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Displaying 1771 - 1785 of 1857

Lesson
The rapid turnover of the MPW staff, frequent changes in project officers and mission leaders, and the transfer of project administration from one ADB department to another were counterproductive.

Project Number: 37075-013
Project Name: Andkhoy-Qaisar Road Project
Report Date:
Lesson
The decentralized approach introduced during implementation contributed to strengthening the capacity of PIUs and speeded up project progress. PIUs demonstrated their abilities in implementing, supervising, and monitoring physical activities, as well as in managing civil works contracts. As a result, the project implementation was expedited at around midterm and caught up to schedule despite the delays in early stages of project implementation.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
The adequacy of security arrangements at project sites in Afghanistan determines the pace at which projects can be implemented. Ultimately, protecting construction crews and facilities and equipment storage areas will be feasible only if an effective grassroots outreach program is mounted to win the support and goodwill of communities who live near construction sites and secure the collaboration of local government officials and village leaders.

Project Number: 37075-013
Project Name: Andkhoy-Qaisar Road Project
Report Date:
Lesson
The community's involvement in various project activities and its interactions with the government and project staff greatly enhanced the sense of ownership. Community participation and contribution was the key to successfully completing the village upgrading subcomponent. This was evidenced by the fact that the actual community contribution of $206,000, mainly in cash, exceeded the estimated amount of $200,000 expected at appraisal to be mainly as labor.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
When designing and implementing rural infrastructure in remote areas with indigenous populations as potential workers and beneficiaries, there must be a careful review of local habits and customs to understand how these can accommodate the common modalities of civil contracting. The original project schedule was too optimistic and did not leave enough time for careful review and adjustment. In such a case, a component that does not suit the needs of a specific target population could leave that population unserved or bypassed.

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
A major reason for the delay in project start-up was the variance between the report and recomendations of the president (RRP) and the government's PC-1 planning document. Draft RRPs and PC-1s for a project should be shared between ADB and the borrower well before loan approval.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
Weak government commitment. Given the political environment and the likelihood that a significant lack of consensus might be a daily reality on this project, the design should never have been so complex, with four different subcomponents, leading to a much larger MFF expectation. Perhaps a lesson here is that to achieve early and committed buy-in to required reforms and institutional shake-up, smaller and simpler components could be tested through a small scale or project preparatory TAs, which may lead to visible and larger MFF commitments.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
The unilateral withdrawal of a relatively large amount of cofinancing by Danida (around 50% of the total amount allocated for the rural access component) after project approval considerably delayed implementation and created difficulties in meeting project objectives and targets. The cofinancing was unfortunately a condition of loan effectiveness. The project was declared effective in October 2002, after the cofinancing condition was declared void.

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
The project's geographical coverage posed a major challenge to monitor subproject implementation in 12 project towns located all over the country from the northern tip (Phongsali) to the south (Samakkhixai). Particularly during rainy season, it was time-consuming for project coordination unit (PCU) staff and consultants to travel to the project towns, as well as for personnel from UDAAs and project implementation units (PIUs) to attend meetings and workshops.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
The improvement of connectivity and access between rural and remote areas of the CHT, especially with the market centers, was crucial for development. The project directly and indirectly affected all aspects of rural life in the CHT. During the project completion review mission and earlier missions, villagers asked whether more livelihood projects would be provided in their area.

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
The annual hiatus in processing withdrawal applications by Ministry of Finance (MOF) for the 3-month budget approval period (end of the financial year on 21 March until the end of June) causes cash flow difficulties for the contractors and consultants, as this period coincides with the peak construction season. A streamlined coordination among MPW, MOF, and ADB should be developed to minimize the adverse impact on project progress and avoid interest claims on late payments.

Project Number: 37075-013
Project Name: Andkhoy-Qaisar Road Project
Report Date:
Lesson
Counterpart funding and incentive issues in TA loans. Despite the challenges in project implementation, the project support unit (PSU) and local support unit (LSU) had utilized close to $4 million in counterpart funding, while ADB disbursed only 15% of the TA loan. As a result, the actual split between ADB and the government was 15:85, when the agreement was 70:30. Thus, a key lesson is that there should have been far greater oversight on the utilization of counterpart funds, as the ADB-financed expenditures and activities and overall progress of the TA loan lagged far behind.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
The project was initiated and prepared in 1999-2000, only 2 years after the signing of the Peace Accord, ending 25 years of insurgency and instability. Many high-risk incidents during project implementation could therefore be expected. The executing and implementing agencies had just been established, and their institutional capacity to implement projects was still being developed and strengthened.

Project Number: 32467-013
Project Name: Chittagong Hill Tracts Rural Development Project
Report Date:
Lesson
No new lessons

Project Number: 32024-013
Project Name: Sindh Rural Development Project [Loan 1934-PAK]
Report Date:
Lesson
More strategic and participatory planning is desirable. LGU chief executive officers (CEOs) often selected subprojects and made investment decisions on their own rather than on the basis of strategic local development plans. Although the project assisted some LGUs in formulating comprehensive land use plans, it did not succeed in ensuring that such plans are standard tools for investment planning despite an LBP requirement mandating that LGUs possess annual development plans to qualify for loan approval.

Project Number: 30551-013
Project Name: Mindanao Basic Urban Services Sector Project
Report Date: