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Lesson
Knowledge sharing and capacity building through workshops facilitate better understanding of stakeholder capacity and capacity building needs.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
It is critically important to conduct capacity assessments and provide comprehensive orientation sessions for implementing agencies( (IAs) at the outset of projects. This is particularly true for new IAs largely unfamiliar with donor policies and guidelines, which in this project, created challenges in aligning activities with established guidelines that in turn led to delays and issues with discrepancies in execution.

Project Number: 46416-002
Project Name: Power Transmission Rehabilitation Project
Report Date:
Lesson
Provision of adequate technical support for the executing and implementing agencies with respect to procurement planning as well as consultant recruitment and management helps in streamlining the procurement timeline processes. Specifically, providing capacity building support and training on ADB procurement procedures, biddings, and contracts facilitates effective execution of civil works' activities.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
Report Date:
Lesson
Projects supporting educational reforms such as improving the school dormitory system require a well-defined development plan and multi-faceted approach. Greater support for financial, human and physical resources, and capacity building, specifically support for policy and educational regulatory reforms, helps in improving project sustainability and in turn promotes better access to education.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
Report Date:
Lesson
Institutional and technical capacities to effectively implement PFM reforms remain weak, and absorptive capacities remain low. This can often be further compounded by frequent changes in leadership and staffing, which can cause further delays. ADB's continued engagement with the Ministry of Finance must be at all levels of the administration (management and operational levels) to strengthen the institutional and organizational capacity and reduce the impact of staff turnover on reform impact.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Given capacity constraints and experiences in legal drafting, legal and regulatory developments require a longer timeframe to be considered in ADB's future programs. The program could have further included a targeted capacity-building needs analysis and an associated TA project to directly address capacity constraints and deepen the capacity needed for full implementation.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Strong technical support and advice from ADB provides value addition to infrastructure projects, particularly for countries where institutional capacity is weak. Support includes the conduct of diagnostic work to assess the capacity of the sector and the institution and determine the risks and discuss the needed mitigation plan. The project was approved during the time when reorganization in the sector was underway. Thus, both the government and the ADB could have built on the momentum to fully take on its first multimodal transport investment.

Project Number: 41192-013
Project Name: Regional Logistics Development Project
Report Date:
Lesson
The ability of all participating utilities to successfully adopt and implement organizational changes to meet the project requirements should be assessed, with specialized external support in utility management provided as necessary.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
A well-thought-out project communications plan, backed by local capacity building, is needed for the successful implementation of projects in FSM. Information is often not widely shared in the FSM, and securing support for reforms can be particularly complex in this context. The Chuuk Public Utilities Corporation was able to effectively carry out its communications and outreach activities and secure support for reforms with the help of a well-defined operation, maintenance, and management contract. Project delays affected the momentum of activities in the other three states.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Related to the size, complexity, and length of the project phases and the need to ascertain if these were effective in the project area: the project results support the effectiveness of long-term investment in one area as a multisector support through infrastructure. However, there was limited evidence in the completion report regarding the project’s effect on poverty levels and the rate of improvement compared to other areas.

Project Number: 37097-013
Project Name: Integrated Rural Development Sector Project in the Central Provinces
Report Date:
Lesson
A more detailed assessment of design, sound sector road map/strategy, and other MFF preconditions will help identify the appropriateness of MFF financing and improve the quality of an MFF implementation.

Project Number: 41122-013, 41122-043
Project Name: Road Corridor Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
It is important for the project management unit to have local presence and partnerships established in the areas where the project is to be developed, and representatives with local language ability. This will facilitate project design both through local knowledge of existing community needs and also through stronger stakeholder engagement, consultation, and acceptance of the project.

Project Number: 49325-003
Project Name: Northern Province Sustainable Fisheries Development Project
Report Date:
Lesson
Properly defining technical parameters ensures successful project implementation. The required equipment for end terminals, estimated to cost $0.5 million, was omitted from the pertinent package; thus the $29.1 million investment was idle. The target annual power generation of 60 gigawatt-hours was an overestimate as it required securing agreements for purchasing 40% of the output of the private sector’s biomass power projects and an optimistic utilization factor of 70% of the run-of-river HPPs.

Project Number: 41504-023
Project Name: Town Electrification Investment Program - Tranche 1
Report Date:
Lesson
Midterm review is a key opportunity for course correction and review of the project design. This opportunity was not fully exploited and design flaws in the DMF remained until the project completion. T

Project Number: 38254-043
Project Name: MFF - North Karnataka Urban Sector Investment Program - Tranche 2
Report Date:
Lesson
ADB should help the executing agency strengthen its capacity in procurement planning, bid evaluation, and contract award in accordance with ADB’s procurement guideline. Because of the disagreement between the executing agency and ADB regarding bid evaluation results, the procurement of civil works for Project 2 was significantly delayed. The divergent views centered on particular restriction provisions, including abnormally low bids, collusions, and conflicts of interest.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date: