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Lesson
Close collaboration among ADB’s regional departments that support subregional programs and broad participation these subregional programs and their member countries, (i.e. the Central Asia Regional Economic Corridor, the Greater Mekong Subregion program, and the South Asia Subregional Economic Cooperation program), and development partners are critical in successfully implementing ECD-focused TA. These have helped improve the content and focus of the ECD guidance note produced by the TA.helped improve the ECD guidance note.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
Technical and vocational education and training is a complex subsector having multiple interfaces with development issues related to socioeconomic development, production technology, and public policy. ADB needs a sector road map to guide its operations, especially when investments interface with the private sector.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
For interventions in a new country, it is important to assess the capacity of the government’s financial management system thoroughly before launching a project, especially when investing valuable grant resources.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
Comprehensive mid-course correction and timely revision to the design and monitoring framework are opportunities that should be seized to improve the measurement of the project’s achievements.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
A timely and appropriate change in scope and reallocation of grant (or loan) proceeds responding to actual project needs emerging from implementation can help utilize available grant (or loan) resources in a more targeted and efficient manner, facilitate the conduct of more activities, potentially deliver more outputs, and maintain the project's relevance and effectiveness.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date:
Lesson
Good 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 the timely implementation progress of projects.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date:
Lesson
Project asset ownership should be carefully discussed with relevant stakeholders during the design phase, and explicitly delineated in the implementation agreements to avoid misunderstandings and possible disruptions during implementation. The issue between Dili Institute of Technology and its subsidiary, could have been avoided if SEFOPE had signed an agreement with the parent institution. Formal arrangements between government and private entities should be made clear in advance.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
Trainings and in-person support are needed to strengthen financial management performance and full compliance, especially in cases where the government agencies are handling ADB projects for the first-time. As the first ADB project the Secretariat of State for Vocational Training and Employment (SEFOPE) oversaw, more thorough trainings and in-person support could have strengthened financial management performance and full compliance with the grant covenants.

Project Number: 45139-001
Project Name: Mid-Level Skills Training 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
An innovative campaign may be needed to attract women to nontraditional TVET training programs. The project emphasized providing opportunities for women, especially those from poor families and rural areas, to attend the TVET programs and to help them find employment after graduation. Campaign activities that proved effective included scholarships and a detailed outreach and communications plan targeting both female candidates and employers.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
Shortage of qualified national consultants could delay implementation and increase project costs . The intention at design was to work with the support of national consultants. However, the lack of national consultants with technical qualifications and TVET experience as required by the project hampered timely recruitment and mobilization of these technical experts. Consequently, some national positions had to be converted to international positions or contracts of qualified national consultants extended to enable them to complete the tasks.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
Road maintenance funds could be prudently raised by exploring the wider use of road user charges, ringfencing revenues from road or fuel taxes, and/or by including provisions for maintenance in road reconstruction contracts. Incorporating a performance-based maintenance contract for road routine maintenance could improve the funding sustainability of road maintenance. This concept is useful in assisting agencies with low level of institutional and financial capacity to help preserve road assets’ maintenance and reduce the cost of future rehabilitation and reconstruction works.

Project Number: 43439-023, 43439-033, 43439-013
Project Name: CAREC Corridor 2 (Mangystau Oblast Section) Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Greater consideration on the road safety and maintenance during planning and design stage increases the benefits of a road project and enhances its sustainability over time. For instance, building the capacity of implementing agencies to better implement road safety action plans and programs contributes to enhancing road safety policies and facilitate a more effective road programs and safer road environment. Ensuring that road safety regulations and standards are well implemented is also crucial in strengthening the road quality management

Project Number: 43439-023, 43439-033, 43439-013
Project Name: CAREC Corridor 2 (Mangystau Oblast Section) Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
The program proved to be a timely and effective means of channeling support to the government. Designed with coordinated support from various development partners,the government-led program, was coherent and relevant and delivered most of its intended outputs and outcomes. Several performance Indicators had specific Gender targets, which supported the government’s efforts to deliver on its commitment to women’s empowerment during a period when women were disproportionately affected by the impacts of the pandemic.

Project Number: 54188-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Project partnership agreements with government on human resources and funding are critical to effective implementation and sustainability. While initially the project national project implementation unit had issues on staffing, procurement, and implementation, these were resolved with incremental additional staffing, recruitment of a small core team of individual consultants, and restructuring to a subproject management unit. The non-recruitment of a social development specialist; to be funded by the government, affected the Gender action plan monitoring and planned survey update.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date: