1. Outline of the ProjectCountry name: Kingdom of Cambodia

Projectname:

The

TechnicalServiceCenter for Irrigation System Project inCambodia
Fields: Agricultural development

Assistance type: Technical cooperation
project

Supervising office: First Group, Rural

Monetary amount of cooperation (at time

Development Department, JICA

of final evaluation): Approx. 720 million
yen

Periodof

R/D: January 10, 2001, tocooperation

January 9, 2006

Counterpart

organization:

MinistryofWater Resources and Meteorology

Extension:

Cooperating

F/U:

Ministry of Agriculture, Forestry, andE/N: (Grant aid)

Fisheries

organizations

inJapan:

Other associated cooperation:
1-1 Background and outline of the Project
Agriculture is the prime industry of Cambodia.

Agricultural production contributes toapproximately 37% of the country’s GDP, and more than 80% of the national working
population is engaged in agriculture.

However, despite abundant farmland and water

resources, agricultural productivity of the country is low.

Reasons include thecomplete destruction of agricultural infrastructure during the 20-year civil war, and thefact that, despite construction of many irrigation-water networks during the reign ofthe Khmer Rouge (1975 to 1979), these networks were not accompanied by suchappropriate technologies as dams and irrigation channels.

Thus, of the country’s 2.2

million ha of rice farmland, supply irrigation is being provided to only 250,000 ha.
Each year, agricultural lands are damaged by floods and drought, and in 1994
Cambodia suffered a rice shortage of between 150,000 and 300,000 tons.
Given this background, in 1996 the government of the Kingdom of Cambodia submitted
a request to Japan for project-type technical cooperation to rehabilitate small- andmedium-scale irrigation facilities that fell into disrepair during the civil war, to foster
appropriate maintenance and management of these facilities as well as engineers andtechnicians capable of handling said maintenance and management, and to establish
autonomous and effective use of these facilities by farmers while developing farmers’
associations.
In response to this request, JICA dispatched a variety of study teams that resulted inthe beginning of a five-year technical cooperation project in January 2001.

As theProject approached the end of the activity period in January 2006, JICA dispatched a
final evaluation team to evaluate Project achievements thus far and to formulate advice
and extract lessons learned for the future.
1-2 Description of cooperation(1) Overall Goal
Irrigation projects are properly implemented by MOWRAM and PDWRAM.
(2) Project Purpose
The technical capacity of the engineers and technicians of MOWRAM and PDWRAM isimproved in the fields of survey, planning, design, construction management, and water
management with participation of farmers for irrigation systems.
(3) Outputs of the project1) The technical capacity of the full-time C/Ps in the fields of survey, planning,
design, construction management, and water management with participation offarmers is improved through on-the-job training (OJT).
2) A series of training courses is organized to transfer skills in survey, planning,
design, construction management, and water management with participation of
farmers to other engineers and technicians of MOWRAM and PDWRAM.
(4) Inputs (at time of evaluation)
Japanese side
Dispatch of long-term experts in five fields:

Total of 10 experts

Dispatch of short-term experts:

16 experts

Training of C/Ps in Japan

15 C/Ps

Provision of machinery and equipment:

127.1 million yen + 252,000 USD

Assumption of local costs:

575,000 USD

Cambodian side
Allocation of C/Ps:

Total of 24 C/Ps

Assumption of local costs:

218,000 USD

Provision of land and facilities
2. Outline of the Evaluation TeamMembers

Team leader:

Ryuzo Nishimaki

Senior Researcher, Rural Development
Department, JICA

Irrigation technology:

Yoshihiro Doi

DeputyDirector;

Overseas

LandDevelopment Cooperation Office; RuralDevelopment

Bureau;MinistryofAgriculture, Forestry, and Fisheries
Evaluation and analysis:

Isao Dojun

Chuo Kaihatsu Corporation

Cooperation management:

Kenji Sakurai

Paddy-Based Farming Area Team III,Group I, Rural Development Department,JICA

Evaluation

July 10, 2005, to July 28, 2005

Evaluation type: Final evaluation

period3. Outline of Evaluation Results
3-1 Confirmation of achievements
There are two indicators for the Project Purpose: 1) the 10 full-time C/Ps obtain thetechnical capacity to conduct training on irrigation systems by the end of the Project,and 2) more than 100 engineers and technicians of MOWRAM & PDWRAM improvetheir technical capacity through training at TSC by the end of the Project.

Looking at

the latter indicator, thus far the technical capacity of 92 engineers and technicians of
MOWRAM & PDWRAM has been improved through their participation in the training
courses, and an additional 51 engineers and technicians are scheduled to participate intraining by the end of the Project.

Thus, the level of achievement is high and thought

to be contributing to achievement of the Project Purpose.

On the other hand, theformer indicator has improved to a roughly satisfactory level through the further
implementation of training courses during the Project Period and completion ofmanuals and textbooks.

It is expected that this indicator will be achieved by the end of

the Project Period.
3-2 Outline of evaluation results(1) Relevance
The Project Purpose and Overall Goal of the Project are consistent with the fields ofpoverty reduction, enhancement of the agricultural sector, improvement of rural
livelihoods, and capacity building and human resources development, which areemphasized in 1) the Second Five-Year Socioeconomic Development Plan (2001-2005),
2) the National Poverty Reduction Strategy (2003-2005), and 3) the Rectangular
Strategy (presented by the government in 2004).

Moreover, they are in line with

“Agriculture and Rural Development and the Improvement of Agricultural Production,”
which is a priority area of Japan’s cooperation policy for Cambodia.

Because frequent

floods and droughts have occurred in recent years, needs for improvement of irrigation
facilities and human resources development in the irrigation sector are increasing.
And because most rice production depends on the unreliable rainy season, farmers
require stable supply of irrigation water in order to stabilize rice production.

Thus, theProject is consistent with the need to foster engineers and technicians of MOWRAM andthe needs of farmers, and therefore it has high relevance.
(2) Effectiveness
The technical capacity of the 11 full-time counterparts is expected to improve to aroughly satisfactory level by the end of the Project.

Furthermore, the technicalcapacity of 92 engineers and technicians of MOWRAM and PDWRAM is being improved
through their participation in the training courses.

Plans call for the technicalcapacity of 51 more engineers and technicians to be improved through the training
courses by the end of the Project. Because the Outputs of the Project are expected tobe met for the most part, they are contributing to achievement of the Project Purpose.
Moreover, the Project Purpose itself is expected to be roughly achieved by the end of theProject. Therefore, the Project can be judged as having high effectiveness.
(3) Efficiency
Inputs having positive impacts toward smooth Project progress included theCambodian side’s construction of TSC with government funds and its provision of anoffice, research room, and laboratory of sufficient size.

Also having a positive impact

was the safe execution of Project activities through the appropriate implementation ofcountermeasures whenever a landmine was discovered on the model site.

Items

having negative impacts included the fact that procurement of equipment and supplies
from Japan as well as repairs required time, which forced a rethinking of the activity
schedule, and the fact that the period for dispatch of short-term experts was delayed.
However, the team determines that the Project has high efficiency as Inputs from both
the Japanese side and the Cambodian side were implemented in a largely appropriatemanner in terms of quantity, quality, and timing.
(4) Impact
1) Review of Overall Goal achievement
Tertiary canals and related structures in the Kandal Stung irrigation area, which isthe model site, are scheduled to be developed using techniques that weretransferred through the Project.

Moreover, it is expected that the government will

implement eight or more irrigation projects with its own budget; these projects will
be in addition to the 27 irrigation projects the government implemented with its
own budget in 2005.

Furthermore, the implementation of irrigation projects using

Japan’s Grant Aid for Grass-Roots Projects scheme is also scheduled.

Thus, if theimplementation of irrigation projects using both government funds and Japan’s
Grant Aid for Grass-Roots Projects scheme are considered, it becomes clear that
there are many projects capable of utilizing technologies that were transferredthrough the Project.

If engineers and technicians of MOWRAM and PDWRAM

carry out irrigation projects by applying the knowledge and skills they havelearned in the Project’s training courses, it is expected that the Overall Goal should
be attainable by 2011.
2) Other impacts
The following other items are seen as having a positive impact:i.

Roads along tertiary canals of the model site facilitated transport ofharvested rice from paddy fields as well as fertilizers, etc., to the fields.
They also provide good access for children to go to and from school.

ii.

Water users’ groups that were organized through the Project prepared grouprules on farmers’ own initiative.

iii. The relevant department of MOWRAM incorporated Project technologies
and started further organization of the farmers’ group within the model site.
iv.

Farmers constructed field canals connected with tertiary canals bythemselves.

v.

The amount of rice harvested at the model site was increased.

vi.

Staff members of PDWRAM that participated in training shared what theylearned in training with their colleagues.

(5) Sustainability
1) Organizational stability
TSC is not a body that was formally organized based on a government ordinance.
Accordingly, in order to allow TSC to continue activities for the capacity
development of engineers and technicians of MOWRAM and PDWRAM and tostrengthen TSC’s roles and functions, it will be necessary to position TSC as anofficial body within MOWRAM through a government ordinance.

Moreover, TSC’sroles, functions, and organizational structure as an official body must be clarified inorder to ensure its organizational sustainability.
2) Financial sustainability
MOWRAM has disbursed budgetary funds for the Project to cover expenses forconstruction of the TSC building (approximately 155,000 USD); expenses for
operation and maintenance of facilities; expenses for electricity, water supply, andother utilities; fuel for vehicles; etc.

MOWRAM has made a particular effort toprovide significant funding for TSC building construction.

However, if the amountof money allocated to construction costs and staff salaries are excluded, annual
expenditure for the Project amounts to roughly 4,000 to 5,000 USD.
On the other hand, implementation of one training course costs between 3,000 and
4,000 USD.

Accordingly, if financial sustainability is to be maintained, budgetaryfunding for TSC activities, and particularly for implementation of training courses,
must be ensured.
3) Technical sustainability
The main objectives of capacity development of the full-time C/Ps are to strengthen
technical knowledge and skills in the fields of survey, planning, design,
construction management, and water management with participation of farmers
for irrigation systems, and to give the C/Ps the ability to conduct the training
courses of the Project as instructors.

It is judged that the 11 full-time C/Ps haveacquired a satisfactory level of competence in these capacities.

If these C/Ps

continue to work at TSC as instructors for the training courses of the Project,technical sustainability should be ensured.

In order to ensure this technicalsustainability, organization of TSC as an official body, regular implementation ofthe training courses of the Project, and provision of incentives that will encourage
full-time counterparts to continue working at TSC will be necessary.
4) Short-term measures necessary to ensure sustainability
The government of Cambodia and JICA have agreed to implement a phase II TSCproject.

To ensure the sustainability of the Project as well as the phase II project,

necessary measures for this purpose must be taken during the remaining ProjectPeriod.

3-3 Factors contributing to emergence of effects
As was mentioned in the section on efficiency, technical transfer activities―including
OJT for C/Ps and training for engineers and technicians of MOWRAM and PDWRAM―
were conducted smoothly because the Cambodian side constructed the TSC building for
the Project and provided an office, research room, and laboratory of sufficient size.
Furthermore, Project activities were conducted safely through the appropriate
implementation of countermeasures whenever a landmine was discovered on the modelsite.

On top of this, efforts to ensure good communication between the C/Ps andJapanese experts facilitated smooth technical transfer.

Project activities proceededsmoothly for these reasons.
3-4 Problem areas and factors leading to problems
Low salaries led some full-time C/Ps to leave their positions; technologies had to beretransferred to the new C/Ps whenever this happened.

Also, smooth technicaltransfer became problematic when full-time C/Ps had insufficient English-language
ability.
Furthermore, as was mentioned above, procurement of equipment and supplies fromJapan as well as repairs required time, which forced a rethinking of the activity
schedule.

Also, the period for dispatch of short-term experts was delayed.

These

problems had a negative impact on Project activities.
3-5 Conclusion
The Project is in conformity with the development policy of the Cambodian government,
the needs of engineers and technicians of MOWRAM and PDWRAM, and thecooperation policy of Japan.

It is judged that the Project Purpose and the Outputs of

the Project will be achieved satisfactorily by the end of the Project.
impacts have been produced as results of Project activities.

Various positive

However, the Project’s

sustainability still faces issues in terms of organizational, financial, and technicalaspects.
Taking all of the evaluation results into consideration, it can be judged that the Project
has been successfully implemented and achieved the Project Purpose with goodeffectiveness and positive impacts.

With regard to sustainability of the Project,appropriate measures should be taken for sustaining outcomes of the Project.
Consequently, although some issues remain with regard to sustainability, it isconcluded that the Project will be completed as planned on January 9, 2006.
3-6 Recommendations (specific measures, proposals, and advice pertaining to theProject)
3-6-1 Recommendations for activities during the remaining Project Period
1) Accomplishment of scheduled activities in the remaining Project Period
2) Conduct of the three kinds of scheduled training courses
3) Completion of work to prepare manuals and textbooks4) Conduct of a seminar for presenting outcomes and good examples of the Projectto higher officials of MOWRAM and PDWRAM
3-6-2 Recommendations for activities after the Project Period1) Implementation of a follow-up study on the training courses
2) Examination of training course periods
3) Regular implementation of training courses
4) Further improvement of manuals and texts
5) Provision of simple tools and instruments to PDWRAM (instruments necessaryfor application of knowledge and skills acquired in training)6) Completion of irrigation-system construction work in the model site7) Extension and expansion of TSC activities
8) Provision of incentives that will encourage full-time Project C/Ps to continue
working at TSC
3-7 Lessons learned (items drawn from the Project that will prove useful as references
when identifying and formulating, implementing, and managing similar projects)(1) When planning projects, it would be desirable to fully consider the time needed for
procurement and repair of equipment and materials and the time needed forprocedures related to dispatch of short-term experts, and then to formulate an
appropriate activities plan that takes these times into account.
(2) One of the advantages of Japan’s method for technical transfer is that it pursues
steady capacity development by having participants experience practices throughdirect instruction from Japanese experts in the field.

The purpose of technicaltransfer in the field is to give engineers and technicians experience that is matchedto the field.

It is very important for this advantage to be recognized by not only

C/Ps but also persons concerned of relevant government ministries and agencies,donor agencies, and other stakeholders.