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Lesson
Project sustainability crucially depends on a financially sound operating agency and a tariff level and structure that ensures sufficient resources to cover costs. Without financial soundness, the risk of an unsuccessful project outcome is high. Thus, it is important to ensure that either there are cost-recovery mechanisms in place or budgetary resources are sufficiently earmarked to cover operation and maintenance expenses.

Project Number: 52256-006
Project Name: Osh-Plotina Water Treatment Plant Chlorine Neutralization Unit
Report Date:
Lesson
Water treatment plant designs, whether for rehabilitation or otherwise, that are not complete in the components needed to operate the project effectively and safely, could have inherent risks in terms of delays in completion of the project and delays in producing the economic benefits that was expected from the project. Therefore, it may be worthwhile, to carefully plan or consider all pertinent components in the design stage. This could only be done by pursuing an integrated approach.

Project Number: 52256-006
Project Name: Osh-Plotina Water Treatment Plant Chlorine Neutralization Unit
Report Date:
Lesson
The establishment of a project performance management system (PPMS), which was not covenanted in the grant agreement, could have provided a useful source of data on which to develop an economic analysis model; identify, quantify, and value economic benefits; and assess the efficiency of the project. Because of the emergency nature of the project, baseline data could be collected during project implementation to enable data comparison after project completion.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
Design and monitoring frameworks (DMFs) for emergency assistance-type projects could be better designed with a focus on project outcome targets instead of project outputs. The latter are difficult to determine because of insufficient time to detail specific equipment requirements. Streamlining DMFs by avoiding repetition of indicators will also help in focusing the DMF.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
No new lessons

Project Number: 54156-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Overly ambitious performance indicators can undermine some of the program’s achievements, particularly when reforms are undertaken during a crisis. In this program, The higher-level objective of a more inclusive, sustainable, and dynamic knowledge-based economy did not relate closely to the policy actions in the program—apart from the introduction of technical and vocational education and training.

Project Number: 52030-001
Project Name: Strengthening Macroeconomic Resilience Program
Report Date:
Lesson
Failing to describe and include the history of prior experience of a particular reform in the program weakens the case for their relevance. In Tonga, civil service reform had an extended history. Pointing out the lessons learned from earlier efforts and how they were incorporated into the current program would have strengthened the justification for these reforms.

Project Number: 52030-001
Project Name: Strengthening Macroeconomic Resilience Program
Report Date:
Lesson
At the methodology level, actions that demonstrate the achievement of program policy matrix milestones should indicate what was achieved, rather than the process of their accomplishment. Cabinet approval is an inadequate indicator to demonstrate the successful implementation of policy reform in Tonga.

Project Number: 52030-001
Project Name: Strengthening Macroeconomic Resilience Program
Report Date:
Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based grant, particularly during a crisis.

Project Number: 52030-001
Project Name: Strengthening Macroeconomic Resilience Program
Report Date:
Lesson
Ensuring that contractors engage project management and supervision team with adequate capacity is important. The reason for delays in implementing works contracts and the poor quality of works at the beginning of the project was the low performance of works contractors, who did not provide adequate management and supervision staff in accordance with their contractual obligations. Implementation agencies had to provide additional input to compensate contractors’ deficiencies, which resulted in high additional costs for consulting services.

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date:
Lesson
Timely capacity development for executing agencies with limited experience in ADB’s procurement rules and in safeguard requirements are important for an efficient project implementation. For example, retendering of TWB’s first works contract caused significant delays and could have been avoid

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date:
Lesson
It is important to prepare meaningful monitoring frameworks with relevant and clearly defined indicators and targets to assess project effectiveness objectively. For example, the service area (Nuku’alofa water supply network or the overall Tongatapu island) to which the baseline data refer to are unclear (footnotes 16 and 17). In addition, the PCR noted that some of the gender indicators were outside of the project’s sphere of influence and could have been better defined.

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date:
Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based operation—i.e., debt management, civil service reform, management of the wage bill, public procurement, and private sector development—and keep prior actions to a minimum.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Policy reform programs with complex and multiple interventions require rigorous identification and assessment of the political economy and capacity risks to ensure overall effectiveness.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what has been achieved, rather than the process of their accomplishment. For example, Cabinet approval is an inadequate indicator to demonstrate a successful policy reform in Tonga.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date: