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Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
The lack of organizational capacity and requisite implementation skills also weighs heavily against the attainment of project objectives. Another major reason for poor performance of the PNB was its inability to scale up individual subloans through either the Renewable Energy Services Company (RESCO) or demand aggregation of smaller subprojects, be they in the commercial and industrial sector, MSME, or residential sector.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
A centralized and unified real-time web portal expedites the execution of all project processing and decision-making pocedures, and is an invaluable asset to the successful implementation in this day and age. The lack of coordination among various branches across the different zones of India hampered the operations of the tranche 1 project. A beta version of a unified central web portal for the entire investment program that was put in place was not able to minimize the operational hurdles faced by PNB, due to the lack of institutionalization across all branches.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
Customizing the terms of reference of auditors to project requirements and ensuring that they are properly oriented on these requirements are critical to promoting project compliance with ADB financial management procedures. There were gaps in complying with the financial management conditions of the loan agreement, including the need to timely submit audit reports and auditor’s management letters and opinions.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
Stringent due diligence based on guidelines on the selection of the implementing agency and/or borrower does not ensure successful project implementation. The investment program, given the available multitranche financing facility, could have opened opportunities for other potential qualified banks with stronger experience in solar rooftop onlending, instead of focusing on a single borrower.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
Gaining the support of key stakeholders, particularly the private sector, is vital to the success of reform measures to revitalize the traditional arts and crafts sector.

Project Number: 42151-013
Project Name: Khadi Reform and Development Program
Report Date:
Lesson
A lesser set of tranche conditions, achievable in the short and medium term, could be a more efficient approach in reforming nonfarm production sectors that are highly volatile and dependent on consumer choices.

Project Number: 42151-013
Project Name: Khadi Reform and Development Program
Report Date:
Lesson
A focused design, with few policy conditions, strengthens the effectiveness of policy-based reform programs.

Project Number: 42151-013
Project Name: Khadi Reform and Development Program
Report Date:
Lesson
A dedicated credit risk team, taking charge of credit risk management and functioning independent of credit origination, is essential to improving credit underwriting.

Project Number: 46268-002
Project Name: Clean Energy Finance Investment Program – Tranche 1
Report Date:
Lesson
Loan covenants need to be continually assessed and updated, considering changes in the operating environments.

Project Number: 46268-002
Project Name: Clean Energy Finance Investment Program – Tranche 1
Report Date:
Lesson
Effective project management and implementation support can help ensure compliance to ADB safeguard requirements.

Project Number: 43158-013
Project Name: Micro, Small, and Medium Enterprise Development Project
Report Date:
Lesson
Achieving meaningful project impacts requires adequate management information system (MIS) and reporting.

Project Number: 43158-013
Project Name: Micro, Small, and Medium Enterprise Development Project
Report Date:
Lesson
Sustained development of MSMEs requires a sound policy and regulatory framework as well as targeted measures to address both supply- and demand-side constraints.

Project Number: 43158-013
Project Name: Micro, Small, and Medium Enterprise Development Project
Report Date:
Lesson
Micro, small, and medium enterprises (MSME) subsector investments have to consider the size of operation of the executing agency and/or financial intermediary.

Project Number: 43158-013
Project Name: Micro, Small, and Medium Enterprise Development Project
Report Date:
Lesson
Conduct adequate due diligence. ADB's policy framework was based largely on the recommendations of the high-level task force. Given the task force's expertise, there is merit to using such a report as the basis for ADB's program. Yet, ADB still needs to conduct adequate due diligence - specifically, how to implement and monitor the task force's recommendations and how to mitigate the facility's risks.Include systems for data collection. The program design could have benefited from a greater focus on data collection.

Project Number: 36343-013
Project Name: Rural Cooperative Credit Restructuring and Development Program: Program Completion Report
Report Date: