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Displaying 691 - 705 of 749

Lesson
A contractor's ability and commitment to deploy resources for civil works in good time is key to overall performance. While ADB's standard prequalification and bidding documents are devised to ascertain the bidders' technical and financial capabilities, further clarification is sometimes required to support the information provided by the bidders.

Project Number: 32223-013
Project Name: Road Network Improvement and Maintenance Project
Report Date:
Lesson
The project experienced substantial implementation delays of about 54 months. Protracted recruitment of detailed design and construction supervision consultants, delayed procurement of the major civil works contracts, delayed land acquisition and resettlement, and most importantly, underperformance by a major civil works contractor compounded the delays. Delays in procurement of the civil works contracts were mostly due to government delays in procedures and decision making related to procurement, land acquisition, and resettlement.

Project Number: 32223-013
Project Name: Road Network Improvement and Maintenance Project
Report Date:
Lesson
No additional lessons

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
No additional lessons

Project Number: 31304-012, 31304-013
Project Name: Rural Infrastructure Improvement Project
Report Date:
Lesson
Both support facilities were critical to the crisis response of Bangladesh as no other development partners provided any crisis-related assistance or program support during the program period. However, the pricing (interest spread of 200 basis points above the London Interbank Offered Rate or LIBOR) and maturity (5 years) of the CSF loan makes it is less suitable for a poorer country like Bangladesh.

Project Number: 43157-013
Project Name: Public Expenditure Support Facility Program and Countercyclical Support Facility Support Program
Report Date:
Lesson
For a complex multi-component project, regular monitoring of the implementation progress and pourashava performance by the executing authority is indispensable. Regular interaction between the borrower and ADB, and ADB and the pourashavas through the projec management office contributed greatly to the success of the project. The use of a sector modality proved highly appropriate for performance-based allocation of funds among the competing pourashavas. This approach should be followed in all future ADB assistance to the pourashavas.

Project Number: 29041-013
Project Name: Urban Governance and Infrastructure Improvement (Sector)
Report Date:
Lesson
For short-duration and emergency assistance projects, ADB should maintain better coordination with the executing agency throughout the whole project period and afterward to assess the project's impact in the next few years. [Main text, para. 55]

Project Number: 42166-013
Project Name: Emergency Assistance for Food Security Project
Report Date:
Lesson
Experience from the project demonstrates that prompt loan processing and disbursement is crucial to success of such budgetary support provided during a crisis situation. [Main text, paras. 10, 11, 54]

Project Number: 42166-013
Project Name: Emergency Assistance for Food Security Project
Report Date:
Lesson
Safety net programs are proven effective for mitigating critical food crises at times of price increases and natural disasters. Implementation of safety net programs requires experienced and committed human resources for food management, transparent identification of beneficiaries, and systematic and efficient distribution of food grains among beneficiaries. Finally, close monitoring oversight and evaluation are essential for improving the implementation and impact of safety net programs.

Project Number: 42166-013
Project Name: Emergency Assistance for Food Security Project
Report Date:
Lesson
As experienced in all past ADB-financed emergency assistance projects in Bangladesh, delegation of authority to the ADB resident mission in the borrower's country is essential for effective monitoring and immediate decision-making. [Main text, paras. 16, 29, 30, 56]

Project Number: 42166-013
Project Name: Emergency Assistance for Food Security Project
Report Date:
Lesson
Information campaigns through subproject fact sheets as part of the member education program, and the project newsletter proved more successful than the nongovernment organization facilitator. Bylaws were well drafted by the executive committees of the water management cooperative associations. [Main text, para. 60(i)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The establishment of the Integrated Water Resources Management Unit (IWRMU) in 2003 to monitor completed subprojects further enhanced the commitment of Local Government Engineering Department to the sustainable management of small-scale water resources subprojects. The current frequency of staff transfers and re-posting at the IWRMU, on the other hand, diminishes initiative and commitment to work. [Main text, para. 60(vi)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The Local Government Engineering Department should have submitted withdrawal applications on time and ADB disbursements against the applications also had to be timely, to sustain the flow of funds. [Main text, para. 60(v)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The quality of subproject planning and design depended on the quality of the consulting firms and their staff. National consulting firms for the feasibility studies and detailed design should therefore have been better managed by the Local Government Engineering Department. [Main text, para. 60(iv)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
Project delays could have been reduced significantly if the project director and other staff had been appointed on time, if competent consulting firms were managed for timely delivery and if the contracts had provided for price increases. [Main text, para. 60(iii)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date: