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Lesson
The program has helped strengthen ADB’s role as a trusted partner and created a positive experience for the government to strengthen its relations with development partners. The loan provided international funds that have helped address the government’s objective to reduce borrowing in the domestic market and have helped ensure liquidity in Thailand’s private sector. The program’s accompanying technical assistance provided the government with value-added policy dialogue and technical assistance to help address the government’s knowledge needs as they evolved through the crisis.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The crisis amplified the adverse, preexisting, and self-reinforcing relationship between public health and economic outcomes. This relationship should remain at the forefront of ADB’s engagement with Indonesia. COVID-19 takes a higher toll on individuals who suffer from stunting—a disease that is prevalent in Indonesia and closely associated with poverty.

Project Number: 54139-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Indonesia needs better interoperability among the tiers of its government. In relation to public health, the effectiveness of the government’s initial response to the pandemic was limited by conflicting approaches. The lack of coordination within government; as evidenced particularly by conflicting public messages around social distancing especially in the early stages of the pandemic. These coordination issues were more apparent in the vertical relations between tiers of government than at inter-ministerial levels.

Project Number: 54139-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Timely planning of project extensions and a more realistic extension period will improve loan utilization. Undisbursed amounts under this project resulted largely from new government policies as well as contextual and operational factors. Various activities were canceled because of government restrictions on the use of loan proceeds for soft components (e.g., training, workshops, etc). Non-disbursements were also associated with other policy modifications, such as restrictions on the recruitment of international consultants. But contextual and operational factors also played a role.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Foreseeable delays in procurement and disbursements may be overcome by (i) including project readiness measures such as advance actions; and (ii) ensuring dedicated, full-time) and qualified staff with relevant experience for key project management positions. Amounting to 1.5 years in this project, these delays were attributable to the complexity of procedures in Viet Nam, the COVID-19 pandemic, and the large number of project facilities involved.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands 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
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
Report Date:
Lesson
Avoid assuming policy changes when setting targets in a crisis. The program design assumed that coordination of all government-subsidized employment would be transferred to the employment service centers established in each local government under the Prime Minister Employment Program (PMEP). Because of the impact of the crisis, this transfer did not happen and the PMEP was unable to achieve the target. A target set during a crisis should not assume a policy change.

Project Number: 54184-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Quick and flexible budget support is essential during times of crisis. The timely availability of the ADB CPRO support greatly contributed to mitigating the impact of the pandemic, particularly for low-income countries and countries in vulnerable situations. Availability of such an instrument is highly relevant for a country in times of crisis.

Project Number: 54184-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Factors that contributed to the overall success of the project include (i) the openness willingness, and flexibility of ADB and the government to respond positively to emerging need and demand; (ii) agreements by stakeholders to increase the number of MES representatives in the project steering commitee, which balanced the views and bargaining power of MES in the decision-making process; and (iii) the willingness of ADB to use its own resources to hire staff consultants when required to help resolve procurement bottlenecks and accelerate project implementation especially during critical per

Project Number: 45010-002
Project Name: Skills for Employment Project
Report Date:
Lesson
Sound implementation arrangements and commitment and leadership are critical to project success. The project management office (PMO) was institutionalized in the Hunan Education Department (HED), the implementing agency. HED was fully committed to and engaged in project implementation, and with TVET sector development and reform a policy priority of the HED, all 13 TVET institutions were fully responsive to and in good compliance with PMO requirements.

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
Close monitoring of and prompt responses to policy changes ensure smooth implementation and compliance to covenants. During project implementation, the executing agency took prompt action to change the scope of the project when one of the original subcomponents was not in compliance with the new issued development plan. This enabled the project to avoid compliance issues and be carried out smoothly.

Project Number: 44019-013
Project Name: Hubei Huangshi Urban Pollution Control and Environmental Management Project
Report Date:
Lesson
Effective communication mechanisms enhance project implementation and need to continue beyond project completion. The effective communication mechanisms established by the project management and implementation institutions guaranteed joint efforts to timely find issues, actively communicate and consult with all parties, and seek and adopt effective solutions. After project completion, the relevant institutions should further ensure smooth communication.

Project Number: 47046-002
Project Name: Gansu Featured Agriculture and Financial Services System Development Project
Report Date:
Lesson
Using third parties to monitor implementation, especially in situations where mobility and ADB missions are constrained, helps ensure the attainment of intended results. The government partnered with the Red Crescent, private sector, and civil society organizations to vaccinate all residents of Maldives, including foreign workers with no official work permits.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date: