Search

Displaying 1 - 15 of 32

CSV
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Lessons learned from earlier interventions need to be incorporated during implementation. An earlier PPER for the Madhya Pradesh Power Sector Development Program implemented from 2002 to 2007 had highlighted the need to reduce AT&C losses by improving billing and collection efficiency and discouraging electricity theft by taking legal action against pilferers as a necessary follow-up to ensure financial sustainability.

Project Number: 32298-013, 32298-023, 32298-033, 32298-043, 32298-053, 32298-063, 32298-073
Project Name: Madhya Pradesh Power Sector Investment Program
Report Date:
Lesson
Multitranche financing facility design, when appropriate, can also bring benefits to the rural poor. The MFF enabled augmentation of the transmission and distribution system. The energy supplied to consumers has increased by a factor of 2.3 in 13 years (Table 3). Through initiatives taken by the government, there was increase in supply to rural areas with more low-income households. The consumption in rural areas increased by a factor of 2.1 from 13,891 GWh in FY2012 to 29,180 GWh in FY2019.

Project Number: 32298-013, 32298-023, 32298-033, 32298-043, 32298-053, 32298-063, 32298-073
Project Name: Madhya Pradesh Power Sector Investment Program
Report Date:
Lesson
Flexibility of multitranche financing facility design and process contributes to greater efficiency and harmonization of funds in the sector. As the MFF was implemented concurrently with several other initiatives to improve the state’s electrical distribution systems (para. 12), it was essential for each successive tranche to be specifically designed to fill gaps not covered by the various ongoing schemes to ensure the best use of the ADB loan funds.

Project Number: 32298-013, 32298-023, 32298-033, 32298-043, 32298-053, 32298-063, 32298-073
Project Name: Madhya Pradesh Power Sector Investment Program
Report Date:
Lesson
Consultation for land acquisition is difficult. In the project, two sections (0.5% of the project roads) are not yet completed owing to difficulty in acquiring the land. The NHAI recently adopted a policy that construction procurements will be started only when more than 80% of land acquisition is completed. However, even if this policy had been adopted in the project, the project still might not have resolved the issues it faced. Land acquisition is a difficult issue in India, and lack of careful consultation with landowners can lead to delays in the acquisition of land for roads.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Seamless transport across state boundaries is lacking. The east–west national highway corridor was improved significantly between Chittorgarh and Kanpur, and travel time was reduced. For example, the travel time from Shivpuri to Jhansi (100 km) decreased by 1 hour. However, trucks carrying goods must spend 1.5 hours at state border checkpoints to get tax and customs clearances to cross. The World Bank’s Logistic Performance Index, which ranks 160 countries every 2 years, ranked India 25th in 2016, up from 54th in 2014.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Delays in sections outside the project scope in the same corridor can have big impacts on a project. The Kota bypass, which is in the middle of the Chittorgarh–Kota and the Kota–Baran sections, was not completed owing to the collapse of the bridge under construction at the time of IEM fielding. Although the bypass is not within the scope of the project, the delay of its completion affected the traffic on adjacent sections of the project.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Build–operate–transfer (BOT) schemes have large risks but can be successful in high-traffic sections. The BOT annuity concessionaire for the Orai-Baran section, with higher traffic than expected, represents a successful case. However, in many cases BOT schemes in India are not successful. BOT concessionaires need to take large risks as (i) lack of achievement of expected traffic volumes owing to external factors such as the unexpected opening of competitive roads and construction delay in adjacent sections, and (ii) delays in land acquisition.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Knowledge about local context and political dynamics will be important, as well as investing enough time for dialogue and consultation with local stakeholders.

Project Number: 30303-013
Project Name: Karnataka Urban Development and Coastal Environmental Management Project
Report Date:
Lesson
Finding the right balance of complexity is important, and ADB should spend enough time during project preparation to decide how complex or simple the project scope will be. Lessons from evaluation studies indicate that projects with fewer subprojects are easier to manage and achieve better results.

Project Number: 30303-013
Project Name: Karnataka Urban Development and Coastal Environmental Management Project
Report Date:
Lesson
It is easier to build new infrastructure than to repair the existing infrastructure, in terms of both cost and political benefit/visibility. Local authorities and ADB have focused on new infrastructure in the past. Replacing old and leaky water lines is expensive, not because of the water pipe itself, but because of road repairs and related traffic disruption in busy, already overcrowded lanes and streets. These associated expenditures cost several times more than the water line itself, and are often underestimated.

Project Number: 30303-013
Project Name: Karnataka Urban Development and Coastal Environmental Management Project
Report Date:
CSV