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Lesson
In designing the design and monitoring frameworks (DMFs) for the COVID-19 Pandemic Response Option (CPRO), the approach was to extract aspects of the government's response plan that reflected ADB priorities and offered points of engagement with the government, and to restrict the number of indicators and targets so as not to burden the government. However, an unintended consequence is that this can weaken the logic and evidence base of the DMF, making it difficult to satisfactorily demonstrate the achievement of the program outcome.

Project Number: 54193-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Setting output indicators in the design and monitoring framework (DMF) that are the same or identical to policy actions confuses inputs with intended changes generated by policy actions. IED notes that this has been a standard practice for policy-based loans (PBLs) approved under previous ADB guidelines for preparing DMFs. However, going forward, specifying indicators that clearly measure the intended changes of policy actions would facilitate a better assessment of results.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what were achieved, rather than the process of how these were accomplished. For example, an endorsement or approval of a framework, manual, procedure, and others is not an adequate indicator to demonstrate that a policy reform was successfully accomplished, particularly in fragile and small island developing states.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
Outcome objectives did not directly link to policy actions and to outputs and therefore were not attained. If the outcome objectives are not closely linked to outputs and are overly ambitious, it is difficult to achieve a satisfactory outcome.

Project Number: 51059-001, 51059-002
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
An uncomplicated program design is a key factor in achieving reform in fragile states. In countries with low public sector capacity, a single-tranche policy-based program, with all policy actions achieved prior to an ADB Board presentation, is an effective means of achieving step-by-step reforms. In the Improved Fiscal and Infrastructure Management Program, the simplicity of design was a feature of the individual policy actions, which were generally self contained and within the capability of the government to implement.

Project Number: 50377-001
Project Name: Improved Fiscal and Infrastructure
Management Program
Report Date:
Lesson
The absence of a project performance management system leads to difficulties in monitoring and evaluating project outcome and outputs targets. It is a critical requirement in loan covenants to help track progress and risks at implementation and assist in the identification, valuation, estimation, and quantification of economic benefits.

Project Number: 38411-043, 38411-013
Project Name: Orissa Integrated Irrigated Agriculture and Water Management Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Extensive delays in implementing a project that is not ready for implementation reflect foregone economic benefits and result in a net loss to the economy. Assessment of project readiness is an integral part of the project preparation process, particularly from a safeguards perspective where delays often originate.

Project Number: 41122-023
Project Name: Road Corridor Investment Program (Tranche 1)
Report Date:
Lesson
Integrating the local capacity and existing fishing practices in project design helps in improving the efficacy of project components and approaches. Local fishermen in the Northern Province are not well equipped to take full advantage of large infrastructure such as a fishery harbor. Their boats and gears do not allow for the type of large-scale multiday fishing operation that is to benefit from the harbor. Landing sites and anchorages are better suited to their immediate operation needs.

Project Number: 49325-003
Project Name: Northern Province Sustainable Fisheries Development Project
Report Date:
Lesson
Specifically for implementing agencies and governments with weak institutional capacities, adequate skills set can improve the execution of subsequent project activities and management of implementation risks.

Project Number: 41122-013, 41122-043
Project Name: Road Corridor Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Good due diligence at appraisal is important to prepare a realistic project costing and schedule, particularly paying attention to the institutional setup, internal review and approval procedures, existing capacity, and prior experience of the government and executing agency in implementing ADB’s and other development partners' projects

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
A thorough screening and assessment of project selection upfront is crucial to enhancing the effectiveness of MFF modality, especially its suitability and readiness for a specific type of investment. In a case where an MFF modality is designed to finance a typical stand-alone investment, the intended benefits and envisaged results of the financing instrument are less likely to be achieved.

Project Number: 41122-013, 41122-043
Project Name: Road Corridor Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Private sector participation can translate into additional financing to tap other energy sources such as solar and wind, which can complement combined cycle gas turbine technology. Combined with efficient operations, this can boost consumer access to affordable and sustainable electricity.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
The project community development groups and community development committees were important during implementation, including the need to ensure the active participation of women and disadvantaged groups. However, these were not sustainable for operations and maintenance after project completion. This is possibly because small civil society organizations must rely on voluntary contributions to pay for annual audits and expenses related to running an office.

Project Number: 44214-024
Project Name: Building Climate Resilience of Watersheds in Mountain Eco-Regions
Report Date:
Lesson
Appropriate formulation of sector-specific procurement contract packages, adequate procurement planning and readiness, and suitable contract management are critical prerequisites to minimize the risks of project start-up delays and implementation. Assessing the executing and implementing agencies' procurement capacity early on is necessary to identify and augment needed capacity, e.g., technical and procurement skills gap and familiarity with ADB procedures.

Project Number: 40423-053
Project Name: Rural Connectivity Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
An integrated energy planning across all subsectors and long-term planning for generation, transmission, and distribution networks are all essential for the efficient development of the power sector. Short-term solutions to structural problems, without holistic and in-depth diagnosis and sector-wide integrated planning, tend to push problems into the future, aggravate the situation further, and lead to inefficient sector development.

Project Number: 47015-001, 47015-002, 47015-003
Project Name: Sustainable Energy Sector Reform Program (Subprograms 1, 2, and 3)
Report Date: