Public Disclosure Authorized VIETNAM ICT ...documents.worldbank.org/curated/en/297171468329364027/...commitment fee payment on the credit that is unlikely to be utilized by the closing

PROPOSAL TO RESTRUCTURE THE VIETNAM ICT DEVELOPMENT PROJECT

(P079344, Credit No. 4116-VN)

PROJECT DATA SHEET

Date: January 12,2010 Task Team Leader: C. Z. Qiang Country: Vietnam Sector Manager: P. Dongier Project Name: ICT Development Project Country Director: V. K wakwa Project ID: P079344 Environmental category: C

Borrower: Socialist Republic of Vietnam Responsible agency: Ministry of Information and Communications Technology, General Statistics Office, Danang City, Hanoi City, HCMC

Revised estimated disbursements (Bank FY/US$m) FY 2007 2008 2009 2010 2011 2012 Annual 3,609,784 .264,399 1,526,137 8,644,349 51,530,500 23,004,830 Cumulative 3,609,784 3,874,184 5,400,321 14,044,670 65,575,170 88,580,000

Current closing date: June 30,2011 Revised closing date: nla

Indicate if the restructuring is Board approved X - -RVP approved --Does the restructured Project require any exceptions to Bank policies? No Have these been approved by Bank management? nJa Is approval for any policy exception sought from the Board? No The objectives of the proposed project are to assist the Borrower: (a) to accelerate the use of information and communication technology and support institutional development in order to increase the efficiency and effectiveness of public administration, increase transparency and availability of information and improve public services delivery to stakeholders, and (b) foster private sector development, in particular by facilitating increased adoption of information and communication technology by small and medium enterprises.

The Project's revised PDOs are proposed to focus more narrowly on project activities funded by IDA, and are to assist the Borrower: (a) to support MIC's institutional development and technical and regulatory capacity for ICT sector oversight and to increase the efficiency and transparency of public service delivery in MIC, GSO, MOF A, Hanoi and Danang; and (b) foster private sector development by increasing access to business-related government services and raising awareness and usage ofICT in Hanoi and Danang.

The revised outcomes are described in the Project Paper. Does the restructured Project trigger any new safeguard policies? No

Revised Financing Plan (US$m.) Source Local Foreign Total

Borrower 10.25 10.25 IBRDIIDA 88.58 88.58 Others Total 98.83 98.83

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Introductory Statement

1. This Project Paper seeks the approval of the Executive Directors to restructure the Vietnam ICT Development Project (P079344, Credit No. 4116-VN) to reflect changes in the demand for IDA resources from the participating ministries and cities. The following changes have been proposed by the Government of Vietnam in a letter from the State Bank of Vietnam to the Bank dated September 23,2009:

• Modification ofthe Project Development Objectives (PDOs) and performance targets to focus more narrowly on project activities funded by IDA. The Development Credit Agreement will be amended to reflect the restructuring.

• Reallocation of funds to increase the credit amounts allocated to the GSO subproject by $6.76 million and to the Danang subproject by $10 million.

• Scaling down the Hanoi subproject by $11.38 million. • Reallocation of funds to increase the credit amounts to the MIC subproject by

$4.79 million to implement the Ministry of Foreign Affairs (MOF A) activities. • Cancellation of the remaining HCMC subproject, leaving $10,000 for payment of

completed activity. • Cancellation of the excess IDA funds of $5.46 million as a result of the above.

reallocations.

Background and Reasons for Restructuring

2. The Credit ofSDR60.8 million (US$87.87 million) was approved by the Board of Executive Directors on September 15, 2005 and became effective on September 29, 2006. The original PDOs were to assist the Borrower (a) to accelerate the use of information and communication technology and support institutional development in order to increase the efficiency and effectiveness of public administration, increase transparency and availability of information and improve public services delivery to stakeholders, and (b) foster private sector development, in particular by facilitating increased adoption of information and communication technology by small and medium enterprises.

3. Original Project Scope. The Project consists of the following subprojects: (1) Strengthening the capacity of the Ministry of Information and Communications (MIC) in the development, implementation and oversight of a national ICT ·strategy and policies; (2) Supporting the implementation of the strategic plan for the modernization and capacity building of General Statistical Office's (GSO), to improve the quality, transparency, timeliness and dissemination of socio-economic and poverty-related data and information; and (3) Programs to enhance the ICT environment and support the deployment of e-government services in Danang, Hanoi and Ho Chi Minh City (HCMC).

4. Project Progress. Some progress in achieving the project objectives has been made. On the institutional development, the issuance of common technical standards for the interoperability framework in March 2008 and guidelines for the development of the E-government Enterprise Architecture (EA) in January 2009 by MIC are important milestones for Vietnam's overall leT development efforts and evidence of having met the project covenant on common IT architecture and standards. Danang has already an

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EA in place by November 2009 to guide the city's e-government development. This would have a demonstration effect on other cities and provinces in Vietnam.

5. In terms of use of I CT to increase efficiency and transparency of public service delivery, many activities have been done using the government's own funding, notably in Hanoi and HCMC. The ones planned to use IDA funding in the second half of the restructured project include setting up and gradual upgrading ofthe e-government infrastructure (including portals) at all implementing agencies and cities, integrating databases and streamlining data collection, analysis and dissemination at GSO, and provision of selected public services online in Danang.

6. So far, less attention has been given to the support of the private sector and small-and-medium enterprises (SMEs). In the remaining period ofthe project, business-related e-services (e.g., business registration, e-procurement, employment registration, business­related data dissemination, Root Certificate Authority allowing e-signature and testing center for IT products) would improve government-to-business service delivery and support the development ofthe IT industry. The Transaction Center planned under the Danang subproject has a specific objective to meet the ICT needs ofthe city's SMEs inCluding access, services and training.

7. By end of November 2009, only $7.16 million, or 8.6% of the total credit proceeds had been disbursed. Limited disbursements are due to changed demand for IDA funding and weak: implementation _capacity of some PIUs. The Tables below documents, by subproject, the disbursement and overall Implementation Performance ratings and ratings in the five ISRs up to date. Detailed ISR ratings are provided in Annex 1.

Original Disbnrsed (US$ million) (US$ million)

MIC PCU 1.71 0.42

PIU 25.23 1.19

GSO 14.4 3.35

Danan2 17.28 1.04

Hanoi 19.78 1.16

HCMC 9.47 0.00

Total $ 87.87 7.16

ISR#1 ISR#2 ISR#3 ISR#4 ISR#5 10/30/06 07/21/07 02/09/08 09/10/08 05/11/09

Implementation Performance Development O~iective S S MS MS MS Overall Implementation Progress MS S MS MS MU

Subproiect 1. ICT Leadership and MIC S S MS MS U Modernization 2. GSO Modernization S S S S S 3. Hanoi E-application MS S MU MU U 4. Danang E-application S S S S S

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8. Rationale for restructuring. There have been changes in demand for IDA funding: HCMC and Hanoi sUbprojects have adequate funds from their own sources to carry out similar activities proposed under the project. In the case of HCMC for example, the PIU is working at its maximum capacity to utilize the city's funds of $3 to .$4 million per year. This does not allow absorption of additional funds, leading to no disbursement on the IDA part of the subproject. Scaling down the IDA part of these two subprojects would minimize financial costs to the Government through reduced commitment fee payment on the credit that is no longer demanded by the cities.

9. On the other hand, there is increasing demand for IDA funds in GSO and Danang to meet their ICT development visions and plans. Their proposed additional activities are enhancing the PDOs and are a natural next step of components that are already under implementation, requiring small additional efforts. The GSO and Danang PIUs are good performing PIUs, with strong leadership commitment, clear procurement time tables and adequate implementation capacity. Reallocating IDA resources to these two subprojects can help utilize IDA resources in a most effective manner and maximize the probability that the activities under the restructured project can be completed within the project timeframe.

10. Implementation capacity is weak at Hanoi and MIC PIUs: Several key implementation issues have been identified which hindered the implementation progress in the first half of this project and need to be addressed urgently.

(a) The implementation of the government's overall ICT/e-government development strategy and the Administrative Reform Program for 2006-10 has been slow, and there is insufficient coordination between these two initiatives. The failure of an earlier e-government Program 112 contributed to a risk-adverse attitude among government officials.

(b) In some cases, the overall strategy and vision of what to achieve under the project and how are unclear. This has led to frequent changes in procurement plans, slow decision making, slow approval, and inadequate expectations and approaches.

(c) The government internal approval process is multiple, layered, and therefore extremely slow.

(d) The frequent organizational and staff changes do not allow continuity and effective capacity building. The MIC and Hanoi PIUs have changed teams twice and lack qualified and experienced staff for both procurement and project management. At the same time, there has been prolonged delay in mobilizing, and ineffective use of procurement and project management consultancies.

Proposed Changes

11. The Bank has received a request from the State Bank of Vietnam to amend the Project and Development Credit Agreement. The restructuring request aims to: (a) help maximize the probability that the activities under the restructured project can be implemented within the project timeframe; and (b) utilize IDA resources in a most

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effective manner and minimize fmancial costs to the Government through reduced commitment fee payment on the credit that is unlikely to be utilized by the closing date. The Government of Vietnam also proposed to add to the project an additional element to support the establishment of the data center and on-line visa services under the Ministry of Foreign Affairs (MOFA), using a part of the identified IDA funds surplus as the result of the restructuring plan agreed during the Bank's mid-term review mission.

12. R~vised PDOs. The revised PDOs of the Project are proposed to focus more narrowly on project activities funded by IDA:

" ... to assist the Borrower (a) to support MIC's institutional development and technical and regulatory capacity for ICT sector oversight and to increase the efficiency and transparency of public service delivery in MIC, GSO, MOF A, Hanoi and Danang; and (b) foster private sector development by increasing access to business-related government services and raising awareness and usage ofICT in Hanoi and Danang."

13. Revised project scope. Components under each subproject has been reviewed and assessed in terms of the readiness of the procurement packages as evidenced by supporting documents including TORs or bidding documents and detailed costing, in order to maximize the likelihood of completing the proposed activities within the project ~ime table, given each PIU's implementation capacity, including the approval process.

14. The. Bank team appraised the government's MOFA proposal ($4.79 million). The objectives of the two additional activities are to enhance the efficiency of MOFA's internal business processes and improve the delivery of its critical public service, i.e. visa issuance, and are consistent with the PDOs. MOFA's technical capacity was assessed as satisfactory and it completed the full bidding documents of both procurement packages by November 30, 2009 which made it feasible to implement the activities within the project timeframe. Since the MOF A implementation will be administered by MIC, no appraisal of the procurement and financial management capacity was conducted with MOFA.

15. Activities have been adjusted accordingly as summarized in the table below. A full list of components under each subproject is provided in Annex 2.

Component/Scope Chan2es MIC National Computer Emergency Readiness Team (CERT) Removed (governrnent-funded) Building Test Center to evaluate IT products/solutions New component Consultancy on solution and implementation plan for e- New component document interchange system and on solution and implementation plan for integrated e-mail system Implementation of3 level-3 licensing e-services Reduced from 7 to 3 e-services Installation of intelligent system and united New component communications

MOFA underMIC Data center New component Implementation of online visa services New component

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GSO GSO information warehouse Expanded to include data

warehouse and information dissemination portal

Enterprise architecture (EA), meta data study and EA Expanded to include a formal EA support approach Equipment support for 2009 Census and data New component collection/processing

" 9IS application support mapping administration field New component database Danang Upgrade and expansion ofICT infrastructure Expanded to include 30

departments, 7 districts, 56 communes and wards

ICT transaction center Expanded to include a data center Hanoi Data center New component Upgrade ofIT infrastructure Removed (government-funded) Implementation of e-applications Reduced from 3 to 1 e-

documentation HCMe Technical assistance on assessment, strategy development Removed (government~funded) for IT architecture, standards, and human development Upgrade of e-government infrastructure Removed (government-funded) Implementation of at least 3 e-applications Removed (government-funded) Human resource development Removed (government-funded)

16. Reallocation of proceeds. The project cost and financing plan has been revised to accommodate the reallocation and partial cancellation of the IDA proceeds. The revised subprojects and costs are indicated in the following table.

Original Revised Revised signed (US$ -

(US$ million) million) ori~inal

PCU 1.71 1.71 0.00

MIe PIU 25.23 25.23 0.00

MOFA 0.00 . 4.79 4.79

GSO 14.40 21.16 6.76

Danan~ 17.28 27.28 10.00

Hanoi 19.78 8.40 -11.38

HeMe 9.47 0.01 -9.46

Total $ 87.87 88.58 0.71

Note: The project amount at the time of SBV request for restructuring was US$94.04 million. The revised amount ofUS$88.58 million results in a reduction ofUS$5.46 million.

17. The proposed changes will affect key performance indicators to be monitored under the Project. Especially in the case of Hanoi and HCMC subprojects, several

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performance indicators will no longer be tracked by IDA because the corresponding components will be solely funded by the Government's own funds. For the MIC, GSO, and Danang subprojects, additional performance indicators are included. The revised key performance indicator table is attached as Annex 3 and will be used for project supervision and evaluation.

Analysis

18. The Task Team does not envisage major effect of the proposed changes on the original economic, financial, institutional or social aspects of the project as appraised. Among the technical aspects, the analysis regarding support in telecommunications and ICT policies and regulations, common IT architecture and IT skills development remains the same. On the transaction centers in the cities, the revised IDA scope will not include transaction centers in Hanoi and HCMC. Therefore, the guiding principles developed at the appraisal stage will only apply to the business model of the Danang transaction center.

19. The proposed changes do not raise the environmental category ofthe project nor trigger new safeguard policies. The restructuring does not involve any exceptions to Bank policies.

20. The procurement and training plan for the rest ofthe project (see attachment) were reviewed and found acceptable by the Bank's procurement team. There are no changes in the institutional arrangements, and the financial management supervision arrangements remain unchanged.

Benefits and Risks

21. The proposed restructuring has the benefits of strengthening the project development objectives in several aspects:

(a) The number of beneficiaries ofICT development will increase with the inclusion of additional departments and districts in Danang.

(b) The data center in Danang will strengthen the capacity of the city government to provide e-government services and electronic solutions to improve public administration performance.

(c) The additional funding requested by GSO for its infrastructure upgrade, Data Warehousing and Information Dissemination activities enables new capabilities for GSO to capture, integrate, analyze, and report data to improve the decision making process for policy makers, investors, and development agencies.

(d) The increased number of e-services in Danang and the dissemination portal in GSO will increase public access to better public services and useful data/information, thus improving government efficiency, accountability and transparency.

22. However, in the case of Hanoi, while the subproject's potential beneficiaries would increase given the revised focus on infrastructure connectivity, they would have access to fewer online public services due to reduced scope on e-services in this

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subproject. The project may also miss an opportunity to learn about the leT development in HeMe.

23. Risks identified in the World Bank's Project Appraisal Document (PAD), their rating and mitigation measures remain unchanged. The most acute risk is the limited project implementation capacity of the implementing agencies (key issues identified in paragraph 10). Any further delay in project implementation would miss a unique and important opportunity to benefit from the restructuring efforts and in turn have negative effect on the project progress and outcomes. Of particular importance is that

. participating agencies and cities are to streamline the project internal procurement appraisal and approval process with clearer assignment of responsibility and accountability .

24. In order to mitigate these risks, Project supervision has been intense, with monthly video conferences and quarterly supervision missions, to help spot and resolve bottlenecks and provide guidance in a timely manner. In addition, the following actions have been agreed with the Government during the mid-term review:

• The government will follow closely the restructuring time table. • The PIUs will maintain the same organization and team until the end of the

project and provide intensive staff training. • The leaderships of each implementing entity are committed to closer involvement

and speedier approval, and to maintain the current teams to ensure continuity. • The Project will finance the provision of technical assistance for project

management and implementation supervision of large procurement packages.

Attachment

Revised procurement plan

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Annex 1: Detailed ISR Ratings

ISR#1 ISR#2 ISR#3 ISR#4 ISR#5 1~/30/06 07/21/07 02/09/08 09/10/08 05/11/09

Implementation Performance Development Objective S S MS MS MS Overall Implementation Progress MS S MS MS MU Project management S S MS MU MU Financial management S S MS MS MU Counterpart funding MS S S S S Procurement MS S MS MS MU Monitoring and Evaluation S S S S MS

Subproiect 1. ICT Leadership and MPT S S MS MS U Modernization 2. GSO Modernization S S S S S 3. Hanoi E-application MS S MU MU U 4. Danang E-application S S S S S 5. HCMC E-application MS MS MS MU U 6. Project coordination S S S MS MU

Portfolio System Flaf(s Project effectiveness delay Yes Yes Yes No No Project disbursement delay No No No No No Country environment No No No No No Country record No No No No No

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Annex 2: Changes in Project Components/Scope

Component/Scope Changes MIC Designing a Public Key Infrastructure (pKJ) scheme to support Same e-govemment and develop a national e-authentication framework Implementation of the upgrade of the Root Certificate Authority Same (CA) Technical assistance on e-govemment framework and IT Same applications standards National Computer Emergency Readiness Team (CERT) Removed (government-funded) . Building Test Center to evaluate IT products/solutions New component Consultancy on solution and implementation plan for e- New component document interchange system and on solution and implementation plan for integrated e-mail system Upgrade ofICT Infrastructure for MIC and selected DICs Same eGateway for MIC Same Implementation 00 level-3 licensing e-services Reduced from 7 to 3 e-services Installation of intelligent system and united communications New component Technical assistance on telecommunications and ICT policy and Same regulations and on sector monitoring and evaluation system

MOFA underMiC Datacenter New component Implementation of online visa services New component GSO GSO infrastructure upgrade, integrated statistical information Same (small packages combined) system and Intranet portal GSO information warehouse Expanded to include data

warehouse and information dissemination portal

Equipment and software upgrade Same Enterprise architecture (EA), meta data study and EA support Expanded to include a formal EA

approach Data collection and processing solution Same Equipment support for 2009 Census and data New component collection/processing GIS application support mapping administration field database New component Danang Technical assistance on assessment, strategy development for Same EA, standards, and human development Upgrade and expansion ofICT infrastructure Expanded to include 30

departments, 7 districts, 56 communes and wards

ICT applications and gateway and city portal Same ICT transaction center Expanded to include a data center Improving ICT skills development of officials and SMEs Same Hanoi Technical assistance on assessment, strategy development for IT Same architecture, standards, and human development Datacenter New component

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Upgrade of IT infrastructure Removed (government-funded) ~rade of city portal and gateway Same Implementation of e-applications Reduced from 3 to 1 e-

documentation HeMe Technical assistance on assessment, strategy development for IT Removed (government-funded) architecture, standards, and human development Upgrade of e-govemment infrastructure Removed (government-funded) Implementation of at least 3 e-applications Removed (J!;overnment-funded) Human resource development Removed (J!;overnment-funded)

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Annex 3. Revised Results Framework and Monitoring

Over-arching Project Development Objectives Outcome Indicators Objectives

• Improve efficiency • Support institutional development • Improved formulation and and effectiveness of and strengthen MIC's technical implementation ofICT public and regulatory capacity for ICT policies and common administration sector oversight. standards.

• Improve public service delivery in • Reduced transaction costs, selected agencies and cities. increased transparency and

users' satisfaction of selected government services through e-applications.

• Promote private • Increase access to business-related • G2B services made available sector development . government services. online

• Raise awareness and usage ofICT • More private firms in in the private sector. selected cities use ICT.

Intermediate results Results indicators for each Use of results monitoring component

Subproject 1. leT Leadership and MIe Modernization (MIe)

1. Increased capacity • E-Government framework and for ICT sector policy common IT standards issued for Project reports and consultant oversight all government agencies deliverables to be prepared by

• ICT policy and implementation the consultant and the MPT capacity development in at least 2 PIU. major areas

• Improved ICT awareness and The M&E staff in the PIU will management capacity through track progress towards goals. training programs

• Improved MOF A e-visa service If current growth is not under MIC's oversight sufficient to achieve goals, the

2. MIC administration • Enhanced MIC and DICs M&E reports assess why and

modernization and communications through ICT propose to policymakers the

increased capacity to infrastructure upgrade steps that need to be taken to

provide sustainable e- • Core MIC services for quality achieve the goals on time.

services to the IT and security assurance industry and private • 3 licensing e-services offered to sector businesses and citizens available

online

• 200 CIOslIOs trained

• 200 MIC staff trained on policy formulation, capacity building and implementation guidelines for IT and telecommunications sectors

Snbproject 2. GSO Modernization

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1. ICT infrastructure • GSQ IT architecture in place upgrade and database • Improved data transfer through Project reports and consultant integration LAN connection between GSO, 3 deliverables to be prepared by

IT Centers and Provincial the consultant and the GSO Statistical Offices (PSOs) PIU.

• Increased efficiency of data management and report The M&E staff in the PIU will generation through database track progress towards goals. integration

2. Enhanced data • Shortened survey data collection If current growth is not collection, analysis and and processing sufficient to achieve goals, the dissemination • Improved transparency through M&E reports assess why and

wider access to data and propose to policymakers the

shortened turnaround time for steps that need to be taken to

data requests through GSO portal achieve the goals on time.

• Improved capacity of staff in performing streamlined and ICT-enabled data processes

Subproject 3, 4. E-applications in Hanoi and Danang

1. City administration • City-level government IT modernization architecture in place (Hanoi, Project reports and consultant

Danang) deliverables to be prepared by

• Better access to government the consultant and the city services through the City Portal PIUs. (Hanoi, Danang)

• Improved ICT awareness and The M&E staff in each PIU management capacity of city will track progress towards officials through training programs goals. (Hanoi, Danang)

2. Increased provision • Improved transparency and If current growth is not of e-services to reduced transaction costs (i.e. sufficient to achieve goals, the citizens and time) for public procurement M&E reports assess why and businesses (Danang) propose to policymakers the

• Improved transparency and steps that need to be taken to

reduced transaction costs (i.e. achieve the goals on time.

time) for business registration (Danang)

• Improved transparency and reduced transaction costs (i.e. time) for vehicle registration and drivers license (Danang)

3. Increased • Improved awareness and use of understanding of ICT among private enterprises, benefits ofICTs including SMEs (Hanoi, Danang) among private enterprises

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MIe (formerly MPT) MPT and DPT IT architecture in place - revised, "Enhanced MIC andDICs communications through ICT infrastructure upgrade"

Bandwidth and leased lines: quality, availability and price

7 e-services launched providing services to government, business, and citizens - revised, "3 licensing e-services offered to businesses and citizens available online"

400 las and CIOs trained in relevant ICT issues - revised, "Improved ICT awareness and management capacity through training"

100% ofMPT staff and 150 (top 5%) DPT staff trained in ICT proficiency and ICT

and TPO"ll htinn

Current workflows are uncoordinated and fragmented due to lack of integrated computer systems

I Bandw~dth is limited and expenSIve

There are lengthy transaction times and high costs (both formal and informal) associated with many government services.

Lack oflO and cIa awareness and knowledge of how ICT can playa role in improving administrative processes and government services

Staff in MPT quite versed in ICT literacy, DPT mainly untrained

100% of the identified workflows and reporting lines automated resulting in increased standardization and improved transparency of administrative processes

I Evidence of significant improvement in quality, availability and prices (at least regional averages)

Evidence of significantly lower transaction costs for targeted government services (G2C& G2B)

400 las and CIOs return for additional training and engage in CIO Forum to update ICT Roadmap increasing their commitment to ICT development in their respective departments

50% MPT staff and 150 of DPT staff trained, increasing ICT capacity in the respective Q'overnment denartments

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Improved ICT infrastructure for MIC (e.g. conferencing facilities, portal infrastructure). At least 5 DICs equipped with ICT infrastructure and Portal.

I Dropped

3 licensing e-services available online

1200 ClOs/IOs trained,

200 MIC staff trained on policy formulation, capacity building and implementation lzuidelines for IT and

E-services are being selected (e.g. radio spectrum, publications, standards for integrated communications equipment)

150 MIC staff trained

telecommunications sectors

CERT, CAs and PKI in place Vietnamese telecoms policies National CERT, CA and PKI Upgrade of root certification Draft bidding documents - revised, "Core MIC services do not yet meet international legislation assistance and authority (CA) to perform prepared. for quality and security standards study on local telecom policies advanced PKI services. assurance" provides a more secure Systems in place to issue

platform for electronic digital certificates to citizens processing and businesses to allow digital

signature. Test Center established to evaluate IT products by IT companies for e-government

E-Government framework and There are no guideline and E-Gov framework and IT E-government framework is in Guidelines for e-IT application standard - framework to develop the E- standard are in place to guide place to guide all provinces government enterprise

revised, "E-Government Gov application in the the PIUs to implement E-Gov and government authorities to architecture for Project city

framework and common IT country. Lacking IT standard applications and services implement e-government and agency issued in

standards are issued for all nationwide services. Common technical January 2009. Common

government agencies" and application standards for technical standards for e-government are issued interoperability framework

issued in March 2008.

National ICT strategy Lacking a system to support The evaluation system and Dropped monitoring and evaluation the Government to evaluate annual data collection to system in place and monitor the impact of its support MPT to assess the

national ICT strategy on the impact ofICT on the socio-socio-economic development economic development

Added Added (2009 baseline} Added

ICT policy and Limited capacity to formulate Priority ICT policies and

implementation capacity policies and guide implementation guidelines

development in at least 2 implementation on latest formulated. ICT sector

major areas issues in ICT sector. Gap in monitoring. and evaluation policy instruments framework.

Added Added (2009 baseline) Added

MOF A under MIC: Improved It currently takes 5+ days. Average processing time of

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transparency and reduced visa applications reduced by at transaction time for visa least 1 day application

GSO GSO IT architecture in place Low quality, accessibility and 100% of the identified GSO IT architecture

effectiveness in statistics workflows and reporting lines developed and 80 percent of service delivery to government automated resulting in departments are included and to the public increased standardization and

improved transparency of administrative processes

Expanded Expanded Database integration and Limited number of standalone Data management and data More than 60 percent of interoperability - revised, databases some of which mining are significantly databases are integrated "Increased ease of data contain redundant information. improved through data warehouse. Data management and report No data standardization or mining and management are generation through database integration methodology. significantly improved through integration" Monthly reports generated the adoption of data extraction

manually applications. Automated report generation

LAN connection between Many of the PSOs are not 50% ofPSOs connected to 63 percent (=40/63) ofPSOs 40 percent (=25/63) of

GSO and PSOs - revised, connected to GSO and data GSO improving data transfer and 3 IT Centers connected to PSOs connected to GSO

"Improved data transfer exchange occurs only when between the agencies GSO through VPN network through ADSL using

through LAN connection there is a specific request for solution (not incl. lease line government funds

between GSO and Provincial data cost), improving data transfer

Statistical Office" between government agencies

GSO portal and intranet Data disseminated in hard Data collection and Data dissemination cycles are Limited data in 4 policy

launched - revised, "Improved copy format, very limited dissemination cycles are significantly shortened due to areas available to public

transparency through wider statistical information significantly shortened due to increased interaction through through one website.

access to data and shortened pr9vided online increased interaction through the GSO portal and intranet. Website is informational

turnaround time for data the GSO portal and intranet. GSO Portal as National (level 1). Takes about 10

requests through GSO portal" Public access to data analysis, Statistics Hub which citizens, days to respond to data and some raw data businesses and government requests from government

agencies can access some raw agencies. Takes about 7

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data and reports through days to obtain data from free/fee-based arrangements PSOs

GSO and PSO staff trained in Lack of awareness and 50% GSO staffand150 of 670 GSO and PSO staff 64 network administrators IT technical issues - revised, knowledge'ofhow ICT can PSO staff trained, increasing trained and/or accredited of psas and 3 IT Centers "Improved capacity of staff in playa role in improving knowledge in ICT issues trained, 63 staff of psa performing streamlined and administrative processes and relevant to further modernize trained IT -enable Gsa processes" government services GSa functions

Added Added Shortened survey data Previous census data Shortened data collection and Census 2009 data collection

collection and processing collection and processing processing to 12 months and processing took 8 process was 12 months (for months (for data capture data capture only) and processing)

Hanoi City-level IT architecture in No IT architecture to connect 100% of the identified 57 Departments, Districts

place the various departments workflows and reporting lines aligned to IT architecture automated, increasing standardization and improving transparency of administrative processes

E-procurement site Business registration and E-procurement website DroQPed license processing done offline launched and linked to city

portal. Public can view procurement items in the online catalogue and information on awarded contracts are also available online

Land registry and population Low satisfaction among users Evidence of significantly DroQPed

management applications with respect to many existing lower transaction costs for

online government services targeted government services (G2C & G2B)

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At least 3 additional services Additional services encourage Dropped made available online to public use of the e-services public

City-portal content update and City government services are Evidence of increased user One-stop shop Portal quality check (over 200 types provided and processed satisfaction and visits to City- infrastructure in place for

. of information categories) - through various departments portal access to e-services through revised, "Better access to and locations. many departments and government services through districts. the City Portal"

SME awareness of ICT and Only 20% of SMEs use ICT, 15% ofSMEs use ICT in their Dropped enhanced competitiveness and 5% do so in their business business. SMEs improve their through transaction center productivity and

competitiveness through use ofICTs

ICT HR development and Lack of awareness and 50% ofIT staff and 150 of city 57 leaders receive cIa training in e-government and knowledge of how ICT can officials have been trained. training. 500 managers of

IT issues - revised, "Improved playa role in improving Training increases ICT SMEs are trained how to ICT awareness and administrative processes and capacity in the respective apply IT in their enterprises

management capacity through government services government departments training"

Added Added (Qaseline 2009} Added

Improved transparency and It currently takes 5+ days for Reduced processing time and

reduced transaction costs (Le. an enterprise to complete the increased % of users satisfied

time) for business registration business registration. with the online business registration service (over 50%)

Danang City-level IT architecture in No IT architecture to connect 100% of the identified 92 authority units are aligned Danang E-government

place the various departments workflows and reporting lines to IT architecture Enterprise Architecture in automated, increasing place standardization and improving transparency or administrative processes

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E-procurement site - revised, Few announcements of E-procurement website The e-procurement system Draft bidding documents "Improved transparency and procurement bids or contracts launched and linked to city launched and integrated into ready reduced transaction costs (i.e. awarded for public viewing portal. Public can view the city-Portal. 60% of users time) for public procurement" procurement items in the satisfied with the e-

online catalogue and Procurement System. 25% information on awarded procurement bids are contracts are also available processed through the e-online Procurement System.

Business registration and Business registration and Evidence of significantly The e-Business Registration Draft bidding documents license process online - license processing done offline lower transaction costs for System launched and ready revised, "Improved targeted government services integrated into the city-Portal. transparency and reduced (G2C & G2B) 70% of users satisfied with the transaction costs (i.e. time) for e-Business Registration business registration" System.

Added Added Added Improved transparency and Vehicle registration and The Vehicle Registration Draft bidding documents

reduced transaction costs (i.e. drivers license processing System and the Drivers ready

time) for vehicle registration done offline License System launched and

and drivers license integrated into the city-Portal. 70% of users satisfied with the new Vehicle Registration and Divers License Systems

At least 3 additional services Low satisfaction among users Additional services encourage Dropped made available online to with respect to many existing public use of the e-services

public government services

City-portal content update and Evidence of increased user 80% of the 18 identified 18 processes/services have

quality check - revised, satisfaction and visits to City- services provided through City been identified to be

"Better access to government portal Portal are active and used by included in City Portal

services through the City citizens. 60% of users satisfied

Portal" with the City Portal and e-services provided through the Portal. At least 10 services

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reduced processing time

SME awareness ofICT and Only 20 percent of SMEs use 15% ofSMEs use ICT in their 1000 participants from SMEs SMEs are well-informed enhanced competitiveness ICT, and only 5 percent do so business. SMEs improve their trained in e-commerce, e- about the current services through transaction center - for business operations productivity and procurement, and applying e~ provided to them at the revised, "Improved SME competitiveness through use services. 60% of SMEs use transaction center. 33% of awareness and use ofICT" ofICTs ICT in their business. 40% of SMEs use ICT, and only 18

SMEs use ICT Transaction percent do so for business Center. operations

ICT HR development and City officials have limited 50% ofIT staff and 150 of city At least 150 leaders have 27 leaders and officials have training in e-government and awareness ofICT use and officials have been trained. received CIO training. At least received CIO training. IT issues - revised, "Improved management at national scale Training increases ICT 3000 officials and government ICT awareness and capacity in the respective employees have been trained. management capacity through government departments training"

Added Added Improved ICT infrastructure Upgraded and expanded All bidding documents

of the city government metropolitan area network and ready. end user computing infrastructure

Ho Chi Minh City City-level IT architecture in Current workflows are 100% of the identified Dropped

place uncoordinated and fragmented workflows and reporting lines due to lack of integrated automated, increasing computer systems standardization and improving

transparency or administrative processes

E-procurement site Currently. there are no E-procurement website Dropped announcements of launched and linked to city procurement bids or contracts portal. Public can view awarded for public viewing procurement items in the

online catalogue and information on awarded contracts are also available

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online

E-applications for driving Low satisfaction among users Evidence of significantly Dropped license and vehicle registration with respect to many existing lower transaction costs for

government services targeted government services (G2C& G2B)

At least 3 additional services Additional services encourage Dropped made available online to public use of the e-services public

City-portal content update and Low satisfaction among users Evidence of increased user Dropped quality check with respect to many existing satisfaction and visits to City-

government services portal

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