Search

Displaying 76 - 90 of 247

Lesson
A lack of data and documentation was noted throughout project implementation. The project procurement-related audit noted this, and, as determined by the project completion review mission, data is unavailable within the executing agency. For example, there are no traffic counts after 2009, only two benefit monitoring evaluation reports were available, and the project completion report lacks important information. ADB needs to ensure during project implementation that data requested is provided by the executing agency.

Project Number: 28261-023
Project Name: Third Road Upgrading (Sector) Project
Report Date:
Lesson
Gender-related goals are generally easier to monitor if they are policy conditions instead of targets in the DMF (design and monitoring framework).

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Policy reforms invariably require a champion to steer and lead. The Minister of Labor and Social Protection, who had earlier been the Chairman of Amonatbank, was the key figure in promoting the plastic cards pilot program. Despite some issues (some of which may still linger), this remains a modern step in pension reform in the region. Similarly, the reforms in the Tax Committee had considerable government ownership and support. During the program, the President announced issuance of a new Tax Code, an action that was endorsed by the program.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
A multiple tranche design or program cluster design is useful, as it brings more balance to the program and helps keep up the government's commitment, even though such a design has high transaction costs for the government and ADB. Such designs also discourage the tendency for the government and ADB to include easier actions in the initial tranche and tougher ones in the later tranches, thereby unbalancing the program and leading to less than successful ratings. The incentive tranche kept ADB and the government engaged and kept the reforms on track.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
In countries with capacity challenges, reforms take time as limited capacity results in implementation delays. This must be accounted for in design.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Where country systems are weak, program monitoring could benefit from TA (technical assistance), as in Tajikistan. The TA could focus on expenditure tracking mechanisms, internal controls, and external audits; and be conducted in two stages. In the first stage, when monitoring capacity is still weak, experts could be engaged to monitor program-supported expenditures rather than relying on the government to submit monitoring reports. The second stage would focus on improving country systems to help the transition of monitoring tasks from external experts to government staff.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
In order to have a meaningful and more sustainable impact, policy reforms should focus on areas in which ADB has been engaged and remains involved over a longer time period.

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
A program concentrating on a single area is much more likely to have a bigger impact than a program with several focuses

Project Number: 44061-012
Project Name: Strengthening Public Resource Management Program
Report Date:
Lesson
Finally, the DMF (design and monitoring framework) indicators were not appropriate to assess the overall effectiveness of ADB's intervention. The performance indicators should have been more accurate, better defined, and aligned with the stated impact and outcome. The indicators also did not measure improvements in the loan maturity for SME (small and medium-sized enterprise) loans in the PFIs' (participating financial institutions) portfolio, which was considered relevant for development impact.

Project Number: 44060-023
Project Name: Small and Medium Enterprise Investment Program - Tranche 1
Report Date:
Lesson
The overall objective of supporting SME (small and medium-sized enterprise) medium-term lending was only partially achieved. A key success factor lies in the selection of PFIs (participating financial institutions), which should be sustainable finance providers. The development of SME portfolios requires not only exceptional liquidity support at a time of liquidity squeezes, but also a strategic commitment and adequate capacity and technical expertise of PFI staff and their SME clients.

Project Number: 44060-023
Project Name: Small and Medium Enterprise Investment Program - Tranche 1
Report Date:
Lesson
Up-front disbursement to the PFIs (participating financial institutions) of the entire loan amount was required by the funding mechanism used for the tranche. While this helped avoid problems in the financing of subprojects, it also limited the option to reward better-performing PFIs. In this case, the only available incentive mechanism was participation in future tranches under the MFF (multitranche financing facility).

Project Number: 44060-023
Project Name: Small and Medium Enterprise Investment Program - Tranche 1
Report Date:
Lesson
Damu charged a uniform margin to all PFIs (participating financial institutions). In line with the government's intention that Damu function effectively on a self-sufficient basis, Damu should have priced its loans to PFIs according to risk. This intention was limited both by the project's design and by Damu's capacity. A minor change in the MFF (multitranche financing facility) has given Damu the flexibility to charge market-based margins to improve its sustainability and reward better-performing PFIs.

Project Number: 44060-023
Project Name: Small and Medium Enterprise Investment Program - Tranche 1
Report Date:
Lesson
The project experienced disbursement delays to SME (small and medium-sized enterprise) sub-borrowers, partly due to safeguard requirements. Significant support from the project team was required and signaled the need for PFIs to adopt a minimal ESMS (environment and social management system) to be able to meet categorization requirements. It also showed the importance of continuous dialogue, awareness raising, and capacity building, crucial to making safeguards an important consideration in the credit decision-making process and to the sustainability of the results.

Project Number: 44060-023
Project Name: Small and Medium Enterprise Investment Program - Tranche 1
Report Date:
Lesson
The provisions of funds under a program loan will generally only have an immediate impact on the overall level of economic activity if a pipeline of projects is in place when the funding becomes available. This was not the case when the ERSP (economic recovery support program) subprogram 1 loan was disbursed, but the delay in capital project construction to ensure more sustainable and beneficial projects were implemented was desirable.

Project Number: 42503-013
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
No new lessons

Project Number: 40554-022, 40554-032
Project Name: Rural Reconstruction and Rehabilitation Sector Development Program
Report Date: