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Lesson
The lessons drawn by the PCR are valuable to ADB. ADB needs to seriously consider the socioeconomic and political environments in designing projects. Implementing a project in an unstable environment is not likely to yield positive outcomes. Proper timing is important in introducing a project especially when it entails a paradigm shift (i.e., from supply-led to demand driven). The experience with this project highlighted the need for greater coordination with other donors in addressing the country’s strategic development needs.

Project Number: 32541-013
Project Name: Fiji: Alternative Livelihoods Development 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
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:
Lesson
Clarify roles and respect existing mandates. Initial delays in implementation of the project were caused by confusion about the roles of new and existing institutions. Any large- scale reconstruction operation requires clear delineation of the mandates of levels of government, to provide the structure and clarity required for all stakeholders to work with maximum efficiency. To the extent possible, the provincial and regional governments and federal agencies should be provided with capacity to perform their mandated roles.

Project Number: 39631-013
Project Name: Earthquake Emergency Assistance Project
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
Substantial evidence demonstrates that community-driven development (CDD) approaches are more effective than other approaches to basic infrastructure development. Evidence also indicates that CDD is likely to offer better cost recovery and maintenance of completed infrastructure facilities and services because of the strong sense of ownership of the community members. In addition, CDD leads to better accountability. Transparency in decision making and procurement and increased use of audits have demonstrably reduced corruption and leakage of public funds.

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
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Lesson
Community facilitators must be qualified and committed, and enough time must be set aside for community empowerment activities, to ensure that community members are sufficiently involved in prioritizing their needs, developing investment proposals, and making decisions. [Main text, para. 65(ii)]

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
Report Date:
Lesson
Involving the beneficiaries at all stages of planning and implementation of upgrading activities and promoting inclusive community empowerment are critical in ensuring pro-poor investments and sustainability.

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
Report Date: