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Lesson
The local communities and government should have been considered as part of the project team as they could have played an important role in planning and implementation.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
Only priority sites should be surveyed at project design. Identifying a short list, not a long list, of priority sites before PPTA starts is good practice. Frequently, executing agencies in Papua New Guinea (PNG) do not identify priority sites or undertake preliminary analysis, citing their lack of preparatory budgets or skills. This does not foster ownership and passes on responsibility to consultants. In this case, PPTA consultants were asked to survey 12 provincial towns, out of which only 2 were ultimately developed.

Project Number: 31467-013
Project Name: Provincial Towns Water Supply and Sanitation Project
Report Date:
Lesson
In the case of unrecoverable delays, ADB should have considered reducing the project scope, closing the loan early, or suspending the loan until all conditions were met.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
The Government of Sindh (GOS) should have had greater ownership and commitment to the completion of activities. A project-based, decision making forum may have been an option to reduce processing delays.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
Previous performance of consultants should have been a major evaluation and selection criteria. Penalties for poor performance and failure should have been introduced in the consultancy contracts. A stricter approach should be adopted for replacing specialists.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
Overly optimistic objectives and implementation scheduling should haven been avoided. A gradual, step-by-step approach consistent with local realities should have been adopted.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
Inadequate project design undermines project implementation. Good project design is a basic requirement for project success, and inadequate design can prevent project success. In this case, design did not demonstrate adequate technical understanding of the availability of suitable water or the feasibility of its use for water supply and sanitation (WSS) projects in four of the six provincial towns.

Project Number: 31467-013
Project Name: Provincial Towns Water Supply and Sanitation Project
Report Date:
Lesson
An inappropriate and poorly performing consulting firm should have been replaced as soon as possible. Heavy reliance on a single group of consultants' for both components does not work.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date:
Lesson
The need for ADB to either be more rigorous in enforcing conditions for release of funds, or to have the flexibility to alter release conditions during the course of the program when it becomes obvious that the conditions cannot be genuinely met or are evidently irrelevant to the objectives.

Project Number: 33173-013, 33173-023
Project Name: Agriculture Sector Program II
Report Date:
Lesson
The ability of NGOs and the private sector to make a real contribution to extension services depend on their technical and institutional capacity, and this should be taken into account as a basis for selection. Such a lesson implies that other factors were used as the basis for selection. It also stipulated a requirement for orientation of these organizations, implying that this was not done. This introduces concern as to how successful NGOs and private sector providers actually were.

Project Number: 30228-013
Project Name: Crop Diversification Project
Report Date:
Lesson
Need to avoid including conditions in loans that depend on passing or amending legislation, or seeking high-level approval, such as from the Cabinet. This was the case in the RMC component that sought annual allocations in the budget for road maintenance. Projects that require legal or high-level administrative changes often experience major delays or fail to meet their objectives.

Project Number: 33243-013
Project Name: Road Maintenance and Improvement Project
Report Date:
Lesson
Overall, the project outcome appears successful. However, an important opportunity was missed. The project did not establish a recognized baseline with pre- and post-project comparisons to demonstrate to ADB, the government, and key stakeholders the natural resource management, environmental, community, and economic benefits. It would have been possible to provide well-documented evidence that the project had achieved its primary goal.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Alternative livelihood programs, while functioning satisfactorily, were focused on individual households, with little built-in capacity for extension. Small-scale livelihood activities must be appropriate to the situation. TSEMP has shown that the most successful small-scale activities are those that people themselves can sustain, given their income, time, and material constraints. Training is a necessary part of livelihood work, particularly if the participants have no previous experience.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Cross-ministerial implementation of projects brings complications beyond just day-to-day technical issues. Experience shows this to have been the case with other projects. The Tonle Sap Environmental Management Project (TSEMP) experienced many delays caused by having to obtaining agreement and approval across departments.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
The project can point to the setting up of community fisheries organizations (CFOs) and the empowerment of local communities as huge successes in the short and medium term. However, in the long term, the CFOs may come under considerable pressure from outside interests without technical and moral support from the Fisheries Administration (FiA) provincial teams in the field.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date: