The proposed TA is consistent with the CPS 2012-2015. It supports the Government's ODA management reform and action plan for improving performance of ODA-financed programs/projects which will contribute to enhancing economic efficiency, the first pillar of CPS. The proposed TA will serve as one of the direct measures to accomplish the CPS priority to improve project design and implementation. It supports ADB''s collaboration with the government and the 6 Banks group (ADB, World Bank, JICA, KfW, AFD and KEXIM Bank) in helping professionalize the PMUs.
|Project Name||Capacity Building for Project Management Unit Professionalization|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Environmentally sustainable growth
Inclusive economic growth
|Drivers of Change||Gender Equity and Mainstreaming
Governance and capacity development
|Sector / Subsector||
Public sector management / Public administration
|Gender Equity and Mainstreaming||Effective gender mainstreaming|
|Description||The proposed TA is consistent with the CPS 2012-2015. It supports the Government's ODA management reform and action plan for improving performance of ODA-financed programs/projects which will contribute to enhancing economic efficiency, the first pillar of CPS. The proposed TA will serve as one of the direct measures to accomplish the CPS priority to improve project design and implementation. It supports ADB''s collaboration with the government and the 6 Banks group (ADB, World Bank, JICA, KfW, AFD and KEXIM Bank) in helping professionalize the PMUs.|
|Project Rationale and Linkage to Country/Regional Strategy||
Development projects in Viet Nam are implemented through project management units (PMUs). The main challenge to improve effectiveness in these projects is the weak capacity of EA/PMU staff, particularly at the provincial levels. A study conducted in 2012 estimates that there are currently well over thousand province and city level project management units (PPMUs) in the local government system in Viet Nam. Many PPMUs face difficulties in recruiting and retaining sufficient well-qualified and competent mid-level managers and technical specialists in the core functions' of project management (procurement, contract management, social and environmental safeguards, project financial management and M&E). Moreover, capacity built in PMUs normally dissipates when the project ends due to lack of institutional responsibility within PMUs and PPMUs to handle such core functions'. Approaches and standards across development projects, especially those covering wide geographical areas and multiple provinces, tend to be fragmented, inefficient and uneven. These weaknesses and challenges often affect project readiness, and result in delays in project processing and approval.
These increase the risk of mis-procurement, and non-compliance with safeguards and financial management requirements of donors, which in turn impact on project implementation and effectiveness. Likewise, inadequate analysis of gender-issues and gender mainstreaming measures result in missed opportunities for reducing gender disparities and support the empowerment of women. Stakeholder participation strengthens project design, relevance and sustainability.
During project preparation, project-specific assessment of institutional capacity, policy environment and risks related to cross-cutting issues like procurement, contract management, financial management, safeguards, civil society participation, and gender is usually insufficient and limited to the EA/central project level. Provincial units that play a crucial role in project implementation, including safeguards, procurement and monitoring are usually not sufficiently covered in the analysis. Furthermore, the assessment does not build on previous assessments due to lack of mechanism to institutionalize knowledge gained from completed and on-going projects.
The weak capacity of PMUs, particularly in disadvantaged or lagging behind provinces, is of a serious concern to ODA management, and also to public investment planning and implementation in general, and hence requires urgent remedial measures. Key to addressing these challenges is to augment their basic project management skills by available resources in the immediate-term, and to strengthen and maintain their in-house capacity in the long-run through professionalization of the PMUs, which includes improving regulatory/institutional environment, standardizing/harmonizing procedures, and staff capacity development.
On 23 April 2013, the Prime Minister issued Decree 38/2013/ND-CP on the Management and Utilization of ODA and Concessional Loans, and on 25 July 2014, approved the 2014-2015 action plan to improve the performance of Official Development Assistance (ODA) programs and projects. The TA will complement the implementation of this action plan.
|Impact||Improved effectiveness in preparing and implementing ODA-financed projects in Viet Nam|
|Description of Outcome||Improved professionalization of provincial level PMUs in target sectors and provinces|
|Progress Toward Outcome||The project''s follow-up survey on 2017 capacity building program for targeted provinces including: Dak Lak, Dak Nong, Gia Lai, Kon Tum, Binh Phuoc, Bac Kan, Cao Bang, Ha Giang, Lang Son, Nghe An, Ha Tinh, Quang Binh and Quang Tri provinces conducted. The overall responses received from this survey was extremely positive. Strong requests were made to continue delivering high quality training sessions. Results of this survey is the basis to develop an efficient capacity building program for PPMUs of these provinces in 2018.|
|Description of Project Outputs||
1. Project design and readiness of ODA-funded projects in the target provinces enhanced
2. Province-level PMU institutional arrangement and procedures in core project management functions (i.e. procurement, contract management, financial management, safeguards, stakeholder engagement, gender) improved
3. Provincial level PMU staff skills on core project management functions developed and sustained
4. Knowledge on province-level PMU professionalization assessments and experience shared.
|Status of Implementation Progress (Outputs, Activities, and Issues)||
12 consultants have been mobilized to assist PMUs and PPMUs during their project implementation. These consultants have provided active and timely supports to PMUs and PPMUs in areas including: procurement, social and safeguards issues, disbursement and project implementation and management.
7 coaching workshops and an Experiences Sharing Workshop for PPMUs of targeted provinces organized in 2017. 356 PPMU staff attended these WSs. Coaching WSs focused on implementation of advance actions and project management such as: procurement, disbursement, gender, environment, resettlement and financial management. Both 2016 and 2017's capacity building programs have been assessed highly efficiently and most relevant to their projects' activities.
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||The Six Banks group is the primary mechanism for coordination and policy dialogue in Vietnam. ADB and JICA are working closely together at the country level to improve performance of jointly-financed projects. This includes the biennial joint policy and capacity building activity managed by the Six Banks Group (of which ADB and JICA are members) and joint sector portfolio reviews . The proposed TA is conceptualized based on the ongoing collaboration among the 6 Banks. Likewise, its implementation will be closely coordinated with a joint working group composed of representatives from the 6 Banks. In drafting this TA, consultations were made with the JICA office in Hanoi and the Japanese Embassy for inputs. Meetings were also held with MPI representatives on the TA design.|
|During Project Implementation||
MPI is the Executing Agency (EA) who coordinates with the participating provinces. They will also nominate the trainers to be trained under the CDTA based on an agreed selection criteria. The CDTA has a multi-sector focus. It involves two or more ministries, several provinces, cities and other key stakeholders (including development partners through the Six Banks Group ).
The TA will be implemented over 20 months, from August 2015 to May 2017. Technical supervision will be provided by VRM staff with expertise on procurement, safeguards, social development and gender to specific TA consultants to ensure quality of TA outputs and alignment with ADB policies.
The TA activities and outputs will be monitored and evaluated during the mid-term and final review missions. TA implementation progress will be reviewed on a quarterly basis through meetings with key partners and DPs (particularly from the 6 Banks Group). Results from the semi-annual surveys and focused-discussions with the target provincial level PMUs by the consulting team will also be used to obtain feedback on the TA progress. TA outputs will be fed into the 6 Banks Group for necessary joint action.
Good practices and lessons will be disseminated through a stakeholders-forum to be organized following the mid-term and final review missions. Brochures will be developed and disseminated to present key lessons and case studies. Case studies and lessons will also be uploaded in the website for general public disclosure. Outreach and orientation sessions will be organized with other provinces for possible replication of the experience from the pilot provinces.
|Consulting Services||It will engage approximately 244 person-months of consulting services (15.5 person-months of international consultants and 228.5 person-months of national consultants). The international consultants will comprise a capacity development specialist, an infrastructure and contracts specialist, and ad hoc international consultants. The national consultants will comprise a coordinator and institutional capacity development specialist, environment and climate change specialists, social safeguards specialists, social development and gender specialists, infrastructure and contracts specialists, a financial management specialist, a stakeholder consultation specialist, a PMU professionalization outreach and liaison specialist, and ad hoc consultants. The ad hoc national consultants will be engaged as resource persons on specific topics and review training modules and tool kits prepared under the TA.|
|Procurement||Procurement, if any, shall follow ADB's Procurement Guidelines (2013 as amended from time to time). Shopping method will be applied to get at least three quotations for workshops/seminars/training events.|
|Responsible ADB Officer||Do, Hoang Nhat|
|Responsible ADB Department||Southeast Asia Department|
|Responsible ADB Division||Viet Nam Resident Mission|
|Concept Clearance||07 Nov 2014|
|Fact Finding||05 Jan 2015 to 22 Jan 2015|
|Approval||22 May 2015|
|Last Review Mission||-|
|Last PDS Update||30 Mar 2018|
|Approval||Signing Date||Effectivity Date||Closing|
|22 May 2015||25 Aug 2015||25 Aug 2015||31 May 2017||31 May 2018||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|0.00||1,500,000.00||100,000.00||0.00||0.00||0.00||1,600,000.00||22 May 2015||1,000,647.19|
Project Data Sheets (PDS) contain summary information on the project or program. Because the PDS is a work in progress, some information may not be included in its initial version but will be added as it becomes available. Information about proposed projects is tentative and indicative.
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|Title||Document Type||Document Date|
|Capacity Building for Project Management Unit Professionalization: Technical Assistance Report||Technical Assistance Reports||May 2015|
|Capacity Building for Project Management Unit Professionalization: Technical Assistance Completion Report||TA Completion Reports||May 2019|
Safeguard Documents See also: Safeguards
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Evaluation Documents See also: Independent Evaluation
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