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Lesson
The project design included 2,559 person-months of national consultants, approximately 35 people for each year of the 6 year implementation period. Despite the national consultant inputs appearing to be recruited through a firm/s on a quality- and cost-based selection basis, such a large requirement of consulting input could have potentially been difficult to effectively manage.

Project Number: 31196-013
Project Name: Southern Agriculture Area Development Project
Report Date:
Lesson
Clearer understanding between ADB and government of the key development objectives at the time of project design avoids costly changes in scope during project implementation.

Project Number: 31196-013
Project Name: Southern Agriculture Area Development Project
Report Date:
Lesson
The need to enhance the capacity of ADB staff to quickly assess changing project circumstances and adjust project parameters to ensure greater use of ADB loan funds and better attainment of project objectives. The PCR identified some other important lessons.

Project Number: 28201-013
Project Name: Rural Finance Project [Loan 1848-MON]
Report Date:
Lesson
The need to lay down a firm legal, regulatory, and supervisory foundation prior to embarking on promotion of financing institutions, such as SCCs. In this case, ADB attempted to establish the regulatory structure in parallel to project implementation, which did not work well. The two activities should have been better prepared, and sequenced as separate projects.

Project Number: 28201-013
Project Name: Rural Finance Project [Loan 1848-MON]
Report Date:
Lesson
Proper sequencing and project readiness. Proper sequencing of project activities is essential for project success. The project had strong policy, legal, and regulatory content, some of which were addressed through conditions for loan effectiveness and disbursement. However, several more policy, legal, and regulatory reforms were to be supported through the cluster technical assistance (TA) that was approved with the project. Fact-finding for cluster TA was conducted only after project approval.

Project Number: 28332-013
Project Name: Corporate and Financial Governance Project
Report Date:
Lesson
The project supported reforms only in the 24 participating tehsil municipal administrations (TMAs). The provincial government was expected to undertake reforms and address capacity gaps in all the other TMAs (52 in all). This arrangement seriously isolated the reform process. Sector loan projects should assess the political will, capacity, and incentives related to policy actions at all levels before building the support and incentives mechanism for reforms.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
Avoidance of challenging issues. At both government levels (the government of Sindh and City District Government of Karachi or CDGK), there was a systematic avoidance of exposure to and tackling of various governance and institutional issues, as well as reforms required to examine and correct these challenges. Analysis of the few project subcomponents completed illustrates that the government of Sindh and CDGK only implemented easy studies that did not and could not tackle major disputes or issues that might require serious reforms in Karachi.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
The project design offered flexibility in developing models for community and private sector participation in the delivery of urban services, without providing a clear framework or adequate resources for these activities. Flexibility is important in the design of sector loans, but for this flexibility to be effectively used, additional capacity, a guiding framework, and resources should be included in the sector loan, with supporting technical assistance for project administration to guide the use of the resources.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
The consultants under the loan were hired through quality- and cost-based selectio (QCBS). The staff remuneration in the bids was inadequate for good-quality staff. The level of effort and the skill set specified in the request for proposal (RFP) also did not match the complexity of the assignment. Similar issues encumbered the RFP for the nongovernment organizations (NGOs), allowing generally weak firms to submit bids that could not fully appreciate the tasks ahead.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
Lessons from previous projects. Lessons from two older ADB urban sector loan projects to Karachi in 1986 and 1991, respectively, which were rated unsuccessful and partly successful, include the need for (i) greater attention to sustainability, (ii) enhanced project design based on sound assessments, (iii) careful consideration for institutional shortcomings of executing and implementing agencies, and (iv) greater efforts to address the financial insolvency problems of the Karachi local government bodies.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
The project did not provide market-based salaries. Good staff was therefore hard to retain and turnover was high. This was a major reason for project failure. The overall cost implications of paying professional managers market-based salaries are marginal, especially when the substantial impact of weak capacities on project output and outcomes is considered, as this project demonstrated.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
A major reason for the delay in project start-up was the variance between the report and recomendations of the president (RRP) and the government's PC-1 planning document. Draft RRPs and PC-1s for a project should be shared between ADB and the borrower well before loan approval.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
There was a 3-year gap between the project preparatory technical assistance (PPTA) evaluations (in the last quarter of 1999) and the start (effectiveness) of the project (in the last quarter of 2002). Most structural and financial management plans, base maps, and priority subprojects therefore had to be reappraised at the start of the project, further delaying the project and straining limited capacity. To keep evaluations and project designs relevant, the time between project preparation and start up should not exceed 1 year.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date:
Lesson
Weak government commitment. Given the political environment and the likelihood that a significant lack of consensus might be a daily reality on this project, the design should never have been so complex, with four different subcomponents, leading to a much larger MFF expectation. Perhaps a lesson here is that to achieve early and committed buy-in to required reforms and institutional shake-up, smaller and simpler components could be tested through a small scale or project preparatory TAs, which may lead to visible and larger MFF commitments.

Project Number: 38405-013
Project Name: Mega City Development Project
Report Date:
Lesson
The project design was based on the assessment of seven sample TMAs and assumptions related to support for LGO 2001 from other sources to address capacity issues. The basis of the capacity assessment was seriously compromised during implementation. The project design did not have enough flexibility and depth to fill these capacity gaps, which would have required major changes in institutional arrangements and additional funding, a possibility that was avoided during implementation.

Project Number: 27182-013
Project Name: North-West Frontier Province Urban Development Sector Project
Report Date: