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Lesson
Early identification of the need for minor changes in gender and other indicators and aligning them with the performance indicators in the design and monitoring framework (DMF) strengthen the relevance of the gender action plan and other pertinent project component.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
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Lesson
The value addition of mainstreaming gender equality in terms of capacity building and awareness raising, and ensuring the participation of women, maximizes project benefits for women. It gives them the opportunity to participate in activities related to urban and water sectors and to develop skills that will increase their livelihood and income-generating opportunities

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
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Lesson
Designing a project with an intention to conduct an impact evaluation can lead to a more conscious effort to design and establish a robust monitoring and evaluation (M&E) system where data can be available for such impact assessment. Additionally, having gender targets can help influence the M&E design to be gender inclusive.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
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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)
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Lesson
Gender equality and social inclusion (GESI) mainstreaming in Nepal's Ministry of Public Infrastructure and Transport (MPIT) is challenging. The MPIT developed and approved the guidelines for GESI. However, operationalizing the guidelines in all ministry operations has been challenging, mainly because of the need to orient staff at different levels. The government's budget allocation for mainstreaming GESI ensures strong ownership, but the budget is not adequate for institutionalizing GESI in the transport sector.

Project Number: 38350-013
Project Name: South Asia Subregional Economic Cooperation Road Connectivity Project
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Lesson
Review of the gender action plan (GAP) should be done within a year from loan effectiveness to facilitate the enhancement of both the GAP and project implementation. GAP implementation in Viet Nam was challenged by the late recruitment of a gender consultant, which prevented the EA/IA from receiving timely capacity-building inputs and limited the opportunity of the project to improve its gender equality design and targets.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement Project
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Lesson
Focusing on Gender equality and social inclusion increases project relevance. The Jaipur Metro Rail Corporation has been successfully operating the Shyam Nagar metro station, India’s first metro station with an all-female staff. It has deployed female staff to the platform to guide and help passengers. It has also provided women-only seats in each coach.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
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Lesson
Gender trainings are a must in ADB first-time projects. This was the first project funded by ADB in Chuxiong prefecture. As such, trainings on Gender equality and the project's Gender action (GAP) plan were needed to promote Gender awareness, develop understanding, and build capacities for GAP implementation. The trainings and overall design of GAP proved relevant and contributed to achieving overall project objectives.

Project Number: 45507-003
Project Name: Yunnan Chuxiong Urban Environment Improvement Project
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Lesson
Paying attention to local practices in labor recruitment attracted more women in construction. Engaging local men and women in the construction work was a challenge. The Chittagong people are traditionally involved in agricultural work on the plain land. Since they had no experience in construction-related employment, they were reluctant to join the work.However, after several consultations with the local communities both men and women were motivated to do construction work, as an additional source of income, when they had no agricultural work.

Project Number: 42248-013, 42248-023
Project Name: Second Chittagong Hill Tracts Rural Development Project
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Lesson
Maintaining key specialists even after major institutional changes helps keep institutional memory within the executing agency and is important for successful project implementation. During project implementation, the government’s economic reform caused institutional changes in the road sector. Despite the change, key members of project management unit remained unchanged, which helped minimize delay.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
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Lesson
Lack of continuity in the staff of key project agencies could lead to chronic implementation delays. Procurement of works and recruitment of consultants followed due process and were completed; albeit with delays. Although NHA has carried out procurement for multiple MDB-financed projects; a lack of continuity of key staff at its Procurement and Contract Administration posed challenges for each procurement and this project was no exception. Procurement consultant support is a regular feature provided by ADB.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
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Lesson
Institutional continuity, through the retention of project staff throughout implementation, is crucial to project success. Most of the EA and IA staff were retained throughout the project implementation period. The resulting institutional continuity tremendously helped the successful completion of the project.

Project Number: 44240-014
Project Name: Thimphu Road Improvement Project
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Lesson
Lack of strategic information can affect the quality of gender targets set at approval, making them difficult to achieve during implementation. Disaggregated information by gender was not available during project preparation. This affected the quality of the gender targets included in the design and monitoring framework (DMF) and the gender action plan (GAP). Challenges in achieving the targets during implementation should have prompted a deeper review of these targets with adjustments made as necessary.

Project Number: 42414-023
Project Name: Sustainable Urban Transport Investment Program - Tranche 1
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Lesson
Continuity of services of experienced project staff is essential. The project director and account officer positions at the project coordination office experienced high turnover, which affected overall performance, including of project financial management, as evidenced by the outstanding recurring audit issues and multiple delayed submissions.

Project Number: 36188-023
Project Name: Secondary Towns Integrated Urban Environmental Improvement Project
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Lesson
Early establishment of a monitoring and evaluation (M&E) system with sex-disaggregated data collection and reporting mechanism will facilitate the implementation of the project gender action plan (GAP). The project developed and operationalized a comprehensive M&E system with sex-disaggregated data collection and reporting mechanism. This facilitated GAP implementation and necessary adjustments, especially during Phase 2 that had more gender targets.

Project Number: 37097-013
Project Name: Integrated Rural Development Sector Project in the Central Provinces
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