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Lesson
Strong leadership and ownership, as evidenced through the commitment of the provincial and county governments along with backing from the central government, undoubtedly contributed to the project’s overall success.

Project Number: 35289-013
Project Name: Sanjiang Plain Wetlands Protection Project
Report Date:
Lesson
The need for a more thorough assessment of the capability of the executing agencies, including their commitment to the project. The Roads and Highways Department, which had more experience in implementing ADB projects, was remiss in its responsibilities. The frequent change in project personnel may have placed inexperienced technical staff on the project. The Bangladesh Road Transport Authority and Ministry of Women and Children Affairs were not committed to the project, leading to their failure to produce required outputs.

Project Number: 34415-013
Project Name: Road Network Improvement and Maintenance Project II
Report Date:
Lesson
Project design and implementation schedule. The PCR noted that the targeted timing of some targets in the DMF were unrealistic. Most milestones were front-loaded and planned to be completed within the first 2 years of implementation, hence, the awarding of related contracts and disbursements presented considerable challenges. Since activities to implement the policy reform require intensive coordination among various stakeholders, sufficient time and a degree of flexibility in scheduling need to be provided in the project design (e.g., to respond to changes in government priorities).

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
The project’s quality-at-entry can often be assessed through the project DMF. A good project DMF should be self-explanatory and formulated as a real and understandable tool for project implementation and project monitoring by the executing agency, particularly by the PMU staff.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
The importance of a strong and well-functioning PMU, with a full-time and qualified project coordinator, is paramount.

Project Number: 34348-013
Project Name: Preventive Health System Support Project
Report Date:
Lesson
Provision of consultants and stability of PIU staff. In situations and certain types of projects where there are expected changes in government and PIU staff, larger consultant inputs is warranted during strategic planning and implementation. Achieving institutional reforms always presents particular challenges and when there is a change of government during implementation, then it should be anticipated that progress is likely to be interrupted.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Technical assistance for capacity building. The PCR suggested that the lack of capacity to prepare bidding documents, evaluate bids, and monitor contract execution delayed project implementation. Technical assistance directed toward building such capacity, along with support in procuring technical equipment and materials (e.g., natural science laboratory equipment, didactic books for TTIs, and ICT learning objects) could have prevented procurement delays due to capacity constraints.

Project Number: 39254-022
Project Name: Education Sector Reform Project
Report Date:
Lesson
Extensive dialogue is needed, particularly for reforms that meet resistance, to facilitate better cooperation and implementation.

Project Number: 41544-022, 41544-082, 41544-084
Project Name: Investment Climate Improvement Program
Report Date:
Lesson
Since major project activities were managed by the schools themselves, a specific approach should have been designed to provide remedial support to relatively poor performing schools such as additional capacity development programs, especially in planning and management practices, monitoring and evaluation.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Given the complexity of the project activities that were implemented across 90 model and 230 alliance schools throughout the nation, the project design could have considered more efficient implementation arrangements in procuring equipment for all the schools. The initial arrangement of central procurement through NCB (national competitive bidding) method turned out to be very time-consuming and less effective. More thorough due diligence for procurement arrangements would have facilitate smoother implementation of project activities at lower costs.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
Given the range of physical, nonphysical, and capacity building activities throughout the project duration, the formulation of appropriate indicators measuring the project's outcomes should have been more realistic in line with the sequencing of project implementation activities. Much of the quality impacts, such as improved exam scores and employment rates, were beginning to take effect only toward the end of project implementation, following the completion of upgrading physical facilities, improvement of teachers' qualifications, and adoption of new teaching methods.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
The delayed start of establishing EMIS (Education Management Information System) across model vocational schools prevented the adequate gathering of data throughout the project duration. Although an M&E specialist was also recruited to independently monitor and evaluate project activities, the project performance management system and specific measures for key output and outcome indicators were not all adequately developed. This makes it difficult to fully assess the progress of some indicators or the quality of outputs achieved.

Project Number: 33409-013
Project Name: Vocational Education Strengthening Project
Report Date:
Lesson
No new lessons

Project Number: 37577-013
Project Name: Third Financial Sector Program
Report Date:
Lesson
The project cost overrun is another major lesson learnt. Regardless of common factors, such as Chinese yuan appreciation and raise of labor and material prices, inadequate project preparation and insufficient engineering design contributed directly to the project cost increase because they resulted in costs underestimate at appraisal and frequent contract variations during implementation.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The lessons from delayed construction of the Huangpu Road WWTP showed necessity of securing domestic approval in advance, prior to the loan effectiveness. If flooding control permission had been approved earlier, construction of the plant could have been completed on schedule and thus the overall project output could have been delivered completely. The lessons learned from procuring the design, supply, and installation contract for the Huangpu Road WWTP were meaningful for improving procurement efficiency in similar projects and contracts.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date: