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Lesson
An appropriate training of the implementing agency on ADB’s safeguard policies can ensure compliance and accurate budgeting of cost of safeguards implementation. This should factor in the implementing agency’s capacity and structure in preparing and updating safeguards assessments and plans as well as in monitoring and implementation.

Project Number: 44426-016
Project Name: Green Energy Corridor and Grid Strengthening Project
Report Date:
Lesson
A close coordination mechanism among project agencies during the design phase can ensure the tracking of developments and continuous review. POWERGRID as the executing agency was responsible for the construction, installation, and commissioning of the transmission assets while the utilization of the project’s assets was the responsibility of National Load Dispatch Center. The asset’s utilization is dependent on external factors like phasing of generation capacities, system management, and demand from the consumers.

Project Number: 44426-016
Project Name: Green Energy Corridor and Grid Strengthening Project
Report Date:
Lesson
The process of obtaining forest and wildlife clearance approvals in India is lengthy and complex and this should be factored into the project implementation timelines both at the design stage and while processing the scope extension. The compliance risk can be mitigated through advanced action by the implementing agency in managing land acquisition, forest clearance, and resettlement issues. The compliance with safeguards requirements should be linked to commissioning as retrofitting after transmission assets become operational poses challenges.

Project Number: 44426-016
Project Name: Green Energy Corridor and Grid Strengthening Project
Report Date:
Lesson
As investment portfolio grows and as infrastructure projects increase in number, become larger, more complex, and diverse, it is important to improve the capacity of key institutions. Stronger managerial and technical capacities in areas, such as risk management, pricing, and treasury operations, are essential especially when an institution plays a nodal role in private sector financing in a growing infrastructure environment.

Project Number: 42180-016
Project Name: Third Public-Private Infrastructure Development Facility (Tranche 1)
Report Date:
Lesson
New products can benefit from market and demand analysis that provide a basis for designing products that are responsive to the needs of the market. The introduction of take-out financing under this project did not benefit from such analysis. Uptake for take-out financing as designed under Tranche 1 was low. This highlights the role of market and demand analysis that provide valuable inputs in designing and introducing a new financial product that is responsive to market demand.

Project Number: 42180-016
Project Name: Third Public-Private Infrastructure Development Facility (Tranche 1)
Report Date:
Lesson
It is good practice for an executing agency to conduct its own midterm review. This allowed timely assessment of progress and identification of issues that might cause shortfalls.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
Hiring a consultant to periodically collect data is crucial in monitoring and subsequently maintaining output achievements. Similarly, it will be useful for financial intermediary projects to engage a consultant to monitor the Implementation status of subprojects.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
Constant training and practice are effective in deepening stakeholder understanding of ADB safeguard requirements and the ways they can best be met. This was proven by this project's experience with the executing agency that had no prior exposure to the concept og an environmental and social management system.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
Delays in land acquisition could bar projects from proceeding with civil works as planned. Because of this experience with contract package (CP) 2, it was decided that at least 50% of the land requirement for C5 will be acquired before contract award. The strategy proved effective in minimizing Implementation delays and should be considered in future projects.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Informing utility agencies of project needs prior to the start of civil works could reduce the time required for utility shifting thus putting the project in a better position to timely meet its Implementation schedule. Early communication may also help to integrate utility agency requirements into road designs, thus ensuring the sustainability of assets.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Procurement usually takes extra time due to process-related issues that can be mitigated by (i) strengthening progress monitoring and quality assurance mechanisms during project preparatory work, including bid document Preparation; (ii) appointing dedicated committees and staff, including a technical evaluation committee for road projects, a procurement committee with enforced deadlines, and a staff in the project management unit to coordinate and manage procurement activities; and (iii) providingCapacity development training for the relevant committee.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Timely and appropriate disclosure of ADB’s audited project financial statements enhances stakeholders' ability to meaningfully engage with ADB and promotes good governance. Timely disclosure of project financial performance needs to be ensured in future projects.

Project Number: 47182-001
Project Name: Southern Road Connectivity Project
Report Date:
Lesson
Analyzing and disseminating the results of assessment tests on the benefits derived from this program, e.g., expected higher earnings of senior high school graduates are essential to inform interventions that will sustain the gains under the program.

Project Number: 45089-002
Project Name: Senior High School Support Program
Report Date:
Lesson
Results-based lending (RBL) is effective in strengthening government systems and fostering a whole-of-government approach to education reform. The Department of Education and education sector benefitted from the extensive engagement and discussions with oversight agencies on specific program results areas. The agencies provided a wider perspective on government financing, resource programming and prioritization, development planning, and program or project evaluation.

Project Number: 45089-002
Project Name: Senior High School Support Program
Report Date:
Lesson
Ensuring the continuity of reforms until they are fully rexecuted requires the Implementation of a medium-term program framework, strong government commitment, and extensive consultation and engagement of key stakeholders. This program was designed when the massive K–12 reform was rolled out. The reform’s full Implementation was envisioned to go beyond the administrative tenure of Department of Education that initiated it.

Project Number: 45089-002
Project Name: Senior High School Support Program
Report Date: