Mekong Institute Strategic Planning Framework and Process

Setting the Context: The MI IGO Transformation Dynamics Key HRD Challenges in the GMS* Pressure to enhance human resource capacities for sustainable growth Social and health impacts of rapid growth Imbalanced growth and benefits across communities and countries Labour migration management Institutional Challenges Financial sustainability Member ownership and commitment Product development Marketing strategy New business development Partnerships and strategic alliances In-house capacity building Infrastructure Change management *Strategic Framework and Action Plan for Human Resource Development in the Greater Mekong Subregion (2009–2012), ADB, June 2009

MI Strategic Planning Framework MI Charter GMS Economic Cooperation Program MI Vision and Mission GMS Vision

Vision and Mission GMS VISION More Integrated, Prosperous, Harmonious Sub-region MI VISION MI as a GMS-owned institution providing excellent HRD programs for accelerating GMS-wide social and economic development.

Vision and Mission MI Mission To contribute through human resource development and capacity building to the acceleration of sustainable economic and social development and poverty alleviation in the Greater Mekong Sub-region and promote regional cooperation and integration

Strategic Goal 2: To expand MI programs and services to target government agencies, private sector associations and civil society at national and provincial levels in the six GMS countries. Strategic Goal 1: To enhance organizational capacity as a GMS-based HRD center of excellence in four thematic areas with two distinctive regional cooperation cross-cutting themes. Strategic Goal 3: To attain financial sustainability STRATEGIC GOALS

MI Thematic Areas 1.Rural Development 2. Transnational Project Management 3. Regional Trade and Investment 4. Human Migration Crosscutting Themes: 1. Good Governance 2. Regional Cooperation and Integration research learning policy

Strategic Goals and Objectives (1) GOAL 1 : To enhance organizational capacity as a GMS-based HRD center of excellence in four thematic areas with two distinctive regional cooperation cross-cutting themes. Strategic Objectives: 1.1demonstrated capacity in providing HRD programs in the identified thematic areas; 1.2 positioning MI as an arena for policy dialogues and information exchanges on the GMS social and economic development, cooperation and integration; 1.3 build up MI trends-tracking and monitoring and M & E mechanisms; 1.4 To acquire accreditation of MI learning programs from internationally recognized institutions and experts

Strategic Goals and Objectives (2) GOAL 2 : To expand MI programs and services to target government agencies, private sector associations and civil society at national and provincial levels in the GMS countries Strategic Objectives: 2.1Build up national training teams in MI focused areas; 2.2 Work with and enhance capacity of target national and provincial training and research institutions; 2.3 Establish MI presence at national level.

Strategic Goals and Objectives (3) GOAL 3 : To attain financial sustainability Strategic Objectives: 3.1To acquire continuous commitment and support from the six GMS countries; 3.2 To develop closure and on-going relationship and cooperation with development partners at regional and national levels; 3.3 To actively market MI programs and services to target groups

MI Programs and Structure National Office 1.Rural Development 2. Transnational Project Management 3. Regional Trade and Investment 4. Human Migration Technical Working Groups/Pool of Experts Crosscutting Themes: 1. Good Governance 2. Regional Cooperation and Integration Policy and Planning IKMP MDP M&E PCC

STRATEGIC PLANNING PROCESS

Strategic Planning Process Country Consultation Objectives : To identify country capacity building needs and priorities in MI thematic areas To identify local strategic alliances, development partners and clients and To solicit inputs as to the preferred HRD and capacity building modalities of the target client groups and partners around MI’s four main themes;

Nodal Points NovDecJanFebMarAprMayJun National Consultations Working Session with MI Staff/ Drafting Strategic Plan Seeking Steering Committee Inputs

Timeline JulAugSepOctNovDec Revise Strategic Plan Formulate MI Operation Plan and Budget Present Final Draft for Council Approval Regional Consultation

National Consultations Proposed Dates CountriesDate (2010) 1.Thailand Jan Myanmar Feb Lao PDR Feb Cambodia Feb China Mar Vietnam Mar 22-26

National Consultation Process Objectives : To explore new partnerships and solidify current ones

National Consultation Process Activities : a) Individual interviews senior government officials and heads senior officers of IOs/NGO and business networks b) Small round table meetings NGOs/civil society c) Forum on GMS cooperation and Reception

National Consultation Process Interviewees and Respondents : MI Target Groups heads/directors of government agencies, IOs, NGOs Donors /IOs USAID, AUSAID, SDC, JICA, GTZ, DfiD, EU, ILO, ADB, WB,BTC, SIDA, CIDA, UN system, etc. – Implementing Partners business forum, academic and research institutions