Search

Displaying 61 - 75 of 91

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
The active support of the borrower and the executing agency, through timely provision of counterpart funds, steering committee meetings convened for timely decisions and approvals, and consistent monitoring and supervision, helped ensure smooth and timely implementation.

Project Number: 33268-013
Project Name: Federally Administered Tribal Areas Rural Development Project
Report Date:
Lesson
Appointing qualified staff and retaining them for the duration of the project avoided delays in implementation.

Project Number: 33268-013
Project Name: Federally Administered Tribal Areas Rural Development Project
Report Date:
Lesson
The project was a success primarily because of its design, which accounted for actual conditions in the project area, applied lessons from previous interventions, and incorporated and adopted efficient and sustainable delivery mechanisms. The involvement of beneficiaries in the project through effective social mobilization was critical to its success. Training, awareness raising, and capacity building of beneficiaries was also instrumental in ensuring that the subprojects were owned and operated by the communities and were sustainable.

Project Number: 33268-013
Project Name: Federally Administered Tribal Areas Rural Development Project
Report Date:
Lesson
ADB's proactive participation in implementation, supervision, and monitoring, and its flexibility in addressing actual conditions in the project area and providing essential support to the federally administered tribal areas (FATA) Secretariat in a timely manner was also a central factor for the success of the project.

Project Number: 33268-013
Project Name: Federally Administered Tribal Areas Rural Development Project
Report Date:
Lesson
It was envisaged that the tehsil municipal administrations (TMAs) would be assisted in offering opportunities to the private sector in the transport, recycling, and composting of solid waste, municipal slaughterhouses, and wastewater treatment plant operations. However, except for outsourcing slaughterhouse operations, no private sector participation was achieved.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The Local Government and Rural Development Department, through the project coordination office (PCO), was the executing agency of the project. However, with limited capacity demonstrated in implementing the project for the first 2 years, PCO management was taken over by staff members deputed from Housing, Urban Development and Public Health Engineering Department, and focus shifted toward infrastructure investments. Sustainability can be better achieved if the organizations that operate services remain fully involved in its design, planning, and implementation stages.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Based on the analysis at completion, one of the major flaws in the devolution process was that tehsil municipal administrations (TMAs) were given additional responsibilities without providing them the additional staff members, resources, power, and regulatory environment to deliver these responsibilities. In the absence of these four key elements, any further investments in urban services managed by TMAs are not expected to deliver sustainable results and service improvements.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Ownership and commitment of the Punjab government toward the Punjab Local Government Ordinance (PLGO), 2001 decreased over the project implementation period. The PLGO 2001 reforms were embedded in the tehsil municipal administration (TMA) selection criteria and were supported through municipal management capacity-building initiatives to ensure sustainability of investments. Due to the lack of political will and weak capacities of the implementing agencies, however, the implementation of the reforms and municipal management activities was marginal.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Delay in acquisition of the required land and award of contracts without implementation of resettlement plans impeded implementation and caused premature loan closure. Efforts are needed to built safeguard capacities within countries to implement and within ADB to supervise, guide, and monitor safeguard compliance. To check against safeguard-related delays, safeguard plans and their implementation should be part of a project readiness filter.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The community participation in design and planning subprojects was minimal. The engagement with communities was mainly through social organizers and some council members, who were not directly related to mainstream implementation of the subproject, which was one of the key reasons for weak participation. Community participation requires their intensive involvement from the design to the implementation stages, through direct interaction with key players responsible for implementation, to build ownership and sustained partnerships.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Clarity of roles and responsibilities: The PPTA and the RRP identified overlap in administrative and geographic alignments of agencies such as WASA, town administrations, RDA, the Cantonment Board, and the CDG responsible for municipal and other urban functions (para. 55). The policy actions, PSC and PIRC established for the project were unable to address these gaps. Clarity of roles, and geographic, administrative, and sector alignment are prerequisites for effective urban governance and need to be addressed at the planning stage or should be part of project readiness checklist.

Project Number: 37003-013
Project Name: Rawalpindi Environmental Improvement
Report Date:
Lesson
Alignment with overall reforms: The project only supported implementation of reforms in the participating towns and WASA in line with PLGO 2001 and urban policy actions agreed with the government for the project (para. 53). Ownership and commitment to reforms deteriorated in general and project implementation was adversely affected. Although these risks were identified in the project design, no flexibility was built into the design to respond to these external factors.

Project Number: 37003-013
Project Name: Rawalpindi Environmental Improvement
Report Date:
Lesson
Ensuring quality in complex reform oriented projects: The consultants under the loan were hired through QCBS. The staff costs in the bids were inadequate for quality staff. This hiring process allowed weak firms to bid low and win the bids, without fully appreciating the tasks ahead. The request for proposal for complex sector loans should either be quality-based or include a bid rejection option in case of underbidding in QCBS.

Project Number: 37003-013
Project Name: Rawalpindi Environmental Improvement
Report Date:
Lesson
Provision of optimal environment for change: The project design included community and private sector participation in the delivery of urban services, supported by some concrete small-scale activities. However, the project did not provide clear direction and adequate resources to deliver these activities (para. 46). Flexibility is important in the design of complex loans, but for this flexibility to be used effectively, additional capacity, a guiding framework, and resources should be included in the sector loan, with supporting technical assistance to guide the use of the resources.

Project Number: 37003-013
Project Name: Rawalpindi Environmental Improvement
Report Date: