Search

Displaying 91 - 105 of 174

Lesson
A customs modernization project, aimed at reducing corruption, needs a holistic approach that combines technical, policy, and capacity-building elements. In this case, it is an integration of three interrelated components: (i) IT infrastructure, (ii) laws and procedures, and (iii) coordination among concerned agencies. The IT infrastructure is important in reducing direct, face-to-face interactions that provide opportunities for corruption. Customs laws and procedures, in line with international standards, could provide the institutional framework for a modernized business environment.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
The collection of baseline data should be given high priority. Efforts could have been exerted to ensure that baseline data were established during appraisal stage. Without measurable baseline values set up at appraisal stage, meaningful indicators should be carefully formulated to allow continuous monitoring for updates throughout project implementation. The project’s independent evaluation was hampered by the absence of these baseline indicators.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
A partnership between customs and the private sector should be a major thrust of a customs modernization project. Extra effort must be devoted to ensure proactive engagement with the private sector, particularly with the trading community. This could help ensure buy-in, improve the user-friendliness of the IT system, and facilitate public–private partnership in customs administration.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
Extensive dialogue is needed, particularly for reforms that meet resistance, to facilitate better cooperation and implementation.

Project Number: 41544-022, 41544-082, 41544-084
Project Name: Investment Climate Improvement Program
Report Date:
Lesson
No new lessons

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
It is problematic to use a country's overall position in the Doing Business report to monitor progress in improving the business environment and overall competitiveness. The report has been subject to criticism and methodological problems have been identified. Its usefulness for monitoring progress in similar programs lies more in monitoring the country's performance over time - particularly in indicators that are not sensitive to the representative case used by the World Bank team - rather than measuring progress against other economies.

Project Number: 41544-022
Project Name: Investment Climate Improvement Program
Report Date:
Lesson
Despite an improvement in the business environment, firms in the Kyrgyz Republic have had limited progress in developing new productive capabilities

Project Number: 41544-022
Project Name: Investment Climate Improvement Program
Report Date:
Lesson
Implementation of institutional reforms under the program was more effective and efficient when there was an adequate and detailed blueprint with clear and measurable results indicators, as well as where project-type implementation arrangements were in place to facilitate the change process (e.g., the business registration system or the new inspection process for tax administration were supported by detailed blueprints and financed through investment projects). The $2.9 million grant approved under the program cluster was thus very useful.

Project Number: 41544-022
Project Name: Investment Climate Improvement Program
Report Date:
Lesson
No new lessons

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
Where there is capacity to coordinate directly and where the executing and implementing agencies are the same, such as in this project, a project steering committee may not be necessary.

Project Number: 37644-013
Project Name: Regional Customs Modernization and Infrastructure Development Project
Report Date:
Lesson
Considering the broad scope of the project and the capacity constraints of the Ministry of Finance and Treasury and the implementing agencies, implementation might have benefitted from more extensive monitoring and more frequent reviews, as well as the establishment of a project performance and monitoring system. By the time of the midterm review - 17 months behind schedule, in March 2012 - only 75% of contract awards were complete and disbursements stood at only 54%.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
it may be difficult to charge small enterprises that may be cash constrained up-front fees for training and advisory on business plans or marketing, business development service center could instead arrange with these businesses to earn commissions or to benefit from profit sharing on future sales. This would make the business development service center operations more sustainable.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
Structuring and implementing a PPP project is complex, time-consuming, and requires significant resources and commitment by all parties involved. Knowing that the PPP concept was at an early development stage in the Maldives at the time of project inception and that few ministries had the capacity or resources for PPP project development, ADB and the executing agency should have identified appropriate focal points and obtained stronger management commitment from relevant line ministries to ensure efficient implementation.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
Instead of a cost-sharing scheme where development partner funds are depleted - or perhaps in addition to one - a scheme that used cost-sharing facility funds as equity-type capital could have been designed under which the cost-sharing facility would be repaid if and when the business benefiting from the funds became successful. Such an arrangement could also help align incentives between the business development service center and the MSMEs.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date:
Lesson
While Enterprise Development Unit successfully served as a central project administrator in place of a dedicated project management unit (PMU), the roles, responsibilities, and reporting lines were not sufficiently clear from the outset. This caused some communication issues and processing delays throughout implementation. This issue has been addressed in the follow-up IMSMEDP, which makes use of a dedicated PMU.

Project Number: 41149-013
Project Name: Private Sector Development Project
Report Date: