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Lesson
Continuous monitoring of training results and job placement is required to ensure the integrity of the training data provided. The online training management system (TMS) was set up to track large-scale training outputs from numerous training providers, which also became a basis of milestone payments. The Skills Development Coordination and Monitoring Unit (SDCMU) carried out several types of monitoring and verification activities. Rigorous monitoring and regular field checks were essential for the payment system based on milestone achievement, especially with respect to job placement.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
Adequate and competent social and environmental safeguards staff need to be onboard throughout a project's life to ensure effective Implementation of safeguard requirements.

Project Number: 35290–013, 35290–043
Project Name: North Eastern Region Capital Cities Development Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Shifting of utilities need to be included in civil works contracts to avoid delays in construction and ensure that all required utilities are shifted. Contracts should also include precautionary measures to prevent contractors from taking advantage of utility shifting issues in their favor.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
Report Date:
Lesson
Contracts approved for extension for valid reasons or due to force majeure should be allowed a price adjustment. Currently, price adjustment is applicable only within the intended completion date. However, some contracts have to be extended beyond their intended completion dates, e.g., during COVID-19. Based on the COVID-experience, it will be sound to consider allowing price adjustments for any contract approved for extension for valid reasons or due to force majeure. Amendments pertaining to this may be made to the standard bidding document.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
Report Date:
Lesson
Administration by a single team of future regional projects will enable better assessment of their regional impacts. The sector division in ADB headquarters delegated the administration of this project to respective resident missions after the midterm review in 2016. Country review missions were conducted separately after the delegation, causing discrepancies in loan financial management, safeguard compliance, and benefits and results monitoring. This led to difficulties in assessing the project's regional impacts.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement Project
Report Date:
Lesson
Establishment of professional project administration divisions and retention of experienced and trained government officials in these units can help mitigate the risk of project delays. Project implementation experienced substantial delays despite the preparation of time-bound action plans, project completion was still delayed by 60 months for Lao PDR and 48 months for Viet Nam. The recurrence of this experience in this project may be better addressed by putting in place professional project administration divisions, staffed by trained and experienced personnel.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement Project
Report Date:
Lesson
Failure to identify and provide the necessary human resources can affect the implementaton of well-prepared projects. This was shown in how the deficit in operation and maintenance specialists and national engineers in the project implementation team and the late recruitment of a gender specialist had caused implementation delays.

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector Project
Report Date:
Lesson
The establishment of one interagency project management unit promoted comprehension and commonality of objectives across agencies, and both facilitated and simplified various financial and administrative processes.

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector Project
Report Date:
Lesson
The establishment and staffing of project management units and inclusion of counterpart funding in government budgets prior to loan approval help prevent delays in loan effectiveness. This was another benefit that resulted from the project's application of earlier lessons on the importance of advance actions.

Project Number: 44328-013
Project Name: Uplands Irrigation and Water Resources Management Sector Project
Report Date:
Lesson
A holistic approach, which can lead to overambitious scope and targets, needs to be carefully weighed during the project design stage. This program and its numerous outputs adopted a holistic approach, which might now seem overly ambitious, particularly for the first urban transport undertaking in Ulaanbaatar. A phased approach could have been considered to focus resources on clearly identified priorities and to develop capacity.

Project Number: 39256-024
Project Name: Urban Transport Development Investment Program Imultitranche Financing Facility and Tranche 1)
Report Date:
Lesson
Foreseeable delays in procurement and disbursements may be overcome by (i) including project readiness measures such as advance actions; and (ii) ensuring dedicated, full-time) and qualified staff with relevant experience for key project management positions. Amounting to 1.5 years in this project, these delays were attributable to the complexity of procedures in Viet Nam, the COVID-19 pandemic, and the large number of project facilities involved.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Timely planning of project extensions and a more realistic extension period will improve loan utilization. Undisbursed amounts under this project resulted largely from new government policies as well as contextual and operational factors. Various activities were canceled because of government restrictions on the use of loan proceeds for soft components (e.g., training, workshops, etc). Non-disbursements were also associated with other policy modifications, such as restrictions on the recruitment of international consultants. But contextual and operational factors also played a role.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Deficiencies in structure and lack of authority can hamper the work of the PMU and create implementation difficulties. Although the PMU was established to coordinate the work of various departments of the executing agency, the PMU structure could have been more effective. The PMU’s role was limited to liaising with ADB and coordinating the inputs of the executing agency’s planning, design, procurement, and construction departments.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Lack of capacity and experience in executing/implementing agencies as well as lack of reference projects can negatively impact project implementation. This project encountered delays because the executing agency and project management unit (PMU) lacked capacity and prior experience with international financial institution–financed procurement and management of large projects. Moreover, there were no reference projects with similar legal and regional setups to provide lessons and guidance to the executing agency and PMU.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Basic governance and project management capacity are needed for the success of institutional development projects. This first loan to a state-owned enterprise in Mongolia has demonstrated several lessons. First, having a stable and consistent governance in place within the executing agency is critical prior to pursuing reforms. Second, clarity in the legal status of the implementing agency and the applicable rules and regulations would help mitigate political risks.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date: