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Lesson
The MFF is a useful modality for providing the substantial financing required for infrastructure through successive tranches, but frequent policy dialogue between ADB and the executing agency would support the strategic long-term requirements of the sector. Implementation of the program demonstrated the flexibility and effectiveness of the MFF modality, for example when an additional tranche was approved to cover a section of the corridor that was originally not envisioned for ADB finance.

Project Number: 41121-023, 41121-033, 41121-043, 41121-053, 45150-001
Project Name: CAREC Transport Corridor 1 (Zhambyl Oblast Section) [Western Europe–Western People’s Republic of China International Transit Corridor] Investment Program and Taraz Bypass Project (Kazakhstan)
Report Date:
Lesson
Well-designed road facilities and the systematic monitoring and collection of the traffic accident and volume data are critical for transport policy and for safe and sustainable transport over the long term. Road investments alone cannot ensure that sustainability objectives are achieved; complementary measures are needed to offset the adverse impacts of infrastructure provision, but to support this, traffic accident and count data need to be accurately collected and monitored.

Project Number: 41121-023, 41121-033, 41121-043, 41121-053, 45150-001
Project Name: CAREC Transport Corridor 1 (Zhambyl Oblast Section) [Western Europe–Western People’s Republic of China International Transit Corridor] Investment Program and Taraz Bypass Project (Kazakhstan)
Report Date:
Lesson
Innovative technologies need to be carefully assessed and monitored to determine their efficacy and sustainability. As new technologies are made available through various projects, close monitoring of their application and performance and as well as best practices should be incorporated so they can contribute to the success of the program and projects. Accumulation of this knowledge and its proper dissemination within ADB will ensure that it can be applied to other projects in different locations.

Project Number: 41121-023, 41121-033, 41121-043, 41121-053, 45150-001
Project Name: CAREC Transport Corridor 1 (Zhambyl Oblast Section) [Western Europe–Western People’s Republic of China International Transit Corridor] Investment Program and Taraz Bypass Project (Kazakhstan)
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
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
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
Addressing multiple development challenges in a single operation results in complex program design that is not appropriate where capacity is a key constraint. Narrowing the thematic focus (e.g., infrastructure governance reform) could result in a more coherent program.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Institutional reform requires well-defined and attributable outcomes. Many of the milestones for institutional reform are process related, e.g., cabinet endorsement of the IGF. The outcomes from the institutional reforms are not well-defined, e.g., higher economic and social rates of return. There is a need for closer monitoring and evaluation to determine whether the reforms achieved their objectives. The theory of change and intended results should be well articulated at the outset.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Policy-based loans should ensure adequate support for reform implementation. Accompanying TA would help clients meet key program targets, such as implementation of the IGF and medium-term budgeting. Policy-based loan design should ensure that TA findings are translated into actions. With the MFEM’s preference for policy-based lending, loan design should ensure strong links between TA and the program being supported.

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Policy-based loans are useful instruments for aligning donor activities and securing donor participation. As noted above, donors provide a significant amount of resources, including for capacity building. Various modalities of donor participation and coordination could be explored in the design of policy-based loans, such as inclusion of donor commitment and funding of specific programs and projects (especially in the social sectors, where donors are active) and TA (notably in PFM).

Project Number: 42503-013, 42503-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date: