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Lesson
The selection of suitable participating financial institution (PFI) partners is important to better implement a financial intermediation loan project. PFIs that are financially sound, have good track records, and are committed toward serving rural enterprises and SMEs are likely to be effective in implementing financial intermediation loans.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
In a project involving several ministries, the choice of the executing agency (or agencies) and the role of each ministry must be carefully assessed and discussed with the government and all concerned ministries.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
Report Date:
Lesson
A more robust assessment of the ability of the recipient agency to implement the proposed capacity-building activities and hire the required consultants and consulting firms in a timely manner is needed in future technical assistance (TA) loans. A smaller TA package could have been considered in view of the frequent changes that typify much of Mongolia’s national government.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
In a federal–provincial type of country having multiple government structures, sectoral functions, and finances are intricately interwoven. Factoring such institutional arrangements fully while designing projects is critical and requires extra effort to ensure an effective coordination and coherence.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Project sustainability crucially depends on a financially sound operating agency and a tariff level and structure that ensures sufficient resources to cover costs. Without financial soundness, the risk of an unsuccessful project outcome is high. Thus, it is important to ensure that either there are cost-recovery mechanisms in place or budgetary resources are sufficiently earmarked to cover operation and maintenance expenses.

Project Number: 52256-006
Project Name: Osh-Plotina Water Treatment Plant Chlorine Neutralization Unit
Report Date:
Lesson
Keeping track of the lessons and experience from past relevant interventions can generate rich knowledge and can inform future project designs. In addition, greater attention to understanding the capacities of stakeholders, particularly implementing agencies, is crucial in designing an appropriate implementation arrangement. For ADB, knowing the capacity of the implementing agencies can help better plan the needed support and provide more attention to those that require more support.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
Report Date:
Lesson
Strong ownership of the executing and implementing agencies is key to project success. Adequate consultation with the borrower during project conceptualization and design as well as regular communications during implementation are important to ensure that the executing and implementing agencies are purposively identified, and appropriate institutional arrangements are made to ensure effective and efficient project implementation.

Project Number: 44019-013
Project Name: Hubei Huangshi Urban Pollution Control and Environmental Management Project
Report Date:
Lesson
State-owned banks are often used for policy lending that target specific sectors offering low interest rates and preferential terms. It is important that during project preparation, financial intermediaries selected are aligned with the market-based approach of FIL projects to avoid crowding out subloans and nonparticipation of selected intermediaries in lending to the target sector.

Project Number: 47046-002
Project Name: Gansu Featured Agriculture and Financial Services System Development Project
Report Date:
Lesson
Integrating the local capacity and existing fishing practices in project design helps in improving the efficacy of project components and approaches. Local fishermen in the Northern Province are not well equipped to take full advantage of large infrastructure such as a fishery harbor. Their boats and gears do not allow for the type of large-scale multiday fishing operation that is to benefit from the harbor. Landing sites and anchorages are better suited to their immediate operation needs.

Project Number: 49325-003
Project Name: Northern Province Sustainable Fisheries Development Project
Report Date:
Lesson
Road transport projects typically involve a variety of risks during implementation. Formulating appropriate project design and risk assessment during the preparatory phase is critical to minimize start-up and implementation delays. This includes a systematic appraisal of the project’s technical scope and engineering design, project cost and contingencies, environmental and social safeguards, and financial and contractual risks.

Project Number: 40423-053
Project Name: Rural Connectivity Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
In designing an multitranche financing facility program, it is important to formulate tranche-specific design and monitoring frameworks that are logical and have sound links of outcome and outputs in line with the SMART (specific, measurable, achievable, realistic, and timely) principle. These indicators need to work in concert to reflect the appropriateness and continuum of the results chain leading up to the high-level development impacts that are most relevant to the scope and focus of that specific tranche.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date:
Lesson
An adequate assessment of institutional implementation capacity during project preparation enables identification of suitable expertise and skills set needed to facilitate project implementation. In country context where there is weak implementation capacity, complex designs with multiple components require experienced experts to enable better quality of project implementation. For example, in selecting the consultant-specialists, rigorous vetting and screening process helps in ensuring that the selected consultant is the most qualified expert for the required technical expertise.

Project Number: 44304-013
Project Name: Microfinance Expansion Project
Report Date:
Lesson
In this instance, the executing agency was competent and major issues did not arise. With a less experienced executing agency, the geographic and sectoral scope and range might have proved too challenging without the front-loading of due diligence and screening that a sector project provides.

Project Number: 43049-013
Project Name: Comprehensive Agricultural Development Project
Report Date:
Lesson
Program design and implementation in least developed (and fragile) countries need to take account of the limited administrative capacity of the government. While ADB designed a program which supported the government in undertaking reforms and sufficient consulting services resources to help bridge capacity gaps, the timeframe for the program was too ambitious and ADB did not provide adequate continuity in the staff providing project supervision. These deficiencies contributed to the underperformance in program outcomes.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date: