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Lesson
Project leadership. The project had two nuclei for management-PCU and Project Management Unit (PMU). Although this arrangement was a risk-mitigating measure since LLDF had no project experience, future projects should have only one project director responsible for the project (e.g., PCU under the Ministry of Local Government and Provincial Councils or MLGPC was responsible for the overall project, and leadership was under the PMU director).

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Requirement for financial intermediary transformation. For the Local Loans and Development Fund's (LLDF) professional operation, the project established systems, such as loan management software and operational manuals. However, the organization requires a full-time, qualified head to further drive its growth and sustainable expansion. The current part-time status of the chief executive officer will make it difficult for the organization to thrive.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Standardization. Since the project packages were numerous and relatively small, documents and processes should have been standardized as much as possible for efficiency and quality. For example, project-specific bidding document templates, as well as standard terms of references for all project committees, could have been drafted by the Project Coordination Unit (PCU) and approved by ADB at an earlier stage. Standard documents, reports, and monitoring forms to be used by the Subproject Coordination Units (SPCUs) were introduced on 20 June 2008.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Adequate support to local authorities. At the outset, it was clear a more robust support system to local authorities for design and supervision was required. Advisors at the provincial council level supported local authorities intermittently, but additional support for preparing feasibility studies, cost estimates, engineering designs, and bidding documents was required for smooth implementation. The project rectified this gap reallocating for additional design and supervision consultant (DSC) consultancy packages and increasing existing consultants' inputs.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
The need for adequate staff input and maintenance of project records. The project’s midterm review was undertaken 2 years late and almost at the end of the project period at appraisal. This absence of timely oversight and ADB’s poor curating of the project data and documents contributed to the project’s limited success. ADB’s business processes could be improved to retain key project financial and economic analyses records systematically in electronic format.

Project Number: 34023-013
Project Name: Plantation Development Project
Report Date:
Lesson
Need to understand the limitation of project modalities. The complexity of the PDP’s design was a weakness. As a general principle, projects should aim for simple, straightforward outputs and outcomes and involve uncomplicated implementation arrangements and a small number of implementing agencies if they hope to be successful. Projects must be designed in a way that makes it feasible for national staff (generally government officers) who often have limited resources and capabilities to manage and implement them.

Project Number: 34023-013
Project Name: Plantation Development Project
Report Date:
Lesson
Socioeconomic, institutional, and policy environment are important for project design. The failure of the project to achieve its intended impact, and limited achievement of expected outcomes shows that ADB needs to fully assess and understand all socioeconomic, institutional, and policy factors when it prepares and appraises projects. If these factors had been properly assessed in the case of the PDP, ADB could have lowered the outcome expectations. It could have adapted the design to match the capacity of the implementing agencies and stakeholders.

Project Number: 34023-013
Project Name: Plantation Development Project
Report Date: