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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
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
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
No additional lesson.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
The project should focus on a small number of physically integrated components to simplify project administration and optimize intersector linkages.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
A complex financing plan causes difficulties in consolidation of expenditures and slow submission of withdrawal applications.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
Along with consultations related to subproject design and scope, consultation with project towns on cost recovery, tariffs, and user charges is crucial for sustainability.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
Assessment of community attitudes to infrastructure, such as WWTP, should be better assessed at appraisal. For example, a participatory process to identify a feasible WWTP site would have prevented significant delays in the finalization of design and construction.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
Entities intended to manage operation and maintenance (O&M) for infrastructure should be established early in the project cycle, and staff trained throughout the implementation period, rather than at the very end. For operational sustainability, a long-term O&M contract could be incorporated into the construction contract for institutions having weak capacity and staff strength.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
The project could support the institutional reforms efficiently if there is a clear political will and stable government.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
Construction of sewerage and wastewater treatment plants (WWTP) was substantially delayed due to delays in land acquisition, preparation of a detailed design, and a change of site location. In order to avoid any unnecessary delay in the implementation of the project, sufficient attention should be paid to land acquisition in project preparation, and the land should be made available for the project prior to mobilization of the design consultant.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date: