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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
Report Date:
Lesson
Inadequate staffing levels and frequent staff turnovers make training efforts less effective and sustainable. Under their existing structures, all the key project agencies faced challenges due to the perennial shortage of key personnel, made worse by high staff turnover. Therefore, it has been essential for ADB to continually review staff skills and capabilities and corporate structures, and implement measures to fill capacity gaps.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
Proper assessment of the borrower’s capacity and those of the executing agencies during the preparation phase supports project implementation which will help achieve the desired output and results. A delay in one key project component, due to weak capacity of agencies, could likely cause further delays in the subsequent activities such civil works which hampers the overall project implementation timeline.

Project Number: 44483-023, 44483-024, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
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
Report Date:
Lesson
It is prudent to consider providing project implementation support through a better-staffed consulting to mitigate existing capacity gaps in project agencies. At project appraisal, ADB identified the executing agency as having limited experience with ADB projects; yet it was made responsible for leading project performance tracking by the proect implementation unit (PIU), with the support of only two individual consultants for a short term. Changes in government exacerbated the lack of leadership and management capacity of the PIU.

Project Number: 45010-002
Project Name: Skills for Employment Project
Report Date:
Lesson
The engagement of experienced personnel with the ability to decide on crucial matters is indispensable to the successful implementation of projects. While there are limited financial and human resources in Tonga, the government tries its best to achieve and sustain project outputs through its recurrent budget. Implementation of key project outputs such as the CCTF and SMAs was eventually achieved.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
It is critically important to conduct capacity assessments and provide comprehensive orientation sessions for implementing agencies( (IAs) at the outset of projects. This is particularly true for new IAs largely unfamiliar with donor policies and guidelines, which in this project, created challenges in aligning activities with established guidelines that in turn led to delays and issues with discrepancies in execution.

Project Number: 46416-002
Project Name: Power Transmission Rehabilitation Project
Report Date:
Lesson
Establishing a comprehensive coordination unit for rural health transformation is a gargantuan and complex task requiring dedicated programming and targeted resources. A feature of the intended design, where the project support unit would be integrated into the Department of Health (DOH) to establish a comprehensive coordination unit for rural health transformation, was not realized. The ambition was relevant, and the government’s capability to manage projects to improve primary health care and coordinate partner programs should be strengthened.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
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
Report Date:
Lesson
Staffing and consultant resources for country engagement as well as technical assistance (TA) appear still limited relative to the number of countries and the program scope. ADB’s role in coordinating and systematically addressing DRM has been strengthened through the program. The attached TA has been playing a growing role in boosting ADB capacity (including for knowledge building and sharing), and the overlap and continuity of the new TA attached to the program’s fourth phase approved in 2023 is positive.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Shadowing arrangements or overseas placement have the potential of further bolstering staff capacity in state-owned energy utilities of Uzbekistan. Previous experience in Uzbekistan’s power sector confirmed that state-owned incumbents have the capacity to undertake major projects. Nonetheless, staff could benefit from ADB-sponsored training and workshops in procurement, safeguards, and commercial management, potentially through a shadowing arrangement or overseas placement.

Project Number: 54269-001
Project Name: Power Sector Reform Program (Subprogram 1)
Report Date:
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
Report Date:
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)
Report Date:
Lesson
Adequate due diligence at appraisal is important to prepare a realistic project schedule considering the institutional setup, internal review and approval procedures, existing capacity, and prior experience of the government and executing agency in implementing ADB and other development partners’ projects. Formulating appropriate project design, identifying major risks, implementing adequate mitigation measures, and providing early implementation support are crucial in minimizing startup delays and facilitating timely implementation progress of projects.

Project Number: 44019-013
Project Name: Hubei Huangshi Urban Pollution Control and Environmental Management Project
Report Date:
Lesson
Keeping track of the lessons and experience from past relevant interventions can generate rich knowledge and can inform future project designs. In addition, greater attention to understanding the capacities of stakeholders, particularly implementing agencies, is crucial in designing an appropriate implementation arrangement. For ADB, knowing the capacity of the implementing agencies can help better plan the needed support and provide more attention to those that require more support.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
Report Date: