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Lesson
The timing of scope changes need to be carefully planned, especially taking account of the possible implementation disruptions these can cause. Adjustments to the design and monitoring framework need to be made to reflect scope changes and other design modifications undertaken during implementation.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
TA relevance increased during implementation because of ADB’s responsiveness to real-time requests from the government. Regular country programming missions, consultation meetings, and tripartite portfolio review meetings provided effective avenues for ADB to be more responsive to clients. Responses to government requests should be matched by a scrutiny of the accompanying necessary changes in the results chain and the DMF overall, including performance indicators, targets, data source, and reporting mechanism.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
The DMF indicators and results chain, to effectively serve as a monitoring and evaluation tool, need to reflect the changes in TA scope and focus during implementation. Output performance indicators and targets were changed to align with the government’s requests for support to emerging priorities. The outcome statement and targets should also have been updated to reflect the changed focus of the TA which has evolved and become broader.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
The design and monitoring framework (DMF) and monitoring and reporting mechanism need to be carefully developed at the planning stage. The outcome statement of the TA was not appropriate as it is too narrow and should be more focused on the TA benefits to Maldives. Outcome targets were too ambitious since there were several contributing factors outside the scope of the TA that affected their achievements. With a small country portfolio, unexpected delays in one or two projects will make the target unachievable. Having an outcome indicator at the broader level could help avoid that.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
Using readily available published data enables proper assessment of a project’s development impact. The installation and use of a robust energy resource planning system in a newly formed utility enables a comprehensive management information system; transparency and good governance in operations; and timely reporting.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program - Tranche 1
Report Date:
Lesson
The envisaged institutional arrangements for safeguards need to be fully functional from commencement to the closure of projects. This would allow the safeguards performance of projects to improve, as was the case with the environmental performance of this project which improved over time, with increased monitoring and coordination by the project staff.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
Report Date:
Lesson
Application of lessons from preceding similar projects and regional experience with institutional reforms strengthens the potential for success of projects. In this case, these lessons suggest that (i) strong government ownership is critical to achieving results; (ii) collaboration with development partners is essential to build consensus for reforms; (iii) continued long-term engagement on reforms, supported by investments, is necessary for sustainability; and (iv) monitoring and evaluation are needed for the effective continuation of reforms.

Project Number: 54269-001
Project Name: Power Sector Reform Program (Subprogram 1)
Report Date:
Lesson
It is a good practice to provide relevant macroeconomic data to highlight the significance of environmental improvements. In the case of this project, the generation of secondary macroeconomic data, at the very least, could have strengthened the preliminary assessment of the project’s development impact. In discussing impacts of climate mitigation project and the co-benefits of air pollution reduction, it would be worthwhile to link these up with macro data.

Project Number: 47051-002
Project Name: Chemical Industry Energy Efficiency and Emission Reduction Project
Report Date:
Lesson
During implementation, closer attention is required to managing the risks identified during program preparation. The reduction of distribution losses needs periodic monitoring and reporting against time-bound aggregated technical and commercial (AT&C) loss reduction action plans for feeders, districts, and circles; and corrective actions need to be based on the data from distribution network energy meters that were installed and asset maps prepared under the project.

Project Number: 43467-014, 43467-016
Project Name: Madhya Pradesh Energy Efficiency Improvement Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
A holistic approach, including an exit strategy, helps improve the design of long-term support for the power sector. Therefore, the supervision of the investment program needs to closely track the capital works being implemented by the executing agencies using their own funds, and the assistance provided by other agencies, including complementary programs initiated by the government. Any gaps should be then filled by utilizing loan savings. ADB started supporting the Madhya Pradesh power sector over 20 years ago and the approved loans add up to $1,720 million.

Project Number: 43467-014, 43467-016
Project Name: Madhya Pradesh Energy Efficiency Improvement Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
A review mechanism, which can recognize significant changes in the scope and address them through an update in the design and monitoring framework (DMF), can improve the performance evaluation. Some project indicators were changed based on “reassessments” undertaken. The changes in two output indicators were considered as minor change in scope and the DMF was not revised.

Project Number: 47101-003
Project Name: Assam Power Sector Investment Program (Tranche 2)
Report Date:
Lesson
Design and monitoring framework (DMF) indicators that are specific and clear facilitate better assessment of project achievements. Targets that are achievable within the project timeline contributes to the quality of the project design and monitoring.

Project Number: 49451-002
Project Name: Shah Deniz Gas Field Expansion Project
Report Date:
Lesson
A well-designed and functioning project performance monitoring system (PPMS) is critical for the monitoring of project performance and collecting data for economic analyses (among other information). Given the data issues persistent in the Pacific e.g., availability and quality of data, careful thought on designing a comprehensive but implementable i.e., “fit for purpose” PPMS is imperative upon project teams. This can enable better data collection, which can facilitate better post-evaluation.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development
Report Date:
Lesson
The establishment of a project performance management system (PPMS), which was not covenanted in the grant agreement, could have provided a useful source of data on which to develop an economic analysis model; identify, quantify, and value economic benefits; and assess the efficiency of the project. Because of the emergency nature of the project, baseline data could be collected during project implementation to enable data comparison after project completion.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
Design and monitoring frameworks (DMFs) for emergency assistance-type projects could be better designed with a focus on project outcome targets instead of project outputs. The latter are difficult to determine because of insufficient time to detail specific equipment requirements. Streamlining DMFs by avoiding repetition of indicators will also help in focusing the DMF.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date: