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Lesson
It is important that consultants are knowledgeable in their fields and have established relationships with the ADB team. team. Well managed working relationships result in satisfactory performance.

Project Number: 54246-001
Project Name: Impact Evaluation of Financial Technology Innovations in Selected Developing Member Countries
Report Date:
Lesson
Continuous monitoring and fluent communication with the consulting team coordinator can ensure on-time delivery, particularly when using teams of individual consultants.

Project Number: 55035-001
Project Name: Research for Demonstration of Carbon Capture, Utilization, and Storage Technologies in Industrial Sectors of Yunnan Province
Report Date:
Lesson
Careful selection of competent experts and close consultant monitoring and coordination is essential to ensure the quality of TA outputs. As the two consultants engaged by this TA needed to work on separate topics to deliver one report, close monitoring and coordination by the ADB team proved critical to the timely attainment of consultant deliverables. Regular meetings were conducted to oversee progress, give guidance, avoid preventive abortive work, and deliver quality outputs.

Project Number: 55319-001
Project Name: Southeast Asia Aviation: COVID-19 Impact and Short-term Strategy
Report Date:
Lesson
Using individual consultants and resource persons provides flexibility in contract implementation. A summary recording of pertinent contract data must be kept updated to support efficient consultant management.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
A centralized and unified real-time web portal expedites the execution of all project processing and decision-making pocedures, and is an invaluable asset to the successful implementation in this day and age. The lack of coordination among various branches across the different zones of India hampered the operations of the tranche 1 project. A beta version of a unified central web portal for the entire investment program that was put in place was not able to minimize the operational hurdles faced by PNB, due to the lack of institutionalization across all branches.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
Flexibility in project design is required to respond to changes in subproject scale and adapt capacity support to the changing needs. This project was implemented across eight provinces, with significant differences in the size and scope of provincial waterworks (PWW) subprojects and local capacities. A flexible design was crucial to its successful implementation.

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
The unit cost of technical and vocational education and training (TVET) is usually higher than that of general school education. Hence, to protect the program’s benefits, TVET output stream must be coordinated closely with the job market preferences of employers.

Project Number: 48101-003
Project Name: Guizhou Vocational Education Development Program
Report Date:
Lesson
As was done in this project, drawing from other ADB experiences and lessons in other developing member countries is a good practice that needs to be encouraged and utilized more proactively. Such practices help strengthen ADB’s value-add and deliver quality programs and projects.

Project Number: 48101-003
Project Name: Guizhou Vocational Education Development Program
Report Date:
Lesson
Regular and consistent monitoring during the preparation of initial environmental examination documents, environmental impact assessments, environmental management plans, remedial action plan, and gender action plan is critical, and should include an audit report during submission to ensure not only compliance with guidelines but also adequacy of consultations with minutes of proceedings. This avoids any critical issues from surfacing that would affect project design and implementation timeline.

Project Number: 42414-043
Project Name: Sustainable Urban Transport Investment Program - Tranche 3
Report Date:
Lesson
Sufficient and careful risk assessment during the project’s appraisal phase is critical to mitigating any implementation risk since any potential change could hamper the project’s envisaged outcome.

Project Number: 42414-023
Project Name: Sustainable Urban Transport Investment Program - Tranche 1
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
The importance of ex-post monitoring as results of policy-based loans are expected to fully materialize after implementation period. In this regard, mechanisms, such as the post-program engagement framework , established as part of program design allows for monitoring of results over the longer term and helps in promoting sustainability of the program.

Project Number: 51252-003, 51252-004, 51252-005
Project Name: Financial Market Development Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
Wide time gaps between the finalization of construction cost estimate, initiation of the bidding process, and awarding of contracts should be avoided as these could lead to time and cost overruns. There were significant time gaps of 4–5 years between the finalization of the DPRs, including cost estimates and the completion of the bidding process. Besides causing startup delays, this also led to higher contract costs in comparison to the engineering estimates.

Project Number: 37143-033
Project Name: North Eastern States Roads Investment Program - Project 2 and Multitranche Financing Facility
Report Date: