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Lesson
Gaining ownership from stakeholders and partners is paramount to the success of a project vis-à-vis its long-term sustainability, mitigating effectiveness risk bottlenecks, and avoiding otherwise foreseeable delays. The project had multiple benefits for stakeholders who were previously unserved by basic urban services. It improved urban environment indicators in municipalities and contributed to ADB’s 2030 operational strategies but was delayed nearly 2 years for various foreseeable technical

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
The delays in this project showed that national and subnational governments must exert more effort to include a broad and diverse range of stakeholders from the initial project design to implementation for it to be successful. Further investigation or interviews may be necessary to ascertain where the lapses were in establishing fuller community support.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
It is critical to embed targeted and specified stakeholder risk analysis and risk mitigation measures into the planning of complex, community-driven, and local government-implemented infrastructure investments, especially for multi-dimensional and cross-sector urban development projects. One of the critical project lessons learned is that, although the project’s governance risk assessment and management plan foresaw the cost and time overrun owing to disbursement and

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
In future, project design consultant’s scope of work should include assessment of background and technical information for underground existing utilities. The project had initial design delays and design modifications during implementation mainly due to unavailability of existing utilities’ underground information such as by plan profile and as-built drawing. Final DSC designs were not always comprehensive. This required variations for most contracts, resulting in both start-up delays and contract modifications.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
The country’s restructuring affected GESI institutional structure adopted through GESI operational guidelines and requires revision of GESI operational guideline to align with federal structure. Although MOUD has instituted GESI operationally, other structures do not exist after restructuring of MOUD and its department to align with the country’s new federal structure.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
Financial management staff’s inclusion in review missions will be key to ensuring improved financial performance of future projects. Neither the ADB project team nor PCO could decipher financial management requirements and covenant quantifications due to the absence of financial management staff in review missions. The team failed to follow up on audit opinions and recurrent issues, leading to recurrence of the same issues and delays in submitting the APFS. This improved only after inclusion of a financial management staff toward the end of the project.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
Continuous community consultation, benefit sharing, and interagency coordination are vital to create social acceptance for SLS construction. The Nepalgunj SLS construction was successful due to continuous community engagement, cooperation among political leaders, and early implementation of a community development program targeted to community living near the SLS. The SLSs in Janakpur and Siddharthanagar had to be dropped, however, as nearby communities did not allow their construction.

Project Number: 42161-013
Project Name: Integrated Urban Development Project
Report Date:
Lesson
A holistic and in-depth assessment of project context and adequate stakeholder consultations are important to ensure project readiness in identification of candidate subprojects and to avoid unnecessary changes leading to delays. For example, change of the location for the solid waste management subproject due to unavailability of land in the originally proposed location.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date:
Lesson
For sector loan projects where several past related interventions and investments were provided, building on progress achieved from them and duly taking account of relevant recommendations can optimize project design and fasttrack project implementation towards efficient fund utilization and satisfactory delivery of project outputs. In the case of this project, its design capitalized on the capacity of the implementing agencies strengthened through previous ADB projects and the flexibility of a sector loan to incentivize them to perform and compete for securing the investment funds.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date:
Lesson
Giving equal importance to the institutional and capacity support and infrastructure investments under a sector loan strengthens commitment, ownership, and accountability of the executing agency. The implementation of infrastructure component of the project, coupled with timely technical support and capacity building, is pivotal to ensuring project readiness and implementation progress in a highly challenging context.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date:
Lesson
Adequate risk assessment and mitigation measures are important to help ensure project readiness. Consultations with project beneficiaries and affected persons and conducting social impact assessments during appraisal help strengthen project design and implementation (e.g., identification of safeguards-compliant project sites, beneficiaries’ participation, land acquisition requirements, design of relatedredressed mechanisms, among other things). These facilitate in identifying candidate subproject locations so that unnecessary location changes that cause delays can be avoided.

Project Number: 36339-022
Project Name: Small Towns Water Supply and Sanitation Sector Project
Report Date:
Lesson
When implementation arrangements are revised, it is vital to streamline the approval processes to facilitate subsequent project activities. After the Government of Australia's withdrawal of funding, the delay in the approval of the changes to the implementation arrangement also significantly delayed the recruitment of implementation consultants and in designing the water supply systems. This situation could have been avoided if timely approval of such change was prioritized, which could have allowed the civil works for designing water supply systems to commence on time

Project Number: 36339-022
Project Name: Small Towns Water Supply and Sanitation Sector Project
Report Date:
Lesson
Robust technical due diligence and thorough feasibility studies will help minimize the need for scope changes, reallocations, and loan extensions.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date:
Lesson
Municipal–level capacity development and performance monitoring are essential to making the city region work in improving municipal governance and infrastructure.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date:
Lesson
An integrated solid waste management (SWM) facility can have a transformative effect on community-level SWM.

Project Number: 39298-013
Project Name: City Region Development Project
Report Date: