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In general, the EAs rated the quality of ADB’s CD in the power sector as “better than average” (two EAs) and “quite good” (one EA). Strategy. Project documents give scant indication that the CD interventions reviewed represented integral parts of a carefully thought-out, long-term CD strategy. There were exceptions: for example (1) ADB’s concern with achieving structural change and policy reform in Sri Lanka’s water supply and sanitation sector, principally involving the establishment of a regulatory authority, independent tariff setting, and private sector participation; and (2) ADB’s constant emphasis in its policy dialogues with the government in Nepal to change the attitude, especially that of DOLIDAR’s Capacity Development Experience 27 district-level clients, to favor road maintenance, rather than construction of new roads.

As with some of the rural infrastructure EAs covered in this study, DLS has had to change from being the primary service provider to becoming a facilitator of service provision including privately provided services. It has had to greatly increase its physical presence at the local level in order to act effectively as the integrator of rural development components. This may soon be institutionalized under the government’s formal decentralization policy. Such a transformation of a public sector agency requires fundamental changes in the understanding staff have of their jobs, by what criteria their performance will be judged, and of the ultimate purpose of DLS and the justification for its existence.

The variable quality of consultants was also a factor. Capacity Development Experience 37 EA’s Assessment. ” Table 4 summarizes the EAs’ assessment of the quality of ADB’s CD. Strategy. The sequencing was logical: start with strengthening and developing SEC and then spread capacity building to other capital market institutions such as the stock exchanges, the Investment Corporation of Bangladesh, and the Central Depository Bangladesh Ltd. However, ADB has since concluded that too much attention was given to SEC at the expense of other capital market participants—SEC’s clients in most cases.

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Capacity Development in South Asia by Evans M.


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