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Lesson
Focusing on downstream engagement in select areas through sector development programs and project investments could help unlock structural bottlenecks in service delivery at the local level. This would require follow-on collaboration with various sector teams, such as in agriculture, trade, information technology, health, education, energy, urban, and climate solutions. In other words, building on policies, laws, and institutional capacity to improve service delivery and overall client experience.

Project Number: 52225-001, 52225-002, 52225-003, 52225-004
Project Name: Promoting Economic Diversification Program (Subprograms 1, 2 and 3)
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Lesson
Extensive upstreamCapacity development is required to address municipalities and contractors’ limited capacities and understanding of complex design, build, and operate (DBO) contracts. Those limitations delayed the procurement and implementation of the wastewater treatment plant (WWTP) contract under this project.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
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Lesson
Organizational interventions support and reinforce capacity building for institutional knowledge retention. For instance, organizational intervention, such as handover procedures and an operations manual developed as part of the DBO contract, combined with operation and maintenance staff training to ensure knowledge retention and sustained institutional strengthening in maintaining the operational standards for potable water supply prescribed by the Bhutan Drinking Water Quality Standard, 2016.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
A flexible approach to respond to evolving priorities is important in maintaining the relevance of a policy-based loan (PBL) program. At the beginning of this program, further development in the oil and gas sector was a priority. However, during the 8-year program period, the government’s priority shifted to energy transition. Some of the policy actions in subprogram 3 were revised accordingly, in consultation with cofinancing partners, to reflect this development.

Project Number: 49043-001, 49043-002, 49043-003
Project Name: Sustainable and Inclusive Energy Program 
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Lesson
Inadequate staffing levels and frequent staff turnovers make training efforts less effective and sustainable. Under their existing structures, all the key project agencies faced challenges due to the perennial shortage of key personnel, made worse by high staff turnover. Therefore, it has been essential for ADB to continually review staff skills and capabilities and corporate structures, and implement measures to fill capacity gaps.

Project Number: 43072-013
Project Name: South Tarawa Sanitation Improvement Sector Project
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Lesson
The provision of technical assistance to support the project preparatory stage and capacity of the executing and implementing agencies enhances the quality of project administration. For example, building the capacity skill set of agencies on financial and procurement management prior to the onset of a project would benefit the timely execution of procurement activities and civil works. This helps in reducing any potential risk that could arise because of delayed start-up and/or implementation.

Project Number: 44240-014
Project Name: Thimphu Road Improvement Project
Report Date:
Lesson
Completion of project activities relied heavily on consultant inputs without coordination with specific departments in the executing and implementing agencies to enable capacity building and integration. Implementation arrangements during project design could have identified departments whose purpose aligned with the project initiatives to ensure sustainability upon project completion

Project Number: 45010-002
Project Name: Skills for Employment Project
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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
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Lesson
Capacity building in TVET needs to go hand-in-hand with industry progress as employment of TVET students is directly influenced by industry trends and capacity. Complementary elements, such as the purchase of equipment and training of instructors on the equipment, should be arranged more successively to allow the implementation of subsequent phases to proceed more seamlessly. Greater focus is needed in engaging the private sector to better understand the trends in hiring and updating of curricula and learning materials.

Project Number: 42278-024
Project Name: Second Strengthening Technical and Vocational Education and Training Project
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Lesson
Short-term training courses have many advantages that make them more preferable than longer bachelor- and masters-level courses. The project colleges' management, teachers, and trainers expressed their preference for short-term training courses over the longer bachelor- and masters-level courses the project provided. This reflects their desire to receive specific subject training that can be achieved in more focused and shorter courses.

Project Number: 42278-024
Project Name: Second Strengthening Technical and Vocational Education and Training Project
Report Date:
Lesson
It is critically important to conduct capacity assessments and provide comprehensive orientation sessions for implementing agencies( (IAs) at the outset of projects. This is particularly true for new IAs largely unfamiliar with donor policies and guidelines, which in this project, created challenges in aligning activities with established guidelines that in turn led to delays and issues with discrepancies in execution.

Project Number: 46416-002
Project Name: Power Transmission Rehabilitation Project
Report Date:
Lesson
Efforts to train EAS and IAs in ADB procurement procedures will do little in developing institutional procurement capacity with the persistence of staff turnover in these agencies. In this project, frequent turnover of key staff members prevented the training from reaching all those responsible for developing requests for proposals, formulating evaluation criteria, and reviewing bids against the criteria. Consequently, procurement capacity remained low.

Project Number: 47009-002
Project Name: Guangxi Baise Vocational Education Development Project
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Lesson
There is a need to provide employability training and support to enhance the employment prospects of women even in non-skilled jobs. During project implementation, many employment positions were created, primarily benefiting ethnic minorities, including minority women. These positions mainly involved infrastructure work with lower technical skill requirements and cleaning work. While these opportunities were valuable, experience from the project highlighted the need for employability training and support to these groups.

Project Number: 47009-002
Project Name: Guangxi Baise Vocational Education Development Project
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Lesson
changes in the pavement composition to address climate change and overloading, constructability

Project Number: 46040-003
Project Name: Yunnan Pu'er Regional Integrated Road Network Development Project
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Lesson
Shadowing arrangements or overseas placement have the potential of further bolstering staff capacity in state-owned energy utilities of Uzbekistan. Previous experience in Uzbekistan’s power sector confirmed that state-owned incumbents have the capacity to undertake major projects. Nonetheless, staff could benefit from ADB-sponsored training and workshops in procurement, safeguards, and commercial management, potentially through a shadowing arrangement or overseas placement.

Project Number: 54269-001
Project Name: Power Sector Reform Program (Subprogram 1)
Report Date: