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Lesson
When designing results frameworks, the use of policy actions as results indicators should be minimized. If the indicator measures the reform success by the completion of the policy actions, it provides little information on the success of that policy action and undermines the relevance of the policy action for no result is achieved other than itself.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date:
Lesson
Development partners should both support and take advantage of opportunities that arise when governments are committed to reform, which should also be recognized in their country programming. the government that came to office in 2018 was strongly reform-minded. Even though Armenia suffered two exogenous shocks in the form of the coronavirus disease (COVID-19) and conflict with a neighboring country, reform commitment did not waver. This contributed strongly to the ultimate outcome of this program.

Project Number: 51060-002, 51060-003
Project Name: Public Efficiency and Financial Markets Program (Subprograms 1 and 2)
Report Date:
Lesson
When programs embody reforms that are directed at strengthening the institutional framework for the operation of key markets, such as those underlying financial markets, clearly articulating them in the program documents clarifies objectives. By not doing so, it risks the results of the program not being fully apparent due to the lengthy period for the reforms to come to fruition. By setting as outcome objectives, what the improved framework will lead to places the outcome outside the time frame of the program

Project Number: 51060-002, 51060-003
Project Name: Public Efficiency and Financial Markets Program (Subprograms 1 and 2)
Report Date:
Lesson
When ADB chooses to finance activities in a member country jointly with development partners, it needs to closely monitor their assessment, utilize their database, and build on their knowledge products as appropriate such that development cooperation reports on the mutual synergies and becomes genuinely “finance++”.

Project Number: 51129-002
Project Name: Human Development Enhancement Program
Report Date:
Lesson
In designing a substantive and relevant PPPF to extend policy reform support, there is a need to ensure that the scope of the activities included therein reflect the full spectrum of the outcomes identified in the report and recommendation of the President of the program.

Project Number: 51129-002
Project Name: Human Development Enhancement Program
Report Date:
Lesson
Nonrevenue water will remain a neglected issue without serious government and development partner support and targeted project actions. The project’s high target levels for NRW, at 70%, reflected a low priority given by both government and ADB. There were no specific actions outlined in the project design to achieve reductions in NRW. Metering should have improved the ability to monitor and control losses. Although impressive results in metering were achieved, the priority appears to have been to improve collection efficiency rather than seriously address NRW.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
A simplified monitoring and evaluation system, with direct reporting to the executing agency, would have led to better assessment of the project’s performance. The ability to evaluate project performance and benefits was seriously compromised when the collection of performance data was discontinued even though collection was required under the loan agreement. The PPMS for the project was complex and was maintained only for the duration of each loan’s implementation period.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
Long-term engagement is needed to foster private sector participation in water supply provision. Along with other development partners, ADB has contributed significantly to the development of an enabling environment for private sector engagement in the provision of WSS services in Armenia. This would not have been possible without ADB’s long-term engagement in the sector through this project and other interventions. ADB support to draft the PPP law (approved in June 2019) and continuing support on regulations will further enhance the enabling environment.

Project Number: 40296-013, 45299-001
Project Name: Water Supply and Sanitation Sector Project
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
For programs which focus on gender equity, identifying and ensuring that institutions supporting gender are onboard throughout program development and implementation is crucial.

Project Number: 45230-001
Project Name: Women’s Entrepreneurship Support Sector Development Program
Report Date:
Lesson
Strong analytical work supported with sex-disaggregated data is necessary to back-up and sustain the commitments of the government to prioritize interventions directly targeting women.

Project Number: 45230-001
Project Name: Women’s Entrepreneurship Support Sector Development Program
Report Date: