Search

Displaying 1 - 15 of 22

Lesson
The absence of a dedicated Gender staff in the implementing agency can limit the implementation of the project's Gender action plan (GAP). The reform process in the sector led to the suspension of some GAP activities and necessitated revisions of several GAP activities and targets. Although the factors that caused the delay in the implementation of the GAP were beyond the control of the executing agency, the absence of dedicated Gender staff in the PIU impeded certain GAP activities.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Insufficient financial staffing and difficulties in information collection could hinder compliance to ADB financial requirements. During implementation, the IA faced challenges in complying with ADB’s financial management requirements. Submissions of audited project and entity financial statements were delayed because of (i) difficult information collection process, (ii) reports not complying with ADB guidelines, and (iii) insufficient accounting staff because of Uzbekenergo’s unbundling and restructuring.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Deficiencies in structure and lack of authority can hamper the work of the PMU and create implementation difficulties. Although the PMU was established to coordinate the work of various departments of the executing agency, the PMU structure could have been more effective. The PMU’s role was limited to liaising with ADB and coordinating the inputs of the executing agency’s planning, design, procurement, and construction departments.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Lack of capacity and experience in executing/implementing agencies as well as lack of reference projects can negatively impact project implementation. This project encountered delays because the executing agency and project management unit (PMU) lacked capacity and prior experience with international financial institution–financed procurement and management of large projects. Moreover, there were no reference projects with similar legal and regional setups to provide lessons and guidance to the executing agency and PMU.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Good due diligence at appraisal is important to prepare a realistic project costing and schedule, particularly paying attention to the institutional setup, internal review and approval procedures, existing capacity, and prior experience of the government and executing agency in implementing ADB’s and other development partners' projects

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
Private sector participation can translate into additional financing to tap other energy sources such as solar and wind, which can complement combined cycle gas turbine technology. Combined with efficient operations, this can boost consumer access to affordable and sustainable electricity.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
Ensuring pertinent output performance indicators for capacity building are important to reflect to better tackle deficiencies identified during due diligence of the executing agency and the implementing agency's capacities, especially regarding procurement and their understanding of ADB procedures and requirements.

Project Number: 50063-001
Project Name: Kashkadarya Regional Road Project
Report Date:
Lesson
The potential risks relating to ADB procurement procedures and the government’s lengthy procedures to register contracts and verify prices were clearly identified at appraisal. With the failure to complete the civil works contract award process and the eventual loan cancellation before any construction could take place, appropriate mitigation measures were lacking. In future projects, more rigorous risk assessment and design of mitigation measures are required to ensure potential contracting problems are dealt with promptly and do not delay project implementation.

Project Number: 50063-001
Project Name: Kashkadarya Regional Road Project
Report Date:
Lesson
It is important to properly sequence the implementation of technical assistance so it could provide its inputs to the project in a timely manner. According to the project completion report, the delay in the development of the National Transport Plan supported by the project preparatory TA affected project implementation as projects sites were required to be included in the plan prior to implementation.

Project Number: 40263-022
Project Name: Domestic Maritime Support (Sector) Project
Report Date:
Lesson
Ensuring adequate project performance monitorng system (PPMS) design—along with collection of baseline data at project preparation phase—supports effective monitoring of a project’s performance. Although establishing a PPMS was covenanted in the grant agreement, the PPMS was ineffective in providing the data required for calculation of economic internal rate of return. The lack of data indicates that the PPMS was inappropriately designed and that a greater focus on the PPMS design at project preparation is needed. For

Project Number: 40263-022
Project Name: Domestic Maritime Support (Sector) Project
Report Date:
Lesson
a detailed design and implementation assessment enhances the project’s success, especially for projects that help provide shipping services to outlying and remote island communities. ADB has experience in this with two projects in the Pacific region that were to provide shipping services to outlying and remote island communities—this one that is under validation while the other is the Community Water Transport Project in Papua New Guinea.16 However, both projects were rated less than successful, which indicate endemic issues with their design and implementation.

Project Number: 40263-022
Project Name: Domestic Maritime Support (Sector) Project
Report Date:
Lesson
Data collection on all Indicators in each tranche project should be ensured to facilitate a reliable assessment of the accomplishments and performance of each project and the entire MFF. The executing agency (EA) is required, as part of the government’s undertakings, to establish a project performance monitoring system to collect and measure baseline data on the performance Indicators in the design and monitoring framework (DMF) during implementation and to submit to ADB, as self-evaluation, the government’s completion report for the implemented projects.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date:
Lesson
ADB should help the executing agency strengthen its capacity in procurement planning, bid evaluation, and contract award in accordance with ADB’s procurement guideline. Because of the disagreement between the executing agency and ADB regarding bid evaluation results, the procurement of civil works for Project 2 was significantly delayed. The divergent views centered on particular restriction provisions, including abnormally low bids, collusions, and conflicts of interest.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date:
Lesson
Project readiness challenges could result in sequential delays of the different tranches in an MFF, leaving insufficient time for implementation within the MFF term and making MFF less relevant. Prior to the approval of each tranche, the initial design for each project was prepared to varying degrees.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date:
Lesson
Engagement of dedicated safeguard specialists could help strengthen safeguard implementation capacity. A project management and construction supervision consultant served as focal point for safeguards. No major issues in safeguards were identified.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date: