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Lesson
The framework for a program’s data management system should be put in place before its start to measure the achievement of targets and beneficiaries and (the ambitiousness of goals should be balanced against the availability of data and capacity to quickly augment granular data collection. Although the government has increased its focus on gender equality and has made efforts to strengthen gender data tracking, data disaggregated by sex and age of end recipients were often not available at the time of program preparation and monitoring.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date:
Lesson
The design and monitoring framework (DMF) and monitoring and reporting mechanism need to be carefully developed at the planning stage. The outcome statement of the TA was not appropriate as it is too narrow and should be more focused on the TA benefits to Maldives. Outcome targets were too ambitious since there were several contributing factors outside the scope of the TA that affected their achievements. With a small country portfolio, unexpected delays in one or two projects will make the target unachievable. Having an outcome indicator at the broader level could help avoid that.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
Report Date:
Lesson
Trade facilitation reforms and national single window (NSW) development are complex undertakings requiring much time to be completed. This project's timelines were very ambitious with regard to the NSW component given that it required institutional and regulatory reforms; business process reengineering across multiple government agencies; as well as design, development, and integration of the SWIS.

Project Number: 46124-001
Project Name: Central Asia Regional Economic Cooperation Regional Improvement of Border Services 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
Adequate consideration of the legal and administrative contexts of projects and the need for participatory democratic processes is a must to ensure that the timelines for achieving compliance with tariff-related reform covenants are not ambitious, as the case with this project.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Replacing higher-level skills courses with in-demand entry-level courses can raise the job placement performance of projects. Industry associations initially expected a strong demand for mid- or higher-level technical skills; however, job placements from these courses were more challenging than those from more entry-level courses. Therefore, the outcome indicator related to increased shares of higher-level skills was not increased, and was instead pegged at just about 18%l, which proved more realistic.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
Setting a high job placement target to qualify for the final milestone payment can can create a negative incentive for training providers to inflate the training costs so as to cover for all their costs regardless of whether or not they meet the job placement target. This lesson, arising from a similar project in Nepal, was heeded by the tranche 1 project that lowered the job placement target from 70% to 60% to ensure that the training providers do not to lose their focus on job placement.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
The program design benefited from interaction with ADB staff preparing similar Comprehensive Response to the COVID-19 Pandemic (CPRO) programs in other Pacific countries. ADB’s CPRO policy and guidelines were still being refined while the program was under Preparation. Managing the changing internal guidelines and expectations while also coordinating virtually (due to COVID-19 restrictions) with Vanuatu, ADB’s Pacific Liaison and Coordination Office, and ADB headquarters added significant pressure.

Project Number: 54179-001
Project Name: COVID-19 Fiscal Response Program
Report Date:
Lesson
Targeting core reforms is crucial to maximizing program impact. A few policy actions that are critical to improving the effectiveness and efficacy of the Securities and Exchange Commission of Pakistan could have been prioritized, rather than focusing on privatizing public sector enterprises, which can be part of a future reform program dedicated to state-owned enterprise reforms.

Project Number: 53221-001, 53221-002, 53221-003
Project Name: Third Capital Market Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Policy actions should not include legislative businesses that require the approval of Parliament, which is beyond the executive branch’s control.

Project Number: 53221-001, 53221-002, 53221-003
Project Name: Third Capital Market Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Logical sequencing of reforms is crucial to maximizing the impact and sustaining the momentum of reforms.

Project Number: 53221-001, 53221-002, 53221-003
Project Name: Third Capital Market Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Focusing on existing social protection programs and systems and making in-depth policy discussions on reforming them contribute to avoiding the creation of ad hoc programs and arrangements or introducing reforms without having in place a solid institutional setup for its implementation. Alignment with the relevant national strategies ensures the government's strong ownership of prior actions and outcomes. Consideration of these two key lessons will strengthen the design and implementation of future similar programs.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
Urban–rural disparity in training outcomes can be wide, partly because of unequal access to industries and the wage labor market. The national apprenticeship scheme and industrial training institutes are closely linked with employers; the scheme has resulted in impressive employment rates. Skills training providers who cater to rural areas have the greatest challenge in creating jobs. Disadvantaged social groups are normally less involved in skills training.

Project Number: 47334-002
Project Name: Supporting Kerala's Additional Skill Acquisition Program in Post-Basic Education
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Lesson
Stakeholder expectations and reliance on concessional financing have a negative effect on the market upon completion of the project. Until the loan is fully used up, the market seldom finds innovative methods to improve viability without such concessional conditions. Therefore, by design, the project shall encourage the market to evolve and innovate to sustain without any concessional financing.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date:
Lesson
Despite the market already being available to cater to the project, the TA intervention resulted in a much smoother implementation that may have been difficult without a TA. Such TA components could improve project effectiveness and the good practices introduced would better the overall market. Thus, similar TA projects are encouraged for greenfield projects of this nature.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date: