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CSV
Lesson
The project is unique among ADB interventions in the Pacific. It involved setting up a regional organization from scratch, using a regional loan guaranteed by four Pacific Aviation Safety Office (PASO) members. While the concept was innovative, the first lesson is that a regional project can raise a variety of new issues. Inception was delayed by lengthy procedures for parliamentary approval of two of the guarantees. As of 2011, there is a risk that the organization could eventually fail unless a secure funding basis can be established in the near future.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Institutional lessons arise from the need for cooperation on the part of governments, airlines, and international agencies in reforming and harmonizing the regulatory and legislative environment. ICAO has already recognized PASO as a legitimate international organization and will exercise quality control through the regular Universal Safety Oversight Audit Program and Universal Security Audit Program in each country. Governments need to ensure continuing cooperation between aviation ministries and other ministries responsible for drafting and enacting legislation and for providing finance.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
The concept of regional cooperation in technically demanding sectors is sound. The project concept of developing the coordinated provision of technical services to small and poorly resourced states has been proven. The project has helped develop similar regional activities in Asia and Africa by demonstrating feasibility to the International Civil Aviation Organization (ICAO) and other international organizations.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
To provide TA for capacity enhancement and program implementation to make a success of a reform program (2 TAs were provided in conjunction with the Program in this case) is also essential; and constraints is necessary.

Project Number: 36383-013
Project Name: Small and Medium Enterprise Development Program [Loan 2129-CAM]
Report Date:
Lesson
It is crucial to the success of a policy-based program to undertake proper pre-appraisal preparatory work to identify correctly the concerns and issues that needed to be addressed under a reform program to facilitate program implementation and accomplish the envisaged outcome and outputs (a pre-assessment was done in this case using an ADB funded TA);

Project Number: 36383-013
Project Name: Small and Medium Enterprise Development Program [Loan 2129-CAM]
Report Date:
Lesson
No new lessons

Project Number: 39118-013
Project Name: Cyclone Emergency Assistance Project [Loan 2174-COO]
Report Date:
Lesson
To understand that enactment of new laws (financial leasing law in this case) would take time particularly in countries faced with capacity

Project Number: 36383-013
Project Name: Small and Medium Enterprise Development Program [Loan 2129-CAM]
Report Date:
Lesson
In support of MOH's sectorwide management strategy, ADB's participation in the sectorwide management approach along with other partners in a jointly administered project proved the benefits of close collaboration among health partners. While the Health Sector Support Project (HSSP) was cofinanced by different donors and implemented through an integrated project implementation arrangement under the sectorwide management approach, the project was administered by each donor agency with different implementation schedules.

Project Number: 32430-013
Project Name: Health Sector Support Project
Report Date:
Lesson
Building on lessons from the Basic Health Services Project, the project gave greater emphasis to close monitoring and supervision by MOH to ensure that civil works were closely coordinated with the supply of equipment and drugs under minimum package of activities (MPA) and complementary package of activities (CPA) guidelines. However, efficient planning, a well-executed plan, and close oversight by MOH would have allowed timely completion of civil works and avoided cost overruns.

Project Number: 32430-013
Project Name: Health Sector Support Project
Report Date:
Lesson
The success of nongovernment organization (NGO) contracting of health services under the project provided the foundation for Ministry of Health's (MOH) introduction of new contracting arrangements (internal contracting) based on the government's Policy on Public Service Delivery (2006) and adoption of MOH's procedures and guidelines on contracting arrangements.

Project Number: 32430-013
Project Name: Health Sector Support Project
Report Date:
Lesson
Alternative livelihood programs, while functioning satisfactorily, were focused on individual households, with little built-in capacity for extension. Small-scale livelihood activities must be appropriate to the situation. TSEMP has shown that the most successful small-scale activities are those that people themselves can sustain, given their income, time, and material constraints. Training is a necessary part of livelihood work, particularly if the participants have no previous experience.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Cross-ministerial implementation of projects brings complications beyond just day-to-day technical issues. Experience shows this to have been the case with other projects. The Tonle Sap Environmental Management Project (TSEMP) experienced many delays caused by having to obtaining agreement and approval across departments.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
The project can point to the setting up of community fisheries organizations (CFOs) and the empowerment of local communities as huge successes in the short and medium term. However, in the long term, the CFOs may come under considerable pressure from outside interests without technical and moral support from the Fisheries Administration (FiA) provincial teams in the field.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Overall, the project outcome appears successful. However, an important opportunity was missed. The project did not establish a recognized baseline with pre- and post-project comparisons to demonstrate to ADB, the government, and key stakeholders the natural resource management, environmental, community, and economic benefits. It would have been possible to provide well-documented evidence that the project had achieved its primary goal.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
CSV