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CSV
Lesson
At the sector level, a conducive policy, legal, and institutional environment for PPP facilitates could enhance PSP in infrastructure services. PSP is facilitated when there are (i) a suitable policy and strategy for PPP, (ii) an established and professionally managed PPP Office that facilitates PPP processes, and

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
Report Date:
Lesson
Advance actions are important and effective in mitigating the risk of startup and implementation delays. As part of advance procurement, POWERGRID awarded the largest contract package under this project before loan effectiveness and the originally envisaged major contracts immediately after the loan became effective. It minimized land requirements by ensuring that the transmission lines mainly passed through government-owned land, wasteland, and agricultural and grazing lands and arranged for the timely issuance of forest clearances.

Project Number: 44426-014
Project Name: National Grid Improvement Project
Report Date:
Lesson
With the government’s response to the COVID-19 pandemic severely affecting MSMEs, risks from further implications and possible pandemics in the future need more attention in the program’s assessment moving forward.

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
In implementing the PPPs and in establishing the PPP unit, specific actions could have been better emphasized to ensure that such projects are affordable to the poor and that these are gender and socially conscious. Providing varied financing mechanisms for different forms of PPPs—such as viability gap funding, availability-based, and Islamic bond financing—were innovations that could be repeated in future projects.

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
It is important for Indonesia to focus on improving the procedures to enable micro, small, and medium enterprises—the basis of the Indonesian economy—not only to start a business but also to expand the existing ones

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
It is critical for executing agencies to enhance their procurement capacity to ensure that all consulting services needed by a project are in place at the earliest possible time. The recruitment of a consulting firm for engineering design and drawing under this project spanned 15 months despite advance action. This significantly delayed project implementation, highlighting the need for MECCS to strengthen its procurement capacity and ensure the timely recruitment of consultants for its projects.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
Report Date:
Lesson
Complex projects are better designed and implemented if there is a clear government sector plan that is fully supported both at the national and provincial levels. This was demonstrated by the country’s railway development plan and its financial allocations. The national government successfully reached out to private banks for cofinancing, and the provincial governments had a strong buy-in through their smooth implementation of land acquisition and resettlement plan.

Project Number: 35354-013
Project Name: Lanzhou–Chongqing
Railway Development Project
Report Date:
Lesson
A multisector approach, backed by an implementation arrangement that addresses the logistical challenge of working in remote areas, is suitable for improving livelihoods in the protected areas. The project location within a protected area required a design that considered the links between communities, tourism, ecological values, park management objectives, and compliance with national and ADB safeguard requirements for protected areas.

Project Number: 48216-001
Project Name: Integrated Livelihoods Improvement and Sustainable Tourism in Khuvsgul Lake National Park Project
Report Date:
Lesson
Spreading a large number of subprojects in a wide geographical area can reduce implementation efficiency and negatively affect subproject documentation and approval. A set of selection criteria guided this sector project’s investment size of approximately $0.5 million–$4.0 million per subproject. This resulted in many small subprojects that were geographically dispersed and generally failed to complement other infrastructure and hence synergize development impacts in the provinces. This was more evident in Phase 1 than in Phase 2.

Project Number: 37097-013
Project Name: Integrated Rural Development Sector Project in the Central Provinces
Report Date:
Lesson
The series of interlinked sector development programs operating with the framework of the government’s education sector policies and plans has proven effective in supporting government secondary education reforms. This long-term approach has provided consistent support and certainty to a long and complex reform agenda that successfully extended the secondary school cycle while simultaneously supporting broadened access and improved quality and efficiency.

Project Number: 40368-022
Project Name: Secondary
Education Sector Development Program
Report Date:
Lesson
Intersector coordination. ADB involvement in the financial sector facilitated dialogue with and support from the MOF and ensured better harmonization of the financial systems from different sectors. This support from one key sector, for instance, reinforced effectiveness of the reforms and is likely to enhance the sustainability of the program.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Understanding and addressing the needs of all those involved in the sector. The health system requires two types of personnel: (i) health services providers; and (ii) administrative personnel responsible for planning, budgeting, resource allocation, and monitoring. Both need to be involved.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Considering the construction costs and number of subprojects as tentative when there are significant technical unknowns that cannot be determined during the design stage will help mitigate the risks and facilitate the implementation of sector loan projects. Under this project’s preparatory technical assistance (TA), cost estimates were prepared under conditions of significant technical information gaps for all potential bridge sites.

Project Number: 43200-024
Project Name: Bridge Replacement for Improved Rural Access Sector Project
Report Date:
Lesson
Developing and implementing an asset maintenance plan, which remains important to break the wasteful build–neglect–rebuild cycle in the road transport sector of Papua New Guinea (PNG), is a pending business needing consistent follow up from development partners like ADB. Limited annual recurrent funding for operation and maintenance (O&M) was an underlying cause for developing this bridge replacement project along with capacity development for an asset management system.

Project Number: 43200-024
Project Name: Bridge Replacement for Improved Rural Access Sector Project
Report Date:
Lesson
ADB could not have continued to invest in water resources generally or irrigation especially, without major policy reforms to operationalize the provisions of the Water Law.

Project Number: 38558-013
Project Name: Water Resources Management Sector Development Program: Project Completion Report
Report Date:
CSV