Results: New and updated guidelines, such as the PDG, the TbEIA, the RSAT, Fish-Friendly Irrigation Systems, and Water-borne Transportation Guidelines were technically completed, and were either endorsed or scheduled for endorsement by the MRC Joint Committee. Outcomes: There are regional applications of the guidance, but at the initiative of the MRC and as planned according to the MRC SP 2016–2020. However, joint and national applications are limited and remain largely at the initiative of sponsoring individuals or organizations rather than part of an agency-wide effort. The NIPs in general were not effective in incorporating and applying the guidelines to achieve basin benefits both nationally and regionally.

Results: The MRC Joint Platform was strengthened to elevate regional cooperation among the MCs through the implementation of the MRC Procedures. Outcomes: The routine activities under the PMFM, the Procedures for PWQ and the PDIES were implemented effectively and improved continuously. The PNPCA Prior Consultations for the three most recent Mekong mainstream HPPs were regarded by MCs, Development Partners, and some stakeholders as major success with formal agreements among the MCs and the post-PC engagement mechanism (JAP).

Results: The 3rd MRC Summit uplifted Mekong cooperation. Several dialogue meetings, data and information sharing, exchange visits, joint studies, conferences, and outreach were conducted to promote cooperation with regional and international partners and broader stakeholders.

Outcomes: Cooperation with Dialogue Partners in particular with China was strengthened, resulting in several important milestones, such as the renewal of China’s agreement to share Lancang hydrological data, the granting to the MRC Secretariat as an observer-participant in meetings of the LMC Joint Working Group on Water Resources, and the signing of the MOU between the LMC Water Center and the MRC Secretariat.

Broader collaboration was achieved with a growing list of partners, including ASEAN, resulting in over 30 MOUs by the end of 2020. The trust and strong support of Development Partners were maintained. Active and meaningful participation by the broader stakeholders was also achieved.

Results: The Mekong-HYCOS hydromet network was improved and expanded, and together with the routine environmental monitoring through WQM, EHM, and FM, the operation and maintenance were continuously improved, effectively implemented, and results reported. The JEM Programme was developed with its pilot studies in Xayaburi and Don Sahong Dams initiated. The RFDMC was expanded to include drought with flood forecasting services. The MRC IS, Data Portal, the DSF and related tools were upgraded and applied. In response to Siem Reap Declaration, which called for strengthening of the MRC systems, the Design Concept for system reinvigoration was completed.

Outcomes: The continuous operation of the MRC’s hydrometeorological and environmental monitoring has provided the region with complete, uninterrupted, near real-time conditions of the Mekong River and its major tributaries. The JEM Programme will enable the MCs to jointly monitor, assess, and mitigate with more certainty impacts of specific mainstream HPPs. The RFDMC has provided MCs and communities access to timely flood and drought forecasting and early warning information throughout the year. This will then be able to protect themselves from loss of lives and properties. The MRC-IS, Data Portal, DSF and related tools have provided project planners and implementers the required data and the tools to make informed and scientifically based decisions. The MRC is in a more capable position to fulfil its mandate and address the needs of the future once the Design Concept is implemented.

Results: The MRC restructuring was completed, establishing one headquarters in Vientiane and consolidating 13 Programmes into four Divisions and an Office, among many other structural changes. The first riparian CEO came on board in 2016, and all MRC Secretariat’s staff members were riparianized. The MRC internal operations were strengthened with the addition of an independent Audit Committee, an Internal Auditor, and the revisions of operation manuals for administration, finance, procurement, and Human Resources. The MCs increased its financial contribution to the MRC. The MRC SP 2021–2025 was completed, endorsed by the MRC Joint Committee and approved by the MRC Council. National Mekong Committees (NMCs) have also began preparing the first draft of the NIPs. Outcomes: The strengthened internal operations, in particular the revised manuals and its operational guidelines, have enabled the MRC Secretariat’s staff to perform their tasks more deliberately according to the approved rules resulting in improved individual and collective working efficiency and effectiveness of the workplace. The MRC passing of the EU Pillar Re-Assessment provided reasonable assurance to the EU and other Development Partners, that the MRC fulfils applicable requirements with regard to the assessed pillars: internal control, accounting, external auditing, and procurement. This has further galvanised the confidence of the MCs and Development Partners in the MRC’s ability to perform its functions in the most transparent, accountable, and cost-effective manner. This confidence and trust, and corresponding increase in commitment is helping reduce uncertainty, improve the MRC Secretariat’s staff morale, enhance the organization’s standing with Development Partners and the broader community. This enables the organization to perform its functions according to plan, and keep its pledge that it will become a world-class, financially self-sustainable organization by 2030.