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Lesson
The project implementation consultant was mobilized nearly two years after loan effectiveness because of the long recruitment process, which resulted in a lack of assistance to the PMO and delayed submission of required reports at the beginning of implementation. Early consulting firm engagement should be done by PMOs in the future.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The project management office (PMO) serves a critical coordinating function in executing projects that involve several implementing agencies. The PMO's strong leadership proved crucial for efficient project implementation.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The Project's financial charges during implementation (FCDI) were significantly over-estimated because the floating London interbank offered rate (LIBOR) dropped after the 2008 financial crisis and remained low through implementation. Prompt reallocation of the surplus for proper use can avoid loan proceeds cancellation.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
Comprehensive reassessment of implementation issues and timely adjustment of project scope and loan proceeds allocation can prevent delays in implementation and optimize the use of ADB financing, as this project has done.

Project Number: 40643-013
Project Name: Xinjiang Urban Transport and Environmental Improvement Project
Report Date:
Lesson
The capacity of national civil work contractors in technology and workmanship needs to be developed to ensure that the quality of civil works is on par with international standards. An environmental monitoring group (EMG) should be established in a timely manner with realistic mandates for monitoring environmental impact throughout project implementation, so that it can fulfill its responsibilities, including information sharing and coordination with the local authorities.

Project Number: 40007-013
Project Name: Surkhandarya Water Supply and Sanitation Project
Report Date:
Lesson
The salaries of project management unit (PMU) and project implementation unit (PIU) staff should be comparable with prevailing market rates to prevent high turnover.

Project Number: 40007-013
Project Name: Surkhandarya Water Supply and Sanitation Project
Report Date:
Lesson
The project should not engage individual national consultants for construction supervision if there are many project sites due to limited capacity, unless mitigation measure are adopted. Significant inflation affected contracts. However, the contract amount was not adjusted due to the absence of price adjustment provisions in the contract documents, even in cases where the contract period was extended beyond 18 months. Price adjustments should be considered for contracts of less than 18 months when high inflation is likely to occur.

Project Number: 40007-013
Project Name: Surkhandarya Water Supply and Sanitation Project
Report Date:
Lesson
Initial implementation delays were mainly attributed to delays in: (i) government approval of subproject feasibility studies, and (ii) the engagement of consultants, suppliers, and contractors. These delays could be minimized if government approval procedures involving various ministries are streamlined and approval authority, at least for smaller contracts, is further delegated to the executing agency.

Project Number: 40007-013
Project Name: Surkhandarya Water Supply and Sanitation Project
Report Date:
Lesson
The project should take fully into account the condition of the power supply, which is critical for water supply services in the country. The availability of water supply relies exclusively on an uninterrupted power supply.

Project Number: 40007-013
Project Name: Surkhandarya Water Supply and Sanitation Project
Report Date:
Lesson
Successful activities need to be institutionalized and scaled up. The effectiveness of upgrading 100 secondary schools is a good example that school-based management builds ownership and accountability, and increases the quality of schooling as a result. The need for more good quality secondary schools is urgent for the country. The success of school grants is another example of small pilot activities. Such intervention yielded great returns and it needs to be sustained in order to receive greater benefits in the long run.

Project Number: 39293-013
Project Name: Education for Knowledge Society Project
Report Date:
Lesson
In addition, a more systematic design would give more scope to the executing agency to develop synergies among outputs and to make systematic changes. For instance, the EKSP offered many ad-hoc teacher training courses through different project activities. But there was no systematic approach to integrate these activities into a comprehensive and structured professional development plan. The core issue that influences the quality of teaching in Sri Lanka is the lack of clear career progression paths with proper professional development opportunities for both teachers and principals.

Project Number: 39293-013
Project Name: Education for Knowledge Society Project
Report Date:
Lesson
The need for further scaling up of the Education Sector Development Program (ESDP) became clear. The Education for Knowledge Society Project (EKSP) upgraded 100 secondary schools and one post-secondary school among many. At the end of the project, there is a clear need to strengthen capacity in more secondary schools, which should be done using a program approach. Specifically, it is necessary to ensure that students in disadvantaged and rural areas have equitable access to quality secondary education, sufficient training is given to teachers, and the needed resources are provided.

Project Number: 39293-013
Project Name: Education for Knowledge Society Project
Report Date:
Lesson
Performance evaluation system of consultants and contractors. An appropriate mechanism should be developed to regularly measure the performance of consultants and contractors. Such a mechanism can be used for troubleshooting and identifying appropriate corrective measures.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Progress reporting and monitoring by management. Effective reporting measuring the progress, gaps, and actions to address the gaps can provide an essential tool for senior government officials and ADB staff in providing effective guidance on field activities, and help expedite project implementation.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date:
Lesson
Land acquisition. The project acquired the land only for the roads' designed width. During construction, any minor shift of cross section and/or L-section (either longitudinal or vertical) caused changes in land acquisition size and location. This led to deviation in the number of affected households and sizes, requiring additional consultation and acquisition and delaying implementation. This may be avoided by acquiring a slightly wider slip (10%), depending on the elevation and dimensions of the road cross sections.

Project Number: 37266-032
Project Name: Road Connectivity Sector I
Report Date: