Support from experts in safeguards, financial management, procurement, and other aspects was necessary to implement this first RBL in the country. Although the overall fiduciary system of the program was sound, some schools had weak capacity and needed extra support during program implementation.
Procurement of works and recruitment of consultants followed due process and were completed on time. The contract award was synchronized with loan effectiveness and civil works commenced on time. Payment of small amounts to affected persons was a challenging task that is still ongoing. The prompt establishment of the project
implementation unit and lessons from tranche 1, particularly regarding LARP implementation, contributed to the smooth startup of construction activities.
To help deal with the complexities of land acquisition and meet ADB’s safeguard requirement of payment before construction, linear greenfield projects such as M–4 should benefit from good practices learned in other projects involving multiple federal and provincial agencies in the land acquisition process. Future project designs could consider a pragmatic approach to the complexities of land acquisition and payment of compensation at the early stages of land acquisition, specifically at the time the executing agency is issued the notice to proceed.
Enhanced project readiness filters need to be applied to future projects to minimize or avoid the challenges encountered in this project, which commonly occur in
infrastructure projects. These challenges included (i) insufficient construction equipment at the work sites; (ii) contractors’ chronic working capital shortages; (iii) non-payment of local contractors and/or suppliers, resulting in shortages (e.g., of materials and fuel); and (iv) a lack of capacity for efficient project management
Engagement of dedicated safeguard specialists could help strengthen safeguard implementation capacity. A project management and construction supervision
consultant served as focal point for safeguards. No major issues in safeguards were identified.
Lack of continuity in the staff of key project agencies could lead to chronic implementation delays. Procurement of works and recruitment of consultants followed due process and were completed; albeit with delays. Although NHA has carried out procurement for multiple MDB-financed projects; a lack of continuity of key staff at its Procurement and Contract Administration posed challenges for each procurement and this project was no exception. Procurement consultant support is a regular feature provided by ADB.
ADB safeguard policy requirement of paying affected persons before construction should be incorporated in project land acquisition and resettlement plans (LARPs) to ensure its implementation. This is especially important for the disbursement of small amounts. ADB projects teams should also learn from good practices in implementing ADB safeguard policies in other projects in Pakistan that involve multiple agencies—both federal and provincial.
Timely completion of projects requires careful consideration in the project implementation timelines of all factors that could hinder work progress; where these factors cannot be anticipated, timely adjustments and response measures should be undertaken. This project suffered from several challenges like (i) design reviews due to unforeseen soil strata, (ii) security constraints, (iii) lack of skilled labor, (iv) difficult terrain in one road section, and (v) unprecedented rain fall in the project area, etc. some of which are common to infrastructure projects.
Strong community support is better assured through collaboration with local groups. Even in baghs (subdistricts) where shelters were not constructed, community support was strong because of the BNGs established by the project. Community ties nurtured through the BNGs have resulted in knowledge exchange, responsibility-sharing among the herders, and efficient use of BNG revolving funds and disaster risk reduction equipment and tools. BNGs organized various activities that benefited the whole community, such as road repairs and fence-building new fences.
Small-scale infrastructure can have an added value. The construction of livestock shelters and wells increased agricultural production and reduced livestock losses for many households. The results of this activity inspired other BNGs to build disaster-resilient infrastructure using their own resources. During the project completion review fieldwork missions, local residents expressed gratitude and gave positive feedback on the benefits they received.