Search

Displaying 1 - 11 of 11

Lesson
Consider engaging the ministry staff in project administration, instead of establishing a parallel PIU. This can be supported, but not led, by an external consulting service. While this may have challenges due to staff capacity, it is ideal from the standpoint of ownership and may perhaps discourage the high staff turnover experienced in the past. Staff accountability can be strengthened through closer monitoring of its performance and the provision of staff development inputs based on needs.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
There should be continuing advocacy and social marketing of the reform ideals, given frequent changes in leadership. Hence, it is important to keep the rhetoric up and alive to create and maintain the groundswell of support from everyone.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
The project’s quality-at-entry can often be assessed through the project DMF. A good project DMF should be self-explanatory and formulated as a real and understandable tool for project implementation and project monitoring by the executing agency, particularly by the PMU staff.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
The importance of a strong and well-functioning PMU, with a full-time and qualified project coordinator, is paramount.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
No new lessons

Project Number: 34149-013
Project Name: Second Decentralized Health Services Project
Report Date:
Lesson
During program appraisal, enough time should be given to assess the policies involved, to engage with the political leadership in creating ownership, and to reach a consensus on the suitable reforms, including an action plan. The government’s capacity to implement the program successfully should have been thoroughly assessed, at least at the time of Subprogram 2.

Project Number: 41641-013, 41641-023
Project Name: Punjab Millennium Development Goals Program
Report Date:
Lesson
Need for strong emphasis on establishing adequate O&M mechanisms to ensure sustainability of the built infrastructure. Lastly, more guidance is required from district administrations, consultants, and community facilitators to ensure that communities understand the importance of systematic maintenance.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
Effective utilization of existing institutions avoided start-up problems and delays. This enabled the concerned agencies to immediately trigger implementation activities without waiting for a project management office to be set up. This was attributed to ADB’s own experience in implementing the previous PNPM Mandiri project.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
No new lessons

Project Number: 33278-013
Project Name: Health Sector Development Program
Report Date:
Lesson
No new lessons

Project Number: 36296-013
Project Name: Second Urban Primary Health Care Project
Report Date:
Lesson
The adequacy and appropriateness of project design have to be tailored to the project’s ultimate objectives and complexities. The PCR provided weak justification of the relevance of the extension and the insufficiency of indicators.

Project Number: 39662-012, 39662-022
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date: