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Lesson
Inclusive implementation arrangements: The PPTA also identified and consulted key stakeholders, including private sector developers, DHA, and the Cantonment Board�accepting their role in influencing project scope and cost. However, no formal agreement was signed with these stakeholders (para. 54). Formal arrangements with key stakeholders on the scope and cost- sharing arrangement should be part of the design and planning stage, to avoid delays and confusion at the project implementation stage.

Project Number: 37003-013
Project Name: Rawalpindi Environmental Improvement
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
In general, program loans should either exclude highly complex and far-reaching policy reforms or build on intensive policy dialogue and enhanced monitoring and review by ADB. Corrective action regarding the scope and implementation arrangements of the program should be considered at an early stage if implementation is observed to fall behind schedule or government capacity, ownership, and commitment show signs of receding.

Project Number: 35376-023
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
The evaluation offers lessons regarding the need to properly adapt the scope and time frame of reforms to institutional capacity and to sequence reforms. Budget reform should be regarded as an evolving process and should focus on a more limited set of reforms that are within the reach of government institutions.

Project Number: 35376-023
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
Ensure the government understands the proposed project. Ensure that government agencies fully review and understand proposed projects. Reconfirmation with all relevant agencies is critical.

Project Number: 35087-013
Project Name: Urban Water Supply and Sanitation Project
Report Date:
Lesson
Use conservative cost estimates and ensure sufficient funding. The funding allocation should be sufficient to cover project costs; if it is not, the project scope should be reduced or the funding allocation increased with no delay during implementation.

Project Number: 35087-013
Project Name: Urban Water Supply and Sanitation Project
Report Date:
Lesson
Use phased reform programs. Radical reform programs, especially if they carry political risks, are likely to result in government resistance, unless the government strongly supports the concept. A phased long-term reform program is more likely to gain government support, especially if each stage is aligned with government objectives.

Project Number: 35087-013
Project Name: Urban Water Supply and Sanitation Project
Report Date:
Lesson
Understanding the sector environment in new member countries is important. When engaging in a new sector or country, understanding the key sector participants and their agendas, as well as developments in the sector is important. This will improve the project design and increase the likelihood that the project will have strong government support.

Project Number: 35087-013
Project Name: Urban Water Supply and Sanitation Project
Report Date:
Lesson
Schedule for implementation and financing. The WMG should have increased the wastewater tariff to raise the required funding instead of requiring the WUDDC to borrow more from domestic banks. The WUDDC�s audited financial reports indicate that its short-term indebtedness is much higher than the typical for such an enterprise. The more timely reallocation of unused loan proceeds could have achieved full utilization of the loan proceeds including savings on interest during construction.

Project Number: 34472-013
Project Name: Wuhan Wastewater Management
Report Date:
Lesson
Land acquisition and resettlement. Because of land use changes in updated urban development programs, the Luobuzui WWTP was relocated after the issuance of the land-use permit. Resettlement impacts were consequently different from those anticipated in the resettlement plans, and identification of a new WWTP site caused implementation delays and difficulties. The change mandated the adaptation of the associated wastewater collection system, which made resettlement more difficult.

Project Number: 34472-013
Project Name: Wuhan Wastewater Management
Report Date:
Lesson
The required tariff was accurately estimated at appraisal and was made a loan covenant to assure the Wuhan Urban Drainage Development Company's (WUDDC) financial autonomy. During project implementation, the tariff was adjusted but was still insufficient to achieve the goal set for the WUDDC. The delay in the tariff increase was not only due to lack of support from relevant government agencies, but mainly because of the Wuhan municipal government's (WMG) concerns on social stabilities caused by inflation and overall prices increases in recent years.

Project Number: 34472-013
Project Name: Wuhan Wastewater Management
Report Date:
Lesson
Monitoring and evaluation is an important part of any project and the ASDP was fortunate to have monitoring and evaluation officers in the PCU and in theprovinces and districts. The adoption, diffusion, and cost/production surveys were an important part of the monitoring and evaluation system and helped provide information on the value of the project. This aspect of the project was particularly well implemented.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date:
Lesson
The project found very few agroenterprises in the target districts. Toward the end of the project, the focus switched to providing agribusiness skills to the higher-performing farmer households that had already been trained in the new technologies. A number of examples emerged where these farmer households moved along the production chain and got involved in the production and/or sale of farm inputs to other farmers—e.g., chicks for chicken farming, fingerlings for fish farming, chicken feed, vaccines.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date:
Lesson
The project targeted a large number of districts (18) in four different provinces. The geographical spread meant that a decentralized training model was essential. Project staff deployed in the provinces and districts needed to be skilled to a level commensurate with the requirements of the project - i.e., agricultural commercialization and diversification. MAFF provided this training and skills development centrally but enabled provincial and district extension staff to provide training and back-up support to the farmer households.

Project Number: 34380-013
Project Name: Agriculture Sector Development Program
Report Date: