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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
Land acquisition issues in PNG are more difficult to resolve than in other countries, as 97% of land is customarily owned. In this project, In this project, In this project, they were harder to contend with than expected at design stage due to changes in weather patterns that affected travel plans, with many of the sites located at sea. In a project as widely dispersed geographically as this one, more time will also have to be allowed for site access and community engagement activities.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Strong coordination and regular meetings between the executing agencies and ADB teams, backed by governments' strong commitment to reforms are crucial to the success of reform programs. This program was an effective countercyclical crisis response tool that helped Uzbekistan respond to an external economic shock. Strong coordination and regular meetings between the government counterparts and ADB teams were key to implementing the program outputs.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date:
Lesson
Construction timelines in climate-affected areas need to be reliably assessed to minimize completion delays. The construction timelines for Karamyk BCP, located at altitude of 2,300 meters above sea level, were tight. The contractor faced various issues due to the harsh weather, electricity supply interruptions, and delays with the supply of materials and equipment. Combined with the contractor’s relatively low financial capacity, this resulted in a 4-year construction period versus the originally planned 15-month implementation timeline.

Project Number: 46124-001
Project Name: Central Asia Regional Economic Cooperation Regional Improvement of Border Services Project
Report Date:
Lesson
Trade facilitation reforms and national single window (NSW) development are complex undertakings requiring much time to be completed. This project's timelines were very ambitious with regard to the NSW component given that it required institutional and regulatory reforms; business process reengineering across multiple government agencies; as well as design, development, and integration of the SWIS.

Project Number: 46124-001
Project Name: Central Asia Regional Economic Cooperation Regional Improvement of Border Services Project
Report Date:
Lesson
Strong commitment of executing and implementing agencies is instrumental to project success. The project target impact was fully aligned with the government’s high priority for sustainable socioeconomic development. The provincial and local governments listed this project under their priority project pipeline and practical projects for civilian affairs. The provincial and project county and city governments provided full support to the project (policy, technical, financial, institutional, social, environmental, etc.) from preparation through post-implementation.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
Effective institutional arrangements and adequate project management capacity are crucial to project success. At the onset, effective institutional mechanisms and linkages were established to ensure efficient project management andimplementation. Extensive, expanded, and continuingCapacity development through hands-on training, advocacy, and dissemination of knowledge products provided a cohesive approach to ensure that innovative technological solutions to groundwater degradation were effectively addressed and absorbed by stakeholders.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
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 government’s internal approval processes need to be carefully considered when designing and implementing a policy reform program. In Viet Nam, the consensus-building approach to policymaking requires significant time and coordination, particularly for policies that would entail changes to the legal framework. The process for amending laws is a significant constraint, as the lawmaking cycle usually takes 5 years. Inadequate consideration of these features of policymaking and lawmaking in Viet Nam could lead to unrealistic program schedules.

Project Number: 49331-001
Project Name: Financial Sector Development and Inclusion Program
Report Date:
Lesson
Early identification of the need to cancel subprojects and faster decision-making on project scope changes could shorten the extension of project implementation periods. This project's completion date was extended twice for a cumulative period of 3 years from the original completion of 31 December 2018. The first extension was until 31 December 2020 for the utilization of loan savings across different subprojects, necessitating a minor change in project scope that could have been shortened had the request for the scope change been made earlier.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
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
Inappropriate implementation arrangements could lead to significant implementation challenges. Implementation by thromdes created ground-level coordination challenges among multiple institutions that could have been avoided by restructuring implementation arrangements

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Organizational interventions support and reinforce capacity building for institutional knowledge retention. For instance, organizational intervention, such as handover procedures and an operations manual developed as part of the DBO contract, combined with operation and maintenance staff training to ensure knowledge retention and sustained institutional strengthening in maintaining the operational standards for potable water supply prescribed by the Bhutan Drinking Water Quality Standard, 2016.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date: