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Lesson
It is important to have realistic implementation periods. To achieve this, project designs need to consider the complex government bureaucratic processes, ensure adequate assessment and monitoring of the unfolding political environment, and adopt appropriate mitigation measures to overcome implementation delays.

Project Number: 42248-013, 42248-023
Project Name: Second Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
Paying attention to local practices in labor recruitment attracted more women in construction. Engaging local men and women in the construction work was a challenge. The Chittagong people are traditionally involved in agricultural work on the plain land. Since they had no experience in construction-related employment, they were reluctant to join the work.However, after several consultations with the local communities both men and women were motivated to do construction work, as an additional source of income, when they had no agricultural work.

Project Number: 42248-013, 42248-023
Project Name: Second Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
Adequate risk assessment and provisions for mitigation measures on safeguards at design stage are critical requirements for project readiness. Oftentimes, these prerequisites (e.g., analysis on the need for land acquisition), if not sufficiently done, could contribute to implementation delays. Such analysis could include appropriate assessment of project target areas, including land availability, as well as meeting the pertinent social safeguards prior to site access and/or civil works.

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
Establishing a project performance monitoring system (PPMS) allows better tracking of project results and implementation progress and risks. It will also allow a project to undertake necessary adjustments to address implementation issues and data gaps and would be useful during ex-post project evaluation, in terms of a more systematic aggregation and assessment of data and information collected via the system.

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
Audit observations need to be resolved and reconciled with ADB’s loan financial information system well before the project closure to avoid delays in loan financial closing.

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
Premature fielding of an MTR mission can restrict its ability to capture the need for adjustments in the project scope, targets, and timeline, consequently affecting project performance rating.

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
The availability of land for project infrastructure needs to be carefully assessed at appraisal to ensure that targets are realistic and can be achieved

Project Number: 40534-013
Project Name: Second Crop Diversification Project
Report Date:
Lesson
Getting fixated on one type of beneficiary formation can limit beneficiary participation and project scope and impact.

Project Number: 39432-013
Project Name: Participatory Small-Scale Water Resources Sector Project
Report Date:
Lesson
Close attention to executing agency (EA) financial management will help ensure the timely settlement and closing of project accounts.

Project Number: 39432-013
Project Name: Participatory Small-Scale Water Resources Sector Project
Report Date:
Lesson
To confirm development outcomes, both clear definitions identifying the target beneficiaries and clear detailed records of participation are required. The project design did not provide a clear definition of contract farmers. It was therefore unclear whether only the lead contract farmer should be counted toward the outcome target number of farmers, or whether the group of farmers represented by the lead farmer should be included, or whether the entire cohort of lead farmers, lead farmer groups, and seasonal workers was covered by the term.

Project Number: 46904-014
Project Name: Sylvan Agriculture Limited PRAN Agribusiness Project
Report Date:
Lesson
Project outcome targets must be set at appropriate levels and risks must be recognized and appropriately mitigated. The evaluation recognized that this was the first agribusiness project done by ADB private sector operations since 1985 and that familiarity with contract farming may have been limited at the time of appraisal. The target of 25,000 contract farmers for SAL’s operations appears to have been formulated based solely on the starch plant’s capacity, rather than on specific analysis of likely farmer participation.

Project Number: 46904-014
Project Name: Sylvan Agriculture Limited PRAN Agribusiness Project
Report Date:
Lesson
Selecting a strong sponsor with alignment on development targets is critical to achieving results. PRAN is a flagship company in Bangladesh with sufficient corporate experience, resources, and knowledge to develop and deliver agribusiness projects. Through its newly established group company, SAL, the project was constructed to appropriate standards on time and under budget. All the required permissions were obtained, and the project complied with government regulations and ADB requirements. Contract farmers and factory staff benefited from the project.

Project Number: 46904-014
Project Name: Sylvan Agriculture Limited PRAN Agribusiness Project
Report Date:
Lesson
Successful introduction of a new crop may require support from both private sector and government. Through the project, PRAN has introduced cassava in Bangladesh at commercial scale. Its first approaches to farmers were in 2014. PRAN has accessed support from multilateral development banks and nongovernment organizations to develop the crop but interaction with the government appears to have been limited.

Project Number: 46904-014
Project Name: Sylvan Agriculture Limited PRAN Agribusiness Project
Report Date:
Lesson
Additional studies to confirm project impacts are important when ADB is delivering first-time projects. This project was ADB’s first private sector agriculture project since 1985 and at the time of appraisal very few recent private sector approvals had been made in Bangladesh. The gender and poverty impact studies were undertaken at ADB’s request to identify the importance of the project for women, factory workers, and contract farmers. These were high-quality assessments and provided recommendations, some of which were incorporated into the second ADB loan to SAL.

Project Number: 46904-014
Project Name: Sylvan Agriculture Limited PRAN Agribusiness Project
Report Date:
Lesson
The riverbank erosion management system can play a crucial role in sustaining the adaptive approach beyond the life of the project. Greater clarity is needed on what a riverbank erosion management system (REMS) consists of and what institutional setting is required to make it sustainable. Effective operation of a REMS needs to be based on a crystal-clear consensus on the roles of local stakeholders, implementation arrangements, and Bangladesh Water Development Board (BWDB) coordination and financial commitment.

Project Number: 34038-013
Project Name: Jamuna-Meghna River Erosion Mitigation Project
Report Date: