Search

Displaying 1 - 15 of 29

Lesson
It is important that performance indicators are results-oriented rather than process-oriented. .The performance targets set out in the design and monitoring framework (DMF) were more process- than results oriented in terms of targeting developing systems, and producing reports, assessments, and reviews. The completion of a report or review or assessment, for instance, was judged as an accomplishment. Instead, the indicators should have reflected the actual implementation of the recommendations.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
A more robust assessment of the ability of the recipient agency to implement the proposed capacity-building activities and hire the required consultants and consulting firms in a timely manner is needed in future technical assistance (TA) loans. A smaller TA package could have been considered in view of the frequent changes that typify much of Mongolia’s national government.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
Basic governance and project management capacity are needed for the success of institutional development projects. This first loan to a state-owned enterprise in Mongolia has demonstrated several lessons. First, having a stable and consistent governance in place within the executing agency is critical prior to pursuing reforms. Second, clarity in the legal status of the implementing agency and the applicable rules and regulations would help mitigate political risks.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
Selection of the most suitable modality to support institutional development requires adequate consideration of the various factors intricately linked to it, including the prevailing political dynamics, incentive structures in public administration, and commitment of the relevant development agencies. In the case of this project, frequent changes in the senior management of the Erdenes Mongol jeopardized project ownership and seriously affected implementation.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based operation—i.e., debt management, civil service reform, management of the wage bill, public procurement, and private sector development—and keep prior actions to a minimum.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Policy reform programs with complex and multiple interventions require rigorous identification and assessment of the political economy and capacity risks to ensure overall effectiveness.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what has been achieved, rather than the process of their accomplishment. For example, Cabinet approval is an inadequate indicator to demonstrate a successful policy reform in Tonga.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Incremental PSE governance reforms in Pakistan can be helpful, if layered on many others over a long period of time.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Supporting the most urgent and critical measures in reforming Pakistan's public sector enterprises (PSEs), agreed with government, may yield deeper results.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
A well-matched policy-based loan and technical assistance is a promising approach that can enable the attainment of more ambitious and technically difficult reform results.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Beyond a broad road map, it may be beneficial to concentrate support on PSEs that have already demonstrated results or good performance.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Focusing PSE reform programs or components thereof on selected demonstrations and bringing these demonstrations to conclusion can produce models on how companies could be liquidated, privatized, or restructured to boost performance.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
A road map approach, which integrates intensive support for all the three triage groupings (liquidated, privatized, and retained and improved), agreed or urged in the 2013 IMF Extended Fund Facility and reiterated in 2019, and provides a much more targeted and politically sensitive communication strategy can help Pakistan gain headway in reforming its PSEs.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
A plausible linkage between outputs and outcome and from outcome to impact needs to be carefully addressed In designing the project results chain.

Project Number: 48065-002
Project Name: Public Sector Enterprises Reform Program (Subprogram 1)
Report Date:
Lesson
Effective policy analysis prior to design and consultations needs to take place before making assumptions, including on the attitudinal changes and responses that may be elicited by the project.

Project Number: 48065-002
Project Name: Public Sector Enterprises Reform Program (Subprogram 1)
Report Date: