Search

Displaying 316 - 330 of 384

Lesson
A sequence to reforms. A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions (policy and rules), organizations charged with implementation, and the competencies of responsible government officers to change their management practices. This cascade of legislation-institutions-organizations-people provides a strategic sequence for reforms. However, in practice this is not a linear sequence. Rather, people (officials and stakeholders) are involved from the outset of the reform process.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
The success of the women's rural development societies (WRDSs) involved in components B and H, and earlier in the North East Community Restoration and Development Project (NECORD) and NECCDEP (North East Coastal Community Development Project) projects, demonstrated that community-based organizations contribute to a sustainable mechanism for improving economic activities at the local community level while concurrently achieving aspects of the gender action plan by empowering women through increased income, confidence, and quality of life.

Project Number: 39144-013
Project Name: Tsunami-Affected Areas Rebuilding Project
Report Date:
Lesson
To avoid underutilization of newly built facilities, equipment, staff, and operations budgets should be identified and allocated by the responsible government agencies for activities involving rehabilitation and expansion of buildings and hospitals.

Project Number: 39144-013
Project Name: Tsunami-Affected Areas Rebuilding Project
Report Date:
Lesson
No additional lessons

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
Investment in information and communication technology (ICT) infrastructure requires additional resources and training to ensure that the facilities are adequately and appropriately utilized and maintained.

Project Number: 35192-013
Project Name: Secondary Education Modernization Project II
Report Date:
Lesson
A general lesson learnt is that the sustainability of initiatives beyond the lifetime of the project rests heavily on the level of reinforcement provided by the Ministry of Education (MOE), in the form of circulars, training, and regular follow up by provincial and zonal staff. For example, initiatives such as school-based assessment and Program for School Improvement, which were supported and reinforced by the MOE (e.g.

Project Number: 35192-013
Project Name: Secondary Education Modernization Project II
Report Date:
Lesson
Stronger monitoring and support from zonal facilitators is essential for ensuring effective use of interventions made in quality of learning. Although the project developed several good training modules on Program for School Improvement, school-based assessment, teaching learning methodologies and teaching learning resource development and use, the effective use of these modules cannot be sustained unless supported in schools and classrooms by a committed zonal facilitator.

Project Number: 35192-013
Project Name: Secondary Education Modernization Project II
Report Date:
Lesson
No legal precedents for the special area management planning safeguards existed and no single agency was empowered to handle legal aspects of coastal resource planning. Implementation of coastal planning needed better interagency coordination and the Coast Conservation Department should have been included in the design as the implementing agency for component C to give a greater sense of ownership. [Main text, para. 66]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Providing initial training for the government field staff, which had been weakened by the civil conflict, would have helped implementation. The capacities of the implementing partner nongovernment organizations were overestimated at the design stage and the project management unit spent a lot of time on guidance and training. [Main text, para. 65]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
The Gender Action Plan (GAP) provided a framework for gender-balanced activities but a project management unit gender specialist should have been included in the project design to manage the plan. Implementing the GAP separately through the rural development societies and the women's rural development societies gave women space for involvement but reduced opportunities for fully gender-balanced operations. [Main text, para. 64]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
A strong project management unit with qualified staff under a competent project director who remained throughout the project enabled implementation despite disruption from a tsunami and renewed conflict. [Main text, para. 63]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Inclusion of an innovative process monitoring system enabled the correction of processes during implementation. This was especially important given the volatile and uncertain security conditions. Process monitoring helped in assessing the work of nongovernment organizations and modifying village planning, livelihood enterprise development services, and microfinance processes. [Main text, para. 68]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Channeling credit through community organizations rather than individuals could reduce defaults through peer group pressure and lower administration costs. Credit lending terms should be consistent with the prevailing local microfinance conditions. [Main text, para. 67]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Timely project completion report (PCR) is important for maintaining policy dialogue and assessing the need for follow-up actions and future assistance. Project Administration Instruction No. 6.07A recommends that the PCR be prepared between 1-2 years after project completion. In the case of Rural Financial Sector Development Program (RFSDP) program loan, the second (and final) tranche was released in February 2006. The bulk of activities under Project 1 and Project 2 were completed in 2008.

Project Number: 34320-013
Project Name: Rural Finance Sector Development Program
Report Date:
Lesson
The program loan tranches were front-loaded, with $35 million of the total program amount of $50 million programmed for the first two tranches. The first two tranches were largely preparatory measures and intermediate steps. Had the program been back-loaded with relatively larger amounts allocated to the third and fourth tranches, it is possible that the authorities would have been more inclined to implement some of the more difficult reform measures.

Project Number: 34320-013
Project Name: Rural Finance Sector Development Program
Report Date: