Search

Displaying 1 - 15 of 54

CSV
Lesson
Inclusive education planning and management decisions in decentralized public management systems require meeting the diverse needs of the country’s regions in a mutually compatible, synchronized, and coherent manner.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Under a cluster (model–alliance) approach concept, it will be beneficial if the design to support private or smaller schools (alliance schools) in Indonesia incorporates clear incentives to elicit interest and commitment from both model and alliance schools.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
The justification of a TVET policy needs to be clear in relation to a country’s labor productivity, competitiveness, and economic growth, and be able to lead to informed decisions about making large public investments in a viable manner.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Even conventional and repetitive activities like procurement need close management and careful handling when implemented in a new setting.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
A good M&E system with appropriate indicators is a requisite whenever new concepts or approaches (i.e., school business plans or cluster approaches) are introduced in vocational education systems.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Good teaching–learning processes and high teacher quality is needed if TVET investment is to yield economic benefits to the society.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Financing arrangements for TVET across public and private schools need to take account of the broader framework of fiscal devolution in countries with significant decentralization policies.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Good coordination among school administrators, provincial officers, and community members is essential to maximize the potential benefits accruing from linkages between business and industries. Appropriate guidelines or checklists are required to guide and define stakeholder roles.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Preparation of sound project feasibility studies is required. With the support of the government and ADB, future conservation programs and projects will need to develop improved implementation systems and provide more practical support for beneficiaries. As mentioned, fishers’ behavioural practices need to be taken into consideration in project design and support for group livelihood activities. Furthermore, technical support for livelihood activities is usually required for a minimum of 2 years.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
Lesson
Project assets should have been handed over to fishing communities in project districts. Another impact of discontinuity under the project was poor asset management of social infrastructure. The MMAF did not hand over the constructed assets to the district or village at project completion. It is necessary that all infrastructure built under a project is handed over formally to appropriate institutions before the project ends.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
CSV