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Lesson
Coastal communities relying on coral reefs need comprehensive ecosystem management. Conservation and management are both focused on improving coastal livelihoods. Comprehensive ecosystem management is essential for communities’ ongoing engagement in conservation activities. Given the importance of mangroves, more stress should be placed on mangrove conservation nationwide. Strong legislation should be developed to ban the conversion of mangrove areas for shrimp and fish farming and prohibit illegal and destructive fishing.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
Lesson
Government buy-in and long-term commitment to conservation is needed. Based on the experiences and achievements of COREMAP, it is essential that every level of government—national, provincial, and district—strongly commits to implementing marine conservation programs and activities. Under Law No. 23, strong capacity to address illegal fishing is required at the provincial level. To make this happen, provinces need to work closely with districts to develop and internalize the capacity to manage costal resources.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
Lesson
Preparation of sound project feasibility studies is required. With the support of the government and ADB, future conservation programs and projects will need to develop improved implementation systems and provide more practical support for beneficiaries. As mentioned, fishers’ behavioural practices need to be taken into consideration in project design and support for group livelihood activities. Furthermore, technical support for livelihood activities is usually required for a minimum of 2 years.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
Lesson
Project assets should have been handed over to fishing communities in project districts. Another impact of discontinuity under the project was poor asset management of social infrastructure. The MMAF did not hand over the constructed assets to the district or village at project completion. It is necessary that all infrastructure built under a project is handed over formally to appropriate institutions before the project ends.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
Report Date:
Lesson
Continuity of human resources should be ensured. During COREMAP II implementation, NGOs were engaged for 16 months and facilitated to set up community groups in villages, e.g., MCS groups, coral reef management bodies, and women’s groups. Several months after the NGOs left, district governments (Bintan, Natuna) assigned extension workers, but the NGOs’ engagement period was too short to ensure that the community groups were adequately operational and functional. In most villages, NGO staff were not absorbed into extension worker positions.

Project Number: 32176-013
Project Name: Coral Reef Rehabilitation and Management Project Phase II
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
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
Well-conceived and structured TA associated with the program addressed the obstacles presented by system inefficiencies and limited capacity. Survey data and other forms of monitoring can be subject to local manipulation by incumbents and unintended beneficiaries. A related problem is rent-seeking in local agencies and the government can similarly distort monitored data, and misdirect public transfer payments and other benefits.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
The complication arose from the government’s decision, during SP2, to inject the other half of the anticipated policy output units into the subprogram, by extending it by another 5 months. This put considerable work and budget pressure on the project team. And that may have been a factor in the inability to fully achieve several output actions in time for this report.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
The interim restructuring of the program, at the request of the government, lowered the total program cost to the government. It also put greater emphasis on the program’s design features than on embedding the program deeper within public institutions. This may have been fiscally expedient but will have long-term costs that are hard to measure now. The government may have employed the program’s national consultants after it decided to fund SP2 and SP3, but ADB is unlikely to receive information on the results.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
Better coordination with Australian Aid was an explicit part of the PRMAP from the beginning. Adjustments to ADB’s country strategy and the design of follow-on programs may be better informed if there is sharing of information during and after each intervention.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
The coverage of accompanying TA to support implementation of the reforms should match the scope and complexity of the program. The $1.5 million TA project was aimed at supporting the continuation of the reforms beyond the CMDPC, including the policy measures in the post-program monitoring framework. The other TA project amounting to $1.2 million TA project, with limited components, supported the implementation of a $600 million loan program with 93 policy actions to be completed by several government agencies.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
Program design should be focused and selective, with a limited number of policy actions to ensure effective implementation and monitoring. The CMDPC supported a complex program with 93 policy actions (46 for subprogram 1 and 47 for subprogram 2). Limiting the number of policy actions in a program is consistent with the IED recommendations in the evaluation of ADB assistance to capital market development in 2008.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
The long-term nature of capital market development requires a road map with clear sequencing and prioritization of reforms as well intermediate and long-term outcomes, with periodic updating. A longer term and flexible framework for reforms, supported by a timely monitoring and evaluation system, would provide a context for the phasing of reforms and identifying the content of specific programs which typically cover 3–5 year periods.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
The post-program monitoring framework (PPMF) is a useful instrument in helping ensure the sustainability of reforms and providing a basis for continued ADB dialogue and support. The PPMF was a useful input to the design of the ADB policy-based loan supporting the Financial Market Development and Integration Program in 2012. It is also a good practice for ADB to support a post-monitoring program with technical assistance. However, the PPMF should monitor not only actions and outputs but also outcomes.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date: