Search

Displaying 1 - 15 of 23

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
Strong political will and commitment at all levels of government authorities have a decisive impact on the effective and efficient implementation of land acquisition and resettlement activities in the context of complex project situation. It is important for an executing agency to be proactive and work closely with local authorities and stakeholders to resolve identified issues on the ground. Monitoring of the implementation of the land acquisition and resettlement plan could start early to identify issues and find effective solutions in a timely manner.

Project Number: 42248-013, 42248-023
Project Name: Sustainable Management of Community Development for Chittagong Hill Tracts
Report Date:
Lesson
Active support of relevant government agencies and strong ownership of the project management units contribute significantly to project success. In developing member countries where institutional capacity is weak, it is critical that concerned agencies are both capacitated and committed in achieving the intended results.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade 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
Strong government commitment and adequate budgetary allocations for the O&M of project facilities are critical in ensuring the sustainability of project results.

Project Number: 44020-013
Project Name: Gansu Urban Infrastructure Development
and Wetland Protection Project
Report Date:
Lesson
The lesson is not clearly articulated as a TCR lesson. In finalizing this validation report, the NRM rephrased and provided additional information: ADB’s flexibility to adopt to changed country context is crucial to maintaining project relevance. ADB was quick to respond to the government’s need for critical policy reforms as a greater priority than the value chain component in the context of federalism. ADB’s flexibility reflected in a minor change in scope of the TA was useful to design a policy-based program in less than one year.

Project Number: 48218-007
Project Name: Support for Value Chain Development under the Nepal Agriculture Development Strategy
Report Date:
Lesson
This validation also offers this TCRV lesson: When changes are made to a TA's scope, it should be made explicit the extent to which originally planned results would not be achieved as a result of the new approach. Under this TA, it was not fully clear that the originally foreseen concept for a stand-alone investment project would not be produced due to the shift in the TA's scope. Project scope should be undertaken with care. It is essential to go back to the design board and re-adjust the indicators and consult with stakeholders if changes are made.

Project Number: 48218-007
Project Name: Support for Value Chain Development under the Nepal Agriculture Development Strategy
Report Date:
Lesson
The TCR lesson that collaboration and partnership with other stakeholders contributes to success is somewhat generic but is worth repeating. It would be useful if the TCR had provided additional information on the ways that synergies among all stakeholders were achieved, and the mechanisms used to coordinate.rapidly and was able to produce a number of joint scientific outputs in the form of scientific publications, attesting to the overall high technical quality of the TA results.

Project Number: 50012-001
Project Name: Conservation of Forest Genetic Resources
Report Date:
Lesson
The first sentence lacks clarity and could be directly stated. TA teams could explore different modalities (e.g., cluster TAs) as a way to align subproject outputs, outcomes, and impacts. A lesson that can be learned here is that: Bringing together representatives from all over the PRC and from other countries is possible, and together, they could replicate the models and frameworks generated through the TA.

Project Number: 48469-001
Project Name: Developing Gross Ecosystem Product Accounting for Eco-Compensation
Report Date:
Lesson
There are costs to coordinating the design and implementation of a project implemented across three countries with different priorities. There are also benefits from regional approaches in building networks and information and knowledge sharing, and some potential economies of scale in the use of consultants. It is important to be cognizant of, and assess, such costs and benefits. The justification for changes in targeted outputs (e.g., knowledge products) should be documented in project reports and the TCR.

Project Number: 46257-001
Project Name: Strengthening Integrated Water Resources Management in Mountainous River Basins
Report Date:
Lesson
The TCR missed the opportunity to extract lessons on implementation and/or delivery, especially on how the time extension could have been avoided.

Project Number: 50006-001
Project Name: Poverty Reduction in Liupanshan, Ningxia Hui Autonomous Region
Report Date:
Lesson
Analysis of social and cultural barriers to entry for female participation can help proactively target and increase female attendance in capacity building activities.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
During TA implementation, coordination was found to impact efficiency and effectiveness. In countries where coordination needs to be improved, the project team’s level of involvement is critical.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
An analysis of priority stakeholders can yield a clearer idea of the cost-time effort required to reach these beneficiaries, given transport and communication constraints.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
ADB's flexibility in a minor change in scope of the TA at the request of the Government was useful to design a policy-based program in less than one year.

Project Number: 48218-007
Project Name: Support for Value Chain Development under the Nepal Agriculture Development Strategy
Report Date: