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Displaying 91 - 105 of 117

Lesson
During project implementation, constant follow-up is needed on the operationalization of the project performance management system and the conduct of baseline and other survey/data collection requirements.

Project Number: 36105-013
Project Name: Chittagong Port Trade Facilitation Project
Report Date:
Lesson
A greater level of upfront efforts in project preparation, particularly in the areas of preparing credible traffic forecasts and identifying road alignments, could pay large dividends. Mitigation measures identified in the RRP to address project risks were largely unsuccessful, and the project was subject to long time delays, problems with land acquisition and procurement, shortfalls in demand, and insufficient funding for maintenance.

Project Number: 33243-013
Project Name: Road Maintenance and Improvement Project
Report Date:
Lesson
Baseline data collection is a priority. At appraisal and during implementation, greater attention should have been given to the design and monitoring framework, especially in establishing measurable indicators and their baseline values, and target values with a realistic time frame to achieve these goals. Higher priority should have been given to ensure that baseline data were collected prior to project implementation, and updated during project implementation and at completion. The absence of baseline data has made this independent evaluation of the project difficult.

Project Number: 33243-013
Project Name: Road Maintenance and Improvement Project
Report Date:
Lesson
Implementing policy reforms entails a complex and long-term process of change. The legislation and policy measures that were enacted required fundamental changes to the roles of several concerned institutions. These types of reforms can take longer than anticipated, adding uncertainty to the realization of actual outputs and outcomes. The full extent of reforms, especially to institutional arrangements, may extend well beyond the usual administrative life of a project loan.

Project Number: 33243-013
Project Name: Road Maintenance and Improvement Project
Report Date:
Lesson
Recruitment of supervision consultants and major civil works contractor was delayed by the Roads and Highways Department. This delay was further aggravated by problems with land acquisition and tree removals. In recent ADB-assisted projects in Bangladesh, advance work for land acquisition, tree removal and resettlement commenced before selection of civil works contractors.

Project Number: 34415-013
Project Name: Road Network Improvement and Maintenance Project II
Report Date:
Lesson
Complex projects need an effective high-level coordinating body. For a complex, multicomponent project, regular monitoring of the implementation progress by the government through a high-level plenary body or a steering committee is indispensable. Regular interaction among the borrower, the stakeholders, consultants, contractors and suppliers, and ADB through the executing agencies project implementation units contributed greatly to the success of the project. Plan and coordinate preliminary activities well to minimize delays.

Project Number: 36105-013
Project Name: Chittagong Port Trade Facilitation Project
Report Date:
Lesson
No new lessons.

Project Number: 41657-013
Project Name: Emergency Disaster Damage Rehabilitation (Sector) Project
Report Date:
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: 31304-012, 31304-013
Project Name: Rural Infrastructure Improvement Project
Report Date:
Lesson
No additional lessons

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
As experienced in all past ADB-financed emergency assistance projects in Bangladesh, delegation of authority to ADB's resident mission in the borrower's country is essential for effective monitoring and immediate decision making.

Project Number: 41657-013
Project Name: Emergency Disaster Damage Rehabilitation (Sector) Project
Report Date:
Lesson
Experience from the project demonstrated that the adoption of simplified approval procedures for procurement and other project activities is effective and enabled timely implementation of the project, and catalyzes early restoration of people's livelihood in the project-affected areas.

Project Number: 41657-013
Project Name: Emergency Disaster Damage Rehabilitation (Sector) Project
Report Date:
Lesson
In Bangladesh, the Local Government Engineering Department (LGED) and Roads and Highways Department (RHD) are still the two agencies that are reasonably capable of implementing ADB-assisted emergency projects. Implementation experience suggests that emergency assistance projects generally require adequate program for capacity building in the executing agencies, with strong institutional support regarding contract administration and fostering familiarity with ADB procedures for procurement and disbursement.

Project Number: 41657-013
Project Name: Emergency Disaster Damage Rehabilitation (Sector) Project
Report Date:
Lesson
For complex multisector projects, monitoring of implementation through a central project steering committee (PSC) at a plenary ministry of the borrower is indispensable. Regular interaction between the borrower and ADB through the PSC contributed greatly to the success of the project. The use of a sector approach proved highly beneficial in identifying eligible subprojects spread over a wide geographical area, and enabled reallocation of loan funds from one component/sector to another based on a final needs assessment and performance.

Project Number: 41657-013
Project Name: Emergency Disaster Damage Rehabilitation (Sector) Project
Report Date: