81. It appears that the programme became the victim of a number of issues. It started with being led by personalities who were more of the marketing type followed by the relocation of the UNIT to MCIL where the new CEO was very legalistic about the whole issue and its ramification on the government in the event the programme failed to deliver its expected outcomes. It was also discovered that some of the requirements for sourcing and recruiting consultants were too cumbersome in the absence of any data-base of consultants and some of the issues raised by the CEO should have been foreseen at the design stage. 82 The lesson learned from implementation of this programme to date is that such an important programme should have been examined carefully from all aspects and the ramifications addressed prior to the commencement of the programme. Although this programme was a pilot project for UNDP the implementational modalities would be the same with any other new project in other countries served by UNDP. Legal issues, data base of consultants, draft contracts for consultants, (generic), draft TOR (generic), potential donors, should all have in place prior to the commencement of the programme. 83. Much more thought should have been given to the various issues raised above at the design stage of the project for such an important project for country that will bear the brunt of globalization