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Displaying 1 - 14 of 14

Lesson
Stronger coordination with other ADB projects in the same province is needed at the programming stage. One previous ADB project has supported four coal cities in green economic diversification and developed diagnostic analysis and roadmap for diversification. The original TA proposal envisaged similar support. The potential overlap was addressed during TA processing by shifting the focus of this one on advancing innovation-enabling environment for green economic diversification

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Knowledge and innovative solutions developed through TA should be aligned with ADB operations. This may be fostered by maintaining close coordination with the country focal for the Sector Group's Public Sector Management and Governance office and regional departments to further explore opportunities that leverage knowledge and innovative solutions for ADB operations.

Project Number: 54076-001
Project Name: Strengthening Property Tax Management to Enhance Local Revenue
Report Date:
Lesson
Effectively engaging and coordinating with other donor agencies can help avoid duplication of funds for similar purposes and maximize the use of development financing. The project was designed in coordination with other development partners to ensure equitable geographical coverage, avoid overlaps, and complement other ADB assistance to the country.

Project Number: 42254-013
Project Name: Northern Road Connectivity Project
Report Date:
Lesson
A close coordination and efficient communication mechanism among agencies and project units that are part of the implementing structure is crucial for the timely identification of issues and resolutions. Adjustments in the detailed designs usually happen since issues or new findings arise at the actual sites. To resolve them on time, these issues need to be discussed by all agencies and units involved in the project. For instance, the introduction of the separation wall under this project was a new concept and could have been relayed to all relevant agencies and units in a timely manner.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
Report Date:
Lesson
A close coordination mechanism among project agencies during the design phase can ensure the tracking of developments and continuous review. POWERGRID as the executing agency was responsible for the construction, installation, and commissioning of the transmission assets while the utilization of the project’s assets was the responsibility of National Load Dispatch Center. The asset’s utilization is dependent on external factors like phasing of generation capacities, system management, and demand from the consumers.

Project Number: 44426-016
Project Name: Green Energy Corridor and Grid Strengthening Project
Report Date:
Lesson
Overlooking coordination could lead to project delays. Interagency coordination. The project had a good coordination mechanism within the water resources sector. Interagency coordination is needed when implementing social and environmental safeguards; in removing electricity poles (electricity utilities); in cutting trees (forest departments); and in land allotment, resettlement housing sites, and cash compensation payments (district administrations).

Project Number: 44429-013
Project Name: Climate Adaptation in Vennar Subbasin in Cauvery Delta Project
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Lesson
Coordination across several government agencies require strong leadership and persistence; given the regular transfer of government officials to other positions and ministries, it is important to set up a scheme for maintaining institutional memory within the executing and implementing agencies throughout program implementation.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
Close coordination with other development partners working in PFM reforms is necessary to create synergies with ADB's support and interventions. Subprogram 1 was designed and developed in close consultation with the IMF and the World Bank to ensure a coordinated approach to PFM reforms. These lessons have confirmed that the reforms require a long-term perspective to achieve the intended objectives and that reforms need to be underpinned by significant efforts in sustained capacity building to ensure capacity constraints do not impact the overall quality of reforms.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Interagency coordination is important in achieving policy consistency and harmonization

Project Number: 50254-001
Project Name: South Asia Subregional Economic Cooperation Customs Reform and Modernization for Trade Facilitation Program
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Lesson
It is important for green finance to be supported by robust product development.

Project Number: 45229-001
Project Name: Access to Green Finance Project: Project Completion Report
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Lesson
Adequate due diligence at project preparation can help prevent or minimize contract variations and implementation delays.

Project Number: 38254-043
Project Name: North Karnataka Urban Sector Investment Program - Tranche 2
Report Date:
Lesson
Complex programs, especially novel ones, demand rigorous front-end analyses at appraisal to identify better implementation arrangements and timelines

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)
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Lesson
Inadequate due diligence can lead to design deficiencies that will make implementation difficult and necessitate changes in scope and detailed designs, with accompanying impacts on project duration, costs, and delivery of results.

Project Number: 37269-013, 37269-023
Project Name: Greater Mekong Subregion: Rehabilitation of the Railway in Cambodia
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Lesson
ADB’s due diligence should build on the EA’s pre-feasibility study and refer to the local and international market rates to arrive at more reliable cost estimates.

Project Number: 42039-034
Project Name: Power Transmission Investment Program - Tranche 1
Report Date: