Ex-post Evaluation

1. Background of the Project

As a result of economic development in the past few decades, water pollution has become one of the biggest problems, and the construction of an improved sewage system is a basic countermeasure for water quality control. To cope with this, the Thai government requested and the Japan government agreed to a project-type technical cooperation in transferring appropriate technology in sewage works to Thai engineers, scientists and technicians.

2. Project Overview

To satisfy demand in sewage works (SW) technology, the TCSW was established at the PWD, MOI, for training of officials concerned, with financial assistance from the government of Japan and contribution by the Thai government. The Implementing Agencies included PWD and DSS of BMA.

(1) Overall Goal

Appropriate sewage works technology is established and sewage works are properly planned, designed, constructed, operated and maintained.

(2) Project Purpose

Functions and activities of TCSW is established.

(3) Output

(a) Management of TCSW is established; (b) Engineers, scientists, technicians and managers are trained; (c) Database system (including library use) is prepared; and (d) Research and development (R&D) activities are set up.

(4) Inputs

Japanese side:

Thai side:

3-1 Summary of Evaluation Results

(1) Impact

• The overall goal of the TCSW Project has been achieved in improving of the capability in SW technology of counterparts and trainees. 58 training courses have been organized for 1,928 participants or 825 ex-trainees (as some participants attended several courses), including 489 from 72 provinces (60%) and 336 from Bangkok (40%).
• Data system on SW plants was established, however, only limited information has been included. 5 pre-research and 7 R&D topics have been conducted, while an other 25 R&D subjects have been selected for further study.
• Besides the agencies concerned, training was also provided to 228 participants (or 11.8 % of the attendants) from MOSTE, EGAT, hospitals and the private sector. These agencies appreciated the role of TCSW.

(2) Sustainability

• Most of the counterparts at DDS remain working at their offices and perform similar tasks, while those at DPT were transferred in October 2002 to new offices where SW training is not a part of their tasks.
• The organizational change at DPT in 2002 was a major factor causing considerable negative effects to the Project.
• The equipment at DPT and BMA are in fair condition but they need re-calibration to fully utilized, while the buildings need proper maintenance. The DPT plans to used the facilities for training on subjects other than SW, such as public works and town & country planning. In addition, equipment, facilities and training materials should be used for training activities under the new JICA supported SWTC Project.

3-2. Factors promoting sustainability and impact

(1) Factors concerning Planning

• The Project covered aspects of environmental awareness and protection in SW, the main concerns of related government agencies, the public and private sectors, therefore, has received their active participation.
• The TCSW Project has provided considerable knowledge on SW to the ex-trainees, who could provide services related to SW throughout the country.

(2) Factors concerning the Implementation Process

• Since SW treatment and water environmental conservation are required nationwide, a large number of participants from provincial authorities took part in training courses.
• The Thai government and its agencies recognized the importance of SW and this helped in accelerating the implementation of the TCSW Project.

3-3. Factors inhibiting sustainability and impact

(1) Factors concerning Planning

• The trainees were not properly selected for training based on their background, and after training some of them were not assigned to work on SW related tasks due to limited work and/or functions at their offices.
• The training curricula were not adjusted to suite the requirements of the agencies nominated the participants.

(2) Factors concerning the Implementation Process

• The change in the roles of DPT affected negatively the TCSW Project as most counterparts have been assigned to new offices with new tasks not involving SW or related training activities.
• The equipment was not fully utilized and re-calibration is required for further training.
• Over the past two years, no budget has been made available for SW training, operations, maintenance of equipment or training facilities.

3-4. Conclusions

• The TCSW Project was relevant to Thailand and its impact is considerable in terms of providing new SW technology to a large number of ex-trainees in performing their duties better.
• The Project sustainability, however, has not been ensured mainly due to the organizational change in 2002, in which the newly established DPT was not responsible for SW and related training activities.
• The equipment needs re-calibration and the training buildings need proper maintenance for further training under the new SWTC Project. In this connection, the assigned Executing Agency must obtain sufficient facilities to accommodate equipment and training courses, and provide the staff and budget for conducting training activities.

3-5. Recommendations

• JICA and Thai side should proceed with the SWTC Project, taking into account the lessons learnt from the TCSW Project.
• Procedures for transferring equipment, facilities, database and training materials from DPT to the assigned Executing Agency be started as soon as possible and actual relocation takes place as soon as space at this agency becomes available.
• The TCSW buildings and facilities be regularly maintained and equipment fully utilized.
• Further training in SW at high level with advance techniques should be conducted. Training should also be provided for participants from vocational colleges and consulting firms as these institutions should play an important role in assisting the SW tasks of the central and provincial authorities.
• A database containing relevant Project documents, reports, data and information should be established at JICA Thailand Office and the Thai Implementing Agency for easy reference and monitoring. In addition, Project Annual Reports should be prepared to keep trace of all relevant activities and operations.

3-6. Lessons Learned

• To fully benefit from the training, the trainees should be carefully selected based on background and tasks to be assigned after training. During the Project period, monitoring and evaluation of trainees should have been conducted.
• Project mangers should not be replaced too often to avoid disturbance to the management and operations.
• For a smooth transition of the Project, a “Phase Out” plan for 2 years should have been included in the PDM.
• Training curriculum must be adjusted and/or re-designed to suite actual requirements.

3-7. Follow-up Situation

• Thai side must transfer equipment, facilities and training materials from DPT to the assigned Executing Agency.
• WMA seeks Thai government budget, through MONRE, for conducting training activities.