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Countries and Regions Country Partnership Strategies Document
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Country Strategy and Program 2004-2006: The Pacific
VI. Risks and Performance Monitoring and EvaluationA. Risks63. The strategic emphasis on building and/or strengthening knowledge and institutions responds to the underlying needs and enjoys a broad consensus in the Pacific. Thus, the level of risk faced by this RCSP is considered to be manageable. The main risks to the strategy and program emerge from the possibility of weakening of Pacific governments' commitment to reform in the focus areas of this strategy, policy reversals, lack of consensus, lack of experience with regional lending products, and presence of self-serving "in-groups" in regional organizations. 64. These risks are reduced partly due to some mitigative aspects of the process of ADB operations in the Pacific. ADB has been a main funding agency supporting reforms in most countries in the Pacific since the mid-1990s, thus, a constituency for reforms already exists. Further, ADB continues to support reforms in the focus areas through its country operations in many countries, which can reinforce regional efforts. These mitigate significantly the risks related to government commitment. ADB operations place great emphasis on collaborating and coordinating with development partners and all stakeholders. ADB has also been actively participating in multi-agency efforts in countries facing political instability and external shocks, which has helped policy stability and build consensus for reforms. This strategy emphasizes such collaboration and coordination with development partners and all stakeholders, which will further strengthen policy stability and consensus for reforms in the relevant sectors. There are some mitigative measures inbuilt within the strategy itself. The risk arising from lack of consensus is mitigated by an approach to respond to the differences by variation in emphasis and approach for different groups of countries. Thus, selection and development of specific projects will be strongly guided by the level of economic complementarities and mutual benefit among the participating countries. ADB will also draw upon a wider range of regional networks, bringing in more NGOs, women, small businesses, diaspora communities, and other alternative stakeholders. It is proposed to further address the various risks through appropriate mitigative measures taken during development, design, and implementation of specific projects. B. Monitoring Process and Plan65. The sector/thematic strategy and roadmaps (Appendix 6) indicate parameters for monitoring of progress in the respective areas. Further, ADB procedures require the design of projects to include measurable output and outcome indicators. These provide the basic foundation for monitoring of implementation of this strategy. The overall monitoring of implementation and impact will also rely on regional reports, macro data, and relevant evaluation of Pacific performance by other development partners and the regional organizations. Apart from the direct and objective data, the monitoring process will also take into account qualitative information and indirect indicators. Another critical element of monitoring will be the feedback received from the authorities and political leadership of PDMCs. 66. The process of monitoring and evaluation will use all formal and informal sources of information. First, the implementation of each project will involve periodic progress reports. Second, there are regular reports published by regional organizations, governments in the Pacific, and other development partners. Third, ADB resident missions and regular missions will monitor and evaluate progress on a regular basis. Last, ADB will also use all major meetings such as FEMM and PDMC governors' meetings to assess the impact of the strategy and program implementation.
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