and Integrated Pest Management - part - usaid

236 I. S'EI1CI1)- MANAGtMI/NT' AND 1PM IN SOUlIIEAST ASIA
exemplify the problems in implementing bilateral cooperative projects, since
any of them cou!d cause delays, doubling of efforts, and confusion in objectives.
SOLUTION
From the above, it is obvious that the working relationship between
cooperating partners must be properly organized. Furthcr, it is a reality that the
bureaucracies of cooperating partners are usually not flexible enough to change
their structures under short- or even meditum-term aspects. Therefore, in order to
effectively nilcgrale the expatriate partner contribution into the host system, a
nmrix organization selup is proposed for project implementation. The success
of this further assumes that both partners maintain a generally healthy and openminded
attitude and an open-system orienittion.
The Case of TG-PPP
In the case of the TG-PPP, after an initial analysis of the organizational
infrastructure of [he two implementing host agencies, the DOA for research on
SEWS, and the DOAE for large-scale field trials, SEWS organization and
implemiaenta tion, and surveys on the impact of technology at the farmer's level, a
project committee was formed consisting of DOA, DOAE and GTZ staff
members in order to reglarly discuss and decide on administrative matters.
Simultaneously, persons from DOA and DOAE were identified and their duties
and responsibilities within the project defined. The project committee was
subsequently dissolved and replaced by a Coordination Committee chaired by a
Deputy Permanent Secretary of MOAC with members representing DOA,
DOAE,, GTZ, and the Department of Technical and Economic Cooperation
(DTEC), which plans ad ionitors all technical cooperation programs in
Thailand.
The Coordination Committee exercises a project monitoring function, and
decisively intervenes when major problems occur during project implementation.
The Coordination Commitlee then appoints a project management team. The
selection of the team members, one each from DOA, DOAE, and GTZ, iscarried
out in such a way that dual authority is eliminated. Further, the TG-PPP
Adminis:rative Sub-Committee (also called Executive Sub-Committee) was
created as the center of decision-making on a more routine basis. The
menmbership of this committee consists of leading project personnel from DOA,
DOAE, and GTZ. This committee convenes every two to three months.
Discussions and decisions are made on the budget; local and foreign training
activities; assignment of short-term consultants; and on project strategies,
priorities, procedures, outlside linkages, and other matters. The committee
usually considers proposals submitted by the expatriate expert team as well as by
two Technical Committees appointed each by DOA and DOAE.
Since all these committees deal mostly with administrative matters, a strong
need was felt during the mid-term period of the project to form a TG-PPP
Combined Technical Committee. The MOAC instituted this committee, which
consists of the expatriate project team as well as the technical staff of DOA and