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Lesson
For a sector such as ICT, with limited skills, expertise, and private sector involvement especially in a small country, project financing provides an opportunity for development banks, such as ADB, to leverage its development objectives. These include promoting private sector participation, improving public service delivery, and strengthening institutions. Infrastructure projects are only a means to achieve development outcomes and impacts. This is a principle that most infrastructure project designs could be based on.

Project Number: 38347-022
Project Name: Tonga–Fiji Submarine Cable Project
Report Date:
Lesson
Close coordination with other development banks, such as the World Bank, the government’s clear infrastructure priorities and plan, and its good relationship with a neighboring country is crucial to ensure project readiness, availability of funds, and timely implementation of the project.

Project Number: 38347-022
Project Name: Tonga–Fiji Submarine Cable Project
Report Date:
Lesson
A more detailed, formal assessment of individual, organizational, and institutional capacity before program design that could then be monitored during implementation might also have helped strengthen program implementation.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
The level, timing, focus, number, prioritization, sequencing, and flexibility of the reform actions are likely to be unique to each program of reforms and to change.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
The use of an imprest account for regular and quick reimbursements of claims can effectively keep contractors/consultants satisfied and engaged, and therefore, avoid the risk of progress delay and/or cost overruns.

Project Number: 48192-001
Project Name: Cyclone Ian Recovery Project
Report Date:
Lesson
Adequate flexibilities in project design and implementation to manage unexpected situations and meet reasonable requirements from the government, cofinanciers, and/or development partners are important to realize smooth progress and timely completion of reconstruction.

Project Number: 48192-001
Project Name: Cyclone Ian Recovery Project
Report Date:
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
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Lesson
Data requirements to provide evidence of achievement of performance targets need more attention and lack of M&E data has characterized this PCR

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
Adequate stakeholder coordination during project design could have prevented an overlap between the drainage rehabilitation and maintenance component of the grant and the Nuku’alofa CBD Reconstruction Project.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
Under a sector modality, core subprojects should only be included at project appraisal if detailed feasibility studies have shown them to be implementable. Under this grant project, a core subproject (Sopu drainage channel) had to be dropped in the implementation phase when detailed design and feasibility studies revealed huge and unfeasible land acquisition needs.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
One of the significant lessons from the project is the positive impact of early fielding of PIA (project implementation assistance) consultants. During project preparation, the capacity of the executing agency, MOW (Ministry of Works), was assessed as insufficient, particularly for detailed design, construction supervision, and overall project planning, monitoring, and reporting. The project design therefore provided for PIA consultants to assist and support MOW.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date: