Search

Displaying 151 - 165 of 217

Lesson
The project cost overrun is another major lesson learnt. Regardless of common factors, such as Chinese yuan appreciation and raise of labor and material prices, inadequate project preparation and insufficient engineering design contributed directly to the project cost increase because they resulted in costs underestimate at appraisal and frequent contract variations during implementation.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The lessons from delayed construction of the Huangpu Road WWTP showed necessity of securing domestic approval in advance, prior to the loan effectiveness. If flooding control permission had been approved earlier, construction of the plant could have been completed on schedule and thus the overall project output could have been delivered completely. The lessons learned from procuring the design, supply, and installation contract for the Huangpu Road WWTP were meaningful for improving procurement efficiency in similar projects and contracts.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The project experienced significant delay in implementation and in delivering the project outputs. This was mainly caused by the construction delay of the Huangpu Road WWTP, which was completed in August 2015, 1.5 years after the loan closing.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
There should be a dedicated budget for gender action plan (GAP) implementation

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
Community development activities have proved to be a major asset to this project and have led to enhanced acceptance of the project and associated behavioral changes. Commencing these activities retroactively prior to loan approval will enable community involvement in the project during the design and implementation phases as well.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
Project designs should include greater focus on ensuring the provision and delivery of service and maintenance of assets. This can be done by incorporating a stronger institutional development component specifically targeted at creating/ strengthening maintenance units within the ULBs and institutionalizing O&M procedures, through adequate training and capacity-building measures.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
Construction schedules for sewerage contracts should be realistic to avoid the repeated need for contract extensions.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
There is a need to develop a database of reliable consultants for executing agencies. KUIDFC can prepare a performance evaluation report of the consultants, which can be input into this database. Furthermore, to ensure better performance, consultancy contracts can be developed with bonus and penalty clauses based on deliverables achieved.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
No additional lesson.

Project Number: 32239-013
Project Name: Urban and Environmental Improvement Project
Report Date:
Lesson
The DMF should include usable performance indicators and targets at impact level, and impact statements need to be linked to outcome statement and to outputs that will contribute to the achievement of the impact.

Project Number: 34355-013
Project Name: Central Region Urban Environmental Improvement Project
Report Date:
Lesson
The project team must ensure adequate estimates of price contingencies during project preparation.

Project Number: 34355-013
Project Name: Central Region Urban Environmental Improvement Project
Report Date:
Lesson
Although one of the key features of project design was that urban projects need an integrated approach and infrastructure alone cannot result in improved services, unless capacities, resources, and systems are in place to sustainably deliver these services—the project design failed to ensure that all project stakeholders shared this view and were committed to it. Stakeholder analysis and ways to ensure the commitment of stakeholders to project design initiatives is thus recommended.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
No new lessons.

Project Number: 35087-013
Project Name: Urban Water Supply and Sanitation Project
Report Date:
Lesson
Project-specific benefit monitoring data need to be available to ensure project effectiveness through the evaluation of project performance. Total reliance on secondary data is not adequate.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Project monitoring should be close enough to identify if key project design assumptions are being put at risk (such as when the LGRDD, through the PCO, became the executing agency of the project), and if consequent shifts in project direction are likely (such as when PCO management was taken over by staff members deputed from the Housing, Urban Development and Public Health Engineering Department and focus was shifted toward infrastructure investments), and to avoid the shift in direction unless all parties agree to it.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date: