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Lesson
High staff turnover worsens capacity constraints. In this project, it aggravated lack of capacity to undertake procurement using ADB's Procurement Guidelines and the increased risk of misconduct and delays during implementation. Additional procurement capacity building for executing agency staff during implementation is therefore necessary even if procurement capacity risk is considered minimal at project appraisal.

Project Number: 48226-003
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Road maintenance units, backed by adequate skilled personnel and instititutional support for upgraded modernized systems, are required to maximize the benefits from completed road projects. Rural road network maintenance units play a crucial role after the existing 5-year performance based maintenance contract is completed. They will have to prepare and implement state-specific road maintenance programs.

Project Number: 48226-003
Project Name: Second Rural Connectivity Investment Program - Tranche 1
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Lesson
Processing teams need to ensure that the scope and cost estimate of projects are realistic and reflect the actual contexts. Changes in the procurement plan and safeguards document necessitated by the revisions in project scope and costs caused startup delays. The Viet Nam component had a large amount of undisbursed budget because of overestimations in the cost of civil works and land acquisition and resettlement. Advance actions to engage critical consultants early enough should have helped mitigate the delays.

Project Number: 41444-013
Project Name: Second Northern Greater Mekong Subregion Transport Network Improvement Project
Report Date:
Lesson
The periodic maintenance payment rates may be standardized for future use. This project incorporated maintenance payments for the first year, allocated at prefixed rates, and with provision for an annual increase in subsequent years. Comparing the periodic maintenance payments made to the contractors with the actual expenditure incurred by the contractors, there is basis for standardizing periodic maintenance payment rates.

Project Number: 43574-025
Project Name: Uttar Pradesh Major District Roads Improvement Project
Report Date:
Lesson
Strong technical support and advice from ADB provides value addition to infrastructure projects, particularly for countries where institutional capacity is weak. Support includes the conduct of diagnostic work to assess the capacity of the sector and the institution and determine the risks and discuss the needed mitigation plan. The project was approved during the time when reorganization in the sector was underway. Thus, both the government and the ADB could have built on the momentum to fully take on its first multimodal transport investment.

Project Number: 41192-013
Project Name: Regional Logistics Development Project
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Lesson
Continued capacity building is required for Cambodia and the Lao PDR to move to a higher level of technical capacity in handling sanitary and phytosanitary (SPS) concerns. The project has strengthened SPS capacity in Cambodia and the Lao PDR and facilitated product-specific market access agreements with neighboring countries in the Greater Mekong Subregion. It strengthened academic aspects of SPS, which were nonexistent before the project. It enabled knowledge transfer in priority SPS areas from the training and day-to-day coaching provided by project consultants.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
Report Date:
Lesson
Appropriate contract packaging, stakeholder involvement in project preparation, and reliable cost estimates are of particular importance to successful project implementation. This project encountered several weaknesses in design and preparation that made implementation challenging.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
Providing targeted resources to ensure sufficient understanding of ADB procurement and project administration guidelines, particularly among first-time ADB executing and implementing agencies, will help avoid startup delays. Minor implementation startup delays were encountered because of the unfamiliarity of some first-time implementing agencies with ADB procurement, financial management, and disbursement procedures. But after trainings were provided and consultants mobilized, implementation accelerated significantly.

Project Number: 43120-013
Project Name: Trade Facilitation: Improved Sanitary and Phytosanitary (SPS) Handling in Greater Mekong Subregion Trade Project
Report Date:
Lesson
Government’s effective and responsive implementation of the program and use of funds highlighted the importance of being able to adjust allocations as demanded by the crisis. The government successfully utilized its ADB countercyclical loan to support its relief and stimulus program under its two pandemic emergency decrees and funds (FY2020 and FY2021). In particular; the Cabinet responded rapidly to the successive waves of COVID-19; allocating and reallocating budgets to work plans and projects where they were most needed at any one time.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
A well-thought-out project communications plan, backed by local capacity building, is needed for the successful implementation of projects in FSM. Information is often not widely shared in the FSM, and securing support for reforms can be particularly complex in this context. The Chuuk Public Utilities Corporation was able to effectively carry out its communications and outreach activities and secure support for reforms with the help of a well-defined operation, maintenance, and management contract. Project delays affected the momentum of activities in the other three states.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
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Lesson
The ability of all participating utilities to successfully adopt and implement organizational changes to meet the project requirements should be assessed, with specialized external support in utility management provided as necessary.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Drawing from similar past project experiences, as part of due diligence, will help minimize or avoid cost underestimations. The connection costs under this project were underestimated by 250%, resulting in the project installing only 43% of its planned 4,500 household connections. More thorough due diligence should have been carried out during project preparation, with cost estimates validated by experiences under similar past projects.

Project Number: 41504-024
Project Name: Improved Energy Access for Rural Communities
Report Date:
Lesson
Institutional strengthening and capacity development need to continue throughout the project. Capacity constraints continue to affect Maldives’ maritime development and management, including projects financed by development partners. The technical associated linked to this project provided significant recommendations based on in-depth analysis and developed toolkits and guidance for improving harbor management and operation. The related government agencies and Kulhudhuffushi City Council (KCC) should review the recommendations carefully and use the outputs.

Project Number: 36111-013
Project Name: Kulhudhuffushi Harbor Expansion Project
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Lesson
Overestimated project costs lead to unutilized loan amounts and wastage of commitment fees. At appraisal, the investment program was estimated to cost $920.0 million, comprising ADB loans of $730.0 million (79.4%) and government contributions of $190.0 million (20.6%). At completion, the program cost totaled $669.3 million, of which ADB provided $253.8 million (37.9%).

Project Number: 42039-033, 42039-036
Project Name: Power Transmission Investment Program
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Lesson
A detailed market assessment is necessary to come up with reliable cost estimates. The actual costs deviated significantly from the original estimates, aggregating to only $29.35 million or 49% of the $60 million total estimated cost. This was mainly because of the nearly 30% drop in the actual cost of equipment realized through the international competitive bidding process, the reduction in the number of distribution transformers installed, and the reduction in the scope of underground cable installation actually undertaken.

Project Number: 47101-003
Project Name: Assam Power Sector Investment Program - Tranche 2
Report Date: