Community of Practice on Management for Development Results (CoP-MfDR)

2008 Annual Meeting

VIETNAM'S EXPERIENCES ON MfDR

11-14 November – Colombo, Srilanka

CONTENTS

II. ODA NATIONAL M&E SYSTEM

I. MANAGEMENT FOR DEVELOPMENT RESUTS

PART I. MANAGEMENT FOR DEVELOPMENT RESULTS

CONNECTIVITY FOR MfDR

Better Development

Key Elements for MfDR

Leadership and political will.

Accountable to development results.

Participation of development actors, including CoPs.

Capacity of the country.

Application of MfDR in Vietnam

Vietnam adopted the results-based management system in 2002 through its results-based monitoring and evaluation (M&E) of Comprehensive Poverty Reduction and Growth Strategy (CPRGS).With good example of CPRGS, in 2004 Vietnam decided to apply best practice principles in MfDR to formulate its SEDP 2006-2010. In spotlight of PD and HCS, the donor community in Vietnam is committed to align to SEDP at national, provincial and sectoral levels and make joint efforts with the Government in MfDR.Strengthening the national systems (planning, budgeting, monitoring and evaluation with support from statistics, etc.) to serve the demand of MfDR has received very special attention from the Government.

Planning and Budgeting

Ministry of Agriculture and Rural Development (MARD), Ministry of Natural Resources and Environment and (MONRE) used logframe as management tool for their 5-year sectoral development plan. Thua Thien Hue province produced a Handbook on Strategic Planning and Results-based Management for guiding their agencies in planning and budgeting the provincial development.

SEDP Monitoring and Evaluation

MPI introduced the results-based M&E framework on Implementation of SEDP 2006 - 2010 and the Guidelines to the line ministries and provinces to conduct their periodical reviews based on this framework. Mid-term review of SEDP 2006-2010 has been conducted based on this M&E framework.The M&E results will support the Government in their decision making and in improving the way of formulating SEDP 2011-2015.

MfDR for ODA Resources

Developing ODA Strategic Framework 2006-2010 and its Implementation Plan to support SEDP 2006-2010.

Establishing the national ODA M&E system with a clear vision and road map set out in the ODA Monitoring and Evaluation Framework 2006-2010.

Planning to set up Vietnam Evaluation Society (VES) in 2009

How to bring MfDR agenda forward?

1. Continue to make change in mindset of the leaders and senior managers (MfDR culture with evidence-based decision -making).

2. Further develop capacity at the sub-national level (planning, budgeting, result-based management, M&E).

3. Broaden the national network of aid effectiveness to MfDR with engagement of CoPs (especially MfDR-related professional organizations such as Vietnam Statistic Association).

PART II. ODA NATIONAL M&E SYSTEM

M&E for MfDR

Better Development

NATIONAL ODA MANAGEMENT SYSTEM

ODA STATE MANAGEMENT AGENCIES (MPI, MOF, MOFA, MOJ, OOG)

LINE AGENCIES (LINE MINISTRIES, PROVINCIES, etc.)

PRIME MINISTER

PROJECT OWNER

PROJECT MANAGEMENT UNIT

3 Pillars in ODA M&E System Development

1. Institutional framework:a) Strategic M&E Framework for ODA b) Decree, Circulars, Decision

2. Capacity development:a) M&E Manual (methodologies, techniques and

tools).b) Training workshops.c) Development of M&E champion.

3. IT development: Integrated IT tools for national ODA monitoring

system

NATIONAL ODA MONITORING SYSTEM

•Aligned Monitoring framework•Definitions and procedures to support framework•Aligned Monitoring Tool (AMT)•Methods and tools in Manual progress monitoring•National M&E Manual and Website

•Aligned Monitoring Tool (AMT)•Portfolio Monitoring Tool (PMT)•Sectoral benchmarking indicators - progress•Portfolio and contract review tools•National M&E Manual and Website

•ODA-MIS•Aligned Monitoring Tool (AMT)•National benchmarking indicators – process•Sectoral benchmarking indicators - progress•Portfolio Monitoring Tool (PMT)•Portfolio and contract review tools•National M&E Manual and Website•National M&E Resource Centre

NationalAgencies

Quarterly Portfolio

PMT

PMU

LineAgency

Donor DonorLine

AgencyLine

Agency

PMU PMUPMU PMU PMU PMUPMU

Quarterly Portfolio

PMT

Feedback & Benchmarkin

g

Feedback & Benchmarkin

g

Quarterly Progress AMT

through Project Owner

Quarterly Progress AMT

through Project Owner

GSO

Prime Minister&

National Assembly

ALIGNED MONITORING TOOL (AMT) AT PROJECT OWNER/PMU LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

ALIGNED MONITORING TOOL (AMT) AT PROJECT OWNER/PMU LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

MEASURING EFFICIENCY AND EFFECTIVENESS

Overall Goal

Purpose& actual

outcomes

Outputs

Activities

Inputs

Stakeholder needs & desired outcomes

Efficiency

Effectiveness

Impact& Relevance

Sustainability

To measure effectiveness we need data on: Outputs and Outcomes

To measure efficiency we need data on:

Inputs and Outputs

Disbursement data is an input measure.

By itself it tells us very little.

It is what the inputs result in that is important!

MONITOR 3 TYPES OF CHANGE

Disbursement Variance between actual and planned rate

of disbursement

Process Variance between actual and planned time

taken to complete required processes for bidding, contract implementation, resettlement and environmental management

Performance Variance between actual and planned

implementation of activities and achievement of outputs

PORTFOLIO MONITORING TOOL (PMT) AT LINE AGENCY LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

PORTFOLIO MONITORING TOOL (PMT) AT LINE AGENCY LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

DATA AVAILABLE FROM PMT

Disbursement Rate Achievement Rate Bid Start Delay Bidding Efficiency Contract Performance Indicator Contract Completion Delay Resettlement Approval Delay Resettlement Planning Efficiency Resettlement Implementation

Efficiency Resettlement Handover Delay Environment Plan Approval Delay Environment Planning Efficiency Environment Implementation

Delay

RATING PROJECTS WITH AMT DATA

Disbursement Overall RatingContract PerformanceResettlement HandoverBidding EfficiencyBidding Delay

R

U

S

G

Dis

burs

emen

t

R

U

S

G

Bidd

ing

Effic

ienc

y

R

U

S

G

Bidd

ing

Del

ay

R

U

S

G

Bidd

ing

Del

ay

R

U

S

G

Bidd

ing

Effic

ienc

y

R

U

S

G

Res

ettle

men

tH

ando

ver

R

U

S

G

Res

ettle

men

tH

ando

ver

R

U

S

G

Res

ettle

men

tH

ando

ver

R

U

S

G

Con

tract

Perfo

rman

ce

R

U

S

G

Con

tract

Perfo

rman

ce

R

U

S

G

Con

tract

Perfo

rman

ce

R

U

S

G

Con

tract

Perfo

rman

ce

G

Good

Unsatisfactory

Satisfactory

U

S

At Risk

R

RATING PROJECTS USING PMT

RATING PROJECTS USING PMT

NATIONAL MONITORING TOOL (NMT) AT MPI/MOF LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

NATIONAL MONITORING TOOL (NMT) AT MPI/MOF LEVEL

Project Owner/PMU

Donor

MPI/MOF

Line Agency

AMT

AMTAMT

PMT

Feedback

NMT

Feedback

Feedback

NATIONAL MONITORING TOOL (NMT)

Similar to the PMT but receives the AMT from all projects

It includes charts and indicators that are specific to national-level monitoring

Includes reports that are required by the Prime Minister

NMT DEMONSTRATION

THANK YOU FOR YOUR ATTENTION