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CSV
Lesson
Although it did not negatively impact the program, submission of the monthly and quarterly progress reports was irregular throughout the MFF implementation. This cannot go unattended under the second MFF, as without timely reporting, program management will not be in a good position to address the implementation challenges, especially those unforeseen at MFF and individual tranche approval. The program management unit should establish a mechanism to regularly monitor physical and financial progress per contract.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program 
Report Date:
Lesson
The potential of new technologies and contracting modalities to achieve their intended results is best enhanced by the provision of adequate technical and capacity-building support.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program 
Report Date:
Lesson
Implementation of government’s priorities. Involving the provincial and district levels and strengthening their capacity to identify and address the local needs reflected the government’s Sam Sang initiative, giving provinces and the districts more responsibilities and authorities. The reforms offered an opportunity to effectively apply the new policy, resulting in a strong government support for HSGP. ADB’s capacity-building activities at the provincial level in previous health projects provided useful experience to better target technical support at all levels.

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
The implementation arrangements ensured that the provincial health offices, as implementing agencies, were stakeholders of the reforms. Rather than simply following instructions from the center, the provinces were involved in the program, better understood the reform objectives, and supported the implementation of the HSRS.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
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
Better data and information. A better use of more accurate data for planning and budgeting by newly trained personnel at the central, provincial, and district levels could have significantly improved allocative efficiency in the health sector, enabling better targeted policies and activities in operational and development plans.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Single-tranche and stand-alone policy-based programs can be an appropriate instrument to support reforms in fragile states provided that (i) these take place in the context of an ongoing, long-term development partnership; and (ii) there is a demonstrated government commitment to pursue substantial reforms over an extended time frame. Moreover, such programs need to be supported by ongoing capacity development in key agencies. In fragile states, the risks to implementing and sustaining reforms are amplified by external shocks and natural disasters.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
The formal government and development partner coordination mechanisms offer the opportunity to reduce transaction costs for all parties and increase the likelihood of a good quality program design and implementation. In the case of Solomon Islands, it utilized a wellestablished coordination mechanism to undertake policy dialogue, to design a program that is responsive to the country’s needs, and to jointly oversee program implementation.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Timing is essential in the successful implementation of reforms.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Continued monitoring of the non-tranche policy actions of reform programs is critical to ensuring that these actions are completed on time.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Establishing more valid indicators or defining a more appropriate impact is a lesson for future projects.

Project Number: 48293-001
Project Name: Transport Sector Flood Recovery Project
Report Date:
Lesson
The target of 30% labor in the GAP for women was not attainable because of the unique socioeconomic conditions within the project area.

Project Number: 48293-001
Project Name: Transport Sector Flood Recovery Project
Report Date:
Lesson
Attributing national GDP growth to the project impact was inappropriate since the planned interventions were not the only factors contributing to economic growth.

Project Number: 48293-001
Project Name: Transport Sector Flood Recovery Project
Report Date:
Lesson
Securing funding for associated facilities, and mandating the executing agency to comply, are important contributors to the successful operation of transport sector projects.

Project Number: 48293-001
Project Name: Transport Sector Flood Recovery Project
Report Date:
CSV