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LESSONS:

Indonesia: Capacity Building in Urban Infrastructure Management Project

sector: Multisector | country: Indonesia

The project completion report (PCR) provided a long list of lessons learned. The most notable are (a) the project design and implementation schedule should be detailed and logical to avoid confusion; (b) clear operating procedures and instructions relating to responsibilities and decision-making authority among all the parties concerned should be issued before project implementation; (c) sufficient time should be allowed for implementing a capacity-building project, particularly when the so-called ‘new paradigm’ of decentralization is to be established in a dynamic and still unsettled environment; (d) the roles and responsibilities of various offices and committees temporarily established for project implementation should be formally authorized to ensure they are able to fulfill their mandates without resistance from the established cadre; and (e) project implementation arrangements should be carefully prepared, as the large number of implementing institutions and corresponding project managers and technical teams for monitoring and guiding the consultants, made coordination more difficult.

The Validator considers these lessons to be relevant and adds that (a) project proposals should be prima facie viable and implementable – the complex and overly ambitious design of this Project calls into question the viability of its original formulation, and (b) difficult and ambitious projects should be provided adequate support and supervision – the sparse attention provided this Project by ADB (based on the number and length of review missions) raises questions about the institution’s commitment to project quality.

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