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Displaying 31 - 45 of 49

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
Report Date:
Lesson
Trainings and in-person support are needed to strengthen financial management performance and full compliance, especially in cases where the government agencies are handling ADB projects for the first-time. As the first ADB project the Secretariat of State for Vocational Training and Employment (SEFOPE) oversaw, more thorough trainings and in-person support could have strengthened financial management performance and full compliance with the grant covenants.

Project Number: 45139-001
Project Name: Mid-Level Skills Training Project
Report Date:
Lesson
Repeated and progressive training and continuous practice are effective in promoting mastery and proficient use of the environmental and social management system (ESMS). The ESMS was a new concept for the executing and implementing agencies, and its implementation depended on the gradual accumulation of knowledge and experience from learning and practice. The financial intermediaries’ successful incorporation of the ESMS into their business was largely attributable to robust training and practice.

Project Number: 47046-002
Project Name: Gansu Featured Agriculture and Financial Services System Development Project
Report Date:
Lesson
High staff turnover, weak procurement and contract management capacities, and lack of familiarity with ADB procedures, often the cause of implementation delays, need to be addressed jointly by ADB and government counterpart agencies. Because of the changes in the executing agency’s senior-level officials, turnover of the project staff was high. The project also suffered from counterpart agencies' weak procurement and contract management capacity and lack of familiarity with ADB guidelines.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
Equipment to be provided by projects should be properly allocated and based on recipient needs. The distribution of equipment in some cases was not adequate for local disaster risks. For example, blowers were provided to all aimags including Govi-Altai where the risk of steppe and forest fires is low. In contrast, because of the high risk of forest fires in the area, Khuvsgul would have been provided more equipment such as blowers and forest fire extinguisher.

Project Number: 48236-001
Project Name: Strengthening Community Resilience to Dzud and Forest and Steppe Fires Project 
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Lesson
A more in-depth assessment of the executing agency’s capacity during appraisal could have avoided delays and revisions in scope. In this case, the Meghalaya State Skill Development Society (MSSDS) was a new entity, with little prior experience in undertaking large-scale skills development activities. The MSSDS, along with the state Department of Education, comprised the two original project implementation units.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Upfront capacity development support before sanctioning project finance will help expedite project implementation. At appraisal, weak capacity of the executing agency was identified as among the key risks to the project. Capacity development support was provided through an attached technical assistance, which was also instrumental in putting the project on track after a significant startup delay. On hindsight, the delays may have been minimized if capacity development support was provided prior to loan approval.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Well-developed, in-house expertise in appraising infrastructure subprojects, business development, risk management, and monitoring supported by good governance contributes significantly to effective implementation of an infrastructure financing facility. Over the years, IDCOL demonstrated this type of institutional capacity especially in power subprojects.

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
Report Date:
Lesson
It is critical for executing agencies to enhance their procurement capacity to ensure that all consulting services needed by a project are in place at the earliest possible time. The recruitment of a consulting firm for engineering design and drawing under this project spanned 15 months despite advance action. This significantly delayed project implementation, highlighting the need for MECCS to strengthen its procurement capacity and ensure the timely recruitment of consultants for its projects.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
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Lesson
More careful assessment of results of institutional capacity reviews during project processing could avoid major revision of project components dealing with institutional capacity.

Project Number: 41076-044
Project Name: Road Improvement and Institutional Development Project
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Lesson
Project benefit identification, quantification, and valuation depend on the establishment and effective use of PPMS. The project was not successful in training FMG staff in the use of PPMS and, therefore, the project benefits in the EIRR calculation in the PCR were put into question.

Project Number: 44007-013
Project Name: Jiangxi Fuzhou Urban
Integrated Infrastructure Improvement Project
Report Date:
Lesson
Developing the institutional capacity of key project agencies will enhance the sustainability of project outcomes and benefits. The project designed and implemented a comprehensive capacity building component that strengthened the institutional capacity of the executing agency (EA), the Jiuquan municipal government (JMG) in forming strategies for water conservation, resources reuse, traffic management and traffic safety improvement, and desertification risk management. This enhanced the project’s sustainability.

Project Number: 45506-002
Project Name: Gansu Jiuquan Integrated Urban Environment Improvement Project
Report Date:
Lesson
Most urban development projects are rarely financially viable if they have large, nonrevenuegenerating components. Thus, institutional capacity becomes more crucial to ensure their sustainability

Project Number: 44020-013
Project Name: Gansu Urban Infrastructure Development
and Wetland Protection Project
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Lesson
Effective and efficient implementation of large-scale land acquisition and resettlement activities depends largely on strong political will and commitment at all levels of government, especially when a large number of households are affected. It is important for an agency charged with resettlement activities to be proactive and work closely with local authorities and affected people to resolve identified issues on the ground. Having intensive policy dialogues with the agencies on ADB's safeguard policies and providing well-designed TA projects can

Project Number: 37269-013, 37269-023
Project Name: Greater Mekong Subregion:
Rehabilitation of the Railway in Cambodia Project
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Lesson
Improved readiness assessment is essential to avoiding implementation issues arising from inexperienced project technical and administrative staff and project managers. Under the project, the lack of experienced staff required capacity building during implementation that divided staff’s focus and resulted in problems in document processing until the project staff were able to fully understand work procedures and requirements.

Project Number: 39405-013
Project Name: Dhaka Water Supply Sector
Development Program
Report Date: