Feeder roads maintenance and improvement project, Nov. 1989

The evaluation covered the period FY81-11/89. The project was terminated in 5/89, about one year before the original completion date. Despite a number of accomplishments in road improvements, training, and equipment procurement, the central goal of institutionalizing road maintenance systems was not realized. There were three main reasons for this failure. (1) A 1983 Government of Bangladesh (GOB) decentralization policy transferred authority for locally financed road projects from district governments -- the focus of project activities -- to newly upgraded subdistricts. Despite this change, the project continued to rely on the disenfranchised district level by creating ad hoc district committees to handle project matters. (2) The GOB"s Rural Development Strategy placed control over selection of road investments in the hands of the central government, thereby diminishing local commitment to maintenance. (3) The Mission and the GOB disagreed over the project purpose. While the GOB perceived road improvement as the measure of success, the Mission placed more significance on the institutionalization of road maintenance systems. A 9/86 audit revealed that the Mission lacked the policies and procedures needed to ensure that the GOB comply with project covenants and implement targeted activities. Several lessons were learned. (1) Changing environments and a diversity of incentives can lead to differing perceptions of project objectives. Without a clear consensus among all parties on the expected outcome, project effectiveness may be compromised. (2) The policy environment should be thoroughly understood before the project is designed and should be carefully monitored to detect inconsistencies with project objectives and implementation strategies. (3) Institution-building objectives should not be sought through the creation of ad hoc project- created and -sponsored entities.