Society National Workshop On Enhancing The Effectiveness of Managementsynthesis Report

Ministry of Planning and Investment
United Nations Development Program

Project on Strengthening Capacity for Management
of Integrated Rural Development (VIE/01/023)
National Workshop
Enhancing the Effectiveness of Management
of Rural Development and Poverty Reduction Programs
H Ni
December 7 9, 2005
SYNTHESIS REPORT
Acknowledgements
This National Workshop was organized by the Project on Strengthening Capacity for
Management of Integrated Rural Development (2002 to 2005) under the Department of
Agriculture Economy, Ministry of Planning and Investment (MPI). Funding for the workshop was
kindly granted by the United Nations Development Program in Viet Nam (through Project
VIE/01/023).
The workshop organizers would like to thank all the agencies and individuals who participated in
the workshop, including the representatives from central government agencies, representatives
from province departments in 10 provinces (Ha Giang, Tuyen Quang, Ha Tinh, Quang Tri, Son
La, Yen Bai, Kon Tum, Gia Lai, Tra Vinh and Soc Trang), and representatives from donors,
NGOs, project offices and research and training organizations. The active involvement and
discussion amongst all the participants during the workshop contributed greatly to a successful
event and to the quality of the workshop proceedings.
In particular, the organizers would like to thank all the agencies and authors who prepared papers
and presentations for the workshop. A great deal of time and effort was put into these papers,
which is reflected in their high standard and quality. These contributors include:
Ha Tinh Rural Development Project (IFAD)

Improved Livelihoods for Mountainous Communities Project in Thanh Hoa (CECI /
CIDA)
Northern Mountains Poverty Reduction Project (World Bank / DFID)
Quang Ngai Rural Development Project (AusAid)
Research Consulting and Training in Rural Development Ltd.
Thua Tien Hue Rural Development Project (Finland)
VICA Consultants Ltd
Vietnam Institute of Economics
Vietnam Sweden Chia Se Program (Sida)
World Bank
WSP International.
We would like to extend our particular thanks to Mr Vu Ngoc Anh and Mr Nguyen Tien Phong of
UNDP for their continuous support in implementing the Project VIE/01/023 and for their
guidance on achieving the objectives of the National Workshop. Our appreciation is also extended
to all the people who helped with the facilitation and organization of the workshop.
Ms L Th Thng
Director, Project VIE/01/023
Department of Agriculture Economy
Abbreviations
ADB
AEC
CDBC
CDD
CIDA
DFID
GEUs
HRDP
IFAD
ILMC
IMBs
IPM
MDGs
M&E
MIS
MPI
NGO
NMPRP
ODA
O&M
PER
PMU
RDF
RUDEP
SEDP
UNDP
WUAs
VDGs
Asian Development Bank

Agriculture Extension Centre
Commune Development Budget Component
Community Driven Development
Canadian International Development Agency
UK Department for International Development
Grassroots Extension Units
Ha Tinh Rural Development Project
International Fund for Agriculture Development
Improved Livelihoods for Mountainous Communities Project
Infrastructure Management Boards
Integrated Pest Management
Millennium Development Goals
Monitoring and Evaluation
Management Information Systems
Non Governmental Organization
Northern Mountains Poverty Reduction project
Official Development Assistance
Operations and Maintenance
Public Expenditure Review
Project / Program Management Unit
Response Delivery Fund
Quang Ngai Rural Development Program
Socio-Economic Development Plan
United Nations Development Program
Water User Associations
Viet Nam Development Goals
ii
List of Contents
Acknowledgements .................................................................................................................... i
Abbreviations............................................................................................................................ ii
List of Contents........................................................................................................................iii
OPENING SPEECH ..................................................................................................................... 1
INTRODUCTION......................................................................................................................... 3
Objectives and activities of Project VIE/01/023 ...................................................................... 3
National workshop objectives and themes............................................................................... 4
List of papers and presentations .............................................................................................. 5
THEME 1: DECENTRALIZED COMMUNE MANAGEMENT .............................................. 8
Main issues and recommendations from the workshop .......................................................... 8
Summary of papers and presentations .................................................................................... 9
THEME 2: OPERATIONS AND MAINTENANCE OF INFRASTRUCTURE...................... 13
Main issues and recommendations from the workshop ........................................................ 13
Summary of papers and presentations .................................................................................. 13
THEME 3: MOBILIZATION AND INTEGRATION OF RESOURCES ............................... 17
THEME 4: MONITORING AND EVALUATION ................................................................... 21
THEME 5: CAPACITY BUILDING AT GRASSROOTS LEVEL.......................................... 24
Annex 1. List of publications by Project VIE/01/023 ............................................................ 27
Annex 2. List of invited workshop participants .................................................................... 28
iii
Opening Speech
Mr o Quang Thu
Director
Department of Agriculture Economy
Dear Representative of the United Nations Development Program Office in Vietnam, Ladies and
Gentlemen, Distinguished Guests...
On behalf of the Agriculture Economy Department of the Ministry of Planning and Investment, I
would like to warmly welcome you, distinguished guests, and representatives from donors, central
agencies, provinces and projects to this workshop.
The Government of Viet Nam and donors attach high importance to rural development and
poverty reduction. In recent years, the Government has issued many policies and regulations to
support the implementation of investment programs targeted on rural development and poverty
reduction, such as the National Target Program on Poverty Reduction and Job Creation; the
Program on Socio-Economic Development of Communes with Special Difficulties in Remote and
Mountainous Areas (Program 135); the National Target Program on Clean Water Supply and
Rural Sanitation; the Five Million Hectares Reforestation Program and other programs.
In addition to the great efforts of the Government, international donors continue to support Viet
Nam to implement many important projects, such as the Northern Mountains Poverty Reduction
Project funded by the World Bank, the rural development projects in Ha Tinh, Quang Binh, Tuyen
Quang and Ha Giang funded by International Fund for Agriculture Development, the Central
Region Poverty Reduction and Livelihood Improvement Project funded by the Asian
Development Bank, and the Viet Nam - Sweden Chia Se Program funded by Sida, which are
amongst many other donor-assisted projects.
These projects and programs have significantly contributed to the promotion of socio-economic
development in Viet Nam in general and to rural development and poverty reduction in particular.
Thanks to them, the rate of poverty in Viet Nam according to Government figures has been
substantially reduced, from around 17.5% in 2001 to only 7% in 2005.
During the implementation of these projects and programs on rural development and poverty
reduction in recent years, there have emerged many successful investment models, good practices
and good experiences that need to be exchanged and replicated. At the same time, there are also
some inconsistent policies and regulations that need to be revised and completed so that they can
help to improve the investment efficiency of programs and projects geared towards rural poverty
reduction and community development objectives.
The main objective of the workshop today on Improving the Management Effectiveness of Rural
Development and Poverty Reduction Programs is to create an open forum for Government
agencies, donors, provinces, and programs and projects to exchange and share experience and to
generate recommendations. The recommendations made at the workshop will aim at improving
the policies and regulations, and efficiency in designing and implementing projects and programs
on rural development and poverty reduction that are being prepared and will be implemented in
the coming time.
In order for the workshop to achieve good results, the workshop has been divided into different
topics, including decentralizing project management, mobilizing and integrating resources,
monitoring and evaluation, operations and maintenance of infrastructure works at the commune
levels, and building capacity at the grassroots level for rural development projects. This division
of topics will facilitate discussion and the exchange of ideas and experience.
The valuable contributions and inputs from representatives from all agencies at all levels, central
and local, from donors and NGOs, and from projects will be carefully taken note of and
consolidated into the Workshop Proceedings that will be disseminated to management authorities,
researchers and relevant projects nationwide.
On behalf of the organizing committee, once again, I would like to warmly welcome distinguished
guests, ladies and gentlemen participating in this workshop. I hope your many good experiences
will be shared and exchanged to contribute to the success of the workshop.
On this occasion, allow me to convey our sincere thanks to UNDP for your support and funding
for MPI to organize this workshop.
I wish all participants good health and best success to our workshop.
o Quang Thu
National Workshop
Enhancing the Effectiveness of Management
of Rural Development and Poverty Reduction Programs
H Ni
December 7 9, 2005
SYNTHESIS REPORT
Introduction
This Synthesis Report provides a summary of the papers and presentations made at the National
Workshop on Enhancing the Effectiveness of Management of Rural Development Programs held
in Ha Noi in December 2005. The report also summarizes the main outputs of the workshop in the
form of a set of main issues and recommendations related to the workshop themes. The Synthesis
Report accompanies a CD containing the full proceedings of the workshop.
Objectives and activities of Project VIE/01/023
The Project on Strengthening Capacity for Management of Integrated Rural Development (UNDP
Project VIE/01/023) has been implemented by the Department of Agricultural Economy, Ministry
of Planning and Investment (MPI), in the period from August 2002 to December 2005.
The overall objective of this project is to strengthen the national and provincial capacities in cocoordinating, formulating and implementing the Hunger Eradication and Poverty Reduction
strategy and programs. One of the specific objectives of the project is to contribute to the
formulation of a national policy and implementation guidelines on integrated rural development
projects, drawing on a systematic review of lessons learned from on-going projects.
By the term integrated rural development it is understood that these projects and programs have
adopted a multi-component approach to the provision of rural infrastructure and services to
support household livelihood improvement. Commonly, these projects have two or more of the
following components: small-scale commune and village infrastructure, support for agriculture
extension and other production and household enterprise related activities, support for savingsand-credit and rural financial services, natural resource management such as forestry production
and protection, community development activities, and capacity building and training. These
projects usually take a province management focus, by working through the provincial authorities
and technical departments, and in districts and communes within the provinces.
In the period from 2002 to 2005, the project VIE/01/023 has conducted a number of thematic
studies and training courses on topics related to the design and preparation, management and
implementation, and technical content of these integrated rural development projects and
programs (see Box 1 & Annex 1 for a list of studies and publications by the project).
The topics for these thematic studies and training courses were identified and selected in
consultation with provincial and national partners through the Focal Point for Rural Development.
In each case, the studies were carried-out in collaboration with government, donor and NGO
projects and programs working in different provinces nationwide. A series of review workshops
organized by the project has provided an opportunity to discuss, share and widely disseminate the
lessons and recommendations from these studies, with the active participation of central and
provincial government representatives, with project and program managers, donor and NGO
representatives, and with representatives from research and training organizations.
Box 1. Thematic studies, training materials and publications by Project VIE/01/023
Community contributions in rural infrastructure (2003)
Best practices in project design and implementation of integrated rural development

projects (2003)
Evaluation of applied agricultural demonstrations in integrated rural development projects

and government programs (2004)
Off-farm income activities in integrated rural development projects: opportunities and

constraints (2005)
Gender mainstreaming and womens development: best practices in rural development

projects (2005)
Decentralized management of infrastructure investments at commune level (2005)
Integration of different projects at commune level: experience from rural development

projects (2005)
Capacity building at grass root level: the role of provincial training institutions (2005)
A guide for project monitoring and evaluation: translation of IFAD guidelines (2005)
Training course on design of integrated rural development projects using a Log frame
approach (2005).
National workshop objectives and themes
This National Workshop on Enhancing the Effectiveness of Management of Rural Development

and Poverty Reduction Programs was held in December 2005 as the main concluding event for
the Project VIE/01/023. The overall objective of the National Workshop was as follows:
To provide a forum for Government agencies, donors and projects to share and
learn from experience, and to make recommendations for policy improvement and
enhancing the effectiveness in the design and implementation of rural development
and poverty reduction programs in Viet Nam.
The National Workshop included fifteen papers and presentations which were organized around
five main themes for the workshop, as follows:
Theme 1: Decentralized management of rural development & poverty reduction projects
Theme 2: Operations and maintenance of infrastructure schemes at commune level
Theme 3: Mobilization and integration of resources
Theme 3: Monitoring and evaluation
Theme 5: Strengthening capacity at grassroots level.
With respect to each of these themes, a central concern of the workshop was to examine the
linkages between (a) enhancing the eff ectiveness of management of these rural development and
poverty reduction projects and programs, as means to (b) enhancing their eff ectiveness in
implement ation, out comes and impacts.
The National Workshop was held over a period of three days. Days One and Two were devoted to
presentation of the papers and Working Groups on each theme. On Day Three, with the
participation of central government agencies and donor representatives, feedback presentations
were made by the Working Groups combined with discussion on the overall workshop results and
recommendations.
Participants at the workshop included: (i) representatives from central government agencies,
donors, NGOs and project management offices; (ii) representatives from 10 provinces (including
the Department of Planning and Investment, Department of Agriculture and Rural Development,
Department of Labour, Invalids and Social Affairs, and the Province Womens Union); (iii)
representatives from province projects; and (iv) resource persons making the papers and
presentations. A full list of the agencies invited to the workshop is given in Annex 2.
List of papers and presentations
The fifteen papers include 3 overview studies that were commissioned by Project VIE/01/023 on:
decentralized management of infrastructure investments at commune level; integration of different
projects at commune level; and the role of the provincial training institutions in capacity building
at grassroots level. The remaining papers and presentations were invited from rural development
projects and programs working in a selection of provinces nationwide.
The full list of papers and presentations, the contributing agencies and authors, and their contacts
details is given in the following table. The index number of each paper relates to the
corresponding file on the CD of Workshop Proceedings.
Paper
Agency & main author
Contact details
Theme 1: Decentralized Management of Rural Development

and Poverty Reduction Projects
1.1
Decentralized
Management of
Infrastructure
Investments at
Commune Level:
experience from rural
development projects.
Mr. Nguyen Thanh Hai,

VICA Consultants Ltd.
Study commissioned by
Project VIE/01/023.
Email:
haivd@hn.vnn.vn
and VIE/01/023:
fprd.vn@undp.org
1.2
Implementing the
Commune Development
Budget Component of
NMPRP.
Mr. Nguyn Tho Nguyn,

Northern Mountains
Poverty Reduction Project
(NMPRP). MPI, World
Bank, DFID.
Email NMPRP:
mpinmprp@fpt.vn
1.3
Decentralizing
Procurement and
Maximizing Local
Economic Benefits in
Rural Poverty Reduction
Programs.
Mr. Edwin Shanks

(workshop consultant
VIE/01/023).
Email :
eshanks@vnn.vn
1.4
Participatory Planning
and Decentralized
Management.
1.5
Mr. Nguyn Th Dng,

A Birds-eye View on
Effectiveness of Targeted World Bank.
Rural Development and
Poverty Reduction
Projects
Mr. L Vn Tnh, Vice

Chairperson, Nhu Xuan
District People's
Committee. Improved
Livelihoods for
Mountainous
Communities Project in
Thanh Hoa (ILMC). CIDA
/ CECI.
Email:
il mcnx@vnn.vn
Website:
www.cecivi etnam.com/ilmc
Email:
dnguyen1@worldbank.org
Theme 2: Operations and Maintenance (O&M) of Infrastructure

Schemes at Commune Level
2.1
Sustainable Operations
and Maintenance Models
for Commune Level
Infrastructure.
Mr. Nguyen Khanh Binh,

WSP International. Study
for the Committee on
Ethnic Minorities and
DFID/UK.
Email:
kbinh@dng.vnn.vn
2.2
Experience from HRDP on

the Organization and
Strengthening Capacity
of Water User
Associations (WUAs).
Mr. Tran Dinh Hoa,

Project Director, Ha Tinh
Rural Development
Project. IFAD.
Email:
hrdp@hn.vnn.vn
Theme 3: Mobilization and Integration of Resources for Rural

Development and Poverty Reduction Projects
3.1
Integration of Different
Projects at Commune
Level: experience from
rural development
projects.
Mr. Nguyen Van Huan,

Vietnam Institute of
Economics. Study
commissioned by Project
VIE/01/023.
Email:
ngvhuan@yahoo.com
and VIE/01/023:
fprd.vn@undp.org
3.2
Resources Integration in
Planning at the Village
and Commune Levels.
Mr. Steffen Weidner.

Vietnam-Sweden Chia S
Poverty Alleviation
Program. Sida.
Email:
steffen.weidner@chiase.org
3.3
Integrated Commune
Development Planning in
Quang Ngai Province.
Mr. Bede B. Evans,

Participatory
Development Adviser.
Quang Ngai Rural
Development Program
(RUDEP). AusAid.
Email:
bdqnrdp@dng.vnn.vn
Website:
www.rudep.org
3.4
Agriculture Development
Planning and Extension
System Development: a
challenge for local
Government and projects
towards integration.
Mr. Hans Bissdorf,

Agricultural Extension
Advisor. Thua Thien Hue
Rural Development
Program (Phase II).
Finland.
EMAIL:
advisor.tthrdp@vnn.vn
and/or hans@pmail.vnn.vn
Theme 4: Monitoring and Evaluation for Rural Development

and Poverty Reduction Projects
4.1
The Role of Monitoring

and Evaluation in Rural
Development in Quang
Ngai.
Mr. Pham Van Quang,

Monitoring and Evaluation
Officer. Quang Ngai Rural
Development Program
(RUDEP). AusAid.
Email:
quangrudep@vnn.vn
Website:
www.rudep.org
Theme 5: Strengthening Capacity at Grass Roots Level

for Rural Development
5.1
Capacity Building at
Grassroots Level:
potential role of
Provincial Training
Institutions.
Prof. Bui The Vinh and

consultants, Research
Consulting and Training in
Community Development
Ltd. Study commissioned
by Project VIE/01/023.
Email RCTCD Ltd.:

vinaconsult1@hn.vnn.vn
5.2
Competency Based
Training in Quang Ngai.
Ms. Tran Thi Le Tuyen,

Capacity Building Officer.
Quang Ngai Rural
Development Program
(RUDEP). AusAid.
Email: tuyenrudep@vnn.vn
Website:
www.rudep.org
5.3
Supporting Rural
Development through a
Community-Based
Extension Network.
Mr. Truong Van Lich,

Director, Agriculture &
Rural Development
Section, Ba Thuoc
District. Improved
Livelihoods for
Mountainous
Communities Project in
Thanh Hoa (ILMC). CIDA
/ CECI.
Email:
il mcbt@vnn.vn
Website:
and VIE/01/023:
fprd.vn@undp.org
Theme 1: Decentralized Commune Management

Main issues and recommendations from the workshop
Decentralization is an integral and cross-cutting issue that includes administrative,

financial management and technical matters. There is a need, therefore, for a clear and
comprehensive legislative framework and guidelines on what State Management tasks and
responsibilities should be decentralized to communes and what should not.
Decentralization does not mean absolute devolution, but rather the transfer of
appropriate decision-making rights and administrative responsibilities to commune level.
The trend of decentralization is indispensable and necessary. However, there should be a

suitable roadmap for effective decentralization following a step-by-step approach. This
should be based on four main considerations: (i) developing a comprehensive legislative
framework; (ii) the transfer of budget management and financial management should be
done synchronously with other activities; (iii) decentralization should be based on the
scope and size of investment expenditure; and (iv) it should also be based on the capacity
of the commune administrations.
The main focus of capacity building should be on local institutions rather than individuals.
A learning-by-doing approach should be adopted by combining capacity building and
training programs with the step-by-step approach to decentralization. Training contents
should be based on the real needs and contents of decentralization with respect to specific
tasks and responsibilities. And the rate of the decentralization process should be consistent
with the capacity strengthening program.
Strengthening capacity of commune cadres is an essential task for the decentralization

process. However, the unstable staffing situation (turn-over of elected officials and some
technical staff working part-time) causes difficulties in the decentralization process.
Capacity building and training therefore needs to be continuous and systematically carried
out over a number of years. It should also be combined with the introduction of practical
incentive systems.
The Government should develop specific guidelines and regulations for commune
investment and financial management, and commune procurement of goods, services and
works. There is a need for more harmonized local procedures with respect to communes
working as the Investment Owners under different projects and programs. In this respect,
it should be recognized that some technical management tasks are not appropriate for full
commune management (such as the procurement of larger complex infrastructure schemes
that require a high level of technical design and safety standards).
Decentralization should be combined with the clear delegation of both decision-making

authority and administrative responsibilities, combined with monitoring by higher
management levels and strengthening supervision and monitoring by the local
community. In this respect, an appropriate balance needs to be achieved between
promoting upward, downward and horizontal accountability and reporting
mechanisms.
Local government at different levels should pay attention to, direct and coordinate the line
agencies to actively support the decentralization process. The role of central agencies in
drawing good lessons and experiences and disseminating these more widely is essential.
Summary of papers and presentations
This first paper under this theme on Decentralized Management of Infrastructure Investments
at Commune Level (Paper 1.1) sets the scene for the workshop by providing a comprehensive
review and analysis of issues relating to the decentralized management of investment activities at
commune level. The paper was commissioned by Project VIE/01/023 and is based on a survey of
several Government and donor-assisted projects and programs in provinces nationwide. Although
the paper concentrates primarily on infrastructure investments, many of the issues raised and
recommendations are broadly applicable to the topic of decentralized commune management.
The paper begins by defining decentralization in State administration system in its broadest
sense as a means of transferring power and responsibility from higher levels to local authorities
to implement and manage public works. Decentralization of investment management has been
gradually introduced in the state management system in recent years through the Public
Administration Reform Program (PAR), as well as in implementation of rural development
projects and programs. Decentralization is seen to go hand-in-hand with promoting good
governance and grassroots democracy, by strengthening community consultation and supervision
processes, and in order to improve the effectiveness and sustainability of the investment activities.
The paper provides a valuable summary of the Governments current policies and the regulatory
framework for decentralized commune management of infrastructure investment activities. The
paper also summarizes donor policies on decentralization, as applied in projects supported by the
UNDP, the World Bank, the Asian Development Bank (ADB) and the International Fund for
Agriculture Development (IFAD). The paper then goes on to examine the factors that influence
application of these policies and regulations in project and program implementation.
Decentralized management of infrastructure investments is the assignment of rights and
responsibilities to the commune authorities to act as Investment Owners and managers for smallscale commune and village infrastructure works. This includes the following main elements: (i)
planning for infrastructure sub-projects (identifying needs and selecting infrastructure subprojects, preparing investment reports); (ii) carrying out project implementation plans (bidding
and procurement, payment and disbursement, construction supervision, mobilization of
community participation and contributions); and (iii) operating and maintaining sub-projects.
Other related stages (which may be implemented by communes, or by higher levels or other
relevant agencies) include the appraisal and approval of plans and related technical contents
(design and cost estimates, bidding, contract payment and finalization documents etc.).
In recent years, decentralized management of small-scale infrastructure investments to commune
level has been piloted and implemented by a number of Government, donor and NGO supported
projects and programs. A variety of approaches have been applied and the degree of
decentralization varies between them. However, decentralization is seen to facilitate local
peoples access to project activities. As a result, local people have contributed their resources and
labor to improve infrastructure conditions in rural areas. In some localities, the capacity of staff at
grassroots level and of local people has been stimulated through the decentralization process. And
an open and democratic relationship has been established from province to communal level, with
local authorities and people actively participating in project activities.
Significant efforts have been made in some localities to work out a suitable methods for the
process of decentralization. However, in some other provinces and localities, decentralization
faces difficulties and even becomes a burden for the local authorities. This may be caused by
specific socio-economic conditions in each locality. For instance, in the mountainous regions,
communities are isolated in terms of geography and sometimes separated in terms of culture, low
literacy rates and language barriers that hinder community participation in implementing
complicated projects. In addition, poor access to basic infrastructure and communication facilities,
limited capacity of local authorities and the dependent habit of people have considerably affected
the efficiency of the decentralization process. As a result, localities have faced difficulties in
providing guidance for implementation of decentralization.
This paper draws out a number of main lessons from the successes and failures of this
decentralization experience, and provides a detailed set of recommendations related to these:
Lesson 1: Decentralized infrastructure management faces a number of significant

administrative and bureaucratic constraints and difficulties during implementation. Some legal
documents are overlapping causing complications in implementation. The administrative
system in many provinces is also still hampered by red-tape habits, which are deeply rooted
and hard to change quickly. In particular, the report stresses the importance of developing a
comprehensive and consistent legislative framework as a prerequisite for successful
decentralization given the fact that decentralized investment management to communes in
Viet Nam is still being piloted and the limited capacity of local stakeholders. The report also
recommends synchronous implementation of policies for decentralized investment
management and financial management. Simplified financial management procedures and
banking procedures must be streamlined and linked to decentralized investment management.
Lesson 2: Too quick or too cautious steps in implementation of decentralized projects are
unsuitable and both result in a risk of failure. It is important to implement decentralization
comprehensively and consistently, in a multi-sector way, and with adequate support for
institutional capacity building.
Lesson 3: Provinces should take the initiative and be flexible in identification of the scale and
degree of decentralization in project design and take the real context of each province into
consideration. It is vital to promote willingness and a driving force for all State administrative
agencies involved in decentralized project implementation.
Lesson 4: Training and capacity building are the decisive factors for decentralized projects.
Successful projects have made large investments in capacity building and training for project
managers at all levels, especially at commune level. It is recommended that a reasonable ratio
out of total investment should be spent on software activities including advisory services and
capacity building as a vital support for decentralization.
Lesson 5: Community participation in all steps of project implementation has a great impact
on the success of projects that are promoting decentralized management and implementation.
Participatory planning approaches need to be simplified with the use of practical tools and
methods that can be applied on a large scale.
Lesson 6: In the decentralization process, there are many procedures which are unfamiliar to
communes or they unable to handle certain technical requirements. Adequate technical
assistance significantly contributes to project success (such as from District Technical Support
Teams and Community Facilitators) The design of decentralized projects must pay due
attention to the district level by delegating authority and responsibility to them in
implementing decentralization models, and building the capacity of district administrations
and staff to adequately support the communes.
The following papers under this theme document the experience of particular projects in
introducing decentralized approaches to project management and implementation, as well as
exploring related topics in more detail.
Paper 1.2 describes the experience of the Northern Mountains Poverty Reduction Project
(NMPRP) with Implementing the Commune Development Budget Component. The NMPRP
is one of several projects and programs in Viet Nam that are now transferring some
responsibilities for Investment Ownership to commune level. This includes models such as
Commune Development Budgets (Ngn sch pht trin x) and Commune and
Village Development Funds (Qu pht trin x / thn bn). Some of the common
features of these models are that:
Financial resources are transferred to the commune (and sometimes village) level for
management, usually in the form of a block grant on an annual basis;
This is used to finance small-scale sub-projects and activities, that are selected by local
people through participatory planning processes;
These sub-projects are often implemented by local communities themselves (for example,
through community participation contracting methods);
The Commune Peoples Committee is the Investment Owner and financial manager, with
commune accounts held either at the State Treasury or at a commercial bank.
This paper begins by highlighting the challenges of effectively supporting and implementing this
type of component on a large-scale. In the Commune Development Budget Component (CDBC)
of the NMPRP, eligible sub-projects include: small-scale commune and village infrastructure;
production support activities; natural resources management; improvements in household living
conditions; and education and healthcare support activities. The NMPRP project area covers
around 3,660 villages in 356 communes in 44 districts, with 89% ethnic minority population from
20 ethnic groups. The Commune Development Boards that are implementing the CDBC include
around 3,789 people that require training. Many commune staff positions are part-time, with
frequent turnover of some positions, and a lack of full-time staff to guide the local communities.
Given this situation, the paper recommends that the following issues should be addressed to help
ensure success. Because the CDBC financial management and procurement methods are
completely new to the Commune Development Boards, intensive training and re-training is
required over several cycles. This should be combined with careful preparation of CDBC training
manuals using standard formats to minimize complexity and confusion amongst grassroots staff.
Information dissemination and training methods should also be diversified, in order to enhance
peoples knowledge, especially people in remote areas. It is also necessary to have close and
concrete directions and instructions from the Peoples Committees at all levels, and effective
cooperation and coordination between district line-agencies. The experience from NMPRP shows
that in locations where the District Project Management Units have provided effective support, the
communes have also done a good job implementing the CDBC.
The following paper on Decentralizing Procurement and Maximizing Local Economic
Benefits in Rural Poverty Reduction Programs (Paper 1.3) begins by noting that many rural
communes today have two, three or more Government, donor and NGO projects and programs
operating side-by-side, but the procurement methods vary quite considerably. The paper suggests
that, at this point in time, there is an urgent need and opportunity to reassess the procurement
strategies and methods used in these decentralized projects and programs. This is in order to
promote greater harmonization of local procedures and consistency in the procurement methods.
Related to this, the paper addresses two main questions. Firstly, how can public investment and
procurement strategies be designed to more fully engage local businesses and other economic
units (such as local companies, small-scale enterprises, cooperatives, village production groups,
household enterprises and artisans) in bidding for and undertaking small public works and
services? Secondly, how can these activities help to create better long-term employment
opportunities for local people in poor rural areas? The paper recommends that these aspects
should receive more attention in both the policies on decentralization and in the design of rural
poverty reduction programs. It suggests that the procurement strategy is in many respects the key
aspect of program design, around which other components should be planned. This is because the
procurement strategy has major implications not only for the distribution of economic benefits,
but also for community participation and supervision processes, sub-project planning and
approval steps, fund flow arrangements and financial management systems, and mechanisms to
promote transparency, accountability and anti-corruption.
The paper on Participatory Planning and Decentralized Management (Paper 1.4) from the
Project on Improved Livelihoods for Mountainous Communities (ILCM) in Thanh Hoa Province
describes the decentralized planning, budget allocation and implementation process that has been
introduced by this project. The project uses a Response Development Fund (RDF) mechanism to
support decentralization, combined with enhanced community participation in planning, and
strengthening the role of local government.
This paper makes a good assessment of the advantages and disadvantages of this approach, by
comparing the conventional methods of planning and budget allocation with the new approach. It
identifies a number of clear advantages of the new approach, which include: more accurate
identification of community needs; community responsibility is increased; the quality of
infrastructure construction is improved; reduced losses in investment; and more transparent
financial management. At the same time, some important challenges remain, including:
Limited dissemination of information and awareness of Government policies at commune

level and below;
Decentralization and consultation processes have not been officially institutionalized;
The need for better collaboration and coordination between line-agencies;
Difficulties for donor projects in collaborating with provincial decision-makers to replicate

and scale-up the achieved results and lessons learnt;
The low capacity of commune accountants;
The heavy emphasis on infrastructure in existing projects, while there are many other
needs that should be included in community development programs.
The last paper in this theme A Birds Eye View on Effectiveness of Targeted Rural
Development and Poverty Reduction Projects (Paper 1.5) begins by tracing the evolution of
different types of rural development and poverty reduction projects and programs in Viet Nam
over the last decade. This includes sector-based delivery programs, projects that introduced more
participatory approaches in during the 1990s, and more recent projects that have introduced
Community Driven Development (CDD) approaches on a larger scale. The paper assesses this
experience, and goes on to identify some key issues that should be addressed to enhance the
effectiveness of future programs of the Government. These include: (i) improved targeting at the
design stage and in program implementation mechanisms; (ii) local empowerment through
decentralization, participation, community control and capacity building; (iii) enhanced fiduciary
management in procurement and local financial management capacity; (iv) enhanced
sustainability in livelihood support services and operations and maintenance of infrastructure; and
(v) Improved program administration particularly with respect to monitoring and evaluation.
x
Theme 2: Operations and Maintenance of Infrastructure

It is essential to take a holistic approach to assessing the Operations and Maintenance

(O&M) requirements for all categories of commune and village infrastructure, rather than
only for infrastructure schemes constructed by particular projects and programs. This
assessment should include the total O&M work load and funding requirements.
Studies have shown that a substantial maintenance gap and funding gap exists for O&M
in a majority of rural communes. Addressing this maintenance and funding gap will require
an increase in the recurrent budgets made available to communes. This is a priority issue
for attention by the Government.
The level of community contributions and user-fees for infrastructure construction, and
operations and maintenance, should be at a level that is affordable to poor people in poor
communes. In general:
-
Community contributions and user fees for O&M should be prioritized for those types
of infrastructure that will bring direct benefits to households (such as irrigation,
electricity, water supply, kindergartens, village paths...);
O&M of larger public infrastructure (such as larger commune roads, health clinics,
secondary schools...) should be covered by the recurrent commune budgets and/or
sector budget sources.
Local management organizations such as Infrastructure Management Boards (IMBs) and

Water User Associations (WUAs) should be established at the beginning of the
construction cycle, and they should be actively involved in design and construction of
schemes to help improve quality and sustainability. They will take responsibility for O&M
after completion of construction works.
Formulating Operational Regulations for the IMBs and WUAs is essential in order to
create a legal channel for their establishment, and a regulatory framework for management
and O&M, and which can be applied to specific local conditions in a flexible manner.
Training for the IMBs and WUAs, on technical and management skills, is extremely
important to ensure sustainable management. Sufficient budgets should be allocated for
training on O&M for the IMBs and WUAs as part of sub-project costs.
The training should be practical and based on required skills. It should also be closely
linked to training in related issues such as agriculture extension training and IPM linked
to irrigation schemes, and training on sanitation issues linked to water supply schemes.
In recent years, a considerable amount of investment has been put into the construction of smallscale social and economic infrastructure in communes and villages throughout the country. This
investment has been made through both Government and donor-assisted projects and programs.
After the construction phase is completed, these small-scale schemes are handed over to the local
communities, and to the Commune Peoples Committees which are formally responsible for all
aspects of infrastructure management and O&M.
A number of recent studies, however, have suggested that O&M of these small-scale commune and
village infrastructure schemes is lacking in a number of important respects. In general, O&M has
not yet been put into a systematic procedure under many projects, or integrated with the regular
commune budgeting and management system. Although a legislative framework is in place that
allocates management responsibilities to the Commune Peoples Committees and local
communities, there is little practical guidance on how to support them to fulfill their infrastructure
O&M responsibilities. From a financing perspective, State budget allocations to communes are
generally sufficient only to cover basic salaries and administrative costs of the Commune Peoples
Committees, and limited recurrent funding is available for O&M. Infrastructure O&M is therefore
dependent on the contributions and user-fees mobilized from local communities, but these are often
only sufficient to cover the most basic and routine O&M activities.
Concern over infrastructure O&M was highlighted in the recent Public Expenditure Review (PER)
1
from 2005 , which suggests that O&M short-falls appear in two main ways: (i) through a frequent
failure to maintain completed projects so that they fail to function as planned, assets deteriorate
and costly rehabilitation becomes necessary; and (ii) general shortages of O&M funds in recurrent
budgets of the local authorities. The PER report suggests that these issues are particularly pressing
for O&M of irrigation schemes (PER Chapter 13 / page 93).
While many previous studies have highlighted the short-falls and difficulties associated with the
O&M of commune and village infrastructure, the two papers presented here are valuable because
they take a more forward looking perspective. They show that good models for O&M already exist
under some projects and programs in some localities, and they put forward specific suggestions for
how to improve O&M management and implementation practices.
Paper 2.1 on Sustainable Operations and Maintenance Models for Commune Level
Infrastructure is based on a study that was undertaken for the Committee on Ethnic Minority
Affairs. In the Socio-Economic Development Program for Communes with Extreme Difficulties in
Ethnic Minority and Mountainous Areas for the period 2006 to 2010 (Program 135 / Phase II) it is
intended that more attention should be given to O&M of commune and village infrastructure in
order to help ensure the sustainability of these investments. The purpose of this study was to
develop a strategy for improving O&M management, and to propose the design of pilot models
for sustainable O&M systems that could be implemented within the new program, taking into
account the special characteristics and needs of poor and remote communes.
This study is informative because it puts forward an approach for quantifying the total O&M
requirements for all types of commune infrastructure. Using several commune examples, the study
attempt to calculate the maintenance gap and the funding gap between available funding
resources and actual O&M needs (although it is noted that the data required to make this
assessment is often lacking). The available funding resources include those from the commune
budgets as well as from user-fees and community contributions. The study concludes that most rural
communes cannot cover the total maintenance needs and costs, and that O&M planning is based on
what can be mobilized rather than what work is actually required.
1 SRV. 2005. Vietnam managing public expenditure for poverty reduction and growth: public expenditure review and
integrated fiduciary risk assessment. Joint report of the Socialist Republic of Viet Nam and the World Bank, prepared
with support of the Like Minded Donor Group. Financial Publishing House, Ha Noi.
The study also suggests that the level of community contributions and cost recovery fees in rural
communes is disproportionately high. Data on typical household contributions and user fees and
incomes was collected from three communes in Ha Tinh Province and compared against averages in
Ha Noi and Da Nang City (see Table 1). This indicates that rural communes are giving around 12%
of their income to support the running of their community, whilst city dwellers are only giving 3%.
This means that the relative contribution of rural households is over 4 times that of city dwellers
who often benefit from better quality and wider choice of facilities and services.
Table 1: Comparison of relative contributions of rural and urban households
HH annual contributions
/ incomes
Average in City
Average in Rural
Commune
Rural / City ratio
Total contributions / fees
380,000
530,000
1.39
Average Income
13,200,000
4,130,000
0.31
Contribution as % of
income
3%
12%
4.5
(Annual incomes and contributions in VND per average household)

This study also reviews the models for commune infrastructure management that have been
introduced under several projects and programs (including infrastructure management boards, water
user associations, user-groups, commune supervision boards etc). It is noted that while many
existing projects do not specifically support post construction O&M, they do include extensive
training, community participation and management of the infrastructure construction which
provides a sound foundation for the future. These models can improve the quality and supervision
of construction, and create better ownership and a sense of responsibility for improved management
and O&M of infrastructure.
The following paper on The Organization and Strengthening Capacity of Water User
Associations (WUAs) (Paper 2.2) presents the experience of the Ha Tinh Rural Development
Project (HRDP) over six years in linking project investments in small-scale irrigation with
community development activities. To help ensure the efficiency and sustainability of the irrigation
schemes supported by the project, Water User Associations (WUAs) have been established to
involve farmers in the process of self-help O&M, and the project has arranged many training
courses and other types of support for the WUAs.
As a result, the project has gained some notable achievements. WUAs have been established for 43
irrigation schemes, the total irrigated area under these schemes is 3,780 hectares, and the total
number of benefiting households is around 16,879 (23.4% being poor households). The paper notes
that many WUAs are well organized with competent Management Boards, detailed operational
regulations, and a clear-cut division of responsibilities and duties as well as entitlements for the
stakeholders. Local capacity has also been enhanced, and the users voluntarily comply with the
WUA rules, paying adequate fees and participating in O&M activities. In these cases, user-fees are
used for the correct purpose of scheme management and O&M.
However, the paper notes that some WUAs have been working less effectively than others, and it
makes a useful analysis the reasons for these differences in performance. Local Party Committees
and the commune administrations play a particularly important role. If local leaders give good
direction and support then the WUAs can operate satisfactorily, but in communes where they do not
provide adequate support the WUAs are generally less effective, and O&M activities will be weaker
and schemes will deteriorate quickly. At the same time, in a number of communes the local
authorities intervene too deeply into WUA management affairs, by using the water user-fees for the
wrong purposes and thus making the WUA Management Boards loose their initiative.
It is also noted that those WUAs that are integrated with existing cooperatives are often not
operating effectively. This is because they lack a clear-cut division of work and responsibilities for
the members of the management boards. A number of cadres have not fully recognized the role and
functions of WUAs and therefore they are not supporting their operations. In this respect, the study
suggests that in order to effectively support establishment of the WUAs, it is necessary to have a
team of competent facilitators who have good community development skills.
The paper also emphasizes the critical importance of formulating and popularizing regulations for
O&M and for WUA management, in order to create a regulatory and institutional framework for
WUAs which can be applied to specific local conditions in a flexible manner. The HRDP has
2
prepared a handbook on management of local irrigation schemes , and the project has also
coordinated closely with province departments to formulate Operational Regulations for WUAs
3
that were approved and issued by the Province Peoples Committee in early 2005 . It is notable that
these regulations are applicable not only for HRDP, but also for other donor-supported irrigation
schemes in Ha Tinh Province, which is a successful example of scaling-up and integration of
project lessons and experience.
st
HRDP. 2005. Handbook on Management of Local Irrigation Schemes. Ha Tinh Rural Development Project. June 1
Publishing House, Ha Tinh Province.
3 Decision No.4/QD-UBND (dated 8 June, 2005) of the Province Peoples Committee on Regulations for the
management and Operations of Water User Associations in Ha Tinh Province.
2
Theme 3: Mobilization and Integration of Resources

The Government and donors attach high importance to the harmonization of procedures
and integration of resources in order to make Official Development Assistance (ODA)
more effective and efficient. This is particularly important at the local levels of project and
program implementation (district and commune) due to the potential for scattered and
ineffective investments that may be brought about by the decentralization process.
So far, however, the integration of resources and alignment of management structures and
systems for project and program implementation has not been fully followed or achieved at
the local levels. A more specific regulatory framework is needed for this in line with the
principles of the Ha Noi Core Statement, especially with respect to local planning and
budgeting systems, procurement methods and thresholds, financial management systems,
and monitoring and evaluation.
Some good models exist from several projects and in several localities with the
preparation of Integrated Commune Development Plans that link funding sources and
activities supported by different projects and programs. However, more attention should
be given to aligning the objectives of donor / NGO supported projects to the longer-term
Socio-economic Development Plans of the localities.
Better coordination in local planning systems, and the integration of different funding
sources, is most important for those types of small-scale sub-projects and activities that
may be supported by several agencies in a particular locality (for example, small-scale
commune infrastructure and extension activities are often supported by several projects
and programs in one commune). The model for Commune Development Budgets that are
directly managed by the Commune Peoples Committees may be a good way of ensuring
this coordination in the future.
In commune planning and budgeting systems, attention should also be given to the private
sector through an improvement in the investment environment, and mobilization of
resources from enterprises and businesses for commune and village development.
Initiatives are being taken by some provinces to establish more unified Program
Management Board structures at district and commune level, particularly for the
management of Government programs. At the same time, capacity building should focus
on building networks of cadres linking district and commune levels, inter-agency
coordination to support commune development activities, and improving the supervision
capacity of local communities.
Transparency and the provision of clear and sufficient information are pre-conditions for
successful integration. Information flow to the commune authorities and local people
should be strengthened, especially on the amount, sources and utilization of commune
budgets. The information should be more specific and appropriate to the interests and
literacy level of local people.
The Government of Viet Nam and donors attach high importance to the ownership, harmonization
and alignment of Official Development Assistance (ODA) in order to make aid more effective and
to help achieve the Vietnam Development Goals (VDGs) by 2010 and the Millennium
Development Goals (MDGs) by 2015. These objectives are embodied in the Hanoi Core
Statement that was adopted by donors at the Mid-term Consultative Group Meeting in June 2005.
Some of the agreed principles and indicators of the Hanoi Core Statement that relate, in particular,
to the design, management and implementation of poverty reduction and rural development
programs at the grassroots levels are listed in Box 2.
Box 2. Hanoi Core Statement principles that relate to design and implementation of rural
development and poverty reduction programs
Donors base their support on the Government of Viet Nams Socio-Economic Development
Plan (SEDP) and related national, regional and provincial, and sector plans.
Donors use country systems and procedures to the maximum extent possible. Where use of
country systems is not feasible, donors establish additional safeguards and measures in
ways that strengthen country systems and procedures.
Donors avoid creating parallel management structures (PMUs) for day-to-day management
and implementation of aid-financed projects and programs.
The Government of Viet Nam integrates capacity building objectives in the SEDP and
related national, regional and provincial, and sector plans and leads a comprehensive
capacity building program with co-ordinated donor support.
Donors progressively rely on the Government of Viet Nam's procurement system once
mutually agreed standards have been attained.
Donors progressively rely on the Government of Viet Nams public financial management
system once mutually agreed standards have been attained.
Donors rationalise their systems and procedures by implementing common arrangements

for planning, design, implementation, M&E and reporting to Government of Viet Nam on
donor activities and aid flows.
The Government of Viet Nam and donors increasingly use program approaches.
The papers under this theme examine various aspects of the mobilization and integration of
resources at the local levels of program implementation. Paper 3.1 on Integration of Different
Projects at Commune Level: Experience from rural development projects was commissioned
by Project VIE/01/023, and provides an overview of the current situation based on a survey
undertaken in three provinces (Lao Cai, Ha Tinh and Ben Tre). The specific objectives of this study
were to: (i) assess the experience of both successful and unsuccessful approaches to project and
program integration at commune level; and (ii) to make recommendations to enhance local
efficiency in regulating and managing different funding sources, in order to build-up and implement
poverty reduction and rural development programs in the period 2006 to 2010.
The paper begins by noting that many good initiatives towards integration are already taking place.
Several examples are given, including: (i) linking Government program support to more
comprehensive socio-economic development planning at commune level (in Ben Tre Province); (ii)
establishing more unified Program Management Boards for different projects and programs at
commune level (in Lao Cai Province); (iii) good integration of some NGO projects with local socioeconomic development plans at the project preparation stage (e.g. ActionAid in Ha Tinh province);
and (iv) the coordination of different funding sources from projects working in poor communes
included in Program 135 in several provinces.
However, the steps that have been taken so far towards increasing integration are primarily with
respect to Government program funding sources. The integration of donor-assisted projects at the
local level is more problematic for a number of reasons. The paper identifies several common
constraints that need to be addressed, including: (i) the need for donor / NGO supported projects to
align their objectives to the long-term development strategy and plans of the localities; (ii)
Government and donor projects and programs operate through separate PMU structures, with
different planning and financial management procedures, which makes it difficult for localities to
integrate funds from different sources; and (iii) the need for more specific guidelines on integration
of resources, and for the harmonization of local implementation procedures.
The paper also presents an interesting discussion on different viewpoints on the question of
overlap. This is often considered in a negative sense for instance, in the stated need to avoid
duplication in investment activities, which results in a situation whereby resources are often
divided up between different agencies and PMUs. The study proposes that overlap should be
viewed in a more positive sense by promoting greater complementarities between programs and
coordinating resources to have fully completed and sustainable sub-projects.
The following paper (Paper 3.2) on Resources Integration in Planning at the Village and
Commune Level describes the local planning and management model and process that is being
introduced through the Sida-supported Chia S Program in Yen Bai, Ha Giang and Quang Tri
provinces. The Chia S Program is one of several donor-assisted programs that are now more
actively promoting resource integration in local planning processes, and cooperation and
coordination with other poverty reduction programs in the communes and districts.
The paper notes that in many of the communes and villages in which the Chia S Program is
working there are several Government, donor and NGO supported projects and programs operating
side-by-side. In this situation, there is an urgent need for more coordinated planning and integration
of funding resources. The example is given of one village in Van Chan District (in Yen Bai
province) that currently has multiple sources of support, including: Government investment
programs including Program 135 and Program 661 on reforestation and forest protection; several
healthcare programs; a rural electrification program; production support through the District
Agriculture Extension Station and Veterinary Station; credit supply from the Bank for Social
Policies and the Vietnam Bank for Agriculture and Rural Development; and two donor-assisted
projects including the Chia S Program and the Northern Mountains Poverty Reduction Project
(NMPRP).
The approach taken by the Chia S Program is to assist the communes and villages to conduct and
prepare Iintegrated Commune Development Plans that are not limited to activities funded by the
Chia S Program. In these planning exercises, the focus is on the making an overall commune and
village situation analysis, and setting long-term visions and multi-year objectives that reach beyond
the duration of the Chia S Program. It also involve the identification of all available resources from
different sources (including funds, human resources, knowledge etc.) in the Integrated Commune
Development Plans.
The Quang Ngai Rural Development Program (RUDEP) is promoting a similar approach. Paper 3.2
on Integrated Commune Development Planning in Quang Ngai describes this approach whereby
annual Commune Development Plans are used to identify and allocate funds from different
Government and donor funding sources to support priority community needs. This paper provides
an in-depth analysis of the existing government annual planning system, and shows how the system
can be strengthened by applying Grassroots democracy approaches to increase transparency and
local participation.
The RUDEP is also addressing the issue of scaling-up in the province, by 2006 it is proposed that
Integrated Commune Development Plans will be conducted in all communes in 6 upland districts,
and by 2007 in all communes in the province. This paper highlights the importance of developing
district and commune capacity to conduct Integrated Commune Development Planning on a large
scale, which is initially being supported through the establishment of District Working Groups.
The final paper under this theme on Agriculture Development Planning and Extension System
Development A challenge for local Government and projects towards integration (Paper 3.4)
examines these issues of resource integration and inter-agency coordination within the specific
agriculture development and extension sector. This is based on the experience of the Thua Thien
Hue Rural Development Program (Phase II) which is supported by the Government of Finland. A
number of similar recommendations emerge from this case-study, including:
The need to bring different projects and programs under more unified board structures (e.g.
Province Agriculture Extension Boards) to coordinate resources and implementation.
The need to develop more consistent formats for Agriculture Development Plans and
associated training manuals for province, district and common level.
The need for more sharing of experience, manuals and technology packages with other
government agencies and projects (both within and outside the province).
Resource integration and coordination between agencies to support the development of

sustainable farming systems rather than implementation of isolated extension activities.
Support for the improvement of output and impact oriented planning and monitoring and
evaluation systems of the local government authorities, to monitor progress and assess
impacts based on a common set of indicators.
Theme 4: Monitoring and Evaluation

The need to enhance capacity in Monitoring and Evaluation (M&E) is a cross-cutting theme
that is highlighted by many of the papers and presentations in the workshop. Improved M&E
is seen to be an essential component to ensure success of the decentralization process, and
of successful integration and harmonization so that different projects and programs are
working towards achieving the development goals and objectives set out in the SocioEconomic Development Plans.
Much useful practical experience is already available on the design of M&E systems for
these types of decentralized rural development and poverty reduction projects and
programs. However, this is an aspect in which many new projects and programs appear to
re-invent the wheel. So far only limited exchange of experience has taken place in order
to more widely apply successful models. One of the main recommendations made by the
workshop participants is that M&E is a topic for further studies and workshops to exchange
experience between Government and donor projects and programs.
The design of M&E systems in donor-assisted projects is still geared primarily to donor
information needs and reporting requirements, rather than to those of the local government
authorities. This is one of the most important areas for greater integration in the future.
More attention should be given to introducing improved methods and systems of M&E
within the local administrative systems. And province and district departments should be
directly involved in the development of M&E systems as early as possible to ensure
relevance and usefulness of these systems.
More attention should also be given to finding ways to use M&E data in regular meetings,
to develop mechanisms for prompt feedback of information from management levels to
implementation levels, and to monitor progress and assess impacts based on a common set
of indicators that are linked to the local Socio-economic Development Plans.
The management of M&E systems commonly suffers from a number of constraints that
influence the usefulness, relevance and sustainability of these systems. These constraints
include a lack of budget for M&E activities and a lack of full-time M&E staff within the
local government administrations. The design and management of M&E systems, and data
collection and analysis, are specialized tasks that are not necessarily amongst the skills of
regular government staff. The establishment of M&E Units and training for full-time staff
is therefore is important. Resources should also be mobilized to involve research
institutions in carrying out M&E studies on a more formal basis.
Good experience is available on supporting community supervision of investment activities

(for example, through the establishment of Commune Supervision Boards). A legal
framework for community supervision exists, but a budget for these activities is often
lacking. Budget allocation depending on the specific requirements of each locality, and
more intensive training on community supervision and related technical skills should be
introduced.
The need to improve capacity in Monitoring and Evaluation (M&E) of rural development and
poverty reduction programs is a cross-cutting theme which is highlighted by many of the papers and
presentations in the workshop (although only one paper is specifically devoted to this topic here).
Improved M&E is seen to be an essential element of the overall decentralization process (under
Theme 1), and of successful integration and harmonization so that different projects and programs
are working towards achieving the development goals and objectives set out in the Socio-Economic
Development Plans of different localities (under Theme 3).
Paper 1.1 (on decentralized management of infrastructure investments at commune level)
recognizes that decentralization does not only mean the transfer of rights and responsibilities for
investment management to communes without any follow-up. If decentralization is carried out
without strict monitoring and supervision it may result in a risk of corruption, off-track performance
and failure. Regular supervision and instruction by higher levels will help to consolidate the
administrative roles and responsibilities of different government levels, as well as helping to
increase the effectiveness of decentralization.
Paper 1.3 (on decentralizing procurement) also notes that the shift towards locally managed
investment activities brings with it important issues with respect to how to build in effective
mechanisms to ensure transparency, fiduciary control and accountability. This paper suggests that
an appropriate and realistic balance needs to be achieved between upward, horizontal and
downward reporting and accountability mechanisms, as follows:
Upward accountability mechanisms include:
Screening and approval of annual / activity plans by higher levels;
Sub-project approval, disbursement release and final liquidation procedures;
Regular accounting and financial reporting requirements and procedures;
Technical supervision by higher levels;
External / independent audits (physical and financial).
Horizontal accountability mechanisms include:
Screening and approval of commune plans by the Peoples Councils;
Introducing elements of competitiveness into commune procurement;
Community supervision (e.g. through Commune Supervision Boards);
Cross-learning and joint review activities (between communes).
Downward accountability mechanisms include:
Annual village planning and review meetings;
Regular information provision on plans, budgets and expenditures;
Local peoples representation on Commune Supervision Boards;
Public opinion surveys (carried out on a periodic basis).
Upward reporting requirements tend to be heavy under most existing projects and programs. For
example, it is frequently stated by commune officials that final liquidation and financial reporting
requirements are often too heavy and complicated for the types of small-scale activities and subprojects managed by the communes (especially given the travel distance and time involved in
moving regularly between the remote communes and district centres).
Experience has shown that if information provision to local people on plans, budgets and
expenditures is strictly and effectively applied, then local people can and will exercise a degree of
financial oversight that can help balance and reduce the upward reporting requirements. Similarly,
if close attention is given to the formation and training of the Commune Supervision Boards, these
boards can help ensure transparent management and the quality of works and activities.
The paper included here on The Role of Monitoring and Evaluation in Rural Development in
Quang Ngai (Paper 4.1) presents the M&E system that has been introduced by RUDEP in Quang
Ngai Province. This system includes three main sub-components:
Management Information System (MIS) that is used primarily by the Program Management
Unit to collect, store and analyze data to support the management and reporting of program
activities
Evaluation Studies which are undertaken to determine the effectiveness of program

interventions and to provide feedback to the PMU to continually improve project activities;
Monitoring and Evaluation System that is designed for the Commune Peoples Committees
(CPC) and District Peoples Committees (DPC) to manage and report on project activities
within their commune or district.
The paper puts forward some useful recommendations based on this RUDEP experience, as
follows: (i) it is important to differentiate between M&E activities that are required by donors and
those that can and should be sustained to improve management and implementation of all activities
in a commune or district; (ii) it is preferable for local staff (provincial and especially district and
commune) to be involved in the development of the M&E system as early as possible, so that the
system will be of most use to them; (iii) the indicators used to monitor program progress and
effectiveness must be clear, simple and relatively easy to collect; (iv) more attention should be
given to capacity building activities, such as study tours for local officers to other projects to
exchange experiences in M&E; and (v) more attention should be given to finding ways to use M&E
data in regular meetings, to analyze and learn about implementation progress and to determine
solutions for the improvement of future activities.
Theme 5: Capacity Building at Grassroots Level

Mobilization and allocation of resources:
Resources should be focused on strengthening the Provincial Training Schools to be able to

effectively implement training programs for commune and village cadres on the large scale
required, and there is a need for a more integrated approach to grassroots capacity building
with support of relevant ministries, and projects and programs.
At provincial level, the Province Peoples Committees should take initiative to mobilize
resources for capacity building programs conducted by the province training schools, with
budget allocations prioritized for mountainous and remote areas.
Managerial mechanisms:
The Province Peoples Committees should facilitate relations between national universities
and academies and the province training schools to help improve training capacities and for
the development of curricula and course materials.
Local governments should conform strictly to the regulations about standardization of the
cadres at grassroots level. At province level, line departments need to perform properly their
role in monitoring and providing specialist inputs to training programs of the province
training schools.
The District level should be active in preparation of plans for capacity building, and should
be enabled to undertake these activities since the district level is closer to the practical
situation of commune cadres.
Training delivery:
The training programs for elected commune officials need to be carried out immediately
after voting, and should have a cycle of 4 years with continuous implementation throughout
the country. Training Needs Assessments (TNA) for capacity building of grassroots level
needs to be conducted regularly.
There is an urgent need for more intensive training for the Village Heads in community
development skills in order to facilitate villager participation.
Higher levels of funding are required to support commune and village cadres to participate
in training programs, especially for staff from ethnic minority groups, remote areas and low
income families.
Training capacity, methods and content:
There is a need to strengthen the contingent of professional trainers, to improve the

competency of trainers in the three aspects of knowledge, skills and attitudes, and to
improve the infrastructure, facilities and resources of the province training schools.
Learner-centered teaching methods need to be more widely introduced to ensure a

combination of theory and practice, especially practice on site.
There is a need to up-date curricula and course materials that are practical and appropriate
for decentralized rural development for grassroots level training programs. The content of
decentralized rural development and knowledge and skills of community development need
to be integrated in the training programs of the province training schools.
The papers under this theme examine three inter-related aspects of strengthening the delivery and
integration of capacity building and training programs at the grassroots level. This includes: (i)
strengthening the capacity of the province training schools to deliver training for commune and
village cadres; (ii) introducing competency-based training approaches and methods to improve the
quality of these programs; and (iii) strengthening grassroots extension networks in order to help
scale-up the training and integrate the introduced knowledge and skills at community level.
Paper 5.1 on Capacity Building at Grassroots Level: Potential Role of the Provincial Training
Institutions provides a situation analysis of the training provided by the province training schools
(such as the Political Training Schools, the Economic and Technical Training Schools, and the
Agriculture and Forestry Schools), as well as training provided by sector departments and projects,
based on a survey undertaken in Ha Bnh, Hung Yn and Qung Tr provinces. This
includes the types of training courses that are being offered, an overall assessment of the
existing capacity (annual intake, equipment and facilities etc), the quality of training and staff
competencies. On this basis, the study makes recommendations for further actions and inputs that
are required to make these institutions capable of meeting the capacity building needs at the
grassroots level.
This study found that in all three province there is a diversity of different types of training being
provided for commune cadres, including official training programs through the province training
schools, and unofficial training provided by different projects and programs. However, there is
often a lack of coordination between them, and in only a few cases are rural development projects
working in partnership with the province training schools. There is also generally weak
coordination in resource allocation for commune cadre training between responsible Ministries at
national level and the Province Peoples Committees.
The study found a number of common constraints and weaknesses in the training programs
provided by the province training institutions. The training content often focuses too heavily on
theory, but less on practice. Training methods are not regularly renovated, and do not meet the
demand of daily practice of grassroots level staff. The capacity of most trainers and the content of
training materials also does not meet the demand of decentralized rural development, public
administration reform and the practice of community development. And the infrastructure, facilities
and equipment of many province training schools is in many cases limited and needs up-grading.
At the same time, the paper notes that there are a number of advantages and potentials of the
provincial training schools which have not yet been fully exploited. The staff have good experience
of education and training activities in each province, there are available trainers and training
infrastructure, and the especially important advantage that the provincial training institution can
provide training services for communes on the large scale that is required.
A number of recommendations are made for actions and inputs to build the capacity of the province
training schools to design and deliver training for commune cadres, including: (i) an overall need to
strengthen institutional arrangements, at both national and province levels, to mobilize and
coordinate resources for grassroots capacity building and training; (ii) the Province Peoples
Committees should facilitate linkages between the schools and national education and training
institutions to support and help improve the capacity building program; (iii) select and support
appropriate focal province training schools to be active in taking the lead in developing training
capacity and mobilizing training experts from other institutions; (iv) the District Peoples
Committees should be empowered to select relevant training institution by a contract mechanisms;
and (v) specific steps should be taken to improve the quality and content of the training provided.
The following paper on Competency Based Training in Quang Ngai (Paper 5.2) documents a
systematic approach to commune and district cadre training that is being introduced by the Quang
Ngai Rural Development Program. The paper defines competency based training as a system of
instruction whereby the trainees achieve a pre-defined level of knowledge and skills. The main
steps in this type of training program are as follows: (i) developing Capacity Profiles for each staff
group to identify the skills and knowledge required to implement their duties more effectively; (ii)
conducting Training Needs Assessment on an annual basis to identify who requires training and in
what topics; (iii) training program and course development; (iv) training course delivery; and (v) an
essential element to evaluate the training courses so that improvements can be made over time.
The paper reflects on a number of factors that influence the effectiveness and contribute to the
success of this type of systematic training program. Short duration training (of between 2 and 4
days) is good because the courses can be broken into manageable units, interspersed with periods of
practicing the acquired knowledge and skills. However, this is also a problem because not all the
people who attended the first units can attend the next course. There needs to be commitment from
the trainees and their superiors that the trainees will be permitted to complete a full series of course
units to complete the training program. District and commune officials are also busy with their
work, and can change at election time. Therefore, there needs to be a continuous training program
implemented on a cyclical basis. Lastly, knowledge and skills gained in training courses can be lost
over time if people are not given appropriate coaching in the workplace. Adequate follow-up
support is therefore required to practice and apply these skills and to ensure sustainability.
The last paper in this theme on Supporting Rural Development through a Community-Based
Extension Network (Paper 5.3) looks at the related issue of scaling-up access to training and
advisory services at community level. This is based on the experience of the Improved Livelihoods
for Mountainous Communities Project in Thanh Hoa Province.
The role of the Agriculture Extension Centre (AEC) is to provide farmers with training on new
technologies. However, the paper notes that the outreach capacity of the AEC is limited in terms
of the staff available to conduct training in all communes and villages. In this situation, the ILMC
has been supporting the formation of Grassroots Extension Units (GEUs) to extend the outreach
capacity of the AEC. This model is a cost-effective system which provides training on a larger-scale
by way of: collaboration with commune-based extension agents; using Farmer Field Schools and
group-based training methods; small demonstration models using a learning by doing approach;
and involving lead farmers as part of commune training networks to spread demonstration results
and provide advice to other farmers. The study recommends that to support these efforts, clear
criteria and policies for recruitment to the GEUs are needed. Adequate funds should also be made
available for capacity building in both agriculture techniques and participatory extension methods.
For effective scaling-up, there needs to be better coordination, with the same extension agency
being responsible for both human resource management and technical support activities similar to
other line agencies.
Annex 1. List of publications by Project VIE/01/023

Publicatio
Author
ns
s
Central Level (MPI):
1. Best Practice in
Rab Nawaz, STA, VIE/01/023
Integrated Rural
Development Projects
2. Community contribution
on Dim,
in rural
PhD. Hu
infrastructure works
Thnh, Rab
Nawaz
3. Evaluation of Applied
PhD.
Nguyn Tt Cnh,
agriculture
PhD. Nguyn Vn Tim,
demonstrations in
rural Trn Ton Thng
development programs
4. Guide on Project M&E
IFAD (albridge version for
Vietnam)
5. Off-farm income activities V Xun Nguyt Hng, Trn Ton
in
Thng
integrated rural
(Scoping Study);
development projects
Nguyn Th Hin, L u c Khi,
and at
on TinConsultancy
Ngh, Nguyn
6.Opportunities
Capacity Building
Research
andTh
Grass root
Training for
level
Potential role of Community Development Ltd
provincial training
(RCTCD)
institutions
Research team: Prof. Bi Th
7. Gender Mainstreaming
INVESTCONSULT - Research team:
and
PhD. Nguyn Th Thun, H Ngc
Women Development
Lm,
Experience from
Nguyn Chu Thnh, Trnh
Rural
Th Thanh Thu.
8. Decentralized
VICA Consultants Ltd.- Research
Management of
team:
infrastructure investment Nguyn Thanh Hi, Phm Ngc
at
Thng,
Nguyn Hng
Th, Institute
Nguyn
9. commune
Integrationlevel
of different
Vietnam
Economic
projects
Research
at commune level
team: PhD. Trn Th Minh
experience from rural
Ngc, PhD. Nguyn T Sim, V
projects
Hng
ng, o
Th Hong
10.development
Designs of integrated
PhD. CDimyati
Nangju
and VICA
rural
Consultant Ltd.
development project
using Log- frame
11. Workshop Enhancing
Project VIE/01/023, synthesized by
the
Edwin Shanks
Effectiveness of
Management of Rural
development and Poverty
12.Reduction
National Programs
Conference07on Project VIE/01/023
Integrated Rural
Development, August
Synthesis
Report
13.2004
Inception
report
Project Rab Nawaz STA, Project
VIE/01/023
VIE/01/023
14. Report on Study
Proejct VIE/01/023
Tour to Pakistan
15. Ideas for designing the

Rab Nawaz STA, Project
2nd
VIE/01/023
phase of NTP on
Poverty Reduction over
16. Terminal Review Report- Project VIE/01/023
Date
to
issu
11/2003
Published in
English Vietname
Yes
Yes
5/2003
Yes
Yes
2004
Yes
Yes
1/2005
No
Yes
4/2005
Yes
Yes
4/ 2005
Yes
Yes
5/2005
Yes (not
printed)
Yes (not
printed)
12/ 2005
Forthcomin Forthcomin
g
g
12/ 2005
g
g
2005
1/2006
Yes ( not
printed)
g
g
8/2004
Yes (not
printed)
8/2002
Yes (not
printed)
Yes
1/2004
8/2004
1/2006
Yes (not
printed)
(Website
http://www.u
nd
p.org.vn/und
p/p
Yes (not
printed)
Yes
(not
printed
)
No
Yes (not
printed)
Yes (not
Yes (not
Publicatio
Author
ns
s
Project VIE/01/023
Provincial Level (Hatinh Rural Development Project)
17. Manual on local
HRDP
participatory
irrigation
18. Ti liu
tp hun Ph
T.S Trn Ngc Ln, T.S Trn Ngc
ng php lp k
Hng, Ths. Nguyn Vn Sn v
hoch pht trin
nhm t vn,
cng tham gia
Trung tm CERD- i hc Vinh
19. Guidelines
on
HRDP
decentralized
implementation
of
commune
infrastructure
20.
Regulationsschemes
on
PhD. Nguyn Quang Trung, Water
operation of
Resource Science Institute, Ha
water users
Tinh Irrigation management
associations
Dept, Ha Tinh DARD, HRDP
Annex 2. List of invited workshop participants
Date
to
issu
Published in
English Vietname
printed)
printed)
9/2005
No
Yes
10/2002
No
01/2004
Yes (not
printed)
Yes
(not
printed
) Yes
06/2005
No
Yes
B K hoch v u t
Chng trnh Pht trin ca Lin hp quc
D n Tng cng Nng lc Qun l Pht trin Nng thn tng hp
(VIE/01/023)
Hi tho quc gia

Nng cao Hiu qu Qun l cc Chng trnh xa i gim ngho
v pht trin nng thn
H Ni
Ngy 7-9 thng 12 nm 2005
BO CO TNG HP
Li ni u
Trong khun kh D n Tng cng Nng lc Qun l Pht trin (t 2002-2005) thuc V Kinh
t Nng nghip, B K hoch v u t (MPI) do Chng trnh Pht trin ca Lin hp quc ti
Vit Nam ti tr (thng qua d n VIE/01/023), Hi tho quc gia v Nng cao hiu qu qun l
cc chng trnh xa i gim ngho v pht trin nng thn c t chc ti H ni t 7 n
9 thng 12 nm 2005.
Ban t chc xin chn thnh cm n tt c cc i din cc n v tham gia hi tho t cc c quan
trung ng, cc s ban ngnh thuc 10 tnh (H Giang, Tuyn Quang, H Tnh, Qung Tr, Sn
La, Yn Bi, Kon Tum, Gia Lai, Tr Vinh v Sc Trng) v cc nh ti tr, t chc phi chnh ph
(NGOs), cc vn phng d n v cc t chc o to v nghin cu. S tham gia, tho lun tch
cc ca qu v i biu ti Hi tho ng gp vo s thnh cng v cht lng ti liu ca Hi
tho.
c bit, ban t chc cng xin chn thnh cm n tt c cc n v v tc gi chun b cc bi
vit v bi thuyt trnh cho Hi tho. Cht lng cc bi vit v thuyt trnh ti hi tho c
nh gi l c cht lng cao v c chun b rt chu o v cng phu. Cc n v c ng gp
ch yu bao gm:
D n Pht trin Nng thn tnh H Tnh (IFAD)
D n Ci thin sinh k cho cc x min ni ti Thanh Ha (CECI/CIDA)
D n gim ngho cc tnh min ni pha Bc (World Bank/DFID)
D n Pht trin Nng thn tnh Qung Ngi (AusAid)
Cng ty o to, t vn v nghin cu pht trin nng thn
D n pht trin nng thn tnh Tha Thin Hu (Phn Lan)
Cng ty T vn VICA
Vin Kinh t Vit Nam
Chng trnh Chia s Vit Nam-Thy im (SIDA)
Ngn hng th gii
WSP quc t
Chng ti cng xin c c bit cm n ng V Ngc Anh v ng Nguyn Tin Phong, UNDP,
lin tc ng h D n VIE/01/023 v gip t c mc tiu ca Hi tho quc gia ny.
Chng ti cng nh gi cao tt c nhng ngi gip v to iu kin cho vic t chc Hi
tho.
B L Th Thng
Gim c, D n VIE/01/023
V Kinh t Nng nghip
B K hoch v u t
Nhng thut ng vit tt

ADB
AEC
CDBC
CDD
CIDA
DFID
GEUs
HRDP
IFAD
ILMC
IMBs
IPM
MDGs
M&E
MIS
MPI
NGO
NMPRP
ODA
O&M
PER
PMU
RDF
RDF
RUDEP
SEDP
UNDP
WUAs
VDGs
Ngn hng Pht trin Chu

Trung tm Khuyn nng
Hp phn Ngn sch Pht trin X
Pht trin c nh hng vo Cng ng
C quan Pht trin Quc t Canada
B Pht trin quc t Vng quc Anh
C quan Khuyn nng cp c s
D n Pht trin Nng thn tnh H Tnh
Qu quc t Pht trin Nng nghip
D n ci thin sinh k cc cng ng min ni
Ban Qun l C s h tng
Qun l su bnh tng hp
Mc tiu Pht trin Thin nin k
Theo di v nh gi
H thng Thng tin Qun l
B K hoch v u t
T chc phi chnh ph
D n gim ngho cc tnh min ni pha bc
H tr pht trin chnh thc
Vn hnh v Bo dng
nh gi Chi tiu Cng
Ban qun l d n/chng trnh
Response Delivery Fund
Qu Phn phi Phn hi
Chng trnh pht trin Nng thn Qung Ngi
K hoch Pht trin Kinh t X hi
Chng trnh Pht trin ca Lin hp quc
Hip hi Ngi s dng nc
Cc mc tiu pht trin Vit Nam
ii
Mc lc
Li ni u ............................................................................................................................ i
Nhng thut ng vit tt ............................................................................................. ii
Mc lc..................................................................................................................................iii
Gii thiu....................................................................................................................................... 3
Cc mc tiu v hot ng ca D n VIE/01/023 ....................................... 3
Cc mc tiu v ch ca Hi tho quc gia ................................................. 4
Danh sch cc ti liu v cc bi thuyt trnh .................................................. 5
Ch 1: Phn cp qun l X .................................................................................................... 8
Cc ni dung chnh v khuyn ngh t Hi tho .............................................. 8
Tm tt cc bo co v bi thuyt trnh .............................................................. 9
Ch 2 : Vn hnh v bo dng Cng trnh c s h tng .................................................. 13
Cc ni dung chnh v kin ngh t hi tho ................................................... 13
Tm tt cc bo co v bi thuyt trnh ............................................................ 14
Ch 3: Huy ng v lng ghp cc ngun lc ....................................................................... 17
Cc ni dung chnh v khuyn ngh ca Hi tho ......................................... 17
Tm tt cc bo co v bi thuyt trnh ............................................................ 18
Ch 4: Theo di v nh gi .................................................................................................. 21
Tm tt cc bo co v thuyt trnh .................................................................... 22
Ch 5 : Tng cng nng lc cho c s ................................................................................ 24
Tm tt cc bo co v thuyt trnh .................................................................... 25
Ph lc 1. Danh sch cc n phm do D n VIE/01/023 xut bn .. 27
Ph lc 2. Danh sch cc thnh vin c mi tham d hi tho........ 28
iii
Pht biu khai mc

ng o Quang Thu
V trng
V Kinh t nng nghip
B K hoch v u t
Knh tha i din Vn phng Chng trnh pht trin ca Lin hp quc ti Vit Nam,
Cc Qu ng, Qu b, v cc v khch qu
Thay mt V kinh t nng nghip, B K hoach v u t, ti xin c cho mng qu v i
biu, cc v khch qu, i din ca nh ti tr, cc c quan trung ng, a phng v d n, n
tham d hi tho ny.
Chnh ph Vit Nam v cc nh ti tr rt ch trng n cng tc gim ngho v pht trin nng
thn. Trong nhng nm gn y, Chnh ph ban hnh nhiu chnh sch v quy nh h tr
vic thc hin cc chng trnh u t nhm mc ch pht trin nng thn v xa i gim
ngho, v d nh Chng trnh Mc tiu Quc gia v gim ngho v to vic lm; Chng trnh
v pht trin kinh t- x hi ca cc x c bit kh khn cc tnh min ni (Chng trnh 135);
Chng trnh mc tiu quc gia v cung cp nc sch v v sinh nng thn; Chng trnh trng
rng 5 triu hecta v cc chng trnh khc.
Cng vi nhng n lc ca Chnh ph, cc nh ti tr quc t tip tc h tr Vit Nam thc hin
nhiu d n quan trng nh D n gim ngho cc tnh min ni pha Bc do Ngn hng th gii
ti tr, v Chng trnh Chia S Vit Nam-Thy in do Sida ti tr, y ch l mt trong s rt
nhiu cc d n ca cc nh ti tr.
Cc d n v chng trnh ny ng gp to ln vo vic pht trin kinh t x hi ca Vit Nam
ni chung v pht trin nng thn, gim ngho ni ring. Nh c s gip to ln ny m t l
ngho ca Vit Nam, theo thng k ca Chnh ph, gim ng k, t khong 17.5% trong nm
2001 xung cn khong 7% trong nm 2005.
Trong qu trnh thc hin cc d n v chng trnh pht trin nng thn v gim ngho trong
nhng nm qua, chng ta c c rt nhiu cc m hnh u t thnh cng, nhng kinh nghim
v thc tin qu bu cn c trao i v nhn rng. ng thi, chng ta cng nhn thy c mt
s chnh sch v quy nh cha c nht qun cn phi sa i v hon thin cc chnh sch
v quy nh ny c th tr thnh nhng cng c c lc h tr nng cao tnh hiu qu u t ca
cc chng trnh v d n hng ti mc tiu gim ngho nng thn v pht trin cng ng.
Mc tiu chnh ca Hi tho ngy hm nay v Nng cao hiu qu qun l cc Chng trnh Gim
ngho v Pht trin Nng thn l to ra mt din n m cho cc c quan ca chnh ph, cc
nh ti tr, cc tnh v c chng trnh, d n trao i v chia s kinh nghim v xut nhng
kin ngh. Nhng kin ngh, xut nu ra ti hi tho l nhm sa i chnh sch v nhng quy
nh, v tnh hiu qu trong vic thit k v thc hin cc d n, chng trnh v pht trin nng
thn v gim ngho ang c chun b v thc hin trong thi gian ti.
c th c c nhng kt qu tt, Hi tho s c chia ra lm nhiu ch khc nhau, bao
gm: phn cp qun l d n; huy ng v lng ghp cc ngun lc; theo di v nh gi; vn
hnh v bo dng cc cng trnh h tng ti cp x; v tng cng nng lc ti cp c s cho
cc d n pht trin nng thn. Vic chia nh cc ch s to iu kin cho vic tho lun v
trao i kin v kinh nghim
Nhng kin ng gp qu bu ca cc qu v i biu t cc b, ban ngnh cc cp, t trung
ng n a phng, t cc nh ti tr v cc t chc phi chnh ph, cc d n s c ghi nhn
v a vo trong cc Ti liu Hi tho, sau s c chuyn n cc cp qun l c thm
quyn, cc nh nghin cu v cc d n c lin quan trong c nc.
Thay mt Ban t chc, mt ln na, ti xin c trn trng cho n cc qu v i biu, cc v
khch qu, qu ng, qu b tham d hi tho. Ti hy vng vic chia s v trao i cc kinh
nghim qu bu ca qu v s gp phn vo thnh cng ca Hi tho.
Nhn dp ny, cho php ti c by t s cm n chn thnh ti UNDP ng h v ti tr cho
MPI t chc hi tho ny.
Ti xin chc qu v i biu sc khe v chc Hi tho thnh cng tt p.
o Quang Thu
Hi tho quc gia

Nng cao Hiu qu Qun l cc
Chng trnh xa i gim ngho v Pht trin Nng thn
H Ni
7-9 thng 12 nm 2005
BO CO TNG HP
Gii thiu
Bo co ny tm tt cc bi vit v thuyt trnh ti Hi tho quc gia v Nng co Hiu qu Qun
l cc Chng trnh pht trin nng thn c t chc ti H Ni thng 12/2005 va qua. Bo co
cng tm tt cc kt qu chnh ca hi tho v cc ni dung c bn v cc khuyn ngh c lin
quan. Tt c cc ti liu ca hi tho c ghi vo a CD km theo bo co ny.
Cc mc tiu v hot ng ca D n VIE/01/023
D n Tng cng Nng lc Qun l Pht trin Nng thn tng hp (D n UNDP
VIE/01/023) c V Kinh t Nng nghip, B K hoch v u t thc hin trong giai on
t thng 8/2002 n thng 12/2005.
Mc tiu tng qut ca d n l tng cng nng lc ca quc gia v a phng trong vic iu
phi, thit lp v thc hin chin lc v cc chng trnh Xa i, Gim ngho. Mt trong
nhng mc tiu c th ca d n l gp phn a ra nhng chnh sch cp quc gia v cc
hng dn v thc hin cc d n pht trin nng thn tng hp, tin hnh nh gi c h thng
cc bi hc c c t cc d n ang thc hin.
Thut ng Cc d n pht trin nng thn tng hp c hiu l cc d n v chng trnh c
cc cch tip cn a hp phn, h tr xy dng cc c s h tng v dch v nng thn gp
phn ci thin sinh k cho cc h nng dn. Nhn chung, cc d n ny thng c t 2 hp phn
tr ln bao gm: xy dng c s h tng quy m nh cho x v thn bn; h tr khuyn nng; cc
hot ng sn xut v cc kinh doanh h gia nh; h tr cc qu tit kim; tn dng v cc dch
v ti chnh nng thn; qun l ti nguyn thin nhin nh trng v bo v rng; cc hot ng
pht trin cng ng; tng cng nng lc v o o. Cc d n ny thng tp trung vo cp
qun l ca tnh bng cch lm vic vi chnh quyn tnh, cc s chuyn ngnh, v cc x, huyn
trong tnh.
Trong giai on t 2002 n 2005, d n VIE/01/023 tin hnh mt s nghin cu chuyn
ngnh v cc kha o to lin quan n thit k, chun b, qun l v thc hin, cng nh cc ni
dung k thut ca cc d n v chng trnh pht trin nng thn tng hp (xem Hp 1 v Ph
lc 1 danh sch cc nghin cu v ti liu xut bn ca d n).
Cc ti nghin cu v cc kha o to c xc nh v la chn trn c s tham kho kin
ca cc i tc cp tnh v quc gia thng qua cc u mi Pht trin Nng thn. Cc nghin cu
c thc hin trn c s phi hp gia Chnh ph, nh ti tr v cc t chc phi chnh ph ang
hot ng trn cc tnh trn ton quc. Mt lot cc hi tho nh gi do d n t chc to c
hi cc i din cc cp qun l trung ng v a phng, cc nh qun l chng trnh v d
n, i din cc nh ti tr v NGO, cc trung tm nghin cu v o to cng tho lun, chia s
v ph bin cc bi hc v kin ngh t cc bo co ny vi s tham gia tch cc ca i din

quyn trung ng v a phng.
Hp 1. Cc nghin cu chuyn , ti liu o to v cc xut bn ca d n VIE/01/023

ng gp ca cng ng i vi c s h tng nng thn (2003)
Cc thng l tt nht v thit k v thc hin cc d n pht trin nng thn tng hp
(2003)
nh gi cc m hnh trnh din nng nghip trong cc d n pht trin nng thn tng
hp v cc chng trnh ca chnh ph (2004).
Cc hot ng to thu nhp phi nng nghip trong cc d n pht trin nng thn tng
hp: c hi v thch thc (2005).
Lng ghp bnh ng gii v s pht trin ca ph n: cc thng l tt nht trong cc d

n pht trin nng thn (2005)
Qun l phn cp u t c s h tng ti cp x (2005)
Lng ghp cc d n khc nhau ti cp x: kinh nghim t cc d n pht trin nng

thn (2005).
Nng cao nng lc cp c s: vai tr ca cc c s o to cp tnh (2005).
Hng dn vic theo di v nh gi d n: theo nh hng ca cc Hng dn ca

IFAD (2005).
Cc kha o to v thit k cc d n pht trin nng thn tng hp s dng cch tip
cn Khung logic (2005)
Cc mc tiu v ch ca Hi tho quc gia
Hi tho quc gia v Nng cao Hiu qu qun l Chng trnh gim ngho v pht trin nng
thn c t chc thng 12/2005 nh mt s kin chnh kt thc D n VIE/01/023. Mc tiu
tng qut ca D n Quc gia l:
To ra mt din n cc c quan ca Chnh ph, cc nh ti tr, v cc d n c
th chia s v hc hi kinh nghim v a ra cc khuyn ngh phc v sa i cc
chnh sch v nng cao hiu qu trong thit k v thc hin cc chng trnh gim
ngho v pht trin nng thn ti Vit Nam.
Hi tho Quc gia bao gm 15 bo co v trnh by v 5 ch chnh ca Hi tho nh sau:
Ch 1: Qun l phn cp cc d n gim ngho v pht trin nng thn
Ch 2: Vn hnh v bo dng c s h tng ti cp x
Ch 3: Huy ng v lng ghp cc ngun lc
Ch 4: Theo di v nh gi
Ch 5: Tng cng nng lc ti cp c s
i vi mi mt ch , mi quan tm chnh ca hi tho l nh gi s lin kt gia (a) nng cao

hiu qu qun l cc d n, chng trnh gim ngho v pht trin nng thn, c th (b) nng
cao hiu qu thc hin, kt qu v tc ng.
Hi tho Quc gia c t chc trong 3 ngy. Trong ngy th 1 v th 2, cc tc gi trnh by
cc bo co ca mnh v t chc tho lun nhm v tng ch . Trong ngy th 3, vi s tham
d ca cc c quan chnh ph trung ng v i din cc nh ti tr, cc nhm trnh by cc
kin phn hi c tng hp trong qu trnh tho lun v kt qu chung ca hi tho v cc kin
ngh.
Cc i biu tham d Hi tho bao gm: (i) i din t cc c quan trung ng, cc nh ti tr,
cc t chc phi chnh ph v cn b qun l d n; (ii) i din ca 10 tnh (bao gm cc S K
hoch v u t, S Nng nghip v Pht trin Nng thn, S Lao ng, Thng Binh v X hi,
v Hi Lin hip Ph n tnh); (iii) i din ca cc d n thuc cc tnh; v (iv) cc tc gi son
tho cc ti liu v cc bi thuyt trnh ti hi tho. Danh sch nhng ngi tham d hi tho
c nu chi tit trong Ph lc 2.
Danh sch cc ti liu v cc bi thuyt trnh
C tt c 15 ti liu bao gm 3 nghin cu tng th do D n VIE/01/023 t hng, l: qun l

phn cp u t c s h tng cp x; lng ghp cc d n khc nhau cp x; v vai tr ca cc c
s o to tnh trong vic tng cng nng lc cp c s. Cc bo co v phn trnh by cn li l
ca mt s cc d n v chng trnh pht trin nng thn ti mt s tnh trong ton quc.
Di y l danh sch cc bo co v bi thuyt trnh by, tn v a ch lin lc ca cc tc gi v
c quan ng gp. S tham chiu ca cc ti liu ny dng tra cu cc vn bn chi tit trong
a CD km theo.
Bo co
C quan v tc gi
chnh
a ch lin lc
Ch 1: Qun l phn cp cc D n Gim ngho v Pht trin Nng

thn
1.1
Qun l phn cp u t
c s h tng cp x;
kinh nghim t cc d
n pht trin nng thn
ng Nguyn Thanh Hi
Cng ty T vn VICA
Nghin cu do D n
VIE/01/023 t hng
Email:
haivd@hn.vnn.vn
v VIE/01/023:
fprd.vn@undp.org
1.2
Thc hin Hp phn

Ngn sch Pht trin x
ca NMPRP
ng Nguyn Tho
Nguyn,
Email NMPRP:
mpinmprp@fpt.vn
Phn cp u thu v
Ti a ha li ch kinh t
a phng trong cc
Chng trnh gim
ngho nng thn
ng Edwin Shanks (T
vn hi tho VIE/01/023)
1.3
D n gim ngho cc
tnh min ni pha Bc
(NMPRP), MPI, Ngn hng
th gii, DFID
Email :
eshanks@vnn.vn
1.4
Lp k hoch c s tham ng L Vn Tnh, Ph ch

gia v qun l phn cp
tch y ban ND Huyn
Nh Xun. D n ci
thin sinh k cho cc
cng ng min ni ti
tnh Thanh Ha (ILMC)
CIDA/CECI
1.5
nh gi tng th v
Hiu qu ca D n
gim ngho v pht
trin nng thn mc tiu
ng Nguyn Th Dng,
Ngn hng th gii
Email:
il mcnx@vnn.vn
Trang web:
Email:
dnguyen1@worldbank.org
Ch 2: Vn hnh v Bo dng (O&M) cc Cng trnh C s h tng

cp x
2.1
M hnh Vn hnh v Bo
dng bn vng cho cc
cng trnh c s h tng
cp x
ng Nguyn Khnh Bnh,

WSP quc t. Nghin cu
cho y ban Dn tc thiu
s v DFID/UK
Email:
kbinh@dng.vnn.vn
2.2
Kinh nghim t HRDP v

Tng cng nng lc v
t chc ca Hip hi
nhng ngi s dng
nc (WUAs)
ng Trn nh Ha,
Gim c d n, D n
pht trin Nng thn tnh
H Tnh
Email:
hrdp@hn.vnn.vn
Ch 3: Huy ng v Lng ghp cc Ngun lc cho cc D n Gim

ngho v Pht trin Nng thn
3.1
Lng ghp cc d n
ng Nguyn Vn Hun,
khc trn a bn x:
Vin kinh t Vit Nam.
Kinh nghim t cc d n Nghin cu do D n
pht trin nng thn
VIE/01/023 t hng
Email:
ngvhuan@yahoo.com
v VIE/01/023:
fprd.vn@undp.org
3.2
Lng ghp cc Ngun lc

khi lp k hoch ti cp
thn x.
ng Steffen Weidner
Chng trnh gim ngho
Chia s Vit Nam-Thy
in
Email:
steffen.weidner@chiase.org
3.3
Lp K hoch pht trin

x c lng ghp ti tnh
Qung Ngi
ng Bede B. Evans,
C vn v pht trin c
s tham gia cho d n
Pht trin Nng thn tnh
Qung Ngi (RUDEP)
AusAid.
Email:
bdqnrdp@dng.vnn.vn
Trang web:
www.rudep.org
3.4
Lp k hoach pht trin

Nng nghip v Pht
trin h thng khuyn
nng: mt thch thc
cho chnh quyn a
phng v cc d n
trong qu trnh lng ghp
ng. Hans Bissdorf

C vn khuyn nng. D
n pht trin Nng thn
tnh Tha thin Hu (Giai
on II) Phn Lan
EMAIL:
advisor.tthrdp@vnn.vn
v/hoc
hans@pmai l.vnn.vn
Ch 4: Theo di v nh gi D n gim ngho v Pht trin Nng

thn
4.1
Vai tr ca vic theo di

v nh gi trong Pht
trin Nng thn tnh
Qung Ngi
ng Phm Vn Quang,
Cn b theo di v nh
gi. Chng trnh Pht
trin Nng thng tnh
Qung Ngi (RUDEP)
AusAid
Email:
quangrudep@vnn.vn
trang web:
www.rudep.org
Ch 5: Tng cng nng lc ti cp c s cho Pht trin Nng

nghip
5.1
Tng cng nng lc cp

c s: Vai tr quan trng
ca cc trng o to
tnh
Gio s Bi Tin Vinh v

cc t vn, cng ty
nghin cu t vn v o
to pht trin cng ng.
Nghin cu do d n
VIE/01/023 t hng
Email RCTCD Ltd.:

vinaconsult1@hn.vnn.vn
5.2
o to da trn nng
lc ti Qung Ngi
B Trn Th L Tuyn,
Cn b tng cng nng
lc, Chng trnh Pht
trin Nng thn Tnh
Qung Ngi
Email: tuyenrudep@vnn.vn
trang web:
www.rudep.org
5.3
H tr Pht trin Nng

thn thng qua Mng li
khuyn nng ti Cng
ng
ng Trng Vn Lch,
Gim c, Phng Nng
nghip v Pht trin Nng
thn Huyn B Thc. D
n ci thin sinh k cho
Cng ng min ni ti
Thanh Ha (ILMC). CIDA
Email:
il mcbt@vnn.vn
Trang web:
v VIE/01/023:
fprd.vn@undp.org
Ch 1: Phn cp qun l X
Cc ni dung chnh v khuyn ngh t Hi tho
Phn cp l mt vn tng hp v lin quan n nhiu lnh vc bao gm c qun l ti

chnh, hnh chnh v cc vn k thut. V vy, cn thit phi c mt khun kh php
quy ton din v r rng vi nhng hng dn nhng nhim v v trch nhim qun l
nh nc no nn v khng nn phn cp. Phn cp khng c ngha l vic chuyn giao
quyn lc mt cch tuyt i; m ch l vic chuyn giao mt s quyn ra quyt nh v
trch nhim qun l hnh chnh ph hp cho cp x.
Khuynh hng phn cp l khng th trnh khi v cn thit. Tuy vy, cn phi c mt l
trnh thch hp cho vic phn cp hiu qu trn c s tng bc mt. L trnh ny nn da
trn 4 yu t sau: (i) pht trin mt khun kh php l ton din; (ii) vic chuyn giao
qun l ngn sch v qun l ti chnh nn c tin hnh ng thi vi cc hot ng
khc; (iii) phn cp nn da trn phm vi v quy m u t; v (iv) da trn nng lc
qun l ca x.
Tng cng nng lc nn c tp trung vo cc c quan a phng hn l cc c nhn.

Nn s dng cch tip cn hc thng qua thc hnh bng cch kt hp vic tng cng
nng lc vi cc chng trnh o to tng bc phc v cho phn cp. Ni dung o to
nn da trn nhu cu thc t v ni dung phn cp vi cc nhim v v trch nhim c
th. L trnh phn cp nn c thng nht vi cc chng trnh tng cng nng lc.
Tng cng nng lc ca cc cn b x l nhim v thit yctong qu trnh phn cp.

Tuy vy, do nhn s thng xuyn thay i (vic lun chuyn cc cn b c bu v
nhn vin k thut lm vic kim nhim) to ra nhng kh khn trong qu trnh phn
cp. Do vy, o to v tng cng nng lc cn phi c tip hnh lin tc v c h
thng trong mt vi nm. ng thi phi nn kt hp vi mt ch i ng tha ng.
Chnh ph nn xy dng cc hng dn v quy nh c th cho u t v qun l ti chnh

cp x, cng nh cc vn v u thu mua sm v dch v v cc cng trnh ca x.
Cn phi c thm cc th tc a phng c hi ha x c th lm ch u t ca
mt s cc d n v chng trnh. V vn ny, cng nn nhn nhn l x cha th qun
l ton b c i vi mt s cng vic i hi k nng qun l k thut cao (v d nh
u thu cc cng trnh c s h tng ln v phc tp i hi cc tiu chun an ton v
thit k k thut cao).
Phn cp nn i i vi phn quyn quyt nh v trch nhim hnh chnh, chu s gim
st ca cp qun l cao hn v tng cng gim st v kim tra ca cng ng a
phng. i vi vn ny, cn phi c c mt s cn bng hp l gia trch nhim
gii trnh t trn xung, t di ln v ngang vi cc c ch bo co.
Chnh quyn a phng ti cc cp khc nhau nn ch trng, ch o v iu phi cc c

quan chc nng h tr tch cc qu trnh phn cp. Cc c quan trung ng ng vai
tr quan trng trong vic rt ra cc bi hc v kinh nghim qu bu v tuyn truyn rng
ri cc bi hc .
Tm tt cc bo co v bi thuyt trnh
Bo co u tin ca Ch Qun l Phn cp u t C s h tng Cp x (bo co 1.1),

m u bi cnh ca hi tho bng vic a ra nh gi tng qut v phn tch cc vn v qun
l phn cp u t ti cp x. Bo co ny do D n VIE/01/023 t hng v c thc hin trn
c s tin hnh kho st mt s d n v chng trnh ca Chnh ph v cc nh ti tr trn ton
quc. Mc d bo co ny tp trung ch yu vo vn u t c s h tng, nhng rt nhiu cc
vn khc cng c nu ra v nhiu khuyn ngh c th p dng rng ri cho ch qun l x
phn cp.
Bo co m u bng vic nh ngha phn cp trong h thng qun l hnh chnh nh nc- theo
ngha rng- l mt bin php chuyn giao quyn lc v trch nhim t cp cao cho chnh quyn
a phng thc hin v qun l cng vic. Trong thi gian gn y, phn cp qun l u t
c dn dn thuc hin i vi h thng qun l nh nc thng qua cc chng trnh Ci cch
Hnh chnh cng (PAR) v trong qu trnh thc hin cc chng trnh v d n pht trin nng
thn. Phn cp c nhn nhn l i i vi vic thc y qun l nh nc hiu qu hn v nng
cao dn ch c s bng cch tng cng cng tc t vn v gim st cng ng c th ci thin
hiu qu v tnh bn vng ca cc hot ng u t.
Bo co cng a ra tm tt qu bu cc chnh sch v quy nh khung hin hnh ca Chnh ph
v qun l phn cp cc hot ng u t c s h tng cp x. Bo co cng tm tt cc chnh
sch ca cc nh ti tr v phn cp c p dng trong cc d n do UNDP, Ngn hng th
gii, Ngn hng pht trin chu (ADB) v Qu quc t v Pht trin Nng nghip (IFAD) ti
tr. Bo co cng nh gi cc nhn t nh hng n vic p dng cc chnh sch v quy nh
ny trong qu trnh thc hin cc chng trnh v d n.
Qun l phn cp u t c s h tng l vic giao quyn v trch nhim cho chnh quyn a
phng lm ch u t v qun l cc cng trnh c s h tng c quy m nh ti thn, x. Bao
gm cc yu t sau: (i) lp k hoch cho cc tiu d n c s h tng (xc nh nhu cu v la
chn cc tiu d n c s h tng, chun b bo co u t); (ii) trin khai cc k hoch thc hin
d n (u thu, xt thu, thanh ton v gii ngn, gim st xy dng, huy ng s tham gia v
ng gp ca cng ng); v (iii) vn hnh v bo dng cc tiu d n. Cc giai on khc lin
quan (c th do x, hoc cc cp cao hn hoc do cc c quan c lin quan thc hin) bao gm
vic thm nh v ph duyt k hoch v cc ni dung k thut c lin quan (thit k, d ton chi
ph, u thu, thanh ton hp ng, chun b cc vn bn quyt ton v.v).
Trong nhng nm gn y, qun l phn cp u t c s h tng quy m nh cho cp x c
thc hin th im i vi mt s d n, chng trnh do Chnh ph, cc nh ti tr v cc t chc
phi chnh ph h tr. Rt nhiu cch tip cn c s dng vi nhiu mc phn cp khc nhau.
Tuy nhin, phn cp u c nhn nhn l mt cch thc h tr nhn dn a phng tip cn i
vi cc hot ng ca d n. Kt qu l, ngi dn a phng ng gp tch cc vo ci thin
iu kin c s h tng ti a phng. Ti mt vi ni, nng lc ca cn b cp c s v ngi
dn c khi dy thng qua qu trnh phn cp. Cc mi quan h ci m v dn ch c
thit lp t cp tnh n x to thun li cho chnh quyn v ngi dn a phng tch cc tham
gia vo cc hot ng ca d n.
Cc a phng rt n lc tm kim cc cch thc thch hp cho qu trnh phn cp. Tuy vy,
ti mt vi tnh v a phng, qu trnh phn cp cn gp nhiu kh khn v thm ch tr
thnh gnh nng cho chnh quyn a phng. Nguyn nhn c th do iu kin kinh t, x hi
c th ca tng a phng. V d, ti cc vng min ni, cc x b c lp v mt a l v i
khi b tch bit v mt vn ha, trnh dn tr thp, ro cn ngn ng cng to ra nhng kh
khn cho vic tham gia ca cng ng vo thc hin cc d n phc tp. Thm vo , vic tip
cn kh khn i vi c s h tng, thit b lin lc c bn, kh nng ca chnh quyn a phng
cn hn ch, thi quen ca ngi dn ph thuc vo chnh quyn cng nh hng ng k n
hiu qu ca qu trnh phn cp. Do vy, cc a phng cn gp rt nhiu kh khn c th
a ra cc hng dn hp l cho vic thc hin phn cp.
Bo co ny rt ra mt s bi hc c bn t nhng thnh cng, tht bi ca qu trnh phn cp v
a ra mt s nhng kin ngh c th nh sau:
Bi hc 1: Qun l c s h tng phn cp trong qu trnh thc hin ang gp phi mt s

nhng kh khn v hn ch mang tnh hnh chnh v quan liu . Mt s quy nh php l cn
chng cho cng lm nh hng n qu trnh thc hin. H thng hnh chnh nhiu tnh
cn b nh hng bi cc tiu cc n su v rt kh thay i. c bit, bo co nhn mnh
tm quan trng phi xy dng mt khun kh php l ton din v nht qun lm iu kin
tin quyt cho s thnh cng ca qu trnh phn cp, xut pht t thc t l qun l u t
phn cp i vi cc x Vit Nam vn cn trong giai on th im v nng lc ca ch u
t a phng cn hn ch. Bo co cng kin ngh vic thc hin cc chnh sch qun l u
t v qun l ti chnh phn cp mt cch ng b. Cc th tc qun l ti chnh v ngn
hng cn phi c n gin ha mt cch ng b c th gn kt c vi qun l u t
phn cp.
Bi hc 2: Cc bc Qu nhanh hoc qu thn trng trong vic thc hin cc d n phn

cp u c th dn n tht bi. Quan trng l phi thc hin vic phn cp mt cch ton din
v nht qun theo cch tip cn a ngnh v phi song song vi tng cng nng lc th ch.
Bi hc 3: Cc tnh nn khi xng v linh hot trong vic xc nh phm vi v mc phn

cp trong qu trnh thit k d n c xem xt n cc iu kin c th ca tnh mnh. iu
quan trng l phi thc y cc c quan hnh chnh nh nc sn sng v tch cc tham gia
vo thc hin cc d n phn cp.
Bi hc 4. o to v tng cng nng lc l yu t quyt nh cho cc d n phn cp. Cc

d n thnh cng l cc d n ch trng n vic u t tng cng nng lc v o to
cho cn b qun l d n cc cp, c bit l cp x. Bo co cng kin ngh nn dnh mt
t l hp l trong tng s vn u t cho cc hot ng mm bao gm cc dch v t vn v
tng cng nng lc h tr cho cng tc phn cp.
Bi hc 5: S tham gia ca cng ng vo tt c cc bc trong qu trnh thc hin d n c

tc ng ln n s thnh cng ca cc d n c mc tiu thc y thc hin v qun l phn
cp. Phng php k hoch c s tham gia cn c n gin ha bng cch s dng cc
cng c v bin php c th, thc t c th c p dng trn din rng.
Bi hc 6: Trong qu trnh phn cp, cc x cn cha quen vi rt nhiu cc th tc mi hoc

khng c kh nng x l mt s cc yu cu k thut nht nh. Do vy, tr gip k thut y
cng ng gp quan trng vo s thnh cng ca d n (chng hn nh tr gip t Nhm
h tr k thut huyn v cc tnh nguyn vin cng ng). Thit k d n phn cp cng cn
ch n vai tr ca cp huyn bng cch trao quyn v trch nhim cho cp huyn thc
hin cc hnh thc phn cp cng nh cn pht trin nng lc qun l hnh chnh cho huyn
v nhn vin huyn c th h tr cho cc x.
Cc bo co tip theo trong ch ny trnh by cc kinh nghim ca mt s d n c th khi gii

thiu cc cch tip cn phn cp trong qu trnh qun l v thc hin d n v mt s cc vn
c lin quan khc pht sinh.
Bo co 1.2 m t kinh nghim ca D n gim ngho cc tnh min ni pha Bc (NMPRP) vi

vic Thc hin Hp phn ngn sch pht trin x. NMPRP l mt trong s cc d n v
chng trnh ti Vit Nam ang chuyn giao mt s trch nhim lm Ch u t cho cp x. Vic
ny c thc hin di mt s m hnh nh Ngn sch pht trin x v Qu pht trin x/thn
bn. Cc c im chung ca cc m hnh ny l:
Cc ngun ti chnh c chuyn cho cc x (i lc l cc thn) qun l, thng di

dng cung cp mt cc ngn sch cho x trn c s hng nm.
Ngn sch ny c s dng ti tr cho cho cc tiu d n c quy m nh v cc hot

ng do ngi dn a phng la chn thng qua qu trnh lp k hoch c s tham gia;
Cc tiu d n ny thng do cc cng ng a phng thc hin (v d thng qua cc

phng thc hp ng c s tham d ca cng ng);
y ban nhn dn x l Ch u t v qun l ti chnh, m ti khon ti Kho bc nh nc

hoc ngn hng thng mi.
Bo co ny m u bng vic nhn mnh nhng thch thc trong vic h tr v thc hin hiu
qu loi hp phn ny trn phm vi rng. Cc tiu d n tiu chun c ti tr t Hp phn
Ngn sch pht trin x (CDBC) ca NMPRP bao gm: c s h tng thn, x quy m nh; cc
hot ng h tr sn xut; qun l ti nguyn thin nhin; ci thin iu kin sng cho cc h gia
nh; cc hot ng h tr y t v gio dc. D n NMPRP bao gm 3660 thn thuc 356 x
thuc 44 huyn, vi 89% l dn tc thiu s gm 20 dn tc khc nhau. Cc Ban Pht trin x
ang thc hin CDBC c khong 3789 ngi v nhng ngi ny u c nhu cu c o to.
Cc v tr cn b x thng l kim nhim , mt s v tr thay i thng xuyn dn n tnh trng
thiu nhn vin chuyn trch hng dn cng ng.
Trc tnh hnh ny, m bo s thnh cng ca d n, bo co a ra mt vi kin ngh di
y. Do cc phng php u thu v qun l ti chnh ca CDBC l cc khi nim hon ton mi
i vi cc Ban Pht trin x, v vy cc kha o to v ti o to cp tc trong mt vi chu k
l ht sc cn thit. Vic o to cn kt hp vi vic xy dng mt cch k lng cm nang cho
Hp phn ngn sch pht trin x trong s dng cc mu biu chun gim thiu s phc tp
v trnh gy nhm ln cho cc cn b c s. Cng tc tuyn truyn thng tin v cc cch thc o
to nn c a dng ha c th nng cao nhn thc ca ngi dn, c bit l cc vng cao.
Cn thit phi c nhng hng dn v ch o st sao v c th ca y ban nhn dn ti tt c cc
cp, v s hp tc c hiu qu gia cc c quan huyn. Kinh nghim t NMPRP cho thy ni no
PMUs huyn h tr tt th ni ban pht trin x cng thc hin tt chc nng ca mnh.
Bo co tip theo v Phn cp mua sm v ti a ha li ch kinh t cho a phng
trong cc Chng trnh xa i gim ngho nng thn (Bo co 1.3) m u bng
vic nhn mnh tnh trng nhiu x nng thn hin nay c 2, 3 hoc nhiu hn cc d n/
chng trnh ca Chnh ph, cc nh ti tr hoc cc t chc phi chnh ph hot ng ng thi
vi nhau nhng cc phng php mua sm li khc nhau ng k. Bo co ngh y chnh l
thi im, c hi quan trng nh gi li ton b chin lc v cc phng php mua sm
c s dng trong cc chng trnh v d n phn cp. Mc ch l nhm nng cao hn na vic
hi ha cc th tc ca a phng v s nht qun trong cc phng php mua sm.
Lin quan n vn ny, Bo co nu ra hai cu hi chnh: Th nht, lm th no thit k
c cc chin lc u t v mua sm cng c th thu ht c cc doanh nghip a phng v
cc n v kinh t khc (nh cng ty a phng, cc doanh nghip c quy m nh, hp tc x, cc
nhm thn ngh, h kinh t gia nh v ngi lm ngh th cng) tham gia u thu v thc hin
cc cng vic v dch v cng quy m nh? Hai l, lm th no cc hot ng ny c th gip
to ra cc c hi vic lm di hn tt hn cho ngi dn a phng cc vng ngho? Bo
co kin ngh cc kha cnh ny cn c s quan tm nhiu hn na c t pha lp chnh sch v

phn cp v t khu thit kt cc chng trnh gim ngho nng thn. Bo co cng ngh Chin
lc mua sm l yu t quan trng trong thit k cc d n- da trn yu t ny cc kha cnh
khc c lp k hoch. Bi l, chin lc mua sm c nh hng ln n khng ch vic phn
chia cc li ch kinh t, m cn n s tham gia ca cng ng, qu trnh gim st, cc bc lp k
hoch v ph duyt cc tiu d n, phn b ngun vn v h thng qun l ti chnh v c ch
nng cao tnh minh bch, tnh gii trnh v chng tham nhng.
Bo co Phng php lp kt hoch c s tham gia v qun l phn cp (Bo co 1.4)
ca D n Ci thin sinh k cho cng ng min ni ti Thanh Ha (ILCM) m t qu trnh
lp k hoch phn cp, phn b ngn sch v qu trnh thc hin c d n ILMC gii thiu. D
n s dng c ch Qu Pht trin phn hi (RDF) h tr cho vic phn cp kt hp vi vic
tng cng s tham gia ca cng ng trong lp k hoch v nng cao vai tr ca chnh quyn
a phng.
Bo co nh gi kh chnh xc v nhng thun li v kh khn ca cch tip cn ny bng cch
so snh cc phng php chnh thng v lp k hoch v phn b ngn sch vi phng php
mi. Bo co xc nh mt s li th r rng ca cch tip cn mi, bao gm: xc nh c chnh
xc hn nhu cu ca cng ng; trch nhim ca cng ng c nng cao; cht lng ca cc
cng trnh c s h tng c ci thin; gim tht thot trong u t; qun l ti chnh c minh
bch hn. ng thi, vn tn ti mt s nhng thch thc ln, bao gm :
Vic tuyn truyn v nhn thc v chnh sch ca chnh ph ti cp x, v cp di cn

hn ch.
Phn cp v qu trnh tham vn cha c chnh thc th ch ha.

Cn phi c s hp tc v phi hp tt hn na gia cc c quan lin quan.
Cc kh khn i vi cc d n ca cc ti tr trong vic phi hp vi cc nh hoch nh

chnh sch a phng nhn rng cc thnh qu t c v nhng bi hc rt ra t
trin khai cc d n
Hn ch v nng lc ca cc cn b k ton x.
Qu ch trng n c s h tng trong cc d n hin ti, trong khi c rt nhiu cc yu

cu khc cn c a vo trong cc chng trnh pht trin cng ng.
Bo co cui cng trong ch ny nh gi tng th v Hiu qu ca Cc d n gim

ngho v Pht trin Nng thn mc tiu (1.5)- m u bng vic im li qu trnh pht trin
ca cc loi chng trnh v d n gim ngho v pht trin nng thn Vit Nam trong vng
mt thp k qua. l cc chng trnh pht trin ngnh, cc d n gii thiu cch tip cn c s
tham gia trong nhng nm 90, v gn y, cc d n gii thiu phng php tip cn Pht trin
hng ti Cng ng (CDD) trn quy m rng. Bo co nh gi nhng kinh nghim v nu ra
nhng vn c bn cn c nghin cu nng cao tnh hiu qu cc chng trnh ca Chnh
ph trong tng lai. Cc vn ny gm: (i) ci tin ch trng mc tiu ngay t khu thit k v
c ch thc hin chng trnh; (ii) trao quyn cho a phng thng qua phn cp, s tham gia v
kim sot ca cng ng v tng cng nng lc; (iii) nng cao qun l y thc v mua sm v
nng lc qun l ti chnh a phng; (iv) nng cao tnh bn vng trong cc dch v h tr sinh
k v vn hnh, bo dng c s h tng; v (v) qun l hnh chnh ci tin, c bit l cng tc
theo di nh gi.
Ch 2 : Vn hnh v bo dng Cng trnh c s h tng

Cc ni dung chnh v kin ngh t hi tho
Cn phi nh gi mt cch bi bn cc yu cu v Vn hnh v Bo dng (O&M) i vi

tt c cc hng mc c s h tng ca cc x, thn, khng ch i vi cc cng trnh c s
h tng c xy dng cho mt d n hay chng trnh c th no. nh gi ny cng cn
bao trm ton b cc cng vic lin quan n O&M v nhu cu ti chnh cho hot ng
O&M.
Cc nghin cu cng ch ra cc khong cch bo dng v khong cch vn cho O&M

phn ln cc x nng thn. b p cc khong cch ny cn tng ngn sch chi tiu
thng xuyn cho x. y l mt vn u tin cn s quan tm ca Chnh ph.
Mc ng gp ca cng ng v ph s dng cho cc cng trnh c s h tng, vic vn

hnh v bo dng, nn c tnh ton sao cho ph hp vi iu kin ca nhng ngi dn
ngho cc x ngho. Nhn chung:
-
ng gp ca cng ng v ph s dng i vi O&M nn c dnh cho cc loi c

s h tng m s em li nhng li ch trc tip cho cc h gia inh (chng hn nh h
thng cung cp nc, in, nh tr, ng thn, x)
i vi cc cng trnh cng cng c quy m ln khc (nh ng lin x, bnh vin,
trng cp 2), chi ph vn hnh v bo dng nn c chi tr bng cc ngun ngn
sch x c phn b li v/hoc cc ngun ngn sch khu vc.
Cc t chc qun l a phng chng hn nh Ban Qun l C s H tng (IMB) v Hip

hi s dng nc (WUA) nn c thnh lp ngay t giai on u ca cng trnh v tham
gia tch cc vo vic thit k, xy dng k hoch gip ci thin cht lng v s bn
vng. Chnh nhng thnh vin ny s c trch nhim trong cng tc vn hnh v bo dng
cc cng trnh .
a ra Quy ch hot ng cho IMB v WUA l ht sc cn thit nhm to ra mt khung

php l cho vic thnh lp, qun l v vn hnh v bo dng c th p dng mt cch linh
hot i vi tng hon cnh a phng c th.
o to cho IMB v WUA v k nng qun l v k nng k thut l ht sc cn thit

m bo cho vic qun l bn vng. Nn phn b ngn sch cho cng tc o to v
O&M cho IMB v WUA v tnh nh mt phn chi ph cho tiu d n.
The training should be practical and based on required skills. It should also be closely
linked to training in related issues such as agriculture extension training and IPM linked
to irrigation schemes, and training on sanitation issues linked to water supply schemes.
o to nn gn vi thc t v da trn nhng k nng cn thit. Cc kha o to cn lin

h cht ch vi nhau. V d, nh o to v khuyn nng, v IPM phi gn vi cc cng
trnh thy li, o to v v sinh phi gn vi cc cng trnh cung cp nc sch.
Trong nhng nm gn y, mt s lng ln u t c dnh cho vic xy dng c s h tng

kinh t, x hi c quy m nh ti cc thn x trong c nc. Vic u t ny c thc hin thng
qua cc d n v chng trnh ca Chnh ph v cc nh ti tr. Sau khi giai on xy dng c
hon tt, cc cng trnh quy m nh ny c chuyn giao cho a phng, thng l cc y ban
nhn dn x, chu trch nhim chnh trong vic qun l v vn hnh bo dng.
Tuy nhin, rt nhiu cc nghin cu gn y cp ti vic thiu ch trng ti cng tc vn
hnh v bo dng cc cng trnh c s h tng quy m nh ca x, thn. Nhn chung, vn vn
hnh v bo dng cha c a vo quy trnh th tc mt cch c h thng trong nhiu d n,
hoc cha c lng ghp vi h thng qun l v chi tiu thng xuyn ca ngn sch x. Mc d
khun kh php l hin hnh quy nh v trch nhim ca y ban Nhn dn x v cng ng a
phng, hin ti cn thiu cc hng dn c th v vic lm th no cc c quan ny thc hin
trch nhim vn hnh v bo dng ca mnh. T gc ti chnh, ngn sch nh nc phn b
cho y ban Nhn dn x ch cho vic chi tr tin lng v cc chi ph hnh chnh, hu nh rt t
chi ph thng xuyn c phn b cho cng tc vn hnh v bo dng. V vy, chi ph cho cng
tc vn hnh v bo dng cho cc c s h tng phi ph thuc vo ng gp v l ph s dng
c huy ng t cng ng m cng ch chi tr cho cc hot ng vn hnh v bo dng
c bn nht.
Nhng vn c bn v vn hnh v bo dng cc c s h tng cng c nhn mnh trong
nh gi Chi tiu Cng (PER) mi nht t nm 2005. Trong nh gi c nu bt cc mt yu
trong cng tc vn hnh v bo dng trn hai phng din chnh: (i) tnh trng thng xuyn tht
bi trong vic vn hnh cc cng trnh hon thnh khin cc cng trnh khng vn hnh c
nh thit k, ti sn b xung cp dn n phi sa cha nng cp mt cch tn km; v (ii) thiu
vn phn b cho cng tc vn hnh v bo dng trong ngn sch chi tiu thng xuyn ca chnh
quyn a phng. Bo co PER cng nhn mnh cc vn ny c bit thng xy ra vi vic
vn hnh v bo dng cc cng trnh thy li (PER Chng 13/ trang 93).
Trong khi rt nhiu cc nghin cu trc y nhn mnh cc kh khn v yu km trong vic
vn hnh v bo dng cc c s h tng ca x, thn, hai Bo co di y c bit c gi tr v
c mt ci nhn hng ti tng lai. Hai Bo co ch ra mt s m hnh hiu qu v vn hnh v
bo dng c thc hin mt s d n v mt s a phng. Hai bo co sau cng a ra
mt s khuyn ngh c th ci thin c vic qun l v thc hin cng tc vn hnh v bo
dng.
Bo co 2.1 Cc m hnh vn hnh v bo dng bn vng cho cc c s h tng cp x da
trn nghin cu ca y ban dn tc thiu s. Chng trnh pht trin Kinh t, X hi cho cc X
c bit kh khn khu vc min ni v dn tc thiu s cho giai on 2006 n 2010 (Chng trnh
135/Giai on 2) ch trng nhiu hn n cng tc vn hnh v bo dng cc c s h tng x,
thn nhm tng tnh bn vng cho cc cng trnh u t ny. Mc ch ca nghin cu ny l nhm
xut mt chin lc nng cao qun l vn hnh v bo dng, v xut cc m hnh th im
v cc h thng qun l vn hnh v bo dng bn vng c th thc hin trong chng trnh
mi, c tnh n cc c im c th v nhu cu ca cc x ngho vng su vng xa.
Bo co ny mang li rt nhiu thng tin v nu ra mt phng php tip cn trong lng ha
tng nhu cu v vn hnh v bo dng cho tt c cc loi hnh c s h tng ca x. Trn c s v
d in hnh ca mt vi x, bo co c gng tnh ton "khong cch v bo dng" v "khong
cch vn" gia cc ngun lc sn c v nhu cu thc t v vn hnh v bo dng (mc d s liu
cn thu thp c th thc hin nh gi ny thng khng y ). Ngun vn sn c bao gm
ngn sch x v ph ngi s dng v ng gp ca cng ng. Bo co kt lun hu ht cc x

nng thn khng c kh nng p ng c chi ph bo dng cn thit v mt kt lun na l k
hoch v vn hnh v bo dng thng da trn nhng ngun lc c th huy ng nhiu hn l
nhu cu thc t.
Bo co cng ch ra rng mc ng gp ca cng ng v chi ph hon vn khu vc cc x
nng thn l kh cao. S liu v mc ng gp ca cc h gia nh v ph ngi s dng nc v
thu nhp in hnh c ly t 3 x thuc tnh H Tnh v so snh vi s liu trung bnh ca ngi
dn H Ni v nng (xem Bng 1). Bo co nu r cc x nng thn ng gp khong 12% thu
nhp ca h cho cc hot ng trong cng ng, trong khi ngi dn thnh th ch khong 3%. iu
c ngha l mc ng gp ca ngi dn nng thn vn hnh cng trnh c s h tng l cao
gp 4 ln so vi ngi dn thnh ph mc d ngi dn thnh ph c hng cc tin ch v dch
v cht lng tt hn v a dng hn.
Bng 1: So snh tng i mc ng gp ca cc h gia nh nng thn v thnh th
ng gp/thu nhp hng
nm ca cc h
Mc trung bnh ca
thnh ph
Mc trung bnh ti x
nng thn
T l thnh th/nng thn
Tng mc ng gp/chi
ph
380,000
530,000
1.39
Thu nhp bnh qun
13,200,000
4,130,000
0.31
% ng gp/thu nhp
3%
12%
4.5
(Thu nhp v ng gp hng nm c tnh bng VN trn mc trung bnh ca cc h gia nh)
Bo co ny cng nhn nhn li mt s m hnh qun l c s h tng x c gii thiu trong mt
vi d n v chng trnh gn y (bao gm ban qun l c s h tng, hip hi ngi s dng
nc, ban kim sot x v.v). ng ch l trong khi nhiu d n khng h tr trc tip cho cng
on hu xy dng, vn hnh v bo dng, cc d n ny li t chc cc kha o to m rng, v
c ku gi s tham gia v qun l ca cng ng vo vic xy dng c s h tng. y l vic lm
ht sc cn thit trong tng lai. Cc m hnh ny c th ci thin cht lng v gim st xy dng,
nng cao quyn lm ch v trch nhim qun l v vn hnh v bo dng cc c s h tng.
Bo co tip theo v T chc v tng cng nng lc cho Hip hi nhng ngi s dng nc
(WUAs) (Ba co 2.2) trnh by 6 nm kinh nghim ca D n Pht trin Nng nghip tnh H
Tnh (HRDP) v lin kt gia cc u t pht trin thy li nh vi cc hot ng pht trin cng
ng. m bo hiu sut v tnh bn vng ca cc cng trnh thy li, Cc hip hi nhng ngi
s dng nc c thnh lp thu ht s tham gia ca ngi nng dn vo qu trnh t vn
hnh v bo dng. D n t chc nhiu kha hc v cc hnh thc h tr khc cho cc Hip hi
nhng ngi s dng nc.
Kt qu l d n c c nhiu thnh tu ng khch l. Cc hip hi nhng ngi s dng nc
c thnh lp cho 43 cng trnh thy li, tng din tch ti tiu cho cc cng trnh ny l
3.780 hc ta, lm li cho 16.879 h gia nh (23.4% l h ngho). Bo co cng nu r rng c mt
s hip hi s dng nc c t chc tt c cc Ban Qun l c nng lc, cc quy nh hot ng
c th v vic phn chia trch nhim v quyn li r rng i vi cc bn c lin quan. Nng lc a
phng cng c nng cao, v ngi s dng cng t nguyn tun th cc quy nh ca Hip hi,
thanh ton y phi v tham gia vo cc hot ng vn hnh v bo dng. Trong cc trng hp
ny, ph s dng c dng mt cch ng n vo cc hot ng qun l v vn hnh v bo
dng cc cng trnh.
Tuy vy, Bo co cng ch ra rng mt s hip hi lm vic km hiu qu hn cc hip hi khc.

Bo co cng phn tch mt s nguyn nhn dn n cc s khc bit . Chi b ng a phng
v b my hnh chnh x cng ng vai tr quan trng. Ni no lnh o a phng ch o v h
tr kp thi th ni Hip hi nhng ngi s dng nc hot ng hiu qu. Ni no lnh o x
khng c s h tr thch hp th cc Hip hi thng hot ng km hiu qu v cc hot ng vn
hnh v bo dng cng yu i, kt qu l cc cng trnh cng xung cp nhanh chng. ng thi,
ti mt s x chnh quyn a phng li can thip qu su vo cc cng vic qun l ca WUA, s
dng ph s dng sai mc ch, khin cho Ban qun l WUA mt dn s ch ng sng to.
Cc Hip hi c lng ghp vo trong cc hp tc x thng hot ng khng hiu qu. L do l
khng c s phn nh trch nhim v phn cng cng vic r rng gia cc thnh vin ca ban
qun l. Mt s cn b khng nhn thc r c vai tr v chc nng ca WUA v v th khng h
tr mt cch thch hp cho cc hot ng ca WUA. V vn ny, Bo co kin ngh h tr
mt cch c hiu qu vic thnh lp Hip hi s dng nc, cn phi c mt i ng nhng cng
tc vin c nng lc, c k nng v pht trin cng ng.
Bo co nhn mnh tm quan trng ca vic ban hnh v ph bin cc quy ch v vn hnh v bo
dng cng nh quy ch qun l cc hip hi nhng ngi s dng nc c th xy dng nn
mt khung th ch cho cc WUA v p dng c mt cch linh hot a phng. HRDP cng
a ra mt cun s tay v qun l cc cng trnh thy li a phng v phi hp cht ch vi
cc S ca tnh son tho "Quy ch hot ng cho cc WUA". Quy ch ny c y ban
nhn dn tnh thng qua v ban hnh u nm 2005. ng ch l cc quy nh ny p dng
khng ch cho D n HRDP m cn cho cc d n thy li ca cc nh ti tr khc trn a bn tnh
H Tnh. y l mt th d cn c nhn rng v lng ghp cc kinh nghim v bi hc d n.
Ch 3: Huy ng v lng ghp cc ngun lc

Cc ni dung chnh v khuyn ngh ca Hi tho
Chnh ph v cc nh ti tr rt ch trng n vic hi ha th tc v lng ghp cc

ngun lc tng cng hiu qu v hiu sut s dng ngun vn ODA. Vn ny l
c bit quan trng i vi vic thc hin cc d n v chng trnh cp a phng
(huyn v x), do cc d n trong qu trnh phn cp xung cp ny thng phn tn v
km hiu qu.
Tuy vy, cho n nay, vic lng ghp cc ngun lc v lin kt h thng v c cu qun l
thc hin cc d n v chng trnh vn cha c thc hin cp a phng. Cn c
mt khun kh php l c th theo tinh thn ca Cam kt H ni v h thng lp ngn
sch v lp k hoch a phng, phng thc u thu v h thng theo di, gim st
v qun l ti chnh.
Cng c mt s m hnh tt ca mt s d n v a phng v cng tc chun b K
hoch Pht trin X lng ghp c lin kt cc ngun ti tr v cc hot ng khc do cc
chng trnh v d n h tr. Tuy nhin, cn phi ch trng hn na n s ph hp gia
mc tiu ca cc d n do cc nh ti tr/t chc phi chnh ph h tr vi K hoch pht
trin kinh t x hi di hn ca cc a phng.
S phi hp hiu qu hn na trong lp k hoch a phng, v s lng ghp cc ngun
lc khc nhau l rt quan trng i vi cc loi hot ng v tiu d n c quy m nh do
mt s c quan ban ngnh h tr trn cng mt a phng (v d nh cc c s h tng
x v cc hot ng khuyn nng trn a bn mt x thng cng c mt s d n v
chng trnh h tr ). M hnh Ngn sch pht trin x trc tip do y ban Nhn dn X
qun l c th l mt cch tip cn tt m bo s phi hp trong tng lai.
Trong h thng ngn sch v lp k hoch x, nn ch trng hn na n khu vc t nhn
bng cch ci thin mi trng u t v huy ng cc ngun lc t cc doanh nghip cho
vic pht trin thn, x.
Mt vi tnh a ra sng kin thnh lp cc c cu Ban qun l chng trnh thng
nht hn ti cp x, huyn, c bit qun l cc chng trnh ca Chnh ph. ng
thi, vic nng cao nng lc nn tp trung vo xy dng mng li cn b lin kt gia
x v huyn, phi hp gia cc c quan h tr cho cc hot ng pht trin x v ci
thin nng lc gim st cc cng ng a phng.
Tnh minh bch v vic cung cp y v r rng cc thng tin l iu kin tin quyt
lng ghp mt cch thnh cng. Vic trao i thng tin ti chnh quyn x v ngi dn
a phng nn c tng cng, c bit v s tin ngn sch, ngun cung cp v s
dng ngn sch x. Cc thng tin cn c c th v ph hp vi s quan tm v trnh
ca ngi dn a phng.
Chnh ph Vit Nam v cc nh ti tr ch trng n tnh lm ch, hi ha th tc v s tun th

nhm tng cng hiu qu vin tr v t c Mc tiu Pht trin Vit Nam (VDG) vo nm
2010 v Mc tiu Pht trin Thin nin k (MDGs) vo nm 2015. Cc mc tiu ny c nu
trong Cam kt b H Ni c Chnh ph v cc nh ti tr thng qua ti Hi ngh t vn cc
nh ti tr gia k vo thng 6/2005.
Cc nguyn tc v cc ch s c thng nht trong Cam kt H ni lin quan n vic thit k,
thc hin v qun l cc chng trnh gim ngho v pht trin nng thn cp c s c lit k
trong Hp 2 di y.
Hp 2. Cc nguyn tc ca Cam kt H Ni c lin quan n thit k v thc hin cc

chng trnh gim ngho v pht trin nng thn.
Cc nh ti tr h tr da trn K hoch Pht trin Kinh t X hi ca Vit Nam (SEDP) v

cc k hoch pht trin ngnh, vng v tnh, cng nh ton quc.
Cc nh ti tr s dng ti a h thng v th tc ca Chnh ph. Trong mt s trng hp

nu vic s dng cc h thng ca Chnh ph l khng kh thi, cc nh ti tr thit lp thm
cc bin php theo cch thc h tr tng cng h thng v cc th tc ca Chnh ph.
Cc nh ti trnh thit lp cc cu trc qun l song trng(Cc ban qun l d n) qun

l cc hot ng qun l hng ngy v thc hin cc chng trnh v d n c ti tr.
Chnh ph Vit Nam lng ghp cc mc tiu nng cao nng lc trong K hoch pht trin
kinh t x hi v cc k hoch pht trin ton quc, vng, tnh, v ngnh c lin quan v
xy dng mt chng trnh nng cao nng lc ton din vi s h tr ca cc nh ti tr.
Cc nh ti tr da vo h thng u thu mua sm ca Chnh ph Vit Nam khi h thng

ny t c cc tiu chun chung.
Cc nh ti tr hp l ha h thng v th tc ca mnh bng vic thc hin cc tha thun

chung v lp k hoch, thit k, thc hin, theo di v nh gi v bo co ln Chnh ph
Vit Nam v cc hot ng ti tr v cc ngun ti tr.
Chnh ph Vit Nam v cc nh ti tr s dng ngy cng nhiu cc cch tip cn theo
chng trnh.
Cc bo co trong ch ny xem xt nhiu kha cnh khc nhau ca vic huy ng v lng ghp
cc ngun lc khi thc hin chng trnh ti cp x. Bo co 3.1 Lng ghp cc d n khc
nhau trn a bn x kinh nghim t cc d n pht trin nng thn theo n t

hng ca d n VIE/01/023 a ra nh gi tng quan v hin trng lng ghp trn c s
nghin cu, kho st trn a bn 3 tnh (Lo Cai, H Tnh v Bn Tre). Cc mc tiu c th
ca bo co ny l : (i) nh gi kinh nghim ca cc cch tip cn thnh cng v khng
thnh cng v lng ghp cc chng trnh v d n ti cp x; v (ii) kin ngh cc bin
php nng cao hiu sut ca a phng trong vic quy nh v qun l cc ngun ti
chnh khc nhau vi mc ch xy dng v thc thin cc chng trnh gim ngho v pht
trin nng thn trong giai on t 2006 n 2010.
Bo co m u bng vic nu ra v d rt nhiu cc sng kin v lng ghp c p dng trn
thc t. V d nh : (i) Kt ni cc chng trnh ca Chnh ph vi k hoch pht trin kinh t x
hi ton din ti cp x (tnh Bn Tre); (ii) Thnh lp cc Ban qun l chung i vi mt s d n
v chng trnh khc nhau ti cp x (tnh Lo Cai); (iii) lng ghp hiu qu mt s cc d n ca
cc t chc phi chnh ph vi cc k hoch pht trin kinh t x hi ngay trong giai on chun b
d n (Action aid ti H Tnh); v (iv) phi hp cc ngun vn khc nhau t cc d n h tr cc x
ngho bao gm Chng trnh 135 ti mt s tnh.
Tuy nhin, phn ln cc n lc lng ghp cho n nay ch yu l i vi cc chng trnh ca
Chnh ph. Vic lng ghp cc d n do cc nh ti tr h tr ti cp x gp nhiu kh khn hn do
mt s l do. Bo co ny nu mt s cc tr ngi chung cn phi c gii quyt, bao gm: (i) cc
chng trnh/d n ca cc nh ti tr/t chc phi chnh ph cn tun th vi chin lc pht trin
v k hoch di hn ca cc a phng; (ii) Cc chng trnh v d n ca Chnh ph, v nh ti
tr hot ng thng qua cc PMU ring l vi cc th tc qun l ti chnh v k hoch khc nhau
to ra nhng kh khn cho a phng trong vic lng ghp ngun vn t cc ngun ti chnh
khc nhau; (iii) Cn phi c cc hng dn c th hn v vic lng ghp cc ngun ti chnh ca
nhiu d n v chng trnh khc nhau v v vic hi ha cc th tc a phng.
Bo co cng nu ra nhng tho lun th v v cc quan im khc nhau lin quan n vn trng
lp. Trng lp thng c nhn nhn mt cch tiu cc - vd. trnh trng lp trong cc hot ng
u t c th dn n tnh trng cc u t manh mn gia cc c quan v ban qun l khc nhau.
Bo co xut khi nim trng lp nn c nhn nhn mt cch tch cc hn bng vic thc
y b tr v phi hp cc ngun lc c c cc tiu d n bn vng v hon chnh hn.
Bo co tip theo (s 3.2) v Lng ghp cc ngun lc trong lp k hoch ti cp x, thn
bn m t qu trnh v phng thc qun l v lp k hoch a phng c gii thiu

thng qua D n Chia S do Sida ti tr ti Yn Bi, H Giang v Qung Tr. Chng trnh
Chia S l mt trong cc chng trnh tch cc tham gia vo vic thc y lng ghp cc
ngun lc trong qu trnh lp k hoch a phng, hp tc v phi hp vi cc chng
trnh gim ngho cc x, huyn.
Bo co nhn thy nhiu thn, x m D n Chia s hot ng cng c nhiu d n, chng trnh
khc do cc nh ti tr, NGO v Chnh ph ti tr. Trong hon cnh ny, cn thit phi c s lng
ghp cc ngun lc v phi hp cht ch trong khu lp k hoch. V d c a ra trong mt
thn thuc Huyn Vn Chn (tnh Yn Bi) hin nay ang c nhiu ngun h tr, bao gm: chng
trnh u t chnh ph - Chng trnh 135 v 661 v trng rng v bo v rng, mt s chng
trnh y t; cc chng trnh li in nng thn, h tr sn xut thng qua cc Trm khuyn nng
Huyn v cc Trm th y; chng trnh cung cp tn dng ca Ngn hng Nng nghip v Pht
trin nng thn v Ngn hng chnh sch x hi v 2 d n do ca cc nh ti tr bao gm Chng
trnh Chia S (Thy in) v D n gim ngho cc tnh min ni pha Bc (NMPRP) (WB v
DFID).
Cch thc tip cn ca D n Chia S l h tr cc thn, x thc hin v chun b K hoch Pht
trin X tng hp khng hn ch i vi cc hot ng do Chng trnh Chia S ti tr. Trong
thc tin lp k hoch, d n tp trung vo phn tch tnh hnh hin trng ca x, thn, xy dng
tm nhn v cc mc tiu di hn khng ch trong khun kh ca D n Chia S (bao gm cc

ngun vn, ngun nhn lc, kin thc etc) trong K hoch Pht trin tng hp ca X.
Chng trnh Pht trin Nng thn Qung Ngi (RUDEP) ang thc y cch thip cn tng t.
Bo co 3.2 v Lp k hoch pht trin tng hp ca x Qung Ngi m t cch tip cn ca
d n. Theo cch tip cn ny, K hoch Pht trin X hng nm c dng xc nh v phn b
ngun vn t Chnh ph v nh ti tr c th h tr cc nhu cu cng ng u tin. Bo co ny
cng phn tch su v h thng lp k hoch hng nm ca Chnh ph v ch ra cch cng c h
thng ny bng vic p dng cch tip cn dn ch c s lm tng tnh minh bch v s tham gia
ca a phng.
RUDEP cng cp n vn m rng phm vi thc hin trong tnh- vo nm 2006, chng trnh
xut rng cc K hoch Pht trin X c lng ghp s c thc hin ti tt c cc x ca 6
huyn vng cao v vo nm 2007 s c thc hin ti tt c cc x ca tnh. Bo co cng nhn
mnh tm quan trng ca vic tng cng nng lc x huyn c th tin hnh K hoch Pht
trin tng hp X trn din rng; vn bc u c ng h thng qua vic thnh lp Cc t
cng tc cp huyn.
Bo co cui cng trong ch ny v Pht trin h thng khuyn nng v lp k hoch
pht trin nng nghip- Mt thch thc cho chnh quyn a phng v cc d n
trong qu trnh lng ghp (Bo co 3.4) Bo co r sot vn lng ghp cc ngun lc v
phi hp gia cc c quan trong lnh vc khuyn nng v pht trin nng nghip. Bo co ny da
trn cc kinh nghim ca Chng trnh pht trin nng nghip Tha thin Hu (Giai on 2) do
Chnh ph Phn Lan ti tr. Mt lot cc xut tng t c a ra, bao gm:
Nhu cu a cc d n v chng trnh khc nhau v cc cu trc ban qun l hp nht (v

d : Ban khuyn nng tnh) iu phi cc ngun lc v thc hin cc d n, chng trnh.
Cn phi xy dng thm cc mu biu thng nht cho cc K hoch pht trin nng nghip
cng nh cc cm nang o to cho cc cp tnh, huyn v x.
Nhu cu chia s cc kinh nghim, cc cm nang v cc hng dn k thut vi cc c quan

chnh ph v cc d n khc (trong v ngoi tnh).
Lng ghp cc ngun lc v phi hp gia cc c quan h tr pht trin cc h thng

nng nghip bn vng hn l thc hin cc hot ng khuyn nng ring l.
H tr ci thin h thng lp k hoch v theo di, nh gi da vo u ra v tc ng cho

cc chnh quyn a phng theo di c qu trnh v nh gi tc ng da trn mt lot
cc tiu ch nh gi.
Ch 4: Theo di v nh gi
Nhu cu tng cng nng lc theo di v nh gi (M&E) l mt ch xuyn sut c

nhn mnh trong nhiu bo co v trnh by ti hi tho. Nng cao cng tc theo di v
nh gi c coi l mt hp phn quan trng m bo thnh cng ca qu trnh phn cp,
lng ghp v hi ha th tc cc d n v chng trnh khc nhau c th cng phi hp
t c mc tiu pht trin c nu trong K Hoch Pht trin Kinh t X hi.
c rt nhiu kinh nghim thc t rt hu ch v thit k cc h thng theo di v nh

gi cho cc loi d n/chng trnh xa i gim ngho c phn cp. Tuy nhin, mi
mt chng trnh v d n u t tm ti cho mnh mt phng php theo di, nh gi
ring. Cho n nay cha c nhiu chia s kinh nghim v vn ny c th p dng
rng ri cc m hnh thnh cng. Mt trong nhng kin ngh ca cc thnh vin Hi tho
l theo di v nh gi l mt ch cn c nghin cu su hn trong cc nghin cu v
hi tho sp ti nhm trao i kinh nghim gia cc chng trnh v d n ca Chnh ph
v cc nh ti tr.
Thit k h thng theo di v nh gi trong cc d n ca cc nh ti ch yu phc v cho

nhu cu thng tin v cc yu cu bo co ca cc nh ti tr m cha phc v cho chnh
quyn a phng. y l mt trong cc vn quan trng lng ghp tt hn trong
tng lai. Cn ch trng hn vic gii thiu cc phng php v h thng theo di v nh
gi tin tin cc h thng qun l hnh chnh a phng. V cc s, ban ngnh ca
huyn v tnh nn tham gia trc tip vo vic pht trin h thng theo di v nh gi cng
sm cng tt m bo tnh thch hp v hu ch ca h thng.
Cc s liu v theo di v nh gi cn c s dng trong cc cuc hp thng k,

gp phn hnh thnh c ch phn hi nhanh chng cc thng tin t cp qun l n cp
thc hin, theo di tin , nh gi tc ng da trn cc tiu ch chung c gn kt vi K
hoch Pht trin Kinh t x hi.
Vic qun l cc h thng theo di v nh gi thng gp phi rt nhiu hn ch c nh

hng n tnh bn vng, tnh thch hp v hu dng ca cc h thng ny. Cc hn ch
ny gm c: thiu ngn sch cho hot ng theo di v nh gi v thiu nhn vin theo
di v nh gi chuyn trch trong b my c quan chnh quyn a phng. Thit k v
qun l h thng theo di v nh gi, thu thp v phn tch s liu, l cc cng vic
chuyn mn thng cn b chnh quyn cha c k nng. Do vy, vic thit lp cc n v
theo di v nh gi v o to cc cn b chuyn trch l ht sc quan trng. Nn huy
ng cc ngun lc c th mi cc c s nghin cu tin hnh cc nghin cu v theo
di v nh gi mt cch bi bn.
Hin nay c kh nhiu cc kinh nghim qu bu v h tr gim st cng ng i vi

cc hot ng u t (v d thng qua vic thit lp Ban gim st x). Mc d c mt
khun kh php l v gim st cng ng, song ngn sch dnh cho cc hot ng ny
thng khng . Vic phn b ngn sch ph thuc vo cc nhu cu c th ca tng a
phng. Ngoi ra cng nn t chc cc kha o to chuyn su v gim st cng ng v
cc k nng k thut c lin quan n cng tc ny.
Tm tt cc bo co v thuyt trnh
Nhu cu nng cao nng lc theo di v nh gi (M&E) ca cc chng trnh gim ngho v pht
trin nng thn l ch quan trng c nhn mnh trong nhiu bo co cng nh thuyt trnh ti
Hi tho (mc d ch c mt bo co chuyn v chuyn ny). Nng cao cng tc theo di v
nh gi c coi l mt yu t cn thit trong ton b qu trnh phn cp (ch 1), lng ghp
thnh cng v hi ha th tc cc d n v chng trnh khc nhau cng hot ng nhm t
c mc tiu v mc ch pht trin nu trong K hoch Pht trin Kinh t X hi ca cc a
phng khc nhau (ch 3).
Bo co 1.1 (v qun l phn cp u t c s h tng ti cp x) cho rng phn cp khng c ngha
l vic chuyn giao quyn v trch nhim qun l u t cho cc x m khng cn c s gim st.
Nu phn cp c tin hnh m khng km theo gim st cht ch th c th dn n tham nhng,
thc hin lch trng tm v d dn n tht bi. Gim st v hng dn thng xuyn ca cp trn
s gip cng c vai tr qun l v trch nhim ca cc cp chnh quyn cng nh gip tng cng
hiu qu ca qu trnh phn cp.
Bo co 1.3 (v phn cp mua sm) nhn mnh vic chuyn hng cho cc a phng qun l u
t v nu ln mt s vn quan trng nh lm th no xy dng cc c ch hiu qu c th
m bo tnh minh bch, gim st v trch nhim gii trnh. Bo co ny kin ngh phi c c s
cn bng hp l v thc t gia h thng bo co t trn xung, ngang v t di ln v c
ch gii trnh nh trn s sau:
C ch gii trnh t di ln, bao gm:
Cp trn nh gi v ph duyt cc k hoch hnh ng/hng nm;
Ph duyt tiu d n, gii ngn v cc th tc quyt ton;
Cc yu cu v th tc k ton v bo co ti chnh thng xuyn;
Cp trn gim st k thut;
Yu t bn ngoi/ kim ton c lp (ti sn v ti chnh)
C ch gii trnh theo chiu ngang:
Hi ng nhn dn nghin cu v ph duyt k hoch x;
Gii thiu cc yu t cnh tranh vo th tc u thu x;
Gim st cng ng (v d nh thng qua Ban Kim sot X)
Cc hot ng nh gi chung v kim tra cho (gia cc x).
C ch gii trnh t trn xung, bao gm:
Cc cuc hp nh gi v lp k hoch thn x hng nm;
Cung cp thng tin thng xuyn v k hoch, ngn sch v chi tiu;
Cam kt ca ngi dn a phng v Ban Kim sot X;
Kho st kin cng chng (thc hin trn c s nh k)
Cc yu cu bo co t di ln c khuynh hng tng thm gnh nng cho hu ht cc chng
trnh v d n hin ti. V d, cc chnh quyn x thng xuyn cho rng cc yu cu v quyt ton
v bo co ti chnh thng nng v phc tp i vi cc hot ng quy m nh v tiu d n do
cc x qun l (c bit khi tnh n khong cch v thi gian phi i li gia cc x v trung tm
huyn xa xi ho lnh).
Kinh nghim cho thy, nu vic cung cp thng tin cho ngi dn a phng v k hoch, ngn
sch v chi tiu c tun th mt cch cht ch v hiu qu, th ngi dn a phng c th v s
thc hin chc nng gim st ti chnh ca mnh, gip cn bng v gim thiu cc i hi phi bo
co ln cp trn. Tng t nh vy, nu thnh lp v o to c cc Ban gim st x , cc ban

gim st ny c th gip m bo qun l minh bch cng nh nng cao cht lng cc cng vic
v hot ng.
Bo co v Vai tr ca Theo di v nh gi trong Pht trin Nng thn ti Qung
Ngi (Bo co 4.1) trnh by h thng M&E c gii thiu trong RUDEP ti Tnh Qung
Ngi. H thng ny bao gm 3 tiu hp phn:
H thng thng tin qun l (MIS) c cc PMUs s dng thu thp, lu tr v phn tch
s liu h tr qun l v bo co cc hot ng ca chng trnh.
Cc nghin cu nh gi c thc hin xc nh tnh hiu qu ca chng trnh v

cung cp phn hi ti cc PMU tip tc ci thin cc hot ng d n;
H thng theo di v nh gi c thit k cho y ban Nhn dn X (CPC) v y ban

Nhn dn huyn (DPC) qun l v bo co v cc hot ng trong phm vi huyn hoc
x mnh.
Bo co a ra mt s cc khuyn ngh hu ch da trn kinh nghim ca d n RUDEP nh sau:

(i) Cn phi phn bit c s khc nhau gia cc hot ng theo di v nh gi do cc nh ti tr
yu cu v cc hot ng cn phi lm, c th lm c v duy tr nhm ci thin vic qun l v
thc hin tt cc hot ng trong a bn huyn, x; (ii) Cc cn b a phng (tnh v c bit l
huyn v x) nn tham gia vo vic pht trin h thng theo di v nh gi cng sm cng tt; (iii)
Cc ch tiu gim st tin trnh v hiu qu ca chng trnh phi r rng, n gin v tng i
d thu thp; (iv) Nn ch trng nhiu hn n cng tc tng cng nng lc, thng xuyn t chc
cc chuyn kho st cho cn b a phng hc hi v trao i kinh nghim v theo di v nh gi
ca cc d n khc; v (v) Nn xy dng cch thc s dng cc s liu v theo di v nh gi lm
c s bo co trong cc cuc hp thng xuyn v tin trnh thc hin v tm ra cc gii php nhm
ci tin cc hot ng ca d n trong tng lai.
Ch 5 : Tng cng nng lc cho c s

Huy ng v phn b cc ngun lc:
Cc ngun lc nn c tp trung tng cng cho cc Trng o to cp Tnh c th tin hnh

mt cch hiu qu cc chng trnh o to cho cc cn b thn x trn phm vi rng, v cng cn c
mt cch tip cn lng ghp nhiu hn i vi vic nng cao nng lc ca cp c s vi s h tr ca
cc b, ngnh c lin quan, v cc d n, chng trnh.
Ti cp tnh, y ban Nhn dn Tnh nn i u trong vic huy ng cc ngun lc cho cc Trng
o to tnh thc hin cc chng trnh nng cao nng lc, u tin phn b ngn sch cho cc khu
vc min ni xa xi, ho lnh.
C ch qun l:
y ban Nhn dn tnh nn to iu kin h tr thit lp mi quan h gia cc trng i hc quc gia,
cc vin nghin cu v cc trng o to tnh gip tng cng nng lc o to cng nh cc
chng trnh hc v ti liu ging dy.
Chnh quyn a phng cn tun th cht ch cc quy nh v chun ha cn b cp c s. Ti cp

tnh, cc s lin quan cn thc hin ng vai tr ca mnh trong vic gim st v cung cp cc kin
chuyn mn cho cc chng trnh o tao ca cc trng o to tnh.
Cp huyn nn ch ng hn na trong vic chun b cc k hoch tng cng nng lc v cng nn

l ni thc hin cc hot ng ny v cp huyn rt gn gi vi cc iu kinn thc t ca cc cn b
x.
Cng tc ging dy:
Vic o to cc cn b x mi c bu c c cn c thc hin ngay sau kha bu c v nn c

chu k l 4 nm, thc hin lin tc trong c nc. Cn thng xuyn tin hnh nh gi nhu cu o
to (TNA) cho vic nng cao nng lc ca cp c s.
Cn t chc kha o to tp trung cho cc Trng Thn bn v cc k nng pht trin cng ng
h tr s tham gia ca ngi dn thn bn.
Nn dnh nhiu kinh ph hn h tr i ng cn b x, thn tham gia vo cc chng trnh o

to, c bit l cc cn b l ngi dn tc thiu s, vng su vng xa v cc gia nh c thu nhp
thp.
Nng lc, ni dung v phng php o to:
Cn cng c i ng cc gio vin chuyn nghip, tng cng nng lc ca cc gio vin v 3 kha
cnh: kin thc, k nng v thi . Cng cn phi ci thin c s h tng v ngun lc cho cc
trng o to tnh.
Cc phng php gio dc ly ngi hc lm trung tm cn phi c gii thiu rng ri m bo

s kt hp gia l thuyt v thc t, c bit l o to ti ch.
Cn phi thng xuyn cp nhn cc chng trnh hc v cc ti liu ging dy sao cho thc t v
ph hp vi cc cn b c s trong qu trnh pht trin nng thn phn cp. Ni dung ca pht trin
nng thn phn cp, cc kin thc v k nng pht trin cng ng cn c lng ghp vo trong cc
chng trnh o to ca cc trng o to cp tnh.
Tm tt cc bo co v thuyt trnh
Cc bo co trong ch ny nghin cu 3 kha cnh c quan h mt thit vi nhau v lin quan

cung cp v lng ghp cc chng trnh tng cng nng lc v o to cho cp c s. Ba kha
cnh ny bao gm: (i) tng cng nng lc cho cc trng o to ca tnh (PTIs) cung cp cc
kha o to cho cn b x, thn; (ii) Gii thiu cc cch tip cn v phng php o to da trn
nng lc nng cao cht lng ca cc kha ny; (iii) tng cng mng li khuyn nng c s
gip m rng o to v lng ghp kin thc v k nng ti cng ng.
Bo co 5.1 v Tng cng nng lc ti cp c s- vai tr tim nng ca cc trung tm
o to ca tnh a ra nh gi hin trng cc chng trnh o to do cc trng o to

tnh thc hin (chng hn Trng o to chnh tr, kinh t v k thut v cc Trng nng
nghip, lm nghip), cng nh cc chng trnh o to do cc c quan ban ngnh v cc d
n trn c s kho st ti Tnh Ha Bnh, Hng Yn v Qung tr thc hin, trong c cc kha
o to v nh gi tng th nng lc hin ti (s hc vin, trang thit b v tin ch v.v), cht
lng o to v nng lc ca cn b. Trn c s ny, bo co kin ngh cc hot ng v ni dung
o to cn thit cc c s ny c th p ng c nhu cu tng cng nng lc ti cp c s.
Bo co ny nhn thy trong c 3 tnh nu trn, c s khc nhau v loi hnh o to cn b x, bao
gm cc chng trnh o to chnh quy thng qua cc trng ca tnh v o to khng chnh
quy do cc d n, chng trnh m nhim. Tuy nhin, khng c s phi hp cn thit gia hai
loi hnh o to ny v ch trong mt vi trng hp cc d n pht trin nng thn phi hp vi
t cch l i tc vi cc trng cp tnh. Ngoi ra, s phi hp v phn b ngun lc cho o to
cn b x gia cc b ngnh hu quan cp Trung ng v y ban nhn dn tnh cn yu km.
Bo co cng ch ra mt lat cc kh khn v hn ch trong cc chng trnh o to ca cc
trng o to tnh. Ni dung o to thng nng v l thuyt, t thc t. Phng php o to
khng c i mi thng xuyn nn khng p ng c nhu cu hng ngy ca ca cn b cp
c s. Nng lc ca hu ht gio vin v ni dung ca cc ti liu ging dy cng khng p ng
c nhu cu pht trin nng thn phn cp, ci cch hnh chnh v thc tin pht trin cng ng.
Ngoi ra, c s h tng, cc tin ch v trang thit b ca phn ln cc trng o to cp tnh cn
hn ch v cn c nng cp.
ng thi, bo co cng nu ra mt lot cc li th v tim nng ca trng o to cp tnh hin
nay cha c khai thc. Cc li th l mi tnh u c cc ging vin c nhiu kinh nghim
hot ng o to ging dy, c sn i ng ging vin v c s ging dy, v li th quan trng
nht l cc trng o to tnh c th o to cho cc x trn din rng.
Cc bo co a ra mt s kin ngh nhm nng cao nng lc cho cc trng o to tnh c
th thit k v cung cp cc chng trnh o to cho cn b cp x, bao gm: (i) Mt nhu cu tng
th v tng cng t chc th ch - cp tnh v ton quc- huy ng v iu phi cc ngun
lc cho vic o to v tng cng nng lc cho cp c s; (ii) y ban nhn dn tnh nn to mi
lin h gia PTIs v cc trng gio dc v o to quc gia h tr ci tin cc chng trnh o
to, tng cng nng lc; (iii) La chn v h tr cc PTIs u mi hat ng tch cc ng vai tr
u tu trong vic pht trin o to nng lc v huy ng cc chuyn gia o to t cc hc vin
khc; (iv) y ban nhn dn huyn nn c trao quyn la chn cc c s o to trn c s c ch
hp ng bi l huyn thng gn gi vi cc iu kin thc t ti mi a phng hn; (v) cn
tin hnh cc bc cn thit ci thin cht lng v ni dung o to.
Bo co tip theo v o to da trn nng lc ti Tnh Qung Ngi (Bo co s 5.2) a
ra mt cch tip cn c h thng ca Chng trnh Pht trin Nng thn Qung Ngi v
o to cho cn b huyn, x. Bo co nh ngha o to da trn nng lc l mt h thng
ging dy m theo hc vin s t c mt mc nht nh v kin thc v k nng. Cc

bc c bn ca chng trnh o to ny nh sau: (i) Lp h s Nng lc- i vi mi nhm nhn
vin xc nh c k nng v trnh yu cu phi c m ng c trch nhim hiu
qu hn; (ii) nh gi Nhu cu o to hng nm- xc nh ai yu cu o to v v vn g;
(iii) Pht trin chng trnh o to; (iv) Cung cp cc chng trnh o to; v (v) mt yu t cn
thit l nh gi c th lin tc ci thin cc kha hc.
Bo co phn nh mt s nhn t c nh hng v ng gp vo s thnh cng ca loi hnh o
to ny. Cc kha o to ngn hn (t 2-4 ngy) l rt tt v c th chia kha hc thnh cc n v
hc phn ngn hn, kin thc c th tip thu mt cch hiu qu thng qua vic thc hnh cc k
nng. Tuy vy, phng php ny cng gp phi kh khn v khng phi tt c mi ngi tham gia
vo n v hc phn u tin c th tham gia kha tip theo. Do , cn phi c cam kt t pha hc
vin v nhng nh qun l cho php nhn vin ca h tham gia y cc kha hc v tin trnh
hc tp bao gm tt c cc hc phn. Cn b huyn v x thng ht sc bn rn v b my ny
thng thay i sau cc k bu c, do , cn phi c cc kha o to lin tc cho cc cn b cp
x v huyn. Cui cng, cc k nng v kin thc c c qua cc kha o to c th b mai mt
theo thi gian nu cc hc vin khng c c s h tr v hng dn cn thit ngay ti ni lm
vic thc hnh v p dng nhng g h c hc. S h tr y tip theo thng i hi c
thc hnh v p dng cc k nng m bo s bn vng.
Bo co cui cng trong ch ny l H tr pht trin nng thn thng qua mng li
khuyn nng da vo cng ng (Bo co s 5.3) nh gi cc vn c lin quan trong

vic tip cn vi cc dch v t vn v o to ti cng ng. Bo co ny da trn kinh
nghim ca D n ci thin sinh k cho cng ng min ni ti tnh Thanh Ha.
Vai tr ca Trung Tm Khuyn nng (AEC) l o to v k thut mi cho ngi nng dn. Tuy
nhin, tm nh hng ca AEC l hn ch do thiu nhn vin tin hnh cc kha o to ti tt
c cc x, v thn bn. Trong bi cnh ny, ILMC h tr vic thnh lp cc n v Khuyn Nng
C s (GEUs) m rng tm nh hng ca AEC. M hnh ny c tnh hiu qu v chi ph v c
th o to trn din rng bng cch kt hp vi i l khuyn nng da trn cng ng ; o to
cho ngi nng dn trn ng rung v theo tng nhm; Cc m hnh s dng phng
php cm tay ch vic; S dng nhng ngi nng dn gii tham gia vo mng li o to ti x
ph bin kt qu v o to li nhng ngi nng dn khc. Bo co cng ngh nn thit lp
cc tiu ch v chnh sch tuyn dng cn b khuyn nng mt cch r rng. Chun b y ngun
vn cho cng tc tng cng nng lc v c cc k thut nng nghip v khuyn nng c s tham
gia. m rng phm vi tc ng, cn phi c s iu phi tt hn; mt c quan khuyn nng nn
chu trch nhim c v qun l ngun nhn lc v cc hot ng h tr k thut nh cc c quan
ngang cp khc.
Ph lc 1. Danh sch cc n phm do D n VIE/01/023 xut bn

Ti liu, bo co
Tc gi
Thi gian
Xut bn
pht hnh Ting Anh Ting Vit
Cp Trung ng:
1. Nhng kinh nghim Rab Nawaz, C vn k thut d n 11/2003
C
C
thnh
VIE/01/023
cng trong thit k v
thc hin
2. ng gp ca cng
on Dim,
5/2003
C
C
ng
TS. Hu
Thnh, Rab
trong cc cng trnh c
Nawaz
s h tng nng thn
3. nh gi qa trnh trin T.S Nguyn Tt Cnh,
2004
C
C
khai
T.S Nguyn Vn
m hnh trnh din nng Tim, Th.S Trn
nghip trong cc d n v Ton Thng
ch ng trnh ca chnh
4. H ng dn gim st v
IFAD (phin bn tm tt cho Vit 1/2005
Khng
C
nh
Nam)
gi d n
5. Hot ng to thu nhp V Xun Nguyt Hng, Trn Ton 4/2005
C
C
phi
Thng
nng nghip trong d n
(Nghin cu S b);
PTNT tng hp - c hi
Nguyn Th Hin, L u c Khi,
v tr ngi
on Tin Ngh, Nguyn Th
6. Tng c ng nng lc
Cng ty t vn nghin cu v o 4/ 2005
C
C
cp c
to pht
s - Khai thc tim nng
trin cng ng - nhm nghin
cc c s o to tnh
cu: G.S Bi Th Vnh, T.S Bi
Th Tho, T.S Nguyn ch Tn,
Nguyn
Mnh,
Hi
7. Lng ghp gii v Pht Cng
ty Tcvn
u
t Ph
v Chuyn
5/2005
C (khng C (khng
trin
giao
xut bn) xut bn)
ph n - bi hc kinh
Cng ngh - nhm nghin
nghim t cc d n PTNT cu: T.S Nguyn Th Thun,
H Ngc Lm,
Nguyn
Trnh
8. Phn cp qun l u t Cng
ty TChu
vn Thnh,
VICA - nhm
12/ 2005
Chun b Chun b
c s
nghin cu
pht
pht hnh
h tng cp x - kinh
gn Nguyn Thanh Hi, Phm
hnh
nghim t cc d n
Ngc Thng, Nguyn Hng
Th, Nguyn
TinNam
Dng,
9. PTNT
Lng ghp cc d n
Vin
Kinh t Vit
- nhm
12/ 2005
Chun b Chun b
khc
nghin
Pht hnh pht hnh
nhau cp x - Kinh
cu: T.S Trn Th Minh Ngc, T.S
nghim t
Nguyn T Sim, V Hng C
dliu
n PTNT
ng,Dimyati
o ThNangju
Hong v
Mai,
Phm
10.ccTi
tp hun thit T.S
Cng
ty T 2005
C (khng C (khng
k d
vn
xut bn) xut bn)
PTNT
hp hi tho VICA
11.nBo
cotng
kt qu
Edwin Shanks (t vn) v D n
1/2006
Chun b Chun b
"Nng cao hiu qu qun VIE/01/023
pht
pht hnh
l cc
hnh
ch ng trnh PTNT v
12.XGN",
Bo co kt qu Hi
D n VIE/01/023
8/2004
C (khng C (khng
ngh
xut bn) xut bn)
quc gia v PTNT
ngyu
8/2004
13.tng
Bo hp;
co khi
Rab Nawaz - C vn k thut d
8/2002
C (khng
(Inception
n
xut bn)
VIE/01/023
14.report)
Bo co kt qu kho st D
n VIE/01/023
1/2004
C (Website
C
http://www.u
thc
nd
a ti Pakistan
p.org.vn/und
15. t ng cho thit k
Pha 2 ch ng trnh
mc tiu quc gia
Rab Nawaz - C vn k thut d

n
VIE/01/023
8/2004
p/p
rog/profile/e
khng
C (khng
xut bn)
Ti liu, bo co
v gim ngho giai on
200616.2010
Bo co nh gi kt
thc d
n (ti liu hi ngh nh
gi kt
Cp tnh
(d n PTNT H Tnh)
17. S tay qun l thu
nng c
s liu tp hun Ph
18. Ti
ng
php lp k hoch
pht
tham
19. H
ngtrin
dn cng
quy trnh
thc
hin phn cp cc
cng trnh XDCB d
n HRDP (Ban hnh theo
Quyt nh s
20. Quy
ch hot ng ca
hi
ng i s dng n c (Ban
hnh km Quyt nh
s 48/2005/Q/UB-NL
ngy 08/6/2005 ca
Tc gi
Thi gian
pht hnh
Xut bn
Ting Anh Ting Vit
D n VIE/01/023
1/2006
C (khng C (khng
xut bn) xut bn)
D n PTNT H Tnh
9/2005
T.S Trn Ngc Ln, T.S Trn Ngc 10/2002

Hng,
Ths. Nguyn Vn Sn v
nhm
vn,
Trung
D
n tPTNT
H
Tnhtm
01/2004
T.S Nguyn Quang Trung, Vin

khoa hc
thu li; Chi cc thu li, S Nng
nghip v PTNT H Tnh; D n
HRDP
06/2005
Ph lc 2. Danh sch cc thnh vin c mi tham d hi tho
Khng
Khng
C
C (khng
xut bn)
C (khng
xut bn)
Khng

Society National Workshop On Enhancing The Effectiveness of Managementsynthesis Report

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Society National Workshop On Enhancing The Effectiveness of Managementsynthesis Report

Uploaded by

Copyright:

Available Formats

Ministry of Planning and Investment

United Nations Development Program

Ha Tinh Rural Development Project (IFAD)

Asian Development Bank

Community contributions in rural infrastructure (2003)

Best practices in project design and implementation of integrated rural development

Evaluation of applied agricultural demonstrations in integrated rural development projects

Off-farm income activities in integrated rural development projects: opportunities and

Gender mainstreaming and womens development: best practices in rural development

Decentralized management of infrastructure investments at commune level (2005)

Integration of different projects at commune level: experience from rural development

National workshop objectives and themes

This National Workshop on Enhancing the Effectiveness of Management of Rural Development

Agency & main author

Theme 1: Decentralized Management of Rural Development

Mr. Nguyen Thanh Hai,

Mr. Nguyn Tho Nguyn,

Mr. Edwin Shanks

Mr. Nguyn Th Dng,

Mr. L Vn Tnh, Vice

Theme 2: Operations and Maintenance (O&M) of Infrastructure

Mr. Nguyen Khanh Binh,

Experience from HRDP on

Mr. Tran Dinh Hoa,

Theme 3: Mobilization and Integration of Resources for Rural

Mr. Nguyen Van Huan,

Mr. Steffen Weidner.

Mr. Bede B. Evans,

Mr. Hans Bissdorf,

Theme 4: Monitoring and Evaluation for Rural Development

The Role of Monitoring

Mr. Pham Van Quang,

Theme 5: Strengthening Capacity at Grass Roots Level

Prof. Bui The Vinh and

Email RCTCD Ltd.:

Ms. Tran Thi Le Tuyen,

Mr. Truong Van Lich,

Theme 1: Decentralized Commune Management

Decentralization is an integral and cross-cutting issue that includes administrative,

The trend of decentralization is indispensable and necessary. However, there should be a

Strengthening capacity of commune cadres is an essential task for the decentralization

Decentralization should be combined with the clear delegation of both decision-making

Summary of papers and presentations

Lesson 1: Decentralized infrastructure management faces a number of significant

Limited dissemination of information and awareness of Government policies at commune

Decentralization and consultation processes have not been officially institutionalized;

The need for better collaboration and coordination between line-agencies;

Difficulties for donor projects in collaborating with provincial decision-makers to replicate

The low capacity of commune accountants;

Theme 2: Operations and Maintenance of Infrastructure

It is essential to take a holistic approach to assessing the Operations and Maintenance

Local management organizations such as Infrastructure Management Boards (IMBs) and

Summary of papers and presentations

Rural / City ratio

Total contributions / fees

(Annual incomes and contributions in VND per average household)

Theme 3: Mobilization and Integration of Resources

Summary of papers and presentations

Donors rationalise their systems and procedures by implementing common arrangements

Resource integration and coordination between agencies to support the development of

Theme 4: Monitoring and Evaluation

Good experience is available on supporting community supervision of investment activities

Summary of papers and presentations