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Lesson
Enhancing capacity on country programming and project implementation is essential, requiring well-defined knowledge products and services (KPSs). Knowledge gained from these KPSs, including good understanding of ADB operations, needs to be mainstreamed in implementing and executing agenciesto enhanceimplementation effectiveness and efficiency.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
The DMF indicators and results chain, to effectively serve as a monitoring and evaluation tool, need to reflect the changes in TA scope and focus during implementation. Output performance indicators and targets were changed to align with the government’s requests for support to emerging priorities. The outcome statement and targets should also have been updated to reflect the changed focus of the TA which has evolved and become broader.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
The design and monitoring framework (DMF) and monitoring and reporting mechanism need to be carefully developed at the planning stage. The outcome statement of the TA was not appropriate as it is too narrow and should be more focused on the TA benefits to Maldives. Outcome targets were too ambitious since there were several contributing factors outside the scope of the TA that affected their achievements. With a small country portfolio, unexpected delays in one or two projects will make the target unachievable. Having an outcome indicator at the broader level could help avoid that.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
TA relevance increased during implementation because of ADB’s responsiveness to real-time requests from the government. Regular country programming missions, consultation meetings, and tripartite portfolio review meetings provided effective avenues for ADB to be more responsive to clients. Responses to government requests should be matched by a scrutiny of the accompanying necessary changes in the results chain and the DMF overall, including performance indicators, targets, data source, and reporting mechanism.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
It is important to strengthen partnerships with government agencies and other stakeholders across priority sectors, involving them in dialogues in aid of better development planning and to support program and project identification and targeting.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
Stakeholder coordination and involvement and their buy-in of programs and projects is critical to improving portfolio performance and management.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
No new lessons.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
ADB must supervise an IA more effectively if it has not established a prior record of successfully managing ADB-funded projects. ADB review missions throughout the project noted early warning signs that the project faced difficulties. More proactive and decisive action by ADB might have effected more efficient implementation. For example, when it became apparent that legislation would be delayed, ADB could have engaged the government to discuss an acceptable alternative, rather than simply leave it to a review mission to urge the government to take unspecified corrective action.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
Island selection and subproject appraisal were inefficient, delaying the commencement of contract processing by over 2 years and suggesting a recommendation for altering the approach that is shown in the next section.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
A notable feature of this project was the difference in the performance of the batch 1 and batch 2 contractors, though both contracts were undertaken by the same consortium. The main difference was in project management requirements.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
For future projects located on numerous outer islands, formalized feedback channels from local island development committees (IDCs) to the IA should be established as part of project design.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
Passing the Cooperative Societies Act, the necessary enabling legislation before subproject loan agreements were possible, was known at project approval to be the responsibility of Parliament and therefore something the government could guarantee. Yet project formulation as set out in the report and recommendation of the President (RRP) implicitly assumed that this legislation would be passed in a timely manner and offered no robust contingency plan should the legal entities to operate subprojects fail to materialize.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
In formulating similar loan projects, ADB should ensure to the extent possible that achieving outputs is within the grasp of the implementing agency (IA). Depending on the Ministry of Planning and National Development (MPND), an agency without a stake in the subprojects, to spearhead the benefit and poverty monitoring and evaluation (BPME) proved problematic, as its withdrawal from that commitment left the IA unable to complete that part of the project.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
There are underlying systemic challenges associated with project implementation on the outer islands of the Maldives that must be considered in project design, as these conditions are different from those of other South Asian developing member countries. First, direct project oversight is more difficult because of transport issues unique to the archipelago. (Many outer islands are remote, with transport by lengthy, infrequent, and irregularly scheduled boat trips.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date:
Lesson
Forming separate, miniature utility cooperatives on individual islands with an average population of only 1,511 people, each with a separate loan agreement and inspector, proved very difficult to implement. This suggests that one island is too small a unit to justify this approach. The availability of technical expertise on each island varies significantly, and the requisite financial-management and tariff-setting expertise is scarce.

Project Number: 32036-013
Project Name: Outer Islands Electrification (Sector) Project
Report Date: