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Lesson
Development partners should both support and take advantage of opportunities that arise when governments are committed to reform, which should also be recognized in their country programming. the government that came to office in 2018 was strongly reform-minded. Even though Armenia suffered two exogenous shocks in the form of the coronavirus disease (COVID-19) and conflict with a neighboring country, reform commitment did not waver. This contributed strongly to the ultimate outcome of this program.

Project Number: 51060-002, 51060-003
Project Name: Public Efficiency and Financial Markets Program (Subprograms 1 and 2)
Report Date:
Lesson
Maintaining key specialists even after major institutional changes helps keep institutional memory within the executing agency and is important for successful project implementation. During project implementation, the government’s economic reform caused institutional changes in the road sector. Despite the change, key members of project management unit remained unchanged, which helped minimize delay.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date:
Lesson
Engagement of dedicated safeguard specialists could help strengthen safeguard implementation capacity. A project management and construction supervision consultant served as focal point for safeguards. No major issues in safeguards were identified.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date:
Lesson
Project partnership agreements with government on human resources and funding are critical to effective implementation and sustainability. While initially the project national project implementation unit had issues on staffing, procurement, and implementation, these were resolved with incremental additional staffing, recruitment of a small core team of individual consultants, and restructuring to a subproject management unit. The non-recruitment of a social development specialist; to be funded by the government, affected the Gender action plan monitoring and planned survey update.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date:
Lesson
Dependence on consulting services hired under a separate ongoing ADB-funded project can cause coordination problems and unnecessary delays. For instance, the submission of this project’s 2018 semiannual environment monitoring reports was delayed because of lack of dedicated attention. Better management of the consultants by the project management unit would have helped achieve the intended efficiency.

Project Number: 44240-014
Project Name: Thimphu Road Improvement Project
Report Date:
Lesson
Continuity of services of experienced project staff is essential. The project director and account officer positions at the project coordination office experienced high turnover, which affected overall performance, including of project financial management, as evidenced by the outstanding recurring audit issues and multiple delayed submissions.

Project Number: 36188-023
Project Name: Secondary Towns Integrated Urban Environmental Improvement Project
Report Date:
Lesson
It is important to establish a standalone environmental safeguards unit (ESU) right at project inception to focus on and coordinate safeguards compliance activities in ADB-financed projects.

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date:
Lesson
Safeguards compliance is best promoted through regular monitoring and audit

Project Number: 42394-022
Project Name: Nuku'alofa Urban Development Sector Project
Report Date:
Lesson
Robust safeguards implementation is valuable not only in preserving natural, social, and cultural resources but also as a tool to engage well with communities and facilitate project execution.

Project Number: 40173-043
Project Name: Highlands Region Road Improvement Investment Program - Project 2
Report Date:
Lesson
As with other contractors, it is important for ADB to ensure that community organizations engaged in civil works understand and comply with ADB safeguard requirements

Project Number: 46094-001
Project Name: Neighborhood Upgrading and Shelter Project (Phase 2)
Report Date:
Lesson
Land acquisition and resettlement (LAR) challenges, often complex and dynamic, must be promptly and robustly addressed.

Project Number: 43032-013
Project Name: Xi'an Urban Road Network Improvement Project
Report Date:
Lesson
Early implementation of a pragmatic approach to land acquisition and compensation payments and incorporation of simplified payment procedures into the land acquisition and resettlement plans (LARPs) will be beneficial for future ADB-financed greenfield projects in Pakistan.

Project Number: 40075-023, 40075-033, 40075-043
Project Name: National Trade Corridor Highway Investment Program (Tranche 3 and MFF)
Report Date:
Lesson
A pragmatic approach to land acquisition, informed by good practices from projects involving multiple agencies, both federal and provincial, will be particularly important and beneficial for future ADB-financed greenfield projects in Pakistan.

Project Number: 40075-033
Project Name: National Trade Corridor Highway Investment Program, Tranche 2
Report Date:
Lesson
Timely mobilization of an external monitor with access to project sites and affected households will provide an additional layer to ensuring safeguards compliance.

Project Number: 39500-013, 39500-023, 39500-033
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (MFF and Tranches 1 and 2)
Report Date:
Lesson
Establishing a realistic resettlement implementation schedule and allowing adequate time to consult with affected persons are essential to reducing the resettlement risks in urban projects.

Project Number: 44021-013
Project Name: Integrated Development of Key Townships in Central Liaoning
Report Date: