Search

Displaying 46 - 60 of 168

Lesson

Program design and implementation in least developed (and fragile) countries need to take account of the limited administrative capacity of the government. While ADB designed a program which supported the government in undertaking reforms and sufficient consulting services resources to help bridge capacity gaps, the timeframe for the program was too ambitious and ADB did not provide adequate continuity in the staff providing project supervision. These deficiencies contributed to the underperformance in program outcomes.

Project Number: 46059-001, 46059-002

Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2

Report Date: 04 Apr 2022

Lesson

Better data and information. A better use of more accurate data for planning and budgeting by newly trained personnel at the central, provincial, and district levels could have significantly improved allocative efficiency in the health sector, enabling better targeted policies and activities in operational and development plans.

Project Number: 47137-003, 47137-006

Project Name: Health Sector Governance Program (Subprograms 1 and 2)

Report Date: 04 Apr 2022

Lesson

Implementation of government’s priorities. Involving the provincial and district levels and strengthening their capacity to identify and address the local needs reflected the government’s Sam Sang initiative, giving provinces and the districts more responsibilities and authorities. The reforms offered an opportunity to effectively apply the new policy, resulting in a strong government support for HSGP. ADB’s capacity-building activities at the provincial level in previous health projects provided useful experience to better target technical support at all levels.

Project Number: 47137-003, 47137-006

Project Name: Health Sector Governance Program (Subprograms 1 and 2)

Report Date: 04 Apr 2022

Lesson

Impact indicators in the results framework need to have casual connection to the program’s outputs and outcomes. The civil service and budgetary reforms supported by the program will contribute to more efficient public administration and budget expenditures over time. However, they can only contribute at the margin to poverty and maternal mortality reduction, which were the impact indicators for the program. These indicators were not aligned with the impact statement, which aimed for improved service delivery.

Project Number: 46059-001, 46059-002

Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2

Report Date: 04 Apr 2022

Lesson

Understanding and addressing the needs of all those involved in the sector. The health system requires two types of personnel: (i) health services providers; and (ii) administrative personnel responsible for planning, budgeting, resource allocation, and monitoring. Both need to be involved.

Project Number: 47137-003, 47137-006

Project Name: Health Sector Governance Program (Subprograms 1 and 2)

Report Date: 04 Apr 2022

Lesson

The implementation arrangements ensured that the provincial health offices, as implementing agencies, were stakeholders of the reforms. Rather than simply following instructions from the center, the provinces were involved in the program, better understood the reform objectives, and supported the implementation of the HSRS.

Project Number: 47137-003, 47137-006

Project Name: Health Sector Governance Program (Subprograms 1 and 2)

Report Date: 04 Apr 2022

Lesson

Following wider lessons learned from ADB projects, recruitment of a single specialist to support implementation and monitoring of both gender and safeguards technical areas is insufficient.