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Lesson
High-level leadership facilitates the support and participation of all stakeholders and government entities in TA activities. Direct leadership of a deputy director general-level government officer, with strong expertise and interest in economics and management, championed the active engagement and contribution of local stakeholders throughout implementation, and this significantly contributed to the TA’s high effectiveness.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
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Lesson
Ownership of the reform process is critical and, given the experience of this, it will remain so. The reform agenda was fully in line with government and ADB strategies and priorities. This allowed for timely and quick support that resulted in comprehensive products. Detailed discussion on outcome indicators at the design stage is critical to finding the best possible indicators for measuring outcome.

Project Number: 51066-001, 51066-003
Project Name: Finance Sector and Fiscal Management Improvement Program (Subprograms 1 and 2)
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Lesson
Strong coordination and regular meetings between the executing agencies and ADB teams, backed by governments' strong commitment to reforms are crucial to the success of reform programs. This program was an effective countercyclical crisis response tool that helped Uzbekistan respond to an external economic shock. Strong coordination and regular meetings between the government counterparts and ADB teams were key to implementing the program outputs.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
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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
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Lesson
Strong government ownership could play a major role in attracting the interest and eventual investments of industry players

Project Number: 55035-001
Project Name: Research for Demonstration of Carbon Capture, Utilization, and Storage Technologies in Industrial Sectors of Yunnan Province
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Lesson
Government leadership and coordination are key to successful sector reforms. The main reason for the delay in completing subprogram 3 was because of the time needed to complete the coordination for a presidential regulation that required more interministerial coordination and agreements than a ministerial regulation. While this additional requirement makes this action more irreversible, overcoming the coordination challenge was not without difficulty. Government leadership for careful coordination was critical in completing this policy action.

Project Number: 49043-001, 49043-002, 49043-003
Project Name: Sustainable and Inclusive Energy Program 
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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
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Lesson
Strong political will and commitment at all levels of government authorities have a decisive impact on the effective and efficient implementation of land acquisition and resettlement activities in the context of complex project situation. It is important for an executing agency to be proactive and work closely with local authorities and stakeholders to resolve identified issues on the ground. Monitoring of the implementation of the land acquisition and resettlement plan could start early to identify issues and find effective solutions in a timely manner.

Project Number: 42248-013, 42248-023
Project Name: Sustainable Management of Community Development for Chittagong Hill Tracts
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Lesson
Strong government commitment and leadership is critical to the implementation of reforms. In this project, this enabled the successful implementation of policy actions and reforms agreed under the post-program partnership framework (P3F). The single-tranche, stand-alone modality combined with the P3F was useful in bridging a period of high uncertainty, continuing and building on reforms from the previous programmatic approach while providing flexibility to reflect the new government’s priorities in a follow-on medium-term reform program.

Project Number: 55116-001
Project Name: Sustainable and Resilient Recovery Program
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Lesson
Effective and efficient implementation of large-scale land acquisition and resettlement activities depends largely on strong political will and commitment at all levels of the government. An executing agency needs to be proactive and initiate close working relationships with local authorities to resolve identified issues on the ground. Local communities, particularly affected households, must be engaged and their concerns should be adequately factored in by project design.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement
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Lesson
Strong government commitment and ownership are crucial to the quality of project preparation and sustainability. Specifically, establishing a clear institutional arrangement (such as, which agency performs the routine and periodic maintenance, among other things) and sound operation and maintenance strengthens the funding mechanisms of the project after completion. In this project, the government showed a high degree of ownership in ensuring that adequate budgetary sources are in place to ensure the financing of routine road maintenance.

Project Number: 45389-001, 45389-002, 45389-004
Project Name: Second Road Network Development Investment Program (Multitranche Financing Facility and Tranches 1 and 2)
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Lesson
A clear sector assessment and plan can strategically enhance the effectiveness and sustainability of sector investments. The sustained government plan of the Prime Minister’s Rural Road Program (PMGSY) provided a strong foundation for the sector to have a clear set of subprojects and financing commitments from the government. In addition, its priority to operate and manage these roads sustainably led to a more relevant design focused on the non-physical component of investments—road management, road audit, and road safety.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
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Lesson
Active support of relevant government agencies and strong ownership of the project management units contribute significantly to project success. In developing member countries where institutional capacity is weak, it is critical that concerned agencies are both capacitated and committed in achieving the intended results.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
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Lesson
Assessment of potential political risks such as a change in government and identifying mitigation measures could help ensure the continuity of planned project activities, specifically when there is strong support, ownership, and commitment of an agency. In particular, it is important to consider the speed and direction of change in the policy regime. For example, a shift in the government priorities could trigger resource allocation that could potentially affect how a project could deliver its intended development results.

Project Number: 43405-023
Project Name: Urban Services Improvement Investment Program - Tranche 1
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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
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