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CSV
Lesson
No new lessons

Project Number: 41123-013
Project Name: Road Asset Management Project
Report Date:
Lesson
Continuity of ADB project staff was an important element of the successful implementation of this complex three-country project. The same team of senior staff continued to guide the GMS CDC1 project though all stages from the concept paper, formulation, implementation, and writing of the PCR.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
The RCU could have been embedded within an established organization (e.g., an intergovernmental agency or nongovernment organization) or existing program with similar objectives to the CDC1. By hiring a consultant and housing the RCU independently, institutional capacity for coordinating CDC was not developed within these agencies, risking loss of momentum after project closure.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
Regional cooperation for CDC is a long-term prospect. As a first generation GMS project supported by ADB, the CDC1 project left behind a legacy of regional political commitment, trust, and familiarity among counterpart colleagues in Cambodia, the Lao People’s Democratic Republic, and Viet Nam countries, and knowledge products generated from Regional Coordination Unit (CDC1 and CDC2) -supported studies.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
All three countries reported difficulty keeping up with the frequent changes in ADB’s procurement and audit requirements. This was compounded by the executing agencies’ difficulty in retaining qualified national staff for financial management, lack of in-service training from ADB, and limited support from ADB resident missions since the project was managed out of Manila.

Project Number: 36672-012, 37604-022, 38017-012
Project Name: Greater Mekong Subregion Regional Communicable Diseases Control Project
Report Date:
Lesson
A higher level of attention and perhaps resources need to be given to the gathering of impact and outcome data at the start, middle, and end of the project. These are needed for a higher-quality evaluation and results-oriented management of the project, Coordinated execution of all envisaged activities and provision of both “software” and “hardware” support to beneficiaries are key elements that could facilitate implementation.

Project Number: 34379-013
Project Name: Northwest Irrigation Sector Project
Report Date:
Lesson
Capacity building (planning). Road Data Collection and Management Unit staff are still unable to complete a road maintenance planning report with solid budget recommendations, which needs to be improved._x005F_x000D__x005F_x000D_Capacity building (implementation). The overall institutional setup for asset management, construction supervision and quality assurance and/or quality control, still needs improvement to be practically usable.

Project Number: 41123-013
Project Name: Road Asset Management Project
Report Date:
Lesson
The adequacy and appropriateness of project design have to be tailored to the project’s ultimate objectives and complexities. The PCR provided weak justification of the relevance of the extension and the insufficiency of indicators.

Project Number: 39662-012, 39662-022
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date:
Lesson
Tapping the experience of other organizations and the private sector maximizes the process of citizen engagement. Teachers, community-based volunteers, monks, and even hospitals were tapped to influence more people to register. Also, the use of a private bank for disbursement for the construction of council offices proved efficient.

Project Number: 35274-013, 35274-052, 37256-022
Project Name: Commune Council Development Project
Report Date:
Lesson
Decentralization is a continuing process that can provide the enabling framework of the democracy. The project experience has shown that decentralization can usefully begin with developing basic capacities (human and physical). Capacity development is, however, a continuous process.

Project Number: 35274-013, 35274-052, 37256-022
Project Name: Commune Council Development Project
Report Date:
Lesson
Consultation and dialogue with stakeholders is important where partnerships are expected to deepen the process of decentralization and democratization. The project was among the first ADB-funded projects that supported the construction of commune offices. ADB did not normally fund such activities but in this case supported it based on consultation with the concerned officials. A similar observation can be made for ADB’s support for civil registration.

Project Number: 35274-013, 35274-052, 37256-022
Project Name: Commune Council Development Project
Report Date:
Lesson
Country context is important in project design and implementation. The Commune Council Development Project has shown that a successful program has to recognize the social, political, administrative, and historical context of the country. In this case, Cambodia was just beginning its post-conflict stage, challenged by various problems such as lack of basic physical resources at the commune level and absence of administrative capacities of elected council officials. The design and implementation of the project took into consideration these local contexts.

Project Number: 35274-013, 35274-052, 37256-022
Project Name: Commune Council Development Project
Report Date:
Lesson
Controls over project cash flows and bank accounts protect project interests. The loan structure included strict controls over the project bank accounts. Bank accounts specifically dedicated to the CPTL project needed to be opened and maintained both outside the host country (the offshore account) and within it (the onshore account). All amounts payable to the project are required to be paid into the offshore account and may only be withdrawn according to the payment priorities and amount limits specified in the loan document.

Project Number: 40914-017
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Additional resident mission resources could aid in due diligence. Whether this dispute and its potential to disrupt the business could have been prevented through a change in due diligence procedures requires consideration, although the causes of the dispute itself are not clear. All existing due diligence requirements appear to have been completed, including checklists, and PSOD used an external consultant and included the resident mission in its due diligence process, even without a formal due diligence requirement to do so.

Project Number: 40914-016
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
For short periods these conditions are tolerable, but for a major outage such as that witnessed during the evaluation mission, these plans are inadequate. Losses to businesses due to outages included cancelled bookings at smaller hotels without backup generators, food spoilage due to no refrigeration, less customer traffic due to discomfort for patrons in the high temperatures, and inability to manage booking changes or take credit card payments due to inoperable electronic ticketing and payment systems.

Project Number: 40914-021
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
CSV