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Lesson
Mobilizing local project management expertise can be beneficial. The modification of the project management consulting contract to increase the inputs of national staff proved beneficial. Local and national staff who work closely with experienced international consultants as part of a team of a competitively selected consulting firm have the opportunity to acquire skills and hone them. This is good and in line with ADB's capacity development objectives in developing member countries.

Project Number: 42401-014
Project Name: Power Distribution Enhancement Investment Program (Multitranche Financing Facility)
Report Date:
Lesson
The results-based lending (RBL) modality provides flexibility to adjust targets adversely affected by unforessen adverse events such as COVID-19. During 2020–2022, the COVID-19 pandemic affected the demand for electricity, lowering the State Electricity Company's (PLN) revenues and creating uncertainty in its investment plans. Sourcing equity financing and implementing ongoing projects within PLN became difficult under such conditions and adjustments were needed in scope and time targets of ongoing works.

Project Number: 50016-001
Project Name: Sustainable Energy Access in Eastern Indonesia—Electricity Grid Development Program
Report Date:
Lesson
Adequate safeguard reporting arrangements with frequency and report templates included in the construction contracts and technical guidance on the implementation of safeguard actions can strengthen project compliance to ADB safeguard requirements. The introduction of program actions through the RBL programs has improved PLN staff's awareness and capacity concerning ADB safeguard requirements. The grievance redress mechanism was found to be an area for further improvement during the evaluation of the previous RBL in Sumatra.

Project Number: 50016-001
Project Name: Sustainable Energy Access in Eastern Indonesia—Electricity Grid Development Program
Report Date:
Lesson
Piloting is important to establish the viability and sustainability of novel methologies and approaches. The implementation of pilot schemes for innovative and participatory waste reuse and recycling approaches helped assess the viability and sustainability of the proposed solutions before suggesting these approaches for rollout on a larger scale. The outcomes of the schemes have demonstrated that recyclable waste can be processed community groups and small businesses and put into economic circulation, which leads to th3 generation of new jobs and income.

Project Number: 52303-001
Project Name: Managing Solid Waste in Secondary Cities
Report Date:
Lesson
Use of existing project management units (PMUs) in the executing agency enables timely start and implementation. The project largely benefited from the use of the executing agency's existing PMU, which was actively involved in grant processing and in facilitating grant approval and ratification by the central and provincial governments. The PMU professionally handled the advance contracting action for the selection of a detailed engineering and design consultant, which was mobilized within 1.5 months of grant effectiveness.

Project Number: 52303-001
Project Name: Managing Solid Waste in Secondary Cities
Report Date:
Lesson
Shifts in the types of projects can affect the financing products that may be supported under the clean energy financing (CEFP) platform. At project design, the CEFP was planned to provide three types of financing products: entrusted loans, guarantee funds, and lease financing facilities. During implementation, only entrusted loans were utilized. The other two financing products were not used because of shifts in the types of projects which did not require guarantees and lease financing.

Project Number: 48452-004
Project Name: Shaanxi Accelerated Energy Efficiency and Environment Improvement Financing Project
Report Date:
Lesson
The use of IT has become part and parcel of fiscal decentralization efforts. Before the program, most agencies were hesitant to invest in IT infrastructure and resorted to grants from development partners. The program encouraged the government to appreciate the importance of sustaining the systems from the local governments' own budgets, greatly reducing the risk that the systems would not be sustained.

Project Number: 52173-001, 52173-003
Project Name: Local Governance Reform Program
Report Date:
Lesson
there is a growing need to identify more efficient and sustainable mechanisms for local capacity development. Face-to-face training is costly. The government must find out how existing technologies can be utilized to provide such training and to make the required investment in IT infrastructure.

Project Number: 52173-001, 52173-003
Project Name: Local Governance Reform Program
Report Date:
Lesson
As they can lead to time and cost overruns, wide time gaps between the finalization of the estimate, initiation of the bidding process, and awarding of contracts should be avoided. Significant time gaps of 4–5 years between the finalization of the detailed project reports, including cost estimates and the completion of the bidding process were incurred in this project. This led to higher contract costs in comparison to the engineering estimates.

Project Number: 37143-023
Project Name: North Eastern State Roads Investment Program - Tranche 1
Report Date:
Lesson
The mobilization of students has been a major factor that contributed to effective capacity utilization and to the success of the program. Mobilization is usually hindered by (i) the perception that skills training is inferior to general upper secondary and tertiary education, and (ii) the view that skills development is a pathway for the academically less-performing students. SImilarly, there is a huge need for training of trainers, and qualified trainers must be recruited to ensure the quality of training and to maintain the supply of competent technical trainers.

Project Number: 47334-002
Project Name: Supporting Kerala's Additional Skill Acquisition Program in Post-Basic Education
Report Date:
Lesson
Difference in the number of affected assets identified at appraisal and the actual count during implementation can lead to delays in safeguards implementation, which can be worsened by the executing agency's lack of capacity and reliance on short-term, limited consulting inputs. There was a 24% increase in the number of affected structures and households during implementation compared to the estimate at appraisal.

Project Number: 38350-013
Project Name: South Asia Subregional Economic Cooperation Road Connectivity Project
Report Date:
Lesson
Private sector participation in skills development is still limited at each stage of the skills development value chain. The limited enterprise support in such trainings may be caused by the lack of recognition and understanding of mutual benefits that could be derived by training institutes and enterprises.

Project Number: 47334-002
Project Name: Supporting Kerala's Additional Skill Acquisition Program in Post-Basic Education
Report Date:
Lesson
ADB and the executing agency should agree on all terms related to the payment of vulnerable allowances to affected people during project appraisal. Vulnerable allowances under this project could not be paid on time due to the absence of recognition of ADB's resettlement plan provisions in country practice.

Project Number: 38350-013
Project Name: South Asia Subregional Economic Cooperation Road Connectivity Project
Report Date:
Lesson
Institutional and technical capacities to effectively implement PFM reforms remain weak, and absorptive capacities remain low. This can often be further compounded by frequent changes in leadership and staffing, which can cause further delays. ADB's continued engagement with the Ministry of Finance must be at all levels of the administration (management and operational levels) to strengthen the institutional and organizational capacity and reduce the impact of staff turnover on reform impact.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Lack of ownership of design by the executing agency can lead to implementation delays. The project was the first ADB supported project where the design and construction supervision contracts were split. Reviewing and deciding on design changes was delayed because of a lack of ownership over design by the construction supervision consultant's and the Department of Roads lack of timely decisions.

Project Number: 38350-013
Project Name: South Asia Subregional Economic Cooperation Road Connectivity Project
Report Date: