Điều ước quốc tế 10/2015/TB-LPQT thông báo hiệu lực của Thư trao đổi sửa đổi lần 1 Thỏa thuận giữa Việt Nam và Thụy Sỹ về Dự án "Thiết lập hệ thống giám sát và đánh giá phục vụ công tác quản lý ngành Nông nghiệp và Phát triển nông thôn giai đoạn 2"

THÔNG BÁO

VỀ VIỆC ĐIỀU ƯỚC QUỐC TẾ CÓ HIỆU LỰC

Thực hiện quy định tại khoản 3 Điều 47 của Luật Ký kết, gia nhập và thực hiện điều ước quốc tế năm 2005, Bộ Ngoại giao trân trọng thông báo:

Thư trao đổi sửa đổi lần 1 Thỏa thuận giữa Chính phủ nước Cộng hòa xã hội chủ nghĩa Việt Nam và Chính phủ Thụy Sỹ về Dự án "Thiết lập hệ thống giám sát và đánh giá phục vụ công tác quản lý ngành Nông nghiệp và Phát triển nông thôn giai đoạn 2" ký tại Hà Nội ngày 29 tháng 01 năm 2015, có hiệu lực kể từ ngày 29 tháng 01 năm 2015.

Bộ Ngoại giao trân trọng gửi Bản sao Hiệp định theo quy định tại Điều 68 của Luật nêu trên./.

H.E. Cao Duc Phat
Minister
Ministry of Agriculture
and Rural Development
2 Ngoc Ha Str., Ba Dinh, Ha Noi
Viet Nam

Reference
Your reference/Our reference: 852-1(14).02/NGUTH-WAY
Hanoi, 15 December 2014

Subject: Letter of Exchange as First Amendment to the Project Agreement between the Government of Switzerland and the Government of the Socialist Republic of Viet Nam on Project "Monitoring and Evaluation for Management of the Agriculture and Rural Development Sector”(MESMARD-2), phase 2 (01 March 2010 - 28 February 2015) signed on 29 March 2010

Deaf Minister Cao Duc Phat,

The project “Monitoring and Evaluation for Management of the Agriculture and Rural Development Sector, phase 2“ (MESMARD-2) initiated in 2010 has so far made significant achievements in improving the results-based planning process and monitoring and evaluation system for the Ministry of Agriculture and Rural Development (MARD) as confirmed by the Mid-term Review of the Project in 2012.

We refer to the Letter dated 27 November 2014 and Project Document MESMARD-2 Extended developed and submitted to the Swiss Cooperation Office for Viet Nam by MARD (as enclosed) asking for the ten-month cost extension of MESMARD-2 based on the Project Agreement between the Government of Switzerland and the Government of the Socialist Republic of Vietnam on the MESMARD-2 signed on 29 March 2010 (hereinafter: Project Agreement). We are pleased to confirm our approval for the additional budget of USD 440’122 by the Government of Switzerland for the extended period from 01 March 2015 to 31 December 2015, which makes the total Swiss contribution of USD 3’115'357 to MESMARD-2. The cost extension will enable the achievements of MESMARD-2 to be fully mainstreamed and leave a sustainable impact in the next five-year plans 2016-2020 as well as to consolidate and sustainably entrench result-based planning, monitoring and evaluation capacity in MARD and in the two pilot provines.

Reference

Considering the Article 13.2 of the mentioned Project Agreement, we have the pleasure to propose for your approval the subsequent adaptation and amendment of the Project Agreement and its Annexes as follows:

H.E. Cao Duc Phat
Minister
Ministry of Agriculture
and Rural Development
2 Ngoc Ha Str., Ba Dinh, Ha Noi
Viet Nam

Reference
Your reference/Our reference: 852-1(14).02/NGUTH-WAY Hanoi, 15 December 2014

Subject: Letter of Exchange as First Amendment to the Project Agreement between the Government of Switzerland and the Government of the Socialist Republic of Viet Nam on Project "Monitoring and Evaluation for Management of the Agriculture and Rural Development Sector”(MESMARD-2), phase 2 (01 March 2010 - 28 February 2015) signed on 29 March 2010

Deaf Minister Cao Duc Phat,

The project “Monitoring and Evaluation for Management of the Agriculture and Rural Development Sector, phase 2“ (MESMARD-2) initiated in 2010 has so far made significant achievements in improving the results-based planning process and monitoring and evaluation system for the Ministry of Agriculture and Rural Development (MARD) as confirmed by the Mid-term Review of the Project in 2012.

We refer to the Letter dated 27 November 2014 and Project Document MESMARD-2 Extended developed and submitted to the Swiss Cooperation Office for Viet Nam by MARD (as enclosed) asking for the ten-month cost extension of MESMARD-2 based on the Project Agreement between the Government of Switzerland and the Government of the Socialist Republic of Vietnam on the MESMARD-2 signed on 29 March 2010 (hereinafter: Project Agreement). We are pleased to confirm our approval for the additional budget of USD 440’122 by the Government of Switzerland for the extended period from 01 March 2015 to 31 December 2015, which makes the total Swiss contribution of USD 3’115'357 to MESMARD-2. The cost extension will enable the achievements of MESMARD-2 to be fully mainstreamed and leave a sustainable impact in the next five-year plans 2016-2020 as well as to consolidate and sustainably entrench result-based planning, monitoring and evaluation capacity in MARD and in the two pilot provines.

Reference

Considering the Article 13.2 of the mentioned Project Agreement, we have the pleasure to propose for your approval the subsequent adaptation and amendment of the Project Agreement and its Annexes as follows:

1. The paragraph 2 of Article 2 is added as follow

ARTICLE 2 SPECIFIC OBJECTIVES

2.2 The Supplementary outputs and activities to be undertaken for the extension period are given in the Project Document MESMARD-2 extended (Annex 6) which form the Integral parts of this Agreement.

2. The paragraph 1 and 2 of Article 4 are amended as follows:

ARTICLE 4 CONTRIBUTIONS

4.1 The Swiss Government shall commit funds in form of a non-reimbursable grant up to a maximum of USD 3’115’357 (three million one hundred and fifteen thousand, three hundred and fifty seven United States dollars) in accordance with the description of the project and budget in the Project Document MESMARD-2 and the Project Document MESMARD-2 extended (Annex 6). The budget allocation will be as follows:

4.2 The Government of Viet Nam shall contribute an amount of USD 817’628 (eight hundred and seventeen thousand, six hundred and twenty eight United States dollar) to cover for the basic salary for staff at different levels, infrastructure, electricity, water, tax reduction and other activities as indicated in the Project Document MESMARD-2 and the Project Document MESMARD-2 extended (Annex 6).

3. The paragraph 1 and 2 of Article 6 are amended as follows:

ARTICLE 6 RELEASE OR SWISS FUNDS

6.1 The Contribution from the Swiss Government up to a maximum of USD 3’115’357 (three million, one hundred and fifteen thousand, three hundred and fifty seven United States dollars) will be transferred to the separate project bank account with details as follows:

Name of Beneficiary: Project of Monitoring and Evaluation in Support of Management in the Agricultural and Rural Development Sector - Department of Planning

Account Number: 1400206007499 (USD)

Name of Bank Vietnam Bank for Agricultural and Rural Development, Lang Ha branch

Address of Bank: 24 Lang Ha Street, Dong Da district, Hanoi, Viet Nam

Swift code: VBAAVNVX 402

6.2 Payment shall be made twice a year, based on the outcomes of the semi-annual meeting of the PSC as the following schedule:

6.2 Payments in March will be released upon the submission of Annual Progress Report and Financial Report of the previous year together with Annual Operational Plan and Budget Plan for current year which are approved by PSC.

Payments in September will be released upon the submission of Progress Reports and Financial Reports for the 1st six month of the current year and the Audit Report of the previous year.

The final payment will be released upon the submission of the Project Completion Report and the Final Audit Report of the whole project.

The remaining balance from the previous period shall be deducted from the following semi-annual payment.

4. The paragraph 1 and 3 of Article 13 are amended as follows:

ARTICLE 13 FINAL PROVISIONS

13.1 The present Agreement shall come into force upon signature and cover the period from 01.03.2010 until 31.12 2015. It shall remain valid until the fulfilment of all mutual obligations.

13.3 Annex 6: Project Document MESMARD-2 extended

All other Articles of the Project Agreement remain unchanged. The modification has no further implications on other aspects of the project implementation.

This Letter of Exchange and its annex (Letter dated 27 November 2014 and Project Document MESMARD-2 extended) constitute integral part of the amended Project Agreement and shall come into force on the date of your signature.

This Letter of Exchange is made in two original copies in English. Please confirm your agreement with the foregoing by signing the enclosed copy of this letter and returning it to us.

Sincerely yours,

13.3 Enclosure: Letter dated 27.11.2014 and Project Document MESMARD-2 extended

RECEIVED To WAY

27 NOV 2014

DATE

BỘ NÔNG NGHIỆP VÀ PHÁT TRIỂN NÔNG THÔN - VIỆT NAM

MINISTRY OF AGRICULTURE AND RURAL DEVELOPMENT OF S.R. VIETNAM (MARD)

Address: No. 2 Ngoc Ha St, Ba Dinh Dist., Hanoi - Vietnam Tel: (84-4)-38434682

Fax: (84-4) 37330752

13.3 for Vietnam (SDC/ SECO) Swiss Cooperation Office Ref: 350 /ICD-MARD

Add: 16/F Hanoi Central Office Building

44B Ly Thuong Kiet, Ha Noi

Tell: (84-4) 3 9346627 Fax: (84-4) 3 9346633

Dear Mr. Samuel Waelty

Subject: Request for approval of additional budget and extension period

for the project "Monitoring and Evaluation for Management of Agriculture and

Rural Development - Phase II" (MESMARD-2).

Firstly, on behalf of MARD, I would like to thank you and your organization for your kind support and cooperation. MARD highly appreciates significant achievements of "Monitoring and Evaluation for Management of Agriculture and Rural Development" (MESMARD) in improving the results-based planning process and monitoring and evaluation system for the Ministry of Agriculture and Rural Development (MARD). The ongoing MESMARD-2 (From 01" March 2010 - 28" February 2015) had achieved good results as assessed in the Mid-term Review Mission in 2012.

In order to enable these achievements to be fully mainstreamed and contributed their positive impacts in the next 5-year plan (2016-2020), especially, for consolidating sustainably result-based planning, monitoring and evaluation capacity in MARD and 2 pilot provinces, MARD developed a extended Project document for additional budget and 10 months extension from 1" March to 31" December 2015 as in the signed exchange letter between MARD and SDC. After many consultation rounds with relevant Government ministries, the Prime Minister approved our proposed adjustments in the extended project document of the second phase at the Decision No.1268/QD-TTg dated 29₩" July 2014.

Therefore, we would like to send the attached document herewith for your consideration and approval.

Finally, again I would like to thank you very much for your continued cooperation and support, and look forward to receiving your positive-response at your earliest convenience.

Yours sincerely,

二

Tran Kim Long

Director General, ICD

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

13.3 PROJECT DOCUMENT

MONITORING AND EVALUATION FOR MANAGEMENT

OF THE AGRICULTURE AND RURAL

DEVELOPMENT SECTOR - PHASE II

(MESMARD-2- EXTENDED)

Implementation duration: From March 1" to December 31", 2015

(Final)

November 2014

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

TABLE OF CONTENTS

4.2 Compliance with the donor's project eligibility criteria 13

V. PROJECT OBJECTIVE 14

6.3. Project scope 16

VII. PROJECT BENEFICIARIES 18

8.2 Monitoring and Evaluation Plan for the project implementation 20

IX. PROJECT IMPLEMENTATION MANAGEMENT 22

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

LIST OF ABBREVIATIONS

IX. Swiss Agency for Development and Cooperation

IX. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

IX. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

L. PROJECT SUMMARY

1. Project title | Monitoring and Evaluation for Management of the Agricultural and Rural Development Sector - Phase II extended.

2.Project donor | Swiss Agency for Development and Cooperation

3.Project Executive Agency | Ministry of Agriculture and Rural Development (MARD)

a. Address | 2, Ngoc Ha street, Hanoi

b. Tel./Fax | 04 38432616/04 38233811

4.Project proposing agency | Department of Planning of MARD

a. Address | 2, Ngoc Ha street, Hanoi

b. Tel./Fax | 04 38432616/04 38233811

5.Project | Department of Planning of MARD

implementation agency |

a. Address | 2, Ngoc Ha street, Hanoi

b. Tel./Fax | 04 38432616/04 38233811

Project duration extended | From March 1", 2015 to December 31*, 2015

Project implementation location | Ministry of Agriculture and Rural Development (General Departments/Departments under the Ministry)

| 2 pilot Provincial Departments of Agriculture and Rural Development (Hoa Binh and Vinh Phuc)

Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

II. LEGAL JUSTIFICATION

The project document is formulated based on the following legal documents:

Agreement between the Swiss Agency for Development and

Cooperation (SDC) and the Government of Vietnam on continuing to

support the Monitoring and Evaluation in Support of Management in

the Agricultural and Rural Development Sector (MESMARD) project,

phase 2 from March 2010 to February 2015 to Ministry of Agriculture

and Rural Development;

The Decree No.38/2013/NĐ-CP, issued in April 23rd, 2013 by the

GoV, Regulation on ODA utilization and management;

II. Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

Government of Swiss, and delegation to the DOP for implementation

management;

Agreement on the project extension and supplementary budget to the

MESMARD-2 project has been in the letter No 852-1(14).01-

NGUHA/WAY, issued in August 13th, 2013 by SDC.

・Decision No.1286/QĐ-TTg by the Prime Minister on approval of the

adjustments for the project "Monitoring and Evaluation for

Management of Agriculture and Rural Development-Phase II"

ultilising ODA from Swiss Government.

III. BACKGROUND

3.1. Socio- economic management renovation in Vietnam

Since 1986 to now, Vietnam has been transformed from a centrally planned and subsidized to a socialist- oriented market economy. From this transformation, Vietnam has gained remarkable achievements. Before, Vietnam was an agricultural country, but was a food importer, while it now becomes the second largest food exporter in the world with quite high share on the world market for a number of agricultural products. This renovation process has especially resulted in a high economic growth rate that contributes to raised income and fast poverty reduction.

In the beginning of the 21% century, Vietnam has been strongly integrated in the world economy and trade. Its open economy and the improved management system have further enabled an intensive and broad development. However, Vietnam has still suffered with many challenges for fast and sustainable development.

To improve the quality, efficiency and competitiveness of the econσmy, and to optimized and redistribute income for sustainable poverty reduction, from 2012, the Government has started, with high commitment, the economic restructuring through implementing the Economic Restructuring master plan in combination with renovating the growth model. Based on the national master plan on economic restructuring, all ministries/agencies and PPCs have prepared and implemented their actions plans.

To fullfil the mandates of "renovating the growth models and restructuring the economy from extensive into appropriate combination of extensive and intensive development, as defined in the CPV Eleventh Congress's resolution, the Plan on "Restructuring agriculture to be with high quality, high value added and sustainability" has been prepared by MARD and approved by the Prime Minister in the Decision 899/QĐ-TTg issued in June 10th, 2013. The objective of this Plan is "to ensure sustainable growth, improving efficiency and competitiveness through increasing productivity, quality and value added, Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

meeting better the local demand and for export; to increase income and improve the living standards for rural people, ensuring food security and contributing to poverty reduction; to strengthen natural resources management, mitigating greenhouse emission and other negative impacts on environment, improving risks management capacity, actively preventing from natural disasters for implementing the National Green Growth Strategy"

3.2 Planning renovation context in MARD

In 2005, when the 2006-2010 Socio-economic Development Plan (SEDP) was developed, the World Bank (WB), the Asian Development Bank (ADB) and other international organizations have provided supports to MPI to apply the results-based approach and logic frame in planning and for SEDP presentation. It was the first time the results-based approach was introduced to planners in Vietnam.

At sector level, Ministry of Agriculture and Rural Development (MARD) is the first ministry, which started applying the results-based approach to its sector development planning to increase the efficiency of resources utilization, especially of the public investment resources, enhancing transparency and accountability to the State and Citizen. The 5 year 2006-2010 and 2011- 2015 sector development plans had been prepared, applying the logical approach for identifying and setting the plans' objectives and M&E indicators, published by the Minister of MARD. This renovation process has been supported by the Monitoring and Evaluation in Support of Management in the Agriculture and Rural Development Sector (MESMARD) project, phase 1 from the end of 2006 to February 2010 and phase 2, from the March of 2013 to February 2015, sponsored by the Swedish Government through the Swedish Development and Cooperation Agency in Vietnam.

The 2011-2015 five year SEDP, formulated by MPI, has been adjusted to be more results- based under the support given by ADB under the "Strengthening the 2011- 2015 SEDP preparation and implementation" project. This project is on-going and MARD is the only ministry, which is selected for piloting the results- based approach at sector level. The participation in this project will help in linking the ARD sector development plan more closely to the national SEDP.

3.3. Sector planning renovation and plan implementation monitoring

and evaluation results at the Ministry of Agriculture and Rural

Development

To meet the requirements for renovating its sector planning and plan

implementation monitoring and evaluation methods and strengthening the

planning capacity of its planners, the Ministry of Agriculture and Rural Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

Development has been provided with a technical assistance by Swiss Development and Cooperation (SDC) through the project "Monitoring and Evaluation in Support of Management in the Ministry of Agriculture and Rural Development" (MESMARD) phase 1 from late 2006 to February 2010 and phase 2 (from March 2010 to February 2015) with a total budget of 2,675,235 USD for phase 2.

With the MESMARD support, the application of RBM approach to planning, and plan implementation monitoring and evaluation has resulted in such fundamental changes as follows:

- Improvements made in 5-year 2006-2010 and 2011-2015 agricultural and rural development plans:

The national plan objectives and targets have been specialized into the agricultural and rural development objectives and targets;

mentioned objectives;

Linking plan targets to budgeting.

■ Consistent indicators and targets developed to improve

consolidation and integration vertically (from central to local) and horizontally (among various types of plan);

- The annual plans for 2011, 2012, 2013 and 2014 of such sub-sectors (as fisheries, forestry, irrigation, cultivation, cooperatives and rural development) and two pilot provinces (Hoa Binh Vinh Phuc) developed following the new template with various renovated contents.

- Result based planning manual, sector planning template, subsector planning templates for General Departments/Departments and planning template for the provincial Departments of Agriculture and Rural Development drafted for training and guidance for their application provided to relevant units, resulting in improvement of plan quality.

- Sector plan implementation monitoring and evaluation system established in MARD, comprising plan implementation monitoring and evaluation framework and indicators for the 5-year sector plan 2011-2015, and approved by the Ministry of Agriculture and Rural Development in the Decision No. 1621/BNN-KH dated 10 July 2012, online monitoring and evaluation databases and other specialized databases established, including cultivation, and cooperatives and rural development databases, Tra fish database, MARD investment project management database (MIC). There is the data on 1,252 projects in the MIC database with the monthly reporting rate as 95% of projects. Requirement for online reporting replacing manual reporting through paper

Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended work has been set in Decision No. 1980/QD-BNN-KH dated 21 August 2012.

- Integrated database designed and installed for enhancing information sharing, reducing duplication in data collection, entry and management. Two large databases were integrated, namely: the ARD sector M&E database and the provincial ARD database of 63 provinces/cities;

- To increase data occupancy rate for the existing databases, the project has provided support to identify 15 core surveys and develop the survey standard and data collection methods for these 15 surveys, submitting the list of 15 core surveys with all of this to MARD's leaders for approval. Based on the approved list of the core surveys, the concerned departments/institutions under MARD are required to prepare the survey plans for getting annual budget allocation from MARD for the surveys;

- Knowledge and capacity of the sector planners at the Ministry and two pilot provinces significantly improved through participating in the training courses on (a) result based planning, and monitoring and evaluation; (b) Forecasting for planning; (c) Use of databases and exchanging experience in planning and M&E through international conferences (5 workshops) with the participation by representatives from Korea, Chile, Malaysia, Srilanca, UK, Ireland, Ukraine, Japan and 2 study visits to Korea and Japan;

- The project's good impact and influence shown within the Ministry as well as in the agencies and organizations outside the ministry: DANIDA funded

ARD sector program has applied the planning template developed by the MESMARD to its two pilot provinces as the guidance for the provincial ARD plan formulation in the DANIDA program's 5 provinces; The CPMU for the Agriculture projects under MARD, the General Departments/ Departments have learned and developed their own M&E framework and indicators, M&E system for large programs under their management. Ministry of Agriculture and Rural Development was selected by the ADB financed "Strengthening the preparation and implemenentation of the 2011- 2015 SEDP" project as its pilot ministry.

- A focal unit for M&E established in Department of Planning as stipulated in the Decision No. 03 /QD-KH dated 10 March 2013. This unit has been trained and given responsibility for maintaining planning renovation in the Ministry and expanding it to all provinces when the project is completed.

As shown in the reports of the project review missions (project outcomes and outputs quality evaluation, mid-term evaluation of MESMARD-2), MESMARD-2 is a successful project with its appropriate, efficient, effective and sustainable approach thank to the high committeemen of the leaders of Ministry of Agriculture and Rural Development and strong integration of the project activities into the ministerial regular activities. Core planning staff, participating in the project working groups, have been aware of and actively participated in the project implementation. At the same time, the Project

3.3. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

Management Unit and Project Office are capable of deploying the project's activities in an effective and efficient manner.

3.4 Necessity for extending the project implementation (project

extension) and demand for ODA technical assistance

Project extension (extension of project implementation period to 31 December 2015) is necessary and has been also suggested by the project mid- term review mission of MESMARD-2, conducted in 2012 for the following reasons:

- Firstly, the project extension with additional budget, as proposed, aims to assist the Ministry of Agriculture and Rural Development to develop and improve the quality of the 5-year plan 2016 - 2020 (as compared to the 5 year plan 2011-2015), including results framework, monitoring and evaluation framework and indicators. This is an important impact indicator of the MESMARD-2. If the project ends in February 2015, the 5-year Plan 2016-2020 then will be only a draft (incomplete) with inadequate information and data for evaluating the performance of the 5-year plan 2011 -2015 and list of priority programs/projects in the period. Furthermore, there will be inadequate time for conducting consultations with stakeholders. Another important reason is that the information from 15 regular surveys is not collected and analyzed adequately for the next 5 year plans. As a result, the quality of the next 5-year plans, including sector and sub-sectors, will be subject to certain restrictions.

- Secondly, the extension with additional budget will allow adequate time for relevant departments/agencies to develop their 2016-2020 sector and sub- sectors plans, using the result based approach for planning and M&E with support from the national consultants.

- Thirdly, the extension with additional budget will help the project to conduct research for proposing a Master Plan on capacity building for the sector planning staff to prepare for the ARD planning reform with the application of result based method across the sector.

The project midterm evaluation team has also recommended on project extension to 31 December 2015 to realize more benefits from the project. The extension will allow running the impact assessment of the 5 year (2011-2015) agriculture and rural development plan implementation and applying the lessons learned to the formulation of the 2016-2020Agriculture and Rural Development Plan. The extension will allow the preparation of the 2016-2020 ARD sector and sub-sector plans with full application of result based approach in at least 6 new specialized subsector departments under the Ministry of Agriculture and Rural Development and two pilot departments. With the extension, the M&E system of the 6 specialized departments and 3 General Departments will be fully implemented before the project completion. The extension will also allow the

3.4 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended development of replication plan, including the M&E framework, indicators and

M&E system. This plan will be then widely implemented in all 63 provinces/cities after project completion. The roll-out scale depends on administrative issues, technical and financial capabilities.

These are additional benefits brought about by the project if it is extended and provided with additional funding, especially ODA funding, because the project area is also a priority area for ODA funding (Article 7, Decree 38/2013/ND-CP dated 23.04.2013 by the Government).

IV. PROJECT ARGUMENTS

4.1 Alignment of project objectives with the donor's policy and

directions

The Government of Switzerland has pledged to continue its support to Vietnam through Vietnam - Switzerland cooperation program 2013-2016. In particular, to support the process of public administrative reform and sustainable poverty reduction, the Government of Switzerland will continue maintaining Swiss Development Cooperation (SDC) till 2016. In September 2013, the Government of Switzerland announced the 2013-2016 Vietnam - Switzerland cooperation program, in which Vietnam is one of the countries that will continue to receive financial aids from Switzerland.

Budget support for Vietnam - Switzerland cooperation program 2013- 2016 will be increased by 50% as compared to the previous period with the focus shifted to economic cooperation through Swiss Economic Development Cooperation (SECO) in order to assist Vietnam to achieve sustainable and comprehensive growth. Out of the budget provided for the period 2013-2015, 110 million USD and 23 million USD will be expectedly provided by SECO and SDC respectively.

The followings are 5 key areas of the Swiss Development Cooperation that are covered in the 2013-2016 SECO National Strategy for Vietnam and SDC Mekong Region Strategy. SECO will focus on improving economic framework conditions for (i) macroeconomic management; (ii) trade liberalization and (iii) business environment improvement, (iv) competitiveness enhancement for small and medium enterprises; (v) sustainable production and consumpton.

In the 2013-2016 period, to realize the Mekong Region Strategy and to be in line with Vietnam's policies, SDC will continue focusing on three thematic areas: Governance along with rural livelihoods; Management of natural resources; Economic development, with a particular focus on the development of the private sector. SDC is considering focusing on the emerging issues that need to be resolved by Vietnam, including food security, climate change and

4.1 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

poverty reduction in rural areas. MESMARD-2 is one of the three priority areas for SDC increased funding (innovation in management / administrative reform) and is also one of the priority areas for ODA funding by the Government of Vietnam (Provision 5, Article 7, Decree No. 38/2013/ ND-CP promulgating the regulation on management and use of official development assistance dated 23 April 2013 by the Government).

Currently, the SDC is providing supports for the following projects in

Vietnam:

1, Forest Sector Support Partnership (TFF) (6/2008 -12/2013)

2. Policy Alternatives for Livestock Development in northern mountains

3. Monitoring and d evaluation for Poverty Reduction (Project

"Monitoring and Evaluation for Management of Agriculture and Rural Development Sector - Phase 2" (MESMARD-2) (3/2010 -2 /2015)

4. 5. 6. 7. 8. 9. | Public Service Provision Improvement Programme in Agriculture and Rural Development (PS-ARD) (5/2011 - 4 / 2015). Market access for Rural Poor through Value Chain Development (MARP) (10/2012 - 6/2016). Developing High Quality Tea Value Chains for Poverty Reduction for

Ethnic Minorities in Northern Vietnam, Laos and Myanmar (3 / 2013- 3/2016) Pro-poor Rattan and Bamboo Value Chain Development for Women and Ethnic Minorities - Vietnam (5/2013 - 4/2016) Pro-poor High Quality Red Algue Value Chain Promotion in Vietnam (7/2013 - 5/2016). Leveraging the Spice Sector for Poverty Reduction Amongst Ethinic Minority Communities in Vietnam (8 /2013 - 5/2016);

10. Improving Livelyhoods of Ethinic Minority Women through

Sustainable Development of the Ethnic Textile Value Chain (5/2013 -

4/ 2016);

11. The Viet Nam Provincial Governance and Public Administration

Performance Index (PAPI) (7/2011 -12/2016);

12. Support to Government Reform (One UN Plan) (8/2012 - 12/2016); 13. Vietnam Community Management (10/2012 - 9/2016);

14. Pro-poor Policy Monitoring and Analysis (01/2014-12/2015)

15. Remote Sensing-based Information and Insurance for Crops in

Emerging Economies (RIICE) (2 /2012 - 01/2015).

4.2 Compliance with the donor's project eligibility criteria

There are key criteria the project should meet, set by the donor, as follows:

■ Project falls towards institutional reform and public administration

reform;

Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

Project should follow participatory approach; ■

・ Project should ensure transparency and ownership;

MESMARD-2 is evaluated as the project that meets all the three mentioned criteria.

V. PROJECT OBJECTIVE

According to the MTR evaluation, the project objective and key outcomes have been still relevant to the current situation and the needs and requirements for renovation raised by MARD and the project stakeholders. Therefore, the project activities to be implemented during the extended time will be insplitable and will make contribution to achieving three objectives of the MESMARD-2, as follows:

5.1 Overall objective of the MESMARD, phase 2

Overall objective of the MESMARD, phase is to contribute to an enhanced productivity in the ARD sectors and rural poverty reduction, through the better use of public funds in the ARD sectors.

The institutional reform and the renovation in the sector development strategy preparation, policy making and planning will impose long term impacts on the rural people' accessibility to resources, social welfares, technical services, and improving rural sanitation.

The results-based planning, monitoring, evaluation and policy making system for ARD sector/subsector/field that is market oriented, further enhanced, used and renovated in MARD and provincial DARDs.

5.2 MESMARD's specific objectives, phase 2

・ Specific objective 1/ Outcome 1: A results-based approach to sector and

sub-sector plan formulation and implementation (linked to M&E), is

consolidated and incrementally institutionalized throughout MARD and

provincial Departments of Agriculture and Rural Development (DARDs)

Specific objective 2/ Outcome 2: A results-based M&E of sector and

sub-sector plan implementation is consolidated and progressively adopted

throughout MARD and provincial DARDs.

Specific objective 3/ Outcome 3: The organizational and institutional

capacity for results-based sector and sub-sector planning and

implementation, M&E are strengthened at MARD and DARDs.

Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

VI. PROJECT DESCRIPTION

6.1 The project key outcomes and outputs

To the end of the project (31/12/2015) the following outcomes are expected to be achieved:

Outcome 1:

■ 14 of fourteen 2016-2020 five year sector/subsector/DARD development

plans will be prepared, of which 3 of the 14 (sector and two DARD plans)

will be rated as "very good" and the remaining 11 subsector development

plans will be rated as "good".

■ All 14 annual sector/subsector/DARD development plans will be rated as

"good".

Outcome 2:

■ All 14 M&E frameworks and indicators/targets for the 14 five year

development plans of MARD, 4 piloting departments/DARDs, 3 general

departments (Forestry, Fishery and Irrigation), and 6 technical departments (rolled out) will be prepared, of which 3 of the 14 will be

will be rated as "good".

The design and operation of the integrated database at MARD will be

rated as "good".

2 of 7 M&E databases, including MIC and Web site will be rated as "very .

good" and 5 of 7 M&E databases, including the databases of 4 piloting

departments and Tra fish database will be rated as "good".

Outcome 3:

MARD will formulate, issue and apply the Regulation on results-based

planning and M&E through the ARD sector;

80% of the WG members from DOP, 3 general departments and 4 piloting

departments will have "good" capacity in applying the results- based

management approach.

60% of the WG members from the newly entered departments will have

"good" capacity in applying the results- based management approach;

■ 100% of the ministerial leaders have gained new perception on planning

and M&E renovation;

A M&E unit established under DOP will have adequate capacity to "

sustain results- based management practice in MARD.

See the details in the Log frame in the Appendix I

To achieve the three mentioned above outcomes during the phase 2 of the

6.1 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

MESMARD-2, the project will implement the strategies to ensure the planned outputs achieved from the key project activities, as follows:

6.2. Project implementation duration:

Project implementation duration: 01/03/2015 to 31/12/2015 (10 months)

6.3. Project scope

During the 10 month of the project extension, the following activities will be implemented:

- At MARD, the project continues consolidating the achieved outcomes in results-based planning, preparation of the sector (MARD) and subsector (2 piloting departments and 3 general departments) M&E frameworks and systems. In addition to that, the project will roll out the results-based management approach to 6 newly entered departments, including 4 technical and 2 generally functional departments', including:

● Department of Agricultural, Forestry, Fishery Processing and Salt

production

Department of Livestock ・

Department of Animal Health ・

・ Department of Agricultural, Forestry, Fishery Quality Assurance

・Department of Science, Technology and Environment

Department of Finance. ・

Along with those 6 departments, the project will provide support to all

remaining departments in MARD. Therefore, all 8 professional subsector departments under MARD will be supported include: Department of AFF product processing, Trade and Salt production, Department of Liverstock, Department of Animal Health, Department of AFF Quality Assurance,

Department of Contruction Management and 2 pilot departments: Cultivation and Cooperative and Rural Development.

The following activitities will be implemented at the ministerial level:

● Consolidate and gradually improve the quality of planning and ME

practice of the 2 piloting departments and 3 general departments;

Technical assistance for improving the planning templates and supporting ・

non- piloting departments/agencies in using results- based approach in

* The professional departments under MARD will participate in annually improving the M&E indicators and planning

templates

6.3. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

preparing the 2016 plans;

・ Complete the longterm forecasting model to hand over to IPSARD, as the

body which has been assigned to run the model;

・ Start official operating the integrated M&E database;

● Evaluate the 2011-2015 sector development plan for preparing the 2016-

2020 sector development plan;

● Prepare and complete the 2016-2020 sector development plan and 11

subsector development plans, with the results-based approach used by all

technical department under MARD and the piloting DARDs;

Carry out the second and final project outcomes evaluation for

documentation of the good lessons learnt to be rolled out to all 63

provinces/cities, as well as to other projects (if yes) after the project

completion;

● Improve the linkage between planning and budgeting. Consider the

possibility of the programs-based planning and budgeting starting with the

preparation of the 2016-2020 sector development plan;

Review the findings from15 surveys of MARD and other available ・

evaluation for policy making, as well as, for preparation of the 2016-2020

sector development plan;

● Continue the communication strategy aiming to the leaders and decisions

makers to raise awareness of the value of the results-based approach to

enhance the political committments to application of this approach for

promoting the project sustainability.

Improve the capacity of the M&E unit members under DOP to sustain the ・

renovated practice in MARD and 2 piloting provinces, and for scalling out

to all remaining provinces/cities after the project completion.

- At provincial level, the project will continue consolidate the achieved outcomes in renovated planning, M&E frameworks and systems in 2 piloting provinces so that these two provinces will show a good practice to other provinces for rolling out in the future. The main activities will include the support to capacity building and training on planning renovation, forecasting, establishment of M&E system. After the piloting completion in those two DARDs, the project will prepare a extension plan, including planning templates, M&E frameworks and indicators/targets, M&E systems and the tools for capacity building for rolling out to all 63 province/cities in the future.

Based on the project's technical aspects, all products include the 5 year plan 2016-2020, M&E frameworks and indicator sets, 2016 annual plans of 14 agencies including DOP, 3 GDs, 8 professional depts as stated above and 2 pilot

6.3. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

provinces (Hoa Binh and Vinh Phuc) will be evaluated.

VII. PROJECT BENEFICIARIES

-The first direct beneficiary is the DOP of MARD.

- All other departments, general departments of MARD will be also the

project beneficiaries through renovated subsector planning and M&E (3

general departments, 8 professional departments and 9 functional

departments).

Planning and M&E capacity of DARDs will be improved through participation in the project implementation, especially the two piloting

- Center for Informatics and Statistics (CIS) - the body responsible for

ARD statistics at MARD is supported for standardizing the sector

statistical indicators and building capacity in sector statistical works.

The Institute for Policy and Strategy on Agriculture and Rural

Development (IPSARD) will be also a beneficiary of the project in terms

of the use of the information from the project M&E database and being handed over the long-term forecasting model, developed by the project.

also benefit from renovated planning an M&E and wider information

sharing practice.

VIII. PROJECT IMPLEMENTATION AND M&E PLAN

8.1 Implementation plan: From March 1", 2015 to December 31",

2015

To achieve the Outcome 1, the following main activities will be implemented:

8.1 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

evaluation) before final evaluation of the project.

To achieve the Outcome 2, the following main activities will be implemented:

8.1 To achieve the Outcome 3, the following main activities will be implemented:

8.1 (14)

information exchange channels between agencies for interactive learning

and accelerating renovation process;

(15) Providing necessary training to the M&E team/unit at DOP to build

adequate capacity in sustain the renovated planning and M&E practice at

MARD and rolling out to all 63 provinces after the project completion.

To continuously improve the project management, the following strategic measures will be implemented:

8.1 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

(16) RBM approach is continuously used by the project staff during the project

extension period.

(17) Sustaining the involvement of the WG and enhancing the active

participation of the WG in preparing the 5 year 2016-2020 plans

(18) Promoting good operation of the project M&E system to ensure having an adequate and precise data for the project final evaluation and project closing procedures when the project is completed;

8.1 (21) Supporting project auditing, tax clearance, budget final accounting and all

the procedures for the project closing;

The project log frame presents the overall and specific objectives, outcomes, outputs and activities, linked to the monitoring indicators/targets as in the Appendix 1 and project implementation plan in the Appendix 2

8.2 Monitoring and Evaluation Plan for the project implementation

To support the project implementation management, the project implementation monitoring and evaluating information system for extended MESMARD phase 2 will continue being in operation. Based on the monitoring and evaluation framework, a set of monitoring and evaluation indicators will be developed for specifying monitoring and evaluation scope and schedule. This process includes monitoring and evaluation implementation.

The project monitoring and evaluation system comprises the following:

" Project Log Frame

8.2 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

identify the areas of expertise for focal assessment such as knowledge

(analysis and forecasting, results-based planning and M&E) and practical

skills.

For the overall project performance evaluation: The aggregate templates will be designed to do overall project performance assessment by years, by units and by areas... The project outcomes and outputs quality assessment will also be designed.

Monitoring process will be a continuous process for gathering the information on the project implementation progress indicators and on problems to support PMU to adjust and supplement additional activities or adjust the implementation strategy. At the same time, the monitoring process will provide information for evaluating the project implementation. Project monitoring by MESMARD-2 complies with regulations on ODA project management.

Project performance evaluation is conducted internally (also called internal assessment or self-assessment) and externally. Internal project implementation evaluation is conducted by the PMU by the end of the year based on project implementation monitoring information in order to evaluate the performance and efficiency of the activities, the achievement levels of the project objectives and outcomes and make decisions for strategy adjustment.

External evaluation includes quality assessment and final evaluation to be done by an independent review team conducted when the project is completed. External evaluation scope and contents will be prepared in a separate TOR.

The list of indicators for evaluating the project implementation performance is presented in the Log Frame in the Appendix 1. This set of indicators is for monitoring and evaluating the achievement of the projects' objectives at all levels: overall goal, purposes, outcomes and outputs. The overall goals, purposes and outcomes, results-oriented and impact indicators on planning and policy-making have been applied in the Ministry of Agriculture and Rural Development, and successful changes in organizational structure and planning institutions, application of the new institutional structure to planning and M&E at the Ministry of Agriculture and Rural Development have been carried out. Output indicators will measure how good the project's outputs are produced. When necessary, the project will develop its qualitative indicators to measure such aspects as the quality of the plans developed by Ministry of Agriculture and Rural Development.

During the extension period, PMU will prepare semi- annual progress report, annual report and project completion report for review and approval by the Project Steering Committee at the Steering Committee meetings held in the mid and late 2015.

8.2 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

IX. PROJECT IMPLEMENTATION MANAGEMENT

9.1 Implementation management capacity of the DOP- the project

implementation agency

DOP was the Project Implementing Agency and the Coordinating agency in the process of MESMARD implementation since the first phase. In cooperation with all MARD departments DOP plays a key role in identifying the needs for planning and M&E renovation, selecting the methods, solutions for the renovation implementation to be more relevant to the practical needs

According to the Decision 621/QĐ-BNN-TCCB, issued by MARD in April 1", 2014, on the Functions and Mandates of DOP, the key function of DOP is to prepare sector development strategies, master plans, sector plans and public investment management in ARD sector. It means that the assigned functions and mandates of the DOP give the DOP a legal status and entitlement to be the planning and M&E coordinator and will be the key beneficiary from eapacity building given by the project.

DOP has been assigned to manage all public investment projects (PIPs) owned by the MARD. The staffs of DOP are capable with good experience to manage PIPs preparation and M&E. DOP has gained capability in coordinating and cooperating with other departments in projects implementation to promote good coordination, sharing information, experience and data for M&E between different projects relating to institutional reform, investment planning and policies.

DOP has been assigned as the project implementation unit based on its functions and mandates on giving guidance on five year and annual ARD planning and M&E, coordinating and overseeing the planning done by other departments/units under MARD. DOP has owned a number of experiencefull and eager to reform staff, who can do good management of the project. The role of DOP in planning and M&E will be continuously improved based on the results achieved in the first half of project time. The fact that DOP continues being the project implementing agency will serve as the advantageous factor to project implementation. DOP will be assigned the project management agency.

9.2 Project implementation management

The project management system consists of a project steering committee, a project management unit and a working group. This organizational structure will be kept unchanged in the project extension period, with the details as follows:

9.2 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

9.2.1 Project steering committee

A Steering Committee will be established to give instructions, oversee and make the key decisions during the project implementation on behalf of MARD. The membership will include:

Vice Minister of Agriculture and Rural Development as Head of the

Steering Committee.

A representatives of MOF

A representatives of GSO

Representatives from the donor agency (SDC).

Project Director.

Leaders of General Departments/Departments and agencies of

MARD, including CIS

Leaders of the two provincial DARDs selected for the in-depth

M&E work.

Steering Committee meetings will be arranged in the middle and by the end of the year to review the project progress, to approve the project work plans and financial plan, and making the decisions on strategic issues, which are out of the project manager and PMU capacity. Adhoc meetings will be organized to discuss urgent strategic issues without waiting the forthcoming regular meeting. Two weeks before each semi-annual meeting, PMU will prepare and submit to the Steering Committee members the following:

A semi-annual project progress report showing the project results for the previous six months in comparison with the approved work

action needed to improve the project implementation.

A proposed work plan for the forthcoming six months.

A financial report of project spending during the reporting period

and the forecast expenditure for the forthcoming six months, in

accordance with the proposed work plan;

Any other relevant documents, such as key project technical reports

or important

9.2.2 Project management unit (PMU)

The Project PMU is given full responsibility for the project management and implementation through preparing the project overall implementation plan, detail work plans and budget plans, organizing the project management and implementation monitoring. PMU will consist of:

9.2.2 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

Project Director - Director of DOP utilizing around 30% of time?

Project Office Staff, including;

(i) Project Manager (PM): Project Manager is a full-time position with

the administrative and day- to- day operational management under the

supervision of the project director;

(ii) Technical coordinator (TC): A full-time position. This position is

provided based on the needs of the technical support to MARD's

departments and DARDs. TC is responsible for overseeing the project's technical work, to coordinate project technical and renovation demands at MARD's agencies with the technical support have a consistent coordination about the technical issues in planning provinces involved in project work, to provide technical support to the

consultants and assist the PD to make decision on the technical issues;

(iii)Project Officer (PO) - The PO will work full-time. It is needed

because of the wide range of project activities to facilitate and support

the project's WGs such as the WG at MARD Departments and provincial DARDs, project specialist and other partners. The main Coordinator in overseeing progress of the project's technical work and

(iv)Accountant: is a full-time position, which is responsible for the

project budget management, project accounting work and preparing

financial reports as regulated;

(v) Interpreter/Admin Assistant is a full-time position, which is

responsible for the project interpreting and translating project's

documents and provide support to the project's office work;

(vi)IT Specialist is a full-time position, which is responsible for

providing the supports to IT related work

In addition to the PMU full- time staff, there also have other part-

time staff from two piloting departments/general departments/ DARDs to

support in place to carry out the project work including:

(i) Project component coordinators at local - support coordination of the

project components - officers in the 2 selected departments and

2 The position of Project Deputy Director was mentioned in the Project Document for the project phase II was to prepare for chVị trí Phó Giám đốc dự án được thiết kế trong Văn kiện dự án nhăm chuẩn bị cho giai đoạn chuyến giao khi Giám đốc dự ản nghỉ hưu nên vị trí này sẽ không có trong nửa cuối của dự án (từ 1/4/2013 đến 31/12/2015).

9.2.2 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

provincial DARDs will be assigned to take responsibilities of

coordinating and implementing the pilot M&E development in these agencies with support from the Project Office's staff. These officers

regulated for the Working Group's members;

(ii) Members of DOP's M&E Unit - the M&E Unit of DOP will be cadres

with functions of M&E the subsectors/fields' plans. The unit will have

2- 3 M&E system administrators to take responsibility of administering and operating the M&E system and database. These two administration functions and assist agencies to get technical supports, and coordinate the project work. The M&E Unit will work part-time

functions;

(iii) Technical Officials of 2 pilot departments under MARD (Part-time) -

each department of MARD has a planning-unit which plays key role

in renovating plans and developing the subsector planning and M&E at departments. The planning unit will coordinate project activities in

(iv)Technical Officials of 2 pilot provincial DARD (Part-time) - each

provincial DARD has a planning and investment division, which is in

charge of formulating and monitoring plans for the province and will be responsible for coordinating project activities, with support from organizing and operating the system at their places. These officials

subsector/field M&E at provincial departments;

(v) Working Group: Each agency under MARD has asigned at least two

staff to join the working group. The WG will continue be mobilized to

prepare the 2016- 2020 plan, following the project work plans and

specific activity plans (outputs-based management).

The Working Group has been structured as following:

● A Consultative Group comprise the managers of the Planning

Division of departments and agencies and two pilot provincial

DARDs. The Group members are responsible for implementing the

project activities belong to their department/units. The Consultative

Group will provide a channel of communication between the

project and leaders of departments/agencies and will help in

generating more high level support for project activities.

2- Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

● A Core Working Group comprise the M&E cadres from the

departments and agencies under MARD and two pilot DARDs,

with the mandates to implement the technical M&E activities for

the project in line with the decisions made by the Consultative

Group.

● The topic Teams are for maintaining, updating and managing the

databases developed under the project.

The other needs, including the needs for interpretation, translation, editing, data collection, data putting, data process, accounting management... will be addressed by getting the supports from MARD's staff or through outsourcing.

The PMU will be responsible for the project implementation management in accordance with the approved work plans in compliance with the donor and government's policies and procedures. The PMU will meet at least once per month to review the project progress, identifying and solving problems, making decisions on project implementation and other technical problems, and reaching agreement on short term work plans.

The international back stopper will also participate in the PMU meetings during his/her term. Other international consultants and national consultants will participate the PMU meetings when required.

9.2.3 Technical assistance

a. International consultants:

The international consultants will be mobilized to provide technical inputs

for the quality assurance of all project products with annual time inputs allocation as in main phase II.

International consultant (IBS): part- time work for 2 man-months

-Another international consultant: 1 man-month

b. National consultants:

With the extension of the project scope (from 5 to 14 departments) and complementary activities (support 14 departments to prepare their 5 year 2016- 2020 subsector plans and M&E frameworks), the total number of man-months for national planning and M&E consultants will be increased. However, the number of man-months for the 5 core departments (DOP and 4 pilot agencies) will be reduced in comparison to the one as in the main phase 2. In previous time, to assist 5 core agencies and 9 other agencies (3 general departments and 6 professional subsector departments) to prepare their 5 year 2011-2015 and annual plans including M&E frameworks and indicator sets, the total number of

9.2.3 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended national planning and M&E consultant man-months was as follows:

For DOP and 4 pilot agencies: 6 man- months/agency (target:.the 2011-

2015 five year and annual plans including M&E framework and indicator

set were rated as good and very good)

For the 9 remaining agencies (non- pilot), including 3 general departments

and 6 professional subsector departments: 2 man- months /agency (5 years plan, annual plans, M&E framework and indicator set). According to the assessment missions in the end of 2012, the quality of the subsector plans

non-pilot units.

From involving in preparation and improvement of the 2011-2015 five year sector and subsector plans, the WG has gained the experience in using the template for planning. However, there are some more sophisticate requirements for the 2016-2020 five year sector and subsector plans (e.g. more outcome indicators, less output indicators; the requirement for integrating the indicators to monitor the sector and subsector restructure plans; preparation of action plans to realise the newly issued Public Investment Laws, the target is that all plans and M&E frameworks will be rated as good and very good). Therefore, the technical assistance from national consultants is still needed, but with declining extent to the core departments (5 agencies: the DOP and 4 pilot agencies) and increasing to other departments/units (9 agencies: 3 general department and 6 professional subsector departments), as follows:

The number of man-months of national consultants to provide technical

assistance to the DOP and 4 pilot agencies will be reduced from 6 man-

months/agency to 0.5 man-months/agency, and the five plan and annual

plans including M&E framework and indicator set will be rated as_very

good and good.

The number of man-months of national consultants to provide technical

assistance to the 9 remaining agencies will be increased from 2 man- months /agency to 2.6 man-months/agency, and the five plan and annual

good. The reason for increasing the support to these 9 agencies is that the 2011- 2015 five year and annual subsector plan and the M&E frameworks

project.

With the above mentioned technical assistance, all fourteen 2016-2020 five year plans and fourteen 2016-2020 M&E frameworks will be rated as very good and good, specifically as follows:

Project Document

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

9.2.3 For other national consultants include capacity building consultant, data analysis and forecasting, the man-months will be mobilized as annual level in the main phase 2.

The details on the national consultant mobilization plan are following:

- National consultant on capacity building: Total number of man- months is

9.2.3 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

The following are the details on the project technical assistance for 01/3/2015-31/12/2015 period

Table 1 - Needs for technical assistance

9.2.4 Other partners

The project collaborates with some other donors, such as ONE-UN, RBM

group of UNDP,.. . in the core group on the forum on RBM and will

continue to maintain the forum as the one of the effective channels for the

RBM knowledge and experience;

The project will involve IPSARD into the process of improvement and

delivery of the long term forecasting model for sector planning and policy

making, policy analysis and assessment.

The project will cooperate with CIS in studying the possibility of

integrating databases to get optimal information sharing.

The project will cooperate and coordinate with some agencies,

organizations and projects in the same areas to share the experiences and

information.

9.2.4 Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

X. PROJECT BUDGET

(The temporary exchange rate used for cost estimates is the one at

1/ 12014: 1 USD = 21,246 VNĐ)

The total amount of the project cost for the extension period is: USD 608,789, equal to VND 12,934,331,094, including:

1. ODA funds: USD 440,122.00, equal to VND 9,350,832,012

2. Count part funds: USD 168,667.00, equal to VND 3,583,499,082,

including:

In cash: USD 19,015.00, equal to VND 403,992,690 from the MARD

annual budget allocation. Cash contribution will be used for the project

office supplies, transportation, thematic M&E systems,...

■ In kinds: equal to USD ): 149,6500, equal to VND 3,179,506,392,

including project office, meeting rooms, electricity, water, salary of the

project implementers (members of the WG, provincial coordinators, project director), expenses for some basic survey to collect data for the

M&E indicators developed under the projects.

This budget will be used for implementing the following activities:

Technical assistance, including international and national consultants, to

assist the MARD, its departments and two pilot provinces (14 agencies) in preparing the 2016- 2020 five year plan (including the M&E frameworks

and indicators), in preparing the 2016 annual plans for 14 agencies, carrying out the second outcome and output quality assessment.

Workshops and training on policy assessment, the consultation workshops on the 2016-2020 five year plans.

Training and seminars in the country: training courses on RBM for the new comers departments and the ARD planners from all 63

provinces/cities to prepare for the rolling out.

Operational costs and allowance for the WG members, salary and office operational costs during the 10 extended months;

The details on budget are in the Table below:

2. TABLE 2 - BUDGET ALLOCATED BY BUDGET LINES

Unit: USD

2. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

2. Notes:

Other contributions from the Government include:

(i) In kind contribution such as offices, meeting rooms, working facilities, office equipment;

(ii) Salary of MARD officials participating in the project (Working groups and technical coordinators) and Salary of the Project Director (iii) Budget allocated for surveys to collect data for the M&E systems supported by the project

2. Total budget of the current phase II is: 3,324,196 USD

Of which:

2. The total budget of the project including the additional budget for extension

period is: 3,932,985 USD

Of which:

・ ODA funds: 3,115,357 USD

・ Gov funds: 817,628 USD

Details on the total budget of the project from 1st March 2010 to 31st December 2015 are in the Appendix 3.

XI. FINANCIAL ARRANGEMENT

This is a ODA project financed by a grant.

Both ODA and GoV funds will be used in accordance with regulations of the non-business expenditure source.

The Project Operational Manual and the revised cost norms approved by MARD and SDC in the main phase II will be applied for this extension period. Any change made to approved cost norms need the prior written approval of SDC and approval by MARD.

The funds from SDC will be released into the project account twice per year, in March and September, based on the approval made by the project Steering Committee after the project portfolio review meetings. The release in March by SDC will be made after receiving the annual progress report and financial statement of the previous year. The release in September will be made after receiving the first semi-annual progress report and financial statement of the reporting year.

The disbursement will follow the GoV and SDC policies and procedures. The project director will take the responsibility for the project financial matters.

The project budget will be managed at the project office. The project office will do the payment and final accounting for the expenses for two pilot departments at MARD and two pilot DARDs to support the WG members and coordinators of these four pilot units, and the expenses for the technical assistance consultants to assist in planning renovation, developing the M&E system, databases and organizing training at local levels.

The financial reporting will follow the GoV's current regulation on financial reporting applied to ODA projects. The PMU is responsible for

Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

preparing the financial statement to submit to MARD and SDC, using the approved templates and forms (consisting of semi- annual and annual reports).

The total amount of the project cost for the extension period is: USD 608,789, equal to VND 12,934,331,094, including:

1. ODA funds: USD 440,122, equal to VND 9,350,832,012

2. Count part funds: USD 168,667, equal to VND 3,583,499,082,

including:

In cash: USD 19,015.00, equal to VND 403,992,690 from the MARD "

annual budget allocation. Cash contribution will be used for the project

office supplies, transportation, thematic M&E systems,.

■ In kinds: equal to USD ): 149,6500, equal to VND 3,179,506,392

including project office, meeting rooms, electricity, water, salary of the project implementers (members of the WG, provincial coordinators, project director), expenses for some basic survey to collect data for the M&E indicators developed under the project.

XII. ADVANCE ACTIONS

The project organizational structure, including the project Steering committee, PMU, consultants and WGs, established from the beginning of the second phase, will be maintained for the project implementation for the extended period from 1/3/2015 to 31/12/2015.

XII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

XIII. APPENDIXES

XIII. APPENDIX 3: PROJECT BUDGET PLAN (INCLUDING THE

ADDITIONAL BUDGET)

XIII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

APPENDIX 1 -PROJECT LOGFRAME

XIII. Monitoring and Evaluaon for Management of Agriculture and Rural Develop.ent - Phase II extended

XIII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

XIII. Monitoring and Evaluaon for Management of Agriculture and Rural Develop ent - Phase II extended

XIII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

XIII. Monitoring and Evaluaton for Management of Agriculture and Rural Develop.ent - Phase II extended

APPENDIX 2 - PROJECT WORKPLAN

XIII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

XIII. Monitoring and Evaluaton for Management of Agriculture and Rural Development - Phase II extended

XIII. Monitoring and Evaluation for Management of Agriculture and Rural Development - Phase II extended

APPENDIX 3 - PROJECT BUDGET