Search

Displaying 1 - 15 of 34

Lesson
Proactive consultations and policy dialogue with development partners enable the identification and avoidance of potential duplications in technical assistance and other projects. The project team designed the TA based on a request from the Ministry of National Economy to support the government’s effort in fighting COVID-19 impacts. However, the project team observed potential duplications between the scope of the Solidarity Fund for Kazakhstan (SFK) and support measures taken by the government and development partners.

Project Number: 54265-001
Project Name: COVID-19 Solidarity Fund for Kazakhstan
Report Date:
Lesson
Strong central coordination is necessary to ensure consistent monitoring and reporting and more effective lessons-sharing among multiple implementing agencies. The Ministry of Planning and Investment was designated as the coordinating agency for the entire MFF-financed investment program, while project 3 activities—procurement and recruitment, construction supervision, financial management, safeguards compliance, monitoring, and reporting—were implemented by the participating water supply coompanies (WSCs).

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Close executing agency (EA) involvement is essential throughout the implementation phase. But this was lacking in this project, which saw the provincial people's committees, the project EAs, having limited involvement in project implementation. This strengthen the case for stronger central coordination by a line ministry to facilitate timely decision-making and approvals, provide closer supervision, ensure more consistent monitoring and reporting, and promote lessons sharing to improve performance.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Designation of an alternate TA team leader despite resource constraints is necesssary to ensure seamless project continuity and institutional knowledge transfer. It will also mitigate potential disruptions caused by staff turnover.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date:
Lesson
Designation of existing consultants to higher positions and responsibility levels may be explored to fill vacancies during implementation. There were two changes to the team leader position. The first was due to the resignation of the specialist because of an unexpected urgent assignment from his hiring university. The consultant recruited as the replacement team leader was not capable of performing the role. Instead of going through contract termination and recruitment process again, the TA team appointed the national simulation specialist, who had demonstrated strong leadership.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Frequent review missions are crucial to overcoming implementation challenges. The TA was administered by staff located in head office with good support from the Pakistan Resident Mission. However, ADB staff assignment changed during the TA implementation period; and the limitations and delays caused by the COVID-19 pandemic induced challenges to consultant management and client interaction. Frequent review missions significantly helped address these challenges.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
Report Date:
Lesson
Responding to the government’s changing needs and external factors could cause delays in the delivery of expected TA outputs particularly capacity building activities. Furthermore, organizational restructuring of revenue agencies, as well as frequent turnover of counterpart staff meant that capacity building was constantly in repeat mode. Addressing these issues could lead to efficiency gains and could help the government reach key performance targets quicker.

Project Number: 53105-001
Project Name: Strengthening Tax Policy and Administration Capacity
Report Date:
Lesson
ADB’s participation in a country-driven program, by bringing knowledge and experience in addition to financing, catalyzes interest and cofinancing from other development agencies. This program was a critical element for enhancing the entire ecosystem of housing financing and mortgage market, helping lay thegroundwork for diversified funding and private sector involvement.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
It is all right to have a project that focuses on a limited number of TVET institutions, but the project should describe their interlinkages with tother TVET institutions, including the private TVET institutions. Despite the project’s category C for indigenous peoples safeguards, ethnic minority participation rates increased significantly by 132%. The project should have described how this was achieved given the project’s strategic agenda to support inclusive growth and social development.

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
When debt servicing and repayment burden is placed on TVET institutions, as was the case under this project, the TVET insitutions should have a greater role in the project design and determining their liability

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
A close coordination and efficient communication mechanism among agencies and project units that are part of the implementing structure is crucial for the timely identification of issues and resolutions. Adjustments in the detailed designs usually happen since issues or new findings arise at the actual sites. To resolve them on time, these issues need to be discussed by all agencies and units involved in the project. For instance, the introduction of the separation wall under this project was a new concept and could have been relayed to all relevant agencies and units in a timely manner.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
Report Date:
Lesson
The choice of executing agency (EA) is critical to project success. The Minifstry of Finance, the project EA, provided strong leadership and was able to engage the private sector efficiently. Its broad, multisector overview of the economy helped ensure relevant outcomes from the project, and its central ministerial position facilitated effective coordination across multiple ministries.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
Hydropower plant (HPP) projects are complex engineering projects requiring comprehensive feasibility studies, strict Implementation in line with study findings and recommendations, and continued engagement by the project management office and implementing agencies to actively assess and flag any issues after Completion and throughout the warranty period. This was brought to focus by the Waranghoi HPP experience that required prompt action to mitigate overtopping of an intake facility in November 2022.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
Using well-established and reputable industry associations as primary implementing partner for training rather than directly contracted training providers is a strategically sound decision for scaling up sector-specific, job-ready training. The industry associations already had a working knowledge of the skills gaps and needs in their respective industries, which reduced the time needed to develop programs and deliver industry-required skills courses. Job placement was also made easier thus facilitating the attainment of the performance indicators.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
Delegation to resident missions needs to carefully consider project complexity and expertise in the resident mission and ensure a smooth handover from processing to Implementation by having the project officer during processing remain as project officer during Implementation, until at least the award of the first major procurement package. During Implementation, the Sector Group needs to retain ongoing quality assurance responsibility and conduct annual audits. Continuity and adequate oversight on the project management unit also needs to be ensured throughout project Implementation.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date: