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Lesson
Strong coordination and regular meetings between the executing agencies and ADB teams, backed by governments' strong commitment to reforms are crucial to the success of reform programs. This program was an effective countercyclical crisis response tool that helped Uzbekistan respond to an external economic shock. Strong coordination and regular meetings between the government counterparts and ADB teams were key to implementing the program outputs.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
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Lesson
Results-based lending (RBL) is well suited if it is embedded in a wider government-owned and led program. It can be an effective modality for achieving both physical outputs and nonphysical goals. It can also make changes in national policies that go beyond the project’s physical scope. The climate risk assessments, procurement processes, and beneficiary selection criteria used in this program were also applied in non-ADB financed provinces. The instructions issued and policies adopted by the government were “national”in nature and impact.

Project Number: 50022-002
Project Name: Affordable Rural Housing Program
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Lesson
Technical assistance support and policy advice, coordinated across development partners and provided in parallel with budget support programs, can help push energy reform agenda and build capacity.

Project Number: 54269-001
Project Name: Power Sector Reform Program (Subprogram 1)
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Lesson
Energy efficiency requires multisector engagement and broader coordination with different sectors of the economy, such as agriculture and industry, and with local government.

Project Number: 54269-001
Project Name: Power Sector Reform Program (Subprogram 1)
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Lesson
The number of policy measures should be limited so that ADB can monitor compliance with them effectively throughout the program. The program comprised 29 policy actions: 11 for subprogram 1 and 18 for subprogram 2. The total number of policy actions under the program was significantly large, particularly in subprogram 2, and represented a challenge in monitoring and implementation.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
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Lesson
Complex programs are more likely to succeed if significant attention is given to building the capability and ownership of the relevant stakeholders. The program successfully tackled a wide range of issues, while helping develop capacity at the MOF, CBU, and SAMA.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date: