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Lesson
Need for further improvement of the executing agency's project management capacity. Inadequate knowledge on the part of Ministry of Transport and Communications and Committee for Roads relating to safeguards and procurement, and a lack of staff with appropriate expertise were major factors affecting smooth project implementation, and ultimately resulted in stakeholder complaints.

Project Number: 41121-023
Project Name: CAREC Transport Corridor 1 (Zhambyl Oblast Section) Investment Program - Tranche 1
Report Date:
Lesson
In the future, ADB would have to prioritize and ensure that the executing agency operationalizes financial management system, including project performance monitoring, an essential aspect of project implementation, and results evaluation, in the early stages of project implementation.

Project Number: 37559-033, 37559-023
Project Name: National Highway Development Sector Investment Program–Project 1
Report Date:
Lesson
The capability of National Highway Authority to use ADB processes and procedures needed to be strengthened to avoid implementation delays.

Project Number: 37559-033, 37559-023
Project Name: National Highway Development Sector Investment Program–Project 1
Report Date:
Lesson
The highway improvement component had a realistic time frame that took account of implementation issues in Pakistan such as governance, security, and institutional capacity constraints.

Project Number: 37559-033, 37559-023
Project Name: National Highway Development Sector Investment Program–Project 1
Report Date:
Lesson
ADB’s similar institutional reform programs in Afghanistan should include a specific and realistic strategy for capacity development, taking into account the following: (i) without absorptive capacity in ministries, very little technical skills transfer will occur; (ii) sustained recourse to resident international advisors may perpetuate the dependency of decision makers on such advisors; and (iii) in the absence of specific terms of reference for international advisors, their contributions will tend to crowd out inputs provided by the learning process of local staff

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
In conflict-affected economies, it may be more appropriate to focus reforms on (i) rebuilding capacity, (ii) institutionalizing the process of conducting sustainable reforms based on transparency and participation, and (iii) propagating good public governance principles that are likely to be more enduring.

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
The approach should be supported by an agreed road map, matched closely with available institutional capacities, with enough flexibility for continuing review and corrective actions, and supported by required technical assistance, until such time that the country exhibits maturity of institutions, strong internal capacity, and political and economic stability.

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
Regarding program design in small, transition economies, it may be more prudent to take a gradual approach to private sector and financial market development, taking smaller slices of the development pie (financed with single-tranche loans) within a short time horizon.

Project Number: 37393-032, 37393-042
Project Name: Private Sector and Financial Market Development Program
Report Date:
Lesson
Reform agendas chosen for program cluster support should be carefully selected during program design. Subprogram 1 had 25 policy conditions, while subprogram 2 had 38 policy conditions. The large number of implementing agencies and reform areas complicates program coordination. When reviewing the implementation of this cluster program, too often it seemed that quantity of policy actions was a substitute for the low number of consequent reforms that could be achieved within the indicative time-span.

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
The importance of reform momentum and of programmatic assistance for sustaining the momentum. However, the experience with some reforms in core policy areas 1 and 3 is a reminder that when sufficient political pressure is exerted, financial and technical capacity constraints can sometimes be overcome, even in the absence of programmatic support (as would have been provided through subprogram 3). This calls for greater effort during the design and implementation stages to assess the political and economic context, which can determine whether or not a reform effort will succeed.

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
More detailed understanding of legal requirements for and better supervision of arrangements for the establishment and operation of project-financed assets by private- sector entities is necessary to remove the risk that such assets may not operate effectively or operate in ways not intended._x005F_x000D__x005F_x000D_Expecting farmer organizations to want to operate such facilities as seed cleaning plants, as the proposal of the major change in scope and implementation arrangements did, was overly optimistic.

Project Number: 38603-013
Project Name: Sustainable Cotton Subsector Project
Report Date:
Lesson
All Pacific developing member countries, including Samoa, experience great difficulty implementing long-term structural adjustment policies. While demand-side, short-term price stabilization policies may be more readily implemented, longer-term changes to land tenure and state-owned enterprises and efforts to liberalize trade and investment regimes confront a very difficult political economy environment in the Pacific islands. Governments are comfortable with short-term price reforms that pose less of a challenge to the political economy.

Project Number: 43191-013, 43191-023
Project Name: Economic Recovery Support Program - Subprograms 1 and 2
Report Date:
Lesson
Most of the benefits associated with the reforms supported under the cluster program were conditional on the final reforms to be supported under a subprogram 3, which never eventuated. To the extent that this caused reform momentum to be lost or take a risky direction, this approach risked delaying (at a minimum) or wasting years of reform effort (TA, financial resources and government commitment).

Project Number: 41545-013, 41545-023
Project Name: Sindh Growth and Rural Revitalization Program
Report Date:
Lesson
Performance-based maintenance (PBM). Implementing PBM contracts requires sufficient preparation and time for transition. More attention should be given to PBM readiness and to such important factors as allocating proper budgets, developing institutional frameworks, establishing legislation and procedures, recruiting qualified consultants, mitigating negative effects on road maintenance units, and fostering local private contractors. In both countries, the PBM pilot testing was delayed mainly because of the lack of experience and knowledge of the executing agencies.

Project Number: 39676-023
Project Name: CAREC Regional Road Corridor Improvement Project
Report Date:
Lesson
Border infrastructure improvement. The benefits of good infrastructure at border crossings can be fully realized only when countries on both sides of a border fund complementary investments and when their border control agencies cooperate. Projects should support the construction and renovation of border-crossing points in a country where investments to upgrade complementary facilities on the other side of the border have been completed or are nearing completion. [Main text, para. 53]

Project Number: 39676-023
Project Name: CAREC Regional Road Corridor Improvement Project
Report Date: