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Lesson
No new lessons

Project Number: 32058-023
Project Name: Road Sector Development Program [Loan 1891-PAK]
Report Date:
Lesson
The need to take immediate action to scale down project costs, and/or cancel part of the corresponding loan, when it becomes apparent that the government is unable or unwilling to put up the necessary counterpart funds. While it is important to correctly and objectively assess implementation constraints and implementation capacity, countries with serious development needs and weak institutional capacity should be assisted with building up this capacity as part of project design.

Project Number: 30210-013
Project Name: Reproductive Health Project [Loan 1900(SF)-PAK]
Report Date:
Lesson
The need for more frequent review missions, probably with an appropriate consultant/advisor on board, in the early years of implementation and for as long as project implementation is deemed off track; and

Project Number: 30210-013
Project Name: Reproductive Health Project [Loan 1900(SF)-PAK]
Report Date:
Lesson
The need for start-up TA to set the stage for effective project implementation as part of the loan covenant, establish the PCUs and/or PIUs, and ensure that a realistic implementation arrangement is put in place, even if it means revising the project implementation design, drafting a management operation manual, assisting in the opening of imprest accounts, training project staff on ADB procurement and disbursement procedures and reporting requirements, and initiating the preparation of procurement and disbursement documents;

Project Number: 30210-013
Project Name: Reproductive Health Project [Loan 1900(SF)-PAK]
Report Date:
Lesson
No new lessons

Project Number: 23319
Project Name: Forestry Sector Project [Loan 1403(SF)-PAK]
Report Date:
Lesson
The lack of success in restructuring SME Bank also reconfirms lessons identified by IED and other development partners with regard to state bank restructuring, including labor retrenchment and incentive issues, as well as the difficulties associated with privatization such as determining an acceptable sale price and finding reputable strategic investors for a bank with an SME focus. On the positive side, the 7 ADB. 2006. Guidelines for Preparing Performance Evaluation Reports for Public Sector Operations. Manila.

Project Number: 34327-013, 34327-023
Project Name: Small and Medium Enterprise Sector Development Program [Loan 2066-2067- PAK]
Report Date:
Lesson
Weak government commitment. Given the political environment and the likelihood that a significant lack of consensus might be a daily reality on this project, the design should never have been so complex, with four different subcomponents, leading to a much larger MFF expectation. Perhaps a lesson here is that to achieve early and committed buy-in to required reforms and institutional shake-up, smaller and simpler components could be tested through a small scale or project preparatory TAs, which may lead to visible and larger MFF commitments.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
Counterpart funding and incentive issues in TA loans. Despite the challenges in project implementation, the project support unit (PSU) and local support unit (LSU) had utilized close to $4 million in counterpart funding, while ADB disbursed only 15% of the TA loan. As a result, the actual split between ADB and the government was 15:85, when the agreement was 70:30. Thus, a key lesson is that there should have been far greater oversight on the utilization of counterpart funds, as the ADB-financed expenditures and activities and overall progress of the TA loan lagged far behind.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
Problematic shifting of priorities. Continuing problems with government approvals, and constant changes in focus, scope, and direction caused major delays. ADB noted a range of concerns over the continuing delays on the processing of the Project in its previous incarnation, the Karachi Mega City Development Program, after developing the loan proposal to the point of loan negotiations in May 2008.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
Avoidance of challenging issues. At both government levels (the government of Sindh and City District Government of Karachi or CDGK), there was a systematic avoidance of exposure to and tackling of various governance and institutional issues, as well as reforms required to examine and correct these challenges. Analysis of the few project subcomponents completed illustrates that the government of Sindh and CDGK only implemented easy studies that did not and could not tackle major disputes or issues that might require serious reforms in Karachi.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
Lessons from previous projects. Lessons from two older ADB urban sector loan projects to Karachi in 1986 and 1991, respectively, which were rated unsuccessful and partly successful, include the need for (i) greater attention to sustainability, (ii) enhanced project design based on sound assessments, (iii) careful consideration for institutional shortcomings of executing and implementing agencies, and (iv) greater efforts to address the financial insolvency problems of the Karachi local government bodies.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
During the inception mission, the KPK government requested a reallocation of loan proceeds in line with what was agreed to during loan negotiations. The requested reallocation required a major change in scope, which was proposed to take place during the midterm review mission, scheduled for the third year of project implementation. The midterm review mission does not necessarily need to come in the middle of the project period; it can be scheduled early on, for instance in the first year of project implementation, if it would help to get the project going after a slow start.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
The frequent change in administration also affected the filing of the key project documentation, resulting in some of the files remaining in headquarters and others in the resident mission.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
More confusing were the frequent changes in the ADB administration of the project. During the project's 3.5-year life span, the administration moved from the South Asia Department to the Central and West Asia Department, and from the Social Sector Division via the Governance and Finance Division to the Pakistan Resident Mission. This was detrimental to the continuity of interaction with the KPK government.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
One of the main strengths of the project was the continued presence of the same project management in the project management unit (PMU), who were selected and appointed on a competitive basis.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date: