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CSV
Lesson
With the project's investment in improving wastewater treatment, solid waste management and recycling, an opportunity arose to establish and impose full cost recovery tariffs and charges for these activities. Appropriate tariff studies could have been undertaken and with recommendations for replication in other towns.

Project Number: 43319-022
Project Name: Greater Mekong Subregion East-West Economic Corridor Towns Development Project
Report Date:
Lesson
Policy reform programs with complex and multiple interventions require rigorous identification and assessment of the political economy and capacity risks to ensure overall effectiveness.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what has been achieved, rather than the process of their accomplishment. For example, Cabinet approval is an inadequate indicator to demonstrate a successful policy reform in Tonga.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
The ownership and rationale of policy reforms need to be carefully assessed at appraisal. Strong ownership and consistent government support are critical to the success of program loans. As such, the ownership and rationale of policy reforms should be carefully assessed at appraisal. In assessing ownership, it is important to remember that policy actions affect many stakeholders, both within and outside the government.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Continued engagement by ADB with the government is imperative. To maintain reform momentum, ADB’s continued engagement with the government is a must even after the program is completed. One mechanism could be through a post-program partnership framework. While facilitating monitoring of the borrower’s compliance with loan covenants, this will also enable ADB to identify follow-on actions where it can have value addition.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Consensus-building requires sufficient time for meaningful and in-depth consultations with various stakeholders. This program’s experience has demonstrated that building consensus between the government and the private sector, as well as among government departments, could take much longer than envisaged. The program design to strengthen the staffing of three major regulatory institutions within 2 years was optimistic, and a more realistic timeframe should have been considered. Future programs that will necessitate consensus-building should provide ample time for this type of activity.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Program design and implementation in least developed (and fragile) countries need to take account of the limited administrative capacity of the government. While ADB designed a program which supported the government in undertaking reforms and sufficient consulting services resources to help bridge capacity gaps, the timeframe for the program was too ambitious and ADB did not provide adequate continuity in the staff providing project supervision. These deficiencies contributed to the underperformance in program outcomes.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date:
Lesson
Focusing PSE reform programs or components thereof on selected demonstrations and bringing these demonstrations to conclusion can produce models on how companies could be liquidated, privatized, or restructured to boost performance.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
Beyond a broad road map, it may be beneficial to concentrate support on PSEs that have already demonstrated results or good performance.

Project Number: 48065-003
Project Name: Public Sector Enterprises Reform Program (Subprogram 2)
Report Date:
Lesson
The collection of sex-disaggregated data is a key feature of programs that support women and the policy-based loan funds could have been used as leverage to create such database.

Project Number: 45230-001
Project Name: Women’s Entrepreneurship Support Sector Development Program
Report Date:
Lesson
Constraints to small and medium enterprise (SME) financing should have been fully identified at appraisal and addressed in the design.

Project Number: 44060-024
Project Name: Small and Medium Enterprise Investment Program (Tranche 2)
Report Date:
Lesson
No additional lessons

Project Number: 43439-023
Project Name: Central Asia Regional Economic Cooperation Corridor 2 (Mangystau Oblast Sections) Investment Program, Project 1
Report Date:
Lesson
The bid price for the GFMIS application and main servers should have been better estimated. The bid was 43% above the price.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
The DMF was not well designed and had deficiencies in the measurement of performance indicators for the project impact and outcome. Target dates should have been indicated the five outputs of the project involved the implementation of three components. These should have been integrated more closely with the outputs of the DMF.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
The procurement of IT systems—including hardware, software, and related communications equipment— requires the involvement of specialized personnel. However, this is not a full-time job, and on-call consultant support could have been considered for the executing agency.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
CSV