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Displaying 1021 - 1035 of 1121

Lesson
No new lessons

Project Number: 32023-013, 32023-023
Project Name: Access to Justice Program
Report Date:
Lesson
In the absence of absorptive capacity in ministries, little technical skills transfer will occur. However, the level of fiscal resources needed to sustain hiring of more qualified staff to the civil service (to increase that absorptive capacity) is also affected by current development partner financing of externally-funded national staff (the so-called ?second civil service?), which is now hired on inflated terms. Coordination between these two dimensions is a priority if core government capacity is to be developed.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
More careful assessment of the capacity of the executing and implementing agencies should have been made as such programs need to be driven by the borrower and not by ADB or consultants.

Project Number: 36057-013, 36057-023
Project Name: Punjab Resource Management Program
Report Date:
Lesson
In general, program loans should either exclude highly complex and far-reaching policy reforms or build on intensive policy dialogue and enhanced monitoring and review by ADB. Corrective action regarding the scope and implementation arrangements of the program should be considered at an early stage if implementation is observed to fall behind schedule or government capacity, ownership, and commitment show signs of receding.

Project Number: 35376-023
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
Further assistance to the government, especially the Ministry of Finance (MOF), is crucial in order for reforms under subprogram 1 to become effective and be sustainable. But the approach to the provision of this assistance must also change. Instances have been highlighted in which high levels of technical assistance (TA) have constrained learning-by-doing on the part of local counterparts, and overwhelmed the incentives that normally underpin successful capacity development.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
No new lessons

Project Number: 35343-013
Project Name: Support the Implementation of the Public Administration Reform Master Program, Phase 1
Report Date:
Lesson
The evaluation offers lessons regarding the need to properly adapt the scope and time frame of reforms to institutional capacity and to sequence reforms. Budget reform should be regarded as an evolving process and should focus on a more limited set of reforms that are within the reach of government institutions.

Project Number: 35376-023
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
No new lessons

Project Number: 42477-013
Project Name: Emergency Assistance for Post-Conflict Recovery
Report Date:
Lesson
How the design and monitoring framework (DMF) was prepared constitutes a major design and evaluation issue, and its lack of clarity made assessment of achievements across the program very difficult. The standards used in conceptualizing DMFs have evolved significantly since the program - s approval, and the new practices should soon make it possible to design more effective assistance in Afghanistan and elsewhere.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
No new lessons

Project Number: 34328-013, 34328-023, 34328-033
Project Name: Decentralization Support Program
Report Date:
Lesson
Continuous recourse to resident international advisors may perpetuate the dependency of decision-makers on such experts.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of specific terms of reference for international advisors for on-the-job training, or if those are not strictly focused on the most technically challenging tasks, the availability of these experts to provide general support within the ministries will tend to crowd-out the inputs provided by, and the learning process of the local staff. Thus, experts should be given specific terms of reference that (a) require the provision of on-the-job training to local counterparts, and (b) limit their overall involvement to the most technically challenging tasks.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
The importance of existing institutional capacity for carrying out changes in the technical aspects of the project design. The risks associated with a change in scope should be fully considered to prevent project failure.

Project Number: 30535-013
Project Name: Financial Management Project
Report Date:
Lesson
It was a challenge to administer the block grant mechanism for 50 BAWASDAs and Dewan Perwakilan Rakyat Daerah or Regional Parliament (DPRD) secretariats. All the BAWASDAs had to prepare institutional development plans (IDPs) for ADB approval in order to be eligible for grant funds. Subsequently, the BAWASDAs and the DPRD secretariats were required to coordinate with the MOHA-IG to ensure their budgets were included in MOHA-IG DIPA (the budget and the activities were prepared in accordance with the approved IDP). This process resulted in delays.

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date:
Lesson
Although the project met performance targets and indicators, substantive support was provided by the Investment Loan Monitoring Unit (ILMU) and the technical assistance (TA) consultants to help the Ministry of National Education- Inspectorate General (MONE-IG) implement the scholarship program. The support ranged from administrative to monitoring and evaluation, and quality assurance. As such, it was essential to have good coordination between BAPPENAS, as the executing agency, and the MONE-IG, as the implementing agency.

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date: