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CSV
Lesson
Appropriate monitoring of project activities promotes timely project implementation and accuracy of project cost variations. It provides an assessment of the range of factors contributing to or potentially constraining the achievement of project results. A robust DMF, with appropriate performance indicators, helps in strengthening the quality of project outputs and outcome. During the midterm review and project restructuring due to scope changes, further improvements to the DMF permits necessary adjustment to project components while keeping the project on track.

Project Number: 29296-013, 29296-023
Project Name: Phuoc Hoa Water Resources Project
Report Date:
Lesson
Strengthening the capacity of executing agencies with limited experience in implementing ADB-financed projects is imperative to support the delivery of project activities. Extending necessary training and capacity building support (e.g., ADB projects administration, procurement procedures, and financial management), through the provision of a technical assistance, can help fill the skills gap in selected executing and implementing agencies.

Project Number: 29296-013, 29296-023
Project Name: Phuoc Hoa Water Resources Project
Report Date:
Lesson
Project implementation highlights the importance of increased accountability and ownership by all stakeholders in achieving the project’s intended outcome. This, along with a well-designed capacity building intervention for implementing agencies, would help facilitate timely implementation and achievement of project results. Complex projects with many components and a wide geographical coverage require a high level of government commitment and ownership.

Project Number: 37749-013
Project Name: Agrarian Reform Communities Project II
Report Date:
Lesson
Ensuring that an acceptable cost-sharing arrangement is in place at the outset, prior to project launch, can help minimize project risks. The rural infrastructure component comprising 80% of total actual project cost was not achieved largely as the LGUs were unable to raise the required counterpart contributions. Moreover, it is essential that appropriate due diligence and risk assessment are undertaken and that risk mitigation measures concerning the financial capability of participating local governments are identified at the outset.

Project Number: 37749-013
Project Name: Agrarian Reform Communities Project II
Report Date:
Lesson
A short repayment schedule can cause liquidity shortages for participating financial institutions and affect the ongoing disbursement of green finance loans. With monthly repayments on a 3-year loan and approved sub-loan terms of up to 5 years, a maturity mismatch can occur, which is what appears to have happened with Arvand.

Project Number: 45229-001
Project Name: Access to Green Finance Project: Project Completion Report
Report Date:
Lesson
Participating financial institutions (PFIs) achieve all the number and volume targets in terms of disbursing a credit line (as it is their core activity), but then fall short on achieving a strategic shift towards the project’s qualitative objective, which in this case was to build a strong relationship between the PFIs, the smart green energy solutions suppliers, and the borrowers for the provision and adoption of green finance, as well as making the PFIs’ loan officers semi-experts on smart green energy solutions products, technologies, quality standards and specifications, supplier asse

Project Number: 45229-001
Project Name: Access to Green Finance Project: Project Completion Report
Report Date:
Lesson
The country’s restructuring affected GESI institutional structure adopted through GESI operational guidelines and requires revision of GESI operational guideline to align with federal structure. Although MOUD has instituted GESI operationally, other structures do not exist after restructuring of MOUD and its department to align with the country’s new federal structure.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
Financial management staff’s inclusion in review missions will be key to ensuring improved financial performance of future projects. Neither the ADB project team nor PCO could decipher financial management requirements and covenant quantifications due to the absence of financial management staff in review missions. The team failed to follow up on audit opinions and recurrent issues, leading to recurrence of the same issues and delays in submitting the APFS. This improved only after inclusion of a financial management staff toward the end of the project.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
Continuous community consultation, benefit sharing, and interagency coordination are vital to create social acceptance for SLS construction. The Nepalgunj SLS construction was successful due to continuous community engagement, cooperation among political leaders, and early implementation of a community development program targeted to community living near the SLS. The SLSs in Janakpur and Siddharthanagar had to be dropped, however, as nearby communities did not allow their construction.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
In future, project design consultant’s scope of work should include assessment of background and technical information for underground existing utilities. The project had initial design delays and design modifications during implementation mainly due to unavailability of existing utilities’ underground information such as by plan profile and as-built drawing. Final DSC designs were not always comprehensive. This required variations for most contracts, resulting in both start-up delays and contract modifications.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
Implementation of reform agenda. Many public resource management reforms related to taxes or concessions, as in the SPBL, have political and economic implications and are often difficult to undertake without strong ownership. The SPBL implementation success resided in (i) a good understanding of the vested interests, (ii) the institutional capacity of government agencies, (iii) effective partnership and coordination between ADB and the government, and (iv) a strong sense of appreciation for the overall benefits of the program.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
A holistic approach to program design and formulation. The SPBL was developed in close consultation with the government and development partners, including the IMF and the World Bank, and it was designed through a holistic approach. The SPBL demonstrated that a comprehensive and holistic consultation process can ensure effective diagnosis of the issues, leading to a strong, relevant policy matrix that prioritizes reform measures and sets realistic timelines in collaboration with the development partners.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
ADB should monitor compliance with audited project financial statements and audited entity financial statements audited project financial statements submission requirements

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
The subprojects' scope should be more outcome-oriented, including end-to-end solutions, such as 24x7 water supply or 5–10 years O&M arrangement in construction contracts, subject to the capacity of the asset operator.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
The project schedule should be realistic in terms of consultant recruitment, detailed design development, and contract periods.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
CSV