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Lesson
Foreseeable delays in procurement and disbursements may be overcome by (i) including project readiness measures such as advance actions; and (ii) ensuring dedicated, full-time) and qualified staff with relevant experience for key project management positions. Amounting to 1.5 years in this project, these delays were attributable to the complexity of procedures in Viet Nam, the COVID-19 pandemic, and the large number of project facilities involved.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Prior review of Gender targets strengthens likely outcomes. The midterm review recognized that because of the nature of construction work, positions attractive to female unskilled workers were limited. The unmet target could have been avoided if the midterm review had reviewed a priory the feasibility of the targets.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
A strong Monitoring and evaluation (M&E) mechanism is a requisite to identify and quickly act upon emerging challenges. The delays noted in this project present an opportunity for M&E improvement—that is, a strong evaluation function would have helped timely identification and quick resolution of the delays in the activity, procurement, and disbursement fronts. The government also noted challenges in the project’s M&E systems, particularly concerning the accuracy and completeness of these activities.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
A holistic project design is essential for increasing public health-care utilization. Ultimately, the project aimed at increasing public health-care utilization, which is influenced by both supply- and demand-side interventions. The interventions appropriately addressed the supply side through improvements in health facilities, equipment, and human resources.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
The use of a proven technology attractive to project participants can help ensure the attainment of development results. This project included two poorly prepared components—credit and technology transfer—one was not implemented at all and the other only achieved a portion of its targeted outputs. Having a tried and promising technology to promote is an important step toward project success.

Project Number: 45406-001
Project Name: Low Carbon Agricultural Support Project
Report Date:
Lesson
Related to the size, complexity, and length of the project phases and the need to ascertain if these were effective in the project area: the project results support the effectiveness of long-term investment in one area as a multisector support through infrastructure. However, there was limited evidence in the completion report regarding the project’s effect on poverty levels and the rate of improvement compared to other areas.

Project Number: 37097-013
Project Name: Integrated Rural Development Sector Project in the Central Provinces
Report Date:
Lesson
Maintaining the capacity built through similar projects or establishing knowledge transfer could extend the sustainability of project activities and increase the likelihood of achieving expected impacts. The long-term usefulness of the capacity that was built must be further considered. Closer linkage between the participants in TA trainings and the infrastructure activities could have encouraged participants to apply their newly built capacity within the project.

Project Number: 37097-013
Project Name: Integrated Rural Development Sector Project in the Central Provinces
Report Date:
Lesson
Within the context of promoting environmentally sustainable growth, it is worthwhile to identify and formulate projects that are environmentally positive rather than focusing on preventing negative environmental impacts. Such opportunities exist, especially in the agriculture, rural development, and environmental sector. Country programming missions could help identify these types of environmentally-positive projects.

Project Number: 45406-001
Project Name: Low Carbon Agricultural Support Project
Report Date:
Lesson
When programs embody reforms that are directed at strengthening the institutional framework for the operation of key markets, such as those underlying financial markets, clearly articulating them in the program documents clarifies objectives. By not doing so, it risks the results of the program not being fully apparent due to the lengthy period for the reforms to come to fruition. By setting as outcome objectives, what the improved framework will lead to places the outcome outside the time frame of the program

Project Number: 51060-002, 51060-003
Project Name: Public Efficiency and Financial Markets Program (Subprograms 1 and 2)
Report Date:
Lesson
Development partners should both support and take advantage of opportunities that arise when governments are committed to reform, which should also be recognized in their country programming. the government that came to office in 2018 was strongly reform-minded. Even though Armenia suffered two exogenous shocks in the form of the coronavirus disease (COVID-19) and conflict with a neighboring country, reform commitment did not waver. This contributed strongly to the ultimate outcome of this program.

Project Number: 51060-002, 51060-003
Project Name: Public Efficiency and Financial Markets Program (Subprograms 1 and 2)
Report Date:
Lesson
A project associated with a larger or “parent” project needs a critical and in-depth assessment of its technical design and scope, and implementation timeline. This helps in ensuring that the target activities and outputs, along with its planned implementation period, could be delivered as expected.

Project Number: 45200-002
Project Name: Sustainable Urban Transport for Ho Chi Minh Mass Rapid Transit Line 2
Report Date:
Lesson
The level of institutional capacity and limitations of the executing agency are crucial factors that need to be carefully developed on time. Furthermore, the experience of the borrower and executing agencies in managing ADB-financed projects needs to be duly taken into account during risk assessment to provide the necessary capacity building and skills set prior to execution of a project. examined during project appraisal to effectively support project implementation. Identification of

Project Number: 45200-002
Project Name: Sustainable Urban Transport for Ho Chi Minh Mass Rapid Transit Line 2
Report Date:
Lesson
Dissemination of achievements made under the program is essential for knowledge-sharing and to strengthen ADB’s image as an effective development partner, The program supported the implementation of key reforms that were relevant and highly desired by the government to accelerate the country's economic growth. It is important to communicate the achievements made, with the general public and development partners, to improve knowledge and raise awareness. Communication and public awareness are also essential to enhance ADB’s status and credibility as an effective development partner.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date:
Lesson
Strong alignment with government strategies and priorities leads to strong government ownership and participation in program implementation. The reforms adopted under this program were essential to improve fiscal credibility and strengthen the capital market in Armenia. They were fully aligned with the strategies of the government and ADB. Because of this strong strategic alignment, government ownership of the program remained strong and all implementing agencies actively coordinated with ADB to achieve the reform agenda.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date:
Lesson
The absence of a programmatic approach in policy-based loans (PBLs) can put at risk the sustainability of reforms. This program was designed as a stand-alone, single-tranche, PBL and effectively achieved its objective because of strong ownership by and well-coordinated efforts of the authorities and ADB staff. However, the lack of a programmatic approach posed a high risk to the sustainability of the reforms made.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date: