The Social Investment Fund Project is assessed as satisfactory with likely sustainability. The positive lessons learned were: a) effective management is a necessary condition for efficient operations; b) accountability to government proved to be beneficial and decisive for the Guatemala Social Investment Fund's (FIS's) operations; c) social assistance subprojects have different technical requirements than infrastructure subprojects for formulation; d) the community organization program and the departmental offices helped FIS to gain institutional credibility, improved subproject quality, and increased the potential for collaboration with local organizations; as well as achieving closer relations with poor rural communities; e) the on-site exchange of experience and information between social funds produces good results, and study tours should be strongly supported by IBRD. Negative lessons learned include: a) the IBRD should have supervised FIS closely and with greater frequency; b) the traditional social fund subproject processing cycle, procedures, and internal controls are essential to efficient FIS operations; c) the outside creation and imposition of new organizations on communities is not recommended; d) community training in subproject operations and maintenance is critical to subproject sustainability; and e) to be effective, studies should be based on genuine institutional interests and needs, terms of reference should clearly define objectives and expected outputs,

The postal and delivery sector has been the subject of considerable interest in recent years. This book brings together a number of contributions directed at understanding developments in the field of postal reform. The authors review the experience and plans ofindividual countries to provide some perspective on the problems faced in the area and the varied approaches being taken to address it. They also review key elements of policy and strategy that are important in this debate.