Search

Displaying 1 - 15 of 38

Lesson
It is imperative to include the resident mission staff into the TA team to facilitate seamless coordination with TA counterparts throughout processing and implementation, especially across different agencies. Such coordination was effective during processing, but it became less so in the later stage of implementation.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Inappropriate stakeholder selection can create complications and challenges during implementation. The main issue during implementation is that the executing agency is not the owner of the toll road project, placing it in an unsuitable position to lead in identifying the sections for financing. Although revising the implementation arrangement by involving DGH as the implementing agency was a measure taken to address the issue, it turned out not to be sufficient.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
The identification of appropriate executing agency and implementing agency is essential for achieving the intended outcome and output targets. In this project, the Directorate General of Highways (DGH) should have been involved and appointed as the lead agency in identifying suitable sections for financing.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
A long list, covering all possible risks, needs to be considered in developing the risk monitoring framework. This is essential to ensure the monitoring toolkit is replicable for implementation in any other toll road projects. Development of institutional knowledge on the toll road sector is also deemed necessary for successful replication of this TA.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Knowledge sharing and capacity building through workshops facilitate better understanding of stakeholder capacity and capacity building needs.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Considering the attainment of as many benefits as possible in the project design could facilitate a real, inclusive impact on the beneficiaries.

Project Number: 39071-013
Project Name: Metropolitan Sanitation Management and Health Project
Report Date:
Lesson
Timely recruitment of consultants is a fundamental requisite in effective project development and supervision. Improving project design and supervision through constant monitoring and periodic review can lead to better development results.

Project Number: 39071-013
Project Name: Metropolitan Sanitation Management and Health Project
Report Date:
Lesson
Although ADB reviewed PLN’s institutional capacity for procurement at appraisal, it is important to provide continuous support during implementation in order to build awareness of international procurement practices and ensure compliance with ADB’s Procurement Policy. This will strengthen capacity for timely procurement.

Project Number: 42362-013
Project Name: Java-Bali 500-Kilovolt Power Transmission Crossing Project
Report Date:
Lesson
While land permits are expected to be obtained before loan signing, it is important to include a strategy in the stakeholders analysis to ensure continued support from stakeholders even after the land permits have been obtained by the project. This is to minimize unforeseen rejection by stakeholders.

Project Number: 42362-013
Project Name: Java-Bali 500-Kilovolt Power Transmission Crossing Project
Report Date:
Lesson
Even though local government support was confirmed during processing, land acquisition plans should be submitted to the provincial government in a timely manner to avoid risks of policy changes and delays. It would be ideal if, in the future, land permits could be obtained before loan signing. Religious considerations in resettlement impact assessment and risks should be strengthened. Related risks should be considered for the forthcoming review and update of ADB’s Safeguards Policy Statement.

Project Number: 42362-013
Project Name: Java-Bali 500-Kilovolt Power Transmission Crossing Project
Report Date:
Lesson
Sustained policy dialogue with government over the years, ownership, and long-term commitment of the government to reforms are key factors for success.

Project Number: 44252-013
Project Name: Financial Market Development and Integration Program
Report Date:
Lesson
Outcome indicators need to be properly defined and linked to the reform program actions.

Project Number: 44252-013
Project Name: Financial Market Development and Integration Program
Report Date:
Lesson
No new lessons

Project Number: 35139-013
Project Name: Power Transmission Improvement Sector Project
Report Date:
Lesson
A project that requires behavioral change within communities needs a long-term agenda. Measuring the impact of such a project will take time. A project may be deemed successful on the basis of short-term outcomes, but it may not endure, particularly if there were deficiencies during project implementation. Thus, setting impact performance indicators to be achieved by 2012 (the year of project closing) might have been too short-term.

Project Number: 38117-013
Project Name: Nutrition Improvement through Community Empowerment Project
Report Date:
Lesson
More needs to be done to enhance capacity at the local governments to sustain community involvement.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date: