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Displaying 106 - 120 of 121

Lesson
No new lessons

Project Number: 41123-013
Project Name: Road Asset Management Project
Report Date:
Lesson
The project showed commendable flexibility in implementing new activities (e.g., establishing veterinary centers) in response to beneficiary needs. As a result, the project has strong community support and ownership (e.g., infrastructure, veterinary centers, PUSs [pasture user societies]). This should ensure sustainability.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
The project benefited from involving women in the planning process of infrastructure projects. There was strong community ownership; the structures targeted community needs; and in many cases women led the operation and maintenance of structures. This contributes strongly to the investment's long-term sustainability.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
Implementation of the credit line would have been more successful if (i) financial and integrity due diligence was conducted of financial intermediary and microfinance institutions at appraisal, and (ii) necessary project and subsidiary loan agreements were signed. Having signed agreements between MOF (Ministry of Finance), microfinance institutions, and ADB may have prevented MOF relinquishing its role as financial intermediary after project approval.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
Some payment delays occurred as a result of mistakes in withdrawal applications because of the complexities of cost sharing between the Global Environment Facility and Asian Development Fund grants. Simplified consistent arrangements should have been established.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
Effective implementation is strongly linked to the quality of project management. Implementation suffered from poor leadership and a lack of focus on activities and outcomes by the first two project directors. This was reflected in the non-compliance with ADB's Guidelines on the use of Consultants and Procurement Guidelines, and the non-implementation of ADB- approved activity changes. These resulted in delays and reductions in project scope.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
The project had too many DMF (design and monitoring framework) indicators, some of which were poorly defined and hence not properly measured, set too high for the activities to achieve, without clearly defined targets. Component 3 could only pilot technologies within the implementation period, hence the large-scale raion impacts could only be achieved many years after adoption. Project management did not have the capacity to prioritize the DMF indicators.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
The large number of civil works contracts was an administrative burden on both the Ministry of Agriculture (MOA) and ADB. Given the similarity of some rural infrastructure subprojects (e.g., the village potable water supply schemes), it should have been possible to group subprojects into fewer contracts to be more manageable, allowing MOA to focus more on implementing the other components more directly related to enhancing agricultural performance.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
At appraisal and during implementation, establishing demand-driven agricultural advisory centers and MIUs (market intelligence units) that were autonomous from government was seen as an essential project component. There was a desire for the organizations to be on a secure financial footing with farmers contracted to pay for advice they received. However, the transfer of project vehicles and equipment procured for them to government agencies, including MOA (Ministry of Agriculture), risks the centers' sustainability.

Project Number: 37530-013
Project Name: Rural Development Project
Report Date:
Lesson
The need for ADB to focus more on sectors in which it has substantial experience, from which it can draw from during the relatively fast pace of processing and implementing an emergency project. Also, given limited resources, sector selectivity is important to ensure a significant impact. Moreover, emergency project designs should likewise incorporate provisions for O&M of project facilities to ensure their sustainability.

Project Number: 39099-013
Project Name: Tsunami Emergency Assistance Project
Report Date:
Lesson
No new lessons

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
No new lessons

Project Number: 32513-013
Project Name: Power Rehabilitation Project
Report Date:
Lesson
No new lessons

Project Number: 29229-023
Project Name: Microfinance Sector Development Program (Investment Loan)
Report Date:
Lesson
No new lessons

Project Number: 29229-013
Project Name: Microfinance Sector Development Program (Program Loan)
Report Date:
Lesson
Advance procurement actions and decisiveness on the end of the Ceylon Electricity Board and ADB could have prevented procurement delays. The project completion report noted that the project was extended by 24 months to accommodate delays in procurement. [Main text, paras. 20, 71]

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date: