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Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
A monitoring and evaluation system needs to be permanently established within the Ministry of Water Resources and Land Reclamation. While it was established as part of project management, M&E was discontinued after the PMO closed. Hence, project specific data cannot be provided for evaluating long-term outcomes, impact, and poverty reduction.

Project Number: 32494-023
Project Name: Agriculture Rehabilitation Project
Report Date:
Lesson
The phasing of cost recovery and measures to ensure sustainable operation and maintenance of tertiary systems should have been identified at the outset. Transferring management of tertiary irrigation and drainage systems to beneficiaries as a means for participatory water management was appropriate and in line with IWRM principles. However, the phasing of cost recovery and measures needed for WUAs to become sustainable should have been made clear at the outset. Measures for achieving full cost recovery should have been identified early in the implementation process.

Project Number: 32494-023
Project Name: Agriculture Rehabilitation Project
Report Date:
Lesson
Mechanisms for sustaining support services for dehkan farms should have been incorporated in the project design. Agricultural support provided to dehkan farms was limited to the duration of the project. No mechanisms were put in place to ensure sustainability of benefits beyond the project’s life. The activities of demonstrations farms were very helpful to dehkan farms in increasing productivity, but these were stopped after project completion. Further, most of these demonstration farms were distributed to individual and family dehkan farms after completion of the project.

Project Number: 32494-023
Project Name: Agriculture Rehabilitation Project
Report Date:
Lesson
Policy dialogue. Timor-Leste has experienced a series of conflicts since it became independent in 1999. The setting up of a governing administration took time, which is typical for a post-conflict country. During this transition, development partners had a unique opportunity to conduct policy dialogue with the emerging government on issues that create long-term sustainability, especially on infrastructure development, maintenance, and ensuring basic services in rural areas.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
ADB has provided the TA for infrastructure project management (footnote 39) for capacity development within the government. Expanding the scope of such TA projects to cover private sector contractors could help build the local industry and enable better implementation of projects. Such capacity development for private road contractors is being undertaken in other countries, such as the Lao People’s Democratic Republic, to strengthen their project implementation capabilities.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
Village management committees for power sector. The experience of Phase 1 shows that the VMCs were not effective in maintaining and operating the power plants because (i) they did not have sufficient ability to ensure consistent collections, (ii) they did not have sufficient revenues to pay for the fuel to operate the diesel generator sets, and (iii) they lacked the technical expertise to operate and maintain these sets. The TFET water sector projects had similar conclusions, indicating that this structure needs to be improved.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
Post-conflict intervention designs. The interventions funded by the TFET were focused on infrastructure development, which was useful and appropriate for the economic recovery process. However, peace in the country must continue. While parallel efforts by the United Nations and other partners are ongoing, ADB project designs could have included softer elements to complement these parallel efforts.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
Developing institutional capacity is crucial for development effectiveness in Timor-Leste. One area where the project had only partial value addition was in developing institutional capacity through continued training of project staff. Although there were several studies undertaken to develop new institutions, Phase 1 did not have any specific capacity development component and could not be expected to do so since there were no institutions in place at appraisal. Phase 2 had on-the-job training, which was a step in the right direction but not sufficient enough.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
Frequent and closer monitoring of project implementation. Both Phase 1 and Phase 2 showed that early and frequent supervision by ADB is crucial to ensuring efficient project implementation. In a post-conflict situation, the government lacks adequate resources, and ADB’s value addition in this area could deliver better results. Para. 126 shows that despite frequent review missions there remained areas for improvement in ADB’s supervision of the project.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date:
Lesson
In the case of Timor-Leste, the flexibility in assistance during Phase 2 could have rehabilitated the roads by upgrading them from the currently unmaintainable condition and setting up a road maintenance planning and implementation system. Similarly, in the power sector, the power plants need to be upgraded and interconnected through a grid. Unless a system of regular maintenance of these power plants is put in place and implemented, the power plants will not be able to improve their service levels.

Project Number: XXXXX
Project Name: Emergency Infrastructure Rehabilitation Project, Phases 1 and 2
Report Date: