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Lesson
For a complex multi-component project, regular monitoring of the implementation progress and pourashava performance by the executing authority is indispensable. Regular interaction between the borrower and ADB, and ADB and the pourashavas through the projec management office contributed greatly to the success of the project. The use of a sector modality proved highly appropriate for performance-based allocation of funds among the competing pourashavas. This approach should be followed in all future ADB assistance to the pourashavas.

Project Number: 29041-013
Project Name: Urban Governance and Infrastructure Improvement (Sector)
Report Date:
Lesson
Self-supply groundwater wells have not been closed completely as envisaged at appraisal and still exist in Qingfeng and Puyang counties. As a result, the actual operational capacity of three water supply plant (WSP) subprojects is lower than designed. The self-supply groundwater wells also caused difficulties in collecting the wastewater tariff.

Project Number: 34473-013
Project Name: Henan Wastewater Management and Water Supply Sector Project
Report Date:
Lesson
At the beginning of project implementation, three local governments tried to adopt build-operate-transfer (BOT) modality and contracted private companies to construct the wastewater treatment plants (WWTPs). However, the local governments had inadequate capacity to conduct due diligence, and the contracted companies could not provide adequate counterpart financing. The unsuccessful introduction of BOT modality also showed that the capacity of individual WWTPs was too limited to ensure commercial viability.

Project Number: 34473-013
Project Name: Henan Wastewater Management and Water Supply Sector Project
Report Date:
Lesson
Inadequate preparation at appraisal and readiness at approval caused the problems encountered during implementation. An urban development master plan and more importantly a detailed feasibility study to fully assess costs and alternatives was not in place prior to appraisal. As a result, the project required (i) further detailed studies during an extended initial implementation phase, and (ii) supplementary financing.

Project Number: 28314-013, 28314-023
Project Name: Sanitation and Drainage Project
Report Date:
Lesson
It was envisaged that the tehsil municipal administrations (TMAs) would be assisted in offering opportunities to the private sector in the transport, recycling, and composting of solid waste, municipal slaughterhouses, and wastewater treatment plant operations. However, except for outsourcing slaughterhouse operations, no private sector participation was achieved.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The Local Government and Rural Development Department, through the project coordination office (PCO), was the executing agency of the project. However, with limited capacity demonstrated in implementing the project for the first 2 years, PCO management was taken over by staff members deputed from Housing, Urban Development and Public Health Engineering Department, and focus shifted toward infrastructure investments. Sustainability can be better achieved if the organizations that operate services remain fully involved in its design, planning, and implementation stages.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Based on the analysis at completion, one of the major flaws in the devolution process was that tehsil municipal administrations (TMAs) were given additional responsibilities without providing them the additional staff members, resources, power, and regulatory environment to deliver these responsibilities. In the absence of these four key elements, any further investments in urban services managed by TMAs are not expected to deliver sustainable results and service improvements.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Ownership and commitment of the Punjab government toward the Punjab Local Government Ordinance (PLGO), 2001 decreased over the project implementation period. The PLGO 2001 reforms were embedded in the tehsil municipal administration (TMA) selection criteria and were supported through municipal management capacity-building initiatives to ensure sustainability of investments. Due to the lack of political will and weak capacities of the implementing agencies, however, the implementation of the reforms and municipal management activities was marginal.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
Delay in acquisition of the required land and award of contracts without implementation of resettlement plans impeded implementation and caused premature loan closure. Efforts are needed to built safeguard capacities within countries to implement and within ADB to supervise, guide, and monitor safeguard compliance. To check against safeguard-related delays, safeguard plans and their implementation should be part of a project readiness filter.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
Report Date:
Lesson
The community participation in design and planning subprojects was minimal. The engagement with communities was mainly through social organizers and some council members, who were not directly related to mainstream implementation of the subproject, which was one of the key reasons for weak participation. Community participation requires their intensive involvement from the design to the implementation stages, through direct interaction with key players responsible for implementation, to build ownership and sustained partnerships.

Project Number: 23213-013
Project Name: Southern Punjab Basic Urban Services Project
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
A good project performance monitoring system is essential to avoid ad hoc or delayed decisions. Weekly contractor review meetings, a practice introduced by the Urban Development Department (UDD), can help get past implementation hurdles in a timely manner.

Project Number: 29120-013
Project Name: Rajasthan Urban Infrastructure Development Project
Report Date:
Lesson
Providing awards and incentives to contractors for quality and timely delivery, as done by the UDD, helps foster a spirit of competition and better performance.

Project Number: 29120-013
Project Name: Rajasthan Urban Infrastructure Development Project
Report Date:
Lesson
Capacity in the executing and implementing agencies was expected to be built through the accompanying TA loan. Program outputs like developing sector strategies, implementing expenditure tracking and service delivery surveys, training communities to manage and monitor social service delivery, and other outputs critical to achieving Program outcome depended on effective technical assistance (TA) loan administration. However, executing agency capacity to administer the TA loan was inadequate.

Project Number: 37218-013
Project Name: Balochistan Devolved Social Services Program
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: