Search

Displaying 1 - 15 of 91

Lesson
It is important to thoroughly discuss and plan project implementation arrangements to ensure the use of the most appropriate and effective modalities. This could have mitigated initial delays and improved the efficiency from the outset of this TA that overall was well-articulated in terms of scope and the design and monitoring framework.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
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
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
ADB’s participation in a country-driven program, by bringing knowledge and experience in addition to financing, catalyzes interest and cofinancing from other development agencies. This program was a critical element for enhancing the entire ecosystem of housing financing and mortgage market, helping lay thegroundwork for diversified funding and private sector involvement.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
The programmatic approach taken in the TA—including upstream policy reforms, midstream transaction advisory support, and downstream funding support—along with the One ADB collaboration model for energy transition, has been well-recognized and is being replicated in other developing member countries. This type of TA is instrumental in supporting the government during times of significant changes. The analytical studies in support of policy dialogues and reform measures have been critical in firming up ADB’s leading role in the sector and in leveraging reforms through investments.

Project Number: 52322-002
Project Name: Preparing Sustainable Energy Investment Projects
Report Date:
Lesson
By advancing sector reforms, a facility TA, which involves multiple subprojects running concurrently within one framework, can address the risk of losing consistency or coherence among the subprojects. By setting a general policy priority and road map for sector development, the TA will be able to effectively bring its subprojects onto a common path/direction.

Project Number: 52322-002
Project Name: Preparing Sustainable Energy Investment Projects
Report Date:
Lesson
Results-based lending (RBL) is well suited if it is embedded in a wider government-owned and led program. It can be an effective modality for achieving both physical outputs and nonphysical goals. It can also make changes in national policies that go beyond the project’s physical scope. The climate risk assessments, procurement processes, and beneficiary selection criteria used in this program were also applied in non-ADB financed provinces. The instructions issued and policies adopted by the government were “national”in nature and impact.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
The borrower is not obligated to request disbursement of the full amount related to the fulfillment of any disbursement-linked indicator (DLI). Accordingly, ADB disbursement projections can be overly optimistic. This point should be considered in future revisions of RBL policies.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
The lack of organizational capacity and requisite implementation skills also weighs heavily against the attainment of project objectives. Another major reason for poor performance of the PNB was its inability to scale up individual subloans through either the Renewable Energy Services Company (RESCO) or demand aggregation of smaller subprojects, be they in the commercial and industrial sector, MSME, or residential sector.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
A centralized and unified real-time web portal expedites the execution of all project processing and decision-making pocedures, and is an invaluable asset to the successful implementation in this day and age. The lack of coordination among various branches across the different zones of India hampered the operations of the tranche 1 project. A beta version of a unified central web portal for the entire investment program that was put in place was not able to minimize the operational hurdles faced by PNB, due to the lack of institutionalization across all branches.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
Establishing well-staffed and operational project management units (PMUs) and project implementation units (PIUs) as early as possible is essential for effective implementation. Timely recruitment and mobilization of project implementation consultants will also ensure that technical resources are in place to support the PMUs and PIUs. Delays in consultant recruitment and high turnover in specialized areas need to immediately addresses as these could adversely impact project activities.

Project Number: 41403-013
Project Name: Urban Water Supply Project
Report Date:
Lesson
Organizational interventions support and reinforce capacity building for institutional knowledge retention. For instance, organizational intervention, such as handover procedures and an operations manual developed as part of the DBO contract, combined with operation and maintenance staff training to ensure knowledge retention and sustained institutional strengthening in maintaining the operational standards for potable water supply prescribed by the Bhutan Drinking Water Quality Standard, 2016.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date: