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Lesson
Strong central coordination is necessary to ensure consistent monitoring and reporting and more effective lessons-sharing among multiple implementing agencies. The Ministry of Planning and Investment was designated as the coordinating agency for the entire MFF-financed investment program, while project 3 activities—procurement and recruitment, construction supervision, financial management, safeguards compliance, monitoring, and reporting—were implemented by the participating water supply coompanies (WSCs).

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Close executing agency (EA) involvement is essential throughout the implementation phase. But this was lacking in this project, which saw the provincial people's committees, the project EAs, having limited involvement in project implementation. This strengthen the case for stronger central coordination by a line ministry to facilitate timely decision-making and approvals, provide closer supervision, ensure more consistent monitoring and reporting, and promote lessons sharing to improve performance.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
The transition of PWWs into independent corporate entities requires adequate preparation to ensure they have the capacity, technical and financial management skills, and resources for viability and sustainability. To support this transition, the PMU adopted a phased and practical approach, implementing vital actions with training and technical support. The PWWs developed business planning and financial reporting systems and adopted supervisory control and data acquisition systems. The PMU has identified the first PWWs that are considered ready for the next step as a corporate entity.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
In selecting subprojects and project timelines, it is important, right at the design stage, to consider the Implementation complexity, experience of the executing agency, availability of specialized contractors, and available working season. Delays in the execution of subprojects under this tranche occurred due to adverse weather conditions at construction sites and the difficult work terrain.

Project Number: 40648-034
Project Name: Infrastructure Development Investment Program for Tourism - Tranche 3
Report Date:
Lesson
Unclear or lack of institutional arrangements and inappropriate deployment of consultants are a serious deterrent to the systematic Implementation of environmental management plans and social safeguards.

Project Number: 40648-013, 40648-037
Project Name: Infrastructure Development Investment Program for Tourism (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Early and regular involvement of the financial management staff and collaboration with other development partners in the PMGSY program is necessary to better design the management arrangements early in the project cycle. Significant financial management issues throughout the life of the projects would have been prevented by such a measure.

Project Number: 48266-002, 48226-004
Project Name: Second Rural Connectivity Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Efficient arrangements, including adequate resources, expertise, and workforce, enable effective implementation and monitoring of gender activities. Encouraging gender-equality results achieved under various program interventions consistently guided the project functionaries and staff in implementing gender considerations concurrently with all project activities. The gender-equality approaches in this program can be replicated in future rural road projects.

Project Number: 48266-002, 48226-004
Project Name: Second Rural Connectivity Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Delegation to resident missions needs to carefully consider project complexity and expertise in the resident mission and ensure a smooth handover from processing to Implementation by having the project officer during processing remain as project officer during Implementation, until at least the award of the first major procurement package. During Implementation, the Sector Group needs to retain ongoing quality assurance responsibility and conduct annual audits. Continuity and adequate oversight on the project management unit also needs to be ensured throughout project Implementation.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
A strong project management office with adequate assistance from the local government is essential to ensure sound administration and coordination of project Implementation, especially for projects covering several subsectors.

Project Number: 46062-002
Project Name: Gansu Baiyin Integrated Urban Development Project
Report Date:
Lesson
The political economy of the country as well as of the local areas where projects are to be sited needs to be thoroughly understood and considered in the design of projects. The project assumptions that institutional and financial reforms would be adopted within a reasonable time frame and that demand for the improved water supply services could be established in Kosrae state proved false. Project preparation could have supported a more thorough understanding of the political economy, and the scope based on a stronger rationale and expressed demand.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
The One ADB review mechanism that supported program and/or project processing under the COVID-19 Pandemic Response Option (CPRO) was effective in facilitating quick access by DMCs to emergency support from ADB. The CPRO policy and guidelines were still being developed while the program was under preparation, and managing changing internal guidance and expectations added significant pressure. Neverthelesss, program preparation efficiency gains from the One ADB review mechanism were widely experienced.

Project Number: 54309-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date: