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CSV
Lesson
Complex projects are better designed and implemented if there is a clear government sector plan that is fully supported both at the national and provincial levels. This was demonstrated by the country’s railway development plan and its financial allocations. The national government successfully reached out to private banks for cofinancing, and the provincial governments had a strong buy-in through their smooth implementation of land acquisition and resettlement plan.

Project Number: 35354-013
Project Name: Lanzhou–Chongqing
Railway Development Project
Report Date:
Lesson
Considering the construction costs and number of subprojects as tentative when there are significant technical unknowns that cannot be determined during the design stage will help mitigate the risks and facilitate the implementation of sector loan projects. Under this project’s preparatory technical assistance (TA), cost estimates were prepared under conditions of significant technical information gaps for all potential bridge sites.

Project Number: 43200-024
Project Name: Bridge Replacement for Improved Rural Access Sector Project
Report Date:
Lesson
Developing and implementing an asset maintenance plan, which remains important to break the wasteful build–neglect–rebuild cycle in the road transport sector of Papua New Guinea (PNG), is a pending business needing consistent follow up from development partners like ADB. Limited annual recurrent funding for operation and maintenance (O&M) was an underlying cause for developing this bridge replacement project along with capacity development for an asset management system.

Project Number: 43200-024
Project Name: Bridge Replacement for Improved Rural Access Sector Project
Report Date:
Lesson
A better understanding of the institutional capacity and security risks in fragile and conflict-affected countries is essential to ensure project preparedness. Major changes in scope and implementation delays, including possible cancellations, are expected. Project processing can take more time as a result of unanticipated security concerns in post-conflict situations, frequent changes of government counterparts, and a lack of response from executing agencies. Building capacities and strengthening institutions is essential.

Project Number: 42094-032
Project Name: Energy Sector Development Investment Program—Tranche 2
Report Date:
Lesson
Capacity development efforts for urban local bodies/governments need to consider the promotion of operational efficiency (i.e., operating ratio and nonrevenue water), and capacity to collect revenues in relation to existing service-level provision.

Project Number: 40031-033
Project Name: Rajasthan Urban Sector Development Investment Program - Tranche 2
Report Date:
Lesson
Having an infrastructure financing strategy at the local government level will contribute to self-sustainable service provision when project-created infrastructure assets are transferred.

Project Number: 40031-033
Project Name: Rajasthan Urban Sector Development Investment Program - Tranche 2
Report Date:
Lesson
Provide mechanisms to ensure connections to the sewerage network in areas where the network is expanded is important and will help guarantee the utilization of the infrastructure, the generation of revenues to contribute to financial sustainability, and the realization of project’s economic benefits.

Project Number: 40031-033
Project Name: Rajasthan Urban Sector Development Investment Program (Tranche 2)
Report Date:
Lesson
A road map approach, which integrates intensive support for all the three triage groupings (liquidated, privatized, and retained and improved), agreed or urged in the 2013 IMF Extended Fund Facility and reiterated in 2019, and provides a much more targeted and politically sensitive communication strategy can help Pakistan gain headway in reforming its PSEs.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Incremental PSE governance reforms in Pakistan can be helpful, if layered on many others over a long period of time.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Supporting the most urgent and critical measures in reforming Pakistan's public sector enterprises (PSEs), agreed with government, may yield deeper results.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Sector road map recognized by both the country and ADB as an important element to support country and regional economic development can strategically enhance coordination among development partners.

Project Number: 39176-023
Project Name: Road Network Development Program (Project 1)
Report Date:
Lesson
Having a subsector analysis of passenger and freight markets (roads versus railway) can provide a more realistic estimates and traffic volume taking into consideration various infrastructure investment modes available.

Project Number: 32234-023, 32234-043, 32234-063
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
A thorough and in-depth analysis of Bangladesh Railways' constraints and challenges to become a corporate entity is crucial before assessing the program reforms as unmanageable and unrealistic.

Project Number: 32234-023, 32234-043, 32234-063
Project Name: Railway Sector Investment Program (Tranches 1, 2, and 4)
Report Date:
Lesson
Effectively engaging key government agencies can provide the much-needed oversight to facilitate the resolution of design and implementation issues.

Project Number: 42408-023
Project Name: Water Supply and Sanitation Investment Program – Tranche 1
Report Date:
Lesson
Strong commitment, ownership, and accountability of executing agencies can make a significant difference to project success, as demonstrated by the contrasting performances of Azersu and the State Amelioration and Water Management Committee (SAWMC).

Project Number: 42408-023
Project Name: Water Supply and Sanitation Investment Program – Tranche 1
Report Date:
CSV