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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
No new lessons

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
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Lesson
In addition to the technical and engineering staff, project management units should include staff with skills in financial management, economics, safeguards, procurement and contracts management, and communication. The project initially encountered difficulties due to the inadequate capacity of the project staff in social and environmental safeguards, contract management, and finance management procedures. An assessment of staff capacity in these areas will identify areas for improvement in future similar projects.

Project Number: 44429-013
Project Name: Climate Adaptation in Vennar Subbasin in Cauvery Delta Project
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Lesson
Executing agency capacity to undertake large and complex irrigation projects can easily be overestimated, and relatively minor issues can delay both startup and/or effectiveness and implementation. In this case, overall implementation was made considerably more complex by the major civil works redesign which impacted procurement and safeguards requirements. Delays in recruiting consultants and getting the Ministry of Economy and Finance to agree to including price revisions in consultants' contract delayed loan effectiveness, in turn startup and implementation.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project 
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Lesson
High staff turnover worsens capacity constraints. In this project, it aggravated lack of capacity to undertake procurement using ADB's Procurement Guidelines and the increased risk of misconduct and delays during implementation. Additional procurement capacity building for executing agency staff during implementation is therefore necessary even if procurement capacity risk is considered minimal at project appraisal.

Project Number: 48226-003
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Early and continuous involvement of financial staff and coordination with development partners are crucial to ensure aptly designed financial management arrangements. This is particularly true for multi-donor funded programs that require harmonization of financial management systems. As these were lacking in this project, significant financial management issues were experienced during implementation.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
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Lesson
Because of capacity constraints and experiences in legal drafting, legal and regulatory developments require a longer time which future ADB programs need to consider.

Project Number: 49041-001, 49041-002
Project Name: Strengthening Public Financial Management Program, Subprogram 1
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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
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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
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Lesson
To support an effective and sustainable exit strategy for beneficiaries, CCTs must strengthen the productive capacity of poor households. With the Philippines CCT law’s 7-year ceiling on duration of family participation,it will be important to communicate clearly with beneficiaries on their co-responsibilities and establish referral pathways.

Project Number: 43407-013
Project Name: Social Protection Support 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
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
Basic governance and project management capacity are needed for the success of institutional development projects. This first loan to a state-owned enterprise in Mongolia has demonstrated several lessons. First, having a stable and consistent governance in place within the executing agency is critical prior to pursuing reforms. Second, clarity in the legal status of the implementing agency and the applicable rules and regulations would help mitigate political risks.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
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Lesson
Establishing a skilled and effective lake basin authority was a long and arduous process. Converting the Chao Lake Management Authority (CLMA) from a sound concept to a skilled, effective lake basin planning and management organization evolved over time, and actions taken under the project helped the CLMA to establish its authority from scratch.

Project Number: 44036-013
Project Name: Anhui Chao Lake Environmental Rehabilitation Project
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Lesson
Project partnership agreements with government on human resources and funding are critical to effective implementation and sustainability. While initially the project national project implementation unit had issues on staffing, procurement, and implementation, these were resolved with incremental additional staffing, recruitment of a small core team of individual consultants, and restructuring to a subproject management unit. The non-recruitment of a social development specialist; to be funded by the government, affected the Gender action plan monitoring and planned survey update.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date: