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Lesson
Timely communication, extensive consultations, and close collaboration between ADB and other development partners with shared interests can create synergy to harmonize project interventions and maximize the development benefits for the target beneficiaries. An example in this case is the ITS equipment procured and installed under output 4, and the outputs from a World Bank-financed project on ITS in Xi'an, which collectively established a traffic signal monitoring and management system in the city

Project Number: 43032-013
Project Name: Xi'an Urban Road Network Improvement Project
Report Date:
Lesson
Unforeseen events outside the control of the executing agency, such as amendments to laws and regulations and changes in decisions, require additional effort, time, and resources—and accordingly, flexibility in the project. This is especially relevant in the context of a country such as Mongolia, which is still transitioning to a market-based economy and rapidly developing, and therefore, frequently introduces new changes to the existing legislation.

Project Number: 41243-012
Project Name: Fourth Health Sector Development Project
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Lesson
It is important to properly phase implementation schedules to allow for deeper analysis of output and outcome progress and rectify indicators. All four outcome indicators were not achieved but progress was recorded against outcome indicators related to increases in private investment, internationally certified Tajik firms, and regulatory quality; and in the case of women entrepreneurs was particularly good if measured by electronic tax declarations. This suggests that targets were initially overambitious and/or that outcome indicators should be considered over a longer period.

Project Number: 47099-002, 47099-004
Project Name: Investment Climate Reforms Program - Subprograms 1 and 2)
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Lesson
ADB should help the executing agency strengthen its capacity in procurement planning, bid evaluation, and contract award in accordance with ADB’s procurement guideline. Because of the disagreement between the executing agency and ADB regarding bid evaluation results, the procurement of civil works for Project 2 was significantly delayed. The divergent views centered on particular restriction provisions, including abnormally low bids, collusions, and conflicts of interest.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
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Lesson
Well-developed monitoring framework with logically defined target indicators can assist the project in measuring its achievements and results objectively. Under the project, an indicator about the share of e-trikes in the operation of 3-wheelers or the number of local government units adopting electric mobility options for public transport would have been more appropriate outcome indicators. Furthermore, the e-trikes’ operating costs and drivers’ income could have been included to assess the financial suitability of the new technology.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
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Lesson
Equipment to be provided by projects should be properly allocated and based on recipient needs. The distribution of equipment in some cases was not adequate for local disaster risks. For example, blowers were provided to all aimags including Govi-Altai where the risk of steppe and forest fires is low. In contrast, because of the high risk of forest fires in the area, Khuvsgul would have been provided more equipment such as blowers and forest fire extinguisher.

Project Number: 48236-001
Project Name: Strengthening Community Resilience to Dzud and Forest and Steppe Fires Project 
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Lesson
A more in-depth assessment of the executing agency’s capacity during appraisal could have avoided delays and revisions in scope. In this case, the Meghalaya State Skill Development Society (MSSDS) was a new entity, with little prior experience in undertaking large-scale skills development activities. The MSSDS, along with the state Department of Education, comprised the two original project implementation units.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Upfront capacity development support before sanctioning project finance will help expedite project implementation. At appraisal, weak capacity of the executing agency was identified as among the key risks to the project. Capacity development support was provided through an attached technical assistance, which was also instrumental in putting the project on track after a significant startup delay. On hindsight, the delays may have been minimized if capacity development support was provided prior to loan approval.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
ADB’s support in capacity building, resolving issues, and monitoring performance is crucial especially if the executing agency (EA) will be implementing an ADB project for the first time. Despite being the first ADB-financed project that they implemented, the Bihar State Power Holding Company Limited and the Bihar State Power Transmission Company Limited were able to successfully complete the project’s procurement requirements and deliver all its components in accordance with ADB guidelines and procedures.

Project Number: 41626-013
Project Name: Bihar Power System Improvement Project
Report Date:
Lesson
Well-developed, in-house expertise in appraising infrastructure subprojects, business development, risk management, and monitoring supported by good governance contributes significantly to effective implementation of an infrastructure financing facility. Over the years, IDCOL demonstrated this type of institutional capacity especially in power subprojects.

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
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Lesson
At the sector level, a conducive policy, legal, and institutional environment for PPP facilitates could enhance PSP in infrastructure services. PSP is facilitated when there are (i) a suitable policy and strategy for PPP, (ii) an established and professionally managed PPP Office that facilitates PPP processes, and

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
Report Date:
Lesson
Targeted and medium- to long-term assistance in key sectors is particularly critical for Georgia to sustainably recover from COVID-19 impacts. There is opportunity in crisis that, if taken advantage of expeditiously, can lead to significant beneficial measures. In the case of Georgia, the depth of the crisis that led ADB and other development partners (DPs) to offer a large rescue package illustrates what can be achieved under crisis situations.

Project Number: 54191-001
Project Name: COVID-19 Active Response and Expenditure Support Program
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Lesson
The CPRO was a highly effective pandemic response and reform program, which ADB can build upon to help accelerate the structural reform process it has been supporting in Georgia. The CPRO provided Georgia with a useful and effective tool in addressing the COVID-19 pandemic. It was prepared with unprecedented speed and supported the priorities identified by the government in its COVID-19 response program.

Project Number: 54191-001
Project Name: COVID-19 Active Response and Expenditure Support Program
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Lesson
It is critical for executing agencies to enhance their procurement capacity to ensure that all consulting services needed by a project are in place at the earliest possible time. The recruitment of a consulting firm for engineering design and drawing under this project spanned 15 months despite advance action. This significantly delayed project implementation, highlighting the need for MECCS to strengthen its procurement capacity and ensure the timely recruitment of consultants for its projects.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
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Lesson
More careful assessment of results of institutional capacity reviews during project processing could avoid major revision of project components dealing with institutional capacity.

Project Number: 41076-044
Project Name: Road Improvement and Institutional Development Project
Report Date: