Search

Displaying 121 - 135 of 738

Lesson
Adequate tenure of key staff members in executing and implementing agencies is important for smooth and speedy implementation.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Coordination between donors, nongovernment organizations (NGOs), and government departments in any disaster management project can be more easily achieved if there is one executing agency and PMU for all emergency projects at the state level.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Extended missions of ADB can play a critical role in building capacity and providing hand-holding support to executing agencies and implementing agencies without prior experience in complex, multi-sector projects.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Use of existing institutions for execution of emergency projects is beneficial as the time lag related to the induction of counterpart staff (experienced in most project management units or PMUs and project implementation units or PIUs) can be avoided and sector and location-specific institutional knowledge and resources are immediately available.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
The executing agency needs to monitor the project more closely. Without timely monitoring and evaluation, an opportunity to demonstrate improved sector performance was missed. Early mobilization of consultants is necessary for effective implementation of the project. Consideration could be given to a short, results-based consulancy to assist the executing agency and project implementation unit (PIU) agree on the baseline, commence procurement, and clarify any implementation issues, as well as short- to medium-term consultancies to implement specific project components.

Project Number: 37698-013
Project Name: Information and Communications Technology in Basic Education Project
Report Date:
Lesson
Assessment of the procurement capacity of the executing agency and ensuring development of adequate capacity of the PIU and executing agency would help implementation of the project and ensure efficient procurement and consultant engagement.

Project Number: 37698-013
Project Name: Information and Communications Technology in Basic Education Project
Report Date:
Lesson
E-learning is as important for teachers as it is for their students. Information and communications technology (ICT) is not a translation of textbook materials into electronic textbooks, but requires pedagogical skill in identifying how the technology strengthens student understanding of core concepts and encourages self-directed learning. It is a transition from teacher-centered to student-centered pedagogy. It also requires more creative e-learning materials.

Project Number: 37698-013
Project Name: Information and Communications Technology in Basic Education Project
Report Date:
Lesson
The cluster leader school (CLS) model supported by a decentralized training cascade is an effective model for delivering continuous professional development training.

Project Number: 37698-013
Project Name: Information and Communications Technology in Basic Education Project
Report Date:
Lesson
Availability and capacity of the contractors. The number of contractors was limited and the number of responses from bidders was low. All civil work contractors were local and some lacked working facilities, funding resources, and/or skilled and qualified staff. The weak capacity of some local contractors was a major cause of project delays. Also, some civil works packages were geographically spread out, making it difficult for contractors to manage their resources, labor, and materials.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
Project readiness and utility relocation. Project preparation had some weaknesses during the design phase, especially in site reconnaissance and consideration of design alternatives. Strengthening this aspect would avoid problems and associated delays in project implementation. Relocation of electricity poles and telecommunication lines was a common problem faced in almost all contract packages.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
Time requirements for completing a subproject. Following the Prime Minister - s Rural Roads Program (PMGSY) guidelines, each civil works contract had a stipulated completion period of 12 months. However, it was found that 12 months were insufficient, especially given pre-construction activities, the capability of contractors, and adverse weather conditions in the project area. It was found that at least 15-20 months were needed for all project activities.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
Project benefit monitoring. For investments in physical infrastructure to be effective and sustainable, the investment program needs to focus more on sex-disaggregated data analysis. Road improvements have a high potential to bring improvements in reproductive health, education, possession of movable assets, employment opportunities, and nutrition. Monitoring of selected sex-disaggregated key indicators should be incorporated in future subprojects under the program.

Project Number: 37066-033
Project Name: Rural Roads Sector II Investment Program (Project 2) - State of Orissa
Report Date:
Lesson
The project was somewhat overambitious in setting the timelines for achieving the reforms. The government was fully committed to the reforms, but progress depended on the progress of other projects. In this project, two loan covenants were partly complied with at the project completion due their complexity. If reforms are significant, it is useful to consider a phased approach, so that interim achievements can be captured within the project timeframe.

Project Number: 36509-013
Project Name: Woman and Child Health Development Project
Report Date:
Lesson
The project illustrates the importance of (i) strong commitment by the government, (ii) close collaboration among development partners, and (iii) prompt response to changing client needs during implementation. The leadership provided by MOH and the project coordinator was a key to the project's achievements. The project was not a stand-alone WCH project, but a part of broader health sector reforms.

Project Number: 36509-013
Project Name: Woman and Child Health Development Project
Report Date:
Lesson
Developing - soft - capacities. Institutionalizing change management practices among those charged with implementing reforms - such as the efforts undertaken in the program to provide staff with technical skills to implement systems and procedures at the Ministry of Finance and Planning (MOFP) and the key revenue departments - 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: 36168-013
Project Name: Fiscal Management Reform Program
Report Date: