usaid vietnam partner capacity development annual progress

USAID Vietnam Partner Capacity Development

Annual Progress Performance Report

Year 4, FY 2018 Covering October 1, 2017 – September 30, 2018

Contract # AID-440-TO-14-00001

October 30, 2018

This publication was prepared for review by the United States Agency for International Development. It was prepared by Institute of International Education (IIE).

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USAID Vietnam Partner Capacity Development

FY 2018 ANNUAL REPORT

Period October 1, 2017 – September 30, 2018

Report Type: Annual Report Award No. Contract # AID-440-TO-14-00001 Period Ending: September 30, 2018 Prepared for Nguyen Thi Bich Thuy - COR United States Agency for International Development/Vietnam 15/F Tung Shing Building #2 Ngo Quyen Street Hanoi, Vietnam Submitted by Robert Letchford PCD Project Director USAID/ Vietnam Partner Capacity Development Program (PCD) Institute of International Education (IIE) Room 501, Building A1 Van Phuc Diplomatic Compound 298 Kim Ma, Ba Dinh, Hanoi, Vietnam [email protected]

The authors’ views expressed in this publication do not necessarily reflect the views of the United States

Agency for International Development or the United States Government.

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Table of Contents I. EXECUTIVE SUMMARY ...................................................................................................................... 5

II. KEY ACHIEVEMENTS ......................................................................................................................... 7

COMPONENT 1: INSTITUTIONAL CAPACITY BUILDING FOR TARGET LOCAL ORGANIZATIONS ......................................................... 7

A. The Sustainable Health Development Center (VietHealth) ................................................................................... 7

B. Disability Research and Capacity Development Center (DRD) ......................................................................... 11

C. Action to the Community Development Center (ACDC) ....................................................................................... 14

COMPONENT 2: INSTITUTIONAL CAPACITY BUILDING FOR POTENTIAL TARGET LOCAL ORGANIZATIONS .................................... 16

COMPONENT 3: COMMON THEMES/ CROSS - SECTOR VNGOS ................................................................................................. 23

COMPONENT 4: INSTITUTIONAL CAPACITY BUILDING FOR PRIORITY GVN AGENCIES ................................................................. 24

COMPONENT 5: ENGAGEMENT WITH SELECTED POPULATIONS AND DEVELOPMENT ISSUES ....................................................... 30

III. CHALLENGES .................................................................................................................................. 34

IV. LESSONS LEARNED .......................................................................................................................... 36

V. M&E PROGRESS REPORT ................................................................................................................. 37

VI. IMPLICATIONS FOR YEAR 5 WORK PLAN .......................................................................................... 40

VII. ANNEXES AND ATTACHMENTS ........................................................................................................ 40

ANNEX 1: PCD STAFF .............................................................................................................................................................. 40

ANNEX 2: LIST OF WORKSHOPS AND INTERVENTIONS IMPLEMENTED IN FY2018 ............................................... 41

ATTACHMENTS ........................................................................................................................................................................ 43

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ACRONYMS AND ABBREVIATIONS

ACDC Action to the Community Development Center AEPD Association for Empowerment of Persons with Disabilities ASVHO Association in Support of Vietnamese Handicapped and Orphans BCRC Bangsitong Community Rehabilitation Center CCIHP Center for Creative Initiatives in Health and Population CCRD Centre for Community Health Research and Development CECR Center for Environment and Community Research COHED The Center for Community Health and Development COR Contracting Officer Representative DPO Disabled Persons Organization ENDA Environment Development Action Vietnam EPA Environmental Protection Agency ESDO Environment and Social Development Office GIG Governance for Inclusive Growth GreenHUB Centre for Supporting Green Development GVN Government of Vietnam HCMC Ho Chi Minh City HICD Human and Institutional Capacity Development IDEA Action Committee for Inclusive Development ISDS Institute for Social Development Study LGBT Lesbian Gay Bisexual and Transgender LIFE Centre for Promotion of Quality of Life MACDI Microfinance for Community Development Institute MCD Centre for Marine Life Conservation and Community Development MND Ministry of National Defense MOET Ministry of Education and Training MOH Ministry of Health MOLISA Ministry of Labour Invalids and Social Affairs MOU Memorandum of Understanding MPI Ministry of Planning and Investment PACCOM People’s Aid Coordinating Committee PCD Partner Capacity Development Project RENEW Restoring the Environment and Neutralizing the Effects of the War PWDs Persons with Disabilities RFP Request for Proposal R-OCA Rapid Organizational Capacity Assessment SMA Subject Matter Area SNMRI Sirindhorn National Medical Rehabilitation Institute TA Technical Assistance TEC Technical Evaluation Committee TO Target Organization USAID United States Agency for International Development VAVA Vietnam Association for Victims of Agent Orange VCCI Vietnam Chamber of Commerce and Industry VCEP Vietnam Clean Energy Program VietHealth Sustainable Health Development Centre VLEEP Vietnam Low Emission Energy Program VNGO Vietnamese Non-Governmental Organization VNRC Vietnam Red Cross VUSTA Vietnam Union of Science and Technology Associations

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I. EXECUTIVE SUMMARY

USAID/Vietnam awarded the five-year Partner Capacity Development (PCD) Program to IIE on July 09, 2014. The purpose of the Task Order is to provide the USAID/Vietnam Mission with implementation and management support for capacity building and participant training program activities to be undertaken by its Development Objective (DO) teams.

In Year 4, PCD continued to build the capacity of Vietnamese organizations and individuals working in the areas of economic growth and inclusion, private sector partnerships and innovation, HIV/AIDS, climate change and disaster risk reduction, disability and vulnerable populations, avian and pandemic influenza, education, and environmental remediation, through a range of administrative, technical and management interventions, including technical assistance and participant training to better achieve program objectives.

Major administrative achievements from Year 4 of the PCD program include:

• Year 4 planning meetings with USAID/Vietnam technical teams.

• Subcontracting with the Kenan Institute Asia (KIA) for regional training activities in Thailand.

• Subcontracting with the Asian Institute of Technology Center Vietnam (AITCV) for local training activities.

• Issuing of Task Orders for local consulting firm PEAPROS to support provision of technical assistance to PCD beneficiaries.

• Submitting the FY2019 Annual Work Plan, updated Monitoring and Evaluation Plan, PCD Fact Sheet, Success Stories and FY2018 Quarterly Reports.

In Year 4, beneficiaries of PCD participant training programs reported that:

• Individual Capacity Development – 91% of participants attending PCD funded participant training and 93% of participants attending study tours reported that they either agreed or strongly agreed that they were able to apply new knowledge, skills and tools back in the workplace.

• Organizational Capacity Development - 78% of participants attending PCD funded participant training and 86% of participants attending study tours reported that they either agreed or strongly agreed that their organizations capacity was strengthened and that outcomes of trainings would have a long term positive impact on a participant’s organization.

In Year 4, PCD continued to deliver a wide range of participant training programs and technical assistance activities across the PCD five component areas:

• Component 1: Institutional Capacity Building for Target Local Organizations.

• Component 2: Institutional Capacity Building for Potential Target Local Organizations.

• Component 3: Common Themes / Cross Sector VNGOs.

• Component 4: Institutional Capacity Building for Priority GVN Agencies.

• Component 5: Engagement with Selected Populations and Development Issues.

Although project registration continued to be a challenge for PCD, the program did find creative ways to deliver participant training for Component 1, 2, 3, and 4 beneficiaries. Year 4 activities, as outlined in Annex II, shows that PCD devoted most of its resources to the delivery of Components 1, 2 and 4 activities.

Activities in Component 1 focused on the delivery of technical assistance in the following areas:

Participants Learning About PESTLE Analyses for Strategic Planning

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• Financial Management.

• Proposal Writing and Fundraising; and,

• Human Resources Management.

Activities in Component 2 and 3 focused on the delivery of participant training in the form of a holistic training program entitled the, “Organizational Development Trail” (ODT) program which comprises 7 technical trainings and 3 leadership forums. ODT trainings and leadership forums delivered in FY2018 include:

• Leadership Forum 1 – Future Trends in Vietnam.

• Strategic Planning and Governance Training.

• Leadership and People Management Training.

• Fundraising and External Relations Training.

• Leadership Forum 2 – Leadership Competencies.

• Project Design and Management Training.

• Human Resource Management Training; and,

• Remaining trainings and leadership forums to be delivered in FY2019.

Activities in Component 4 focused on the delivery of a range of participant training activities including:

• Two (2) regional study tours to Bangkok, Thailand on the topic of “Integrated Rehabilitation Services” with a focus on management aspects to design, develop and deliver such integrated services.

• Training for the Vietnam Union of Science and Technology Associations (VUSTA) to strengthen their ability to design, implement and write-up quality policy research projects.

• Other events as requested by USAID/Vietnam.

Key challenges experienced in Year 4 included:

• Project Registration and VAT Refunds continued to be a challenge in FY2018. IIE continued to try and gain project registration for the PCD program, working with VUSTA, holding meetings with VNGOs and other organizations to try and find alternative roads to achieve project registration. As PCD is a cross cutting program, and GVN ministries and agencies organize themselves in silos it is very difficult to find a single partner who is willing to partner with IIE to register the PCD program in Vietnam. Registration of the PCD Program is further complicated by the fact that the PCD program is now in its final year of operation. As IIE has not been able to register the PCD Program it has also not been possible to gain VAT refunds from the Hanoi Tax Office (HTO), as IIE cannot provide them with prerequisite documents i.e. certificate of project registration and letter from the Ministry of Planning and Investment (MPI).

• When PCD worked directly with GVN agencies (for example VUSTA and VAVA during FY2018), PCD found that it was sometimes difficult for GVN agencies to make timely decisions due to their internal management and leadership structures. In particular, PCD experienced challenges gaining approval for participants travelling on two (2) regional disabilities study tours to Thailand. In one case, a group of five (5) participants from Tay Ninh Province could not secure approval to travel from local authorities and were unable to attend the proposed study tour, which would have greatly benefited them.

Key lessons learned in year 4 included:

• Development of a holistic training program, such as the “Organizational Development Trail,” led to a very positive response from participating organizations. The “Organizational Development Trail” program included a rapid organizational capacity assessment (R-OCA), agreement with participating organizations about how follow up activities will be designed to

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assist each organization achieve agreed milestones (outputs), signing of letters of commitment at the beginning of the program and integration of other activities, such as leadership forums and networking events. Setting the right conditions for PCD to partner with local VNGOs is a best practice that should be implemented where possible for all ‘participant training’ programs.

• Subcontracting with a local consulting firms such as PEAPROS, MDF Management Consulting and the Asian Institute of Technology Center Vietnam (AITCV) is more efficient, cost effective and has led to the sustainable development of reliable local consulting organizations. The capacity of PEAPROS was strengthened by complimenting (where appropriate) their inputs with technical support and value-added inputs from the PCD team and by connecting PEAPROS with well qualified local (Hanoi based) expat experts. For example, Mr. Wim De Groof and Ms. Griet De Bosscher, Fundraising & Proposal Writing Advisors, Mr. David King, Financial Management Advisor. MDF Management Consulting was also able to provide PCD with access to a number of expat resources at local rates. For example, Mr. Rod Barnett Human Resource Management, Leadership and People Management expert, Mr. Koen Toonen, Project Design and Management expert, Ms. Susanne Van Liesout, Fundraising and External Relations expert and Ms. Ineke Pitts, Governance and Strategic Planning expert.

II. KEY ACHIEVEMENTS

Component 1: Institutional Capacity Building for Target Local Organizations

For Year 4, PCD continued to work with a reduced number of TOs (VietHealth, DRD, ICS and ACDC) since four (4) TOs (MCD, LIFE, COHED and CCRD) graduated out of the PCD program at the end of FY2017. In FY2018, PCD continued focus on identification of performance improvement interventions to assist PCD TOs to build and institutionalize improvements for organizational sustainability and strengthening. Interventions implemented during FY2018 included technical assistance (TA) to develop proposal writing and fundraising strategies, financial management and human resources management with a focus on staff performance management.

The performance improvement methodology applied by PCD follows seven steps:

• Conducting an HICD assessment to identify organizational performance gaps.

• Identifying the cause of the gaps.

• Identifying and validating a solutions package to close the gaps.

• Drafting and executing an MOU with each TO.

• Implementing agreed solutions.

• Monitoring progress.

• Assessing impact and project completion.

To date, PCD has completed HICD assessments for all Component 1 Target Organizations(TOs); and in FY2018 graduated the following TOs from the PCD program:

• The Sustainable Health Development Center (VietHealth).

Achievements for each of the Component 1 TOs that PCD worked with in FY2018 are detailed below.

A. The Sustainable Health Development Center (VietHealth)

VietHealth (VH) is a Vietnamese NGO established in in 2002 under license by the Ministry of Science and Technology of Vietnam and under the supervision of the Vietnam Union of Science and Technology Associations (VUSTA).

VH was recommended to PCD by USAID/Vietnam in 2015. PCD completed a HICD assessment in December 2015, signed an MOU in January 2016, and agreed on the delivery of support during FY2016/17 in the areas of human resources and institutional strengthening for improved governance

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of VietHealth. In FY2017, VH won several bids, receiving USD 7.6 million dollars from USAID/Vietnam and other donors over the next five years. In FY2018 PCD prioritized provision technical assistance for VH in financial management, which took significant time to organize due to a number of VH’s accounting team being on maternity leave. PCD funded three (3) weeks of consulting time with VH during FY2018 to work with them to strengthen their financial management systems and outputs of that work are detailed in Table 2.0 below.

At the end of FY2018, it was decided in consultation with VH leadership that PCD would graduate VH from the Component 1 as they themselves have decided that they do not have sufficient time (absorptive capacity) to engage with PCD.

The key interventions completed with VietHealth at the end of Year 4 are:

Completed and Planned Interventions Progress

HICD assessment conducted Completed, July 2015

Validation meeting Completed, September 2015

Final HICD assessment report and capacity building plan Completed, November 2015

MOU signed Completed, December 2015

Human resources (phase 1) Completed, December, 2016

Institutional strengthening Board of Trustees Completed, December, 2016

Financial management Completed, September, 2018 Completed Participant Training Courses Month of Completion

Fundraising July, 2016

Organizational Monitoring and Evaluation August, 2016

Financial Management December, 2016

Human Resources Management April, 2017

Project Design and Management August, 2017

Governance and Strategic Planning September, 2017

ODT Leadership Forum 1 December, 2017

ODT Leadership Forum 2 July, 2018

VietHealth Performance Improvement Index Results

In FY2017 and FY2018, PCD implemented a program of M&E activities to document outcomes of PCD funded technical assistance and participant training programs and met with VietHealth leadership on June 30, 2017 and September 7, 2018 to specifically discuss results of technical assistance and participant training activities.

An overview of performance improvement results is summarized in Chart 1.0 VietHealth Performance Improvement Index and Table 1.0 VietHealth Performance Improvement Index Scores below.

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Chart 1.0: VietHealth Performance Improvement Index

Table 1.0: VietHealth Performance Improvement Index Scores

Five Dimensions of the Performance Improvement Index

1 = Low Capacity; 4 = High Capacity

Maximum Baseline Output Outcome

Organizational Strategy (BOT, bylaw, charters) 4.0 2.0 3.0 3.0

Human Resource Management 4.0 2.0 3.5 3.5

Financial Management 4.0 2.5 2.7 2.7

Organizational M&E* 4.0 2.0 2.5 2.5

Fundraising Strategy & External Relations* 4.0 3.0 3.5 3.5

Note: * Only PCD participant training with access to follow up activities provided.

Chart 1.0 and Table 1.0 above provide quantitative evidence that VH have made progress towards strengthening their human and institutional capacity with some improvement in areas of organizational strategy, human resource management and financial management. VietHealth output and outcome scores have remained the same as PCD consultants have not observed a high level of actual use of tools (outputs) of PCD funded activities leading to changes in VH actual practices (outcomes). VH was graduated from the PCD program at the end of FY2018. Qualitative evidence of VH improved performance, as a result of technical assistance inputs in FY2018, is documented in Table 2.0 below.

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Table 2.0: VietHealth Evidence of Improved Performance for FY2018 Technical Assistance Inputs

Activity Type Performance Gap Evidence of Improved Performance

Financial reporting

• VietHealth do not currently produce any internal financial report. Accordingly, there is no comprehensive knowledge or understanding of the financial status of VietHealth as an organization.

• A financial report template has been designed. The report will provide a financial analysis of VietHealth as an independent entity, together with the status of each project.

Financial reporting timetable

• VietHealth did not have a financial reporting timetable.

• A financial reporting timetable was developed with assistance from VH. This will facilitate VietHealth quarterly reporting cycle.

Core cost budgets

• The concept of core costs was not well understood, and VietHealth do not currently produce an annual core cost budget.

• A workshop was held to discuss core cost budgets, demonstrating the need to construct a core cost budget on an annual basis, with the output being a core cost budget for the remainder of 2018, and a proposed core cost budget for 2019 (annual).

Completion of USAID form

SF425

• VietHealth were unsure on how to complete USAID for SF425 and had limited knowledge of the language contained in the SF425 instructions.

• The instructions have been converted into easy to understand language and translated into Vietnamese.

• A workshop was held on how to complete SF425 to answer VietHealth accounting staff questions.

Risk management

• VietHealth does not undertake any formal risk management processes, although the management team does discuss risk in their meetings. However, nothing is documented.

• A workshop was held to engage with senior management to discuss the types risks that the organization is exposed to. A risk management matrix and action plan was developed as an output.

Graduation of VietHealth from the PCD Program

In consultation with VH prior to the commencement of FY2019 it was agreed to graduate VH from the

PCD Program at the end of FY2018 as VH is extremely busy with a large number of new donor funded

projects. In acknowledgement of VH’s lack of time to engage with PCD in a constructive manner it was

agreed to not undertake any additional technical assistance works with VH in FY2019. The PCD

believes that VH would greatly benefit from additional technical assistance in areas of financial

management, program management and reporting, but at this time do not have the absorptive

capacity to engage in a meaningful way.

It is recommended that a readiness for change survey be conducted in the future to assess VH’s

readiness to engage in and apply technical assistance inputs in the workplace to strengthen their

current systems, procedures and practices.

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B. Disability Research and Capacity Development Center (DRD)

DRD is a Ho Chi Minh City based disabilities organization and in June 2015, USAID awarded DRD a multi-year grant for the “Accessibility for Inclusion Project” (Civic Engagement for Better Lives of Persons with Disabilities). USAID then requested that PCD provide technical assistance to help build capacity for the organization.

PCD completed an HICD assessment of DRD in late 2015, then signed an MOU and began provision of technical assistance to DRD through the development of a new organizational strategy, which was completed in March 2016. PCD then provided assistance for DRD to draft a human resource strategy, aligning this work to support delivery of DRD’s new organizational strategy.

In FY2018, PCD provided technical assistance to DRD to build their capacity to develop a proposal1, which DRD could tailor to the needs of specific donors to raise funds for their “One-For-Change” (OFC) program. The OFC program will raise funds for the development of a ‘disabilities center’ which will act as a learning center for persons with disabilities (PWD) in HCMC.

In FY2019, PCD will provide continued technical assistance, coaching and mentoring support to DRD to build their capacity to tailor the final version of the OFC proposal so that they can pitch their OFC project to prospective donors in Vietnam and internationally. PCD will also assist DRD with training on the topic of “external relations” working with a local training provider in HCMC. Work on external relations will also support DRD to promote their OFC program in Vietnam and internationally. Finally, PCD will assist DRD to develop an “organizational M&E” system, to assist DRD to monitor their programs, accurately report to donors, learn and adapt their programs and their organizational strategy (organizational M&E) in line with achieved results.

The key interventions completed and/or in progress with DRD at the end of Year 4 are:


HICD assessment conducted Completed, July 2015

Stakeholder analysis Completed, September 2015

Validation meeting Completed, September 2015

HICD final assessment report and capacity development plan November 2015

MOU December 2016

Organizational Strategy Completed, March 2016

Human Resources Strategy Completed, December, 2016

Financial Management (phase 1) Completed, May, 2017

Proposal Writing and Fundraising Ongoing, September 2018

External Relations Proposed Priority A FY2019

Organizational M&E Proposed Priority A FY2019

Completed Participant Training Courses Month of Completion







1 See Annex 3.0, One-For-Change Draft Final Proposal.

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DRD Performance Improvement Index Results

In FY2017 and FY2018, PCD implemented a program of M&E activities to document outcomes of PCD funded technical assistance and participant training programs and met with DRD leadership on July 21, 2017 and July 5, 2018 to specifically discuss results of technical assistance and participant training activities. PCD also agreed to provide continued technical assistance (Priority A items above).

An overview of performance improvement results is summarized in Chart 2.0 DRD Performance Improvement Index and Table 3.0 DRD Performance Index Scores below.

Chart 2.0: DRD Performance Improvement Index

Table 3.0 DRD Performance Improvement Index Scores




Organizational Strategy 4.0 2.0 3.0 3.7



Fundraising Strategy & External Relations 4.0 2.0 2.7 3.0

Organizational M&E* 4.0 2.0 2.5 2.5


Chart 2.0 and Table 3.0 above provide quantitative evidence that DRD have made solid progress towards strengthening their human and institutional capacity with marked improvement in the areas of financial management, human resources, organizational strategy, proposal writing, fundraising and external relations listed in Table 3.0. In FY2019 PCD will focus on further strengthening DRD proposal writing, fundraising, external relations and organizational M&E capabilities to execute their OFC program to build a disabilities center in HCMC. Qualitative evidence of DRD improved performance as a result of FY2018 technical assistance inputs is documented in Table 4.0 below.

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Table 4.0: DRD Evidence of Improved Performance for FY2018 Technical Assistance Inputs


FY2017/FY2018 Fundraising &

External Relations

• PCD’s HICD assessment and interactions with ACDC in 2016 identified DRD doesn’t have a systematic fund-raising strategy, nor a way to establish a viable endowment fund. DRD staff lack know-how and information on the regulatory environment in Vietnam for unrestricted fund raising and regulations on creating and maintaining a social enterprise.

• Networking and advocacy. DRD had set up a network with local consultants, universities, and research organizations in Vietnam and outside the country. Status of network is not known.

• DRD works to raise the awareness of Vietnamese businesses and professional associations about concept of Social Enterprise and Corporate Social Responsibility but does not have a coordinated approach.

• DRD wishes to have in-house ability to construct evaluations that produce data, and reports that are usable and available as tools to explain DRD’s successes and to serve as marketing tools to garner further support.

• Stakeholder engagement. DRD is working with external stakeholders at different levels; providing services to beneficiaries, working with funding from key donors, and implementing projects with local government partners.

• The management and operations of the fundraising activities seems very much driven by the director. While this is a good process it also poses the risk of overdependency on one person.

• Acting director and Vice director attended PCD funded training on fundraising and external relations in FY2017.

• PCD supported DRD to develop an Organizational Strategy for 2016 – 2020. DRC can convert the strategic plan into an annual operating plan with an associated budget for both activities and overhead costs, which then informs the fundraising plan for future years.

• DRD developed a better payroll system, to allocate and negotiate better core costs to USAID funded projects, to around 20%.

• PCD in FY2019 is supporting DRD to develop a more sophisticated M&E system that it is hoped can produce reports and data that show the results of DRD programs and enable them to measure progress against achievement of their own organizational strategy.

• DRD is working with consultants to convert part of its new strategic plan into a project proposal, the “One-For-Change” program ready to be submitted to potential donors.

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C. Action to the Community Development Center (ACDC)

ACDC is a Vietnamese non-governmental organization established in late 2011 by a group of

experienced experts working to support persons with disabilities and Disabled People’s Organizations

(DPOs). All the founding members of ACDC share the same ultimate goal of working toward a barrier-

free society for persons with disabilities and other disadvantaged groups.

In September 2015, USAID awarded a grant to ACDC and requested PCD to include it as a target

organization. PCD conducted a HICD assessment of ACDC that was completed in March 2016. In

FY2016/2017, PCD supported ACDC to draft a new organizational strategy and develop an online

organizational M&E system to track progress against organizational goals.

FY2018, PCD funded technical assistance to strengthen human resource management practice with

the drafting of a new staff performance management system2. In FY2019, PCD will fund additional

technical assistance to support ACDC to implement their new staff performance management system

and update their organizational M&E system developed with PCD funding in FY2017.

The key interventions completed and/or in progress with ACDC at the end of Year 3 are:


HICD assessment conducted Completed, February 2016

Stakeholder analysis Completed, March2016

Validation meeting Completed, March 2016

HICD final assessment report and capacity development plan March 2016

MOU March 2016

Organizational Strategy Completed, March 2017

Organizational M&E Completed, August 2017

Financial Management Completed, April 2017

Human Resources – Staff performance management system (Phase I)

Completed, July 2018

Human Resources – Staff performance management system (Phase II)

FY2019 Priority A funded

Organizational M&E – Upgrade to M&E system developed in FY2017.

FY2019 Priority A funded

Procurement Guidelines FY2019 Priority B Unfunded Completed Participant Training Courses Month of Completion







ACDC Performance Improvement Index Results

In FY2017 and FY2018, PCD implemented a program of M&E activities to document outcomes of PCD funded technical assistance and participant training programs and met with ACDC leadership on July 25, 2017, to discuss results of technical assistance and participant training activities. PCD also agreed to provide continued technical assistance (Priority A items above).

An overview of performance improvement results is summarized in Chart 3.0 DRD Performance Improvement Index and Table 5.0 DRD Performance Index Scores below.

2 See Annex 4.0, ACDC Staff Performance Management System.

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Chart 3.0: ACDC Performance Improvement Index

Table 5.0 ACDC Performance Improvement Index Scores




Organizational Strategy 4.0 2.0 3.5 3.5

Organizational M&E 4.0 2.0 3.0 3.2


Fundraising Strategy & External Relations* 4.0 2.5 3.0 3.0



Chart 3.0 and Table 5.0 above provide quantitative evidence that ACDC have made solid progress towards strengthening their human and institutional capacity with marked improvement in the areas of financial management, organizational strategy, human resources and organizational M&E. In FY2019 PCD will focus on further strengthening ACDC human resource and organizational M&E systems. Qualitative evidence of ACDC improved performance as a result of technical assistance inputs in FY2018 is documented in Table 6.0 below.

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Table 6.0: ACDC Evidence of Improved Performance for FY2018 Technical Assistance Inputs


FY2018 Human

Resources ACDC Staff

performance management

system

• ACDC had a simple HR staff performance management tool but it was not effective in assisting ACDC to manage or improve its staff performance to achieve desired results.

• ACDC leadership and HR staff did not have skills to manage or improve its’ existing staff performance management system.

• ACDC staff performance management was developed that includes a set of clear instructions and guidelines to enable a standardized approach across the organization to implement the new staff performance management system (tool).

• ACDC leadership and HR staff received training on how to use the new staff performance management system. Additional assistance will be provided in Q1 FY2019 to ensure that adequate training and/or adjustments to the new staff performance management system can be made to ensure it is a success.

Component 2: Institutional Capacity Building for Potential Target Local Organizations

This component previously focused on delivery of assistance to disabilities organizations, but during the FY2016 year PCD and USAID agreed that Component 2 would focus on a cross sector of VNGOs, concentrating on delivering capacity building assistance to VNGOs that have not received direct grants from USAID. There are also VNGOs that have received USAID grants attending PCD funded training, due to capacity gaps in their own organizations and/or lack of unrestricted funding to be able to adequately train their own staff. During FY2018, PCD continued to develop and deliver participant training courses aligned with a training needs assessments (TNA) conducted in earlier years of the PCD Program. In FY2018, PCD brought together lessons learned about the organizational capacity development needs of VNGOs and other quasi Vietnamese government agencies. In response to lessons learned, PCD created the “Organizational Development Trail” (ODT) Program outlined below.

“Organizational Development Trail” ODT Program

In FY2018, PCD developed, contracted and commenced delivery of a holistic participant training program titled, “The Organizational Development Trail” (ODT) Program designed to strengthen participating organizations capacity to be able to bid for, receive and manage donor funding. The ODT program consists of seven (7) technical trainings and a series of three (3) leadership forums (see Table 7.0 below).

Table 7.0. Organizational Development Trail Program3

ODT Program Activities Activity Description Activity Status

Rapid Organizational Assessment / Training Needs Assessment

Selected ODT program organizations will undergo a rapid organizational assessment to identify performance gaps (baseline), training needs and benchmarks to be achieved throughout the ODT program.

Completed FY2018

3 The ODT program will span two financial years, with a launching ceremony, 2 leadership forums and 5 technical trainings held in FY2018; and, 2 technical trainings, 1 leadership forum and closing event held in FY2019.

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Launching & Leadership Forum 1

The ODT program will be launched, leadership of participating organizations will need to sign letters of commitment in front of each other and other gathered participants. A leadership forum will follow to build their support networks and build their understanding of what leadership is with respect to organizational development.

Completed FY2018

Technical Course 1 Governance & Strategic Planning Completed FY2018

Technical Course 2 Leadership & People Management (LPM) Completed FY2018

Technical Course 3 Fundraising and External Relations Completed FY2018

Leadership Forum 2 A mid-point check-in with leadership on implementation of action plans and to build their support network.

Completed FY2018

Technical Course 4 Project Design and Management Completed FY2018

Technical Course 5 Human Resources Management Completed FY2018

Technical Course 6 Financial Management To be delivered FY2019

Technical Course 7 Organizational Monitoring & Evaluation To be delivered FY2019

End of Program and Leadership Forum 3

A final leadership forum will be held to follow up with leadership on implementation of action plans and achievement of minimum benchmarks and further strengthen their leadership network. PCD will hold an official ODT program closing ceremony.

To be delivered FY2019

ODT Rapid Organizational Capacity Self-Assessment (R-OCA)

Prior to the commencement of the ODT program a rapid organizational capacity self-assessment (R-OCA) was undertaken with each organization to agree on a baseline score with each participating organization. Each ODT participating organization completed a R-OCA self-assessment followed by a face-to-face interview to discuss results of their self-assessment, agree on the names of staff to attend trainings and agree Priority A items4 (see Table 8.0 below) of importance to each organization.

The self-assessment R-OCA tool is comprised of eight (8) dimensions including, governance, strategic planning, fundraising and external relations, financial management, project design and management, organizational M&E, leadership and people management and human resources management. R-OCA’s self-assessments were completed with the following organizations:

1. Center for Creative Initiatives in Health and Population (CCIHP).

4 Priority A items are areas of organizational development that will be completed as a result of ODT program follow up support, focusing on delivery of key items such as ‘organizational strategies’, ‘fundraising plans’ and similar tangible products to assist each organization to achieve desired results as an outcome of the ODT program.

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2. Institute for Social Development Study (ISDS)5. 3. Vietnam Association for Victims of Agent Orange (VAVA). 4. Project RENEW - Restoring the Environment and Neutralizing the Effects of the War. 5. Vietnam Red Cross (VNRC). 6. Center for Environment and Community Research (CECR). 7. Environment Development Action (ENDA)-Vietnam. 8. Centre for Supporting Green Development (GreenHUB).

After the ODT program commenced in December 2017, USAID/Vietnam approached PCD and requested that two additional organizations be included (see below). It was agreed that R-OCAs would not be completed for these two organizations and follow up with them would be limited as it was not possible to agree on Priority A items with these organizations to be completed due to their late inclusion in the ODT program.

1. Association in Support of Vietnamese Handicapped and Orphans (ASVHO)** 2. Vietnam Union of Science and Technology Associations (VUSTA)**

Chart 5.0 below provides a summary of the ‘average’ R-OCA baseline score of 3.3 to 3.4 out of a maximum of 4.0 for the seven (7) ODT participating organizations listed above, who completed the R-OCA self-assessment facilitated by MDF Management and Consulting6.

Chart 5.0: ODT Participating Organization Average Self-Assessment Baseline Scores

As an output of the self-assessment, R-OCAs completed by each participating ODT organization, PCD agreed on a list of Priority A Items. The list of Priority A items were considered to be important by each organization and would contribute to the development of their respective organizations. The majority of follow up back in the workplace focused on working with each ODT participating organization to complete agreed Priority A items. Progress towards completion of Priority A items is documented in Table 8.0 below.

5 The self-assessment with ISDS was completed by PCD, not MDF using a slightly different OCA tool and their results are not reflected in chart 4.0 of this report but will be documented in the final evaluation report of the ODT program. 6 See Annex 5.0, R-OCA Report.

0.0

1.0

2.0

3.0

4.0Governance

Strategic planning

Fundraising & External Relations

Financial Management

Project Design & Management

Organizational M&E

Leadership (& PeopleManagement)

Human Resource Management

ODT Organization Average Self-Assesment Baseline Score

Maximum Nov. 2017

19

Table 8.0: Progress Update for Completion of Agreed Priority A Items

ODT Program Priority A Items

Organization Name Priority A Item Description Priority A Item Status

CCIHP

Action: Coach and mentor to help them in developing their strategic planning.

90 % completed, as full version was finished but is working on the short version. expect to be completed by November 2018.

Action: Coach and mentor to help them in developing their organizational plan and budget.

Completed, March 2018. CCIHP confirmed that they will do this after the strategic planning.

Action: Coach and mentor to help them in developing their organizational management and project team meeting structure.

Completed, June 2018


CECR

Action: Coach and mentor to help them in developing their strategic planning.

50% completed, draft version has completed. Risk: weak commitment from CECR.

Action: Coach and mentor to help them in developing their communication planning.

Cancelled, replaced by with assistance to develop a project proposal.


ENDA

Action: Coach and mentor to help them to be able to:

• Design a project, including using different tools for project designing;

• Do project budgeting in line with the designed one; and,

• Writing a project proposal.

30% completed. MDF sent al the guidance to ENDA.

ENDA plan to do this in October 2018.


GreenHUB

Action: Coach and mentor to help them to finalize the writing of GreenHub’s strategic plan.

Completed, August 2018

Action: Coach and mentor to help them draft a fundraising plan.

Completed, October 2018

Action: Coach and mentor to help them identify their priorities in policies and process development in HR, and coach and mentor to help them set this development in motion.

80% completed, expected to be complete by end of October 2018.

20


ISDS

Action: Coach and mentor to help them in developing their strategic plan.

70% completed, expected to complete by mid-November, 2018

Action: Coach and mentor to help them in developing their fundraising plan.

70% completed. MDF commented on ISDS fundraising plan and waiting for ISDS finalization of the plan.


Project RENEW

Action: Coach and mentor to help them in developing their renewed strategic plan.

Completed, July 2018

Action: Coach and mentor to help them in developing their fundraising strategy/plan.

60% completed. Expected to complete by November 2018.

Action: Coach and mentor to help them in developing their own LPM training program.

Completed. Project RENEW confirmed that they would deliver this by themselves.


VAVA

Action: Coach and mentor to help them to develop a guideline on proposal writing.

30% completed. MDF sent guidance to VAVA already. Draft version will be available by early November.


VNRC

Action: Coach and mentor to help them in developing fundraising strategies for different types of donors.

30% completed. MDF sent documents and guidance to VNRC. Meetings are scheduled for Oct 15 – 16, 2018.

Action: Coach and mentor to help them in developing a clear guideline on how to design projects.

30% completed. MDF sent documents and guidance to VNRC. Meetings are scheduled for week of Oct 22, 2018.

Action: Coach and mentor to help them in developing their code of conduct.

0% completed. Work on this item is scheduled for Oct, 2018.

As PCD moves into Year 5, PCD will be focused on the delivery of the remaining elements of the ODT program, which includes the delivery of two (2) technical trainings, one (1) leadership forum and an end of ODT program evaluation.

To enable effective delivery of the ODT program, PCD has either contracted or built partnerships with the following organizations to ensure the success of the ODT program:

21

• MDF Management Consulting a professional training and management consulting company with whom PCD has signed a subcontract. MDF Asia has access to professional expat and Vietnamese trainers in Vietnam as well as a range of regional and global resources.

• Asian Institute of Technology Center Vietnam (AITCV) a privately-owned training and higher education institution with whom PCD has signed a subcontract. AITCV has access to local and regional resources. AITCV has committed to providing in-kind-support for leadership forums.

• UHY-ACA a commercial accounting, legal, and taxation company has committed to providing in-kind-support to VNGOs participating in PCD participant training and technical assistance programs. UHY-ACA has committed to providing a range of information services, including a half day tax seminar.

PCD expects that MDF Management Consulting and AITVC will also want to utilize the ODT program as a commercial product offering to test the interest of organizations to procure a package of trainings sequenced in a way that the product not only builds individual capability, but also organizational capacity to change, grow, and to improve overall organizational performance.

ODT Program Technical Training Activities and Leadership Forums Completed during FY2018

During FY2018, PCD delivered five (5) technical trainings and two (2) leadership forums as part of the ODT program that will be completed in FY2019. Below is a brief summary of the completed ODT program activities in FY2018.

1. Leadership Forum 1 – NGO Future Trends in Vietnam, December 12: This leadership forum was facilitated by AITCV and provided ODT participating organizations and other invited guests with an overview of future trends in Vietnam with respect to the changing landscape of NGO operations in Vietnam. This included identification of challenges and opportunities for NGOs in Vietnam with respect to fundraising and sustainability of NGOs in Vietnam. AITCV then facilitated a discussion amongst participants answering questions and encouraging participants to share their own challenges and solutions with each other as a way of building local resilience in the NGO sector.

2. Governance and Strategic Planning7, December 13-15: This training provided theoretical and practical knowledge on governance structures, and how they are different from day-to-day management, linkages between governance (board of trustees) and strategic planning to guide development of an organization; and, the theory of change, mission, vision, and main steps to develop an organizational strategy.

3. Leadership and People Management8, March 7-9: This training provided theoretical and practical knowledge on leadership and people management. The workshop focused on providing participants with tools and/or methods to enhance their ability to work with their respective teams, through use of soft skills such as giving ‘critical feedback’, ‘assigning tasks’ and use of methods such as ‘situational leadership’. Situational leadership is where a manager and/or

7 See Annex 6.0, Event Report Governance and Strategic Planning. 8 See Annex 7.0, Event Report Leadership and People Management.

GSP Workshop Participants

Situational Leadership Model

22

leader recognizes the type of support that a staff member requires i.e. explicit instructions for a new task, and potentially limited instructions for tasks that the staff member is already familiar with and has demonstrated capacity to complete with limited management oversight.

4. Fundraising and External Relations9, May 29 to June 1: This training provided theoretical and practical knowledge about fundraising and external relations with a focus on assisting VNGOs to become financially sustainable. The workshop broadened participants understanding of what fundraising is, and tools and/or skills they need to do it. That is, fundraising is more than just writing proposals for ‘traditional’ donors. The workshop focused on working with participants to support them to draft an action plan to take practical steps back in the workplace to draft a fundraising plan and identify ways of communicating (external relations) with existing donors (relationship management), and potential new donors (relationship development).

5. Leadership Forum 2 - Leadership Competencies, July 3: This leadership forum is facilitated by the Asian Institute of Technology Center Vietnam (AITCV). AITCV provided ODT participating organizations and other invited guest with an overview of leadership competencies required to be an effective leader. Leadership Forum 2, further built on ‘leadership and people management’ training and was held in March 2018 as part of the ODT training program. AITCV then facilitated a discussion amongst participants answering questions and encouraging participants to share their own challenges and solutions with each other as a way of building local resilience in the NGO sector with respect to leadership competencies and people management in their organizations.

6. Project Design and Management10, July 4-6: This training provided theoretical and practical knowledge about program design and management with a focus on the use of logframes for project design, risk management matrices, indicators, program monitoring and evaluation for project management. The workshop provided participants with an overall understanding of linkages between project design and management, detailed knowledge of how to use a logframe, risk management matrices and other relevant

tools. 7. Human Resources Management11, August 22-24: This

training provided theoretical and practical knowledge on human resource management (HRM), including skills and knowledge required to be a successful human resource practitioner. The workshop focused on the development of practical skills to support leadership to work with and manage staff members to improve performance. The workshop also provided participants with an overall understanding of the main building blocks of HRM practice and how they fit together within an organization.

9 See Annex 8.0, Event Report Fundraising and External Relations. 10 See Annex 9.0, Event Report Project Design and Management. 11 See Annex 10.0, Event Report Human Resources Management.

Participants Building a Fundraising Plan

Participants Presenting Project Design Ideas

Human Resource Market Place Encouraging Participants to Share

Resources With Each Other

23

Component 3: Common Themes/ Cross - Sector VNGOs

Component 3 focuses on common themes gathered from cross-sector Vietnamese NGOs involved in development, representing topics that the NGOs would like to explore in more depth to achieve their organizational results.

The purpose of Component 3 is to build the capacity of a broad number of social organizations working in a variety of development sectors in which USAID/Vietnam is providing support. In Year 2 and 3 a broad range of organizations participated in PCD’s training courses from Component 2 and 3 organizations across a range of topics including:

1. Fundraising, FY2016 2. Organizational M&E, FY2016 3. Financial Management, FY2017 4. Human Resources, FY 2017 5. Project Design and Management, FY2017 6. Governance and Strategic Planning, FY2017

In Year 4, PCD implemented the ODT program (outlined in Component 2 above) working with a combination of Component 2 and 3 organizations, including eight (8) organizations selected by USAID (see 8 listed organizations in Component 2 above) and others to be recommended by VUSTA in consultation with PCD and USAID.

Planned Training Activities for FY2019

Training Topic Dates

Organizational Development Trail (ODT) Program (See Component 2 above)

Q1 2019 Priority A

24

Component 4: Institutional Capacity Building for Priority GVN Agencies

The objective of Component 4 is to support GVN ministries and agencies working in USAID’s selected development sectors to implement their capacity building activities. PCD assists the Mission with participant training services for ministries, agencies, and associated organizations to facilitate USAID’s overall development objectives.

This set of activities can include study tours to the United States focused on a particular technical area, travel for conference attendance in Vietnam for technical counterparts in government and civil society working with USAID; and workshops in Vietnam on specific topics of interest to USAID and important to Vietnam’s development. Component 4 activities are short-term with PCD assisting USAID in facilitating a study tour, workshop, training or other event.

In Year 4, PCD provided the following participant training assistance to GVN ministries and/or agencies selected by USAID:

Regional Disabilities Study Tours

In Q1, FY2018 PCD completed a competitive procurement process and selected the Kenan Institute Asia (KIA) to partner with PCD and USAID/Vietnam to develop and deliver two (2) regional disabilities study tours. The study tours were focused on building the management capacity of Government of Vietnam (GOV) officials and provincial health professionals to develop new models for delivery of integrated rehabilitation services. Participants involved in the two study tours came from Quang Nam, Binh Dinh, Tay Ninh and Binh Phuoc provinces; and, were joined by officials from MOLISA (Ministry of Labour Invalids and Social Affairs), MOH (Ministry of Health), MOET (Ministry of Education and Training) and MPI (Ministry of Planning and Investment).

In Q2, FY2018 PCD worked with KIA to design a training needs assessment (TNA), which was approved by USAID/ESDO and then emailed to all study tour participants. PCD and KIA followed up with all participants to ensure they received the TNA form and to assist them with any questions. KIA then analyzed the results of the TNA and prepared a draft study tour program, which was shared with USAID/ESDO and approved. PCD then shared the approved study tour program, with official USAID/Vietnam letter of invitation and other USG forms, with participants for them to gain approval to travel from their supervisors.

Table 9.0 below details major activities completed by PCD and KIA in preparation for delivery of regional disabilities study tours to Thailand.

Table 9.0: Regional Study Tour Activities FY2018

Activity Item Activity Description Activity Date

1. Approved TNA Survey

Distributed to study tour participants and completed with support from PCD and KIA.

January 12, 2018 (completed)

2. TNA Report and Study Tour Agenda

TNA report and detailed study tour agenda received from KIA and shared with USAID/ESDO for approval.

March 26, 2018 (completed)

3. International Travel Request

PCD prepared and submitted to USAID/Vietnam an international travel request for PCD and KIA staff travelling with study tour group 1 and 2. The request was approved.

March 30 and June 5, 2018 (completed)

4. USG Forms for TraiNet

PCD worked with all study tour participants to assist them to complete required USG forms, which will then be submitted to USAID for signoff and upload into TraiNet.

March to July 2018

(completed)

25

5. Pre-departure-meeting (Groups 1 & 2)

PCD worked with participants from Tay Ninh, Binh Phuoc, Binh Dinh and Quang Nam provinces as well as Hanoi based participants to organize delivery of a pre-departure-orientation and explain study tour agenda to them.

April 3 and April 6, June 6 and June 8, 2018

(completed)

6. Study tour 1 feedback and modification of study tour 2

PCD worked with USAID/ESDO and KIA to review feedback and modify study tour 2 where appropriate.

May to June 2018

(completed)

Regional Disabilities Study Tour 1 – April 22-28

On April 22, 2018 the first regional disabilities study tour commenced with the departure of ten (10)12 participants (see Table 10.0 below). The participants were received by KIA representatives at the Bangkok International Airport and taken to their hotel. The selected hotel was conveniently located close to facilities to be visited by participants. The study tour agenda was designed to show facilities that offer integrated rehabilitation services in Thailand and facilitate discussions about how those services are delivered. The participants visited the Sirindhorn National Medical Rehabilitation Institute (SNMRI) on days 1-3 and 5 to see the operations of various SNMRI departments and meet government officials to receive specific briefings on how service delivery is organized; and on day 4 participants visited the Bangsitong Community Rehabilitation Center (BCRC) to see how outpatient and community-based rehabilitation services are delivered.

Table 10.0: Confirmed list of Participant Names for Study Tour Group 1

No Title Name Organization Position

1 Ms. Nguyen Minh Hanh Ministry of Health Officer

2 Ms. Nguyen Thi Lich Ministry of Health Deputy Director

3 Mr. Hoang Trung Dong Ministry of Health Officer

4 Ms. Pham Hai Ha Ministry of Labour, Invalids and Social Affairs

Deputy Director, Social Protection Dept.

5 Mr. Le Anh Tuan Binh Phuoc Department of Health

Deputy Director

6 Mr. Hoang Manh Hoai Medical Service and Practice License, Binh Phuoc Department of Health

Head of Department

7 Mr. Truong Huu Nhan Binh Phuoc Traditional Medicine Hospital

Director

8 Mr. Nguyen Thanh Hoi Bu Dang District Health Center, Binh Phuoc

Head of Department

9 Mr. Phan Van Tap Hon Quan District Center Officer

12 Mr. Van Hoang, PCD Program Manager was included in the study tour as an ‘observer’ and completed feedback with Kenan who counted him as the eleventh (11th) participant in their post study tour survey.

Paticipants at SNMRI Dept. of Prosthetics

26

10 Mr. Pham Minh Hoang Binh Phuoc Provincial Hospital Deputy Head

Based on survey feedback and interviews held with participants it was reported that regional study tour 1 went very smoothly with no significant logistical or technical issues/challenges. KIA prepared a study tour report13 which contained a detailed study tour agenda, lessons learned and feedback from participants who highly rated the study tour as per Chart 5.0 below.

Chart 5.0: Summary of Regional Disabilities Study Tour Feedback Survey

Note: Mr. Van Hoang, PCD Program Manager was the eleventh person who responded to the Kenan post study tour survey as an ‘observer’.

Chart 5.0 above indicates that participants were very satisfied with the agenda, quality of trainers and preparations including translation services provided. It also indicates, that a high percentage of participants felt that they could apply lessons learned in Thailand back in the workplace in Vietnam. Participants were encouraged to draft an action plan to implement back in the workplace.

Modifications for Regional Disabilities Study Tour 2, July 2018

On May 25, PCD facilitated a phone conference to discuss feedback from study tour 1. The meeting was attended by:

• Ms. Van Le, USAID/ESDO Disabilities Program Officer

• Mr. Van Hoang, PCD Program Manager

• Mr. Robert Letchford, PCD Project Director

• Mr. Sarit Sanguanwongse, Kenan Program Manager

• Mr. Alexander Duke, Kenan Regional Manager

Based on feedback documented in the study tour 1 report and discussions with USAID/ESDO some modifications were made to study tour 2, which was comprised of a larger group of twenty (20) participants (see Table 11.0 below). Modifications included splitting the larger group into two smaller groups where possible to facilitate a quality learning experience; and,

13 See Annex 11.0, Regional Disabilities Study Tour 1 Report April 23-27.

Relevance ofagenda to studytour objective

Expertise andknowledge of

speakers

Effectiveness oftranslators

How much canyou apply whatyou learned to

Vietnam

Effectiveness oflogistical

arrangements

1 Very Dissatisfied 0 0 0 0 0

2 Somewhat Dissatisfied 0 0 0 0 0

3 Satisfied 0 1 0 7 1

4 Very Satisfied 11 10 11 4 10

0

2

4

6

8

10

12

Nu

mb

er o

f R

esp

on

den

ts

Regional Disabilities Study Tour 1 - Survey Feedback

Participants Visiting BCRC Community Based Rehabiliation Facilities

27

add a trip to a local district hospital to see how rehabilitation services are being provided within the context of a general hospital setting in Thailand.

Regional Disabilities Study Tour 2 – July 15-21

On July 14, 2018 the second regional disabilities study tour commenced with the departure of twenty (20) participants. The participants were received by KIA representatives at the Bangkok International Airport and taken to their hotel. The selected hotel was conveniently located close to facilities to be visited by participants. The study tour agenda was designed to show facilities that offer integrated rehabilitation services in Thailand and facilitate discussions about how those services are delivered.

On day 1, participants were given a comprehensive overview of Thailand’s people with disabilities (PWD) legal and regulatory frameworks and an overview of the health facilitates that they would visit in subsequent days. On day 2 and 3, participants visited the Sirindhorn National Medical Rehabilitation Institute (SNMRI) to see the operations of various SNMRI departments and meet government officials to receive specific briefings on how service delivery is organized. On the morning of day 3 participants visited the Physical Medicine and Rehabilitation Department at Phramongkutklao Hospital to observe how the rehabilitation department collaborated with other departments in a general hospital. On day 4, participants visited the Bangsitong Community Rehabilitation Center (BCRC) to see how outpatient and community-based rehabilitation services are delivered. On day 5, participants were divided into smaller groups to reflect on what they had learned while in Thailand and develop action plans to implement back in their own respective contexts back in Vietnam.

Table 11.0: List of Participant Names for Study Tour Group 2

No Title Name Organization Position Status

1 Mr. Pham Ngoc Bang Ministry of Health Head Confirmed

2 Mr. Tran Ngoc Nghi Ministry of Health Officer Confirmed

3 Ms. Nguyen Phuong Hien

Ministry of Education and Training

Officer Confirmed

4 Mr. Đặng Xuan Khang Ministry of Labour, Invalids and Social Affairs

Officer Confirmed

5 Mr. Nguyen Van Khanh Vietnam Association for Victims of Agent Orange (VAVA)

Vice chairman Confirmed

6 Mr. Luong Phan Cu Association in Support of Vietnamese handicapped and Orphans (AVSHO)

Chairman Confirmed

7 Mr. Nguyen Van Quang Nam Department of Health

Deputy Director

Confirmed

8 Mr. To Muoi Provincial General Hospital of Northern Mountainous Area

Director Confirmed

9 Mr. Phan Minh Đuc Rehabilitation Department of Provincial General Hospital of Northern Mountainous Area

Head Confirmed

10 Mr. Phan Đinh My Phu Ninh District Health Center Director Confirmed

Participants Drafting Action Plans to Implement in Vietnam

28

11 Mr. Le Huu Thạnh Dai Loc District Health Center Deputy Director

Confirmed

12 Mr. Nguyen Van Thạnh Duy Xuyen District Health Center

Director Confirmed

13 Mr. Nguyen Quang Quang Nam PPC Representative Head of Office Confirmed

14 Mr. Le Quang Hung Binh Dinh Department of Health Director Confirmed

15 Mr. Ha Anh Thach Professional Division, Binh Dinh Department of Health

Head Confirmed

16 Mr. Vo Ngoc Phai Binh Dinh Provincial Rehab Hospital

Deputy Director

Confirmed

17 Mr. Truong Van Ky Tuy Phuoc District Health Center Deputy Director

Confirmed

18 Mr. Cao Van Bay An Nhon District Health Center Deputy Director

Confirmed

19 Mr. Huynh Ba Thinh Tay Son District Health Center Director Confirmed

20 Ms. Mai Hien International Center: Observer COP Confirmed

Based on survey feedback and interviews held with participants it was reported that regional study tour 2 went very smoothly with a few minor logistical and technical issues/challenges identified. Identified challenges, were related to the large size of the study tour group i.e. 20 participants. USAID/ESDO has commissioned two (2) additional study tours for FY2019 to visit Thailand and participant numbers will be capped at a maximum of 15 participants to ensure participant learning experiences are of a high quality. KIA prepared a study tour report14 which contained a detailed study tour agenda, lessons learned and feedback from participants who highly rated the study tour as per Chart 6.0 below.

Chart 6.0: Summary of Regional Disability Study Tour Feedback

Chart 6.0 above indicates that participants were either satisfied and/or very satisfied with the agenda, quality of trainers and preparations including translation service provided. It also indicates, that a high percentage of participants felt that they could apply lessons learned in Thailand back in the workplace

14 See Annex 12.0, Regional Disabilities Study Tour 2 Report July 15-21.

Relevance ofagenda tostudy tourobjective

Expertise andknowledge of

speakers

Effectivenessof translators

How much canyou applywhat youlearned toVietnam

Effectivenessof overalltraining

management

1 Very Dissatisfied 0 0 0 0 0

2 Somewhat Dissatisfied 0 0 0 4 1

3 Satisfied 11 5 5 14 6

4 Very Satisfied 8 15 15 2 13

02468

10121416

Nu

mb

er o

f R

esp

on

den

ts

Regional Disabilities Study Tour 2

29

in Vietnam. Participants were encouraged to draft an action plan to implement back in the workplace (see attached Regional Disabilities Study Tour 2 Report for examples of action plans).

Vietnam Union of Science and Technology Associations (VUSTA)

VUSTA, in line with the approved FY2018 annual work plan (AWP), was designated to become an official beneficiary of specific PCD project activities.

In Q2, PCD worked with VUSTA after they had received an ‘official’ letter from USAID/Vietnam on January 4, 2018 confirming that PCD was approved to provide technical assistance and participant training as outlined in PCD’s approved AWP to VUSTA. PCD then worked with VUSTA to complete the drafting of an RFP for the delivery of three (3) technical trainings as follows:

1. Research Project Design and Management. 2. Project Research Monitoring and Evaluation. 3. Scientific Research Report Writing Skills.

The RFP was approved by USAID/Vietnam and advertised on February 9, 2018. PCD received three (3) submissions in response to the RFP on March 9, 2018 which were validated. PCD then established a procurement panel consisting of three (3) members with one (1) observer as follows:

1. Mr. Hoang Van, PCD Program Manager (Panel member) 2. Ms. Phan Tri Truc Quynh, PCD Senior Program Officer (Panel member) 3. Ms. Nga, VUSTA Director International Relations Department (Panel member) 4. Mr. Robert Letchford, PCD Project Director (Observer)

On May 24, 2018, IIE/PCD signed a subcontract with the Asian Institute of Technology Center Vietnam (AITCV) who was selected to deliver the three (3) training courses highlighted above. A kickoff meeting (May 24) was held at VUSTA offices and attended by:

1. Mr. Hoang Van, PCD Program Manager 2. Ms. Hoang Nghe Ha, PCD Senior Program Officer 3. Mr. Robert Letchford, PCD Project Director 4. Ms. Duong Thi Nga, VUSTA, Director, International Relations Department 5. Mr. Nguyen Quyet Chien, VUSTA, Director, Personnel and Association Policy Department 6. Mr. Hai, VUSTA, Officer, International Relations Department 7. Ms. Ta Thanh Que, VUSTA, Senior Program Officer, Personnel and Association Policy

Department 8. Mr. Fredric Swierczek, AITCV Director 9. Ms. Lo Ly, AITCV Training Coordinator 10. Ms. Pham Thu Hoai, AITCV Academic Officer

At the kickoff meeting the Scope of Work (SOWs) was reviewed, VUSTA questions answered by PCD and AITCV and Points of Contact (POCs) agreed. A broad timetable was agreed for design, development and delivery of the three training courses, with the first training to take place in August 2018, and the second and third trainings to take place in October.

30

VUSTA Training Course 1 – Research Project Design and Management, August 8-11, Hanoi

On August 8, 2018, twenty-four (24) participants from the Vietnam Union for Science and Technology Associations (VUSTA) headquarters and its associations attended a “Policy Research Project Design & Management” training course15 at the Hanoi Club Hotel. This workshop was the first of three (3) training courses designed to strengthen VUSTA’s capacity to design, develop and implement policy research projects through its’ 300+ association of member organizations. The other two training titles are, “Policy Research M&E” and “Policy Research Report Writing” to be delivered in October 2018. The “Policy Research Project Design & Management” training was designed specifically for VUSTA to strengthen participants ability to design and manage high quality science and technology research projects. The training enabled VUSTA to establish a ‘cadre’ of trainers so that knowledge, skills and competencies learned during the training course could be shared with VUSTA’s broader membership of 300+ associations.

As a result of attending this training course, VUSTA participants were equipped with practical skills to enable them to draft high quality research project proposals and management plans including methodology, research, tools and practical implementation steps to support delivery of approved VUSTA research projects in Vietnam. This work contributes to VUSTA’s efforts to become one of Vietnam’s premier science and technology ‘think-tanks’ as a national body to provide policy advice to the Government of Vietnam (GVN).

Component 5: Engagement with Selected Populations and Development Issues

No activities planned or implemented in FY2018 and there are no planned activities for FY2019.

15 See Annex 13.0, Event Report VUSTA Training 1 – Research Project Design and Management.

VUSTA Participants Presenting Research Proposals to AITCV Facilitators

31

PCD Program Monitoring and Evaluation Activities

PCD has been implementing a program of monitoring and evaluation activities during the FY2018 year to assess outcomes and continuously improve PCD program works across three areas:

1. Technical Assistance 2. Participant Training 3. Study Tours

Below are a series of charts that summarize the results of online surveys that probed beneficiaries of PCD assistance about the efficacy of technical assistance, participant training and study tours provided.

Chart 1.0: Individual Capacity Improvement

Chart 1.0 above indicates that 93% of study tour participants, 91% of training program participants, and 69% of technical assistance beneficiaries who responded to PCD post-activity surveys either agreed or strongly agreed that PCD funded activities had contributed to the strengthening of their individual capacity and/or improved their personal efficacy in the workplace as a result of attending activities funded by PCD and/or working with PCD funded consultants who provided technical assistance to their organization.

Lower rates (69%) of reporting for efficacy of technical assistance are likely relate to the fact that not all respondents worked directly with consultants who provided technical assistance and/or the specific technical assistance did not relate to the job role of all respondents in the organization.

I applied PCD fundedknowledge, skills and

tools in my job.TECHNICAL ASSISTANCE

I was able to apply newknowledge, skills and

tools in workplace.PARTICIPANT TRAINING

I was able to apply newKnowledge, informationor practical experiences

in workplace. STUDYTOUR

Disagree 2% 2% 0%

Neither agree nor disagree 15% 5% 7%

Agree 52% 69% 64%

Strongly agree 7% 22% 29%

0%

10%

20%

30%

40%

50%

60%

70%

80%

INDIVIDUAL CAPACITY DEVELOPMENT

32

Chart 2.0: Organizational Capacity Improvement

Chart 2.0 above indicates that 86% of study tour participants, 78% of training program participants, and 76% of technical assistance beneficiaries who responded to PCD post-activity surveys either agreed or strongly agreed that PCD funded activities had contributed to the strengthening of their organizations capacity and/or improved their organizational performance as a result attending activities funded by PCD and/or working with PCD funded consultants who provided technical assistance to their organization.

Lower rates (76%) of reporting for efficacy of technical assistance likely relate to the fact that not all respondents worked directly with consultants who provided technical assistance, and/or the specific technical assistance did not relate to the job role of all respondents in the organization.

PCD Success Stories

PCD has identified several potential success stories across the spectrum of PCD program activities (technical assistance, participant training and study tours). PCD has attached two (2) draft success stories to this annual report (See Annexes 14.0 and 15.0) .

Quality Checking and Monitoring of PCD Participant Training Component 2, 3 and 4.

To ensure the quality of PCD participant programs surveys are conducted after every training course is completed to validate the quality of training materials, trainers and logistics, which is utilized to enhance the development of PCD participant training programs. Charts 3, 4 and 5 below summarize participant feedback.

My organisation'sperformance was

improved as a result ofPCD funded. TECHNICAL

ASSISTANCE

Our overallorganizational capacitywas strengthened as a

result of our organisationattending PCD funded.TRAINING PROGRAM

New knowledge,information and practical

experiences that I wasprovided will have a longterm positive impact on

my organization'sdevelopment and the

work that we do. STUDYTOUR

Disagree 3% 2%


Agree 70% 71% 53%


0%

10%

20%

30%

40%

50%

60%

70%

80%

ORGANIZATIONAL CAPACITY DEVELOPMENT

33

Chart 3.0: PCD Participant Training Program Logistics

Chart 3.0 above indicates between 79%-99% survey respondents either agreed or strongly agreed that PCD training logistics preparation, travel, training venue, simultaneous translation and translation of training materials was of a high standard. It has been noted, that there have been some minor issues with translation of some training materials and simultaneous translation equipment. PCD is working with its suppliers and training provider MDF Management Consulting to address identified concerns.

Chart 4.0: PCD Participant Training Materials

Chart 4.0 above indicates between 89%-96% of survey respondents either agreed or strongly agreed that PCD training materials were of a high standard, aligned to learning objectives and enabled participants to improve their understanding of training topics. In FY2019, PCD will work with its subcontractors to maintain this high level of satisfaction.

Logisticspreparation incl.

information,travel,

refreshments andlodgings met your

expectations

Training venuewas appropriatefor this training

event

Simultaneousinterpretionservices &equipment

(headphones)were of a high

quality andsupported my

learning

Translation ofworkshop

materials was of ahigh quality andsupported my

learning

Disagree 1% 2% 4% 5%

Neither agree nor disagree 1% 4% 15% 12%

Agree 37% 46% 52% 58%

Strongly agree 59% 47% 27% 22%

0%10%20%30%40%50%60%70%

PCD Participant Training Program Logistics

Training materials wereof a high standard

supporting my learningduring the

workshop/training

Training materials werealigned to learningobjectives of the

workshop

Content of trainingmaterial enabled me to

improve myunderstanding, skills &knowlegde of the topic

discussed

Disagree 2% 2% 1%


Agree 57% 61% 58%


0%

10%

20%

30%

40%

50%

60%

70%

PCD Participant Training Materials

34

Chart 5.0: Quality of PCD Trainers

Chart 5.0 above indicates between 94%-97% of survey respondents either agreed or strongly agreed that PCD contracted trainers and/or facilitators were well qualified and a subject matter expert, able to answer questions and had high quality facilitation and/or presentation skills. In FY2019, PCD will work with its subcontractors to maintain this high level of satisfaction.

III. CHALLENGES

AS PCD entered Year 4, challenges related to the management of the PCD program were minimal, but as a complex cross cutting program that receives funding from various USAID/Vietnam technical offices, PCD needed to continue to explain project objectives to its beneficiaries and new USAID personnel. In particular, at the end of Year 3 and during Year 4, a number of new USAID U.S. Direct Hire (USDH) personnel arrived in Vietnam. PCD briefed new USDH staff on PCD objectives and established new relationships for continuity of PCD programming. In Year 4, PCD also continued to implement a diverse range of technical assistance and participant training programs working with Government of Vietnam (GVN) ministries, agencies, local VNGOs and other institutions such as the Vietnam Union of Science and Technology Associations (VUSTA), each with their own needs. As the PCD program evolved through year 4, these challenges lessened, some remained, and new challenges emerged.

When the project was awarded to IIE, which has had a registered country office in Vietnam for over 15 years, IIE worked with PACCOM to add ‘training’ to the IIE registration, with the understanding that this would be sufficient for PCD to be registered. Mid-way through Year 1, the GVN approached IIE and requested that IIE register the PCD project under Decree 93 so that it could ‘officially’ hold public training events. In Year 4, PCD continued to complete procedures with VUSTA as the sponsoring organization, but registration was not completed. PCD continues to work with VUSTA as well as seek other opportunities to complete the registration process if another suitable partner emerges. In Year 4, PCD continued to implement technical assistance and participant training programs including ‘public events’ by working with GVN agencies and ministries and PCD subcontractors to hold events. PCD held events requested by USAID and held events documented in this report in a way that such activities were not considered to be public events.

Trainers were wellqualified and a subject

master expert in the topicarea discussed

Trainers were able toclearly and conciselyanswer my questions

Trainers had high qualityfaciliation and

presentation skills

Disagree 0% 1% 2%


Agree 42% 48% 35%


0%

10%

20%

30%

40%

50%

60%

70%

Quality of PCD Trainers

35

The main challenges in Year 4 were:

Challenge 1. Project Registration and VAT Refunds continued to be a challenge in FY2018. IIE continued to try and gain project registration for the PCD program, working with VUSTA, holding meetings with VNGOs and other organizations to try and find alternative roads to achieve project registration. As PCD is a cross cutting program, and GVN ministries and agencies organize themselves in silos it is very difficult to find a single partner who is willing to partner with IIE to register the PCD program in Vietnam. Registration of the PCD Program is further complicated by the fact that the PCD program is now in its final year of operation. As IIE has not been able to register the PCD Program it has also not been possible to gain VAT refunds from the Hanoi Tax Office (HTO), as IIE cannot provide them with prerequisite documents i.e. certificate of project registration and letter from the Ministry of Planning and Investment (MPI).

Solution 1. IIE has continued to work with VUSTA, including them in annual work planning for FY2018 and FY2019, to encourage them to approve the PCD project registration. PCD is now and will continue to seek out other avenues to complete project registration talking with other local USAID IPs, VNGOs and other institutions to see if a suitable partner can be found to complete the project registration process.

Challenge 2. PCD is a cross cutting program providing support to a diverse range of TOs and GVN agencies across a broad range of subject matter areas (SMAs) including climate change, low emission energy, disabilities, dioxin remediation (Agent Orange), Trans-Pacific-Partnership Agreement, illegal wildlife trade, and organizational development (including, organizational strategy, financial management, human resources, monitoring and evaluation, market research, and business development). PCD does not have a team of specialist staff with specific backgrounds in all of these areas. PCD is not being asked to provide technical inputs for these SMAs but having some background knowledge of the SMA does enable PCD to better engage with, and respond to, requests to assist USAID/Vietnam, other IPs, and GVN agencies.

Solution 2. Where possible PCD will continue as it did in Year 2, Year 3, and Year 4 to partner with other USAID IPs, who can provide technical inputs, and where this approach is not possible, PCD will seek informal support from other USAID IPs and stakeholders. PCD staff will also continue to learn more about specific sectors such as disabilities and climate change through their interactions with TOs, USAID/Vietnam, IPs, and GVN agencies with whom they work.

Challenge 3. Availability of Component 1 target organizations (TOs) made it difficult for technical assistance inputs to be completed in a timely manner. Although an action plan was developed for each area of technical assistance and timing of inputs agreed with each TO, the TOs often failed to meet agreed dates to attend meetings, provide feedback, or be available to work with local and international consultants.

Solution 3. PCD will work with PCD subcontractors and TOs to set realistic timeframes when planning and agreeing to a timetable, monitor progress more closely, and raise delays with the TOs and PCD subcontractors to encourage them to progress in line with the agreed timetable. During Year 2 and Year 3 and Year 4 PCD did work with TOs and subcontractors to establish agreed timetables, but compliance from TOs continued to be a problem. PCD will continue to encourage TOs to seriously consider timetables before agreeing to them.

Challenge 4. When PCD worked directly with GVN agencies (for example VUSTA and VAVA during FY2018), PCD found that it was sometimes difficult for GVN agencies to make timely decisions due to their internal management and leadership structures. In particular, PCD experienced challenges gaining approval for participants travelling on two (2) regional disabilities study tours to Thailand. In one case, a group of five (5) participants from Tay Ninh Province could not secure approval to travel from local authorities and were unable to attend the proposed study tour, which would have greatly benefited them.

36

Solution 4. PCD will agree with the GVN upfront on the specifics of assistance to be provided and document specifics in an email, with a check list of items for which each party is responsible to deliver, including timing. PCD hopes that through more robust documentation of discussions and agreements that the delivery of assistance to GVN agencies can be made more efficient. However, it should be acknowledged that PCD cannot compel local GVN agencies to do anything that they do not want to do.

IV. LESSONS LEARNED

PCD offers the following lessons learned from Year 4:

• Development of a holistic training program, such as the “Organizational Development Trail,” led to a very positive response from participating organizations. The “Organizational Development Trail” program included a rapid organizational capacity assessment (R-OCA), agreement with participating organizations about how follow up activities will be designed to assist each organization achieve agreed milestones (outputs), signing of letters of commitment at the beginning of the program and integration of other activities, such as leadership forums and networking events. Setting the right conditions for PCD to partner with local VNGOs is a best practice that should be implemented where possible for all ‘participant training’ programs.

• Subcontracting with a local consulting firms such as PEAPROS, MDF Management Consulting and the Asian Institute of Technology Center Vietnam (AITCV) is more efficient, cost effective and has led to the sustainable development of reliable local consulting organizations. The capacity of PEAPROS was strengthened by complimenting (where appropriate) their inputs with technical support and value-added inputs from the PCD team and by connecting PEAPROS with well qualified local (Hanoi based) expat experts. For example, Mr. Wim De Groof and Ms. Griet De Bosscher, Fundraising & Proposal Writing Advisors, Mr. David King, Financial Management Advisor. MDF Management Consulting was also able to provide PCD with access to a number of expat resources at local rates. For example, Mr. Rod Barnett Human Resource Management, Leadership and People Management expert, Mr. Koen Toonen, Project Design and Management expert, Ms. Susanne Van Liesout, Fundraising and External Relations expert and Ms. Ineke Pitts, Governance and Strategic Planning expert.

• It is crucial for USAID to be involved with initial kick-off meetings with new organizations that are invited by USAID to work with PCD. These meetings are important to ensure that clear expectations are set, PCD is formally introduced and beneficiary questions are answered by USAID before assistance commences. In Year 4, PCD continued to work with USAID to hold kick-off and/or meetings to introduce PCD to new GVN ministries, agencies, VNGOs, USAID Implementing Partners and/or other stakeholders to ensure efficiency and effectiveness of PCDs interactions with new partners.

• Development of effective relationships is essential for the delivery the PCD program. This was evidenced by PCD’s ability to establish productive relationships with other USAID IPs, such as VCEP, V-LEEP, and GIG, and with GVN agencies that PCD has been tasked to support. These relationships have been critical to the success of PCD delivering a wide range of participant training and direct assistance in years 2 - 4 of the program.

• PCD encouraging the use of briefings between PCD subcontractors (PEAPROS, MDF Management Consulting and AITCV) with relevant USAID technical offices proved to be both effective and efficient for updating USAID offices as well as providing critical information for PCD subcontractors and consultants. For example, PCD’s proposal writing and fundraising advisors, Mr. Wim De Groof and Ms. Griet De Bosscher, subcontracted through PEAPROS, were able to provide a detailed briefing for USAID/Vietnam/ESDO staff on the development of a proposal to support DRD’s “One-For-Change” program.

37

V. M&E PROGRESS REPORT

No. Indicator

FY2018 (Y4)

Target

FY2018 (Y4)

Results Description of progress

1 Number of Vietnamese NGOs/institutions improving performance as a result of USG assistance through the Partner Capacity Building (PCD) program16

Unit: Institution-time

70 13117 131 organizations received technical assistance:

Component 1: 3 - VietHealth Financial Management TA: 1 - ACDC Staff Performance Management TA: 1 - DRD Fundraising Proposal Writing TA: 1

Component 2&3: 82 - Leadership Forum 1: 11 - Governance & Strategic Planning: 8 - Leadership and People Management Training: 10 - Fundraising and External Relation Training: 11 - Leadership Forum 2: 14 - Project Design and Management Training: 10 - Human Resource Management Training: 10 - Governance and Strategic Planning Coaching: 6

(DP Hanoi, CCIHP, ISDS, CECR, RENEW) - Strategic Planning Coaching for RENEW, ISDS: 2

For Component 4: 46 - VUSTA Policy Research Design and Management:

19 - Regional Rehabilitation Study Tour 1: 9 - Regional Rehabilitation Study Tour 2: 18

2 Number of people receiving capacity building training as result of USG assistance

Unit: Person-time

210 25118 251 people received capacity building:

Component 1: 11 - VietHealth Financial Management TA: 8 - ACDC Staff Performance Management TA: 2 - DRD Fundraising Proposal Writing TA: 1

Component 2&3: 188 - Leadership Forum: 26 - Governance & Strategic Planning: 18 - Leadership and People Management Training: 22 - Fundraising and External Relation Training: 23 - Leadership Forum 2: 24

16 Numbers of organizations reported in this line are the organizations that receive PCD funded capacity building activities for components 1, 2, 4. The numbers of organizations that improve their performance as a result of USG assistance through PCD program are reported below. 17 The increase of organizations includes the additional organizations involved in ODT program, VUSTA training program and regional rehab study tours. 18 The increase of participants includes the additional participants involved in ODT program, VUSTA training program and regional rehab study tours.

38

- Project Design and Management Training: 23 - Human Resource Management Training: 24 - Governance and Strategic Planning Coaching: 22

(DP Hanoi, CCIHP, ISDS, CECR, RENEW) - Strategic Planning Coaching for RENEW, ISDS: 6

For Component 4: 52 - VUSTA Policy Research Design and Management:

23 - Regional Rehabilitation Study Tour 1: 10 - Regional Rehabilitation Study Tour 2: 19

3 Number of awards made directly to local organizations

Unit: Award

2 2 ACDC, CCIHP

4 Number of outreach activities conducted to identify organizations/ agencies/ groups for technical assistance from USAID

Unit: Activity

16 16 Component 1: 3 - VietHealth Financial Management TA: 1 - ACDC Staff Performance Management TA: 1 - DRD Fundraising Proposal Development TA: 1 Component 2 & 3: 10 - ODT program: 9 (ASVHO, ISDS, CCIHP, ENDA,

CECR, VAVA, GreenHub, VNRC, RENEW Project, VUSTA)

Component 4: 3 - VUSTA Training Program: 1 - Regional Rehabilitation Study Tour 1 & 2: 2

5 Number of targeted organizations/institutions/ agencies/groups selected to build institutional capacity


4 319 Component 1: 3 - VietHealth Financial Management TA: 1 - ACDC Staff Performance Management TA: 1 - DRD Fundraising Proposal Development TA: 1

6 Number of targeted organizations/institutions/ agencies/groups assessments conducted


9 720 Component 2 & 3: 7 - ODT program: 7 (CCIHP, ENDA, CECR, VAVA,

GreenHub, VNRC, RENEW Project)

7 Number of interventions provided to build

19 21 Component 1: 3 - VietHealth Financial Management TA: 1 - ACDC Staff Performance Management TA: 1

19 ICS withdrew from PCD supported technical assistance. 20 The decrease of 2 institutional capacity assessments for ODT program for FY2018 includes the assessments for ISDS and VUSTA. PCD did the assessment for ISDS in FY2017. PCD agreed with USAID and VUSTA that PCD couldn’t do an assessment for VUSTA since they joined the ODT program late after that task order was signed and all assessments were conducted.

39

institutional and individual capacity

- DRD Fundraising Proposal Development TA: 1

Component 2&3: 15 - ODT Leadership Forum 1: 1 - ODT Governance & Strategic Planning Training: 1 - ODT Leadership and People Management

Training: 1 - ODT Fundraising & External Relation Training: 1 - ODT Leadership Forum 2: 1 - Human Resource Management Training: 1 - Project Design & Management Training: 1 - ISDS Strategic Plan and Fundraising Plan: 2 - GreenHub Strategic Plan and Fundraising Plan: 2 - CCIHP Strategic Plan and Fundraising Plan: 2 - VNRC Fundraising Plan: 1 - RENEW Fundraising Plan: 1 Component 4: 3

- VUSTA Policy Research Design and Management: 1

- Regional Rehabilitation Study Tour 1: 1 - Regional Rehabilitation Study Tour 2: 1

8.1 Proportion of people who report increased self-efficacy at the conclusion of USG supported training/ programming

Unit: %

50% 81% - Technical Assistance: 59% (78 out of 131 respondents-times)

- Training Programs: 91% (105 out of 116 survey respondents-times)

- Study Tours: 93% (42 out of 46 survey respondents)

8.2 Proportion of female who report increased self-efficacy at the conclusion of USG supported training/ programming

Unit: %

50% 77% - Technical Assistance: 61% (57 out of 93 female

respondents-times) - Training Programs: 81% (74 out of 89 survey

female respondents-times) - Study Tours: 89% (8 out of 9 survey female

respondents)

Since FY2017 (year 3), PCD calculates the number of target organizations that received PCD funded technical assistance and/or participant training and improved their institutional performance as a result through a range of outcome surveys and interview. The results to date are as follow:

• Technical Assistance: 71% of respondents-times from ACDC, MCD, VIETHEALTH, DRD, LIFE and ICS who were surveyed either agreed or strongly agreed that their organization’s performance improved as a result of PCD supported technical assistance;

• Participant Training: 75% of respondents-times who attended PCD supported training either agreed or strongly agreed that their overall organizational capacity was strengthened as a result of their attendance at PCD funded training program;

• Study tours: 87% of respondents-times who participated PCD supported study tours of MND, NCD, VCEP, VLEEP, and regional rehabilitation either agreed or strongly agreed that the new knowledge, information and practical experiences provided will have a long term positive impact on my organization's development and the work that they do.

40

VI. IMPLICATIONS FOR YEAR 5 WORK PLAN

In assessing Year 4 activities, PCD anticipates the following main adjustments to the program for Year

5:

• PCD will continue to implement PCD program activities as it has done to date by working with GVN partners and other stakeholders to secure appropriate approvals on an activity by activity basis. IIE also continues to maintain its ‘project registration’ in Vietnam and PCD continues to operate under the IIE project registration in Vietnam.

• IIE may need to submit a memo to USAID/Vietnam for a VAT waiver prior to the end of the PCD project if ‘project registration’ cannot be achieved with relevant GVN authorities.

VII. ANNEXES AND ATTACHMENTS

ANNEX 1: PCD STAFF

No Name Position Date joined PCD

1 Robert Letchford

Program Director, full time September 2015

2 David Simpson

Participant Training Director, part time

January 2018

3 Magdalena Biela-Juenge

Senior Program Officer, part time

January 2017

4 Banditi Nkoue Finance Manager, part time January 2017

5 Hoang Van

Program Manager, full time August 2014

6 Hoang Nghe Ha

Senior Program Officer, full time December 2014

7 Ly Hue Phuong

Finance Manager, full time November 2014

8 Phan, Thi Truc Quynh

Senior Program Officer, full time June 2016

41

ANNEX 2: LIST OF WORKSHOPS AND INTERVENTIONS IMPLEMENTED IN FY2018

No. PCD Activities Progress Time

Pro

ject

Man

age

me

nt

and

Ad

min

istr

atio

n

PCD Project Registration with VUSTA Discontinued Oct 2017

Task Order #3 for MDF Management and Consulting to deliver the initial stages of the Organizational Development Training (ODT) program.

Completed Oct 2017

Signed subcontract with Kenan Foundation Asia to deliver two (2) Reginal Disability Study Tours.

Completed Oct 2017

Signed Task Order #10 with PEAPROS for implementing financial management with VietHealth

Completed Feb 2018

Signed Task Order #11 with PEAPROS for implementing staff performance management system with ACDC

Completed May 2018

Signed Task Order #12 with PEAPROS for implementing fundraising and proposal writing at DRD

Completed May 2018

Task Order #4 for MDF Management and Consulting to deliver the last stages of the Organizational Development Training (ODT) program.

Completed May 2018

Signed subcontract with AITVN to deliver three (3) training courses for building capacity of VUSTA staff.

Completed May 2018

Realignment Budget and VAT Refund Waiver. Completed April 2018

Extend the subcontract with Kenan Foundation Asia to deliver two (2) other Reginal Disability Study Tours.

Ongoing Oct 2018

Co

mp

on

ent

1

Outcome survey on Fundraising and Communication Strategies at MCD

Completed Oct 2017

Outcome survey on Governance and Strategic Planning Training

Completed Dec 2017

Outcome survey on Project Design and Management Training

Completed Dec 2017

Negotiations for drafting of financial management statements of work (SOWs) at each VietHealth, DRD, ACDC and ICS.

Completed Oct – Dec 2017

Outcome survey and success story on leadership and people management.

Completed May 2018

42


Outcome survey and success story on Governance and Strategic Planning Training under ODT

Completed May 2018

Financial Management technical assistance for VietHealth. Completed Sept 2018

Fundraising technical assistance for DRD to support development of their “One-For-Change” program.

Ongoing October 2018

Co

mp

on

en

t 2

& 3

Rapid organizational and training needs assessment for ODT program participating organizations.

Completed December 2017

ODT program launch and leadership forum 1 – Future Trends Completed Dec 2017

ODT technical training #1: Governance and Strategic Planning Training

Completed Dec 2017

ODT technical training #2: Leadership and People Management.

Completed April

ODT technical training #3: Fundraising and External Relations Completed May 2018

Leadership forum 2: Leadership Competencies Completed May 2018

ODT technical training #4: Project Design and Management Completed July 2018

ODT technical training #5: Human Resource Management Completed August 2018

ODT technical training #6: Financial Management Ongoing October 2018

ODT technical training #7: Monitoring and Evaluation Ongoing Nov 2018

Co

mp

on

ent

4

Organized the Regional Disabilities Study Tours #1 Completed April 2018

Organized the Regional Disabilities Study Tours #2 Completed July 2018

VUSTA Training #1: Research Project Design and Management

Completed August 2018

VUSTA Training #2: Research Project Monitoring and Evaluation

Ongoing Oct 2018

VUSTA Training #3: Research Project Report Writing Ongoing

Oct - Nov 2018

43


Regional Disabilities Study Tours #3: Preparation Ongoing Nov 2018

Regional Disabilities Study Tours #3: Preparation Ongoing Mar 2018

ATTACHMENTS

• Annex 3.0, One-For-Change Draft Final Proposal.

• Annex 4.0, ACDC Staff Performance Management System.

• Annex 5.0, R-OCA Report.

• Annex 6.0, Event Report Governance and Strategic Planning.

• Annex 7.0, Event Report Leadership and People Management.

• Annex 8.0, Event Report Fundraising and External Relations.

• Annex 9.0, Event Report Project Design and Management.

• Annex 10.0, Event Report Human Resources Management.

• Annex 11.0, Regional Disabilities Study Tour 1 Report April 23-27.

• Annex 12.0, Regional Disabilities Study Tour 2 Report July 15-21.

• Annex 13.0, Event Report VUSTA Training 1 – Research Project Design and Management.

• Annex 14.0, Draft Success Story Regional Disabilities Study Tour - Dr Hoai-Binh Phuoc Province

• Annex 15.0, Draft Success Story XXX

usaid vietnam partner capacity development annual progress

Documents