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Displaying 136 - 150 of 217

Lesson
Additional assistance provided to the ERA by appointing PSU staff consultants to assist in project implementation.

Project Number: 38136-013
Project Name: Multisector Project for Infrastructure Rehabilitation in Jammu and Kashmir
Report Date:
Lesson
The PMU-R had defined procedures for organizational empowerment and accountability, but the PMU-R was not available throughout the project to guide implementation of these measures. Continuation of the TA (which was implemented from 2003 to 2006) on capacity development would have been helpful.

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
The need to confirm the executing agency’s commitment in terms of capacity and resources at appraisal. A more rigorous stakeholder analysis would have identified potential weaknesses and more emphasis could have been given to capacity development from the outset.

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
Project performance monitoring and evaluation capacity building would have been helpful, possibly enhancing overall project performance; and

Project Number: 32200-013, 32200-023
Project Name: Fiji: Suva–Nausori Water Supply and Sewerage Project
Report Date:
Lesson
Tsunami risk in the Indian Ocean is now better understood and should be considered in similar major infrastructure investments along coastal and low-lying areas.

Project Number: 31501-013, 31501-023, 31501-033
Project Name: Secondary Towns and Rural Community-Based Water Supply and Sanitation Project
Report Date:
Lesson
Delays in recruiting consultants resulted in delays of subsequent activities (detailed design, resettlement planning, environmental management planning, and preparing bidding documents). Despite the start-up delays, the project achieved the targeted outputs, demonstrating that the executing agencies at the provincial level have the capacity for project implementation and the decentralized approach to project preparation and implementation is appropriate.

Project Number: 30286-013
Project Name: Central Region Small and Medium Towns Development Project
Report Date:
Lesson
To appropriately assess the progress and outcome of the project, project design must incorporate the measurable benefits to beneficiaries at the outcome level, and in general, baselines must be established for all targets.

Project Number: 30286-013
Project Name: Central Region Small and Medium Towns Development Project
Report Date:
Lesson
Frequent changes of key government personnel—including program consultant specialists and project-level engineers—affected project continuity. Thus, ways to retain key government personnel for the project implementation period and beyond needed to be agreed with the government while excessive consultant staff turnover could carry more stringent contract penalties.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
Cost estimation—most of the reasons provided for the cost escalation were predictable, such as (i) higher bid premiums for civil works packages relative to engineering estimates, (ii) bidder concerns over timely payments (as the implementing agencies were small municipalities), (iii) difficulties in mobilizing resources for interior towns, and (iv) more thorough review of possible price risks was required.

Project Number: 38254-033
Project Name: North Karnataka Urban Sector Investment Program, Tranche 1
Report Date:
Lesson
Another lesson that was not raised by the PCR is the issue of tariff and cost recovery. The project agreement specified that wastewater tariffs were to be reviewed annually and adjusted as needed to achieve the cost-recovery targets. A special loan administration mission fielded in September 2010, however, reported that the process of increasing tariffs had been postponed for over 4 years. The auditor also raised concerns that the tariff revenue being received was insufficient to maintain the operation as well as meet debt obligations.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
Project implementation delays could be reduced reasonably through careful and efficient recruitment of consultants, early land acquisition and resettlement, proper surveys, and the motivation of city corporations.

Project Number: 26427-013
Project Name: Secondary Towns Integrated Flood Protection Project (Phase 2)
Report Date:
Lesson
Land acquisition in secondary towns can be a lengthy process and can cause significant delays in startup and implementation. Addressing the issue requires strong support from the relevant city corporations and district administrators, motivational campaigns, and adequate compensation packages. Advancing the preparation and approval of the Development Project Proforma to secure necessary funds for land acquisition early in project processing can reduce project startup delays.

Project Number: 26427-013
Project Name: Secondary Towns Integrated Flood Protection Project (Phase 2)
Report Date:
Lesson
A design focusing on both physical and logistical issues and outputs and involving highly qualified experts was key to mitigate flooding and drainage congestions thoroughly and sustainably, improving living conditions in the towns as well as their economic.

Project Number: 26427-013
Project Name: Secondary Towns Integrated Flood Protection Project (Phase 2)
Report Date:
Lesson
The BWDB (Bangladesh Water Development Board) and LGED (Local Government Engineering Department) lacked the expertise to prepare tender documents and accurately survey, design, estimate, monitor, and supervise the construction of flood control and drainage structures. Thus, consultant services are needed to ensure the timely completion of all activities to a high standard.

Project Number: 26427-013
Project Name: Secondary Towns Integrated Flood Protection Project (Phase 2)
Report Date:
Lesson
The potential close-down and reconstruction of the Erlangmiao WWTP was totally unanticipated. ADB was not notified of this matter until the project completion review in December 2014. This indicates the lack of thorough and serious policy dialogue with the executing agency. If WMG notified ADB early of its urban plan updates related to the activities (e.g. Erlangmiao WWTP in this case) under the project, such low effective subproject could have been avoided through a scope change.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date: