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Lesson
An appropriate Implementation arrangement is key to delivering a successful project. The project could have had greater impact if it had the Nanning Education Bureau as implementing agency (IA). Project deliverables could have been more institutionalized and led to the deepening of the technical and vocational education and training (TVET) reform in the Guangxi Zhuang Autonomous Region. The Nanning Development and Reform Commission played an overall coordination role but lacked direct supervision authority over the two TVET schools.

Project Number: 46047-002
Project Name: Guangxi Nanning Vocational Education Development Project
Report Date:
Lesson
The green campus policy could align more closely with climate change mitigation and adaptation practices with measurable and quantifiable indicators so that the amount of energy saved and emissions reduced could be reportable and verifiable. Since the green campus concept was already incorporated at an output level in the design and monitoring framework, more specifications could have been provided at the project design stage, rather than just the formulation of campus policy.

Project Number: 46047-002
Project Name: Guangxi Nanning Vocational Education Development Project
Report Date:
Lesson
The success of an emergency assistance loan can be better measured if the efficiency of the use of loan proceeds can be determined through the computation of an economic internal rate of return for investments, in this case, for the roads. This is to clearly ascertain the degree by which the benefits of the projects outweigh their costs.

Project Number: 49215-001
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Appropriately designing the project performance monitoring system during design stage would ensure that it captures accurate and necessary baseline and monitoring data for better tracking and assessing project performance.

Project Number: 49215-001
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
The government’s commitment and ownership strengthen the project’s credibility. Providing timely response and adequate support from start-up to completion are critical in overcoming the implementation difficulties in various occasions. For instance, the PMO’s leadership could have helped ensurethat assistance was provided on time to implementing agencies. This, in turn, would help in easing delays in the procurement activities and implementation of subprojects.

Project Number: 42383-023
Project Name: Shanxi Small Cities and Towns Development Demonstration Sector Project
Report Date:
Lesson
A project’s medium-term review (MTR provides an opportunity to reassess and modify a project’s DMF, in terms of realistic performance targets, configuration of components and/or outputs, subprojects’ selection, and timeframe of implementation. Project team could strive to review all project’s aspects during an MTR in addition to focusing on project administration and changes in scope.

Project Number: 42383-023
Project Name: Shanxi Small Cities and Towns Development Demonstration Sector Project
Report Date:
Lesson
ADB coordination with relevant government agencies is critical to getting assistance to the beneficiaries quickly during emergency operations.

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
Adequate supervision, consistent dialogue, and close coordination are crucial to timely and effective project implementation.

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
CDD-based livelihood and enterprise development requires increased training and coaching and the involvement of other service providers and technical agencies

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
Effective implementation of emergency assistance loans (EALs) requires greater attention to financial risk assessment and management.

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
Community-driven development (CDD) approaches are effective but require intensive capacity building support.

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
Women could contribute meaningfully to construction works.

Project Number: 46420-002
Project Name: KALAHI–CIDSS National Community-Driven Development Project
Report Date:
Lesson
Efforts need to step up to address the inadequate teacher training in primary education in Bangladesh.

Project Number: 42122-013
Project Name: Third Primary Education Development Project
Report Date:
Lesson
Toilet and water facilities in schools need to be constructed in areas where they can easily be accessed by students, teachers, and other users.

Project Number: 42122-013
Project Name: Third Primary Education Development Project
Report Date:
Lesson
A need-based approach to providing trainings as implementation progresses will more effectively support project success.

Project Number: 42122-013
Project Name: Third Primary Education Development Project
Report Date: