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Lesson
The ownership by the government of the reform process and the leadership the government shows are absolutely critical in a postconflict scenario. This was demonstrated in the case of the leadership shown by the finance minister, which was not always matched in PMPL sectors. Given the multisectoral nature of the program and the utilization of the proceeds in various reconstruction and development projects, strong oversight mechanisms needed to be in place at the outset to ensure optimal use of and reporting on funds.

Project Number: 36231-013
Project Name: Postconflict Multisector Program
Report Date:
Lesson
No new lessons

Project Number: 34207-013
Project Name: Northwestern Rural Development Project
Report Date:
Lesson
Modifications to project design, the monitoring framework, and the assessment methodology would help future projects using this or a similar PRG modality and projects that combine sovereign, nonsovereign and cofinancing operations. The assessment criteria did not easily accommodate the unique structure of the project or the modality used.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
The capacity of Afghanistan Investment Support Agency (AISA) to promote new investment in Afghanistan and the availability of PRG cover to support such investment was poor because of staff turnover and an inadequate incentive framework. This should have been anticipated and technical assistance could have looked at ways to address this problem.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Responsibility for the project was spread out within ADB, causing coordination issues with MIGA and other cofinanciers. For future projects combining sovereign, nonsovereign, and cofinancing operations, having a single focal point within ADB would improve project implementation and prospects for success.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Close collaboration with Multilateral Investment Guarantee Agency (MIGA), International Development Association (IDA), and Department for International Development (DFID) strengthened project design. It allowed for excellent exchange of experience with regard to PRGs, other insurance products, and how they can best be used to fill market gaps, especially in post-conflict countries.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
The availability of bankable political risk guarantee (PRG) cover for risks that are within the power of the government to mitigate is important to investors and their financiers. However, such targeted cover cannot address concerns about security and macroeconomic stability.

Project Number: 38598-013
Project Name: Afghanistan Investment Guarantee Facility Project
Report Date:
Lesson
Continuous recourse to resident international advisors may perpetuate the dependency of decision-makers on such experts.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of specific terms of reference for international advisors for on-the-job training, or if those are not strictly focused on the most technically challenging tasks, the availability of these experts to provide general support within the ministries will tend to crowd-out the inputs provided by, and the learning process of the local staff. Thus, experts should be given specific terms of reference that (a) require the provision of on-the-job training to local counterparts, and (b) limit their overall involvement to the most technically challenging tasks.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of absorptive capacity in ministries, little technical skills transfer will occur. However, the level of fiscal resources needed to sustain hiring of more qualified staff to the civil service (to increase that absorptive capacity) is also affected by current development partner financing of externally-funded national staff (the so-called ?second civil service?), which is now hired on inflated terms. Coordination between these two dimensions is a priority if core government capacity is to be developed.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
Further assistance to the government, especially the Ministry of Finance (MOF), is crucial in order for reforms under subprogram 1 to become effective and be sustainable. But the approach to the provision of this assistance must also change. Instances have been highlighted in which high levels of technical assistance (TA) have constrained learning-by-doing on the part of local counterparts, and overwhelmed the incentives that normally underpin successful capacity development.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
How the design and monitoring framework (DMF) was prepared constitutes a major design and evaluation issue, and its lack of clarity made assessment of achievements across the program very difficult. The standards used in conceptualizing DMFs have evolved significantly since the program - s approval, and the new practices should soon make it possible to design more effective assistance in Afghanistan and elsewhere.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
In the absence of specific terms of reference for international advisors, their contributions will tend to crowd out inputs provided by and the learning process of local staff.

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
Sustained recourse to resident international advisors may perpetuate the dependency of decision makers on such advisors; and

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
Without absorptive capacity in ministries, very little technical skills transfer will occur;

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
CSV