- Evaluation Plan:
- 2006-2011, Viet Nam
- Evaluation Type:
- Project
- Planned End Date:
- 11/2008
- Completion Date:
- 11/2008
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 25,000
LSDS - Assistant for implementation of Vietnam's legal system development strategy
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 00015601_-_LSDS_-_TOR.doc |
tor | Posted | 761 | ||
 00015601_-_LSDS_-_EvalRep.pdf |
report | English | Posted | 936 | |
| 00015601_-_LSDS_-_Sum_Lessons_learnt.pdf |
summary | Posted | 614 |
| Title | LSDS - Assistant for implementation of Vietnam's legal system development strategy | ||||||
|---|---|---|---|---|---|---|---|
| Atlas Project Number: | |||||||
| Evaluation Plan: | 2006-2011, Viet Nam | ||||||
| Evaluation Type: | Project | ||||||
| Status: | Completed | ||||||
| Completion Date: | 11/2008 | ||||||
| Planned End Date: | 11/2008 | ||||||
| Management Response: | Yes | ||||||
| Focus Area: |
|
||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) | |||||||
| Evaluation Budget(US $): | 25,000 | ||||||
| Source of Funding: | |||||||
| Joint Programme: | No | ||||||
| Joint Evaluation: | No | ||||||
| Evaluation Team members: |
|
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| GEF Evaluation: | No | ||||||
| Key Stakeholders: | |||||||
| Countries: | VIET NAM | ||||||
| Comments: | End of project evaluation in 2008 |
| Lessons | |
|---|---|
| Findings |
| Recommendations | |
|---|---|
| 1 | The LSDS Steering Committee never materialized made it difficult for cooperation between state institutions and coordinated management of the LSDS |
| 2 | The unrealistic assumptions on attainable outcomes in the project document, made it difficult to promote cooperation between justice institutions under the LSDS and to some extent the JRS |
| 3 | Over ambition in term of policy issues and over burdensome in relation to the coordination across government institutions |
| 4 | Project management procedures appears to be cumbersome, especially on management of sub-components outside MOJ umbrella |
| 5 | The mismatch between "sectoral" ambition of the project and mandate of the MOJ/PMU |
| 6 | Lack of follow-up or systematic evaluation of training activities |
| 7 | The project to be closed as planned with a possible period of phasing out of on-going sub-components |
| 8 | The use of funding facilities is downplayed or removed and replaced with rolling annual plans overseen by a governance body |
| 9 | Legal Partnership Forum is maintained and strengthened |
| 10 | Technical assessment to be conducted of one or two training processes completed under the project |
1. Recommendation: The LSDS Steering Committee never materialized made it difficult for cooperation between state institutions and coordinated management of the LSDS
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Resolve the issue of project over-ambition and over-burden of the MOJ management through careful definition of tasks and outputs in a future phase/project if any mechanism and the promulgation of the action plan
[Added: 2009/07/23] |
MOJ and UNDP | 2009/06 | Completed |
2. Recommendation: The unrealistic assumptions on attainable outcomes in the project document, made it difficult to promote cooperation between justice institutions under the LSDS and to some extent the JRS
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Future project/cooperation should be simplified, plans should be realistic avoiding too ambitious but meeting development needs
[Added: 2009/07/23] |
MOJ and UNDP | 2009/07 | Completed |
3. Recommendation: Over ambition in term of policy issues and over burdensome in relation to the coordination across government institutions
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Future interventions/project should focus on a few, key required policy change rather than focus too broadly or substitute for local costs
[Added: 2009/07/23] |
PMU | 2009/03 | Completed |
4. Recommendation: Project management procedures appears to be cumbersome, especially on management of sub-components outside MOJ umbrella
Management Response: [Added: 2009/07/23]
Partly agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Project responsibilities for management of sub-components should be delegated to the participating sub-components with a clear and transparent mechanism for finance, M&E and reporting
[Added: 2009/07/23] |
MOJ and UNDP | 2009/07 | Completed | The issue will be well taken not only to a new MOIJ-UNDP project but any future programming |
5. Recommendation: The mismatch between "sectoral" ambition of the project and mandate of the MOJ/PMU
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Priorities for future cooperation should be streamlined and in line with MOJ mandate and Government priorities
[Added: 2009/07/23] |
UNDP and PMU | 2009/07 | Completed |
6. Recommendation: Lack of follow-up or systematic evaluation of training activities
Management Response: [Added: 2009/07/23]
Partly agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Difficulties to follow-up when the project is coming to an end; future intervention should be selective in themes and localities for training
[Added: 2009/07/23] |
PMU | 2009/03 | Completed |
7. Recommendation: The project to be closed as planned with a possible period of phasing out of on-going sub-components
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The project is closed Dec 2008 with an extension of several months for phasing out
[Added: 2009/07/23] [Last Updated: 2010/01/19] |
PMU and UNDP | 2010/01 | Completed | The bridging period is agreed to be 31 Oct. 2009. |
8. Recommendation: The use of funding facilities is downplayed or removed and replaced with rolling annual plans overseen by a governance body
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| The recommendation is fully taken in formulation of future project with MOJ
[Added: 2009/07/23] |
PMU and UNDP | 2009/07 | Completed |
9. Recommendation: Legal Partnership Forum is maintained and strengthened
Management Response: [Added: 2009/07/23]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Annual LPF is strengthened and opened for wider participation including non-state organizations, CSOs
[Added: 2009/07/23] |
PMU and UNDP | 2009/06 | Completed | Annual LPF of the 2009 was held on 25 June 2009. |
10. Recommendation: Technical assessment to be conducted of one or two training processes completed under the project
Management Response: [Added: 2009/07/23]
Partly disagree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| With the project coming to an end, adhoc assessment of one-two activities would not add much value. However, it is well taken in formulation of new project
[Added: 2009/07/23] |
PMU & UNDP | 2009/06 | Completed |