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Lesson
Improving performance of ADB may be achieved through resident mission management rather than from Manila, particularly in countries with complex institutional structures and approval processes.

Project Number: 42489-033
Project Name: Water Supply and Sanitation Services Investment Program (Project 2)
Report Date:
Lesson
The need for robust evidencing mechanisms that can track outcomes and impacts credibly. Core issues of poverty reduction, income generation, and increased productivity require careful monitoring, preferably including a comparable group of nonbeneficiaries to assess the real impact of the project.

Project Number: 40086-013
Project Name: Water Resource Management Sector Project
Report Date:
Lesson
Irrigation and drainage provision for many beneficiaries, as opposed to a few big farmers or collectives, requires substantial evidence of the governance models that can work to ensure sustainability. Technical challenges are only part of the problem in improving agricultural productivity and incomes. Commensurate attention is needed at farmlevel capacity development at project design, including outcome-level targets.

Project Number: 40086-013
Project Name: Water Resource Management Sector Project
Report Date:
Lesson
Promoting collective action can be a challenge, not least in the post-Soviet Union context. Hence, there is a need to carefully analyze past experience, incentives, and the willingness of beneficiaries to sustain collective action and interventions.

Project Number: 40086-013
Project Name: Water Resource Management Sector Project
Report Date:
Lesson
A number of the indicators in the DMF are framed inadequately. For example, the indicator related to road beneficiaries claimed that 4.5 million people would benefit. It was not clear how this was measured, as the area of the project itself is basically uninhabited. While it was also clear that some indicators were dropped during project implementation, such as the number of women expected to benefit from the project (para. 16).

Project Number: 42107-033
Project Name: Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 2)
Report Date:
Lesson
The original forecasts for traffic intensity on the road section may have not warranted a four-lane road improvement (para. 13). While the PCR listed an economic downturn in Uzbekistan for this, the validation notes that the methodology followed for the estimation of traffic intensity at initial appraisal, contract completion, and reappraisal was poorly structured. Estimating traffic based upon extremely short surveys is known to introduce significant potential inaccuracies. This appears to be a common issue, with insufficient emphasis being placed upon traffic surveys.

Project Number: 42107-033
Project Name: Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 2)
Report Date:
Lesson
The implementation of the project was initially delayed by the bankruptcy of the originally selected contractor’s parent firm. This bankruptcy occurred prior to mobilization and as such no additional costs were incurred. However, the additional procurement process led to significant delays and additional costs for both ADB and the borrower. It would be useful to learn more about the contractors and to review procedures for assessing their financial sustainability.

Project Number: 42107-033
Project Name: Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 2)
Report Date:
Lesson
There were issues associated with working with the Ministry of Foreign Economic Relations, Investments and Trade (MFERIT) during the project. MFERIT is responsible for registering all construction contracts in the country, but it appears that there are slow processes within MFERIT, which delayed the process and led to significant detrimental effect on the progress of the contractor mobilization. ADB can work with MFERIT to improve processes generally, or at least identify a fast-track approach for externally funded projects.

Project Number: 42107-033
Project Name: Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranche 2)
Report Date:
Lesson
The DMF was not well designed and had deficiencies in the measurement of performance indicators for the project impact and outcome. Target dates should have been indicated the five outputs of the project involved the implementation of three components. These should have been integrated more closely with the outputs of the DMF.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
The procurement of IT systems—including hardware, software, and related communications equipment— requires the involvement of specialized personnel. However, this is not a full-time job, and on-call consultant support could have been considered for the executing agency.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
A GAP is not required for projects classified as having no gender elements; hence, this was not needed in the loan agreement.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
A results-based loan could have been considered where disbursements would have been phased in relation to the progress of project implementation to avoid difficulties in monitoring evolving needs during and after project completion.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
The bid price for the GFMIS application and main servers should have been better estimated. The bid was 43% above the price.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
Although the supporting TA addressed issues related to budget preparation and execution, continued support for the entire PFMR process is needed. The expectation that the TA could achieve its outcome within 24 months was too optimistic based on capacity constraints, which should have been identified at appraisal.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date:
Lesson
PFMR is multifaceted and requires sufficient time to implement. Supporting TA and project implementation should go hand in hand. The PMO was established to manage the procurement process with TA support. However, central treasury staff had to carry out both project-specific tasks and their day-to-day functions. This led to competing priorities between their own jobs and project requirements, and delays in dealing with project issues. It is essential for implementing staff to adequately apportion their time between the requirements of the project and their day-to-day activities.

Project Number: 41041-013
Project Name: Public Finance Management Reform Project
Report Date: