LV Thạc sỹ_Research on monitoring and evaluation of international development projects

ACKNOWLEDGEMENT

This thesis concludes my studies for a master in management degree in the Master of Business
Administration course at the CFVG (Centre Franco-Vietnamien de formation à la Gestion)). The
thesis was carried out at East meet West Foundation of Vietnam, Hanoi during the period of June
to December.
First of all, I would like to thank all professors, lectures, and tutors of the CFVG MBA Program
for giving me helpful lectures and excellent support and guidance during the study and to help
complete the course with good results.
Furthermore, I would like to acknowledge the supervision of, Prof… at CFVG. He has provided
valuable guidance for me since I started to work on the thesis.
I also express my gratitude to leaders and colleagues at East Meets West Foundation, who spent
their time to share with me the helpful information and comments. Their help has contributed
much to finish this thesis.
Thank you!
Hanoi, December 2009

….


A research on Monitoring and Evaluation of International Development Projects

TABLE OF CONTENT
1. INTRODUCTION TO THE THESIS

Page

1.1. Rationale of the topic...................................................................................................................5
1.2. Scope of the research ...................................................................................................................6
1.3. Objective of the research ............................................................................................................6
1.4. Methodology..................................................................................................................................6

1.5. Limitation.......................................................................................................................................7
1.6. Structure of the research............................................................................................................7
2. LITERATURE REVIEW- INTERNATIONAL DEVELOPMENT PROJECTS (IDPS)
AND THEIR MONITORING AND EVALUATION
2.1

2.2

International Development Projects ……………………………………………..9
2.1.1

Definition and Basics of International Development Projects ..................9

2.1.2

Characteristics of International Development Projects............................10

2.1.3

Life cycle of International Development Projects......................................11

Monitoring and evaluation of international development projects..............................13
2.2.1

Definition of monitoring and evaluation.....................................................13

2.2.2

Role of monitoring and evaluation to the project management of IDP. 14

2.2.3

Designing of monitoring and evaluation process for IDPs..................... 15

3. INGOs IN VIETNAM AND THEIR MONITORING AND EVALUATION WORK
3.1

3.2

INGOs and their international development projects in Vietnam........................19
3.1.1

History of INGOs in Vietnam..........................................................................19

3.1.2

Current situation of the INGOs in Vietnam and their projects.................21

Monitoring and evaluation of INGOs in Vietnam................................................... 24

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4. MONITORING AND EVALUATION OF THE EAST MEETS WEST FOUNDATION’S
SUPPORT NETWORK FOR PEOPLE WITH DISABILITIES
4.1

4.2

General background of the program..................................................................................27
4.1.1

Disability and Agent Orange issue in Vietnam and QuangNgai.....................27

4.1.2

Program goals, objectives and activities............................................................28

Monitoring and Evaluation of the Support Network for the People with Disabilities......30
4.2.1.

Measurable objectives and indicators................................................................33

4.2.2.

M&E overall process, methodology and tools..................................................34

4.2.3.

M&E personnel.....................................................................................................34

4.2.4.

Coordination with local partner.........................................................................35

4.2.5.

Mid-term evaluation.............................................................................................36

5. EVALUATION AND RECOMMENDATIONS FOR THE MONITORING AND
EVALUATION OF THE “SUPORT NETWORK FOR PEOPLE WITH DISABILITIES”
5.1

5.2

Evaluation ..........................................................................................................................40
5.1.1.

Strengths..............................................................................................................40

5.1.2.

Shortcomings, difficulties and challenges.......................................................42

Recommendations................................................................................................................41

CONCLUSION...................................................................................................................................43
REFERENCES..............................................................................................................................44
ANNEXES......................................................................................................................................46

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A research on Monitoring and Evaluation of International Development Projects

EXECUTIVE SUMMARY

Currently there are about 50 international non-governmental organizations (INGOs) working in
Vietnam, providing support to the disadvantaged people in the country. Their aid has been realized

though many development programs carried out in different regions and focused on education,
health, social issues and economic development. Along with the financial and humanitarian
support, the NGOs have also brought into Vietnam the knowledge of project management of
international development projects. One of the most important techniques used in the international
development projects is monitoring and evaluation (M&E).
East Meets West Foundation, where the author is working with, has been present in Vietnam for
more than 21 years and is currently the largest non-governmental organization in the country.
Among its innovative programs and projects in health, clean water and sanitation, education and
community infrastructure is a well-established and managed program to support the disabled
people and the Agent Orange survivors, the Support Network for People With Disabilities (SNPWD). It is a 5-year program which was started in 2006 in Quang Ngai province.
This research is focusing on understanding how monitoring and evaluation is important and
carried out in international development projects by INGOs and later focusing on analyzing the
M&E process, methodology and techniques of East Meets West Foundation’s Support Network
for the People with Disabilities program, In the last part, the research concentrates in giving out
some recommendations for a more effective M&E of the project.

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A research on Monitoring and Evaluation of International Development Projects

CHAPTER 1
GENERAL INTRODUCTION TO THE THESIS
1.1.

Rationale of the topic

Over the last decade there has been a dramatic growth in the number of NGOs involved in
development aid, in both developed and developing countries. The total amount of public funds
being spent through NGOs has grown dramatically and the proportion of development aid going

through NGOs, relative to bilateral or multilateral agencies, has also increased.
Associated with this growth has been a growing concern about identifying the achievements of
NGOs. This has been evident in the burgeoning literature on the monitoring and evaluation of
NGO activities. Internationally, a lot of INGOs are implementing different types of monitoring
and evaluation methods and processes.
In Vietnam, currently there are about 500 international non-governmental organizations (INGOs)
working to provide support to the disadvantaged people in the country. Their aid has been realized
though many development programs carried out in different regions and focused on education,
health, social issues and economic development. According to incomplete statistics of the
People’s Aid Coordinating Committee (PACCOM), INGOs provided an estimate of 2,700 grants
(project and non-project), with a total disbursement of over US$216 million, compared to about
175 million USD in the year 2005, or an increase of 23 %.
The M&E concept has just been brought to Vietnam through the large INGOs, where the M&E
systems are in place. However, in general picture, the M&E is at the new stage, where NGOs
practitioners are applying the internationally successful project management models, and the
monitoring and evaluation process in particular, in Vietnam context.
East Meets West Foundation has been working in Vietnam for more than 21 years and is currently
the largest non-governmental organization in the country. EMW implements innovative programs
and projects in health, clean water and sanitation, education and community infrastructure that
have made a lasting impact on millions of children and families living in poverty. Thus far, EMW
has invested over US$75 million in Vietnam.
Among the largest programs that EMW has been carrying out, disabled people and AO survivors
are of the organization’s top interests. The East Meets West established the Support Network for
People With Disabilities (SN-PWD) in 2006 with a grant from The Ford Foundation. The SNPage 5 of 86


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PWD is an initiative to help create channels of medical and educational services for people with
disabilities (PWDs) of various kinds in Quang Ngai province. The main goal is to improve the
quality of life for people with disabilities by th e creation of long-term, sustainable channels by

which these people can access health care and other services.
Working at East Meets West Foundation, the author finds it so exciting and useful to have a study
of this project’s monitoring and evaluation, as it is a really important part of the project
management and the following research has been formulated:
“MONITORING AND EVALUATION OF INTERNATIONAL DEVELOPMENT PROJECTS –
A CASE OF THE EAST MEETS WEST FOUNDATION’S SUPPORT NETWORK FOR
PEOPLE WITH DISABILITIES”
1.2.

Scope of the research

Project management in general and monitoring and evaluation embraces a wide range of different
types of projects that could not be fully captured within this research. The monitoring and
evaluation itself can be applied in many different types of projects.
The research will address some theoretical issues of the monitoring and evaluation at development
projects and then focusing on a case study of monitoring and evaluation of one of the largest
program of the East Meets West Foundation: “Support Network for the People with Disabilities”.
1.3.

Objectives of the research

The primary aim of the research is to look into how East Meets West, as an INGO, has employed
monitoring and evaluation theories and tools to develop and manage their program to support the
disabled, which started in Quang Ngai province since 2006. Subsequently, it also wishes to
suggest for some recommendations on how to improve the monitoring and evaluation work.
There are specific objectives to be met in the research:
-

Carry out a literature review on monitoring and evaluation for NGOs’ international
development programs/projects.

Provide some successful exercises in monitoring and evaluation of some world-class wellknown NGOs
Study the monitoring and evaluation at East Meets West Foundation’s Support Network
for the People with Disabilities program
Give some recommendations for effective monitoring and evaluation for the program

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1.4.

Methodology of the research

1.4.1. Data collection method
In order to have a panorama view on the monitoring and evaluation of the Support Network for
the People with Disabilities, both primary and secondary data were generated from the following
sources:
Primary Data Sources
- In-depth interviews and discussions were conducted with the following key informants:


EMW’s Country Director, who is responsible for and overseeing all the programs
of the organization



EMW’s Program Development Director, who was in charge of development the
project design


-

SNPWD’s National Coordinator, who is leading a team in Quang Ngai to run the

program since 2006
Qualitative research was conducted with program managers and managers from 20 INGOs
in Vietnam to understand how M&E is implementing in INGOs in Vietnam.

Secondary Data Sources
- Program quarterly reports and mid-term reviews
- Books, journals
- On-line, web-based information postings
1.4.2. Data Analysis Method
The study is developed in a descriptive and analytical framework. Furthermore, in order to make
the analysis fore deeply, some other complementary tools are being used such as statistic and
comparative methods.
It is noteworthy that the research requires its author to apply her knowledge obtained during the
study course at CFVG Hanoi in regards of project management. This is a good chance for the
author to reflect the theories in the real management context.
1.5.

Limitations

The author claims to finish the research at her best effort. However, as the author’s knowledge in
the field is limited, the research hence may be performed with certain shortcomings. Still, due to
time constraint and restricted access to documents of East Meets West Foundation (as a
confidentiality principle), the presentation will be impacted to some extent. Every and all ideas to
develop the research are highly appreciated by the author.
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1.6.

Structure of the research

The research study is divided into four chapters, including:
Chapter 1: General introduction to the research: the chapter provides the rationale of the topic,
the objective and scope of this research as well as the methodologies applied.
Chapter 2: Literature review – international development projects (IDPs) and their monitoring
and evaluation: the chapter starts from raising the definition and other theoretical issues regarding
project, project management, international development projects and monitoring and evaluation.
Chapter 3: INGOs in Vietnam and their monitoring and evaluation work: the chapter features the
history, development and current issues of the INGOs in Vietnam as well as the current situation
of the monitoring and evaluation of these organizations’ programs.
Chapter 3: Monitoring and evaluation of the East Meets West Foundation’s Support Network for
People with Disabilities: focusing on how the program’s monitoring and evaluation is planned,
implemented and contributed to the effectiveness of the program as well as the decision making
process of the organization.
Chapter 4: Evaluation and Recommendations : From the description in chapter 3, chapter 4
analyses the strengths, weaknesses and challenges of the monitoring and evaluation of the Support
Network for the People with Disabilties, then provide with some recommendations to help this
improve and overcome the challenges and difficulties.

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A research on Monitoring and Evaluation of International Development Projects

CHAPTER 2
LITERATURE REVIEW:
INTERNATIONAL DEVELOPMENT PROJECTS AND THEIR
MONITORING AND EVALUATION
2.1.

International Development Projects

2.1.1. Definition and Basics of International Development Projects
2.1.1.1.

Project and project management

Before going into particular definition of international development projects (IDPs), it is
necessary to run quickly through what a project is and how project management is defined and
divided into steps and processes.
The definition of a project pointed out in the Project Management Guidebook by Method 123
Ltd., a project is “a unique endeavor to produce a set of deliverables within clearly specified time,
cost and quality constraints”. As such, they defined project management as the skills, tools and
management processes required to undertake a project successfully.
The Project Lifecycle, which consists of four phases:

Fig 1: Project Life Cycle (Source: Method 123 Ltd 2003, Project Management Guidebook)
Project initiation: In this phase, a business problem (or opportunity) is identified and a business
case which provides various solution options is defined. A “Project Charter” is completed, which
outlines the objectives, scope and structure of the new project.
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Project planning: One the scope of the project has been defined in the Project Charter, the project
enters the detailed planning phase. This involves the creation of a project plan, a resources plan,
financial plan, quality plan, risk plan, acceptance and communications plan. At this point the
project has been planned in detail and is ready to be executed.
Project execution: This phase involves the execution of each activity and tasks listed in the
Project Plan. While the activities and tasks are being executed, a series of management processes
are undertaken to monitor and control the deliverables being output by the project.
Project completion: Project completion involves releasing the final deliverables to the customer,
handing over project documentation, terminating supplier contracts, releasing project resources
and communicating the closure of the project to all stakeholders. The last remaining step is to
undertake a Post Implementation Review to quantify the overall success of the project and list any
lesions learnt for future projects.
As seen from the above introduction about the project, the monitoring and evaluation work falls
into the third and fourth part of the project. But its planning and actions should be considered and
planned from the beginning of the cycle.
2.1.1.2.

Definition of international development projects (IDPs)

According to Robert Younker in “The Nature of International Development Projects”, 2003,
World Bank, international development projects (IDPs) are medium to large size projects and/or
programs in all sectors of developing countries financed by the following types of institutions:
-

Multilateral Development Banks such as the World Bank and regional development banks
(ADB, AfDB, IADB, CDB, etc.)

-

United Nations Associated Agencies (UNDP, FAO, ILO, WHO, UNIDO, etc.)

-

Bilateral and multilateral government agencies (such as USAID, European Union or CDA)

-

Non-governmental organizations (NGOs) (such as CARE, Catholic Relief Services,
Oxfam or Save the Children)

-

Government agencies in developing countries.

Thus, by definition, IDPs involve a number of different actors including donor agencies, (often
more than one), government organizations at several levels, consultants, trainers, evaluators,
researchers, and local beneficiaries including local organizations.
2.1.2. Characteristics of International Development Projects
In order to have more comprehensive definition of IDPs and to understand how different IDPs are
from normal projects, it is also necessary to give out its characteristics:


The objectives of IDP are for economic and social development, often involving poverty
reduction and the usual profit motive is often missing. The financing agency often has
motives and objectives of its own;
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

The financing can be both via a loan or an outright grant;



By definition, all IDPs are in developing countries and at least partially, externally financed;



The management of IDPs requires dealing with entire Project Life Cycle from Identification
to Operation and Ex-ost Evaluation;



All projects can have a variety of interested parties but IDPs usually have a large array of
stakeholders whose views must be considered;



The role of project sponsor is sometimes unclear. It can appear that the real sponsor is the
external agency rather than a domestic agency;



Developing country environments are difficult environments. There is often a lack of
infrastructure. All resources are in short supply especially human resources like trained
accountants. Local citizens may have different concept of time and different value structures
and cultures. The external forces may be seen in a negative or a positive way. The countries
have their own systems, each donor may have its own systems and all key differences;



The financing agency often leads the project identification in line with its own objectives;



It is difficult to involve the local beneficiary stakeholders in project discussions because of
literacy, volume, distance and communication problems;



Government in developing country are continually short of resources and usually have
difficulty meeting the resource requirement they promised at the time of project planning and
approval;



Corruption is often an endemic problem and require s monitoring systems to insure
transparency;



The local government environment is often a “one-entrepreneurial” one and yet project
success often requires an entrepreneurial project manager and project champion.

2.1.3. Life cycle of International Development Projects
IDPs, like all projects, also go through a project life cycle. Munns and Bjeirmi also identified
groups of parties involved in each stage, with different activities, different outputs. All can be
summarized as follows:

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Table 1: Life Cycle of an International Development Project
(Source: Van Thi Ngoc Ha 2005)
Key activities
End Products
Key players
Conception stage: the idea for the project is born within the client organization and its
feasibility is determined
- Identify the
- Need assessment
- Funding agency
potential target
report and project
- Consultants
groups and priorities concept paper
-Implementing
for support
agencies
- Assess needs
- Develop and
evaluate project
alternatives
Planning stage: the method to achieve the original idea is planned and designed
- Develop the
- Project documents - Funding agency
project scope and
(Project scope,

- Consultants
LOGFRAME
LOGFRAME,
-Implementing
- Estimate resources budget, organization agencies
required
set up, schedule,
- Mobilize support
risk management
and commitment
plan)
- Plan for project
Project agreement
schedule and
organization set up
- Negotiate for final
approval
Implementing stage: the plans are convert into physical reality
- Kick off the
- Resources
- Project
project
mobilized
management team
- Carry out the
- Activities carried
- Subcontractors,
project activities as
out
suppliers, partners

planned
Outputs produced
- Target
- Control the project
beneficiaries
budget
- Monitor the
progress and solve
problems
- Manage
relationships with
stakeholders


Closing stage: the finished project is hand over to the client for use. The concerned
parties will coordinate for project financial settlements project completion reports. At the
end of this stage, project team is dissolved
- Final test the
- Project completion - Funding agency
project outputs
report
- Government
- Complete the
- Project outputs and - Consultants
project final report
assets transferred
- Settle all financial - Dissolution or
transactions with
transformation of
subcontractors,

the project team into
suppliers, consultant an ongoing
etc…
operation
- Hand over the
project output and
asset
- Dissolve or
transform the
project team

2.2.

Monitoring and evaluation of international development projects

2.2.1. Definition of monitoring and evaluation
The OCED (2002) defines monitoring and evaluation as below:
Monitoring is a continuous function that uses the systematic collection of data on specified
indicators to provide management and the main stakeholders of an ongoing development
intervention with indications of the extent of progress and achievement of objectives and
progress in the use of allocated funds.
Evaluation is the systematic and objective assessment of an on going or completed project,
program, or policy, including its to determine the relevance and fulfillment of objectives,
development efficiency, effectiveness, impact, and sustainability. An evaluation should provide
information that is credible and useful, enabling the incorporation of lessons learned into the
decision-making process of both recipients and donors.
In juxtaposing these two definitions, it is immediately evident that they are distinct yet
complementary. Monitoring gives information on where a policy, program, or project is at any
given time (and over time) relative to respective targets and outcomes. It is descriptive in
intent. Evaluation gives evidence of why targets and outcomes are or are not being achieved. It

seeks to address issues of causality. Of particular emphasis here is the expansion of the
traditional M&E function to focus explicitly on outcomes and impacts.


A research on Monitoring and Evaluation of International Development Projects
Evaluation is a complement to monitoring in that when a monitoring system sends signals that
the efforts are going off track (for example, that the target population is not making use of the
services, that costs are accelerating, that there is real resistance to adopting an innovation, and
so forth), then good evaluative information can help clarify the realities and trends noted with
the monitoring system. For example, “If annual performance information is presented by itself
(in isolation) without the context and benefit of program evaluation, there is a danger of
program managers, legislators ...and others drawing incorrect conclusions regarding the cause
of improvements or declines in certain measures ...Simply looking at trend data usually cannot
tell us how effective our government program interventions were” (Channah Sorah 2003). We
stress the need for good evaluative information throughout the life cycle of an initiative—not
just at the end—to try and determine causality.

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CHAPTER 3
INTERNATIONAL NGOS IN VIETNAM
THEIR MONITORING AND EVALUATION
3.1.

AND

INGOs and their international development projects in Vietnam

3.1.1. History of INGOs in Vietnam
INGOs have been providing support to Vietnam for many decades. Right from the early 1970s,
some sixty-three INGOs worked in Vietnam. Source Populaire Francais may be the first
INGOs to have worked in Vietnam while other com to work in Vietnam after the end of the
war against the French in 1954. Earlier international humanitarian activities had been
supported through mission of the Roman Catholic Church. Most of these first INGOs to
Vietnam had religious (Christian) affiliations.

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Before 1965, the North saw support from Socialist countries through various Friendship
Associations. After 1965, popular support for Vietnamese people suffering from the war grew
in other Western Countries and some INGOs started to ship goods to Vietnam. In the end of
1974, there were totally 60 of which 32 were America ones. However, some organizations
operated under the political pressure of America Government.
Some INGOs realized the nonsense war caused by America Government an withdrew their
operation in Vietnam such as Voluntary Service organization (IVS), Save Children Fund UK
(SCF/UK) and some other medical organizations also stopped its operation in Vietnam,
However, in 1975, most INGOs closed their offices and foreign staff left as the Socialist
Republic of Vietnam assumed responsibility for their activities.
From 1975 to 1979, some INGOs (such as AFSC-Quaker Service…) moved their offices to
Thailand and/or Laos and continued to provide relief and humanitarian assistance from aboard
with occasional visits. INGOs which had used to operate in Vietnam came back to the united
Vietnam and open its scale of operation and many INGOs joined to the NGO community in
Vietnam. The period from 1976 to 1978 could be considered high peak of NGO operation in
Vietnam with the participation of more than 70 organizations, the aid, medicine, food stuff for
new economic sector and agricultural and industrial renovation and development.

Virtually all Western donors with the exception of Sweden supported the increased embargo
imposed by the US in 1979. This decreased significantly the amount of assistance available
for INGOs whishing to support Vietnam, who developed other strategies in order to raise
funds and provide humanitarian relief during severer food shortages. In 1979, the Ministry of
Finance established AIDRECEP to facilitate assistance from foreign organizations, including
INGOs. Form 1979 to 1988, the INGO operation in Vietnam was at the standstill. The number
of INGOs did not decrease very much but they operated in hesitation. The value of projects
was lower one fourth than those previous year. This happened due to misunderstanding from
INGOs toward the issue relating to Cambodia at the moment. During this time, the internal
situation and external factors, in particular the US-led embargo, limited the opportunities for
INGOs to increase their support for Vietnam. In relation to needs, INGOs support was low bur
the solidarity shown was important and is well remembered by those who cite the Vietnamese
expression, “we remember best the mouthful of rice given when we were hungry”.
During the mid to late 1980s, Vietnam began to broaden its international relations. At the end
of 1986, the Communist Party of Vietnam initiated a policy of Doi Moi or Renovation. This
change coincided with the collapse of the former socialist countries of the Soviet Union and
Eastern Europe; as a result, these countries substantially reduce their support for Vietnam’s
development. This change created new possibilities for INGOs wishing to support Vietnam
and many renewed efforts to have representatives in the country. By 1988, the effects of Doi
Moi had begun, including increased interest from foreign investors. In October 1988, CIDSE
became the first INGOs with a representative in Hanoi. The 1989 withdrawal of Vietnamese

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troops from Cambodia brought the beginning of re-normalisation with Western donor
countries.
In 1989, the People’s Aid Co-ordinating Committee (PACCOM) of the Vietnam Union of
Friendship Organizations (VUFO) was established to “work as a focal agency for international

non government organizations”. PACCOM’s main function are to: work as a bridge between
INGOs and Vietnamese partners and localities; facilitate INGOs activities and assist local
partners in their relation with INGOs; gather and share information concerning INGOs
activities in Vietnam; and recommend to the Government proper policies for INGOs in
Vietnam. PACCOM is also responsible for processing permits for INGOs, who are requested
to register with the Committee for NGO Affairs through PACCOM. In the early 1990s, the
Vietnamese Government gave AFSC, Action Aid, CARE, Oxfam Belgium, and the then
Oxfam Great Britain permission to open offices in Hanoi and actively encouraged other
INGOs to come.
For a long time, due to international isolation and lack of legal framework, INGOs worked
from a distance. The lack of a legal framework and legislative environment created challenges
that may have led to misunderstanding and occasional mistrust, for example, difficulties in
obtaining visa, defining administrative procedures, working at the community level and
visiting remote areas.
In 1993, in respond to the need for better sharing information about INGOs’ programmes, the
NGO Resource Center was established in the officer of Radda Barnen.
In 1996, the Committee for NGO Affairs was formed and comprised of six member at
ministerial level: Vietnam Union of Friendship Organizations (VUFO), as standing agency for
foreign NGO affairs; the Ministry of Foreign Affairs (MOFA); the Ministry of Public Security
(MOPS); the External Affairs Commission of the Communist Party of Vietnam; and the
Government Committee for Organizations and Personnel (GCOP). Decision 340/TTG, an
under law, was issue to regulate INGO activities.
PACCOM note that “by issuing permit, a clear legal framework for INGOs to operate in
Vietnam has been established, providing INGOs with official recognition”. Indeed, although
permit procedures became clearer after Decision 340/TTG was issued, some concerns
remained, and new ones arose. In 1999, the Vietnamese Government issued Decision 28
regulating the reception of INGO assistance and procedures for approving projects involving
Vietnamese organizations. During 2000, Decision 28 amendments were discussed to
decentralize decision making and enable local authorities to approve projects at higher budget
levels.

In July 2000, the Committee for NGO Affairs was disbanded in line with public administrative
reform while the role of VUFO and PACCOM did not change; GCOP was increasingly
become the central agency responsible for emerging local NGOs and was taking the lead in

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developing appropriate regulations. Thus, administrative responsibilities for international
NGOs and local NGOs were separate.
Currently, INGOs apply for a permit with PACCOM and submit quarterly reports to
PACCOM. Projects with local partners must be approved by competent local authorities or the
Ministry of Planning and Investment. Implementing partners can be line ministries such as
MOLISA, MOH, or MARD; mass organizations; universities; or local organizations.
3.1.2. Current situation of the INGOs in Vietnam and their projects

USD (million)

The aid of INGOs has been implemented in different regions in the whole countries and
focused more on the sectors of education, health, social issue and economic development with
total value of disbursement capital organizations by end of 2007 is at US$216 million
(increased by over 200% against 2003).

Fig 1: Aid by INGOs through years
240
220
200
180
160
140

120
100
80
60
40
20
0
Source:

The years of 2004 marked a
significant
breakthrough
when this was the first time
INGOs committed to aid the
sum of USD 100 millions in
the Conference of Donors to
Vietnam. Aid of INGOs in
Vietnam in 2004 has
considerably increased in
comparison to previous ones.

NGO Resource Center, 2008

Years
At the same time, the change in quality of the relationship between organizations with Vietnam
also took place.
Here in some analyses of aid from INGOs:
3.1.2.1 By origin:
NGOs from North America (including USA and Canada) take for 42% of quantity of
organizations and 58% of total aid value. The aid value from American NGOs has increased

by 170% against 2003 (from 46.7 million USD to 126 million USD).
NGOs from Europe accounts for 39% of quantity of organizations and over 28% of total aid
value to Vietnam while organizations from Asia-Pacific takes account 19% of quantity of
organizations and 4% of aid value.

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NGOs from North America have increased aid value and make up big portion in the total of
disbursed aid,

USD (million)

Fig 2 : Aid from INGOs by origin (by end of 2007)

130
120
110
100
90
80
70
60
50
40
30
20
10
0

126

60
42

39
19

North America
Europe
Asian Pacific

58
30

28
4

%
Aid value % of aid
no.orgs
valueCenter, 2008
Source: NGO Resource

3.1.2.2 By Sector:
Aids from INGOs are converted almost sectors including education, health, society and
economic development. Some projects of building facility and enhancing the education quality
in some universities with millions of USD are being implemented. Aid value in education
sector doubled (from 20 million USD to 39.2 million USD in 2004), making up 27% in the

total disbursed value.

USD (million)

Project on vocational training, scholarship, teaching tools supplying are still paid in attention.

Fig 3: Aid from INGOs by sector
45
30

39

35

31

27.5

24

21

15

7

5

31
22

3 2

0

Total value

Sectors

Disbursed value
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On the top of priority list,
projects on health have the
aid value increasing by 20%
against 2003. Some projects
on
construction
and
equipment supplying for big
hospital
are
being
implemented and put into
operation.
Especially,
projects
on
HIV/AIDS

A research on Monitoring and Evaluation of International Development Projects
attract
attention
American NGOs.

from

Source: NGO Resource Center, 2008
In the sector of economic development, many projects has shifted from individual activities
such as income generation, credit support to the economic capacity building in overall.
Approaches are flexible, more comprehensive and implemented by different intervention
methods to enhance the capacity of generating, controlling and maintaining family income.
However, the aid value just stands in the level of 30.6 million USD.
In the society development, INGOs activity participate into programs of house building for the
poor, taking care of children, preventing HIV/AIDS. The total value has increased by 60%,
from 20.2 million USD to 32.4 million USD in 2004 while the total aid value for environment
and emergency aid make up small portion in the total disbursed value (only 6%).
3.1.2.3. By region:
Aids from INGOs cover almost regions and provinces in Vietnam but still focus on some
traditional regions such as provinces in Centre and tend to shift to some provinces in Central
South region and Mekong delta region. Some provinces still attract aid in high value such as
Hochiminh, Hanoi, Danang, Quang Tri, Quang Nam, Thua Thien-Hue while not much aid is
invested in some poor provinces in the mountainous areas such as Lai Chau, Dien Bien, Tuyen
Quang, Cao Bang.
Aids from INGOs directly aimed at beneficiary and essential needs of community and local
people. Many organizations increased aids for policy lobby on faire trade, mutual
understanding between Vietnamese people and others, supporting orange dioxin victims….
Although some countries in South East Asia and South Asia were damaged by Tsunami and
attracted attention from international donors but it is not likely to decrease in aid of INGOs in

Vietnam in 2005. Aids from American NGOs can be increased due to huge aid on HIV/AIDs
from American Government.
(See Annex 1 for more information on INGOs in Vietnam)
3.2.

Monitoring and evaluation of INGOs in Vietnam

Current situation
As there is no recent and official study or report about this issue, a qualitative research,
conducted with a series of interviews with the leaders and practitioners in the development
projects in Vietnam. This research was conducted with a sample of 20 development experts
and practitioners from 20 international non-governmental organizations in Vietnam, which
have been working in Vietnam for at least 5 years. The interviewees include both program
leaders at the organizations’ head offices and field offices.

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They were interviewed following a questionnaire of 5 key questions about the issue of
monitoring and evaluation of development projects in Vietnam. (See Annex 2 for the
questionnaire of this qualitative research and Annex 3 for the list of respondents). From the
research, there are below some overview about how M&E is implemented in international
INGOs in Vietnam:
Understanding of M&E
Being asked about how they define M&E for the development projects, there are 17
respondents can provide a clear definition of monitoring and evaluation. The rest were mixed
between monitoring and evaluation or consider M&E is solely evaluation. These incorrect
answers go to the respondents from the local field sites.
Perceptions about the importance of M&E

Generally, staff at head offices were greatly favor of M&E goals and objectives. They
perceived such activities to be one of the most important stages of the project cycle (if not the
most important). A typical comment here was that “M&E is an internal tool for improving
standards and strengthen practices; it is an increasingly essential component of the project
cycle”.
For the perceptions of M&E in the field offices, it is quite revealing that the junior staff were
responsible for undertaking daily reporting and monitoring activities. Such reporting systems
were viewed by field staff as instruments through which senior managers could access the
progress of junior staff, as the following comment illustrates:
“…every week, I fill this report and give it to my supervisor at the end of the week, then every
month or so we meet to review what I have written and he assesses it and helps me understand
what I have done wrong in my job…”
Clearly, staff at this level perceived M&E procedures as a highly sophisticated and technical
set of activities from which they were excluded by virtue of their inferior position.
One respondent effectively summarized this perspective when he stated:
“…We still tend to think of M&E as a set of complex and specialized procedures that are
beyond our understanding and to tell the truth, beyond our duties within this
organization…”
It came as no surprise to learn that such activities held little interest for junior field staff and so
were undertaken without much enthusiasm. Such widespread feelings at this level had been
further explained by them that they don’t know the purpose of the information collated they
don’ t see where or how it is used or don’ t learn anything from this process.
Even some senior field staff also perceived the M&E process to be ‘too technical’ and
‘too formal’, in addition to being undertaken largely for the benefit of partners and
donors, not themselves. Therefore, M&E is not considered at their top of priorities. The focus
should be put a lot more in the implementation side.
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The M&E practices at their organizations


As a consequence to this awareness, up to 60% of the asked people said that their
organization has both monitoring and evaluation activities. The rest of which saying
that although their M&E is in place, it is not yet systematic and just short-term
evaluation. The M&E is only conducted when required by the donor, and only at the
end of the project, but not put into the implementation plan. Some of the M&E
processes of organizations just for us to provide the evaluation on results, but not the
recommendations for improvements.



Almost all of the respondents stated that they implement the monitoring and evaluation
as it is requested by the donors. Two thirds of them saying that they just do it at the end
of project and one third saying that the monitoring and evaluation is not put into their
implementation plan.



There are 3 among 20 interviewees revealed that their organizations have a specialized
M&E expert that is in charge of the M&E for their organization’s programs. For the
rest, there are program staffs from the national to the ground level to join in the
process. There are 6 over 20 organizations they involve the local partners and
beneficiaries for monitoring and evaluation.



The methods used in the asked organizations to monitor and evaluate their programs
include qualitative methods, quantitative methods or both. For the qualitative method,

the tools are listed including:
o Desk review: project reading materials, proposal, periodical report, trip report,
activity report, other materials, etc
o In-depth interview of involved people
o Focused group discussion
o Sometimes, observation
Monitoring of quantitative results at these organizations is based on:
o Numbers of beneficiaries
o Number of participants
o Sampling

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CHAPTER 4
MONITORING AND EVALUATION
OF THE
“SUPORT NETWORK FOR
PEOPLE WITH DISABILITIES”
4.1.

General background of the program

4.1.1. Disability and Agent Orange issue in
Vietnam and Quang Ngai, program location
The chemical dioxin, found in defoliants used during
the Vietnam War, is the source of many health
problems in Vietnam. Dioxin was a chemical

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ingredient in the millions of gallons of defoliants like Agent Orange sprayed over the
Vietnamese countryside by the American military during the war between the U.S. and
Vietnam. According to VAVA, there currently are 4.8 million of people believed suffering from
the effects of dioxin poisoning in Vietnam.1
Quang Ngai is a southern central province lying on the coast in the middle of Vietnam. The
province was devastated during the war. According to local authorities, there 14,800 registered
dioxin victims in Quang Ngai, and a total of 47,000 PWDs 2 in the province. According to the
latest survey done by Duc Pho District Health Care Center in 2006, there are 284 people with
limb deformities that medical personnel believe are related to dioxin, and 751 children under
16 with disabilities. Most of these disabilities go untreated; the Duc Pho District Health Care
Center staff report that only a small portion (about 85) of the 284 people with limb deformities
they believe were congenital anomalies causes by dioxin received any treatment, therapy or
financial help.
Services for PWDs in Quang Ngai are inadequate. Although the provincial and district health
care directors have worked hard to improve medical care and care for PWDs, resource
limitations have severely hampered their efforts. At present, care for PWDs is limited to
providing some preliminary examinations, small surgeries and rudimentary physical therapy to
patients who have recently received surgery.
Most children with disabilities do not attend school. Many parents say that they do not have
time to take their disabled children to school, but if their child was mobile, they would allow
them to attend. These children get very little attention from education or health authorities,
leaving the families to help them in any way they can.
4.1.2. Program goals, objectives and activities
The Support Network for People with Disabilities (SN-PWD) is an initiative developed by the
East Meets West Foundation (EMW) and supported by the Ford Foundation and other donors
and organizations to help create channels of medical, educational and vocational services for

disabled people. Launched in the Quang Ngai Province in January 2007, the program will end
by December 2011.
The key outcome for this program, if successful, will be the creation of long-term, sustainable
channels by which PWDs in the program area can access health care and other services.
Project Location

Duc Pho and Son Tinh Districts, Quang Ngai Province, central Vietnam.

Project Goal

Improve the quality of life for PWDs in Quang Ngai province, with a
focus on Duc Pho and Son Tinh districts.
1. Provide medical screening for PWDs.

1
2

Vietnam Association for the Victims of Agent Orange - VAVA's national survey on victims of dioxin exposure.
Quang Ngai Department of Labor, Invalids and Social Affairs's statistics.
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Objectives

Outcomes/Results

2.
3.
4.

5.
6.
7.
8.
1.
2.

3.

4.

5.

6.
7.
8.

Activities

1.
2.

Provide corrective surgery for PWDs.
Provide treatment for non-surgical cases.
Provide vocational training for PWDS.
Help children with disabilities get an education.
Improve the Duc Pho Health Care Center.
Improve the Quang Ngai Orthopedics Station.
Improve the skills of medical personnel treating PWDs
PWDs in the two target districts will be screened and

differentiated. Provide screening to 7,761 PWDs.
The PWDs in two districts in Quang Ngai in greatest need of
corrective surgery will receive this surgery, allowing them greater
freedom of movement, improved life options and better
employment prospects. Provide corrective surgery for 500
PWDs.
Provide prosthetics, physical therapy or other medical or physical
treatment to 300 PWDs who are not surgical candidates. PWDs
in this area who are not good surgical candidates will get
physical therapy and other assistance, which will improve their
lives with some of the same effects as in (1).
Provide vocational training to 125 PWDs. Eligible PWDs will be
better able to earn a living to support themselves and their
families.
Disabled children will be able to get an education, which will
improve their long-term life prospects. Provide educational
support to 150 children with disabilities.
Provide in-service training to 50 medical personnel from the
medical facilities in Duc Pho and Son Tinh.
Provide training for 300 commune health workers.
The capacity of the Quang Ngai medical facilities serving PWDs
will be greatly enhanced, leading to long-term and sustainable
improvements in the lives of PWDs. The number of patients
treated at the two facilities will more than double as a result of
the capacity improvements.
Conduct screening of all PWDs in the two target districts.
Organize the list of PWDs into five categories:
a. Those who are good surgical candidates.
b. Those who are good candidates for physical therapy
and/or prosthetics.

c. Those who would benefit from vocational training.
d. Those who are children in need of help getting an
education.
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