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Displaying 1 - 2 of 2

Lesson
The existence of a national sector strategy that serves as a blueprint to identify progress and near-term and future reforms needed to grow the sector is another reason for the suitability of the PBL programmatic approach. Government coordination and ownership of reforms articulated through a series of national sector strategies are necessary to ensure that financial sector development is based on predetermined steps, with each one supported by interagency coordination to achieve broad support for reforms.

Project Number: 44263-013, 44263-015, 44263-016
Project Name: Inclusive Financial Sector Development Program
Report Date: 30 Nov 2023

Lesson
With demonstrated capability and the distinct advantage of local grounding, national contractors may be considered for future midrange urban projects in Tonga.

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date: 31 Dec 2021

Content type

  • Lesson (2)

Countries

  • Cambodia (1)
  • Tonga (1)

Sectors

  • Finance (1)
  • Water and other urban infrastructure and services (1)

Themes

  • Inclusive Economic Growth (1)
  • Private Sector Development (1)
  • Governance and Capacity Development (1)
  • Gender Equity and Mainstreaming (1)
  • Knowledge Solutions (1)

Report Year

  • 2023 (1)
  • 2021 (1)

Report Source

  • Self-evaluation (2)

Report Rating

  • Successful (1)

Applicability

  • (-) Country-level (2)
  • Sector-level (1)

Topics

  • ADB implementation support - PNG (1)
  • Awareness and communication strategies (1)
  • Budgeting (1)
  • Capacity development (2)
  • Centers of Technology (COTs) - Indonesia (1)
  • Civil unrest and conflict (1)
  • Climate change adaptation - Road sector Mongolia (1)
  • Commitment and leadership (1)
  • Conflict and stability (1)
  • Counterpart funding - PNG (1)
  • Country context (23)
  • COVID-19 - Kyrgyz Republic (1)
  • Culture, religion or ethnicity (1)
  • Data availability and baselines (3)
  • Economic (1)
  • Economic reforms - Indonesia (1)
  • Epidemics (4)
  • Finance and financial aspects (4)
  • Financial (5)
  • Financial sustainability - Power sector Uzbekistan (1)
  • Gender (3)
  • Grant projects Viet Nam (1)
  • Indicators (3)
  • Infrastructure projects - India (1)
  • Institutional (8)
  • Institutional capacity - Power sector Uzbekistan (1)
  • Kiln industry - Bangladesh (1)
  • Language (1)
  • Leadership and commitment (1)
  • Legacy issues - PNG (1)
  • Methodologies / approaches (19)
  • Modality (3)
  • Monitoring and evaluation (4)
  • Natural disasters (4)
  • Organizational capacity (1)
  • Others (5)
  • Policy and reform (7)
  • Political (1)
  • Post-conflict situation (1)
  • Power sector - Tajikistan (1)
  • Power sector - Tajikistan; Electricity tariffs - Tajikistan (1)
  • Power sector reforms - Pakistan (1)
  • PPPs - Viet Nam, PPPs (1)
  • Procurement - PNG (1)
  • Project design (34)
  • Project management (1)
  • Public sector management (PSM) reforms - Nauru (1)
  • Public sector reforms - Tuvalu (1)
  • Road asset management - Pakistan (1)
  • Roles and responsibilities (2)
  • Safeguards (2)
  • Safeguards - Georgia; LAR - Georgia (2)
  • Safeguards - Tonga; Safeguards - LAR Tonga (1)
  • Sector issues (1)
  • Social (4)
  • Staff turnovover (1)
  • Stakeholder engagement (18)
  • Stakeholder selection (1)
  • Sustainability - road assets Kazakhstan (1)
  • Technical (15)
  • Time allocation or task sequencing (3)
  • TVET - Indonesia (1)
  • Unsupportive legal and regulatory processes (1)
  • Urban sector - Tonga (1)
  • (-) Inter and intra government relations (1)
  • (-) Local contracting industry - Tonga (1)

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