Search

Displaying 1 - 15 of 25

Lesson
Strong project design, including carefully thought-out subproject selection criteria and adequate financial assessments can help reduce the need for scope changes and mitigate the risk of implementation delays. At approval, this project included seven subprojects in five provinces. Four of the seven subprojects were dropped in 2016 and 2017 because of changes in the companies’ investment priorities, changes in management due to the equitization process, and/or insufficient financial capacity.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
Report Date:
Lesson
Continued timely adjustments in tariffs could make projects financially viable. The project financial reevaluation at completion concluded that the project was financially viable subject to continued timely adjustments in tariff. This has legal basis as Decree 124/2011/ND-CP allows WSCs to propose water tariffs in a tariff roadmap, which provincial governments approve. The tariff roadmaps of the participating WSCs included adjustments every two years. However, only one adjustment was made in 2019–2022 due to the impacts of COVID-19.

Project Number: 41456-043
Project Name: Water Sector Investment Program - Tranche 3
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
Flexibility in project design is required to respond to changes in subproject scale and adapt capacity support to the changing needs. This project was implemented across eight provinces, with significant differences in the size and scope of provincial waterworks (PWW) subprojects and local capacities. A flexible design was crucial to its successful implementation.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Implementing urban infrastructure and providing universal municipal services within growing towns face complex ground-level challenges hence requiring more time for implementation.

Project Number: 38254-013, 38254-063
Project Name: North Karnataka Urban Sector Investment Program (Tranche 4 and Multitranche Financing Facility)
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
Value additions need to be emphasized during project Implementation to ensure that state governments gain benefits from them. Although the design was appropriate, the dropping of a few outputs related to project value additions could have been avoided if the state governments had given them due consideration and importance. These value additions could have supported the participating states in mobility planning, event management, development of guidelines, and site management plan for effective tourist management.

Project Number: 40648-034
Project Name: Infrastructure Development Investment Program for Tourism - Tranche 3
Report Date:
Lesson
It is crucial not to delay the Preparation of detailed designs, bids and procurement documentation, securing legal clearances, and recruitment of project consultants, as a delay on any of these could negatively impact the attainment of project outputs and outcomes,

Project Number: 40648-013, 40648-037
Project Name: Infrastructure Development Investment Program for Tourism (Tranche 4 and Multitranche Financing Facility)
Report Date:
Lesson
Not considering adequate funding options and provisions for operations and maintenance (O&M) during the design phase can lead to sustainability issues after project completion. It is critical that a systematic plan for O&M design and measures are developed at the outset, considering the agencies' financial capabilities and attendant risks such as low levels of tariff rates.

Project Number: 43405-023
Project Name: Urban Services Improvement Investment Program - Tranche 1
Report Date:
Lesson
Potential problems with funding the maintenance of completed subprojects and/or facilities arise when they highly rely on government budgetary allocations that may or may not materialize in the short- and medium-terms. This can lead to poor periodic maintenance, especially for road routine maintenance. In future projects, consideration could be given to performance-based road maintenance contracts where a period of maintenance is included (e.g., 5 years after completion) in the contracts.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
With the project's investment in improving wastewater treatment, solid waste management and recycling, an opportunity arose to establish and impose full cost recovery tariffs and charges for these activities. Appropriate tariff studies could have been undertaken and with recommendations for replication in other towns.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
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:
Lesson
Adequate operation and maintenance (O&M) allocations, supported by feasible, long-term financing plans, are necessary to ensure the sustainability of project facilities and benefits. Furthermore, effective O&M planning is required for effective utilization of the assets and provisions for improved service delivery to citizens.The O&M of the constructed plants, landfills, and other subprojects in the program cities lacked operational governance, proper record keeping, and manpower planning, which started in project 1 affecting the subsequent projects.

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
A clear and well-defined operation and maintenance (O&M) mechanism established at an early stage of implementation strengthens the sustainability of on-site sanitation facilities piloted by the project. Hand-over of these facilities to community groups equipped with O&M manuals increases ownership and value to the wider public on the viability of the introduced technology.

Project Number: 49113-001
Project Name: Managing Soil Pollution in Ger Areas through Improved On-site Sanitation Project
Report Date:
Lesson
A comprehensive master plan combined with arrangements that put the upstream catchment management and lake management under single administrations can deliver lasting results.

Project Number: 44036-013
Project Name: Anhui Chao Lake Environmental Rehabilitation Project
Report Date: