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Lesson
The project expressway was implemented in an efficient and effective manner and was opened to traffic on 18 December 2008, which coincided with the completion date estimated at appraisal. The timely completion of the project was mainly due to early project preparation and readiness, including the completion of preliminary design in March 2003 and the detailed design in December 2003, as well as advance procurement of key civil work contracts and project implementation consultants.

Project Number: 35338-013
Project Name: Hunan Roads Development II Project
Report Date:
Lesson
Inadequate preparation at appraisal and readiness at approval caused the problems encountered during implementation. An urban development master plan and more importantly a detailed feasibility study to fully assess costs and alternatives was not in place prior to appraisal. As a result, the project required (i) further detailed studies during an extended initial implementation phase, and (ii) supplementary financing.

Project Number: 28314-013, 28314-023
Project Name: Sanitation and Drainage Project
Report Date:
Lesson
Delay in acquisition of the required land and award of contracts without implementation of resettlement plans impeded implementation and caused premature loan closure. Efforts are needed to built safeguard capacities within countries to implement and within ADB to supervise, guide, and monitor safeguard compliance. To check against safeguard-related delays, safeguard plans and their implementation should be part of a project readiness filter.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The community participation in design and planning subprojects was minimal. The engagement with communities was mainly through social organizers and some council members, who were not directly related to mainstream implementation of the subproject, which was one of the key reasons for weak participation. Community participation requires their intensive involvement from the design to the implementation stages, through direct interaction with key players responsible for implementation, to build ownership and sustained partnerships.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
It was envisaged that the tehsil municipal administrations (TMAs) would be assisted in offering opportunities to the private sector in the transport, recycling, and composting of solid waste, municipal slaughterhouses, and wastewater treatment plant operations. However, except for outsourcing slaughterhouse operations, no private sector participation was achieved.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The Local Government and Rural Development Department, through the project coordination office (PCO), was the executing agency of the project. However, with limited capacity demonstrated in implementing the project for the first 2 years, PCO management was taken over by staff members deputed from Housing, Urban Development and Public Health Engineering Department, and focus shifted toward infrastructure investments. Sustainability can be better achieved if the organizations that operate services remain fully involved in its design, planning, and implementation stages.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Based on the analysis at completion, one of the major flaws in the devolution process was that tehsil municipal administrations (TMAs) were given additional responsibilities without providing them the additional staff members, resources, power, and regulatory environment to deliver these responsibilities. In the absence of these four key elements, any further investments in urban services managed by TMAs are not expected to deliver sustainable results and service improvements.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Ownership and commitment of the Punjab government toward the Punjab Local Government Ordinance (PLGO), 2001 decreased over the project implementation period. The PLGO 2001 reforms were embedded in the tehsil municipal administration (TMA) selection criteria and were supported through municipal management capacity-building initiatives to ensure sustainability of investments. Due to the lack of political will and weak capacities of the implementing agencies, however, the implementation of the reforms and municipal management activities was marginal.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Development of textbooks and related teaching aids needs to be meticulously synchronized with the new curriculum development in order to avoid any delays and lost time.

Project Number: 36510-013
Project Name: Second Textbook Development Project
Report Date:
Lesson
In addition, this validation emphasizes that institutional capacity building is critical in monitoring and evaluating the project. Policymakers need to be able to monitor the results and impact of the intervention in order to track the success of a reform project. ADB should continue working with the government to support the education sector reforms in Uzbekistan.

Project Number: 36510-013
Project Name: Second Textbook Development Project
Report Date: