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Displaying 16 - 30 of 83

Lesson
Current TA rating methodologies, which require reaching certain budget expenditure levels, can disincentivize appropriate cost management and encourage prioritizing budget use over project objectives.

Project Number: 55035-001
Project Name: Research for Demonstration of Carbon Capture, Utilization, and Storage Technologies in Industrial Sectors of Yunnan Province
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Lesson
Frequent changes of key counterparts can slow down complex studies that require access to confidential information and fluent communication.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
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Lesson
Customizing the terms of reference of auditors to project requirements and ensuring that they are properly oriented on these requirements are critical to promoting project compliance with ADB financial management procedures. There were gaps in complying with the financial management conditions of the loan agreement, including the need to timely submit audit reports and auditor’s management letters and opinions.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
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Lesson
Early identification of the need to cancel subprojects and faster decision-making on project scope changes could shorten the extension of project implementation periods. This project's completion date was extended twice for a cumulative period of 3 years from the original completion of 31 December 2018. The first extension was until 31 December 2020 for the utilization of loan savings across different subprojects, necessitating a minor change in project scope that could have been shortened had the request for the scope change been made earlier.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
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Lesson
Opportunities for advance procurement remain limited in Cambodia because financing is unavailable for detailed engineering designs in advance of loans. This limits the preparatory actions that could be undertaken to improve project readiness. Solutions such as a project design facility are being considered and may be possible from 2024 onwards.

Project Number: 41403-013
Project Name: Urban Water Supply Project
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Lesson
The transition of PWWs into independent corporate entities requires adequate preparation to ensure they have the capacity, technical and financial management skills, and resources for viability and sustainability. To support this transition, the PMU adopted a phased and practical approach, implementing vital actions with training and technical support. The PWWs developed business planning and financial reporting systems and adopted supervisory control and data acquisition systems. The PMU has identified the first PWWs that are considered ready for the next step as a corporate entity.

Project Number: 41403-013
Project Name: Urban Water Supply Project
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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
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Lesson
Fiscal reform, pensions, and capital markets reforms are inextricably linked, because of the role each plays in economic development. Subprogram 2 supported the development and approval of the Capital Market Development Strategy, 2022–2028 by government decree, which includes a commitment to develop a green bond framework. This provides a strong basis from which to develop a broader integrated program to support not just fiscal resilience but also further capital market reforms in conjunction with the Finance Sector Office.

Project Number: 54271-001, 54271-002
Project Name: Fiscal Resilience and Social Protection Support Program (Subprograms 1 and 2)
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Lesson
Timely and appropriate changes in scope and reallocation of loan and grant proceeds responding to actual project needs emerging from implementation can help utilize available loan and grant resources in a more targeted and efficient manner to facilitate more activities and deliver more outputs. For example, responding to the government’s request relating to E35 contributed directly to developing an efficient and safer transport corridor between Islamabad, Faisalabad, and Multan for more connectivity between the various parts of the country.

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
In a federal–provincial type of country having multiple government structures, sectoral functions, and finances are intricately interwoven. Factoring such institutional arrangements fully while designing projects is critical and requires extra effort to ensure an effective coordination and coherence.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
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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
Providing EAs proactive guidance and close support in financial management from project start to finish will ensure timely and quality compliance. HPPTCL, executing its first ADB loan, faced initial challenges in meeting financial management-related requirements. However, these challenges were overcome as the project progressed, resulting in improved compliance.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
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Lesson
A holistic approach, including an exit strategy, helps improve the design of long-term support for the power sector. Therefore, the supervision of the investment program needs to closely track the capital works being implemented by the executing agencies using their own funds, and the assistance provided by other agencies, including complementary programs initiated by the government. Any gaps should be then filled by utilizing loan savings. ADB started supporting the Madhya Pradesh power sector over 20 years ago and the approved loans add up to $1,720 million.

Project Number: 43467-014, 43467-016
Project Name: Madhya Pradesh Energy Efficiency Improvement Investment Program (Tranche 2 and Multitranche Financing Facility)
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Lesson
Discussion on investments in the Madhya Pradesh power sector can complement other programs of the Government of India and Government of Madhya Pradesh. Even after providing over $1.5 billion, it is unclear if the Madhya Pradesh Power Transmission Company Limited and the discoms would be able to meet future demand growth without ADB support.

Project Number: 47100-004
Project Name: Madhya Pradesh Power Transmission and Distribution System Improvement Project
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Lesson
Identifying measures implemented by distribution companies (discoms) to eliminate commercial losses is a key sustainability issue. Data indicates that Discom-W is successful so key success factors can be transferred to the other discoms.

Project Number: 47100-004
Project Name: Madhya Pradesh Power Transmission and Distribution System Improvement Project
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