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Lesson
The delay in project start-up could have been avoided if the government had issued Government Regulation No. 7 of 4 February 2008 immediately after project effectiveness.

Project Number: 35183-013
Project Name: Sustainable Aquaculture Development for Food Security and Poverty Reduction 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:
Lesson
Long-term perspective. The adoption of the medium-term blueprint for a capital market master plan meant that the government had a set of long-term objectives to guide and shape medium-term policy design and implementation. The close consultations involving the government, ADB, and other development partners strengthened the government's ownership and increased the potential for funding agency buy-in._x005F_x000D__x005F_x000D_Flexibility in design.

Project Number: 32507-013
Project Name: Capital Market Development Program Cluster
Report Date:
Lesson
The working relationship between MOH (Ministry of Health) and the project team was to be assisted by working groups whereby MOH staff would work in tandem with project staff and consultants. This arrangement was meant to co-opt MOH in project implementation. Often however, the ministry officials' understanding of their role was limited to reviewing and commenting on project outputs, and that project staff and consultants would be responsible for project outputs. This view is shared widely across all government institutions, not just MOH.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
Very high turnover of MOH (Ministry of Health) staff slowed policy reforms that required legislative approval and government commitment. Although government changes cannot be predicted, a longer-term assessment of overall political stability would be valuable, so as to prioritize project policy goals that are necessary for project implementation and sustainability. A key lesson is that reform ambitions need to match the actual capacity of government agencies and factor in turnovers.

Project Number: 41119-012
Project Name: Third Health Sector Development Project
Report Date:
Lesson
Technical assistance (TA) resources. Under the program, the government and regulators adopted legal and policy measures and introduced new products, many of which were relatively new, complicated concepts that required extensive coordination and consultation to build understanding and acceptance by stakeholders. Through resourceful TA support, the program's policy actions were all successfully complied with, and most post-program partnership follow-up actions were also implemented.

Project Number: 41325-013
Project Name: Capital Market Development Program
Report Date:
Lesson
Long-term perspective. The master plan - with a medium-term vision and strategies for capital market development - provided the government and regulators with a set of long-term objectives to guide and shape policy design and implementation.

Project Number: 41325-013
Project Name: Capital Market Development Program
Report Date:
Lesson
Strong coordination. The CMDWC (Capital Market Development Working Committee) and its sub-committee provided a platform for strong coordination among regulators and with market institutions. The Capital Market Development Master Plan was drafted by the sub-committee and endorsed by the committee through a highly consultative process, which greatly helped in fostering a sense of ownership.

Project Number: 41325-013
Project Name: Capital Market Development Program
Report Date:
Lesson
A project that requires behavioral change within communities needs a long-term agenda. Measuring the impact of such a project will take time. A project may be deemed successful on the basis of short-term outcomes, but it may not endure, particularly if there were deficiencies during project implementation. Thus, setting impact performance indicators to be achieved by 2012 (the year of project closing) might have been too short-term.

Project Number: 38117-013
Project Name: Nutrition Improvement through Community Empowerment Project
Report Date:
Lesson
Progress fairly steady but slow. Implementation of the EFRP (Economic and Financial Reform Program) has been satisfactory but has often taken longer than anticipated, particularly in the area of legislative reform. The number of policy actions and reforms monitored through the EFRP has varied greatly each year - 49 in 2010, 31 in 2011, 77 in 2012, and 29 in 2013.

Project Number: 46497-001
Project Name: Economic and Financial Reform Program
Report Date:
Lesson
Benefits of dialogue and tight focus. The tight focus of the EFRP (Economic and Financial Reform Program) and the ADB policy matrix has helped to strengthen ownership by the government. The CEWG (core economic working group) policy dialogue contains three main elements: (i) discussions on the design and implementation of the EFRP policy matrix, (ii) regular CEWG meetings, and (iii) the annual joint review missions. Policy dialogue was anchored on the EFRP matrix with its objectives of strengthened PFM, budget reform, and economic growth.

Project Number: 46497-001
Project Name: Economic and Financial Reform Program
Report Date:
Lesson
Use of country systems. The CEWG (core economic working group) process has helped to channel a growing share of development partner assistance through government systems and as a result reduce transaction costs over a narrow front of activity, and make greater use of country systems in line with development partner commitments. In 2009 - 2013, the portion of recurrent and development expenditures through budget support increased. Recurrent budget grants comprised 5.2% of total revenue and grants in 2009 and rose to 9.6% in 2013.

Project Number: 46497-001
Project Name: Economic and Financial Reform Program
Report Date:
Lesson
Country ownership is critical to successful implementation of the EFRP. The effectiveness of the EFRP (Economic and Financial Reform Program) and the CEWG (core economic working group) mechanism has reflected the strong leadership of the minister of finance and his permanent secretary; support from the prime minister, other ministers, and senior government officials; and the commitment of development partners to support these processes.

Project Number: 46497-001
Project Name: Economic and Financial Reform Program
Report Date:
Lesson
Project design and implementation schedule. Design and implementation of policy reform activities are inherently complex, requiring coordination between various stakeholders. Considering the complexities, sufficient time should be allowed. Some of the target years specified in the DMF (design and monitoring framework) were unrealistic. Given the time required for design and implementation, especially under uncertain political situations, an adequate degree of flexibility needs to be built into the project design to respond to changes in the government's policies and priorities.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
It is problematic to use a country's overall position in the Doing Business report to monitor progress in improving the business environment and overall competitiveness. The report has been subject to criticism and methodological problems have been identified. Its usefulness for monitoring progress in similar programs lies more in monitoring the country's performance over time - particularly in indicators that are not sensitive to the representative case used by the World Bank team - rather than measuring progress against other economies.

Project Number: 41544-022
Project Name: Investment Climate Improvement Program
Report Date: