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Brazil - Strengthening Public Management and Integrated Territorial Development Project (Inglês)

Ratings for the Strengthening Public Management and Integrated Territorial Development Project for Brazil were as follows: outcome was highly unsatisfactory, Bank performance was unsatisfactory, and monitoring and evaluation (M and E) quality was negligible. Some lessons learned included: having many project implementation units (PIUs) and agencies responsible for implementing project activities dilutes resources and responsibilities, reduces ownership and leadership, and increases risks of separate and disconnected activities. The lack of a clear project development objective (PDO) makes the theory of change very difficult to build and measure. Multisector operations involving different sectors must address specific problems that require the sectors to reinforce synergies, leading to amplified impacts and sustainability (for example, urban, water supply and sanitation (WSS) and social development; urban and transport; public sector and education and health; and agriculture and infrastructure). To ensure coherence of sectorial activities and current priorities, technical assistance (TA) loans should focus on the areas of specific development policy loan (DPL) operations that are either under preparation, ongoing or recently executed. One of the main communication and leadership problems during project implementation was the multiplicity of communication channels on the Bank side (and on the Borrower’s side).


  • Data do documento


  • TIpo de documento

    Conclusão da Implementação e Relatórios sobre Resultados

  • No. do relatório


  • Nº do volume


  • Total Volume(s)


  • País


  • Região

    América Latina e Caribe,

  • Data de divulgação


  • Disclosure Status


  • Nome do documento

    Brazil - Strengthening Public Management and Integrated Territorial Development Project

  • Palavras-chave

    Urban and Rural Development;Participation and Civic Engagement;disaster risk management;quality of public service;public transport service quality;monitoring and evaluation system;Oil and Gas Sector;access to basic service;Environmental and Social Safeguard;land use planning;education and health;public service delivery;Housing and Land;payment for service;theory of change;social protection program;early warning system;Financial Management System;fiscal crisis;Public Services;Public Financial Management;sustainable fiscal adjustment;Oil & Gas;secondary school infrastructure;primary health care;tax collection procedure;public investment program;fiscal policy decision;targeted social assistance;extreme poverty line;conflict and violence;public service provision;cash transfer program;urban transport sector;private sector financing;efficient transport system;delivery of product;demand for fund;lack of commitment;tax collection capacity;effectiveness of investments;source of revenue;mitigation measure;metropolitan governance;external factor;territorial development;institutional strengthening;strategic approach;fiscal management;Tax Administration;results framework;sector specialist;management capacity;metropolitan region;restructuring process;social program;political situation;public hospital;urban development;precautionary measure;hydrological disaster;safeguard policy;land regularization;political support;political crisis;Safeguard Policies;housing management;equal distribution;petrochemical industry;economic crisis;Spatial Growth;vulnerable area;education agenda;process management;fiscal reality;government leadership;federal transfer;fiscal constraint;sustainable urban;metropolitan area;Fiscal Sustainability;high rainfall;vulnerable group;living standard;flood risk;peripheral area;fragile hillsides;informal settlement;municipal government;procurement documents;fiduciary perspective;ineligible expenditures;causal relationship;insolvent state;clearance process;judicial order;financial crisis;political instability;welfare program;political risk;corrective measure;sector activity;living condition;management structure;metropolitan transport;social impact;Management Systems;mineral source;grace period;procurement rule;ticket system;housing companies;Urban Planning;comparative performance;integrated management;Macroeconomic Policy;social security;loan proceeds;outcome targets;welfare support;stakeholder involvement;Fiscal policies;state agency;lost revenue;long-term outcome;result indicator;retail sale;evaluation process;health monitoring;Pending Approval;subsequent section;staff turnover;low-income household;private investment;public bank;human rights;social setting;brazilian real;exchange rate;Exchange Rates;global slowdown;human capital;debt level;borrower's territory;Education Management;evidence-based policy;political problem;monetary policy;natural disaster;mountainous region;fiscal efficiency;causal linkage;Job Creation;low-income people;reputational risk;management turnover;governance arrangement;transparent model;Gender Gap;target social;opportunity cost;public finance;vulnerable family;organizational structure;unintended outcomes;social interest;positive impact;vulnerable population;



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