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Mauritania - Global Distance Learning Center Project (Inglês)

Ratings for the Global Distance Learning Center Project for Mauritania were as follows: outcomes were moderately unsatisfactory, the risk to development outcome was high, the Bank performance was moderately unsatisfactory, and the Borrower performance was also unsatisfactory. Some lessons learned included: while replicating projects is possible, project design requires full cognizance of country-specific conditions. Strong Government support is key to the success of a Global Development Learning Network (GDLN) center: it promotes the center, giving it recognition as a capacity building facility. Consultative process during project design and implementation is a prerequisite. Availability of public sector funds for capacity building activities should be secured ex-ante. Institutional utilization of existing assets to develop capacity should be given top priority in an environment of severe capacity shortages. Learning incentives need to change.


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    Mauritania - Global Distance Learning Center Project

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    telecommunications and postal;Governance in the Public Sector;Education for the Knowledge Economy;Administrative and Civil Service Reform;general public administration sector;project design and implementation;Participation and Civic Engagement;principles of corporate governance;economic and financial analysis;ip disbursements archived;access to new technology;Technical and Financial Partners;information and communication technology;South-South Knowledge Exchange;cash flow problem;senior civil servants;centers of excellence;private sector partnership;industry and trade;outputs by components;success and failure;local training institution;capacity building facility;recruitment of staff;exchange rate;female labor force;knowledge and learning;human resource management;distance learning service;Energy and Mining;total labor force;international good practice;information super highway;foreign direct investment;dissemination of knowledge;quality and relevance;Public Financial Management;capacity building program;construction and equipment;annual business plan;operation and management;lack of commitment;Exchange Rates;water and electricity;community of practice;capacity building component;national action plan;partnership agreement;counterpart fund;local stakeholder;government support;average cost;academic institution;learning activity;traditional methods;staff turnover;credit effectiveness;regional policy;project execution;government ownership;Safeguard Policies;safeguard policy;civil society;unsatisfactory performance;market strategy;institutional set-up;political instability;institutional environment;global development;civil unrest;local development;gender aspect;financial sustainability;human capacity;government staff;global knowledge;corporate management;good governance;institutional context;public health;collaborative work;south-south exchange;positive feedback;language skill;budget resource;Higher Education;peer learning;Rural Sector;consultative process;Public-Private Partnership;strategic partnerships;comparative advantage;web-based activity;business relation;financial autonomy;public awareness;private operator;staff capacity;gender balance;difficult environment;mitigation measure;knowledge institution;average attendance;development partner;institutional weakness;beneficiary survey;private entity;regional network;administrative management;net result;equipment management;financial situation;Vocational Training;public demand;technological aspect;language barrier;institutional framework;audio systems;staff salary;short-term outcomes;reform process;local public;legal entities;national decision-makers;financial account;private law;legal entity;administrative center;grant allocation;government representative;political stability;economic slowdown;elected representative;private corporation;development partnership;technology tool;digital divide;international economy;cross-country experience;software training;political crisis;computer skill;pedagogical material;governance mechanism;marketing skills;primary author;corporate finance;Technology Diffusion;telecommunications sector;stakeholder workshop;train service;subsequent years;living standard;transaction cost;penetration rate;management skill;local access;variable cost;satellite link;career management;borrower performance;portfolio review;



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