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Lesson
It is essential that the DMF in the RRP accurately presents the outcomes, outputs, and indicators that will be used to evaluate the performance of the program. Monitoring systems should be specified in the RRP and established at implementation and that responsible staff are identified at central and local levels for monitoring key activities.

Project Number: 32312-013
Project Name: Lao People’s Democratic Republic: Basic Education Sector Development Program
Report Date:
Lesson
There was value gained by engaging MOES units as implementing partners to help build institutional capacity and ensure sustainability at post-project. This is often discussed in the design of development aid programs but is rarely evident in the final implementation. In this program, the careful identification of responsibilities and division of labor, clear unit and individual accountability, and sustained monitoring were critical to its success.

Project Number: 32312-013
Project Name: Lao People’s Democratic Republic: Basic Education Sector Development Program
Report Date:
Lesson
No new lessons

Project Number: 37622-013
Project Name: Upper Secondary and Professional Teacher Development Project
Report Date:
Lesson
No new lessons

Project Number: 46497-001
Project Name: Economic and Financial Reform Program
Report Date:
Lesson
In countries with capacity challenges, reforms take time as limited capacity results in implementation delays. This must be accounted for in design.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Where country systems are weak, program monitoring could benefit from TA (technical assistance), as in Tajikistan. The TA could focus on expenditure tracking mechanisms, internal controls, and external audits; and be conducted in two stages. In the first stage, when monitoring capacity is still weak, experts could be engaged to monitor program-supported expenditures rather than relying on the government to submit monitoring reports. The second stage would focus on improving country systems to help the transition of monitoring tasks from external experts to government staff.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
In order to have a meaningful and more sustainable impact, policy reforms should focus on areas in which ADB has been engaged and remains involved over a longer time period.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Gender-related goals are generally easier to monitor if they are policy conditions instead of targets in the DMF (design and monitoring framework).

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
A program concentrating on a single area is much more likely to have a bigger impact than a program with several focuses

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Policy reforms invariably require a champion to steer and lead. The Minister of Labor and Social Protection, who had earlier been the Chairman of Amonatbank, was the key figure in promoting the plastic cards pilot program. Despite some issues (some of which may still linger), this remains a modern step in pension reform in the region. Similarly, the reforms in the Tax Committee had considerable government ownership and support. During the program, the President announced issuance of a new Tax Code, an action that was endorsed by the program.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
A multiple tranche design or program cluster design is useful, as it brings more balance to the program and helps keep up the government's commitment, even though such a design has high transaction costs for the government and ADB. Such designs also discourage the tendency for the government and ADB to include easier actions in the initial tranche and tougher ones in the later tranches, thereby unbalancing the program and leading to less than successful ratings. The incentive tranche kept ADB and the government engaged and kept the reforms on track.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Need for strong emphasis on establishing adequate O&M mechanisms to ensure sustainability of the built infrastructure. Lastly, more guidance is required from district administrations, consultants, and community facilitators to ensure that communities understand the importance of systematic maintenance.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
Effective utilization of existing institutions avoided start-up problems and delays. This enabled the concerned agencies to immediately trigger implementation activities without waiting for a project management office to be set up. This was attributed to ADB’s own experience in implementing the previous PNPM Mandiri project.

Project Number: 38385-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project II
Report Date:
Lesson
No new lessons

Project Number: 43127-012
Project Name: Education for the Poor—Financial Crisis Response Project
Report Date:
Lesson
Consistency in project documents between the government and ADB. Some inconsistencies and ambitious targets between the government's feasibility study report and the RRP (Report and Recommendation of the President) required discussions and formal agreements between the MOET (Ministry of Education and Training) and ADB, resulting in delays in project implementation. At the design stage, project targets should be more realistic and attainable.

Project Number: 37622-013
Project Name: Upper Secondary and Professional Teacher Development Project
Report Date: