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Lesson
A thorough assessment and consideration of EA capacities help ensure the formulation of realistic implementation schedules.

Project Number: 37192-023
Project Name: Power Transmission Enhancement Investment Program - Tranche 1
Report Date:
Lesson
Ensuring the success of highly technical components of an energy project requires an in-depth and longer-than-usual due diligence process.

Project Number: 37192-023
Project Name: Power Transmission Enhancement Investment Program - Tranche 1
Report Date:
Lesson
A project-specific design and monitoring framework (DMF) for each tranche project financed by a multitranche financing facility (MFF) is crucial to assessing the project's implementation progress and final accomplishments and contributions to the MFF results chain.

Project Number: 37192-023
Project Name: Power Transmission Enhancement Investment Program - Tranche 1
Report Date:
Lesson
Objectives under Output 3 could have been pursued further through other ADB modalities when the AETP (Accelerating Economic Transformation Program) was discontinued (as in Output 1 on energy and social protection). The lack of structural transformation had been presented as one fundamental reason why the BOP (balance of payments) crises are recurrent in Pakistan. There was a strong consensus during subprogram 1 and subprogram 2 that resource mobilization, internal or external, is not what constrains Pakistan development in normal times (i.e. outside crisis episodes).

Project Number: 42163-013
Project Name: Accelerating Economic Transformation Program
Report Date:
Lesson
Attaching support for this reform agenda to a crisis fighting effort and to an IMF (International Monetary Fund) adjustment program was a major handicap for the AETP (Accelerating Economic Transformation Program). A multiyear pursuit of structural transformation objectives would have benefited from not being linked to the short-term financial targets that govern macroeconomic stabilization programs, crucial as they are.

Project Number: 42163-013
Project Name: Accelerating Economic Transformation Program
Report Date:
Lesson
A well-thought-out conceptual design is a key to the success of any program. In the case of the PMDGP (Punjab Millennium Development Goals Program), the design set a commendable goal in the intended outcome, but it seems to have overestimated the capacity of the GOP (Government of Punjab) to help achieve it. It also relied too heavily on the establishment of the MSDSs (minimum service delivery standards) as a strategy for attaining MDGs (Millennium Development Goal) 4 and 5.

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
Report Date:
Lesson
One of the PMDGP's (Punjab Millennium Development Goals Program) principal lessons is that interventions in countries with difficult socioeconomic conditions and generally weak implementation capacity require more comprehensive due diligence during design. When large complex programs are prepared in this context, ADB needs to carry out detailed, rigorous, and objective analysis of the potential implementation risks, especially those related to the executing agency. Once that is done, all necessary mitigation measures must be built into the design.

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
Report Date:
Lesson
Given the weak capacity of the executing agency, a large, well-conceived, and properly structured TA (technical assistance) project should have been piggybacked on the program to address the obstacles presented by inherent system inefficiencies and limited capacit

Project Number: 41641-013
Project Name: Punjab Millennium Development Goals Program - Subprograms 1 and 2
Report Date:
Lesson
The design and implementation of the cluster program shows that it was too ambitious in its scope, and that depth of program engagement is more important than breadth of reforms. Improving the overall efficiency of the government is a complex undertaking. It requires major changes in existing institutional arrangements, human resource capacity, and legal and regulatory frameworks.

Project Number: 41666-013
Project Name: Punjab Government Efficiency Improvement Program
Report Date:
Lesson
Reform agendas chosen for program cluster support should be carefully selected during program design. Subprogram 1 had 25 policy conditions, while subprogram 2 had 38 policy conditions. The large number of implementing agencies and reform areas complicates program coordination. When reviewing the implementation of this cluster program, too often it seemed that quantity of policy actions was a substitute for the low number of consequent reforms that could be achieved within the indicative time-span.

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
ADB was able to use its convening power effectively because it had the necessary in-house technical expertise. Public health experts on ADB's staff with knowledge of emerging infectious diseases were involved in designing and implementing the project. This in-house expertise made the dialogue with the technical and regional agencies to strengthen regional collaboration within and across the animal health and human health sectors possible.

Project Number: 39662-012
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date:
Lesson
The importance of reform momentum and of programmatic assistance for sustaining the momentum. However, the experience with some reforms in core policy areas 1 and 3 is a reminder that when sufficient political pressure is exerted, financial and technical capacity constraints can sometimes be overcome, even in the absence of programmatic support (as would have been provided through subprogram 3). This calls for greater effort during the design and implementation stages to assess the political and economic context, which can determine whether or not a reform effort will succeed.

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
Key lessons from previous projects incorporated in and validated by this project included: (i) area-based multi-sector community development projects need to be simple to be effective; (ii) institutions with built-in capacity should be used; (iii) a flexible, demand-driven approach to community development should be followed; (iv) civil works and effective social mobilization should be balanced; and (v) the focus should be on service delivery, rather than on policy reforms involving structural changes that are beyond the scope of an area-based development project.

Project Number: 37188-013
Project Name: Sindh Coastal Community Development Project
Report Date:
Lesson
Each new outbreak of disease confronts projects such as this one, as well as the implementing partners and global community, with a fresh challenge, because its early spread outpaces the gathering of scientific evidence needed to formulate containment policies. Each successive outbreak is followed by an initial opaque period characterized by a frustrating lack of scientific evidence on which to base policies and technical guidance.

Project Number: 39662-012
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date:
Lesson
The rapid launch and accelerated implementation of the project made necessary by the threat that avian influenza would become a pandemic made it difficult to define verifiable indicators for a number of the outputs under the regional capacity building and regional coordination components. A mid-term review of the project would have facilitated a review and updating of the design and monitoring framework.

Project Number: 39662-012
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date: