Search

Displaying 1 - 15 of 514

Lesson
A design and monitoring framework could become more useful and informative for assessment if it could include quantifiable indicators for capacity building when the requirement is identified during program appraisal.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
The implementation of large investment programs could be streamlined with the engagement of a loan-funded project management consultant from the beginning using advance procurement.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
In designing the design and monitoring frameworks (DMFs) for the COVID-19 Pandemic Response Option (CPRO), the approach was to extract aspects of the government's response plan that reflected ADB priorities and offered points of engagement with the government, and to restrict the number of indicators and targets so as not to burden the government. However, an unintended consequence is that this can weaken the logic and evidence base of the DMF, making it difficult to satisfactorily demonstrate the achievement of the program outcome.

Project Number: 54193-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
An integrated energy planning across all subsectors and long-term planning for generation, transmission, and distribution networks are all essential for the efficient development of the power sector. Short-term solutions to structural problems, without holistic and in-depth diagnosis and sector-wide integrated planning, tend to push problems into the future, aggravate the situation further, and lead to inefficient sector development.

Project Number: 47015-001, 47015-002, 47015-003
Project Name: Sustainable Energy Sector Reform Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
strong and continued political support and guidance is essential for formulating and implementing effective structural reforms to address the stock and flow of circular debt and improve the sustainability of the power sector. Internal resistance to changes within the sector cannot be overcome without direct involvement and support from key decision makers at federal and provincial governments.

Project Number: 47015-001, 47015-002, 47015-003
Project Name: Sustainable Energy Sector Reform Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
Incomplete policies and weak reforms cannot fully address the underlying causes of the accumulating circular debt, which jeopardizes the financial situation of the sector and prolongs reliance on government subsidies and bailouts. A multiyear reform commitment through a flexible programmatic approach is necessary to implement the much-needed structural reform and realize sector transformation and financial sustainability

Project Number: 47015-001, 47015-002, 47015-003
Project Name: Sustainable Energy Sector Reform Program (Subprograms 1, 2, and 3)
Report Date:
Lesson
Well-defined targets for design and monitoring (DMF) indicators along with formulation of appropriate indicators’ baseline year and target values per year strengthen project design. A statement of percentage growth does not allow for a proper measurement of achievement. For example, the project DMF stated that at least 90% of selected flood protection and irrigation structures reconstructed and made more resilient by 2018”. However, it did not state the baseline and target values of the corresponding indicators and were not measurable.

Project Number: 49038-001
Project Name: Flood Emergency Reconstruction and Resilience Project
Report Date:
Lesson
The use of build-back-better technologies with climate resiliency determined at project design such as sheet piling increase the service life of the infrastructure, even if this increases the project costs. Prior to implementation, the subproject’s economic analysis needs to explore and evaluate alternative technologies under a build-back-better objective.

Project Number: 49038-001
Project Name: Flood Emergency Reconstruction and Resilience Project
Report Date:
Lesson
Procurement of works and recruitment of consultants followed due process and were completed on time. The contract award was synchronized with loan effectiveness and civil works commenced on time. Payment of small amounts to affected persons was a challenging task that is still ongoing. The prompt establishment of the project implementation unit and lessons from tranche 1, particularly regarding LARP implementation, contributed to the smooth startup of construction activities.

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
Report Date:
Lesson
To help deal with the complexities of land acquisition and meet ADB’s safeguard requirement of payment before construction, linear greenfield projects such as M–4 should benefit from good practices learned in other projects involving multiple federal and provincial agencies in the land acquisition process. Future project designs could consider a pragmatic approach to the complexities of land acquisition and payment of compensation at the early stages of land acquisition, specifically at the time the executing agency is issued the notice to proceed.

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
Report Date:
Lesson
Enhanced project readiness filters need to be applied to future projects to minimize or avoid the challenges encountered in this project, which commonly occur in infrastructure projects. These challenges included (i) insufficient construction equipment at the work sites; (ii) contractors’ chronic working capital shortages; (iii) non-payment of local contractors and/or suppliers, resulting in shortages (e.g., of materials and fuel); and (iv) a lack of capacity for efficient project management

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
Report Date:
Lesson
Timely completion of projects requires careful consideration in the project implementation timelines of all factors that could hinder work progress; where these factors cannot be anticipated, timely adjustments and response measures should be undertaken. This project suffered from several challenges like (i) design reviews due to unforeseen soil strata, (ii) security constraints, (iii) lack of skilled labor, (iv) difficult terrain in one road section, and (v) unprecedented rain fall in the project area, etc. some of which are common to infrastructure projects.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date:
Lesson
Lack of project allocation and/or firm funding sources during implementation and post-project operation can jeopardize the establishment of auxiliary services and other components initially planned to maximize project benefits. The project mandated the development of five community facilitation centers (CFCs) along the project roads to overall create opportunities for the economic uplift of the local population by improving local market hubs and improving their linkage to national markets.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date:
Lesson
Lack of continuity in the staff of key project agencies could lead to chronic implementation delays. Procurement of works and recruitment of consultants followed due process and were completed; albeit with delays. Although NHA has carried out procurement for multiple MDB-financed projects; a lack of continuity of key staff at its Procurement and Contract Administration posed challenges for each procurement and this project was no exception. Procurement consultant support is a regular feature provided by ADB.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date:
Lesson
ADB safeguard policy requirement of paying affected persons before construction should be incorporated in project land acquisition and resettlement plans (LARPs) to ensure its implementation. This is especially important for the disbursement of small amounts. ADB projects teams should also learn from good practices in implementing ADB safeguard policies in other projects in Pakistan that involve multiple agencies—both federal and provincial.

Project Number: 47281-001
Project Name: National Highway Network Development in Balochistan Project
Report Date: