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Lesson
A properly structured implementing agency with strong ownership and commitment is crucial to project success.

Project Number: 37192-023
Project Name: Power Transmission Enhancement Investment Program - Tranche 1
Report Date:
Lesson
No new lessons

Project Number: 44372-013
Project Name: Flood Emergency Reconstruction Project
Report Date:
Lesson
The integrated approach to disaster recovery operations beyond infrastructure restoration to also include activities directed at restoring livelihood and improving the resilience of infrastructure and economic activity to disasters.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
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
Project monitoring should be close enough to identify if key project design assumptions are being put at risk (such as when the LGRDD, through the PCO, became the executing agency of the project), and if consequent shifts in project direction are likely (such as when PCO management was taken over by staff members deputed from the Housing, Urban Development and Public Health Engineering Department and focus was shifted toward infrastructure investments), and to avoid the shift in direction unless all parties agree to it.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Although one of the key features of project design was that urban projects need an integrated approach and infrastructure alone cannot result in improved services, unless capacities, resources, and systems are in place to sustainably deliver these services—the project design failed to ensure that all project stakeholders shared this view and were committed to it. Stakeholder analysis and ways to ensure the commitment of stakeholders to project design initiatives is thus recommended.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Rigorous and fast-paced monitoring and evaluation, which is well suited to the implementation arrangements, is critical in urgently needed and large programs like this one, hence, it needs emphasis in the design of such programs.

Project Number: 40563-013
Project Name: Earthquake-Displaced People Livelihood Restoration Program
Report Date:
Lesson
No new lessons.

Project Number: 34331-013
Project Name: Sustainable Livelihoods in Barani Areas Project
Report Date:
Lesson
Project-specific benefit monitoring data need to be available to ensure project effectiveness through the evaluation of project performance. Total reliance on secondary data is not adequate.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
No additional lessons

Project Number: 29586-013
Project Name: North-West Frontier Province Barani Area Development Project (Phase 2)
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
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
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
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: