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Displaying 391 - 399 of 399

Lesson
Strong management and strategic thinking are prerequisites for establishing a sound and viable institution. The early management of PASO was weak. More support was needed to help it put necessary systems in place earlier in the project period. Some member states expressed the need to further improve financial management in terms of adequacy and transparency. The PASO council has the potential to provide needed support through its finance and technical committees but has not yet fully leveraged those capabilities.

Project Number: 37449-013
Project Name: Establishment of the Pacific Aviation Safety Office Project (Pacific Region)
Report Date:
Lesson
Detailed design engineers and supervision and implementation consultants should be recruited in advance of project approval, to increase project readiness. The project implementation schedule should be realistic.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
ADB's business procedures for processing crisis response programs should be streamlined and abbreviated, as in the case of the Countercyclical Support Facility (CSF). This allows for crisis responses to be timely and prevent further deterioration of the economy.

Project Number: 43300-013
Project Name: Countercyclical Support Loan
Report Date:
Lesson
Measures ensuring government commitment to implement institutional development and provide counterpart funds should be carefully reviewed and tied to the release of funds.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
Project targets should be achievable. Cost estimates should be based on thorough and professional assessments as part of a feasibility study, instead of aspirational or subjective considerations alone.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
Crisis response operations can be more successful if the government has well- defined implementation arrangements and monitoring mechanisms to be successful, as was the case with the KCSL.

Project Number: 43300-013
Project Name: Countercyclical Support Loan
Report Date:
Lesson
Delayed payments to contractors adversely affect implementation. ADB and the government should work together to ensure timely disbursements.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
The success of a financial crisis response is highly contingent on the government's ability to quickly put together its own anti-crisis plan. ADB intervention can be in the form of financing for the anti-crisis plan. In the case of the KCSL, the government already had its employment-generation program (EGP) in place, and was able to use the KCSL funds immediately to finance the EGP. However, since the KCSL is a budget support instrument, it is difficult to track and link the financing with specific development results (e.g., which public works project it funded).

Project Number: 43300-013
Project Name: Countercyclical Support Loan
Report Date:
Lesson
By not having any policy conditions other than the government's countercyclical expenditure programs, the Kazakhstan Countercyclical Support Loan (KCSL) was an effective and efficient instrument to respond to the financial crisis. While reforms to correct policy inconsistencies during crisis situations might be desirable, countries that are in the middle of financial crises would find it difficult to simultaneously undertake both crisis mitigation and reforms.

Project Number: 43300-013
Project Name: Countercyclical Support Loan
Report Date: