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Lesson
The devolution of project administration responsibilities to the resident mission during the project helped facilitate close working relationships between ADB staff and key officials. The experience Electricite? du Cambodge (EDC) gained in this project and the relationships that have developed between the resident mission and counterparts should greatly benefit any future project.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission Project
Report Date:
Lesson
There were implementation delays in the initial period, especially in achieving loan effectiveness, recruiting implementation consultants, and awarding civil works contracts. These delays occurred even though advance procurement action had been approved. The formation of a new government following loan approval was a major factor in this respect, as was the time taken for a new executing agency to climb the learning curve on use of ADB procurement procedures.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission Project
Report Date:
Lesson
The project's design: (i) did not anticipate the scale and nature of change in implementation arrangements that would arise from choosing the Ministry of Interior as the executing agency; (ii) underestimated coordination difficulties between government agencies - notably between the executing agency and Council for Agricultural and Rural Development (in its role as chair of the project steering committee) and between the Tonle Sap Biosphere Reserve Secretariat, Fisheries Administration, and Ministry of Environment for output 2; and (iii) overestimated the appetite for change in fisheri

Project Number: 39603-012
Project Name: Tonle Sap Sustainable Livelihoods
Report Date:
Lesson
Although the project appears relatively efficient against its own delivery expectations, the extent to which such institutional complexity potentially adds to overall investment delivery costs remains unknown in the absence of reliable quantified benefits data from the project itself that would allow a comparison of different approaches. In institutionally complex projects such as this, implementation and eventual output delivery are especially likely to be affected (both positively and negatively) by circumstances not always foreseeable at design.

Project Number: 39603-012
Project Name: Tonle Sap Sustainable Livelihoods
Report Date:
Lesson
Project experience demonstrates that it is possible to improve natural resource-based livelihoods in a decentralization context, but that doing so is institutionally complex.

Project Number: 39603-012
Project Name: Tonle Sap Sustainable Livelihoods
Report Date:
Lesson
The inclusion of a gender and ethnic minority action plan (GEMAP) in the project design does not guarantee its implementation, even when GEMAP monitoring is included in consultant terms of reference. Without reporting systems and designated focal persons the GEMAP does not get fully implemented. Good practice would have been to report in detail against GEMAP targets with gender-disaggregated data in all projects reports, including quarterly and annual progress reports, with any follow-up issues flagged for the next mission.

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date:
Lesson
Extending project closing dates can result in stronger outcomes. The final review mission agreed to the use of bank guarantees so Ministry of Education, Youth and Sport (MOEYS) could issue contractor checks for work extending beyond loan closing, including payments for amounts withheld during the defects liability period. With some activities occurring after project completion, there was a lack of adequate oversight by MOEYS, resulting in quality issues in building construction and finishing.

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date:
Lesson
Providing for continuous consulting team leadership, by an international team leader along with a national deputy team leader, is advisable for efficient project management. The lack of continuous leadership under Education Sector Development Program II to some extent hindered the effective implementation of some project activities. [Main text, para. 59]

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date:
Lesson
Supervision of procurement could have been stronger. ADB's project procurement-related review cited potential conflicts of interest, inappropriate prequalification, misleading and incomplete contract documentation, payments not accompanied by adequate documentation, lack of proper evidence and onsite inspection reports accompanying progress payment claims, and poor retention of contract documentation by the school support committees and school construction committees. [Main text, para. 58]

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date:
Lesson
Strong construction supervision and monitoring systems are vital in education projects that emphasize civil works. The quality of school construction and furnishings was a continual concern during project implementation, stemming from inadequate monitoring and enforcement of quality standards. Lower secondary school construction relied on a community participation modality manual prepared by Ministry of Education, Youth and Sport, but there was no orientation or training for community members that enabled them to monitor the construction process.

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date:
Lesson
Policy reforms require monitoring beyond disbursement of the final tranche and closure of the program loan. A number of the Education Sector Development Program II policy initiatives may have lapsed since implementation, but without proper independent monitoring these are difficult to track. [Main text, para. 56]

Project Number: 34388-013
Project Name: Second Education Sector Development Program
Report Date: