Lao Business Forum (LBF)
H.E Bounthavy Sisouphanthong
Vice Minister, MPI Laos
Mr. Oudet Souvannavong
Vice President, Lao NCCI
Vienna – June 2, 2010
Lao Business Forum Exit
•Why ?
No interest (low performance) ?
No funding (from external and domestic sources) ?
Ownership
Sisouphanthong and Souvannavong, 2010
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Reasons For Entry
• Domestic demand
• External demand
• IFC – Lao Business Forum
• GTZ – PPPD (HRDME Program)
(Project base)
Sisouphanthong and Souvannavong, 2010
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LBF Exit - Approach
• How do we formulate our exit strategy?
Sustainability - Building trust and capacity
Institutionalize – at sub-national level
Harmonize approach
“Pay attention to the initial stage of the PPD process”
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Lao Business Forum in brief
Established in 2005
(MOU with Lao Government, MPI)
6 Forums held
Chaired by
Deputy Prime Minister
$ 2.7 million savings for
Private Sector (sample of 2 reforms)
4 sectoral Working groups
Secretariat functions transitioned
to relevant local institution, LNCCI (2010)
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LBF Secretariat transition to local institution (LNCCI)
•Phase 1 •Phase 2 •Phase 3
•Results •HIGH •Phasing out
IMPACT •Govt Institution
RESULTS
•BMOs - LNCCI
•PPD •Laos
Starts 2009
•Laos •Consolidate
2006
•EARLY
RESULTS
•Time
•1 to 3 years •1 to 3 years
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Lao Business Forum Transition
• Transition model
Transfer the Secretariat function to the Lao National Chamber of
Commerce & Industry (LNCCI)
LNCCI Act as a secretariat to all Working Groups and liaise with BMOs and
interface with MPI for the organization of the Forum
• Progress to date
Signed MOU and grant agreements with LNCCI (October 2009)
Recruited of LBF Coordinator and set up office to the new secretariat
(January 2010)
The new LBF LNCCI Secretariat taken on full functions from IFC officially
January 2010
Phasing out transition end 2010
• IFC role
Capacity building to LNCCI LBF secretariat team and MPI’s focal team
Financial assistance (continue until end of 2010)
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LBF Secretariat Transition “Road Map”
Phase 1 Phase 2 Phase 3 Phase 4
LBF5 LBF6 LBF7 LBF8
February 2009 March 2010 November 2010 Mid 2011
• IFC manages • IFC provides full • LNCCI manages • LNCCI fully manages
secretariat advisory and $ support secretariat in close secretariat in close
to LNCCI’s secretariat collaboration with MPI collaboration with MPI
• Limited Involvement
from LNCCI • LNCCI develops (IFC $ and advisory • + HRDME - PPPD
ownership of the support to secretariat)
• IFC funds
secretariat role • Focus on process
Secretariat, Forum
(and complementary • Focus on training and effectiveness and
technical advisory Knowledge Mgt representation
support)
Sisouphanthong and Souvannavong, 2010
Challenges
• Capacity of the new LBF Secretariat team at LNCCI;
• Maintaining effectiveness of the dialogue process
under the transition phase; update working groups’
setting (Sector-based and cross cutting issue based)
• Strengthen trust and respect in the PPD process; with
the institutionalization at sub-national level; and
• Long term financial sustainability of the dialogue
process, interest and involvement of other donors.
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Lessons Learned
• Government commitment and leadership were
demonstrated by delegating key/high ranking officials
to actively participate in the LBF transition strategy
consultation process;
• LNCCI’s willingness and commitment to take on
Secretariat function was a key factor, particularly
under their role as advocate for the Private Sector;
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Lessons Learned (cont’d)
• Private sector’s commitment to the PPD process and
recognition of its value and significance has helped
LBF transition process with common objectives;
• Exit strategy has to be considered at the inception
stage of the project/initiative; and
• External assistances have to be harmonized among
stakeholders and be aligned to country development
strategy.
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THANK YOU!
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