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Lesson
The project was somewhat overambitious in setting the timelines for achieving the reforms. The government was fully committed to the reforms, but progress depended on the progress of other projects. In this project, two loan covenants were partly complied with at the project completion due their complexity. If reforms are significant, it is useful to consider a phased approach, so that interim achievements can be captured within the project timeframe.

Project Number: 36509-013
Project Name: Woman and Child Health Development Project
Report Date:
Lesson
The project illustrates the importance of (i) strong commitment by the government, (ii) close collaboration among development partners, and (iii) prompt response to changing client needs during implementation. The leadership provided by MOH and the project coordinator was a key to the project's achievements. The project was not a stand-alone WCH project, but a part of broader health sector reforms.

Project Number: 36509-013
Project Name: Woman and Child Health Development Project
Report Date:
Lesson
Developing - soft - capacities. Institutionalizing change management practices among those charged with implementing reforms - such as the efforts undertaken in the program to provide staff with technical skills to implement systems and procedures at the Ministry of Finance and Planning (MOFP) and the key revenue departments - requires upgrading of technical and change management competency. It is necessary to enable government to sustain capacity development programs beyond the life of a program (for example, by providing training experts, particularly to develop soft capacities).

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
Capacity constraints and project complexity. In addition to appropriate reform sequencing, ambitious and complex programs and projects are more likely to succeed if significant attention is given to building the capability and ownership of a broad range of stakeholders. As a sector development program, the FMRP successfully tackled a wide range of issues within a short time frame, while also contributing significantly to human development in several key implementation agencies.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
A sequence to reforms. A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions (policy and rules), organizations charged with implementation, and the competencies of responsible government officers to change their management practices. This cascade of legislation-institutions-organizations-people provides a strategic sequence for reforms. However, in practice this is not a linear sequence. Rather, people (officials and stakeholders) are involved from the outset of the reform process.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
Consultant Performance. Consultant performance should be critically evaluated and monitored closely during implementation. There were many lapses and deficiencies in the design, necessitating design and cost revisions and price escalation. A proper design review may be considered to avoid these deficiencies for future projects. Future consultants selection should be strictly based on their performance records.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Price Escalation. The price for construction materials rose sharply during implementation due to the global economic downturn. The delays in project implementation made this problem more serious. The decisions to approve the escalation took a long time due to the extremely high amounts. All such decisions need to be made quickly in accordance with the given contract clauses.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Procurement and Construction. Several road construction projects were started in all the provinces within a short span of time. This resulted in a sudden increase in the demand for consultants and contractors. Hence, there was inadequate competition among contractors. Undertaking multiple large programs at one time is not good for the executing and implementing agencies and the local construction industry. Shortages will develop, bottlenecks will arise, prices will increase, the cost of production will be high, and equipment will become idle after project completion.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Cost Estimates. Cost estimates of subprojects were prepared in 2004 on the basis of the prevailing composite schedule of rates (CSR). However, at the time of contract award there was an exceptionally high inflation. It is important to consider the inflation factor between the project design and contract award periods.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
Project Implementation in an Area with Security Challenges. The security conditions in the project area deteriorated during implementation. ADB needs to consider special arrangements for such projects. For example, direct contracting or lump-sum contracts may be considered for civil works contracts, rather than competitive bidding, in particular, international competitive bidding (ICB). Project management could be outsourced, as ADB missions were not able to visit sites.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
The project was comprised of six components, including national highways, provincial highways (PHs), rural access roads (RARs), policy reform and institutional strengthening, border infrastructure, and road safety. Six implementing agencies were engaged to implement these components. For improved coordination and smooth implementation, it would be better to implement projects with only one or two implementing agencies.

Project Number: 36052-013
Project Name: North-West Frontier Province Road Development Sector and Subregional Connectivity Project
Report Date:
Lesson
The devolution of project administration responsibilities to the resident mission during the project helped facilitate close working relationships between ADB staff and key officials. The experience Electricite? du Cambodge (EDC) gained in this project and the relationships that have developed between the resident mission and counterparts should greatly benefit any future project.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission Project
Report Date:
Lesson
There were implementation delays in the initial period, especially in achieving loan effectiveness, recruiting implementation consultants, and awarding civil works contracts. These delays occurred even though advance procurement action had been approved. The formation of a new government following loan approval was a major factor in this respect, as was the time taken for a new executing agency to climb the learning curve on use of ADB procurement procedures.

Project Number: 34390-013
Project Name: Greater Mekong Subregion Transmission 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
The Ministry of Water Resources and Land Reclamation (MWRLR) did not have the expertise to deliver the output of improved agricultural technologies. An alternative implementing agency such as the Ministry of Agriculture and Rural Development may have had more success in delivering this output.

Project Number: 33042-013
Project Name: Irrigation Rehabilitation Project
Report Date: