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CSV
Lesson
Early engagement with stakeholders and design of subsidy programs responsive to the needs of vulnerable groups could expedite the implementation of complex policy reforms. The success of this program highlights the importance of the government's continuing commitment in improving the performance and sustainability of the Palau Public Utilities Corporation.

Project Number: 54151-001, 54151-003
Project Name: Palau Public Utilities Corporation Reform Program 
Report Date:
Lesson
Continued advisory support is required to sustain the momentum of reforms in Palau's energy sector. ADB provided substantial advisory support through ADB staff and by engaging experts through technical assistance operations to help the Palau Public Utilities Corporation (PPUC) implement the agreed policy actions and prepare background studies for both subprograms.

Project Number: 54151-001, 54151-003
Project Name: Palau Public Utilities Corporation Reform Program 
Report Date:
Lesson
Continued investment in policy dialogue is essential to ensure sustainability and the best resilience outcomes for the country. The policy actions identified in the program’s policy matrix, as well as future target actions identified in the follow-on program’s post-program policy framework, provide an opportunity to further strengthen DRM in Palau and to identify gaps and needs for future support in DRM. The program initiated a long-term policy dialogue with Palau for ADB assistance for DRM.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date:
Lesson
The success of the program highlights the importance of the government’s continuing commitment to improve disaster risk management (DRM), including disaster preparedness and response. Adopting a country-led set of policy actions, developed in an open, participatory manner, ensured strong ownership and commitment from the government and reinforced policy dialogue and coordination with various stakeholders.

Project Number: 52018-001
Project Name: Disaster Resilience Program
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
The project demonstrated that vertical programs such as HIV/AIDS can be efficiently integrated into PHC services. While specific technical support and management will remain necessary at the central level to guarantee quality and effectiveness of the program interventions, implementation at the local level would yield better results when integrated into PHC, whenever possible.

Project Number: 39033-022
Project Name: HIV/AIDS Prevention and Control in Rural Development Enclaves
Report Date:
Lesson
Under the project, a template was developed for the MOAs between NDOH, local health authorities, and the economic operators. While the objective of this standardization was to accelerate the signing of MOAs, it had, in fact, an opposite result, i.e., with the MOA not considering the local conditions, constraints and needs at the onset, the MOAs were not always satisfactory, causing delays in signing. Sector level lessons.

Project Number: 39033-022
Project Name: HIV/AIDS Prevention and Control in Rural Development Enclaves
Report Date:
Lesson
Regular supervision with coaching is essential for maintaining and improving the quality of health services delivery. Especially in rural areas, supervision is also required to support often isolated local staff and helps to retain health-workers. Civil works successfully rehabilitated health facilities under the project, but regular supervision of public health facilities by health staff of the economic operators, as agreed in the MOAs, were not sufficiently sustained.

Project Number: 39033-022
Project Name: HIV/AIDS Prevention and Control in Rural Development Enclaves
Report Date:
Lesson
The incompatibility of undertaking project implementation and institutional restructuring at the same time. Staff movements to the newly created state-owned enterprises affected the implementation process. NAC had to recruit new supervisors for the civil works contracts due to the institutional changes, which required some period for the new staff to familiarize themselves with their new responsibilities in the PIU.

Project Number: 43141-023
Project Name: Civil Aviation Development Investment Program (Tranche 1)
Report Date:
Lesson
Need for more frequent monitoring and coordination meetings with the executing agency by ADB in the early stages of project implementation to resolve issues before they worsen. Strict compliance with loan covenants pertaining to financial management systems, reporting, and project coordination meetings should have been the priority concern after loan effectiveness.

Project Number: 43141-023
Project Name: Civil Aviation Development Investment Program (Tranche 1)
Report Date:
Lesson
Context−specific behavior change programs are crucial to HIV/AIDS prevention.

Project Number: 39033-022
Project Name: HIV/AIDS Prevention and Control in Rural Development Enclaves
Report Date:
CSV