Skip to main content
Evaluation Lessons
  • Home
  • Countries
    • Afghanistan
    • Armenia
    • Azerbaijan
    • Bangladesh
    • Bhutan
    • Brunei Darussalam
    • Cambodia
    • China, People's Republic of
    • Cook Islands
    • Federated States of Micronesia
    • Fiji
    • Georgia
    • Hong Kong, China
    • India
    • Indonesia
    • Kazakhstan
    • Kiribati
    • Kyrgyz Republic
    • Lao People’s Democratic Republic
    • Malaysia
    • Maldives
    • Marshall Islands
    • Mongolia
    • Myanmar
    • Nauru
    • Nepal
    • Niue
    • Pakistan
    • Palau
    • Papua New Guinea
    • Philippines
    • Republic of Korea
    • Samoa
    • Singapore
    • Solomon Islands
    • Sri Lanka
    • Taipei,China
    • Tajikistan
    • Thailand
    • Timor-Leste
    • Tonga
    • Turkmenistan
    • Tuvalu
    • Uzbekistan
    • Vanuatu
    • Viet Nam
    • Australia
    • Japan
    • New Zealand
  • Sectors
    • Agriculture, natural resources, and rural development
    • Education
    • Energy
    • Finance
    • Health
    • Industry and trade
    • Information and communication technology
    • Multisector
    • Public sector management
    • Transport
    • Water and other urban infrastructure and services
  • Themes
    • Inclusive Economic Growth
    • Environmentally Sustainable Growth
    • Regional Integration
    • Private Sector Development
    • Governance and Capacity Development
    • Gender Equity and Mainstreaming
    • Knowledge Solutions
    • Partnerships
  • About
  • Home
  • Countries
  • Sectors
  • Themes
  • About

Search

Displaying 1 - 2 of 2

Lesson
It is imperative for SOEs to develop good corporate governance and maintain an arm's length relationship with government, regardless of whether it is a commercial or noncommercial SOE. Some of the policy actions under this program were designed to improve the government's performance of its SOE ownership function. However, in addition to these policy actions, it is imperative for SOEs to proactively promote good corporate governance and develop functional autonomy from the government.

Project Number: 54271-001, 54271-002
Project Name: Fiscal Resilience and Social Protection Support Program (Subprograms 1 and 2)
Report Date: 29 Jan 2024

Lesson
In designing an multitranche financing facility program, it is important to formulate tranche-specific design and monitoring frameworks that are logical and have sound links of outcome and outputs in line with the SMART (specific, measurable, achievable, realistic, and timely) principle. These indicators need to work in concert to reflect the appropriateness and continuum of the results chain leading up to the high-level development impacts that are most relevant to the scope and focus of that specific tranche.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date: 08 Dec 2022

Content type

  • Lesson (2)

Countries

  • (-) Georgia (2)
  • Bangladesh (2)
  • India (1)
  • Kyrgyz Republic (1)
  • Lao People’s Democratic Republic (1)
  • Maldives (1)
  • Mongolia (2)
  • Pakistan (2)
  • Papua New Guinea (2)
  • Sri Lanka (1)
  • Tajikistan (1)
  • Timor-Leste (1)
  • Uzbekistan (1)

Sectors

  • Finance (1)
  • Public sector management (1)
  • Transport (1)

Themes

Report Year

  • 2024 (1)
  • 2022 (1)

Report Source

  • Self-evaluation (1)
  • Validation of self-evaluation (1)

Report Rating

  • Successful (2)

Applicability

  • Sector-level (1)

Topics

  • Awareness and communication strategies (1)
  • Budgeting (5)
  • Capacity development (4)
  • Change in leadership (1)
  • Change in priorities (1)
  • Commitment and leadership (2)
  • Country context (2)
  • Data availability and baselines (2)
  • Design and/or planning (23)
  • Electoral changes (2)
  • Electoral cycles (2)
  • Environmental (3)
  • Epidemics (1)
  • Finance and financial aspects (9)
  • Financial (3)
  • Financing mechanism (3)
  • Gender (2)
  • Implementation and/or Delivery (20)
  • Indicators (8)
  • Institutional (8)
  • Knowledge building (15)
  • Management (staffing, including consultants) (11)
  • Methodologies / approaches (7)
  • Modality (3)
  • Monitoring and evaluation (12)
  • Monitoring and evalution (1)
  • Natural disasters (2)
  • Organizational capacity (2)
  • Other (5)
  • Others (6)
  • Partnership (and cofinancing) (12)
  • Policy and reform (6)
  • Political (2)
  • Political interference (1)
  • Post-TA financial resources (8)
  • Procurement (5)
  • Project design (29)
  • Project management (1)
  • Project readiness (1)
  • Project readiness; MFF (1)
  • Project reporting (1)
  • Replication and scaling Up (13)
  • Reporting and supervision (3)
  • Safeguards - Georgia; LAR - Georgia (2)
  • Sector issues (4)
  • Skilled human resources (1)
  • Social (3)
  • Staff turnover (1)
  • Stakeholder engagement (13)
  • Stakeholder participation (14)
  • Stakeholder selection (2)
  • Technical (7)
  • Time allocation or task sequencing (6)
  • (-) Overambitious objectives (1)
  • (-) Voice and accountability (1)

Subscribe to our mailing list

6 ADB Avenue,
Mandaluyong City
1550, Metro Manila,
Philippines

 

Phone: +632 632 4444
Fax: +632 636 2444

Other ADB Websites

ADB Compliance Review Panel
Asia Pathways (ADBI Blog)
Asia Regional Integration Center
Asian Bonds Online
Asian Development Blog
Open Access Repository
Statistical Database System

IED Social Media

LinkedIn

Twitter

YouTube

©2024 Independent Evaluation - Asian Development Bank

Footer

  • About