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Lesson
When functions and responsibilities are decentralized, policy dialogue with the concerned local authorities during project processing is just as important as dialogue at the central level.Although ULBs in Bangladesh depend on LGD, they enjoy some autonomy. The ULBs rapidly realized the benefit of better governance and financial management and these components were timely implemented. However, it took longer for the ULBs to appreciate the benefits of investments in sanitation and food safety funded by the project loan.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
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Lesson
The innovative septage management option piloted by the project appears to be widely implementable in Nepal. A grant from the Sanitation Financing Partnership Trust Fund supported the piloting under this project of a non-sewered sanitation option that included the construction of fecal sludge treatment plants in two towns. Successful implementation of the pilot, coupled with sector wide advocacy and information dissemination, has led to wider interest in fecal sludge management (FSM) across Nepal.

Project Number: 35173-013
Project Name: Third Small Towns Water Supply and Sanitation Sector Project
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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
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Lesson
Close assessment of state agency capacity is needed at appraisal to inform realistic reform targets.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
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Lesson
Economic Reconstruction Agency has been headed by senior officers of the state government, to the benefit of decision making and interdepartmental coordination. A senior official with strong government support is essential.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
Report Date:
Lesson
Continued budget transfer from the state to the line departments for the O&M cost is necessary for sustainability until the line departments can recover the O&M cost through its operation.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
The ambitious reform agenda required more time given the local context and the state’s capacity.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
Strengthening partnerships among bilateral and multilateral organizations, especially in the Pacific region, supplements a government’s initiatives. For instance, complementary work among these donors helps a government in redesigning projects struck by disasters during implementation, especially to realign project components alongside the urgent needs of disaster recovery, rehabilitation, and reconstruction efforts.

Project Number: 42391-013
Project Name: Port Vila Urban Development Project
Report Date:
Lesson
For a financial intermediary, which is still new to the environmental and social management system, a phased approach should be adopted, and more complex projects should be implemented after the institution gains experience in implementing safeguard measures.

Project Number: 41598-013, 41598-023
Project Name: National Capital Region Urban Infrastructure Financing Facility
Report Date:
Lesson
Viet Nam’s strategy to decentralize development projects to the local level can be successfully implemented due to the readiness and capacity of local institutions and staff; this strategy can be adapted or followed in other regions and sector of the economy.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Effective development of competitive markets for infrastructure development require a policy framework to provide for project selection, development, tendering, bid evaluation, and contract management; therefore, donors should be careful before promoting competition in water supply and sanitation without a framework and internal capacity in place.

Project Number: 42489-043
Project Name: Water Supply and Sanitation Services Investment Program – Tranche 3
Report Date:
Lesson
The level of internal government cooperation greatly affects the ability to address procurement and approval activities.

Project Number: 42489-043
Project Name: Water Supply and Sanitation Services Investment Program – Tranche 3
Report Date:
Lesson
The introduction of a lease contract for water service delivery was innovative in the Armenia and former Soviet Union state context, which provides a model for other countries to consider.

Project Number: 46220-006
Project Name: Infrastructure Sustainability Support Program (Phase 2)
Report Date:
Lesson
With inclusive urbanization a component of the government’s new planning process and the ADB’s Country Partnership Strategy, the program experience is highly relevant and arrangements could be made to ensure that lessons learned are applied to ongoing and future urban programs.

Project Number: 40031-023
Project Name: Rajasthan Urban Sector Development Investment Program (Tranche 1)
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Lesson
The policy matrix should have been streamlined to focus on the achievements of substantive key actions.

Project Number: 40009-013, 40009-023, 40009-33, 40009-43
Project Name: Infrastructure Reform Sector Development Program (Subprograms 1, 2, and 3, and an Infrastructure Project Development Facility)
Report Date: