Search

Displaying 31 - 37 of 37

Lesson
Successful privatization of state-owned enterprises requires strong political commitment and government ownership. The new government failed to carry forward the privatization program articulated in the report and recommendation of the President. This underlines the need for such reforms to be based on broad stakeholder consultations, and the importance of a high degree of political consensus on the goals and process of the reform.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The incentive framework should have played a larger role in moving the economic agenda forward.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) comprised 59 policy actions - 39 for the first tranche and 20 for the second tranche. The total number of policy actions under the ERP was significantly large and represented a challenge in terms of monitoring and implementation. The number of policy measures should be limited so that ADB can monitor compliance with them effectively throughout the program.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) was developed in close consultation with the government and development partners such as the International Monetary Authority (IMF) and the World Bank through many joint missions, and was designed through a holistic approach. The ADB shared the policy matrix with the IMF and the World Bank and coordinated closely with them in the final design. The ADB also attended the Development Partnership Forum in the Maldives in March 2009 and held discussions with other key development partners.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
Institutionalizing change-management practices among those charged with implementing reforms - such as the efforts undertaken in the Economic recovery Program to provide staff with technical skills to implement new revenue measures at Ministry of Finance and Treasury - requires upgrading of technical and change-management competency. It is necessary to enable government to sustain capacity development programs beyond the life of a program (for example, by providing training experts, particularly to develop soft capacities).

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
In addition to appropriate reform sequencing, ambitious and complex programs and projects are more likely to succeed if significant attention is given to building the capability and ownership of the relevant stakeholders. The Economic Recovery Program successfully tackled a wide range of issues in a short time, while also contributing significantly to developing capacity at the Ministry of Finance and Treasury.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions, meaning policy and rules; in the organizations charged with implementation; and in the abilities and management practices of responsible government officers. This cascade of legislative and regulatory requirements - from institutions to organizations to people - would seem to provide a strategic sequence for reforms, but, in practice, this is not a linear sequence. Rather, people - officials and stakeholders - are involved from the outset of the reform process.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date: