VEEPL

Report Cover Image
Evaluation Plan:
2006-2011, Viet Nam
Evaluation Type:
Project
Planned End Date:
04/2008
Completion Date:
08/2008
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Document Type Language Size Status Downloads
Download document 00046820_-_VEEPL_-_TOR.doc tor Posted 839
Download document 00046820_-_VEEPL_-_EvalRep.pdf report English Posted 2298
Download document 00046820_-_VEEPL_-_EvalRep_summary.pdf summary Posted 646
Title VEEPL
Atlas Project Number:
Evaluation Plan: 2006-2011, Viet Nam
Evaluation Type: Project
Status: Completed
Completion Date: 08/2008
Planned End Date: 04/2008
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
Evaluation Budget(US $): 50,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Jan Van den Akker and Ng Van Phuc Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: VIET NAM
Lessons
Findings
Recommendations
1 I. Management style is inward-looking, rigid and centralized
2 II. Project design has some flaws: 2a. Indicators are out put oriented and quantitative rather than impact-oriented and qualitative 2b. From the onset, the structure of 'standard letter' construction and subcontracts has favoured the above-mentioned closed shop'
3 III. Sustainability and replicability: Demo's have been done, but there is no convincing 'technology delivery model' which integrating techno demo with viable financial schemes supported by policy instruments It is not clear which institution will or can continue VEEPL promotional activities
4 IV. Explore a more effective working mechanism to enhance the partnership between UNDP and partners
1. Recommendation: I. Management style is inward-looking, rigid and centralized
Management Response: [Added: 2009/02/10]

Enhance the operation and management system of the VEEPL project

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Form core management team within PMU, consisting of PM, NSTA and ISTA and change in culture. (1st Week of Oct 08 1. 2. Change quality control System. For new assignments a quality team should be formed. (ASAP within Sep. 08) 1. 3 Make reports available in PDF format on website as standard practice (with at least executive summary
[Added: 2009/02/10] [Last Updated: 2009/08/03]
PMU 2009/03 Completed Updated in ERC on 3 August 2009: Quality reviewers are assigned to every output. STAs are focal quality assurance
2. Recommendation: II. Project design has some flaws: 2a. Indicators are out put oriented and quantitative rather than impact-oriented and qualitative 2b. From the onset, the structure of 'standard letter' construction and subcontracts has favoured the above-mentioned closed shop'
Management Response: [Added: 2009/02/10]

Improve the Logical Framework

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. Hire external consultants to review and assess deliverables with PMU 'core management' Revise list of activities rom a holistic approach, building on results of deliverables so far, identifying gaps especially in area of policy-making, PR, financial economic analysis and financial mechanism); 2.2. Stop subcontracting & assignments until B.1 is done
[Added: 2009/02/10] [Last Updated: 2009/08/03]
PMU 2008/12 Completed Indicators profile was created. Some indicators need further adjustment Only 2009 initial budget was agreed Further discussion about procurement procedure is to be held in 2009 Updated in ERC on 3 August 2009: Indicators profile was created. And the logframe was refurbished
3. Recommendation: III. Sustainability and replicability: Demo's have been done, but there is no convincing 'technology delivery model' which integrating techno demo with viable financial schemes supported by policy instruments It is not clear which institution will or can continue VEEPL promotional activities
Management Response: [Added: 2009/02/10]

Promote VEEPL sustainability and replicability

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Hire external consultants to redo the following activities in an integrated way (1) economic analysis of EEPL/demo system, (2) benefit analysis (if EEPL is implemented, who will profit, PC, PLC, power company, central government), (3) analyze source of finance and financing mechanisms, - (4) institutional analysis - (5) policy instruments to promote EEPL that fit within the overall national EE strategy coordinated by MoI; - (6) define appropriate 'technology delivery model' that could be tested for further replication 3.2 Assessment of willingness and capacity organisations to sustain (part of) activities post-VEEPL and formulate exit strategy 3.3 Hire external consultant to formulate a PR and awareness plan
[Added: 2009/02/10] [Last Updated: 2010/01/21]
ISTA/PMU 2010/01 Completed The work continue in his 2nd mission ion February 09 TOR to be developed in Feb 09 Updated in ERC on 3 August 2009: The work continue in his 2nd mission ion February 09 Activity 3.1. (6) will be carried throughout 2009 and 2010
4. Recommendation: IV. Explore a more effective working mechanism to enhance the partnership between UNDP and partners
Management Response: [Added: 2009/02/10]

Enhance partnership among project stakeholders

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Discuss EvaluationReport at next PSC meeting 4.2 PMU should respond to UNDP on proposed actions, how they will be implemented and within which timetable 4.3 UNDP should made clear that if actions agreed upon are not implemented this could have financial consequences for VEEPL; even going from NEX to DEX
[Added: 2009/02/10] [Last Updated: 2009/08/03]
PMU/UNDP 2009/12 Completed Several discussions were held in 2008. Further discussion will be held in 2009 Updated in ERC on 3 August 2009: All recommendations are largely and consistently followed by the PMU

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