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Lesson
Navigating the appropriate financing size and institutional requirements of the CPRO while developing its scope and short- to medium-term directions demanded strong collaboration and coordination among ADB departments.

Project Number: 54169-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The COVID-19 Pandemic Response Option (CPRO) is an effective countercyclical measure that needs to be followed up by additional assistance from ADB and other donors to ensure the Kyrgyz Republic’s continuous, multifaceted recovery from the pandemic.

Project Number: 54169-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Without implementing the new tariff policy, the government of Uzbekistan will need to consider remunerating the Talimarjan power plant either through direct subsidies, reduced fuel costs, or other economic and/or financial benefits.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
It is crucial for large infrastructure projects involving heavy and oversized equipment to develop logistical arrangements, obtain permits, plan for the reinforcement of transport infrastructure, and secure the necessary financing ahead of loan effectiveness.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
It is important for power sector restructuring and unbundling to be supported by capacity building of key agencies and utilities, particularly in financial management.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
Lesson
In addition to capacity building, staff retention in Uzbekenergo and the power utilities will be critical to ensuring timely completion of future ADB-financed energy projects in Uzbekistan.

Project Number: 43151-023
Project Name: Talimarjan Power Project
Report Date:
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:
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
Report Date:
Lesson
Implementation of reform agenda through strong government commitment. Public financial management reforms and SOE reforms to ensure fiscal sustainability, like those in the program, have political and economic implications and are difficult to undertake without strong ownership.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
The program demonstrated that a holistic consultation process can ensure effective diagnosis of the issues, leading to a relevant policy matrix that prioritizes reform measures in collaboration with the development partners. The program was developed in close consultation with the government and development partners including the IMF, the World Bank, AFD, and the United Nations Development Programme, and was designed through a holistic approach.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
It is necessary to enable the government to sustain capacity development programs beyond the life of a program. Institutionalizing change-management practices among those charged with implementing reforms—such as efforts undertaken in subprogram 2 to prepare the MTBF and develop the MTBF manual, including gender-responsive budgeting tools at the MOF—requires upgrading technical and change-management competency.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Considerable thought should be given to identifying the most appropriate executing agencies for project components, and especially for those that require specific technical expertise to manage the work. This will also provide a higher level of ownership, thereby helping to ensure successful completion.

Project Number: 44198-013
Project Name: Power Sector Rehabilitation Project
Report Date:
Lesson
Often, not enough consideration is given to developing DMF impacts and outcomes that can be easily assessed in post-project evaluations.

Project Number: 44198-013
Project Name: Power Sector Rehabilitation Project
Report Date:
Lesson
Terms of reference should be agreed by all pertinent stakeholders well before implementation to avoid costly delays, especially when there are complex issues to be resolved.

Project Number: 44198-013
Project Name: Power Sector Rehabilitation Project
Report Date:
Lesson
Contracts need to be carefully packaged (the initial Toktogul HEPP contract should have been broken into separate lots, while the two separate KESC packages for server hardware and MDM/AMDA software packages should have been combined to improve compatibility)

Project Number: 44198-013
Project Name: Power Sector Rehabilitation Project
Report Date: