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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
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
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
Capacity development requires continuous investment. Human resource development is key to providing improved health services. A large number of health staff, including medical doctors and midwives, received scholarships to build capacity in obstetrics and neonatal care. However, local governments' fiscal capacity to finance capacity development was limited or nonexistent. Significant investments, both in terms of capacity building and health infrastructure, will be required to meet the maternal mortality MDG target by 2015.

Project Number: 34149-013
Project Name: Second Decentralized Health Services
Report Date:
Lesson
Project scope and coverage should be feasible. To increase impact, project resources should not be spread over a large geographic area. A large number of intended outputs most likely will slow down project implementation. Investment priorities based on health needs and poverty incidence may contribute to increased effectiveness.

Project Number: 34149-013
Project Name: Second Decentralized Health Services
Report Date:
Lesson
More attention should be given to operation and maintenance (O&M) planning and management, including awareness of resource requirements for O&M measures and sound financial and reporting systems.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Community facilitators and consultants must be qualified and committed; sufficient time should be allocated for community empowerment - ensuring that community members are sufficiently involved in prioritizing their needs, developing investment proposals, and making decisions.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Involving beneficiaries at all stages of planning and implementation of upgrading activities and promoting inclusive community empowerment are critical in ensuring pro-poor investments and sustainability.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Indicators to measure the achievement of project outcome need to carefully consider the scope of all activities carried out under all outputs.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Project management has significant roles in achieving project objectives. The weak project management and insufficient capacity of project stakeholders prevented the delivery of optimum project benefits.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
Covering a large number of remote villages spread over four provinces may not be an effective way to maximize the use of resources. The effectiveness of the investment in generating development impact, as well as project efficiency, would have improved in a focused geographic approach.

Project Number: 34152-013
Project Name: Community Water Services and Health Project
Report Date:
Lesson
The major lesson learned from implementing the program is that it is generally difficult to implement reform measures that involve institutional shrinking and downsizing staff as in the case of the Badan Pengawasan Keuangan dan Pembangunan or Financial Supervisory and Development Board, now the government internal auditors (BPKP). The BPKP was a well-entrenched auditing institution with about 6,500 staff, about 5,000 of whom were spread in about 30 regional offices.

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date:
Lesson
The other lesson learned was that this sort of vital reform measure, i.e., reorganizing the BPKP, should not have been pushed back as a condition for release of the second tranche. This appears to be a flaw in the program design. ADB should have insisted on reforming the BPKP step by step, making the government's agreement to reorganize the BPKP a condition for submitting the program for Board approval. Then government agreement to come up with a firm plan to reorganize the BPKP should have been made a condition for the release of the first tranche.

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date:
Lesson
Implementing a reform program that involved cross-agency coordination and cooperation needed the country's highest political support, while this program was supported mainly by the Ministry of Finance (MOF) as part of its public financial management reform program. The MOF by itself appeared to lack support to push for downsizing the BPKP as contemplated under the program. In the end, the government appeared willing to sacrifice the second tranche in the interests of political expediency.

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date: