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Lesson
For a TA to enhance governance and financial management, close engagement with the DMCs’ institutions is critical for timely realizing the outputs and results.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
Professional accounting organizations are reliable partners in initiatives to enhance the financial management capacity of DMCs. This TA benefited from an extensive network of partners from the DMCs and various Professional Accounting Organizations. This collaboration facilitated the gathering of substantive inputs localizing best international practices in auditor quality assurance programs, thereby improving the quality of the TA deliverables.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
Broad stakeholder engagement, though time-consuming, is crucial. It enhances the quality and sustainability of outcomes by incorporating diverse insights and ensuring comprehensive solutions. This approach builds stakeholder buy-in, leverages additional resources, and fosters strong relationships, facilitating smoother project execution and promoting future cooperation, ultimately investing in time as a worthwhile endeavor for long-term success.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
EAs/IAs and supreme audit institutions (SAIs) have expressed a substantial demand for capacity development initiatives focused on financial reporting and auditing practices. Increased and more frequent collaborative engagement with SAIs and private auditing firms would facilitate the prioritization of limited TA resources, allowing them to be strategically allocated to address the most critical capacity gaps. EAs/IAs staff training need to continuously focus on timely financial reporting and audit and comprehensive coverage of all project expenditures until financial closing.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
Long-term sustainability is critical for quality assurance programs to have a lasting and meaningful impact. This needs to be considered in the design of future similar TA, learning from this TA's experience. The TA's limited implementation period contrasts with private auditor quality assurance programsm which are regular, continuous, and long-term and require methodological and financial support to sustain momentum and achieve meaningful results.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
To maximize impacts, community engagement components along with sufficient budget and post-project continuity plans need to be embedded in the design of projects that entail behavioral change. This project's community engagement component was designed and implemented as a broad-based outreach program to encourage behavioral change in personal waste disposal and hygiene, especially handwashing with soap, across all communities in South Tarawa.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
Collection of both quantitative and qualitative data on gender impacts need to be incorporated in the design of future community engagement initiatives. Such data should provide indications on how and to what degree the initiative reduces women's time poverty, improves their well-being, and boosts their ability to engage in productive activities.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
The imposition of sewerage tariffs needs to be carefully thought out and based on a thorough study, as these could discourage low-income households from connecting to new sanitation services. Sewerage tariffs were proposed based on the “user pays” principle as one of two means to increase resources for the operation and maintenance of project facilities. However, sanitation services are overall viewed as a public good not suited to the "user pays" principle. Moreover, given the dire pre- project sanitation situation in South Tarawa, the principle may not work.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
Well-planned integrated urban development investments—possibly including a South Tarawa-wide sewage collection and disposal system along with subsidized toilet and flushing facilities for low-income households— are necessary to substantially address the sanitation issue in South Tarawa. It was recognized from the outset that the project could only be the start of a comprehensive solution to the serious sanitation problem in South Tarawa.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
Inadequate staffing levels and frequent staff turnovers make training efforts less effective and sustainable. Under their existing structures, all the key project agencies faced challenges due to the perennial shortage of key personnel, made worse by high staff turnover. Therefore, it has been essential for ADB to continually review staff skills and capabilities and corporate structures, and implement measures to fill capacity gaps.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
The government needs to do more to provide leaderahip and guidance to infrastructure projects in Kiribati. The Project Steering Commitee, renamed in 2016 as the National Infrastructure Development Steering Committee, was set up to guide several other infrastructure projects aside from this one. Therefore, it can provide only limited support to the ADB project. Achieving the intended impacts of a major project such as ADB's requires regular and proactive direction from senior government representatives through all phases of the project.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
The development partner assistance was ambitious. Its timeliness and the volume of ADB's Comprehensive Response to the COVID-19 Pandemic (CPRO) financial assistance were well-received by the government. However, this led to a rushed design and inadequate attention to monitoring of implementation, particularly regarding existing capacities to collect gender-disaggregated data in the absence of any existing digital social security systems.

Project Number: 54243-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
A comprehensive social welfare framework can greatly strengthen the impact of emergency response measures and programs that were intended to mitigate the impact of the COVID-19 pandemic on the most vulnerable households. As intended, the program helped to successfully mitigate the impacts of the COVID-19 pandemic on citizens and businesses. It was aligned with ADB's Strategy 2030 and the Pacific Approach.

Project Number: 54243-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Project administration missions with poor monitoring of the quality of the design and implementation of the project performance management system can negatively affect assessments of the project’s development results.

Project Number: 46044-002
Project Name: Renewable Energy Development and Power Sector Rehabilitation Project
Report Date:
Lesson
Reliable small hydropower plants and economically efficient renewable energy sources can contribute to decarbonize island-state economies. Other renewable energy sources such as solar photovoltaic, floating solar photovoltaic, wind and ocean energy complement the existing SHPs and help to diversify generation mix. It also helps to lower the cost of electricity production and improve utilities’ financial performance

Project Number: 46044-002
Project Name: Renewable Energy Development and Power Sector Rehabilitation Project
Report Date: