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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
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
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
A large amount of unused loan should be avoided. Although the actual cost for the civil works sections increased by about 50%, the project still ended with unused loan proceeds of $9.65 million (Loan 2205) and SDR1.40 million (Loan 2206). These were sufficient to finance the local roads, which were estimated to cost $3.8 million. A thorough fund disbursement analysis should have been conducted during project implementation.

Project Number: 35457-013
Project Name: East–West Highway Improvement Project
Report Date:
Lesson
Monitoring indicators should be carefully selected. Some indicators for impact and outcome are not readily available nor closely linked to the project. Since data are generally not readily available in Azerbaijan, sources for evaluation indicators should be identified in more detail at appraisal. Documents such as those prepared at appraisal and project completion should include sufficient data for subsequent verification and follow-up. Specific omissions were traffic data, unit benefits, and unit costs that were needed to fully comprehend the economic analysis.

Project Number: 35457-013
Project Name: East–West Highway Improvement Project
Report Date:
Lesson
ADB-financed project sections should be carefully selected. At appraisal, two sections were intended to be financed by ADB. The Yevlakh-Ganja section involves much higher traffic than the Gazakh–Georgian border section. Thus, the Yevlakh-Ganja section brought greater benefits and greater socioeconomic impact to the project area. If ADB had financed the Yevlakh-Ganja section instead of the Gazakh–Georgian border section, the project might have been rated efficient as the recalculated EIRR would have been higher than the threshold of economic viability.

Project Number: 35457-013
Project Name: East–West Highway Improvement Project
Report Date:
Lesson
The ESRP comprised three loans. The largest (Loan 1807) was for $300 million and was designed as a three tranche plus incentive tranche program loan. The other two loans were a $50 million Asian Development Fund loan (Loan 1808) and a $5 million TA loan (Loan 1809). The government availed of the first and incentive tranches of Loan 1807 for $150 million as well as the $50 million Asian Development Fund loan when it complied with the first tranche loan conditions.

Project Number: 32146-013
Project Name: Energy Sector Restructuring Program
Report Date:
Lesson
Subsidization of electricity is a drain on budgetary resources and not sustainable in the longer term when an economy is growing and tax revenues are stagnant. Under the ESRP, electricity subsidies were expected to be eliminated with the establishment of NEPRA, and the tariff was expected to reflect and recover the full cost of production. However, the government continues to subsidize electricity, primarily to domestic and agricultural customers.

Project Number: 32146-013
Project Name: Energy Sector Restructuring Program
Report Date:
Lesson
The privatization of KESC demonstrates that private sector ownership in the energy sector has benefits in terms of efficiency gains. System losses are declining significantly, and KESC’s financial performance has improved substantially since privatization, such that it is now self-financing since first turning a profit in 2012. This accomplishment is remarkable considering the environment in which it operates includes a constrained availability of fuel for its thermal power plants and an unfavorable security and law and order situation.

Project Number: 32146-013
Project Name: Energy Sector Restructuring Program
Report Date:
Lesson
WAPDA was unbundled because the organization had degenerated into an unwieldy, overcentralized, and multilayered bureaucracy, dominated by political expediency and experiencing declining efficiency and quality of service. Even though the unbundling was carried out, operational and financial performance of the unbundled entities did not improve significantly.

Project Number: 32146-013
Project Name: Energy Sector Restructuring Program
Report Date:
Lesson
Cross-indebtedness has been an energy sector issue since the 1980s. Although the ESRP provided the government the means to eliminate crossindebtedness by financing the arrears out of the budget, the respite provided by the ESRP was temporary, and cross-indebtedness became a major issue again shortly thereafter, reaching unprecedented levels of about PRs503 billion by mid-2013.

Project Number: 32146-013
Project Name: Energy Sector Restructuring Program
Report Date:
Lesson
Limit such a program to fewer but better justified components.

Project Number: 32058-033
Project Name: Punjab Road Development Sector Project
Report Date:
Lesson
The overall time allowed for implementation of the investment and reform programs was inadequate for developing knowledge and understanding, processes, procedures, and the project implementation framework. Unrealistic work schedules, poor procurement planning, insufficient implementation details, and loose monitoring targets prolonged implementation. A well-qualified and experienced project team leader and consultants’ familiarity with ADB processes are essential to implement an ADB-financed project.

Project Number: 32058-013
Project Name: Road Sector Development Program
Report Date: