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Lesson
Strong project design, including carefully thought-out subproject selection criteria and adequate financial assessments can help reduce the need for scope changes and mitigate the risk of implementation delays. At approval, this project included seven subprojects in five provinces. Four of the seven subprojects were dropped in 2016 and 2017 because of changes in the companies’ investment priorities, changes in management due to the equitization process, and/or insufficient financial capacity.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
A strong design and monitoring framework, with better defined outcomes and outputs and measurable indicators, and the setting up of a project performance and monitoring system during project preparation or at project startup could help track implementation challenges. These may have helped mitigate the risk of scope changes, loan cancellations, and early implementation delays due mainly to delays in startup activities, such as signing of subsidiary loan agreements, detailed engineering design, bidding document preparation, and delays in land acquisition and resettlement.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Strong central coordination is necessary to ensure consistent monitoring and reporting and more effective lessons-sharing among multiple implementing agencies. The Ministry of Planning and Investment was designated as the coordinating agency for the entire MFF-financed investment program, while project 3 activities—procurement and recruitment, construction supervision, financial management, safeguards compliance, monitoring, and reporting—were implemented by the participating water supply coompanies (WSCs).

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Close executing agency (EA) involvement is essential throughout the implementation phase. But this was lacking in this project, which saw the provincial people's committees, the project EAs, having limited involvement in project implementation. This strengthen the case for stronger central coordination by a line ministry to facilitate timely decision-making and approvals, provide closer supervision, ensure more consistent monitoring and reporting, and promote lessons sharing to improve performance.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Continued timely adjustments in tariffs could make projects financially viable. The project financial reevaluation at completion concluded that the project was financially viable subject to continued timely adjustments in tariff. This has legal basis as Decree 124/2011/ND-CP allows WSCs to propose water tariffs in a tariff roadmap, which provincial governments approve. The tariff roadmaps of the participating WSCs included adjustments every two years. However, only one adjustment was made in 2019–2022 due to the impacts of COVID-19.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
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
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
Results-based lending (RBL) is well suited if it is embedded in a wider government-owned and led program. It can be an effective modality for achieving both physical outputs and nonphysical goals. It can also make changes in national policies that go beyond the project’s physical scope. The climate risk assessments, procurement processes, and beneficiary selection criteria used in this program were also applied in non-ADB financed provinces. The instructions issued and policies adopted by the government were “national”in nature and impact.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
The borrower is not obligated to request disbursement of the full amount related to the fulfillment of any disbursement-linked indicator (DLI). Accordingly, ADB disbursement projections can be overly optimistic. This point should be considered in future revisions of RBL policies.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
ADB’s participation in a country-driven program, by bringing knowledge and experience in addition to financing, catalyzes interest and cofinancing from other development agencies. This program was a critical element for enhancing the entire ecosystem of housing financing and mortgage market, helping lay thegroundwork for diversified funding and private sector involvement.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
Promotion of social equity criteria and gender quotas is instrumental in the economic empowerment of vulnerable groups and women.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
The lack of organizational capacity and requisite implementation skills also weighs heavily against the attainment of project objectives. Another major reason for poor performance of the PNB was its inability to scale up individual subloans through either the Renewable Energy Services Company (RESCO) or demand aggregation of smaller subprojects, be they in the commercial and industrial sector, MSME, or residential sector.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date: