The project demonstrated that successful local government unit (LGU)-led, demand-driven, decentralized implementation is a viable delivery mechanism for the planning, development, and management of rural infrastructure. Examination of the reasons for the delayed start yield valuable lessons for future projects. The primary lesson is that advance action needs to be commenced prior to loan approval as regards (i) shared understanding that Guidelines on the Use of Consultants by ADB and Its Borrowers must be followed for ADB-funded consulting engagements; (ii) commitment and establishment of the project management framework, including recruitment of key personnel; (iii) agreement and commitment at all levels to an effective funds disbursement mechanism; (iv) familiarization with project management actions and procedures; and (v) preparation of a long list of LGU identified subprojects. Advance preparation of subproject long lists will assist in evaluating LGU capabilities and capacity to participate in future projects. In preparing subproject lists for future projects, consideration should be given to agribusiness development zones as a basis for future planning, such that infrastructure and value chain improvements are designed on a regional basis rather than being geographically scattered. Future projects should consider sizing project area coverage in relation to executing agency resources. Consideration should be given also to advance preparation of broader-scale agricultural intensification plans (AIPs).
Infrastructure for Rural Productivity Enhancement Sector Project