Ethnic Minorities Policy Capacity Development Mid Term Evaluation

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Evaluation Plan:
2006-2011, Viet Nam
Evaluation Type:
Mid Term Project
Planned End Date:
06/2011
Completion Date:
08/2011
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
7,000

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Title Ethnic Minorities Policy Capacity Development Mid Term Evaluation
Atlas Project Number: 00061897
Evaluation Plan: 2006-2011, Viet Nam
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 08/2011
Planned End Date: 06/2011
Management Response: Yes
Focus Area:
  • 1. Poverty and MDG
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Capacities of national and local institutions enhanced to scale up proven MDG acceleration interventions and to plan, monitor, report and evaluate the MDG progress in the context of related national development priorities
Evaluation Budget(US $): 7,000
Source of Funding: TRAC
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Team Leader
GEF Evaluation: No
Key Stakeholders:
Countries: VIET NAM
Lessons
Findings
Recommendations
1 The Project has searched for ways to realize some significant gains, thus preparing the ground for greater impacts on CEMA-DEMA capacity and on improving the quality and effects of policies. Because the design took in too much, and the resources are not enough to reach all the ?priorities?, there is not yet a noticeable impact on capacity development despite the positive experiences of those staff directly involved. It is recommended that the project should be more ?focused? in the remaining period. A list of supporting activities is provided.
2 The project should consider new issues or indicators in the new context: Persistent poverty and the real needs of EMs; EM affairs in the national agenda and role of CEMA and DEMAs; partnership in EM affairs, building in-house knowledge of ethnic minorities in EM system. In this process, there should be a ?story? of CEMA development, through these and related options, which leaders must resolve and sell to colleagues and to the public, so as to reduce skepticism about Project effectiveness and to promote buy-in at all levels.
3 Enhancing project office?s role in result-based management and policy advisory
4 There is not yet an official M&E framework and process in place. The technical team in project office made good efforts in designing a draft Monitoring Framework in mid 2010, based on the Results Framework and AWPs, adding Monitoring Indicators and Means of Verification. It is recommend that a simple M&E system be put into use soon, addressing the outputs, uptake, effects and any changes among beneficiaries.
5 In overall, the MTE finds out that a much larger project, with a ten year frame, would be required to gain sufficient interest and demand-led involvement to make significant change in staff and institutional capacity. Hence it recommends to consider what can be done with the present modalities, achieved products, resources and project momentum to maximize the gains from EMPCD ? based on past experience and reasonable assumptions.
1. Recommendation: The Project has searched for ways to realize some significant gains, thus preparing the ground for greater impacts on CEMA-DEMA capacity and on improving the quality and effects of policies. Because the design took in too much, and the resources are not enough to reach all the ?priorities?, there is not yet a noticeable impact on capacity development despite the positive experiences of those staff directly involved. It is recommended that the project should be more ?focused? in the remaining period. A list of supporting activities is provided.
Management Response: [Added: 2011/09/20]

There?re identified risks of being scattered in such capacity development for policy making projects because the project should support demand-oriented as well as policy context-adjusted activities. Impact and sustainability of project support therefore should be carefully monitored to capitalize in reality. We acknowledge the alert for the project to prioritize better.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 To review the list of prioritized activities that need project support for 2011 and 2012, focusing on strategic but delayed activities (policy framework, policy dialogues, EM database, etc.)
[Added: 2011/09/20] [Last Updated: 2011/12/26]
PMU 2011/12 Completed Updated Dec2011: Completed
1.2 Reflect the identified to-do-list in the Q3, Q4/2011 and 2012 AWP
[Added: 2011/09/20] [Last Updated: 2011/12/26]
PMU and project office 2012/12 Completed Updated Dec2011: Completed
1.3 To support CEMA and the project to focus and by adjusting project interventions, partnership arrangements, resource mobilization, working methods and/or management structures as suggested in the MTE report
[Added: 2011/09/20] [Last Updated: 2011/12/26]
UNDP 2011/12 Completed Updated Dec2011: Completed
1.4 Consider the MTE updated risks for the new context and for sustaining project results to advise the project better in annual work planning and implementation
[Added: 2011/09/20] [Last Updated: 2011/12/26]
UNDP 2011/12 Completed Updated Dec2011: Completed
2. Recommendation: The project should consider new issues or indicators in the new context: Persistent poverty and the real needs of EMs; EM affairs in the national agenda and role of CEMA and DEMAs; partnership in EM affairs, building in-house knowledge of ethnic minorities in EM system. In this process, there should be a ?story? of CEMA development, through these and related options, which leaders must resolve and sell to colleagues and to the public, so as to reduce skepticism about Project effectiveness and to promote buy-in at all levels.
Management Response: [Added: 2011/09/20]

All these issues have been considered in the project implementation. Particularly the role of CEMA as ?watch-dog? in EM development issues. The participation of the project is good in terms of ?spreading awareness and involvement? amongst various departments of CEMA as well as at DEMAs levels. We agree that we need the project to get ?deeper? in its intervention to maintain the effectiveness and relevance to the new context.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1. To support the documentation of lessons learnt and dissemination in events and policy forum at national and provincial levels to create a ?good story? to motivate participation and more ?buy-in? of project capacity development.
[Added: 2011/09/20] [Last Updated: 2013/01/02]
Project Office, PMU, DEMAs 2012/12 Completed
2.2. To enhance CEMA?s role as advisory in EM development issues by maintaining the quarterly policy discussions and annual policy forum
[Added: 2011/09/20] [Last Updated: 2013/01/02]
PMU 2012/12 Completed
2.3. To support CEMA to organize their resources and priorities to fit the Poverty Reduction Resolution 80 and the CEMA Strategy for EM Development 2011-20
[Added: 2011/09/20] [Last Updated: 2013/01/02]
UNDP 2012/12 Completed
3. Recommendation: Enhancing project office?s role in result-based management and policy advisory
Management Response: [Added: 2011/09/20]

We acknowledge the fact that balance should be made between role of project management and policy advisory toward enhancing the role of CEMA in providing evidence-based EM development issues

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Project office staff to be more proactive to make monthly workplan and take a more forward role in ensuring results
[Added: 2011/09/20] [Last Updated: 2013/01/02]
Project office, PMU 2012/12 Completed
3.2. To improve design of activities, selection of participants, performance, evaluation and uses of trainings, and pay more attention to follow-up applications;
[Added: 2011/09/20] [Last Updated: 2013/01/02]
Project office, PMU 2011/12 Completed
3.3 To give maximum support to achieve the prioritized strategic activities (policy review, policy framework, policy dialogues)
[Added: 2011/09/20] [Last Updated: 2013/01/02]
Project office, PMU 2012/12 Completed
4. Recommendation: There is not yet an official M&E framework and process in place. The technical team in project office made good efforts in designing a draft Monitoring Framework in mid 2010, based on the Results Framework and AWPs, adding Monitoring Indicators and Means of Verification. It is recommend that a simple M&E system be put into use soon, addressing the outputs, uptake, effects and any changes among beneficiaries.
Management Response: [Added: 2011/09/20]

Monitoring is crucial for such capacity development project. What?s need to follow up is to institutionalize the revised project M&E framework and apply it at both national and provincial levels.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Revise the M&E framework, including M&E worksheets to make it feasible in daily project monitoring based on the suggested monitoring framework from MTE report. Such M&E worksheets should assure mechanisms and tools for recording and explaining the processes, events and participation by gender and by EM/non EM involvement as well as detailing the exact products and results they expect / do realize from each line activity, at both national and local levels
[Added: 2011/09/20] [Last Updated: 2011/12/26]
Project office 2011/11 Completed Updated Dec2011: Completed
4.2 Institutionalize the M&E worksheets and provide instructions to all project implementing partners to apply appropriate result-based monitoring worksheet
[Added: 2011/09/20] [Last Updated: 2013/01/02]
PMU and Project office 2012/12 Completed
4.3 contribute to sustainability of capacity and effects by storing (archiving) and making accessible the products from EMPCD, plus comments and feedback on products
[Added: 2011/09/20] [Last Updated: 2013/01/02]
PMU 2012/12 Completed
4.4 search for and pursue the sustainability of capacity and effects by annually surveying and tracking verifiable applications and usage of Project products and methods
[Added: 2011/09/20] [Last Updated: 2013/01/02]
PMU 2012/12 Completed
5. Recommendation: In overall, the MTE finds out that a much larger project, with a ten year frame, would be required to gain sufficient interest and demand-led involvement to make significant change in staff and institutional capacity. Hence it recommends to consider what can be done with the present modalities, achieved products, resources and project momentum to maximize the gains from EMPCD ? based on past experience and reasonable assumptions.
Management Response: [Added: 2011/09/20]

We strongly acknowledge the observations and recommendations. While UNDP encourages and support PMU to thoughtfully review the project activities and redirect the way the project is operating to maximize the gains from varies of initiatives in the past three years so as to meet the project objectives by end of 2012, we also vision the project to extend to a new phase as from 2013-2016.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 To discuss the initial findings/recommendations of MTE and list down key activities to maximize the current results for 2011-2012 and sustaining the project results (i.e. dissemination of project supported studies/manuals; institutionalization of evidence-based and participatory policy process; organization of need-based trainings, etc.)
[Added: 2011/09/20] [Last Updated: 2011/12/26]
PMU and project office 2011/12 Completed Updated Dec2011: Completed
5.2 To support the institutionalizing of the work via the Ethnic Institute, the Training Centre or the Personnel Department.
[Added: 2011/09/20] [Last Updated: 2013/01/02]
PMU and project office 2012/12 Completed
5.3 Strategic redirection of the project to be discussed in the annual review/planning workshop and reflected in the 2012 AWP
[Added: 2011/09/20] [Last Updated: 2011/12/26]
PMU and project office 2012/12 Completed Updated Dec2011: Completed
5.4 Discuss a concept for EMPCD phase II 2013-2016
[Added: 2011/09/20] [Last Updated: 2013/01/02]
UNDP, PMU 2012/09 Completed

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