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Lesson
Long-term engagement is needed to foster private sector participation in water supply provision. Along with other development partners, ADB has contributed significantly to the development of an enabling environment for private sector engagement in the provision of WSS services in Armenia. This would not have been possible without ADB’s long-term engagement in the sector through this project and other interventions. ADB support to draft the PPP law (approved in June 2019) and continuing support on regulations will further enhance the enabling environment.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
Nonrevenue water will remain a neglected issue without serious government and development partner support and targeted project actions. The project’s high target levels for NRW, at 70%, reflected a low priority given by both government and ADB. There were no specific actions outlined in the project design to achieve reductions in NRW. Metering should have improved the ability to monitor and control losses. Although impressive results in metering were achieved, the priority appears to have been to improve collection efficiency rather than seriously address NRW.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
A simplified monitoring and evaluation system, with direct reporting to the executing agency, would have led to better assessment of the project’s performance. The ability to evaluate project performance and benefits was seriously compromised when the collection of performance data was discontinued even though collection was required under the loan agreement. The PPMS for the project was complex and was maintained only for the duration of each loan’s implementation period.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
ADB’s contribution to development may be unknown where ADB branding is not publicly visible to stakeholders. ICT equipment, science laboratories, and other physical infrastructure provided under the project were not accompanied by ADB branding (plaques, stickers, etc.). This approach is inconsistent with current practice among development partners and diminishes the visibility of ADB’s positive contributions to development.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Where ADB is recognized as the lead development partner in a sector ADB is often well placed to support the partner government with formal development partner coordination in that sector. ADB has been the lead development partner in the Mongolia education sector since 1996, and as such is well placed to support the government to recommence education sector development partner coordination.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
A project will be more successful if it demonstrates flexibility to meet the needs of stakeholders. In the case of the evaluated project, the decision to delay procurement of an off-the-shelf education sector information system (ESIS) and explore options to build the system resulted in an ESIS that is delivering lasting benefits to Mongolia— above and beyond government and ADB expectations. Although this decision delayed the project and impacted the efficiency of the investment, it contributed to a sound development outcome and a lasting impact.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Local knowledge innovations delivered through ADB projects have the potential to be replicated in other ADB investments. Examples of local knowledge innovations from this project that were new for ADB education investments include the translation of seminal English language texts on teacher education into local (Mongolian) language; and the national open source teacher development web portal set up to facilitate sharing of educational materials.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
The collection of baseline data should be given high priority. Efforts could have been exerted to ensure that baseline data were established during appraisal stage. Without measurable baseline values set up at appraisal stage, meaningful indicators should be carefully formulated to allow continuous monitoring for updates throughout project implementation. The project’s independent evaluation was hampered by the absence of these baseline indicators.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
A partnership between customs and the private sector should be a major thrust of a customs modernization project. Extra effort must be devoted to ensure proactive engagement with the private sector, particularly with the trading community. This could help ensure buy-in, improve the user-friendliness of the IT system, and facilitate public–private partnership in customs administration.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date:
Lesson
The fast-changing nature of the IT environment requires that a project’s IT infrastructure (e.g., operating systems, core data processing applications, network, and telecommunications technologies) have enough flexibility in terms of compatibility, connectivity, and modularity to integrate with technology development. Hence, a customs modernization project must be planned so as to take into account the possible obsolescence of IT infrastructure in a shorter time period after a project’s completion than originally envisaged.

Project Number: 35376-033
Project Name: Customs Modernization Project
Report Date: