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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 development of specialized expertise requires careful selection and the engagement of qualified consultants and proper management of expectations from all parties. Future thinking and foresight is a specialized expertise. It is crucial to identify and engage consultants with proven experience to ensure they can provide the necessary guidance and insights. It is also a new approach for ADB and thus, clear onboarding, communication, and setting expectations for both Staff and consultants who were critiical to the success of the TA.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
A well-designed project performance management system (PPMS) from the outset can enhance the quality of economic analyses. This system facilitates the systematic collection of data on project benefits and pertinent metrics, enabling the monitoring of project performance until completion. Specifically, monitoring the project's progress, identifying areas for improvement, and collecting socioeconomic data through a PPMS, could all help establish a comprehensive assessment of a project’s development results and improve the quality of economic analysis.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Professional accounting organizations are reliable partners in initiatives to enhance the financial management capacity of DMCs. This TA benefited from an extensive network of partners from the DMCs and various Professional Accounting Organizations. This collaboration facilitated the gathering of substantive inputs localizing best international practices in auditor quality assurance programs, thereby improving the quality of the TA deliverables.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
EAs/IAs and supreme audit institutions (SAIs) have expressed a substantial demand for capacity development initiatives focused on financial reporting and auditing practices. Increased and more frequent collaborative engagement with SAIs and private auditing firms would facilitate the prioritization of limited TA resources, allowing them to be strategically allocated to address the most critical capacity gaps. EAs/IAs staff training need to continuously focus on timely financial reporting and audit and comprehensive coverage of all project expenditures until financial closing.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
A well-designed monitoring and evaluation system helps ensure proper attribution of project investments to the achieved outcomes, at project completion. Specifically, a monitoring and evaluation system, with sufficient and dedicated staff, could monitor and assess pertinent project-related data. These help in corroborating that systematically gathered information during implementation is indeed the result of a project’s intervention.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
A project performance monitoring system (PPMS) based only on implementation and gender data has limited usefulness. To adequately evaluate the impact of a project and estimate its economic internal rate of return that reflects the primary and secondary benefits of the project, a PPMS needs to include the economic data of project beneficiaries, e.g., avoided economic losses.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Difficulties with data accentuated problems that included health targets, such as the vaccine rollout. Although testing rates had reached World Health Organization targets by August 2021, it was not clear that the national average testing rate applied uniformly at the provincial level.

Project Number: 54139-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Data collection, which took longer than anticipated under the CARES program, need to be expedited in future emergency responses. Data collection challenges experienced under CARES included (i) competing priorities, (ii) need to cover many different agencies, and (iii) need to collect data remotely. In some cases, the same dataset was collected from multiple sources and agencies, necessitating cross checking and verification and requiring considerable time and resources.

Project Number: 54195-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Comprehensive and disaggregated enterprise-level data are needed to effectively support micro, small, and medium-sized enterprises (MSMEs) in times of crisis. The absence of a real-time disaggregated financial data collection system at the beneficiary level made it difficult to timely track the status of business recovery of affected MSMEs. The dataset collected and used in reports on MSME lending did not include comprehensive disaggregated enterprise-level data from the start, making it impossible to assess the inclusiveness of the concessional lending.

Project Number: 54184-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Data interoperability facilitates beneficiary targetting in times of crisis. Difficulty in consolidating data between federal, provincial, and local-level governments and between sectors affected program implementation and progress monitoring. While Nepal’s social security programs each identify and register beneficiaries, there is no central register for poor and vulnerable populations. Hence, the ward officials identified food support beneficiaries, which led to implementation challenges.

Project Number: 54184-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Lack of readily available and measurable social and economic data can limit the scope of the design and monitoring framework (DMF). The CPRO loan supported 12 schemes of the PMGKY program, which extended insurance cover for health workers, cash transfers, food and fuel transfers, and employment guarantees.. However, the DMF included only eight schemes for monitoring as part of the CPRO loan because specific results and performance Indicators could not be devised during appraisal considering the urgency of the requirement for assistance.

Project Number: 54182-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The ambitiousness of goals should be balanced with the availability of data and capacity to quickly augment more granular data collection. Data disaggregated by sex and age of end-recipients are often not available at the time of project preparation and this was the case with this program. Even after effectiveness and during implementation, only limited new data were prepared by the government. Systems were lacking to collect such data.

Project Number: 54160-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date: