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Lao Business Forum (LBF)

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.

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Lao Business Forum (LBF)

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  1. Lao Business Forum (LBF) H.E Bounthavy Sisouphanthong Vice Minister, MPI Laos Mr. Oudet Souvannavong Vice President, Lao NCCI Vienna – June 2, 2010

  2. Lao Business Forum Exit • Why ? • No interest (low performance) ? • No funding (from external and domestic sources) ? • Ownership Sisouphanthong and Souvannavong, 2010

  3. Reasons For Entry • Domestic demand • External demand • IFC – Lao Business Forum • GTZ – PPPD (HRDME Program) (Project base) Sisouphanthong and Souvannavong, 2010

  4. 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” Sisouphanthong and Souvannavong, 2010

  5. 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 Sisouphanthong and Souvannavong, 2010 Secretariat functions transitioned to relevant local institution, LNCCI (2010)

  6. HIGH IMPACT RESULTS • Govt Institution • BMOs - LNCCI LBF Secretariat transition to local institution (LNCCI) • Phase 1 • Phase 2 • Phase 3 • Phasing out • Results • Laos2009 • PPD Starts • Laos2006 • Consolidate • EARLY RESULTS • Time • 1 to 3 years • 1 to 3 years 6

  7. 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) Sisouphanthong and Souvannavong, 2010

  8. LBF Secretariat Transition “Road Map” Phase 2 Phase 3 Phase 4 Phase 1 LBF5 LBF6 LBF7 LBF8 February 2009 November 2010 Mid 2011 March 2010 • LNCCI fully manages secretariat in close collaboration with MPI • + HRDME - PPPD • LNCCI manages secretariat in close collaboration with MPI • (IFC $ and advisory support to secretariat) • Focus on process effectiveness and representation • IFC manages secretariat • Limited Involvement from LNCCI • IFC funds Secretariat, Forum (and complementary technical advisory support) • IFC provides full advisory and $ support to LNCCI’s secretariat • LNCCI develops ownership of the secretariat role • Focus on training and Knowledge Mgt Sisouphanthong and Souvannavong, 2010

  9. 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. Sisouphanthong and Souvannavong, 2010

  10. 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; Sisouphanthong and Souvannavong, 2010

  11. 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. Sisouphanthong and Souvannavong, 2010

  12. THANK YOU!

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