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Lesson
A program should have a well-defined exit strategy. This program was designed for implementation over 3 years with specified medium-term targets. It successfully closed upon completing subprogram 3. Without an exit strategy, the program risks reform fatigue and may encourage lax compliance with policy reforms. Introducing the post-program partnership framework during subprogram 3 proved to be effective in ensuring the sustainability of key reforms.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
If necessary, triggers should be supported by technical assistance (TA), as were the subprogram 2 and 3 public financial management (PFM) triggers. During the review of subprogram 2 policy triggers, the government and ADB identified gaps in government budget execution, internal audit and controls, and reporting, acerbated by the underdevelopment of the government's computerized accounts system. The government asked ADB for longer-term integrated TA to strengthen its PFM framework.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
Using numerical targets such as the tax revenue-to-gross domestic product (GDP) ratio as triggers, as initially done in subprogram 2, should be cautiously approached. Ambitious numerical targets that are not supported by a realistic reform timetable are likely to fail.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
A program cluster approach with prior expected actions enveloped by a medium-term framework with flexibility built into its design is an effective approach to supporting government reforms. It promotes continuous dialogue with the government on reforms and allows for program changes to effectively and efficiently respond to new or worsening risks to the economy and shifts in government policy priorities.

Project Number: 40538-013, 40538-023, 40538-033
Project Name: Development Policy Support Program Cluster
Report Date:
Lesson
Delayed payments to contractors adversely affect implementation. ADB and the government should work together to ensure timely disbursements.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
Detailed design engineers and supervision and implementation consultants should be recruited in advance of project approval, to increase project readiness. The project implementation schedule should be realistic.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
Measures ensuring government commitment to implement institutional development and provide counterpart funds should be carefully reviewed and tied to the release of funds.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
Project targets should be achievable. Cost estimates should be based on thorough and professional assessments as part of a feasibility study, instead of aspirational or subjective considerations alone.

Project Number: 34234-013
Project Name: Rural Area Water Supply and Sanitation Sector Project
Report Date:
Lesson
The process of translating drafts of the Law on the Securities Market from English into Russian and back into English affected its readability in English. Achieving a reasonable and consistent standard of translation into both Russian and English remained a problem. Once the final version of the draft law has been adopted, it would be desirable if an official English translation could be produced for the benefit of ADB, foreign investors, and other interested parties.

Project Number: 34172-013
Project Name: Banking Sector and Capital Market Development Program
Report Date:
Lesson
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, even within the government. In this case, the legislative branch was not enthusiastic about adopting complex new laws pertaining to the regulation of capital markets that would then be interpreted by agencies outside their direct control.

Project Number: 34172-013
Project Name: Banking Sector and Capital Market Development Program
Report Date:
Lesson
Implementation of the program demonstrated that consistent government support is critical to success. The effective implementation of the banking sector component is attributable to the National Bank of the Kyrgyz Republic's (NBKR) strong commitment and ownership of the proposed reforms. In contrast, the capital market component lacked a clear champion as a result of political developments. Therefore, despite intensive policy dialogue, and awareness and capacity-building efforts, the pace of reforms did not proceed as well as anticipated.

Project Number: 34172-013
Project Name: Banking Sector and Capital Market Development Program
Report Date:
Lesson
Enterprise ownership lacking. The lack of ownership and commitment on the part of the project enterprises to the preparation of the project design document (PDD) might cause the Clean Development Mechanism (CDM) pilot bundling project to fail. In the case of the pilot CDM project in Henan Province, the provincial government may need to change its role from direct involvement in the CDM project development to technical support. The government should also seek direct involvement by the enterprises to enhance their ownership and understanding of the CDM process.

Project Number: 33443-013
Project Name: Efficient Utilization of Agricultural Wastes Project
Report Date:
Lesson
Due diligence critical before using new technology. The technical and economic viability of a new technology, such as the straw gasification technology in the project, must be examined carefully before its inclusion in a project. This is particularly important to poverty- focused projects as poor stakeholders would have less capacity in managing risks of project failure. The cancellation of type IV gasification plants at midterm review mission over the concerns about their technology immaturity and economic viability avoided project failure and was a sound decision.

Project Number: 33443-013
Project Name: Efficient Utilization of Agricultural Wastes Project
Report Date:
Lesson
Climate and location important. Local weather conditions can affect the success of technology, as they did in the case of the type I system. The sustainability of type I systems, which include a greenhouse, could be marginal in Shanxi Province where the annual average temperature is low and they can only function properly for about half the year. The province's harsh weather also means that the greenhouses deteriorate faster and need more intensive maintenance. Understanding the geography of farmers' lives is also important in designing projects such as this.

Project Number: 33443-013
Project Name: Efficient Utilization of Agricultural Wastes Project
Report Date:
Lesson
Providing training in the year after construction of the biogas digesters was also effective since this was when project farmers needed to learn about operation and maintenance (O&M) for their new equipment and how to make use of the slurry and sludge from the digesters in agricultural production. The project also established an institutional mechanism linking contractors with extension service stations and the farmers, which is critical in promoting further development of rural household biodigesters. The training program has created ripple effects in the participating provinces.

Project Number: 33443-013
Project Name: Efficient Utilization of Agricultural Wastes Project
Report Date: