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Displaying 31 - 45 of 54

Lesson
The time required for selecting the appropriate technology and the completion of detailed design should be incorporated into the implementation schedule and reflected in the DMF.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Viet Nam’s strategy to decentralize development projects to the local level can be successfully implemented due to the readiness and capacity of local institutions and staff; this strategy can be adapted or followed in other regions and sector of the economy.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Having dedicated project management staff with considerable relevant experience facilitates the timely completion of projects.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Project readiness and advance actions are crucial to the timely and successful implementation of projects.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Medium-sized towns in Viet Nam have the capacity to design and implement urban infrastructure projects.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Gender actions and targets should be based on site-specific gender analysis.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
Reliable indicators are vital to assessing the development impact of projects.

Project Number: 41462-013
Project Name: Comprehensive Socioeconomic Urban Development Project in Viet Tri, Hung Yen, and Dong Dang
Report Date:
Lesson
The outcome indicators in the DMF appear to measure the socioeconomic performance of Thanh Hoa City instead of project outcomes. Increases in industrial productivity, tourist arrivals, and employment rates cannot be uniquely ascribed to interventions financed by the project and are not adequate as outcome indicators.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Appraisal estimates of FIRR as an example need to be constantly reviewed in the course of project implementation—appraisal methodological errors should not be discovered during a completion mission.Sector-level lessons. The special features of the project design needs to be further promoted where possible.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Cofinancing could reduce flexibility.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Consideration of the relationships and coordination practice among key agencies strengthens the feasibility of implementation arrangements.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Local governments in Viet Nam’s secondary towns and cities have high implementation capacity.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Recruitment of consulting firms by a government agency in Viet Nam is time-consuming.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
Reliable cost estimates are essential to smooth project implementation.

Project Number: 41013-013
Project Name: Thanh Hoa City Comprehensive Socioeconomic Development Project
Report Date:
Lesson
The North East Community Restoration and Development implementation structure, including the delegation of responsibility to a provincial project management unit and the inclusion of all stakeholders in the provincial project coordination committee subproject selection process, was effective in implementing restoration activities. It provided a model for coordination between central, provincial, district, divisional, and local government, and encouraged cooperation with other agencies and minimized duplication of agencies' work.

Project Number: 36601-013, 36601-023, 38111-013
Project Name: North East Community Restoration and Development Project
Report Date: