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Lesson
To avoid and minimize adverse project impact, engineering and social safeguard teams need to work closely to ensure land acquisition and compensation are in line with the approved detailed engineering designs.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Tax exemption as a form of government project contributiont and allocation of adequate budget for operation and maintenance (O&M) could prove challenging because of fiscal constraints. Therefore, it is crucial to consider the availability of O&M resources in option analyses for infrastructure subprojects during project preparation and detailed design, with preference given to less maintenance-intensive options.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
To benefit from procurement advance action, the process should begin as early as eight months before loan effectiveness.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Revenues to finance O&M may take time to reach sustainable levels, and this should beconsidered in project design to aviod potential budgetshortfalls during initial project operations.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
The availability of additional resources for the preparation of one or two procurement-ready civil works subprojects before loan effectiveness could support a smooth project startup.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Setting aside resources to engage startup consultants, such as a a procurement and safeguard specialists, will help mitigate the risk of delays.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
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
The governments' internal review and approval processes and executing agencies' limited prior experience in ADB-financed projects and unfamiliarity with ADB procurement procedures were major contributing factors to the substantial startup and implementation delays experienced by this project.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement
Report Date:
Lesson
Ensure adequate monitoring of performance indicators throughout implementation, including baseline data and making adjustments where needed to reflect the actual scope of the project.

Project Number: 31351-013, 31351-014
Project Name: Lao People’s Democratic Republic: Smallholder Development Project
Report Date:
Lesson
Include sufficient support for project management during early project implementation

Project Number: 31351-013, 31351-014
Project Name: Lao People’s Democratic Republic: Smallholder Development Project
Report Date:
Lesson
Concentrating effort on farmer production and marketing groups (FPMGs) through a learning-by-doing process turned what was a pilot project at the outset into a demonstration at completion. FPMGs were shown to be successful as units for production and marketing, extension delivery, provision of skills and technology and as contracted primary suppliers. However, the project's approach was costly in terms of scale because FPMGs required intensive support. Although all groups still exist at completion it is not clear how they may expand or be replicated.

Project Number: 31351-013, 31351-014
Project Name: Smallholder Development Project
Report Date:
Lesson
Better coordination with other development partners and government agencies during the original project design stage could have helped avoid the need to re-formulate the rural roads component and strengthened the government's commitment to make counterpart funds available on a timely basis. Robust design and monitoring framework (DMF) preparation is essential for setting clear project objectives, targets and performance indicators within a logical results chain.

Project Number: 31351-013, 31351-014
Project Name: Smallholder Development Project
Report Date:
Lesson
No additional lesson.

Project Number: 30271-013
Project Name: Lao People’s Democratic Republic: Roads for Rural Development Project
Report Date:
Lesson
Objective quantitative assessment of benefits and costs may help in the setting up a mechanism for fair distribution of costs across countries. The IEM economic analysis indicates that the net present value of the project for the Lao PDR could be made positive if higher grant elements were used in the financing by the PRC and Thailand.

Project Number: 34231-013
Project Name: Greater Mekong Subregion: Northern Economic Corridor Project in the Lao People’s Democratic Republic
Report Date: