Sri Lanka The Agricultural
Transcript of Sri Lanka The Agricultural
1. Background of Project
Following the agreements concerning the "Global
Issues Initiative (GII) on Population and AIDS" made at
the Japan-U.S. Framework for New Economic Partnership
in July 1993 and the Japan-U.S. summit meeting of
February 1994, Japan expressed its active commitment to
the promotion of cooperation in the fields of population
and family planning and AIDS, and for implementation
allocated a total of 3 billion dollars of ODA for a period
of seven years from 1994.
Since the Philippines was one of the GII priority
countries, Japan dispatched a Basic Study Team on AIDS
in the Philippines in March 1994 for the purpose of
surveying and analyzing the epidemiological situation and
relevant policies of AIDS in the Philippines, thereby
contributing to the planning of Japan's cooperation
activities in this field.
The results of this study pointed out the need for
training of personnel engaged in AIDS control in the
Philippines in appropriate laboratory techniques,
diagnosis and control of AIDS and other relevant diseases
by the Research Institute for Tropical Medicine (RITM).
Based on this report, the Government of the
Philippines requested Japan to implement an In-country
Training program on HIV/AIDS and other sexually
transmitted diseases (STDs).
2. Project Overview(1) Period of Cooperation
FY1995-FY1999
(2) Type of Cooperation
In-country Training Program
(3) Partner Country's Implementing Organization
Department of Health,
Research Institute for Tropical Medicine (RITM)
(4) Narrative Summary
1) Overall GoalThe system of diagnosis and control of HIV
infection/AIDS and other STDs in each region in
the Philippines is strengthened.
2) Project PurposeCapabilities of doctors, nurses, social workers and
medical technologists in the Philippines in
prevention and control of HIV infection/AIDS and
other STDs are strengthened.
3) Outputsa) Trainees acquire general knowledge on the
etiology, epidemiology and pathogenesis of HIV
infection/AIDS.
b) Trainees acquire adequate knowledge and skills
on the prevention, diagnosis and management of
HIV infection/AIDS and other STDs.
c) Trainees gain awareness and understanding of
the social, economic, ethical and medico-legal
issues in HIV infection/AIDS and other STDs.
4) InputsJapanese Side
Training expenses approx. 9.8 million pesos
(approx. 77 million yen)
Philippine Side
Instructors and management staff
Training facilities, equipment and materials
Training expenses
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Metro ManilaProject Site
Diagnosis andManagement of HIVInfection/ AIDS andOther STDs
3. Members of Evaluation Team
JICA Philippines Office
(Commissioned to Mr. Tito T. Oria, Sr., Local
Consultant)
4. Period of Evaluation
14 February 2000-15 March 2000
5. Results of Evaluation(1) Efficiency
All planned activities were carried out smoothly
within the confines of the agreed training expenses.
(2) Effectiveness
A total of 242 persons attended the training courses
for five years, which was 97 percent of the targeted 250
trainees. This rate should not be regarded as low
considering the geographical condition of the Philippines
(i.e., transportation difficulties inherent to island nations)
and other factors.
Scores on the pre-training and post-training tests
showed an average increase of about 20 percent for all
training courses. From this, it was confirmed that trainees
gained knowledge, skills and interest in the subjects
taught. Also, the results of the survey showed that 88
percent of the 81 ex-participants responding said that they
had gained their skills by attending the course, and 93
percent of the 55 Superiors of the ex-participant
responding said that the techniques of the ex-participant
in diagnosis and control of HIV/AIDS and other STDs
were upgraded. Therefore, it was concluded that the
purpose of the training program was fully achieved.
(3) Impact
Former trainees shared the acquired knowledge and
techniques from the training course with colleagues in
their respective hospitals/medical institutions. By doing
so, they were regarded as invaluable assets within their
region. Also, they started information campaigns,
counseling, hygiene clinics and several other attempts to
reach out to those who were potential candidates for the
infection.
Trainees were supposed to form HIV/AIDS Core
Teams (HACT), each of which would consist of a doctor,
a nurse, a social worker and a medical technologist of
respective regions, and train local health personnel. For
the future dissemination of knowledge and techniques in
the related field, financial support from the central
government would be indispensable.
(4) Relevance
As HIV/AIDS-related issues are one of the top
priorities of the national health policy of the Philippines
as well as in the global context, the purpose to strengthen
regional capabilities in the prevention and control of HIV
infections/AIDS and other STDs in the Philippines
remained highly relevant.
Also, according to the results of the survey of
supervisors of trainees, at least 430 officials in the
Philippines would need training of this kind. This
confirmed a continuing great need for this program.
(5) Sustainability
It was obvious from the performance of the training
courses that RITM was highly capable of training
management. Therefore, with regard to management
aspects, it was considered possible that RITM would
implement similar training programs.
6. Lessons Learned and Recommendations(1) Recommendations
Despite the high level of training needs and the
management capacity of RITM, outside cooperation in
technical and financial aspects would still be needed.
Therefore, it was desirable that Japan continues
cooperation with RITM either as an extension of this
training program or as a new training program
A new training program should include a component
of training of trainers for HACT members. Then, the
trained HACT members should take initiative as leaders
to form mobile HACTs for specific target areas and carry
out seminars or other activities to disseminate the
importance of change in knowledge, skills and attitudes
for the prevention and control of HIV infection/AIDS and
other STDs.
7. Follow-up Situation
Based on the above recommendations, the extension
of this In-country Training program for another five years
from 2001 is under way.
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1. Background of Project
In the Philippines, occupational accidents occur
frequently mostly due to the adoption of new technologies
and the emergence of new toxic chemicals as a
consequence of industrialization. In response to a request
from the Government of the Philippines, Japan supported
the strengthening of the management and functions of the
Occupational Safety and Health Center (OSHC), an
organization responsible for technical services,
education/training, research and public relations related to
occupational safety and health, through Grant Aid, ''the
project for establish the occupational Safty and health
Center'' (1986) and Project-type Technical Cooperation,
''the occupational Safty and health Center project'' (April
1988-March 1995).
To disseminate the outcome of the cooperation to
other countries, the Government of the Philippines
requested Japan to implement a Third-country Training
Program with OSHC as the implementing organization.
2. Project Overview(1) Period of Cooperation
FY1996-FY2000
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organization
Occupational Safety and Health Center (OSHC)
(4) Narrative Summary
1) Overall GoalThe status of national occupational safety and
health in Asian countries is improved.
2) Project Purpose
Personnel who are in charge of the improvement of
occupational safety and health in small or medium-
sized enterprises (SMEs) gain relevant knowledge
and skills.
3) Outputsa) Trainees acquire knowledge and skills to secure
safety in the workplace.
b) Trainees acquire knowledge and skills to
improve the environment of workplaces where
harmful materials are used.
c) Trainees acquire the capability to implement
training workshops on the improvement of SME
work environments.
4) InputsJapanese Side
Short-term experts 4
Training expenses approx. 5.94 million pesos
(approx. 16 million yen)
Philippine Side
Instructors and management staff
Training facilities and equipment
(5) Participant Countries
Indonesia, Malaysia, Thailand, Viet Nam, China,
Bangladesh, India, Pakistan, Sri Lanka
3. Members of Evaluation Team
JICA Philippines Office
(Commissioned to Mr. Rodolfo C. Menguita, Local
Consultant)
4. Period of Evaluation
March 2000
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QuezonProject Site
Improvement ofOccupational Safety andHealth in Small andMedium-sizedEnterprises
5. Results of Evaluation(1) Efficiency
It was impossible to select appropriate trainees for
some courses because the number of applicants was
below the target number, partly due to the short
application period. Consequently, the position, age and
working experience varied widely among trainees, which
influenced the program and the degree of understanding
of the training to some extent. Overall, however, the
inputs and activities were implemented appropriately.
(2) Effectiveness
A total of 70 persons from ten countries attended the
four annual training courses until 1999. The survey of
trainees showed an average rating of 4.0 on a five-point
scale for both the degree of achievement of course
objectives and satisfaction. Considering this and the
results of the survey of superiors of trainees, effectiveness
was evaluated to be high.
(3) Impact
The majority of ex-trainees made use of the newly
acquired knowledge on their job and disseminated it to
their colleagues or others through training courses,
lectures and producing articles and publications.
According to the survey of their superiors, the outcome of
the training was utilized in various activities on
occupational safety and health in each of the participant
countries.
(4) Relevance
In the Philippines and other participating countries,
SMEs were consistently increasing and so was their
importance in employment creation and national
economic development. This training program provided
an opportunity to exchange ideas and improve techniques
for SMEs to secure workplace safety and health at a
minimum cost. Therefore, relevance of the program was
evaluated to be very high.
In addition, it was also highly evaluated that the
training program incorporated some of the newly
emphasized issues such as internationalization of SMEs
and occupational safety and health for women and
children in its curriculum.
(5) Sustainability
Potential sustainability from an organizational aspect
was shown in the progress of the plan of OSHC to
become officially linked with the Asian Occupational
Safety and Health Association, thereby being a center of
this field in Asia.
6. Lessons Learned and Recommendations(1) Lessons Learned
More appropriate nominees will be selected if the
implementing organizations encourage the participating
countries to nominate more applicants from a broader
base. For that, enough time should be allowed from the
announcement till the deadline. It would also be effective
if JICA overseas offices and organizations sending
personnel to the training scout appropriate nominees.
(2) Recommendations
Considering that there were still a great need in
neighboring countries for training in occupational safety
and that this training program was widely recognized in
participant countries, it was recommended to extend the
program for another five years with the participation of
additional countries.
7. Follow-up Situation
Based on the above recommendation, a five-year
extension of the Third-country Training Program from
2001 is under way.
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1. Background of Project
The eruption of Mt. Pinatubo volcano, located in the
middle of Luzon Island in the Philippines, destroyed the
surrounding farmland, which produced grain. Following
this, the Government of the Philippines established the
Regional Rehabilitation Committee for Pinatubo Ejecta
under the President to carry out institutional building and
project formulation. Regarding the recovery of
agricultural production capacities, the Ministry of
Agriculture developed a rehabilitation plan, but soil
containing volcanic ash and ejecta has few nutrients and
no moisture and fertility. A community-based rehabilitation
system including an efficient fertilization method was
expected.
Under this situation, in order to rehabilitate the
farmland affected by volcanic ash and ejecta, the
Government of the Philippines requested the Government
of Japan to provide Research Cooperation regarding the
production of functional microcapsules that have long-
lasting effects on soil recovery.
2. Project Overview(1) Period of Cooperation
25 November 1996-24 November 1999
(2) Type of Cooperation
Research Cooperation
(3) Partner Country's Implementing Organization
Industrial Technology Development Institute (ITDI),
Department of Science and Technology
(4) Narrative Summary
1) Overall GoalPinatubo Lahar affected areas are rehabilitated.
2) Project PurposeThe processes for the production of functional
microcapsules which can be utilized for the
recovery and improvement of soil fertility and
productivity of the areas covered with volcanic
deposits are established.
3) Outputsa) Core material and capsule material are selected.
b) Basic technology for the production of functional
microcapsules is established.
4) InputsJapanese Side
Long-term experts 2
Short-term experts 8
Trainees received 4
Equipment 25 million yen
Local cost 15 million yen
Philippine Side
Counterparts 11
Equipment
Land and Facilities
Local cost
3. Members of Evaluation Team
Team Leader:Toshiyuki KUROYANAGI, Deputy Resident
Representative of the Philippine Office, JICA
Technical Evaluation:Kozo ISHIZAKI, Bioscience and Chemistry Division,
Hokkaido National Industrial Research Institute,
Ministry of Trade and Industry
Project Evaluation:Tomoko SATO, Southeast Asia Division, Regional
Department I, JICA
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Production of FunctionalMicrocapsules forImprovement of PinatuboEjecta R&D
4. Period of Evaluation
16 November 1999-27 November 1999
5. Results of Evaluation(1) Efficiency
The expert dispatch and training for the counterparts
were properly achieved. However, as the delivery of the
device to produce the microcapsule was late, this caused a
delay in the production-technologies training. Also, due to
the budget reduction by the Government of the
Philippines, some of the counterparts participated in the
project activities while holding additional research
positions.
(2) Effectiveness
The production technologies for functional
microcapsules were transferred to the counterparts.
However, in order to build up the production process, it is
necessary to further adapt the results of experiments to
apply at the local level.
(3) Impact
After the developed microcapsule is adapted for
making the best use at the local level based upon the
results of experiments, the next step is determining how to
distribute it to the farmers. The implementing
organization, the Industrial Technology Development
Institute, has made a concrete plan regarding this matter
with the cooperating organization, the Central Luzon
State University, and therefore, it is expected that the
overall goal will be achieved in the near future. It is also
expected that the function of the agricultural and forest
lands in the affected areas will be recovered in the long
run.
(4) Relevance
The overall goal and project purpose had relevance to
the Pinatubo affected area that was an important matter to
tackle, and therefore, it is considered that the activities to
achieve the project purpose had a great relevance.
(5) Sustainability
From the Japanese side, it is necessary to continue
support by the short-term experts in order to complete the
delayed components.
Institutional sustainability appeared strong based on
the cooperative relationship with the Central Luzon State
University that was established in the process of Research
Cooperation for the project. Further research activities
were already planned following the completion of project
cooperation.
6. Lessons Learned and Recommendations(1) Lessons Learned
In Research Cooperation projects, it is vital to plan
how the developed technologies will be disseminated.
(2) Recommendations
In order to achieve the initial purpose of the Research
Cooperation, it is necessary to continue conducting
demonstrative tests of the microcapsule and adapt it to the
local level. Therefore, the dispatch of two experts in the
area of soil improvement (core material technology and
coating material for encapsulation technology,
respectively) was recommended.
7. Follow-up Situation
The experts for Soil Improvement Technology (Core
Material for Microencapsulation Technology and Coating
Material for Encapsulation Technology) were dispatched
from August to October, 2000 to provide instruction on
the localization of microcapsules. During this period, the
effects of microcapsules were identified, so the Philippine
side will handle the practical application on its own.
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1. Background of Project
More than 450 lighthouses are installed throughout
the Philippines, but a considerable number of them are not
functioning properly due to their age, and lack of
maintenance and operation. Because this situation was a
factor in frequent marine accidents, the need to improve
the operation and maintenance of lighthouses to secure
safe navigation was urgent. In response, the Government
of the Philippines started to rehabilitate 37 principal
lighthouses through the 17th OECF Loan Program in
1991, and established the Headquarters of Aids to
Navigation Command (HANC) in order to enhance the
technical capacities of lighthouse staff. In addition,
another four were newly installed and 36 rehabilitated by
the 20th OECF Loan Program.
However, because the technical level of the staff was
not yet to a satisfactory level to operate and maintain
navigation aids, the Government of Philippines requested
cooperation from the Government of Japan to enhance the
technical capacities of the staff and improve the operation
and maintenance of navigation equipment.
2. Project Overview(1) Period of Cooperation
1 December 1996-30 November 1999
(2) Type of Cooperation
Experts Team Dispatch Program
(3) Partner Country's Implementing Organization
Department of Transportation and Communications,
Philippines Coast Guard (PCG)
(4) Narrative Summary
1) Overall Goal
Safety and efficiency of maritime navigation are
improved.
2) Project PurposeLighthouse keepers are able to maintain and repair
lighthouses.
3) Outputsa) Technical skills and knowledge of the lighthouse
keepers in charge of maintenance of NAVAIDS
are improved.
b) Training materials and instruction manuals are
developed.
4) InputsJapanese Side
Long-term expert 1
Short-term experts 7
Trainees received 5
Equipment 30 million yen
Philippine Side
Counterparts 10
Land and facilities
Local cost 3.3 million pesos
(90,000 yen)
3. Members of Evaluation Team
Team Leader:Toshiyuki KUROYANAGI, Deputy Resident
Representative, JICA Philippines Office
Technical Evaluation:Shunji FUKUMITSU, Senior Engineer, Aids to
Navigation Depertment, Maritime Safety Agency
Project Evaluation:Akira SUDO, SANYU Consultants, Ltd.
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Technical Skills for theOperation andMaintenance ofNavigation Aids
4. Period of Evaluation
18 October 1999-28 October 1999
5. Results of Evaluation(1) Efficiency
Overall, the inputs were appropriate in quality and
quantity, but the delivery of equipment for the training by
Japan was delayed due to the special order, and this
caused the delay of dispatch of the short-term experts
when the training course was held. Also regarding the
inputs by the Philippine side, due to the lack of budget,
only 10 percent of the local costs planned was disbursed,
so there was a constraint to achieving all outputs.
(2) Effectiveness
The operation rate of maritime navigation in the PCG
increased from 72 percent (before the project started) to
90 percent. Trainees certainly acquired the basic
technologies and knowledge in terms of operation and
maintenance of maritime navigation, and thus the project
purpose was mainly achieved.
(3) Impact
Through project training, the lighthouse keepers,
including the counterparts, gained a better understanding
of the importance of maritime navigation, and the proper
maintenance required. Also, trainees tried to disseminate
what they learned through on-the-job training to staff who
did not participate in the training.
(4) Relevance
As the Government of the Philippines promotes
general maritime safety policy in its mid-term
Development Plan, this project was relevant to the
national policy.
(5) Sustainability
As the PCG was merged into the Ministry of
Transportation and Communication in April 1998, and
received autonomous authority regarding personnel issues
and budgeting, the base for the necessary costs to
continue training was secured. Also technically, as the
basic technical transfer by this project was completed, it is
perceived that it has enough sustainability to conduct and
expand training on its own.
6. Lessons Learned and Recommendations(1) Lessons Learned
Delayed delivery of equipment leads to delays in the
holding of training sessions and the Dispatch of Experts.
It is important to carefully consider the time frame for
delivery of equipment.
(2) Recommendations
As the basic technology transfer and project purpose
were achieved, it was agreed with the Government of
Philippines that the project would be completed as
planned. However, as navigation technology advances
rapidly, it is necessary for the Government of the
Philippines to have access to information on the latest
technologies and to revise the instruction manual
completed during this project. Also, it is desirable to
consider following up the electronic technology, applied
technology, and building up the staff training system and
organizational system. All are weak areas for the
Philippines and difficult tasks for them to achieve alone.
7. Follow-up Situation
In view of the foregoing, it is expected that short-term
experts for electronic technology and management
technology will be dispatched within 2001.
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1. Background of Project
The Government of the Philippines under the Ramosadministration formulated the document "Philippines2000" as a development plan, which advocated themaximum use of information in propelling the country tothe status of a NIES country by 2000. In line with this, the"National Information Technology Plan" (NITP)promulgated in 1989 was amended in 1993 as theNITP2000.
The goal set by the NITP2000 is computerization ofall sectors in the Philippines. Education and training todevelop high-level IT human resources are thereforeessential in the pursuit of this strategy.
In this context, the Government of the Philippinesestablished the Philippine Software Development Institute(PSDI) under the National Computer Center (NCC) inMay 1993, and requested the Government of Japan toprovide Project-type Technical Cooperation with thepurpose of providing IT training courses to enhance thelevel of IT human resources in the country.
2. Project Overview(1) Period of Cooperation
1 January 1995-31 December 1999
(2) Type of CooperationProject-type Technical Cooperation
(3) Partner Country's Implementing OrganizationThe National Computer Center (NCC)
(4) Narrative Summary1) Overall Goal
Philippine IT industry is developed.2) Project Purpose
High-level IT education/training program isprovided at the PSDI.
3) Outputsa) High-level facilities are effectively utilized.b) Curriculum is developed and counterparts
acquire curriculum development methods.
c) Course materials are developed.d) The competency of the PSDI staff (faculty) is
improved.e) High-level courses are implemented.
4) InputsJapanese Side
Long-term experts 8Short-term experts 4Trainees received 18Equipment 334 million yenLocal cost 20 million yen
Philippine SideCounterparts 33Buildings and facilities approx. 170 million pesos
(approx. 530 million yen)Local cost 28 million pesos
(87 million yen)
3. Members of Evaluation Team
Team Leader:Kyoko KUWAJIMA, Director, First TechnicalCooperation Division, Mining & Industrial DevelopmentCooperation Department, JICA
Technical Cooperation Program:Hiroyuki HATADA, Assistant Deputy Director,Industrial Electronics Division, Machinery andInformation Bureau, Ministry of International Tradeand Industry (MITI)
Technical Transfer Program:Takao HAGA, Project Manager, Knowledge PoolBusiness Promotion Office, Fujitsu Learning MediaLimited
Training Course Evaluation Analysis:Yoko IKEDA, Staff, Planning and CoordinationDivision, Center of the International Cooperation forComputerization (CICC)
Evaluation Management:Hideo NODA, First Technical Cooperation Division,Mining & Industrial Development CooperationDepartment, JICA
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Software Development Institute
Evaluation Analysis:Chiaki NAKAMURA, Global Link Management, Inc.
4. Period of Evaluation
28 June 1999-14 July 1999
5. Results of Evaluation(1) Efficiency
The inputs were planned and implemented adequatelyin both quantity and timing. Regarding the Dispatch ofExperts, more short-term experts to complement long-term experts would have made it possible to provide up-to-date technology information for the counterparts sinceinnovation of technology in the IT industry isunexpectedly rapid. On the other hand, all thecounterparts were found to be engaged concurrently inother NCC functions besides the PSDI; thus, adequatehours for the project work could not be secured.Furthermore, turnover and resignation (six out of eleventechnical counterparts trained in Japan had already left theNCC) caused a shortage of counterparts, which hinderedefficient technology transfer.
(2) EffectivenessAs a result of technology transfer, four training
courses including "Client/Server Programming" and "ITCurriculum Design and Development" were conducted asplanned. An additional five new courses including"Managing with the Internet (NET)" and "Introduction toMultimedia" were developed and implemented by thecounterparts. As of June 1999, seven training courseswere implemented and 284 people participated in them.By the end of the project, all nine courses are expected tobe held. Consequently, it was concluded that the ProjectPurpose would likely be achieved.
(3) ImpactBecause the NCC is providing systematic and
practical high-level IT training courses, the NCC and itstraining courses have become better known in recentyears. The transferred technology is disseminated to ITengineers in government agencies through the PSDItraining courses and it is utilized in their organizations.Moreover, cooperative relationships with relatedorganizations were established, and training coursesnewly planned and implemented with those organizations.For instance, courses were conducted for the teachingstaff of Mindanao State University and the secretariatstaff of the IT committee of the House of Representatives.
(4) RelevanceSince the NCC is the secretariat office of the
NITP2000 and its supplemental action plan IT21(National Information Technology Plan for the 21stCentury), one of its main functions is the implementationof education and training for high-level IT engineers. ThePhilippine Government places a priority on enhancement
of the IT industry; thus, the Overall Goal of the Project isconsistent with the national policy.
(5) SustainabilityThe NCC became the sole executive agency to
provide IT services to the government, as stated in anOctober 1998 Executive Order. The management skillsand operation system to sustain high-level IT trainingcourses was established in the NCC through theimplementation of the project. Cooperation with externalorganizations was strengthened through providing trainingservices that responded to specific needs. The budgetnecessary for management and operation of the projectand for maintenance of machinery and equipment isadequately allocated, and the NCC is prepared for post-project financial arrangements. The technical level ofcounterparts was improved, and further enhancement anddevelopment of training courses can be expected.Consequently, it was concluded that the sustainability ofthe project as a whole reached a satisfactory level.
6. Lessons Learned and Recommendations(1) Lessons Learned
Considering the recent technological trend of IT, inorder to cope with verified needs of technical guidance,more short-term experts should be dispatched as mainplayers of technology transfer. The appropriate role forlong-term experts is in coordination and management ofthe technology transfer process.
(2) RecommendationsBased on the overall success of the project, both
parties, i.e. the Philippine side and the Japanese side,agreed that the project should terminate on schedule. Itwas anticipated that the NCC would continue to enhanceits technical competency making use of external ITspecialists, and updating the content of training courses toreflect the latest developments in technology, in order tomeet the potential needs of the IT industry.
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Training course in the computer training room
1. Background of Project
Although the Government of the Philippines has beencarrying out activities related to the production of a soilmap, which is essential to the planning andimplementation of agricultural development policy,progress has been limited due to the lack of appropriatesurvey and research methods, as well as suitable facilities.
The above-mentioned circumstances led thePhilippine Government to make two requests to theGovernment of Japan in 1988: a Project-type TechnicalCooperation program aimed at strengthening the humanresources capability in research and development; and aGrant Aid program to set up research facilities andequipment through the establishment of the SoilsResearch and Development Center (SRDC).
In response to this request, phase I of the project wascarried out from July 1989 to June 1994, achieving thepurpose of transferring the basic technology of soilresearch. However, it was realized that the developmentof technologies for acid upland soils (the Ultisols), whichaccount for 46 percent of the territory of the Philippines,was indispensable to achieve the desired outcome of theimproved agricultural productivity. Therefore, thePhilippine Government requested phase II of the project,which focused on the research and development ofapplication technology.
2. Project Overview (1) Period of Cooperation
1 February 1995-31 January 2000
(2) Type of CooperationProject-type Technical Cooperation
(3) Partner Country's Implementing Organization Bureau of Soil and Water Management (BSWM),Department of Agriculture
(4) Narrative Summary 1) Overall Goal
Farmer's technology of soil management for
Problem Soil including Ultisol (PSIU) isimproved.
2) Project PurposeTechnologies of soil management for PSIU areimproved.
3) Outputsa) Constraints for crop production are clarified and
soil improvement technology for PSIU isdeveloped.
b) Technologies for soil erosion control for PSIUare improved.
c) Method for Soil Productivity CapabilityClassification (SPCC) is developed.
4) InputsJapanese Side
Long-term experts 7Short-term experts 19Trainees received 23Equipment approx. 197 million yenLocal cost approx. 57 million yen
Philippine SideCounterparts 118Buildings and facilitiesLocal cost 96.3 million pesos
(approx. 263 million yen)
3. Members of Evaluation Team
Team Leader/Soil Conservation: Naoto OWA, Director, Department of Agro-EnvironmentSciences, Hokkaido National Agricultural ExperimentStation, Ministry of Agriculture, Forestry and Fisheries
Soil and Fertilizer: Toshiro MATSUNAGA, Chief, Laboratory of SoilResources and Plant Nutrition, Department of Agro-Environmental Management, Kyusyu NationalAgricultural Experiment Station, Ministry ofAgriculture, Forestry and Fisheries
Soil Productivity Capability Classification: Takashi KUSABA, Chief, Soil Fertility EvaluationLaboratory, Department of Soils and Fertilizers,
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The Soil Research and Development CenterProject (Phase II)
National Agriculture Research Center, Ministry ofAgriculture, Forestry and Fisheries
Plan Evaluation: Kenji KANEKO, Deputy Director, AgriculturalTechnical Cooperation Division, AgriculturalDevelopment Cooperation Department, JICA
Evaluation Analysis: Tsuyoshi ITO, IC Net Ltd.
Technical Cooperation: Yukiyo MAEDA, Agricultural Technical CooperationDivision, Agricultural Development CooperationDepartment, JICA
4. Period of Evaluation
10 August 1999-18 August 1999
5. Results of Evaluation (1) Efficiency
Although some incidents, such as typhoon, drought,delay of equipment delivery, and re-assignment ofcounterparts, affected the smooth implementation of someactivities, in general, project staff managed theseconditions adequately and the project was implementedefficiently. The development of the Soil ProductivityCapability Classification (SPCC) method was completedahead of schedule, and thus additional training forestablishment of the Local Area Network was carried out.However, it would have been more efficient if the inputstoward this additional activity had been allocated to otherproject activities initially planned.
(2) EffectivenessSoil constraints of PSIU on crop productivity were
clarified. The application of chicken manure was found tobe the most effective method for soil improvement thatpoor farmers can afford. The soil conservation technologyand Soil Productivity Capability Classification methodwere transferred to counterparts. The manuals for thesetransferred technologies as well as the sample guidelinefor soil management are expected to be completed by thetermination of the cooperation.
(3) ImpactAlthough it was still too early to verify the
improvement of farmer's soil management technology atthe time of project termination, the high-quality researchon soil and land management which was carried out underthis project is contributing to the Philippine's agriculturaldevelopment. The training for farmers at the SRDC1) andthe field visits to 85 farmers in 1998 for technologytransfer were carried out. The farmer's training program,which some 800 farmers joined, was organized incollaboration with Xavier University. In addition, theproject extended beyond the Philippines: One of thecounterparts was sent to Bangladesh in 1999 as a ThirdCountry Expert, and an international symposium was
organized.
(4) RelevanceThe project activity contributing to the productivity
improvement of small-scale farmers in Ultisol areascomplies with the national development strategy of thepresent administration which emphasizes support forsmall-scale farming areas.
(5) SustainabilityFollow-up studies on soil improvement through soil
organic matter accumulation by legume-grass mixture isrequired. In addition to this study, three other types of soilcontrol methods are expected to be studied in the nexttechnical cooperation project which is already requested.
In terms of the institutional, financial and technicalsustainability of the BSWM, it was found to besatisfactory. The BSWM established an appropriateorganizational structure, as well as mechanisms for thedissemination of technology information, and funding.
6. Lessons Learned and Recommendations(1) Lessons Learned
It is important to record changes in project documentsfor monitoring and evaluation purposes when a projectprogresses ahead of schedule as was the case with thedevelopment of the Soil Productivity CapabilityClassification (SPCC) method. This would ensure thatavailable resources are used most efficiently.
(2) Recommendations It was verified that the extension of the project and
follow-up activities were unnecessary.
Chapter 3: Terminal Evaluation I Asia
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A model field utilized chicken manure for cultivation
1) Counterparts of the project were composed of selected membersfrom many departments among Bureau of Soil and WaterManagement, therefore, SRDC does not exist as an official unit.
1. Background of Project
Japan and Singapore agreed on the Japan-Singapore
Partnership Program (JSPP) in January 1994, and to
extend the technology and knowledge it had accumulated
through self-help efforts based on cooperation from Japan
to neighboring countries, which were at an earlier stage of
development, by means of the collaborative Dispatch of
Experts and the holding of training. As a part of JSPP,
Third-country Training Program started in Singapore in
1994, funded equally by the Government of Japan and the
Government of Singapore.
Singapore had achieved economic growth faster than
other ASEAN countries through industrialization, while
succeeding to maintain comfortable living conditions and
prevent environmental pollution through an effective
environmental policy. To expand the Singapore experience
to neighboring countries, the Third-country Training
Program, "Environmental Management" was newly
established in JSPP in 1996.
2. Project Overview(1) Period of Cooperation
FY1996-FY1999
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organizations
Ministry of Environment
Center for Environmental Training
Technical Cooperation Directorate of Ministry of
Foreign Affairs
(4) Narrative Summary
1) Overall Goal
Air and water quality is improved in the Asia-
Pacific region.
2) Project PurposeTrainees enhance their capacity in environmental
management (developing and implementing a
system) in respective countries.
3) Outputsa) Trainees understand the strategies, actions and
enforcement procedures of national and local
governments to strengthen environmental
management.
b) Trainees understand air and water quality and
solid waste management including toxic and
hazardous waste.
c) Trainees understand the importance of public
awareness and education.
4) InputsJapanese Side
Short-term experts 4
Training expenses 12 million yen
Singaporean Side
Instructors and management staff
Training facilities, equipment and educational
materials
Training expenses 21 million yen
(5) Participant Countries
Cambodia, Indonesia, Viet Nam, Sri Lanka, Thailand,
China, Nepal, Pakistan, Bangladesh, Philippines,
Malaysia, Laos, Palestine, Fiji, Papua New Guinea,
Mauritius
260
SingaporeSingapore
Malaysia
Indonesia
Singapore
SingaporeProject Site
EnvironmentalManagement
3. Members of Evaluation Team
JICA Singapore Office
(Commissioned to Applied Research Corporation)
4. Period of Evaluation
13 October 1999-31 March 2000
5. Results of Evaluation(1) Efficiency
Although it was indicated that some of the short-term
experts and trainees lacked proficiency in the English
language, the management and curriculum of the training
courses were highly evaluated by the trainees. Therefore,
it was judged that the training program was managed
efficiently as a whole.
(2) Effectiveness
As a total, 64 trainees participated in the courses over
four years. Out of the respondents to the questionnaire, 90
percent answered that more than 50 percent of the skills
and knowledge attained from the course was or would be
applicable to their environmental administration work
(environmental assessment, Feasibility Studies and
national environmental projects). In conclusion, the
purpose of the training had been mostly achieved.
(3) Impact
Most trainees had shared the knowledge they gained
with others (colleagues in their offices, staff of NGOs and
governments and others in their countries) by means of
meetings and workshops after returning home.
Accordingly, the courses produced a multiplier effect in
the respective countries of trainees, with significant
impact overall.
(4) Relevance
According to the country reports submitted by
trainees and answers to the questionnaire, environmental
management was regarded as one of the key issues for
development of their nations. Recently, many nations had
responded to environmental concerns by establishing an
environmental bureau and environmental laws,
demonstrating the priority and commitment of
governments in this area. Thus, implementing this training
program was quite relevant.
(5) Sustainability
Center for Environmental Training, the implementing
organizations, was able to plan training courses matched
to trainee needs and to implement the courses efficiently
and smoothly. Sustainability was thus considered to be
good.
6. Lessons Learned and Recommendations(1) Lessons Learned
Course organizers should start the applicant selection
process at an earlier stage in order to select participants
who are proficient in the English language.
It is hard to promote Japanese aid through Third-
country Training Programs since the Japanese
contribution is largely invisible. Although the training is
based on the skills and knowledge transferred originally
by Japanese technical cooperation, the course should
include more extensive lectures by Japanese instructors
and a greater number of visiting Japanese private
companies so that Japan's role is better understood.
(2) Recommendations
Another training program implemented through
Japanese cooperation related to the environment in
Singapore was entitled "Urban Environmental
Management". The two courses could be combined with
an overall emphasis on urban environmental management,
which is Singapore's specialty.
7. Follow-up Situation
Based on the above recommendation, the contents of
the "Environmental Management" courses were integrated
with the "Urban Environmental Management" course
from 1999.
Chapter 3: Terminal Evaluation I Asia
261
1. Background of Project
JICA had implemented Grant Aid (1983-1985) and
Project-type Technical Cooperation (June 1983-May
1990) in support of productivity improvement in
Singapore. In order to expand the outputs of this
cooperation to other ASEAN countries, JICA had
implemented the Third-country Training Program
"Management Consultancy" for five years since 1990.
In 1991, a more advanced Third-country Training
Program, "Advanced Management Consultancy" began.
In 1996, it was decided that the program would be
extended another four years.
2. Project Overview(1) Period of Cooperation
FY1991-FY1999
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organization
Productivity and Standards Board (PSB)
Technical Cooperation Directorate, Ministry of
Foreign Affairs (MFA-TCD)
(4) Narrative Summary
1) Overall GoalQuality of consulting work related to productivity
improvement is improved in the Asia and Pacific
region.
2) Project PurposeTrainees are able to conduct comprehensive and
high level consulting work, to manage consulting
projects and guide other consultants.
3) Outputsa) Trainees acquire more practical and applicable
consulting techniques.
b) Trainees improve their management ability for
consulting projects.
c) Trainees acquire training skills to guide other
consultants.
4) InputsJapanese Side
Short-term experts 9
Training expenses 56 million yen
Singaporean Side
Instructors and management personnel 36
Training facilities, equipment and educational materials
Training expenses 29 million yen
(5) Participant Countries
Bangladesh, Brunei, Cambodia, Fiji, Indonesia, Laos,
Malaysia, Mongolia, Nepal, Sri Lanka, Thailand, Viet
Nam, Myanmar, Palestine, Hungary.
3. Members of Evaluation Team
JICA Singapore Office
(Commissioned to Applied Research Corporation)
4. Period of Evaluation
13 October 1999-31 March 2000
262
SingaporeSingapore
Malaysia
Indonesia
Singapore
SingaporeProject Site
Advanced ManagementConsultancy
5. Results of Evaluation(1) Efficiency
The cost and utilization of resources was always
within the budget and plans, and utilized effectively.
According to the implementing organization, PSB,
judging from projects regarding management consultancy
implemented in the participating countries, the multiplier
effect was attained through the sharing and
institutionalizing of knowledge. Therefore, the resources
allocation was considered to be very efficient.
(2) Effectiveness
A total of 172 members participated in the courses
over the nine years. Out of 48 respondents to the
questionnaire, all indicated they had applied the
knowledge and skills attained in the courses in their actual
work. Their supervisors also recognized the improvement
of their skills, in many cases. As a conclusion, the purpose
of the training program was almost achieved.
(3) Impact
Almost all of the respondents had shared the
knowledge they had gained with others like their
colleagues by means of holding workshops and meetings.
Moreover, half of respondents institutionalized the
procedures and practices taught into an instruction manual
or wrote a report of the items taught for the benefit of
others. Many trainees had been engaged in the training of
staff of governmental organizations and NGOs in the field
of productivity improvement. Accordingly, the impact of
the courses is seen by the multiplier effect attained in
respective countries.
(4) Relevance.
Almost all respondents answered that the contents of
the courses were of use and related to their actual work to
some extent. However, trainees from countries such as
Cambodia and Viet Nam indicated that the skills and
knowledge attained in the course could not always be
applied to their work due to the lack of budget in their
countries. The content of the courses should have been
revised to match the technological level of these
countries.
(5) Sustainability
PSB was able to implement the courses efficiently
and smoothly. Sustainability was ensured.
6. Lessons Learned and Recommendations(1) Lessons Learned
It is hard to promote Japanese aid through Third-
country Training Programs since the Japanese
contribution is largely invisible. Although the training is
based on the skills and knowledge transferred originally
by Japanese technical cooperation, the course should
include more extensive lectures by Japanese instructors
and a greater number of visiting Japanese private
companies so that Japan's role is better understood.
(2) Recommendations
It was judged that training program achieved its
original purpose sufficiently in the approximate ten-year
period of cooperation.
Chapter 3: Terminal Evaluation I Asia
263
1. Background of Project
Having been involved in foreign trade more actively
due to rapid industrialization, ASEAN countries
confronted the difficulty of maintaining and managing
their ports. Since Singapore had well-equipped ports and
the Port of Singapore Authority Institute (PSA) had
received trainees from oversees, Japan held two training
programs namely, "Port Management and Operation" and
"Management and Maintenance of Port Equipment" in
PSA as a part of urgent action plan of human resources
development in ASEAN pacific region, agreed in the
ASEAN+3 Foreign Ministers Meeting in July 1985. The
government of Singapore, appreciating the results of the
course "Port Management and Operation", requested the
Government of Japan to organize another Third-country
Training Program called "Management of Port
Operations", which had been implemented for five years
since 1990.
2. Project Overview(1) Period of Cooperation
FY1995-FY1999
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organizations
Port of Singapore Authority Institute (PSA)
Technical Cooperation Directorate, Ministry of
Foreign Affairs
(4) Narrative Summary
1) Overall GoalManagement efficiency of port operation is
improved in participant countries.
Trainees utilize acquired knowledge to improve
port operation system effectively in their country.
2) Project PurposeCapability of trainees on port management are
Strengthened.
3) Outputsa) Trainees exchange knowledge and experience
regarding management of port operations, and
enhance their views.
b) Trainees understand and acquire skills and
knowledge for efficient port operations.
4) InputsJapanese Side
Short-term experts 5
Training expenses 22 million yen
Singaporean Side
Instructors and management staff
Training facilities, equipment and educational materials
Training expenses 25 million yen
(5) Participant Countries
Bangladesh, Cambodia, China, Fiji, Indonesia,
Maldives, Mauritius, Myanmar, Papua New Guinea,
Palestine,Samoa, Solomon Islands,Thailand,Viet Nam,
India, Tonga, Brunei
3. Members of Evaluation Team
JICA Singapore Office
(Commissioned to Applied Research Corporation)
4. Period of Evaluation
264
SingaporeSingapore
Malaysia
Indonesia
Singapore
SingaporeProject Site
Effective Managementof Port Operation
13 October 1999-31 March 2000
5. Results of Evaluation(1) Efficiency
The cost and utilization of resources was always
within the budget and plans, and utilized effectively.
According to an implementing organization, PSA, judging
from projects regarding port management implemented in
the participating countries, the multiplier effect was
attained by sharing the knowledge and institutionalizing
it, and therefore, the resource allocation was considered to
be efficient.
(2) Effectiveness
A total of 77 members participated in the courses
over five years. All 24 respondents to the questionnaire
indicated that they had applied the knowledge and skills
attained in the courses in their actual work. All answered
that they applied the knowledge to many projects related
to the management of port operations. Their supervisors
also recognized the improvement in their skills, in many
cases. As a result, the purpose of the training program was
considered to be mainly achieved.
(3) Impact
Almost all respondents had shared the knowledge
they had gained with others, such as their colleagues by
means of workshops and meetings. Moreover, 58 percent
institutionalized the procedures and practices taught into
an instruction manual or wrote a report on the subjects
taught for the benefit of others. Some trainees started
projects for institutional reform to manage port operations
effectively in their countries. Especially, in Palestine a
department for organizing training programs related to
port operations was newly established. Accordingly, the
impact of the course is considered high, as seen by the
multiplier effect achieved in respective countries.
(4) Relevance
The majority of respondents (79%) answered that
more than half of the skills and knowledge attained from
the courses would be applicable to their work. However,
trainees from Fiji, Cambodia, and Viet Nam answered
that less than half of the knowledge could be utilized
because their countries did not have modern port systems
and equipment. Therefore, the selection of participating
countries and the contents of training should have been
more carefully considered.
(5) Sustainability
PSA was able to implement the courses efficiently
and smoothly. Sustainability was ensured.
6. Lessons Learned and Recommendations(1) Lessons Learned
It is hard to promote Japanese aid through Third-
country Training Programs since the Japanese
contribution is largely invisible. Although the training is
based on the skills and knowledge transferred originally
by Japanese technical cooperation, the course should
include more extensive lectures by Japanese instructors
and a greater number of visiting Japanese private
companies so that Japan's role is better understood.
(2) Recommendations
The training course should include lectures on
Environmental Impact Assessment for expanding ports,
from environmental viewpoints.
Trainees from countries where modern ports were not
yet established requested information on the latest skills
related to the construction and management of ports, and
lectures on the use of computer-assisted management in
ports operations. Because the skills transferred in the
course were possibly too advanced and not appropriate for
many participating countries, the course should provide
cost effective skills that match the circumstances of
participating countries, while also including some
sessions on advanced technology.
Chapter 3: Terminal Evaluation I Asia
265
1. Background of Project
JICA had implemented Project-type TechnicalCooperation for the establishment and management of theJapan-Singapore Training Center for five years from June1978, in order to support Singapore in the training ofmiddle-class engineers, an urgent necessity following itsrapid industrialization. The center was later transformedinto the Japan-Singapore Technical Institute. JICA thensupported the institute for another five years throughProject-type Technical Cooperation, to give higher leveltraining matching the advanced industrial structure inSingapore. Once more, the institute changed its name, thistime to the "Japan-Singapore Institute". JICA dispatched along-term expert in 1994 to raise the academy to auniversity level institute and establish the field ofmechatronics engineering.
The Government of Singapore requested thegovernment of Japan to implement Third-country Trainingprogram aiming to expand transferred skills in the abovecooperation to other Asian and Pacific neighbor countries.
2. Project Overview(1) Period of Cooperation
FY1995-FY2001
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organizations
Technical Cooperation Directorate of Ministry ofForeign AffairsNanyang Polytechnic (Former Japan-SingaporeInstitute)
(4) Narrative Summary
1) Overall GoalKnowledge and skills attained in the courses areutilized to promote the manufacturing industry in
the Asia-Pacific region.2) Project Purpose
Participants obtain knowledge and skills in variousmechatronic technologies.
3) Outputsa) Trainees understand the application of robotics
and assembly technology in an automatedenvironment.
b) Trainees comprehend the machine systemelements and peripherals for automation.
c) Trainees understand CAD/ CAM applications,related hardware and peripherals, systemcapabilities and operating requirements.
d) Trainees comprehend machine vision technologyand its applications in image processing andsimulation.
4) InputsJapanese Side
Short-term experts 5Training expenses 13 million yen
Singaporean SideInstructors and management staff 21Training facilities, equipment and educationalmaterialsTraining expenses 14.5 million yen
(5) Participant Countries
Cambodia, China, Fiji, India, Laos, Malaysia, Nepal,Philippines, Sri Lanka, Thailand, Viet Nam,Mauritius, Papua New Guinea.
3. Members of Evaluation Team
JICA Singapore Office(Commissioned to Applied Research Corporation)
266
SingaporeSingapore
Malaysia
Indonesia
Singapore
SingaporeProject Site
Mechatronics SystemTechnology
4. Period of Evaluation
13 October 1999-31 March 2000
5. Results of Evaluation(1) Efficiency
The cost and utilization of resources had always beenexecuted as planned, and utilized effectively. Accordingto the Japan-Singapore Institute, considering themechatronics related projects implemented in theparticipating countries, the degree of sharing theknowledge between ex-trainee and their colleague, theefficiency of this course could be concluded high.
(2) Effectiveness
A total of 95 members participated in the coursesover five years. The trainees' knowledge of and skills inmechatronics were enhanced: 28 out of 32 respondents tothe questionnaire answered that they had applied theattained knowledge in their work after they returned theircountries. Their supervisors also recognized animprovement in their skills, in many cases. As aconclusion, the purpose of the training program wasalmost achieved.
(3) Impact
According to the results of the questionnaire, nearlyall respondents had shared the knowledge they had gainedwith others, such as their colleagues by means ofworkshops and meetings. Moreover, many alsoinstitutionalized the procedures and practices taught intoan instruction manual or wrote a report of the subjectstaught for the benefit of others. Many had initiated smallprojects related to mechatronics, in the Ministry ofIndustry in their country. Accordingly, the impact of thecourses is seen by the multiplier effect it has attained.
(4) Relevance
As to the relevance of the skills and knowledgetransferred in the courses, trainees from some countries,such as Cambodia, Nepal, Papua New Guinea, indicatedthe difficulty in applying the knowledge gained asmechatronics was still at the infancy stage in theirrespective countries. Therefore, the training plan shouldbe examined carefully in terms of selecting participatingcountries and considering the contents of the trainingcourse.
(5) Sustainability.
The Japan-Singapore Institute and NangyanPolytechnic were able to implement the course efficientlyand smoothly. Sustainability was ensured.
6. Lessons Learned and Recommendations(1) Lessons Learned
The course organizers need to start the selectionprocess of participants earlier in order to identifyparticipants who are proficient in the English language.
It is hard to promote Japanese aid through Third-country Training Programs since the Japanesecontribution is largely invisible. Although the training isbased on the skills and knowledge transferred originallyby Japanese technical cooperation, the course shouldinclude more extensive lectures by Japanese instructorsand a greater number of visiting Japanese privatecompanies so that Japan's role is better understood.
(2) Recommendations
For some participant countries the topic of the coursewas still far too advanced and inappropriate. It isrecommended that the course be limited only toparticipants from countries which have reached anappropriate level of development to ensure that theybenefit from the advanced course. Alternatively, coursesat different technical levels should be organized fordifferent groups of countries at the appropriate level ofdevelopment.
Skills and techniques learned in the course werecostly to apply in some participant countries wheretechnologies and infrastructure was not sufficientlydeveloped. The training should include instruction oncost-efficient techniques that match the circumstances ofparticipating countries.
7. Follow-up Situation
Based on the above recommendation, NanyangPolytechnic is planning to organize courses at differenttechnical levels for different groups of countries.
Chapter 3: Terminal Evaluation I Asia
267
Exercise in a computer classroom
1) As for partnership program, refer to page 260
1. Background of Project
JICA dispatched a study team to four countries ofSADC (Southern African Development Community),namely, Tanzania, Zambia, Botswana, and South Africa,for project formulation in May 1997, aiming to carry outresearch on the situation of industrial development,industrial policies and need for industrialization in SADCcountries. The research found that SADC countries werenow promoting industrial development more than before,and to this aim needed assistance with productivitymanagement and promoting investment and small-scaleenterprises, supported by industrially developed countries.
Meanwhile, Japan had transferred skills in the area ofproductivity improvement targeting the NationalProductivity Boards (NPB) from 1983 to 1990. In order toexpand the above achievements to Africa and other Asiancountries, NPB had conducted the Third-country Trainingcourses, "Management Consultancy" and "AdvancedManagement Consultancy" for five years from 1990.
In addition to the above, Singapore was also keen toprovide technical cooperation for southern Africancountries. Thus, the training program, "ProductivityManagement" started with collaboration between Japanand Singapore, targeting SADC countries, as a part of theJapan-Singapore Partnership Program (JSPP).1)
2. Project Overview(1) Period of Cooperation
FY1997-FY2001(This evaluation covers activities from 1997 to 1999)
(2) Type of Cooperation
Third-country Training Program
(3) Partner Country's Implementing Organizations
Singapore Productivity and Standards Board (SPSB)
Technical Cooperation Directorate of Ministry ofForeign Affairs
(4) Narrative Summary
1) Overall GoalProductivity of industries in the southern Africancountries is increased.
2) Project Purpose Trainees understand the link between productivityand quality control, including the comprehensiveapproach for quality control.
3) Outputsa) Trainees understand productivity concepts and
impacts of productivity management onorganizations, industries/ sectors and the nationaleconomy.
b) Trainees understand how productivity ismeasured at the national, industry/sectoral andorganizational levels.
c) Trainees develop productivity improvementprograms for use at the organizational level.
d) Trainees set goals and draw up plans for qualityimprovement activities.
4) Inputs (in 1997 and 1998) Japanese Side
Short-term experts 5Training expenses 13 million yen
Singaporean SideInstructors 6Training facilities, equipment and educational materials Training expenses 13 million yen
(5) Participant Countries
Botswana, Lesotho, Malawi, Mauritius, Namibia,Congo, South Africa, Tanzania, Zimbabwe,Seychelles, Swaziland, Mozambique, Egypt, Ghana,
268
SingaporeSingapore
Malaysia
Indonesia
Singapore
SingaporeProject Site
ProductivityManagement (TargetingAfrican Countries)
East Timor
3. Members of Evaluation Team
JICA Singapore Office(Commissioned to Applied Research Corporation)
4. Period of Evaluation
13 October 1999-31 March 2000
5. Results of Evaluation(1) Efficiency
Training expenses covered by the fixed budget andother inputs were utilized according to the original plan.The officers from SPSB evaluated the training courses ashighly efficient, and judging from similar projectsimplemented in the participating countries, the multipliereffect was attained by sharing the knowledge andinstitutionalizing it. Many trainees requested furtheropportunities for site visits. Due to the restricted schedule,the alternative of using visual aids such as videos wouldhave enhanced the efficiency of the training course.
(2) Effectiveness
Most trainees who responded to the questionnaireindicated that they enhanced their ability to examine,assess and measure productivity performance, and thatthey drew up plans in quality improvement activities.Eight out of nine respondents answered that they hadapplied the knowledge attained in the courses in theirwork after returning home. In many cases, supervisorsalso recognized the improvement in skills. As aconclusion, the purpose of the training program wasalmost achieved.
(3) Impact
Nearly all respondents had shared the knowledge theyhad gained with others, such as staff in ministries, NGOsand governmental agencies. Trainees had alsoinstitutionalized the procedures and practices taughtthrough developing an instruction manual or writing areport on the courses for the benefit of others. Sometrainees had initiated a number of projects related toproductivity management after returning home. Manytrainees were engaged in the training of staff of NGOsand governmental agencies that worked in the field ofproductivity management. Accordingly, the impact of thetraining program was dramatic, as shown by the multipliereffect it produced.
(4) Relevance
In some participating countries, productivity centerswere newly established with the function of making andrevising policies regarding productivity management.
As to how relevant the training courses werecompared with the needs of trainees, almost all of therespondents indicated that the knowledge they attained inthe courses could be utilized in their work. Many traineesrequired the training courses for productivity managementin the public sector as well as the private sector.
(5) Sustainability
SPSB was able to plan the training courses matchedto trainee needs and to implement the course efficientlyand smoothly. Sustainability was, therefore, considered tobe sufficient.
6. Lessons Learned and Recommendations(1) Lessons Learned
It is hard to promote Japanese aid through Third-country Training Programs since the Japanesecontribution is largely invisible. Although the training isbased on the skills and knowledge transferred originallyby Japanese technical cooperation, the course shouldinclude more extensive lectures by Japanese instructorsand a greater number of visiting Japanese privatecompanies so that Japan's role is better understood.
(2) Recommendations
Four courses related to productivity management,including this course, were implemented in 1999. Toavoid the duplication of contents in training courses, it isimportant to revise the contents when the annual coursecurriculum is planned.
The training course should devote more time tolectures on productivity management in the public sectorsince most of the trainees are from governmentalorganizations.
To make the course more effective and efficient, thetraining should give trainees opportunities for site visitsand lessons by visual means such as video, so that traineescan understand a variety of situations.
7. Follow-up Situation
Based on the above recommendation, since 2001, thetraining course has utilized equipment for presentationssuch as videos and OHP and multimedia presentations.
Chapter 3: Terminal Evaluation I Asia
269
1) as for partnership program, refer to page 260
1. Background of Project
The Gampaha District, adjacent to the north ofColombo, is the most commercialized district in SriLanka. However, 57 percent of the total land in thedistrict remains as agricultural land. Although the area isdependent on the production of paddy and coconuts,which have traditionally been the major cash crops, theproductivity of these crops is low, and few otheragricultural products are produced in the district.Following this situation, the Japanese Governmentestablished the Ambepussa model farm and other facilitiesunder the Grant Aid program of the Integrated RuralDevelopment Plan (IRDP) in the Gampaha District duringtwo program periods since 1989.
The Government of Sri Lanka further requestedProject-type Technical Cooperation from the JapaneseGovernment aiming to increase agricultural productivityand farmers' income through diversification of crops aspart of the IRDP that the Sri Lankan Governmentpromoted.
2. Project Overview(1) Period of Cooperation
1 July 1994-30 June 1999
(2) Type of Cooperation
Project-type Technical Cooperation
(3) Partner Country's Implementing Organization
The Regional Development Division, Ministry ofPlan Implementation and Paliamentary Affairs TheDepartment of Agriculture, Western Provincial Council
(4) Narrative Summary
1) Overall GoalAgricultural productivity and farming income areincreased through agricultural diversification.
2) Project PurposeEffective use of farmland and crop diversificationare achieved in the coconut fields of the Gampaha
District. 3) Outputs
a) Crop production technology of intercropping incoconut fields is improved.
b) Agricultural extension methods are improved byorganizing production groups and setting updemonstration plots in the model areas.
c) Training materials on extension methods andcrop production technology for extension staffare developed.
d) Technical level of extension staff is improvedthrough training.
4) InputsJapanese Side
Long-term experts 12Short-term experts 12Trainees received 22Equipment approx. 73 million yenLocal cost approx. 29.19 million rupee
(approx. 41 million yen)
Sri Lankan SideCounterparts 15Land and facilitiesLocal cost 275 billion rupee
(approx. 39 million yen)
3. Members of Evaluation Team
Team Leader: Masamichi SHINADA, Managing Director, JapanAgriculture, Forestry and Fisheries PromotionAssociation
Agriculture Extension and Training Management: Hiroshi TOTTORI, International Exchange Programs,Extension and Education Division, AgriculturalProduction Bureau, Ministry of Agriculture, Forestryand Fisheries
Cultivation (Water Management):Atsuya TANAKA, Educational Advisor, NationalFarmers Academy, Ministry of Agriculture, Forestry
270
Sri Lanka
Sri Jayawardenapura Kotte
Gampaha District
India
Maldives
Sri Lanka
Gampaha District Project Site
The AgriculturalExtension ImprovementProject in Gampaha
and FisheriesEvaluation Analysis:
Shigeru KOBAYASHI, System Science ConsultantsINC.
Cooperation Evaluation: Yutaka ISHIBA, Senior Technical Officer, TechnicalCooperation Division, Economic Affairs Bureau,Ministry of Agriculture, Forestry and Fisheries
Planning Evaluation: Naoko OKA, Agricultural Technical CooperationDivision, Agricultural Development CooperationDepartment, JICA
4. Period of Evaluation
19 April 1999-29 April 1999
5. Results of Evaluation(1) Efficiency
In general, Japanese inputs were carried outefficiently and on schedule. On the other hand, inputsfrom the Sri Lankan side had some problems. Someproject activities were hindered because more than half ofthe assigned Counterparts, particularly at senior level,were part-time staff. Also, the initiation of projectactivities was delayed due to the lack of consensus by theSri Lankan Counterparts regarding bottom-up extensionmethods.
(2) Effectiveness
Thirteen production groups of 126 farmers wereorganized through the project activities, and some inter-crops were introduced, such as banana and pineapple,which generated farm income. For example, theintroduction of banana cultivation in trial farms raisedincome by approximately ten thousand rupee per quarteracre. Therefore, the project purpose was considered highlyachieved.
(3) Impact
As a result of improved incomes through the project,an increasing number of farmers gained interest inintroducing inter-crops and in organizing productiongroups. Farmers who normally prefer to work individuallycame to recognize the profitability of group activities,such as joint shipment of farm products, joint purchase ofmaterials, and management of a group fund. In addition,women's production groups were organized therebypromoting their own income generation.
(4) Relevance
The Government of Sri Lanka prepared theInvestment Program 1997-2001, which set the majordevelopment policies in the agricultural sector, such as theimprovement of agricultural productivity, the increase of
farm incomes and continuing the supply of food ataffordable prices. The Government also started the RuralEconomic Advancement Program aiming at raisingemployment opportunities, income and production inagriculture. The relevance of the project was high since itspurpose matched these national policies.
(5) Sustainability
Counterparts acquired various techniques which weretransferred through project activities. The budget ofapproximately 1.14 million rupees (approx. 1.61 millionyen) for the half-year term beginning July 1999 wasallocated by the Department of Agriculture of the WesternProvince, under which the program is managed, after thecompletion of the cooperation. It was assumed that theproject activities would continue without any problems.
6. Lessons Learned and Recommendations(1) Lessons Learned
Some factors hindered project implementation, suchas relocation of counterparts and unfamiliarity of thefarmers to the group production method. Conditions suchas these should be identified and addressed during theinitial research for project formation.
The formation of production groups, including themanagement of group funds, which were organizedthrough the project, was extremely successful. Theintroduction of a similar group production system shouldbe considered for other projects under the Project-typeTechnical Cooperation program in Sri Lanka.
(2) Recommendations
Although Follow-up cooperation and projectextension were not considered necessary, regularmonitoring activities by Japanese personnel were thoughtto be required. In particular, appropriate guidance,including financial support for the production groups, isnecessary for the management of the group funds.
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A model farm
1. Background of Project
Many people in Sri Lanka had serious dental
problems, with 80 percent of the adult population (twice
as many compared with developed countries) requiring
medical treatment. However, the scarceness of proper
treatment facilities was an obstacle to maintaining good
health. As a result, the Government of Sri Lanka set the
prevention of odontopathy and improvement of treatment
as emergency issues. But having stated these concerns, it
was difficult for the faculty of dental sciences of the
University of Peradeniya, the only dental training
institution in Sri Lanka, to practice appropriate dental
education due to outdated educational facilities and a lack
of instruments. Therefore, it was concluded that Sri Lanka
could not respond adequately to the needs of dentists and
patients within the country.
Under these circumstances, the Government of Sri
Lanka formulated a plan and requested Grant Aid from
Japan in order to construct new buildings for the faculty
of dental sciences and purchase the necessary medical
education equipment.
2. Project Overview(1) Period of Cooperation
FY1995-FY1997
(2) Type of Cooperation
Grant Aid
(3) Partner Country's Implementing Organization
Ministry of Education and Higher Education,
University of Peradeniya
(4) Narrative Summary
1) Overall Goal
Dental personnel are developed sufficiently in
terms of both quality and quantity in the faculty of
dental sciences of the University of Peradeniya,
and the services for the prevention and treatment
of oral diseases are improved.
2) Project PurposeA sound teaching environment for training and
developing personnel of the faculty of medical
sciences in the university is established.
3) Outputsa) Main buildings of the faculty of dental sciences
are established (including the buildings for
education and clinical course, an outpatient
clinic, and a cafeteria.)
b) Educational equipment (clinical dental chairs,
desktop sterilizer, dental instruments, and
microscope) is provided.
4) InputsJapanese Side
Grant Total 2.36 billion yen
(E/N amount)
Sri Lankan Side
Land
Local cost 21 million rupee
(approx. 13 million yen)
3. Members of Evaluation Team
Operation and Maintenance Study: Hiroshi TAKANOHASHI, First Budget Division,
Finance and Accounting Department, JICA
Procurement Study: Toru TAKAGI, Japan International Cooperation
System
272
Sri Lanka
Sri Jayawardenapura Kotte
Kandy
India
Maldives
Sri Lanka
KandyProject Site
The Project forImprovement of theFaculty of DentalSciences in University ofPeradeniya
4. Period of Evaluation
20 February 2000-26 February 2000
5. Results of Evaluation(1) Efficiency
What is worthy of mentioning regarding this project
is that the project was formulated based on the assumption
of future technical cooperation from the planning stage.
As a result, most facilities and equipment provided by this
project were also used in the Project-type Technical
Cooperation under the theme "Dental Education Project at
University of Peradeniya," which was launched in
February 1998. As such, the project was generally carried
out efficiently.
(2) Effectiveness
A total of six kinds of education and research
facilities related to dentistry were established, and more
than 13 types of educational and training instruments for
seven courses and 14 subjects including courses for basic
medicine and dental radiology were also provided.
However, although construction work was completed on
schedule, inadequate fixing of the lighting equipment in
the waiting room in the University Hospital caused the
lighting equipment to fall after the completion of the
construction. Partial damage was also found in some other
facilities; therefore, strict enforcement of maintenance
activities for the provided facilities and equipment was
considered necessary.
(3) Impact
It became possible for the faculty of dental sciences
to independently conduct basic medical education which
had previously depended on the faculty of medicine, and
this strengthened the training system for medical
personnel. The number of dentists per 100 thousand
persons increased from 3.6 in 1995 to 5.82 in 1999 in Sri
Lanka. This project had contributed to the significant
increase in medical personnel and also produced large
impacts on the improvement of the services of dental
health and oral hygiene as a whole.
(4) Relevance
The faculty of dental sciences of the University of
Peradeniya had taken a socially significant role as the
only institution for the development of dentists in Sri
Lanka. As demand in the field of dentistry in Sri Lanka
has steadily grown after implementation of the project, it
was recognized that this project had relevance.
(5) Sustainability
The faculty of dental sciences of the University of
Peradeniya was financially restricted since their activities
had been funded under the budget of the Ministry of
Health. However, it was expected that financial
sustainability could be achieved due to the following
reasons: 1) The dental section of the Peradeniya Teaching
Hospital was scheduled to be separated and become the
Dental Hospital of Peradeniya from January 2001;
therefore, an independent budget would be allocated. 2)
Operation expenses were going to be partially covered by
patients through fees for services; formerly, these service
had been free. 3) The Dental Hospital would be able to
receive assistance from the Ministry of Health and the
Ministry of Higher Education until its own budgetary
system was established.
In addition, it was considered that this project had
high sustainability in terms of the operational capability
of university personnel since the project utilized the skills
of the Sri Lankan side from the stage of project
formulation and was planned and implemented based on
the opinions of the Sri Lankan side in cooperation with
the project team.
6. Lessons Learned and Recommendations(1) Lessons Learned
The facilities should be designed from the perspective
of the users if it is to be appropriately utilized and
operated after the completion of construction. As in this
project, the partner country should play a primary role
from the planning stage, and meetings should be
continuously held in order to reflect the opinions of the
personnel at the working level who will actually use the
facilities and equipment. As such, participatory designing
that actively incorporates the voices of partner countries
should be emphasized. At the same time, implementation
of technical cooperation over several years should be
considered following delivery if the capability to operate
the facilities proves to be weak.
(2) Recommendations
This project was implemented on schedule and the
sustainability of the university side was confirmed.
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