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Lesson
Championship, training, and awareness-building facilitate the transition to new, information technology-based business processes and systems.

Project Number: 38347-022
Project Name: Information and Communications Technology Development Project
Report Date:
Lesson
An integrated approach to water resources development is feasible.

Project Number: 40239-013
Project Name: Development of the Northern Chu and Southern Ma Rivers Irrigation System Project
Report Date:
Lesson
Early mobilization of consultants expedites project startup and implementation.

Project Number: 40239-013
Project Name: Development of the Northern Chu and Southern Ma Rivers Irrigation System Project
Report Date:
Lesson
Combining resettlement plans with ethnic minority development plans (EMDPs) results in a shorter review time and expedites approval.

Project Number: 40239-013
Project Name: Development of the Northern Chu and Southern Ma Rivers Irrigation System Project
Report Date:
Lesson
Having multiple resettlement plans in place provides scope for the main canals to be implemented first, a technical advantage for an irrigation project.

Project Number: 40239-013
Project Name: Development of the Northern Chu and Southern Ma Rivers Irrigation System Project
Report Date:
Lesson
Gender targets, to be realistic, need to be informed by the baseline situation including prevailing gender biases and the actual status of women in the project areas.

Project Number: 40239-013
Project Name: Development of the Northern Chu and Southern Ma Rivers Irrigation System Project
Report Date:
Lesson
Expertise in information and communication technology key for public financial management projects. On support from ADB during loan processing and administration, a strong One-ADB team could provide timely advice to the government, the consultants, and the contractors on implementation. Such a team should comprise members with expertise in key subjects. In this project, an ICT expert could help the executing agency’s project preparation and implementation at the early stage.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Project management and supervision key to success. When a project includes components with high level of implementation uncertainties, adequate provision for project management and supervision could help to mitigate the risks. While beyond the control of the project, the frequent turnover of key officials in the PRM agencies and national political changes affected continuity of the project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Instead of implementing 13 modules sequentially across all government spending agencies, it could be more suitable to do it in a phased manner: implement each module, test and finalize for one agency, and then replicate to others. The demand on staff time and efforts in a modular approach would have been more manageable, and quick successes would have helped sustain morale and commitment.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Due consideration to realistic timeline and risk mitigation. The project was designed to be completed in 4 years but after 10 years, it is still incomplete. The timeline of 4 years at appraisal seems over-optimistic. In particular, the following factors should also be considered in this type of projects: (i) bridging language barriers, (ii) knowledge of local accounting regulations, and (iii) adequacy of locally based technical staff. Assessment of these factors and incorporation of corresponding risk-mitigation measures could help minimize delays in project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Extra attention needed for project implementation involving large-scale activities for information and communication technology. A distinct feature of the project is the implementation of two large-scale ICT-related components, RAMIS and ITMIS. Compared to hard infrastructure projects, the project involved less well-defined activities for system customization, configuration, re-development and testing, which usually require adequate implementation time to ensure the quality of final products.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Sustained ownership of and commitment to tax administration-related activities. Tax administration modernization typically has one key stakeholder and one key objective of increasing tax revenues, which is a tangible gain. In contrast, PFM modernization has many key players and the benefits of more efficient PFM, in the form of reduced administrative costs, are less tangible. In this project, the RAMIS component demonstrated better performance than the ITMIS component.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Complex fund flow mechanism coupled with unfamiliarity regarding ADB’s guidelines and processes delayed implementation. Extensive and continuous support is required for executing agencies unfamiliar with various of ADB’s guidelines and requirements.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
Reporting individually and collectively by multiple agencies requires dedicated support, particularly with respect to fiduciary covenants and impacts on financial management performance of the implementing agencies.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date:
Lesson
Stakeholder participation, extensive community consultations, and information dissemination in structuring construction schedules helped avoid livelihoods impacts and generated community support for the project.

Project Number: 35290-023
Project Name: North Eastern Region Capital Cities Development Investment Program (Project 1)
Report Date: