In Lao PDR, while most of the projects used to be implemented as so-called "vertical programs", the Public-Private Partnership, such as Global Alliance for Vaccine Initiative(GAVI) and Global Fund(GF), has recently been introduced in the health sector. As a condition for their introduction, a coordination mechanism was established. In reality, however, the function of its mechanism is limited within its program only. In the centralized country, like Lao PDR, with limited management ability and nontransparent finance, the implementation of this mechanism is actually far from easy. While Japan has been the top donor country of Lao PDR, the cooperation strategy of Japan, mainly project-scheme, were not always appropriate for the coordination mechanism.
In 2002, the Health Sector Master Plan (MP) was developed by the JICA Development Study and the National Growth and Poverty Eradication Strategy (NGPES) was also launched in 2003. In addition to these two policies, Lao PDR also has Health Strategy 2020 and Millennium Development Goals (MDGs). The contents of these policies are apparently very similar, though attempts have never been made to consolidate these overlapping policies and none of them has been implemented yet.
In order to solve the above problems, it is essential to establish the coordination within the Ministry of Health as well as among donor agencies. For which, the Donor Coordinating Meeting and the Technical Working Group Meeting started in 2004. Now, the role of Japan is to assist the Lao government to implement the policies/strategies. In the context of Partnership, it is important to clarify the prioritized Japanese aid strategy and to enhance the coordination mechanism, which should be the main role of health policy advisor. For the effective implementation, some activities of the health policy advisor are incorporated into the newly proposed project of the capacity building for the sector wide coordination.

Background
 In recent global health developments, attention has focused on health system strengthening (HSS). Behind this move is the realization that HSS is essential for the development of sustainable and effective health care activities required to meet UN Millennium Development Goals and eradicate poverty. Since the publication of the World Health Report (WHR) 2000, the World Health Organization (WHO) has made intensive efforts to promote HSS.
Progress
 This paper descibes recent global activities for HSS, based on official WHO documents and related issues, along with the following three phases: publication of the WHR 2000, follow up of feedback on the WHR 2000, and global trends for HSS after publication of the WHR 2003. In particular, we shall clarify progress made after the year 2003 with regards to policy, implementation, and scientific methodology. For policy, the principle of Primary Health Care has been introduced to HSS, and the participation of international agencies has been promoted. With regards to practice, training a health care workforce and financial assistance from global funds are addressed. Finally, for scientific methodology, we refer to instances such as the development of the WHO framework for health systems, the promotion of evidence-based health research, and strengthening of health information systems.
Conclusion
 To make vertical health care programmes for acute care, infectious diseases and chronic illnesse etc. more effective, HSS as the lateral foundation is an urgent global health care issue. It is surely necessary that Japan's basic strategy for supporting HSS is clarified as well as attempts to introduce concrete components for HSS into bilateral cooperation and NGO programmes.

The importance of medical education and technical cooperation with developing countries is emphasized. As an example, we looked at the residency program of the Department of Surgery, Santa Cruz General Hospital. Provision for postgraduate medical education is quite important in developing countries in order to prevent promising young doctors from leaving the country. Moreover, the curriculum for postgraduate education should be developed in accordance with the health situation of the respective countries. Technical cooperation should be carried out with a long-term perspective, focusing on human resource development, in this case the young doctors. From now on, it will not only be technical experts, but also medical education experts that will be needed in developing countries.

Purpose
 Every year, a lot of training programs by Japan International Cooperation Agency (JICA) are conducted in Japan. However, the method of monitoring and evaluation of those trainings are not always conducted other than simple questionnaire survey. The purpose of this research is to demonstrate the significance of daily recording and analysis of the trainee’s voice as a way of the improvement of the quality of training.
 Bureau of International Cooperation in National Center for Global Health and Medicine (NCGM) conducted detailed monitoring and evaluation for “JICA training for Maternal and Child Health in French speaking African countries in 2009” which NCGM itself had planned training curriculum and implemented the training. The key word of this training was “Continuum of care”. At the end of the 5 weeks training, NCGM expected the trainees to obtain comprehensive understanding of continuum of care, especially two different perspectives, which were “the health system” and “the dignity of individual client”.
Method
 NCGM training team kept recording the trainee’s voice, then analyzed them every day during five weeks’ training. At the end of the training course, the team divided trainee’s voice into several categories, and then analyzed their time-dependent change.
Results
 The everyday recording and analysis of the trainee’s voice made NCGM training team possible to differentiate the trainee’s fundamental interest and understanding from simple guesses or curiosity. Based on the result of daily analysis, the training team could introduce unscheduled discussion or fine-tuned the contents of lectures for better understanding of trainees. The trainees’ interpretation about “continuum of care” showed obvious change before and after the training. The active learning program by using Laboratory method gave deeper impact on trainees than the expectation of training team. At the end of training course, the trainees formulated concrete and detailed action plans. The purpose of their action plans was to establish the continuum of care from aspects of both “the health system” and “the dignity of individual client” by analyzing the existing stakeholders and institutions, and ensuring a collaborative linkage among them, which were exactly the expected outcome.
Conclusion
 Daily recording and analysis of the trainee’s voice was effective and useful to monitor the training. The comprehensive analysis at the end of training course revealed the short impact of the training on trainees, which could be used as a self evaluation tool for the training team.
 NCGM plans to visit the trainees’ workplace in their home countries for middle and long term monitoring and evaluation. The results will be feed backed into the training curriculum of next year.

Introduction
 Even though many oversea training programs end in developing an action plan from what they learned during the course, follow-up opportunities are quite limited. Group training program on maternal and child health for Francophone African countries are conducted in Japan since 2003, organized by National Center for Global Health and Medicine and funded by Japan International Cooperation Agency. Follow-up activities in Senegal and Benin are reported with lessons learned.
Methods
 Training organizer team made a semi-structured interview with 11 trainees, 6 superintendents and 4 Japanese advisors, asking “Do trainees implement what they planned at the end of the training course in Japan? If not, what are the difficulties implementing their plans?”Organizer team also provided some interventions to solve the problems they faced.
Results
 In Senegal, actions were not implemented yet, because plans were shared neither with their superintendents nor with Japanese advisors working with trainees as project counterparts. Organizer team set up a meeting with all stakeholders to clarify the objectives and outcomes of the training course within the concept of the project. This process made the superintendents understand and support the action plans, and facilitated to start implementing them. In Benin, trainees started activities by themselves based on their action plan under a small financial support from a Japanese advisor. It was rather easy, because they were decision makers of a hospital, but they faced difficulties to manage the staff to continue the activities. Organizer team encouraged them to continue the activities during the meeting in the hospital.
Conclusions
 Appropriate participants can be selected and training could be effective, when cooperation project are well defined and the role of advisors is clear in the follow-up. Involvement of decision makers or superintendents for the selection and follow-up process can be a contributing factor to improve the effectiveness of the training.