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information system could reduce the disincentives to formalization that were created by previous LAS processes. In terms of those aspects that might be improved, the evaluation finds a number of project design and evaluation elements that warrant attention in future operations of this kind. First, more resources should be invested in the diagnostic assessment, monitoring, and evaluation of project activities. This is particularly necessary in the area of regularization, where the lack of rigorous assessments led to contractual difficulties with a number of companies responsible for these activities. Moreover, in three of the four case studies, exact information regarding the number of properties regularized under the Bank projects is not available. The evaluation also finds that, in general, all activities under the projects were developed simultaneously. This led to delays, bottlenecks, and other execution problems, as satisfactory progress in some activities relied on the prior completion of others. In light of this, the evaluation suggests that projects be structured according to a logical sequence. Projects also experienced delays and exceeded their original timeframes. This consistent pattern suggests that project execution periods should be extended. Together with the sequencing considerations, this raises the question of whether interventions should be structured in the form of programs consisting of various projects, each one with different timeframes and specific objectives (and possibly using different financing instruments). The evaluation also finds that Bank-financed projects encounter persistent difficulties in developing complex information systems, such as those required in an LAS. However, the experience of Belize suggests that one possible solution is to purchase off-the-shelf systems from specialized companies, after which the only need is to adapt them to the specific requirements of each country. The evaluation also shows that the Bank’s support for temporary programs in the countries (Panama and Peru), instead of permanent institutions, has an adverse impact on the sustainability of project outcomes. Lastly, an analysis of the four case studies suggests that greater attention should be paid to the design of contracts with firms hired to undertake regularization activities, in terms of human resources management and the recovery of at-risk information.