Search

Displaying 1 - 15 of 146

Lesson
Strong linkages between indicators across the different levels of the project result chain need to underpin project design and monitoring frameworks, The linkage between the project impact performance indicators of increased marine passengers and increased domestic and international freight volume was not a strong measure of success in this project; it should have been revised during project implementation.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Delayed and insufficient government counterpart funding disrupt and delay project implementation. Timely provision of counterpart funding to support relevant project activities, as required under the loan agreement, was not experienced in this project, necessitating changes in financing arrangements. Although ADB accommodated the changes, the lack of timely counterpart funding disrupted implementation and contributed to delays, cancellations, and loss of project benefits. Counterpart funding issues have a high potential to negatively impacts other similar projects in PNG.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Executing and implementing agencies need to find ways to sustain data collection and analysis throughout the project implementation phase to ensure high-quality M&E systems. Monitoring and evaluation was not completed before project closing because, at the critical late stage of implementation, the pandemic brought consultant services to a stop before they can be completed. Some baseline data were collected in 2015, but the function was not completed because of early implementation delays.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Land acquisition issues in PNG are more difficult to resolve than in other countries, as 97% of land is customarily owned. In this project, In this project, In this project, they were harder to contend with than expected at design stage due to changes in weather patterns that affected travel plans, with many of the sites located at sea. In a project as widely dispersed geographically as this one, more time will also have to be allowed for site access and community engagement activities.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Frequent discussions with beneficiaries during project processing and implementation are a must to resolve issues promptly and amicably and avoid unnecessary delays. Under this project, some schools stopped construction, as the beneficiaries felt that the initial design was not appropriate.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
Benefits linked to better utilization of data generated by successful initiatives need to be systematically built into or embedded in efforts to replicate these initiatives. The special management areas (SMAs), showcasing an initiative to increase the ability of coral reefs to recover after climate-related events, are undoubtedly a success story. It has been adopted and implemented nationwide by other development partners.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
The engagement of experienced personnel with the ability to decide on crucial matters is indispensable to the successful implementation of projects. While there are limited financial and human resources in Tonga, the government tries its best to achieve and sustain project outputs through its recurrent budget. Implementation of key project outputs such as the CCTF and SMAs was eventually achieved.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
Effective coordination and harmonization of policies, strategies, and action plans among the development partners can meaningfully support fragile countries. The joint policy reform matrix (JPRM) demonstrated how four development partners came together to provide sizable budget support to Tonga in its hour of need, when the country faced multiple challenges, including disasters triggered by natural hazards, the COVID-19 pandemic, and a fragile economy.

Project Number: 55016-001
Project Name: Economic Recovery Support Program
Report Date:
Lesson
Resource constraints can impede the participation of smaller firms in ADB procurement as well as hinderCapacity development of counterpart agencies. Smaller firms struggled to respond appropriately in some bidding processes, which resulted in their being considered ineligible to participate. The project implementation unit experienced resource constraints, which hindered sustainedCapacity development throughout the project and the participation of outer islands officials in the training activities.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
An innovative approach is needed to encourage the government in implementing critical reforms, but the approach needs to be culturally sensitive. The program shows that a reform associated with a wage bill is difficult to implement. Layoffs or significant cuts in overtime payment have social ramifications and need to be dealt with sensitively, especially when there are limited alternative employment opportunities.

Project Number: 55016-001
Project Name: Economic Recovery Support Program
Report Date:
Lesson
The sustainability of project outcomes is closely linked to the commitment and ability of the EA and IAs to provide funding for continued operations after project completion. This commitment is largely in place with the one main concern relating to the Climate Change Trust Fund (CCTF). Having an experienced fund manager to assist the CCTF board and secretariat in managing and operationalizing the CCTF, while the project was still ongoing, would have been beneficial.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
Use of data and planning to target delivery strategies improve performance. Staffing and access to medical supplies were common challenges and well recognized during project design and documented during the project, including through the formative evaluations, the DFAT-funded independent evaluation, and the project midterm review. The chief executive officers (CEOs) of the provincial health authorities in high-performing provinces identified the use of data and planning to target delivery strategies as a factor in improved performance.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Establishing a comprehensive coordination unit for rural health transformation is a gargantuan and complex task requiring dedicated programming and targeted resources. A feature of the intended design, where the project support unit would be integrated into the Department of Health (DOH) to establish a comprehensive coordination unit for rural health transformation, was not realized. The ambition was relevant, and the government’s capability to manage projects to improve primary health care and coordinate partner programs should be strengthened.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Determining and improving the effectiveness of large and complex projects are far more complicated than measuring progress against the indicators in the design and monitoring framewrok (DMF). The emphasis on quantitative measures, even if well considered, could result in displacing goals and/or inaccurately representing project success or failure. In the context of the COVID-19 pandemic and the Implementation timelines, some DMF targets were unrealistic. The project provided for formative evaluations but they were not closely coordinated with the DMF.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Specificity of intended outcome is essential to enable programming, innovation, and cycles of project improvement. The project’s outcomes were broadly defined and lacked clear pathways detailing how the outputs would interact with each other and achieve the outcomes. The vagueness is likely part of the reason that the design had significant gaps and flawed assumptions on how the activities would lead to the intended outcomes.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date: