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Lesson
Designation of an alternate TA team leader despite resource constraints is necesssary to ensure seamless project continuity and institutional knowledge transfer. It will also mitigate potential disruptions caused by staff turnover.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date:
Lesson
Designation of existing consultants to higher positions and responsibility levels may be explored to fill vacancies during implementation. There were two changes to the team leader position. The first was due to the resignation of the specialist because of an unexpected urgent assignment from his hiring university. The consultant recruited as the replacement team leader was not capable of performing the role. Instead of going through contract termination and recruitment process again, the TA team appointed the national simulation specialist, who had demonstrated strong leadership.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Frequent review missions are crucial to overcoming implementation challenges. The TA was administered by staff located in head office with good support from the Pakistan Resident Mission. However, ADB staff assignment changed during the TA implementation period; and the limitations and delays caused by the COVID-19 pandemic induced challenges to consultant management and client interaction. Frequent review missions significantly helped address these challenges.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
Report Date:
Lesson
Responding to the government’s changing needs and external factors could cause delays in the delivery of expected TA outputs particularly capacity building activities. Furthermore, organizational restructuring of revenue agencies, as well as frequent turnover of counterpart staff meant that capacity building was constantly in repeat mode. Addressing these issues could lead to efficiency gains and could help the government reach key performance targets quicker.

Project Number: 53105-001
Project Name: Strengthening Tax Policy and Administration Capacity
Report Date:
Lesson
The government needs to do more to provide leaderahip and guidance to infrastructure projects in Kiribati. The Project Steering Commitee, renamed in 2016 as the National Infrastructure Development Steering Committee, was set up to guide several other infrastructure projects aside from this one. Therefore, it can provide only limited support to the ADB project. Achieving the intended impacts of a major project such as ADB's requires regular and proactive direction from senior government representatives through all phases of the project.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
Report Date:
Lesson
The supporting technical assistance was assessed successful but was let down by the lack of institutional ownership, which can often be the case. For ADB’s future projects, it is important to focus more attention on the design and implementation of such assistance by closely following the consultants’ outputs and ensuring that the government is fully aware of their results

Project Number: 43309-013
Project Name: Provincial Roads Improvement Project
Report Date:
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
High staff turnover worsens capacity constraints. In this project, it aggravated lack of capacity to undertake procurement using ADB's Procurement Guidelines and the increased risk of misconduct and delays during implementation. Additional procurement capacity building for executing agency staff during implementation is therefore necessary even if procurement capacity risk is considered minimal at project appraisal.

Project Number: 48226-003
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
High turnover of staff in project implementing and other relevant agencies affects institutional memory. It requires additional time and effort to introduce to new staff while ensuring close involvement and ownership in project implementation.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Timelines for policy changes and major reforms should also be realistic, knowing that building understanding and ownership can take time and the passage of legislation can be a lengthy process. Two municipalities declined to participate in the project because of their objection to the transfer of ownership and management of assets to a state government agency.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Proper handover of project responsibilities and documents will prevent staff turnover from negatively impacting project implementation and documentation. Staff turnover at the executing and implementing agencies caused implementation delays and loss of institutional memory. The executing agency was not able to prepare the project completion report because staff could not recall or find information related to the original project. The unintended consequences would have been prevented by proper handover of documents and responsibilities.

Project Number: 42322-012
Project Name: Food and Nutrition Social Welfare Program and Project
Report Date:
Lesson
Selection of the most suitable modality to support institutional development requires adequate consideration of the various factors intricately linked to it, including the prevailing political dynamics, incentive structures in public administration, and commitment of the relevant development agencies. In the case of this project, frequent changes in the senior management of the Erdenes Mongol jeopardized project ownership and seriously affected implementation.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date:
Lesson
Road transport projects typically involve a variety of risks during implementation. Formulating appropriate project design and risk assessment during the preparatory phase is critical to minimize start-up and implementation delays. This includes a systematic appraisal of the project’s technical scope and engineering design, project cost and contingencies, environmental and social safeguards, and financial and contractual risks.

Project Number: 40423-053
Project Name: Rural Connectivity Investment Program (Tranche 3 and Multitranche Financing Facility)
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
Greater consideration of the capacity of the executing agency with respect to their investment planning, coordination, and implementation functions, as well as post-investment operation and maintenance activities, is crucial for a sector lending. Under the project, these factors were not adequately assessed in the sector analysis. This absence of sector analysis likely contributed to the low quality of project implementation and pertinent government agencies’ performance.

Project Number: 43200-024
Project Name: Bridge Replacement for Improved Rural Access Sector Project
Report Date: