| Project Detail |
The expected result of the LAO/338 local development program is the improvement of the well-being of the Laotian population, without leaving anyone behind. This result reflects the priorities of the Lao governments 9th national socio-economic development plan 2021-2025, as well as the objectives of Luxembourgs Indicative Cooperation Program V (ICP V) for aid and development and the cooperation program for Mekong region (2022-2025) of the Swiss Agency for Development and Cooperation (SDC), which jointly finance the program.
The local development program will build on the close working relationships that were established under the previous LAO/030 program with the Ministry of Planning and Investment, in particular the Department of Planning and its planning agencies. execution in the four target provinces. It will continue to encourage participatory planning and channel program resources towards achieving priorities at district and village levels. A focus on capacity development at the national level, but especially at the subnational level, will help central, provincial, district and village authorities improve public services for the benefit of local communities. By improving capacities at all levels and engaging in policy dialogue, the LAO/338 program aims to alleviate some of the threats facing rural communities in Laos, including land insecurity, deforestation and poor health outcomes. matter of education.
The total budget is EUR 33,930,000 for a five-year period from 2023 to 2027. While strengthening the capacities of relevant central agencies, the LAO/338 program will focus on the poorest villages and districts in the provinces of Bokeo, Vientiane, Bolikhamxay and Khammouane, and will expand its operations to cover approximately 20 districts and 315 villages.
To achieve the outcome mentioned above, the LAO/338 program used the theory of change methodology to identify three intermediate changes with priority areas of intervention as follows:
Socio-economic opportunities for sustainable livelihoods are created for the Laotian population, leaving no one behind . Productive agricultural opportunities (whether commercial or subsistence) are created for both men and women. This intermediate shift also encompasses interventions in nutrition and health, land security and adaptation to climate change, inclusive finance, cooperation with the private sector to improve market access and capacity development support to improve agricultural and business skills. Partnerships are maintained with two non-governmental organizations based in Luxembourg, namely ADA (specializing in inclusive finance) and Caritas (specializing in community development), as well as with local non-profit associations;
the Laotian population has access to improved and more resilient public services, including infrastructure provided by district authorities . An annual district funding window will be introduced, through which target districts (with provincial support and supervision) receive a secure budget envelope based on a number of criteria, including population size, to implement priority actions in key areas of education, water, sanitation and hygiene, as well as feeder roads, in line with district development plans;
the Laotian population has access to improved and more resilient services at the village level . The participatory village development planning process established under project LAO/030 continues to be supported in order to identify and prioritize village needs. These village plans will be supported by a village development fund to respond to community priorities in terms of infrastructure rehabilitation/maintenance, credit and capacity development, among others.
Actions aimed at maximizing the effectiveness and efficiency of the LAO/338 program are as follows:
ensure alignment with current and future national strategies;
use existing government guidelines and systems for procurement and monitoring;
promote local ownership through the process of prioritization of activities at district and village levels;
collaborate with other donors to avoid duplication;
adopt a flexible approach to budgeting to reward high-performing villages and districts; And
establish robust monitoring and evaluation systems that enable feedback and learning. |
