Ratings for the Punjab Municipal Services Improvement Project for Pakistan were as follows: outcomes were satisfactory, risk to development outcome was substantial, Bank performance was satisfactory, and Borrower performance was satisfactory. Some lessons learned included: hands on capacity building for systems and process improvements, with continuous post implementation follow-up and support, can bring about sustainable institutional development. Development of service delivery indicators by tehsil municipal administration (TMA) officials led to regular data acquisition and transmission from TMAs to Punjab Municipal Development Fund Company (PMDFC) to local government (LG) department. Good procurement and contract management practices in TMAs and implementing agency (IAs) over time facilitated robust competition and efficient contract completion. Community support increases manifold when resettlement was accompanied by wider social mobilization and benefit-sharing efforts. Creating a culture of performance management is time and effort intensive. Institutions take strong ownership of institutional development activities if interventions are aligned to their mandates and assist in responding to them. Urban regeneration in historic contexts entails tackling issues on multiple fronts, and requires substantial preparatory work. It also needs to focus on both tangible and intangible heritage assets.
Detalhes
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Data do documento
2014/05/19
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TIpo de documento
Conclusão da Implementação e Relatórios sobre Resultados
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No. do relatório
ICR3023
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Nº do volume
1
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Total Volume(s)
1
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País
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Região
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Data de divulgação
2014/06/04
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Disclosure Status
Disclosed
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Nome do documento
Pakistan - Punjab Municipal Services Improvement Project
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Palavras-chave
Water and Power Development Authority;quality of water supply;community development department;expenditure and financial management;economic and financial analysis;local government capacity building;Occupational health and safety;Environmental and Social Impact;Environmental and Social Safeguard;quality at entry;municipal service delivery;Cultural Heritage;management infrastructure;management of infrastructure;Service Delivery Indicators;Solid Waste Management;urban local government;Type of Investment;quantity of water;service delivery improvement;investment in road;infrastructure and services;operations and maintenance;quality of supervision;capacity building intervention;aggregate resource constraint;clean drinking water;delivery of service;land and housing;environment management;effective service delivery;outputs by components;series of workshops;termination of contract;improved service delivery;demand-driven development;revenue management system;improvements in water;number of beneficiaries;solid waste collection;number of complaints;capacity building support;cultural heritage conservation;Environmental Management Plan;water supply investment;service delivery performance;maintenance of infrastructure;achievement of outcome;municipal service provision;procedures for consultation;solid waste service;environmental management capacity;local government election;waste water disposal;water supply system;participatory planning exercise;provision of service;invitation to bid;project monitoring system;devolution of power;involvement of communities;primarily due;local government structure;long term commitment;procurement of work;performance management system;intermediate outcome;landfill site;urban service;street light;
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