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Displaying 1 - 2 of 2

Lesson
Government leadership and coordination are key to successful sector reforms. The main reason for the delay in completing subprogram 3 was because of the time needed to complete the coordination for a presidential regulation that required more interministerial coordination and agreements than a ministerial regulation. While this additional requirement makes this action more irreversible, overcoming the coordination challenge was not without difficulty. Government leadership for careful coordination was critical in completing this policy action.

Project Number: 49043-001, 49043-002, 49043-003
Project Name: Sustainable and Inclusive Energy Program 
Report Date: 29 Jan 2024

Lesson
Leadership buy-in and management of the institution combined with teamwork among implementing agencies play a critical role in effective implementation and overall performance.

Project Number: 42099-013
Project Name: Polytechnic Education Development Project
Report Date: 20 Jun 2022

Content type

  • Lesson (2)

Countries

  • (-) Indonesia (2)
  • Azerbaijan (1)
  • Bangladesh (3)
  • Cambodia (2)
  • China, People's Republic of (5)
  • Fiji (1)
  • Georgia (2)
  • India (2)
  • Kiribati (1)
  • Kyrgyz Republic (1)
  • Lao People’s Democratic Republic (3)
  • Tajikistan (1)
  • Uzbekistan (2)
  • Viet Nam (1)

Sectors

  • Education (1)
  • Energy sector development and institutional reform (1)

Themes

  • Inclusive Economic Growth (1)
  • Governance and Capacity Development (1)
  • Gender Equity and Mainstreaming (1)
  • Partnerships (1)

Report Year

  • 2024 (1)
  • 2022 (1)

Report Source

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

Report Rating

  • Successful (2)

Applicability

  • Project-level (1)
  • Sector-level (1)

Topics

  • Awareness and communication strategies (1)
  • Beneficiary/ Participant selection (2)
  • Beneficiary targeting (1)
  • Budgeting (2)
  • Capacity development (1)
  • Centers of Technology (COTs) - Indonesia (1)
  • Change in priorities (1)
  • Community-driven development (1)
  • Community contracting (1)
  • Country context (2)
  • Data availability and baselines (1)
  • Design and/or planning (33)
  • Disasters (4)
  • DMF (1)
  • DMF, Indicators (1)
  • EA/IA capacity assessment (1)
  • EALs, Shelter provision (1)
  • Economic reforms - Indonesia (1)
  • Environmental (1)
  • Epidemics (2)
  • Finance and financial aspects (3)
  • Financial (1)
  • Financial closing, EALs (1)
  • Financial management and reporting (1)
  • GAP (1)
  • Gender (3)
  • Government budget cycle (1)
  • Implementation and/or Delivery (28)
  • Innovations, Replication (1)
  • Institutional (6)
  • Inter and intra government relations (1)
  • Knowledge building (22)
  • Management (staffing, including consultants) (12)
  • Methodologies / approaches (6)
  • Modality (2)
  • Monitoring and evaluation (6)
  • Monitoring and reporting (1)
  • Other (5)
  • Others (7)
  • Pandemics (2)
  • Partnership (and cofinancing) (18)
  • Policy-based lending (PBL) (1)
  • Policy and reform (3)
  • Post-TA financial resources (12)
  • Procurement (4)
  • Project design (19)
  • Reform programs (2)
  • Reform programs, Subnational governments (1)
  • Reform programs and SDGs (1)
  • Replication and scaling Up (20)
  • Reporting and supervision (1)
  • Risk mitigation (1)
  • Roles and responsibilities (1)
  • Safeguards (1)
  • Skilled human resources (1)
  • Social (2)
  • Stakeholder engagement (10)
  • Stakeholder engagement, Donor coordination (1)
  • Stakeholder participation (16)
  • Stakeholder selection (2)
  • TA, Emergency assistance loans (EALs) (1)
  • Technical (6)
  • Technology upgrades - PFM (1)
  • Time allocation or task sequencing (2)
  • TVET - Indonesia (1)
  • (-) Commitment and leadership (2)

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