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Lesson
Institutionalizing change-management practices among those charged with implementing reforms - such as the efforts undertaken in the Economic recovery Program to provide staff with technical skills to implement new revenue measures at Ministry of Finance and Treasury - requires upgrading of technical and change-management competency. It is necessary to enable government to sustain capacity development programs beyond the life of a program (for example, by providing training experts, particularly to develop soft capacities).

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
In addition to appropriate reform sequencing, ambitious and complex programs and projects are more likely to succeed if significant attention is given to building the capability and ownership of the relevant stakeholders. The Economic Recovery Program successfully tackled a wide range of issues in a short time, while also contributing significantly to developing capacity at the Ministry of Finance and Treasury.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions, meaning policy and rules; in the organizations charged with implementation; and in the abilities and management practices of responsible government officers. This cascade of legislative and regulatory requirements - from institutions to organizations to people - would seem to provide a strategic sequence for reforms, but, in practice, this is not a linear sequence. Rather, people - officials and stakeholders - are involved from the outset of the reform process.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) comprised 59 policy actions - 39 for the first tranche and 20 for the second tranche. The total number of policy actions under the ERP was significantly large and represented a challenge in terms of monitoring and implementation. The number of policy measures should be limited so that ADB can monitor compliance with them effectively throughout the program.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) was developed in close consultation with the government and development partners such as the International Monetary Authority (IMF) and the World Bank through many joint missions, and was designed through a holistic approach. The ADB shared the policy matrix with the IMF and the World Bank and coordinated closely with them in the final design. The ADB also attended the Development Partnership Forum in the Maldives in March 2009 and held discussions with other key development partners.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
Due to frequent restructuring within the government agencies, the PIU team was unstable throughout implementation. For future projects, permanent technical staff within the project implementation unit (PIU) team should be retained as much as possible to ensure continuity of key knowledge and information throughout the project. To further mitigate this situation, future projects could include strong procurement and project management support to the PIU to ensure smooth project implementation.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date:
Lesson
There were initial start-up delays due to re-advertising of the institutional development and capacity building component and rebidding of the infrastructure investment component (IIC). The latter impacted the implementation schedule most and resulted in a one-year delay in completing the IIC. This also necessitated extending the loan by one year to December 2010. In the future, it would be beneficial to undertake more robust feasibility studies.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date:
Lesson
Although the project cost estimate was made in 2002, procurement for the civil works was during 2008-2009. Due to price escalation, the bid prices received were much higher than originally estimated. Eventually, the implementing agency reduced the project scope so as to fit the project costs within the original cost allocation. In the future, it would be beneficial to shorten the time between detailed design and procurement and to use advance procurement to minimize start-up delays. Price escalation should also be factored into the project cost estimate.

Project Number: 37265-013
Project Name: Domestic Maritime Transport Project
Report Date: