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CSV
Lesson
Bank supervision of project implementation is more critical at the start when implementation arrangements are made operational than when implementation is progressing on schedule. More staff time should be allocated to review missions for projects at widely scattered locations.

Project Number: 22045-013
Project Name: Six Universities Development and Rehabilitation in Indonesia
Report Date:
Lesson
Poor design of and quality of completed civil works are linked with inadequate and unqualified supervision at the local project level. To eliminate these potential problems, the main implementing agency for a project should have overall responsibility for the engagement and monitoring of implementation of the services.

Project Number: 22045-013
Project Name: Six Universities Development and Rehabilitation in Indonesia
Report Date:
Lesson
All formalities, including approval of government project documents, should be completed before the loan agreement is concluded, thus avoiding potential delays between loan effectiveness and project start-up. This should specifically include project management staffing, appointment of implementation consultants, allocation of counterpart staff, and advance preparation of procurement packages.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
The incorporation of a bonus payment for early completion in civil works contracts improved the responsiveness of the contractors in correcting deficiencies in works undertaken.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Care is needed in undertaking cost-cutting measures to ensure that these do not compromise the long-term sustainability of a project by increasing the requirement for operation and maintenance.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Institutional frameworks and agreements related to project operation and maintence (O&M), in particular cost recovery from project beneficiaries, must be implemented effectively. In particular, where responsibility for O&M is to be shared between a number of stakeholders (e.g., provincial and local governments, beneficiaries), all parties should be actively involved in project design from the outset.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
The most effective approach to compliance is to specifically address environmental and social safeguard issues (including beneficiary consultations) at the earliest stage of the project cycle.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Lost opportunities for gender mainstreaming at the beginning of the project were partly due to the lack of established mechanisms and clear guidelines on gender mainstreaming on the part of ADB before 2008. However, because of the inspection request that extended the Project, adjustments were made, producing gender equality results with the guidance of up-to-date manuals on gender and increased support to hire gender specialists.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
ADB needs to pay more attention to capacity assessment during inception. The executing agencies had insufficient capacity to carry out procurement, bid evaluation and other processes, resulting in significant delays. This capacity deficit within the executing agencies was not identified during inception. [Main text, paras. 39,45,62]

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date:
Lesson
Caution is in order in concurring with major changes in project scope. The scope for Part C of the project changed from initiating preparatory work for launching a training and management institute at the Rural Electrification Board - to physically constructing the institute. Its implementation though has suffered from price escalation, scarcity of construction materials, and internal disputes among partners in the contractor's consortium.

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date:
Lesson
A strong sector development program (policy and investment) entails a design that properly links and demarcates expected impacts, outcomes, and outputs. The Power Sector Development Program (PSDP) failed to coherently set out the objectives between its policy and investment components. Consequently, the lack of clarity between the two components in the PSDP framework contributed to the sector program's underperformance and poor design made it difficult to evaluate.

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
Advance procurement actions and decisiveness on the end of the Ceylon Electricity Board and ADB could have prevented procurement delays. The project completion report noted that the project was extended by 24 months to accommodate delays in procurement. [Main text, paras. 20, 71]

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
The program was overly ambitious in its scope and in its implementation structure. Only after modification of the scope and implementation arrangements was progress made. This could have been avoided, had a proper risk assessment and risk mitigation plan been prepared, based on the lessons learned from the previous program. Although the Pasig River Development Plan provided a good framework for the implementation of environmental improvement projects, more and longer-term assistance is required to establish the institutional setting for its effective implementation.

Project Number: 30308-013
Project Name: Pasig River Environmental Management and Rehabilitation Sector Development Program
Report Date:
Lesson
The program required the cooperation of a large number of government agencies, while responsibility for implementation was given to the newly established Pasig River Rehabilitation Commission, without a well-established mandate or political influence. Without high-level political support, coordination became difficult and program outcomes were not achieved. When the responsibility for project implementation was delegated to sector agencies, it became more effective.

Project Number: 30308-013
Project Name: Pasig River Environmental Management and Rehabilitation Sector Development Program
Report Date:
Lesson
The program assumed that by implementing the policy framework the government would have the tools and capacity to implement the full Pasig River Development Plan (PRDP), leading to the overall objective of improving the Pasig River water quality to class C level by 2014. However, the outputs of the policy loan covered only part of the implementation activities of the PRDP, and therefore it should have been clear from the start that the overall objective was not attainable.

Project Number: 30308-013
Project Name: Pasig River Environmental Management and Rehabilitation Sector Development Program
Report Date:
CSV