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Lesson
Effective and efficient implementation of large-scale land acquisition and resettlement activities depends largely on strong political will and commitment at all levels of the government. An executing agency needs to be proactive and initiate close working relationships with local authorities to resolve identified issues on the ground. Local communities, particularly affected households, must be engaged and their concerns should be adequately factored in by project design.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement
Report Date:
Lesson
The governments' internal review and approval processes and executing agencies' limited prior experience in ADB-financed projects and unfamiliarity with ADB procurement procedures were major contributing factors to the substantial startup and implementation delays experienced by this project.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement
Report Date:
Lesson
Financial sustainability of project assets and benefits, in this case, the sanitary and phytosanitary system, should be addressed at the outset or during implementation and not only identified as an issue at appraisal, and establishing appropriate financing mechanisms for operation and maintenance at the outset would help ensure adequate maintenance after project completion.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
Report Date:
Lesson
Active support of relevant government agencies and strong ownership of the project management units contribute significantly to project success. In developing member countries where institutional capacity is weak, it is critical that concerned agencies are both capacitated and committed in achieving the intended results.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
Report Date:
Lesson
The collective development results of a regional cooperation and integration project (e.g., cross-border spill-over effects of economic benefits and scale economies) rely on a well-defined and formulated joint project design and collective actions, including well-coordinated implementation activities among participating countries. These results, which were not evident in this project, reduce coordination failures and help in enhancing the delivery of regional public goods and services, including economic benefits.

Project Number: 40190-023
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
The formulation of performance indicators in the context of regional dimension helps better assessment of the shared economic benefits among participating countries. Consequently, these performance indicators could provide insights into the magnitude and significance of these spill-over effects or shared economic benefits. In particular, these could provide insights into whether these regional economic benefits were well-dispersed or if a specific project entailed an asymmetrical distribution of benefits and costs across the countries.

Project Number: 40190-023
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Potential problems with funding the maintenance of completed subprojects and/or facilities arise when they highly rely on government budgetary allocations that may or may not materialize in the short- and medium-terms. This can lead to poor periodic maintenance, especially for road routine maintenance. In future projects, consideration could be given to performance-based road maintenance contracts where a period of maintenance is included (e.g., 5 years after completion) in the contracts.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
With the project's investment in improving wastewater treatment, solid waste management and recycling, an opportunity arose to establish and impose full cost recovery tariffs and charges for these activities. Appropriate tariff studies could have been undertaken and with recommendations for replication in other towns.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
An uncomplicated program design is a key factor in achieving reform in fragile states. In countries with low public sector capacity, a single-tranche policy-based program, with all policy actions achieved prior to an ADB Board presentation, is an effective means of achieving step-by-step reforms. In the Improved Fiscal and Infrastructure Management Program, the simplicity of design was a feature of the individual policy actions, which were generally self contained and within the capability of the government to implement.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what were achieved, rather than the process of how these were accomplished. For example, an endorsement or approval of a framework, manual, procedure, and others is not an adequate indicator to demonstrate that a policy reform was successfully accomplished, particularly in fragile and small island developing states.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
The development partners coordination mechanism and the rolling policy reform matrix provided the government and its development partners a framework to formulate a reform agenda, and design and implement a series of policy actions. It can be expected that this framework will continue to be valuable in supporting the government’s efforts to improve economic management.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
In fragile states such as Tuvalu, all phases of the project cycle are likely to require technical assistance (TA) support. The TA was a key support during both the formulation and implementation of the Improved Fiscal and Infrastructure Management Program. Tuvalu faces difficulties due to its size, its fragility, and its vulnerability to climate change and other natural disasters. The country will continue to require consistent TA support to overcome its capacity constraints if it is to achieveits vision for a more resilient economy.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
The series of interlinked sector development programs operating with the framework of the government’s education sector policies and plans has proven effective in supporting government secondary education reforms. This long-term approach has provided consistent support and certainty to a long and complex reform agenda that successfully extended the secondary school cycle while simultaneously supporting broadened access and improved quality and efficiency.

Project Number: 40368-022
Project Name: Secondary
Education Sector Development Program
Report Date:
Lesson
The program did not give sufficient emphasis to ethnicity and included no specific ethnicity expertise even though ethnic students were the main project beneficiaries. A detailed analysis of different ethnic minority areas would have yielded a fuller understanding of the factors influencing education choices and outcomes. Inclusion of specialistsin the program team could have deepened the analysis in EGP, strengthened the engagement of ethnic groups, and likely strengthened outcomes for ethnic communities

Project Number: 40368-022
Project Name: Secondary
Education Sector Development Program
Report Date:
Lesson
Two of the outcome performance indicators could not be measured directly using available data. This not only affects assessment of final outcome achievements but can also affect implementation. If indicators cannot be tracked accurately, project managers cannot receive regular implementation progress data indicating whether the project is on track or requires modification—or whether the targets themselves need to be revised. Flawed performance indicators need to be addressed as early as possible during implementation.

Project Number: 40368-022
Project Name: Secondary
Education Sector Development Program
Report Date: