パンジャブ州地方行政能力向上プロジェクト終了時評価調査結果要約表（英文）I. Outline of the ProjectCountry: Pakistan
Project title: Improvement of Public Administration for
Local Governments in Punjab
Issue/Sector: Governance – Local Governance
Cooperation scheme: Technical Cooperation
Division in charge: JICA Pakistan OfficeTotal cost: 220 million Yen (at the time of evaluation)(R/D): August 2004 to AugustPartner Country’s Implementing Organization:
2006
Period ofLocal Government and Rural Development Department,Cooperation (Extension): August 2006 toGovernment of Punjab
February 2007
Government of Hafizabad District

Supporting Organization in Japan:

Related Cooperation:
1. Background of the Project
In Pakistan, new local government system was introduced in August 2001 (Local Government Ordinance2001). There has been confusion due to unclearly defined functions of local governments and lacking humanresources and their capacity at the local government level. Citizen Community Board (CCB) system wasintroduced under LGO2001 with an aim to promote citizen participation in local governance, however, it has
hardly been functioned appropriately.
Based on the situation above, JICA Technical Cooperation Project ‘Improvement of Public Administration
for Local Governments in Punjab’ was requested by the government of Punjab. The first and second ex-anteevaluation teams were dispatched from April to May, and from October to November 2003 respectively, andthe Project started in August 2004. With 6 months extension, the project is going to last until February
2007. The project aims to achieve transparent and efficient management of CCB through management
improvement and capacity development of government officials with regards to CCB.
2. Project Overview(1) Overall Goal
The model of basic project cycle management on Citizen Community Board (CCB) Program is developed byimprovements to components of CCB Improvement Activities in the model district.
(2) Project Purpose
Citizen Community Board (CCB) Program becomes more effective and efficient by improvement ofperformance in local governments in the model district.
(3) Outputs
1) Obstacles and needs in communities and people for the implementation of CCB activities in the model
district are identified by the local governments through socio-economic survey.
2) Room for improvement in public administration of CCB program in the model district is identified by thelocal governments through organization analysis.
3) CCB Improvement Plan (CIP) is created and implemented with the concept of project cycle managementin the model district.
4) The local government executives, officials, and public representatives in the model districts acquirenecessary skills and knowledge of the project activities.
(4) Inputs
Japanese side：
Long-term Expert 3 persons in total
Short-term Expert 3 persons in total

Equipment 4 desktop computers and 4 printers
Local cost 31,664,882Rupees (by the end of February 2007)
Trainees received 5 persons
Total Cost

220 million Yen

Pakistani side：
Counterpart 10 persons in total
Office spaces in Hafizabad
Local cost 151,200 Rupees (by the end of February 2007)
II. Evaluation Team
Members of Mr. Takao Kaibara, Leader, Resident Representative, JICA Pakistan Office
Mr. Kenji Ishizuka, Evaluation Coordinator, Deputy Resident Representative, JICA PakistanEvaluation
OfficeTeam
Mr. Haroon-ur-Rashid Rana, Evaluation Coordinator, Senior Programme Officer, JICA
Pakistan Office
Ms. Junko Saikawa, Evaluation Analysis, Senior Planner, Consulting Department II, KRI
International Corp.
Period of14 to 27 January, 2007
Type of Evaluation: terminal evaluation
Evaluation
III. Results of Evaluation
1. Summary of Achievements(1) Activities for Output 1
General Condition Survey was conducted for 42 Unions and Union Profiles were prepared(2004/12-2005/03). Later, based on these Union Profiles, Union Face Sheets were prepared (2006/05-06).
In addition, Community Survey was conducted for 10 Unions with participatory survey methods(2005/04-08).
As a result of these surveys, issues and priorities of communities, such as breeding bulls for income
generation and renovation of community roads and mosques, were recognized by local government, andofficials understood issues of communities better.
(2) Activities for Output 2
Organization Analysis Survey on local governments in Hafizabad District was conducted(2004/11-2005/03). It included institutional analysis (policy, laws/rules/regulations) as well asorganizational analysis (organizational structure, decision-making process, management control system,
human resource management, local government culture).
As a result, issues surrounding local governments were shared through quarterly Project Coordination
Committees and a workshop in May 2005, and promoted better understanding by government officials.
(3) Activities for Output 3
The CCB Improvement Plan (CIP) was prepared with referring to the results of the above-mentionedSurveys, finalized and approved in December 2005. For implementing the CIP, preparatory activities (e.g.
recruitment of senior trainers/CCB coordinators, training for CCB coordinators, opening of the CCB
Support Centre (CSC), setting of the CCB Information Board, preparation of CCB Information Kit) wereundertaken. Then, the CIP (covering 15 pilot Unions) was implemented and monitored, including suchactivities as: field facilitation by CCB coordinators; operation of CCB registration data base; monitoring ofthe record of the activities by senior trainers/CCB coordinators; series of meetings/workshops withexecutives and officers of Government of Punjab as well as those of Hafizabad District Government;
establishment of CCB Monitoring Committee and selection of its members; and 1st Project Examination
Committee (PEC) (June 2006). Based on the feedback from monitoring on its implementation, the CIP wasrevised in August 2006 in terms of its target (to all 42 Unions), way of facilitation (from visit-type toconsultation at CFS), schedule of registration and approval procedure, position of the PEC. CCB
Facilitation Station (CFS) were set at 8 sites (2006/10).
As a result, CIP was developed, and CCB has been managed through utilizing CIP. The idea of project
cycle management is well incorporated into CIP process.

(4) Activities for Output 4
Several workshops and seminars were held for official of Government of Punjab, the local government
executives, officials, and public representatives to be shared with Project-related information as well as toacquire skills/knowledge necessary for the Project activities. According to interview results, 80% ofparticipants have better knowledge and understanding of CCB, and it is believed that stakeholders acquirenecessary knowledge and skills.
(5) Achievement of Project Purpose
Judging from the achievement of CCB Program since the Project started (e.g. 100 CCBs have beenregistered and 12 projects have been completed by the end of 2006), the pace of which is faster than those
before the Project and the average of those in Punjab Province, it could be said that the project purpose has
been achieved. This is also supported by the high appreciation from some of the CCBs toward the Projectactivities.
By comparing numbers divide CCB completed activities by CCB registration between national average
and a model district, that is 7.7% for national average and 12% for a model district, it is considered that
CCB activities were managed more appropriately. The number of completed CCB activities was muchlarger than national average. Therefore, project purpose is considered to be duly achieved.
2. Summary of Evaluation Results(1) Relevance
The Project is relevant to Pakistani policies (Government of Pakistan’s “Ten Year Perspective Development
Plan 2001-2011” and “Local Government Plan 2000” as well as Government of Punjab’s “Punjab Local
Government Ordinance (PLGO) 2001” and “Punjab Local Government Rules 2003”). It is also relevant to“Japan’s Country Assistance Program for Pakistan (February 2005)”and ”JICA Country Program forPakistan (July 2006)”.
It was reasonable to select Hafizabad District as the model for the Project, considering i) its average featurein terms of socio-economic and human development index, ii) relying on agricultural sector, iii)its
accessibility both from Lahore and Islamabad, iv) its administration’s positive attitude to have the Project.
(2) Effectiveness(Achievements of Outputs and Project Purpose)
Output 1: The results of socio-economic survey and Union Face Sheets were properly shared with the local
government executives/officials through the PCC and workshops to promote their understanding. Thus, it
could be evaluated that this output has been achieved.
Output 2: The results of the Organization Analysis Survey was properly shared with local government
executives/officials through the PCC and workshops to promote their understanding. It could be said that
this output has been sufficiently achieved.
Output 3: The concept of project cycle management has been incorporated into the procedure offormulation, implementation, monitoring, and revision of the CIP, thus, it could be said that this output has
been sufficiently achieved.
Output 4: Through several workshops and seminars undertaken by the Project, it could be thought that thepersons concerned with the Project have acquired necessary skills and knowledge, thus, this output has
been achieved.
(3) Efficiency
Efficiency of Inputs: Inputs from Japanese side (e.g. Japanese experts, counterpart training in Japan,equipments, local cost expenditure, and local staff) have generally been utilized for undertakeing Project
activities. Regarding inputs from Pakistani side, however, since all the Pakistani C/P personnel have been
involved with the Project as a part of their regular work, their transfer have been done without
consideration of the Project, which sometime impaired efficiency of the Project.
Efficiency of Activities: Project activities (socio-economic survey, organization analysis survey,
formulation/implementation/monitoring/revision of the CIP, workshops and seminars) have been efficiently
undertaken for generating outputs, in terms of their quantity, quality, and timing.

Due to the huge earthquake in northern Pakistan, one of the long-term experts passed away, which delayed
the project implementation. The project was extended for 6months, and later one more log-term expert
joined the project. During the period of extension, although there were some additional local runningcosts, there was only one long-term expert and it did not hinder efficiency of the project very much.
(4) Impacts
It is still difficult even at this completion stage to judge whether the overall goal of the Project could beachieved within few years, since whether the model of basic project cycle management on CCB Program
demonstrated by the Project could be established and developed highly depends on the future directions ofpolicy supports, institutional arrangements, and financial supports.
It would be difficult for a district government to apply CCB cycle management model due to financial
constraint. On the other hand, it would be possible to achieve this if citizen could continuously monitor
CCB management by the district.
It is noted that there are more citizen who set up CCB and work on community development throughpromotion of CCB which provided citizen with opportunity to consider about development of theircommunities.
(5) Sustainability
Policy support from the Government of Punjab for devolution and CCB Program is highly expected tocontinue since “Legal Framework Order” assures “Punjab Local Governance Ordinance 2001”. Capacitiesof Pakistani side (CCBs and local government executives/officials) have been enhanced by the Project tocertain extent; however, their further enhancement is required for continuing the CCB Program withefficient and effective manner. Regarding the institutional arrangement and budget allocation, discussion on
how a system would be evolved to institutionalize the model demonstrated by the Project (e.g. setting of
CSC for strengthening administrative functions and introducing CCB coordinators for undertaking suchfunctions as field-level mobilization and facilitation) and how the budget would be allocated for them isunderway. If these arrangements could be done, the effects of the Project are expected to be sustained.
3. Factors that promoted realization of effects(1) Factors concerning to PlanningNone.
(2) Factors concerning to the Implementation Process
1) PCC meetings and PMU meetings have been held quite frequently. Through these meetings, theProject-related information has been shared and progress in the Project activities has been reviewed
among the parties concerned. Thus, it could be said that these meetings have monitoring functions forimplementation of the Project.
2) The Project has employed the senior trainers and the CCB coordinators, with expectation of theirfunctioning as the neutral intermediaries between the local governments and CCBs/community groups.
They have engaged in implementing the CIP (facilitating people, supporting implementation of CCB
projects, and their monitoring), thus, contributed to improvement in CCB Program.
4. Factors that impeded realization of effects(1) Factors concerning to PlanningNone.
(2) Factors concerning to the Implementation Process
1) Since the earthquake occurred in October 2005 delayed the Project activities, the Project duration wasextended by six months.
2) Through above-mentioned frequent meetings and other discussions, it could be said that sufficient levelof communication and information sharing among the persons involved with the Project (Pakistani C/P,Japanese Experts, and other Project staff) as well as understanding and commitment of the Pakistani C/Pfor the Project have been ensured. However, since all the Pakistani C/P personnel have been involved
with the Project as a part of their regular work, their personnel transfer has been done without
consideration of the Project, which sometime impaired efficiency of the Project.

5. Conclusion
Since its commencement in August 2004, the Project has demonstrated the model of basic project cycle
management on CCB Program through formulation and implementation of the CIP with series of Project
activities. This has resulted in sufficient amount of accomplishment in the Outputs and the Project Purpose
initially planned, which the Pakistani side has also appreciated. However, further time is required toaccumulate more experiences on implementing and monitoring of CCB Program which could be feedbacked for establishing and developing the model demonstrated by the Project as well as to examine
post-Project arrangements to sustain the effects generated by the Project.
6. Recommendations
It is recommended for both parties (Pakistani and Japanese) to take actions to continue the following
functions and activities for certain period of time after the completion of the Project:・ functions and services of CCB Support Center (CSC)・ functions and services carried out by the CCB coordinators for CCBs and community groups
・ implementation and monitoring on CIP (II)At the same time, while post-Project institutional/organizational arrangements should be examined without
any delay, possible options for financial arrangements (such as utilizing part of CCB fund, budget ofDistrict government, follow-up scheme of JICA, assistances from other donors, etc.) should becontinuously searched by the both parties.
7. Lessons Learned
The project targeted both provincial and district levels.
outcomes and impact to reach local people.

Targeting grass-root level would promote

8. Follow-up Situation
Follow-up project has been launched in July 2007, with a planned duration until July 2009.