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Lesson
A strong sector development program (policy and investment) entails a design that properly links and demarcates expected impacts, outcomes, and outputs. The Power Sector Development Program (PSDP) failed to coherently set out the objectives between its policy and investment components. Consequently, the lack of clarity between the two components in the PSDP framework contributed to the sector program's underperformance and poor design made it difficult to evaluate.

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
Caution is in order in concurring with major changes in project scope. The scope for Part C of the project changed from initiating preparatory work for launching a training and management institute at the Rural Electrification Board - to physically constructing the institute. Its implementation though has suffered from price escalation, scarcity of construction materials, and internal disputes among partners in the contractor's consortium.

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date:
Lesson
ADB needs to pay more attention to capacity assessment during inception. The executing agencies had insufficient capacity to carry out procurement, bid evaluation and other processes, resulting in significant delays. This capacity deficit within the executing agencies was not identified during inception. [Main text, paras. 39,45,62]

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date:
Lesson
Lost opportunities for gender mainstreaming at the beginning of the project were partly due to the lack of established mechanisms and clear guidelines on gender mainstreaming on the part of ADB before 2008. However, because of the inspection request that extended the Project, adjustments were made, producing gender equality results with the guidance of up-to-date manuals on gender and increased support to hire gender specialists.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
The most effective approach to compliance is to specifically address environmental and social safeguard issues (including beneficiary consultations) at the earliest stage of the project cycle.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Institutional frameworks and agreements related to project operation and maintence (O&M), in particular cost recovery from project beneficiaries, must be implemented effectively. In particular, where responsibility for O&M is to be shared between a number of stakeholders (e.g., provincial and local governments, beneficiaries), all parties should be actively involved in project design from the outset.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Care is needed in undertaking cost-cutting measures to ensure that these do not compromise the long-term sustainability of a project by increasing the requirement for operation and maintenance.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
The incorporation of a bonus payment for early completion in civil works contracts improved the responsiveness of the contractors in correcting deficiencies in works undertaken.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
All formalities, including approval of government project documents, should be completed before the loan agreement is concluded, thus avoiding potential delays between loan effectiveness and project start-up. This should specifically include project management staffing, appointment of implementation consultants, allocation of counterpart staff, and advance preparation of procurement packages.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Strengthen management capacity for decentralized health services. While central and local staff were empowered and received diverse technical training, overall more attention needs to be given to the management of health services in the decentralized environment.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date:
Lesson
Mobilize local leaders. Local leaders and or champions need to be identified to initiate local health care reform initiatives and the financial sustainability of activities. The project demonstrated that local regulations to support health sector reform and ensure sustainability are possible through large-scale socialization and advocacy.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date:
Lesson
Management skills have to be improved. Training largely focused on technical matters rather than improving management skills. In strengthening decentralization of health services there is a need to focus on health management training and monitoring and evaluation of health staff.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date:
Lesson
Capacity building has to be linked to incentive structures. Investment in training has to be linked to incentive schemes (financed by local governments) to ensure staff retention, especially in remote areas. The project showed that several local governments initiated incentive schemes for medical doctors and midwives.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date:
Lesson
Assess and evaluate human resource development needs. Training needs assessment and post-evaluation of training courses need to be included to assess adequacy, quality and training impact.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date:
Lesson
Demand-driven approach to improve the local health situation. The project highlighted the importance of evidence-based and demand-driven project planning and implementation to address local health needs better. The establishment of district team problem-solving empowered staff and encouraged intersectoral coordination.

Project Number: 34007-012
Project Name: Decentralized Health Services I
Report Date: