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Project Number: 45260-001
Project Name: SASEC Trade Facilitation Program
Report Date:
Lesson
Addressing the question, “where is it available?” the ADB policy should encourage the use of country information such as audit reports (both internal audit and external audit) to provide a wider perspective on the success of the program.

Project Number: 47318-001
Project Name: Strengthened Fiscal Sustainability Program
Report Date:
Lesson
ADB’s policy on risk assessment and risk management should be reviewed to allow for a consistent approach within projects, programs, or even across subprograms. Risk assessment is often carried out by considering a matrix of likelihood and consequential severity to define the level of risk (individually and overall) before and after the controls or mitigation strategies are in place. The PCR template should also allow for discussion on risk to explicitly consider whether the risk mitigation strategies had been successful.

Project Number: 47318-001
Project Name: Strengthened Fiscal Sustainability Program
Report Date:
Lesson
Resilient irrigation structures. The operation and maintenance of agricultural infrastructure built through projects needs to be sustainable. Routine O&M costs have been reduced by the project’s concrete lining of the canals. In addition, the choice of this technology reduces water losses from canals and thus enhances irrigation efficiency and the reliability of water delivery. Where flooding is a predictable annual event, as in the Quang Binh subproject, concreting the top of the dykes and covering it with gravel may prevent damage.

Project Number: 30292-023
Project Name: Central Region Water Resources Project
Report Date:
Lesson
Financing repairs. The government should take effective financing measures for O&M and repairs to support IMCs and the cooperatives, especially through the provincial people’s committees. Mechanisms to ensure that IMCs and WUGs receive funds at the right time for repairs are needed. At a minimum, WUGs and cooperatives must work closely with the IMCs to ensure timely and effective O&M. The newly established Disaster Management Authority within MARD should play a role in this.

Project Number: 30292-023
Project Name: Central Region Water Resources Project
Report Date:
Lesson
Measures to minimize flood damage. Close monitoring of the condition of the infrastructure is needed and cost recovery measures should be instituted for O&M of: (i) tertiary systems managed by cooperatives, and (ii) primary and secondary systems managed by IMCs and IMEs. The findings of the monitoring exercises should be regularly shared with the central and provincial governments to help MARD and the DARDs prepare budgets and mobilize resources.

Project Number: 30292-023
Project Name: Central Region Water Resources Project
Report Date:
Lesson
Making use of water users groups. Although their autonomy was short-lived, WUGs functioned well using hydraulic boundaries. Project WUGs had their own bank accounts and stamp and the right to sign contracts. They received training in irrigation planning and management and financial management. Empowered water users became fully committed to the infrastructure that was crucial to their agriculture livelihood. It was acknowledged by the IMCs, the cooperatives, and even by DARDs that some WUGs constructed tertiary irrigation canals more quickly and/or at lower cost than PPMUs.

Project Number: 30292-023
Project Name: Central Region Water Resources Project
Report Date:
Lesson
Appropriate monitoring systems. The project introduced a project performance monitoring system that made use of GIS and was supposed to be applied by the PPMUs. However, since benefits started to materialize only upon completion of the project, the government was more interested in construction monitoring. After the project, no funds were available for the continued use of the project performance monitoring system and it has been abandoned.

Project Number: 30292-023
Project Name: Central Region Water Resources Project
Report Date:
Lesson
The post-program monitoring framework (PPMF) is a useful instrument in helping ensure the sustainability of reforms and providing a basis for continued ADB dialogue and support. The PPMF was a useful input to the design of the ADB policy-based loan supporting the Financial Market Development and Integration Program in 2012. It is also a good practice for ADB to support a post-monitoring program with technical assistance. However, the PPMF should monitor not only actions and outputs but also outcomes.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
The coverage of accompanying TA to support implementation of the reforms should match the scope and complexity of the program. The $1.5 million TA project was aimed at supporting the continuation of the reforms beyond the CMDPC, including the policy measures in the post-program monitoring framework. The other TA project amounting to $1.2 million TA project, with limited components, supported the implementation of a $600 million loan program with 93 policy actions to be completed by several government agencies.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
Program design should be focused and selective, with a limited number of policy actions to ensure effective implementation and monitoring. The CMDPC supported a complex program with 93 policy actions (46 for subprogram 1 and 47 for subprogram 2). Limiting the number of policy actions in a program is consistent with the IED recommendations in the evaluation of ADB assistance to capital market development in 2008.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
The long-term nature of capital market development requires a road map with clear sequencing and prioritization of reforms as well intermediate and long-term outcomes, with periodic updating. A longer term and flexible framework for reforms, supported by a timely monitoring and evaluation system, would provide a context for the phasing of reforms and identifying the content of specific programs which typically cover 3–5 year periods.

Project Number: 32507-013, 32507-023, 32507-032
Project Name: Capital Market Development Program Cluster (Subprograms 1 and 2)
Report Date:
Lesson
In a centrally controlled finance sector environment like Uzbekistan, gradual easing of constraints is the appropriate approach. A project such as this one can be successful in easing the constraints to local currency cash loans, loan terms, and the capacity of participating commercial banks for MSE lending. However, it cannot address other constraints identified at appraisal such as restrictions on dollar-denominated cash loans, and those encountered during implementation, such as restrictions on microcredit organizations and cash balances of banks.

Project Number: 42007-013
Project Name: Second Small and Microfinance Development Project
Report Date:
Lesson
The regulatory bottlenecks affecting project implementation need to be assessed rigorously at appraisal and the relevant government agencies and stakeholders need to be proactive in resolving implementation issues. In addition, to achieve good project performance, the project design needs to include continuous policy dialogue and knowledge sharing of international best practices.

Project Number: 42007-013
Project Name: Second Small and Microfinance Development Project
Report Date:
Lesson
Due diligence of PCBs should be thorough during appraisal. ADB should have taken a more cautious stance in the selection of PCBs, especially when Agrobank had earlier failed to meet the covenant on return on assets.

Project Number: 42007-013
Project Name: Second Small and Microfinance Development Project
Report Date: