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Lesson
To benefit from procurement advance action, the process should begin as early as eight months before loan effectiveness.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
The availability of additional resources for the preparation of one or two procurement-ready civil works subprojects before loan effectiveness could support a smooth project startup.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Detailed market analysis through strategic procurement planning and accurate cost estimates could prevent unexpectedly low bids, leading to significant project savings. Under this project, it is noted that low bids did not negatively affect the quality of construction.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
Report Date:
Lesson
Early identification of the need to cancel subprojects and faster decision-making on project scope changes could shorten the extension of project implementation periods. This project's completion date was extended twice for a cumulative period of 3 years from the original completion of 31 December 2018. The first extension was until 31 December 2020 for the utilization of loan savings across different subprojects, necessitating a minor change in project scope that could have been shortened had the request for the scope change been made earlier.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
Report Date:
Lesson
The transition of PWWs into independent corporate entities requires adequate preparation to ensure they have the capacity, technical and financial management skills, and resources for viability and sustainability. To support this transition, the PMU adopted a phased and practical approach, implementing vital actions with training and technical support. The PWWs developed business planning and financial reporting systems and adopted supervisory control and data acquisition systems. The PMU has identified the first PWWs that are considered ready for the next step as a corporate entity.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Timely processing of changes in scope, implementation, and disbursement arrangements strengthen implementation and enhance project relevance.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Establishing well-staffed and operational project management units (PMUs) and project implementation units (PIUs) as early as possible is essential for effective implementation. Timely recruitment and mobilization of project implementation consultants will also ensure that technical resources are in place to support the PMUs and PIUs. Delays in consultant recruitment and high turnover in specialized areas need to immediately addresses as these could adversely impact project activities.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Opportunities for advance procurement remain limited in Cambodia because financing is unavailable for detailed engineering designs in advance of loans. This limits the preparatory actions that could be undertaken to improve project readiness. Solutions such as a project design facility are being considered and may be possible from 2024 onwards.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Consulting services for design, monitoring, supervision, and overall project management are important for timely procurement and implementation, and particularly for the complex DBO contracting modality, considering that government agencies in Bhutan are increasingly familiar with and prefer DBO

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Fiscal reform, pensions, and capital markets reforms are inextricably linked, because of the role each plays in economic development. Subprogram 2 supported the development and approval of the Capital Market Development Strategy, 2022–2028 by government decree, which includes a commitment to develop a green bond framework. This provides a strong basis from which to develop a broader integrated program to support not just fiscal resilience but also further capital market reforms in conjunction with the Finance Sector Office.

Project Number: 54271-001, 54271-002
Project Name: Fiscal Resilience and Social Protection Support Program (Subprograms 1 and 2)
Report Date:
Lesson
Performing an adequate level of due diligence and risk assessments at the early stage of project preparation increases the quality of project design and readiness. For example, preparatory work for procurement planning and administration of abnormally low bids (e.g., prequalification of bidders) supports and better streamlines the procurement process and avoids substantial changes in a project design and scope.

Project Number: 44483-023, 44483-024, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
The absence of a financial cost-benefit evaluation for the toll revenue-generating motorway is a methodological weakness. The project completion report (PCR) did not explain why it did not conduct a financial cost-benefit evaluation for the toll revenue-generating motorway. This validation notes that the RRP too did not conduct such evaluation.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M–4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional Financing
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Lesson
In a federal–provincial type of country having multiple government structures, sectoral functions, and finances are intricately interwoven. Factoring such institutional arrangements fully while designing projects is critical and requires extra effort to ensure an effective coordination and coherence.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Resource constraints can impede the participation of smaller firms in ADB procurement as well as hinderCapacity development of counterpart agencies. Smaller firms struggled to respond appropriately in some bidding processes, which resulted in their being considered ineligible to participate. The project implementation unit experienced resource constraints, which hindered sustainedCapacity development throughout the project and the participation of outer islands officials in the training activities.

Project Number: 46351-002
Project Name: Climate Resilience Sector Project
Report Date:
Lesson
Stakeholder involvement in project design and advance preparation of the consultant terms of reference and procurement packages strengthen the effectiveness and efficiency potential of projects. Close involvement by the executing agency and project colleges allowed for an in-depth discussion of outcome and output indicators, as well as of the cost estimates reflecting the local context and implementation capacity of the executing agency and project colleges.

Project Number: 42278-024
Project Name: Second Strengthening Technical and Vocational Education and Training Project
Report Date: