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Hungary - Health Services and Management Project (Inglês)

The project failed to achieve its development objectives. It was overly large and complex and not coherent. Its design and much of its implementation was consultant-driven, and it was never really "owned" by the Borrower. Project implementation was made more difficult by frequent changes of government, and high turnover on both the Bank and Borrower side. Overall project outcome is rated moderately unsatisfactory. Rating overall project outcome was difficult because of its many separate and somewhat isolated components and activities, which had very different individual outcomes and sustainability prospects. Institutional development impact is rated as modest, project sustainability as unlikely, Bank performance as unsatisfactory, and Borrower performance as unsatisfactory, all ratings consistent with the ICR ratings. project experience confirms a number of well-established OED lessons: Government ownership is critical. The Bank must be engaged in the political dimensions as well as in the technical dimensions of design and implementation. Projects in new countries and/or sectors should be of modest and realistic scope. Appropriate and measurable quantitative indicators, benchmarks, and targets for project performance need to be identified during design and used for monitoring and supervision, and for demonstrating results.




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