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Lesson
A key success of a reform program is the relevant design that incentivizes strong government ownership on institutional strengthening, in this case, by improving bank's operational management: supporting profitable business lines such as pawning, tightening credit reviews and recoveries to reduce nonperforming loans (NPL), and controlling overhead costs such as reducing headcounts to improve performance on a per employee basis.

Project Number: 36357-013
Project Name: Financial Markets Program for Private Sector Development
Report Date:
Lesson
Delays in implementation ensue when components are clustered in a project. Further, clustering discourages ownership of project outputs. Combining harbor development with coastal conservation delayed project implementation considerably because the activities are not complementary.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
There were insufficient financial and governance benefits to merit insistence on an international fund manager when the size of the fund was extremely limited and the duration of funds available for investment short. In addition, project outcome and impact indicators were poorly defined in terms of sustainability and what this represented. There was inadequate consideration of sector financial risks, including wage inflation, and political risks relating to price escalation in the sector.

Project Number: 34023-012
Project Name: Plantation Development Project
Report Date:
Lesson
The project trained coastal communities in alternative livelihoods to prevent their over- exploitation of coastal resources. To ensure the sustainability of the alternative livelihoods, they should link to markets to generate income. If not, communities may return to their traditional activities.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
Delays were avoidable if the project preparatory technical assistance (PPTA) financing percentages had been retained. During the loan appraisal and negotiation phase, the recommended financing percentages of the PPTA of 70% ADB-30% regional plantation company (RPC) for social amenities and 90% ADB-10% RPC for the social development programs were adjusted to 50% ADB-50% RPC, resulting in RPCs not participating. Given the weak balance sheets and the lack of profitability, the desire for greater ownership through increased financial contribution was inconsistent.

Project Number: 34023-012
Project Name: Plantation Development Project
Report Date:
Lesson
The use of a credit line was an effective implementation modality. Significant advantages from longer loan periods, grace periods, and fixed interest rates during a period of high and rising interest rates and markedly lower capital availability supplied a definite demand. The use of fixed interest rates during the current period of declining interest rates has, however, increased the requests for early repayment.

Project Number: 34023-012
Project Name: Plantation Development Project
Report Date:
Lesson
One key lesson is the need to involve communities in project activities from inception to completion. Law enforcement alone cannot safeguard the environment. To ensure communities benefit, their involvement is important even in large infrastructure development and rehabilitation projects. Social awareness programs are important throughout project implementation and beyond to encourage community ownership of their resources. Even at the institutional level, a sense of ownership has to be developed early in the project.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
Introducing large numbers of technical assistance (TA) consultants into the DWC that was understaffed resulted in inefficient use of consultancy expertise.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
A formal monitoring system should have been established by the DWC at the start of the project.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
Heading the project management unit (PMU) with someone from outside the DWC was detrimental to engaging the department staff.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
It was unreasonable to expect government officers to engage in commercial links and marketing initiatives with private enterprise in such a short time.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
Loan covenant time frames underestimated the time required for the government procedures to amend the Fauna and Flora Protection Ordinance (FFPO) and for institutional reform.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
Delegation of powers to the field enhanced pilot protected area (PPA) management but it also increased the importance of self-motivated PPA leadership.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
Launching a complex project through the Department of Wildlife Conservation (DWC), a small organization faced with structural reform, was overambitious. A two-phased approach (phase 1: capacity- building and restructuring; phase 2: implementation) would have been more appropriate.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date:
Lesson
The outreach program was made more sustainable by being implemented by the executing agency's own staff than it would have been by recruiting outside NGOs, who would have left when the project closed.

Project Number: 31381-013
Project Name: Protected Area Management and Wildlife Conservation Project
Report Date: