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Lesson
Strong central coordination is necessary to ensure consistent monitoring and reporting and more effective lessons-sharing among multiple implementing agencies. The Ministry of Planning and Investment was designated as the coordinating agency for the entire MFF-financed investment program, while project 3 activities—procurement and recruitment, construction supervision, financial management, safeguards compliance, monitoring, and reporting—were implemented by the participating water supply coompanies (WSCs).

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Close executing agency (EA) involvement is essential throughout the implementation phase. But this was lacking in this project, which saw the provincial people's committees, the project EAs, having limited involvement in project implementation. This strengthen the case for stronger central coordination by a line ministry to facilitate timely decision-making and approvals, provide closer supervision, ensure more consistent monitoring and reporting, and promote lessons sharing to improve performance.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Strong commitment of executing and implementing agencies is instrumental to project success. The project target impact was fully aligned with the government’s high priority for sustainable socioeconomic development. The provincial and local governments listed this project under their priority project pipeline and practical projects for civilian affairs. The provincial and project county and city governments provided full support to the project (policy, technical, financial, institutional, social, environmental, etc.) from preparation through post-implementation.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
Effective institutional arrangements and adequate project management capacity are crucial to project success. At the onset, effective institutional mechanisms and linkages were established to ensure efficient project management andimplementation. Extensive, expanded, and continuingCapacity development through hands-on training, advocacy, and dissemination of knowledge products provided a cohesive approach to ensure that innovative technological solutions to groundwater degradation were effectively addressed and absorbed by stakeholders.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
Inappropriate implementation arrangements could lead to significant implementation challenges. Implementation by thromdes created ground-level coordination challenges among multiple institutions that could have been avoided by restructuring implementation arrangements

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Organizational interventions support and reinforce capacity building for institutional knowledge retention. For instance, organizational intervention, such as handover procedures and an operations manual developed as part of the DBO contract, combined with operation and maintenance staff training to ensure knowledge retention and sustained institutional strengthening in maintaining the operational standards for potable water supply prescribed by the Bhutan Drinking Water Quality Standard, 2016.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
The transition of PWWs into independent corporate entities requires adequate preparation to ensure they have the capacity, technical and financial management skills, and resources for viability and sustainability. To support this transition, the PMU adopted a phased and practical approach, implementing vital actions with training and technical support. The PWWs developed business planning and financial reporting systems and adopted supervisory control and data acquisition systems. The PMU has identified the first PWWs that are considered ready for the next step as a corporate entity.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Inadequate staffing levels and frequent staff turnovers make training efforts less effective and sustainable. Under their existing structures, all the key project agencies faced challenges due to the perennial shortage of key personnel, made worse by high staff turnover. Therefore, it has been essential for ADB to continually review staff skills and capabilities and corporate structures, and implement measures to fill capacity gaps.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
The government needs to do more to provide leaderahip and guidance to infrastructure projects in Kiribati. The Project Steering Commitee, renamed in 2016 as the National Infrastructure Development Steering Committee, was set up to guide several other infrastructure projects aside from this one. Therefore, it can provide only limited support to the ADB project. Achieving the intended impacts of a major project such as ADB's requires regular and proactive direction from senior government representatives through all phases of the project.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
Stakeholder relationships need to build on established mandates and be insitutionalized to effectively contribute to and ensure project success. The project benefited from local project management offices (PMOs) building effective relationships with key stakeholders in the road safety ecosystem, including traffic police and education bureaus. Although successful, this approach relied on relationships among different agencies to implement a safe system approach without any mandate.

Project Number: 46042-002
Project Name: Shaanxi Mountain Road Safety Demonstration Project
Report Date:
Lesson
Zero changes in project staff and implementation arrangement contribute significantly to smooth project implementation. The key staff of the project management office and implementing agencies remained unchanged throughout the project preparation and implementation periods. This, along with the absence of any scope changes, ensured smooth implementation of the project. The experience can be repeated in future projects through appropriate institutional measures and project implementation arrangements.

Project Number: 46079-002
Project Name: Guangdong Chaonan Water Resources Development and Protection Demonstration Project
Report Date:
Lesson
Implementation arrangements are critical to the success of projects. Initial implementation progress under this project was mixed: while output 2 was progressing according to schedule, outputs 1 and 3 were not. At ADB's instance, the implementing agency (IA), the Baise University instituted reforms in the implementation arrangements, with the Vice President of the university replacing the project leading groups.

Project Number: 47009-002
Project Name: Guangxi Baise Vocational Education Development Project
Report Date:
Lesson
Efforts to train EAS and IAs in ADB procurement procedures will do little in developing institutional procurement capacity with the persistence of staff turnover in these agencies. In this project, frequent turnover of key staff members prevented the training from reaching all those responsible for developing requests for proposals, formulating evaluation criteria, and reviewing bids against the criteria. Consequently, procurement capacity remained low.

Project Number: 47009-002
Project Name: Guangxi Baise Vocational Education Development Project
Report Date: