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Displaying 1 - 14 of 14

Lesson
The need to confirm the executing agency’s commitment in terms of capacity and resources at appraisal. A more rigorous stakeholder analysis would have identified potential weaknesses and more emphasis could have been given to capacity development from the outset.

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
Project performance monitoring and evaluation capacity building would have been helpful, possibly enhancing overall project performance; and

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
The PMU-R had defined procedures for organizational empowerment and accountability, but the PMU-R was not available throughout the project to guide implementation of these measures. Continuation of the TA (which was implemented from 2003 to 2006) on capacity development would have been helpful.

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
No additional lessons

Project Number: 43110-013
Project Name: Republic of Fiji: Emergency Flood Recovery (Sector) Project
Report Date:
Lesson
Lack of baseline data hampered evaluation. Higher priority should have been given to ensuring that baseline data was collected and reported during project implementation. The data that should have been collected includes (i) benchmarking data, to provide MPAF management with objective reference points for impact evaluation corresponding with the needs of the port users and consumers; (ii) benefit monitoring data, to ensure that the project benefits actually accrue to the port users; and (iii) post-project performance evaluation data, to assess overall effectiveness of the project.

Project Number: 32525-013
Project Name: Fiji Ports Development Project (Loan 1902-FIJ)
Report Date:
Lesson
More rigorous risk assessment during project processing would have allowed for better monitoring of key assumptions during implementation. Related to the above lesson on better consultation, the project should have done a better risk assessment. A key impact assumption overlooked was elimination of the port service charge by shipping agents and companies.

Project Number: 32525-013
Project Name: Fiji Ports Development Project (Loan 1902-FIJ)
Report Date:
Lesson
More thorough stakeholder consultation during project processing could have led to a better project design. The project processing missions could have consulted the key project stakeholders more effectively. For example, a decrease in the port service charge by 50% in 2009 and its elimination by 2010 was cited as a project benefit, but this would have required agreement of the shipping agents and shipping companies to implement. The same applies to the Lautoka reclamation component, which should have been undertaken only after commitments by shipping companies and agents had been obtained.

Project Number: 32525-013
Project Name: Fiji Ports Development Project (Loan 1902-FIJ)
Report Date:
Lesson
The project could have benefited from more careful preparation. The project was prepared through a sequence of four processing missions, without the benefit of dedicated project preparatory TA. In retrospect, given the weaknesses in the DMF, the four departures from the original scope of work, and the methodological shortcomings in the EIRR calculation, the project could have benefited from more careful preparation.

Project Number: 32525-013
Project Name: Fiji Ports Development Project (Loan 1902-FIJ)
Report Date:
Lesson
The concept of regional cooperation in technically demanding sectors is sound. The project concept of developing the coordinated provision of technical services to small and poorly resourced states has been proven. The project has helped develop similar regional activities in Asia and Africa by demonstrating feasibility to the International Civil Aviation Organization (ICAO) and other international organizations.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
The introduction of new aviation systems into regional and national organizations needs to be subjected to in-depth systems analysis to ensure that the systems are appropriate to the environment. Also, it is necessary to provide sufficient, continued capacity development and training to retain the use of the system and improve it.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Strong management and strategic thinking are prerequisites for establishing a sound and viable institution. The early management of PASO was weak. More support was needed to help it put necessary systems in place earlier in the project period. Some member states expressed the need to further improve financial management in terms of adequacy and transparency. The PASO council has the potential to provide needed support through its finance and technical committees but has not yet fully leveraged those capabilities.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Technical cooperation has required the use of best-practice systems and highly experienced professional staff from more developed countries. The development of regional expertise will take many years and require additional resources, if Pacific developing member countries (DMCs) expect to localize these positions. This environment requires flexibility in PASO staffing and structure to enable adjustments.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
The project is unique among ADB interventions in the Pacific. It involved setting up a regional organization from scratch, using a regional loan guaranteed by four Pacific Aviation Safety Office (PASO) members. While the concept was innovative, the first lesson is that a regional project can raise a variety of new issues. Inception was delayed by lengthy procedures for parliamentary approval of two of the guarantees. As of 2011, there is a risk that the organization could eventually fail unless a secure funding basis can be established in the near future.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Institutional lessons arise from the need for cooperation on the part of governments, airlines, and international agencies in reforming and harmonizing the regulatory and legislative environment. ICAO has already recognized PASO as a legitimate international organization and will exercise quality control through the regular Universal Safety Oversight Audit Program and Universal Security Audit Program in each country. Governments need to ensure continuing cooperation between aviation ministries and other ministries responsible for drafting and enacting legislation and for providing finance.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date: