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Lesson
Inclusive public consultations and close relationships among stakeholders are crucial to determine the most appropriate design and ensure the smooth implementation especially of project components introduced for the first in the country or project sites. The project design underwent various scope changes, some of which were in response to requests from the Kulhudhuffushi City Council (KCC). The scope changes and additional works delayed project implementation.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
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Lesson
Institutional strengthening and capacity development need to continue throughout the project. Capacity constraints continue to affect Maldives’ maritime development and management, including projects financed by development partners. The technical associated linked to this project provided significant recommendations based on in-depth analysis and developed toolkits and guidance for improving harbor management and operation. The related government agencies and Kulhudhuffushi City Council (KCC) should review the recommendations carefully and use the outputs.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
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Lesson
Data access and documentation issues, which can affect emergency response operations, need to be identified and addressed right at the onset of the crisis situation. Early in program implementation, the government recognized the importance of internet connectivity and the use of web-based applications. There was no established online system to receive and process emergency assistance applications. The application forms were initially submitted by beneficiaries through email, which took more than 5 weeks to process.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
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Lesson
The program's participatory approach was effective in engaging multiple stakeholders, enhancing donor coordination, and delivering the intended results. Emergency programs are less amenable to inter-donor coordination compared to programs implemented under normal conditions. However, based on a participatory approach, the CARES program made it possible to involve different parties: ministries, international nongovernment organizations, the private sector and civil society organizations. The approach proved to be effective, as the results were satisfactory.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Flexibility in adjusting timelines and targets to respond to new and unforeseen factors enhances impact. Difficulties in dealing with the COVID-19 pandemic affected project implementation timelines. The pandemic was unprecedented in scale and unpredictable in terms of the percentage of the workforce testing positive; the mobility restrictions that needed to be imposed to control its spread; and its impact on availability of supplies, materials and expertise needed to implement the project.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Development of measurable Gender performance Indicators and targets, with clearly defined Indicators and data sources, is important in integrating Gender in all programs being implemented by the government . It is also important to develop and implement Gender action plans and use structured data collection tools that can easily extract the required data in a timely manner.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Using third parties to monitor implementation, especially in situations where mobility and ADB missions are constrained, helps ensure the attainment of intended results. The government partnered with the Red Crescent, private sector, and civil society organizations to vaccinate all residents of Maldives, including foreign workers with no official work permits.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
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Lesson
The absence of a project performance management system (PPMS) could create difficulties in providing basis for the estimation of a project’s economic benefits. Therefore, a well-functioning PPMS helps provide data for more accurate EIRR estimates and the development impacts of road projects.

Project Number: 41076-044
Project Name: Road Improvement and Institutional Development Project
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Lesson
More careful assessment of results of institutional capacity reviews during project processing could avoid major revision of project components dealing with institutional capacity.

Project Number: 41076-044
Project Name: Road Improvement and Institutional Development Project
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Lesson
Greater effort early on to define targeted outcomes and using a well-structured framework can yield a better tool to assess program results. The results framework presenting clarity in project design, well-defined outcomes, and outputs with appropriate targets and indicators, is imperative in monitoring project achievements. This is necessary to help provide clear assessment and guidance on how to systematically track progress especially on how success will be assessed.

Project Number: 48458-001, 48458-003
Project Name: Expanding Private Participation in Infrastructure Program
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Lesson
To ensure the formulation of a well-grounded design, a thorough preparatory assessment could be undertaken by including the political environment and the risk of corruption in a country. In cases where corruption is perceived as being high, support for better performance and greater accountability in public financial management systems plays a crucial role.

Project Number: 48458-001, 48458-003
Project Name: Expanding Private Participation in Infrastructure Program
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Lesson
The impact level of the DMF could be connected to the results chain.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
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Lesson
Public sector finance and management programs could use information on transparency and accountability of government administration from government institutions such as the Commission on Audit when designing and evaluating programs.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
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Lesson
Output performance measures of public sector and management programs could be improved through the inclusion of (1) anti-corruption measures, especially if the risk of corruption is high in the program and the country rates poorly on perceptions of corruption; and (2) strengthened internal and external audit functions to provide more transparency and accountability to government processes.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
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Lesson
CDD-based livelihood and enterprise development requires increased training and coaching and the involvement of other service providers and technical agencies

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
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