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Lesson
Proper execution of project administration activities relies on the capacity and commitment of borrowers and agencies involved. It is crucial that executing and implementing agencies are well informed of ADB operational procedures and requirements, especially with respect to financial management. This allows a concerned agency to carry out the project activities appropriately and ensure timeliness.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
The project design included measures to improve billing and collection. Considering the excessive aggregate technical and commercial losses, a project design could include measures for reducing commercial loss that were being promoted by the government and being implemented in other areas e.g., high voltage distribution system in urban areas, use of aerial bundle conductors, and segregation of agricultural and domestic power supply in rural areas.

Project Number: 41626-013
Project Name: Bihar Power System Improvement Project
Report Date:
Lesson
A rational tariff policy is essential for improving the financial viability of a distribution utility. Two tariff revisions (in 2016 and 2021) helped improve the financial viability of Azerishiq's distribution-strengthening projects. Although the upgrade of distribution systems is still not fully financially viable, an improving financial internal rate of return (into positive territory) illustrates the benefits of lifting tariffs toward full cost recovery.

Project Number: 42401-014
Project Name: Power Distribution Enhancement Investment Program (Multitranche Financing Facility)
Report Date:
Lesson
In addition to ensuring robust environmental assessment and management to avoid project delays and operational disruptions, it is imperative to plan for and link mitigation measures such as the installation of bird flight diverters to the commissioning of power lines and financial closure, rather than leaving such measures to be retrofitted after the power lines have become operational. Insufficient attention to forest clearance needs during project design and planning resulted in implementation delays. The quality of the environmental assessments fell short.

Project Number: 49214-002
Project Name: Solar Transmission Sector Project
Report Date:
Lesson
Early engagement with stakeholders and design of subsidy programs responsive to the needs of vulnerable groups could expedite the implementation of complex policy reforms. The success of this program highlights the importance of the government's continuing commitment in improving the performance and sustainability of the Palau Public Utilities Corporation.

Project Number: 54151-001, 54151-003
Project Name: Palau Public Utilities Corporation Reform Program 
Report Date:
Lesson
The ability of all participating utilities to successfully adopt and implement organizational changes to meet the project requirements should be assessed, with specialized external support in utility management provided as necessary.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Having an implementing agency with staff who are well-versed in ADB procedures benefits all facets of project implementation and ensures timely project completion. This capacity also provides a strong base for further building the capacity of implementing agencies in asset management and operation and maintenance, and financial management and audits. which will benefit the implementation and sustainability of future projects.

Project Number: 52129-001
Project Name: Cyclone Gita Recovery Project
Report Date:
Lesson
Key government policy changes need to be monitored for possible impacts on projects and project updates undertaken as necessary. Tranche 3 faced major resettlement challenges and experienced delays of up to 2.5 years beyond the initially approved loan closing date. This was because local authorities encountered difficulties in completing site clearance and subsequent compensation payments. Until the preparation of ADB’s project completion report, compensation payments have remained pending on (i) 3 subprojects because of

Project Number: 42039-033, 42039-036
Project Name: Power Transmission Investment Program
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
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
The use of a proven technology attractive to project participants can help ensure the attainment of development results. This project included two poorly prepared components—credit and technology transfer—one was not implemented at all and the other only achieved a portion of its targeted outputs. Having a tried and promising technology to promote is an important step toward project success.

Project Number: 45406-001
Project Name: Low Carbon Agricultural Support Project
Report Date:
Lesson
Properly defining technical parameters ensures successful project implementation. The required equipment for end terminals, estimated to cost $0.5 million, was omitted from the pertinent package; thus the $29.1 million investment was idle. The target annual power generation of 60 gigawatt-hours was an overestimate as it required securing agreements for purchasing 40% of the output of the private sector’s biomass power projects and an optimistic utilization factor of 70% of the run-of-river HPPs.

Project Number: 41504-023
Project Name: Town Electrification Investment Program - Tranche 1
Report Date:
Lesson
More effective utilization of consultants helps improve project implementation. As the international consultants are selected based on the experience and expertise in engineering and project management, they are required to remain in close proximity to the project site and assist in the development and monitoring of project and subproject programs. They have the capacity for assuming a stronger advisory role for a project to be successful.

Project Number: 41504-023
Project Name: Town Electrification Investment Program - Tranche 1
Report Date:
Lesson
Upgrading and retrofitting for energy efficiency improvements during the production process may result in mutual interactions and uncertain impacts, which can cause implementation delays and safety risks. These factors should be noted by future device-upgrading projects in factories; for example, factories should be equipped with more safety and environmental protection personnel, and enough time should be reserved for projects that include upgrading of production processes.

Project Number: 47051-002
Project Name: Chemical Industry Energy Efficiency and Emission Reduction Project
Report Date:
Lesson
Technology innovations need to be encouraged, but caution requires that innovations be verified during implementation. The verification may entail additional trials and time, which could lead to longer implementation periods.

Project Number: 47051-002
Project Name: Chemical Industry Energy Efficiency and Emission Reduction Project
Report Date: