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Lesson
A water balance audit as a mandatory part of nonrevenue water projects would lead to proper design. An integrated supervisory control and data acquisition system for the water supply would support smooth operation.

Project Number: 32254-023, 32254-013
Project Name: Urban Water Supply and Environmental Improvement in Madhya Pradesh Project
Report Date:
Lesson
Fully staffed roject implementation units (PIUs) and involving municipal engineers in project design and implementation supports local knowledge and creates ownership and commitment.

Project Number: 32254-023, 32254-013
Project Name: Urban Water Supply and Environmental Improvement in Madhya Pradesh Project
Report Date:
Lesson
The size of contract packages should be optimized based on market conditions to attract contractors. Incentives for quality and timely delivery may foster better contractor performance.

Project Number: 32254-023, 32254-013
Project Name: Urban Water Supply and Environmental Improvement in Madhya Pradesh Project
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
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
It is important for ADB to monitor the engagement of key project players to ensure their ownership of a project and support for its purpose and actions. The successful implementation of the shelter finance component in this case might have had a better chance with greater ADB attention to the participation of shareholder institutions.

Project Number: 35143-013
Project Name: Neighborhood Upgrading and Shelter Sector Project
Report Date:
Lesson
Accurate estimates and monitoring of cost and technical parameters and reporting of them are essential for good project design, not least for calibrating the correct scale of complementary components. Work on shelter for the poor in Indonesia in this case, should take advantage of the country’s long and extensive experience in this sector.

Project Number: 35143-013
Project Name: Neighborhood Upgrading and Shelter Sector Project
Report Date:
Lesson
Make sure that the risk is mitigated and mitigation measures are implemented effectively, most especially when the lack of commitment is a high risk.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
Under the decentralization law, the national government no longer exercises administrative control over regional governments. Likewise, the provincial government does not have administrative control over district governments. Subsequently, local coordinating offices are under the administrative supervision of local governments, thus establishing appropriate city management and monitoring arrangements is essential to exercise administrative and technical supervision and provide support to community neighborhoods.

Project Number: 35143-013
Project Name: Neighborhood Upgrading and Shelter Sector Project
Report Date:
Lesson
The project produced some important insights for neighborhood upgrading interventions to be considered for future project designs.

Project Number: 35143-013
Project Name: Neighborhood Upgrading and Shelter Sector Project
Report Date:
Lesson
Covering a vast number of cities spread over almost the entire country may not be an effective way of maximizing the use of resources. A focused geographic approach would have provided flexibility for designing better social and economic benefits for the beneficiaries. The effectiveness of the investment in generating development impact, as well as project efficiency, would have been improved.

Project Number: 35143-013
Project Name: Neighborhood Upgrading and Shelter 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
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: