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Lesson
No additional lessons

Project Number: 45260-001
Project Name: SASEC Trade Facilitation 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
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
Private health providers can play an important role when developing a network of quality health services in rural and other underserved areas. The needs of private sector entities and small-scale health providers, however, are different. Easy access to credit by small-scale providers, in itself, is insufficient. Needs and constraints also should be addressed. This covers (i) technical support—referral networks, continuous training, and colleagues’ advice; and (ii) family support—access to schools for children, work opportunities for the spouse, safety, and other needs and constraints.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date:
Lesson
The project was complex and involved many stakeholders (DBP, DOH and PHIC, LGUs, private sector venture, small-scale private providers, and local beneficiaries). A careful stakeholder analysis involving consultations with all participants to identify needs, constraints, and potential benefits could have improved the project design, its assumptions, and risk mitigation strategies.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date:
Lesson
Project ownership is important. With DBP, a financial institution as executing agency, DOH did not have primary responsibility for this health project. Inter-sector collaboration can bring significant benefits but is not easy: it requires significant efforts and a clear governance structure with specific reporting and coordination mechanisms. Leadership is essential and needs to be carefully established to ensure effectiveness and efficiency. The HSIAC should have been more actively involved and better coordinated the project.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date:
Lesson
One significant additional lesson is the importance of monitoring the results of reform programs even after the financial closure of the program, ensuring that the government and its various implementing agencies develop a strong sense of ownership for the reform initiatives. As pointed out in para. 19, these types of SME reform measures would usually take much longer time to achieve real outcomes on the ground.

Project Number: 34344 -013, 38335-013
Project Name: Small and Medium-Sized Enterprise Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
While it provides the benefit of flexibility (i.e., deferring subprograms wherein the program design cannot be fully defined at appraisal), care must be taken to maximize the achievement of critical objectives even if ongoing subprograms are canceled.

Project Number: 37752-013
Project Name: Power Sector Development Program
Report Date:
Lesson
No additional lessons

Project Number: 30308-013
Project Name: Pasig River Environmental Management and Rehabilitation Sector Development Program
Report Date:
Lesson
Although there clearly was a commitment to change in relation to most tranche conditions, there was back-tracking on the initial commitment to divest state-owned enterprises. However, after considerable reflection and reconsideration of options over the program period, all state-owned enterprises were successfully divested, and the benefits of this - significantly better operations and financial performance of the ongoing enterprises, and cost savings for those wound up - are increasingly appreciated.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date:
Lesson
It was not until the establishment of working groups for each of the tranche conditions in late 2005, under the initiative of the program support unit (PSU), that ownership of the process became more localized. There were delays in the development of work plans and budgets, and the consequent disbursement of funds to the working groups caused a delay in meeting tranche conditions. However, resolving difficulties and obstacles was made easier by empowering the working groups to come up with their own ideas and solutions through internal processes.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date:
Lesson
The implied assumption of the TA work plan (with its heavy emphasis on early TA inputs) was that the policy and institutional reforms would be achieved quite early on and that the remainder of the time would involve just monitoring and evaluation of implementation. Policy reforms take time, and continued monitoring and effort are required from the TA, the counterparts, the government, and ADB throughout the program in order to effect policy and institutional change.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date: