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CSV
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
Policy-based loans are useful instruments for aligning donor activities and securing donor participation. As noted above, donors provide a significant amount of resources, including for capacity building. Various modalities of donor participation and coordination could be explored in the design of policy-based loans, such as inclusion of donor commitment and funding of specific programs and projects (especially in the social sectors, where donors are active) and TA (notably in PFM).

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Addressing multiple development challenges in a single operation results in complex program design that is not appropriate where capacity is a key constraint. Narrowing the thematic focus (e.g., infrastructure governance reform) could result in a more coherent program.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Institutional reform requires well-defined and attributable outcomes. Many of the milestones for institutional reform are process related, e.g., cabinet endorsement of the IGF. The outcomes from the institutional reforms are not well-defined, e.g., higher economic and social rates of return. There is a need for closer monitoring and evaluation to determine whether the reforms achieved their objectives. The theory of change and intended results should be well articulated at the outset.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Policy-based loans should ensure adequate support for reform implementation. Accompanying TA would help clients meet key program targets, such as implementation of the IGF and medium-term budgeting. Policy-based loan design should ensure that TA findings are translated into actions. With the MFEM’s preference for policy-based lending, loan design should ensure strong links between TA and the program being supported.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
No new lessons

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program—Subprograms 1 and 2
Report Date:
Lesson
The provisions of funds under a program loan will generally only have an immediate impact on the overall level of economic activity if a pipeline of projects is in place when the funding becomes available. This was not the case when the ERSP (economic recovery support program) subprogram 1 loan was disbursed, but the delay in capital project construction to ensure more sustainable and beneficial projects were implemented was desirable.

Project Number: 42503-013
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
A major lesson stemming from the project is its inadequate preparation at appraisal, which caused problems by requiring supplementary financing, which was necessitated by exchange rate fluctuations and cost underestimation. About 55% of the increase in costs was attributable to exchange rate movements, and 45% to an underestimation of the cost. Cost estimates at appraisal were based on an exchange rate of NZ$1.00 = $0.67, whereas the revised cost estimate was based on the prevailing rate of NZ$1.00 = $0.76.

Project Number: 40287-013
Project Name: Avatiu Port Development Project
Report Date:
Lesson
The adequacy and appropriateness of project design have to be tailored to the project’s ultimate objectives and complexities. The PCR provided weak justification of the relevance of the extension and the insufficiency of indicators.

Project Number: 39662-012, 39662-022
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date:
Lesson
Need for extra effort focused on project preparation, especially in conducting sufficient assessment of the prospects for strategy and policy harmonization in areas that could potentially gain from collective action and regional cooperation.

Project Number: 37449-013
Project Name: Pacific Region: Establishment of the Pacific Aviation Safety Office Project
Report Date:
Lesson
Support to HIV/AIDs should have been considered relative to other health issues in the Pacific. At the time of project design it would have been interesting to know what the main causes of death in the Pacific were, and where AIDS stood in relation to these.

Project Number: 38599-022
Project Name: HIV/AIDS Prevention and Capacity Development in the Pacific
Report Date:
CSV