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Displaying 46 - 60 of 79

Lesson
A thorough understanding of the capacity and readiness of the EAs and IAs at all levels, along with proper timing and sequencing, is imperative for reforms to succeed.

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, 3)
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Lesson
Including an outcome-level gender indicator in public finance reform programs will strengthen the impact of the reforms on women.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
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Lesson
Enlisting subnational governments in improving public service delivery will result in better outcomes for the poor.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
Report Date:
Lesson
Aligning domestic reform projects with international norms, values, and targets such as those embedded in the Sustainable Development Goals (SDGs), can have an added value in galvanizing public institutions and unifying discordant national and subnational reform priorities.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
Report Date:
Lesson
Program success is best measured with benchmarks that are transparent, timely, and squarely within the reach of the national government.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
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Lesson
Technology upgrades significantly contribute to improving the transparency and efficiency of the budgeting and public expenditure processes thereby strengthening the push for better government service delivery

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
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Lesson
It is important that the TA is appropriately designed to support the delivery of expected outputs and that it is implemented in a timely manner. The program demonstrated the role of a well-designed TA in supporting completion of reforms across the three subprograms and building capacity of the implementing agency. It is also essential that the timing of activities is aligned with the sequencing of policy actions so as not to undermine the achievement of outputs.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
The continuous longer-term involvement of the same mission leader and other qualified ADB staff from the design stage until the end of implementation of the three subprograms is important to the success of this program. Familiarity with local institutional challenges and personnel in the government is important for a complex reform program such as this one to achieve progress.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
The results-based lending (RBL) modality is effective in strengthening the institutional capacity and improving the performance of project executing and implementing agencies (EAs/IAs).

Project Number: 49080-001
Project Name: Electricity Grid Strengthening—Sumatra Program
Report Date:
Lesson
Consistent collaboration among agencies and development partners could help streamline any necessary lengthy procedures to expedite the project operation, particularly for projects with multiple financiers. Coordinated project activities and mitigation measures facilitate improved performance and the achievement of expected project results. In addition, sustaining this collaboration with increased borrower’s support helps mobilize greater coordination to address project issues or potential risks, such as scope changes and project restructuring that could occur during implementation.

Project Number: 38479-034
Project Name: Regional Roads Development Project
Report Date:
Lesson
Ensuring sufficient capacity of the executing and implementing agencies to manage project procurement-related activities helps promote implementation efficiency. In particular, agencies with ample project experience in ADB procurement procedures (e.g., bids and awards) could potentially bring valuable skills and expertise to properly execute procurement tendering process. This also helps ensure that civil works and services are suitably procured and monitored, which, in turn, benefits the project in terms of timely implementation and cost efficiency.

Project Number: 38479-034
Project Name: Regional Roads Development Project
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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
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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
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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
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: