited based on the appropriate scope of target public investment projects.

P-2: Evaluation studies for completed public investment projects are conducted for projects to be selected by the relevant authorities with operation & maintenance plans attached

P-3: Post evaluation studies are conducted (specific indicative

・ It is almost impossible to conduct post evaluation studies for all public investment


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figures to be determined through project baseline studies)

projects before the end of the Project, because of the large number of public investment projects at completion. However, it would be possible to do so if the number of projects are limited based on the appropriate scope of target public investment projects.

・ P-3 (old) is combined with P-2 (old), thus P-3 (old) becomes P-2 (new).

P-4: Accuracy of information is confirmed through ODA counterpart fund request documents that the Lao side applies, and the information is shared with the donor projects

・ No revision in the indicator but becomes P-3 (new) instead of P-4 (old) because of the integration of P-2 and P-3(old) as P-2(new).

P-3: Accuracy of information is confirmed through ODA counterpart fund request documents that the Lao side applies, and the information is shared with the donor projects

P-5: Increased number of projects that are managed in the district levels

・ No revision in the indicator but becomes P-4 (new) instead of P-5 (old) because of the combination of P-3 and P-4 (old) as P-3 (new).

P-4: Increased number of projects that are managed in the district levels

Current Indicator Output 1

Issues New Proposed Indicators

1-2: A draft Mid-Term Public Investment Financial Guidelines 2011-2015 is prepared by MPI.

The Mid-Term Public Investment Financial Management should be prepared in close coordination with the MOF and should follow the government policies on financial discipline.

1-2: A draft Mid-Term Public Investment Financial Guidelines 2016-2020 is prepared by MPI in line with the government policies on financial discipline.

3.5 Five Criteria Evaluation The MTR team provided the following evaluation results based on the five evaluation criteria:

(1) Relevance The Project is highly relevant to the national, international, and Japanese policy agenda. The design, counterpart team composition, model selection, and Japanese expert team are well elaborated, given the Project Purpose.

(2) Effectiveness At the time of the MTR, the effectiveness of the project implementation is moderate. This rating is based on assessment of progress towards achievement of the Project Purpose, logical relations between the Project Purpose and outputs, and important assumptions under the current PDM ver. 1.0. While the indicators to measure progress towards achievement of the Project Purpose are available, they lack measurable targets. Therefore, it is difficult to judge the effectiveness of implementation. It is strongly recommended that the MPI and PCAP3 set specific and measureable targets to be achieved by the end of the Project.

(3) Efficiency


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The efficiency of the Project is considered high based on assessment of the inputs and the level of achievement of the outputs at the time of the MTR.

(4) Impact It is very difficult to judge the impact of the Project outcomes at this stage of implementation. This is due to the unavailability of data on the indicators of progress towards the Overall Goal. However, the following positive impacts of outputs and activities so far have been observed:

The Asian Development Bank (ADB) is willing to work closely with PCAP3 for financial framework reform, particularly through its support to the MOF in developing a Medium-Term Expenditure Framework (MTEF), which has a strong linkage with the Project’s multi-year rolling public investment plan.

As indicated in the Mid-Term Review Report of the 7th NSEDP (2011–2015), the UNDP is willing to closely work with PCAP3 for a formulation of the MTPIP that includes mid-term financial management.

The MPI has already set up a committee that selects priority public investment projects based on assessment of approval requests using tools developed in PCAP1 and PCAP2.

DPIs are willing to continue providing capacity building training to districts and sector departments from their own domestic budgets. For instance, technical promotion project requests are being funded out of the development budget.

Provincial DPI officials are willing to work with sector departments and the DOF to conduct efficient and effective evaluation studies on completion of public investment projects.

(5) Sustainability The Project sustainability is viewed as moderate at the time of this MTR, because the MTR team was unable to confirm the MPI’s commitment to sustain the Project from the political, financial, and technical aspects. The MTR team is encouraged that the Project takes serious measures to ensure sustainability with concrete exit strategies. In terms of rolling out the Project achievement and lessons learned, more serious commitment is expected from the MPI in the latter half of the implementation period. It is necessary to develop proper exit strategies and promote self-reliant development of the managerial systems implemented by the Project.

3.5 Conclusion Based on the above results, the conclusions of the MTR Report are as follows:

The Midterm Review Team found that the activities of the Project Purpose and each Output which can work inside of MPI-DOE have made good progresses. Meanwhile, regarding Output 1 and Output 2, there is little progress on the discussion between MPI-DOP and MOF Fiscal Policy department and budget department which have the authority of budgeting policy.

In Lao PDR, MPI which is responsible for and authorized to manage NSEDP, and MOF which unifies the national revenue and expenditure are involved in public investment plan and its implementation from the different aspects. Public investment plan is approved by MPI, DPI or/and DPO, however the approval is not always linked with the budget allocation of MOF. Therefore, the budget has not often allocated to the approved public investment plan. Moreover, the operations and maintenance costs for completed public investment projects also have not been secured. These situations have hindered the expressions of development effects from the public investment.

Thus, in order to make the Project more effective on the mid-term public investment management and the operation and maintenance costs, it is necessary to have careful consideration to securing budgets on public investment. Therefore, it is essential to build up stronger coordination and information sharing between MPI-DOP and MOF.

Based on the above aspects, with respect to Output 1 and Output 2 which are fundamental elements of public investment


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management and the national fiscal administration, continuous efforts on securing enough time for discussion with the relevant authorities, and to facilitate mutual understanding on recognition of and measures against the above challenges would be required to achieve the Outputs by the end of the Project.

3.6 Recommendations Based on the above results and conclusions, the MTR team has made the following recommendations:

(1) More emphasis on coordination with the relevant department of the MPI and the MOF on Output 1 and Output 2

To ensure that PCAP3 achieves Outputs 1 and 2, it must be aligned with the current government financial policies. Therefore, coordination is essential between Project functionaries, the MPI-DOP, the Department of Fiscal Policy, MOF, and the Department of Budget, MOF.

(2) More active involvement of MPI officials in the development of the framework of Medium-Term Public Investment Plan, Manuals, and Handbooks

It is important to promote further active involvement of MPI counterpart officials in the development of the MTPIP framework, as well as in the finalization of manuals and handbooks, because the MPI has a mandate to disseminate project management methods and tools and provide technical support to other government organizations, provinces, and districts after PCAP3 completion. TOT training, therefore, should be intensively conducted according to planning cycle guidelines.

(3) Issuance of the Implementation Decree of the Public Investment Law and additional guidelines and instructions

The MPI needs to finalize and issue the Implementation Decree for the Public Investment Law at the earliest. It is also necessary for the MPI to issue, disseminate, and ensure implementation of additional guidelines and instructions on the Medium-Term Public Investment Financial Guidelines, terminal and ex-post evaluation studies, and other public investment management methods and procedures developed by the Project.

(4) Clarification of the roles and responsibilities of central, provincial, and district organizations It is necessary to clarify the roles and responsibilities of each central, provincial, and district organization responsible for public investment project management in accordance with the 3-build policy.

(5) Improved measures for dissemination of manuals and handbooks Careful consideration should be given to measures for more efficiency and effectiveness in the distribution of the new manuals and handbooks, and to determine means of dissemination in the form of hard copies, soft copies, online copies, and combinations of all three modes.

(6) Composition of the Joint Evaluation Committee In the evaluation studies of completed public investment projects, more consideration needs to be given to appropriate composition of the Joint Evaluation Committee to include officials from the sector ministry, MPI, and MOF. This will ensure that technical and financial sustainability are accorded priority in the evaluation.

(7) Close cooperation with related projects of development partners During implementation, close cooperation and information sharing are needed with other development partners such as the UNDP, the ADB, and the World Bank. These partners support the formulation of the 8th NSEDP, MTEF, and other policy reform initiatives of the government that pertain to the management of public investment projects.


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(8) Refinement of Project Design Matrix The RTM team recommends refinement of some of the indicators as mentioned in Section 3.4.

4. Issues, Approaches, and Lessons Learned

Based on the PCAP3 activity results and MTR recommendations, the Project will take the following approaches for all further activities:

(1) Co-development with MPI-DOP The Project will continue development activities for the MTPIP and the budget forecast with the MPI-DOP as the key counterpart organization. While development of methods and procedures continues, the Project seeks the MPI-DOP’s initiative on the linkage to the 8th NSEDP (2016–2020) through issuance of instructions, regulations, and guidelines to related organizations. This is to ensure smooth dissemination of the comprehensive development-and-investment concept.

Further, because the MPI-DOP functions as the window organization to the Budget Department of the MOF, more commitment is needed in establishing the channel between the two ministries. Initiatives on the following points are essential:

Discussion on the multi-year allocation of the development budget

Agreement on the participation of the Joint Evaluation Committee in terminal and ex-post evaluation

Basic agreement on categorization of operation and maintenance costs after completion of public investment projects

(2) Collaboration with MOF The conclusions and recommendations of the MTR laid great emphasis on collaboration with the MOF, especially with the Department of Fiscal Policy and the Department of Budget. The Project has already approached these departments with the basic mutual understanding that once the Project has developed methods and procedures, there will be further collaboration on the following points:

Collaboration for MTPIP development; With regard to Output 1, because the effectiveness of linking the SEDP and the MTPIP is already understood by both parties, the Project will further approach the MOF to share planned and estimated budget ceilings for the development budget in exchange for providing the MTPIP contents submitted by government organizations and provinces.

Collaboration for improvement of operations and maintenance for completed public investment projects: With regard to Output 2, both parties have confirmed a basic understanding of the importance of securing operations and maintenance fees. Project personnel have prepared a draft Simplified Project Evaluation Sheet (SPES), and will discuss and agree on the categorization of possible financial resources for operations and maintenance. The MPI will approach the MOF for an agreement on the above topics.

(3) Government Decrees, Instructions and Guidelines While manuals and handbooks provide the know-how of public investment project management, they will not become fully effective without laws, decrees, instructions, and guidelines to establish the administrative obligations of government officials. Manuals and handbooks will only become part of administrative processes once approved by the MPI.


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Further, project officials must have discussions with the MPI so that the methods and procedures developed (including those developed during PCAP1 and PCAP2) are properly announced and diffused to government officials in the following ways:

The Implementation Decree of the Public Investment Law: The Public Investment Law is issued in December 2009, but the Prime Minister Decree for implementation which is supposed to follow shortly after, is yet to be approved. This is due to consideration by the Lao Government to include articles to restrict the implementation of so-called “pre-investment projects before National Assembly approval”. Since detailed regulations and restrictions related to public investment project management which supports the usage of the methods and procedures developed is incorporated in the Decree, early approval and announcement is expected.

The 8th NSEDP (2016–2020) Formulation Guidelines: The Laos Government plans to issue guidelines for the formulation of the 8th NSEDP (2016–2020). The MPI-DOP and project officials have already agreed to incorporate features of the MTPIP in the guidelines. Further guidelines for formulating sector and province SEDPs will follow, and there will be continued discussions with the MPI-DOP to incorporate detailed instructions.

Annual NSEDP Implementation Plan and Budget Preparation Guidelines (through the Prime Minister’s Decree and the MPI Minister’s Instructions): The Government issues the Prime Minister’s Decree and MPI Minister Instructions every year to announce the implementation of the annual NSEDP in the following year. The Project will discuss with MPI on the possibilities of incorporating articles to instruct on the usage of new public investment project management methods.

3-Build related instructions to be issued by various organizations: The 3-Build policy is implemented in various areas of administration, with various ministries and committees involved in the implementation. Therefore, it is currently difficult to determine allocation of responsibility under the specific administrative procedures of the policy, and to ensure that new implementation guidelines (in PCAP3’s case, the specific methods of district-level public investment management), are aligned with other administrative procedures. The Project will carefully monitor the progress of the 3-Build policy, along with related implementation instructions and guidelines, and ensure that the new methods and procedures are appropriately aligned.

Other regulations and instructions to be issued by the MPI: To improve public investment management, the Project and the MPI continue to consider additional regulations and instructions.

(4) Collaboration with Development Partners and Projects To achieve the target outputs, the Project seeks continuous collaboration with the following development partner projects, through the support of their respective representative offices:

UNDP ‘Support for the Implementation of the 7th Five-Year NSEDP (2011–2015) to Achieve MDGs’: PCAP3 has been collaborating with this UNDP project in activities related to Output 1. The UNDP project provided support to the MPI-DOP in preparing the Mid-Term Review Report for the 7th NSEDP (2011–2015), and was successful in incorporating a recommendation to comment on the necessity of a multi-year public investment plan, of which PCAP3 develops as MTPIP; as one of the components in the coming 8th NSEDP (2016-2020). PCAP3 will further work with the UNDP project to ensure that future guidelines related to the 8th NSEDP continue to mention the necessity of MTPIPs, and provide detailed procedures for their incorporation into the SEDPs framed by government organizations and provinces.


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UNDP ‘Support for the Round Table Meeting Process’: The UNDP has supported the MPI-DIC in establishing the AMP as part of the Round Table Meeting Process. After the public portal website was made public in November 2013, the system is now preparing for a Lao language version. Project officials will closely monitor the progress of the Lao version and continue discussions on the sustainability of the AMP after PCAP3 is completed.

ADB “Support for Medium-Term Expenditure Framework”: By June 2014, the ADB plans to propose recommendations to the Department of Fiscal Policy, MOF, on the new directions of the MTEF in accordance with the new 3-build policy. PCAP3 officials will coordinate with those of the ADB project to ensure that the development of the MTPIP is aligned with the new MTEF concept.

5. Outlines of Activities for the Second Half of the Second Year

The following section details the activities planned from March to June 2014, i.e. the second half of PCAP’s second year.

5.1 Activities Related to the Project as a Whole

[Fourth JCC Meeting]

The fourth JCC meeting will be held on March 6, 2014, with the main theme of “Receiving the JICA Mid-Term Review Mission.” This JCC meeting includes an official agreement with the JICA Mid-Term Review Mission on its study results, conducted through the signing of a Minutes of Meeting between the Project Director and the Mission Team Leader. The meeting will be held in the sixth-floor meeting room at the MPI.

The following table shows the draft meeting agenda.

Time Agenda 08:00 – 08:45 Reception 08:45 – 08:55 Opening Remarks

by Dr. Khamlien PHOLSENA, Vice Minister of MPI, Project Director of PCAP3 08:55 – 09:35 Presentation of the Mid-Term Review Results

by Ms. Yu Nagaiwa, JICA Laos Office, Mid-Term Review Member 09:35 – 09:50 Discussion on Review Contents 09:50 – 10:00 Coffee break 10:00 – 10:30 Presentation of Proposal of Actions to be Taken by MPI and PCAP3

by Mr. Sengmany KEOLANGSY, Acting Director General of MPI-DOE, Project Manager of PCAP3, and Mr. Ichiro OKUMURA, Chief Advisor of PCAP3

10:30 – 10:45 Discussion on Proposal of Actions 10:45 – 11:00 Signing Ceremony of the Mid-Term Review Minutes of Meeting 11:00 – 11:10 Speech by Mr. Koichi Takei, Chief Representative of the JICA Laos Office 11:10 – 11:20 Closing Remarks by Dr. Khamlien PHOLSENA

The following are specific items to be discussed in the JCC.

(1) Presentation of the Mid-Term Review Results The JICA Mission will present the results of the Mid-Term Review. The Review is conducted based on evaluation studies with five evaluation criteria. The Mission will present its evaluation results, along with recommendations and lessons learned.

(2) Discussion of Review Contents


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The floor will be open for discussion of the Review contents. Comments and Q&A will be exchanged.

(3) Presentation of the Proposal of Actions to be taken by the MPI and PCAP3 officials The Project Manager and the Chief Advisor will respond to the Review results including its recommendations. Counter-proposals will be made for possible changes/modifications in the Project approaches and activities.

(4) Discussion of the Proposal of Actions The floor will be open for discussion of the Proposal of Actions, including the advisory from the JICA Mission. Comments and Q&A will be exchanged.

(5) Signing Ceremony of the Mid-Term Review Minutes of Meeting The Mid-Term Review results will be signed as the Minutes of Meeting by the Project Director and the Mission Leader. Dr. Khamlien Pholsena, Vice Minister of the MPI, and Mr. Koichi Takei will exchange the signed Minutes of Meeting.

[Fifth JCC Meeting]

The fifth JCC Meeting is planned for the end of June. The activity results of the second year will be explained, along with the overall schedule of the training courses to be conducted in the third year.

[Issuance of Manuals and Handbooks]

The Project intends to renew the contents of the “Manual for Managing Public Investment Project/Program” and the series of Project Management Handbooks that were developed, authorized by the Minister of MPI, and distributed during PCAP2. The following table shows the new line-up of manuals and handbooks to be issued:

[Manuals] Manual Name (provisional) Contents

Manual for Public Investment Project Management

Covers all aspects of public investment project management. The flow to be incorporated in this manual will be based on the annual budget process. All stakeholders related to public investment management are the potential users.

Manual for Medium-Term Public Investment Management

Covers the methods and tools for preparing the medium-term public investment plan along with its medium-term budget planning on a rolling basis. DPI and planning department officials in central government organizations are the potential users.

Manual for Public Investment Project Evaluation

Covers methods and tools for conducting terminal and ex-post evaluation studies. The flow to be incorporated in this manual will be on the project cycle basis. Stakeholders related to public investment project management are the potential users.

[Handbooks] Handbook Name

(provisional) Contents

Handbook for MPI A handbook designed for MPI-DOP, DOE and DIC staff on their specific duties for public investment management.

Handbook for DPI Designed for DPI staff on their specific duties for public investment management based on the annual development budget formulation procedure. Contents include allocation of responsibility in MPI, DPI and Project Owners, and methods and tools for assessment and quarterly monitoring.

Handbook for Project Owners

Designed for project owners, with regard to their specific duties for public investment management on the annual development budget formulation procedure, and also from the project cycle viewpoints. Contents include issuance of the project proposal and progress report, monitoring, and handing over the project to the operating organization upon completion.

Handbook for Central Government Planning

Designed for central government planning department staff for their specific duties of public investment project and program management, and procedural viewpoints of the five-year plan,


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Departments annual plan and of the project cycle. Handbook for District Planning Office

Designed for District-level Planning Office staff on their specific duties for public investment management based on the annual development budget formulation procedure. Contents include allocation of responsibility among provincial DPI, as well as sector offices and Project Owners in the district level. Contents include methods and tools to support district project planning, collection and compilation of project proposals, and project monitoring.

Handbook for District Sector Office and District Project Owners

Designed for sector offices project owners in the district level, with regard to their specific duties for public investment management on the annual development budget formulation procedure, and also from the project cycle viewpoints. Contents include issuance of the project proposal and progress report, monitoring, and handing over the project to the operating organization upon completion.

Each of the MPI/PCAP3 development teams is continuously working to develop methods and tools that will be incorporated in the manuals and handbooks, and some work is already in progress to write the handbooks. The following is a draft of the overall development schedule:

Activity Deadline Approval of line-up, medium, printing quantity and distribution by JCC End of March 2014 Completion of draft* by PCAP3 to submit to MPI for internal approval End of April 2014 Approval by MPI End of May 2014 Printing and distribution of the first batch June 2014

5.2 Output 1 [Promotion and finalization of the five-year public investment plan] To promote the concept of the five-year public investment plan, and to verify the manual and handbooks for the five-year public investment plan and financial management, a series of workshops will be held for the DPIs of the provinces and the planning departments in ministries during the second half of the second year. Before these workshops, the Project will complete drafting the manual and handbook for the five-year public investment plan and financial management. After the workshops, by June 2014, the Project will finalize the manual and handbooks based on the results of their discussions.

[Preparation for the seminar on the establishment of the proposed mid-term public investment plans and financial management guidelines for 2016–2020 (Activity 21)] In September 2014, the Project plans to hold a seminar on the establishment of the proposed mid-term public investment plans and financial management guidelines for 2016–2020. During the second year, the Project will start preparations for this seminar.

5.3 Output 2 [Completion of Manual and Handbooks] The final drafts are underway to completion and quite possible to accomplish along the present work plan by the end of June 2014.

[Preparation of nationwide training courses in the third implementation year]

TOT for the officials at the pilot organizations is planned in May 2014. The training materials will then be reviewed as the final version.

5.4 Output 3 [Completion of the Manual and Handbooks] The AMP portal in English was made public on November 18, 2013, behind by almost a year behind on its originally announced schedule. The site was often shut down to fix bugs or change system


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specifications, and it has remained closed since February 16, 20141. In addition, there appears to be no clear plan to develop the Lao portal, while the deadline to start finalization of the manual and handbooks2

[Preparations for nationwide training programs in the third implementation year]

has already passed. The Project officials plan to complete the remaining tasks in Output 3 using the present version of the English portal. It is expected that the improved SPIS format and workflow will be nonetheless effective, and will be instrumental in the achievement of Output3.

TOT for the MPI officials is planned for May 2014. The training program will cover the operation methods under the improved SPIS format and workflow, and introduce the ODA information management vision under the AMP.

5.5 Output 4

[Review of the Status of District-Level Public Investment Project Management at the Monitoring Organizations (Activity 27)] PCAP3 will review the status of district-level public investment project management at the monitor organizations. The review points are i) whether the management methods as provided in the training program such as establishment of project plans for district-level public investment projects, requests for annual budgets, project assessment, monitoring, and evaluation, have actually been utilized, and ii) the number of project plans actually established, the actual annual budget request timeline, and the number of projects in respect of which assessment, monitoring, or evaluation have been performed, together with the results. Based on i) and ii), the Project will identify steps to bring about improvements in the contents and processes.

[Updating the Manuals and Handbooks Based on the Review Results in 27) (Activity 28)] Based on the review results in 27), the Project will revise management processes and modify the manual and handbooks accordingly. When making these revisions, attention will be paid to make the manuals and handbooks easily understood to the district officials.

[Preparations for TOT for the Purpose of Establishment of District-Level Public Investment Projects and Capacity Building (Activity 29)] It is vital that each district establish a sustainable and independent capacity building system. Key to such a system is the DPI-led formulation of a system to provide classroom and on-the-job training on the establishment and management of district-level public investment projects. The Project will upgrade the TOT curriculum and teaching materials developed in the DPI, and prepare for TOT to nationwide DPIs.

1 http://amp.mpi.gov.la/reportsPublicView.do 2 According to the working plan of the Project, it needs to start by the end of January 2014.

http://amp.mpi.gov.la/reportsPublicView.do�

Annex 1: PCAP3 PDM Version 1.0 (initial version dated April 30, 2012)

Project Title： Project for Establishing Public Investment Plan under NSEDP (PCAP3) Project for Establishing Public Investment Plan under NSEDP (PCAP3); Project Design Matrix 1.0(PDM1.0) page 1 of 2

Target Group : Ministry of Planning and Investment Version : 1.0 Project Period： March 2012 to September 2015 (3 years and 7 months) Target Area : Nationwide Date :30 April 2012

Narrative Summary Objectively Verified Indicators Means of Verification Important Assumptions ＜Overall Goals＞・NSEDP goals continue

to be the national strategy. ・Laos economy continues growth as expected

Sector ministries, government organizations and provincial/district sector departments manage public investment projects based on the mid-term public investment framework under the NSEDP

1) The Mid-Term Public Investment Plan 2016-2020 is utilized by the Lao Government in ministries, government organizations, provinces and districts as the standard development budget planning and monitoring tool.

Mid-Term Public Investment Plan Monitoring Report and Post Evaluation Reports

2) The capital expenditure is managed in a mid-term basis and its debt is seeing reduction. 3) Positive and continuous effects that are contributing to the achievement of the NSEDP

targets are found in completed public investment projects that are completed, operated and maintained as planned.

＜Project Purpose＞・The Ministry of Planning and Investment and its subordinate organizations continue to be the governing body of public investment project management. ・Government organizations and sector organizations in provinces and districts follow guidelines provided by the Ministry of Planning and Investment

The Ministry of Planning and Investment and its subordinate organizations in the provinces (Department of Planning and Investment) and districts (District Planning and Investment Office) manage public investment projects based on the mid-term public investment framework

1) A guideline to draft Mid-Term Public Investment Plan 2016-2020 that is related to the next NSEDP 2016-2020 is officially announced from the Ministry of Planning and Investment to ministries, government organizations, provinces and districts.

Public Investment Plan Implementation Guideline by MPI

2) Terminal evaluation studies for completed public investment projects are conducted (specific indicative figures to be determined through project baseline studies).

Annual PIP List Terminal Evaluation List by MPI

3) Post evaluation studies are conducted.(specific indicative figures to be determined through project baseline studies).

Post Evaluation List by MPI

4) Accuracy of information is confirmed through ODA counterpart fund request documents that the Lao side applies, and the information is shared with the donor projects.

ODA Project List by MPI

5) Increased number of projects that are managed in the district levels. Annual Public Investment List

＜Outputs＞

1. A framework for Mid-term Public Investment Plan and Financial Management Guidelines is established

1) A draft Mid-Term Public Investment Plan 2011-2015 is prepared in the pilot organizations. ・Draft Mid-Term Public Investment Plan The Lao Government has commitment in public investment financial stability

2) A draft Mid-term Public Investment Financial Management Guideline 2016-2020 is prepared by the Ministry of Planning and Investment.

・Draft Mid-Term Financial Management Guideline

3) Methods to develop and monitor the Mid-Term Public Investment Plan and the Mid-Term Financial Management Guideline are included in the manuals and handbooks.

・Revised manual ・Revised Handbook

2. Measures for effective operation and maintenance of public investment projects after its completion are established

1) The Ministry of Planning and Investment and the Ministry of Finance agrees on budget conditions including costs for maintenance and operation of completed public investment projects.

・Agreement statement among MPI and the Ministry of Finance

The Ministry of Finance agrees in the developed method of terminal evaluation 2) Methods and procedures for terminal and post evaluation studies are developed and

reflected in the manuals and handbooks ・Revised manual ・Revised Handbook

3) Methods and procedures of terminal and post evaluation studies are known through training etc. to ministry, province and district organizations concerned (specific indicative figures to be determined through project baseline studies).

・Training Reports prepared by the Project ・Meta-evaluation reports prepared by MPI and the Project

4) The Ministry of Planning and Investment announces public investment projects that terminal and post evaluations will be conducted.

・Announcement contents ・List of projects evaluated.

5) Number of public investment projects that submit completion reports; with operations and maintenance plan attached; increases (specific indicative figures to be determined through project baseline studies).

・Completion report submission list

3. ODA project information management is improved

1) Development partners and the Lao Government are able to read ODA project information inclusive of counterpart funds. ・ODA database usage report.

2) A guideline on ODA project information management is included in the manuals and handbooks.

・Agreement by development partners ・Revised manual ・Revised Handbook

3) Methods and procedures of ODA project information management are disseminated to ministries, government organizations, provinces and district organizations concerned (specific indicative figures to be determined through project baseline studies).


4. A mechanism of management and capacity development for district-level public investment projects is established

1) The Ministry of Planning and Investment develops and announces roles and responsibilities for district-level public investment project management.

・Announcement by MPI toward districts

2) Methods and procedures for district-level public investment project management are included in the manuals and handbooks.


3) More than 5 provincial Department of Planning and Investment officials are capable of conducting training to district planning offices and district sector departments.

・Training Reports prepared by the Project ・Training Plan by provinces

削除: 1

削除: 15

Annex 1: PCAP3 PDM Version 1.0 (initial version dated April 30, 2012)

Project for Establishing Public Investment Plan under NSEDP (PCAP3); Project Design Matrix1.0 (PDM1.0) page 2 of 2

＜Activities＞＜Inputs＞ 1-1. Conduct baseline studies for selection of pilot and monitor organizations to co-develop the draft of Mid-term

Public Investment Plan and the Mid-Term PIP Financial Management Guideline under NSEDP 2011-2015. ＜JAPAN＞＜LAOS＞・The Lao Government does not change its policy towards the district from the resolution announced in the 9th

Party Congress, 2011, and will not delay providing specific instructions.

1-2. Prepare the draft of Mid-term Public Investment Plan and the Mid-Term PIP Financial Management Guideline under NSEDP 2011-2015 with pilot organizations. Experts : Counterpart Personnel

1-3. Conduct seminars to share the drafts. Chief Advisor Expert for budget/financial management Expert for project evaluation Expert for program management Expert for rural development and poverty reduction Project Coordinator

･Project Director : Vice Minister of the Ministry of Planning and Investment ･Project Manager:

Director-General class in the Ministry of Planning and Investment

・Deputy Project Managers;

Two Deputy Director class officials in the Ministry of Planning and Investment

･Core Counterpart Members

1-4. Monitor the implementation of the draft Mid-term Public Investment Plan and Mid-Term PIP Financial Management Guideline at monitor organizations.

1-5. Study the validation of the draft based on activity 1-4. 1-6. Develop manuals and handbooks as a process for development of 2016-2020 Mid-Term Public Investment

Plan & Financial Management Guideline, based on 1-5 validation results 1-7. Prepare 2016-2020 Mid-Term Public Investment Plan & Financial Management Guideline Seminar 1-8. Conduct 2016-2020 Mid-Term Public Investment Plan & Financial Management Guideline Seminar with

ministry and provincial planning department officials as participants 1-9. Provide support in developing the Mid-Term Public Investment Plan and Financial Management Guideline. 2-1. Conduct discussions with the Ministry of Finance on project completion and its evaluation Other Personnel 2-2. Prepare project terminal/post evaluation methods and procedures, including operation and maintenance plan

formats Local Consultants related to expertise Secretary and Administrative Staff (Laotian) Driver

2-3. Conduct pilot evaluation studies 2-4. Validate methods and procedures based on activity 2-3 pilot. 2-5. Revise manuals and handbooks based on 2-4 validation results. 2-6. Prepare training of evaluation methods and procedures. Counterpart Training Facility Pre-Conditions

2-7. Conduct training sessions related to evaluation methods and procedures Third country training Project Office Meeting Room Training Room

・All the provinces, ministries, government organizations and the Ministry of Finance agree to the direction of the Project ・Development partners agree to unifying ODA management methods and procedures

2-8. Check performance of evaluation through meta-evaluation studies 3-1. Discuss with development partners on the information management of ODA projects within the public

investment scheme Equipment Local Cost 3-2. Prepare unified methods and procedures on public investment/ODA project information management PC, Office supply and other necessary equipment

Project car Staff Salaries Administration Cost (Basic Office Supply and Utilities) Other necessary cost

3-3. Conduct pilot ODA project information management 3-4. Validate methods and procedures based on pilot activity 3-4. 3-5. Revise manuals and handbooks based on 3-5 validation results. 3-6. Prepare ODA information management training 3-7. Conduct training for ODA project management (jointly with other development partners) 3-8. Check performance of ODA project information management. 4-1. Consult with the related organizations on the standardization of district-level public investment project

management

4-2. Conduct baseline studies for selection of pilot and monitor organizations to co-develop the draft of procedures and methods for district-level public investment project management.

4-3. Prepare procedures and methods for district-level public investment project management along with its training methods, in pilot provinces.

4-4. Prepare district-level public investment project management and training in monitor provinces. 4-5. Conduct district-level public investment project management and training in monitor provinces. 4-6. Validate methods, procedures and training based on activity 4-5 in monitor provinces. 4-7. Revise manuals and handbooks based on the validated methods and procedures. 4-8. Prepare for district-level public investment project management Training-Of-Trainers 4-9. Conduct district-level public investment project management Training-Of-Trainers for DPI officials. 4-10. Conduct training evaluation to DPI on implementation of district training

Annex 2： PCAP3 PDM Version 2.0 (recommendation from Mid-Term Review, dated February 28, 2014) 削除: 3削除: 1

Project Title： Project for Establishing Public Investment Plan under NSEDP (PCAP3) Project for Establishing Public Investment Plan under NSEDP (PCAP3); Project Design Matrix 2.0(PDM2.0) page 1 of 2

Target Group : Ministry of Planning and Investment Version : 2.0 Project Period： March 2012 to September 2015 (3 years and 7 months) Target Area : Nationwide Date :28 February 2014

Narrative Summary Objectively Verified Indicators Means of Verification Important Assumptions ＜Overall Goals＞・NSEDP goals continue

to be the national strategy. ・Laos economy continues growth as expected

Sector ministries, government organizations and provincial/district sector departments manage public investment projects based on the mid-term public investment framework under the NSEDP

1) The Mid-Term Public Investment Plan 2016-2020 is utilized by the Lao Government in ministries, government organizations, provinces and districts as the standard development budget planning and monitoring tool.

Mid-Term Public Investment Plan Monitoring Report and Post Evaluation Reports

2) The capital expenditure is managed in a mid-term basis and its debt is seeing reduction. 3) Positive and continuous effects that are contributing to the achievement of the NSEDP

targets are found in completed public investment projects that are completed, operated and maintained as planned.

＜Project Purpose＞・The Ministry of Planning and Investment and its subordinate organizations continue to be the governing body of public investment project management. ・Government organizations and sector organizations in provinces and districts follow guidelines provided by the Ministry of Planning and Investment

The Ministry of Planning and Investment and its subordinate organizations in the provinces (Department of Planning and Investment) and districts (District Planning and Investment Office) manage public investment projects based on the mid-term public investment framework

1) A guideline to draft Mid-Term Public Investment Plan 2016-2020 that is related to the next NSEDP 2016-2020 is officially announced from the Ministry of Planning and Investment to ministries, government organizations, provinces and districts.

Public Investment Plan Implementation Guideline by MPI

2) Evaluation studies for completed public investment projects are conducted for projects to be selected by the relevant authorities with operation and maintenance plans attached (specific indicative figures to be determined).

Annual PIP List Terminal Evaluation List by MPI Post Evaluation List by MPI

3) Accuracy of information is confirmed through ODA counterpart fund request documents that the Lao side applies, and the information is shared with the donor projects.

ODA Project List by MPI

4) Increased number of projects that are managed in the district levels. Annual Public Investment List ＜Outputs＞

1. A framework for Mid-term Public Investment Plan and Financial Management Guidelines is established

1) A draft Mid-Term Public Investment Plan 2011-2015 is prepared in the pilot organizations. ・Draft Mid-Term Public Investment Plan The Lao Government has commitment in public investment financial stability

2) A draft Mid-term Public Investment Financial Management Guideline 2016-2020 is prepared by the Ministry of Planning and Investment in line with the Government policies on financial discipline.

・Draft Mid-Term Financial Management Guideline

3) Methods to develop and monitor the Mid-Term Public Investment Plan and the Mid-Term Financial Management Guideline are included in the manuals and handbooks.


2. Measures for effective operation and maintenance of public investment projects after its completion are established

1) The Ministry of Planning and Investment and the Ministry of Finance agrees on budget conditions including costs for maintenance and operation of completed public investment projects.

・Agreement statement among MPI and the Ministry of Finance

The Ministry of Finance agrees in the developed method of terminal evaluation 2) Methods and procedures for terminal and post evaluation studies are developed and

reflected in the manuals and handbooks ・Revised manual ・Revised Handbook

3) Methods and procedures of terminal and post evaluation studies are known through training etc. to ministry, province and district organizations concerned (specific indicative figures to be determined through project baseline studies).


4) The Ministry of Planning and Investment announces public investment projects that terminal and post evaluations will be conducted.

・Announcement contents ・List of projects evaluated.

5) Number of public investment projects that submit completion reports; with operations and maintenance plan attached; increases (specific indicative figures to be determined through project baseline studies).

・Completion report submission list

3. ODA project information management is improved

1) Development partners and the Lao Government are able to read ODA project information inclusive of counterpart funds. ・ODA database usage report.

2) A guideline on ODA project information management is included in the manuals and handbooks.

・Agreement by development partners ・Revised manual ・Revised Handbook

3) Methods and procedures of ODA project information management are disseminated to ministries, government organizations, provinces and district organizations concerned (specific indicative figures to be determined through project baseline studies).


4. A mechanism of management and capacity development for district-level public investment projects is established

1) The Ministry of Planning and Investment develops and announces roles and responsibilities for district-level public investment project management.

・Announcement by MPI toward districts

2) Methods and procedures for district-level public investment project management are included in the manuals and handbooks.


3) More than 5 provincial Department of Planning and Investment officials are capable of conducting training to district planning offices and district sector departments.

・Training Reports prepared by the Project ・Training Plan by provinces

削除: 1

削除: 1

削除: 1

削除: 30

削除: April

削除: 12

表の書式変更

削除: Terminal

書式変更: 下線なし

削除: through project baseline studies

削除: 2010-2015

Annex 2： PCAP3 PDM Version 2.0 (recommendation from Mid-Term Review, dated February 28, 2014) 削除: 3削除: 1

Project for Establishing Public Investment Plan under NSEDP (PCAP3); Project Design Matrix1.0 (PDM1.0) page 2 of 2

＜Activities＞＜Inputs＞ 1-1. Conduct baseline studies for selection of pilot and monitor organizations to co-develop the draft of Mid-term

Public Investment Plan and the Mid-Term PIP Financial Management Guideline under NSEDP 2011-2015. ＜JAPAN＞＜LAOS＞・The Lao Government does not change its policy towards the district from the resolution announced in the 9th

Party Congress, 2011, and will not delay providing specific instructions.

1-2. Prepare the draft of Mid-term Public Investment Plan and the Mid-Term PIP Financial Management Guideline under NSEDP 2011-2015 with pilot organizations. Experts : Counterpart Personnel

1-3. Conduct seminars to share the drafts. Chief Advisor Expert for budget/financial management Expert for project evaluation Expert for program management Expert for rural development and poverty reduction Project Coordinator

･Project Director : Vice Minister of the Ministry of Planning and Investment ･Project Manager:

Director-General class in the Ministry of Planning and Investment

・Deputy Project Managers;

Two Deputy Director class officials in the Ministry of Planning and Investment

･Core Counterpart Members

1-4. Monitor the implementation of the draft Mid-term Public Investment Plan and Mid-Term PIP Financial Management Guideline at monitor organizations.

1-5. Study the validation of the draft based on activity 1-4. 1-6. Develop manuals and handbooks as a process for development of 2016-2020 Mid-Term Public Investment

Plan & Financial Management Guideline, based on 1-5 validation results 1-7. Prepare 2016-2020 Mid-Term Public Investment Plan & Financial Management Guideline Seminar 1-8. Conduct 2016-2020 Mid-Term Public Investment Plan & Financial Management Guideline Seminar with

ministry and provincial planning department officials as participants 1-9. Provide support in developing the Mid-Term Public Investment Plan and Financial Management Guideline. 2-1. Conduct discussions with the Ministry of Finance on project completion and its evaluation Other Personnel 2-2. Prepare project terminal/post evaluation methods and procedures, including operation and maintenance plan

formats Local Consultants related to expertise Secretary and Administrative Staff (Laotian) Driver

2-3. Conduct pilot evaluation studies 2-4. Validate methods and procedures based on activity 2-3 pilot. 2-5. Revise manuals and handbooks based on 2-4 validation results. 2-6. Prepare training of evaluation methods and procedures. Counterpart Training Facility Pre-Conditions

2-7. Conduct training sessions related to evaluation methods and procedures Project Office Meeting Room Training Room

・All the provinces, ministries, government organizations and the Ministry of Finance agree to the direction of the Project ・Development partners agree to unifying ODA management methods and procedures

2-8. Check performance of evaluation through meta-evaluation studies 3-1. Discuss with development partners on the information management of ODA projects within the public

investment scheme Equipment Local Cost 3-2. Prepare unified methods and procedures on public investment/ODA project information management PC, Office supply and other necessary equipment

Project car Staff Salaries Administration Cost (Basic Office Supply and Utilities) Other necessary cost

3-3. Conduct pilot ODA project information management 3-4. Validate methods and procedures based on pilot activity 3-4. 3-5. Revise manuals and handbooks based on 3-5 validation results. 3-6. Prepare ODA information management training 3-7. Conduct training for ODA project management (jointly with other development partners) 3-8. Check performance of ODA project information management. 4-1. Consult with the related organizations on the standardization of district-level public investment project

management

4-2. Conduct baseline studies for selection of pilot and monitor organizations to co-develop the draft of procedures and methods for district-level public investment project management.

4-3. Prepare procedures and methods for district-level public investment project management along with its training methods, in pilot provinces.

4-4. Prepare district-level public investment project management and training in monitor provinces. 4-5. Conduct district-level public investment project management and training in monitor provinces. 4-6. Validate methods, procedures and training based on activity 4-5 in monitor provinces. 4-7. Revise manuals and handbooks based on the validated methods and procedures. 4-8. Prepare for district-level public investment project management Training-Of-Trainers 4-9. Conduct district-level public investment project management Training-Of-Trainers for DPI officials. 4-10. Conduct training evaluation to DPI on implementation of district training

削除: Third country training

Annex 3: PCAP3 Plan of Operations

3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9

First ① Formulating and discussing the Inception Report

② Holding Joint Coordintating Committee Meeting First Second Tihrd

③ Work Implementation Plan Progress Report Work Completion Report

Second ㉛ Implementation of Third-Country Training as Counterpart Training

④

⑤

⑥

⑦

⑲

⑳

㉑

㉜

㉝

⑧

⑨

⑩

⑪

㉒

㉓

㉞

㉟

⑫

⑬

⑭

㉔

㉕

㉖

㊱

㊲

⑮

⑯

⑰

⑱

㉗

㉘

㉙

㉚

㊳

㊴

Activity Training/Seminar Completion of manual/handbook

Progress Report Work CompletionReport

Updating manuals and handbooks based on the review results in (28)

Preparations for TOT for the purpose of establishment of district-level public investment projects and capacity building

Implementation of Training on Managing District-Level PIP at the Monitoring Organization

Implementation of Baseline Study, Selection of Pilot and Monitoring Organizations

Establishment of the draft Mid-term Public Investment Plan and Financial Management Guidelines

Holding a joint seminar on the proposed MTPIP and Financial Managmenet Guidelines

Support for the establishment of 2016-202 proposed MTPIP and Financial Management Guidelines

Work ImplementationPlan

Discussions with the Ministry of Finance regarding the operation and maintenance costs after the completion of the publicinvestment projectsEstablishment of methods and processes for the terminal and ex-post evaluations of public investment projects

Pilot project review based on project evaluation studies

Revisions based upon the results of (10) above

Updating the methods and pcocesses in the Manuals and Handbooks based on the revised contents as referred to in (11)

A mechanism of management and capacity development for district-level public investment projects is established

Discussions with donors on standardization of ODA projects within the scope of public investment

Establishment of an improvement process regarding ODA information management

Pilot review of new ODA projects

Revision of processes based on the review results in (14)

Updating the methods nad processes in the Manuals and Handbooks based on the revised contents in (24)

Preparations for traiing on ODA project information management methods

Implementation of training on information management methods for ODA projects in consultation with donors

Monitoring information management performance in respect of ODA projects

Preparations for training on project evaluation study

Implementation of training on the methods for project evaluation study

Implementation of meta-evaluation (self-evaluation of evaluation tasks), confirmation of project evaluation performance

ODA project information managemnet is improved

Evaluation of training implemented by the DPIs at district level

Discussions within the MPI and with relevant authorities on establishment and management of district-level publicinvestment projectsImplementation of a baseline study to select pilot and monitoring organizations

Development of processes and training methods for establishment and management of district-level public investmentprojects in the pilot organizationsPreparation of training in monitoring organizations on managing district-level public investment projects

Review of the status of district-level public investment project management at the monitoring organization

Implementation of TOT for each DPI for the purpose of establishment and management of district-level public investmentprojects

[Output 2] Measures for effective operation and maintenance of public investment projects after its completion are established

Formulation of the proposed MTPIP and Financial Management Guidelines by the monitoring organization

Review of the contents of the MTPIPs and Financial Management Guidelines based upon the monitoring results in (7) andrevising processes and contents as requiredFormulation of a Manual and Handbooks on the establishment process of the MTPIPs and Financial ManagementGuidelines for 2016-2020 reflecting the issues in (19)Preparations for seminars on he establishment of proposed MTPIPs and Financial Management Guidelines for 2016-2020

Preparation for and implementation of seminares on establishment of 2016-2020 proposeed MTPIP and FinancialManagement Guidelines for central government organizations and provinces

ContractYear

ActivityNumber

Activity Details

Formulating Work Implementation Plan, Progress Reports and Work Completion Reports on an annual basis, and ProjectCompletion Report at the end of the project period

[Output 1] A framework for Mid-term Public Investment Plan and Financial Management Guidelinesis established

Calendar 2014 Calendar 2015

Second Contract Year(September 2013 to June 2014)

Third Contract Year(September 2014 to September 2015

Contract Period First Contract Year (March 2012 to June 2013)

Calendar 2012 Calendar 2013

First

Second

Third

First

All

First

Second

Third

Second

Third

First

Second

Third

[Output 3]

[Output 4]

Lao PDR Project for Establishing Public Investment Plan ...shared at the Seminar for MidTerm Public...

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