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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
ADB’s participation in a country-driven program, by bringing knowledge and experience in addition to financing, catalyzes interest and cofinancing from other development agencies. This program was a critical element for enhancing the entire ecosystem of housing financing and mortgage market, helping lay thegroundwork for diversified funding and private sector involvement.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
It is all right to have a project that focuses on a limited number of TVET institutions, but the project should describe their interlinkages with tother TVET institutions, including the private TVET institutions. Despite the project’s category C for indigenous peoples safeguards, ethnic minority participation rates increased significantly by 132%. The project should have described how this was achieved given the project’s strategic agenda to support inclusive growth and social development.

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
When debt servicing and repayment burden is placed on TVET institutions, as was the case under this project, the TVET insitutions should have a greater role in the project design and determining their liability

Project Number: 45511-006
Project Name: Hunan Technical and Vocational Education and Training Demonstration Project
Report Date:
Lesson
Benefits linked to better utilization of data generated by successful initiatives need to be systematically built into or embedded in efforts to replicate these initiatives. The special management areas (SMAs), showcasing an initiative to increase the ability of coral reefs to recover after climate-related events, are undoubtedly a success story. It has been adopted and implemented nationwide by other development partners.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
Climate risk assessments must be undertaken during project preparation, with results factored into the project design and budgets. The project experienced unforeseen landslides, pointing out the need to (i) improve climate modelling at design stage to incorporate potential climate change impacts on frequency and severity of landslide hazards for projects located in mountainous areas, and (ii) ensure adequate budget or contingency for potential increase of land acquisition during implementation.

Project Number: 46042-002
Project Name: Shaanxi Mountain Road Safety Demonstration Project
Report Date:
Lesson
A close coordination and efficient communication mechanism among agencies and project units that are part of the implementing structure is crucial for the timely identification of issues and resolutions. Adjustments in the detailed designs usually happen since issues or new findings arise at the actual sites. To resolve them on time, these issues need to be discussed by all agencies and units involved in the project. For instance, the introduction of the separation wall under this project was a new concept and could have been relayed to all relevant agencies and units in a timely manner.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
Report Date:
Lesson
Adequate and thorough preparation at design enhances the project’s quality at entry which is critical in supporting the government’s and ADB’s priority to promote rural development and reduce poverty. Specifically, a greater consideration of the design and scope for improving disaster risk management and climate resilience could support the upgrading and rehabilitation of other infrastructures, such as roads, energy, and social services, resulting in higher development impacts.

Project Number: 40190-013
Project Name: Greater Mekong Subregion Flood and Drought Risk Management and Mitigation Project
Report Date:
Lesson
Using well-established and reputable industry associations as primary implementing partner for training rather than directly contracted training providers is a strategically sound decision for scaling up sector-specific, job-ready training. The industry associations already had a working knowledge of the skills gaps and needs in their respective industries, which reduced the time needed to develop programs and deliver industry-required skills courses. Job placement was also made easier thus facilitating the attainment of the performance indicators.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
Hydropower plant (HPP) projects are complex engineering projects requiring comprehensive feasibility studies, strict Implementation in line with study findings and recommendations, and continued engagement by the project management office and implementing agencies to actively assess and flag any issues after Completion and throughout the warranty period. This was brought to focus by the Waranghoi HPP experience that required prompt action to mitigate overtopping of an intake facility in November 2022.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
Delegation to resident missions needs to carefully consider project complexity and expertise in the resident mission and ensure a smooth handover from processing to Implementation by having the project officer during processing remain as project officer during Implementation, until at least the award of the first major procurement package. During Implementation, the Sector Group needs to retain ongoing quality assurance responsibility and conduct annual audits. Continuity and adequate oversight on the project management unit also needs to be ensured throughout project Implementation.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
Adequate consultations with local populations throughout the project cycle are a must especially when land ownership is ambiguous and no outstanding land compensation cases are identified.Local populations forcibly entered the two HPP project sites demanding compensation for historical events, in one of which sites, violence was used. The historical events were not identified by due diligence, which concluded that there were no land acquisition and involuntary resettlement impacts.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
Early engagement with provincial governments can contribute to identifying and avoiding delays due to land acquisition issues. Based on the experience of forcible entry by local communities into two HPP sites, new projects are emphasizing the role of social safeguards and early consultation of local populations. The positive experience of engaging with the provincial government, which contributed to the eventual delivery of the Divune HPP under tranche 1, can serve as a lesson for future projects.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
The choice of executing agency (EA) is critical to project success. The Minifstry of Finance, the project EA, provided strong leadership and was able to engage the private sector efficiently. Its broad, multisector overview of the economy helped ensure relevant outcomes from the project, and its central ministerial position facilitated effective coordination across multiple ministries.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date: