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Lesson
Inappropriate stakeholder selection can create complications and challenges during implementation. The main issue during implementation is that the executing agency is not the owner of the toll road project, placing it in an unsuitable position to lead in identifying the sections for financing. Although revising the implementation arrangement by involving DGH as the implementing agency was a measure taken to address the issue, it turned out not to be sufficient.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
The identification of appropriate executing agency and implementing agency is essential for achieving the intended outcome and output targets. In this project, the Directorate General of Highways (DGH) should have been involved and appointed as the lead agency in identifying suitable sections for financing.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
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
Stakeholder relationships need to build on established mandates and be insitutionalized to effectively contribute to and ensure project success. The project benefited from local project management offices (PMOs) building effective relationships with key stakeholders in the road safety ecosystem, including traffic police and education bureaus. Although successful, this approach relied on relationships among different agencies to implement a safe system approach without any mandate.

Project Number: 46042-002
Project Name: Shaanxi Mountain Road Safety Demonstration Project
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
The selection of subprojects and project timeliness need to consider the Implementation complexity (such as topography, adverse weather conditions at the construction site, and the need for specialized experts), experience of the executing agency, availability of specialist contractors, and available working seasons.

Project Number: 40648-013, 40648-037
Project Name: Infrastructure Development Investment Program for Tourism (Tranche 4 and Multitranche Financing Facility)
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
Careful selection of nongovernment organizations (NGOs) to be engaged in projects will be beneficial particularly for the poor and vulnerable. Implementation of gender equality and social activities was closely linked to NGO performance quality, which varied significantly among the 3 NGOs engaged by the project. The NGO in Biratnagar demonstrates what can be achieved by a well-performing NGO.

Project Number: 36188-023
Project Name: Secondary Towns Integrated Urban Environmental Improvement Project
Report Date:
Lesson
A well-defined implementation arrangement, backed by strong leadership and commitment, and highly competent project staff are crucial to project success. The project’s implementation arrangement was well laid out and all relevant entities fulfilled their responsibilities throughout the project. A project management office (PMO) was set up while the project was still being conceptualized, engaging staff with a high degree of competence and professional knowledge. The PMO director stayed with the project from beginning to end, ensuring strong and efficient support and coordination.

Project Number: 45506-002
Project Name: Gansu Jiuquan Integrated Urban Environment Improvement Project
Report Date:
Lesson
Agreed. The soliciting of stakeholder buy-in and support is an important aspect of project design, implementation, and delivery. A proper understanding of the demands being made on local players to provide information and any cultural issues with information sharing can help to develop buy-in to facilitate smooth project facilitation. At times, incentives may be required to assist local players to overcome barriers to cooperation.

Project Number: 46502-001
Project Name: Trade and Transport Facilitation in the Pacific
Report Date:
Lesson
During the TA, there were two national elections (2010 and 2015) and the cessation of a more than 23-year conflict, all of which created a context of volatility. The project design document should have considered the effects of a possible regime change

Project Number: 46374-001
Project Name: Southern Highways Investment Program
Report Date:
Lesson
Agreed. It is the validation’s view that the delay in government approval due to government processes should have been duly considered with a proper assessment of current capacity. Such an assessment is important in reviewing project risks and incorporating risk mitigating strategies. In this case, the timeframe for the project appears to have been underestimated. Political unrest was not identified as a risk upfront but accounted for significant interruptions to the project implementation.

Project Number: 45078-001
Project Name: Strategic Masterplan for Chittagong Port
Report Date:
Lesson
This is a useful recommendation and applicable for future TAs. Rephrasing it into a lesson learned: Planning a realistic timeframe for the selection of consultants is critical to avoid any implementation delays.

Project Number: 52320-001
Project Name: Preliminary Assessment for Dili Airport Runway Project Upgrading Project
Report Date:
Lesson
Reforms should be embedded in government institutions that can take ownership and ensure that these will last beyond the life of the TA project.

Project Number: 48033-001
Project Name: Enhancing Road Safety for Central Asia Regional Economic Cooperation Member Countries
Report Date:
Lesson
As this validation mentions, there is a need for government counterpart(s) to make an in-kind contribution so they have a “stake” in the results.

Project Number: 48033-001
Project Name: Enhancing Road Safety for Central Asia Regional Economic Cooperation Member Countries
Report Date: