Summary of the Results of Evaluation Study
1. Outline of the ProjectCountry: Cambodia

Project Title: The Technical Service Center for Irrigation
System Project Phase-2

Issues/Sector: Rural Development

Cooperation Scheme:
Technical Cooperation Project

Division in Charge: Rural Development Department

Total Cost：Three hundred and sixty Million JPY

Period ofCooperation

Partner Country’s Implementing Organization:
The Ministry of Water and Resources andMeteorology（MOWRAM）

10 January 2006 – 9 July 2009

Supporting Organizations in Japan:
Ministry of Agriculture, Forestry and Fisheries
Related Cooperation:
Technical Cooperation Project“The Technical Service Center for Irrigation System Project”
1-1 Background of the Project
Agriculture is the prime industry of the Kingdom of Cambodia. Agricultural production contributes toapproximately 35% of the country’s GDP, and approximately 75% of the national population relies on
agriculture for their living in 2004. Despite abundant farmland and water resources, agricultural productivityof the country has rather been low mainly due to deficient irrigation systems, which is one of the essential
development issues of the country.
Royal Government of Cambodia（RGC）had requested the Government of Japan（GOJ）for a technicalcooperation that aims at technical transfer on rehabilitation of existing irrigation systems such as survey,planning, design, construction, operation and maintenance. In response to the request, JICA conducted the5-year project, namely Technical Service Center for Irrigation System, until January 9, 2006.
The RGC made new request to GOJ for the next phase of the project that aims at strengthening of technicalcapacity of MOWRAM through establishing capacity development system in irrigation sector. In responseto the request, JICA sent the preliminary study team to confirm the need for assistance and to discuss thedetails of the Project. The Record of Discussions on the Project was signed on January 4, 2006. The Project
started in January 10, 2006 and will continue for three and a half-year period until July 9, 2009.
1-2 Project Overview（1）Overall Goal
Livelihoods of the farmers’households is improved by stabilizing their agricultural productivity
through efficient water resource management in the irrigation areas conducted by the trained engineers
and technicians in MOWRAM and PDWRAM.
（2）Project Purpose
1. The technical capacity of MOWRAM and PDWRAM is improved.
2. The farmers who have participated in the Project activities at the Pilot Sites（PS）are able topractice water management in terminal canals.
（3）Output:vii

1. The following outputs are expected to be achieved at TSC:
1-1. Establish the training system
1-2. Set up the technical manual
1-3. Manage the technical information.
2. The technical capacity of the engineers and technicians in MOWRAM and PDWRAM is well trained
through the trainings at TSC and on-the-job-training（OJT）at Model Site（MS）and Pilot Sites（PS）.
3. With the technical assistance of TSC, the following outputs are expected to be achieved at the Pilot
Sites.
3-1 The trained engineers and technicians in PDWRAM construct the terminal canals, which makeit possible for farmers to easily access irrigation water.
3-2 Farmers start to conduct water management activities at the terminal canals in cooperation withPDWRAM.
（4）Inputs
Japanese Side:
Long-term Experts
3Equipment
237, 119.65 US Dollars
Short-term Experts
14
Local Operation Cost
721,017.76 US Dollars
Trainees Received
16
Cambodian Side:Counterpart personnel 50
Operational Fund
266,837.98 US Dollars
Land and Facilities
2. Evaluation Team

Membersof theEvaluation
Team

Period ofEvaluation

Team Leader

R. NISHIMAKI

Irrigation
Technology

H. KUNIHIRO

Evaluation &Analysis

K. ITAGAKIPlanningManagement

K. NAKASONE

16 November 2008 – 5 December
2008

Senior Advisor, Rural Development Department, JICA
Technical Official, Overseas Land Improvement
Cooperation Office, Rural Development Bureau,
Ministry of Agriculture, Forestry and Fisheries
Researcher, Social Development Department, Global
Link Management, Inc.
Advisor, Paddy Field Based Farming Area Division
II, Paddy Field Based Area, Rural Development
Department, JICA
Type of Evaluation:Terminal Evaluation3. Results of Evaluation
3-1. Summary of Evaluation by Five Criteria
3-1-1 Relevance
The Relevance of the Project is evaluated as high.
（1）Relevance to the policies of the RGC
The Project is still consistent with the policies of RGC, as there has not been any major change in
the Rectangular Strategy in 2004 and National Strategic Development Plan（2006-2010）and theStrategic Development Plan（SDP）of MOWRAM（2006-2010）.

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（2）Consistency with the Japanese Aid Policy
Agricultural and rural development to improve the agricultural productivity are considered as avital cooperation strategy in Japanese ODA program, indicated in the country assistance policy forCambodia. The Country Program of JICA for Cambodia also emphasizes the“Agriculture and RuralDevelopment”with a cooperation program on“the improvement of irrigated agriculture.” Thus theProject is considered to be quite consistent with the Japanese aid policies.
（3）Relevance of the Project design
The Project applied an approach to enhance the capacity of both the government officers in irrigation
sector, such as engineers and technician of MOWRAM and PDWRAM, and the beneficiary farmers.
Considering the existing constraints of the irrigation development in Cambodia, where technicalworkforce of the government are limited both in number and the levels of technical capacities, thedesign of the Project is considered to be quite appropriate.
（4）Relevance to the needs of target beneficiaries
The participants of the training from PDWRAM appreciate and are benefited from the training by theTSC, as indicated in the evaluation of training courses. At the Pilot Sites（PS）, The interviewed
farmers reported that the problems of water distribution at terminal facilities has been improved, andthat some positive effects on the yield, cropping, and expansion of irrigated area are being realized.
Thus, the Project is evaluated as very appropriate response to the needs of the beneficiaries.
3-1-2 EffectivenessThe effectiveness of the Project is evaluated as high.
（1）Achievement of the Project purpose
The participants of the training courses highly appreciate the technical training by TSC. The levels ofachievement of the curriculum target and the satisfaction are high on average, indicating the usefulnessof the training for the participants. At the PS, the farmers started organized effort for water management
at the terminal level. As these activities are scheduled to continue, the Project purpose is likely to beachieved to a large extent by the end of the cooperation period.
（2）Contribution of outputs to the achievement of the Project purpose
The logical sequence between the outputs and Project purpose is appropriate, and all of the three
outputs have significantly contributed to achievement of the project purpose.
3-1-3 Efficiency
The efficiency of the Project is evaluated as high.
（1）Japanese Experts
Both long-term and short-term experts have properly carried out their expected roles and worked
closely in harmony with the counterpart personnel.
（2）Equipment and machinery
The equipment and machinery required for the Project activities and technical transfer have duly been
provided and most of the equipment provided has fully been utilized and kept in good conditions.
（3）Training of counterpart personnel in JapanThe counterpart training was adequately conducted. The learning from those training has been helpful
in carrying out not only the activities of the Project but also their regular duties in the future.
（4）Inputs from the Cambodian sideix

A sufficient number of counterpart personnel both from MOWRAM and PDWRAM were assigned
to the Project. The RGC has made considerable efforts to allocate its own budget to the Project, notonly from MOWRAM budget, but also from the Counterpart Fund, despite of the delay in actual
disbursement of the fund. Provision of the office space with office equipment, water and electricity
facilities, fuel, some stationery, and so forth is also contributed to the smooth implementation of theProject activities.
3-1-4 Impacts
The Impact of the Project is evaluated as high.
（1）Impact on overall goal level
As the training system would be established at TSC, MOWRAM and PDWRAM staff would likely
be provided with training opportunities. The trained PDWRAM staff would take initiatives in theirrigation development to realize the efficient water resource management, which would lead to thestabilization of agricultural production. Therefore, positive impacts are anticipated on the overall goal,
yet under the condition if necessary inputs for training activities as well as for irrigation development
would continuously be provided by RGC.
（2）Positive Impacts
In the Kandal Stung Model Site（MS）, double cropping in the wet season with improved rice variety
has been widely practiced since the improvement of the terminal canals. The interviewed farmers
reported to the Team that the yield has also increased. In the Takeo PS, double cropping in the dry
season is being tried, and the double cropping in wet season with IR variety is on trial in the Pursat PS
by the voluntary initiatives of the farmers. It is also pointed out that the construction of the farm roads
have contributed to the improved access to and from the farmland, benefiting the farmers in terms ofdaily mobility, transport of agro-inputs and produce.
（3）Negative Impacts
There has not been any negative impact of the Project reported or observed at the time of the terminal
evaluation.
3-1-5 Sustainability
The sustainability of the Project is evaluated as partially attained, but with remaining challenges andconcerns.
（1）Policy and Institutional Sustainability
Since the water resources and irrigation sector are given high priority in the current policy of RGC,
the policy support from the government would continuously be secured for the coming years. The
institutional framework is being formulated with the recent enactment of the Laws related to water
resources sector. Therefore, the policy and institutional sustainability of the Project is considered ashigh.
（2）Organizational and Financial Sustainability
TSC has already become a department of MOWRAM and he Road Map for institutionalization of TSC
has been prepared with concrete steps, targets, budgetary and human resource requirements. With
these initiatives by MOWRAM, the organizational sustainability is evaluated as high. However, thelimited budget allocation for TSC and PDWRAM by RGC would unavoidably lead to the scale downof the training and field activities. Thus, the financial sustainability is not sufficiently secured at thisxtime, although the continuity of some training activities is expected in a limited scale.
（3）Technical Sustainability
It is assessed that the technical sustainability is secured only in terms of continuous training activities.
In order to ensure regular technical update and upgrading, wider dissemination and practicalapplication, further technical supports seem to be necessary. It is also to be noted that TSC has mainly
dealt with the terminal irrigation facilities and structures; however, considering the expected roles ofTSC in the future, the scope of technical aspects to be covered by TSC may need to be broadened.
3-2 Factors that Promoted Realization of Effects（1）Factors concerning the Planning N/A.
（2）Factors Concerning the Implementation Process
TSC has officially become a department of the MOWRAM in December 2006. The fact that TSC
acquired an official position in the MOWRAM’s organizational structure has greatly contributed tothe proper implementation of the Project activities. It was also beneficial to improve the ownership ofRGC, as exemplified in the allocation of the MOWRAM budget to TSC, even on a small scale.
3-3 Factors that Inhibited Realization of Effects（1）Factors concerning the Planning
As for PS activities, the delay in securing budget for canal construction by RGC has affected
implementation schedule of the actual construction work as well as in the water management activities
to be born by the farmers, although the Project could manage to proceed with PS activities, by slightly
modifying the original plan.
（2）Factors Concerning the Implementation Process
The TSC counterpart personnel who served as trainers in the training activities reported that theparticipants were not always appropriate to the training subjects in some cases. In addition, the levelsof knowledge and experiences of the participants varied to a considerable degree, which created somedifficulties for effective teaching for the part of the trainers.
3-4 Conclusion
The Project has successfully been implemented without any major or critical problem and will mostly
achieve its outputs by the end of the technical cooperation period. Prospect of achieving the Project purpose
is evaluated high, thus, it is concluded that the Project will be terminated as stipulated in the R/D.
3-5 Recommendations
3-5-1 Recommendations for the remaining period of the Project（1）Prompt disbursement of the operational fund by RGC
The RGC has allocated considerable amount of budget, however, the actual disbursement of theCounterpart Fund has tended to be delayed. As there will still be many activities for the remaining
seven months of the Project period, it is strongly recommended to the relevant offices of RGC to makemaximum efforts for prompt and smooth disbursement of the Counterpart Fund for the Project.
（2）Follow-up on the application of technical learning by the training participants from PDWRAM
In the 3 PDWRAM where PS activities were conducted, application of the technical leanings bythese counterpart personnel was confirmed through the actual construction and rehabilitation ofxi

terminal canals. However, the application of technical learning by the training participants from other
PDWRAM has not yet been confirmed. It is therefore necessary by the end of the Project to organize
any activity to grasp the degree of utilization of technical learning by the training participants.
（3）Wrap-up workshop on the achievement of the Project
It is worthy for the Project to wrap up the results and processes of Project activities through thereview and discussion among the counterpart personnel and to organize a forum to present the Project
achievements, at least internally among MOWRAM staff, and if possible to a wider range of audiences,such as the relevant government offices and donor agencies.
3-5-2 Recommendations for the future（after the completion of the Project）（1）Efforts for realization of the Road Map for the institutionalization of TSC
In order to realize the Road Map for the institutionalization of TSC, it is strongly requested to not only
to MOWRAM, but also to other relevant agencies of RGC to take every possible measure to secure
the human and financial resources for TSC. It may also be worthy to consider the application of some
support incentive systems, for which the detailed coordination and early preparation for necessary
procedures may be required.
（2）Human resource development of TSC personnel
In pursuit of any of the future roles and functions envisioned in the aforementioned Road Map, it isessential to further strengthen the technical capacity of TSC personnel. For TSC staff, it is importantto acquire more academic knowledge and technical experiences through opportunities for advanced
studies and training in Cambodia and/or overseas. It is thus recommended to both RGC and GOJ tocontinue efforts for human resource development of TSC personnel.
（3）Utilization on the experiences and outputs of the Project by MOWRAM
The Project will compile technical manuals on technologies related to water resources, irrigation andmeteorology, integrating not only the literature review but also the first hand experiences derived fromPS activities. It is therefore recommended to MOWRAM to ensure the thorough dissemination andmaximum utilization of these Project outputs.
3-6 Lessons Learned（1）Continuity of the guidance by short-term experts
In the Project, there were a small number of the long-term experts and the larger number of short-term
experts. Some counterpart personnel felt difficulties to fully catch up with highly technical guidance by
short term experts, especially when different short-term experts were dispatched to guide them in thesimilar field. Therefore, it may be drawn as a lesson for the technical cooperation project with similar
expert dispatch plan that the continuity of the service of same short-term experts is effective andefficient.
（2）Support to the efforts by implementing agencies in terms of the public relations
Throughout the period of its implementation, the Project has supported TSC in publicizing its roles andfunctions to other institutions through various donor meetings and by receiving many visitors such asstudents, journalists, NGOs and so forth. Such support may be helpful to broaden the possibility ofadditional support to the implementing agencies, thus to contribute to the organizational and financial
sustainability of the cooperation projects.

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