Search

Displaying 61 - 75 of 124

Lesson
The complexity of the program, as measured by the number and nature of outputs (and sub-outputs) and policy actions as an important factor in the degree of difficulty in implementation (footnote 7). There may have been too many conditions, i.e., policy actions, to be complied with for the releases of tranches 2 and 3 within the context of the anticipated timeframe for the program and in view of the limited capacity within the government.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A need to define more realistic indicators that consider government commitment and capacity to undertake reforms and a timetable to achieve intended results and causal linkages between intended outcome and impact, with expected results having appropriate linkages with policy actions. Most of MPRMP’s policy actions were complied with but many of the outcome and output indicators and targets were not realized. The indicators/targets for development impact were achieved although the outcome and outputs were not met.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A more proper design of the TA component and a firm-based consultancy recommended at appraisal along with a more realistic budget. DOF and SGD should have strengthened their procurement capacity prior to the TA loan and this could have been a condition for the release of the tranche 1 funds given that it was their first large ADB-fund project. Although this was recognized, it was thought that such a risk could have been mitigated through the capacity building provided under the TA loan.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
Limited capacity of government staff should be considered in designing reform programs. The 34 policy actions for a crisis response operation stretched out the government’s capacity in absorbing a substantial reform agenda. Constraints to capacity were reflected in the delays in complying with the policy actions, in particular with the policy action on financial ratios, which resulted in waiver of this action.

Project Number: 43152-012
Project Name: Economic Support Program
Report Date:
Lesson
Reform prioritization and sequencing could lead to more durable results. A steady, step-by-step pace of reforms may be more suitable in the Tongan context, given prevailing capacity constraints. The process of implementing reforms takes time, especially for reforms that require specialized skills, such as those in PFM and those that are structural in nature; these types of reforms take time to implement and cannot be completed by a single quick-disbursing stand-alone program.

Project Number: 43152-012
Project Name: Economic Support Program
Report Date:
Lesson
In small island economies, fiscal consolidation measures should take into account the size of the public sector. The role and magnitude of the public sector in a small, island economy and sporadic wage increases for civil servants put pressure on recurrent expenditure. These make it difficult to manage fiscal expenditure over time. A small economic base limits areas for alternative employment opportunities. This could imply that the share of the public sector in the economy would remain large in the longer term.

Project Number: 46385-001
Project Name: Strengthening Public Financial Management Program
Report Date:
Lesson
Short-duration programs should consider time lags for policy actions. A program of short timeframe should adequately reflect the time lags that usually occur in implementing policy actions. It would be difficult for a short-duration program, even with up-front delivery of vital reforms, to achieve indicators involving external debt-togross domestic product, revenue mobilization, sustainable fiscal outturn, and improvements in Public Expenditure and Financial Accountability ratings due to time lags of these actions.

Project Number: 46385-001
Project Name: Strengthening Public Financial Management Program
Report Date:
Lesson
Successful implementation of public financial management (PFM) reforms requires thorough planning and proper sequencing of activities.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
EA understanding of ADB procurement guidelines and related government laws and regulations is essential to satisfying the procurement requirements of projects in the most efficacious manner.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
Effective and viable political economy analysis is required to improve the design of reform programs and identify and mitigate risks.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
Reform options have to be based on feasible governance risk assessments.

Project Number: 41607-014
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
The difficulty of getting good specialists to work on a long−term basis in remote areas such as Mizoram has to be considered in procurement packaging and consultant remuneration.

Project Number: 41607-015
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
Procurement capacity building is a must for first−time executing agencies (EAs) of ADB−assisted projects.

Project Number: 41607-016
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
No new lessons

Project Number: 43321-013, 43321-023
Project Name: Public Sector Program—Subprograms 1 and 2
Report Date:
Lesson
Greater effort is needed in assessing the political and economic context to determine the chances of success of reform efforts. The program design was complex with 25 policy conditions for subprogram 1 and 38 policy conditions for subprogram 2, involving a large number of implementing agencies and reform areas. There are benefits in keeping program simple by limiting the number of reform actions, agencies involved, and the number of subprograms under a cluster.

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date: