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CSV
Lesson
Assessment of potential political risks such as a change in government and identifying mitigation measures could help ensure the continuity of planned project activities, specifically when there is strong support, ownership, and commitment of an agency. In particular, it is important to consider the speed and direction of change in the policy regime. For example, a shift in the government priorities could trigger resource allocation that could potentially affect how a project could deliver its intended development results.

Project Number: 43405-023
Project Name: Urban Services Improvement Investment Program - Tranche 1
Report Date:
Lesson
Proper execution of project administration activities relies on the capacity and commitment of borrowers and agencies involved. It is crucial that executing and implementing agencies are well informed of ADB operational procedures and requirements, especially with respect to financial management. This allows a concerned agency to carry out the project activities appropriately and ensure timeliness.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
To ensure project success, the commitment, ownership, and accountability of an executing agency are critical factors when designing a project and formulating its implementation plan. These need to be supported by adequate expertise and capacity of the agency in managing project implementation and complying with ADB safeguard requirements and loan covenants.

Project Number: 44426-014
Project Name: National Grid Improvement Project
Report Date:
Lesson
Strong leadership by high-level authorities is required to carry out in-depth and timely policy discussions across a range of government and other development agencies and stakeholders involved in social protection. To meet the country's significant financial needs in a timely manner, the program needed to be prepared under time pressure. Therefore, strong leadership by high-level government authorities in the government was imperative.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
SME policy reforms require strong ongoing political commitment by key government agencies. The Second Private Sector and Small and Medium-sized Enterprise Program (PSME2) supported government agencies on this agenda to improve the regulatory business environment, the effectiveness of business enterprise processes, access, capacity, and responsiveness.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Lack of capacity in governmen to continue reforms without external support puts the sustainability of reform projects' outputs at risk. Reforming the sector requires strong ownership and commitment in terms of providing sufficient financing and policy changes to support the reform. Some project outputs—including the textbook rental scheme and textbook provision, online training modules and attestation for teachers, curricula review system, and financing of innovative schools' additional functions—are incomplete as the government still has not implemented them countrywide.

Project Number: 46537-002
Project Name: Strengthening Education System Sector Development Program
Report Date:
Lesson
Strong government ownership is critical to achieving results. The Cabinet of Ministers, the and other project agencies had to coordinate closely among themselves to ensure that changes in law, decrees, regulatory changes, and board resolutions were implemented in a timely manner. If any intermediate step had been delayed, this would have resulted in a knock-on effect on other outcomes and resulted in delays in the project timetable. The Ministry of Finance negotiated concurrently for budget support from several development partners.

Project Number: 49006-003
Project Name: Electricity Transmission Sector Reforms Program
Report Date:
Lesson
Public financial management reform is complex and requires long-term commitment and flexibility to maximize development impacts while remaining relevant to the changing environment.

Project Number: 49041-001, 49041-002
Project Name: Strengthening Public Financial Management Program, Subprogram 1
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
Leadership buy-in and management of the institution combined with teamwork among implementing agencies play a critical role in effective implementation and overall performance.

Project Number: 42099-013
Project Name: Polytechnic Education Development 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
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:
Lesson
To ensure a reliable performance evaluation, EALs should not be financially closed prior to the expected delivery dates of their outcome targets.

Project Number: 52324-001
Project Name: Emergency Assistance for Recovery and Rehabilitation from Recent Disasters
Report Date:
Lesson
This validation agrees with the lesson of building awareness for the work done under the TA project. However, it is unclear why awareness-building beyond ASEAN is required for this TA project. One can surmise that it could be for the goals of attracting capital. However, the role of partnership with foreign academic institutions is unclear beyond the publication of potential knowledge products. This lesson or recommendation should then be classified under partnership and cofinancing.

Project Number: 48143-001
Project Name: Enhancing Association of Southeast Asian Nations Capital Market Integration
Report Date:
Lesson
The lesson also does not talk about constraints encountered. To be a useful knowledge product, it is essential to comment on the constraints and the mitigation strategies deployed by the project so that others can learn from it.

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