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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 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
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
The framework for a program’s data management system should be put in place before its start to measure the achievement of targets and beneficiaries and (the ambitiousness of goals should be balanced against the availability of data and capacity to quickly augment granular data collection. Although the government has increased its focus on gender equality and has made efforts to strengthen gender data tracking, data disaggregated by sex and age of end recipients were often not available at the time of program preparation and monitoring.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date:
Lesson
When designing future programs, ADB needs to encourage the government to implement long-term reforms that expand sex-disaggregated data collection and strengthen the capacity of line ministries and statistical agencies. With ADB dedicated technical assistance (TA) support, the government should promote the establishment of a monitoring and evaluation system, interagency exchange of data, and systemic links between planning, budgeting, and execution.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date:
Lesson
More formal and comprehensive systems, supported by the TA, are needed to track and validate compliance with gender-based performance targets. The first two subprograms were classified effective gender mainstreaming, and subprogram 3 was classified gender equity as a theme. Explicit targets were set to prioritize women in multiple areas, including entry into labor activation programs and training, and covering both job seekers and government staff. Yet, tracking was less than robust and required significant follow-up to evaluate program performance.

Project Number: 49117-002, 49117-003, 49117-004
Project Name: Facilitating Youth School-to-Work Transition Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
While customized, survey-based performance targets can be useful, they should not account for the bulk of the targets such that the overall outcome of the program depends simply on one’s ability to replicate the survey. In this case, 4 of 6 outcome targets were generated by custom surveys which, for reasons unknown, could not be replicated. Also, proxy data could not be located for three of the targets. Thus, the program’s effectiveness, despite evidence to the contrary, was compromised simply by a lack of data and an inability to confirm progress.

Project Number: 49117-002, 49117-003, 49117-004
Project Name: Facilitating Youth School-to-Work Transition Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
It is crucial to systemize the collection and dissemination of gender-disaggregated data to facilitate the conduct of gender analysis and mitigate women’s vulnerability through more effective targeting of state resource allocation. A substantial number of performance indicators under this program had specific gender targets, which ensured that the government delivered on its commitment to gender equity and gender action plans. This is important because women are usually disproportionately affected by the impacts of crises.

Project Number: 56150-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date:
Lesson
A monitoring and evaluation framework for regional and long-term impacts need to be established and applied to all regional projects related to corridor development. The project, a GMS highway expansion project, had regional impacts through international corridor development. Meanwhile, the project also had development impacts on local people through enhanced access to social and economic opportunities.

Project Number: 41682-039
Project Name: Greater Mekong Subregion Highway Expansion Phase 2 Project
Report Date:
Lesson
Appropriate metrics need to be ensured for each level of the results chain. The output indicators measured outcomes or benefits rather than the physical interventions contracted. That impacted the measurement of output performance during implementation.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
The envisaged institutional arrangements for safeguards need to be fully functional from commencement to the closure of projects. This would allow the safeguards performance of projects to improve, as was the case with the environmental performance of this project which improved over time, with increased monitoring and coordination by the project staff.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
Report Date:
Lesson
Data generation from multiple points, spread across several units and consulting teams, can affect the accuracy and timeliness of data collation. In 2006, the EA established several anticorruption and governance measures, including (i) public disclosure of the details of physical and financial progress and the results of all tenders on the project website, (ii) public audits of project works by field-level committees in every borough, and (iii) computer-aided redress of public grievances with a requirement to respond within 24 hours upon receipt of the complaint.

Project Number: 42266-013, 42266-023
Project Name: Kolkata Environmental Improvement Investment Program - Tranche 1
Report Date:
Lesson
Determining and improving the effectiveness of large and complex projects are far more complicated than measuring progress against the indicators in the design and monitoring framewrok (DMF). The emphasis on quantitative measures, even if well considered, could result in displacing goals and/or inaccurately representing project success or failure. In the context of the COVID-19 pandemic and the Implementation timelines, some DMF targets were unrealistic. The project provided for formative evaluations but they were not closely coordinated with the DMF.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Use of data and planning to target delivery strategies improve performance. Staffing and access to medical supplies were common challenges and well recognized during project design and documented during the project, including through the formative evaluations, the DFAT-funded independent evaluation, and the project midterm review. The chief executive officers (CEOs) of the provincial health authorities in high-performing provinces identified the use of data and planning to target delivery strategies as a factor in improved performance.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Attainment of project benefits not within the project scope but instead are dependent on external factors downgrades project performance evaluation. The design and monitoring indicators included household sewerage connections, which were not part of the subprojects’ scope but were provided by the respective urban local bodies (ULBs). This led to dependence on external factors in the accrual of project benefits, thus impacting the final evaluation.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date: