Search

Displaying 991 - 1005 of 1121

Lesson
Extended missions of ADB can play a critical role in building capacity and providing hand-holding support to executing agencies and implementing agencies without prior experience in complex, multi-sector projects.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Institutionalize - fast-tracking - and flexibility. The technical assistance (TA) attached to the project allowed flexible responses to diverse capacity gaps, and fast-tracked procurement and disbursement, and the implementation of the safeguards policy. The flexibilities allowed under the emergency policy reduced procurement time and enabled efficient mobilization of resources.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Capacity constraints and project complexity. In addition to appropriate reform sequencing, ambitious and complex programs and projects are more likely to succeed if significant attention is given to building the capability and ownership of a broad range of stakeholders. As a sector development program, the FMRP successfully tackled a wide range of issues within a short time frame, while also contributing significantly to human development in several key implementation agencies.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
Third party quality audit (TPQA) consultants can help improve project outputs and outcomes.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
The success of the women's rural development societies (WRDSs) involved in components B and H, and earlier in the North East Community Restoration and Development Project (NECORD) and NECCDEP (North East Coastal Community Development Project) projects, demonstrated that community-based organizations contribute to a sustainable mechanism for improving economic activities at the local community level while concurrently achieving aspects of the gender action plan by empowering women through increased income, confidence, and quality of life.

Project Number: 39144-013
Project Name: Tsunami-Affected Areas Rebuilding Project
Report Date:
Lesson
Use of existing institutions for execution of emergency projects is beneficial as the time lag related to the induction of counterpart staff (experienced in most project management units or PMUs and project implementation units or PIUs) can be avoided and sector and location-specific institutional knowledge and resources are immediately available.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Identification of the need for statutory (including environmental) clearances and obtaining such clearances early can help avoid delays in project implementation.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Enhance transparency for effective oversight. The government-established ERRA Council, headed by the prime minister, consists of independent and reputable individuals from civil society in the affected regions. The council followed the reconstruction process and reviewed and reported regularly to the general public on its progress and outcomes, developing a sense of ownership. Independent oversight, involving representatives of civil society disseminating information to key constituents, promoted transparency and enhanced the credibility of the host government.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
A sequence to reforms. A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions (policy and rules), organizations charged with implementation, and the competencies of responsible government officers to change their management practices. This cascade of legislation-institutions-organizations-people provides a strategic sequence for reforms. However, in practice this is not a linear sequence. Rather, people (officials and stakeholders) are involved from the outset of the reform process.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
Reestablishing the identity papers and legal documentation of disaster victims is an essential and urgent necessity, and ADB's support to the government's program improved its delivery and effectiveness by ensuring sufficient funds. As highlighted in the performance audit, the mobile clinics facilitated legal documentation and proved to be an efficient mechanism for emergency situations. This can be adopted as a good practice for future interventions.

Project Number: 39144-013
Project Name: Tsunami-Affected Areas Rebuilding Project
Report Date:
Lesson
Targeted, specific, and minimal consultant inputs can not only save loan funds for more critical development work, but can also ensure speedy and effective capacity building of government staff through - learning by doing. -

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
Use of legal experts in areas like microenterprise insurance and exploring alternate insurance mechanisms may lead to more effective outcomes.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date:
Lesson
To avoid underutilization of newly built facilities, equipment, staff, and operations budgets should be identified and allocated by the responsible government agencies for activities involving rehabilitation and expansion of buildings and hospitals.

Project Number: 39144-013
Project Name: Tsunami-Affected Areas Rebuilding Project
Report Date:
Lesson
Articulate policies, strategy, and standards early. The local populations and nongovernment organizations (NGOs) started reconstruction work well before provincial and federal governments started articulating their responses. Expectations rose, and some facilities, especially in health, were built by bilateral donors to standards that were much higher than the capacity of the line agencies to maintain them. This resulted in inconsistencies, violations of policies and standards developed for reconstruction work, and unsustainable operation of completed facilities.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Coordination between donors, nongovernment organizations (NGOs), and government departments in any disaster management project can be more easily achieved if there is one executing agency and PMU for all emergency projects at the state level.

Project Number: 39114-013
Project Name: Tsunami Emergency Assistance (Sector) Project
Report Date: