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Morocco - Judicial Performance Enhancement for Service to Citizen Project (Mahkamati) (Inglês)

Ratings for the Judicial Performance Enhancement for Service to Citizen Project (“Mahkamati”) for Morocco were as follows: outcomes were highly unsatisfactory, the risk to development outcome was negligible, the Bank performance was unsatisfactory, and the Borrower performance was also unsatisfactory. Some lessons learned included: First, the client needs to own the project. Without ownership, a project will not be successfully implemented. When the Bank is driven by internal considerations when it comes to the modality or the timing of a project, ownership can be undermined. Project design and timing need to reflect the government’s reform agenda and sequence. If the reform agenda is in a flux, it is important to find the right moment when alignment with the client’s vision can be ascertained.Second, the project needs to be informed by political economy considerations. This is key to avoid a design that may technically reflect international best practice, but is disconnected from reality. Awareness of political economy aspects is also crucial to correctly time a project.Third, the project needs to be ready for implementation. While many considerations may affect the timing of Board and government approval, a project that is not ready for implementation should not be submitted.Fourth, ignoring weak project performance and passivity in addressing challenges will not lead to improvements.When a project does not perform, there is a need for all parties involved to acknowledge it, to identify the causes, and to address them. This is not only the responsibility of the client or the task team, but also World Bank management responsibility. The recommendation is therefore for all parties to be proactive in identifying and addressing shortcomings, for the World Bank to be supportive of the client in this effort, and for World Bank management to nurture a culture where task teams are encouraged to communicate performance shortcomings and to jointly address them.


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    Conclusão da Implementação e Relatórios sobre Resultados

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    Oriente Médio e Norte da África,

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  • Nome do documento

    Morocco - Judicial Performance Enhancement for Service to Citizen Project (Mahkamati)

  • Palavras-chave

    information and communication technology;pilot court;Justice and Development Party;client needs;Personal and Property Rights;project design and implementation;ip disbursements archived;legal and regulatory framework;economic and financial analysis;readiness for implementation;justice sector reform;condition of effectiveness;access to court;financial management activities;standard of transparency;Rule of Law;exchange rate;Exchange Rates;performance budgeting framework;Financial Management System;requests for proposal;Public Finance Management;Law and Justice;financial management rating;performance evaluation system;lack of ownership;security of information;data collection effort;improved service delivery;governance and institutions;internal control system;performance management management;performance management model;outputs by components;internal audit structure;quality of supervision;political economy considerations;identification of risks;government's development priorities;vulnerability to shock;quality at entry;access to justice;white collar crime;quality and efficiency;law and regulation;court of appeal;Justice Reform;participatory approach;judicial service;bottom-up approach;court clerk;budget support;administrative staff;strategic objective;judicial system;filing system;statistical system;real time;measurable results;investment lending;results framework;standard performance;grant funds;budget allocation;beneficiary survey;stakeholder workshop;parliamentary election;central function;government commitment;donor support;local stakeholder;court file;loan fund;budget structure;justice services;court procedure;statistical data;performance performance;political reform;procurement documents;reform process;transparent service;potential users;result indicator;annual budget;court system;consultation process;audit finding;ict strategy;inclusive growth;metropolitan area;consultative process;express agreement;donor coordination;local ownership;european commission;court administrator;court administration;intermediate outcome;financial matter;procurement activities;funding mechanism;written term;initial ownership;program development;external expert;safeguard issue;case law;Safeguard Policies;management culture;Justice Systems;transparent manner;mitigation measure;court representative;rural area;field trip;civil society;inherent risk;budget reform;social movement;operational tool;court management;judicial organization;gender perspective;gender-specific barrier;administrative processes;management capacity;open governance;strategic approach;community justice;family court;sectoral reform;good governance;business environment;primary beneficiaries;external partner;unemployment rate;legal framework;commercial court;Court Modernization;skill development;court infrastructure;modernization program;financial crime;significant challenge;social indicator;political change;inclusive development;consulting service;Performance Standards;operational indicator;operational design;popular protests;effectiveness condition;national budget;Consulting services;political condition;procurement progress;existing capacity;survey data;baseline data;procurement process;institutional change;gender aspect;safeguard policy;legal institution;market economy;primary author;public awareness;procurement procedure;comparative disadvantage;existing contract;political environment;strategic indicator;Government Performance;significant factor;draft law;court statistic;institutional culture;



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