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ADB funded, the project is focused on assisting in the development of the institutional and human capacity of the Republic of Kazakhstan's Committee of Roads (Ministry of Investment and Development) to apply managing for development results (MfDR) principles in transport sector management and thus effectively implement the transport sector development strategy to 2020.
Managing for Development Results (MfDR) – is defined as a participatory and team-based approach to programme planning and focuses on achieving defined and measurable results and impact. It is designed to improve programme delivery and strengthen management effectiveness, efficiency and accountability. The MfDR system aims at responding to these concerns by setting out clear expected results expected for programme activities, by establishing performance indicators to monitor and assess progress towards achieving the expected results and by enhancing accountability of the organization as a whole and of persons in charge. MfDR seeks to overcome what is commonly called the “activity trap”, i.e. getting so involved in the nitty-gritty of day-to-day activities that the ultimate purpose or objectives are being forgotten.
The technical assistance project delivery focuses on: (i) MfDR principles institutionalized and operationalized in MOTC, (ii) roads subsector results-based framework developed in line with national planning objectives, and (iii) monitoring and evaluation (M&E) system developed to support results-based planning, budgeting and monitoring in the roads subsector.
The extensive presence of indicators in the different strategic policy documents is on the one hand an advantage for the introduction of the MfDR approach, but on the other hand meant that all these documents needed to be reviewed in detail to determine how they may be impacted by the introduction of new or improved indicators. Lastly, the ongoing support from the World Bank regarding results-based budgeting add both a leverage and complication to the project and requires proper coordination and understanding of the approach and its achievements so far, in order to avoid duplications or contradictions between the two approaches. There is also the need to deal with concern expressed by staff of overlap and some confusion in running the two projects. That is, to some it appears that the two project deal with the same issues but in two different agencies.



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