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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
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
The sequence of reforms in the policy matrix was such that all substantial results could be achieved only after the completion of second tranche actions. In addition, liberal assessment of compliance allowed the release of the first tranche without achieving much toward sustainable outputs. More result-oriented sequencing of policy actions for the first tranche could have achieved some sustainable improvements in social service delivery.

Project Number: 37218-013
Project Name: Balochistan Devolved Social Services Program
Report Date:
Lesson
Given provincial and district capacity limitations, a Program focusing on a single sector would have had a better chance of success. Sustained support in one sector can be less demanding for both the government and ADB. Multi-sector policy reform interventions involving governance reform are difficult to manage, and a new system of local political governance imposed by the federal government added further complications.

Project Number: 37218-013
Project Name: Balochistan Devolved Social Services Program
Report Date:
Lesson
Capacity in the executing and implementing agencies was expected to be built through the accompanying TA loan. Program outputs like developing sector strategies, implementing expenditure tracking and service delivery surveys, training communities to manage and monitor social service delivery, and other outputs critical to achieving Program outcome depended on effective technical assistance (TA) loan administration. However, executing agency capacity to administer the TA loan was inadequate.

Project Number: 37218-013
Project Name: Balochistan Devolved Social Services Program
Report Date:
Lesson
Inadequate review by ADB of the Planning Commission form 1 (PC-1) and inconsistencies between the PC-1 and the report and recommendation of the President (RRP) slow down project implementation. To ensure a thorough review of the PC-1 by ADB, the project officer should be required to prepare a comparative statement identifying both the similarities and differences between the PC-1 and the RRP and loan agreement, and the Planning and Development Department (PDD) should be advised on corrective measures before the loan is declared effective.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
In provincial projects, it is important to clarify the sector reforms that can be authorized at the provincial level. A number of the proposed reforms, such as the competency-based training (CBT) and on-the-job training, required changes in the curriculum, which fell under federal purview.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
Before a complex and innovative technical education and vocational training (TEVT) project is designed, particularly in a relatively less developed region like Balochistan, it is necessary to have extensive consultations with stakeholders directly involved with the TEVT system to develop realistic objectives and activities.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
Given the weak capacity of the executing and implementing agencies, consultants should have been recruited before loan effectiveness. Had the consulting services been available, the project would most likely have achieved at least some of its objectives.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
A well-thought-out conceptual design is a key to the success of any project. In this case, the project design had commendable objectives, but it overestimated the commitment and capacity of the executing and implementing agencies, and relied too heavily on consultants.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
Frequent changes in project administration at ADB caused confusion and had a negative effect on project implementation. During the project, 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.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date:
Lesson
Weak capacity of project staff results in procedural lapses, possible violations of the loan agreement, and slow implementation. Moreover, stringent internal audit controls and close monitoring of expenditures bring more transparency in financial transactions.

Project Number: 36654-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (Balochistan)
Report Date: