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Lesson
Strong linkages between indicators across the different levels of the project result chain need to underpin project design and monitoring frameworks, The linkage between the project impact performance indicators of increased marine passengers and increased domestic and international freight volume was not a strong measure of success in this project; it should have been revised during project implementation.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Delayed and insufficient government counterpart funding disrupt and delay project implementation. Timely provision of counterpart funding to support relevant project activities, as required under the loan agreement, was not experienced in this project, necessitating changes in financing arrangements. Although ADB accommodated the changes, the lack of timely counterpart funding disrupted implementation and contributed to delays, cancellations, and loss of project benefits. Counterpart funding issues have a high potential to negatively impacts other similar projects in PNG.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Executing and implementing agencies need to find ways to sustain data collection and analysis throughout the project implementation phase to ensure high-quality M&E systems. Monitoring and evaluation was not completed before project closing because, at the critical late stage of implementation, the pandemic brought consultant services to a stop before they can be completed. Some baseline data were collected in 2015, but the function was not completed because of early implementation delays.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Land acquisition issues in PNG are more difficult to resolve than in other countries, as 97% of land is customarily owned. In this project, In this project, In this project, they were harder to contend with than expected at design stage due to changes in weather patterns that affected travel plans, with many of the sites located at sea. In a project as widely dispersed geographically as this one, more time will also have to be allowed for site access and community engagement activities.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Timely and close monitoring of safeguard implementation by trained project management staff and consultants minimizes disruption to communities and facilitates smooth implementation. A grievance redress mechanism was established across all three subprojects; but no grievances were officially recorded.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Extensive upstreamCapacity development is required to address municipalities and contractors’ limited capacities and understanding of complex design, build, and operate (DBO) contracts. Those limitations delayed the procurement and implementation of the wastewater treatment plant (WWTP) contract under this project.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Timely processing of changes in scope, implementation, and disbursement arrangements strengthen implementation and enhance project relevance.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Appropriate metrics need to be ensured for each level of the results chain. The output indicators measured outcomes or benefits rather than the physical interventions contracted. That impacted the measurement of output performance during implementation.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Organizational interventions support and reinforce capacity building for institutional knowledge retention. For instance, organizational intervention, such as handover procedures and an operations manual developed as part of the DBO contract, combined with operation and maintenance staff training to ensure knowledge retention and sustained institutional strengthening in maintaining the operational standards for potable water supply prescribed by the Bhutan Drinking Water Quality Standard, 2016.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Engineering designs that do not include a proper sludge disposal system in the WWTP design could create long-term challenges. This was resolved under this project through engineering redesign. Potential long-term environmental sustainability issues were consequently avoided

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Inappropriate implementation arrangements could lead to significant implementation challenges. Implementation by thromdes created ground-level coordination challenges among multiple institutions that could have been avoided by restructuring implementation arrangements

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Consulting services for design, monitoring, supervision, and overall project management are important for timely procurement and implementation, and particularly for the complex DBO contracting modality, considering that government agencies in Bhutan are increasingly familiar with and prefer DBO

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Use of data and planning to target delivery strategies improve performance. Staffing and access to medical supplies were common challenges and well recognized during project design and documented during the project, including through the formative evaluations, the DFAT-funded independent evaluation, and the project midterm review. The chief executive officers (CEOs) of the provincial health authorities in high-performing provinces identified the use of data and planning to target delivery strategies as a factor in improved performance.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Establishing a comprehensive coordination unit for rural health transformation is a gargantuan and complex task requiring dedicated programming and targeted resources. A feature of the intended design, where the project support unit would be integrated into the Department of Health (DOH) to establish a comprehensive coordination unit for rural health transformation, was not realized. The ambition was relevant, and the government’s capability to manage projects to improve primary health care and coordinate partner programs should be strengthened.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Determining and improving the effectiveness of large and complex projects are far more complicated than measuring progress against the indicators in the design and monitoring framewrok (DMF). The emphasis on quantitative measures, even if well considered, could result in displacing goals and/or inaccurately representing project success or failure. In the context of the COVID-19 pandemic and the Implementation timelines, some DMF targets were unrealistic. The project provided for formative evaluations but they were not closely coordinated with the DMF.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date: