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Lesson
No additional lessons

Project Number: 32058-033
Project Name: Punjab Road Development Sector Project
Report Date:
Lesson
No additional lessons

Project Number: 29586-013
Project Name: North-West Frontier Province Barani Area Development Project (Phase 2)
Report Date:
Lesson
It is essential that adequate compensation mechanisms are built into the project design and implemented. If this had been undertaken, it might have preempted the need for a protracted and expensive system for redressing grievances. Rapid compensation is highly desirable. If compensation is delayed, land values may increase and resettlers may no longer consider defined compensation rates to be adequate.

Project Number: 24268
Project Name: Chashma Right Bank Irrigation Project (Stage III)
Report Date:
Lesson
Institutionalize - fast-tracking - and flexibility. The technical assistance (TA) attached to the project allowed flexible responses to diverse capacity gaps, and fast-tracked procurement and disbursement, and the implementation of the safeguards policy. The flexibilities allowed under the emergency policy reduced procurement time and enabled efficient mobilization of resources.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Enhance transparency for effective oversight. The government-established ERRA Council, headed by the prime minister, consists of independent and reputable individuals from civil society in the affected regions. The council followed the reconstruction process and reviewed and reported regularly to the general public on its progress and outcomes, developing a sense of ownership. Independent oversight, involving representatives of civil society disseminating information to key constituents, promoted transparency and enhanced the credibility of the host government.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Articulate policies, strategy, and standards early. The local populations and nongovernment organizations (NGOs) started reconstruction work well before provincial and federal governments started articulating their responses. Expectations rose, and some facilities, especially in health, were built by bilateral donors to standards that were much higher than the capacity of the line agencies to maintain them. This resulted in inconsistencies, violations of policies and standards developed for reconstruction work, and unsustainable operation of completed facilities.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Clarify roles and respect existing mandates. Initial delays in implementation of the project were caused by confusion about the roles of new and existing institutions. Any large- scale reconstruction operation requires clear delineation of the mandates of levels of government, to provide the structure and clarity required for all stakeholders to work with maximum efficiency. To the extent possible, the provincial and regional governments and federal agencies should be provided with capacity to perform their mandated roles.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Have a dedicated lead institution. The dedicated federal (Earthquake Reconstruction and Rehabilitation Authority or ERRA) and provincial reconstruction authorities led the overall coordination and monitoring, and facilitated procedures, policies, and strategies for reconstruction. This arrangement allowed efficient and transparent reconstruction, and established the government's commitment to and credibility in mobilizing resources.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
Report Date:
Lesson
Consultant Performance. Consultant performance should be critically evaluated and monitored closely during implementation. There were many lapses and deficiencies in the design, necessitating design and cost revisions and price escalation. A proper design review may be considered to avoid these deficiencies for future projects. Future consultants selection should be strictly based on their performance records.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Price Escalation. The price for construction materials rose sharply during implementation due to the global economic downturn. The delays in project implementation made this problem more serious. The decisions to approve the escalation took a long time due to the extremely high amounts. All such decisions need to be made quickly in accordance with the given contract clauses.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Procurement and Construction. Several road construction projects were started in all the provinces within a short span of time. This resulted in a sudden increase in the demand for consultants and contractors. Hence, there was inadequate competition among contractors. Undertaking multiple large programs at one time is not good for the executing and implementing agencies and the local construction industry. Shortages will develop, bottlenecks will arise, prices will increase, the cost of production will be high, and equipment will become idle after project completion.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Cost Estimates. Cost estimates of subprojects were prepared in 2004 on the basis of the prevailing composite schedule of rates (CSR). However, at the time of contract award there was an exceptionally high inflation. It is important to consider the inflation factor between the project design and contract award periods.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Project Implementation in an Area with Security Challenges. The security conditions in the project area deteriorated during implementation. ADB needs to consider special arrangements for such projects. For example, direct contracting or lump-sum contracts may be considered for civil works contracts, rather than competitive bidding, in particular, international competitive bidding (ICB). Project management could be outsourced, as ADB missions were not able to visit sites.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
The project was comprised of six components, including national highways, provincial highways (PHs), rural access roads (RARs), policy reform and institutional strengthening, border infrastructure, and road safety. Six implementing agencies were engaged to implement these components. For improved coordination and smooth implementation, it would be better to implement projects with only one or two implementing agencies.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
In order for it to be efficiently implemented, a multisector area development project covering multiple districts must have (i) the Agency for Barani Areas Development (ABAD) as the executing agency, since it has the essential mandate; (ii) a decentralized project management model with dedicated staff and market-based salaries and benefits; (iii) flexible, demand-driven design of interventions; (iv) minimum beneficiary funding requirements; (v) fewer consultants and more regular staff; (vi) clear and realistic gender and development (GAD) targets; (vii) a duration of at least 8 years; (viii

Project Number: 34331-013
Project Name: Sustainable Livelihoods in Barani Areas Project
Report Date: