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Displaying 1 - 11 of 11

Lesson
Specific attributes of the internal and external environments that could impact project Implementation need to be carefully considered and addressed in project design. For example, the construction of the water treatment plant in one site (Aizawl) faced challenges because of the involvement of multiple agencies, difficult terrain, and an environment prone to natural disasters. The project’s complexity warranted meticulous planning. The Completion and commissioning of the construction works should have been complemented by a public awareness campaign.

Project Number: 35290–013, 35290–043
Project Name: North Eastern Region Capital Cities Development Investment Program (Tranche 3 and Multitranche Financing Facility)
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Lesson
ADB staff and departments faced an unprecedented challenge in proceeding (urgently) with program development while learning how to apply the criteria and template for the new COVID-19 Pandemic Response Option (CPRO) modality and applying the 'One ADB' review process.

Project Number: 54169-001
Project Name: COVID-19 Active Response and Expenditure Support Program
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Lesson
Policy or institutional changes are most likely to be adopted when there is a perceived need by the population or the institutions involved, rather than when considered theoretically appropriate by technical experts.

Project Number: 38558-013
Project Name: Water Resources Management Sector Development Program: Project Completion Report
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Lesson
Reform programs grounded in government policy and sound technical assessments remain viable despite changes in government and socioeconomic difficulties.

Project Number: 52073-001
Project Name: Improving Public Investment Management Program
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Lesson
The implementation and sustainability of policy reforms, which can be challenging, require strong and continued political ownership, commitment, leadership, and coordination among key government agencies.

Project Number: 51199-001
Project Name: Ulaanbaatar Air Quality Improvement Program
Report Date:
Lesson
A thorough understanding of the capacity and readiness of the EAs and IAs at all levels, along with proper timing and sequencing, is imperative for reforms to succeed.

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, 3)
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Lesson
Careful attention to overlapping regulations is needed to streamline and enhance the efficiency of the reform process.

Project Number: 48134-001, 48134-006, 48134-007
Project Name: Stepping Up Investments for Growth Acceleration Program (Subprograms 1, 2, 3)
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Lesson
Proper sequencing of reforms entails focusing first on the more basic ones before introducing technically challenging reform concepts.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
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Lesson
Wide-ranging and ambitious reform programs are hardly implementable.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
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Lesson
Selecting policy actions that within the purview of the executing agency (EA) will facilitate implementation.

Project Number: 50254-001
Project Name: South Asia Subregional Economic Cooperation Customs Reform and Modernization for Trade Facilitation Program
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Lesson
Long-term ADB engagement with the government provides a solid foundation for the design and implementation of reforms.

Project Number: 50254-001
Project Name: South Asia Subregional Economic Cooperation Customs Reform and Modernization for Trade Facilitation Program
Report Date: