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Lesson
Achieving sustainability requires a consistent and long term approach. The sustainability of project outcomes is greatly dependent on an ongoing commitment by the government to road maintenance, rehabilitation and asset management. Significant steps have been taken to harmonize donor assistance to the transport sector in support of a sector-wide approach. The ongoing Transport Sector Development Project and its support to MID (Ministry of Infrastructure Development) provides a predictable medium-term source of financing through NTF (National Transport Fund).

Project Number: 43381-012
Project Name: Second Road Improvement (Sector) Project
Report Date:
Lesson
Monitoring and analysis of the MSE (micro and small enterprise) sector would benefit from estimates of the credit gap to confirm additionality of ADB FILs (financial intermediation loans). This could also help ensure that private sector funds are not displaced given the features of sovereign loans. How FILs catalyze the entry of new funds into the market needs to be better documented, and FILs' ability to move participants to more market-based finance needs to be improved.

Project Number: 42007-013
Project Name: Second Small and Microfinance Development Project
Report Date:
Lesson
Promoting the success of MSE (micro and small enterprise) operations and helping PCBs (participating commercial banks) fulfill their greater developmental functions would address existing constraints. Access to finance is just one constraint hindering the development of MSEs. In a 2003 survey of SMEs (in Uzbekistan, the International Finance Corporation identified some of the negative factors hindering the operation of enterprises. These include administrative procedures, currency conversion, access to finance, taxation, and import and export restrictions.

Project Number: 42007-013
Project Name: Second Small and Microfinance Development Project
Report Date:
Lesson
Proper engagement and communication with stakeholders is vital to ensure that the rationale and the objectives of the project are fully understood, and this helps during project implementation by speeding up important decisions. The good interaction between MOW (Ministry of Works), the PSC (project steering committee), and the PIA (project implementation assistance) consultants proved highly beneficial in completing this project on time.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
Allowing some NCB (national competitive bidding) packages in any project gives an opportunity to engage and test the ability of reputable local contractors. In this project it was noted that the local contractors for smaller NCB packages offered some very competitive rates and, with close supervision from the project team, were able to complete and deliver components in a timely manner.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
For projects where machinery and equipment are to be purchased from project funding, it should be ascertained during project design that the executing agency is making sufficient allocations to the operational budget in the year targeted for the procurement of the equipment, and the years to follow. Otherwise, the equipment is not used effectively for lack of operational budget in the first year.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
ADB provided guidance and support throughout the project with frequent project review missions.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
Under a sector modality, core subprojects should only be included at project appraisal if detailed feasibility studies have shown them to be implementable. Under this grant project, a core subproject (Sopu drainage channel) had to be dropped in the implementation phase when detailed design and feasibility studies revealed huge and unfeasible land acquisition needs.

Project Number: 38160-032
Project Name: Integrated Urban Development Sector Project
Report Date:
Lesson
One of the significant lessons from the project is the positive impact of early fielding of PIA (project implementation assistance) consultants. During project preparation, the capacity of the executing agency, MOW (Ministry of Works), was assessed as insufficient, particularly for detailed design, construction supervision, and overall project planning, monitoring, and reporting. The project design therefore provided for PIA consultants to assist and support MOW.

Project Number: 38160-032
Project Name: Integrated Urban Development 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: