Summary Results of the Terminal Evaluation
I. Outline of the ProjectCountry: The Republic of the Union of Myanmar

Issue/Sector: Agricultural development/ Rural
Development –Rural Livelihood Improvement
Division in charge： Team 1, Agricultural Rural
Development Group 1, Rural Development
Department
Periodof May 7, 2014 – May 6, 2019 (Five (5)Cooperation years and 0 month)

Project Title：Project for Eradication of Opium
Poppy Cultivation and Rural Development in the
Northern Part of Shan State
Cooperation scheme：Technical Cooperation
Total cost：565,332,000Yen

Partner Country’s Implementing Organization：PBANRD, DOR, and DAR
Supporting Organizations in Japan：Nil
Related Cooperation： the Eradication of Opium
Poppy Cultivation and Poverty Reduction Projectin Kokang Special Region No.1 (2005-0211)

1. Background of the ProjectNorthern part of Shan State is well-known in that ethnic groups and local famers had systematicallycarried out illicit opium poppy cultivation for many years. Opium poppy has been confirmed almost
entirely in the Shan State, and, in particular, the production of opium poppy in the Kokang and Wa Regionsin the northern part of the State has reached at the 90 percent of the level of late 1990’s.
To stabilize agriculture production, farmer households require advanced agricultural techniques such as
good quality seed of food crops for domestic consumption (rice) and cash crops (maize, soybean,vegetable, etc.), sustaining soil fertility by efficient fertilizer application and pest/disease control practices.
Also, farmers need to produce marketable agricultural products. JICA is one of the most experienced
organizations in alternative livelihood program in the northern part or Shan State since 1997 till now
through crop substitution program and agriculture based comprehensive rural development project incooperation with Progress of Border Areas and National Races Department (PBANRD), MOBA.
The Project for Eradication of Opium Poppy Cultivation and Rural Development in the Northern part of
Shan State (the Project) was envisaged to contribute to rural development and poverty alleviation throughagriculture development and livelihood improvement in order to preserve the situation of declined poppy
cultivation in the northern part of Shan State.
Approaching to the completion of the Project in May 2019, JICA decided to conduct a terminal
evaluation mission from October to November to 2018 with the objectives of verifying and analyzing theachievement of project purpose and outputs, the implementation process, evaluating the Project in terms offive evaluation criteria and compiling a joint evaluation report based on the survey results.
2. Project Overview(1) Overall Goal
The status quo of opium poppy eradication in Northern Shan State is sustained.
(2) Project Purpose
Means of farmer's livelihood is diversified through extension of sources of income for preventing opium
poppy re-cultivation.

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(3) Outputs
Output 1: Development opportunities and constraining factors are identified and documented for local
development.
Output 2: Substitute crops/varieties are identified based on the farmer's opinion, marketability andtechnical feasibility, and demonstrated to the farmers.
Output 3: Measures for livelihood improvement and income generation are identified in the target area.
Output 4: Extension methods are improved.
(4) Inputs
Japanese side：Total cost 234,704,000 Yen
Experts
16 Experts
Equipment 5,348,000 Yen *1
Local cost
164,181,000 Yen*1 Trainees
36 Myanmar officers including 16 C/Ps
Facility construction, etc. 65,175,000
Yen*1
Myanmar side：Total cost 0 Yen
Counterparts (C/Ps)
61 C/Ps DOA and DAR farms for trial of substitute crops, extension
training and study tour visits, etc.
Local Cost
0 Yen
*1 Amount calculated with JICA’s monthly exchange rate as of
October 2018 applied (1 US$=113.029 Yen, 1 MMK=0.07157
Yen)
II. Evaluation Team
Members of
Leader/Senior Deputy Director, Team 1, Team 1,
Evaluation
Mr. SAKAGUCHI Kota
Cooperation
Agricultural Rural Development Group 1,
Planning
Rural Development Department
Team
Alternative
Senior Advisor, JICA
Mr. KIYOKA Masanobu
Development
Dr. KAMIDOHZONO
Farming System
Senior Advisor, JICA
Akira
Mr. AkiraEvaluation andConsultant, VSOC Co., Ltd.
OGASAWARA
Analysis
Assistant Director, Planning and inspection
Mr. Hein Zaw Latt
LeaderSection, PBANRD
Alternative
Staff Officer, Planning and inspection
Mr. Tin Ko Win
Development
Section, PBANRD
Agricultural
Ms. Sandar Aung
Staff Officer, Extension division, DOA
Development
Periodof October 24 to November 7, 2018
Type of Evaluation：Terminal Evaluation
Evaluation
III. Results of Evaluation
3.1. Measurement of Results(1) Perspective of Achievement of the Project Purpose- (Indicator 1) The indicator is going to be fulfilled at the termination of the Project since 12 in total(PBANRD: 7, DOA: 4, and DAR: 1) completed ADT training course in June 2018 and 28 in total AD
trainees will be supposed to complete AD training course in January 2019. The number of PBANRD and
MOALI staff who are trained for alternative development is going to reach 40 in the target areas.
- (Indicator 2) The total number of householders who initiate/strengthen the crops/varieties, farming

xivtechniques, substitute source of income and livelihood improvement skill introduced by the Project will
be 2,394.
- Considering the fulfilment of the two (2) indicators and level of achievement of four (4) Outputs, theTeam considers that the Project Purpose is likely to be achieved by the end of the Project period.
(2) Output 1- (Indicator 1-1) The Project conducted and compiled as report of the following three (3) surveys: (i) Needs
Assessment Survey to Pilot area (July 2014), (ii) Rapid Needs Survey to Model village (July 2015) and(iii) Socio-Economic Survey to Model villages (February 2016). Those three survey results were alreadyshard with stakeholders through PIC.
- Output 1 is achieved at the time of the terminal evaluation with regards to the fulfilment of the indicator.
(3) Output 2- Twelve (12) substitute crops/varieties such as Wa-u, Vegetable , Maize, Paddy field rice, Walnut,
Macadamia nuts, Chinese quince, Soybean, Wheat, Job’s tears, Coffee, and Tea were already identified.
In addition, six (6) farming techniques such as mulching for vegetables, application of Bokashi organic
fertilizer, and improvement of fertilizer application method for maize cultivation, fertilization andcultivation technique of Job’s tears, shade cultivation technique for Wa-u, and fertilization and pruning
technique for fruit tree were also proposed as potential farming techniques for current and ex-opium
poppy cultivation area. Therefore, more than 10 substitute crops/varieties and farming techniques are
identified.
- Output 2 is achieved at the time of the terminal evaluation with regards to the fulfilment of the indicator.
(4) Output 3- (Indicator 3-1) Ten (10) kinds of LIC activities such as (i) pig farming, (ii) fish farming, (iii) fruit
processing and marketing, (iv) sewing, (v) seed fund, (vi) drug control support, (vii) chicken farming(viii) solar panel distribution and utilization, (ix) water supply facility improvement and (x) fodder
growing have been experimented/ practiced mainly in six (6) model villages as of the terminal evaluation.
- Output 3 is achieved at the time of the terminal evaluation with regards to the fulfilment of the indicator.
The Project needs to complete a guideline of LIC by the time of project termination to ensure theoutcomes of the Project.
(5) Output 4- (Indicator 4-1) In July 2017, AD trainers training course was offered and 12 trainer candidates (7 MOBA,
4 DOA and 1 DAR) completed the course in June 2018. After that, the AD trainers conduct AD training
for 28 trainees (9 MOBA, 18 DOA and 1 DAR) in total from July 2018 to January 2019. In January 2019,
AD training course for the participants will be completed. Finally, the 12 AD trainers will haveknowledge and practical experience from AD training and teaching practices/ experience from AD
training. The indicator will be achieved in January 2019.
- (Indicator 4-2) According to the test results of “Evaluation Criteria of Agriculture Extension Staff”, two(2) out of the six (6) target experienced staff (C/Ps) took more than required score (70 points) and six (6)out of eight (8) management class staff (township managers) took more than required score (80 points) as
of September 2018. Accordingly, the Project will conduct questionnaire survey to take endline score in
January 2019. It is highly expected that at least 13 DOA extension staff fulfil the evaluation criteria after
the questionnaire survey is conducted in January 2019, according to the expert in charge.

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- (Indicator 4-3) Ten (10) kinds of LIC activities such as (i) pig farming, (ii) fish farming, (iii) fruit
processing and marketing, (iv) sewing, (v) seed fund, (vi) drug control support, (vii) chicken farming,(viii) solar panel distribution and utilization, (ix) water supply facility improvement and (x) fodder
growing and seven (7) kinds of ADC activities (i) garlic, (ii) soybean, (iii) paddy rice, (iv) Job’s tear, (v)wheat, (vi) tea and (vii) Wa-u from ADC were already extended to farmer in pilot areas as of the terminal
evaluation. In 2018, macadamia nuts will be extended to farmers. Six (6) farming techniques such as (i)mulching for vegetables, (ii) Bokashi organic fertilizer, and (iii) improvement of fertilizer application
method for maize cultivation, (iv) fertilization and cultivation technique of Job’s tears, (v) shadecultivation technique for Wa-u and (vi) fertilization and pruning technique for fruit tree were extended tofarmers. At the termination of the Project, 20 kinds of the crop varieties, farming techniques, substitutesource of income and life skill are extended to farmers.
- Output 4 is expected to be achieved by the end of the Project with regards to the fulfilment of the three(3) indicators.
(6) Perspective of achievement of the Overall Goal
- (Indicator 1) According the data from “Myanmar Opium Survey 2017” (UNODC, 2017), which is the
only data at this moment, areas under opium poppy cultivation are estimated to be 9,700ha in 2015 and
9,400ha in 2017. It seems to indicate that area under opium poppy cultivation does not increase in
Northern Shan State. However, it is assumed that areas not under the rule of the Government need to be
excluded in assessing the area under opium poppy cultivation. More AD trainers and AD officers needs tobe deployed in Shan State North (Northern Shan State) to achieve the Overall Goal. Therefore, theTerminal Evaluation Team proposes that one additional indicator regarding training of AD trainers andAD officers be added for the achievement of the Overall Goal.
- (Indicator 2) The current project activities except capacity development for extension workers are notbeing implemented opium poppy-cultivated areas. However, the Project designed the project concept andproject activities at six (6) model villages which may be adaptable to opium poppy cultivated areas. As of
the Terminal Evaluation Study, it is necessary to specify target 20 village tracts concretely so as todefinitely assess the perspective of the achievement of the Overall Goal.
- As of the Terminal Evaluation Study, it may not be possible to assess the perspective of the achievementof the Overall Goal since indicators for the Overall Goal needs to be redefined in terms of contents andnumber.
3.2. Summary of Evaluation Results(1) Relevance- The relevance of the Project is high.
(i) Consistency with Myanmar development plans/strategy- The Project is highly relevant with the Myanmar planning strategy and plan since National Drug Control
Policy Master plan (2001-2030) for development for the ethnic minority group residing the border and
15-Year Plan for Elimination of Narcotic Drugs also focus on the opium poppy eradication throughimproving the economic and social life of the national races and the border areas.
- The Government of the Republic of the Union of Myanmar formulated National Drug Control Policy in
February 2018, which also stresses the importance of alternative development to achieve control drug aspriority areas of the policy by creation of opportunities for sustainable livelihoods, and development of
infrastructure and human resources.
(ii) Consistency with the Japanese assistance strategy for the Republic of the Union of Myanmarxvi

- Japan announced economic cooperation policy in April 2012 so as to support Myanmar's efforts forreforms in various areas towards its democratization, national reconciliation and sustainable development,
which focuses on three (3) Priority Areas: (a) Improvement of people's livelihoods, (b) Capacity building
and development of systems to sustain economy and society and (c) Development of infrastructure andrelated systems necessary for the sustainable economic development. Improvement of people's
livelihoods includes assistance for ethnic minorities and poverty groups as well as agricultural and ruraldevelopment.
(2) Effectiveness- The effectiveness of the Project is high.
- Causal relationship between Outputs 1 to 4 and the Project Purpose is sufficiently strong since (i)identification of development opportunities and constraining factors (Output 1), (ii) identification ofsubstitute crops/varieties and farming techniques (Output 2), (iii) identification of measures forlivelihood improvement and income generation (Output 3) and (iv) improvement of extension methods
and capacity development of AD trainers and AD officers (Output 4) are indispensable to the attainmentof diversification of means of farmer's livelihood (Project Purpose).
- Achievement levels of Project Purpose and Outputs 1, 2, 3 and 4 are relatively high.
(3) Efficiency- The overall efficiency of the Project is relatively high in spite of suspension of project activities due tothe security situation in February 2015. While the Project was not able to implement project activities
sufficiently in the first half of the Project, the efficiency after the mid-term review study can be judged tobe high since project activities were intensively and smoothly implemented by C/Ps and collaborated
institutions.
- With regards to quality and quantity of inputs, inputs from the Japanese and Myanmar sides areappropriate. Also, the Project invested intensive inputs in Narhpot village, consequently, it can be named
as “Integrated Rural Development Model Village”. The project components such as ADC and LIC
components have been utilized in that those project inputs from the two components are fully integrated
and utilized to implement AD trainers and AD training.
- With regards to timing, project activities were temporarily terminated for almost a year due to thesecurity situation in February 2015, which decreased the overall efficiency. Consequently, the Project
dealt with the situation, shifting the project approach to human resource development for alternative
development.
- Total cost by Japanese side has been slightly increased from original budget plan mainly due to
implementation of residence-based AD training, which has realized due to strong commitment of the
PBANRD. Hence, the Terminal Evaluation Team judge this gap of the cost as relevant.
(4). Impact- The impact of the Project is relatively high and positive. While achievement level of the overall goal is
too early to judge, the Terminal Evaluation Team observed success cases of capacity development ofcounterparts and socio-economic development in target area.
(i) Institutional aspects- Impact with institutional aspects is high.
- Seven (7) counterparts from PBANRD stationed in the Project office in Lashio drafted the AD trainingxvii

program to be held in Nay Pyi Taw in June 2019 on their own in response to the decision made by
Director General of PBANRD, which may be expected to disseminate the concept and experience of AD
training accumulated in the Project all over the country.
- PBANRD made up a decision to allocate as many as nine (9) AD trainees from the other state offices to
the Project office, which is expected to disseminate the practices and experience of alternative
development by way of the AD offers trained to other drug eradication areas.
(ii) Technical aspects- Impact with technical aspects is relatively high.
- The experience and AD activity implementation by the Project will certainly be applied to the Pinlaung
Project located on Southern Shan State dealing with rural development through promotion of alternative
development, initiated by PBANRD. One of the trainees trained will be assigned to the Pinlaung Project.
- Some farmers in Narhpot village constructed flush toilets and other farmers in the village reconstructedfish ponds for fish farming on their own after the Project constructed the water supply system.
- The Project invested intensive inputs in Narhpot village, consequently, the Project successfully developed
a “model case” for alternative development named as “Integrated Rural Development Model Village”,
which may be applicable to other drug eradication areas.
(iii) Economical aspects- Impact with economical aspects is medium.
- Two (2) farmers in Narhpot village start a new business of “piglet”, utilizing experience and profits
obtained by the model village activities.
(iv) Social aspects- Overall social impact is medium while impact for model villages is high.
- Kashi village currently plans to have a nursery school in the village, utilizing the profit from the seedfund for a salary of in-village teacher. Also, the village sets aside a certain amount of money in case theyuse it on some social occasions such as funeral and hospitalization for group members.
- Some villagers in Narhpot village mentioned that they are more organized than before through project
activities.
(v) Perspective of achievement of overall goal
- The Terminal Evaluation Team recognized that achievement level of the overall goal is too early to judge
and it is necessary to re-assess contents and numbers of indicators.
(v) Negative impact- No negative impact has been observed.
(5) Sustainability- Overall sustainability of the Project is expected to be medium.
(i) Institutional sustainability- The institutional sustainability is relatively high since human resource development for alternative
development as well as capacity development of PBANRD, DOA and DAR with the Myanmar
development strategy as described in “3.2.(1) Relevance.”(ii) Organizational sustainability- The organizational sustainability is medium.
- A total of 31 out of 61 C/Ps (50.8%) that have been assigned to the Project since May 2014 to the Projectcurrently are involved with the Project. As with AD trainers and AD trainees, 10 AD trainers out of 12 AD
trainers (83.3%) that have been appointed to the Project since July 2017 are currently work with the
Project as AD trainers and all of the 28 AD trainees (100%) are still engaged with the Project as AD

xviii

trainees.
- It is too early to indicate the organizational sustainability at the community level since farmers’ groups to
implement LIC activities have just started their LIC activities with the support by the Project.
Organizational sustainability of farmers’ groups relies on the sustainability of their LIC activities.
(iii) Financial sustainability- The financial sustainability is medium since PBANRD did not share operational cost for the Project as of
the Terminal Evaluation Study, however, PBANRD allocated seven (7) AD trainers including two (2)chief C/Ps and nine (9) AD trainees.
- Apart from the operational cost sharing for the Project, PBANRD set aside some amount of financial
resources to alternative development that may be utilized for capacity development of AD trainers and
AD trainees.
(iv) Technical sustainability- The technical sustainability is relatively high.
(a) AD trainers and AD trainees- AD trainers accept and begin to adopt the techniques and knowledges provided by the Project and they
have accumulated the practical experience of teaching subjects, techniques and knowledges in teaching
opportunities (AD training from July 2018 to January 2019).
(b) C/Ps (DOA)- Extension workers in the pilot areas come to understand the concept of PCM and notice the possibility toapply the PCM method to future occasions for rural development and agricultural extension.
- According to the results of the interview session with extension workers in the pilot area, rice and wheat
cultivation techniques, fertilization and pruning technique for fruit tree were useful to extension workers
in the pilot areas.
(c) C/Ps (DAR)- DAR farm managers mentioned in the interview sessions conducted by the Terminal Evaluation Studythat they have utilized the facilities provided by the Project (Weather station, workshop, pump station,etc.).
(d) Farmers in model villages- Some farmers in Narhpot village, the model village of “Integrated Rural Development Model Village”,
accepted techniques and knowledge (jam making, pig farming, fish farming, water supply facilities, etc.)
introduced by the Project according to the observation of the Terminal Evaluation Team. Other than thevillage, farmers in other model villages come to adopt new techniques and knowledge (seed fund, solar
panel distribution, etc.).
3.3. Factors that promoted realization of effects(1) Factors concerning to Planning- Shifting the project approach to human resource development for alternative development as capacity
development of C/Ps and implementation of project activities in the model villages in the course of
implementation(2) Factors concerning to the Implementation Process- Intensive inputs to a model village, especially “Integrated Rural Development Model Village”- Integration and utilization of project inputs on ADC and LIC for AD training
3.4. Factors that impeded realization of effects(1) Factors concerning to Planningxix

- Nil(2) Factors concerning to the Implementation Process- Procedures on drastic modification modification of project approach caused by temporal termination ofproject activities due to the security situation in February 2015.
3.5. Conclusion- Due to the security situation in February 2015, the Project decided to shift the approach from pilot project
activities in target area to human resource development for alternative development mainly in model
villages nearby Lashio in response to recommendations made in the Mid-term Review held in November
2016.
- Consequently, the Terminal Evaluation Team confirm the satisfactory achievement of the Project Purpose
and Outputs with high relevance, high effectiveness, relatively high efficiency, relatively high impact andmedium sustainability. The Terminal Evaluation Team highly appreciates the efforts on the latter half of
the Project made by both Myanmar and Japanese sides. However, uncertainty for ensuring sustainability isalso found due to complexity of the issue on narcotic drugs in Myanmar and fragility of farmers’
economic activities in the region. In response to the results and findings, the Terminal Evaluation Teamstrongly suggests that the Project be extended in order to promote and monitor AD activities in the field.
3.6. Recommendations
3.6.1. Recommendation within the Current Period of the Project(1) Extension of the Duration of the Project- Myanmar is a pioneering country that has embarked upon the fights against considerable challenges of
HRD specifically for AD. The Project supports the fights through AD training that covers a wide range ofAD related issues, and the Terminal Evaluation Team finds highly positive results on the AD training. On
the other hand, the evaluation also identifies the insufficiency of the training that should be properly
addressed to make the contribution of the Project perfect.
- The Terminal Evaluation Team, therefore, strongly suggests that the time has come to let AD trainers and
AD trainees initiate, plan and implement the AD activity at their assigned areas, with the technicalsupports and encouragement of the JICA experts. Extension of the Project for the period of two years is
recommended to ensure the sustainability of the Project in accordance with the facts and consideration
explained above.
(2) Addition and Modification of Objectively Verifiable Indicators for the Overall Goal
- As with the Indicator 2 for the Overall Goal, the target figure for the indicator was set as 20 Village Tract(VTs) as of the Mid-term Review. The Terminal Evaluation Team suggests the Project needs to review asa manageable and realistic figure by the Myanmar side. From now on, the Myanmar and Japanese sides
need to select candidate VTs together and confirmation will be made by the next JCC which is planned tobe held on March 2019. In addition, the Team proposes that a new indicator of “AD Officer isinstitutionalized by Myanmar government and AD is practiced in Northern Shan State” be added in thecurrent PDM.
(3) Utilization of “Integrated Rural Development Model Village”- The Terminal Evaluation Team highly evaluates that the Project established “Integrated Rural
Development Model Village” to present demonstration effects by intensifying several kinds of activities
to a village. As the concept of “Integrated Rural Development Model Village” can be important lessons
learned in promoting alternative development for the future, the Team also proposes to the Project toassess its replicability and economical effects in the project completion report.

xx(4) Assessing Sustainability and Replicability of ADC and LIC related Activities- A total of 12 substitute crops/varieties and 10 LIC activities during the current phase of implementation
were identified as a result of implementation of the Project and identification of the most suitable crops
both by the Myanmar and Japanese sides. As the procedure in identifying substitute crops itself is more
important, the Team proposes the Project to discuss the further procedures in identifying the suitable
crops and, possibly, in order to ensure the replicability of the ADC activities.
(5) Human Resource Development for Securing Budget and Financial Resources- Securing budget is indispensable to putting alternative development in practice in the future. Moreover,other than financial resources from the governmental budget, funding resources from the local financial
institutions including international organizations, NGOs and microfinance institutions are also one of theimportant elements for attaining alternative development. In that aspect, Terminal Evaluation Team
proposes to the Project that it need to consider the possibility to conduct lectures and workshops on
capacity development on financial mobilization for AD trainers and AD trainees.
(6) Promotion of Market-oriented Agriculture for Small Holders- The Terminal Evaluation Team found that further development effects are expected in adopting theconcept of “market in” to crop selection for alternative development. In that perspective, the Team
proposes the Project to adopt more market-oriented crop selection method as a part of the curriculum ofAD training.
(7) Establishment of Local Committee of Stakeholders in Practicing Alternative Development Activities- In order to enhance the collaboration with the relevant institutions such as PBANRD, DOA, DAR,
LBVD, DOF, the Terminal Evaluation Team proposes to PBANRD and MOALI to notify their local
offices where AD trainers and AD trainees are originally assigned in order to facilitate collaboration
among them.
(8) Include Technical and Managerial Aspect in the Guideline on LIC Activities- The guideline on LIC activities to be produced should cover not only technical aspects, but also
managerial aspects. For example, it is desirable to make simulation of expected amount of the revolving
fund in 3, 5 and 10 years period and to build a consensus on the purpose of the fund among the groupmembers. This process can be recognized as one of the exit strategies of the Project.
3.6.2. Recommendation after the Termination of the Current Project Period(1) Continuous Communication- Japan and Myanmar sides may make an opportunity to take dialogue for the further cooperation andcollaboration.
(2) Practice and Accumulation of Results and Data from AD Activities in the Field- So as to assess how much AD activities implemented by AD trainers and AD trainees contribute to theeradication of opium poppy cultivation, AD trainers need work in the field. On that occasion, it isnecessary for PBANRD and MOALI to implement AD activities in the field. Moreover, PBANRD and
MOALI need to accumulate lessons learned from practical AD activity cases and verify the effects of AD
activities.
(3) Audio-Visual Materials for Education and Public Relations- The Terminal Evaluation Team strongly noted that the importance of producing audiovisual contents
focusing on model villages which can be utilized as teaching material and also promotion material of
public relations. Taking into account of the accessibility of model villages in terms of physical andsecurity aspects, the Team recommends PBANRD to develop audio-visual materials.
(4) Monitoring Revolving Fundxxi

- As with the revolving fund introduced by the Project, the Terminal Evaluation Team confirmed that themodel villages successfully reserve the fund as scheduled. However, it is necessary to continue to monitor
the sustainability of the fund management with special attention. In that aspect, the Terminal Evaluation
Team proposes that monitoring the revolving fund in model villages be in charge of Lashio Office,PBANRD and also proposes that Lashio Office, PBANRD periodically report the monitoring results toex-project stakeholders including JICA at least twice a year after completion of the Project.
3.7. Lessons Learned(1) Flexible Project Scope Modification in the Process of Implementation of the Project in Consideration of
the Security Situation- In response to the security situation in February 2015, the Myanmar and Japanese sides discussed anddecided to continue the Project with drastically modified project scope. Consequently, it is found that the
Project obtained positive and substantive results at the Terminal Evaluation. This whole process can be
regarded as a precious lesson learned.
(2) Establishment of “Integrated Rural Development Model Village”- Following suggestion from PBANRD, the Project intensified project activities to Narhpot Village, as“Integrated Rural Development Model Village” within managerial capacity of the village, as one of venueof AD training. It can be recognized as an extremely important role to show the visuality / demonstration
effect of the Project.
(3) PBANRD-driven Collaboration among Multi-partners/ Institutions- It is worth mentioning that the Project has been smoothly implemented through constructive
collaboration of the multi-stakeholders such as PBANRD, Myanmar government institutions such as
MOALI, international organizations, NGOs and villagers to attain irreversible opium poppy eradication.
Moreover, invaluable objective of the Project attracts stakeholders including the private sector tovoluntarily participate in the AD training as lecturer.
(4) Effect of OJT- A total of 16 AD trainers/trainees who reside and work with JICA experts on a daily basis are assigned to
the Project for on-the-job training, where it is effective in terms of degree of absorption of subject matterof training that as many as 16 staff work together with JICA experts on a daily basis to obtain study
opportunities, which would be replicable for future implementation and management of similar projects.
3.8. Follow-up Situation- It is important to note that as follow- up of recommendation of Terminal Evaluation, several meetings
are held among PBANRD, the Project and JICA Myanmar office regarding extension of the project period.
As the result, PBANRD decided not to extend the project period but to discuss in order to formulate new
project. In this context, it is important to continue communication and dialogue between PBARARD and
JICA in order to verify possibility for formulating further activities.
(End)xxii