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Lesson
The collective development results of a regional cooperation and integration project (e.g., cross-border spill-over effects of economic benefits and scale economies) rely on a well-defined and formulated joint project design and collective actions, including well-coordinated implementation activities among participating countries. These results, which were not evident in this project, reduce coordination failures and help in enhancing the delivery of regional public goods and services, including economic benefits.

Project Number: 40190-023
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Delays in land acquisition could bar projects from proceeding with civil works as planned. Because of this experience with contract package (CP) 2, it was decided that at least 50% of the land requirement for C5 will be acquired before contract award. The strategy proved effective in minimizing Implementation delays and should be considered in future projects.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Informing utility agencies of project needs prior to the start of civil works could reduce the time required for utility shifting thus putting the project in a better position to timely meet its Implementation schedule. Early communication may also help to integrate utility agency requirements into road designs, thus ensuring the sustainability of assets.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Procurement usually takes extra time due to process-related issues that can be mitigated by (i) strengthening progress monitoring and quality assurance mechanisms during project preparatory work, including bid document Preparation; (ii) appointing dedicated committees and staff, including a technical evaluation committee for road projects, a procurement committee with enforced deadlines, and a staff in the project management unit to coordinate and manage procurement activities; and (iii) providingCapacity development training for the relevant committee.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Timely and appropriate disclosure of ADB’s audited project financial statements enhances stakeholders' ability to meaningfully engage with ADB and promotes good governance. Timely disclosure of project financial performance needs to be ensured in future projects.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Potential problems with funding the maintenance of completed subprojects and/or facilities arise when they highly rely on government budgetary allocations that may or may not materialize in the short- and medium-terms. This can lead to poor periodic maintenance, especially for road routine maintenance. In future projects, consideration could be given to performance-based road maintenance contracts where a period of maintenance is included (e.g., 5 years after completion) in the contracts.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
With the project's investment in improving wastewater treatment, solid waste management and recycling, an opportunity arose to establish and impose full cost recovery tariffs and charges for these activities. Appropriate tariff studies could have been undertaken and with recommendations for replication in other towns.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
Public finance management (PFM) reforms are complex and require a long-term high level political commitment and flexibility to maximize the development impact. The progress made under PFM reforms can also be non-linear in nature, which requires greater effort to revisit reforms and to embed and institutionalize complex reforms as part of the “norm” in core government processes such as policy planning and budgeting.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Given capacity constraints and experiences in legal drafting, legal and regulatory developments require a longer timeframe to be considered in ADB's future programs. The program could have further included a targeted capacity-building needs analysis and an associated TA project to directly address capacity constraints and deepen the capacity needed for full implementation.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Institutional and technical capacities to effectively implement PFM reforms remain weak, and absorptive capacities remain low. This can often be further compounded by frequent changes in leadership and staffing, which can cause further delays. ADB's continued engagement with the Ministry of Finance must be at all levels of the administration (management and operational levels) to strengthen the institutional and organizational capacity and reduce the impact of staff turnover on reform impact.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Successful PFM reforms necessitate active engagement with key stakeholders including the legislature, line ministries, civil society, and the public to ensure buy-in of policy changes and smooth reform efforts.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Close coordination with other development partners working in PFM reforms is necessary to create synergies with ADB's support and interventions. Subprogram 1 was designed and developed in close consultation with the IMF and the World Bank to ensure a coordinated approach to PFM reforms. These lessons have confirmed that the reforms require a long-term perspective to achieve the intended objectives and that reforms need to be underpinned by significant efforts in sustained capacity building to ensure capacity constraints do not impact the overall quality of reforms.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Additional approval required by the Ministry of FInance had caused delays to the overall lending process, despite a central monitoring and approval process which was imperative to maintain consistency and objectivity of the project. However, the same level of oversight and central approval process can be implemented in projects where relevant parties are provided with an online tool to manage documentation and other activities.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date:
Lesson
Stakeholder expectations and reliance on concessional financing have a negative effect on the market upon completion of the project. Until the loan is fully used up, the market seldom finds innovative methods to improve viability without such concessional conditions. Therefore, by design, the project shall encourage the market to evolve and innovate to sustain without any concessional financing.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date:
Lesson
Despite the market already being available to cater to the project, the TA intervention resulted in a much smoother implementation that may have been difficult without a TA. Such TA components could improve project effectiveness and the good practices introduced would better the overall market. Thus, similar TA projects are encouraged for greenfield projects of this nature.

Project Number: 50373-002
Project Name: Rooftop Solar Power Generation Project
Report Date: