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Lesson
Timely and appropriate change in the project scope can help enhance project performance. For example, adjustments on the project design during the early stages of implementation can enhance project results at completion. A project scope that requires corrective actions needs to be addressed during midterm review to enable the project to achieve better results.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Proper execution of project administration activities relies on the capacity and commitment of borrowers and agencies involved. It is crucial that executing and implementing agencies are well informed of ADB operational procedures and requirements, especially with respect to financial management. This allows a concerned agency to carry out the project activities appropriately and ensure timeliness.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Establishing an internally sourced project management unit (PMU) at the executing agency and project implementation units at PFIs will improve project management and efficiency. The Ministry of Finanace did not establish a separate PMU but assigned a focal point from existing staff to lead project management. However, high turnover of the assigned MOF staff affected project continuity and institutional memory and delayed submission of safeguard reports.

Project Number: 42007-018
Project Name: Small Business Finance Project
Report Date:
Lesson
implementation of environmental and social management system, capacity building and skills training, gender mainstreaming, and additional funding support for small businesses. In addition to strengthening the capacity of the PFIs to lend to small businesses, capacity building can also help prepare PFIs without previous experience working with IFIs for future partnerships with international agencies.

Project Number: 42007-018
Project Name: Small Business Finance Project
Report Date:
Lesson
The experience and knowledge gained by the PFIs—especially Davr Bank and the UzbekLeasing International A.O., which subsequently attracted other development partners—added value to the project. The areas that were particularly beneficial across the PFIs were project analysis, formulation, and

Project Number: 42007-018
Project Name: Small Business Finance Project
Report Date:
Lesson
The project's use of leasing, a financing instrument not used in previous ADB FILs in Uzbekistan, was positive as it provided alternative financing depending on the needs of customers.

Project Number: 42007-018
Project Name: Small Business Finance Project
Report Date:
Lesson
Selection of suitable participating financial institution (PFI) partners is key to the successful implementation of a financial intermediation loan (FIL) project. PFIs that are financially sound, have good track records, and strategic orientation toward small and medium enterprises (SMEs) and strong project ownership—such as those selected under the project—are likely to be effective in implementing FILs for small businesse

Project Number: 42007-018
Project Name: Small Business Finance Project
Report Date:
Lesson
The absence of a dedicated Gender staff in the implementing agency can limit the implementation of the project's Gender action plan (GAP). The reform process in the sector led to the suspension of some GAP activities and necessitated revisions of several GAP activities and targets. Although the factors that caused the delay in the implementation of the GAP were beyond the control of the executing agency, the absence of dedicated Gender staff in the PIU impeded certain GAP activities.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Insufficient financial staffing and difficulties in information collection could hinder compliance to ADB financial requirements. During implementation, the IA faced challenges in complying with ADB’s financial management requirements. Submissions of audited project and entity financial statements were delayed because of (i) difficult information collection process, (ii) reports not complying with ADB guidelines, and (iii) insufficient accounting staff because of Uzbekenergo’s unbundling and restructuring.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Deficiencies in structure and lack of authority can hamper the work of the PMU and create implementation difficulties. Although the PMU was established to coordinate the work of various departments of the executing agency, the PMU structure could have been more effective. The PMU’s role was limited to liaising with ADB and coordinating the inputs of the executing agency’s planning, design, procurement, and construction departments.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Lack of capacity and experience in executing/implementing agencies as well as lack of reference projects can negatively impact project implementation. This project encountered delays because the executing agency and project management unit (PMU) lacked capacity and prior experience with international financial institution–financed procurement and management of large projects. Moreover, there were no reference projects with similar legal and regional setups to provide lessons and guidance to the executing agency and PMU.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Private sector participation can translate into additional financing to tap other energy sources such as solar and wind, which can complement combined cycle gas turbine technology. Combined with efficient operations, this can boost consumer access to affordable and sustainable electricity.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
Ensuring pertinent output performance indicators for capacity building are important to reflect to better tackle deficiencies identified during due diligence of the executing agency and the implementing agency's capacities, especially regarding procurement and their understanding of ADB procedures and requirements.

Project Number: 50063-001
Project Name: Kashkadarya Regional Road Project
Report Date:
Lesson
The potential risks relating to ADB procurement procedures and the government’s lengthy procedures to register contracts and verify prices were clearly identified at appraisal. With the failure to complete the civil works contract award process and the eventual loan cancellation before any construction could take place, appropriate mitigation measures were lacking. In future projects, more rigorous risk assessment and design of mitigation measures are required to ensure potential contracting problems are dealt with promptly and do not delay project implementation.

Project Number: 50063-001
Project Name: Kashkadarya Regional Road Project
Report Date:
Lesson
Good due diligence at appraisal is important to prepare a realistic project costing and schedule, particularly paying attention to the institutional setup, internal review and approval procedures, existing capacity, and prior experience of the government and executing agency in implementing ADB’s and other development partners' projects

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date: