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Displaying 106 - 120 of 544

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
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 a reform program to be supported by and anchored in a broad strategic framework that brings together both qualitative and quantitative indicators to drive, monitor, and assess the attainment of policy outcomes.

Project Number: 51059-001, 51059-002
Project Name: Improving Governance and Public Sector Efficiency Program (Subprogram 1 and Subprogram 2)
Report Date:
Lesson
Improving governance and increasing public sector efficiency requires sequenced steps over the medium-term, strong country ownership of reforms, and adequate technical assistance (TA) support.

Project Number: 51059-001, 51059-002
Project Name: Improving Governance and Public Sector Efficiency Program (Subprogram 1 and Subprogram 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
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
To achieve higher quality and improved technology, it is crucial that the design, technical specifications, and construction standards are based on national and international best practice.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
Report Date:
Lesson
The restricted stance on public external borrowing led to deferral of MFF’s tranches 2 and 3 that was not present at the time of appraisal. If possible, the locations and routes of the project components for these tranches should be identified upfront and thoroughly analyzed for potential construction and safeguard impacts.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
Report Date:
Lesson
In MFFs, subsequent tranches should be processed and implemented to overlap with tranche 1 to maintain implementation momentum and achieve maximum benefits. The program’s tranches 2 and 3 were supposed to be approved in November 2017 and March 2018, respectively.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
Report Date:
Lesson
The project management units for subsequent tranches should be more proactive in using the project management and supervision consultant for the capacity development of the operational staff on new technology and standards.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
Report Date:
Lesson
In addition, contractors are encouraged to improvise where possible and introduce new technology standards. Subsequent tranches should also build upon lessons learnt and issues identified in the technical specifications for the initial tranche.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
Report Date: