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Lesson
There is a need to address all aspects of a microfinance development program (i.e., rules, regulatory, and supervisory framework; performance standards for MFIs and their close monitoring; business development services for both providers and 5 users of microfinance; a financial literacy program to increase the financial knowledge of both providers and users of microfinance; and attachment of appropriate TA to facilitate program implementation and achievement of outputs and outcomes).

Project Number: 38579-013
Project Name: Microfinance Development Program [Loan 2199-PHI]
Report Date:
Lesson
A successful microfinance development program requires continued government commitment and close cooperation and coordination between the various agencies involved

Project Number: 38579-013
Project Name: Microfinance Development Program [Loan 2199-PHI]
Report Date:
Lesson
A program cluster approach with prior expected actions enveloped by a medium-term framework with flexibility built into its design is an effective approach to supporting government reforms. It promotes continuous dialogue with the government on reforms and allows for program changes to effectively and efficiently respond to new or worsening risks to the economy and shifts in government policy priorities.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
A program should have a well-defined exit strategy. This program was designed for implementation over 3 years with specified medium-term targets. It successfully closed upon completing subprogram 3. Without an exit strategy, the program risks reform fatigue and may encourage lax compliance with policy reforms. Introducing the post-program partnership framework during subprogram 3 proved to be effective in ensuring the sustainability of key reforms.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
If necessary, triggers should be supported by technical assistance (TA), as were the subprogram 2 and 3 public financial management (PFM) triggers. During the review of subprogram 2 policy triggers, the government and ADB identified gaps in government budget execution, internal audit and controls, and reporting, acerbated by the underdevelopment of the government's computerized accounts system. The government asked ADB for longer-term integrated TA to strengthen its PFM framework.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
Using numerical targets such as the tax revenue-to-gross domestic product (GDP) ratio as triggers, as initially done in subprogram 2, should be cautiously approached. Ambitious numerical targets that are not supported by a realistic reform timetable are likely to fail.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
A single executing agency could have simplified implementation. The report and recommendation of the president (RRP) and the loan agreement both established an unnecessary overlap of functions between LBP and the DILG. This could have been avoided through a more straightforward and functional separation of roles: LBP to implement Part A, and the DILG to limit its role to Part B. The existence of two executing agencies under the project should have been avoided.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
Revenue-earning subprojects were favored. Many of the implemented subprojects e.g. public markets, public transport terminals, and water supply schemes are good revenue earners or have the potential to be good revenue earners. These subprojects provide essential economic and environmental benefits that will have long-lasting positive impacts. It is expected that most of these investments will be sustainable and will lead to further related investments to expand infrastructure networks.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
The value of capacity development. Although not easily measurable in terms of monetary impacts and outcomes, capacity development support made an important contribution to the project. The investment of $6 million through an Nordic Development Fund (NDF) loan to the DILG was an unprecedented engagement in favor of LGUs; this amount was augmented with a substantial in-kind operational counterpart contribution by the DILG.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
Participating local government units (LGUs) obtained several benefits. The project generated strong interest among LGUs. Most LGUs appreciated the loan terms (particularly the fixed long-term nature of ADB funds) and the assistance and services provided by the Land Bank of the Philippines (LBP) and the Department of Interior and Local Government (DILG). LGUs also appreciated receiving assistance in modernized governance systems, including assistance in rationalized planning (comprehensive development plans), property tax administration, and revenue enhancement.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
LGUs see banking requirements as too tedious. Despite various introductory workshops, some LGUs kept complaining about the documentation requirements. The assistance of DILG and its consultants has helped ease their concerns, but LGUs reported that at times they felt like they were being forced into compliance with procedures that other official development assistance (ODA) providers (like Japan Bank for International Cooperation) had already relaxed. Both ADB and LBP procedures could have been simplified to better bond LGU customers with the project.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
Capital grants are attractive, but should only be given as a reward for good performance. In the first years of the project the DILG offered capital grants for eligible subprojects. These were discontinued in 2005 after the cancellation of the DILG's grant source. After that, many LGUs stopped subproject preparation work because of the (perceived high) costs of ADB loans. The commitment and buy-in of LGUs was weak at times. Many LGUs were more oriented toward grants than the lending facility.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
Decentralized projects call for a better PPMS. The scattered nature of investments throughout Mindanao created substantial management challenges of reporting and data management. The disparity and decentralized nature of the subprojects should have made it imperative that the project implement a web-based project performance monitoring system (PPMS) instead of employing traditional narrative reporting methods. A web-based PPMS would have facilitated management and supervision.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
More strategic and participatory planning is desirable. LGU chief executive officers (CEOs) often selected subprojects and made investment decisions on their own rather than on the basis of strategic local development plans. Although the project assisted some LGUs in formulating comprehensive land use plans, it did not succeed in ensuring that such plans are standard tools for investment planning despite an LBP requirement mandating that LGUs possess annual development plans to qualify for loan approval.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date:
Lesson
A credit line operation can be efficiently conducted through a sound operating financial institution focused on sector development. Small Business Guarantee and Finance Corporation's (SB Corporation) healthy institutional and operational structure (supported by the associated technical assistance or TA), coupled with clear, effective laws , have helped it conduct lending operations efficiently and effectively. In other words, vibrant small and medium-sized enterprise (SME) lending operations must be supported by effective policy and institutional arrangements.

Project Number: 36419-013
Project Name: Small and Medium Enterprise Development Support Project
Report Date: