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Lesson
The risk assessment of political resistance to devolution was not sufficiently robust, and mitigating measures were not realistic. The design should have been revised to address political resistance to implementation of the Punjab Local Government Ordinance 2001 (PLGO). Failure to do so undermined program implementation. Another significant design flaw was the multi-sector and ambitious scope of the program. This observation was also raised by the executing agency (EA) during the program completion review mission.

Project Number: 32264-013
Project Name: Punjab Devolved Social Services Program
Report Date:
Lesson
The implementation of civil works was delayed due to the time taken to reach government agreement on design, approval procedures, and project implementation unit (PIU) staffing. Early stakeholder and beneficiary involvement during project preparation is needed to ensure project quality and ownership that can minimize such delays.

Project Number: 31382-012
Project Name: Private Sector Development Program
Report Date:
Lesson
Continued formal opportunities for dialogue on private sector development with policy makers and legislators after the second tranche had been released may have helped maintain the impetus for change in the enabling environment for private sector development. Such formal discussions with legislators may have improved their understanding of the constraints facing the sector and thereby facilitated earlier passage of key legislation.

Project Number: 31382-012
Project Name: Private Sector Development Program
Report Date:
Lesson
Transforming state-owned enterprises and establishing an enabling environment for private sector foreign investment takes considerable time and ongoing support. Individual capacities, particularly in the executive and legislative branches of government, need to be assessed before an accurate judgement can be made of the time needed to prepare for loan effectiveness and then to implement reforms.

Project Number: 31382-012
Project Name: Private Sector Development Program
Report Date:
Lesson
Broad consultation, awareness raising, and development of skills of key state stakeholders during loan preparation would have enhanced program implementation and possibly reduced the delays in achieving loan effectiveness.

Project Number: 31382-012
Project Name: Private Sector Development Program
Report Date:
Lesson
The decentralized approach introduced during implementation contributed to strengthening the capacity of PIUs and speeded up project progress. PIUs demonstrated their abilities in implementing, supervising, and monitoring physical activities, as well as in managing civil works contracts. As a result, the project implementation was expedited at around midterm and caught up to schedule despite the delays in early stages of project implementation.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
The project's geographical coverage posed a major challenge to monitor subproject implementation in 12 project towns located all over the country from the northern tip (Phongsali) to the south (Samakkhixai). Particularly during rainy season, it was time-consuming for project coordination unit (PCU) staff and consultants to travel to the project towns, as well as for personnel from UDAAs and project implementation units (PIUs) to attend meetings and workshops.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
Given the limited time and resources under the project, capacity building for urban development administration authorities (UDAAs) focused on construction management and supervision, operation and maintenance (O&M) of infrastructure and of sanitary landfills, and exchange of lessons among UDAAs. Various workshops were organized on these topics for managerial staff, accountants, and engineers of UDAAs. By strengthening core capacities, the project created momentum for continued support of long-term capacity building to enable UDAAs to provide quality public services.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
The community's involvement in various project activities and its interactions with the government and project staff greatly enhanced the sense of ownership. Community participation and contribution was the key to successfully completing the village upgrading subcomponent. This was evidenced by the fact that the actual community contribution of $206,000, mainly in cash, exceeded the estimated amount of $200,000 expected at appraisal to be mainly as labor.

Project Number: 31352-013
Project Name: Small Towns Development Sector Project
Report Date:
Lesson
Delays in implementation ensue when components are clustered in a project. Further, clustering discourages ownership of project outputs. Combining harbor development with coastal conservation delayed project implementation considerably because the activities are not complementary.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
The project trained coastal communities in alternative livelihoods to prevent their over- exploitation of coastal resources. To ensure the sustainability of the alternative livelihoods, they should link to markets to generate income. If not, communities may return to their traditional activities.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
One key lesson is the need to involve communities in project activities from inception to completion. Law enforcement alone cannot safeguard the environment. To ensure communities benefit, their involvement is important even in large infrastructure development and rehabilitation projects. Social awareness programs are important throughout project implementation and beyond to encourage community ownership of their resources. Even at the institutional level, a sense of ownership has to be developed early in the project.

Project Number: 31287-013
Project Name: Coastal Resource Management Project
Report Date:
Lesson
The relationship between MOH and the PIU needed to be discussed from the beginning of the project. This would have avoided the PIU isolating itself from the Ministry of Health's (MOH) decision-making process, as happened too often during the first 2 years of implementation. Decision-making procedures need to be clarified to involve MOH departments and higher authorities in decisions affecting bidding processes, consultant selection and outputs, policy matters, and resource allocation in the health sector.

Project Number: 31242-013
Project Name: Second Health Sector Development Project
Report Date:
Lesson
Lessons from the irregularities with civil works in Zavhan aimag are the need to (i) provide external monitoring of civil works in addition to regular monitoring by MOH and various statutory inspection bodies (ADB has organized external monitoring for subsequent projects in the health sector), and (ii) strengthen the bid evaluation capacity of MOH (the weak capacity of some of the firms involved in irregularities could have been detected at an early stage).

Project Number: 31242-013
Project Name: Second Health Sector Development Project
Report Date:
Lesson
Policy reforms should not be too numerous and should be well integrated into an overall project. Highest priority should be given to policy reforms (and covenants) that are necessary for project implementation or sustainability. A stakeholder analysis should be conducted for all proposed policy reforms, and a strategy developed for moving systematically to the desired policy reform reflected in the project's design and monitoring framework.

Project Number: 31242-013
Project Name: Second Health Sector Development Project
Report Date: