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Lesson
Most of the benefits associated with the reforms supported under the cluster program were conditional on the final reforms to be supported under a subprogram 3, which never eventuated. To the extent that this caused reform momentum to be lost or take a risky direction, this approach risked delaying (at a minimum) or wasting years of reform effort (TA, financial resources and government commitment).

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
ADB's high-level steering committee demonstrated ADB's institutional support, which enhanced coordination between development partners. The committee, comprising the heads of all regional departments and the Strategy and Policy Department and chaired by the director general of RSDD, provided prompt policy guidance and expedited decisions and actions. It also ensured that the needs of the countries were ascertained and that they had adequate access to project resources.

Project Number: 39662-012
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
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
The project experienced substantial delays due to security conditions, which led ADB to close the loan before completion of all the components. As a result, and because of weak government financing, the project experienced serious financial problems. ADB needs to pay more attention to local situation and assist in timely project completion. Only fully completing the project, the benefits anticipated can be revealed.

Project Number: 34333-013
Project Name: Balochistan Road Development Sector Project
Report Date:
Lesson
The project comprises several components comprising national highways, provincial highways and rural roads, cross-border development, institutional development, and community development. These components were implemented by different government agencies with limited coordination. Combining all of these components into one project was difficult for both ADB and the government to manage. If a project is so comprehensive, a project management unit at the national level should be established to coordinate its implementation.

Project Number: 34333-013
Project Name: Balochistan Road Development Sector Project
Report Date:
Lesson
All of the contractors were local, with inadequate funding, expertise, and equipment, which contributed to implementation delays. With rapid road development in Pakistan, such problems may be worsening. To promote capacity development of local and private contractors, ADB needs to strengthen the capacity-building programs, especially in the area where local construction capacity is lacking.

Project Number: 34333-013
Project Name: Balochistan Road Development Sector Project
Report Date:
Lesson
Project implementation encountered land acquisition and resettlement challenges. ADB amended the Loan Agreement, which allowed construction to start on the sections where land issues had been resolved. ADB needs to make the government well aware of ADB's safeguard policy and prepare a more feasible loan agreement under future projects.

Project Number: 34333-013
Project Name: Balochistan Road Development Sector Project
Report Date:
Lesson
The global price for construction materials rose sharply during implementation. The delays in project implementation made this problem more serious. For some provincial roads under the project, retendering was conducted, but the low rate is unlikely to attract bidders. For future ADB-assisted projects, reasonable price contingencies should be included in the investment plan.

Project Number: 34333-013
Project Name: Balochistan Road Development Sector Project
Report Date:
Lesson
Consultant Performance. Consultant performance should be critically evaluated and monitored closely during implementation. There were many lapses and deficiencies in the design, necessitating design and cost revisions and price escalation. A proper design review may be considered to avoid these deficiencies for future projects. Future consultants selection should be strictly based on their performance records.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity 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
In order for it to be efficiently implemented, a multisector area development project covering multiple districts must have (i) the Agency for Barani Areas Development (ABAD) as the executing agency, since it has the essential mandate; (ii) a decentralized project management model with dedicated staff and market-based salaries and benefits; (iii) flexible, demand-driven design of interventions; (iv) minimum beneficiary funding requirements; (v) fewer consultants and more regular staff; (vi) clear and realistic gender and development (GAD) targets; (vii) a duration of at least 8 years; (viii

Project Number: 34331-013
Project Name: Sustainable Livelihoods in Barani Areas Project
Report Date:
Lesson
Price Escalation. The price for construction materials rose sharply during implementation due to the global economic downturn. The delays in project implementation made this problem more serious. The decisions to approve the escalation took a long time due to the extremely high amounts. All such decisions need to be made quickly in accordance with the given contract clauses.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity 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
Procurement and Construction. Several road construction projects were started in all the provinces within a short span of time. This resulted in a sudden increase in the demand for consultants and contractors. Hence, there was inadequate competition among contractors. Undertaking multiple large programs at one time is not good for the executing and implementing agencies and the local construction industry. Shortages will develop, bottlenecks will arise, prices will increase, the cost of production will be high, and equipment will become idle after project completion.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
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: