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Displaying 46 - 52 of 52

Lesson
The implementation arrangements ensured that the provincial health offices, as implementing agencies, were stakeholders of the reforms. Rather than simply following instructions from the center, the provinces were involved in the program, better understood the reform objectives, and supported the implementation of the HSRS.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Understanding and addressing the needs of all those involved in the sector. The health system requires two types of personnel: (i) health services providers; and (ii) administrative personnel responsible for planning, budgeting, resource allocation, and monitoring. Both need to be involved.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Implementation of government’s priorities. Involving the provincial and district levels and strengthening their capacity to identify and address the local needs reflected the government’s Sam Sang initiative, giving provinces and the districts more responsibilities and authorities. The reforms offered an opportunity to effectively apply the new policy, resulting in a strong government support for HSGP. ADB’s capacity-building activities at the provincial level in previous health projects provided useful experience to better target technical support at all levels.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
The strong and ongoing consultations between ADB and the government of Cook Islands was a significant factor in the success of the program.

Project Number: 50212-001, 50212-002, 50212-003
Project Name: Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
The executing agency’s involvement is limited during loan review missions. The PCR indicated HCMC People’s Committee lacked ownership of the program as highlighted by the transfer of integrated sustainable urban transport study from the DOT of HCMC to MAUR. The executing agency’s greater involvement and commitment in preparing and implementing mass rapid transit projects can improve ownership and better identify areas of institutional weakness.

Project Number: 39500-013, 39500-023
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (Tranches 1 and 2, and Multitranche Financing Facility)
Report Date:
Lesson
Although ADB has no direct relationship with district people’s committees during program implementation, they are in-charge of land acquisition and resettlement on behalf of the city people’s committee. A program design needs to consider this and plan accordingly to equip the relevant officials with the skills and knowledge for effective land acquisition and resettlement, in accordance with ADB Safeguard Policy Statement (2009).

Project Number: 39500-013, 39500-023
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (Tranches 1 and 2, and Multitranche Financing Facility)
Report Date:
Lesson
Particularly for complex and large-scale projects, with significant safeguard issues, government’s commitment to develop a land acquisition and resettlement road map, which in most cases involve the central government, is necessary to complete land acquisition and resettlement before awarding civil works contracts

Project Number: 39500-013, 39500-023
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (Tranches 1 and 2, and Multitranche Financing Facility)
Report Date: