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Lesson
There should be strong and widespread political will. For example, the Capital Market Development Plan was initiated unilaterally by the Securities and Exchange Commission and clearly was not reflective of industry sentiment and therefore did not enjoy widespread support. In the case of the Office of the Insurance Commission, pressure from the industry to postpone higher required capitalization contributed to a change in the Insurance Commissioner and a reduction in political will in support of reform.

Project Number: 38276-013, 38276-023
Project Name: Financial Market Regulation and Intermediation Program
Report Date:
Lesson
Programs and technical assistance should not depend on passage of law in countries where legislative processes are slow and cumbersome. In this case, reforms to the bank resolution process, such as the authorization of bridge banking powers for Philippine Deposit Insurance Corporation, rely on the passage of legislation, and are still pending. The administrative increase in minimum capital requirements for the insurance subsector was embroiled in controversy and delay, but now appears to be required by law, but only following a 7-year delay.

Project Number: 38276-013, 38276-023
Project Name: Financial Market Regulation and Intermediation Program
Report Date:
Lesson
Slow funds liquidation results in inadequate funds availability, slowing implementation. Future projects should ensure that seamless, efficient, and simple funds disbursement processes are established that satisfy appropriate procurement and financial audit requirements. Future projects should consider (i) direct payment of contractors by ADB; (ii) making imprest account levels appropriate to the funds flows anticipated; and (iii) simplified disbursement procedures and documentation requirements, preferably through the executing agency.

Project Number: 30552-013
Project Name: Infrastructure for Rural Productivity Enhancement Sector Project
Report Date:
Lesson
Placing support teams, including consultants, in the regions and zonal project offices is critical to providing LGUs guidance and technical assistance when and where needed. Careful consideration is required regarding the relative mix between executing agency personnel and consultants to ensure the executing agencies are adequately resourced with the appropriate technical skills so as to retain project experience within the agency after a project is completed.

Project Number: 30552-013
Project Name: Infrastructure for Rural Productivity Enhancement Sector Project
Report Date:
Lesson
The project demonstrated that successful local government unit (LGU)-led, demand-driven, decentralized implementation is a viable delivery mechanism for the planning, development, and management of rural infrastructure. Examination of the reasons for the delayed start yield valuable lessons for future projects.

Project Number: 30552-013
Project Name: Infrastructure for Rural Productivity Enhancement Sector Project
Report Date:
Lesson
The project has highlighted the need to provide ongoing operation and maintenance (O&M) capacity building support and to monitor actual O&M implementation after loan closure. Future projects should incorporate provision for executing agencies to establish O&M technical support teams conducting biannual infrastructure O&M inspections and providing ongoing training to LGUs on O&M practices after project completion.

Project Number: 30552-013
Project Name: Infrastructure for Rural Productivity Enhancement Sector Project
Report Date:
Lesson
The external monitoring group may have to be on board early on the land acquisition and resettlement plan (LARP) implementation. This is to allow sufficient time for the group doing the electricity market to understand the project and the LARP. Due to the highly specialized task of external monitoring group, it is true that not many groups such as those in the academe or non-government organization have actual experience doing the task.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
While the project as stated in the land acquisition and resettlement plan recognizes the importance of active participation of the different local stakeholders, the municipal, and barangay local government units (LGUs) have largely been credited only on organizing consultation meetings between Transco and the affected people. LGUs could have been likewise tapped as information disseminators and the ?first line of troubleshooters? in instances of grievance.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
Stronger links with technical support and input supplies such as credit should be part of the training of irrigator associations during subproject implementation. While attempts at coordinating technical support were envisaged, much of this came down to personal relationships, and that varied widely between subprojects.

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
Participation of beneficiaries at an early stage of subproject preparation will enhance the chance of success where beneficiaries are to assume control of operation and maintenance (O&M).

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
A realistic evaluation of institutional capacities is needed during project preparation for the tasks expected of them. This is particularly important with the proposed downsizing of the NIA that is currently taking place.

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
Further capacity building must be undertaken in procurement and bid evaluation if provincial and regional procurement is to be continued in similar future projects. While there is a certain autonomy in regional centers, the central government and ADB should adopt a stronger procurement monitoring role, if only to prevent repetition of previous mistakes.

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
The role of local government units must be understood, given their limited resources and their primary function as a political institution. While they remain an important inclusion from a lobbying perspective, they cannot adopt roles beyond the level for which they have human and financial resource capacity.

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
Quality subproject feasibility and detailed engineering designs, based on solid geological and topographic surveys, are necessary prerequisites to successful irrigation and road subprojects. Without these, unachievable targets will be established that cause subprojects to be assessed less successful.

Project Number: 27245-013
Project Name: Southern Philippines Irrigation Sector Project
Report Date:
Lesson
Based on this performance evaluation there are three lessons. First, efficient public financial management (PFM) systems are important to ensure timely disbursements. While the Philippines has made progress in PFM reform, it clearly needs to do much more to address the low disbursement rates typical in the first semester of each year. Measures implemented in 2009 helped to improve disbursements. The government is addressing these and in February 2011 announced its PFM roadmap.

Project Number: 43300-013
Project Name: Countercyclical Support
Report Date: