Search

Displaying 1 - 15 of 194

Lesson
Inadequate assessment of deficiencies in technical and financial capacities to operate, maintain, and manage sanitary landfills could have detrimental impacts. The project completion mission noted deficiencies in the management of the landfill. In the absence of an effective management system, the new landfill currently operates as an uncontrolled dumping site. There is a need for proper handover procedures and transfer of management from the project to the local authorities.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Effective knowledge transfer requires adaptation to local context and the participation of stakeholders in the design and preparation of the necessary materials and documents.The project supported the development of manuals and guidelines (e.g., corporate plans, landfill operation guidelines, public–private partnership guidelines). However, preparation of the documents had minimal participation from key stakeholders and there was limited communication to explain the documents to intended users.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Unforeseen events could significantly impact project implementation.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Insufficient project funds and funding for operation and maintenance (O&M) threaten the sustainability of project benefits and outcomes.There are challenges in maintaining and operating the project facilities following project completion because of uncertain annual budget allocations from the government. The revision of project agency roles and responsibilities due to the upgrade of Pakse from a district to a city has led to a shortfall of budget, particularly for landfill operations. The uncompleted riverbank protection work, have made project sustainability less than likely.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
The engineering design of infrastructure investments need to be simple and adequately consider post-project financial and human resources capacity for and operation and maintenance. The rationale for this project's overall design was justifiable as it highlighted Pakse as an economic and commercial center of southern Lao PDR. The choice of investments reflected the immediate needs of Pakse. However, in terms of future maintenance, the design of the landfill was considered overly sophisticated for local authorities with limited financial and human resources.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Project readiness filters and advanced actions are effective tools in mitigating the risk of startup and implementation delays. This project experienced a 2.5-year startup delay, which could have been minimized by implementing project readiness filters and advance actions, including procurement capacity building of the executing and implementing agencies during project preparation.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Counterpart funding arrangemnets need to be ascertained if doable in the local context. The project required the government and local communities to contribute 10% to the cost of construction of infrastructure improvements to build community ownership of the project facilities. However, the capacity of the local government and communities to contribute was limited to 4.7% and 1.8%, respectively. Delayed allocation and availability of counterpart funds for resettlement compensation caused delays during implementation.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
Report Date:
Lesson
Land acquisition procedures, processes, consultations, and reporting are complex in Viet Nam, not least because of the number of agencies involved. Therefore, more time, energy, and expertise need to be allocated to project land clearance and subsequent resettlement compensation.

Project Number: 46293-005
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Similar projects in similar contexts can learn from the following Implementation lessons learned from the[project: (i) potential startup delays need to be anticipated when developing the project Implementation plan and the contract awards and disbursement projections, withmitigating measures identified; (ii) engaging a single detailed engineering design consultant for projects covering multiple provinces can cause delays;and (iii) use of local consultants could expedite the awarding of civil works contracts.

Project Number: 46293-005
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Government budget regulations, particularly on official development assistance (ODA), the main source of ADB funding, need to be fully considered during appraisal as these could cause disbursement delays. In 2015, the allocation of ODA funds to project Implementation units was late and in 2016 no funds were allocated. This meant delays in project Implementation.

Project Number: 46293-005
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
It is critical that the risk assessment and management plan of the project preparatory technical assistance in the tourism sector incorporate measures to be taken in case of future pandemics. The COVID-19 pandemic led to delays in realizing project tourism benefits. Nevertheless, the ensuing pent-up demand from domestic and foreign tourists seems likely to lead to increases in future incremental visitor numbers, visitor days, and visitor expenditure from each of the subprojects. These increases could contribute to the financial sustainability of the subprojects.

Project Number: 46293-005
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
A well-designed project performance management system greatly facilitates the identification, quantification, and valuation of economic benefits, and help in evaluating the extent of the project’s effectiveness.

Project Number: 35173-013
Project Name: Third Small Towns Water Supply and Sanitation Sector Project
Report Date:
Lesson
The achievement of project outcomes and outputs and the development impact of the project demonstrate the effectiveness of WSS projects in increasing the economic welfare of the poorest and most disadvantaged people in a country.

Project Number: 35173-013
Project Name: Third Small Towns Water Supply and Sanitation Sector Project
Report Date:
Lesson
Timely design Completion, prioritization of clearances, and having fully staffed project management and Implementation units improve project readiness hence must be given due attention during project Preparation stage.

Project Number: 35290–013, 35290–043
Project Name: North Eastern Region Capital Cities Development Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Adequate and competent social and environmental safeguards staff need to be onboard throughout a project's life to ensure effective Implementation of safeguard requirements.

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