Summary of Terminal Evaluation
1. Outline of the ProjectCountry: Lao People’s Democratic
Republic

Project Title: Lao Organic Agriculture Promotion Project(LOAPP)

Issues/Sector: Agricultural Development

Cooperation Scheme: Technical Cooperation Project

Division in Charge: Rural Development
Dep.

Total Cost: 199 million Yen

Period of
Cooperation

Partner Country’s Implementing Organization:
Department of Agriculture (DOA) of Ministry ofAgriculture and Forestry (MAF)

R/D: September 2013
to September 2016 (3years)

Supporting Organizations in Japan:
Ministry of Agriculture, Forestry and Fisheries (MAFF)
1-1 Background of the ProjectIn Lao PDR, it is described that organic agriculture (OA) has high potential for commercial production
because pesticide and chemical fertilizer have not been widely applied in conventional farming. MAF
had established the “MAF Minister’s Decision on Organic Agriculture” in collaboration with NGO in2005 and the “Standard of Organic Agriculture in Lao PDR” had been commenced since 2006.
Meanwhile, the Standard Division, Department of Agriculture, MAF (STD), in charge of inspection andgranting certification on OA had only 4 inspectors out of 9 (in 2004) who were able to execute theinspection role based on the Lao Certification Body (LCB). Such an insufficiency of the personnel tookapproximately 6 months for the process of inspection and certification on OA.
Although the OA certifications were granted to 19 farmers’ groups in Vientiane Capital as of December
2014, many issues such as quality control on farmer’s production, Internal Control System (ICS) of
farmers’ group, technical supports provided by government, transportation and logistics, production
plan based on the market needs, and collaboration with public sectors were not in the sufficient level.
Based on above background, JICA Technical cooperation project “Lao Organic Agriculture Promotion
Project (LOAPP)” was formulated in September 2013 as a 3-year-project, aiming at increasing farmers’
income through the establishment of OA certification system as well as strengthening the marketing
activities. LOAPP is looking at the system enhancement in promoting OA with three outputs: 1) Setting
up a national OA Strategy, 2) Capacity development of Clean Agriculture Development Center (CADC)
and 3) Improvement of STD for their inspection techniques and process.
In February 2015, the Japanese Mid-Term Consultation Mission Team was dispatched to LOAPP. They
pointed out the importance on slotting activities for the further expansion of OA toward farmers’ level
together with information collection and future’s plan for the purpose for the promotion of export
business.
At the final stage of LOAPP’s cooperation with the remained period of half-year, the Terminal
Evaluation consists of both Lao and Japanese sides was conducted for the purpose of clarification ofxibenefits and contributions through the activities of LOAPP as well as consideration on future’s direction
lead by Government of Lao after the termination of LOAPP.
1-2 Project Overview(1) Overall Goal
Structure for promotion of organic agriculture is functional.
(2) Project Purpose
Structure for promotion of organic agriculture is enhanced.
(3) Outputs
1) Strategic plan for national organic agriculture development is finalized.
2) Clean Agriculture Development Center (CADC)’s capacity for promotion of organic agriculture is
improved.
3) Standard Division (STD)'s capacity for promotion of organic agriculture is improved.
(4) Inputs (as of end-January 2016)
Japanese Side : Total cost 199 million JPY
Experts/Consultants: 3 Japanese long-term experts, 3 Japanese short-term experts,
10 third-country lecturers (from Malaysia and Thailand)
3 local consultants (OA & market survey, TOT for CADC staff, OA market
analysis)
Training : 20 trained in Japan (15 Specific Training under LOAPP, 5 Group Training Course)
13 trained in Thailand
Technical equipment : Approx. 18 million JPY
Operational Cost (Local Operation) : Approx. 32.1 million JPY
Other Cost (Facility renovation & construction) : Approx. 26.4 million JPY
Lao Side :Counterpart : Total 23 persons
Land and Facilities : Offices (in Vientiane Capital & CADC), meeting rooms, light & water expenses
Local Cost : 919 million Kip
2. Evaluation Team
Membersof theEvaluationTeam< Japanese side >LeaderAgricultural Policy
Planning Management

Evaluation & Analysis

Mr. Masanobu KIYOKA, Senior Advisor, JICA
Mr. Takashi SEO, JICA Agricultural Policy Advisor, MAF
Mr. Kazuhiro OTSUKI, Team 1 Special Advisor,
Agricultural & Rural Development Group 1, Rural
Development Department, JICA
Mr. Akira MATSUMOTO, President, A&M Consultant Co.,
Ltd.

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< Lao side >LeaderMemberMemberMemberMr. Khamtanh THADAVONG, Deputy Director General, Department ofAgriculture, MAF
Dr. Phanpradith PHANDALA, Director, Division of Planningand Cooperation, Department of Agriculture, MAF
Mr. Hadsady SISOUVANH, Deputy Director, Administration Division,
Department of Agriculture, MAF
Mr. Vongsavanh VONGKAYSONE, Deputy Director, International
Cooperation Division, Department of Planning and Cooperation, MAF

Period of Evaluation : 21 February 2016 to 5 March 2016

Type of Evaluation : Terminal Evaluation

3. Results of Evaluation
3-1 Achievements(1) Outputs
Output 1: Strategic plan for national organic agriculture development is finalized.
[Indicator] JCC member reaches the consensus on the strategic plan in the Project JCC.
The Output 1 has been achieved.
The final draft of Strategic plan for national OA development (OA Strategy) was endorsed by JCC
members and approved by Director General of DOA officially which is treated as the approval at
Ministry’s level. Therefore, the current status is beyond the level of originally-planned. The approved
OA Strategy will be disseminated at the next step for the expansion.
Output 2 : CADC’s capacity for promotion of organic agriculture is improved.
[Indicator] Number of CADC trainers who are capable of conducting TOT on organic agriculture isincreased by 8 persons (currently 4 persons).
The Output 2 has been achieved.
Based on the 5 criteria of Competency Evaluation Sheet (OA Knowledge, OA Technique, Marketing,Management and Teaching Methodology) which was elaborated through series of discussions with
CADC, the Japanese Short-Term expert provided technical advices. The result of Competency
Evaluation showed the weaknesses in Teaching Methodology, Marketing and Management although
the level of OA Knowledge was relatively high. Japanese Long-Term Expert has been following up
those weak points through continuous trainings so that the level of competency was brought up atpresent.
TOT materials (i.e. presentation slides, paper drama, posters) have also been produced among CADC
staff and such items were utilized for Trainings for Trainers (TOT) and On-The-Job Training (OJT)
held by CADC in order to bring up CADC staff for new OA trainers. The number of trainer who
passed the Competency Evaluation originally 4 at the commencement of LOAPP, finally increased
into 10 in 2015xiii

Output 3 : STD's capacity for promotion of organic agriculture is improved.
[Indicator 1] Standard Division has policy documents covering at least 70% of the topics required byinternational norms (i.e. ISO17065) guiding the handling and conduct of the Lao
Certification Body (LCB) certification process.
[Indicator 2] Standard Division has policy documents covering at least 70% of the topics required byinternational norms (i.e. ISO17065) guiding the handling and conduct of the Lao
Certification Body (LCB) certification process.
The Output 3 is expected to be almost achieved.
Standard Division had set policy documents covering all the topics (100% coverage) required byinternational norms (ISO17065) through the advisory given by third-country lecturers and series of
discussion in workshops.
The level of inspectors was also gradually being improved through the series of training given by thethird-country lectures as well as the intern training organized by the Thailand’s accredit
organization (Organic Agriculture Certification Thailand : ACT). The result of Competency
Evaluation scored that number of inspectors capable enough to execute their inspection role had
increased to be 6 persons.
In addition, some inspectors are supposed to be accredited by ACT shortly.
(2) Project Purpose : Structure for promotion of organic agriculture is enhanced.
[Indicator 1] At least 50% of Provincial Agriculture and Forestry Office (PAFO)/District Agriculture
and Forestry Office (DAFO) officers (in-charge of crop) in the target areas pass anunderstanding test on organic agriculture standard.
[Indicator 2] Period required for organic certification process (after receiving completed application to
notification) is no longer than 4 months.
The Project Purpose is expected to be achieved by the end of the Project.
As for the Indicator 1, more than 50% of PAFO/DAFO officers have passed through 2 times ofunderstanding tests on organic agriculture standard.
On the other hand, the Indicator 2 is yet to be achieved since the time consumption for certification
process is still 6.4 months, not less than 4 months. However, the Project has clarified the causesof such time-consuming process (i.e. difficulty in arranging Board Meeting under every
representative’s busy schedule) and the countermeasures (i.e. setting the meeting by monthly
with enabling deputy personnel from each section for making decision) will be taken shortly.
Thus, it is expected the time consumption will be shorten less than 4 months at the end of the
Project.
3-2 Summary of Evaluation Results(1) Relevance: High
Relevance to the development policies of Government of Lao PDR (GOL) :In 2006, GOL set “Clean Agriculture” as the one of important national goal. In line with this, “MAF

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Agricultural Development Strategy 2011 to 2020” (final draft Sep. 2010) as well as “Strategic Plan for
National Agriculture Development 2025, Vision Towards 2030” (3rd draft, Sep 2015) showed that OA
can play a crucial role in supporting safe food production for consumers, sustainable production,conservation of natural resources and opportunities to generate income for farmers. OA is deemed tohave a significant potential in the Lao PDR.
Relevance of target groups’ needs :As the target groups of this Project which includes DOA officers (STD and CADC) and PAFO/DAFO
officers of the Vientiane Capital are all important players to promote OA, it is appropriate tostrengthen the basis and capacity development of those groups under LOAPP.
In addition, improvement of OA farm in CADC is to go along with the intention of the GOL which
promotes clean and value-added agriculture, and also seems to be a good demonstration /display farmas well as basis on the new/appropriate techniques on OA.
Allocation of Counterpart Personnel (C/P) :An appropriate number of C/P from appropriate sections is assigned to LOAPP with fulfilment in thecase of staff’s turning over. In addition, the contribution of Project Manager (current Director of
CADC) toward LOAPP is remarkable.
ODA policies of the Government of Japan (GOJ) :“Country Assistance Policy for Lao PDR (2014)”, prepared by Ministry of Foreign Affairs (MOFA) of
GOJ sets the “Agricultural Development and Forest Conservations” as one of the priority
areas.“Country Assistance Implementation Plan for Lao PDR (2015)” drawn by JICA in line with the
MOFA policy placed the Project in the “Program for Agricultural and Rural Development andStrengthening the Administration of Agriculture and Fisheries” in the focused area of “Agricultural
Development and Forest Conservation”. LOAPP has been formulated in line with such ODA policies
of GOJ as the one of strategy to increase the earnings of farmers who constitutes the majority of thenation’s poor.
(2) Effectiveness: HighAs the activities of the Project have been implemented as planned, it is expected that the Project islikely to achieve the outputs. Thus, the Project Purpose is seemed achievable at the end of the Project.
In order to promote OA in the Lao PDR, the approaches for the institutional enhancement such as, thecapacity-building for CADC and STD, the formation of certification process in STD, as well as the
middle/long-range perspective activities and responsibilities clearly described in OA Strategy are all
essential. The Project has played an important role and made significant contribution in this respect.
(3) Efficiency: Relatively High
Most of the activities were implemented as planned although some of the indicators were yet to beachieved as mentioned above. Therefore, the productivity of the Project referring to the input isseemed almost appropriate.
Some good results in this Project regarding to efficient point of view include the proper selection of
the third country experts and engagement of local consultants. From the aspect of thecost-effectiveness, those inputs are judged more efficient than the recruitment of resource personnel

xvfrom Japan even though there were some difficulties in adjusting their trip schedule.
In view of promoting OA further in Laos, it is highly expected that more human and financial
resources from Lao side would be secured.
(4) Impacts: Moderate1) Overall Goal : Structure for promotion of organic agriculture is functional.
[Indicator 1] More than 40 times of CADC trainings on OA for PAFO/DAFO technicians/farmer’sgroups/etc. are conducted after the project termination.
[Indicator 2] Number of cases that STD conducts organic inspection and certification to organic
farmers groups trained by CADC and PAFO/DAFO is increased by 4 times (currently 2cases increased to 8 cases).
As for the Indicator 1, the number of the trainings on OA (for PAFO/DAFO technicians and farmer’sgroups) held by CADC during the last three years counted: 32 times (in 2013), 13 times (in 2014) and16 times (in 2015) respectively. Based on such status and trend, it is not seemed possible to attain thetarget level (“more than 40 times of CADC trainings”). At the time on commencement of the Projectin 2013, the number of training was “32 times”, therefore it was expected such increasing trend of
training, however, the target number included other trainings supported by other donors. After 2013,
the trend did not go beyond the level of 2013 since the donor-supported trainings were decreased. Inorder to monitor the CADC’s capacity in conducting trainings, it is more appropriate to look at thepure number of training held by CADC excluding donors’ support, similar to 2014 and 2015.
Therefore, the Team proposed to reset the target into “20 times” according to the status in 2014 and2015.
As for the Indicator 2, the number of cases which STD newly inspected/certified during the last three
years counted: 3 cases (in 2013), 2 cases (in 2014) and 2 cases (in 2015), while the total cases
including renewal counted: 18 cases (in 2013), 12 cases (in 2014) and 11 cases (in 2015). Such statusshows that number of OA trainings which CADC/PAFO/DAFO conducted may not have direct
coincidence with the increase of new case in OA application and certification. It is therefore
appropriate to look at the total number of cases (new and renewal cases) in order to grasp the real
trend of OA inspection/certification rather the than focusing only upon new cases. Based on such idea,
the Team proposed to reset the objective of the indicator into “Cases including not only new
application but also renewal of certification” and its target level to be “increased by 10% year byyear”.
As above mentioned, it is hardly able to measure the progress of the Project appropriately under thecurrent indicators. However, with the modifications of these 2 indicators as the Team proposed, it isdeemed that Overall Goal will be attained.
2) Knock-on EffectNew sales channel in Vientiane Capital (Opening permanent shop, “Organic Home”) :The permanent shop, which is scheduled to open in April 2016, is expected to play important roles as:a permanent shop for farmers to sell their OA products, a place to deliver information on OA toward
citizens, and a bridge to promote access between producers and consumers.

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Rising OA farmers’ awareness in management :The basic trainings to the OA farmer’s groups, such as shop management and accounting, were
provided by the Project. The farmer’s groups become more conscious about their farm management
and marketing.
Enhanced utilization of CADC demonstration farm :Through setting up/renovation of facilities in CADC and also providing trainings for the officers, it
expanded experimental cultivation and applied new techniques in the demonstration farm.
Furthermore, the CADC is now becoming a good learning center of OA for young agricultural
students who are expected to be future’s key players for OA promotion in Laos.
Negative effect :There is no particular negative effect.
However, a wider scope of view will be needed for the further expansion of the benefit of OA not
ending up with reinforcement of institutional system at government level but also stepping more
toward farmers’ level as well as customer’s level (including consumer, private sector and tourist, etc.)(5) Sustainability: Expected to be relatively high
Policy aspect :Priority of the clean agriculture including OA is quite high in the agriculture development strategy
plan to 2025, and also GOL is expected to take actions for the further improvement of OA within theframework of OA strategy established by LOAPP.
Institutional aspect :Based on strong policy of GOL to promote OA, there is the clear department structure such as STD
and CADC within DOA/MAF. Those department and centers have mandate to provide quality service
according to the needs of farmer’s groups and enterprises who apply for the certification of OA as wellas technical guidance and OA training.
Technical aspect :The C/Ps of LOAPP have gained knowledge and practical skills on OA. Thus, it is expected that suchtrained C/Ps shall undertake their duties in their offices and transfer outputs of the Project as trainers
to other staffs including PAFO/DAFO.
Financial aspect :In accordance with the importance of OA and official endorsement of OA strategy, MAF has a plan tosecure financial resources for OA. On the other hand, the Project was sometime constrained by thebudget allocation by GOL. Such as delay of financial allocation is a nation-wide issue to take heed incarrying out a project.
In view of sustainable field activities, the Team appreciates that CADC manages their revenue such as
sales of OA products, as a temporary fund until the allocation of official budget, for the daily
operation, maintenance of farmland and facilities as well as conducting trainings.

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3-3 Factors that Promoted Realization of Effects(1) Factors Concerning to Planning
Initially, LOAPP had been focusing mainly upon the government’ institutional strengthening. At thestage of Mid-Term Consultation, Japanese Mission Team suggested the Project to look further into
farmers’ needs. In response, LOAPP decided to provide the other supports such as the establishment of
permanent OA shop, “Organic Home”, for the farmers to learn market activities. Such approaches
corresponding to farmers’ needs promoted positive knock-on effect of the Project.
(2) Factors Concerning to the Implementation Process
The C/Ps took strong commitment specially in the following points:
1) Delay of some activities such as formation of OA strategy and improving CADC’s demonstration
farm were reeled up for the completion within the timeframe. (Contribution factor for effectiveness)
2) Establishment of “Strategy team” was initiated by STD so that OA strategy was completed
successfully. (Contribution factor for sustainability)
3) OA experiments and variety of trainings on CADC’s demonstration farm were conducted under theownership of staff members. (Contribution factor for sustainability)
3-4 Factors that Inhibited Realization of Effects(1) Factors Concerning to Planning
Due to the fact that the promotion of OA was not always reflecting to the increase of new cases of OA
application/certification, the impact of the Project was not clearly shown in the indicator of Overall
Goal. The revision of the indicator as suggested by the Team will provide clearer information forgrasping the status of OA application/certification.
(2) Factors Concerning to the Implementation Process
1) OA staffs’ turning over in CADC gave negative effect to the capacity building of OA trainers’ team.
However, it was recovered through senior staff’s internal mini-trainings for bringing up young staff
as well as sufficient occasions of OJT for preserving the trainers’ team work.
2) High-ranking officers’ heavy schedule was the obstacle in arranging the Certification Committee
Meeting that prolonged the time consumption of OA certification process. As the countermeasure,
new rule for the meeting is set and will be taken shortly. Under the new rule, it enables otherofficers to attend the Meeting as the substitute attorney for decision-makers so that burden inarranging the Meeting would be mitigated.
3-5 Conclusion
The activities of the Project have mostly been implemented well. Although some indicator shows delay
in progress, it is seemed that the Project Purpose will be achieved at the end of its cooperation period
since the countermeasures will be taken shortly. Thus, it is concluded that the Project will beterminated in September 2016 as originally stipulated in the R/D.
3-6 Recommendations(1) Future course of actions
All necessary activities after the Terminal Evaluation were summarized in the table. Specially, theactivities which should be treated after the termination of the Project are shown below:

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Output 1

Initiate to implement the activities along with OA Strategy
Follow up progress of the OA Strategy/Road map and monitor the activities
Improve/revise the OA Strategy
Output 2 Develop TOT curriculum and training materials by CADC (advanced level)
Strengthen the TOT activities of CADC to PAFO/DAFO staff to develop OA trainers
Establish OA markets in target provinces
Output 3 Discuss the means to delegate the inspection activities to PAFO in the Provinces
Get equivalency of LCB with some international norms
Continue training for officers to be entitled as inspectors for foreign certification
system(2) Revision of PDM and P/O
The Team recommends the contents of PDM shall be revised with the following findings andconsiderations.
1) Clarification of activities
The Project has supported several facilities such as warehouse, packinghouse, greenhouse, andOrganic Home (permanent OA market), which should be indicated in PDM for the clarification of thenecessities of those facilities established. Therefore, two activities should be appeared under Output 2
as shown below.
2-2) Set up/renovate necessary facilities in CADC for training and demonstration (warehouse,packinghouse, greenhouse, etc.)2-10) Support farmers’ groups / farmers for marketing activities (permanent OA market, etc.)
2) Modification of Indicators for Overall Goal
Two indicators for Overall Goal are considered too ambitious and inappropriate. It is recommended
therefore to make following modifications for both indicators.
Indicator 1:
Present

More than 40 times of CADC trainings on OA for PAFO/DAFO technicians/farmer’sgroups/etc. are conducted after the project termination.

RevisedMore than 20 times of farmer’s training on OA by CADC and PAFO/DAFO are
conducted annually after the project termination.

Indicator 2:
Present

Number of cases that Standard Division conducts organic inspection and certification toorganic farmers groups trained by CADC and PAFO/DAFO is increased by 4 times(currently 2 cases increased to 8 cases).

RevisedNumber of cases* that Standard Division conducts organic inspection and certification toorganic farmers groups increased by 10% year by year.
(* Cases including not only new application but also renewal of certification)xix

(3) Supports for Organic Home
While the Organic Home will be managed by the Vientiane Organic Agriculture Production Group(VOAPG), constant supports by PAFO are crucial for further continuation and sound management.
The supports provided by Japanese side should be limited only to technical advice and practicaltraining. Once the building and facilities have been completed, operational cost shall be taken by
VOAPG.
In view of promoting OA and people’s awareness, the Team proposes that MAF provides VOAPG
with trainings for ICS, inspection/certification, promotion activity, and so on.
(4) Interaction among stakeholders
Through interviews and meetings, the Team found the gap among voices of stakeholders. For instance,
farmers are expecting CADC/PAFO to provide them technical advices, while CADC/PAFO arerecognizing that farmers send no request. In order to grasp the potential and changing needs offarmer’s, DOA/CADC and PAFO/DAFO, as service providers, are expected to clarify what can beprovided for farmer’s groups/ farmers and to disseminate such information widely. Frequent occasions
for making interactive communication with farmer’s group/ farmers are needed.
3-7 Lessons Learnt(1) Framework of Project“Technical Cooperation Project” cannot be always formulated at the planning stage with sufficient
information from key informants including farmers. Therefore, in the process of project
implementation, the project should consider the measures to address the real needs of farmers. For
example, a project as well as LOAPP aiming at strengthening promotion method or institutional
system should require continual awareness onto farmers as ultimate beneficiaries to see if suchproject’s approaches are really corresponding to farmers’ need which is an income growth throughtechnical improvement in farming.
(2) Utilization of Resource person and training center in the region
Utilization of resources from neighboring countries or local personnel is worthwhile because ofsimilarity in culture, language and surrounding situation. In addition, the procedure of assignment is
not relatively time consuming in comparison with the assignment of the expert from Japan.
In addition, time consumption for the assignment takes shorter time rather than the personnel assigned
from Japan. Moreover, there are several training centers for practicing OA in Thailand where foreign
trainees can be accepted. Because of the similarity in language, their training style and topics as wellas cost-effectiveness, sending trainees to Thailand may be quite beneficial for Lao personnel,
especially for farmer’s level.

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