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Lesson
The program provided the environment for private sector participation (PSP) in the sector, although this should only be seen as the start and not the conclusion. Further, independent power producers need to be contracted whenever possible, while carefully monitoring contingent liability risks. More PSP could be encouraged in water and wastewater operations,perhaps adopting franchise or concession arrangements, viability gap financing, or availability payments.

Project Number: 54151-001, 54151-003
Project Name: Palau Public Utilities Corporation Reform Program (Subprograms 1 and 2)
Report Date:
Lesson
While the shift to renewable energy generation has occurred, and although 20% is the target, much more is needed if costs are to be lowered further and contributions to greenhouse gas reductions can be achieved. Higher targets are needed for renewable energy in the future.

Project Number: 54151-001, 54151-003
Project Name: Palau Public Utilities Corporation Reform Program (Subprograms 1 and 2)
Report Date:
Lesson
The indicators for measuring the accomplishment of the program can be further improved by identifying more precise indicators. For instance, in addition to approval dates of policy-based actions, the inclusion of simplified monitoring and reporting arrangements under the indicative program monitoring framework should be considered as appropriate.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date:
Lesson
The inclusion of expected losses from health-related national emergencies must be considered in the program design of contingency disaster financing given the experience in COVID-19. Because health is now a part overall hazard, this will somewhat provide a quick guide in fund disbursements in case of such occurrences.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date:
Lesson
Performing adequate risk assessment and identifying mitigation measures accordingly at appraisal, including sufficient stakeholder consultations, are important measures in ensuring smooth project implementation and readiness. Specifically, safeguards risk assessment would benefit from a thorough due diligence and analysis of project risks, which reduces the potential safeguards related issues, specifically with respect to land acquisition and resettlement compensation.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date:
Lesson
Developing outcome and output indicators that are consistent with the project design allows appropriate assessment of project achievement against the defined targets. Well-formulated indicators support the accurate measurement of project achievements as defined in the design and monitoring framework. For example, the reduction in transport costs could be directly measured by lower transport fares and vehicle operating costs.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date:
Lesson
The absence of a financial cost-benefit evaluation for the toll revenue-generating motorway is a methodological weakness. The project completion report (PCR) did not explain why it did not conduct a financial cost-benefit evaluation for the toll revenue-generating motorway. This validation notes that the RRP too did not conduct such evaluation.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M–4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional Financing
Report Date:
Lesson
Due diligence for future projects should include developing a thorough understanding of the institutional setup and internal review and approval procedures as well as mapping out effective mitigation measures to minimize delays. This project's implementation was affected by cumbersome approval mechanisms at the executing agency (EA) headquarters for contract variations and extensions. Frequent interventions by ADB and EA top management were required to expedite decision-making.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M–4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional Financing
Report Date:
Lesson
Timely and appropriate changes in scope and reallocation of loan and grant proceeds responding to actual project needs emerging from implementation can help utilize available loan and grant resources in a more targeted and efficient manner to facilitate more activities and deliver more outputs. For example, responding to the government’s request relating to E35 contributed directly to developing an efficient and safer transport corridor between Islamabad, Faisalabad, and Multan for more connectivity between the various parts of the country.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M–4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional Financing
Report Date:
Lesson
Establishing high-level steering committees and working groups to ensure smooth coordination among various government agencies is an important element in the success of reform implementation, In this project, it entailed the operationalization of the Pakistan Single Window (PSW), a complex undertaking that required close coordination with various government agencies for efficient trade facilitation.

Project Number: 52049-001, 52049-003
Project Name: Trade and Competitiveness Program (Subprograms 1 and 2)
Report Date:
Lesson
The implementation of large investment programs could be streamlined with the engagement of a loan-funded project management consultant from the beginning using advance procurement.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
A design and monitoring framework could become more useful and informative for assessment if it could include quantifiable indicators for capacity building when the requirement is identified during program appraisal.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
In designing the design and monitoring frameworks (DMFs) for the COVID-19 Pandemic Response Option (CPRO), the approach was to extract aspects of the government's response plan that reflected ADB priorities and offered points of engagement with the government, and to restrict the number of indicators and targets so as not to burden the government. However, an unintended consequence is that this can weaken the logic and evidence base of the DMF, making it difficult to satisfactorily demonstrate the achievement of the program outcome.

Project Number: 54193-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Well-defined targets for design and monitoring (DMF) indicators along with formulation of appropriate indicators’ baseline year and target values per year strengthen project design. A statement of percentage growth does not allow for a proper measurement of achievement. For example, the project DMF stated that at least 90% of selected flood protection and irrigation structures reconstructed and made more resilient by 2018”. However, it did not state the baseline and target values of the corresponding indicators and were not measurable.

Project Number: 49038-001
Project Name: Flood Emergency Reconstruction and Resilience Project
Report Date:
Lesson
The use of build-back-better technologies with climate resiliency determined at project design such as sheet piling increase the service life of the infrastructure, even if this increases the project costs. Prior to implementation, the subproject’s economic analysis needs to explore and evaluate alternative technologies under a build-back-better objective.

Project Number: 49038-001
Project Name: Flood Emergency Reconstruction and Resilience Project
Report Date: