To minimize large variations in partner agreement nongovernment organization performance (PANGO), it is necessary to (i) evaluate, contract, and mobilize PANGOs within a specific time frame to avoid delays; (ii) critically evaluate budget proposals to ensure they are sufficient to deliver primary health care services; and (iii) set realistic selection criteria for evaluating the experience of PANGOs and their capacity to deliver services. Behavior change communication and marketing is important for expanding coverage of primary health care services delivery and raising awareness among partnership agreement area residents, especially women and children. Identification and targeting of the poor must be based on a simple set of criteria and supported by existing poverty maps or urban poverty mapping undertaken during project preparation. Eligibility requirements for obtaining red cards must be clear to households, and their application must be consistent across PANGOs and adhered to by providers in determining eligibility and distributing cards. To accurately measure health indicators and gather reliable data for evaluating project performance, it is necessary to regularly update the list of poor beneficiaries in order to effectively identify and track those who have left their respective partnership agreement areas and to collect data on unique individuals obtaining services at primary health care centers.Project management unit and project implementation unit staff must (i) have adequate capacity for procuring goods and services to avoid delays in contracting and awarding processes; (ii) ensure that tender documents contain bid criteria that are pertinent to the required works or consultancy services; and (iii) keep records of evaluation reports to enhance transparency and rigor, in line with undertakings under the ADB loan and grant agreements.69 For this purpose, the design of future projects should incorporate a dedicated procurement specialist to support the project management unit as well as training on ADB procurement and financial management guidelines and procedures for project management and implementation staff. Project management unit and project implementation unit staff must be trained (i) to proactively monitor funds flow, regularly update project accounts, and track loan and grant drawdowns in order to manage project funds effectively; and (ii) to regularly reconcile loan and grant accounts with ADB's records. To facilitate financial management, projects as complex as UPHCP-II should have an operational computerized financial management information system.
Second Urban Primary Health Care Project