Project title: Support for the Task Force on Implementation of Investment Law and Enterprise Law 2.. Recognizing the importance of these two laws in improving the business climate in Vie
PROJECT JUSTIFICATION
Brief situation analysis and assessment
Both the Investment Law and the Enterprise Law were approved by the National Assembly on November 29, 2005 and came into effect on July 1, 2006 A set of implementing decrees issued in the latter part of 2006 was designed to guide the practical implementation of these two laws.
The new Enterprise Law replaces the 1999 Enterprise Law and tightens how companies should conduct business It now applies to domestic private companies, with foreign-invested enterprises required to incorporate under the Enterprise Law by July 1, 2008 State-owned enterprises (SOEs) also have until July 1, 2010 to comply The Investment Law replaces both the Domestic Investment Promotion Law and the Foreign Investment Law.
Vietnam's Investment Law and Enterprise Law are widely regarded as a milestone in the country’s ongoing effort to enhance the business environment for companies After two decades of reform, the legal framework governing investment and business activity is now broadly uniform in its applicability to all sectors, regardless of ownership—local or foreign, private or state-owned—even though it is not yet entirely uniform in every aspect Together, these laws will form the two main pillars of Vietnam’s business legislation in the years ahead.
Effective enforcement and consistent compliance with the Investment Law and the Enterprise Law would make Vietnam’s business environment more conducive for companies of all kinds, boosting the number of enterprises as well as their scale and operational scope, creating more jobs and lifting income levels This approach should particularly benefit smaller enterprises, rural-based businesses, and groups with historically limited access to bureaucracy, including ethnic minorities and women.
These laws align with market-economy principles and conform to international best practices governing the regulation of business activity, supporting the gradual institutionalization and strengthening of Vietnam’s market economy Moreover, by reflecting the core principles of the World Trade Organization, their effective implementation will enable Vietnam to better fulfill its WTO obligations as a member.
Recognizing that the Investment Law and the Enterprise Law shape Vietnam’s business climate, authorities anticipated challenges such as the lack of a centralized mechanism to monitor and guide ministries and localities in implementing the two laws, the need to promptly identify best practice examples for dissemination and violations to prevent during implementation, and the opportunity to improve the legal business environment by removing unreasonable licenses and conditions and by making timely recommendations to the Prime Minister on law implementation In late 2006, the Prime Minister established a Task Force on Implementation of the Investment Law and Enterprise Law to assist State agencies and the corporate sector in enforcing and complying with these laws Broadly, the Task Force coordinates enforcement, supports ministries and localities in carrying out the laws, identifies gaps in implementation, and suggests improvements to the Prime Minister, with Annex 2 detailing the Task Force’s specific tasks.
The Task Force is an inter-ministerial, relatively ad hoc body comprising officials from relevant state agencies, with a core team of nine representatives from the Ministry of Planning & Investment (MPI) and the Central Institute of Economic Management (CIEM), eight from the Office of the Government (OOG) and the Ministry of Justice (MoJ), and one from the Vietnam Chamber of Commerce & Industry (VCCI) (see Annex 3 for member details) It brings together key players involved in drafting the Enterprise Law and Investment Law and in implementing decrees, supplemented by additional experts and stakeholder organizations, with a Secretariat housed at CIEM The Task Force reports directly to the Prime Minister’s Office.
Experience from implementing the 1999 Enterprise Law shows that the former Task Force was instrumental in translating the law’s provisions and spirit into tangible outcomes and in guarding against distortion and backsliding The new Task Force is expected to play a similarly critical role, and hopefully will do so, in sustaining effective implementation and preserving the integrity of the Enterprise Law.
Relevant Government strategies and policies
A project that directly supports the effective implementation of the Investment Law and Enterprise Law, together with their respective guiding regulations, would undoubtedly contribute to the Government’s policy of economic reform and development for the 2005–2010 period It should make an important contribution to the policy objectives articulated by the VCP, including more efficient investment processes, greater regulatory clarity, and a conducive environment for private sector growth, thereby advancing sustainable development and investor confidence.
We are committed to vigorously boosting production and raising the living standards of the population, advancing poverty reduction and hunger eradication, encouraging people to pursue productive business ventures, and fostering mutual support so they can steadily escape poverty and build wealth.
“Establishing favourable legal environment, policies and mechanism to capitalize resources of the society for development and a playing field for fair, healthy, public, transparent and orderly business competition.” 2
Removing all barriers and cultivating positive social attitudes and a supportive business environment allows the private sector to develop unrestrictedly across all sectors and professions, including essential production areas of the economy that are not prohibited Eliminating discriminatory practices and ensuring true fairness completes the framework for equitable opportunity and sustainable enterprise.
“External forces play an important role in development … to capitalize [these] external resources, it is necessary to have suitable strategy and healthy business and investment environment, firstly a uniformly
1 Vietnam Communist Party: Documents of the Party’s 10 th Convention, Hanoi, 2006, National Publishing House of Politics, p 77.
3 Ibid., p 86. regulatory and policy systems and an administration which is transparent, enforceable and efficient.” 5
Foreign-invested enterprises are a significant and integral part of Vietnam’s economy and should be treated on an equal footing with domestic businesses They receive favorable conditions that enable them to participate more actively in the development of key sectors and regions in ways that align with Vietnam’s commitments.
A transparent, fair, and unified system of business conditions should be established to meet the needs of government management It should also provide clear guidance and reduce the time and costs for individuals and businesses across all sectors.
Based on these policy objectives, the Government of Vietnam has pursued a legislative agenda to turn the vision into reality Key steps include revising the 1999 Enterprise Law; merging domestic and foreign investment laws into a single investment regime; enacting the Commercial Law (2006) and Securities Law (2007); and phasing out the SOE Law A comprehensive set of sub-laws and regulations has been developed to embed these laws in the practices of both the corporate sector and the State agencies responsible for oversight, with a focus on compliance and enforcement These reforms have run in parallel with, and been supported by, external commitments culminating in Vietnam’s accession to the WTO in January 2007, which brings a range of conditionalities to ensure a fair, WTO-compliant regulatory environment for business.
Under the leadership of the Task Force, the effective implementation of Vietnam's Investment Law and Enterprise Law will be a central pillar of ongoing efforts to improve the business enabling environment, with a focus on strengthening the regulatory framework for enterprises in the years ahead This approach aims to make Vietnam more attractive to investment by ensuring clear, consistent, and efficient rules governing business operations.
Lessons learned from previous cooperation
The substantive focus of the technical assistance will be defined, in part, by the results and lessons learned from past experience and ongoing cooperation on pro-business regulatory reform; in particular, lessons from UNDP Project VIE/01/025, which supported the drafting of the Enterprise Law, Investment Law and implementing decrees, offer valuable guidance to shape current and future work.
Passing laws and supporting regulations is only the first step; in Vietnam, the harder part is translating policy into effective practice There is a persistent need for a dynamic reform champion with the authority, resources, and mechanisms to push forward and monitor the implementation process This Project focuses on ensuring effective implementation of the two laws by backing the Task Force as the focal point and Champion for reform.
Sub-project 2 of Package 7 focuses on simplifying business conditions and is approved by the Prime Minister under Decision No 30/QĐ-TTg, dated January 10, 2007, authorizing the Project for Administrative Procedure Simplification in government management fields from 2007 to 2010.
The implementation phase follows logically from the broader policy and regulatory reform agenda and serves as the practical next step in translating reforms into action This reform effort typically unfolds in three stages, each with distinct implications for technical assistance and external support, shaping how resources, timelines, and partnerships are mobilized to achieve effective implementation.
1) The policy discussion and formulation stage, when new ideas and concepts and options are debated and weighed by the relevant circles of advisors and decision makers in government, academia, institutes and think tanks.
2) The policy ‘operationalization’ stage, when policy is translated into laws and other normative documents.
3) The policy implementation stage, when the policy, as articulated in various legal documents, is implemented through various institutions and organizations
Also see: Improving the quality of business laws – a Quickscan of Vietnam’s Capacities & Introduction of International Best
For the project to be effective in supporting the wider process of economic reform and in realizing the implementation of both the contents and spirit of both laws, its design must satisfy a defined set of requirements that ensure policy alignment, practical implementability, and ongoing accountability These requirements should enable coordinated action across agencies, clear governance and performance metrics, robust risk management, and transparent reporting, while also fostering broad stakeholder engagement to translate reform ambitions into tangible, measurable outcomes.
- The Project’s principal outputs and activities have to be congruent with the priorities set out in the Government’s plan for legislative implementation in particular, and policy reforms in general;
- The Project must be perceived as a ‘process-oriented Project’, with the kind of inherent flexibility that this typically entails;
To align with a process-oriented approach, the project’s results-resource framework should be structured to mirror the workflow, ensuring that the type and form of technical assistance (TA), as well as the expected outputs and outcomes, are tailored to each stage and stakeholder needs This alignment enables precise targeting of interventions, clearer measurement of progress, and improved relevance of TA across activities, outputs, and outcomes.
Some project goals are inherently soft, making them difficult to define and measure Judging traction and achievement can be relative and may depend on prior (subjective) expectations and perspectives The schedule, priorities, and pace of the project will be partly outside direct control, as external variables—such as the Task Force’s characteristics and modalities—can influence outcomes Nevertheless, once priorities are defined, a highly visible and easily recognizable goal can effectively steer a process-oriented project and align efforts toward meaningful progress.
In a process-oriented project, outcomes are the key focus, defining success and guiding decisions Activities and specific outputs are secondary, valued only as the steps that move us toward the key outcomes and the predefined goals They have no intrinsic value on their own beyond their role in advancing toward the desired results.
Effective project management combines proactive planning with flexible execution, enabling rapid decision-making when needed and maintaining a clear focus on priority goals Experiences from Project VIE/01/025 indicate that informal and soft interaction skills among project managers, program officers, and advisors are essential for successfully delivering process-oriented projects, and these attributes are often not reflected in conventional CVs.
In project management, knowledge management deserves deliberate attention to ensure that the project acts as a neutral, disinterested knowledge manager for the Task Force By analyzing, synthesizing, and distilling the broad range of facts, options, and arguments from sources both inside and outside the project, it converts them into timely, actionable information and turns ineffective reports into concise briefs This approach yields more focused, faster, and more effective support for decision‑making.
Development cooperation with other donors in related sectors
Numerous donor-supported SME development and private sector development (PSD) initiatives are underway to implement the Investment Law and the Enterprise Law Donor assistance ranges from strengthening the policy framework for SMEs and trade to building national capacity for local economic development training at the central level, with the aim of creating an enabling business environment by promoting essential policies and activities, removing barriers to the establishment and growth of businesses, training entrepreneurs and other stakeholders, and improving access to capital at the local level Key partners include ADB, GTZ, UNIDO, USAID (VNCI, STAR), EU, SIDA, MPDF, DANIDA, WB, SECO, and others, with Annex 4 providing detailed donor inputs.
The assistance of donors at central level remains relatively limited in comparison with that at local level. Furthermore, support for SME development and Enterprise Law-related issues accounts for a large share in total assistance Support for monitoring the whole implementation process of both Enterprise Law and Investment Law to (i) promptly respond to obstacles faced by provincial authorities and businesses in implementation of and compliance with the two laws respectively and (ii) quickly feed implementation experience in the revision/iteration process of the two laws and their implementation guidelines to improve the regulatory framework is now absent Moreover, whilst extensive support has been put on training for stakeholders directly involved in the implementation of the two laws (e.g SME managers, local officials, lawyers, etc.), not much has been provided to training of trainers for these laws to develop a core force of trainers at local level
The Task Force on implementation of Investment Law and Enterprise Law which is tasked as the central inter-agency group monitoring overall implementation process of the two laws as well as advocating widely the two laws at all levels is in need of external technical assistance to perform its tasks However,there is now no project directly providing support to it Thus, the UNDP-supported project will help fill the gap in the donor assistance picture.
Comparative advantages of UNDP
UNDP is widely recognized as a neutral donor that has delivered substantial technical assistance to Vietnam for over two decades, and its support in business policy and regulatory reform is valuable for addressing remaining constraints to enterprise development Having contributed to the drafting and implementation of the Enterprise Law 1999, the Enterprise Law 2005, and the Investment Law 2005, UNDP is well positioned to provide useful, long-term technical assistance that can drive institutional change and tangible improvements in the regulatory environment at the enterprise level Moreover, UNDP understands that regulatory reform goes beyond drafting policy and is committed to sustained stakeholder consultations and raising public awareness on key issues The proposed project aligns with priorities identified by both UNDP and the Government of Vietnam, ensuring continued UNDP support to Vietnam.
Statement of issues to be addressed by the Project
Following the enactment of the Investment Law and the Enterprise Law, the Government of Vietnam faces the critical task of implementing these laws effectively Law-making and the development of supporting regulations are only the initial steps; the tougher challenge lies in translating these provisions into practical, on-the-ground implementation, where capacity, coordination, and execution will determine the laws’ actual impact on investment and business activity in Vietnam.
Gaps in law implementation among different levels of government, coupled with divergent enforcement and interpretation of the Investment Law and Enterprise Law across provinces, create practical obstacles to effective policy execution The regulations are overlapping and inconsistent, complicating enforcement and compliance The absence of a regular information channel from local to central authorities to report implementation challenges and share initiatives hinders timely policy responses and progress Moreover, the lack of a direct information channel between the government and the business community prevents enterprises from receiving prompt assistance with issues arising under the two laws, and it deprives policymakers, especially those drafting regulations, of on-the-ground feedback needed for revisions Finally, the dispersed and donor-driven advocacy and education activities around these laws lead to overlaps and gaps that reduce overall impact.
Vietnam’s WTO membership brings both opportunities and challenges for the government and the private sector To fulfill WTO commitments, the government must strengthen the business regulatory framework and state management related to enterprises, while addressing environmental impacts from rapid development through sound, market-oriented laws and regulations The private sector will face intensified competition, making a fair and transparent business environment—supported by the Enterprise Law and the Investment Law—critical to its sustainable growth and competitiveness.
State agencies currently lack sufficient internal capacity to implement the Investment Law and the Enterprise Law, and even the Prime Minister’s Task Force on the Implementation of these laws has relatively low capacity to promptly identify rollout difficulties and recommend solutions The Task Force, being an ad hoc mechanism with a finite lifespan, cannot guarantee sustained oversight once it is disbanded Its functions and tasks must be mainstreamed into the government system to ensure the continued effective implementation of both laws.
PROJECT OVERVIEW
Summary statement of the Project
This project aims to improve the effectiveness of implementing Investment Law and Enterprise Law by providing strategic support to the Task Force responsible for enforcing these laws It will be realized through the completion of four project outputs designed to strengthen enforcement, clarify guidance, streamline procedures, and enhance capacity among stakeholders involved in investment and enterprise activities.
(i) Strengthened organizational structure (notably in terms of staffing and work modalities) of, and institutional back-up for, the Task Force
The Task Force has strengthened its capacity to monitor, supervise, accelerate, and facilitate the implementation of the new Enterprise Law and Investment Law, across both national and sub-national levels This enhanced capability supports clearer oversight, faster progress in enforcing the new legal framework, and more effective translation of policy into practical outcomes for businesses and investment activities nationwide.
(iii) Intensified advocacy efforts relating to the two laws (at both the national and provincial/municipal levels).
(iv) Consolidated effort to institutionalize the Task Force’s work as part of a sustainable legal implementation and enforcement process.
By backing the Task Force, this Project focuses on streamlining administrative procedures, expanding consultative mechanisms, and curbing administrative discretion to reduce inherent bias against disempowered groups with limited access to bureaucratic decision-makers As a result, it will empower business people from the most disadvantaged segments of society and help ensure they share in the benefits of higher employment and faster output growth This approach is fully aligned with the high-priority poverty-alleviation goals in both UNDP’s and the Government’s strategies for technical assistance Through UNDP support, the Project aims to boost investment and create a more equitable distribution of business opportunities and employment.
1.2 Key groups of activities a Strengthened organizational structure (notably in terms of staffing and work modalities) of, and institutional back-up for, the Task Force itself.
- A detailed diagnostic study of the Task Force is conducted
- Internal operational guidelines for the Task Force are produced.
- A knowledge management system is designed and implemented.
To address the capacity and skills gaps identified in the Task Force by the diagnostic study, targeted capacity-building initiatives are implemented, enhancing the Task Force's ability to monitor, supervise, accelerate, and facilitate the implementation of the Enterprise Law and Investment Law at both central and local levels.
To support effective oversight of the Enterprise Law and the Implementation Law, a dedicated system has been designed and established to enable the Task Force to monitor, collate, and report on their implementation, with an emphasis on enhancing data collection to produce sex-disaggregated data.
- A vehicle for donor coordination and information-sharing is created.
- Data processing and analysis skills are developed
- An information dissemination and recourse mechanism specifically pertaining to the Enterprise Law and the Investment Law implementation is created
- A Task Force sub-group to monitor the issuance of new regulations is established. c Intensified advocacy efforts relating to the two laws (at both the central and local levels).
- A general advocacy campaign in support of the Enterprise Law and Investment Law is developed.
- An inter-provincial mentoring/buddy system is established.
- An Enterprise Law and Investment Law one-stop information portal is established and maintained.
- A specialist training programme is enacted for provincial officials on the Enterprise Law and Investment Law.
- A specially tailored training programme is enacted for smaller, rural, ethnic minority, and female- headed SMEs.
A targeted advocacy campaign for the Enterprise Law and the Investment Law has been launched to support smaller, rural, ethnic minority, and female-headed SMEs, expanding their access to regulatory opportunities and business growth It also represents a consolidated effort to institutionalize the Task Force’s work within a sustainable framework for legal implementation and enforcement, ensuring durable, scalable policy outcomes.
- A RIA-like manual for reviewing all business regulations is developed.
- An intra-governmental vehicle to disseminate lessons learned by the Task Force is implemented.
- A pilot programme designed and implemented, aimed at ‘mainstreaming’ the work of the Task Force, after its demise.
- Feeding lessons learned by the Task Force into preparations for subsequent iterations of the EL and IL.
- Technical assistance to a GOVN own review/assessment of the implementation of InvestmentLaw and Enterprise Law provided.
Project structure
The Project will consist of four (4) components respective to four key groups of activities specified above.
INDICATIVE BUDGET STRUCTURE
Project budget (consisting of UNDP TRAC and cost share)
Output Inputs to be financed by UNDP 2007 2008 2009 2010 Total
Manager (partly funded by UNDP)
Local travel for project monitoring (Project staff)
Advisor on overall strategic direction of the project (unspecified short-term consultancy missions)
(to be recruited based on the needs of the
Task Force but the total inputs will not exceed
Office Equipment 02 PC, 02 laptops, 02 printers, 01 photocopier, 01 projector
Tel, fax, other small equipments, softwares
Output Inputs to be financed by UNDP 2007 2008 2009 2010 Total
1 Strengthened organizational structure (notably in terms of staffing and work modalities) of, and institutional back-up for, the Task Force
National expert @ 3,000 Consultation meetings on the draft study
1.2 Internal guidelines for the TF
To be drafted by TF members, with selective guidance from International expert @ 10,000 Seminars to discuss the draft internal guidelines
1.3 Design and pilot a knowledge management system
International expert @ 10,000 National expert @ 3,000 Pilot implementation Review the implementation
1.4 Address capacity and skills gaps, within the Task Force, as identified in the detailed diagnostic study
Specific activities will depend on the process adopted, arising from the diagnostic study
2 Improved capacity of the Task Force in monitoring, supervising, accelerating, and facilitating implementation of the new Enterprise Law and
Investment Law, at both the national and sub-national levels
Output Inputs to be financed by UNDP 2007 2008 2009 2010 Total
2.1 Implementing a system to collect, collate, review, analyse information, make recommendations and monitor implementation
International expert to design the system @ 17,000
2.2 Vehicle for donor coordination and the collection of info at the provincial level.
International expert @ 10,000 National expert @ 3,000 Meetings & Seminars to discuss the draft report
2.5 Law and regulation monitoring sub-group.
Review and assessement of regulations
Meetings and workshops to discuss the review and assessment regulations
3 Intensified advocacy efforts relating to the two laws
(at both the national and provincial/municipal levels)
National experts to draft the system
Pilot implementation National expert to review, assess and complete the system
Design the website Keep the website working: 3 years @ 10,000
National experts to design the material for training course
3 training courses @ 5,000 National expert to review and assess the training courses
3.5 Tailored training for disadvantaged firms
Sub-contract to draft manual for training
Pilot trainings Review and draw lessons from pilot training
Output Inputs to be financed by UNDP 2007 2008 2009 2010 Total
3.6 Tailored advocacy for disadvantaged firms
Sub-contract to draft the advocacy strategy
Pilot trainings Review and draw lessons from pilot training
4 Consolidated effort to institutionalize the Task Force’s work as part of a sustainable legal implementation and enforcement process
5-day training course in Brussels on RIA for members of the Task Force (05 members @ $ 7,000
TF members (attendess on the above course) to draft the RIA manual, with assistance from an International expert
4.2 Dissemination on the work of the Task
International expert @ 10,000 National experts @ 3,000 Workshops
10,000 3,000 10,000 4.3 Piloting the mainstreaming of the
Task Force’s work in policy implementation at national and provincial level
4.4 Vehicle for feeding into the policy debate for future iterations of the EL and IL
03 Training courses for key officials @ 5,000
4.5 Technical assistance to a GoVN’s own review/assessment of the implementation of IL and EL.
International expert(s) @ 20,000 National expert(s) @ 6,000 Workshops and publication
Summary of Costs by Component
Summary of Costs by Category
The Government will appoint a National Project Director and a Deputy National Project Director (DNPD) on a part-time basis, and will cover the in-city travel costs for project counterparts.
Description Months Cost/month Total (USD)
NPM (partly funded by the Government ) 36 150 5,400
Electricity, water and other utilities 36 400 14,400
The Government will provide basic office facilities for project counterpart staff and for UNDP-financed project staff and experts, ensuring they have essential workspace CIEM meeting rooms and its library will be made available in accordance with CIEM administrative procedures The Government’s in-kind contributions are summarized in the following table, with a total Government contribution of USD 126,000.
MPI mobilizes sufficient and timely in-kind contributions and ensures these resources are used by the Cooperating Agency as Project resources to support the implementation of Project activities, while reporting on their use in its quarterly and annual project progress and financial reports.
PROJECT IMPLEMENTATION STRATEGY
Overall strategy and approach
As outlined in the CPAP, the TA optimises its contribution to an improved legal framework for the promotion of investment and private sector development (PSD) It directly links to poverty alleviation by supporting the Task Force to deliver effective and even-handed implementation of the Enterprise Law and the Investment Law at both national and provincial levels.
In the PSD context, stakeholders are increasingly prioritizing a symbiotic alignment between national and provincial requirements While the central government—through bodies such as MPI, CIEM, and especially the new Task Force—bears responsibility for implementing the two new laws, its success will largely depend on how effectively these laws are implemented at the provincial and municipal levels Accordingly, the TA should assist the Task Force in enforcing the two laws at the central level while also monitoring and facilitating their practical implementation locally Compliance—where companies genuinely embrace the reforms embedded in the laws—will be a key determinant of success, with much of this next phase playing out at the provincial and municipal level This highlights the value of an advocacy component within the Task Force and the Project to drive adoption and effective implementation across all levels.
Technical Assistance (TA) will evolve organically from VIE/01/025, building on the work already completed to reach the next level aligned with Vietnam’s contemporary needs for economic and private-sector development in 2007 and beyond The TA will be delivered based on capacity gaps identified through formal capacity assessments and tailored to the Task Force’s specific capacity requirements, ensuring relevance and impact for Vietnam’s growth objectives.
During the Inception Phase, a detailed Work Plan for the first year of the Project and a provisional plan for the subsequent two years will be developed, guided in part by a diagnostic study of the Task Force’s capacity gaps The resulting plan will be presented to the Task Force for consideration, modification, and final approval.
To keep Task Force members fully informed about the Project's activities, the Secretariat will provide monthly progress reports detailing the activities undertaken in the preceding month, the proposed work plan for the coming month, and guidance on anticipated activities in the next quarter.
Technical assistance (TA) will be delivered through domestic and international experts and, where appropriate, study tours The emphasis will be on helping the Task Force pilot, develop, and apply new concepts, approaches, and activities tailored for Vietnam This work draws on experiences and lessons from VIE/01/025 and other donor-supported initiatives, while recognizing the need to strengthen Vietnam’s capacity and skill base to formulate and implement regulatory reform procedures that have proven effective A concrete example is the mainstreaming of Regulatory Impact Assessments (RIAs) as a systematic tool to review and quantify the costs and benefits of proposed laws and sub-laws.
Given the extensive scale of donor activity in this field, the TA should avoid duplicating other donor interventions linked to the Task Force and instead target perceived gaps in existing or upcoming donor activities It will seek to leverage and further develop complementarities and synergies with past, ongoing, and planned donor-supported initiatives to maximize impact In particular, the Project will assist the Task Force by drawing on the activities of various donor-assisted initiatives at the provincial level to enhance coordination and effectiveness.
Strategic approach to address cross-sectoral issues
The Project targets Vietnam’s business people across sectors, focusing on those most hindered by cumbersome bureaucracy and excessive administrative discretion—the constraints the reforms in the two laws aim to address These barriers disproportionately affect entrepreneurs with limited access to bureaucratic decision makers, particularly in rural and isolated areas, among ethnic minority groups, and among women Although women are active in Vietnam’s small businesses, they are underrepresented in the senior management of larger enterprises, partly because they often lack the business networks that help secure favorable outcomes in key decision-making processes; the Task Force will oversee the laws’ implementation to counter these disparities.
Project activities will be designed to ensure meaningful consultation with groups that typically have less access to decision-makers, guiding the design and implementation of reform measures under the two laws and their implementing regulations to reduce biases against women and disadvantaged communities The advocacy component will combine targeted training and media campaigns tailored to meet the specific needs of these groups In addition, records will be kept on gender and regional representation in all workshops and seminars to ensure a balanced cross-section of society.
Environmental effects will be considered in both the planning and implementation of project activities, and these considerations will be reflected in the Task Force's policy recommendations to ensure environmental benefits such as more efficient resource allocation arising from proposed policy and regulatory reforms, a shift toward internationally recognized business standards that are more environmentally friendly and emphasize pollution control, and enhanced enforcement within a streamlined regulatory environment for business.
The project and its Task Force focus on better regulation rather than merely removing gratuitous rules, recognizing that critical areas such as occupational safety, health, and the environment require clear, robust, and implementable regulations By streamlining regulations, the initiative aims to direct limited institutional capacity toward enforcing priority regulations and, at the same time, reduce the climate of arbitrary and informal barriers that impede compliance and innovation.
PROJECT IMPLEMENTATION STRUCTURE
National Implementing Partner
The Task Force is envisioned as the beneficiary of the Project, with the Ministry of Planning and Investment (MPI) serving as the lead agency and the National Implementing Partner (NIP) for the Project The Task Force will be based at CIEM, and CIEM is expected to act as MPI’s project focal point to support the Task Force in carrying out its assignments.
The Implementing Partner acts as the project's lead agency and is accountable to the Government and UNDP for the project's substantive quality and for the proper use of all resources allocated to it, whether the resources are used directly by the implementing partner or by other partners assigned to carry out project activities.
The Implementing Partner continuously reviews, documents, and analyzes project progress to ensure timely delivery of outputs and their translation into concrete outcomes, relying on its own assessments as well as evaluations from other Partners, and establishing an effective coordination, monitoring, evaluation, and reporting mechanism.
The Implementing Partner is responsible for reviewing, consolidating and finalizing quarterly work plans for approval, and for reviewing, consolidating, finalizing and submitting annual work plans for approval by APR Meetings It ensures that project review, monitoring, evaluation and reporting requirements are fully met, that coordination among project parties is effective, and that the decisions and recommendations arising from these activities are properly implemented.
The Implementing Partner is responsible for managing the Project budget, including budget components carried out by co-implementing partners and sub-contractors Coordination with other Partners is established through approved work plans and Letters of Agreement for co-implementation.
With input from the Government Aid Coordinating Agency and UNDP, the Implementing Partner nominates a senior government official as the part-time National Project Director (NPD) A National Project Manager (NPM) is then recruited through a competitive process, funded by project funds, to assume day-to-day responsibilities for project implementation A full-time project management assistant will also be recruited to support the NPM.
Government Aid Coordinating Agency and UNDP Country Office
The Government Aid Coordinating Agency (GACA) and the UNDP Country Office are accountable to the Government and the UNDP Administrator for achieving results and ensuring proper use of the project’s resources They participate in the annual tripartite Annual Project Review (APR) to review the yearly progress report, assess progress and outcomes, and derive lessons to improve current and future programming On the basis of this assessment, they may approve the upcoming year's work plan and budget; with the agreement of GACA, the Implementing Partner, and UNDP, the APR may be attended by representatives of related programmes/projects to enhance coordination and synergy They may also participate in the quarterly technical review to examine the quarterly progress report, assess progress in the quarter, and endorse the next quarter’s work plan and budget.
The Government Aid Coordinating Agency and UNDP provide guidance on project evaluations and audits and monitor how the Implementing Agency and the Cooperating Agency implement the recommendations arising from these evaluations.
As UNDP's Programme Officer, you serve as the focal point for monitoring and facilitating project implementation, maintaining a continuous partnership with the project team and participating in all project reviews, work and budget planning meetings, monitoring visits, and evaluations On behalf of the UNDP Country Office, you approve proposed TORs and specifications, quarterly work plans and budgets, and authorize the use of unspecified budget lines within the project’s already approved annual budget You assist the project management team in linking with knowledge networks through UNDP facilities at various levels and in forging partnerships with other donors and programmes You also help position the project as a donor coordination and information-sharing platform and generate regular media inputs.
PROJECT COORDINATION
Partnerships
Serving as the Prime Minister’s advisory group on implementing IL and EL, the Task Force coordinates with central and local government agencies responsible for business development and provides a platform for donor-supported activities, closely aligned with the government-donor partnership group on private sector development Based in CIEM, the Task Force collaborates with CIEM staff—many of whom have led private-sector reform initiatives—in partnership with the Vietnam Chamber of Industry and Commerce (VCCI) and nationwide business associations.
Activities of other donors supporting private sector development and improving the business environment (as listed in Annex 4) are relevant to the work of the Task Force, particularly for identifying and analyzing local implementation problems that may require central-level action The Project will help establish a formal mechanism, leveraging existing donor partnerships and coordination arrangements, to enable two-way dialogue with donor-assisted projects so the Task Force can leverage these activities for maximum effect and potentially ease the burden of empirical data collection and analysis at the local level.
A concise project overview will be maintained for distribution to stakeholders and interested parties, with the Project Manager responsible for regular updates and dissemination During the initial phase, the NPD will lead briefings at relevant Donor Group meetings and will schedule additional presentations at mutually convenient times, engaging the SME Donor support group chaired by ADB The project, potentially in coordination with the SEM development partnership group, should assist the Task Force in co-hosting an annual Government-Donor forum to discuss recent developments and help coordinate future activities related to the implementation of the IL and EL.
Special coordination arrangements
The Project will coordinate with the Ministry of Finance on financial governance issues related to enterprise reform and with the National Steering Committee for Enterprise Reform (NSCERD) on broad enterprise policy issues Project management will also keep abreast of donor support from other partners to facilitate business development.
To enable effective coordination, NPD and/or NPM (or their designated representative) will proactively present project activities, experiences, and lessons learned to donor working groups as required In addition, project work plans and key reports will be publicly accessible to the general public, media, and other donors at all times.
Stakeholder Participation
The project centers on developing and institutionalising consultative mechanisms with all stakeholders—especially business groups—an approach that has proven successful to date It focuses on facilitating stakeholder consultations to identify key business constraints, draft improvements to the regulatory environment, and enhance the implementation of business laws and their procedural guidelines Through targeted activities, the project institutionalises these consultative mechanisms as standard operating procedures in policy and regulatory formulation, ensuring business input shapes regulatory reforms.
Monitoring, Evaluation and Reporting
A detailed diagnostic study of the Task Force, in terms of membership, organization structure, methods of operation, outputs (such as reports and recommendations to the PM’s office on regulatory change), and the extent to which its activities are sufficient to meet its mandate, as outlined by the PM’s official letter, will be conducted at the outset of the project implementation The study will help to establish the baselines for the future monitoring and evaluation of the project progress toward achievement of its outputs and contributions to the outcomes against the indicators and benchmarks set out in this project document The study will also help further refine such indicators and define a results based M&E framework of the project
The project is subject to a tripartite Annual Project Review (APR) every calendar year, with the first being held in December 2007 (Year 1)
For the APR, the NPD prepares and circulates to the participating parties, at least three weeks in advance, a set of brief descriptive documents, including analytical assessments, Project Progress Report, the updated Outcome and Output matrixes, the updated work plan for the next year and the updated Responsibilities matrix, as well as the year-end financial report
Towards the end of the project life, a terminal APR is conducted to evaluate results and derive lessons for future programming The NPD prepares a descriptive Project Terminal Report, updated matrices and work plan, and the latest financial report, and circulates them to all parties at least one month in advance The terminal APR analyzes project outcomes and identifies key lessons to guide future interventions After the APR, the NPD finalizes the Project Terminal Report, incorporating the analytical inputs received during the APR, and circulates the final document to all parties within four weeks.
As with all NEX projects, the Project will be externally audited on an annual basis
An in-depth external evaluation will assess the project’s overall performance, the outputs and outcomes achieved against initial targets, the impact it has brought about or is likely to bring about, its relevance to the national context, and management efficiency, with the evaluation generating lessons learned and actionable recommendations to improve project performance for the remainder of its life To ensure these insights inform future work, preference is given to a mid-term evaluation so that lessons and recommendations can be incorporated into the project’s work plans for the rest of its life, likely around mid-2008.
Although the evaluation can target the Project alone, it is preferable to conduct a thematic evaluation that brings together a cluster of related programmes and projects to be assessed jointly, thereby expanding opportunities for more integrated and coordinated project implementation.
During the mission, the Evaluation Team prepares both a Project Evaluation Report and a Project Evaluation Information Sheet in the standard UNDP formats, and submits these documents to UNDP Headquarters, the Country Office, and the Implementing Partner before departing the duty station The UNDP Country Office then shares the report with the Government Aid Coordinating Agency and, as appropriate, with other interested partners.
An assessment of the implementation of Vietnam’s Investment Law and Enterprise Law, supported by technical assistance from the project, offers an opportunity to evaluate how the project contributes to the outcomes and impacts of these laws Since the assessment will be led by the Government of Viet Nam (GOVN), the decision to include an objective that measures the project’s contributions within the assessment content will be determined by GOVN in collaboration with the Implementing Partner, in consultation with Government Aid Coordinating Agencies and UNDP.
OTHER CONSIDERATIONS
Anticipated impact on social and gender equity
The project will prioritize enterprises led by groups that traditionally have limited access to bureaucratic channels, including ethnic minority‑owned businesses and women‑led firms By centering these underrepresented entrepreneurs, the initiative is expected to yield positive impacts on social equity and gender equality, expanding opportunities, participation, and economic empowerment for underserved communities and advancing inclusive growth.
Anticipated environmental impact
The Project is anticipated to have positive impact on environment
Sustainability
Policy-level sustainability All major activities are specified as priorities in the Socio-EconomicDevelopment Plan, 2006 – 2010 Thus, the Government is accountable to action on all major Project outputs.
Risk Analysis
Risk Risk Rating Risk Minimisation Measures
Timely recruitment of high quality international experts.
The IEA must have at least five years of experience, with prior work in Asia on regulatory issues and an established network in this field Participation in the Task Force and CIEM’s international networks is a plus, but CIEM’s forward planning needs improvement.
Delays in implementing elements of the reform program, and changes in
The new UNDP planning framework introduces flexibility into the project, reducing related risk Annual APRs will assess whether redesign is needed, while annual reporting will emphasize progress toward defined outcomes Staff involved in VIE/97/016 and VIE/01/025 are encouraged to contribute to the project.
Difficulty in incorporating all the various implementation regulations surrounding the IL and EL.
Moderate Structuring of the Project, following base line scheduling of associated laws, should simplify tracking of pertinent legislation.
Reforms contained in the two laws are of little direct benefit to those disadvantaged groups with weaker access to decision makers, regulators, business services, etc.
The Project will proactively elevate the interests of less advantaged members of Vietnam’s business community by mainstreaming their concerns into the Task Force’s relevant activities This approach ensures their voices shape strategy and execution, guiding initiatives that affect the broader market By embedding inclusive participation in the Task Force’s work, the Project supports equitable growth and broad-based engagement across Vietnam’s business landscape.
A lack of internal coherence and shared purpose within the Task
Dysfunction within the Task Force undermines focus and dynamism in its activities If the Task Force becomes dysfunctional, it is unlikely to meet its mandate, and the project will likely be deemed a failure.
Moderate Part of the Project’s aims will be to assist the Task
Maintain focus across the project and provide timely inputs to help ensure this focus translates into measurable progress If gaps arise, the project should collaborate more closely with designated groups or individuals on the Task Force to align efforts, expedite decisions, and drive successful outcomes.
Capacity to respond quickly to the changing needs (and opportunities) arising from changes in the reform agenda.
Moderate experience under VIE/97/016 and VIE/01/015 suggests that CIEM and the UNDP field office can respond promptly and flexibly to changing needs Recruitment of adequately qualified personnel is supported by separate pipelines maintained by The Task Force and CIEM, each with its own criteria and processes to ensure staffing aligns with evolving requirements.
Risk Risk Rating Risk Minimisation Measures domestic consultants networks of domestic consultants Risk is manageable, because most sub-contracts are relatively small.
The Task Force is disbanded before the scheduled end of the Project, or the Task Force’s mandate and functions changes considerably before the scheduled end of the
As a reform-process-oriented project, it should embrace a flexible design that can adapt to shifts in the Task Force’s priorities Its aim is to deliver value-added support to the Task Force by allowing annual activities to be adjusted as the Task Force’s needs evolve Given the Task Force’s importance, the breadth of its mandate, and the expectation that the two laws it oversees will serve as legal pillars for at least 2-3 years (if not longer), the risk of disbandment is low.
Low quality design of sub-contracts and sub-optimal tendering for studies and other consulting contracts.
Lessons learned and capacity improvements realized during the implementation of VIE/97/016 and VIE/01/025, while moderate to low in scale, should mitigate—if not completely remove—the risk of problems and disappointments in this area.
Insufficient coordination with other donor support aimed at developing the business environment, improving the regulatory environment for business, and providing business with information services.
Low Past experience shows that CIEM and the Task
Forces have the capacity to minimize this risk, given their positions at the nexus of reform activity and their role as key points of contact for most initiatives in this field The project will proactively enhance information dissemination and coordination, including supporting the hosting of government–donor fora, to ensure aligned action and improved collaboration among stakeholders.
Availability of quality counterpart staff and facilities.
Low Experienced staff previously involved in
VIE/97/016 and VIE/01/025 will be encouraged to work on this Project
Overall risk rating: Moderate Although the project is ambitious in certain respects, past performances of UNDP initiatives suggest a reasonable likelihood of achieving meaningful, quantifiable outcomes that deliver value-added outputs and positively support the Task Force and its important work.
Legal Context
This project document functions as the instrument referred to in Article I of the Standard Basis Assistance Agreement (SBBA), signed between the Government of Viet Nam and UNDP on 21 March.
1978 The National Executing Agency shall, for the purpose of the SBBA, refer to the Government Cooperating Agency described in the Agreement.
Revisions to this project document may be made solely with the signature of the UNDP Resident Representative, and only after confirming that the other signatories to the project document have no objection to the proposed changes.
(a) Revisions in, or addition to, any of the Annexes to the project document;
Revisions that do not materially alter the results framework described in the project outcome targets, output targets, and Year One budget, but arise from rearrangements of inputs already agreed to or from cost increases due to inflation.
(c) Mandatory annual revisions which re-phase delivery of agreed project inputs or reflect increased expert or other costs due to inflation, or take into account agency expenditure flexibility.
JOB DESCRIPTIONS
National Project Director (NPD) (Part-time)
The National Project Director (NPD) is the focal point for responsibility and accountability within the National Implementing Partner for the UNDP-funded project The NPD must be a senior official of the NEX Agency, empowered to make major project policy decisions and to supervise and guide the national Project Manager This role provides strategic oversight of project activities, ensuring alignment with policy objectives, while requiring only part-time direct involvement in the project.
Assumes overall responsibility for the execution of the Project towards achieving Project objectives and accountability to UNDP and the Government for the proper an effective use of Project resources.
Serves as a focal point for the coordination of the Project with implementing agencies, UNDP and other Government agencies.
Ensures that all Government inputs committed to the Project are made available.
Works with UNDP in selecting and arranging for the appointment of the Project Manager.
Supervises the work of the PM, and ensures that the PM is empowered to effectively manage the Project, and other Project staff in performing their duties.
Ensures that work plans are prepared and updated, in consultation with UNDP, and distributed to the Government and other relevant agencies.
Undertakes the recruitment of UNDP financed Project professional and support staff using agreed procedures.
Open and maintain a separate bank account in the name of the NIA to keep the Project’s finances distinct, and designate the Approving Officer to oversee recruitment, training, subcontracting, and all financial operations related to the Project.
Represents the NIA and the Project at formal meetings of the Project parties.
Duration: Part-time input over the full life of the Project The NPD can nominate a Project
Manager to act on her or his behalf during any absence.
The Project Manager is responsible for the operational management of the project and acts as the secretariat for the Task Force, handling day-to-day project management and providing substantive support to achieve project targets The PM will plan, initiate, and manage project activities to ensure the work program is realized effectively Recruitment will be conducted by the NPD in consultation with UNDP and/or other independent advisors nominated by UNDP, and the role will be funded jointly by UNDP and the Government of Vietnam.
1 Assumes operational responsibility for the execution of the Project in accordance with procedures and practices outlines in the NEX manual.
2 Prepares and updates work plans for submission to the NPD.
3 Prepares and facilitates scheduled meetings of the Task Force in review of Project activities.
4 Ensures that all agreements with designated implementing agencies and sub-contractors are prepared, negotiated and agreed Supervise and coordinates their implementation.
5 Initiates and administers the mobilization of Project inputs under the responsibility of the NIA.
6 Initiates and executes necessary field trips and workshops in support of the work programme.
Directly responsible for managing the Project budget on behalf of the NPD to ensure funds are available when needed and disbursed properly, that accounting records and supporting documents are maintained, that timely financial reports are prepared, that financial operations are transparent and compliant with NEX rules, and that records are organized for auditing at any time.
8 Manage Project physical resources (equipment, etc) financed by UNDP.
9 Supervise and guide project staff and experts working for the Project
Draft and coordinate all project management reports, including quarterly, annual, and terminal reports, and organize tripartite reviews and evaluation missions in close collaboration with the Government and UNDP.
11.Organise project monitoring and evaluation systems and regularly update the NPD on progress, issues and constraints to Project implementation.
University level training in economics, business or law.
Past experience (at least 2 years) in Project management.
Good inter-personal and team building skills.
Good spoken and writing skills in both Vietnamese and English.
Available to assist with Project implementation on a regular basis as required.
Familiarity with UNDP financed technical assistance projects and NEX
Duration: An initial year (full time), with the possibility of extension for another 2 years.
Under the direct supervision of the PM, the PMA is responsible for the day-to-day implementation of project administration and management activities This position requires the incumbent to work on a regular full-time basis.
Under the guidance and direct supervision of the PM, the PMA is responsible for:
Undertaking administrative actions in support of the execution of the Project in accordance with procedures and practices outlines in the NEX manual.
Assist the PM in preparing and updating work plans.
Assist the PM in preparing agreements with designated implementing agencies and sub- contractors, and in monitoring implementation of these agreements.
Assists the PM to administer the mobilization of all Project inputs.
Assist the PM in implementing proper budget management to ensure that:
Project funds are made available as needed and are disbursed properly;
Accounting records and supporting documents are kept,
Financial operations are transparent and comply with NEX rules, and,
Records are in order for auditing at any time.
Assist in managing the Project physical resources (furniture, stationary, equipment, etc).
Assist with administrative and logistical matters to ensure maximum efficiency of project staff and experts working for the Project
Assist in data collection and information gathering and coordinate the drafting of all project management reports, including quarterly, annual, and terminal reports, while organizing tripartite reviews and Evaluation Missions in collaboration with the government and UNDP.
Report to, and regularly update, the PM on progress, issues and constraints to Project implementation.
Formal training and/or practical experience (at least 2 years) in project management
Good inter-personal and team building skills.
Demonstrated capacity to take initiative and to be accountable for results.
Good spoken and writing skills in both Vietnamese and English.
Familiarity with UNDP financed TA projects and NEX administration
Duration: An initial year (full time), with the possibility of extension for another 2 years.
PROJECT RESULTS AND RESOURCES FRAMEWORK
Related UNDAF outcome: Economic growth is more equitable, inclusive and sustainable
Related priority area in Decree 131: Institutional capacity strengthening and human resources development; technology transfer; enhancing the research and development capability
Related CP outcome: National pro-poor policies and interventions that support more equitable and inclusive growth
Related CP output: More coherent and conducive regulatory framework for private sector development that promotes investment, trade and employment, especially at local levels
Risks and assumptions: See part VII.4 in the main text of DPO
Output Indicators and means of verification
Output Targets Indicative Activities Inputs
(notably in terms of staffing and work modalities) of, and institutional back-up for, the Task
- Number and significance of current capacity gaps (in terms of membership, organization structure, methods of operation, outputs), and number and feasibility of proposed measures to address the gaps
- Number, sufficiency and quality of internal guidelines on TF organizational structure and operation modalities.
Establish a clear, numbered division of labor supported by explicit job descriptions and robust mechanisms for stakeholder liaison Delineate the Task Force’s activities across sub-groups to ensure coordinated, non-overlapping work and clear accountability Implement a robust system for retention and analysis of data and information collected by the Task Force to enable informed decision-making and ongoing insight.
The Task Force is able to conduct much of its work relatively effectively, but in a largely ad hoc and improvised manner
A more detailed baseline will be made as the result of the diagnostic study
- Capacity gaps identified and measures to address the gaps identified.
- A coherent organizational structure of the Task Force developed
- Capacities of the Task Force’s members, and its modalities of operation made sustainable
This diagnostic study evaluates the Task Force by examining its membership, organizational structure, operating methods, and outputs—such as reports and recommendations to the Prime Minister’s Office on regulatory change—and assesses how well its activities align with, and meet, the mandate outlined in the Prime Minister’s official letter.
Guideline 9, grounded in the diagnostic study, sets out how the Task Force should organize and implement its activities to achieve maximum impact It defines modalities for operation, including stakeholder liaison to build trust and secure alignment, clear delineation of the Task Force’s work across sub-groups to boost accountability and specialization, and rigorous processes for retention and analysis of data and information to drive evidence-based decisions Together, these guidelines enhance coordination, transparency, and outcomes across all Task Force initiatives.
Nine key guidelines typically cover how the Task Force coordinates and leverages donor-assisted initiatives and other stakeholder efforts, particularly at country, regional, and local levels They emphasize practical methods for aligning priorities, sharing information, and coordinating funding to maximize impact while avoiding duplication The guidelines also address stakeholder engagement, accountability, transparency, and performance measurement to ensure sustainable results By defining clear roles, establishing open communication channels, and fostering joint planning, the Task Force can streamline activities and amplify the effectiveness of donor-supported work across communities.
- Percentage of TF members being representative of the private sector
- Capacity Assessment/ Diagnosis study data and reports
- TF’s own guidelines and documentations.
- annual project progress reports and assessment
- mid-term evaluation collected by the Task Force; etc.)
1.3 Design a robust ‘knowledge management’ system that allows the Task Force to systematically retain (and draw upon) data, information and analysis received during the TF’s life- span
1.4 Implement specific activities 10 in Years 2 and 3 on the basis of pogress made in attaining the activities set for Year 1
$ 30,000 (will be specified after Year 1)
Improved capacity of the Task
Force in monitoring, supervising, accelerating, and facilitating implementatio n of the new
This article consolidates lessons learned by analyzing the quantity and quality of data and information collected, the rigor of data analyses, and the relevance of policy recommendations for decision making by the Task Force (TF) It identifies laws implementation problems and data gaps that hinder timely policy actions, and it assesses how effectively information analyses translated into practical policy options Overall, the piece emphasizes that robust data collection, rigorous analysis, and actionable policy guidance are needed to improve decision making, while legal and implementation challenges must be addressed to operationalize lessons learned.
- Number of dissemination workshops and experience-sharing discussions/meetings
The Task Force conducts its work relatively effectively, but lacks sufficient analytical and organizational rigour to make this sustainable.
- Information collected, collated, analysed systematically; evidences-based recommendation s made for successfully addressing the identified problems in
Develop a robust system that effectively collects relevant information, especially from local sources; collates and reviews the data in a structured, systematic manner; analyzes the compiled information to formulate evidence-based policy recommendations; submits the analysis and recommendations to the Prime Minister’s Office for consideration; and monitors the implementation of these recommendations to ensure they address the identified issues and achieve the intended outcomes.
Two core goals are envisioned: first, to continue addressing capacity and skills gaps identified in the detailed diagnostic study, with a training component likely to build capability across the team; second, if objective 1.1 is achieved, to shift focus to transferring the Task Force’s capacities, organizational structure, and operating modalities to other relevant agencies, ensuring these capabilities are not lost when the Task Force is eventually disbanded.
Law, at both the national and sub- national levels.
- Existence and functionality of a coordination mechanism
- Number of training courses and number of TF members’ staff obtained new knowledge on quantitative research tools and methods
- Number & frequency of problems/ questions relating to EL and IL implementation submitted to the TF through an information channel
- Existence of a monitoring sub- group within the TF
Method of verification: - reports of coordination mechanism, training courses, evaluation of training courses.
- TF’s records, decisions and documentations
- annual project progress and project evaluation baseline will be made as the result of the diagnostic study implementing the two laws; lessons learned disseminated across other government bodies.
- A mechanism for coordination with other donors and stakeholders established
- Quantitative data analysis and reporting skills of Task Force members improved
- Exposure of TF members to EL and IL implementation problems at both national and local levels increased
- Issuance of new laws and other legal documents in business field better monitored problems discovered.
2.2 Create (through building on existing mechanisms) a vehicle 11 by which the
TF can closely coordinate its activities with pertinent donor-assisted projects and other stakeholders.
2.3 Train the Task Force (and CIEM as the Secretariat) to process and report data effectively, using quantitative research analysis tools and methods.
Establish a dedicated EL and IL information and recourse mechanism, including a hot-line and a website with email submission functionality, to provide a clear channel for companies and stakeholders to submit queries and grievances related to the laws and their implementing regulations The system should offer timely guidance, track submissions, and route issues to the appropriate authorities, ensuring accessible support for compliance By centralizing inquiries and responses, the mechanism enhances transparency, accountability, and the overall effectiveness of the regulatory framework.
This study proposes establishing a dedicated sub-group within the Task Force to monitor the issuance of all new laws, regulations, and other official documents at both national and provincial levels, with a mandate to detect any contradictions with the spirit or content of the EL and IL and to ensure policy coherence and alignment.
$10,000 Nat expert: $ 3,000 Meetings: $ 3,000 Sub-total: $ 16,000
$40,000 Meetings: $ 15,000 Field trip: $ 9,000 Sub-total: $ 50,000
Output 3: - Availability and feasibility of a Baseline: The - An advocacy 3.1 Develop a coherent, multi-layered 3.1 Int’l expert:
Intensified advocacy efforts relating to the two laws (at both the national and provincial/mu nicipal levels). design of the advocacy campaign strategy
- Number, coherence, quality and outcomes of the activities conducted in the implementation of the campaign at different levels.
- Availability, functionality and quality of a design of the mentoring/buddy system
- Existence, quality and user’s frequency of information channels (through website and portal) between the public and the TF
- Number of capable trainers on the
- Number and quality of training courses on the 2 laws for disadvantaged entrepreneurs
- Number of media activities targeted to disadvantaged entrepreneurs
- assessment of the campaign implementation, media coverage.
- participatory assessment of the mentoring system.
- Website and portal user’s statistics and feedbacks.
- Training assessments including self-assessments of trainees.
Task Force is able to increase public awareness of the two laws, primarily through ad hoc media initiatives, such as occasional interviews with select members of the Task Force.
A more detailed baseline will be made as the result of the diagnostic study campaign designed
- Information and assistance pertaining to the
EL and IL implementation available to people in need
Public understanding of the two laws, especially among women and ethnic minority entrepreneurs, has sharpened advocacy campaigns and expanded their scope to cover the full range of topics and issues related to EL and IL implementation, enforcement, and compliance This deeper awareness enables more targeted messaging, stronger community engagement, and clearer guidance on how EL and IL affect daily business operations, financing, and risk management By aligning outreach with the realities faced by diverse entrepreneurs, the campaigns can drive better awareness, transparency, and practical support for compliance across sectors.
3.2 Build up a provincial mentoring/ buddy system that would allow for provinces with better EL and IL implementation capacities to guide weaker provinces.
3.3 Establish and maintain a devoted website relating to the EL and IL A one-stop information portal for companies and other stakeholders seeking information and guidance relating to the two laws.
3.4 Train trainers of EL and IL at local levels and officials who are implementers of the EL, IL and related regulations at the provincial level.
3.5 Conduct tailored training courses on the
EL and IL for smaller enterprises, enterprises located in rural areas, and enterprises headed by groups that typically have less access to the bureaucracy, including ethnic minorities.
Develop a tailored media and advocacy campaign on the EL and IL that is designed specifically for smaller enterprises, businesses in rural areas, and organizations led by groups with traditionally limited access to bureaucratic channels, including ethnic minority-owned firms The campaign should illuminate EL and IL policies, provide practical guidance, and use targeted messaging across accessible media to reduce entry barriers, improve policy understanding, and boost participation among underserved entrepreneurs By focusing on inclusive outreach and clear, actionable information, the initiative aims to empower these enterprises to navigate regulatory processes more effectively and leverage opportunities created by EL and IL.
$ 9,000 Pilot: $ 5,000 Sub-total: $ 14,000 3.3 Design website:
$ 10,000 Maintain the website: $30,000 Sub-total: $ 40,000 3.4 National experts: $5,000 Training: $15,000 Sub-total: $ 20,000 3.5 Subcontract: $ 15,000
Output 4 12 : The Task Force - Knowledge and 4.1 Develop and disseminate a set of 4.1.Oversea training:
Consolidated effort to institutionalize the Task
Force’s work as part of a sustainable legal implementatio n and enforcement process.
- Availability and quality of a guideline/manual on reviewing and analysing business-related laws, regulations and licences.
- Number of dissemination workshops and experience-sharing discussions; coverage of issues disseminated;
- Availability of a design and quality implementation of a pilot exercise to mainstream the TF’s activities into government system
- Proposal on a vehicle to feed the TF’s experience and policy recommendations in the preparation of subsequent EL and
A number of central and provincial government agencies are adopting the operating methods and the capacities developed by the Task Force, mainstreaming these tasks into their policy-implementation activities.
Analytical methods and approaches used by the Task Force have been mainstreamed into preparations for future iterations of the EL, IL, or other laws and sub-laws, ensuring continued alignment with regulatory updates The Task Force was disbanded without any formal legacy effect, with individual members carrying forward lessons learned into future activities The know-how for reviewing and analyzing business-related laws, regulations, and licences is documented to preserve essential expertise for ongoing regulatory work.
- Operation lessons and experience of the
TF widely disseminated within the government system
- Experience and policy recommendation s of the TF used for further iterations of the 2 laws.
The Task Force developed operating methods and capacities documented in Guidelines 13 (or a manual) to review and analyze new and existing laws, regulations, and licenses in a systematic fashion A dissemination exercise then profiles in detail how the Task Force carried out its activities, covering the systems it established; the organizational and operational modalities it used; the tools of analysis (including the guidelines/manual); and the internal capacities developed, such as knowledge management, regulatory impact analyses (RIA), and collaboration and information sharing with other initiatives.
4.3 Pilot how the lessons learned and activities conducted by the Task Force could be embraced and mainstreamed in government’s work relating to policy- making and implementation
4.4 Develop a mechanism to ensure that the Task Force’s activities, procedures, and policy recommendations are fed directly into the preparation processes for subsequent iterations of the EL and IL.
4.5 Provide technical assistance to a GOVN own review/assessment of the implementation of IL and EL
4.4 National experts: $6,000 Trainings: $15,000 Sub-total : $ 21,000
$20,000 Nat experts: $6,000; workshops and publications: