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Lesson
The envisaged institutional arrangements for safeguards need to be fully functional from commencement to the closure of projects. This would allow the safeguards performance of projects to improve, as was the case with the environmental performance of this project which improved over time, with increased monitoring and coordination by the project staff.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
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
Zero changes in project staff and implementation arrangement contribute significantly to smooth project implementation. The key staff of the project management office and implementing agencies remained unchanged throughout the project preparation and implementation periods. This, along with the absence of any scope changes, ensured smooth implementation of the project. The experience can be repeated in future projects through appropriate institutional measures and project implementation arrangements.

Project Number: 46079-002
Project Name: Guangdong Chaonan Water Resources Development and Protection 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
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
Adequate due diligence at appraisal is important to prepare a realistic project schedule considering the institutional setup, internal review and approval procedures, existing capacity, and prior experience of the government and executing agency in implementing ADB and other development partners’ projects. Formulating appropriate project design, identifying major risks, implementing adequate mitigation measures, and providing early implementation support are crucial in minimizing startup delays and facilitating timely implementation progress of projects.

Project Number: 44019-013
Project Name: Hubei Huangshi Urban Pollution Control and Environmental Management 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
A clear sector assessment and plan can strategically enhance the effectiveness and sustainability of sector investments. The sustained government plan of the Prime Minister’s Rural Road Program (PMGSY) provided a strong foundation for the sector to have a clear set of subprojects and financing commitments from the government. In addition, its priority to operate and manage these roads sustainably led to a more relevant design focused on the non-physical component of investments—road management, road audit, and road safety.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
Report Date:
Lesson
Strong government commitment and ownership are crucial to the quality of project preparation and sustainability. Specifically, establishing a clear institutional arrangement (such as, which agency performs the routine and periodic maintenance, among other things) and sound operation and maintenance strengthens the funding mechanisms of the project after completion. In this project, the government showed a high degree of ownership in ensuring that adequate budgetary sources are in place to ensure the financing of routine road maintenance.

Project Number: 45389-001, 45389-002, 45389-004
Project Name: Second Road Network Development Investment Program (Multitranche Financing Facility and Tranches 1 and 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
In selecting subprojects and project timelines, it is important, right at the design stage, to consider the Implementation complexity, experience of the executing agency, availability of specialized contractors, and available working season. Delays in the execution of subprojects under this tranche occurred due to adverse weather conditions at construction sites and the difficult work terrain.

Project Number: 40648-034
Project Name: Infrastructure Development Investment Program for Tourism - Tranche 3
Report Date:
Lesson
Unclear or lack of institutional arrangements and inappropriate deployment of consultants are a serious deterrent to the systematic Implementation of environmental management plans and social safeguards.

Project Number: 40648-013, 40648-037
Project Name: Infrastructure Development Investment Program for Tourism (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Early and regular involvement of the financial management staff and collaboration with other development partners in the PMGSY program is necessary to better design the management arrangements early in the project cycle. Significant financial management issues throughout the life of the projects would have been prevented by such a measure.

Project Number: 48266-002, 48226-004
Project Name: Second Rural Connectivity Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
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)
Report Date:
Lesson
A strong project management office with adequate assistance from the local government is essential to ensure sound administration and coordination of project Implementation, especially for projects covering several subsectors.

Project Number: 46062-002
Project Name: Gansu Baiyin Integrated Urban Development Project
Report Date: