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CSV
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Results-based lending may be more suitable than policy-based lending for sector-wide approach, as they require a broad range of interventions implemented step by step and with appropriate incentives. When the program was approved, results-based lending was not yet available at ADB. The decision to opt for a policy-based lending modality was adequate, as it was the most suitable modality available at the time. However, the School Sector Reform Plan involved different types of initiatives, ranging from policy reforms to specific ground-level interventions.

Project Number: 35174-082
Project Name: School Sector Program
Report Date:
Lesson
The intensive involvement of the resident mission is crucial to the successful implementation of a program supporting a sector-wide approach (SWAp). Close coordination with development partners and regular consultations with government counterparts take on greater importance in a SWAp, as was illustrated under the program. Appointing a focal person at the resident mission can help in addressing issues as they emerge, and in ensuring ongoing participation in policy dialogue and joint review meetings.

Project Number: 35174-082
Project Name: School Sector Program
Report Date:
Lesson
Limiting the number of policy actions and reform areas could help to tighten future policy-based loans and adopt deeper policy actions. It would also allow sufficient time to implement the attached TA effectively, further strengthening potential impact. The program included a large number of policy actions, spread over five different reform areas, and some of its policy actions lacked the depth required to bring about structural change.

Project Number: 35174-082
Project Name: School Sector Program
Report Date:
Lesson
A policy-based loan needs a clearly articulated policy matrix and performance indicators with direct linkages to the design and monitoring framework (DMF) to allow results to be attributed to policy actions. In many instances, it was difficult to attribute reported achievements to policy actions supported by the program. This affected the understanding of the program’s effectiveness. The results chain of a policy-based loan should be explicitly presented in the project documents and the DMF indicators should fully reflect intended outcomes of the selected policy actions.

Project Number: 35174-082
Project Name: School Sector Program
Report Date:
Lesson
Involve the Nepal Resident Mission to a greater degree so that problems may be diffused sooner, rather than relying on ADB review missions to react to them later.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
Lesson
Delays occurred frequently in meeting conditions of loan effectiveness, recruiting consultants, and awarding contracts.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
Lesson
There is no doubt that selecting hydro versus thermal power in Nepal provided a least-cost intervention given the country’s topography and relatively high costs of alternative energy such as diesel and oil. At feasibility study time, alternatives to the adopted design were investigated but ultimately rejected and it now appears when factoring in energy production (actual versus planned), down time due to mechanical problems in the turbines, that including considerations of operational costs into decision making process may have changed the design of the plant.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
Lesson
ADB should consider promoting complementary rural development initiatives in project-impacted areas with indicators of outcome derived from the impact assessment process. Agencies to be involved in implementing these initiatives should be preferably located at the district or village level. ADB should not rely on the “polluter pays” principle or on compliance mechanisms to implement its safeguards.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
Lesson
Consider projects with sufficient storage capacity to better address load shedding, which continues to affect economic growth and living standards. To consider such projects, greater knowledge of technical aspects, including geology, hydrology (including extreme events), and sedimentation, should be developed by financing agencies and/or developers.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
Lesson
Specific loan covenant must be included and strictly enforced. This lesson pertains to the whole subject of loan covenants: they should be more strictly enforced. During ADB Board of Directors’ meeting on 18 March 1996, the Board expressed a similar opinion.

Project Number: XXXXX
Project Name: Kali Gandaki “A” Hydroelectric Project
Report Date:
CSV