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Learning Route

Pro-Rural Poor Public and Private Partnership

In Attapeu Province, Lao PDR

25 February – 1 March 2013

Lao PDR Learning Route: Pro-Rural Poor Public and Private Partnership in Attapeu province

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Acknowledgement This report presents the activities developed during the preparatory, implementing and evaluation phase of the Learning Route “Pro-Rural Poor Public and Private Partnership in Lao PDR. Learning from best practices and successful strategies in Attapeu province”. The Learning Route was carried out between the 25th February and the 1st of March 2013. It focussed on small-scale agriculture and non-agriculture rural businesses developed in Attapeu province as part of the activities promoted by the Rural Livelihoods Improvement Programme (RLIP). This initiative has been implemented by PROCASUR Corporation and RLIP with the full support of the International Fund for Agricultural Development (IFAD).


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Table of Contents

Acknowledgement ....................................................................................................................................... 2

Learning Route Outline ................................................................................................................................ 4

Learning Route Map .................................................................................................................................... 5

1. Background and Preparatory Phase.......................................................................................................... 5

1.1 Background .................................................................................................................................... 5

1.2. Learning Route’s rationale and objectives...................................................................................... 7

1.3 Host Cases ...................................................................................................................................... 8

1.4 Learning Route’s Participants and Organization Team .................................................................... 9

2. Implementation Phase ............................................................................................................................10

2.1 Learning Route’s activities .............................................................................................................10

2.2. Field Visits’ Structure and Case Study Analysis ..............................................................................10

2.3. Overall lessons learned and Innovation Plans ...............................................................................16

2.4 Learning Route’s main outputs and outcomes ...............................................................................19

Annexes ......................................................................................................................................................20

Annex 1. List of Participants ................................................................................................................20

Annex 2. Learning Route Schedule ......................................................................................................21

Annex 3. Case Study Analysis...............................................................................................................25


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Learning Route Outline

Title Pro-Rural Poor Public and Private Partnership in Lao PDR. Learning from best practices and successful strategies in Attapeu Province, Lao PDR.

Country Lao PDR

Locations Attapeu province, Lao PDR.

Main objective To analyze and learn from the best practices and successful strategies in the promotion of Pro-Rural Poor Private and Public Partnership, in order to promote their scaling-up in Lao PDR and especially within IFAD supported projects.

Host cases 1. Rural Livelihoods Improvement Programme (RLIP). MINAG Lao PDR-IFAD The Programme works towards the sustained improvement of livelihoods among poor households and communities and targets the poorest district in Attapeu province. It particularly focus on women and marginalized groups in poor villages in the uplands and in resettled in the lowlands.

2. Organic Asparagus Producers’ Group, Darkhied village, Sansai district Successful story of resilience of a group of food-insecure households that have been able to improve their livelihoods by capitalizing on new market opportunities.

3. Taliang Natural Dyes Group, Vang Xai village, Sansai district The Taliang Natural Dyes Group is composed of 10 Taliang women from Vang Xai. Interesting example of how the combination of traditional knowledge with current markets trends can generate new business opportunities for rural people.

4. Organic Coffee Producers’ Group, Dakseum village, Sansai district The Alak community of Dakseum is producing organic coffee since 1994. In 2009, thanks to the establishment of long-term PPP, villagers started producing and selling at larger scale.

Dates 25th February – 1st March 2013

Participants 24 participants (3 women and 21 men) from Lao PDR.

Promoting Organizations

International Fund for Agricultural Development (IFAD) PROCASUR Corporation Rural Livelihoods Improvement Programme (RLIP)


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Learning Route Map

Attapeu Province, Lao PDR

1. Background and Preparatory Phase

1.1 Background 1. The Lao People’s Democratic Republic (Lao PDR) is the most rural country in Southeast Asia, with approximately 80% of its population depending on agriculture and natural resources for their livelihoods. Over the course of the past 10 years, the country has experienced significant economic growth; however, almost 39% of the population is estimated to be below the national poverty line. Poverty is mostly concentrated in the uplands, with rates of 46-50%1. 2. In order to eradicate poverty, Lao PDR Government is increasingly focusing in enhancing market-led development of productive sectors and raising the capacity of rural people and their communities to engage in income-generating activities. Since 1978, the Government of Lao PDR partners with the International Fund for Agricultural Development (IFAD); as result of this partnership, the Rural Livelihoods Improvement Programme (RLIP) started working towards the improvement of livelihoods of rural poor communities in Attapeu province. RLIP particularly targets women and vulnerable groups in poor villages in the uplands and in resettled villages in the lowlands. As part of its interventions, RLIP is supporting the establishment of partnerships with the private sector in order to promote new business activities and access to market to poor rural people.

1 IFAD, Lao PDR Country Strategic Opportunity Programme, 2011, IFAD, Rome


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3. It is in this context that the Learning Route (LR) “Pro-Rural Poor Public and Private Partnership in Lao PDR” has been designed and implemented, resulting from the partnership established between PROCASUR Corporation and the RLIP in the frame of the activities supported by the IFAD - PROCASUR Learning Routes Programme for Asia and the Pacific Region.

4. In the Asia and Pacific Region, PROCASUR Corporation is supporting knowledge management and capacity building strategies for scaling up best practices and innovations for poverty reduction among IFAD stakeholders. The Programme aims to increase knowledge sharing and learning capacities at project and country levels by building up human capital, facilitate the adoption of best practices and improve the results and impacts of IFAD operations in the region. This is be done by identifying, systematizing and disseminating existing knowledge on innovations and best practices; identifying local champions who are playing a key role in promoting innovations and enabling them to organize and sharing their experience using Learning Routes methodology, to make it available to other people; designing and implementing LR and furthering the dissemination and scaling up of the knowledge acquired.

5. As part of its agreement with RLIP, during the course of 2012 PROCASUR Corporation carried out four specific knowledge management and capacity building trainings aimed at systematizing three successful experiences of Pro-Rural Poor PPP, developed under the umbrella of RLIP’s intervention in Sansai District, Attapeu province. The systematization of the three case studies involved local champions and their associations as well as project staff from RLIP; the process resulted in the organization of the field visits for this Learning Route, where the selected cases became the host experiences. The LR focussed on the best practices and successful strategies in the promotion of small-scale agriculture and non-agriculture rural businesses and it took place from February the 25th to March the 1st in Attapeu province.

1.2 Case studies systematization and capacity building training

6. The systematization of the three case studies provided an opportunity for project staff and stakeholders to acquire new capacities in terms of knowledge management and participatory research techniques directly in the field; to strengthen collaboration between project staff and farmers and to enable these last to efficiently communicate their knowledge to a broad public. The selected cases revolved around innovative experiences in Pro-Rural Poor Public-Private-Partnership that demonstrated to be successful in generating opportunities for poor farmers to access to new markets.

7. The first stage of the systematization process had place between March the 19th and the 23rd 2012; it involved the Organic Asparagus Producers Group of Darkhied village and 9 trainees selected by RLIP. Of these, 4 people were asparagus producers from the Group, belonging to the Alak ethnic group, and 5 people were staff from RLIP and the local government. A second training was organized in June 2012 with the purpose of validating the information collected so far together with the Organic Asparagus Producers Group and to prepare the field visit.

8. From September the 22nd to the 25th, the training involved the 11 female members of the Taliang Natural Dyes Group of the community of Van Xai, plus 3 trainees selected by RLIP. Of these, 2 people were staff from RLIP and one was the head of the Organic Asparagus Producers Group who supported the methodological transfer of knowledge management tools to the Taliang women. The sharing of mother tongue belonging to the same linguistic family (Alak and Taliang) was crucial to facilitate the exchanges and to reinforce the learning process.


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9. The last systematization took place between December the 6th and the 8th concerning the Organic Coffee Producers Group of Dakseum village. Beside Groups’ members, one representative of the local government and 4 trainees selected by RLIP attended the training. Moreover, the head of the Organic Asparagus Producers Group and the head of the Taliang Natural Dyes Group participated in the systematization process as trainers.

Selling asparagus, validation of the systematization process with the Organic Asparagus Producers Group, June 2012.

Systematization of the experience of the Taliang Natural Dyes Group, September 2012. Mr. Phimpsa, head of the Organic Asparagus

Producers Group and Ms. Aiengkham, head of the Taliang Natural Dyes Group, during the systematization in Dakseum, December 2012.

1.2. Learning Route’s rationale and objectives 10. The purpose of the Learning Route was to analyse and learn from the best practices and successful strategies in the promotion of Pro-Rural Poor Private and Public Partnership, in order to further their scaling-up in Lao PDR and especially within IFAD supported projects. The Learning Route focussed on small-scale agriculture and non-agriculture rural businesses developed in Attapeu province as part of the activities promoted by RLIP. The specific objectives of the LR were the following:

a) To identify strategies to secure stable access to market by creating and maintaining sustainable partnerships between the public and the private sector;

b) To analyse innovative production processes that ensure human safety, environmental compatibility and biologically diverse agriculture;

c) To extract lessons on the main strategic steps taken by communities, public and private sector in order to establish and efficient fair PPP relations;

d) To propose innovative action plan on the basis of the learning and the discussions developed during the Learning Route.


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1.3 Host Cases

11. The Learning Route has been hosted by the four (4) following experiences:

a) Rural Livelihoods Improvement Programme (RLIP) b) Organic Asparagus Producers’ Group, Darkhied village, Sansai district c) Taliang Natural Dyes Group, Vang Xai village, Sansai district d) Organic Coffee Producers’ Group, Dakseum village, Sansai district

Table 1. Host Cases

Experience Description Learning Areas

1. Rural Livelihoods Improvement Programme (RLIP). MINAG Lao PDR-IFAD

The Programme area comprises 3 southern districts in Attapeu identified among the poor and poorest districts in the country, where the majority of the population belongs to ethnic groups. The Programme has four components: (i) social development; (ii) economic development and natural resources management; (iii) rural infrastructure; and (iv) institutional development and capacity building.

Good practices in the promotion of PPP targeting poor and food-insecure rural communities;

Best strategies in the identification of communities’ potentials for the development of new economical activities;

Good practices in the promotion of diversification of rural livelihoods within extremely poor rural communities.

2. Organic Asparagus

Producers’ Group, Darkhied village, Sansai district

Successful story of resilience of a group of food-insecure households that have been able to improve their livelihoods by capitalizing on new market opportunities. Today there are 21 families of the village of Darkhied, belonging to Alak ethnic group, involved in the production of Organic Asparagus that are sold directly to SWIFT Co. Ltd., one of the most important organic traders in Southeast Asia.

Good practices in group creation and maintenance;

Strategies for sustainable partnerships between public and private sector.

3. Taliang Natural Dyes Group, Vang Xai village, Sansai district

The Taliang Natural Dyes Group is composed of 10 Taliang women from Vang Xai. Interesting example of how the combination of traditional knowledge with current markets trends can generate new business opportunities for rural people. Moreover, the articulation of women with the public and private sectors is playing a catalyser role in this young experience.

Good practices in group creation and maintenance;

Mechanisms to preserve and maintain traditional knowledge while adapting it to new market requirements;

Production processes and end products that ensure health safety and environmental friendliness

4. Organic Coffee Producers’ Group, Dakseum village, Sansai district

The Alak community of Dakseum is producing organic coffee since 1994. In 2009, thanks to the establishment of long-term PPP, villagers started producing and selling at larger scale. Their strategy can be considered a learning model in Lao PDR when targeting the poorest of the poor.

Strategies to secure stable market access by creating and maintaining sustainable partnerships between public and private sectors; Innovative production processes that ensure human safety, environmental compatibility and biologically diverse agriculture; End products that provide health benefits to consumers.


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1.4 Learning Route’s Participants and Organization Team

12. The Learning Route was open to public and private rural and agriculture development practitioners from Lao PDR, and particularly to: IFAD project staff and public sector at the national and sub-national level and farmers’ economic and social organizations. Twenty-four (24) participants from eight different provinces of Lao PDR joined the Learning Route, being staff or stakeholders of IFAD programmes/project at country level. Participants were selected by the following IFAD programmes: the Rural Livelihoods Improvement Programme (RLIP), the Sustainable Natural Resource Management and Productivity Enhancement Project (SNRMPEP) and the Soum Son Seun Jai- Community-based Food Security and Economic Opportunity Programme (SSSJ-P). PROCASUR staff was composed by a total of 4 people: one General Coordinator, one Technical Coordinator, one Methodological Coordinator and one Operational Coordinator (Country Focal Point). A professional interpreter for simultaneous interpretation also accompanied the team. Participants’ profiles differ in terms of knowledge, skills and professional background; this variety was reflected in the composition of the working groups and it contributed to enrich discussions and analysis. Although women’s participation to this Learning Route has been low (only 3 women on 24 trainees), their presence has been key to raise different points and to bring new perspectives into the discussions, especially during the field visits where they were able to engage more directly with local women.

Representation of the Learning Route bus with participants’ profiles, skills and knowledge acquired during the LR:

The LR bus “Before” the starting of the Learning Route represents participants’ profile and the skills they would like to share with the

others.

The LR bus “After” the completion of the Learning Route shows the knowledge acquired by participants through the journey.


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2. Implementation Phase

2.1 Learning Route’s activities

13. The Learning Route’s activities were structured in such a way to alternate field visits with in-door study sessions. These were aimed to deepen the analysis of the cases visited and to stimulate a critical understanding of the main innovations, good practices, strengths and challenges of the experiences. Furthermore, specific sessions were devoted to the development of the Innovation Plans.

14. On the 25th of February, the welcome speech of Mr Vongpeth Insina, RLIP Deputy Director, officially opened the Learning Route. This was follow by a presentation from RLIP focussing on the socio-economical and environmental context in which the Programme operates, addressing the main challenges and opportunities in targeting poor and food-insecure households. The practice of rotational agriculture (shifting cultivation), the lack of basic infrastructures (such as health posts, roads, schools) and the low level of soil productivity were recognized among the main current challenges faced by the Programme in the improvement of local livelihoods. On the other hand, local knowledge and know-how of rural communities have been highlighted as the main opportunities for social and economical strengthening of productive groups.

15. The field visits revolved around the main rural business developed by the communities and they were aimed at presenting the different stages in the production and selling of the products (organic asparagus, natural dyes textiles and organic coffee, respectively). The visits have been designed and structured by the communities with the methodological support of PROCASUR Corporation. In all cases, this was the first time communities were hosting a big group of trainees. The field visits were followed by Q&A sessions and open discussions, aimed at generating a double-way learning process between LR participants and the host communities. During the discussions, participants were able to further their analysis on the experiences’ internal dynamics, identifying the main factors of success as well as the main challenges faced by communities (then reflected in the SWOT Analysis). On the other hand, participants provided communities with feedback and recommendations.

2.2. Field Visits’ Structure and Case Study Analysis

16. The paragraphs below report a brief introduction to the cases, the structure of the field visits and the main lessons learned and recommendation pointed out by LR participants on the specific experiences. For further details, please refer to Annexes 2 and 3.

17. Organic Asparagus Producers’ Group, Darkhied village, Sansai district

The 21 families of the village of Darkhied that are currently involved in the production of organic asparagus are originally mountain communities from Alak ethnic group. In 2003, as part of a relocation programme, families moved from uplands to lowlands. In the uplands, families used to grow mountain rice, practice shifting cultivation and subsistence agriculture and hunting; once relocated, they experienced many challenges as they were not used to grow rice in paddy fields and there was a limited supply of water and agricultural resources. It is in this framework that, through RLIP, IFAD started supporting the diversification


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of agricultural crops in the area, as strategy to increase food security within poor rural communities. In 2011, RLIP partnered with Swift Company Ltd., a private Thai enterprise, to promote the cultivation of organic asparagus as a way to provide food-insecure farmers with alternative sources of incomes. This has been the first experience in the production of organic asparagus in Attapeu province. Today, farmers are able to get extra incomes from the selling of the asparagus even if its production would need to be qualitatively and quantitatively improved in the future to supply the markets requirements.

Field Visit’s Structure Introduction to the community and to the Organic Asparagus Producers Group

Representatives from the Organic Asparagus Producers Group presented the story of the group’s formation, its internal structure and the type of relation maintained with the private sector (Swift Company Ltd.) and with public institutions, highlighting the main landmark events in the development of this relation over time. The Q&A session furthered the analysis on the group management and funds’ uses, the sharing of responsibilities within the groups, future plans and the role of women.

Visit to the asparagus plantation The field visit provided the opportunity to explore technical issues related to the cultivation of the asparagus (soil and water management, organic compost, production cycle, etc.).

Trade simulation The trade simulation, carried out by a representative of SWIFT Company Ltd. and community members, gave the opportunity to share on key market-related issues, including the qualification of the asparagus for their selling. SWIFT classifies asparagus into 3 quality categories: grade A, B and C. The Company only purchases grade A and B asparagus, while farmers can sell grade C asparagus directly to the local market.

Feedback session and certificate ceremony

The feedback session closed the field visit offering a moment for double-way learning between participants and the community. The main recommendation and lessons learned are reported in the table below.

The chief of the village gives the welcoming

remarks

Visit to the asparagus plantations SWIFT representative explains the criteria for

the selection of the asparagus.


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Specific Lessons Learned and Recommendations on the case2 Lesson Learned Public and Private Partnership

A reliable collaboration between the public sector (RLIP programme), the private sector (Swift Company) and the group of farmers is key for the success of new business activities addressing poor rural communities.

Private Sector

A long-term commitment from the private sector’s side is key to ensure the sustainable development of new business activities involving poor rural communities. In this case, for instance, the production of asparagus still doesn’t meet market’s requirements in term of quality and quantity; this means that the economical investment from the private sector has not been repaid yet. Private sector need to be committed to invest in view of a long-term benefit, since during the first 2 to 4 years there will be not economical return.

Group Management

Effective and efficient group management is key to achieve good productivity. Accountability and financial transparency are also crucial to ensure both internal administration and the establishment of a trusted relation with other partner institutions.

Recommendations Group Management and Gender Balance

Internal meetings should be regularly set up in order to improve group’s management and administration. Tasks between man and women should be equally shared. Women are often involved in agricultural production more than men; therefore, a clear distribution of responsibilities at household level is key to avoid that the introduction of new agricultural activities (such as asparagus production) results in extra workload for women.

Sustainability

In order to ensure a production able to meet with market’s requirements, the Group should grow in number of members as well as the size of the land cultivated should be extended.

18. Taliang Natural Dyes Group, Vang Xai village, Sansai district

The experience of the Taliang Natural Dyes Group is a successful example for the combination of traditional, centuries-old local knowledge with the requirements of temporary markets. The Taliang Natural Dyes Group is composed of 10 ethnic Taliang women; in addition, two women of the same ethnic group, both government employees, are consistently supporting the producers (e.g. in group coordination, marketing activities or job-order manufacturing). Cotton “belt-loom or “back-strap” weaving is a long-standing tradition among the females of ethnic Taliang, and they are well known for weaving skills. When living in the mountains, the Taliang women of today’s Vang Xai village were engaged in manifold weaving. At that time, women produced textiles only for their own personal use or for their families. After moving to the lowlands in 1997, as part of a resettlement programme, it became easier for the artisans to access the local market, so the use of chemical colours and non-organic cotton increased. However, the women had to buy weaving supplies from the market, causing additional difficulties for the new resettled communities. In 2011 the group was founded in 2001 and it has been promoted by RLIP in different ways such as being provided with weaving supplies. As the artisans of the Taliang Natural Dyes group started to revive natural dyeing by using new natural dyeing techniques starting only in mid-2012, the experience is still young, but has high potential for further development.

2 The SWOT Analysis on this case is available in Annex 2.


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Field Visit’s Structure Introduction to the community and to the Taliang Natural Dyes Group

The village’s chief and representatives from the Taliang Group welcomed participants, providing detailed explanation on the story of their community and on the changes occurred over time. The display of community maps on the past, present and future accompanied their speech. In the future, women hope to secure access to market and to receive specific training to improve the design of their textiles.

Step of the Natural Dyes Fabrics’ Production

An exposition area was prepared for participants to accompany the natural dyes fabric production step by step. The exposition area was composed by four stops: (1) cotton preparation, boiling and drying: cotton is firstly boiled with ashes to make it sticky and soft, then dried and finally coloured. This is made by boiling the cotton with specific leaves or bark; (2) Rolling-up: the cotton is dried in the sun and then rolled-up in order to have different clews; (3) Weaving process: back-strap loom is held by the feed, the ends are separated by raising or lowering the frames to form a space where the shuttle can pass, the thread is then propelled across the loom by hand, followed by pushing up the thread against the fabric; (4) Market place: where participants could enjoy the final products and buy them.



General Presentation Natural colours used for the fabrics Waving process demonstration

Specific Lessons Learned and Recommendations on the case3

Lesson Learned Teamwork

Good internal management and teamwork are fundamental in order to achieve good results. Taliang women demonstrated to have solid competences, to be able to equally share responsibilities within the group and to sustain each other.

Cultural Identity

The fabrics produced by the Taliang women testify their cultural identity and local knowledge. This adds great market value to their production.



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Recommendations Capacity Building and Training

In order to ensure Group’s sustainability over time the access to local market must be ensured. This is linked to the external demand for natural dyes fabrics. For this reason, the public sector should further support Taliang’s women in capacity building and training to improve the design of the products.

Access to Market

A more stable relation with the private sector should be established. In this sense, the public sector should act as broker to link the Group with the private, as in the case of the Organic Asparagus Producers Group.

19. Organic Coffee Producers’ Group, Dakseum village, Sansai district

The experience of the Organic Coffee Producers Group is a successful learning model for the improvement of livelihoods of extremely poor and food-insecure rural communities by securing market access through the establishment of long-term PPP. The inhabitants of today’s Dakseum village originally settled in higher mountainous areas. During the 1950’s the first families from the Alak ethnic group started to voluntary move down to the actual location of the community. In the nineties, some families started cultivating and commercializing Arabica and Robusta coffee at very small scale and in informal way. But it is only in 2009 that, thanks to RLIP’s support, the coffee cultivation is systematically introduced in the area at larger scale. Today, the production of coffee involves 54 families meaning almost the whole village. Although the community of Dakseum is still affected by extreme poverty and food insecurity, the coffee cultivation raises hopes for finding a long-term way out of poverty and for the improvement of the villager’s livelihoods. Currently, the community is able to sell 1000 kg of organic un-dried (red coloured) coffee beans for 2,500 Kip per Kilo (USD 0,31), and the dried and milled (white coloured) coffee seeds for 15,000 per kilo (USD 1,87). For the coming year the group expects to produce up to 2,000 kg of beans.

Field Visit’s Structure Introduction to the community and to the Organic Coffee Producers Group

The welcome reception had place in the local school. After the remarks from the community’s leader, representatives from the Organic Coffee Producers Group (one man and one women) explained the main changes occurred over time in their village, related to the cultivation of organic coffee.

Talk show

In order to address the main issues related to coffee production and selling, market prices, group’s management and administration and relation to the private sector, a group presentation was structured following the talk show model. This contributed to higly improve debate and exchanges between the Group and Learning Route’s pacticipants.

Visit to the Nursery and Coffee Plantation

The visit to the nursery and coffee plantation was aimed at sharing technical information regarding the process of organic coffee cultivation.




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Mrs Chandalee presents the map of the

present

Visit to the coffee nursery Certificate ceremony

Specific Lessons Learned and Recommendations on the case4

Lesson Learned Improving livelihoods through new productive/business activities

Supporting the establishment of new income-generating activities based on the local environmental potential and human capital is key to improve local livelihoods. This might include changes of previous habits; in this case, community almost abandoned shifting cultivation to focus on coffee production.

Gender equality

As livelihoods are improving, also the balance between genders is improving. Now that women are fully involved into income-generating activities (such as coffee production) and they get an economical return from their work, their role at household and village level is also positively changing. Compared to few years ago, when RLIP started working in the area, now women are speaking in public and they are taking a more active role and responsibility within the Group.

Recommendations Capacity Building

The Group still need more support in terms of technical skills and financial knowledge, to be able to negotiate with different private counterparts. Women should be actively involved in these trainings.

Women Empowerment

Although women are more self-confident, their role in decision-making processes at Group and village level should be strengthened.

Land and soil productivity

The land is still affected by UXO. Therefore, it is difficult for farmers to increase the extension of cultivated land and coffee production. This might negatively affect the sustainability of the experience over time.

Agro-forestry System

Coffee cultivation should be complemented by the production of other cash crops or edible plants that can grow together with coffee. The implementation of agro-forestry systems would improve land productivity and, mostly, providing new source of food for extremely poor and food-insecure families.



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2.3. Overall lessons learned and Innovation Plans

20. Lessons Learned. The following lessons learned reflect the product of the final analysis conducted by Learning Route’s participants on the base of the three field visits.

Table 2. Lessons Learned

Overall Lessons Learned

Community Level

At community level, the presence of some elements has been recognized as fundamental to establish a sustainable path for livelihoods improvement. The group cohesion, a shared willingness to achieve common objectives and a clear vision of the future as key factor to mobilize people and to strengthen alliances over time; the financial accuracy and transparency, within the group and with external stakeholders, as a necessary precondition for building a trusted relationship with the public and private sectors and, finally, an equal division of roles and responsibilities between men and women to ensure gender equality in the management of the group ‘activities. The coexistence of these elements will strengthen the group’s unity creating a great sense of trust for the promotion of new rural businesses.

Public Sector

The engagement of the public sector is fundamental to break the vicious circle of poverty in rural communities. The public sector guarantees the connection between farmers’ organizations and the private sector that otherwise would not be able to link with the communities directly. Private and public partnerships can protect communities from unequal relations with buyers, avoiding different type of exploitation (labor, land, rights etc.). Moreover, the public sector can play an important role by addressing communities’ knowledge needs and enhancing communication between villages and farmers‘ organizations. Public institutions can help communities to develop a market strategy at larger scale, supporting farmers during the first phases of the establishment of new business with private actors

Private Sector

One of the main challenges for the starting-up of new small businesses involving poor rural communities is to identify a private actor willing to engage in a long-term investment with no immediate economical return. As in the case of the organic asparagus and coffee, during the first two years the level of production and the quality of the products is generally too low to generate an income able to cover the initial capital invested by the private sector. In this sense, beside economical benefits, the private investor will need to fully commit with community development at broader level, supporting village’s members in the process of learning and practicing new “business skills”.

Sharing Risks and Benefits: relations

between PPP actors

The promotion of new income-generating activities within a PPP system is an effective way to improve livelihoods in rural community. However, in order to establish solid and reliable relationships between the parties, many changes have take place. Empowered organizations (farmers groups, private and public institutions) need to dialogue and plan together the future goals they would like to achieve, not only in economical terms (market) but taking into account the social and environmental development of rural communities.

The establishment of a Pro-Rural Poor Public and Private Partnership also embraces a risk-sharing for all the parties involved, especially during the first phases of development of this partnership. Everyone has to risk (private and public sector in investing capitals with long-term economical return and communities in engaging in new activities with no guarantee of success); however, once this relationship is well established, there is a big potential for social and economic growth.


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Seedling of the future, community of Dakseum

21. Innovation Plans. The “Innovation Plan” is a tool designed to orient participants’ learning process with the purpose of facilitating the adaptation and scaling-up of new ideas and innovative practices in benefit of their organizations or institutions. In this sense, the learning acquired during the Learning Route should be reflected into the Plan, being adapted to participants’ specific settings and local conditions. The design of the Innovation Plan can be an individual or collective activity. In this case, participants decided to work per project or individually. On the last day of the LR, participants worked at the final draft version of their Innovation Plans that were then presented during the Innovation Plan Fair. As result, 10 Innovation Plans were designed. During the Innovation Plan Contest participants were asked to vote for their favourite Plan; this has been an opportunity to get feedback from the rest of the group before coming back home. Below is a summary of the Innovation Plans:

Table 3. Innovation Plans

Location Title Main Objective Proposed Activities Proposing Organization/s

1. Attapeu Re-form and strengthening of asparagus producers groups

Strengthening asparagus producers’ groups in Attapeu province.

The group will be re-animated through a more equal division of role and responsibilities, a more efficient structure of the group and work plan. On the other side, new trainings about asparagus plantation and market strategy will be provided.

RLIP

2. Attapeu Banana Plantation

Strengthening farmers’ groups organization for the improvement of banana plantation.

Strength the group and its organization. Develop work-plans and equal division of tasks.

RLIP

3. Sekong Building capacity in pig rising

Building farmers’ know-how in pig raising.

Farmers will learn from more experienced farmers how to improve pig raising and how to produce the crops to feed the animals. A rotation fund will also be established within a group of farmers.

SNRMPEP

4. Attapeu Crop Plantation in Phouvong district

Food security improvement through group’s strengthening and improved crop plantation.

Strengthening the group, through efficient and effective management. Learn how to improve the crop productivity.

RLIP


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Location Title Main Objective Proposed Activities Proposing Organization/s

5. Attapeu Training in coffee plantation

Strengthening community’s capacities in coffee production and marketing.

Select a group of 10 farmers and provide intensive training on coffee plantation step by step. Among these, 5 farmers will then selected to receive an additional specialized training.

SNRMPEP

6. Sayabouly Cardamom plantation in Sayabouly

Improve livelihoods through cardamom plantation and group strengthening.

Organize a study tour for families with no expertise in cardamom production to learn from farmers with improved skills in the same area. Strength coordination among families in order to produce for the market (presence of Chinese buyers with high interest in cardamom)

SSSJ-P

7. Oudomxay Households Vegetable Gardens

Develop backyard gardens for familiar vegetable production and income generation.

Work with 15 families to create and strength the group and train them in cultivating vegetables for self-consumption and selling. Link the groups to the market.

SSSJ-P

8. Attapeu Use of natural dyes for textile production in Sansai district

Improve the quality of products, as well as the design of the textile production.

Provide a seed capital for micro-enterprise to start-up. Provide training on design (with a study tour) and marketing. Supply with better machines.

RLIP

9. Salavan and Savannakhet

Rice plantation in Savannakhet

Support the establishment of a group that will be a model for rice production. Establish fair trade relation between buyers and producers.

Implement two days workshop with 5 groups from 2 districts. Identify and agree on a long-term rice production plan for market purposes.

SNRMPEP

10.Champassak Asparagus plantation to improve livelihoods

Introduction of asparagus cultivation as an opportunity to access to new markets.

Training and visit tour to the asparagus producers group of Darkhied village to stimulate the interest in growing asparagus.

SNRMPEP


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2.4 Learning Route’s main outputs and outcomes

22. Among the Learning Route’s main outputs, a set of materials published English and Lao languages was distributed to participants prior to the beginning of the Route. This counted with background documentation, such as: (a) systematization reports on the three case studies; (b) logistic files; (c) templates for the development of the Experience Fair and Innovation Plans.

This set of documents is available on-line:

http://asia.procasur.org/portfolio_item/pro-rural-poor-public-and-private-partnership-in-lao-pdr/

23. During the preparatory, implementation and follow-up phase of the Learning Route, the PROCASUR Asia Pacific page on Facebook social network was used as a platform to facilitate the interaction among Learning Route participants, disseminate information and share pictures, a diary of the Learning Route was reported on the IFAD social blog.

IFAD Social Blog: http://ifad-un.blogspot.it/search/label/procasur

Facebook: http://www.facebook.com/procasur.asiapacific

PICASA PROCASUR Photo Album: https://picasaweb.google.com/113972282683878189607/LaoPDRLearningRouteProRuralPoorPublicAndPrivatePartnership


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Annexes

Annex 1. List of Participants

Name

Role Organization Province

Mr. Phonethip Khamphilavong

Advisor RLIP Attepeu

Ms Sivyxay Kunthisack Director District RLIP Attepeu Mr Leekand Soulivane M and E RLIP Attepeu Mr Somvang Keosymungkhoun

Director District Sansai

RLIP Attepeu

Mr. Phoutsatheurn Saopackdee

Technical RLIP Attapeu

Ms Soukhan Zaikcomphan Technical Phouvong district Attapeu Mr Phommachan Bounthisan

Technical Xaysetha Attapeu

Mr. Neow Chansisamouth Technical Xaysetha Agriculture Office

Attapeu

Mr. Latsamy Phommachan Technical Xaysetha Agriculture Office

Attapeu

Ms Thiemjai Kongmanivan Technical Phouvong Agri Office Attapeu Mr. Phetsavat Kouvongsa

Technical Phouvong Agri Office Attapeu

Mr. Sonpaseuth Sengsulichan

Technical SNRMPEP Attapeu

Mr Kaysone Inthilat Technical PPOSAL- SNRMPEP Salavan Mr. Bounmee Inthichack Technical PPO SVK- SNRMPEP Savannakhet Mr Somchay bounpasurth Technical PPO SEK- SNRMPEP Sekong Mr. Southchay Xayanam Deputy SNRMPEP Sekong Mr. Khampheuy Phothisane

Coordinator PAFO- SNRMPEP Champassak

Mr. Bounthan Thamma Vong

Technical SSJ-P Oudomxay

Mr. Sythus Insomphone Technical SSSJ-P Oudomxay Mr. Manatthakone Bounsourath **

Technical SSSJ-P VTE

Mr. Somboun Xayvout Technical SSSJ-P Sayabouly Mr Joy Indavanh Farmer SSSJ-P Sayabouly Mr Tou Keofar Technical Agriculture and Forestry

office (Sansai) Attapeu

Mr Peth Pommapop Technical Agriculture and Forestry office (Sansai)

Attapeu


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Annex 2. Learning Route Schedule

Learning Route Schedule

25 February – 1 March 2013, Attapeu province, Lao PDR

Date Place Time Activity

Sunday, 24/02/2013 Attapeu Whole day Arrival of LR participants and check in at the Hotel

Monday, 25/02/2013 Attapeu

07:00- 08:30 Breakfast and move to RLIP office

08:30- 10:00 Opening of the Learning Route and Induction Workshop: Welcome remarks, presentation of participants, LR objectives and agenda

10:00- 10:15 Tea break

10:15- 12:00 Experience Fair

12:30 – 14:00 Lunch break

Case Study I: RLIP

14:00 – 15: 15 Panel Presentation: Introduction to Public Private Partnership, best practices from RLIP

15:15 – 15:30 Tea break

15:30- 16:15

Open discussion

16:15 -16:30 Wrap up of the day

16:30- 19:00 Back to hotel and time to rest

19:00- 21:00 Welcome dinner

Tuesday, 26/02/2013 Attapeu, Sansai district

07:30- 09:00 Breakfast, introduction to the Case Study II and move to the field

Case study II: Organic Asparagus Producers Group

09:00 -09:45

Welcome to participants and presentation of the Groups’ story and experience in asparagus production


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09:45- 11:00

Field Visit at the organic asparagus production (2 groups)

11:00 – 12:00 Open floor for discussion with the community

12:00- 13:00

Lunch with the community

13:00- 13:30 Travel back to RLIP office

13:30- 16:30

Case Study Analysis

16:30 – 16:45 Wrap up of the day

16:45 – 19:00 Back to the hotel and time to rest

19:00 – 21:00 Dinner

Wednesday, 27/02/2013 Attapeu, Sansai district

07:00- 08:00 Breakfast at the hotel

08:00 – 09:15 Introduction to the Innovation Plans

09:15 – 10:00

Introduction to the Case Study III and move to the field

Case Study III: Taliang Women Natural Dyes Group

10:00 – 11:00

Reception, welcome speech and presentation of Taliang Group

11:00 – 12:30 The Natural Dye Process: explanation and demonstration of the process step by step (colouring, spinning, weaving)

12:30 – 13:30

Lunch with the community


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13:30 – 14:00 Open discussion with the community

14:00 – 14:30 Travel back to RLIP office

14:30 – 15:30

Case Study Analysis

15:30- 15:45 Tea break

15:45 – 16:30

Working at the Innovation Plans

16:30 – 16:45 Wrap up of the day

18:45 – 19:00 Back to the hotel and time to rest

19:00 – 20:00 Dinner

Thursday, 28/02/2013 Attapeu, Sansai

06:30 – 07:00 Breakfast and move the field area

Case Study IV: Organic Coffee Producers Group of Dakseum

09:30- 10:30 Welcome of participants and presentation of the community

10:30 – 10:45 Exposition of handicraft production (and snacks)

10:45 – 11:15

Visit to the coffee nursery and explanation about the nursery and seedling process

11:45- 12:30

Field visit to the coffee plantations

12:30- 13:30 Lunch with the community

13:30- 14:30

Open floor discussion with the community

14:30 – 17:00 Travel back to Attapeu

17:00 – 19:00 Time to rest

19:00 - 20:00 Dinner


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Friday, 01/03/2013 Attapeu

07:00- 08:30 Breakfast and move to RLIP office

08:30 – 10:00

Case study analysis

10:00 – 10:15 Tea Break

10:15 – 12.00

Working at the Innovation Plans

12:00 – 13:00 Lunch break

13:00 – 16:00 Presentation of the Innovation and conclusions

Distribution of Training Certificates

19:00 – 22:00 Closure dinner


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Annex 3. Case Study Analysis

A. “Organic Asparagus Producers Group” SWOT Analysis

Strengths Opportunity

o Availability of human resources; people willing to work in the asparagus production

o Land and water availability o Good group organization and management o Availability of track to prepare the land o Easy access to the main road o Easy access to the community for the buyer o Transparency and reliability of the groups

accounts and finance o Active attitude of the farmers

o Private sector ready to export in a other countries

o Progressive market expansion o Support from SWIFT (private sector) for: 1)

training (2) market and business skills (3) seedlings

o Support from public sector for (1) irrigation schemes and water collection systems; (2) facilitation of communication with private sector

o Land availability to increase in the future the size of land cultivated.

o Micro-fin support. o Private sector intention to continue buying

if farmers will produce more Weakness Threats

o Farmers are not permanent owner of the land.

o Agricultural techniques are not always well implemented.

o New activity for farmers, day by day learning. o Some crops show they weren’t irrigating

appropriately. o Since they started the group didn’t grow (and

now is even smaller). o Ownership and responsibilities: they follow

what the project wants them to do. o Plots separated one from the other one. o Woman work hard more than man – no good

division of tasks within man and female. o Management of the group not very well

organized (not enough meetings). o Asparagus quality not always good due to

lack of care. o Very small production compared to the

investment done.

o Dry season could affect the asparagus cultivation.

o Animal (cow, buffalo, birds, rats) could damage the crop.

o Process of payment (3 days later) could affect farmers.

o Lack of know-how in land management.


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B. “Taliang Natural Dyes Group” SWOT Analysis


o Team work o Local knowledge - Specific skills o Good quality of the material thanks to the

use of natural resources. o Availability of technology to wave (manually) o Community pro-active and supportive o Direct access to the main road

o Large number of public institutions and private who are supporting and will support the group: (a) RLIP Project willing to support the group.( b) Support from the Department of Commerce to find new market (like big fairs) (c) Bank support (d) Handicraft shop support

Weakness Threats

o Not frequent sales to the market o Design is old fashion o Not local production of the cotton which is

bought at the market (loss of money) o Lack of capital to expand the business o No private sector willing to buy big quantities

all in once (like SWIFT for asparagus) o Cannot sell immediately so the material

remain and they do not have immediate economical entrance

o Small production but intensive work (time)

o The natural resources could be less o Buying the cotton from other places if

prices raises they will have problems o Not able to expand the numbers of

members due to not access to the market

C. “Organic Coffee Producers Group” participants SWOT analysis


o Land availability and good soil. o Family wanted develop themselves (very

active). o Infrastructure: availability of road o Good experience thanks to families who were

planting before.

o Ngo, private and public sector support the village

o In the future the village will access to electricity

o In the future they will develop the road, this will facilitate the commerce

o Connection between the province and Dakseum. This is a good opportunity for the trader

o Policy bank for loans (from 2008) Weakness Threats

o Thy don t know yet what type of coffee they want to produce.

o Need to improve their technique in growing coffee: seeds production, maintain,

o In the village there are still the mines (from the Vietnam conflict), this is why they cannot extend the land

o They are trying to extend the land


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harvesting, pesticides and fertilizers need more capacity building

o Road is in a bad condition

cultivated but they have limited number of people, this makes also difficult the maintenance.

o The group does not have strong power in front of the dealer who could cheat on them on the price or on the weight. The fair trade is at risk.

o Risk about the price in the future: coffee price is not stable. Last time was 40.000 and now 250.000. Last year they sold 10.000 now 5.000

o Climate change challenge: the water availability in the soil is decreasing (before 10 now 7). The slash and burn could also be the cause of diminish of water resources.

Documents

Learning Route Pro-Rural Poor Public and Private Partnership ...asia.procasur.org/wp-content/uploads/2013/03/Technical...Lao PDR Learning Route: Pro-Rural Poor Public and Private Partnership