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Displaying 91 - 105 of 382

Lesson
Multiple executing agencies at national and state levels with overlapping mandates often result in complex mechanisms that can delay interagency communication, coordination, and timely decisions, thus resulting in implementation delays and ineffective contract management.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
Clear delineation of DMF performance indicators at the project appraisal (SMART: specific, measurable, achievable, relevant, and timely) would have enabled improved outcomes measurement.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
Project structuring in terms of investment size, safeguards implementation, and engineering scope was appropriately calibrated to implementing agencies’ capacities and external dependencies.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
Incremental and sequential investment planning under the MFF was appropriate to allow for phased strengthening of institutional capacities and gaining familiarity with ADB practices and guidelines, particularly in procurement and processing, so that experience gained can be applied in succeeding tranches.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
A minimum of one year has to be allotted to power distribution rehabilitation works.

Project Number: 46390-003
Project Name: Power Distribution Improvement Project
Report Date:
Lesson
Early and/or timely engagement of key experts is critical to ensure project compliance with loan covenants.

Project Number: 46390-003
Project Name: Power Distribution Improvement Project
Report Date:
Lesson
Having a limited number of policy conditions and executing/implementing agencies (EAs/IA) will minimize implementation difficulties and improve the performance of reform programs.

Project Number: 37017-013
Project Name: Good Governance Program
Report Date:
Lesson
Strong political commitment is key to the successful implementation of governance reforms.

Project Number: 37017-013
Project Name: Good Governance Program
Report Date:
Lesson
Donor coordination benefits the implementation of development programs/projects, especially those seeking to achieve sector and governance reforms.

Project Number: 37017-013
Project Name: Good Governance Program
Report Date:
Lesson
As a member of G20 and an integral part of the ASEAN community, Indonesia has an important role to play on the international stage. Hence, national financial sector development should include international and regional considerations. This can be in the form of international requirements or regional standards such as ASEAN corporate governance and ASEAN green bonds standards. This builds the capacity to meet national development goals, the requirements of the international financial system, and regional development agendas.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
Predicating a program on the passage of a law should be minimized unless there is strong ownership to pass the law from both the executive and the parliament. Relying on development partners to complete the reform (revision of a law) introduces a risk that performance targets will not be achieved. Development partners may have different priorities and timelines that do not necessarily coincide with the requirements of ADB’s program.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
A cross-cutting finance sector program covering financial stability, capital market development, and financial inclusion is viable only in the early stages of development. Initially, this type of engagement is useful for establishing relationships, building trust, and scoping key priority reforms. However, over time, a dedicated program focusing on one subsector or theme is preferable. This would enable ADB to perform comprehensive diagnostics to identify challenges in the subsector, followed by advisory and capacity building support to address these challenges.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
Financial stability and capital market development need to be coupled with reforms to increase access to financial services for the poor and thus maximize the economic impact of development. Reforms to increase financial inclusion should be holistic and require complementary reforms in financial literacy, consumer protection, and financial technology. Financial technology provides new opportunities to enhance access, but it also poses its own challenges.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
Establishing and equipping an integrated finance sector regulator requires sequenced steps, starting with legislation and encompassing measures to ensure legal and fiscal autonomy, as well as legal immunity for staff. A consolidated master plan with a robust monitoring and reporting framework can serve as an anchor to coordinate and prioritize reforms across the regulator. This is especially relevant for large regulators like OJK, where the risk of silo implementation is significant.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
Report Date:
Lesson
Having experts visit ADB projects and areas of operation may be a sound alternative to sponsoring project staff overseas study tour and training.

Project Number: 45030-002
Project Name: Yunnan Sustainable Road Maintenance (Sector) Project
Report Date: