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Displaying 931 - 945 of 1061

Lesson
Timely reviews, earlier solutions, lower costs. A major project redesign followed a midterm review. While the changes contributed significantly to the success of the project, this review occurred came fairly late - in 2005, compared with the original closing date of 2006. Had this review taken place earlier, the project might have been able to achieve its outcomes earlier and at lower cost.

Project Number: 32472-013
Project Name: Microfinance and Employment Project
Report Date:
Lesson
Need to undertake project supervision more rigorously to ensure that project implementation is on schedule and that ADB loan funds are used in full for the intended purposes before the planned date for closing the loan. Although the Papua New Guinea Resident Mission (PNRM) was formally established in 2003, which was almost midway in the project’s implementation, it was not indicated in the PCR whether PNRM support was sought for project supervision.

Project Number: 32184-013
Project Name: Rehabilitation of the Maritime Navigation Aids System Project
Report Date:
Lesson
Enterprise finance projects need to have a clear exit strategy at completion. The project had no clear strategy on how the Small Business Enterprise Centre (SBEC) should be supported beyond the life of the project. The SBEC was left with a huge loan guarantee portfolio at the end of the project and no long-term means to sustain its operations.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
Support for capacity building should be geared towards promoting the long-term sustainability of institutions. While technical assistance in the form of logistical support, advisory assistance (through consultant inputs), study tours, and training help to improve project capabilities, they do not necessarily address long-term sustainability of institutions.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
Early identification of the constraints to implementation, and development of clear strategies to address these constraints would have made implementation more effective and efficient. The capacity constraints of implementing agencies were not clearly defined early on in implementation, especially the credit components. No clear strategies were developed to address constraints in the social and cultural environment and in market conditions that affect the policy component. As a result, the project suffered delays and the delivery of outputs and outcomes was significantly affected.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
A project design based on a sound and thorough assessment of institutional constraints and market conditions would have ensured smoother implementation and improved loan performance. In the context of Samoa—where the financial market is relatively underdeveloped, the collateral framework is weak, and institutions have limited capacity—a more simple and focused project design would have been more appropriate.

Project Number: 33167-013, 33167-022
Project Name: Small Business Development Project
Report Date:
Lesson
The project is unique among ADB interventions in the Pacific. It involved setting up a regional organization from scratch, using a regional loan guaranteed by four Pacific Aviation Safety Office (PASO) members. While the concept was innovative, the first lesson is that a regional project can raise a variety of new issues. Inception was delayed by lengthy procedures for parliamentary approval of two of the guarantees. As of 2011, there is a risk that the organization could eventually fail unless a secure funding basis can be established in the near future.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Institutional lessons arise from the need for cooperation on the part of governments, airlines, and international agencies in reforming and harmonizing the regulatory and legislative environment. ICAO has already recognized PASO as a legitimate international organization and will exercise quality control through the regular Universal Safety Oversight Audit Program and Universal Security Audit Program in each country. Governments need to ensure continuing cooperation between aviation ministries and other ministries responsible for drafting and enacting legislation and for providing finance.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
The concept of regional cooperation in technically demanding sectors is sound. The project concept of developing the coordinated provision of technical services to small and poorly resourced states has been proven. The project has helped develop similar regional activities in Asia and Africa by demonstrating feasibility to the International Civil Aviation Organization (ICAO) and other international organizations.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
The introduction of new aviation systems into regional and national organizations needs to be subjected to in-depth systems analysis to ensure that the systems are appropriate to the environment. Also, it is necessary to provide sufficient, continued capacity development and training to retain the use of the system and improve it.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Strong management and strategic thinking are prerequisites for establishing a sound and viable institution. The early management of PASO was weak. More support was needed to help it put necessary systems in place earlier in the project period. Some member states expressed the need to further improve financial management in terms of adequacy and transparency. The PASO council has the potential to provide needed support through its finance and technical committees but has not yet fully leveraged those capabilities.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Technical cooperation has required the use of best-practice systems and highly experienced professional staff from more developed countries. The development of regional expertise will take many years and require additional resources, if Pacific developing member countries (DMCs) expect to localize these positions. This environment requires flexibility in PASO staffing and structure to enable adjustments.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
the components should be better prepared and formulated to facilitate their successful implementation

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date:
Lesson
Rigorous due diligence should be carried out on the various proposed components, to ascertain their viability and increase the likelihood of their implementation in practice by obtaining firm upfront commitments from the parties that champion their promotion;

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date:
Lesson
The focus and selection of project components should take into consideration the developmental context of the country and its absorptive capacity;

Project Number: 33167-013
Project Name: Small Business Development Project
Report Date: