Search

Displaying 1 - 15 of 22

CSV
Lesson
Poor quality of local talent can significantly hinder implementation, causing ADB to intensify implementation support to put projects on track. The executing agency asked the international consulting firm “to change six of the national experts to enhance the quality of expertise.” Delays in retaining architects to monitor construction had a knock-on impact on the procurement of civil works and equipment packages. The objective of setting up the Project Administration Group (PAG), among other implementation units, was to delegate project execution to locals, but this did not work.

Project Number: 46535-001
Project Name: Strengthening Technical and Vocational Education and Training
Report Date:
Lesson
ADB project teams need to have a realistic understanding of how long it takes host governments to secure internal approvals to avoid delays in completion thatcould impact project performance. Loan effectiveness took place about 5 months after loan signing, some 3 months behind schedule, “due to prolonged government approvals and parliamentary ratification procedures.” This put the project behind schedule almost from the beginning. Subsequent review missions “emphasized the need to accelerate implementation of all planned activities.

Project Number: 46535-001
Project Name: Strengthening Technical and Vocational Education and Training
Report Date:
Lesson
The delay in achieving project effectiveness was unforeseen and unwarranted, given the priority requirement of rooftop solar PV systems to meet national policies,

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date:
Lesson
Additional approval required by the Ministry of FInance had caused delays to the overall lending process, despite a central monitoring and approval process which was imperative to maintain consistency and objectivity of the project. However, the same level of oversight and central approval process can be implemented in projects where relevant parties are provided with an online tool to manage documentation and other activities.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date:
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:
Lesson
Less stringent selection criteria, which enables the participation of more eligible financial institutions, could optimize the impact of microlending short-term, low-interest loans in unbanked but regularly earning agricultural communities. The selection of partner participating financial institutions (PFIs) for the microlending component of this project may have been too strict. This resulted in the participation of only 3 of the 6 large PFIs in Tajikistan, all of which are foreign-owned and likely to have been effective partners.

Project Number: 45389-001, 45389-002, 45389-003, 45389-004
Project Name: Building Climate Resilience in the Pyanj River Basin
Report Date:
Lesson
A thorough assessment of the financial management capacity of executing agencies (EAs) is required to mitigate the risk of financial issues disrupting project implementation or leading to non-compliance to loan covenants/grant agreements. The Agency for Land Reclamation and Irrigation (ALRI), the EA for 2 of this project’s 4 intended outputs, did not monitor the commercial bank that held the advance accounts for said outputs. When the bank became insolvent, part of the advance accounts was frozen, and was refunded only after government intervention albeit with significant delay.

Project Number: 45389-001, 45389-002, 45389-003, 45389-004
Project Name: Building Climate Resilience in the Pyanj River Basin
Report Date:
Lesson
A project focusing on microfinance could help remove obstacles to micro-insurance or other risk transfer schemes in the agricultural sector. The project did not create a market for micro-insurance as envisaged.

Project Number: 45389-001, 45389-002, 45389-003, 45389-004
Project Name: Building Climate Resilience in the Pyanj River Basin
Report Date:
Lesson
Timing and location are essential to the participation of women in gender-related and other project activities. Implementation of this project’s gender action plan (GAP) was challenged by the wide geographic dispersion of households, which created difficulties in gathering project participants for training. The gender awareness campaigns also coincided with the harvest season, which made it difficult for farmer-beneficiaries to take part.

Project Number: 45389-001, 45389-002, 45389-003, 45389-004
Project Name: Building Climate Resilience in the Pyanj River Basin
Report Date:
Lesson
Strong coordination and regular communication between the ADB and government counterpart teams are key to the speedy processing and successful implementation of crisis response programs like the CPRO.

Project Number: 54156-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The COVID-19 Pandemic Response Option (CPRO) is an effective crisis response measure with development results that may be enhanced through additional similar assistance from ADB and other donors.

Project Number: 54156-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Navigating the appropriate financing size and institutional requirements of the CPRO while developing its scope and short- to medium-term directions demanded strong collaboration and coordination among ADB departments.

Project Number: 54156-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Sufficient training is needed for the success of the performance-based maintenance (PBM) of the project roads.

Project Number: 46543-002
Project Name: Central Asia Regional Economic Cooperation Corridors 3 and 5 Enhancement Project
Report Date:
Lesson
The economic benefits of regional transport corridors cannot be maximized without common recognition by target user countries of the international status of the facilities and the upgrading of all connecting, feeder roads.

Project Number: 46543-002
Project Name: Central Asia Regional Economic Cooperation Corridors 3 and 5 Enhancement Project
Report Date:
CSV