Search

Displaying 1 - 15 of 30

CSV
Lesson
The ownership by the government of the reform process and the leadership the government shows are absolutely critical in a postconflict scenario. This was demonstrated in the case of the leadership shown by the finance minister, which was not always matched in PMPL sectors. Given the multisectoral nature of the program and the utilization of the proceeds in various reconstruction and development projects, strong oversight mechanisms needed to be in place at the outset to ensure optimal use of and reporting on funds.

Project Number: 36231-013
Project Name: Postconflict Multisector Program
Report Date:
Lesson
National M&E remains a challenge due to lack of capacity and minimal regional support to assist participating DMCs. While regional evaluations of some activities have taken place, they need to focus on impact or outcome indicators rather than on the process of implementation.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
Lesson
Establishing a project steering committee is challenging where separate development partner committees already exist to oversee arrangements for Pacific countries.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
Lesson
An executing agency's ability to implement project activities within set timeframes is diluted where there is limited PMU capacity, a lack of experience with ADB procedures, and inadequate executive oversight.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
Lesson
Efforts to strengthen routine surveillance and laboratory capacity will achieve only limited success where health information systems and laboratory services are weak.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
Lesson
Even if a project is aligned with regional strategies, designs need to incorporate sufficient national consultation and consider country absorptive and technical capacity and commitment.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
Lesson
Modifications to project design, the monitoring framework, and the assessment methodology would help future projects using this or a similar PRG modality and projects that combine sovereign, nonsovereign and cofinancing operations. The assessment criteria did not easily accommodate the unique structure of the project or the modality used.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
The capacity of Afghanistan Investment Support Agency (AISA) to promote new investment in Afghanistan and the availability of PRG cover to support such investment was poor because of staff turnover and an inadequate incentive framework. This should have been anticipated and technical assistance could have looked at ways to address this problem.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Responsibility for the project was spread out within ADB, causing coordination issues with MIGA and other cofinanciers. For future projects combining sovereign, nonsovereign, and cofinancing operations, having a single focal point within ADB would improve project implementation and prospects for success.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Close collaboration with Multilateral Investment Guarantee Agency (MIGA), International Development Association (IDA), and Department for International Development (DFID) strengthened project design. It allowed for excellent exchange of experience with regard to PRGs, other insurance products, and how they can best be used to fill market gaps, especially in post-conflict countries.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
The availability of bankable political risk guarantee (PRG) cover for risks that are within the power of the government to mitigate is important to investors and their financiers. However, such targeted cover cannot address concerns about security and macroeconomic stability.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Continuous recourse to resident international advisors may perpetuate the dependency of decision-makers on such experts.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of specific terms of reference for international advisors for on-the-job training, or if those are not strictly focused on the most technically challenging tasks, the availability of these experts to provide general support within the ministries will tend to crowd-out the inputs provided by, and the learning process of the local staff. Thus, experts should be given specific terms of reference that (a) require the provision of on-the-job training to local counterparts, and (b) limit their overall involvement to the most technically challenging tasks.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of absorptive capacity in ministries, little technical skills transfer will occur. However, the level of fiscal resources needed to sustain hiring of more qualified staff to the civil service (to increase that absorptive capacity) is also affected by current development partner financing of externally-funded national staff (the so-called ?second civil service?), which is now hired on inflated terms. Coordination between these two dimensions is a priority if core government capacity is to be developed.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
Further assistance to the government, especially the Ministry of Finance (MOF), is crucial in order for reforms under subprogram 1 to become effective and be sustainable. But the approach to the provision of this assistance must also change. Instances have been highlighted in which high levels of technical assistance (TA) have constrained learning-by-doing on the part of local counterparts, and overwhelmed the incentives that normally underpin successful capacity development.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
CSV