- Evaluation Plan:
- 2017-2021, Viet Nam
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 09/2018
- Completion Date:
- 06/2018
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 30,000
Mid-term evaluation of POPs and Sound Harmful Chemical Management Project (00082491)
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 Mid-term Review TOR.pdf |
tor | English | 693.05 KB | Posted | 124 |
| Mid-term Review Report.pdf |
report | English | 1745.26 KB | Posted | 306 |
| Title | Mid-term evaluation of POPs and Sound Harmful Chemical Management Project (00082491) | ||||||||||||||
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| Atlas Project Number: | 00082491 | ||||||||||||||
| Evaluation Plan: | 2017-2021, Viet Nam | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 06/2018 | ||||||||||||||
| Planned End Date: | 09/2018 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| UNDP Signature Solution: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 30,000 | ||||||||||||||
| Source of Funding: | Project budget | ||||||||||||||
| Evaluation Expenditure(US $): | 30,000 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | Yes
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| Key Stakeholders: | Ministry of Natural Resources and Environment (MONRE) and Ministry of Industry and Trade (MOIT) | ||||||||||||||
| Countries: | VIET NAM |
| Lessons | |
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| Findings |
| Recommendations | |
|---|---|
| 1 | Recommendation 1: UNDP should submit request to GEF for project extension by 9 - 12 months and together with the National Implementing Partners to consider financial implications of covering from the project budget the running costs of PMU for the duration of the extension. |
| 2 | Recommendation 2: UNDP and the National Implementing Partners should pay special attention to accelerate the implementation of Components 2 and 4 in order to ensure completion of the components by the end of the extended project period |
| 3 | Recommendation 3a: UNDP and the National Implementing Partners should improve the adaptive project management mechanism for project implementation using the flexibility provisions in HPPMG such as timely delegation of national procurement to UNDP |
| 4 | Recommendation 3b: PMU should consider establishment of a roster of qualified national consultants in the technical areas related to POPs/PTS and proactively notify the consultants on the roster about published tenders in for procurement of advisory services in relevant areas of expertise |
| 5 | Recommendation 4: UNDP and the National Implementing Partners should consider revision of the PSC Terms of Reference to better define its role and functions for the project. The revised TOR could include e.g. stipulation of quorum for PSC decisions, possibility of one additional meeting per year as well as alternative for decision making on urgent implementation issues by e-mail communication of the PSC members. |
| 6 | Recommendation 5: The lead National Implementing Agency (MONRE) should streamline and simplify the approval mechanism of project-related decisions in order to avoid delays in project implementation |
| 7 | Recommendation 6: PMU should prepare AWPs and Annual Procurement Plans in parallel so that both plans can be submitted the PSC meeting at the beginning of the calendar year. |
| 8 | Recommendation 7: The PMU should ensure that AWPs contain a monitoring component in terms of status of progress to the end of project targets in order to improve operational monitoring of the project progress. |
| 9 | Recommendation 8: PMU should actively manage the risk of insufficient co-financing by periodical updates of information on actually provided co-financing for the project according to the Project Document by MONRE/DONRE, MOIT and bilateral funding |
| 10 | Recommendation 9: The project implementing partners should consider reorganization of outputs under the project Component 2 to achieve better internal consistency of the project logframe as follows: Output 2.1.2 related to the laboratory monitoring capacity is moved under Outcome 2.2. Output 2.2.3 related to POPs/PTS reporting is moved under Outcome 2.1. |
| 11 | Recommendation 10: UNDP together with the National Implementing Partners should revise and update the out-dated time lines and/or reformulate targets for clarity if necessary. |
| 12 | Recommendation 11: MONRE should improve coordination of the national POPs/PTS monitoring capacities in order to achieve more efficient and effective use of previous development assistance results in the field of POPs/PTs monitoring. |
| 13 | Recommendation 12a: The PMU should give provincial stakeholders such as DONREs a more active role in implementation of some project outputs, such as output 2.2.2 on training on POPs/PTS monitoring and reporting, and output 3.2.3 on public awareness raising about contaminated sites and POPs stockpiles. |
| 14 | Recommendation 12b: Specifically, DONREs in the five provinces selected for work on POPs/PTS contaminated sites should identify provincial laboratories and in cooperation with MONRE support them to obtain national certification for POPs/PTS analyses. |
| 15 | Recommendation 13: PMU should ensure that trainings for representatives of the provincial governments include components explaining need for data collection on number of beneficiaries as well as gender-sensitive data as well as information on socio-economic marginalized groups-related data. |
| 16 | Recommendation 14: Senior management of the National Implementing Partners should provide support to the project by providing necessary resources including their active engagement with the project implementing teams on important events such as project mid-term and terminal evaluations. |
1. Recommendation:
Recommendation 1: UNDP should submit request to GEF for project extension by 9 - 12 months and together with the National Implementing Partners to consider financial implications of covering from the project budget the running costs of PMU for the duration of the extension.
Management Response: [Added: 2018/08/23] [Last Updated: 2018/08/23]
Agree with recommendation 1 of MTR: The 2018 AWP has been approved by UNDP and Project Director in March 2018 and approved by MONRE in April 2018. The amendment project procurement plan was approved at the end of May 2018 with 9 more packages. For now all 9 TORs for 9 packages were developed and will be submitting for bidding procurement soon, they need 12 months or 18 months for implementing and completion, the project extension at least 12 months is recommended for achieving the project overall objective.
Leader of UNDP met Leader of MONRE and VEA on 18/6/2018 to discuss about the project extension and both agreed to extend 12 months without change in the cost.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 1.1 An extension request letter submitted to GEF Secretariat.
[Added: 2018/08/23] |
UNDP and MONRE | 2018/07 | Completed | ||
| 1.2 Re-planning all remain activities to ensure completion by the end of 2019
[Added: 2018/08/23] |
Project Management Unit and UNDP Programme Analyst | 2018/07 | Completed |
2. Recommendation:
Recommendation 2: UNDP and the National Implementing Partners should pay special attention to accelerate the implementation of Components 2 and 4 in order to ensure completion of the components by the end of the extended project period
Management Response: [Added: 2018/08/23]
Agree with recommendation 2 of MTR: PMU/National Implementing Partners are accelerating the implementation of activities under Components 2 and 4. Almost activities already started to implement from early this year.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 2.1 Draft TORs for all activities under components 2 and 4
[Added: 2018/08/23] |
Project Management Unit and MONRE | 2018/06 | Completed | ||
| 2.2 Submit TORs/ Bidding documents for approval
[Added: 2018/08/23] [Last Updated: 2018/09/24] |
Project Management Unit and MONRE | 2018/10 | Completed | History | |
| 2.3 Do all procurement processes
[Added: 2018/08/23] [Last Updated: 2018/12/04] |
Project Management Unit and MONRE | 2018/12 | Completed | In 2018, there are 12 procurement packages. 11 of them have been completed, and 1 is in the TOR development stage. History | |
| 2.4 Implementing all activities/packages
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
Project Management Unit and MONRE | 2020/05 | Overdue-Initiated | All activities/packages of components 2 and 4 have been implementing and almost of them finished, only 2 activities will finish in May 2020. See PIR 2018 and 2019 (at section C, outcome 3, 4, 7 and 8) History | |
| 2.5 Monitoring
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
Project Management Unit and MONRE | 2019/12 | Completed | Monitoring is regularly conducted by the Project Manager within the PMU. Project progress is reported regularly to MONRE/UNDP quarterly. See PIR 2018 and 2019 (section Ratings and Overall Assessments) that have been uploaded under Key Action 2.4 History |
3. Recommendation:
Recommendation 3a: UNDP and the National Implementing Partners should improve the adaptive project management mechanism for project implementation using the flexibility provisions in HPPMG such as timely delegation of national procurement to UNDP
Management Response: [Added: 2018/08/23]
Agree with recommendation 3a of MTR: The project management mechanism for project implementation has been improving by applying the flexibility provisions set out in HPPMG
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3a.1 Send a package No.6 to UNDP to do bidding process
[Added: 2018/08/23] |
Project Management Unit and UNDP | 2018/03 | Completed | ||
| 3a.2 Send 2 package No.7 and No. 20 to UNDP to do bidding process
[Added: 2018/08/23] [Last Updated: 2018/09/24] |
Project Management Unit and UNDP | 2018/09 | Completed | History | |
| 3a.3 The AWP has been formulated in a way that the activities can be implemented either by PMU or UNDP so the progress can be accelerated when necessary
[Added: 2018/08/23] [Last Updated: 2018/12/03] |
Project Management Unit and UNDP | 2018/11 | Completed | The AWP has been developed with activities clearly designated to UNDP or PMU as the implementing partner. History |
4. Recommendation:
Recommendation 3b: PMU should consider establishment of a roster of qualified national consultants in the technical areas related to POPs/PTS and proactively notify the consultants on the roster about published tenders in for procurement of advisory services in relevant areas of expertise
Management Response: [Added: 2018/08/23]
Agree with recommendation 3b of MTR: Most of qualified experts on POPs/PTS in Viet Nam have been mobilised as consultants for the project, they will be also mobilised for peer review and consultation for project’s deliverables. They will be notified of any new consultancy posts of the project.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3b.1 Proactive participation and contribution of qualified national experts to project activities
[Added: 2018/08/23] [Last Updated: 2018/09/24] |
Project Management Unit | 2018/09 | Completed | History |
5. Recommendation:
Recommendation 4: UNDP and the National Implementing Partners should consider revision of the PSC Terms of Reference to better define its role and functions for the project. The revised TOR could include e.g. stipulation of quorum for PSC decisions, possibility of one additional meeting per year as well as alternative for decision making on urgent implementation issues by e-mail communication of the PSC members.
Management Response: [Added: 2018/08/23]
Agree with recommendation 4 of MTR: The role and functions of PSC and its members have been clearly mentioned in the Decision of establishment and operational mechanism of PSC (similar to TOR). The communication among PSC members with regard to the project have been through written correspondence and different channels. The PSC meeting is for endorsement of project annual work plans and M&E reports and overall guidance for project implementation during the year. Based on PSC’s decisions, the IP and co-IPs are in-charge of the implementation and progress. Two PSC meetings per year are necessary for its mandate. Due to project’s delay, the Chairman of the PSC has recently conducted more meetings with PMUs to orientate and to address project issues.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 4.1 Call for the second PSC meeting of this year.
[Added: 2018/08/23] [Last Updated: 2018/12/04] |
UNDP and MONRE | 2018/12 | Completed | The second Project Steering Committee meeting was organised on 28 August 2018 History | |
| 4.2 Regular meeting with the PSC Chairman
[Added: 2018/08/23] [Last Updated: 2018/12/04] |
MONRE | 2018/12 | Completed | 1 meeting with Minister of Natural Resources and Environment (4/5), 1 meeting with PSC Chairman (18/6), and discussions at GEF side event in June 2018 History |
6. Recommendation:
Recommendation 5: The lead National Implementing Agency (MONRE) should streamline and simplify the approval mechanism of project-related decisions in order to avoid delays in project implementation
Management Response: [Added: 2018/08/23]
Agree with recommendation 5 of MTR: In the meeting with representative of UNDP on 18 of June 2018, Vice – Minister of MONRE committed that MONRE will direct its relevant departments support to speed up the project. However, the project still needs to compliance with the Vietnamese current law and the regulation in HPPMG
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1 Send the progress project report and the request to support on the bidding process and the project extend to relevant departments
[Added: 2018/08/23] |
Project Management Unit and PMU | 2018/08 | Completed |
7. Recommendation:
Recommendation 6: PMU should prepare AWPs and Annual Procurement Plans in parallel so that both plans can be submitted the PSC meeting at the beginning of the calendar year.
Management Response: [Added: 2018/08/23]
Agree with recommendation 6 of MTR: However, it is no annual work plan anymore, we will apply for the other future project.
Key Actions:
8. Recommendation:
Recommendation 7: The PMU should ensure that AWPs contain a monitoring component in terms of status of progress to the end of project targets in order to improve operational monitoring of the project progress.
Management Response: [Added: 2018/08/23]
Don’t agree with recommendation 7 of MTR: AWPs follow the format in HPPMG and Decree No. 16/2016/ND-CP on management and use of official development assistance and concessional loans granted by foreign sponsors. The monitoring component already in the first column of HPPMG’s format.
Besides AWP, there are regular meetings between UNDP CO PO and PMU to discuss about status of project progress and also quarterly plans and reports to monitor and take actions when required.
Key Actions:
9. Recommendation:
Recommendation 8: PMU should actively manage the risk of insufficient co-financing by periodical updates of information on actually provided co-financing for the project according to the Project Document by MONRE/DONRE, MOIT and bilateral funding
Management Response: [Added: 2018/08/23]
Agree with recommendation 8 of MTR: PMU already updated information on co-financing for the project from MONRE, MOIT and bilateral funding. We will continue to update co-financing status every 6 months. If co-financing from other partners (including MOIT, DONRES, bilateral funding) is insufficient, MONRE and the PSC will make decision to find new co-financing resources as committed.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 8.1 Update information on actually provided co-financing for the project from MONRE, MOIT and bilateral funding
[Added: 2018/08/23] |
Project Management Unit | 2018/06 | Completed | ||
| 8.2 Update information on actually provided co-financing for the project from DONREs
[Added: 2018/08/23] [Last Updated: 2018/12/04] |
Project Management Unit | 2018/12 | Completed | History | |
| 8.3 Continue update information on co-financing for the project from MONRE, DONRE, MOIT and bilateral funding
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
Project Management Unit | 2019/12 | Completed | The information was first updated in MTR report in May 2018 and continue updated in annual report in 2018 for PSC meeting in January 2019 for the data of co-finance in 2018 The project will finish by mid2020, therefore the PMU is now working with other stakeholders (MONRE, MOIT, DONREs, enterprises….) to synthesize, and will be completed at the close of the project, from now until June. See project report for period from 2016 to 2018, which is report to PSC in the PSC meeting 2019 (see section 6.1) History | |
| 8.4 MONRE & PSC action and decision if needed
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
Project Management Unit | 2019/12 | Completed | The co-financing issue has been discussed in PSC meeting as mentioned in Project annual reports in 2018. This will be also an important topic in 2019 PSC meeting as the Project come to closure by mid 2019. Detailed in the attached file: Agenda for PSC meeting 2018 and 2019 (signed). History |
10. Recommendation:
Recommendation 9: The project implementing partners should consider reorganization of outputs under the project Component 2 to achieve better internal consistency of the project logframe as follows:
Output 2.1.2 related to the laboratory monitoring capacity is moved under Outcome 2.2. Output 2.2.3 related to POPs/PTS reporting is moved under Outcome 2.1.
Management Response: [Added: 2018/08/23]
Not totally agree with recommendation 9 of MTR:
Output 2.1.2 on “Inventory of ambient environment and receptor monitoring capability including a gap analysis identifying where strengthening is required” with activities related to inventory/assessment thus support for Outcome 2.1 on “National institutions provide comprehensive and coordinated ambient environment and receptor POPs /PTS monitoring”
Output 2.2.3 on “POPs/PTS database developed at provincial level and PRTR reporting system operational and linked to the POPs tracking tool and data submitted to Convention Secretariat” with some activities to support provincial level to collect data on POPs/PTS from that to strengthen capacity of laboratory thus support for Outcome 2.2 on “National network of certified/ accredited POPs/PTS laboratory is established that support monitor of ambient environment and receptors”
Output 2.2.3 also can support for outcome 2.1. We can move output 2.2.3 to outcome 2.1, but it takes time to get approval from all level of MONRE and UNDP/GEF and it is not necessary
The outcomes, outputs and activities have been carefully considered by all stakeholders before finalization of the Project Document and work plans to ensure its logical orders. The revision of any of these at this stage is unnecessary and will lead to further delay of the project and the revision will take 3-4 months.
Key Actions:
11. Recommendation:
Recommendation 10: UNDP together with the National Implementing Partners should revise and update the out-dated time lines and/or reformulate targets for clarity if necessary.
Management Response: [Added: 2018/08/23]
Agree with recommendation 10 of MTR: We will update the time lines in the revised plan (see the draft revised plan in attached file)
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 10.1 Update the time lines
[Added: 2018/08/23] [Last Updated: 2018/09/24] |
UNDP and MONRE | 2018/09 | Completed | History |
12. Recommendation:
Recommendation 11: MONRE should improve coordination of the national POPs/PTS monitoring capacities in order to achieve more efficient and effective use of previous development assistance results in the field of POPs/PTs monitoring.
Management Response: [Added: 2018/08/23]
Agree with recommendation 11 of MTR: The project has one activity to collect information on existing capacities for POPs/PTS monitoring then VEA/MONRE will update yearly
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 11.1 Collect information on existing capacities for POPs/PTS monitoring
[Added: 2018/08/23] [Last Updated: 2018/09/24] |
MONRE | 2018/09 | Completed | History | |
| 11.2 Update information on existing capacities for POPs/PTS monitoring yearly
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
MONRE | 2019/12 | Completed | The information on existing capacities for POPs/PTS monitoring was collected and submitted to VEA/MONRE in August 2018. VEA/MONRE assigned Department of Environmental Quality Management continuous update yearly. See attached report on current status of POPs, PTS monitoring and POPs, PTS monitoring data in Vietnam. History |
13. Recommendation:
Recommendation 12a: The PMU should give provincial stakeholders such as DONREs a more active role in implementation of some project outputs, such as output 2.2.2 on training on POPs/PTS monitoring and reporting, and output 3.2.3 on public awareness raising about contaminated sites and POPs stockpiles.
Management Response: [Added: 2018/08/23]
Not totally agree with recommendation 12a of MTR:
We already collaborated with DONREs to implement some activities such as with DONRE Nghe An to finalize the provincial plan for environmental management of POP pesticides contaminated sites in Nghe An province, etc. or with Binh Duong to develop TOR of activities “Develop a POPs/PTS database and PRTR reporting system in Binh Duong province”, etc. With regard to output 2.2.2 on training on POPs/PTS monitoring and reporting, the target of this training is laboratory staff from different provinces. Therefore, one DONRE does not have enough capacity to conduct such technical training and is not in a good position to engage the active participation of other DONREs Depending on nature of each activity, DONREs will be appropriately mobilised to provide their support and collaboration for the project. DONRE is under technical supervision on MONRE on natural resources and environment so the cooperation and engagement between MONRE and DONRE is very close.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 12a.1 Send TOR of related activities for DONREs for comment
[Added: 2018/08/23] |
PMU | 2018/06 | Completed | ||
| 12a.2 Collaborate with DONREs to implement the project activities
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
Project Management Unit, DONREs | 2019/12 | Completed | Project supported Nghe An DONREs to submitted and got approval from Nghe An PPC about provincial plan for environmental management of POP pesticides contaminated sites. File attached: Decision No. 142/KH-UBND dated 14th March 2019 signed by Nghe An Provincial People’s Committee. In the South, PMU collaborated with DONRE Binh Duong to do inventory of a POPs/PTS in industrial sources in Binh Duong province, Develop POPs/PTS database and PRTR reporting system in Binh Duong province, Pilot PRTR at Binh Duong province; and develop the Provincial Environmental Management Plan in Binh Duong; with two laboratories, one in Hai Duong under DoNRE Hai Duong and the other in Can Tho under MoNRE in the Southern Province to do gap analysis, strength capacity and get international accreditation on POPs/PTS. PRTR software was integrated in website of DONRE Binh Duong. The Provincial Environmental Management Plan in Binh Duong attached in the document No. 6029/STNMT-CCBVMT dated 12th December 2019 signed by Binh Duong DONRE. History |
14. Recommendation:
Recommendation 12b: Specifically, DONREs in the five provinces selected for work on POPs/PTS contaminated sites should identify provincial laboratories and in cooperation with MONRE support them to obtain national certification for POPs/PTS analyses.
Management Response: [Added: 2018/08/23]
Agree with recommendation 12b of MTR: We will work with DONREs in the five provinces selected to identify provincial laboratories and in cooperation with MONRE support them to obtain national certification for POPs/PTS analyses.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 12b.1 Select five provinces/5 laboratories
[Added: 2018/08/23] [Last Updated: 2018/12/04] |
MONRE, DONREs | 2018/12 | Completed | History | |
| 12b.2 Strengthening 5 laboratories to obtain national certification for POPs/PTS analyses
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
MONRE, DONREs | 2019/12 | Completed | 15 laboratories under MONRE/DONREs have been built capacity on POPs/PTR analyses and two of them were selected to get more support: one in Hai Duong under DoNRE Hai Duong and the other in Can Tho under MONRE in the Southern Province have been submitted the documents to get international accreditation on POPs/PTS History |
15. Recommendation:
Recommendation 13: PMU should ensure that trainings for representatives of the provincial governments include components explaining need for data collection on number of beneficiaries as well as gender-sensitive data as well as information on socio-economic marginalized groups-related data.
Management Response: [Added: 2018/08/23]
Agree with recommendation 13 of MTR:
We will remind during the trainings at provincial level the need for collecting data information on the number of affected beneficiaries as well as ethnic and gender sensitive data
We already designed the form to collect the list of participants with column on gender. A short and simple questionnaire with 10-12 questions will be designed and used before and after the training to collect age and gender information as well as to assess the training’s outcome and effectiveness.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 13.1 Conduct trainings at provincial level
[Added: 2018/08/23] [Last Updated: 2019/05/03] |
Project Management Unit | 2019/03 | Completed | Training has been done. History |
16. Recommendation:
Recommendation 14: Senior management of the National Implementing Partners should provide support to the project by providing necessary resources including their active engagement with the project implementing teams on important events such as project mid-term and terminal evaluations.
Management Response: [Added: 2018/08/23]
Agree with recommendation 14 of MTR: MONRE and MOIT senior management are aware that an active engagement in mid-term and terminal evaluation is vital to the success of the project
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 14.1 Including project support activities in the weekly work plan of senior management of PMU
[Added: 2018/08/23] [Last Updated: 2020/01/09] |
MONRE, MOIT | 2019/12 | Completed | VEA 2019 workplan and EQDM 2019-2020 workplan shows its operation related to management of contaminated sites, monitoring of POP/PTS. In order to implement the VEA 2019 workplan, VEA and its bodies organize monthly and weekly meeting. History |