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Lesson
A strong design and monitoring framework, with better defined outcomes and outputs and measurable indicators, and the setting up of a project performance and monitoring system during project preparation or at project startup could help track implementation challenges. These may have helped mitigate the risk of scope changes, loan cancellations, and early implementation delays due mainly to delays in startup activities, such as signing of subsidiary loan agreements, detailed engineering design, bidding document preparation, and delays in land acquisition and resettlement.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Strong linkages between indicators across the different levels of the project result chain need to underpin project design and monitoring frameworks, The linkage between the project impact performance indicators of increased marine passengers and increased domestic and international freight volume was not a strong measure of success in this project; it should have been revised during project implementation.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Executing and implementing agencies need to find ways to sustain data collection and analysis throughout the project implementation phase to ensure high-quality M&E systems. Monitoring and evaluation was not completed before project closing because, at the critical late stage of implementation, the pandemic brought consultant services to a stop before they can be completed. Some baseline data were collected in 2015, but the function was not completed because of early implementation delays.

Project Number: 44375-013
Project Name: Maritime and Waterways Safety Project
Report Date:
Lesson
Appropriate metrics need to be ensured for each level of the results chain. The output indicators measured outcomes or benefits rather than the physical interventions contracted. That impacted the measurement of output performance during implementation.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date:
Lesson
Data generation from multiple points, spread across several units and consulting teams, can affect the accuracy and timeliness of data collation. In 2006, the EA established several anticorruption and governance measures, including (i) public disclosure of the details of physical and financial progress and the results of all tenders on the project website, (ii) public audits of project works by field-level committees in every borough, and (iii) computer-aided redress of public grievances with a requirement to respond within 24 hours upon receipt of the complaint.

Project Number: 42266-013, 42266-023
Project Name: Kolkata Environmental Improvement Investment Program - Tranche 1
Report Date:
Lesson
The envisaged institutional arrangements for safeguards need to be fully functional from commencement to the closure of projects. This would allow the safeguards performance of projects to improve, as was the case with the environmental performance of this project which improved over time, with increased monitoring and coordination by the project staff.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
Report Date:
Lesson
Early identification of the need for minor changes in gender and other indicators and aligning them with the performance indicators in the design and monitoring framework (DMF) strengthen the relevance of the gender action plan and other pertinent project component.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Determining and improving the effectiveness of large and complex projects are far more complicated than measuring progress against the indicators in the design and monitoring framewrok (DMF). The emphasis on quantitative measures, even if well considered, could result in displacing goals and/or inaccurately representing project success or failure. In the context of the COVID-19 pandemic and the Implementation timelines, some DMF targets were unrealistic. The project provided for formative evaluations but they were not closely coordinated with the DMF.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Use of data and planning to target delivery strategies improve performance. Staffing and access to medical supplies were common challenges and well recognized during project design and documented during the project, including through the formative evaluations, the DFAT-funded independent evaluation, and the project midterm review. The chief executive officers (CEOs) of the provincial health authorities in high-performing provinces identified the use of data and planning to target delivery strategies as a factor in improved performance.

Project Number: 41509-013
Project Name: Rural Primary Health Services Delivery Project
Report Date:
Lesson
Attainment of project benefits not within the project scope but instead are dependent on external factors downgrades project performance evaluation. The design and monitoring indicators included household sewerage connections, which were not part of the subprojects’ scope but were provided by the respective urban local bodies (ULBs). This led to dependence on external factors in the accrual of project benefits, thus impacting the final evaluation.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Continuous monitoring of training results and job placement is required to ensure the integrity of the training data provided. The online training management system (TMS) was set up to track large-scale training outputs from numerous training providers, which also became a basis of milestone payments. The Skills Development Coordination and Monitoring Unit (SDCMU) carried out several types of monitoring and verification activities. Rigorous monitoring and regular field checks were essential for the payment system based on milestone achievement, especially with respect to job placement.

Project Number: 42466-015
Project Name: Skills for Employment Investment Program - Tranche 1
Report Date:
Lesson
It is good practice for an executing agency to conduct its own midterm review. This allowed timely assessment of progress and identification of issues that might cause shortfalls.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
Hiring a consultant to periodically collect data is crucial in monitoring and subsequently maintaining output achievements. Similarly, it will be useful for financial intermediary projects to engage a consultant to monitor the Implementation status of subprojects.

Project Number: 47305-002, 47305-004
Project Name: Horticulture Value Chain Development Project
Report Date:
Lesson
Hydropower plant (HPP) projects are complex engineering projects requiring comprehensive feasibility studies, strict Implementation in line with study findings and recommendations, and continued engagement by the project management office and implementing agencies to actively assess and flag any issues after Completion and throughout the warranty period. This was brought to focus by the Waranghoi HPP experience that required prompt action to mitigate overtopping of an intake facility in November 2022.

Project Number: 41504-013, 41504-023, 41504-025
Project Name: Town Electrification Investment Program (Multitranche Financing Facility and Tranche 2)
Report Date:
Lesson
Implementation of adjustments/updates to the project scope, e.g., the gender targets of this program, needs to be closely monitored by the project management office to prevent further setbacks/shortfalls and ensure attainment of updated targets set in p[ace by midterm reviews .

Project Number: 35290–013, 35290–043
Project Name: North Eastern Region Capital Cities Development Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date: