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Lesson
Project preparation should have included better articulation of the need or logic for integrating a program loan and a project loan in a sector development program (SDP). Policy dialogue, which is essential to clearly establish an understanding among the executing agencies that policy reforms and project loan financed investments are interlinked, should have been undertaken; however, this was missing in this SDP. Two separate loans delivered in sequence may have been preferable and more manageable.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program
Report Date:
Lesson
Adequate project readiness and accurate designs are critical for large infrastructure projects. Lack of these could cause delays, i.e., this project encountered a delay of over 2 years in finalizing the detailed design for the major civil works contracts and delays in procurement. Furthermore, inclusion of additional scope of works and delays in land acquisition and resettlement plans, and COVID-19 impacts hindered timely implementation.

Project Number: 40540-014, 40540-017
Project Name: South Asia Subregional Economic Cooperation Road Connectivity Project
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Lesson
Comprehensive and robust diagnostics providing the rationale for the selection of policy actions are important. Using the results of these diagnostics during consultations helps stakeholders gain appreciation of the reasons for introducing policy reforms and this aids in building consensus

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
The One ADB approach is effective in delivering in timely crisis response. A contributing factor to the timely delivery of COVID-19 assistance and support is the One ADB approach in program processing, especially the strong role of the resident mission. With all the relevant departments working as contributors and partners, this approach broke down barriers and improved communications, resulting in faster turnaround and higher-quality outputs. The resident mission played a critical role in the preparation of the program, policy dialogue, and the eventual implementation of the program.

Project Number: 54180-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Close and sustained engagement with the government and development is essential to the success of crisis response programs. This program’s design and implementation benefited from the strength of ADB’s close engagement with the government. ADB’s continuous policy dialogues with the government contributed to the government’s response strategy and development financing plan. The resulting close alignment also promoted ADB’s rapid processing, impactful design, and smooth implementation of the program.

Project Number: 54180-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Maintaining economic growth and protecting the vulnerable in crisis situations demand timely intervention and sizable stimulus package. The success of the government countercyclical program in maintaining economic growth and protecting vulnerable populations validated the effectiveness of the government’s approach.

Project Number: 54180-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
ADB's COVID-19 Pandemic Response Option (CPRO) modality was effective. The CPRO program established a model for ADB to channel timely support to developing member countries to address major health and economic challenges. The speed of delivery, efficient implementation, and strong development impact achieved validate the success of this model, which can be deployed to further assist countries in their economic recovery.

Project Number: 54180-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The ownership and rationale of policy reforms need to be carefully assessed at appraisal. Strong ownership and consistent government support are critical to the success of program loans. As such, the ownership and rationale of policy reforms should be carefully assessed at appraisal. In assessing ownership, it is important to remember that policy actions affect many stakeholders, both within and outside the government.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date: