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Lesson
Project leadership. The project had two nuclei for management-PCU and Project Management Unit (PMU). Although this arrangement was a risk-mitigating measure since LLDF had no project experience, future projects should have only one project director responsible for the project (e.g., PCU under the Ministry of Local Government and Provincial Councils or MLGPC was responsible for the overall project, and leadership was under the PMU director).

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Requirement for financial intermediary transformation. For the Local Loans and Development Fund's (LLDF) professional operation, the project established systems, such as loan management software and operational manuals. However, the organization requires a full-time, qualified head to further drive its growth and sustainable expansion. The current part-time status of the chief executive officer will make it difficult for the organization to thrive.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Standardization. Since the project packages were numerous and relatively small, documents and processes should have been standardized as much as possible for efficiency and quality. For example, project-specific bidding document templates, as well as standard terms of references for all project committees, could have been drafted by the Project Coordination Unit (PCU) and approved by ADB at an earlier stage. Standard documents, reports, and monitoring forms to be used by the Subproject Coordination Units (SPCUs) were introduced on 20 June 2008.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Adequate support to local authorities. At the outset, it was clear a more robust support system to local authorities for design and supervision was required. Advisors at the provincial council level supported local authorities intermittently, but additional support for preparing feasibility studies, cost estimates, engineering designs, and bidding documents was required for smooth implementation. The project rectified this gap reallocating for additional design and supervision consultant (DSC) consultancy packages and increasing existing consultants' inputs.

Project Number: 35201-013
Project Name: Local Government Infrastructure Improvement Project
Report Date:
Lesson
Capacity development requires coordinated institutional and funding mechanisms. The weak local enforcement can be addressed through a good mix of international best practice and contextual understanding. However, the program faced difficulties in the timely recruitment of experts using the country system. The Education Program Support Office (EPSO) partly addressed this issue but was eventually dissolved as a result of discontinued funding, and ad-hoc technical assistance (TA) from development partners increased transaction costs, which is against the spirit of the SWAp.

Project Number: 35174-013, 35174-022, 35174-023, 35174-032
Project Name: Education Sector Program (Subprograms I–III)
Report Date:
Lesson
Prioritized policy actions in the sector-wide approach (SWAp) need to be supported by sound public financial management and supervision, under the decentralized education system. The education quality outcomes hardly improved and fiduciary risk remains substantial. Numerous policies and guidelines were revised at the central level and disseminated at the local level, but they were not enforced in the field due to weak capacity and local politics.

Project Number: 35174-013, 35174-022, 35174-023, 35174-032
Project Name: Education Sector Program (Subprograms I–III)
Report Date:
Lesson
Program design needs to strike a balance between strategic selection of key policy and a holistic approach. Transformation of the education system needs a wide range of reforms and while the ESP included broad policy actions, initial policy dialogue suffered from lack of depth to induce critical policy changes. Sequenced strategic priorities need to be identified through the guidance of the highest ministerial committee, such as the Education Policy Committee (EPC).

Project Number: 35174-013, 35174-022, 35174-023, 35174-032
Project Name: Education Sector Program (Subprograms I–III)
Report Date:
Lesson
For future projects of a similar nature, ADB should consider requiring the implementing agencies to recruit the services of a consultant familiar with ADB procedures to assist with preparation of appraisal scope and cost estimates and the Periodic Financing Requests (PFRs) to avoid major changes in scope and the over-estimation of the cost of both ICB contracts and equity contribution, as occurred for this project. Succeeding tranches of a Multitranche Financing Facility (MFF) program should ideally be timed to incorporate works included or completed under preceding tranches.

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
ADB's various clinics regarding environmental and social safeguards, procurement, quality control, monitoring, and reporting are essential for supporting implementing agencies that are new to ADB-financed projects.

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
Assignment of experienced and sufficiently ranked technical managers to run the project management units (PMUs), with autonomy to plan, design, and implement the project, will lead to better project implementation.

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
The ability to adjust the project scope to reflect actual field conditions and to apply technical optimization will improve project implementation, lower costs, and result in better outcomes;

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
A properly administered procurement process lead to better bids with lower prices and better quality of equipment and workmanship of contractors;

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
Open communication and willingness to deal with stakeholders - particularly contractors - are helpful in resolving complex technological issues, leading to better resolution of problems in a timely and cost-efficient manner;

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
Willingness to adopt ADB's requirements for international competitive bidding (ICB) procurement led to more rapid and transparent bidding processes, which led to lower bids and costs;

Project Number: 32298-053
Project Name: Madhya Pradesh Power Sector Investment Program (Tranche 4)
Report Date:
Lesson
For robust safeguards compliance monitoring, formats with specific monitoring parameters should be included in contracts. Information, education, and communication campaigns are required throughout project implementation, to address people's concerns expediently.

Project Number: 32254-023, 32254-013
Project Name: Urban Water Supply and Environmental Improvement in Madhya Pradesh Project
Report Date: