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Lesson
Proper handover of project responsibilities and documents will prevent staff turnover from negatively impacting project implementation and documentation. Staff turnover at the executing and implementing agencies caused implementation delays and loss of institutional memory. The executing agency was not able to prepare the project completion report because staff could not recall or find information related to the original project. The unintended consequences would have been prevented by proper handover of documents and responsibilities.

Project Number: 42322-012
Project Name: Food and Nutrition Social Welfare Program and Project
Report Date:
Lesson
A holistic approach, which can lead to overambitious scope and targets, needs to be carefully weighed during the project design stage. This program and its numerous outputs adopted a holistic approach, which might now seem overly ambitious, particularly for the first urban transport undertaking in Ulaanbaatar. A phased approach could have been considered to focus resources on clearly identified priorities and to develop capacity.

Project Number: 39256-024
Project Name: Urban Transport Development Investment Program Imultitranche Financing Facility and Tranche 1)
Report Date:
Lesson
Selection of the most suitable modality to support institutional development requires adequate consideration of the various factors intricately linked to it, including the prevailing political dynamics, incentive structures in public administration, and commitment of the relevant development agencies. In the case of this project, frequent changes in the senior management of the Erdenes Mongol jeopardized project ownership and seriously affected implementation.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
High staff turnover, weak procurement and contract management capacities, and lack of familiarity with ADB procedures, often the cause of implementation delays, need to be addressed jointly by ADB and government counterpart agencies. Because of the changes in the executing agency’s senior-level officials, turnover of the project staff was high. The project also suffered from counterpart agencies' weak procurement and contract management capacity and lack of familiarity with ADB guidelines.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
The objectives and implementation period for sector reform projects need to be well-aligned with the government’s long-term vision and carefully consider existing capacities. This project's overall objective was ambitious as sector reforms require long-term and sustainable interventions, adequate resources, and sufficient time. Increasing student enrollment and rural higher education institutions offering distance education programs were not achievable through a single project intervention.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
Limited baseline data could lead to unrealistic performance Indicators and targets. Because this was ADB’s first TVET grant project in Timor-Leste, which introduced a new area of formalized skills development, baseline data for the targets were limited. This led to some unrealistic performance Indicators and targets. For example, the number of students and trainers to be trained appeared to be modest, whereas the target of 65% of graduates to find employment within 3 months of graduation was overambitious.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
High turnover of government project staff affects institutional memory and implies additional time and effort to introduce the project’s concepts to a new team to ensure the government is involved and owns the project implementation.

Project Number: 41243-012
Project Name: Fourth Health Sector Development Project
Report Date:
Lesson
Institutional continuity, through the retention of project staff throughout implementation, is crucial to project success. Most of the EA and IA staff were retained throughout the project implementation period. The resulting institutional continuity tremendously helped the successful completion of the project.

Project Number: 44240-014
Project Name: Thimphu Road Improvement Project
Report Date:
Lesson
Continuity of services of experienced project staff is essential. The project director and account officer positions at the project coordination office experienced high turnover, which affected overall performance, including of project financial management, as evidenced by the outstanding recurring audit issues and multiple delayed submissions.

Project Number: 36188-023
Project Name: Secondary Towns Integrated Urban Environmental Improvement Project
Report Date:
Lesson
Program design and implementation in least developed (and fragile) countries need to take account of the limited administrative capacity of the government. While ADB designed a program which supported the government in undertaking reforms and sufficient consulting services resources to help bridge capacity gaps, the timeframe for the program was too ambitious and ADB did not provide adequate continuity in the staff providing project supervision. These deficiencies contributed to the underperformance in program outcomes.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date: