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Lesson
Proposing reforms during crises requires careful risks assessments, including in particular the likelihood of reforms being sustained, and well-prepared mitigation measures. It also requires an in-depth knowledge of the sector in the country through previous successful involvement and will demand intensive policy dialogue to be pursued after the crisis. These conditions, which were met by ADB for this overall project, were essential for the success of the project. Social protection and social assistance programs are politically sensitive.

Project Number: 42322-012
Project Name: Food and Nutrition Social Welfare Program and Project 
Report Date:
Lesson
Technical knowledge in the sector and confident partnership with the sector’s main agencies built up over long-term policy dialogue are required for successful interventions and country assistance in a period of crises. When the food and financial crises required rapid assistance to Mongolia, ADB’s sector knowledge and the relations built up over several years of policy dialogue and assistance were the basis for rapidly preparing a program and project package to assist the government.

Project Number: 42322-012
Project Name: Food and Nutrition Social Welfare Program and Project 
Report Date:
Lesson
When functions and responsibilities are decentralized, policy dialogue with the concerned local authorities during project processing is just as important as dialogue at the central level.Although ULBs in Bangladesh depend on LGD, they enjoy some autonomy. The ULBs rapidly realized the benefit of better governance and financial management and these components were timely implemented. However, it took longer for the ULBs to appreciate the benefits of investments in sanitation and food safety funded by the project loan.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
Report Date:
Lesson
In a project involving several ministries, the choice of the executing agency (or agencies) and the role of each ministry must be carefully assessed and discussed with the government and all concerned ministries.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
Report Date:
Lesson
Project preparation should have included better articulation of the need or logic for integrating a program loan and a project loan in a sector development program (SDP). Policy dialogue, which is essential to clearly establish an understanding among the executing agencies that policy reforms and project loan financed investments are interlinked, should have been undertaken; however, this was missing in this SDP. Two separate loans delivered in sequence may have been preferable and more manageable.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
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
Establishing a comprehensive coordination unit for rural health transformation is a gargantuan and complex task requiring dedicated programming and targeted resources. A feature of the intended design, where the project support unit would be integrated into the Department of Health (DOH) to establish a comprehensive coordination unit for rural health transformation, was not realized. The ambition was relevant, and the government’s capability to manage projects to improve primary health care and coordinate partner programs should be strengthened.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
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
Specificity of intended outcome is essential to enable programming, innovation, and cycles of project improvement. The project’s outcomes were broadly defined and lacked clear pathways detailing how the outputs would interact with each other and achieve the outcomes. The vagueness is likely part of the reason that the design had significant gaps and flawed assumptions on how the activities would lead to the intended outcomes.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
An appropriate Implementation arrangement is key to delivering a successful project. The project could have had greater impact if it had the Nanning Education Bureau as implementing agency (IA). Project deliverables could have been more institutionalized and led to the deepening of the technical and vocational education and training (TVET) reform in the Guangxi Zhuang Autonomous Region. The Nanning Development and Reform Commission played an overall coordination role but lacked direct supervision authority over the two TVET schools.

Project Number: 46047-002
Project Name: Guangxi Nanning Vocational Education Development Project
Report Date:
Lesson
The green campus policy could align more closely with climate change mitigation and adaptation practices with measurable and quantifiable indicators so that the amount of energy saved and emissions reduced could be reportable and verifiable. Since the green campus concept was already incorporated at an output level in the design and monitoring framework, more specifications could have been provided at the project design stage, rather than just the formulation of campus policy.

Project Number: 46047-002
Project Name: Guangxi Nanning Vocational Education Development Project
Report Date:
Lesson
The crisis amplified the adverse, preexisting, and self-reinforcing relationship between public health and economic outcomes. This relationship should remain at the forefront of ADB’s engagement with Indonesia. COVID-19 takes a higher toll on individuals who suffer from stunting—a disease that is prevalent in Indonesia and closely associated with poverty.

Project Number: 54139-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The country engagement framework (CEF) worked effectively for the CARES program and may be used for continued engagement and dialogue with the government on post-CARES follow-on work. Dialogue with key stakeholders from the private sector and civil society played an invaluable role in: (i) providing government with firsthand accounts of the challenges faced by the sectors from the evolving conditions under the pandemic; and (ii) establishing a direct feedback loop to the government on how policies were translating on the ground. The dialogue was consistent with ADB’s CEF in Cambodia.

Project Number: 54195-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
It is important to maintain some degree of flexibility to effectively respond to crisis situations. Perhaps the most important quality of Thailand’s CARES program was its ability to rapidly mobilize demand-driven support in a crisis; highlighting the importance in future crisis responses of maintaining some degree of flexibility in both program design and implementation. ADB was able to process and approve the program within 3 months of the government’s initial request for support. Events in Thailand necessitated loan signing to take place about 4 months after ADB approval.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Indicators and targets relying on surveys that may not be available at the time of measurement could benefit from the identification of alternative measures during program design. One of the outcome Indicators in the CARES design and monitoring framework is measured by the WHO only every 5 years and information about its most recent assessment is due for release in mid to late 2022; after the end of the CARES program. Uncertainties and disruptions created by emergencies need to be considered when designing Indicators to ensure that targets are achievable and realistic.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date: