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Lesson
Well-conceived and structured TA associated with the program addressed the obstacles presented by system inefficiencies and limited capacity. Survey data and other forms of monitoring can be subject to local manipulation by incumbents and unintended beneficiaries. A related problem is rent-seeking in local agencies and the government can similarly distort monitored data, and misdirect public transfer payments and other benefits.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
The interim restructuring of the program, at the request of the government, lowered the total program cost to the government. It also put greater emphasis on the program’s design features than on embedding the program deeper within public institutions. This may have been fiscally expedient but will have long-term costs that are hard to measure now. The government may have employed the program’s national consultants after it decided to fund SP2 and SP3, but ADB is unlikely to receive information on the results.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
The RRP outlined that one of the program outputs was the establishment of the policy and legal framework to enable the provision of sustainable and efficient water and sewerage services, including allowing for outsourcing of the management function to a private company. Examples of merged power and water utilities and private sector-run water utilities include the UNELCO Engie in Vanuatu and the American Samoa Power Authority (footnote 9). These types of viable utility options need to be considered during the appraisal of similar programs.

Project Number: 44031-013
Project Name: Water Sector Improvement Program
Report Date:
Lesson
The approach to risk assessment and risk management should be consistent across programs. Risk assessments should include the individual risk and its risk level before mitigation, the mitigation strategies and resultant risk to each risk and to the overall risk after mitigation. The PCR template should also allow for discussion on risk to explicitly consider whether the risk mitigation strategies had been successful.

Project Number: 41380-013, 41380-023
Project Name: Governance in Justice Sector Reform Program
Report Date:
Lesson
Recommendations need to be clear on what should be done, by which agency and if possible in what time frame, and should show whether the program managers agree or disagree. This allows for any follow-up to be well-targeted on where improvements should have been made. It also allows the public to determine the quality of the recommendation when the report is published on the ADB website. (iii) Where it is available, the use of country information such as audit reports (both internal audit and external audit) can provide an alternative perspective on the success of the program.

Project Number: 41380-013, 41380-023
Project Name: Governance in Justice Sector Reform Program
Report Date:
Lesson
Do not assume the automatic translation of inputs into outcomes. International experience has documented that increasing inputs is only weakly correlated with improved learning outcomes.

Project Number: 40347-013
Project Name: Secondary Education Sector Development Program
Report Date:
Lesson
Take hard evidence more seriously in the analysis of what drives learning outcomes.

Project Number: 40347-013
Project Name: Secondary Education Sector Development Program
Report Date:
Lesson
No additional lessons

Project Number: 45260-001
Project Name: SASEC Trade Facilitation Program
Report Date:
Lesson
ADB’s policy on risk assessment and risk management should be reviewed to allow for a consistent approach within projects, programs, or even across subprograms. Risk assessment is often carried out by considering a matrix of likelihood and consequential severity to define the level of risk (individually and overall) before and after the controls or mitigation strategies are in place. The PCR template should also allow for discussion on risk to explicitly consider whether the risk mitigation strategies had been successful.

Project Number: 47318-001
Project Name: Strengthened Fiscal Sustainability Program
Report Date:
Lesson
The complexity of the program, as measured by the number and nature of outputs (and sub-outputs) and policy actions as an important factor in the degree of difficulty in implementation (footnote 7). There may have been too many conditions, i.e., policy actions, to be complied with for the releases of tranches 2 and 3 within the context of the anticipated timeframe for the program and in view of the limited capacity within the government.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A need to define more realistic indicators that consider government commitment and capacity to undertake reforms and a timetable to achieve intended results and causal linkages between intended outcome and impact, with expected results having appropriate linkages with policy actions. Most of MPRMP’s policy actions were complied with but many of the outcome and output indicators and targets were not realized. The indicators/targets for development impact were achieved although the outcome and outputs were not met.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A more proper design of the TA component and a firm-based consultancy recommended at appraisal along with a more realistic budget. DOF and SGD should have strengthened their procurement capacity prior to the TA loan and this could have been a condition for the release of the tranche 1 funds given that it was their first large ADB-fund project. Although this was recognized, it was thought that such a risk could have been mitigated through the capacity building provided under the TA loan.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
There is a need for ADB projects to further strengthen the quality of economic analysis, particularly in the areas of quantification and valuation of economic benefits, and shadow pricing, to strengthen reporting on project performance. The methodology needs to be better understood by all, and more consistency is required by ADB staff, consultants, and the government in such analyses. Perhaps better and more explicit guidelines are called for.

Project Number: 40626-013
Project Name: Yunnan Integrated Road Network Development Project
Report Date:
Lesson
Multiple developmental financial institutions can work effectively together to create new institutions. All of the agencies involved provided equity and/or debt financing in sufficient amounts to meet the capitalization target and on a coordinated basis to allow IIF to formulate and staff its operations with its own independent management. This project appears to be an important benchmark for cooperative ventures both within ADB (sovereign and nonsovereign operations) and among institutions.

Project Number: 42109-013
Project Name: Infrastructure Financing Facility Company Project
Report Date:
Lesson
When projects are implemented under decentralization, consultation and capacity building of the provinces and implementing agencies at the decentralized level are essential and need to start during project preparation. The needs identified by the central level may not be felt at the decentralized level, which could result in delays or non-implementation of project activities, reducing the potential benefits of the project.

Project Number: 40019-013
Project Name: Health Care in the South Central Coast Region Project
Report Date: