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Lesson
The devolution of project administration responsibilities to the resident mission during the project helped facilitate close working relationships between ADB staff and key officials. The experience Electricite? du Cambodge (EDC) gained in this project and the relationships that have developed between the resident mission and counterparts should greatly benefit any future project.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission Project
Report Date:
Lesson
There were implementation delays in the initial period, especially in achieving loan effectiveness, recruiting implementation consultants, and awarding civil works contracts. These delays occurred even though advance procurement action had been approved. The formation of a new government following loan approval was a major factor in this respect, as was the time taken for a new executing agency to climb the learning curve on use of ADB procurement procedures.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission Project
Report Date:
Lesson
Project preparation and readiness. The construction of Surajbari Bridge encountered engineering problems, which significantly delayed project completion. Wherever required, a separate contract for such major bridges should be made, so that only qualified contractors are awarded the contracts for such specialized works. A thorough survey, investigation, and design should be carried out in initial stages in order to enhance project readiness. Such critical works should be started immediately upon the award of contract.

Project Number: 32253-013
Project Name: East-West Corridor Project
Report Date:
Lesson
The parallel cofinancing of part A with Agence Franc?aise de De?veloppement (AFD) worked well. The underlying reason was AFD acceptance of ADB rules and procedures for equipment procurement, which enabled consistent processing of ADB and AFD procurement packages. The leveraging of ADB's participation greatly assisted completion of the national power sector development program and the arrangements could be used in similar circumstances elsewhere.

Project Number: 32273-013
Project Name: Northern Power Transmission Sector Project
Report Date:
Lesson
The initial delay in project implementation was primarily caused by slow procurement, land acquisition, and resettlement activities. This is a common issue for all projects in India. Project implementation also experienced prolonged delays in clearance for cutting of trees. For ADB-funded projects, such constraints are now being addressed through a project readiness checklist and training and capacity building programs for the executing agencies. This will ensure that preconstruction activities are carried out in advance and only well-prepared projects are taken up for approval.

Project Number: 32253-013
Project Name: East-West Corridor Project
Report Date:
Lesson
The delegation of loan administration to the Viet Nam Resident Mission improved ADB's ability to monitor project progress by allowing for more regular and informal meetings with project management staff in order to obtain information firsthand, rather than relying on quarterly reports, which were sometimes late and/or inadequate.

Project Number: 32273-013
Project Name: Northern Power Transmission Sector Project
Report Date:
Lesson
The transmission and substation subprojects that had not been appraised prior to loan presentation took longer to process than planned and call into question the justification for the sector loan approach. All but one subproject had been identified during implementation, and problems that could have been tackled prior to approval led to significant delays and increased administrative effort during project implementation.

Project Number: 32273-013
Project Name: Northern Power Transmission Sector Project
Report Date:
Lesson
ADB should not approve funding for projects without independent evaluation and diligent review. ADB's appraisal of Component B of the project was inadequate. This oversight eventually delayed loan closing and caused the underutilization of the ADB loan.

Project Number: 32273-013
Project Name: Northern Power Transmission Sector Project
Report Date:
Lesson
Both support facilities were critical to the crisis response of Bangladesh as no other development partners provided any crisis-related assistance or program support during the program period. However, the pricing (interest spread of 200 basis points above the London Interbank Offered Rate or LIBOR) and maturity (5 years) of the CSF loan makes it is less suitable for a poorer country like Bangladesh.

Project Number: 43157-013
Project Name: Public Expenditure Support Facility Program and Countercyclical Support Facility Support Program
Report Date:
Lesson
Performance of the Contractors. During implementation, significant delay in the completion of the contract was caused by poor performance of a joint venture contractor, who was awarded three contract packages. For future projects, the criteria for qualification of the contractors under a joint venture, and for the award of multiple contracts, should be strengthened. The contractual provisions related to contractor performance, such as mobilization, staffing, and deployment of equipment and funds, need to be strengthened so that poor performance by the contractor is discouraged.

Project Number: 32253-013
Project Name: East-West Corridor Project
Report Date:
Lesson
The external monitoring group may have to be on board early on the land acquisition and resettlement plan (LARP) implementation. This is to allow sufficient time for the group doing the electricity market to understand the project and the LARP. Due to the highly specialized task of external monitoring group, it is true that not many groups such as those in the academe or non-government organization have actual experience doing the task.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
While the project as stated in the land acquisition and resettlement plan recognizes the importance of active participation of the different local stakeholders, the municipal, and barangay local government units (LGUs) have largely been credited only on organizing consultation meetings between Transco and the affected people. LGUs could have been likewise tapped as information disseminators and the ?first line of troubleshooters? in instances of grievance.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
Policy conditions for the release of tranches should be appropriate and achievable by the government and executing agency. In the case of Tuvalu, the requirement that Parliament adopt the regulatory framework for banking supervision as a condition for tranche release was out of the direct control of the government, and therefore constitutes a high risk to program success. [Main text, para. 30]

Project Number: 41180-022
Project Name: Improved Financial Management Program
Report Date:
Lesson
The scope of the program needs to be kept as simple as possible to reflect the country's capacity. [Main text, para. 30]

Project Number: 41180-022
Project Name: Improved Financial Management Program
Report Date:
Lesson
Consultants may need to spend more time in country (depending on the technicality of the conditions) to deal with issues as they arise and support the timely delivery of outputs and outcomes. [Main text, para. 30]

Project Number: 41180-022
Project Name: Improved Financial Management Program
Report Date: