Country Assistance Program Evaluation for Kyrgyz Republic

 

Country Assistance Program Evaluation

Kyrgyz Republic Evolving Transition to a Market Economy

Independent

Evaluation

 

Country Assistance Program Evaluation August 2012

Kyrgyz Republic Country Assistance Program Evaluation: Evolving Transition to a Market Economy

Reference Number: CAP: KGZ 2012-09 Independent Evaluation Department, CE-27

 

 

 

Director General Director

V. Thomas, Independent Evaluation Department (IED) W. Kolkma, Independent Evaluation Division 1, IED

Team leader

S. Hutaserani, Lead Evaluation Specialist, IED

Team members

L. Ocenar, Evaluation Officer, IED G. Castillo, Senior Evaluation Assistant, IED Preparatory work in 2011: D. Dole, Team leader, now in Central and West Asia Department H. Feig, Lead Evaluation Specialist, IED T. Yokota, Senior Evaluation Specialist, IED R. Vasudevan, Evaluation Specialist, IED R. Sabirova, Evaluation Specialist, IED A. Morales, Evaluation Officer, IED B. Palacios, Senior Evaluation Officer, IED I. Garganta, Senior Evaluation Assistant, IED

The guidelines formally adopted by the Independent Evaluation Department on avoiding conflict of interest in its independent evaluations were observed in the preparation of this report. To the knowledge of the management of Independent Evaluation Department, there were no conflicts of interest of the persons preparing, reviewing, or approving this report. In preparing any evaluation report, or by making any designation of or reference to a particular territory or geographic area in this document, the Independent Evaluation Department does not intend to make any judgment as to the legal or other status of any territory or area. Notes: (i) The fiscal year (FY) of the the Government ends on 31 December. (ii) In this report, “$” refers to US dollars.

 

 

Abbreviations ADB ADF ADTA ANR CAPE CAREC CBA CDF CDS CIS CMR COBP COS CPS CSP DMF EBRD EIRR

– – – – – – – – – – – – – – – – – –

Asian Development Bank Asian Development Fund advisory technical assistance agriculture and natural resources country assistance program evaluation Central Asia Regional Economic Cooperation cross-border cr oss-border agreement Comprehensive Development Framework Country Development Strategy Commonwealth of Independent States child mortality rate country operations business plan country operational strategy country partnership strategy country strategy and program design and monitoring framework European Bank for Reconstruction and Development economic internal rate of return

ESDP FDI FSU GDP IED IMF IMR JCSS JEA JFPR M&E MDG MMR MOA MOF MOTC NGO NPRS PCR PIP PIU PMU PPER PRC PSD PSM PVR SAADP SOE

–– – – – – – – – – – – – – – – – – – – – – – – – – – – –

Education Sector Development Program foreign direct investment former Soviet Union gross domestic product Independent Evaluation Department International Monetary Fund infant mortality rate Joint Country Support Strategy Joint Economic Assessment Japan Fund for Poverty Reduction monitoring and evaluation Millennium Development Goal maternal mortality rate Ministry of Agriculture Ministry of Finance Ministry of Transport and Communications nongovernment organization National Poverty Reduction Strategy project/program completion report public investment program project implementation unit project management unit project/program performance evaluation report People’s Republic of China private sector development public sector management project/program completion validation report Southern Agriculture Area Development Project state-owned enterprise

TA TCR WSS

–– –

technical assistance assistance completion report technical water supply and sanitation

 

 

 

 

Contents Acknowledgments Foreword Executive Summary Management Response Chair’s Summary: Development Effectiveness Committee Map

v vii ix xix xxiii xxvi

Chapter 1: Introduction A. Objectives B. Scope and Coverage C. Organization of the Report

1 1 1 1

Chapter 2: Country Context, Government Strategies, and ADB Support A. Analysis of the Country Context and Major Constraints B. Government Development Strategies and Plans in Relation to the Country Context C. ADB’s Country Strategies and Support Programs D. Roles of and Coordination among Key Development Partners

3 3 10 11 12

Chapter 3: Methodology A. Evaluation Framework B. Evaluation Approach: Key Evaluation Questions C. Evaluation Method and Limitations

14 14 14 15

Chapter 4: Performance of ADB Support in Achieving the Country Strategy Objectives A. CAPE’s Overall Coverage (1994–2010)

16 16

B. C. D. E.

First Country Strategy Period (1994–2003) Second Country Strategy Period (2004–2006) Third Country Strategy Period (2007–2010) Three Periods Combined (1994–2010)

Chapter 5: Performance of ADB Support under the Six Evaluation Criteria A. Strategic Positioning B. Program Relevance C. Efficiency D. Effectiveness E. Sustainability F. Development Impacts

18 20 20 21 22 22 27 29 32 35 39

 

  G. H.

ADB Support in Other Sectors ADB and Borrower Performance

Chapter 6: Overall Findings A. Performance of ADB Support under the Six Evaluation Criteria (Integrated Sector Assessment) B. Performance of ADB Support in Achieving the Country Strategy C.

Objectives Macroeconomic Outlook and Challenges

43 44 48 48 49 52

Chapter 7: Lessons and Recommendations A. Lessons B. Recommendations

53 53 54

APPENDIXES 1 Key Economic and Social Indicators 2 Monitoring the Achievements of the Millennium Development Goals 3 Priorities of Government Development Strategies and Plans by Sector/Area

57 60 62

4 5 6 7 8

9 10

Major Thrusts/Priorities of ADB’s Country Strategies and Assistance Programs Cumulative External Assistance by Development Partner CAPE Evaluation Framework Approved Loans, Grants, and Advisory Technical Assistance by Sector Results Chains Linking Contributions of ADB’s Sector Outcomes to the Country’s Achievement of Development Impacts with ADB’s Country Strategy Objectives Assessment of Portfolio Implementation Summary of Assessment by Sector and Overall (1994–2010)

65 72 82 83 106

117 123

 

 

Acknowledgments This country assistance program evaluation (CAPE) report was prepared in 2012 by a team led by Suganya Hutaserani, Lead Evaluation Specialist, Division 1, Independent Evaluation Department (IED), under the overall guidance of IED Director General, Vinod Thomas and IED Division 1 Director, Walter Kolkma. Team members included Lucille Ocenar and Glennie Castillo. The CAPE report integrates the findings of sector assessments on agriculture and natural resources, finance and private sector development, public sector management, transport, education, and health. These were conducted by the following IED staff in 2011: Alvin Morales, Henrike Feig, Rajesh Vasudevan, Toshiyuki Yokota, and Raikhan Sabirova, respectively. A team of international and national consultants assisted in preparing sector background papers and preliminary sector assessments, namely, Mark Birukov, Robert Boumphrey, Leah Castro, Peter Darjes, Azamat Dikambaev, Bahodir Ganiev, Thomas Jones III, Maksat Kabonbaev, Rashel PardoDimaano, PaulaSteve Patron, Brahm Prakash, Raya aOsmonolieva, Saunders, and Asyl Isabel Undeland. Tabor helped prepare preliminary Lindsay integrated sector assessment under the six evaluation criteria. We acknowledge the work of former CAPE Team leader David Dole, who wrote the evaluation approach paper and coordinated the work of most of the consultants and IED staff, but who transferred midway to another department in the Asian Development Bank (ADB). We also acknowledge the work of other former team members who helped David: Barbara Palacios and Irene Garganta. Cheolghee Kim, Raikhan Sabirova, and Nils Fostvedt peer reviewed the report from within IED. We gratefully acknowledge the support of the Central and West Asia Department for this evaluation, and the comments received on a draft of this report provided by relevant departments and offices of ADB as well as by the Kyrgyz Republic’s Ministry of Finance, Prime Minister’s Office, Ministry of Economy and Antimonopoly Policy, and Ministry of Transport and Communications. IED retains full responsibility for this report.

 

 

 

 

Foreword The Kyrgyz Republic proclaimed its independence from the former Soviet Union in 1991 and became a member of the Asian Development Bank (ADB) in 1994. Soon after independence, the government adopted a strategy to transform its command economy into a well-functioning market economy. There has been progress overall but it has lagged notably in some important areas. This country assistance program evaluation assesses ADB’s country strategies and programs to support the Kyrgyz Republic from 1994 until 2010, which is the end of the last country strategy. The evaluation rates ADB’s overall performance successful   as ADB’s three country strategies during the evaluation period (1994–2010) identified the right objectives consistent with ADB’s corporate strategies and with the government’s priorities in addressing the country’s major constraints. However, resources were spread too thinly across many sectors without sufficient intersector linkages to reinforce the achievement of cross-sectoral outcomes and impacts. ADB’s country programs have contributed positively to addressing the country’s three major constraints and natural disasters: (i)  improving infrastructure and connectivity through long-term support in regional road networks and trade facilitation, which contributed to increased economic growth, regional trade, and employment and income among roadside households; however, attention to road maintenance was inadequate; (ii)  improving capacity to deliver public services to enhance inclusiveness of growth by increasing opportunities in productive employment, and access to market and other social services (education, health, and agriculture); however, support for health was too small to generate country-wide impacts; (iii)  improving governance through support in finance, private sector development, and public sector management, with good results in improving the functioning of the financial sector and establishing a basic budget law; however, there was inadequate attention to the sequencing of reforms; and (iv)  responding to natural disasters through some quick disbursing postdisaster projects; however, there was only one project on disaster risk mitigation. These results of ADB support, combined with those from other partners, have contributed to the country’s continuing transition to a market economy, and development as a whole. Over the past 15 years, the country has made progress in achieving moderately high economic growth rates averaging 4.6% per annum. Poverty incidence (based on a national poverty line) decreased from 50% in 2003 to 34% in 2010. But progress has been highly mixed in achieving the non-income Millennium Development Goals. The evaluation recommends that the new country partnership strategy focus on sectors that will further address the country’s major constraints and make growth far more inclusive, while addressing the enormous risks connected with the rising incidence of natural disasters through climate change adaptation and related environmental and social measures.

Vinod Thomas Director General Independent Evaluation

 

 

 

 

Executive Summary This country assistance program evaluation (CAPE) assesses the country strategies and assistance programs of the Asian Development Bank (ADB) for the Kyrgyz Republic from 1994, when it first became an ADB’s developing member country, until 2010, which is the end of ADB’s current Joint Country Support Strategy (JCSS) to the Kyrgyz Republic. The emphasis is on more recent support. This is the first CAPE for the Kyrgyz Republic that the Independent Evaluation Department has prepared. The objectives include both providing accountability for results achieved and learning forward-looking lessons.

Country Context and Major Constraints Political Situation: Improved but Remaining Fragile.  Soon after independence in 1991, the Kyrgyz government adopted a strategy to transform the economy from being command driven to market driven by introducing a liberal trade regime, eliminating most capital controls, ending most price subsidies, and introducing its own currency, the som, in May 1993. However, frequent changes in the government and internal

disputes have disrupted the implementation of these reforms. In March 2005, the Tulip Revolution ousted the president, who had been in power since independence. Kurmanbek Bakiyev was elected president in July 2005, but was forced to resign in April 2010 following popular protests against poor governance. The situation was aggravated by ethnic violence in June 2010 in the southern cities of Osh and Jalal-Abad, costing hundreds of lives and pushing thousands to flee to neighboring countries. An interim government took control of the country until the first peaceful power transformation in post-soviet Central Asia took place in October 2011. The new government approved two action plans in January 2012 focused on fighting corruption. Economic Development: Moderately High Growth despite Shocks and Lapses. Since its embarkation on transition to a market economy in 1991, the Kyrgyz economy registered a sharp contraction until the mid-1990s, when it started to gain moderately high but volatile gross domestic product (GDP) growth rates, averaging 5.6% per annum in 1996–2000 and 4.3% during 2001–2011. The 2008 global financial turmoil adversely affected GDP growth in 2009. The 2005 revolution and internal disturbances in April and June 2010 resulted in negative growth in those years. Growth rebounded in 2011 at 5.7%, due mainly to high remittances of about 25% of GDP (of $5.9 billion) from the country’s large number of labor migrants, who accounted for about 29% of the 2.5 million economically active population; and indirectly to the high global price of gold, which is one of the country’s major exports and comes from the Kumtor gold mine. The Kyrgyz Republic was the first Commonwealth of Independent States country to be accepted as a member of the World Trade Organization in 1998. This enabled it to reexport goods from the People’s Republic of China (PRC) to some neighboring countries at higher prices. Along with high remittances, these contributed to lowering the current account deficit from 13.7% of GDP in 2008 to 6.4% in 2011 and became the country’s most important sources of foreign exchange. The recent improvement in tax collection, with tax income rising by 33% in 2011, led to a decrease in the fiscal deficit from 6.1% in 2010 to 4.7% in 2011. Average consumer price index remained

single digit except during the 2008 global economic turmoil (24.5%) and the 2011 high global food prices (16.6%).

 

x

Evolving Transition to a Market Economy  

Social Development: More Inclusive Growth Needed. The Kyrgyz Republic’s GDP was $5.9 billion in 2011 and the population was 5.6 million; GDP per capita was a little over $1,000. About 40% of the GDP was accounted for by the agriculture sector in the early 1990s, but reduced to 20% in 2011; while the services sector increased from about 20% to half of the GDP during the same period. However, about two-thirds of the population lives in rural areas. Progress in social development has been highly uneven. Over the past 15 years, there was good progress in poverty reduction (based

on a national poverty line) from 50% in 2003 to 43% in 2005 and 34% in 2010. Regional disparities have been high, with a far higher poverty incidence in rural areas compared with urban areas (40% vs. 24% in 2010). Extreme poverty has been reduced from 9% to 5% (2006–2010), with 6% in rural areas and 4% in urban areas in 2010. Income inequality, as measured by the Gini coefficient, declined moderately from 0.45 to 0.37 (2000–2010), while the human development index increased slightly from 0.58 to 0.61, ranking the country 126th out of 187. While the Millenium Development Goal (MDG) targets for universal basic education, environmental sustainability, and global partnership are likely to be achieved by 2015, those for gender equality, infant mortality, child mortality, and maternal mortality are not. Major Constraints: Transition Incomplete. The Kyrgyz Republic made considerable headway in its transition from a centrally planned to a market-oriented system in the 1990s by largely liberalizing prices, trade, and the foreign exchange regime; by privatizing many state-owned enterprises (SOEs); and by implementing various reforms. However, a number of major constraints and risks remain:

(i) 

Infrastructure Constraints.  Key infrastructure constraints include unreliability of power supply and geographical isolation. Being a landlocked and mountainous country with a small population dispersed over a vast area, hence a small domestic market, the country has to overcome obstacles posed by the difficult topography and isolation, aggravated by the deterioration of infrastructure after the breakup of the former Soviet Union (FSU). These caused high infrastructure costs. Coupled with restrictive border-crossing procedures, trade had become difficult. Recognizing the importance of road rehabilitation and regional cooperation for rapid growth, the Kyrgyz Republic became a member of several regional cooperation programs.

(ii) 

Fiscal and Institutional Capacity Constraints to Inclusiveness. Insufficient fiscal and institutional capacity resulted in inadequate delivery of basic social services, which is a constraint to inclusiveness in terms of difficulties to enhance equality of opportunities for employment, higher productivity, and access to market and other social services. The country’s official unemployment rate has been 8% over the past 5 years, whereas youth unemployment rate has been 14%. Unemployment would have been much higher had there not been a large emigration of about 800,000 to neighboring countries, working mainly in low qualifying jobs and remitting $1.5 billion (25% of GDP) in 2011. Foreign direct investment (FDI) has more than doubled in the past 5 years to $459 million (8% of GDP); but is low relative to FSU countries.

(iii) 

Governance Constraints. With a long legacy of central control, the democratic rule of law has only recently begun to take hold. While the country made good progress toward a market economy in the 1990s, the

 

Executive Summary  xi transition slowed markedly during the past decade due to weak governance. There remain major transition gaps, particularly in the role and corporate governance of the many SOEs, difficulties in cross-border trading, and weak procurement and public financial management systems. (iv) 

Risks of Frequent Natural Disasters and Other Risks. Annually, the country experiences about 10 earthquakes, 10–100 landslides, 100 floods, and 60

glacier lake outbursts. Many kinds of hazards (e.g., landslides and floods resulting largely from deforestation) are sufficiently localized to undertake preventive measures, except for earthquakes which will require earthquake-proof infrastructure. Other risks include internal conflicts, particularly in the south, where most of the ethnic minorities live, which could erupt into social unrest; and vulnerability to external economic destabilization such as the 2008 global financial crisis.

ADB’s Country Strategies and Assistance Programs The Kyrgyz Republic joined ADB on 13 April 1994. Since then, there have been three ADB country strategies. The first one was the country operational strategy (COS) finalized in December 1996, which was also used to guide the country assistance programs for 2000–2002 and 2001–2003. The strategic pillars/objectives of the 1996– 2003 COS were to (i) support reforms, (ii) encourage private sector-led growth, and (iii) foster human/social development. The main focus of ADB’s initial country assistance program was to help establish a market economy through project and program/policybased loans and advisory technical assistance (ADTA) in agriculture and natural resources (ANR), finance and private sector development (PSD), public sector management (PSM), transport, multisector, and social sectors (health and education). ADB's resident mission in the Kyrgyz Republic was established in April 2000. This coincided with the preparation of ADB’s second country strategy, namely the country strategy and program (CSP), which became operational in 2004 and was also used to guide the CSP updates for 2002–2004 and 2006–2008. The overall strategic pillar/objective of the 2004–2006 CSP was to reduce poverty through (i) promoting private sector-led growth, and (ii) selective support of human development. The corresponding country assistance program was more focused in this period, especially on transport, finance/PSD, and the social sectors. ADB’s third country strategy was the JCSS for 2007–2010, prepared with several bilateral and multilateral development partners. The JCSS was broad-ranging and aligned with the government’s country development strategy. The JCSS strategic pillars/objectives were to (i) contribute to robust and sustainable economic growth, and (ii) attain poverty reduction and other MDGs. Within the JCSS, ADB’s county assistance program was to be focused on transport and communications, education, energy, with some cross-cutting themes and standalone ADTA mainly in PSM. ADB and the World Bank have been the biggest multilateral partners. Over the past 5 years (2007–2011), 29% of cumulative disbursements of loans and grants combined were accounted for by the World Bank and 25% by ADB. For loans, ADB accounted for 21% and the World Bank for 12%. For loans and grants combined, ADB’s role has been the largest in transport (68% vs. 14% by the World Bank; see also the map) education vs. by 29% by and the health World (37% Bank),vs. and largestand in energy (51%(47% vs. 9% ADB) 6%the by World ADB). Bank’s role the

 

xii

Evolving Transition to a Market Economy  

CAPE Coverage and Approach The CAPE covers ADB’s three country strategies (i.e., the 1996–2003 COS, the 2004–2006 CSP, and the 2007–2010 JCSS) and their assistance programs, including 49 project and program/policy-based loans and grants (31 loans from Asian Development Fund [ADF] resources, 13 ADF grants, and 5 Japan Fund for Poverty Reduction grants), totaling about $1.0 billion; and 52 ADTA grants, totaling $28.2 million, approved during 1994–2010. The CAPE approach is to assess the performance of ADB support in relation to (i) the country’s major countraints and transition process, linked to ADB’s CSP objectives/pillars; and (ii) the six evaluation criteria in terms of integrated sector assessment.

Performance of ADB Support in Addressing the Country’s Major Constraints to Achieve the CSP Objectives  The CAPE assesses the performance of ADB’s country strategies and programs for the Kyrgyz Republic during the three periods combined (1994–2010) as successful . There was satisfactory   strategic positioning of the three country strategies (i.e., doing the right things) as they generally (i) identified the right strategic pillars/objectives in each of the three periods—highly consistent with the country’s development challenges, the government’s strategies/plans, and ADB’s corporate strategies in the respective periods; (ii) focused more on key sectors that generally performed well (e.g., transport, which was the largest sector, accounting for about 30% of the total support; finance/PSD; and education), while coordinating closely with other development partners to focus on other sectors to increase synergies, avoid duplicative efforts, and reduce transaction costs to the country; and (iii) provided a series of long-term continuity of support, such as in the rehabilitation of road network, for greater contributions to impacts. However, there were important weaknesses in the design of the country strategies. While more resources were allocated to the key sectors that generally performed well, they were also spread thinly into many sectors/subsectors, rather than creating sufficient linkages among the key sectors to mutually reinforce achievement of higher cross-sectoral impacts for more inclusive growth. Sectors like rural water supply and sanitation (WSS) did not perform well, while others like health performed better but with too small support to contribute meaningfully to country-wide development impacts, including the MDGs. Despite such drawbacks, overall ADB support programs have been satisfactory  in   in achieving sector outcomes and contributions to the country’s development impacts (i.e., doing things right) by helping (i) address some major constraints; and (ii) facilitate the country’s transition, which contributed to achieving ADB’s CSP objectives/pillars, although their sustainability in the long run needs more attention. The CAPE assesses the performance of ADB support in addressing the country’s major constraints and risks as satisfactory , though with some shortcomings, as follows:  (i) 

Improving Infrastructure and Connectivity.   With ADB support for rehabilitation of roads, average travel times have been substantially reduced for the Bishkek-Osh road, Bishkek-Almaty road, and Southern Transport Corridor road, thus helping connect people within the country and region as well as generating regional trade and economic activities

 

Executive Summary  xiii along the roadsides. The Bishkek-Osh road reduced the isolation of the south, where many ethnic minorities live. Rapid growth and income generated from transit trade or reexport of goods from the PRC to neighboring countries would not have been possible without the ADBsupported transport corridors. However, sustainable maintenance of the road network was not given sufficient attention. While the government’s road maintenance funding increased substantially over the past 5 years, it is insufficient as it has to also repair damage caused by natural disasters. (ii) 

Improving Institutional Capacity to Deliver Public Services to Enhance Inclusiveness. ADB support in all sectors had components to develop institutional capacity to improve delivery of public services. In education and health, improved institutional capacity in management has helped improve enrolment and the quality of basic education and reduce infant mortality in project areas, though the latter not on a large scale due to the small amount of support. With support in ANR and a series of transport projects, a large number of households obtained more access to market and employment opportunities through income generation activities, particularly along the roadsides. In PSM and rural WSS, institutional capacity development was not given sufficient prior attention, hence there was weak government ownership of institutional reforms. This, combined with constraints in financial and human

resources, to limit the achievement of sector outcomes and contributiontended to impacts. To enhance inclusiveness, ADB also provided a Vocational Education and Skills Development Project, which is still ongoing, aimed at increasing productivity and employment opportunities, with already doubled enrolment so far. (iii) 

Improving Governance.  ADB has attempted to foster good governance, both through support for PSM and corporate governance and in all sectors. There have been some positive outcomes in terms of reducing the state’s role in the productive sectors, establishing a basic budget law and procurement procedures, and improving the soundness and oversight of the financial sector. However, project designs in several cases did not accord sufficient attention to the prerequisites for corporate governance reforms, to the appropriate timing of introducing deposit insurance and fostering capital markets, to the government’s absorptive

capacity to mount complex reforms in PSM, and to the capacity of executing agencies to transparently implement projects in rural WSS. In other words, project designs were overambitious and poorly sequenced in several cases, particularly in rural WSS, where government ownership and accountability have been lacking. The ongoing rural WSS project was found by ADB’s Office of Anti-Corruption and Integrity to have experienced serious irregularities during its implementation (i.e., procurement, financial management, and quality of civil works and goods) and was suspended. (iv) 

Responding to Frequent Natural Disasters and Other Emergencies.   ADB has been responsive to the country’s external and internal emergencies. First, ADB provided support in 1994 to help mitigate the fiscal effects of the collapse of the FSU. ADB also responded quickly to the damage resulting from internal unrest and natural disasters through a series of emergency support. It also provided one disaster risk mitigation project

 

xiv

Evolving Transition to a Market Economy   to help reduce the vulnerability of the poor to natural disasters, which was found to be successful as it benefited at least 6,000 people and 60 organizations; its methodology in the risk assessment studies and plans was used for the preparation of the Emergency Defence Law; and its pilot methodology was used by the pilot communities to prepare more mitigation proposals submitted for financing by other agencies and replicated in other communities. However, since the country is prone to various kinds of natural disasters, more disaster preparedness support like this or support related to climate change adaptation would be useful to reduce the risks involved. ADB’s three country strategies over the period had similar strategic objectives/pillars, which can be combined as contributing to (i) achieving private sectorled, sustainable growth; and (ii) attaining poverty reduction and other MDGs. Since ADB support over the entire CAPE period was found to help address the country’s major constraints to a satisfactory extent, it was found to be satisfactory   in helping facilitate the country’s transition, as assessed below under the two CSP objectives: (i) 

CSP Objective 1: Contributing to Private Sector-led, Sustainable Growth.  The CAPE assesses ADB’s contribution to the achievement of this CSP objective as satisfactory . Although the Kyrgyz Republic has not yet entered a highly sustainable growth path, the average growth achieved

over 15constraints years of 4.6% considered high in viewfaced of a seriesthe of past major andisinternal and moderately external disturbances by the country. ADB’s series of long-term support, particularly in regional transport projects and finance/PSD programs, helped contribute to the country’s achievement of some development impacts which, in turn, could be linked directly/indirectly to the country’s achievement of moderately high economic growth as detailed in the main text and in Figure A8.4 (Appendix 8). (ii) 

CSP Objective 2: Contributing to Poverty Reduction and Other MDGs. The CAPE assesses ADB’s contribution to the achievement of this CSP objective as satisfactory (borderline)   due to two reasons. The first is that while the country has achieved good progress in poverty reduction from 50% in 2003 to 34% in 2010, there have been high regional disparities and slower progress in achieving non-income MDGs. The second reason

is that the amount of ADB support in some MDG-related areas has not been large enough. While ADB support in the health sector had satisfactory impacts, they were mostly limited to project areas and insufficient to contribute significantly to the country level’s MDGs although some project activities have been scaled up by the government or other partners. As for ADB’s road sector projects, their impacts on increasing employment and reducing poverty have been confined mainly to roadside households, and have not necessarily manifested in raising skills/productivity. However, these impacts can be linked to the country’s progress in poverty reduction and some non-income MDGs as detailed in the main text and in Figure A8.4 (Appendix 8).

 

Executive Summary  xv

Performance of ADB Support under the Six Evaluation Criteria (Integrated Sector Assessment)  The CAPE also assesses the performance of ADB’s country strategies and programs to the Kyrgyz Republic (during 1994–2010) in the key sectors combined under the six evaluation criteria—strategic positioning, program relevance, efficiency, effectiveness, sustainability, and development impacts. The overall performance is rated successful. satisfactory—  strategic positioning of ADB’s country strategies was while while the design The of ADB’s country strategies was relevant/responsive to the country’s needs and to the government’s and ADB’s corporate strategies (with appropriate modalities and close coordination with other development partners to divide responsibilities and increase synergies) and more resources were focused on the sectors that generally performed well, they were also spread thinly across many sectors without sufficient intersector linkages to mutually reinforce higher cross-sectoral outcomes and impacts.

The programs are considered relevant  to   to the country’s strategies, with a series of projects/programs designed to support the sector objectives. However, there were notable weaknesses in project design, especially in rural WSS. Resource use in the programs is considered efficient , with solid returns on investment for transport and ANR projects, and fairly high returns on reforms in finance/PSD, though with startup and implementation delays, which were usual portfolio problems encountered in most sectors. The programs are considered effective   in achieving many sector outcomes, especially in transport, finance/PSD, and the social sectors. Road travel time between Bishkek and Osh decreased by half and vehicle operating costs decreased by 15%. Institutional regulations and supervision of banks helped enhance the quality of banking operations. Institutional and policy reforms such as decentralized school-based management helped increase the quality of learning outcomes. The sustainability prospects of outputs and outcomes appeared less than likely , especially in transport, the largest sector, with insufficient maintenance of the road network. Although the government’s road maintenance funding increased in the past 5 years, it remains inadequate as it is only one-third of the international standard and has to repair damage from frequent natural disasters as well. Sustainability was also affected since project implementation/management units (PIUs/PMUs) in most sectors (except project-specific and not part of the executing normal systems,transport) and werewere dissolved after project/program completion. The agencies’ contributions of combined sector outcomes to the country’s achievement of development impacts are satisfactory ,  with large-scale contributions by the transport and finance/PSD sectors, and to a lesser extent by the social and ANR sectors. These, in turn, contributed more to the achievement of the  first CSP pillar/objective (on sustainable growth) and less to the second CSP pillar/objective (on poverty reduction). The CAPE assesses the performance of ADB support to transport, finance/PSD, education, ANR, and health as successful . Performance in rural WSS and PSM was less than successful   and could have been better by sequencing interventions to take into account reform readiness and limited government ownership. ADTA could have been used more systematically, rather than ad hoc, to assess ownership and readiness of the intended reforms and improve the implementation capacity of executing agencies, and to help the country develop a results framework and establish a monitoring and evaluation (M&E) system to track the progress of the country’s achievement of various indicators. Private sector operations could have increased the role by joining existing

 

xvi

Evolving Transition to a Market Economy   partners. Conversely, recent support in the energy sector is highly relevant as it is addressing critical threats to energy security. Key Lessons. Based on the above findings, key lessons are identified below:

(i) 

Lack of government ownership can lead to delays, slow disbursements, and frequent changes in the executing agency, with irregularities in implementation performance.

(ii) 

Lack of focus and sector linkages can result in resources spread thinly in many sectors, some of which were not yet ready to implement projects.

(iii) 

Ad-hoc provision of ADTA can result in one-off capacity creation, not sufficient for long-term capacity development of the executing agencies.

(iv) 

The use of PIUs/PMUs not part of the executing agencies’ systems, while creating short-term capacity substitution, can affect sustainability.

(v) 

Inadequate attention to road maintenance can result in weak sustainability of the road network.

Recommendations. Below are recommendations for management consideration:

(i) 

Focus on development impacts and address sustainability issues at the design stage. The next country partnership strategy (CPS) should focus on sectors/subsectors where the government has shown strong commitment/ownership and where ADB has performed well, while working closely with other development partners to focus on other sectors to increase synergies and complementarities. For example, in transport, the emphasis could be on improving road maintenance and the sustainability of the existing road network (by working out road asset management reform with other key partners), while easing constraints to logistics and cross-border trade facilitation and improving road safety. In energy, the focus could be to make the sector financially viable, sustainable, transparent, and free of corruption so that it can ensure a stable and reliable energy supply to domestic customers and for export. In education, support for vocational education and skills development

would be appropriate to boost productive employment, combat the brain drain, and make the growth pattern more inclusive. Although PSM did not perform very well in the past, ADB could limit its support to the area related to improving governance in project implementation by helping develop an e-procurement system. (ii) 

Use ADTA systematically, by integrating it into the overall CPS to help assess government capacity, ownership, and accountability upfront. ADTA should be used innovatively to assess the capacity, ownership, and accountability of the executing agencies (e.g., developing the required capacity in project implementation and results-based M&E, as well as assessing their ownership and accountability using various criteria) before providing support in certain sectors. This would allow the next CPS to better design and implement projects/programs with increased chances of being more effective and reduced risks of being suspended/canceled.

 

Executive Summary  xvii (iii) 

Move away, in a phased manner, from the   extensive  use of externally driven PIUs/PMUs which are closed after project completion and not integrated into the executing agency’s regular structure for project implementation.   If external PIUs/PMUs cannot be avoided due to the country’s very high government staff turnover, a single sector PIU/PMU in each agency that needs it should be used provided experienced local staff who runs it can be retained and transferred to the next PIU/PMU.

(iv) 

Improve the CPS results framework and continue assisting the country to improve results orientation and overall M&E system. In cooperation with other development partners, ADB should continue assisting the government to develop an overall results framework for the country that reflects the national strategy at the country and sector levels, and establish a results-based M&E system to track the progress of the country’s achievement of various targets set. The results framework of the next CPS itself should also be improved, based on clear sector roadmaps and possible linkages between sectors to mutually reinforce achievement of desired higher outcomes/impacts.

(v) 

Address climate change adaptation in the next CPS. Natural disaster risk management could be in large part addressed under climate change adaptation measures and environmental protection. Earthquake risk

adaptation is being attendedwhich to by includes the government and other partners. A climate change assessment, natural disaster risks and how to deal with them, should be prepared to support the government and used to identify measures to deal with these risks under the new CPS. (vi) 

Continue efforts to boost ADB's private sector operations.   This will help attract more FDI, improve corporate governance standards, and facilitate sustainable economic growth. ADB's approval of $10 million in early 2012 for a small and medium enterprise credit line to a domestic bank is an important step in that direction. Additional efforts to increase private sector operations should be continued, and cofinancing possibilities with other relevant development partners explored.

 

 

Management Response On 28 August 2012, the Director General, Independent Evaluation Department, received the following response from the Managing Director General on behalf of Management, for the Country Assistance Program Evaluation for Kyrgyz Republic (IN. 177-12).

General Comments We appreciate the comprehensive country assistance program evaluation (CAPE) for the Kyrgyz Republic. The CAPE provides a good overview of ADB’s operations in the Kyrgyz Republic and its efforts to respond to the country’s needs. We agree with the CAPE’s overall positive assessment of ADB’s performance and “successful” rating for ADB’s assistance to the Kyrgyz Republic. We are encouraged to note the stakeholders’ positive assessment of ADB’s responsiveness to the country’s needs, and recognition for solid cooperation with development partners led by the resident mission. The CAPE findings, lessons learned, and recommendations are key inputs to the preparation of the next Country Partnership Strategy (CPS) scheduled for 2013.   It will guide ADB's development of a focused and selective strategy, 2013. concentrating on sectors in which ADB has built the experience and knowledge needed to achieve development impacts, and where government ownership and capacity are strong.

Comments on Specific Recommendations Recommendation (i): Focus on development impacts and address sustainability issues at the design stage . We agree. The next CPS will devote more attention to sustainability. For example, ffuture uture operations w will ill follow the comprehensive long-term transport master plan to be finalized in 2012. Road maintenance and road safety will be priority areas for ADB assistance. Performance-based maintenance contracts are

being piloted Project under one ongoing project. CAREC Corridor in3 2013, (Bishkek-Osh Road) Improvement (Phase 4), scheduled for approval will develop comprehensive road maintenance and road safety management actions plans, which will guide future ADB assistance in road maintenance and safety. Management reform in the energy sector will be a core part of ADB operations to improve the financial sustainability and governance of the sector. Support for technical and vocational education will remain one of ADB’s priorities, as lack of employable skills and a shortage of skilled workers is a major constraint to inclusive growth. ADB will continue to maintain solid coordination with other development partners to ensure synergies and complementarities in all sectors. Recommendation (ii): Use advisory technical assistance systematically, by integrating it into the overall CPS to help assess government capacity, ownership, and accountability upfront. We agree. Assessing government capacity, ownership and accountability upfront will help achieve the development outcomes of ADB operations. Technical assistance resources will be used strategically and integrated into the next CPS. The focus will be on supporting projects, key reforms in priority sectors and

 

xx

Evolving Transition to a Market Economy   knowledge products needed to inform ADB's strategy and operations. For example, capacity development technical assistance is being used to support implementation of the Investment Climate Improvement Program. Regional technical assistance resources and cofinancing from a development partner are also being used for assessments of key issues such as governance, to provide the essential knowledge-base for the development of the next CPS. Recommendation (iii): Move away, in a phased manner, from the extensive use of externally driven project implementation and project management units (PIUs/PMUs) which are closed after project completion and not integrated into the executing agency’s (EA) regular structures for project implementation. We agree. ADB is already supporting only single sector PIUs/PMUs with experienced staff for continuity and greater integration into the EA’s institutional structure. ADB also supports capacity development of the EAs to enable them to implement projects without additional management support in the medium to long term. However, given the government’s current human resource constraints, ADB’s support to single sector PIUs/PMUs may still be required for the time being. Recommendation (iv):  Improve the CPS results framework and continue assisting the country to improve results orientation and overall monitoring and evaluation (M&E) system.  We agree and support the approach for ADB to work with other development partners to help the government develop its own results framework

that reflects national strategy at country sector levels. ADBoverall has already been helping the government to improve resultsand orientation and the M&E system through TAs and training. Since 2010, ADB has strengthened the results frameworks of CPSs using an improved tool which focuses on country outcomes, with clear indicators to monitor achievement of these outcomes. ADB conducted training workshops for ADB staff on preparing results frameworks and monitoring results. Results (outcomes and development impact) are reviewed and discussed during the preparation of country operations business plans and the annual country portfolio review, and have received increasing attention during quarterly portfolio review with the government. Sector assessments prepared for the new CPS have included monitorable indicators for assessing sector achievements which will be further refined during the CPS preparation with the government. Recommendation (v): Address climate change adaptation in the next CPS.   We agree. ADB is currently working with the government to prepare a climate change

assessment as part of the CPS to help them deal with climate change challenges during the next CPS period. These efforts to address the long-term impact of climate change will complement ongoing assistance of several development partners to address disaster management. The ongoing research and development TA on the Economics of Climate Change in Central and West Asia will help integrate climate change aspects into the design of infrastructure projects in the country to strengthen the sustainability of investments, including mitigating impacts of natural disasters that might increase due to climate change. Recommendation (vi): Continue efforts to boost ADB’s private sector operations. We agree. ADB has been supporting government efforts to improve the country’s investment climate. The new CPS will continue to address key constraints to investment and private sector operations through assistance for national and cross-border infrastructure and services, improving workforce skills, access to finance, and regulatory

frameworks for businesses. 2011, the Kyrgyz ratified public-private partnership (PPP) law which Inwas developed with Republic ADB support. ADBa also supports

 

Management Response  xxi necessary legal and regulatory adjustments and identification of possible projects. The Private Sector Operations Department will continue looking for opportunities to invest and participate in commercially viable transactions that will have development impacts and contribute to improving business environments, which will be aligned with the new CPS. Cofinancing opportunities with other development partners will keep being actively sought.

 

 

Chair’s Summary: Development Effectiveness Committee The Development Effectiveness Committee (DEC) considered the Independent Evaluation Department report, Country Assistance Program Evaluation for Kyrgyz Republic (IN. 177-12), on 31 August 2012. The following is the Chair’s Summary of the Committee discussion:

Discussion Highlights DEC discussed the Independent Evaluation Department’s (IED) CAPE for the Kyrgyz Republic which rated the overall performance of ADB support to the country successful. Since the CAPE covered the joint country support strategy (JCSS), DEC members inquired about IED’s feedback in carrying out joint country strategy evaluation with other development partners. IED, citing the case of Bangladesh, responded that while this could be useful, it might be difficult to organize. In addition, the CAPE covered a much longer period, not just the JCSS which was only in the latter part (2007–2010) of the CAPE period. Joint evaluation was also not explored because IED did not receive any requests or offers from other evaluation units. Selectivity and Focus. DEC noted one of the CAPE findings that ADB resources were spread too thinly over many sectors, thus affecting impact. DEC requested to know the upcoming country operations and business plan (COBP) sectors. Questions were raised on choosing the right sectors given the limited resource envelope. The Central and West Asia Department (CWRD) staff agreed with the CAPE recommendation that ADB focus on transport, energy, investment climate, and vocational and technical education—areas in which ADB has a comparative advantage and the government had strong commitments and priorities—while coordinating closely with other development partners to focus on other sectors to increase synergies. IED added that since ADB support in public sector management did not perform as well, it was appropriate for ADB to scale down its support in this sector, but with the exception of the field of e-procurement which would help improve governance. In regard to a question whether ADB’s strategic positioning should be rated less than satisfactory mainly on the ground of a cancelled agricultural project, CWRD stressed that it was the government who requested the cancellation in light of the global financial crisis. IED stated that the sector was a priority sector for ADB under the JCSS, but after cancellation ADB had not returned to it after the crisis even though agriculture is still an area in need of support. Maintenance and sustainability of road projects. The CAPE rated the sustainability prospects of outputs and outcomes especially in the road sector as less than likely. DEC sought clarification on Management’s response which agreed with this finding. CWRD explained that while the government faces fiscal, capacity and

 

xxiv

Evolving Transition to a Market Economy   governance constraints, it had increasingly allocated budget for road maintenance in the last five years but it still only covered one third of the international standard. ADB, along with other development partners, has been helping the government develop its transport master plan which would include a road maintenance policy. At present, the government has been charging user fees on some roads, but IED mentioned that they were deemed too small to contribute significantly to road maintenance. DEC stressed that cost recovery and maintenance should be built into projects in other sectors as well. Given the volume of ADB resources going into the road sector, DEC members were of the view that ADB should strive to become the knowledge leader in this sector. IED wanted ADB to be tougher on the government in enforcing commitments on road maintenance. Sustainability in other sectors. A DEC member asked IED to provide examples of how sustainability was rated likely in other sectors. IED responded that sustainability has financial and institutional aspects. In basic education, sustainability was considered likely due to the government providing sufficient financing of recurrent costs after project completion, and to non-reversal of institutional/policy reforms. In vocational education, the ADB supported project did not rely on government financial support for sustainability, but came up with its own income-generation initiatives such as providing evening courses to raise income. Project management units (PMUs) and project implementation units (PIUs). Some DECencourage members retention suggestedorthat ADB wean itself off the extensive use of PMUs and PIUs and transfer of experienced staff to government agencies in charge of the project. The CAPE recommended that this be done in a phased manner. IED stressed that there was evidence supporting the view that PIUs are good instruments (especially in big capital investments), provided that salary disparities with government staff are modest and capacity development efforts are made. CWRD agreed with IED’s recommendation, stressing that ADB-financed projects had a single sector PIU in the road sector and that the government should try to adopt a more balanced salary formula to retain expertise and ensure integration within government agencies. Advisory technical assistance (ADTA). DEC agreed with the CAPE that ADTAs should be used systematically instead of an ad-hoc or one-off fashion. IED noted that ADTAs have had variable impacts as a result, particularly when they were not integrated with the lending programs such as those in public sector management. IED also recommended that ADTAs be owned by the government and lead to knowledge creation and capacity development. CWRD noted that ADTAs are generally conducted within the context of the country partnership strategy, and that frequent changes in government have led to frequent transfers of government officers and capacity loss. Other sectors. DEC noted the interruption of ADB support in the Kyrgyz Republic’s energy sector. IED observed that ADB provided one energy loan a decade ago but ceased engagement in the sector after that. Given the strategic importance of hydroelectric power for the country, the government began investing in the sector again and ADB has been asked to support. The CAPE positively assessed ADB’s reengagement in this sector because it would help address the problem of unreliability of power supply, which is one of the country’s major constraints to economic growth. CWRD informed DEC that the Board of Directors had recently approved a loan for the rehabilitation of the hydroelectric project in the country. DEC viewed that ADB should play a more proactive role in hydropower generation. With regard vocational and technical education, IED mentioned that the CAPE assessed that thetoongoing project

 

Chair’s Summary: Development Effectiveness Committee  xxv has already produced high enrolment in both short- and long-term courses, but that the impact on employment cannot be assessed yet since the project is still in its early stages. CWRD explained that the second phase would involve a tracer study of the project intended to assess its impact on employment.

Conclusion DEC welcomed the CAPE the Kyrgyz Republic the finding overall performance of ADB support to theforcountry successful. DEC which noted rated the CAPE that ADB support has been thinly spread over many sectors and agreed that sectors must be selected properly. DEC noted the importance of road maintenance, the need for integrating PMUs and PIUs into executing agencies’ regular structures, and the need to use ADTA systematically and effectively, as recommended by the CAPE.

 

o

o

72 00'E

77 00'E

KYRGYZ REPUBLIC

COUNTRY ASSISTANCE PROGRAM EVALUATION: EVOLVING TRANSITION TO A MARKET ECONOMY N 0

50

K A Z A K H S TA N

Ivanovka Shopokov Kara-Balta BISHKEKKant Tokmok Kayingdy Belovodskoe

100 Pokrovka

Kilometers

 a  t  y  A  l  m  o A   t o

Balykchy

Bakay-Ata

TALAS o

Toktogul Reservoir  Karajigach JALAL-ABAD Kerben Karakul Kazarman Tash Arslanbob Komur 

 Akkiya

Kara-Keche

NARYN

Bedel Naryn

Baetov

Shamaldy-Say Kok-Yangak Kochkor-Ata

UZBEKISTAN

Engilchek

ISSYK-KUL  Lake Song - Kul 

Toktogul

Terek-Say

o

42 00'N

Barskoon

Chaek

42 00'N

Jyrgalang Karakol

 Lake Issyk-Kul 

Kochkor 

Otmok Suusamyr 

KanyshKiya

Tyup Cholpon-Ata

CHUI

Talas

Maimak

Kemin

 At-Bashy

PEOPLE'S REPUBLIC OF C HINA

Bazar-Korgon

Jalal-Abad Uzgen  Andizhan Reservoir  Reservoir  Kara-Suu Kara-Kulja

 Lake Chatyr - Kul 

Torugart  Aravan Osh

TAJI KI STAN

Gulcha Kyzyl Kiya Frunze

o

40 00'N

Sulyukta

Batken

Isfana

Naiman

Chauvay

National Capital Provincial Capital

Sopu Kurgon

City/Town

Haidarkan Sary-Tash

BATKEN Karamyk

TAJI KI STAN

1  2  1   9  1  4  H R

o

40 00'N

Kog Art

OSH

This map was produced by the cartography unit of the Asian Development Bank. The boundaries, colors, denominations, and any other information shown on this map do not imply, on the part of the Asian Development Bank, any j udgment on the legal status of any territory, or any endorsement or acceptance of such boundaries, colors, denominations, or information. o

72 00'E

Daroot-Korgon

Irkeshtam

Project Roads

CAREC Transport Corridor 1

Bishkek-Osh Road Projects

CAREC Transport Corridor 3

Financed by ADB Southern Transport Corridor Road Rehabilitation Project

National Road

 Almaty-Bishkek Regional Road Road Project

Railway

CAREC Transport Corridor I - Project 1

River 

CAREC Transport Corridor I - Project 2

District Boundary

CAREC Transport Corridor I - Project 3

Provincial Boundary

Other Road

CAREC Regional Road Corridor  Improvement Project

International Boundary Boundaries are not necessarily authoritative.

o

77 00'E

Source: GOSKARTOGRAFIA, 2008 

 

 

CHAPTER 1

Introduction  A.

Objectives

1. This country assistance program evaluation (CAPE) assesses the country strategies and assistance programs of the Asian Development Bank (ADB) for the Kyrgyz Republic from 1994, when it first became an ADB’s developing member country, until 2010, which is the end of ADB’s current country strategy to the Kyrgyz Republic, with the emphasis on more recent support. This is the first CAPE for the Kyrgyz Republic that has been prepared by ADB’s Independent Evaluation Department (IED).

CAPE objectives include both

The objectives of the CAPE include both accountability and forward-looking lessons learning: (i) to provide a credible assessment of the performance of ADB’s country strategies and programs; and (ii) to draw lessons and recommendations for better design and implementation of ADB’s future country partnership strategy (CPS) and country operations business plan (COBP).

B.

Scope and Coverage

2.

This CAPE covers ADB’s country strategies and support programs for the Kyrgyz

Republic approved during 1994–2010, including the 1996–2003 Country Operational Strategy (COS), 1  the 2004–2006 Country Strategy and Program (CSP), 2 and the 2007– 2010 Joint Country Support Strategy (JCSS). 3 It also covers assistance programs under the 2002–2004 4  and 2006–2008 5 CSP updates. Overall, the assistance programs covered include 49 project and program/policy-based loans and grants (31 loans from Asian Development Fund [ADF] resources, 13 ADF grants, and 5 Japan Fund for Poverty Reduction [JFPR] grants), totaling about $1.0 billion; and 52 advisory technical assistance (ADTA) grants, totaling $28.2 million. The CAPE assesses the performance of ADB’s country strategies and assistance programs in six key sectors—agriculture and natural resources (ANR), finance/private sector development (PSD), public sector management (PSM), education, health, and transport—and overall. The evaluation also includes a review of smaller ADB assistance in rural water supply and sanitation (WSS) and energy.  

C.

accountability and forwardlooking lessons 

CAPE covers ADB’s country strategies and support programs during 1994–2010 

Organization of the Report

3. This report is organized into seven chapters. Chapter II analyzes the country context, government strategies, the evolution of ADB’s country strategies and assistance programs, and coordination with other development partners. Chapter III explains the CAPE’s evaluation methodology. Chapter IV provides an assessment of 1

  ADB. 1996. Kyrgyz Republic: Country Operational Strategy . Manila. Progr am 2004–2006. Manila.   ADB. 2003. Kyrgyz Republic: Country Strategy and Program 3   ADB. 2006. Kyrgyz Republic: Joint Country Support Strategy 2007–2010 . Manila. 4   ADB. 2001. Kyrgyz Republic: Country Strategy and Program Update (2002–2004) . Manila. 5   ADB. 2005. Kyrgyz Republic: Country Strategy and Program Update (2006–2008) . Manila. 2

 

2

Evolving Transition to a Market Economy   how ADB support has helped address the Kyrgyz Republic’s major constraints to facilitate the country’s transition to achieve the CSP objectives in each of the three periods and overall. Chapter V provides an assessment under the six evaluation criteria of strategic positioning, program relevance, efficiency, effectiveness, sustainability, and development impacts. Chapter VI summarizes the overall findings, while Chapter VII identifies key lessons and recommendations.

 

 

CHAPTER 2

Country Context, Government Strategies, and ADB Support A.

Analysis of the Country Context and Major Constraints

4. The Kyrgyz Republic (see map) is a landlocked country at the northern extremity of the Himalayan range. It became part of the Soviet Federated Socialist Republics in 1924, was made an autonomous republic in 1926, and became a constituent republic of the former Soviet Union (FSU) in 1936. It proclaimed its independence from the FSU on 31 August 1991 and became a member of the Commonwealth of Independent States (CIS) on 21 December 1991. It became a member of the United Nations and the International Monetary Fund (IMF) in 1992, and of ADB in 1994. Soon after independence, the government adopted a strategy to transform the economy from a command economy into a market-oriented economy by introducing a liberal trade regime, eliminating most capital controls, ending most price subsidies, and introducing its own currency, the som, in May 1993. 5. The country’s progress to these ends has been fractious. Frequent changes in the government and internal disputes have disrupted the implementation of policies and reforms and thus the transition to a market economy. In March 2005, the Tulip Revolution ousted the president, who had been in power since independence, amid widespread allegations of regime corruption. Kurmanbek Bakiyev was elected president in July 2005 and reelected in 2009, but was forced to resign in April 2010 following popular protests against increased corruption and poor governance. The situation was aggravated by ethnic violence that erupted in June 2010 in the southern cities of Osh and Jalal-Abad, claiming hundreds of lives and pushing thousands to flee to neighboring countries, especially Uzbekistan, though many of them later returned home within a month. An interim government took control of the country until the first peaceful power transformation in post-soviet Central Asia took place in October 2011,

Political situation: improved but remaining fragile 

with a smooth transfer government of power to Almazbek Atambayev as president and the formation of a coalition headed by Omurbek Babanov as prime minister. The new government approved two action plans in early 2012—one was for the following 100 days and the other was the Medium-Term Development Program (2012– 2014). Both plans focus largely on fighting corruption (including setting up an anticorruption service within the National Security Service and streamlining government services) to improve the investment climate and political/economic stability. 6. Since its embarkation on transition to a market-based economy in 1991, the Kyrgyz economy registered a sharp contraction until the mid-1990s, when it started to experience moderately high but volatile gross domestic product (GDP) growth rates,

 

4

Evolving Transition to a Market Economy  

Economic development: moderately high growth despite shocks and lapses

averaging 5.6% per per annum during 1996–2000, 4.3% during 2001–2011, and 4.6% during the past 15 years (Figure 1) (Table A1.1, Appendix 1). The 2005 revolution and the two internal disturbances in April and June 2010 resulted in negative growth in those years. The 2008 global financial turmoil adversely affected growth in 2009. The events in 2010 also had a severe impact on the country’s banking system, worsening loan quality and significantly increasing withdrawals. Growth rebounded in 2011 at 5.7% due mainly to high remittances 6  of about 25% of GDP from the country’s large volume of labor migrants, 7 who account for about 13% of the total population or 29% of the economically active population; and indirectly to the high global price of gold, which comes from the Kumtor gold mine and is one of the country’s major exports (Figure 2). 8 The mine started production in 1997 and at that time was the country’s largest foreign direct investment (FDI). FDI has otherwise remained low, though it increased from almost negligible in the early 2000s to 8% of GDP in 2011. Average price inflation has been single digit, except in the 2008 global economic turmoil (24.5%) and the 2011 high global food prices (16.6%).   Figure 1: Trends in GDP Growth and CPI (in %)  25.0

20.0 15.0

 10.0

%

5.0 0.0 2001  2002  2003  2004  2005  2006  2007  2008  2009  2010  2011  (5.0)  GDP Growth

CPI

CPI = consumer price index, GDP = gross domestic product. Source: Table A1.1, Appe Appendix ndix 1.

7. The Kyrgyz Republic was in 1998 the first CIS country to join the World Trade Organization. This has enabled it to reexport goods from the People’s Republic of China (PRC) to some neighboring countries at higher prices. Along with the high remittances, these contributed to lowering the current account deficit from 13.7% of GDP in 2008 to 6.4% in 2011 (Figure 3), and allowed the country to build its foreign exchange cover and maintain the som exchange rate within a narrow range to the US dollar. Public 6

  While large-scale emigration has resulted in sskill kill shortages in many professions, remittances have averaged 16% of GDP over the past decade, reaching $1.5 billion in 2011. Remittances are now an important source of livelihood for a large segment of the population.   It is estimated that 600,000 Kyrgyz citizens work in Russia, 75,000 in Kazakhstan, and 2,000 in Republic of Korea (see G. Orozalieva. 2012. Update on Developments in Naitonal Migration Polic of Kyrgyz Republic . ADBI-OECD Roundtable on Labor Migration in Asia. Tokyo). 7   Migration is an importan importantt factor in the economic developm development ent of the country. During 1990–2010, approximately 800,000 people migrated abroad, primarily to Russia and Kazakhstan. Ethnic Russians have been the main migrant group, a large number of whom are technicians and skilled tradespersons. Less skilled migrants work in retail trade, shipping, and construction. 8   The Kumtor Gold Company was establishe established d by a Canadian company and the government government through Kyrgyzaltyn Gold Company in 1992 to develop the Kumtor gold mine.

 

Country Context, Government Strategies, and ADB Support  5 external debt declined from more than 100% of GDP in the early 2000s to 59% in 2011. With the recent improvement in tax collection (with tax income rising by 33% in 2011 to reach 69% of total revenue), the fiscal deficit decreased from 6.1% in 2010 to 4.7% in 2011. Efforts are being made to improve fiscal accountability, with program budgeting introduced as is a medium-term budget framework that will identify priority sectors and program allocations and help improve the tracking effectiveness of expenditures by program, category, and region. 9  

Figure 2: Trends in Remitt Remitt ances and FDI FDI ($ mil lion ) 1600.0 1400.0 1200.0 1000.0 800.0 600.0

400.0 200.0 0.0 2003

2004

2005

2006

2007

Remittances

2008

2009

2010

2011

FDI

FDI = foreign direct investment. Source: Table A1.1, Appendix 1.

Figure 3: Trends Trends i n Selected Selected External Account s (in %) 140 120 100 80   60    %

40 20 0

-20

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

-40 ED/GDP

Remittances/GDP

FDI/GDP

CA/GDP

CA = current account balance, ED = external debt, FDI = foreign direct investment, GDP = gross domestic product. Source: Table A1.1, Appendix 1.

9

  ADB. 2012. Kyrgyz Republic Country Performance Assessment 2011 . Manila.

 

6

Evolving Transition to a Market Economy  

Social development: more inclusive growth needed

8. The Kyrgyz Republic’s GDP was $5.9 billion in 2011, the population 5.6 million, and GDP per capita a little over $1,000. About 40% of the GDP was accounted for by the agriculture sector in early 1990s, but reduced to 20% in 2011; while the services sector increased from about 20% to half of the GDP during the same period. 10 About two-thirds of the population lives in rural areas and many rely on agriculture. Progress in social development has been highly uneven. Over the past 15 years, there was progress in poverty reduction from 50% in 2003 to 43% in 2005 and 34% in 2010 (see Table A1.2, Appendix 1). 11 Regional disparities have been high, with a far higher poverty incidence in rural compared with urban areas (40% vs. 24% in 2010). Extreme poverty has been reduced from 9% to 5% during 2006–2010, with 6% in rural areas and 4% in urban areas in 2010. Income inequality, as measured by the Gini coefficient, declined moderately from 0.45 to 0.37 (2000–2010), while the human development index increased slightly from 0.58 to 0.61, ranking the country 126th out of 187.   9. Progress in achieving the non-income Millennium Development Goals (MDGs) has been highly uneven. Appendix 2 shows that some of the MDG indicators for universal basic education, environmental sustainability, and global partnership have been achieved or are likely to be achieved. For example, the adult literacy rate has

remained close to 100% for the past 15 years, reflecting a strong legacy of heavy Soviet spending on education. The government’s targets for gender equality, infant mortality rate (IMR), child mortality rate (CMR), and maternal mortality rate (MMR) are unlikely to be achieved by 2015 (although it should be noted that the government data for IMR, CMR, and MMR before and after 2004 are not really comparable as the definition of live birth was adjusted to the World Health Organization’s standards only in 2004). As for gender equality, while the country performs well in several gender dimensions, women tend to earn about 36% less than men.

Major constraints: transition incomplete 

10.

The Kyrgyz Republic made considerable headway in its transition from a

centrally planned to a market-oriented system in the 1990s (e.g., by largely liberalizing prices, trade, and the foreign exchange regime; privatizing many state-owned enterprises [SOEs]; and implementing some financial and infrastructure reforms). However, a number of major constraints and risks remain as identified below: 12

  10

 See Constaints to Inclusiveness . Central and West Asia Department. ADB. 2012. Manila. The main agricultural products have been cotton, tobacco, wool, and meat. Agricultural processing is also a key component of the industry sector. 11  Poverty incidence was calculated based on a national poverty line using the cost of basic needs approach. This involves specifying a consumption bundle with food (including home-produced food) and nonfood components. The nonfood expenditures include nondurables and the imputed use value of durables, but exclude housing costs. To ensure that the poverty line reflects the consumption patterns of lower-income lower-income households, the reference food consumption patterns are derived from households in the third, fourth, and fifth consumption deciles. The food poverty line is established at the level of expenditures on food needed to consume 2,100 calories per day. The nonfood poverty line is computed based on those households whose food consumption reaches 2,100 calories. The sum of these two components yields the

absolute oresoverall line.adequate This methodology reasonable estimates of the minimum food expenditures expenditur neededpoverty to achieve nutrition, provides while consuming certain nonfood items is considered consider ed absolutely essential. The poverty line does not reflect what society may think households should consume, nor does it include other essentials such as expenditures for school uniforms or health care. The National Statistical Committee established the absolute poverty line in 2003 and subsequently adjusted it for inflation on an annual basis. In 2008, it updated the poverty line due to the dramatic relative price changes and ensuing shifts in the consumption patterns of households. Although this change may affect the consistency in the measurement of poverty over time, leaving it unchanged would have yielded a biased picture of poverty in the country. 12   Constraints to growth include binding and non-binding constraints. The former refers to high priority constraints, and the latter to lower priority ones. These constraints can be determined using the HRV method as an alternative to the “Washington Consensus” (see R. Hausmann, D. Rodrik, and A. Velasco. 2005. Growth Diagnostics . Harvard Kennedy School. Cambridge). The principle of the HRV method is to first pinpoint the most binding constraints and then identify reforms that alleviate them (in accordance

 

Country Context, Government Strategies, and ADB Support  7 (i)

Infrastructure Constraints.  Key infrastructure constraints include unreliability of power supply and geographical isolation. Being a landlocked and mountainous country with a small population dispersed over a vast area, hence a small domestic market, the Kyrgyz Republic has to overcome obstacles posed by the difficult topography and isolation, aggravated by the deterioration of the country’s infrastructure after the breakup of the FSU. These caused high infrastructure costs for constructing, rehabilitating, and maintaining roads. Coupled with weaknesses of customs administration and restrictive border-crossing procedures, both internal and external trade had become extremely difficult. The country had recognized the need for reliable power supply and the importance of road rehabilitation and regional cooperation for rapid economic growth. Thus, it became a member of several regional cooperation programs.

(ii) 

Fiscal and Institutional Capacity Constraints to Inclusiveness. 13 Insufficient fiscal and institutional capacity resulted in ineffective and inadequate delivery of basic social services, which has become a

Infrastructure constraints: unreliability of power supply and geographical isolation 

Constraint to inclusiveness:

constraint to inclusiveness in terms of difficulties to enhance equality of opportunities for employment, higher productivity, and access to market and other social services, thereby deterring the country’s transition process. The country’s official unemployment rate has been 8% over the past 5 years, whereas youth unemployment rate has been 14% (see the paper quoted in footnote 10). Unemployment rate would have been much higher had there not been a large emigration of about 800,000 to neighboring countries (about 80% to Russia), working mainly in low qualifying jobs (e.g., construction, services, and trade). They remitted $1.5 billion (25% of GDP) back to the country in 2011. At

difficulties to enhance equality of opportunities and access to market 

the same time, FDI in the country has been increasing—more than doubled in the past 5 years—to $459 million (8% of GDP); but is low relative to FSU countries.

  with priorities). The Kyrgyz Resident Mission is now conducting a study to identify the country’s current binding constraints using the HRV method. The preliminary findings of the study include the following binding constraints: (i) micro constraints (e.g., corruption, weak rule of law, and political/policy instability); (ii) unreliability of power supply; (iii) high cost and access to finance; and (iv) shortage of skilled labor. The constraints identified identified by the C CAPE APE are drawn from the Kyrgyz Resident Mission’s ongoing study, with some modifications (e.g., the “micro constraints” and “high cost and access to finance” are combined as “governance constraints;” whereas the “unreliability of power supply” is grouped with geographical constraint as “infrastructure constraints;” and the “shortage of skilled labor” is called “fiscal and institutional capacity constraints constraints to inclusiveness.”). And in order to avoid technical terms, the CAPE refers to these constraints as “major constraints” which can be binding or non-binding at present without the need to rank their priorities (since the CAPE period started from 1994 when geographical isolation was among the top priority constraints of the Kyrgyz Republic). 13

 “Inclusive growth”enough includestoboth pace pattern“pattern” of growth. theequality “pace” of has to for be rapid/sustainable allow forand inclusive in That termsis, of of growth opportunities employment, higher productivity, and access to market and other social services. It thus focuses on productive employment, rather than direct income redistribution, as a means of increasing incomes for excluded groups. It emphasizes policies that remove constraints to growth and create a level playing field for investment (see E. Ianchovichina and S. Lundstrom. 2009. What is Inclusive Growth? ). ). “Inclusive growth” differs from “pro-poor growth” in that the former is the absolute, rather than relative, definition of the latter. Under the absolute definition, growth is considered “inclusive” if poor people benefit in absolute terms with reduction in their poverty measurement (see M. Ravallion and S. Chen. 2003. Measuring Pro-poor Growth . Economics Letters 78). Under the relative definition, growth is considered “pro-poor” if the focus is on reducing inequality by increasing the incomes of poor people faster than those of the population as a whole, but not necessarily resulting in optimal outcomes of faster rate of growth with the greatest g reatest pace of poverty reduction (see Department for International Developmen Development. t. 2004. What is Pro-poor Growth and Why Do We Need to Know?  London).  London).

 

8

Evolving Transition to a Market Economy  

(iii)

Governance Constraints.  With a long legacy of central control, the democratic rule of law has only recently begun to take hold. While the country made good progress toward a market system in the 1990s, the transition slowed markedly during the past decade due to weak capacity to carry out challenging reforms, combined with strong opposition from vested interest groups, which caused progress to come to a near-halt. As such, there remain major transition gaps, particularly with respect to the role and corporate governance of the many SOEs, difficulties in cross-border trading, and weak procurement and public financial management systems.

(iv) 

Risks of Frequent Natural Disasters and Other Risks.  Recent data from the Central Asian Institute for Applied Geosciences indicated that annually, the country experiences about 3,000 tremors, 10 earthquakes, 10–100 landslides, 100 floods, and 60 glacier lake outbursts. 14 Many kinds of hazards (e.g., landslides and floods resulting largely from deforestation) are sufficiently localized to undertake

Major transition gaps lie in the role and corporate governance of the many SOEs Annually, the country experiences about 10

earthquakes, 10–100 landslides, 100 floods, and 60 glacier lake outbursts

preventive measures, except for earthquakes which will require earthquake-proof infrastructure to reduce the disaster risks. Such infrastructure is being promoted by the Ministry of Emergency Situations, supported by the Central Asian Institute for Applied Geosciences and certain development partners. Space technology (e.g., earth observation satellites) has become important in mitigating disasters by providing emergency observations, monitoring, and assessing postdisaster damage. Sentinel Asia—a voluntary initiative led by the Asia-Pacific Regional Space Agency Forum—has been providing space technology support to the country. Other risks include internal conflicts, which could erupt into large-scale social unrest such as in June 2010; and vulnerability to external shocks such as the 2008 global financial turmoil.

Country’s ranks on governance indicators deteriorated between 2000 and 2009 

  11. The Kyrgyz Republic does not fare well in international governance rankings, with a score of 2 on a scale of 0 (highly corrupt) to 10 (highly clean). The country ranked 164th out of 178 countries in the 2009 Transparency International Corruption Perceptions Index. The country’s rating for corruption in the Freedom House’s Nations in Transit 2010 report was 6.5 on a scale of 1 to 7, in which a higher rating corresponds to worse performance. The country ranked 97th out of 125 countries in the 2010 International Property Rights Index. A tendency to redistribute assets after the 2005 and 2010 revolutions has also undermined application of due process and the rule of law. 15  The judicial judici al system is i s underdeveloped and lacks independence. 16 Protection of property rights and enforcement of contracts is inadequate. Table 1 shows that the country’s percentile ranks on most dimensions of governance in the World Bank’s Worldwide Governance Indicators deteriorated between 2000 and 2009, especially in terms of rule of law and control of corruption. Only 5.7% and 6.7%, respectively, of the 213 countries covered had lower scores in 2009. Slow progress in public administration reform is one of the reasons why corruption is seen to be widespread and why government effectiveness tends to be low.   14

 See also: United Nations Secretariat, International Strategy for Disaster Reduction. 2010. In-depth Review of Disaster Risk Reduction in the Kyrgyz Republic . Sub-Regional Office for Central Asia and Caucasus. 15  European Bank for Reconstruction and Development. 2010. Transition Report 2010 . 16  Heritage Foundation and Wall Street Journal. 2011. 2011 Index of Economic Freedom . 

 

Country Context, Government Strategies, and ADB Support  9 Table 1: World Bank’s Governance Indicators for the Kyrgyz Republic Item

Governance Scorea 

Percentile Rankb 

2000

2009

2000

2009

Voice and Accountability

-1.17

-1.02

14.9

19.0

Political Stability

-0.38

-0.64

32.7

24.6

Government Effectiveness

-0.54

-0.94

34.1

17.2

Regulatory Quality

-0.10

-0.34

49.5

40.7

Rule of Law

-0.82

-1.32

25.8

5.7

Control of Corruption

-0.73

-1.22

26.8

6.7

a

  The governance sco scores res range between -2.5 a and nd 2.5, with a higher score corresponding corresponding to better outco outcome. me.   The percentile rrank ank is the proportion of cou countries ntries that have a lowe lowerr score than the Kyrgyz Republic within the total number of countries for which the indicators are available. available. Source: http://info.world http://info.worldbank.org/gove bank.org/governance/wgi/s rnance/wgi/sc_chart.asp c_chart.asp b

12. Several constraints such as the four described above have slowed the country’s process of market-oriented reforms and stifled at times economic growth by causing distortions and inefficiencies in the economy. Table 2 shows the European Bank for

Transition remains

Reconstruction and Development’s (EBRD) transition indicators for the Kyrgyz Republic in various aspects, ranging from 1 (representing a rigid centrally planned economy) to 4+ (representing the standards of an industrialized market economy). The country fares well in terms of price liberalization, trade and foreign exchange system, and privatization of SOEs. However, the transition remains incomplete, particularly in the areas of competition policy, governance and enterprise restructuring, banking and nonbank reforms, and overall infrastructure reform. Table 2: EBRD’s Transition Indicators for the Kyrgyz Republic Itema 

1991

2000

2011

Price liberalization

1

3

4+

Trade and foreign exchange system

1

4

4+

Competition policy

1

2

2

Small-scale privatization

1

4

4

Large-scale privatization

1

3

4-

Governance and enterprise restructuring

1

2

2

Banking reform and interest rate liberalization

1

2+

2

Capital markets and nonbank financial institutions

1

2

2-

1

2-

Markets and Trade

incomplete in competition policy, governance and enterprise restructuring, bank and non-bank reforms, and overall infrastructure reform 

Enterprises

Financial Institutions

Infrastructure

Overall infrastructure reform

2- (2010)

EBRD = European Bank for Reconstruction and Development. a  The transition indicators range from 1 to 4+, with 1 representing little or no change from a rigid centrally planned economy and 4+ representing the standards of an industrialized market economy. Source: EBRD’s Transition Reports for various v arious years.

 

10

Evolving Transition to a Market Economy  

B.

Government Development Strategies and Plans in Relation to the Country Context

13. The analysis of the government’s strategies and plans is divided into four periods below, in accordance with the government plan periods and the corresponding country situations.

Government focused on transforming the economy to a market system 

1991–2000.   Following the dissolution of the FSU in 1991, the Kyrgyz 14. government focused on how to transform the economy into a market system. Key development partners started assisting the country as early as 1994, particularly in structural reforms and macroeconomic stabilization (e.g., IMF provided the Enhanced Structural Adjustment Facility in July 1994, while ADB provided the Special Assistance in December 1994). Curbing inflation and reversing economic contraction were the government’s top priorities under its 1994 Concept of Economic and Social Development of the Kyrgyz Republic until 2000. Inflation in 1994 was 181% and remained double-digit during 1995–2000 (averaging 27.3%). GDP growth was negative (-20.1% in 1994 and -5.4% in 1995). In 1996, the government drafted the country’s development roadmap—the Indicative Social-Economic Plan for 1996–1998 and the

Economic Strategy (1996–2005)—focusing on (i) building a competitive market system, (ii) public sector reforms, and (iii) PSD. Priority sectors were infrastructure, enterprise sector, natural resource management, human development and social services, and public administration. During this period, there was a substantial reversal in GDP growth from -5.4% in 1995 to 7.1% in 1996 (averaging 5.6% per annum in 1996– 2000). Inflation turned single-digit beginning 2001.

Focus was on sustainable growth and poverty reduction  

Continued focus on poverty reduction and key sectors for growth 

Early 2000s–Mid-2000s. In the early 2000s, as inflation eased and the economy 15. began expanding, the government started to focus on sustainable growth and poverty

reduction the overarching objective in thefor long-term Comprehensive Development Frameworkas (CDF) of the Kyrgyz Republic 2001–2010, with a three-pronged approach: (i) forming an effective and transparent state, (ii) building a fair society, and (iii) promoting sustainable economic growth. In 2002, the National Poverty Reduction Strategy 17 (NPRS) was adopted to serve as the country’s medium-term development plan for 2003–2005 to implement the CDF, aimed at expanding annual GDP by 5%, reducing poverty from 55% in 1999 to 39% in 2005, and increasing annual gross domestic private investment from 10% of GDP to 20% (only the first of which was generally achieved during the NPRS period). The NPRS focused on (i) private sector-led growth; (ii) governance and transparency in public administration (e.g., through reforms of public administration, decentralization and local self-governance, establishment of effective civil service, and reforms of public financial management and  judicial system); and (iii) human development. Priority sectors included transport, energy, mining, and tourism. During this period, since the country’s external debt had reached an unsustainable level (averaging 100% of GDP annually), there was a substantial shift from loan to grant funding provided by development partners, including ADB, which started to provide grant support in 2005.   Mid-2000s–2010.   In 2006, the government adopted a new Poverty Reduction 16. Strategy, which became the Country Development Strategy (CDS) for 2007–2010, with environmental sustainability added as a new objective. Additional priority sectors included finance, education, and health, while mining and tourism were taken out. The MDGs were also identified as priorities. In 2009, the government approved a revised 17

  Government of the Kyrgyz Republic. 2002. Kyrgyz Republic: National Poverty Reduction Strategy 2003–  2005 . Bishkek.

 

Country Context, Government Strategies, and ADB Support  11 CDS for 2009–2011 as the country’s medium-term development strategy. The strategic development goal of the new CDS is “improvement of quality of life through improving the quality of economic growth, management, and environment.” The new CDS recognizes the role of the energy sector as an engine of growth, PSD, the need for good governance and a favorable investment climate, and the role of the agriculture sector in output and employment. It also addresses the risks from changes in the world economy, and the lack of food and energy security. Average GDP growth during the CDS period (2007–2010) was about 5%, while the poverty incidence remained high, declining only slightly from 35% to 34%. Appendix 3 summarizes the priorities of various government development strategies and plans by sector/area. 2011–Present.  The new government developed the Medium-Term Development 17. Program (2012–2014) with an emphasis on security and governance reforms. Other areas of emphasis included finance and PSD, social development, food and energy security, mining, postconflict recovery, and reconstruction of the south. Improved governance has been adopted as a main theme of the new government’s reform programs. Supervisory councils, which include members from civil society, have been included in sector ministries and agencies to encourage greater transparency in

Emphasis is on food and energy security and governance

decision making and resource allocation. Restoring macroeconomic stability, by bringing inflation and the budget deficit under control, is also of high priority, and is being supported by the IMF’s External Credit Facility and budget support from several development partners.

C.

reforms 

ADB’s Country Strategies and Support Programs

18. This section describes ADB’s country strategies and support programs to the Kyrgyz Republic to provide necessary information for subsequent assessment of their performance in Chapters IV and V. First Period:  The  1996–2003 COS.  The Kyrgyz Republic joined ADB on 13 April 19. 1994. ADB operations in the country began before ADB’s first country strategy was prepared, with the approval of a small-scale ADTA in September 1994 to familiarize the government with ADB policies and procedures. The first ADB loan to the country was approved in December 1994 to support the government’s macroeconomic stabilization and structural reform program. 18 The strategic pillars/objectives of the 1996–2003 COS were to (i) support reforms, (ii) encourage private sector-led growth, and (iii) foster human/social development (Appendix 4). The initial focus of ADB’s country assistance program was to help establish a market-oriented economy through projects and programs in ANR, finance/PSD, PSM, transport, and the social sectors.   20. Second Period: The  2004–2006 CSP.  ADB's resident mission in the Kyrgyz Republic was established in April 2000. Thereafter, ADB operations in the country grew

with the preparation of a new was approved in 2003. The overall strategic objective of this 2004–2006 CSPCSP, waswhich poverty reduction through—again—(i) promoting private sector-led growth, and (ii) selective support of human development (Appendix 4). This was to be supported by a program mostly in the same sectors as before: ANR, finance/PSD, transport corridor, and the social sectors. However, PSM was dropped from the program.

ADB’s first strategy period focused on marketoriented reforms  Second strategy period focused on increasing inclusiveness 

21. Third Period: The  2007–2010 JCSS.  ADB’s current country strategy for the Kyrgyz Republic is part of the 2007–2010 JCSS, which was prepared with several 18

  ADB. 1994. Special Assistance . Manila. (Loan 1342-KGZ).

 

12

Evolving Transition to a Market Economy  

Third strategy period focused on strengthening regional cooperation, among others 

Over 2007–2011 ADB ranked as the top multilateral

bilateral and multilateral partners. 19 It is broad ranging and aligned with the government’s 2007–2010 CDS. Its strategic pillars/objectives are to (i) contribute to robust and sustainable economic growth, and (ii) attain poverty reduction and other MDGs (Appendix 4). Within the JCSS, ADB’s program was to be selectively focused on the following sectors: transport and communications, ANR, and education; and the following cross-cutting themes: PSD, regional cooperation and integration, and environmental sustainability. Health was no longer supported, while PSM was restored through a tax administration reform. A COBP for 2011–2012 identified operations in transport, urban sector development, energy, and PSM.  

D.

Roles of and Coordination among Key Development Partners

22.

A large number of development agencies support operations in the Kyrgyz

Republic, including (i) multilateral agencies, such as ADB, EBRD, the European Union, IMF, the Islamic Development Bank, United Nations agencies, and the World Bank; (ii) bilateral agencies, such as the PRC, Germany, Japan, Switzerland, United Kingdom, and United States; and (iii) nongovernment organizations (NGOs), such as the Aga Khan Development Network and the Soros Foundation. Table A5.1 (Appendix 5) shows the

agency in cumulative loan disbursements  

By sector, ADB’s role has been the largest in transport and education  

relative important roles of development partners measured by cumulative disbursements of loans and grants over the past 5 years (2007–2011). 20 During this period, loans accounted for 61% of the cumulative disbursements by all development partners, whereas grants accounted for 39%. For loans and grants combined, the PRC has emerged as the biggest partner (contributing 33%), followed by the World Bank (29%) and ADB (25%). For loans alone, while the PRC has had the largest cumulative disbursements (53%), ADB’s role has been the biggest among multilateral agencies (21%), significantly larger than other multilateral development banks such as the World Bank (12%) and the Islamic Development Bank (8%).   23. Table A5.2 (Appendix 5) shows cumulative commitments of development partners by sector and overall for 1994–2009, 21 during which the World Bank and ADB were the biggest contributors, accounting for 37% and and 31%, respectively. By sector, ADB’s role has been the largest in transport (68% vs. 14% by the World Bank) and education (47% vs. 29% by the World Bank), whereas the World Bank’s role has been the largest in energy (51% vs. 9% by ADB), ANR (44% vs. 34% by ADB), PSM (48% vs. 30% by ADB), and health (37% vs. 6% by ADB). In finance/PSD and WSS and urban development, the roles of ADB and the World Bank have been almost the same (about 25% and 45%, respectively). In summary, ADB’s major sectors include transport, education, ANR, finance/PSD, and PSM, whereas those of the World Bank include energy, PSM, ANR/rural development, finance/PSD/industry, and health. EBRD is the largest multilateral source of private sector financing, and has financed close to $1 billion for projects in mining, microfinance, urban WSS, banking, and trade. Among the partners that have cooperated directly with ADB, Germany’s KfW is active in urban WSS, credit lines for the private sector and housing finance, energy, and health. The Japan   19

Including Swiss Development Cooperation, the United Kingdom’s Department for International Development, United Nations agencies, and the World Bank. The European Commission, Germany’s KfW, and IMF later joined the JCSS. 20  The data i n this table were official data provided by the government’s Ministry of Finance and regrouped/recalculated by the CAPE. The government did not provide data of support by the Russian Federation which also accounts for a large part of external assistance to the country. 21  The data in this table differ from those in Table A5.1 in that this table is based on cumulative commitments during 1994–2009, whereas Table A5.1 is based on cumulative disbursements during 2007–2011 (since there were no data from Table A5.1 available by sector). Because the PRC has only recently been providing support to the country, its share is not reflected in this table. Support from the Russian Federation is also not reflected in this table. 

 

Country Context, Government Strategies, and ADB Support  13 Bank for International Cooperation provided support in portions of the Bishkek-Osh Rehabilitation Project and the construction of the Bishkek Manas International Airport. The European Commission focuses on rural development, governance, economic reforms, and the social sectors. ADB coordinated closely with many development partners who helped cofinance a number of ADB projects (Table A5.3, Appendix 5). Detailed roles of other partners are provided in Table A5.4 (Appendix 5). 24. The small size of the Kyrgyz Republic has helped encourage close ties among development partners. The Development Partner Coordination Council, which includes ADB, was formed in 2004. It meets monthly and has 21 members at present, with a coordinator hired using contributions by members. In addition, there are several sectorand theme-specific donor working groups which meet regularly as needed. ADB cochairs the Energy Working Group with the United States Agency for International

ADB, World Bank, and Japan coordinated their transport

Development, andBank, the Water Group with the Swiss Development Cooperation. ADB, the World and Working the Japan International Cooperation Agency agreed to coordinate activities in the transport sector in Central Asian countries and hold a number of meetings on the Kyrgyz transport sector. ADB financed the preparation of the Transport Master Plan. The government has been actively involved in aid

sector activities in Central Asian countries 

coordination. The Kyrgyz Republic was selected as a pilot country during the February 2003 Rome Conference on Harmonization. In 2005, the government approved the National Action Plan on Aid Delivery Harmonization and Alignment. 22 The plan called for (i) aid delivery harmonization and alignment at the levels of national strategies and programs, (ii) financial management harmonization, (iii) procurement harmonization, and (iv) project management and implementation harmonization. Since then, key development partners have made good progress in harmonizing monitoring and reporting requirements and procurement procedures, sharing project implementation/management units (PIUs/PMUs), and conducting joint portfolio reviews. ADB and the World Bank have harmonized their procurement documentation. In addition, ADB, the World Bank, and other key development partners jointly prepared the JCSS.   25. After the political and ethnic upheavals in April and June of 2010, and at the request of the government, a Joint Economic Assessment (JEA) was prepared by ADB, IMF, and the World Bank, with participation of some multilateral agencies. The JEA identified the need for more than $1 billion in emergency reconstruction assistance to be allocated to meet essential public expenditures and services, to address the immediate needs of the internally displaced, and to rebuild the destroyed buildings and infrastructure. The JEA served as the basis for an aid conference in July 2010, where development partners pledged a total of $1.1 billion in emergency assistance. It has also served as the foundation for the government’s 2011 reconstruction strategy and for a series of multipartner emergency operations.

22

National Action Plan on Aid Delivery and Harmonization approved in 2005  JEA identified need for more than 1 billion in reconstruction assistance 

 Government of the Kyrgyz Republic. 2005. Kyrgyz Republic: National Action Plan on Aid Delivery Harmonization and Alignment . Bishkek.

 

 

CHAPTER 3

Methodology A.

Evaluation Framework

26.

The methodology used in this CAPE follows the Revised CAPE Guidelines , 23

consisting evaluation and method. The CAPE framework of is in Appendixframework, 6, showingapproach, how ADB’s country strategies and evaluation assistance programs are evaluated under each of the six criteria (strategic positioning, program relevance, efficiency, effectiveness, sustainability, and development impacts linked to the CSP pillars/objectives) and their corresponding subcriteria. The first criterion

assesses the strategic positioning of ADB’s country strategies to the Kyrgyz Republic during 1994–2010, whereas the other five criteria assess the performance of ADB’s cumulative assistance programs (consisting of loans, grants, and ADTA) over the same period.  

B. CAPE approach answers two types of questions: (i) evaluationrelated questions based on the six criteria and (ii) countryspecific questions in addressing major constraints to achieve the

Evaluation Approach: Key Evaluation Questions

27. The approach of the Revised CAPE Guidelines   to assess the performance of ADB’s country strategies and assistance programs has been to answer two types of questions: (i) evaluation-related questions, and (ii) country-specific questions. 28. Evaluation-related Questions.  The CAPE will answer the following questions, using the six evaluation criteria to assess the performance of ADB’s country strategies and assistance programs in each sector and overall in the three country strategies’ periods combined:

CSP objectives

(i) 

Strategic Positioning: Were ADB’s country and sector strategies doing the right things (right choices?) (i.e., were ADB’s CSP strategic objectives/pillars relevant/responsive to the Kyrgyz Republic’s major constraints or priority needs of the government strategies; and were ADB’s country strategies well designed in terms of focus on certain sectors/areas, as per Strategy 2020, with proper intersector linkages to reinforce higher cross-sectoral outcomes and impacts, long-term continuity, partnerships, and modalities)?

(ii) 

Program Relevance:  Were ADB’s country assistance programs, as delivered, relevant to the CSP strategic objectives and the Kyrgyz Republic’s priority needs in each sector, and were key projects in each sector technically well designed and innovative?

(iii) 

Efficiency:   Were key projects in each sector under ADB’s cumulative assistance programs implemented efficiently?

23

 IED. 2010. Revised Guidelines for the Preparation of Country Assistance Program Evaluations . Manila: ADB.

 

 Methodology (iv) 

Effectiveness: Were key projects in each sector under ADB’s cumulative assistance programs doing things right (done right?) by achieving sector outcomes as planned?

(v) 

Sustainability:   Are the outputs and outcomes from ADB’s cumulative support in each sector likely to be sustained financially and institutionally?

(vi) 

Development Impacts and Link to the CSP Objectives/Pillars:  Have the sector outcomes from ADB’s cumulative support in each sector contributed to the Kyrgyz Republic’s achievement of development impacts (e.g., sustainable growth, poverty reduction, and other MDGs achievement), linked to the CSP objectives?

Country-specific Questions.  The CAPE will use mainly (i) the strategic 29. positioning criterion to answer whether ADB’s three country strategies were doing the right things in terms of identifying the right strategic objectives/pillars and focusing on the right sectors, with proper intersector linkages; and (ii) the results-related criteria,

15

such as the effectiveness/outcomes and development impacts criteria, to answer whether ADB’s assistance programs have done things right in terms of helping address the country’s major constraints, and facilitate the transition process to achieve the CSP strategic objectives in each of the three periods and overall. A results chain is prepared to trace sector outcomes (under the effectiveness criterion) linked to development impacts, and finally to the CSP objectives under each of the three periods and overall.

C.

Evaluation Method and Limitations

30. Method.  The Revised CAPE Guidelines   propose the use of a triangulation method. This consists of a combination of quantitative and qualitative analyses, using both primary and secondary sources of data and information to form a meta evaluation, as follows: (i) primary data collected by the CAPE Mission in March 2012, based on focus group discussions and interviews with key government and executing agency staff, ADB’s Resident Mission staff, and other stakeholders; (ii) secondary data sources from IED’s sector assessments of six key sectors for the Kyrgyz Republic, project/program completion validation reports (PVRs), project/program performance evaluation reports (PPERs), and relevant special evaluation studies; and (iii) other secondary data sources from some documents—ADB’s country strategies, assistance programs, reports and recommendations of the President, technical assistance (TA) papers, economic and sector work, back-to-office reports, project/program completion reports (PCRs), technical assistance completion reports (TCRs), government documents, and other relevant sources of documents. Limitations. The assessments of the performance of ADB’s cumulative 31. assistance in the six key sectors were undertaken in 2011 by the six sector assessments and were limited to projects and programs (and ADTA) that have been completed for which PCRs, PVRs, and/or PPERs (and TCRs) are available; and to projects and programs that were in the mature stage of implementation. Some updated data and information were collected during the CAPE Mission in March 2012. Neither the sector assessments nor the CAPE carried out any rigorous impact evaluation; hence estimates of the impacts of ADB assistance are in terms of contributions, rather than attribution, as it is difficult to disentangle the results of ADB support from those of others.

Triangulation method was used in this CAPE 

Estimates of impacts are in terms of contribution rather than attribution 

 

 

CHAPTER 4

Performance of ADB Support in Achieving the Country Strategy Objectives 32. This chapter assesses the performance of ADB’s country strategies and assistance programs under each of the three periods in addressing the Kyrgyz

Republic’s major constraints and facilitating the transition process linked to the CSP pillars/objectives in the respective periods, in Sections B–D, respectively. Overall assessment of the three periods combined is in Section E and summarized in Chapter VI. However, prior to the assessment, the CAPE’s overall coverage is explained first (in Section A below) to provide sufficient background for the assessment.

A. Overall support in the three periods included 49 loans and grants and 52 ADTA

Transport has been the biggest sector for loans and grants  A major part of ADTA operations has gone to public sector management

CAPE’s Overall Coverage (1994–2010)

33. Overall support in the three periods mentioned (1994–2003, 2004–2006, and 2007–2010) included 49 project and program/policy-based loans and grants (totaling $1.0 billion) and 52 ADTA operations (totaling $28.2 million), approved during 1994– 2010. A list of overall loans and grants is in Table A7.1 (Appendix 7), and a list of ADTA operations is in Table A7.2. 24  Of the 49 projects and programs, 41 were investment projects and 8 were programs. 25 ADB’s financing started out as loans, but as the country’s public debt situation reached a critical level in the early 2000s, there was a pronounced shift from loan to grant funding. The first ADF grant project was approved in 2005 in the education sector, and the number of grant projects increased markedly during the 2007–2010 JCSS. Of the 49 approved projects and programs, 31 included ADF loans for $736.2 million, 13 included ADF grants for $250.1 million, and 5 were based on JFPR grants for $18.7 million.    34. Figure 4 and Table 3 (in the total column of loans and grants) show that the major sector for loans and grants has been transport (29%), followed by multisector (22%) (which included the first special loan to the country, emergency support related to natural disasters, and community-based infrastructure—mainly rural WSS). Other sectors had 10% or less. Figure 5 and Table 3 show that the situation has been very different for ADTA; the major part of which has gone to PSM (33%), followed by ANR (26%), finance/PSD (14%), and transport and the social sectors (12% each); whereas multisector has received 2% and energy 1%. This shows that the ADTA and loan/grant programs have gone different ways, and that the lack of project financing has

24 25

For each of the three periods, lists of loans and grants and of ADTA are in Tables A7.3–A7.8 (Appendix 7).   Of the eight program loans (totaling $212 million), one was in ANR ($40 million), four in finance/PSD (totaling $78 million), two in PSM (totaling $75 million), and one in education ($19 million).

 

Performance of ADB Support in Achieving the Country Strategy Objectives  17 sometimes been compensated for by more ADTA funding for capacity development and policy advice.

Figure 4: Sector Shares of Loans and Grants In Three Periods Combined (1994–2010, in %)

ANR = agriculture and natural resources, Dev. = development, PSD = private sector development, PSM = public sector management.  Source: Summarized from Table A7.1 (Appendix 7).  

Figure 5: Sector Shares of ADTA in Three Periods Combined (1994−2010, in )  Urban Sector Dev. 0%

Transport 12%

ANR 26%

Health 6% Education 6%

Energy 1% Finance/PSD 14%

PSM 33%

Multisector 2% ADTA advisory technical assistance, ANR =development, agriculture and resources,   sector Dev. == development, PSD = private sector PSMnatural = public management.

Source: Summarized from Table A7.2 (Appendix 7).

 

18

Evolving Transition to a Market Economy   Table 3: Composition of Loans, Grants, and ADTA by Sector in Three Periods and Overall (1994–2010, in $ million and %) L o an s an d G r an ts Sector

ANR Energy Finance/PSD Multisector

1 9 9 4 – 20 20 0 3 2 0 0 4 – 20 20 0 6 2 0 0 7 – 20 20 1 0

ADTA T ot ot al al

T o tal L o an s G ran t s an d A D T A

1994– 2 20 003 2004– 2 20 006 2007– 2 20 010

To ott al al

1 9 9 4 – 20 20 0 3 2 0 0 4 – 20 20 0 6 2 0 0 7 – 20 20 1 0

T ot ot al al

76.0

1.0

20.0

97.0

5.8

1.4

-

7.3

81.8

2.4

20.0

104.3

14%

1%

5%

10%

26%

32%

-

26%

15%

3%

5%

10%

30.0

-

44.8

74.8

0.3

-

-

0.3

30.3

-

44.8

75.1

6%

-

11%

7%

1%

-

-

1%

5%

-

11%

7%

63.5

23.0

17.4

103.9

3.0

1.1

-

4.1

66.5

24.1

17.4

108.0

12%

30%

4%

10%

13%

24%

-

14%

12%

29%

4%

10%

86.0

1.0

130.0

217.0

0.7

-

-

0.7

86.7

1.0

130.0

217.7

16%

1%

33%

22%

3%

-

-

2%

16%

1%

33%

21%

PSM

79.0 15%

-

10.0 3%

89.0 9%

7.3 32%

0.7 15%

1.2 100%

9.2 33%

86.3 16%

0.7 1%

11.2 3%

98.2 1 0%

Education

32.7

19.0

23.7

75.4

1.8

-

-

1.8

34.5

19.0

23.7

77.2

6%

24%

6%

8%

8%

-

-

6%

6%

23%

6%

7%

Health

20.5

1.0

-

21.5

1.1

0.5

-

1.6

21.6

1.5

-

23.1

Transport Urban Sec tor Dev.

4%

1%

-

2%

145.0

32.8

118.6

296.4

27%

42%

30%

29%

5%

11%

-

6%

4%

2%

-

2%

2.5

0.8

11%

18%

-

3.3

147.5

33.6

118.6

299.7

-

12%

27%

41%

30%

29%

-

-

30.0

30.0

-

-

-

-

-

-

30.0

30.0

-

-

8%

3%

-

-

-

-

-

-

8%

3%

All Sectors

532.7

77.8

394.5

  1,005.0

22.5

4.5

1.2

28.2

555.2

82.3

395.7

  1,033.2

Total % by Period

53%

8%

39%

100%

80%

16%

4%

100%

54%

8%

38%

100%

Total Amount of

- = zero, ADTA = advisory technical assistance, ANR = agriculture and natural natural resources, Dev. = development, PSD = p rivate sector development, PSM = public sector management. Source: Summarized Summarized from Tabl es A7.1 and A7.2 (Appendix 7).

B. The 1996–2003 COS objectives included supporting reforms, encouraging private sector-led growth, and fostering human/social development 

First Country Strategy Period (1994–2003)

35. In the first period of ADB assistance, the key strategic direction was to help build a market economy under the three strategic pillars/objectives: (i) supporting reforms, (ii) encouraging private-sector led growth, and (iii) fostering human/social development. The COS strategic positioning, in terms of its pillars/objectives, was highly relevant to the country’s priority needs and to the government’s 1996–1998 Indicative Social-Economic Plan, which focused on (i) building a competitive market system, (ii) public sector reform, and (ii) PSD. It was also highly relevant to ADB’s corporate strategy at that time (i.e., the 1995–1998 Medium-Term Strategic Framework), which focused on economic growth, human resource development, poverty reduction, women in development, and environmental protection. Over the three periods combined, much of the ADB support to the Kyrgyz Republic was concentrated in the first period (53% of the total loans and grants and 80% of the total ADTA) (see the last row of Table 3). This reflected ADB’s early/timely responses to the country’s urgent needs to transform itself into a market economy, and to the country’s postdisaster emergency needs. 36. Since much of the ADB support was concentrated in the first period, the sector shares for both lending assistance and nonlending ADTA in the first period did not differ much from those in the three periods combined (see the first and last bar charts of Figure 6 for loans and grants, and Figure 7 for ADTA). That is, the major sector for loans and grants has been transport (almost 30% both in the first period and in the three periods combined), reflecting ADB’s attempt to support infrastructure needed to

 

Performance of ADB Support in Achieving the Country Strategy Objectives  19 stimulate growth and to reduce geographical constraints. The relatively high multisector lending shares (16% in the first period and 22% in the three periods combined) reflected ADB’s attempt to address the country’s vulnerability to natural disasters through emergency response assistance, although community-based infrastructure or the rural WSS subsector was also included under multisector. The major sector for ADTA has been PSM (about 30% both in the first period and in the three periods combined), reflecting ADB’s attempt to overcome weak institutions and governance through advisory and capacity development-oriented work and to introduce reforms needed for a market economy. Figure Figure 6: Sector Sector Shares of Loans and Grants in Three Periods Periods and Overall (1994 (1994−2010) −2010) (in %) 100% 90%

Urban Sector Urban Dev. Transport

80%

Figure 7: Sector Shares of ADTA in T Three hree Periods Chart Title and Overall (1994−2010) (1994 −2010) (in %) 100% 90%

Transport

80% Health

Health 70%

70%

Education

Education

60%

60% PSM

50%

50%

PSM

40%

Multisector 

40%

Multisector 

30%

Finance/PSD

30%

Finance/PSD

20%

Energy

20%

10%

 ANR

Energy

10%  ANR 0%

0% 1994− 1994− 2003

2004− 2004− 2006

2007− 2007− 2010

1994− 1994− 2010

 ANR = agricult ure and nat ural res ources , Dev . = developmen t, PSD = private private sector de develop velopment, ment, PSM = pub public lic sector management. management. Source: Summarized Summarized from Table Table A7.1 (Appendix (Appendix 7).

1994− 1994− 2003

2004− 2004− 2006

2007− 2007− 2010

1994− 1994− 2010

 ADTA = advisory tec hnical assis tance, ANR = agric ulture and nat ural resources, PSD = p private rivate sector devel development, opment, PSM = public sector management. Source: Summariz Summarized ed from Ta Table ble A7.2 (Appen (Appendix dix 7).

37. In the first period alone, lending to the transport sector consisted of a series of road rehabilitation projects to ensure long-term continuity in addressing the country’s connectivity constraints and facilitating economic growth and the transition process. This was followed by multisector (16%), PSM (15%), ANR (14%), finance/PSD (12%), the social sectors (education and health combined, 10%), and energy (6%). Since ADB assistance in the first period was spread rather thinly, covering too many sectors/subsectors (including the rural WSS subsector classified under multisector), the CAPE assesses the COS strategic positioning in this first period as satisfactory , rather than highly satisfactory, despite the high relevance (para. 35) of the COS pillars/objectives and the continuity in improving the country’s road network and connectivity.

CAPE assesses the COS strategic positioning in the first period

38. The performance of ADB support in contributing to the three COS pillars/objectives combined in this first period was satisfactory , with generally positive results under the three COS pillars, as shown in a results chain (Figure A8.1, Appendix 8) linking contributions of ADB’s sector outcomes to the country’s achievement of development impacts with the three COS pillars/objectives: (i) supporting reforms, (ii) encouraging private sector-led growth, and (iii) fostering human/social development. Institutional development effects and gender effects are also shown as part of the outcome/impact indicators in some sectors in Figure A8.1 (Appendix 8).

ADB support to the COS objectives in the first period was

satisfactory  

satisfactory  

 

20

Evolving Transition to a Market Economy  

C.

Second Country Strategy Period (2004–2006)

The 2004–2006 CSP objectives included promoting private sector-led growth, and supporting human

39. In the second period of ADB support, the key strategic direction of the 2004– 2006 CSP was to help strengthen inclusiveness under the overall strategic pillar/objective of reducing poverty through (i) promoting private sector-led growth, and (ii) selective support for human development. The CSP strategic positioning was highly relevant to the country’s priority needs and to the government’s plan at that time (i.e., the 2003–2005 NPRS), which focused on poverty reduction through inclusive private sector-led growth. It was also highly relevant to ADB’s corporate strategies at that time (the 1999 Povery Reduction Strategy and the 2001–2015 Long-Term Strategic Framework), focusing on pro-poor growth, inclusive social development, and good governance.

development  

40. Table 3 shows, however, that ADB support in the second period constituted only 8% of all loans and grants and 16% of all ADTA. Figures 6 and 7 show that ADB support in the second period became more focused, especially on transport (42% for loans and grants, and 18% for ADTA) and finance/PSD (30% for loans and grants, and

CAPE assesses

CSP’s strategic positioning in the second period highly satisfactory  and assesses ADB support satisfactory  

24% for ADTA) to continue promoting private sector led growth. A secondary focus was on the social sectors (25% for education and health combined for loans and grants, and 11% for ADTA), to make the growth more inclusive. Also, ADB initiated innovative poverty-related, disaster risk reduction support (under multisector) through a JFPR grant to help the poor prepare for natural disasters. Unlike ADB’s postdisaster emergency rehabilitation support, this was a first step aimed at building the institutional capacity of the government and local communities to minimize the risks of natural disasters. Civil society and other stakeholders (e.g., the World Bank) were extensively engaged. Thus, the CSP’s strategic positioning in the second period was highly  satisfactory . 41. The CAPE finds ADB support for contributing to the two CSP pillars/objectives combined in the second period satisfactory , as shown in a results chain (Figure A8.2, Appendix 8) linking contributions of ADB’s sector outcomes to the country’s achievement of development impacts with the two CSP pillars/objectives: (i) promoting private sector-led growth, and (ii) selective support of human development. Institutional development effects and gender effects are also shown as part of the outcome/impact indicators in some sectors in Figure A8.2 (Appendix 8).

D. The 2007–2010 JCSS objectives included contributing to sustainable growth and attaining poverty reduction and other MDGs 

Third Country Strategy Period (2007–2010)

42. The key strategic direction of the 2007–2010 JCSS focused on promoting regional cooperation and integration under two strategic pillars/objectives: (i) contributing to sustainable growth, and (ii) attaining poverty reduction and other MDGs. The JCSS strategic positioning was highly relevant to the country’s priority needs. It was also highly relevant to the government’s 2007–2010 CDS and 2009–2011 revised CDS, which focused on improving the quality of life through the quality of growth and environment. It was also highly relevant to the ADB Strategy 2020 objectives and was a good initiative to enhance partnership. Within the education sector, there was a shift from the basic education subsector to the vocational education and skills development subsector, which is appropriate for two reasons: (i) it will help the inclusiveness of growth by providing necessary skills to enhance employability for adults and out-ofschool youths; and (ii) it divides responsibilities with other key development partners, such as the World Bank, which will continue supporting basic education with other partners. The JCSS was jointly prepared in partnership with other key partners (footnote 19).

 

Performance of ADB Support in Achieving the Country Strategy Objectives  21

43. Table 3 shows that ADB support in the third period constituted 39% of all loans and grants and only 4% of all ADTA. Figure 6 shows that ADB support spread into many sectors/subsectors like in the first period, including the rural WSS subsector (classified under multisector), with a supplementary grant provided to the earlier lowperforming project initiated in the first period. The JCSS’ strategic positioning is considered satisfactory , due to the high relevance of the JCSS pillars/objectives and the  joint JCSS preparation with other key partners despite some design shortcomings.

JCSS’ strategic positioning is considered

44. The CAPE finds ADB support in contributing to the two JCSS pillars/objectives combined in the third period likely satisfactory, since many projects are still ongoing but with generally good progress (except for the supplementary grant in rural WSS, which has been suspended by ADB due to financial and procurement irregularities), as

ADB support to the JCSS objectives in

shown in ato results chain (Figure A8.3, Appendix 8) linking contributions ADB’s outcomes the country’s achievement of development impacts withofthe twosector JCSS pillars/objectives: (i) achieving private sector-led sustainable growth, and (ii) attaining poverty reduction and other MDGs. Institutional development effects and gender effects are also shown as part of the outcome/impact indicators in some sectors in

the third period is likely satisfactory in

satisfactory  

Figure A8.3 (Appendix 8).

E.

Three Periods Combined (1994–2010)

view of many ongoing projects with good progress 

45. For the three periods combined, the CAPE assesses the overall performance of ADB’s country strategies and programs as successful,  with satisfactory   strategic positioning, and satisfactory   support programs in addressing the country’s major constraints and facilitating the transition process to achieve the CSP pillars/objectives, as summarized in Chapter VI (Section B) and in Figure A8.4 (Appendix 8).

 

 

CHAPTER 5

Performance of ADB Support under the Six Evaluation Criteria 46.

While the focus of the previous chapter was to answer country-specific

questions, the focus of this chapter is to answer evaluation-related questions under the six criteria (strategic positioning, program relevance, efficiency, effectiveness, sustainability, and development impacts) in terms of integrated sector assessment.

A. 

Strategic Positioning

47. The assessment of strategic positioning considers how well ADB’s country strategies were positioned, based on five subcriteria: (i) relevance/responsiveness to the government’s development priorities in addressing the country’s binding and nonbinding constraints; (ii) focus on ADB’s comparative advantage sectors/areas in relation to ADB’s Strategy 2020, with proper sector(iii)linkages mutually ofreinforce complementary cross-sectoral outcomes/impacts; long-termtocontinuity support or internal coherence in certain sectors/areas, with appropriate instruments/modalities; (iv) partnerships with other development partners or external coherence in certain sectors/areas to increase synergies; and (v) design quality of the country strategies’ results frameworks and of sector strategies (e,g., attention to addressing sustainability prospects during the design stage). The allocations by sector for loans and grants and for ADTA are in Tables A7.1 and A7.2, respectively (Appendix 7).

ADB’s long-term continuity of support to transport is highly relevant to the  country’s needs

Transport. ADB’s strategic positioning in the transport sector is assessed as 48. satisfactory. Over the three strategic periods combined, ADB has been providing a series of seven loans and three grants 26 (Table A7.1, Appendix 7), and some ADTA support for policy and institutional reforms in the transport sector (Table A7.2, Appendix 7), accounting for about 30% of total ADB support over the entire period. This long-term continuity of support was highly relevant to the country’s needs and the government’s and ADB’s strategic priorities to overcome one of the country’s key major   26

 In the first period of ADB’s COS (1994–2003), ADB’s key support to improve the country’s road network included three projects to rehabilitate the Bishkek-Osh road to connect the north and south of the country where a large number of ethnic minorities live (see projects’ outcomes and contributions to development impacts in Figure A8.1, Appendix 8). The Bishkek-Osh road is the country’s main transport corridor as it (i) traverses four of the country’s seven regions; (ii) serves about half of the country’s population (75% of whom were extremely poor at the start of the first project); (iii) connects the country’s two major urban centers (which together account for over half of the country’s GDP and 80% of its industrial enterprises); and (iv) represents about one third of the total core regional road corridor network of the c ountry, linking to Uzbekistan and Tajikistan in the south, the PRC in the southeast, and Kazakhstan in the north. Poor maintenance from the FSU era had resulted in serious deterioration of many sections which were often subject to periodic closure in winter months due to unsafe traffic conditions.

 

Performance of ADB Support under the Six Evaluation Criteria  23 constraints to economic growth, posed by infrastructure bottlenecks, poor connectivity, and geographical isolation, all of which contributed to high transport costs. The breakup of the FSU rail system meant that roads would need to play a greater role in transport systems, and these needed to be developed despite a chronic shortage of funds. Early on, ADB recognized that there was a need for strategic investments, restructuring of sector institutions, and more sustainable financing of transport systems in all three periods of ADB’s country strategies. 27   National transport development strategies were also aligned with strategies developed, under the Central Asia Regional Economic Cooperation (CAREC), to improve transport and trade facilitation. 28 The government’s main sector development plans have been formulated with ADB support.   49. ADB has made appropriate use of a range of assistance instruments, with project financing investments and ADTA supporting policy/strategy formulation as well as capacity development. ADB hastobecome lead partner the attract sector andinstitutional has been able to leverage this position supportthe various reformsinand cofinancing in some projects. ADB support for regional projects through CAREC has enabled ADB to make use of its comparative advantage. However, while ADB’s transport strategies in the three periods were highly relevant, there were also some

design weaknesses in terms of inadequate attention to road maintenance. Efforts to earmark taxes for a road fund were never properly capitalized and its main revenue source, the company road tax, was cancelled in 2009. The targeted reforms were complex and far-reaching and would have required a longer time to come to fruition. The reforms should therefore have been pursued under a series of projects, rather than under the relatively short time span of an individual project. Finance/Private Sector Development. ADB’s strategic positioning in the 50. finance/PSD sector is assessed as satisfactory . Since the start of operations in the Kyrgyz Republic, ADB’s sector strategies have been closely aligned with the government’s strategic objectives of promoting the country’s transition from a command to a market-based economy and fostering private sector-led economic growth. The strategies of both the government and ADB also recognized that at the core of a market economy is a sound, efficient financial sector. ADB has recognized that reform in this area is a long-term process, and has supported a series of reform programs in financial sector development, investment climate improvement, and trade facilitation

27

ADB and government strategies recognized a sound, efficient financial sector as the core of a market economy 

 Another important road rehabilitation project in the first period of ADB’s COS (1994–2003) w was as the Almaty-Bishkek Regional Road Rehabilitation. It aimed to improve road efficiency and bring isolated domestic markets in Kazakhstan and the Kyrgyz Republic into one integrated regional market. It also aimed to promote economic growth through increased trade and access to economic mainstream, thus reducing

poverty; modernizing customs control; supporting the ratification and implementation of cross-border agreement; and improving the management of road safety and maintenance. It is an important regional road as it links between the road corridors that connect the Far East with Europe and the Fergana Valley with Russia. It is also important as it is part of the east-west corridor passing through the PRC’s Urumqui and the state capitals and most commercial centers in the Central Asian republics; and links t wo important north-south roads in Kazakhstan (Almaty-Astana) and the Kyrgyz Republic (Bishkek-Osh). 28  In the second period of ADB’s CSP (2004–2006), ADB supported the rehabilitation of part of the Southern Transport Corridor, where the majority of the poor live, to increase access to market, regional trade, economic growth, and poverty reduction. The rehabilitated road is part of a CAREC corridor that links the PRC, the Kyrgyz Republic, Tajikistan, and Uzbekistan; and connects the Bishkek-Osh road. It also extends southwards and westwards to Afghanistan and Tajikistan (see project’s outcomes and contributions to development impacts in Figure A8.2, Appendix 8). In the third period of ADB’s JCSS (2007–2010), ADB supported CAREC Regional Road Corridor I (projects 1 and 2) and CAREC Regional Road Corridor Improvement, all of which are still ongoing.

 

24

Evolving Transition to a Market Economy

ADB’s 2004 and 2007 country strategies were led by in-depth private sector assessments 

through regional customs cooperation and modernization 29 that were linked to capacity development assistance.   51. ADB’s 2004 and 2007 country strategies were guided by in-depth private sector assessments, and programs and TAs in this area have built on lessons from previous operations. ADB’s diagnosis has been generally sound and aimed at reforms that had high priority with the government (i.e., restoring confidence in the financial markets, facilitating regional trade, enhancing the regulatory environment for private investment, facilitating private sector participation in infrastructure development, and developing the financial markets). Support has been generally well phased, and a suitable range of assistance instruments has been deployed. Subsector activities have been generally well identified and sequenced, with the exception of the provision of a line of credit for rural credit cooperatives in the absence of an adequate policy or regulatory framework for the development credit unions, and sector. premature for capital development given theofstate of the financial ADB support has coordinated its market efforts well with other partners, with no evidence of duplication. The involvement and common stance of a number of development partners in policy dialogue related to

banking, trade, and investment climate reforms have helped move the reform agenda along.

ADB support focused on areas of corporate governance/ enterprise reform; tax administration reform; aid coordination and management;; and management strategic planning, monitoring, and economic policy 

52. Public Sector Management.  ADB’s strategic positioning in the PSM area is assessed as satisfactory, with the focus on four related areas: corporate governance/enterprise reform; tax administration reform; aid coordination and management; and strategic planning, monitoring, and economic policy. ADB’s sector strategies have been generally relevant to the priorities of successive government strategies, with the externally supported CDF for 2000–2010, and with the CDS for 2007–2010 and 2009–2011. ADB did identify and work over an extended period of time on a number of important areas within the greater PSM universe, and ADB support was broadly consistent with the evolving approach to PSM support. However, while the government has emphasized various aspects of improved PSM over the past 2 decades, the lack of a coherent and properly sequenced strategies for PSM reform meant that ADB and other partners’ interventions in this area tended to be ad hoc and intermittent. ADB has deployed different instruments to support reform and capacity development in the PSM area. 53. ADB’s PSM portfolio between 1994 and 2010 included two program loans, one project, one grant, and a large number of ADTA operations, many of which are standalone and not well integrated with the lending program. Support for PSM was substantial in the early years of ADB’s engagement, but declined significantly since 2004. In the early years of the transition process, ADB’s PSM support was focused on building the legal and regulatory institutions in support of the private sector and on contributing to the privatization of SOEs. This was in line with the government’s Concept of Economic and Social Development of the Kyrgyz Republic untilsector. 2000, At which gave primacy to reforming the state to create the rudiments of a private the same time, while ADB and World Bank operations came to dominate public borrowing, ADB provided support to build government capacity to utilize international financial institution resources, assisted the government in formulating a national development strategy, and then helped the government to develop its public investment program (PIP). In the economic policy area, ADB assisted the government to build its fiscal and monetary policy capacities and then to develop an oblast   (province) level monitoring 29

 Support for customs cooperation and modernization could also be classified under the PSM sector since it also contributed to increased government revenue. But the CAPE classifies it under the finance/PSD sector due to its nature of helping facilitate regional trade and services.

 

Performance of ADB Support under the Six Evaluation Criteria  25 system linked to the country-level monitoring for the NPRS. A full-fledged governance assessment was undertaken in 2003, which improved ADB’s and other stakeholders’ understanding of the governance situation. 54. With the change of government in 2005, the emphasis of ADB’s PSM support shifted to improving the governance of the private sector. Assistance was provided for tax reform, in an effort to combat corruption and improve public administration. Throughout this time, there was collaboration with other partners in the formulation of the CDF and the 2007 JCSS and in the specific PSM areas in which ADB was engaged. There is little evidence, however, that ADB took into consideration the government’s limited absorptive capacity, the challenges created by frequent turnover of senior government staff, the mounting public debt, and insufficient restraints on corruption and abuse of authority throughout all levels of government. ADB assistance in the PSM

There is little evidence that ADB looked into the government’s limited absorptive

area tended start and stop, Currently, undermining the long-term continuity needed to sustain reforms and to develop capacity. ADB has no strategy for either engaging in or disengaging from support in any of its PSM areas of concentration. While results were tracked at an activity level, what ADB was endeavoring to accomplish at a more

capacity and challenges created by

strategic level in the PSM area was neither targeted nor tracked. 55. Agriculture and Natural Resources. ADB’s strategic positioning in the ANR sector is assessed as less than satisfactory . ADB’s initial sector diagnosis was broadly correct, with a recognition that ANR plays an important safety net function, and that with reform, the sector could have significant potential for growth and employment creation. In line with a series of government sector strategies and policies, this led to an initial emphasis on land privatization, market liberalization, extension service development, and irrigation modernization. Thereafter, under the JCSS (2007–2010), the emphasis switched to commercialization, diversification of agricultural production, environmental sustainability, and export promotion. ADB’s comparative advantage, geographical focus, sequencing of assistance, and development consultations with major stakeholders were satisfactory.

high turnover of senior government staff 

56. The positioning of ADB support has, however, deteriorated in recent years since ADB changed course, with the cancellation of the Southern Agriculture Area Development Project (SAADP) in 2009, not in line with the JCSS. It was also not properly coordinated with other partners, especially the World Bank, which had partnered with ADB in support of the rehabilitation of on-farm irrigation, pasture management, and the strengthening of water user associations. In addition, the results-orientation of ADB support in the sector was inadequate. While a sector results framework was included in the JCSS, several indicators were too broad, others were unrealistic, and there were few indicators related to possible outcomes of ADB support.

ADB support deteriorated with the cancellation of the SAADP

Education.  ADB’s positioning in the education sector is assessed as satisfactory. 

ADB’s main support was towards a modern, costeffective, and sustainable education system 

57.

The main thrust ADB’s education support to assist cost-effective, the governmentand in transforming theof former educationsector system into was a modern, sustainable education system suitable for meeting the needs of a democratic and market-led society. This was fully consistent with the country’s needs and government priorities. ADB’s diagnosis saw the decline in human capital as an avoidable phenomenon, with severe implications for the long-term development of the country. A master plan for basic education was developed in the mid-1990s to minimize setbacks, while helping to build the long-term capability of the economy and society. ADB had seized quite well upon the issues of restructuring and the rationalization of the school system. Improvements in policy planning and efficiency were sound and well targeted.

 

26

Evolving Transition to a Market Economy

While others provide primary and secondary education support, ADB plans to support vocational and tertiary education

58. ADB moved strategically, addressing policy reforms, capacity development, and pedagogical reforms. ADB has assisted the government to prepare the Training and Master Plan for the country and has secured cofinancing for the basic education sector program. Support was provided for sector policy reform; for basic, secondary, and vocational education and skills development; and for improved access for children with special needs. And ADB has deployed a full array of instruments for assisting the education sector. ADB is currently processing the Second Vocational Education and Skills Development Project, which is included in the 2011 −2012 COBP. As set forth in the Education by 2020 Sector Operations Plan, ADB plans to take a lead in vocational and tertiary education, while a number of other development partners are supporting the primary and secondary education subsectors. Sector results indicators for the education sector were well defined in the projects, programs, and ADTA. These were linked to Review sector master then further reflected in the has 2003 Jointa Portfolio and theplans, JCSS which results were frameworks. Financing, however, been major education sector constraint.

ADB focus is on mother and child health, and early childhood development 

Satisfactory

positioning with early emphasis on enterprise reforms and recent emphasis on improving transport corridors and interregional connectivity 

59. Health.  In health, ADB s strategic positioning is assessed as satisfactory , with the focus on strengthening social services delivery to improve mother and child health; reducing neonatal mortality; and early childhood development both to improve child health and increase the potential for preschool chidren to enter the basic education system. These were related and linked to the MDG indicators on health. ADB was a signatory to support for the health sector reforms. ADB’s participation in the World Bank-led sector-wide approach was not confined to pooling financial resources, but ADB was regarded as a parallel financier. To date, development partners and the government continue to request ADB’s return to the health sector, and ADB continues to participate in the discussions on the health sector reform. 60. Overall Assessment of Strategic Positioning.   The CAPE assesses the strategic positioning of ADB’s country strategies as satisfactory , with some shortcomings. ADB has based its support on a careful analysis of the economy and has aligned its support with ADB corporate and government strategies, many of which ADB helped prepare. In the early years of transition, ADB focused heavily on enterprise reforms in PSM, finance/PSD, and ANR. The emphasis was on creating a private sector and restructuring public institutions. In more recent years, emphasis has shifted more towards transport, with a focus on improving the main transport corridors and boosting interregional connectivity. The government and other partners recognize infrastructure as one of ADB’s strengths and it is also one of Strategy 2020’s core areas. Since 2005, ADB has phased out support in the health and ANR sectors, and has sharply narrowed the scope of its support for PSM and finance. Greater sector focus appears to have been dictated by the ADF financing constraints. The abrupt withdrawal of ADB support in ANR, for example, runs counter to commitments made under the 2007 JCSS. 61. ADB has used a variety of lending and grant assistance modalities in the Kyrgyz Republic, and, while the choice of assistance instruments was generally appropriate, the application of ADTA to develop capacity and guide policy reforms was rather ad hoc, particularly in PSM, and not integrated into overall assistance programs. TA loans, for example, could have been employed to bolster government ownership and build more sustained ownership of capacity development efforts. Coordination of country strategies has been facilitated by the country’s CDF and the JCSS, and ADB has played an important role, as in the aid working groups for transport and education. In practice, aid coordination remains largely informal, and the lack of a central focal point in government for aid coordination hampers aid effectiveness. A significant shortcoming

 

Performance of ADB Support under the Six Evaluation Criteria  27 of ADB’s country strategies has been the limited degree to which government’s absorptive capacity was taken into consideration in the choice of sectors, activities, and the design of interventions. A more candid assessment of reform ownership, adequacy of project management arrangements, fiscal accountability systems, and public sector staffing may have contributed to a less scattered program, with proper sector linkages to generate complementary cross-sectoral outcomes/impacts earlier on. Although the JCSS included a results framework, many of the indicators lacked specificity and bore little relationship to ADB’s assistance programs.

B. 

Program Relevance

62. The assessment of program relevance considers how well ADB’s country assistance programs were designed, based on four subcriteria: (i) consistency with ADB’s country strategies, (ii) relevance of the objectives of key projects/programs (provided under ADB’s country assistance programs) to the corresponding sector priorities/objectives, (iii) design quality of key projects/programs in terms of technical aspects and innovativeness, and (iv) quality of key projects/programs’ design and

Project designs were strong and aligned with strategic

monitoring frameworks (DMFs) in terms of evaluability. 63. Transport. ADB’s transport program is assessed as relevant . ADB’s loan projects and ADTA operations were aligned with sector strategies and priorities. ADB assistance aimed to develop an efficient policy and regulatory framework, improve road funding, enhance safety standards, help privatize certain state-owned entities, improve crossborder regulations, improve road maintenance, restore the main road network, and develop regional transport links that were deemed critical to a landlocked country. Project designs were generally strong and in line with strategic priorities, but at times did not take into account actual conditions on the ground. For example, efforts were made to support PSD by trying to outsource the maintenance of major road works to private contractors, but this was premature, given the limited capacity of the private sector. Better baseline diagnostics would also have avoided a major design change and cost overrun in the CAREC Regional Road Corridor Improvement Project. Finance/Private Sector Development. The program in Finance/PSD is assessed as 64. relevant. It was in line with the  needs of the Kyrgyz Republic and was closely aligned with the initiatives and perceived absorptive capacity of the government. However, institutional capacity and reform commitment have been increasingly affected by political changes and political economy factors, which were not always anticipated or adequately addressed in the design of ADB programs. The design of key policy measures was generally in line with good practices. However, ADB-supported legislation for the new financial market agency was incompatible with the country’s constitution. Also, the introduction of deposit insurance was premature, since it was introduced at a time when restructuring of the banking sector was still ongoing. Project

designs have been responsive to the requirements of a transitional economy, although the timing or suitability of some of the proposed measures can be questioned. For example, provision of a credit line for rural credit cooperatives in the absence of a functioning legal and regulatory framework for such institutions was not appropriate. In addition, efforts made to reduce dependence on commercial banks by encouraging expansion of capital and equity markets may have been premature. Finally, while positive steps were taken to improve trade facilitation, the time allowed for reform was too short and too ambitious. There has been a noteworthy emphasis on results in this sector—DMF project frameworks were generally adequate and have become more specific and target oriented over time.

priorities

Project designs were responsive to a transitional economy 

Trade facilitation was improved but time for reform was short and ambitious

 

28

Evolving Transition to a Market Economy

Support in the PSM area suffered from major design deficiencies 

Public Sector Management.  ADB’s PSM program is assessed as relevant.  The 65. vast majority of ADB-supported PSM activities were consistent with government priorities and with priorities for PSM support defined in successive country strategies and updates. Support in the corporate governance area was in line with ADB’s strategic approach to support transition to a market economy. Support in the tax administration area was consistent with public administration priorities highlighted in the country’s CDS and the JCSS. Support for aid coordination and strategic planning, monitoring and economic policy reform were essential for the government to make use of external aid and to design and manage its PIP. With the exception of ADB support for tax reform, other support in the PSM area suffered from major design deficiencies. In particular, the sequencing of reforms did not fully take country conditions into account, and insufficient time was allocated to see reforms through for implementation. Program

assistance in corporate forprerequisites example, was at a time when the economy was collapsing,governance, and the basic for mounted such a program to succeed, in terms of the rule of law and a functioning property rights system, had not yet been established. Moreover, corporate governance reform was not complemented by

broader PSM reforms and important contextual factors were underestimated, especially rent-seeking behavior by the public sector and poor financial sector governance and performance.

ADTA activities in aid coordination and economic policy reform were intermittent and ad-hoc 

ANR project designs were ambitious with insufficient time for legislative and institutional changes 

66. ADTA activities in aid coordination and economic policy reform were mounted in an intermittent, ad-hoc manner; training needs of government were not adequately assessed; and support was provided without a long-term strategy for building government institutions. In several cases, TA resources were exhausted by the time the government needed them for implementing recommendations made under various ADTA activities. By contrast, more recent support in the tax administration area is a significant improvement over previous assistance. Its design takes the country context into consideration. It carefully complements other partner support; incorporates important lessons from tax administration support elsewhere; and includes a welldefined set of DMFs, pilot tests reforms, corrects deficiencies, and then scales up interventions. Agriculture and Natural Resources. ADB support in ANR is assessed as relevant.  67. It was generally consistent with ADB sector and country strategies until agriculture was dropped as a priority sector in the COBP 2009–2011. The ANR support started with the Agriculture Sector Program loan in 1995, which was a landmark operation in support of the rural transition process. Since then, only two projects (one investment loan and one small JFPR grant) were completed. In 2009, the closing of the SAADP and are associated grant signaled ADB’s abrupt withdrawal from the sector. 30 Project, program, and ADTA designs were relevant to the country’s needs and government’s priorities in the sector. These built on a solid diagnostic understanding of sector constraints, drew

on learned from past experience, to capacity development ADTA, andlessons were formulated together with inputs were from linked other development partners. However, project designs were overly ambitious, with insufficient time allocated for legislative and institutional changes; implementation hampered by complex project designs with too many components; and inadequate assessment of the capacity and ownership of implementing agencies to mount ADTA implementation. Project results tracking has been relatively weak, with insufficient attention paid to collecting baseline data and to monitoring arrangements in order to trace the outcomes of ADB support.

  30

 The project was cancelled after 8 months of implementa implementation tion due mainly to perceived irrelevance irrelevance to Strategy 2020. 

 

Performance of ADB Support under the Six Evaluation Criteria  29

Education.   The education sector program is assessed as relevant . ADB’s 68. education sector program was in line with ADB’s country operational strategies, as well as with the government’s education sector strategies. In the first two periods, the focus of ADB support was on basic education under the Education Sector Development Program (ESDP) and the Second Education Project. Support was designed to address a number of problems that the Kyrgyz Republic faced at independence, including budgetary constraints, non-enrollment of the school-age cohort, dropout of enrolled pupils, arrears in the payment of teachers’ salaries, and deteriorating physical infrastructure in school premises. In addition, the Kyrgyz education system needed capacity development in policy planning, management, financing, equitable access, and improvement in the quality of education. In the third period, ADB support shifted to the vocational education subsector and the need to address the country’s skills

shortage. 69. The ESDP responded to these multiple challenges well. Its scope included policy reforms, specific investments focused on pre-school and basic education under project

ADB support shifted to vocational education and to the country’s skills shortage

investments. Project objectives were in line directions set out in the Education Master overambitious, however, the second project strengthening schools in the poorest districts, education components cancelled.

with sector strategies and with the Plan. Project design was somewhat scaled back at midterm to focus on and the external training and distance

70. Health. ADB’s program in health is assessed as relevant . It was consistent with both ADB’s health sector and country operation strategies. Project and ADTA interventions were consistent with ADB’s Policy for the Health Sector. These were also in line with the National Health Reform Programs (Manas 1996–2006 and Manas Taalimi  2006–2011 ). ADB’s health support focused on priority areas including maternal and child health, and provided support through good quality investment and grant projects. The program introduced key innovations for ensuring community participation in health service delivery, and paved the way for piloting a public-private partnership modality in the essential drugs supply scheme. ADB’s support required follow-on interventions in the health sector that did not materialize .  Health projects did include DMFs, although indicators and targets were not always clearly identified. 71. Overall Assessment of Program Relevance. ADB’s country assistance programs are rated relevant overall. The sector programs were generally consistent with sector strategies. An exception to this was the abrupt withdrawal from ANR, post-2009, despite the JCSS commitment that ADB would continue to play a major role. The designs of key projects/programs under ADB’s country assistance programs were likewise consistent with the corresponding sector objectives, although with a failure to accord sufficient attention to (i) sustainable road maintenance; (ii) the prerequisites for corporate governance reforms; (iii)(iv) the timing of to government introduce in deposit insurance and foster capital markets; theappropriate absorptive capacity skills development; and (v) government’s ability to mount complex innovations in PSM contributed to designs that were, in several cases, overambitious, ill timed, or poorly sequenced.

C. 

Support introduced innovations in health service delivery and public-private partnerships in the essential drugs supply scheme Design of ADB support programs are relevant, though weak in attention to various details 

Efficiency

72. The assessment of efficiency considers how well resources were used in key projects/programs under ADB’s country assistance programs, based on four subcriteria: (i) the economic internal rate of return (EIRR) of key projects; (ii)

 

30

Evolving Transition to a Market Economy portfolio/implementation performance of ADB cumulative assistance in terms of contract awards, disbursements, and other indicators that reflect the extent to which the assistance was delivered in a cost-effective manner; (iii) the utilization of project facilities; and (iv) the timely monitoring of project performance and tracking of development results. 73. Transport.  The ADB-assisted transport program is assessed as efficient . Some two-thirds of the loan projects had EIRRs above 12%, and the average EIRR was 14% for ADB support in the sector. This suggests that resources were used in a sound way, given that the road network is designed to provide connectivity to a relatively small population dispersed over a vast, mountainous terrain. Projects were prepared quickly. Processing times, measured from project identification to the first disbursement, were lower than the ADB average at about 20 months. Since 2008, and based on ADB’s revised business processes, intervaldelays has been aboutis 10 months. loan projects faced average this completion of 21reduced months,towhich in line with The the ADB average of 24 months. The main causes of delay were start-up delays resulting from ambitious designs and a lack of project readiness, and those related to the special

requirement of introducing a cross-border agreement (CBA), a tunnel accident, design changes, late engagement of consultants, delays in preparation of tender documents, and contractor problems.

Program cluster approach reduced implementation delays 

Substantial delays were experienced in policy-based support 

74. Finance/Private Sector Development. The ADB program in the finance/PSD sector is assessed as efficient. Regulatory and institutional reforms have generally been achieved, although there have been gaps in some areas. With few exceptions, programs and TA have been implemented in a timely manner, and the active participation of the resident mission in implementation has contributed to problem solving and overcoming language barriers. The program cluster approach adopted for policy-based lending and its inherent flexibility in addressing changes in government reform priorities has also helped reduce implementation delays. Implementation of the Regional Customs Modernization Project has been substantially behind targets, mainly due to political disturbances in the Kyrgyz Republic, first in 2005 and then in 2010, but the delays are not likely to affect the internal rates of return for this project. 75. Public Sector Management.  The ADB’s PSM program is assessed as less than efficient.  Support in this area is not amenable to benefit-cost analysis, and should be seen more in terms of value-for-money. From that vantage point, the actual improvements in PSM—in terms of better governance, improved public investment planning, better aid utilization, better economic policy and management capacities, and improved tax policy and administration—are modest compared with the relatively high levels of ADB resources utilized. The government’s public sector financial management capacities continue to be weak, and the combination of corruption, frequent changes within the civil service, insufficient financing, and human resource constraints to impede effective publicexpected service delivery. ADB’s consultants continue have generally delivered the inputs of them, While most TA has ADTA been subject to significant delays. Substantial delays were also registered in policy-based support. The first phase of the corporate governance program was extended five times, and there were likewise repeated delays in implementing the second phase of the program. 76. Coordination between ADTA and program loans has been poor. For example, due to late fielding of consultants under one TA, 31 preparation of a corporate

 

31

 ADB. 2001. Strengthening Corporate Governance and Judicial Reforms Reforms.. Manila.

 

Performance of ADB Support under the Six Evaluation Criteria  31 governance rating system and the introduction of international accounting standards were delayed, contributing to slippages on the policy reform front. There was insufficient headquarters supervision of the first Corporate Governance and Enterprise Reform Program, although this was remedied with the active involvement of the resident mission during the second program loan. Substantial delays in providing assistance in the PSM area have continued in recent years. For example, delays in the bidding process for software development and for the construction of a special services building for tax administration support caused significant delays in all subsequent components. As of the first quarter of 2012, 5 out of the 13 automated tax modules have been prepared and only one of them has been rolled out in selected tax offices of the Chui oblast. Other factors contributing to delays in this case included five changes in the head of the tax service, downsizing of the government’s tax administration staff, high turnover in the project implementation/management unit (PIU/PMU), and insufficient understanding of ADB procurement rules and policies. Agriculture and Natural Resources.  The ADB program in the ANR sector is 77. assessed as efficient (at the lower end). Portfolio implementation was characterized by

Coordination between ADTA and program loans has been poor 

long delays in project start-up and implementation, which was hampered by limited staff resources and insufficient delegation of supervision responsibilities for what was a large and diverse sector portfolio. However, all projects had EIRRs of at least 15%. ADB’s program loan support has also made a substantial contribution to improving the enabling environment for private sector agriculture operations in relation to cost. 78. Education. ADB support in education is assessed as efficient.  Major contributions were made in basic education to improve the cost-effectiveness of the education service through support for rationalizing the schools with the help of a nationwide school mapping exercise, and restructuring the Ministry of Education by reducing the number of personnel on top. The use of the textbook rental scheme was helpful in reducing schooling costs for the pupils’ households. ADB support resulted in a more participative and active supervision and management of school resources throughout the country, which should bring future efficiency gains. Likewise, for vocational education and skills development, the consolidation of some primary vocational schools into “complex schools” helped increase efficiency of the primary vocational education and skills training system. Lack of familiarity with ADB procedures has contributed to substantial project start-up delays. Portfolio implementation has been adversely affected by frequent changes in project personnel, which is, in turn, related to frequent changes in government and ministers. Project covenants have been adhered to, and performance has been closely monitored against agreed-upon performance indicators.

ADB support is expected to bring efficiency gains

79. Health.  Health assistance is assessed as efficient . Projects were delivered on a timely manner despite frequent turnovers of the project implementation staff, especially thethe Project Director, interruptions dueCommunity-based to the “tulip revolution” in 2005 that caused project about and a year’s delay. The Early Childhood Development Project required a single extension to make up for these interruptions and slippages, and for undertaking additional activities. At appraisal, an EIRR was attempted that yielded a rate of more than 63%, due to the large savings in delivery costs envisaged. The role of PIUs/PMUs. With the exception of the transport sector, standalone 80. PIUs/PMUs have been relied upon to oversee the implementation of each ADB project and tended to be dissolved after project/program completion. After 2 decades of foreign advisor-led PIUs/PMUs, there has still been relatively little training of local or

Stand-alone PIUs/PMUs weakened government ownership and support for the projects 

 

32

Evolving Transition to a Market Economy

ADB cumulative support programs are efficient   overall, with modest delays and cost overruns 

government staff in ADB project management. Moreover, in several ministries, there are multiple PIUs/PMUs, each assigned to a particular externally assisted project, without integration into the ministries’ normal operations systems. While these kinds of standalone PIUs/PMUs have contributed to timely project implementation, they have also weakened ownership and support for the projects within the government. Once projects are completed and PIUs/PMUs are disbanded, institutional memory is lost, and there is very little attention paid to sustaining project benefits. 32   Overall Assessment of Efficiency. ADB cumulative assistance is assessed as 81. efficient overall. EIRRs were respectable for transport, ANR, and finance projects, despite implementation delays. Projects and programs mounted in transport, finance, education, and health have generally delivered the main outputs and outcomes with modest delays and cost overruns. In ANR, while start-up and implementation delays were substantial, high EIRRsfor with largesector contribution of operations the program loan to improving all theprojects enablinghad environment private agriculture in relation to cost. In PSM, EIRRs are difficult to calculate, but the actual program has suffered from serious delays, coordination problems, government staff turnover, and

insufficient government funding. Appendix 9 assesses portfolio implementation of ADB cumulative assistance of all sectors combined in detail (in terms of contract awards, disbursements, and other indicators), and finds it to be efficient , albeit with general delays in start-ups and during implementation.

D. 

Effectiveness

82. The assessment of effectiveness considers the extent to which key projects/programs under ADB’s country assistance programs have cumulatively achieved (i) outputs as planned; (ii) institutional outcomes in each sector; and (iii) overall sector outcomes as per the projects/programs’ DMFs or sector results frameworks, but the focus is more on outcomes than outputs (see Figures A8.1–A8.3, Appendix 8, for the results chains connecting ADB’s outcomes achieved in various sectors with their plausible contributions to the country’s achievement of development impacts under each of the three ADB’s strategic periods to achieve ADB’s CSP pillars/objectives in the respective periods).

About 80% of project level outcomes were achieved including reduction in travel

Transport.  ADB’s transport program is assessed as effective. This is based on 83. the extent to which ADB's program achieved project- and sector-level outcomes. About 80% of expected project level outcomes were achieved. The projects have contributed to an overall more efficient transport sector, which, in turn, has significantly enhanced the exchange of goods and services. ADB’s road corridor projects have contributed to a substantial improvement in domestic connectivity and to a reduction in international isolation, which are major accomplishments and key sector objectives. ADB support is also expected to substantially improve regional integration, a key objective for a

and operating costs

landlocked nation. This includes reductions in travel time and operating costs as well as increases in traffic. Performance at the sector level, in terms of expected outcomes, lagged behind certain targets. ADTA for institutional and policy reforms failed to achieve many expected outcomes because of weak diagnostics, poor designs, unrealistic implementation periods, insufficient baseline analysis, and insufficient technical information. ADTA tended to cover too many different reforms, without doing justice to any of them.

32

 IED. 2005. Special Evaluation Study on The Role of Project Implementation Units. Manila: ADB. 

 

Performance of ADB Support under the Six Evaluation Criteria  33 84. Efforts to improve trade logistics have had some positive results. Although progress has been made in upgrading two priority customs posts and in implementing a Unified Automated Information System, a combination of different documentary requirements, too many physical examinations, and payment of transit and other fees translated into substantial delays and extra costs to move goods across the country’s borders. Transit traffic, which has grown in importance over the past decade, is constrained by poorly maintained infrastructure, high transit fees, and security concerns. 33   Finance/Private Sector Development. ADB’s finance/PSD program is assessed as 85. effective . ADB support for bank restructuring and regulation facilitated banking sector stabilization efforts and helped the country’s financial system withstand the impact of the 2008 global economic crisis. Even after the nationalization and failure of the country’s largest in 2010, the system remained stable, thanks to improvements in bank the supervisory and financial regulatory capabilities of the Central Bank, together with the establishment of a deposit insurance agency. However, less progress has been made in increasing financial intermediation levels (e.g., private sector credit

Efforts to improve trade logistics showed positive results  ADB support helped the financial system

increased from 5% of GDP in 2000 to only 13% of GDP in 2010, far below ADB sector targets). Interest rate spreads remain high, and the number of companies to be listed on the stock market (11 in 2011) is less than half the number targeted by ADB. Support for rural finance did not meet its financial access targets (e.g., only 11 credit unions are licensed to take deposits, and all of the rest are dependent upon funds provided by ADB). Likewise, while ADB’s support for customs reform has achieved most of its output targets, the country continues to exhibit some of the highest trading costs (72 days for importing and $3,250 per container) in the world, and these costs (including informal payments) have increased over time.

weather the impact of the 2008 global economic crisis 

Public Sector Management. ADB’s PSM program is assessed as effective (at the 86. lower end).  The degree to which targets were met has varied across the PSM program. In the corporate governance area, two program loans and associated TA introduced corporate governance and financial accounting and audit standards that are in line with international standards, although progress with their actual implementation has been slow. Creditor rights were strengthened by establishing a firm legal basis for asset foreclosure, streamlining appellate court procedures, and establishing out-of-court commercial dispute resolution. The number of contracts with arbitration clauses increased significantly. And while the legal and institutional basis for enterprise restructuring and liquidation has improved, the level of actual corporate restructuring through the courts is small. Progress was made in privatization and improving state enterprise oversight.

Support in the corporate governance area was effective   although implementation has been slow 

87. ADTA activities in aid coordination and management have strengthened the government’s capabilities in procurement, financial management, and disbursement.

Procurement

Manuals produced under these TAfrom activities are still in use,at and the current Procurement Law draws substantially the materials produced that time. Actual procurement practices continue to suffer, however, from limited checks and balances. ADB has provided support for better aid management by developing an aid-related management information system in the Ministry of Economy and Finance. While this was appreciated at the time, it ceased to function after TA support was completed. Considerable support was provided for developing a PIP, and some progress has been made in improving investment prioritization. A series of changes in responsibility within

practices still suffer from limited checks and balances

33

 There have been particular problems with border crossing on the Bishkek-Almaty Road because of lengthy inspections on the Kazakhstan side of the border, border crossings being closed at night, and a temporar temporaryy closing of the overland border after the 2010 conflict.

 

34

Evolving Transition to a Market Economy the government for PIP preparation between 2009 and 2010 weakened the use of systems for PIP preparation that ADB helped introduce and has made public investment coordination far more difficult. 88. ADB has provided an ADTA for improving the country’s results orientation and monitoring and evaluation (M&E) system, but this was hampered by weaknesses in coordination between the core economic agencies and capacity constraints in the local governments. In the tax administration and reform areas, good progress has been made in setting up a large taxpayers unit; automation of customs and audit functions is proceeding well; and interconnection arrangements across different parts of the country are expected to result in more efficient tax procedures, lower compliance costs, and fewer opportunities for fraud and mismanagement. While ADB has cooperated with other partners for specific activities, ADB has not been involved in the public financial management reform ADB working groupinofvarious the development partners, missing to a key opportunity to leverage support good-governance activities contribute to a stronger overall public financial management system.

ADB influenced ANR sector reforms despite the limited program size 

ADB support in basic education led to several institutional outcomes

89. Agriculture and Natural Resources.  ADB’s ANR support is assessed as effective (at the lower end). The support generally met their expected targets. ADB also significantly influenced major sector reforms, despite the limited program size. For example, the Agriculture Sector Program aimed to contribute to 36 policy reforms. These were all accomplished, although some were achieved long after the program had been completed. The Agriculture Area Development Project and associated TA were effective in improving irrigation and drainage and in the formation and management of water users associations. TA support was broadly effective in helping with the design and implementation of sector reforms, but generally not effective in many efforts to develop capacity in the Ministry of Agriculture (MOA), due to the low quality of professional agricultural education in the country, frequent institutional reorganizations, staff and management changes, and low incentives for those working in state institutions. But the sudden withdrawal of ADB support to the agriculture sector in 2009 would affect the JCSS’ sector targets. Education. ADB’s education support is assessed as effective. ADB support in 90. basic education has produced significant outputs and outcomes. A total of 91 rural schools in poor regions have been repaired extensively, some 6,000 teachers and directors trained in management and innovative teaching methods, sector master plan prepared for sector investments, and appropriate policy reforms identified. These led to institutional outcomes in terms of decentralized school-based management system; school funding based on school mapping data; rationalization of staffing; and adoption of national strategy to address equity in access and quality issues (e.g., teacher training and recruitment, curriculum development, textbook production, and student assessment). These contributed to increased access to basic education and

improved bothranging teacher from and student textbook provision remains poor, with coverage 50% to quality. 60% in However, primary and secondary schools, as a result of the termination of the textbook rental scheme in 2006. 91. In the vocational education and skills development area, new qualification standards for 18 professions have been developed and approved, with involvement of prospective employers. Considerable institutional capacity development has taken place throughout the sector. For example, school mapping was completed and a school management system for primary vocational schools was developed and institutionalized to improve effectiveness of operations. The school management system includes performance-based planning and budgeting and a management

 

Performance of ADB Support under the Six Evaluation Criteria  35 information system for operations and accounting. The school performance is monitored by school advisory board, chaired by a representative from the private sector. A National Professional Skills Development Council was established with participation from policy makers, employers, and employees to ensure that skills development efforts are coordinated and responsive to labor market demand. In addition, the introduction of modular competency-based training allows the primary vocational schools to provide short courses and reach out to a wider range of clientele, beyond grade 9 graduates, who want to upgrade their skills. Health.  ADB’s health support is assessed as effective . Under the Community92. Based Early Childhood Development Project, ADB reached an agreement with the Ministry of Health to support vaccine supplies on a declining scale: 70% of the national expanded program on immunization vaccine requirements in 2004 and 2005, 60% in

A transparent

2006, 50%total in 2007, andrequirements. 40% in 2008.ADB In 2008, the the government financed 60% of the the country’s vaccine assisted government to establish nationwide integrated management of childhood illness supervision system, and to improve access to drugs and medicines. Furthermore, a transparent distribution system

distribution system for essential

for essential drugs has been set up with considerable private participation. Under the Mandatory Health Insurance Fund, the Ministry of Health had started introducing additional drug packages to subsidize essential drugs. Progress was made in reducing under-five mortality rates, particularly in the Jalal-Abad, Naryn, and Osh oblasts. About 131 midwife posts and 59 other health facilities were rehabilitated and supplied with adequate medical equipment. The JFPR grant on reducing neonatal mortality was particularly noteworthy for its innovative characteristics and focused approach to augmenting the welfare of the poor and children in special need. 93. Overall Assessment of Effectiveness. ADB cumulative assistance is considered effective overall. Substantial progress has been made in renovating major transport corridors, which has contributed to improved domestic and regional connectivity. Progress has been registered in the finance area in stabilizing the banking system and improving bank oversight, although efforts made to build a rural financial market and develop capital markets have had little success. In ANR, policy reforms were fairly successful in meeting their objectives, while efforts made to reform MOA and to foster agricultural commercialization were not. In the social sectors, ADB contributed to improvements in the delivery and management of basic education, to the development of an integrated system for managing childhood illness, and to an improved delivery system for essential drugs. In PSM, SOE reforms have been broadly successful in transforming what was a state-run into a private sector-oriented economy, although efforts to foster good corporate governance have yet to take hold. However, in policy making and planning, they were plagued by weak coordination, poor incentives, frequent staff turnover, and a tendency to abandon new systems once aid projects are complete. In aid management, while benefiting from many of the management

drugs is in place with private sector participation  

ADB cumulative support programs are effective   overall 

practices introduced by ADB, there was a lack of coherent government leadership.

E. 

Sustainability

94. The assessment of sustainability considers the likelihood of sustaining the outputs and outcomes achieved over the long term, even in the face of external shocks/risks, based on the following three subcriteria: (i) adequate financing (i.e., sufficient recurrent financing for key projects, adequacy of cost recovery measures, and degree of continued financial/fiscal capacity to agreed-upon reforms); (ii) adequate institutional and human resource arrangements to mitigate risks and deliver results;

Key preconditions for sustainability were not created

 

36

Evolving Transition to a Market Economy and (iii) the extent to which there is political support and appropriate legal and policy arrangements to reinforce the results/outcomes achieved. 95. Transport. Sustainability prospects of ADB support in transport are assessed as less than likely . The key preconditions for sustainability—an assured financing mechanism and a robust maintenance regime—were not created. There has been a long period of inadequate financing of recurrent costs. Although road maintenance funding during 2007–2012 had increased 5–6 times, it is not sufficient for the whole road network as only one-third of the assessed maintenance needs are currently funded. 34 Sustained funding of maintenance was to be ensured by a road fund financed from road user fees and dedicated for road maintenance activities. However, neither the user-pays policy nor the proposed creation of a road fund has succeeded.  

A higher degree

96. The government had demonstrated limited ownership of several of the reform measures agreed upon with ADB, including private participation in road maintenance and public–private participation in the road sector. While some of the initiatives proposed by ADB and supported by ADTA were premature, a higher degree of

of government ownership and support should have been secured before reforms were pursued 

Institutional capacities have been adversely affected by budget constraints and staff turnover 

government ownership and support should have been secured before these reforms were pursued. False starts, in a number of reform areas, could set back progress in these areas. Finally, major political crises have influenced the overall policy environment since 1997. A series of IMF programs have then emphasized fiscal restraint, which, while necessary, has meant that resources necessary to expand and maintain the transport network were far less than what was required. However, since early 2012, the government has been reforming the road maintenance system to introduce modern maintenance methods such as performance-based contracts and public-private partnerships, and induce broader private sector participation which is a key principle of road sector reform. 35   97. Finance/Private Sector Development. Support in finance/PSD is assessed as likely sustainable. ADB support helped establish the basic policy, legal and institutional framework, and governance arrangements required to support a market economy. With the exception of legislation on bank resolution, there have been no signs of reversals. ADB has provided the necessary capacity development to assist the government in establishing and implementing new policies and regulations. In the case of customs, ADB has provided some of the necessary infrastructure. Those vested interest groups in the government with a desire to retain elements of the command economy are few in number, and there is strong political support for a market-oriented economy. The institutional capacities of a number of institutions supported by ADB have been adversely affected by budget constraints and staff turnover, but these do function and are gradually gaining competence. The only ADB-supported institutions

34

 The government’s road maintenance budget increased from 185 million som per annum in 2003 to 1.1 billion som in 2011. This is an estimated one-third of the 3.5 billion som that would be required if the roads were to be maintained to an international standa standard. rd. Road maintenance was financed, in part, from a road tax, which was abolished in 2009. 35  The Ministry of Transport and Communications (MOTC) informed the CAPE that it has started working on improving the public road management structure by (i) simplifying government procedures in order to attract local contractors; (ii) introducing road maintenanc maintenance e and equipment management systems; and (iii) adopting relevant resolutions to restrict the use of roads by heavy and oversized vehicles, among others. Under the CAREC Transport Corridor I Project, a Master Plan will be prepared for 2010–2025, in a phased manner, to (i) provide long-term forecast of the road transport system (e.g., how it will contribute to achieving national goals/objectives and enhancing regional integration); and (ii) serve as the country’s commitment to providing an efficient transport system. Under the CAREC Regional Road Corridor Improvementt Project, an outsourcing scheme is planned to engage third party contractors from the private Improvemen sector to carry out road maintenance and repairs. Performance-based contracts will be piloted. 

 

Performance of ADB Support under the Six Evaluation Criteria  37 that are unlikely to be sustained are the rural credit unions, many of which will be without any funding once the ADB loan is gradually repaid. 98. Public Sector Management. ADB support for PSM is assessed as less than likely sustainable. The March 2005 Tulip Revolution and the April and June 2010 overthrow of the succeeding president can be traced to a rising perception of increased corruption, nepotism, ethnic tensions, and generally poor delivery of public services. The drafting of a new constitution, establishment of a parliamentary form of government, and improved accountability of institutions are steps in the right direction. While the government exhibited a high degree of support for and involvement in various aspects of governance reform, numerous changes in prime minister (a total of six) in the course of the implementation of the program since 1997 diluted ownership. Moreover, institutions that ADB helped establish to monitor and promote good governance, such as the Corporate Development Center, have ceased to function. With the exception of tax reform assistance, insufficient project financing and a dearth of postproject financial and technical support has been a problem in almost all other PSM areas.

Challenges include insufficient financing and postproject technical support

99. Project facilities, computer systems, software, and training materials have not had sufficient counterpart financing support after project completion to ensure that their use would be sustained. This has resulted in information management systems built for aid monitoring and public investment programming ceasing operations shortly after ADB assistance was completed. While progress has been made in government strategic planning, monitoring, and economic policy formulation capacities, the translation of priorities into concrete actions to deliver results-on-the-ground remains weak. While some progress has been made in adopting international standards for foreign-funded projects, effective aid coordination arrangements are lacking, which does not bode well for efficient PIP prioritization. A combination of weak public sector management capacity at the raion  (district)   (district) level, low public sector salaries, high staff turnover, and frequent reshuffling of responsibilities within the government has contributed to low levels of PSM reform ownership and very short institutional memory.

Low PSM reform ownership is a result of a combination of many factors

100. Government capability is also constrained by weak enforcement of laws and limited coordination among government agencies. ADB’s existing support for the modernization of tax administration is more mindful that the costs for maintenance, replacement, and equipment upgrading need to be committed to ensure sustainability. However, inadequate funding to operate and maintain information systems and difficulties in recruiting and retaining competent information and communications technology personnel still pose serious risks. Agriculture and Natural Resources. Support in ANR is assessed as less than likely 101. to be sustained. Agriculture sector performance has been flagging in recent years, and the government’s sector reform efforts have stalled. While the government has shown

consistent commitment to the restructuring of inefficient farms that and were the establishment of water user associations, a number of the large enterprises privatized with ADB support, such as Zoovetsnab (the State Supply Agency of Livestock Inputs) and Selkhozkhimia (the State Agency for Agricultural Chemicals) have subsequently collapsed under the weight of heavy debts and insufficient investment. A number of institutional reforms proposed under ADTA operations have stalled either due to staff resentment, too general recommendations, or insufficient time frames and resources.

ANR sector performance has been waning and government reform efforts have stalled 

102. The long-term viability of water user associations is threatened by low water user charges, insufficient measuring of the volumes of water use, and low profitability

 

38

Evolving Transition to a Market Economy

MOA’s capacity to develop marketoriented policies remains weak despite ample capacity development support  Educational expenditure in the GDP increased to

and capital base of the participating farmers. In addition, the capacity of the water user organizations to manage their schemes is hampered by the dilapidated nature of many of the schemes; unclear ownership status; lack of knowledge regarding scheme management, planning, and budgeting; and insufficient operating, maintenance, and investment funds. The MOA’s capacity to develop market-oriented policies and support a market-driven agriculture sector remains weak, despite ample capacity development support. Low government spending in the sector, combined with an overhang of weak rural support services and outmoded rural infrastructure, continues to hamper efforts to foster a more commercially-oriented agriculture sector. Education. Education support is assessed as likely sustainable. ADB support has 103. helped make the system more sustainable by reducing unit cost of basic education and introducing burden-sharing with the local community and the pupils’ parents to help

augment recurrent costs. The government is allocating an increasingly large amount of resources to developing education in the country. The share of educational expenditure in the GDP increased from 5.6% in 2007 to 6.6% in 2009, which is high by regional and global standards. School maintenance is considerably improved, and communities now

a level considered high by regional and global standards 

play an active role in maintaining schools. Education management system has been institutionalized, with decision making based on the findings from socioeconomic data generated from education surveys, and the quality of the teaching-learning process monitored more closely. However, not all reforms in basic education have been sustained. The textbook rental scheme was successfully implemented but, after extensive national debate, was abolished by the government in 2006. ADB efforts to introduce information and communication technology facilities in rural schools are likewise threatened by insufficient finance to operate and maintain computer facilities. Sustainability of reforms in the vocational education and skills development area is also likely as the assisted schools are likely to become financially more autonomous with increased capacity to generate their own incomes, particularly through training fees for the short modular competency-based training courses. Health.  Health support is assessed as likely sustainable.  The share of health 104. spending is gradually rising, and more attention has been devoted to planning and budgeting for recurrent costs under the ongoing World Bank-led health sector-wide approach. Further, the essential drugs supply network in the rural areas is now selfsustaining, as the private pharmaceutical companies serve as the main providers of drugs in the rural and remote areas. This has been an important contribution of ADB support under its Community-Based Early Childhood Development Project. The government’s strong commitment to achieving the MDGs and the coordinated involvement of partners in support of the health sector under the sector-wide approach also bode well for continued emphasis on improved child and maternal health.

Outputs and outcomes achieved under ADB support are less than likely  sustainable overall 

105.

Overall Assessment of Sustainability. The outputs and outcomes achieved under

likely and , overall .  ADB’s ADB cumulative assistance are rated less sustainable investment projects do face considerable risks.than Operation maintenance funding in the transport network and rural infrastructure is woefully insufficient. Reforms in the financial sector have been sustained despite a series of financial market crises. Private sector institutions, despite budget and staff constraints, continue to function, with the noteworthy exception of many of the ADB-supported credit unions. There has been strong budgetary support for the social sectors, and a sector-wide approach augers well for continued progress in childhood health, an area of early ADB support. In the PSM area, early progress made in privatization and SOE reforms is likely to be sustained, but efforts made to build planning, policy making, aid management, and corporate governance capacities have been adversely affected by weak implementation of laws

 

Performance of ADB Support under the Six Evaluation Criteria  39 and regulations, postproject closure of institutions that were launched with ADB support, staff turnover, insufficient postproject finance to maintain automated management information systems, and shifting responsibilities within government for functions for which ADB helped develop capacity. ANR support continues to suffer from weak reform ownership and severe institutional, human resource, and financial constraints.

F. 

Development Impacts

106. The assessment of development impacts considers ADB’s contributions to the country’s achievement of long-term development results, based on three subcriteria: (i) the country’s achievement of sectoral impacts (e.g., MDGs in certain sectors) and crosssectoral impacts (e.g., increased economic growth, employment, and poverty reduction); (ii) plausible links or contributions of ADB’s sector outcomes to the country’s achievement of sectoral and cross-sectoral impacts; and (iii) the extent of positive and negative safeguard impacts in major ADB projects (see Figure A8.4,

Appendix 8, for the results chain connecting ADB s contributions to the country s achievement of development impacts in the three ADB’s strategic periods combined with overall ADB’s CSP pillars/objectives). Transport.  The impact of ADB’s transport support is assessed as satisfactory.  107. The targeted project-level impacts were mostly achieved, notably improved safety conditions on project roads, improved socioeconomic conditions for those residing in the main road corridor area of the Bishkek–Osh road, and better environmental conditions (Box 1). There has been substantial regional trade growth along the Bishkek– Almaty regional road, which is one of the country’s major international transit routes. Because of the international character of the corridor, the project included a CBA for

the bordercontrols crossingon point. However, theKyrgyz effectiveness ofto theKazakhstan. CBA has been reduced increased export from the Republic Long delays by at the border as trucks line up to enter Kazakhstan continue to be the norm. Box 1: Improved Connectivity Has Paid off through the Bishkek–Osh Road Corridor ADB approved three road projects between 1996 and 2001 to rehabilitate selected sections of the Bishkek–Osh road, the country’s premier transport artery, linking Bishkek, in the north, and Osh, the economic center of the south. The three projects rehabilitated 483 kilometers of the 670-kilometer Bishkek–Osh road over a period of about 10 years. The rehabilitation of the road has given rise to new small-scale businesses and has improved existing businesses along the road corridor. About 3,000 roadside households have benefited from increased road-related trade activities including the development of new guest houses, gas stations, hotels, taxis, and shops. Travel time on the road corridor has been reduced from 20 hours to 8–9 hours, while the number of vehicles using the road increased from 800 per day before the rehabilitation to 8,500 per day after the project was completed. A socioeconomic survey was conducted after the project was completed to assess the impacts on beneficiaries residing near the improved road. More than 90% of the 360 respondents reported that the road rehabilitation had significantly reduced travel time and vehicle operating costs; tha thatt it had contributed to the development of small businesses along the transport corridor; and that it had substantially increased the number of trips taken to big cities such as Bishkek, Osh, and Jalal-Abad. With the improved road, large numbers of consumers have shifted from air travel, costing nearly 6,000 som per trip, to overland travel at a cost of 2,400 som per trip between the north and the south of the country. Source: CAPE Mission, March 2012.

 

40

Evolving Transition to a Market Economy

108. At the sector level, improved road safety was achieved through the creation of a road safety secretariat within MOTC.   Operating under considerable resource constraints, the secretariat has contributed to accident mitigation and monitoring, traffic regulation, and statistical reporting; but it has so far had only a marginal role in preparing a comprehensive safety plan or in influencing road designs and black spot mitigation. ADB’s institutional development efforts have resulted in an MOTC that has evolved from a set of sector implementing agencies into a single ministry that has a clear mandate for transport planning and policy formulation. MOTC, however, continues to engage in a number of functions that were supposed to have been transferred to the private sector. The use of ADB’s project implementation arrangements helped improve governance of road construction and introduce transparent contract management practices. 109. Environment and social safeguards were properly enforced in ADB’s transport projects, with identification and implementation of adequate mitigation measures, except for one project (see Box 2).

Box 2: Environmental and Resettlement Impacts Generally, there were no environmental or resettlement issues since ADB’s transport projects rehabilitated existing portions of roads, rather than constructing/expanding new ones. These projects were typically rated Category B, requiring mitigating measures according to ADB’s safeguard policy. The risks were mitigated adequately. However, under the CAREC Transport Corridor I (Bishkek-Torugart Road) Project, a complaint was raised from some small shops, which had to be knocked down. The shop owners disagreed and brought the issue to ADB’s Office of the Special Project Facilitator. A compliance review was requested, alleging that ADB did not implement its operating policies and procedures for involuntary resettlement and public communications, and sought compensation for shops demolished by the project. The report concluded that (i) ADB did not comply with the requirements of the involuntary resettlement policy and public communication policy; (ii) ADB failed to adequately supervise project implementation; and (iii) ADB took appropriate actions after receiving the complaint in September 2010. The key design issues filed as the triggers to the involuntary resettlement issues were: (i) during project preparation, ADB maintained within the Right of Way had to follow the requirements of involuntary resettlement, although expansion and other facility such as sidewalk and bus stops were planned; (ii) the defining category C for involuntary resettlement was not appropriate; and (iii) ADB failed to identify the unanticipated rod design change, which caused the involuntary resettlement. ADB undertook the appropriate actions and worked with the government to ensure that the preparation and implementation of land acquisition and resettlement plan was in accordance with ADB’s policy. Source: ADB’s Compliance Review Panel’s Assessment.

Country’s overall rank in the World Bank’s Doing Business ranking improved to 70 in 2012 

110. Finance/Private Sector Development. The impact of ADB’s finance/PSD support is assessed as satisfactory (at the lower end). The Kyrgyz Republic was one of the earliest reformers in Central Asia putting into place legal and regulatory frameworks for a market economy and privatizing a large share of its economy. Nearly three-quarters of the economy is now estimated to be in private hands. Private investors have responded positively, with the share of private investment rising from 14% of GDP in 2000 to 19% of GDP in 2010. Thanks to these policy reforms, there has been an increase in overall foreign and private investment volumes. Opportunities for private initiative have improved in recent years despite political and macroeconomic instability. The country’s overall rank in the World Bank’s Doing Business rankings improved from 104 in 2005 to 70 in 2012. The country now has one of the most friendly regulatory regimes for starting a new business, although half of the businesses continue to

 

Performance of ADB Support under the Six Evaluation Criteria  41 operate in the informal sector and the number of registered small businesses has recorded a slight decline from 2000 to 2010. 111. Progress has been registered in modernizing the customs regime, and in each of the years 2006, 2007, and 2008 the Kyrgyz Republic’s foreign trade (export and import) grew by more than 40%. Although the legal and regulatory environment has generally improved in many areas, weak law enforcement and corruption continue to constrain private businesses and affect the quality of corporate governance. Access to finance has improved, with broad money supply (M2) rising from 11% of GDP in 2000 to 33% of GDP in 2010, well below the levels expected. However, high interest rate margins (27% spreads in local currency in 2010) and low levels of private sector credit (13% of GDP in 2010) compared with other economies reflect a lack of adequate bank credit and risk management skills and systems, lack of reliable financial information, problems with enforcing collateral, and lack of concerns about macroeconomic instability. Smaller enterprises have difficulties in obtaining credit from banks, and a sustainable rural financial system has yet to emerge. The stock market remains underdeveloped and plays a marginal role in the mobilization of new capital for private

Weak law enforcement and corruption continue to affect private businesses

enterprises. Stock market capitalization remains fairly insignificant, at 1.7% of GDP in 2010, while the corporate bond market has been dormant since a couple of issues defaulted in 2003. In particular, the impact of ADB support in the financial sector has been diminishing over time, with recent interventions in capital markets and rural finance having few noticeable impacts. Public Sector Management.  The impact of ADB’s PSM support is assessed as 112. less than satisfactory . ADB support for corporate governance reform was the first such program in the FSU, and it did result in the creation of the main rudiments of a policy, legal, accounting, reporting, and regulatory framework for the corporate sector. Actual implementation of these measures has lagged far behind, and, in retrospect, several of the reforms now appear premature. ADB support for aid management and public financial management has enabled the government to tap international sources of finance and has contributed to improvements in the way project procurement, accounting, and reporting are conducted. It has also helped build links between the Ministry of Finance (MOF) and the line agencies in planning and budgeting, which is important. However, overborrowing caused high public debt levels and public investment continues to reflect more the outcomes of supply-driven funding agency preferences, rather than a meaningful set of widely owned public sector investment priorities.

and quality of corporate governance 

Actual implementation of corporate governance reforms has lagged far behind 

113. Capacities of many government institutions for corporate oversight, development planning, aid coordination, strategic planning, budgeting, and revenue administration have been built, but the long-term impacts of these efforts have been undermined by staff turnover, insufficient postproject financing, and frequent political change. There the are organization areas, however, there finance have been major sustained impacts. Most notably, and where basic public arrangements have, with ADB support, been considerably improved—ADB assistance for the drafting of essential PSM laws such as the Public Debt Act and the draft Budget Law and the integration of the PIP into the budget formulation process are major accomplishments in their own right. Likewise, ongoing ADB support for improved tax administration is expected to increase the tax yield while reducing lowering compliance costs and reducing opportunities for corruption. Finally, while ADB has encouraged active participation of a wide sweep of stakeholders in its PSM activities, the political events of 2005 and 2010 suggest that the inclusiveness of the policy reform process was far from satisfactory. Moreover,

 

42

Evolving Transition to a Market Economy while many efforts were made to foster greater policy coordination across the government, effective inter-agency coordination has not yet materialized.

ADB contributed in transforming inefficient state farms into private holdings and in establishing water user associations 

114. Agriculture and Natural Resources.  The impact of ADB’s ANR support is assessed as satisfactory . ADB has contributed to the transformation of inefficient large state farms into private holdings and to the establishment of water user associations, which involves farmers directly in the management of irrigation systems. ADB’s Agriculture Area Development Project contributed to increased farm incomes, higher yields of the main crops, and reductions in waterlogging and salinity. The Rural Livelihood Development Project substantially boosted the incomes of poor rural women through innovative approaches involving NGOs as project facilitators. While the impacts of ADB support have largely been confined to relatively small numbers of project beneficiaries, the innovations introduced under ADB’s ANR support were scaled up by the World Bank. Education. The impacts of ADB’s education sector support are assessed as 115. satisfactory . ADB support in basic education contributed to increased enrollment from

ADB support helped increase enrolments in the basic education and skills development areas 

935,000 to 1.2 million (during 1997–2004) and decreased dropouts from 6,100 to 1,344, with positive gender impacts as teachers who were mostly females (about 80%) benefited from training. These have further contributed to a steady improvement in human resource development (e.g., the proportion of children in grade 1 passing basic literacy, mathematics, and skills tests increased by more than 30% over the past decade), indicating that children are better prepared for further schooling. In the vocational education and skills development area, ADB support contributed to increased enrolment in long courses by 35% (during 2007–2010), while doubling enrolment in short courses which was targeted at 6,000 by 2012. 116. Health. The impacts of ADB’s health sector support are assessed as satisfactory. Support for community-based early childhood development contributed to a reduction in IMR by 20% during 2004–2009 and helped reduce CMR by 30% in project areas, and to a threefold increase in the number of children from the project preschools who enrolled in grade 1. Further, the iodine disease deficiency of the population consuming iodized salt was reduced by 90% during 2004–2009. ADB support has also contributed to improved child health status by helping the government maintain a 95% immunization rate and by substantially strengthening the capacity of midwives and other primary health care workers. By 2010, more than 70% of common child illnesses were classified and treated according to official protocols by primary health workers, exceeding ADB’s sector targets. The impact of ADB support to the sector could have been greater had a more sustained and coherent assistance approach been adopted.

ADB contribution to the country’s achievement of development impacts is satisfactory  

Overall Assessment of Development Impacts. Overall, ADB’s contribution to the 117. country’s achievement of development impacts is rated satisfactory . Transport projects

have had regional major impacts on connectivity and livelihood. hasRepublic been made in fostering integration, with trade volumes betweenProgress the Kyrgyz and its neighbors more than doubled during 2007–2010. Still, the costs of trading across borders remain extremely high. Some reforms in finance/PSD contributed to stabilizing the banking system. In ANR, ADB support contributed to the establishment of water user associations with farmer participation in irrigation management. Some innovations introduced under ADB’s ANR support were scaled up by the World Bank. 118. In education, there has been considerable progress in reducing school dropouts and repetition rates, and improving access to textbooks and learning materials. In health, access to essential drugs was vastly improved, and CMR have fallen during the

 

Performance of ADB Support under the Six Evaluation Criteria  43 years of ADB support by nearly 30% in project areas. The impacts of ADB’s fairly extensive support in PSM are less visible, with public sector performance hampered by a large debt overhang, frequent staff changes, inter-agency rivalry, low civil service wages, and pervasive corruption. A potentially negative impact of ADB’s lending is the impact that this has had on the country’s public debt, although once debt sustainability limits were breached, ADB improved the concessionality of its assistance and has helped the government strengthen public financial management, including the management of its public debt.

G. 

ADB Support in Other Sectors

119. Rural Water Supply and Sanitation. ADB support in the rural WSS subsector was designed to improve delivery of basic infrastructure services. A combination of fiscal difficulties, aging infrastructure, and institutional constraints had inhibited rural and municipal communities from accessing adequate water supply, sanitation, flood control, and draining services. A community-based WSS project, initiated in 2000, 36  was

Considerable reduction in school dropouts and repetition rates was observed

The rural WSS project was

designed to improve 300 water supply systems in 730 villages and 7 small towns, but only 118 rural water supply subprojects were completed. A PCR and PVR rated the project less than successful. 37 A supplementary grant was provided in 2008 to complete additional 122 projects in 4 rural districts, namely Chui, Jalal-Abad, Osh, and Batken. 38 A combination of a high degree of project complexities and the lack of government ownership, accountability, and capacity for rural WSS activities, contributed to overall poor project performance. The executing agency for the project was shifted from the Department of Rural Water to the Ministry of Natural Resources, to the State Committee on Water, and finally to the Agency for Regional Investment. Since the project was found to have serious governance issues involving procurement and financial irregularities, it was subsequently suspended by ADB. Sustainability was also

found to have serious governance issues involving procurement and financial irregularities

one of the keyprovided issues in adequate rural WSS.resources Neither the and local) nor communities forgovernment operation (central and maintenance of the the completed rural WSS systems.   120. ADB has shifted the focus from rural WSS to integrated urban sector development, with an ongoing project approved in 2009 (Issyk-Kul Sustainable Development Project). 39 The project is an integrated urban development project, aimed to (i) reduce the pollution of Lake Issyk-Kul, which is the world’s second largest saline lake and the prime tourist attraction for this region of the country (covering the cities of Balykchy, Cholpon-Ata, and Karakol); and (ii) improve the sewage system, develop sanitary landfills, install water meters, and provide water and sanitation facilities in a number of schools, markets, health care organizations, and neighborhoods. The project is relevant to the country’s needs and to the government’s efforts to promote urban development and decentralized services delivery. However, it is too early to properly assess the project.   Energy. ADB provided support to the energy sector in the early years of its 121. assistance for privatization and enterprise restructuring, and improvement in the 36

 ADB. 2000. Loan 1742-KGZ: Community-Based Infras Infrastructure tructure Services Se Sector ctor Project. Manila. IED has recently changed the rating descriptors starting with “partly” and “less” to “less than” (e.g., “partly successful” has been changed to “less than successful”) in order to clearly indicate that this is below the line. 38  ADB. 2008. Grant 0122-KGZ: Community-Based Infrastructure Services Sector Project (Supplementary) . Manila. 39  ADB. 2009. Report and Recommendations of the President to the Board of Directors on Proposed Loan and Asian Development Fund Grant for the Kyrgyz Republic: Issyk-Kul Sustainable Development Project. Project Number: 41548 . Manila. 37

 

44

Evolving Transition to a Market Economy

After nearly a decade, energy once again became an ADB strategic priority 

Bishkek district heating system. Solid progress was made in unbundling sector entities, but the energy companies suffered from outdated and nontransparent management structure and inadequate funding. This contributed to rising energy losses, a large backlog of overdue repairs, and crippling power outages. Since 2007, after a gap of nearly a decade, energy has again become an ADB strategic priority. The Power Sector Improvement Project was provided in 2010, which included components for improving metering and data acquisition, rehabilitating power substations, improving the grid’s communication and control system, and strengthening the corporate and financial management of the National Electricity Grid Company. The project is highly relevant to the country’s needs and government’s priorities to address the constraint related to unreliability of power supply, as well as to ADB’s Strategy 2020. While the project suffered from considerable start-up delays, disbursement is now on track. However, it is too early to properly assess the project. 122. A new project is being designed to rehabilitate critical assets in tthe he power power system, including the Toktogul hydroelectric facility and the dams on the Naryn cascade, 40

while also establishing an electricity settlement center. Through the Energy Sector Working Group of the development partners, ADB support is also being provided for tariff reform, reduction in electricity losses, and improvement in energy security. While the World Bank and the PRC are the largest sources of assistance to the sector, ADB’s renewed support can be considered highly relevant, since improving energy policies and ensuring that the grid can be operated safely and securely is essential to make the energy sector more creditworthy and enable it to attract the FDI needed for the country to further develop its massive hydropower resources.  

H.  ADB responded to the country’s emergency rehabilitation requests and added value by supporting a disaster risk mitigation project 

ADB and Borrower Performance

123. ADB ADB’s Performance.   ADB performance rated satisfactory  . the Stakeholders appreciated active role as ADB was quick toisrecognize and support country’s needs for transition from a command to market economy. And in recent years, ADB has correctly shifted the focus to support for more inclusiveness and poverty reduction (Box 3). ADB has responded quickly to the government’s requests for emergency rehabilitation support in times of post-disasters and other crises, and added value by supporting a disaster risk mitigation project (Box 4). ADB has participated actively in multipartner assistance strategies by co-chairing aid working groups in energy and taking a lead role both in aid coordination (for the Shelter and Reconstruction postJune 2010 events and in WSS operations in general) and in the multipartner portfolio review (with the World Bank, Islamic Development Bank, and Germany’s KfW). ADB has cofinanced a number of projects with other partners. In a difficult setting, it has designed projects and programs that have made positive contributions to PSD, PSM, social development, and regional cooperation. ADB’s strategic focus was broadly correct, although its abrupt departure from the ANR and health sectors post-2009 could have been handled better.

40

  ADB. 2012. Aide Memoire for the Power Sector Improvement Project and Fact Finding Mission for the Proposed Power Sector Rehabilitation Project . Manila.

 

Performance of ADB Support under the Six Evaluation Criteria  45

Box 3: Stakeholder Perceptions of ADB Performance Government officials have provided a favorable assessment of ADB performance during the past decade. Many government officials described ADB as their favorite aid agency because of its flexibility and responsiveness and its “Asian” way of doing business. They also pointed to the visible and lasting results of ADB projects, most notably the increase in trade that has occurred due to the Bishkek–Osh road, and highlighted the role that ADB has played in promoting regional cooperation through CAREC and regional projects. Government officials believed that ADB-assisted projects had been broadly effective. Some government officials and NGOs felt that ADB had not been sufficiently strict in enforcing project conditionalities and had been too accommodating during project implementation. Although aid partners and NGOs gave ADB high marks for involving them in project and program design, many felt that ADB could improve the way it disseminates information on program performance. Source: CAPE Mission’s focus group discussions, March 2012.

124. ADB also added value in generating knowledge products. In recent years, ADB has led a multipartner effort to prepare a country gender assessment and has cooperated with the World Bank and IMF to prepare a major economic assessment (i.e., the JEA). ADB's project supervisory performance was satisfactory, especially as many projects have been delegated to the resident mission which has been playing an active role appreciated by stakeholders. This is reflected in the pragmatic approach of dealing with slippages in reform conditionalities, required changes in scope, responses to procurement issues, number of review missions, and in the specific proficiency of staff dealing with the administration of the programs and projects in the resident misison. In addition, the joint venture approach, which the Central and West Asia Department adopted in 2009, has led to a better delineation of tasks between ADB Headquarters and resident mission operational staff and better use of the on-the-ground capacities of the resident mission and technical expertise in the Headquarters.

 

46

Evolving Transition to a Market Economy Box 4: ADB’s Responsiveness in Times of Natural Disasters and Disaster Risk Mitigation The Kyrgyz Republic is prone to natural disasters, which can take the form of earthquakes, landslides, and floods. Over the past 15 years, an average of about 170 disasters has occurred each year, with annual damage in the range of $30–$40 million. ADB has responded quickly to natural disasters through participation in multidonor needs assessments, provision of emergency reconstruction financing, and capacity development for disaster risk reduction. The impacts of ADB’s emergency support have been broadly positive. ADB’s Flood Emergency Rehabilitation Project in 1998 achieved its main objective of restoring infrastructure damaged by the floods and rains in the southwestern part of the country, which allowed normal activities to resume in the large poor communities of the Jalal-Abad, Osh, and Batken oblasts. In 2003, ADB responded to severe landslides and floods with the Emergency Rehabilitation Project, which restored access to essential transport, power, schools, and municipal infrastructure in the Chui, Issyk-Kul, and Oshcommunities. oblasts. That support was successful in substantially improving the quality of Jalal-Abad, life of the affected In 2004, ADB provided a JFPR project for reducing the vulnerability of the poor to natural

disasters, which was the only ADB project for disaster risk mitigation. It had an innovative design as it aimed to improve planning and decision-making for natural disasters, develop capacity of the national and local authorities and communities to deal with frequent natural disasters, and pilot test community-based disaster risk reduction. The project achieved the following outcomes: (i) natural disaster issues integrated into national and local development planning and budgeting, based on the studies conducted by the project (including assessment of risks of natural disasters and their impacts on the national and local economies, and assessment of the alternative socioeconomic strategies for natural disasters); (ii) capacity of the national and local authorities and communities strengthened in natural disasters monitoring, management, preparedness, and responses; and (iii) the 10 most vulnerable local communities selected as pilot cases to implement community awareness, mobilization, preparedness, and small-scale disaster mitigation plans. These outcomes are likely   sustainable since the extensive capacity development activities werewith integrated into the central local decision-making processes, and coordination the communities. Theseand contributed to satisfactory impacts legislation, of supporting human/social development: (i) over 6,000 people and 60 organizations and vulnerable rural communities directly benefited from the project; (ii) the project’s methodology in the risk assessment study was used for the preparation of the Emergency Defence Law; and (iii) the project’s pilot methodology was used by the pilot communities to prepare more mitigation proposals submitted for financing by other agencies, and used by other communities through the creation of the village initiative groups which are regarded as an effective and sustainable mechanism in risk mitigation and management. Source: CAPE assessment, 2012.

With some exceptions, the government has broadly maintained its support for ADBsupported policy reforms 

125. Borrower Performance.  Borrower performance is rated satisfactory. Successive governments have participated actively in the design of programs and projects, encouraged development partners to adopt coordinated assistance approaches, and mobilized the counterpart funding necessary to implement what were often complex and challenging interventions. With some exceptions, the government has broadly maintained its support for ADB-supported policy reforms, with relatively little backsliding on transition-related reforms. The government’s use of external assistance resources, including those from ADB, could have been better if there had been less staff turnover in executing/implementing agencies; if a clear and centralized capacity for aid management had been created; if more authority had been devolved to local governments; and if more emphasis had been accorded to the sustainable management of public assets and services. In many respects, the shortcomings in aid coordination and project implementation are a problem of low capacity, which is general to all spheres of public sector activities, rather than a specific lack of commitment to ADB projects. Coordination across key government agencies (e.g., the

 

Performance of ADB Support under the Six Evaluation Criteria  47 MOF, the Ministry of Economy and Antimonopoly Policy, and the Prime Minister’s office) has been challenging and has compromised the effectiveness of several capacity development initiatives. However, the coordination issues have been discussed among these agencies. The MOF has recently created the Head Department of Public Investment and Technical Assistance as a strong commitment to enhance aid coordination.

MOF has recently created the Head Department of Public Investment and Technical Assistance

 

 

CHAPTER 6

Overall Findings A. 

Overall performance

Performance of ADB Support under the Six Evaluation Criteria (Integrated Sector Assessment) 

126. The CAPE assesses the overall performance performance of ADB’s country strategies and programs to the Kyrgyz Republic (during 1994–2010) in the key sectors combined

under the six evaluation criteria is successful with satisfactory

strategic positioning 

Programs are relevant efficient effective with

sustainability prospects appearing less

than likely

under the six evaluation criteria (strategic positioning, program relevance, efficiency, effectiveness, sustainability, and development impacts) as successful.  The strategic positioning of ADB’s country strategies was satisfactory— while while the design of ADB’s country strategies was relevant/responsive to the country’s needs and to the government’s and ADB’s corporate strategies (with appropriate modalities and close coordination with other development partners to divide responsibilities and increase synergies) and more resources were focused on the sectors that generally performed well, they were also spread thinly across many sectors without sufficient intersector linkages to mutually reinforce higher cross-sectoral outcomes and impacts. 127. The programs are considered relevant  to   to the country’s strategies, with a series of projects/programs designed to support the sector objectives. However, there were notable weaknesses in project design, especially in rural WSS. Resource use in the programs is considered efficient , with solid returns on investment for transport and ANR projects, and fairly high returns on reforms in finance/PSD, though with startup and implementation delays, which were normal portfolio problems encountered in most sectors. 128. The programs are considered effective   in achieving many sector outcomes, especially in transport, finance/PSD, and the social sectors. Road travel time between Bishkek and Osh decreased by half and vehicle operating costs decreased by 15%. Institutional regulations and supervision of banks helped enhance the quality of banking operations. Institutional and policy reforms such as decentralized school-based management helped increase the quality of learning outcomes. 129.

Contributions of sector outcomes to the country’s achievement of development impacts are satisfactory  

The sustainability prospects of outputs and outcomes appeared less than likely ,

especially in transport, the largest sector, with insufficient maintenance thepast road network. Although the government’s road maintenance funding increased inofthe 5 years, it remains inadequate as it is only one-third of the international standard and has to repair damage from frequent natural disasters as well. Sustainability was also affected since PIUs/PMUs in most sectors (except transport) were project-specific and not part of the executing agencies’ normal systems, and were dissolved after project/program completion. The contributions of combined sector outcomes to the country’s achievement of development impacts are satisfactory ,  with large-scale contributions by the transport and finance/PSD sectors, and to a lesser extent by the social and ANR sectors. These, in turn, contributed more to the achievement of the  first

 

Overall Findings

49

CSP pillar/objective (on sustainable growth) and less to the second CSP pillar/objective (on poverty reduction). 130. The CAPE assesses the performance of ADB support to transport, finance/PSD, education, ANR, and health as successful . Performance in rural WSS and PSM was less than successful   and could have been better by sequencing interventions to take into account reform readiness and limited government ownership. ADTA could have been used more systematically, rather than ad hoc, to assess ownership and readiness of the intended reforms and improve the implementation capacity of executing agencies, and to help the country develop a results framework and establish an M&E system to track the progress of the country’s achievement of various indicators. Private sector operations could have increased the role by joining existing partners. Conversely, recent support in the energy sector is highly relevant as it is addressing critical threats to energy security. 131.

Overall Assessment.  The rating was assigned by aggregating the individual

Support to transport, finance/PSD, education, ANR, and health are successful 

sector ratings based on the six evaluation criteria, using weights per sector corresponding to the sector shares for total loans, grants, and ADTA combined during the entire CAPE period (1994–2010). The overall rating does not include the rural WSS subsector and the energy sector because they have only one completed project each, and each accounted for only a small amount of total support. Since more than 80% of total support (of the sectors assessed) were in the sectors considered as having successful performance, the performance of ADB’s overall country strategies and assistance programs for the Kyrgyz Republic is assessed as successful  (Appendix  (Appendix 10).

B. 

ADB’s overall country strategies and programs assessed successful 

Performance of ADB Support in Achieving the Country Strategy Objectives

132. The CAPE assesses the performance of ADB’s country strategies and programs for the Kyrgyz Republic during the three periods combined (1994–2010) as successful , with satisfactory   strategic positioning of the three country strategies (i.e., doing the right things) as they generally (i) identified the right strategic pillars/objectives in each of the three periods—highly consistent with the country’s development challenges, the government’s strategies/plans, and ADB’s corporate strategies in the respective periods; (ii) focused more on key sectors that generally performed well (e.g., transport, which was the largest sector, accounting for about 30% of the total support; finance/PSD; and education), while coordinating closely with other development partners to focus on other sectors to increase synergies, avoid duplicative efforts, and reduce transaction costs to the country; and (iii) provided a series of long-term continuity of support, such as in the rehabilitation of road network, for greater contributions to impacts. 133. However, there were important weaknesses weaknesses in the design of the country strategies. While more resources were allocated to the key sectors that generally performed well, they were also spread thinly into many sectors/subsectors, rather than creating sufficient linkages among the key sectors to mutually reinforce achievement of higher cross-sectoral impacts for more inclusive growth. Sectors like rural WSS did not perform well, while others like health performed better but with too small support to contribute meaningfully to country-wide development impacts, including the MDGs. Despite such drawbacks, overall ADB support programs have been satisfactory   in achieving sector outcomes and contributions to the country’s development impacts (i.e., doing things right) by helping (i) address some major constraints; and (ii) facilitate the country’s transition, which contributed to achieving ADB’s CSP objectives/pillars, although their sustainability in the long run needs more attention.

ADB is doing the right things, with satisfactory   strategic positioning in identifying the right strategic objectives 

 

50

Evolving Transition to a Market Economy

ADB support programs were found satisfactory in addressing the country’s major constraints  

134. The CAPE assesses the performance of ADB support in addressing the country’s major constraints and risks as satisfactory , though with some shortcomings, as follows:  (i) 

Improving Infrastructure and Connectivity.   With ADB support for rehabilitation of roads, average travel times have been substantially reduced for the Bishkek-Osh road, Bishkek-Almaty road, and Southern Transport Corridor road, thus helping connect people within the country and region as well as generating regional trade and economic activities along the roadsides. The Bishkek-Osh road reduced the isolation of the south, where many ethnic minorities live. Rapid growth and income generated from transit trade or reexport of goods from the PRC to neighboring countries would not have been possible without the ADB-

supported transport corridors. However, sustainable maintenance of the road network was not given sufficient attention. While the government’s road maintenance funding increased substantially over the past 5 years, it

is insufficient as it has to also repair damage caused by natural disasters. (ii) 

Improving Institutional Capacity to Deliver Public Services to Enhance Inclusiveness. ADB support in all sectors had components to develop institutional capacity to improve delivery of public services. In education and health, improved institutional capacity in management has helped improve enrolment and the quality of basic education and reduce infant mortality in project areas, though the latter not on a large scale due to the small amount of support. With support in ANR and a series of transport projects, a large number of households obtained more access to market and employment opportunities through income generation activities, particularly along the roadsides. In PSM and rural WSS, institutional capacity development was not given sufficient prior attention, hence there was weak government ownership of institutional reforms. This, combined with constraints in financial and human resources, tended to limit the achievement of sector outcomes and contribution to impacts. To enhance inclusiveness, ADB also provided a Vocational Education and Skills Development Project, which is still ongoing, aimed at increasing productivity and employment opportunities, with already doubled enrolment so far.

(iii) 

Improving Governance.  ADB has attempted to foster good governance, both through support for PSM and corporate governance and in all sectors. There have been some positive outcomes in terms of reducing the state’s role in the productive sectors, establishing a basic budget law and procurement procedures, and improving the soundness and

oversight of the financial sector. However, project designs in several cases did not accord sufficient attention to the prerequisites for corporate governance reforms, to the appropriate timing of introducing deposit insurance and fostering capital markets, to the government’s absorptive capacity to mount complex reforms in PSM, and to the capacity of executing agencies to transparently implement projects in rural WSS. In other words, project designs were overambitious and poorly sequenced in several cases, particularly in rural WSS, where government ownership and accountability have been lacking. The ongoing rural WSS project was found by ADB’s Office of Anti-Corruption and Integrity to have experienced serious irregularities during its implementation (i.e.,

 

Overall Findings procurement, financial management, and quality of civil works and goods) and was suspended. (iv) 

Responding to Frequent Natural Disasters and Other Emergencies.   ADB has been responsive to the country’s external and internal emergencies. First, ADB provided support in 1994 to help mitigate the fiscal effects of the collapse of the FSU. ADB also responded quickly to the damage resulting from internal unrest and natural disasters through a series of emergency support. It also provided one disaster risk mitigation project to help reduce the vulnerability of the poor to natural disasters, which was found to be successful as it benefited at least 6,000 people and 60 organizations; its methodology in the risk assessment studies and plans was used for the preparation of the Emergency Defence Law; and its pilot

methodology was used by the pilot communities to prepare more mitigation proposals submitted for financing by other agencies and replicated in other communities. However, since the country is prone to

51

various kinds of natural disasters, more disaster preparedness support like this or support related to climate change adaptation and environmental protection would be useful to reduce the risks involved. 135. ADB’s three country strategies over the period had similar strategic objectives/pillars, which can be combined as contributing to (i) achieving private sectorled, sustainable growth; and (ii) attaining poverty reduction and other MDGs. Since ADB support over the entire CAPE period was found to help address the country’s major constraints to a satisfactory extent, it was found to be satisfactory   in helping facilitate the country’s transition, as assessed below under the two CSP objectives: (i) 

CSP Objective 1: Contributing to Private Sector-led, Sustainable Growth.  The CAPE assesses ADB’s contribution to the achievement of this CSP objective as satisfactory . Although the Kyrgyz Republic has not yet entered a highly sustainable growth path, the average growth achieved over the past 15 years of 4.6% is considered moderately high in view of a series of major constraints and internal and external disturbances faced by the country. ADB’s series of long-term support, particularly in regional transport projects and finance/PSD programs, helped contribute to the country’s achievement of some development impacts which, in turn, could be linked directly/indirectly to the country’s achievement of moderately high economic growth as detailed in Figure A8.4 (Appendix 8).

(ii) 

CSP Objective 2: Contributing to Poverty Reduction and Other MDGs. The CAPE assesses ADB’s contribution to the achievement of this CSP

ADB support programs were found satisfactory  in addressing the country’s major constraints to achieve the CSP objectives

objective as satisfactory (borderline)   due to two reasons. The first is that while the country has achieved good progress in poverty reduction from 50% in 2003 to 34% in 2010, there have been high regional disparities and slower progress in achieving non-income MDGs. The second reason is that the amount of ADB support in some MDG-related areas has not been large enough. While ADB support in the health sector had satisfactory impacts, they were mostly limited to project areas and insufficient to contribute significantly to the country level’s MDGs although some project activities have been scaled up by the government or other partners. As for ADB’s road sector projects, their impacts on increasing employment and reducing poverty have been confined mainly

 

52

Evolving Transition to a Market Economy to roadside households, and have not necessarily manifested in raising skills/productivity. However, these impacts can be linked to the country’s progress in poverty reduction and some non-income MDGs as detailed in Figure A8.4 (Appendix 8).

C. 

Key challenges for ADB include helping the

Macroeconomic Outlook and Challenges

136. The events of 2010 will will influence the development setting for many years to come. Reconstruction assistance is being delivered, but more will need to be done to address the root causes of the ethnic violence (e.g., poor governance, high unemployment and low productivity particularly of marginalized youth, poor social services delivery especially in the south, and disputed borders with neighboring states) and to make growth more inclusive. Economic growth of about 5% is expected to continue in 2012–2013 (Economist Intelligence Unit’s estimate). A period of fiscal consolidation is anticipated that will limit the scope for financing large-scale public sector projects or delivering more sophisticated public services. Fiscal deficit is expected

government achieve private sector-led growth, making growth more inclusive, improving governance, and reducing vulnerability of the poor to natural disasters 

to widen from 4.7% of GDP in 2011 to about 5.5% in 2012–2013, as revenue is likely to drop due to the labor dispute at the Kumtor gold mine and the early 2012 ban on casinos and most gambling establishments. While opponents of the ban claimed that the ban has caused up to 15,000 job losses and up to $100 million loss of government revenue, underground casinos were operating. 137. For ADB, helping the government facilitate facilitate a process of private sector-led growth (e.g., through increasing private sector operations, improving investment climate and cross-border trading system, maintaining road network, and improving reliability of energy supply); making growth more inclusive (e.g., through continued support for vocational education and skills development to enhance opportunities for youth employment and higher (e.g., through of eprocurement and public financialproductivity); managementimproving systems); governance and reducing vulnerability the poor to natural disasters are the key challenges.

 

 

CHAPTER 7

Lessons and Recommendations A. 

Lessons

138.

Based on the above findings, findings, key lessons are are identified identified below below in terms of

strengths and weaknesses to help improve the design of the next CPS: 139.

140.

Strengths. The following are strengths of ADB assistance:

(i) 

ADB’s responsiveness to the country’s evolving circumstances. ADB has been one of the country’s largest sources of financing, making significant contributions to improving the country’s road network, PSD, education, and ANR. The majority of ADB’s sector programs, which helped reform policies and institutional arrangements, provided a strong foundation for future support. ADB also responded quickly in times of crises and emergency needs, which was highly appreciated by the government.

(ii) 

Solid cooperation among major development partners. Aid has been well coordinated among main development partners at the strategic level, within key sectors, in major projects, and in portfolio reviews and major economic and sector work. Joint planning and priority setting have been undertaken, given serious absorptive capacity in the public sector. The resident mission has been playing an important role in aid coordination.

(iii) 

Government’s willingness to mount challenging reforms. ADB has assisted the government in undertaking many challenging reforms, including privatizing SOEs and rural lands, defining new institutional arrangements for managing rural irrigation, building good corporate governance, right-sizing and upgrading the quality of basic education, and involving the private sector in the delivery of essential drugs.

Weaknesses. The following are weaknesses of ADB assistance:  

(i) 

Lack of government ownership and executing agencies’ accountability and capacity in the rural WSS sector.   Lack of government commitment and a mandate for a specific agency to look after rural WSS activities can result in delays and frequent changes in the executing agencies (not only in ADB projects, but also in those of the World Bank), with irregularities in implementation performance and serious governance issues.

(ii) 

Overambitious assistance programs.  Resources were spread thinly in many sectors without sufficient focus and sector linkages to reinforce

 

54

Evolving Transition to a Market Economy cross-sectoral outcomes/impacts, and without sufficient assessment of government readiness. (iii) 

Inadequate long-term planning for major policy and institutional reforms.  The long-term nature of policy and institutional reforms requires proper sector roadmaps to set out the critical milestones for both the reforms and their concomitant enforcements in a phased manner.

(iv) 

Ad-hoc provision of ADTA. TA provision that was not well integrated into the overall CPS can result in one-off capacity creation, which was not sufficient for the executing agencies’ long-term capacity development.

(v) 

Standalone PIUs/PMUs. The use of standalone PIUs/PMUs not integrated

into the executing agencies’ normal operation systems, while creating short-term capacity substitution, can contribute to projects whose ownership and sustainability are in doubt. 41

  (vi) 

B. 

Inadequate attention to road maintenance and the software side of regional cooperation.  Low emphasis on road maintenance and the software side of regional cooperation can result in weak sustainability of the road network and weak implementation of CBAs.

Recommendations

141. Drawing on the findings and lessons, the following are recommendations for management consideration: 42   (i) 

Focus on development impacts and address sustainability issues at the design stage. The next CPS should focus on sectors/subsectors where the government has shown strong commitment/ownership and where ADB has performed well, while working closely with other partners to focus on other sectors to increase synergies and complementarities. For example, in transport, more emphasis could be on improving road maintenance and the sustainability of the existing road network (by working out road asset management reform with other key partners), while easing constraints to logistics and cross-border trade facilitation and improving road safety. In energy, the focus could be to make the sector financially viable, sustainable, transparent, and free of corruption so that it can ensure a stable and reliable energy supply to domestic customers and for export. In education, support for vocational education and skills development would be appropriate to boost productive employment, combat the brain drain, and make the growth pattern more inclusive. Although PSM did not perform very well in the past, ADB could limit its support to the area related to improving governance in project implementation by helping develop an e-procurement system.

41

  MOF agrees with this lesson and informed the CAPE that it has been conducting quarterly reviews of the executing agencies and PIUs/PMUs; and that the issues of the executing agencies’ accountability/ownership as well as possibilities of establishin establishing g a single sector PIU/PMU were discussed discussed.. 42   Key government agencies (the MOF, the Ministry of Economy and Antimonopoly Policy, and the Prime Minister’s Office) reviewed the CAPE draft and provided general feedback in support of these recommendations.

 

Lessons and Recommendations 55 (ii) 

Use ADTA systematically, by integrating it into the overall CPS to help assess government capacity, ownership, and accountability upfront. ADTA should be used innovatively to assess the capacity, ownership, and accountability of the executing agencies (e.g., developing the required capacity in project implementation and results-based M&E, as well as assessing their ownership and accountability using various criteria) before providing support in certain sectors. This would allow the next CPS to better design and implement projects/programs with increased chances of being more effective and reduced risks of being suspended/canceled.

(iii) 

Move away, in a phased manner, from the   extensive  use of externally driven PIUs/PMUs which are closed after project completion and not integrated into the executing agency’s regular structure for project implementation.   If external PIUs/PMUs cannot be avoided due to the country’s very high government staff turnover, a single sector PIU/PMU in each agency that needs it should be used provided experienced local staff

who runs it can be retained and transferred to the next PIU/PMU. (iv) 

Improve the CPS results framework and continue assisting the country to improve results orientation and overall M&E system. In cooperation with other partners, ADB should continue assisting the government to develop the country’s overall results framework that reflects the national strategy at the country and sector levels, and establish a results-based M&E system to track the progress of the country’s achievement of various targets set. The results framework of the next CPS itself should also be improved, based on clear sector roadmaps and linkages between sectors to mutually reinforce achievement of desired higher outcomes/impacts.

(v) 

Address climate change adaptation in the next CPS. Natural disaster risk management could be in large part addressed under climate change adaptation measures and environmental protection. Earthquake risk adaptation is being attended to by the government and other partners. A climate change assessment, which includes natural disaster risks and how to deal with them, should be prepared to support the government and used to identify measures to deal with these risks under the new CPS.

(vi) 

Continue efforts to boost ADB's private sector operations.   This will help attract more FDI, improve corporate governance standards, and facilitate sustainable economic growth. ADB's approval of $10 million in early 2012 for a small and medium enterprise credit line to a domestic bank is an important step in that direction. Additional efforts to increase private sector operations should be continued, and cofinancing possibilities with

other relevant development partners explored.

 

 

Appendixes

 

 

APPENDIX 1. KEY ECONOMIC AND SOCIAL INDICATORS

Table A1.1: Key Economic Indicators Item A. Income and Growth 1. GDP per Capita ($, current) 2. GDP Growth (%, in constant prices) a. Agriculture b. Industry c. Services B. Saving and Investment (% of GDP) 1. Gross Domestic Investment 2. Gross Domestic Saving C. Money and Inflation (annual change) 1. Consumer Price Index

2. Broad Money Supply (M2) D. Government Finance (% of GDP) 1. Government Revenue 2. Government Expenditure

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

307.8 5.3 7.3 4.5 3.8

321.6 (0.0) 3.1 (9.0) 4.2

38 380.9 0.9 7.0 3.2 12.7 7.4

434.2 7.0 4.1 3.0 11.7

478.2 (0.2) (4.2) (9.8) 8.4

545.9 3.1 1.7 (6.9) 9.0

728.0 8.5 1.6 10.3 12.6

969.3 8.4 0.9 14.0 11.0

865.9 2.9 6.7 (0.3) 2.3

875.3 (0.5) (2.6) 2.5 (1.1)

1,067.2 5.7 2.3 8.8 5.2

18.0 16.9

17.6 16.7

11.8 10.2

14.5 15.6

16.4 15.0

2 24.2 4.2 10.9

26.6 20.9

28.9 14.7

27.3 25.1

27.4 19.1

25.3 22.4

6.9

2.1

3.1

4.1

4.3

5.6

10.2

24.5

6.8

8.0

16.6

11.3

34.1

33.5

32.0

9.9

51.6

33.3

12.6

17.9

21.1

14.9

17.0 16.6

19.1 20.2

19.3 20.1

19.4 20.0

20.2 20.0

26.4 28.9

30.2 31.0

29.9 29.3

32.2 36.1

30.5 36 36.6 .6

33.3 38.0

3. Overall Fiscal Surplus/(Deficit) E. Balance of Payments 1. Merchandise Trade Balance (% of GDP) 2. Current Account Balance (% of GDP) 3. Growth of $ Merchandise Export (%)   4. Growth of $ Merchandise Import (%)   5. Workers' Remittances ($ million) 6. Workers' Remittances (% of GDP) 7. Foreign Direct Investment ($ million) 8. Foreign Direct Investment (% of GDP) F. External Payments Indicators 1. Gross Official Reserves (including gold, $ million) Months of Merchandise Imports 2. Total External Debt (% of GDP) 3. External Debt Service (% of export)

0.4

(1.1)

(0.8)

(0.6)

0.2

(2.5)

(0.8)

0.6

(3.9)

(6.1)

(4.7)

2.0 (1.2) (5.6) (15.7) 0.0 0.0

(4.6) (3.0) 2.0 25.6 4.7 0.3

(6.9) (4.4) 19.8 22.2 70.0 3.6 45.5 2.4

(7.7) 1.3 24.0 32.1 179.0 8.1 131.5 5.9

(17.0) (1.6) (6.5) 25.5 313.0 12.7 42.6 1.7

(31.3) (9.3) 31.9 62.1 424.6 15.0 182.0 6.4

(33.5) (6.0) 47.7 45.8 608.7 16.0 208.9 5.5

(36.6) (13.7) 40.1 43.6 1,130.1 22.0 377.1 7.3

(23.4) (2.2) (9.6) (25.0) 891.1 19.0 189.6 4.0

(25.1) (7.2) 5.0 5.9 1,102.0 23.0 233.6 4.9

(28.1) (6.4) 27.7 32.0 1,481.0 25.0 458.8 7.7

286.5 7.4 109.8

317.3 6.5 114.9

399.3 6.7 103.3

564.5 7.2 95.3

612.4 6.2 81.4

817.1 5.1 79.9

1,176.6 5.4 66.7

1,224.6 3.9 50.0

1,588.2 6.8 66.8

1,718.9 6.9 69.4

1,845.8 5.6 59.0

30.5

19.0

19.8

14.2

10.0

8.0

9.2

12.0

26.0

9.3

6.1

 

 

Item G. Memorandum Items 1. GDP (current prices, som billion) 2. GDP (current prices, $ million) 3. Exchange Rate (som/$, average)

2001

2002

2003

2004

2005

2006

73.9 1,526.9 48.4

75.4 1,607.7 46.9

83.9 1,924.3 1,924.3 43.6

94.4 2,216.0 42.6

100.9 2,461.0 41.0

113.8 2,830.8 40.2

2007

2008

2009

2010

141.9 3,804.3 37.3

188.0 5,136.6 36.6

201.2 4,690.0 42.9

220.4 4,791.3 46.0

2011

273.1 5,924.1 46.1

GDP = gross domestic product. Sources: Asian Development Bank Key Indicators, 2010 and 2011; ADB Central and West Asia Department Database; National Bank of Kyrgyz Republic; National Statistical Committee of Kyrgyz Republic; and staff estimates.

 

Key Economic and Social Indicators

Table A1.2: Key Social and Poverty Indicators

59

 5    8    

A   p   p   e  n   d   i    x  1  

Period Item A. Population Indicators 1. Total population (million) 2. Annual population growth rate (% change)  a  B. Social Indicators 1. Total fertility rate (births/woman) 2. Maternal mortality ratio (per 100,000 live births) 3. Infant mortality rate (below 1 year; per ‘000 live births) 4. Life expectancy at birth (years) a. Female b. Male 5. Adult literacy (%) 6. Gross primary school enrollment (%) 7. Gross secondary school enrollment (%) 8. Child malnutrition (% below age 6) 9. Population with access to safe drinking water (%) b  10. Population with access to sewerage (%) b  11. Gender inequality index 12. Gender-related development index

13. Global gender gap ranking C. Poverty Indicators 1. Poverty incidence (%) 2. Extreme poverty (%) 3. Poverty gap (%) 4. Poverty severity index 5. Inequality (Gini index) 6. Human poverty index 7. Human development index

1985

4.0 1.9

1995

4.6 (1995) 1.5 (1995)

4.2 3.1 (1995) 42.8 44.3 (1995) 37.8 28.1 (1995) 67.9 65.9 (1995) 71.1 70.4 (1995) 64.1 61.4 (1995) 99.8 97.3 (1995) 123.0 103.6 (1995) 110.0 89.2 (1996) – 7.2 (1996) – 81.3 (1996) – 24.4 (1996) – – – 0.65 (1995) –

–

– 50 (2003) – – – 21.6 (2000) – 9.5 (2000) – 0.449 (2000) – 8.4 (2000) – 0.577 (2000)

2005

5.19 (2006) 1.12 (2006) 2.5 60.1 29.7 67.7 72.1 63.5 99.5 – – 5.6 84.4 23.9 0.56 0.69

(2005) (2005) (2005) (2006) (2006) (2006) (2005)

(2005) (2005) (2005) (2008) (2005)

41 (2008) 43 9.0 10.5 3.6 0.433 8.7 0.595

(2005) (2006) (2005) (2005) (2005) (2004) (2005)

The Latest year

5.55 1.4

(2011) (2011)

2.6 63.5 25.0 69.3 73.5 65.3 99.7 100.0 84.0 4.6 90.4 23.5 0.37 0.71

(2011) (2009) (2009) (2010) (2010) (2010) (2009) (2010) (2010) (2009) (2008) (2008) (2011) (2007)

51

(2010)

34 5.0 5.1 2.5 0.371 7.5 0.611

(2010) (2010) (2010) (2010) (2010) (2010) (2010)

– = not available. a

  Population growth rate includ includes es birth rate minus death rate plus net migration migration rate.   Based on household surveys. Sources: International Monetary Fund, National Statistical Committee C ommittee of Kyrgyz Republic, and United Nations Development Programme. Programme. b

 

 

APPENDIX 2. MONITORING THE ACHIEVEMENTS OF THE MILLENNIUM DEVELOPMENT GOALS

Goals

1.  Radical reduction of extreme poverty

2.  Achieve universal primary education

2000

2005

2009

Targets 2015

Performance

Extreme poverty level, %

32.9

9.0 (2006)

5.0 (2010)

12.9

On track

Children under 6 who are underweight, % Population consuming less than 2,100 cal/day, %

6.6

5.6

4.6

3.0

Likely

60.5

49.5

40.7

27.7

Unlikely

Adult male literacy, %

99.5

99.5

99.7

100.0

Likely

Adult female literacy, %

99.6

99.6

99.8

100.0

Likely

96.6

96.2

97.1

100.0

Likely

95.1

95.6

96.3

100.0

Likely

50.7

55.6

55.0

50.0

On track

67.6

62.5

63.9

100.0

Unlikely

45.3

42.9

43.0

50.0

Unlikely

31.1 (2008) 29.3 25.0

30.0

On track

10.4 8.5

Unlikely Unlikely

Indicators

Boys of primary school age who are pupils, % Girls of primary school age who are pupils, % University students who are women, %

3.  Promote gender equality and empower women

4.  Reduce child mortality 5.  Improve maternal health

6.  Combat HIV/AIDS, malaria, and other diseases

Women’s salaries as a % of men’s salaries Economically active population who are women, % Deputies to the Jogorku Kenesh who are women, % Under-five mortality rate per 1,000 births Infant mortality rate per 1,000 births

33.2 22.6

6.7 (2004) 35.1 29.7

Children vaccinated against measles, %

97.8

98.9

98.9

100.0

Likely

Maternal mortality rate per 100,000 live births

45.5

60.1

63.5

15.7

Unlikely

Births attended by qualified personnel, %

98.6

97.9

100.0

Likely

Pregnant women who have anemia, % Annual growth in number of newly detected cases of HIV/AIDS, % Incidence of malaria per 100,000 cases Incidence of tuberculosis per 100,000 cases Tuberculosis mortality rates per 100,000 cases Number of drug users Incidence of brucellosis per 100,000 cases

54.7

47.4

98.5 54.4

25.0

Unlikely

53.0

171.0

42.9 

90.0

On track

0.2

4.4

0.1

0.0

Likely

150.9

125.3

103.9

52.0

Unlikely

20.7

14.1

4,459 24.9

6.7

7.0

Likelya 

7,216

9.0 (2008) 10,417

1,200

Unlikely

55.9

67.4

12.8

Unlikely

 

Monitoring the Achievements of the Millennium Development Goals

Goals

Indicators

2000

4.3

2005

2009

4.3

Targets 2015

Performance

61

Land area covered by forest, %

7.  Ensure environmental sustainabilityb 

8.  Develop a global partnership for development

Country’s specially protected territories, % Population with sustainable access to safe drinking water, % Population with sustainable access to sewerage, % Greenhouse gas emissions (CO2 equivalent tons per capita) Consumption of ozone-depleting substances, grams per capita Emissions of CO2, tons per capita External debt volume, % of GDP External debt service, % of export Number of telephones per 1,000 people Internet users, %

(2001) 

4.3

(2008) 

6.0

Unlikely

– 

4.6

– 

10.0

Unlikely

86.0

84.4

90.0

On track c 

32.8

23.9

40.0

Unlikely

3.1

2.2

3.1

On track

16.0

6.4

16.0

On track

2.4

1.6

2.4

On track

101.9

81.4

20.0

Unlikely

30.5 (2001)  79 0.01

10.0 191 3.0 (2004)

90.4 (2008)  23.5 (2008)  –  1.0 (2007)  –  59.0 (2011)  6.1 (2011)  738

8.0

On track

250 

On track

– 

13.0 

Likelyd 

– = no available data, cal = calories, CO2 = carbon dioxide, GDP = gross domestic product, HIV/AIDS = human immunodeficiency virus/acquired immune deficiency syndrome. a  Possible, provided the downward trend that began in 2005 continues. b  With respect to some indicators, the time lag is insufficient. For example, the total time lag for Millennium Development Goal (MDG) 7 is 18 months. Therefore, in case the current dynamics are improved and additional efforts are undertaken, the achievement achievemen of MDG 7 is of possible.  Despite the tachievement the quantitative indicator, the quality of access to safe drinking water is low.  Possible, provided the upward trend that began in 2004 continues. Source: The Kyrgyz Republic: 2010. The Second Progress Report on the Millennium Development Goals . Bishkek. c

d

 

 

APPENDIX 3. PRIORITIES OF GOVERNMENT DEVELOPMENT STRATEGIES AND PLANS BY SECTOR/AREA

Sector/Area

Governance

Priorities of Government Development Strategies and Plans National Poverty Reduction Strategy (NPRS) 2003–2005 (adopted in 2002):   Increasing the effectiveness and transparency of public administration through development of democratic institutions, reform of central and local public administration, decentralization and local selfgovernance, establishment of effective civil service, reform of public financial management, and  judicial reform. The need to reduce corruption in public administration and strengthen capacity of government agencies was highlighted. The NPRS 2003–2005 provided for measures to combat corruption, reduce crime, and protect property rights. State Strategy for Combating Corruption in the Kyrgyz Republic (adopted in 2005):   The priority areas in the fight against corruption were political activity, public administration, public financial management, social sector, judiciary system, law enforcement, and the military. The National Agency of the Kyrgyz Republic on the Prevention of Corruption was established. Country Development Strategy (CDS) 2007–2010 (adopted in 2006): Institutional strengthening of government agencies, political and social stability, and comprehensive approach to combating corruption.

Marketoriented

Concept of Economic and Social Development of the Kyrgyz Republic till 2000 (approved in 1994): Implementation of first-generation market-oriented reforms such as liberalization of prices, trade

Reforms

and the foreign exchange regime, and privatization of small state-owned enterprises e nterprises (SOEs). Economic Development Strategy (EDS) of the Kyrgyz Republic through 2005 and the Indicative Social-Economic Development Plan (ISEDP) 1996–1998 (adopted in 1995): Enterprise reforms, including privatization of large SOEs and development of antimonopoly and monopoly regulatory mechanisms. NPRS 2003–2005: Financial sector reform, enterprise restructuring, improvement of corporate governance, privatization of SOEs (including KyrgyzGas, KyrgyzTelecom, air transport companies, and electricity distribution companies), and tariff reform in the energy sector. CDS 2007–2010: Acceleration of market-oriented reforms (in particular, privatization of electricity distribution companies and reduction of state ownership of commercial banks).

Transport

EDS of the Kyrgyz Republic through 2005 and ISEDP 1996–1998: Rehabilitation of the road network, especially the Bishkek-Osh national highway .  NPRS –2005:  Improving the condition roads, rehabilitating railroads, upgrading the rolling stock 2003 in rail transport, modernizing the ofaircraft fleet and airport infrastructure, improving management of the transport sector, development of transport services, and increasing regional cooperation in transport to integrate the Kyrgyz Republic’s transport networks into international transportation networks. CDS 2007–2010: Rehabilitation and proper maintenance of the road network and, in particular, 5400 kilometers of the core road network (including the Bishkek-Naryn-Torugart road) was the priority in the transport sector. Road Sector Development Strategy 2007 –2010 (adopted in 2006):  The priority given to rehabilitation and maintenance of roads was reaffirmed.

Energy

EDS of the Kyrgyz Republic through 2005 and ISEDP 1996 –1998: Specific investment projects in the energy sector.

 

Priorities of Government Development Strategies and Plans by Sector/Area 63 Sector/Area

Priorities of Government Development Strategies and Plans NPRS 2003–2005:  Ensuring energy security, achieving energy independence through increased efficiency of energy consumption, rehabilitation of the distribution networks, improvement of

sector management, tariff reform, and increased use of renewable energy. CDS 2007–2010: Development of the power subsector. Electricity tariffs were to be gradually raised to cost recovery levels by 2010. Corporate governance of electricity companies was to be improved, and their profitability was to be achieved through increased tariffs and reduction of losses and arrears. The distribution companies were to be privatized. Foreign direct investment was to be attracted to the construction of the power lines that would enable the Kyrgyz Republic to export electricity to Afghanistan and Pakistan. National Energy Program of the Kyrgyz Republic 2008 –2010 and the Fuel and Energy Complex Development till 2025 (adopted in 2008):   Ensuring reliable and uninterrupted supply of energy; reforming sector management; improving corporate management of energy companies; implementing tariff reforms to ensure cost recovery and eliminate cross-subsidization of consumers; eliminating theft; reducing losses; tightening financial discipline; and reducing the quasi-fiscal deficit in the energy sector.

Water Supply and Sanitation

NPRS 2003–2005: Rehabilitation and construction of water pipelines in Issyk-Kul, Jalal-Abad, Naryn and Talas provinces.

Agriculture and Natural Resources

NPRS 2003–2005: Establishment of commodity cooperatives and associations and of an effective system of marketing of agricultural products; development of the irrigation system and improvement of irrigation methods; development of the education system, advisory services, livestock breeding, agricultural support services, and the agroprocessing industry; and establishment of stable markets for agricultural products based on long-term contracts between

producers and consumers of these products. CDS 2007–2010: Development of an effective land market, merger of small farms on a voluntary basis, establishment of cooperatives in the provision of support services and marketing of agricultural products, transfer of seed development and livestock breeding to the private sector. The quality and the outreach of agricultural advisory services were to be improved. Mortgages (with land used as collateral) were to be introduced in rural areas. Management of the irrigation system was to be improved, with most irrigation facilities transferred to the private sector. Water user associations were to be established in every village, and in-farm irrigation systems were to be transferred to them.

Financial Sector

NPRS 2003–2005: Strengthening of the banking system through increased capitalization of banks, capacity building at the Debt Restructuring Agency, and more efficient banking supervision; broadening of the range of services provided by banks; modernization of the payment system; development of credit unions; and privatization of the Settlements Saving Company. CDS 2007–2010: Reduction of state ownership of commercial banks, strengthening of risk

management in banks, introduction of a deposit insurance system, modernization of the payment system, and establishment of a central depository of securities. Education

EDS of the Kyrgyz Republic through 2005 and ISEDP 1996 –1998: Specific investment projects in the education sector. NPRS 2003–2005: Building a fair society through, inter alia , access to quality education. The NPRS stressed the need to increase the coverage of preschool education and to improve the quality of secondary and higher education. CDS 2007–2010: The priority in the education sector was to improve the quality of and access to basic and professional education. Education Development Strategy 2007–2010 (adopted in 2006): Ensuring accessibility to and improving the quality of basic (primary and secondary) education were the Government’s highest priority in the education sector.

 

64  Appendix 3

Sector/Area

Health

Priorities of Government Development Strategies and Plans EDS of the Kyrgyz Republic through 2005 and ISEDP 1996 –1998: Specific investment projects in the health sector.

Manas (1996–2006) Health Care Reform Program (approved in 1996): Mandatory health insurance, State-Guaranteed Benefit Package, Additional Drug Package, and official patient copayments were introduced. The Mandatory Health Insurance Fund was set up to administer the health insurance system. It became the single payer for the State-Guaranteed Benefit Package and the Additional Drug Package. NPRS 2003–2005: Building a fair society through, inter alia , access to quality health services. The NPRS stressed the need to ensure fair and equal access for all to free medical services under the state funding program. CDS 2007–2010: Preventive and primary health care was the priority in the health sector. Manas Taalimi (2006–2010) Health Care Reform Program (approved in 2006):   Solidifying the health financing reforms introduced under the Manas program; increasing the effectiveness of primary health care; improving access to specialized care; improving the quality of health services; strengthening public health; and improving the quality of graduate, postgraduate and continuous education in health care.

Regional Cooperation

EDS of the Kyrgyz Republic through 2005 and ISEDP 1996–1998: More active participation of the Kyrgyz Republic in regional and global economic cooperation and integration arrangements. NPRS 2003–2005: Regional economic cooperation was identified as a priority in foreign economic relations. The importance of regional cooperation in transport and trade for the Kyrgyz Republic was emphasized. CDS 2007–2010:  Simplification, greater transparency, and harmonization of customs procedures with neighboring countries; simplification of transit procedures in Central Asia; development and diversification of transport links with the rest of the world; expansion of border trade with neighboring countries.

Business Environment

EDS of the Kyrgyz Republic through 2005 and ISEDP 1996–1998: Identification and elimination of illegal interference of government officials in private economic activity, especially at the local level. NPRS 2003–2005: Improvement of the investment climate and development of small and medium enterprises (SMEs) through, in particular, improvements in the legal and regulatory framework (in particular curtailment of government agencies’ interferences in business activities), tax and customs administration, judicial system, and infrastructure. CDS 2007–2010:  Improvement of the investment climate and development of SMEs through, in particular, improvement of the legal framework, deregulation of the economy, improvement of

the registration and licensing systems, reform of taxbarriers, and customs administration, fight against corruption and unfair competition, lowering of entry and improvement of infrastructure. Sources: Ministry of National Economy of Kyrgyz Republic, and staff summary.

 

 

APPENDIX 4. MAJOR THRUSTS/PRIORITIES OF ADB’S COUNTRY STRATEGIES AND ASSISTANCE PROGRAMS

Country Strategies and Assistance Programs Sector/Theme Overall

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars   The COS strategic objectives were to (i)

•

support reforms, (ii) encourage private sector-led growth, and (iii) foster human/social development. There will also be selective interventions to protect and rehabilitate the environment.

  The lending program for 1994–2003

•

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars   The CSP overall strategic objective was

•

to reduce poverty addressed primarily by (i) promoting private sector-led growth, and (ii) selective support for human resource development.   Geographic focus will be on the poorer

  Establish a policy environment

•

supporting competitive market structure. Focus of interventions was to be agriculture, water resources management, and institutional strengthening and capacity development.   Develop basic institutions to provide rural financial services.   Develop systems for maintaining and rehabilitating agricultural infrastructure.

•

  The JCSS strategic objectives were to (i)

•

contribute to robust and sustainable economic growth, and (ii) attain poverty reduction and other Millennium Development Development Goals.   Due to the limited ADF resources available for Kyrgyz Republic ADB operations will be

•

•

areas of the country.

selectively focused on (i) road transport and communications, (ii) agriculture and natural resources, and (iii) education.

  To reduce the economy’s vulnerability to

•

was spread across all sectors except for water supply and sanitation. Public sector management received 16 out of 39 ADTA grants during the period.

1. Agriculture and Natural Resources

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars

internal and external shocks, there will be heavy emphasis on private sector-led growth.

  Assist the government in implementing

•

policy and institutional reforms and through area-focused investments aimed at increasing agricultural productivity.   Areas for ADB intervention will include agricultural area development, irrigation, rural development, and policy formulation and institutional reforms.

  ADB assistance will focus on increasing

•

agricultural land and labor productivity, value added, and profitability within a sustainable environment.   Areas for ADB intervention include a gricultural land improvement, and agribusiness and agricultural export promotion.

•

•

•

 6    6    

•

  Major features of ADB’s operations

were institutional strengthening and capacity development.   Eight ADTA were approved between 1995 and 2003 focusing on

A   p   p   e  n   d   i    x  4  

•

 

 

Country Strategies and Assistance Programs Sector/Theme

2. Energy

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars

 

•

 

•

 

•

 

•

3. Finance and Industry

 

•

 

•

institutional strengthening and capacity development. Encourage fiscally responsible operations of state-owned enterprises. Promote the active involvement of the private sector in production and conservation. Rationalize, rehabilitate, and maintain the infrastructure supply system and ensure that the sector is environmentally sustainable. Supported power and district heating rehabilitation and the revaluation and tariff study for Kyrgyz National Energy Holding Company. Limited scope for long-term ADB operations in industry and finance through public sector loans. However, during the period covered some realignments were made as a

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars

  Support to the energy sector is not

•

•

  Programmed ADB support includes regional

•

envisaged under the proposed CSP.

  ADB's assistance has supported the

•

development of the regulatory and supervisory framework that helped stabilize the financial sector following the Russian financial crisis. •

result of studies that identified weaknesses in the financial sector and an unfinished reform agenda.   Financial Intermediation and Resource Mobilization Program and TA loans were approved in 1999.

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars

  consolidating It also focusedthe on banking restructuring and sector.   Under this CSP ADB’s assistance will

•

focus on improving financial intermediation, reducing the vulnerability of the banking system, strengthening the capital market, and developing the insurance sector.   ADB support to the sector is being coordinated closely with the World Bank and IMF.   ADB has extended assistance for a regional customs program aimed at facilitating trade and modernizing customs operations in the Kyrgyz Republic and strengthening cooperation with the customs authorities of neighboring countries.

•

•

gas transmission improvement in the Central Asia Region; the Central Asia-South Asia Regional Electricity Market Project; and the establishment of the CAREC members electricity regulatory reform.

  Support financial market development.

•

 

 

Country Strategies and Assistance Programs Sector/Theme

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars

  As a follow-up, further assistance is

•

4.Public Sector Management

  Support corporate governance reforms;

•

financial sector reforms; commercial

   

•

5. Transport and Communications

•

 

•

 

•

 

•

 

•

bank audits; economic policy and institution building. Support the NPRS. Focus of ADB intervention will be on regional road network rehabilitation; and sector policy and institutional strengthening. Improve the fiscal operations of stateowned enterprises. Develop safety and environmental standards. Accelerate privatization and private sector development. Rationalize infrastructure, rehabilitation, and maintenance and ensure that the sector is environmentally sustainable.

envisaged during the CSP period on financing essential investments needed for communications, computer networking, and border-post equipment.   Continued support to NPRS and its monitoring.

•

  Support tax administration reform and

•

modernization; business environment and investment climate; economic policy and management.

  ADB operations in transport have been

•

concentrated in the road sector, where it plays a lead role. Focus of a ssistance will still be regional road network rehabilitation. In addition, support will be given to capacity development for road planning.   During the proposed CSP period, ADB's support will focus on improving the regional road that links Uzbekistan to PRC through the southern part of the country.   No assistance to the communications subsector is programmed.

  Continue assisting the government in ensuring

•

 

•

•

•

 

•

 

•

6. Emergency Assistance 7. Water Supply and Sanitation

  Support flood emergency

•

rehabilitation.   Limited engagement of ADB in the sector.   Important concerns such as rural

•

•

  Reduce vulnerability of the poor to

•

natural disasters.   ADB extended assistance to community based infrastructure service project, the principal component of which is

•

 

•

 

•

cost-effective access to regional and domestic markets, generating employment opportunities, and providing services. Key outcomes for ADB’s support will include: (i) improved transport infrastructure that provides better access to local and regional markets; (ii) improved road maintenance funding and management mechanisms; (iii) increased private sector participation in road operations and maintenance; (iv) better policy vision for the transport and communications sector; and (v) improved road safety. Areas for ADB intervention will continue to be regional road network rehabilitation. Other areas will include support for the improvement of road maintenance funding and management mechanism, private sector involvement in road operation and maintenance. In the pipeline are the transport and communications sector strategy and the regional railway development study. Emergency support for recovery and reconstruction. Not a priority sector.

M   a   j     o  r   T  h   r    u   s   t     s   /    P  r   i     o  r   i     t    i     e   s   o  f    A  D  B  ’     s   C   o   u  n   t    r    y   S   t    r    a   t     e   g  i     e   s   a  n   d   A   s   s  i     s   a   t    n   c   e  P  r    o   g  r    a  m  s   6   7  

 

 

 

Country Strategies and Assistance Programs Sector/Theme

8. Education

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars sanitation may be addressed through agriculture development projects.

  Assistance to the government’s social

•

program will be partly through comprehensive program assistance to the education sector.   Improve policy planning and efficiency to meet the demand of the new market-based economy.   Reform education finance.   Increase the involvement of the private sector.

•

• •

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars improving drinking water supply in four oblasts, namely Chui, Jalal-Abad, Osh, and Batken. The project covers 302 villages. It complements a World Banksupported project that covers the remaining areas of the country.   Support policies that encourage private education, improved financial sustainability, as well as strengthening and planning and management capacities.   Future support will aim at ensuring the sector’s financial viability and ability to sustainably provide school places for all.   Priority investments and policy and institutional reforms will be identified

•

•

•

•

  development. Increase investment in human resource   Rationalize and rehabilitate the

•

physical infrastructure of the education and training system.

under a study toto beprovide financed by ADB and is expected a blueprint for investments by other external agencies such as the World Bank and USAID.

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars

  ADB assistance will focus on (i) increasing

•

access to preschool and primary and general secondary education, and enhancing education quality; and (ii) reforming the primary vocational education system and increasing skills training opportunities for adults and outof-school youth.   Support for early childhood development.   Possible application of the Sector-Wide Approach funding mechanism for education.

• •

 6    8    

A   p   p   e  n   d   i    x  4  

9. Health

  Core poverty intervention will focus on

•

  ADB has not extended support for a

•

mothers and children under eight and will entail an integrated set of servicedelivery packages with development, and not mere survival, as the desired outcome.

1. Regional Cooperation

  ADB to actively support subregional

•

  Continues support for early childhood

•

development.

standalone health project. However, health components feature in an ongoing social services delivery and finance project and an early childhood development project for which assistance was approved in 2003. This policy is expected to continue under the 2004–2006 CSP.   Reduce cross-border and transport and

•

  Many ADB projects, although sector specific,

•

trade bottlenecks.

cooperation and be actively involved in cross-border issues in Central Asia.

have a strong regional dimension. ADB continues to support and play a lead role in the CAREC program and a number of regional projects and initiatives in the transport and energy sector, and trade facilitation are being

 

 

Country Strategies and Assistance Programs Sector/Theme

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars implemented in the Kyrgyz Republic under the CAREC.   Expected outcomes of ADB contribution include (i) improved transport connectivity in the

•

2. Environment

  ADB assistance will focus on addressing

•

  ADB has given continued support for

•

strengthening environmental management through some ADTA operations.

environmental concerns related to the projects that ADB supports in sectors such as agriculture and infrastructure.   ADTA to strengthen the government’s capacity for environmental monitoring and management was approved in 1997.

region, (ii) improved infrastructure for trade facilitation (customs), (iii) enhanced opportunities for energy trade, (iv) enhanced regional sustainable tourism opportunities, and (v) enhanced policy-making capacity.   An important theme of the 2007–2010 program is ensuring environmentally sustainable economic development.   Expected outcomes of ADB contribution include (i) integration of sustainable land management into economic development planning, (ii) adoption of sustainable land and water management practices on the ground, (iii) environmentally sustainable tourism development, (iv) reduction in vulnerability of poor to natural disasters, (v) reduction of greenhouse gas emissions into the atmosphere, and (vi) better national capacity in environmental and natural resources management.   No change from COS.

•

•

•

3. Gender

  ADB support will focus on mitigating

•

 

•

 

•

   

• •

  No change from COS.

•

•

some of the negative impacts on women of economic transition. Encourage women’s abilities to participate in the emerging market economy. Improve social support mechanisms and social service delivery systems. Develop capacity development exercise. The Community-Based Infrastructure Services Sector Project approved in 2000 was to benefit in particular women and children.

M   a   j     o  r   T  h   r    u   s   t     s   /    P  r   i     o  r   i     t    i     e   s   o  f    A  D  B  ’     s   C   o   u  n   t    r    y   S   t    r    a   t     e   g  i     e   s   a  n   d   A   s   s  i     s   t     a  n   c   e  P  r    o   g  r    a  m  s   6    9    

 

 

Country Strategies and Assistance Programs Sector/Theme

4. Private Sector Development

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars   No direct private sector operations

•

because of an earlier arrangement between ADB and the EBRD that

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars   ADB's program support in two phases

•

for corporate governance and enterprise reform has helped lay an important

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars   ADB’s activities for supporting the policy and

•

institutional environment will follow three directions: (i) provide direct support for

7    0    

A   p   p   e  n   d   i    x  4  

foundation for private sector development in the country. The first phase of the program aimed at promoting enterprise efficiency through corporate governance, imposing financial discipline on enterprises, promoting competition, strengthening the environment for foreign direct investment, strengthening the legal

private sector operations would be the responsibility of the latter.   However, engagement of the private sector in all sectors is encouraged.   In 1998, after consultations with EBRD, ADB prepared a Private Sector Strategy for Central Asia.

•

•

framework for legal insolvency, promoting transparency in financial accounting and reporting, and mitigating transition costs. The second phase program, which is ongoing, aims to enhance investment confidence by strengthening corporate financial and  judicial governance, and by by taking steps to improve the efficiency and viability of the enterprise sector.   Besides these two interventions, ADBsupported activities have consistently aimed at enhancing the role of the private sector in transport.   ADB has provided support to improve governance, including in fiscal management; the financial sector; and the areas of legal, judicial, and enterprise reform and corporate governance. These measures are helping address some of the administrative

improving business environment and investment climate; (ii) strengthen the new government’s capacity and capability for developing and implementing a marketoriented, open, and private sector-led economic development policy; and (iii) initiate ADB’s own private sector operations in the country.   Expected outcomes of ADB’s operations include

•

(i) open, outward oriented, private ledan economic development policy; (ii) sectordevelopment needs addressed without impact on public sector debt; (iii) enhanced efficiency and competitiveness of Kyrgyz business; and (iv) better diversification of the economy.

•

5. Governance

  Key area of ADB assistance is support

•

for corporate governance and enterprise reform through long-term capacity building.   Several ADTA were approved to familiarize government officials with best practices in transparent and

•

efficient project implementation.

•

  No change from previous CSP.

•

bottlenecks inthat law have enforcementand andweaknesses the judiciary compounded the problems facing private sector activity.   ADB is also a ssisting public investment

•

 

 

Country Strategies and Assistance Programs Sector/Theme

1996–2003 COS’ Strategic Trusts/Priorities/Objectives/Pillars

2004–2006 CSP’s Strategic Thrusts/Priorities/ Objectives/Pillars

 

•

 

•

6. Poverty Reduction

  Emphasis will be on reducing poverty

•

and unemployment, supporting decentralized social policy development, and better targeting vulnerable groups.   Project mix for 2000–2003 focuses on social concerns, with increased attention to reducing poverty and improving the quality of life.

 

•

 

•

•

 

•

management and aid coordination and monitoring. In addition. ADB has assisted in improving commercial bank audits and introducing international accounting, auditing, and valuation standards, to improve the need for transparency and predictability in economic activities. ADB continues to support the government's efforts to reduce corruption. Poverty reduction has been a major objective of ADB operations in the country in recent years and is the overall objective of the CSP. ADB provided ADTA to support the development of NPRS. ADB has also carried out an assessment of the impact of improved governance on poverty.

2007–2010 JCSS’ Strategic Thrusts/Priorities/Objectives/Pillars

  No change from previous CSP.

•

ADB = Asian Development Bank, ADF = Asian Development Fund, ADTA = advisory technical assistance, CAREC = Central Asia Regional Economic Cooperation, COS = country operational strategy, CSP = country strategy and program, EBRD = European Bank for Reconstruction and Development, IMF = International Monetary Fund, JCSS = Joint Country Support Strategy, NPRS = National Poverty Reduction Strategy, PRC = People’s Republic of China, TA = technical assistance, USAID = United States Agency for International Development. Sources: ADB’s various country strategies and assistance programs to the Kyrgyz Republic, and staff summary.

M   a   j     o  r   T  h   r    u   s   t     s   /    P  r   i     o  r   i     t    i     e   s   o  f    A  D  B  ’     s   C   o   u   t    n  r    y   S   t    r    a   t     e   g  i     e   s   a  n   d   A   s   s  i     s   t     a  n   c   e  P  r    o   g  r    a  m  s  7   1    

 

 

APPENDIX 5. CUMULATIVE EXTERNAL ASSISTANCE BY DEVELOPMENT PARTNER

Table A5.1: Cumulative Disbursements by Development Partner (2007–2011)

Major Development Partners Loans ADB EBRD IsDB WB PRC

2007

2008

2009

2010

2011

Cumulative Disbursements (in '000) % of Total Loans % of (in '000) and Sub (2007 −2011)  Grants total

29,807 5,640 17,749 -

25,995 2,063 7,909 -

15,567 8,446 15,950 37,991

7,737 3,645 13,956 3,172 101,275

22,163 11,297 9,750 12,374 121,521

101,269 14,942 39,855 57,154 260,787

13 2 5 7 33

21 3 8 12 53

Germany 7,642 Subtotal 60,838 Grants ADB 4,160 EBRD EU IFAD/GEF WB 28,742 Germany 2,437 Switzerland 4,199 Subtotal 39,538 Loans and Grants, Combined ADB 33,967 EBRD -

1,158 37,124

250 78,204

203 129,988

6,804 183,909

16,057 490,063

2 61

3 100

10,361 5,125 36,003 2,399 2,288 56,176

23,040 3,347 45 28,306 3,240 3,178 61,156

19,816 195 127 24,502 5,275 1,284 51,200

42,725 152 44 54,866 1,281 2,477 101,545

100,102 347 8,472 216 172,419 14,632 13,426 309,615

13 0 1 0 22 2 2 39

32 0 3 0 56 5 4 100

36,355 -

38,607 -

27,553 3,840

64,888 11,449

201,371 15,288

25 2

5,640 46,491 10,079 4,199

5,125 2,063 43,911 3,556 2,288

3,347 45 8,446 44,256 37,991 3,490 3,178

127 13,956 27,675 101,275 5,479 1,284

44 9,750 67,240 121,521 8,086 2,477

8,472 216 39,855 229,573 260,787 30,690 13,426

1 0 5 29 33 4 2

37.3

36.6

42.9

46.0

46.1

100,376

93,300

139,360

181,188

285,454

799,678

100

EU IFAD/GEF IsDB WB PRC Germany Switzerland Exchange Rate (som/ , average) TOTAL

ADB = Asian Development Bank, EBRD = European Bank for Reconstruction and Development, EU = European Union, GEF = Global Environment Facility, IFAD = Internationa Internationall Fund for Agriculture and Development, IsDB = Islamic Developme Development nt Bank, PRC = People’s Republic of China, WB = World Bank. Note: The data in this table were official data provided by the government’s Ministry of Finance and regrouped/recalculated by the country assistance program evaluation team. The government did not provide data of support by the Russian Federation which also accounts for a large part of external assistance to the country.   Sources: Ministry of Finance of Kyrgyz Republic, and staff estimates. 

 

Cumulative External Assistance by Development Partner

73

Table A5.2: Cumulative Commitments of Development Partners by Sector (1994–2009, in %) Sector ANR Energy Finance/PSD Industry Multisector PSM Education Health Transport WSS DP Share in Total Commitments, All Sectors

WB 44 51 26 60 48 29 37 14 48

ADB 34 9 24 7 61 30 47 6 68 43

KfW/ GTZ 3 13 15 3 20 4 35 -

EBRD 3 18 13 14 2 -

IsDB 6 2 2 13 -

SDC 8 3 9 2 4 6

U USAID SAID 4 1 2 2 4 8 10 -

IFC 19 4 -

UN 1 3 10 2 -

EU/ EC 2 1 1 9 4 2 -

DFID 1 1 7 3

JICA 1 3 10 2 -

Total 100 100 100 100 100 100 100 100 100 100

37

31

8

6

3

3

3

2

2

2

1

1

100

ADB = Asian Development Bank, ANR = agriculture and natural resources, DFID = Department for International Development, DP = development partner, EBRD = European Bank for Reconstruction and Development, EC = European Commission, EU = European Union, IFC = International Finance Corporation, IsDB = Islamic Development Bank, JICA = Japan International Cooperation Agency, KfW/GTZ = German Development Bank/International Bank/International Cooperation, PSD = private sector development, PSM = public sector management, SDC = Swiss Development Cooperation, UN = United Nations, USAID = United States Agency for International International Development, WB = World Bank, WSS = water supply and sanitation. Note: The data in this table differ from those in Table A5.1 as this table is based on cumulative “commitments” during 1994–2009, whereas Table A5.1 is based on cumulative “disbursements” during 2007–2011 and it has no data available by sector. Because the People’s Republic of China has only recently been providing support to the country, its share is not reflected in this table. Support from the Russian Fedration is not also reflected in this table. Sources: Ministry of Finance of Kyrgyz Republic, and staff estimates.

Table A5.3: Cofinancing of ADB Projects (1994–2010) ($ million) oan No. nergy 1443

Title

Power and District Heating

ADB Loana 

30.0

Rehabilitation ealth 1645 ducation 1555 ransport 1444 1630 1775

Cofinancing Agency Amount

DANIDA, IDA, Switzerland,

Government

Total Project Cost

Approval Year

39.9

28.5b 

98.4

1996

NDF

Social Services Delivery and Finance

10.0

OFID

3.6

4.9

18.5

1998

Education Sector Development

13.7

OFID

5.0

4.7

23.4

1997

Road Rehabilitation Second Road Rehabilitation Almaty-Biskek Regional Road Rehabilitation (Regional)

50.0 50.0 5.0

JBIC JBIC EU

21.0 40.8 0.4

15.0 19.0 1.3

86.0 109.8 6.7

1996 1998 2000

ADB = Asian Development Bank, DANIDA = Danish International Development Agency, EU = European Union, IDA = International Development Association, JBIC = Japan Bank for International Cooperation, NDF = Nordic Development Fund, OFID = Organization of Petroleum Countries Fund for Internationa Internationall Developmen Development. t. a Amounts based on appraisal. b  $13.3 million from the Government and $15.2 million from Kyrgyz National Energy Holding Company. Sources: Relevant ADB databases databases.. 

 

74  Appendix 5

Table A5.4: Roles of Development Partners in External Assistance to Different Sectors (Excluding ADB Assistance) Sector/Area

Governance

External Assistance by Development Partner Aga Khan Development Network   has promoted the ethics of participation, pluralism, nondiscrimination, and integrity by strengthening civil society institutions. European Bank for Reconstruction and Development (EBRD) has trained judges in commercial law and in dealing with commercial disputes. It has also helped establish a training system for candidate judges and implement a fair and transparent judicial selection process. European Union (EU)  has supported institutional, legal and administrative reforms, including civic service reform. It has also supported penal reform, the rule of law, reform of security structures, and conflict prevention. Department for International Cooperation (DFID)  of the United Kingdom has assisted in strengthening public financial management. It has also helped enhance the capacity of the National Statistical Committee (NSC) and other government agencies to produce and disseminate high-quality social statistics with a sound methodological basis. German Intenational Cooperation (GTZ/GIZ) has supported legal and a nd judicial reforms and helped strengthen the institutional capacity of several river basin organizations for watercourse management. It has also helped the NSC conduct an agricultural census and rationalize agricultural statistical data. International Monetary Fund (IMF)  has promoted structural reforms aimed at improving governance and has provided technical assistance for strengthening macroeconomic management and public financial management. Japan International Cooperation Agency (JICA) has supported civil service reform and fostered community empowerment. Organization for Security and Cooperation in Europe (OSCE) has  assisted in building mutual trust and dialogue between state institutions and citizens; strengthening the independence of the judiciary and the media; and combating corruption, organized crime, and money laundering. It has also promoted transparent and accountable practices in political and economic life. Norway has assisted the NSC in improving the infrastructure for data collection and processing, and in strengthening its analytical capacity. Soros Foundation has supported public administration reform, budget transparency, and legal reform. Switzerland has helped strengthen public debt management, promoted the legal culture in rural areas, and helped rural people to enforce their economic rights. United Nations Development Programme (UNDP)   has supported public administration reform, the fight against corruption, fiscal decentralization, and reform of local self-governance. It has also helped strengthen the parliament, assisted local governments and communities in preventing conflicts, and supported capacity development for the provision of government services at the local level.  United States Agency for International Development (USAID) has provided technical assistance and training to strengthen the parliament and improve local governance. It has also promoted efficient tax administration, decentralization, and community development; and has supported

strengthening of legal education, civil society, media, political parties, and human rights organizations.

 

Cumulative External Assistance by Development Partner Sector/Area

External Assistance by Development Partner World Bank  has supported public administration reform and strengthening of public finance management and public sector resource management. Improvement of governance (including capacity development at counterpart government agencies) has been embedded in many World Bank-financed investment projects.

Marketoriented

EBRD has promoted market-oriented reforms in the communication sector.

Reforms

IMF has promoted market-oriented reforms in the energy e nergy and financial sectors.  World Bank  has supported enterprise reform (including privatization of state-owned enterprises), agricultural reform, financial sector reform, and power and gas sector reform. DFID and USAID promoted market-oriented reforms in the power sector.

Transport

EBRD and  EU have cofinanced—together with the World Bank—the upgrading of the OshBatken–Isfana road. European Union Technical Assistance for the Commonwealth of Independent States (EU-TACIS) has promoted reforms in public transport and supported studies and pilot activities aimed at improving local transport networks. People’s Republic of China (PRC) is financing the construction of the Osh–Sarytash–Irkeshtam road. Islamic Development Bank (IsDB) has financed rehabilitation, reconstruction or upgrading of several roads. JICA has helped rehabilitate the Manas airport and several roads, has provided equipment for maintenance of roads in Naryn, and is providing technical assistance in capacity development for road management. World Bank has financed  rehabilitation and upgrading of several national roads and rehabilitation of roads in selected urban areas.

Energy

Denmark  has promoted energy conservation and financed rehabilitation of parts of the electricity distribution and central heating systems. DFID  has promoted reforms in the electricity sector with emphasis on tariff reforms and regulation of power utilities. EBRD  has supported upgrading the electricity transmission network in Issyk-Kul. It has also

promoted the use of renewable energy and reforms aimed at creating a favorable investment climate for private sector participation in renewable energy development. German Development Bank (KfW) has financed several projects aimed at increasing the technical and commercial efficiency of electricity distribution companies. It has also helped improve the local electricity network in Bishkek as well as the provision of, and access to, essential infrastructure services (including electricity) in villages. IsDB has supported rural electrification. JICA has provided training in management of the power sector and supported the introduction of biogas technology. Kuwait Development Fund  has financed the construction of a transformation substation in Batken. Nordic Development Fund helped rehabilitate parts of the central heating system. Norway supported capacity development for energy efficiency.

75

 

76  Appendix 5

Sector/Area

External Assistance by Development Partner Switzerland  promoted energy conservation, helped electricity companies reduce losses, supported a project on reliable electricity and heating energy supply in Naryn, and financed rehabilitation of parts of the power distribution system. USAID has promoted reforms in the energy sector and financed several demonstration projects introducing energy-efficient heating systems. UNDP has supported the introduction of energy-efficient technologies and the use of renewable energy. World Bank has promoted comprehensive reforms of the power sector, provided assistance in capacity development, supported restructuring of Kyrgyzenergo, financed rehabilitation of selected assets of the power sector and the district heating system, and helped improve the provision of, and access to, essential infrastructure services (including electricity) in villages.

Water Supply and Sanitation

EBRD has assisted in improving the water supply in Bishkek, Osh, and Jalal-Abad cities. DFID has helped improve rural water supply and sanitation in Issyk-Kul, Naryn, and Talas provinces. JICA has assisted in strengthening water quality monitoring and provided training in management of water supply in small and medium-sized towns. Switzerland has helped improve water supply in Karakol and Bishkek, Osh, and Jalal-Abad cities. UNDP has assisted in capacity development for the provision of government services (including water supply and sanitation) at the local level. World Bank has helped improve rural water supply and sanitation in Bishkek city, Issyk-Kul, Naryn, and Talas provinces. It has also helped improve the availability, quality, and efficiency of local infrastructure services (including supply of drinking water, solid waste collection, and sewerage treatment) in small towns.

Agriculture and Aga Khan Development Network has supported agricultural activity in mountainous communities. Natural Resources EBRD has supported private sector supply of essential farm inputs as well as development of storage facilities and agricultural extension services. EU-TACIS has promoted long-term food security, supported agricultural productivity

improvement, and provided agribusiness-oriented training.  GTZ/GIZ has promoted commodity and services cooperatives and supported rural self-help institutions. JICA has provided training in development of agricultural cooperatives and water user associations, helped strengthen forestry management, and conducted a study on effective management of agriculture and the agroprocessing industry. Japan has carried out a study on effective management of agriculture and the agro processing industry and supported procurement of agricultural equipment. Switzerland has supported integrated water resource management and improvement of rural advisory services. It has also promoted farming and trade of organic products, assisted in land registration and mapping, and provided forestry support. USAID has taken a value-chain approach to increase profitability andpopulation, associated businesses for selected commodities. It has providedthe legal assistanceoftofarmers the rural supported development of the land market, and helped develop a trade association of private

 

Cumulative External Assistance by Development Partner Sector/Area

External Assistance by Development Partner

agribusinesses in the south of the Kyrgyz Republic; and provided legal advice, technology, information, and agricultural inputs to farmers. Furthermore, USAID has assisted in improving management of the irrigation system by strengthening water user associations. In support of land market development, USAID has helped streamline land legislation; assisted farmers in leasing, buying, and selling land; and supported reform of land management. It has assisted microfinance institutions in expanding lending to the agriculture sector. World Bank has promoted agricultural reforms and facilitated private sector involvement in the agriculture sector. It also helped improve land and real estate registration, water management, and land use planning and management. Furthermore, the World Bank has supported capacity development in the agriculture sector; improvement of agricultural support services; development of input markets, agroprocessing, and marketing; livestock development; and the creation, registration, and strengthening of water user associations. It has helped rehabilitate and modernize parts of irrigation and drainage infrastructure.

Finance

Aga Khan Development Network cofounded the Kyrgyz Investment and Credit Bank and supported the development microfinance institutions.  EBRD has supported development of the financial sector in particular by making equity investments in and providing credit to local financial institutions and developing the capacity of banks to lend to small and medium enterprises (SMEs). EU-TACIS has supported the development of nonbank financial institutions. GTZ/GIZ has supported the development of microfinance, credit unions, and rural finance. KfW has supported the development of microfinance in rural areas and helped financial institutions in introducing payment transaction systems, setting up new loan and savings programs, and refinancing equity participations. IMF  has supported financial sector reform and strengthening of the legal, regulatory, and supervisory frameworks. International Finance Corporation (IFC)  has supported the development of the financial sector by making selective private sector investments in financial institutions. UNDP has supported the development of microfinance. USAID  has helped improve bank accounting and banking supervision, supported the

development of microfinance, and financed EBRD’s technical assistance to banks in capacity development for lending to SMEs. World Bank has supported financial sector reforms (including privatization of state-owned banks), development of microfinance and rural finance, and modernization of the payment system. 

Education

Aga Khan Development Network has supported early childhood development, cofounded the University of Central Asia in Bishkek, and helped establish the School of Professional and Continuing Education of this university in Naryn. It also set up the Aga Khan School in Osh. EU-TACIS has supported reforms in the higher education system. GTZ/GIZ has helped improve the quality of basic education by training teachers; supported vocational education by providing training in new professions, consultancy, training materials, and textbooks; and helped establish a vocational training network so that training institutions can offer demand-oriented training and retraining for jobless people.

77

 

78  Appendix 5

Sector/Area

External Assistance by Development Partner Japan has provided training in business administration, information technology, and other othe r fields in the Kyrgyz Republic and financed a 2-year master’s program for civil servants in Japanese universities. KfW has helped improve the provision of, and access to, essential services (including education) in villages. Norway has supported vocational education for street children and the Centre for Multicultural and Multilingual Education.  OPEC Fund has helped improve basic education. Save the Children Fund has supported education for poor children. Soros Foundation  has supported school development, teacher training, learning material development, and capacity development. It has also provided scholarships for studies abroad. UNDP has provided assistance in capacity development for the provision of government services (including basic education) at the local level. United Nations Educational, Scientific, and Cultural Organization  has promoted the Education for All strategy  United Nations Children’s Fund  has supported capacity development of local administrations, school development, and policy formulation. USAID has helped improve the quality of basic (primary and secondary) education through better teaching, effective management and governance, and efficient and transparent use of financing. It has also helped develop stronger links between businesses and universities, enabling the latter to become more flexible and responsive to market requirements for educated professionals and to improve career opportunities opportunities for graduates. Furthermore, USAID has supported the Kyrgyz National Testing Initiative, which provides a fair opportunity for high school graduates to receive government funding for higher education. World Bank has helped improve learning and learning conditions in primary and secondary schools in rural areas.

Health

Aga Kahn Development Network has promoting preventive measures to deal with malnutrition, vitamin deficiency, communicable diseases, and maternal health in mountainous areas. EU-TACIS  has supported human immunodeficiency virus/acquired immunodeficiency syndrome (HIV/AIDS) and sexually transmitted illnesses control and prevention policies. DFID has supported the implementation of the Manas Taalimi (2006–2010) health care reform program and the national program combating HIV/AIDS. It has helped strengthen the health sector through improved health policy, evaluation, and human resource development. Japan has provided medical equipment for maternal health care, pediatric health care, and emergency medical services. KfW has supported the implementation of the Manas Taalimi (2006–2010) health care reform program, antituberculosis programs and mother-and-child health care programs; HIV/AIDS prevention; and improvement of the medical emergency system. It has also helped improve the provision of, and access to, essential services (including health care) in villages. Swedish International Development Cooperation Agency (Sida)  has supported implementation of the Manas Taalimi (2006–2010) health care reform program.

the

 

Cumulative External Assistance by Development Partner Sector/Area

External Assistance by Development Partner Switzerland has financed a project to improve access to health services in remote and poor areas, a project on prevention of HIV/AIDS in the south of the country, and a project on early detection and prevention of breast cancer. It has also supported the implementation of the Manas Taalimi (2006–2010) health care reform program. UNDP  has helped the Government implement the national multisector approach to HIV/AIDS, involving policy advice, capacity development, and advocacy. It has also provided assistance in capacity development for the provision of government services (including health services) at the local level. UNICEF has helped improve the nutrition of poor families by enriching flour and salt with iodine. USAID has supported the implementation of the Manas Taalimi (2006–2010) health care reform program and helped improve the quality of primary, maternal, child, and reproductive health care. It has also provided assistance in controlling and preventing infectious diseases (such as tuberculosis, hepatitis, and HIV/AIDS).  World Bank has supported the implementation of the Manas Taalimi (2006–2010) health care reform program; provided policy advice and assistance in intuitional strengthening and capacity development; supported the avian influenza control and human pandemic preparedness and response project; and helped improve the provision of, and access to, essential services (including health care) in villages.  

Regional EBRD has cofinanced—together with the EU and the World Bank—the upgrading of the OshCooperation Batken–Isfana road, which links the Kyrgyz Republic with Uzbekistan, Tajikistan, and the PRC and Integration and plays an important role in regional trade and transit. EU has cofinanced the upgrading of the Osh-Batken–Isfana road and supported—through the Border Management Programme in Central Asia—improved and integrated border management in Central Asia, and promoted—through the Central Asia Drug Action Program—regional cooperation in Central Asia in combating drug trafficking. EU-TACIS  has implemented projects on simplification and harmonization of border crossing procedures along the Transport Corridor Europe Caucasus Asia (TRACECA). It has also supported cross-border cooperation in the Fergana Valley and water resource management, focusing on interstate water agreements and the development of a regional water and land information system. Furthermore, EU-TACIS has developed the Central Asia Drug Action Program and supported environmental protection in Central Asia through the Regional Environmental Program. GTZ/GIZ has been promoting regional cooperation among the Kyrgyz Republic and the other Central Asian countries in trade, education, combating desertification, and legal reform. KfW has supported regional cooperation projects to fight tuberculosis and to improve mother and child care. OSCE  has supported cooperation between the Kyrgyz Republic and its neighbors in the areas of conflict prevention, border control, water management, migration, environmental protection, and educational exchange. Switzerland has supported regional trade and improved management of water resources in the Fergana Valley. It has also financed the Central Asian Mountain Program aimed at encouraging local people to use mountain resources in a multifunctional and sustainable manner. UNDP has supported the Border Management Programme in Central Asia, the Central Asia Drug Action Program, and the Silk Road Regional Program (aimed at promoting regional cooperation in trade, transit, investment, and tourism between Central Asian countries and the PRC). UNDP

79

 

80  Appendix 5

Sector/Area

External Assistance by Development Partner

has also supported regional environmental initiatives, specifically in conservation of mountain ecosystems and prevention of regionwide environmental degradation. United Nations Conference on Trade and Development (UNCTAD) and World Trade Organization have supported the Silk Road Regional Program. United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) and United Nations Economic Commission for Europe (UNECE) have promoted—through the United Nations Special Programme for the Economies of Central Asia—regional economic cooperation in Central Asia.  USAID has promoted regional trade; assisted in regional water management in the Sirdarya Basin; engaged in a regional transboundary energy/water program; and supported development of regional electricity markets. World Bank has conducted various studies pertaining to regional economic cooperation; financed rehabilitation of several roads linking the Kyrgyz Republic with its neighbors; supported the Water and Environment Management in the Aral Sea Basin and the Central Asia Biodiversity Project; provided regional support to fight HIV/AIDS and tuberculosis; and launched a Central Asia knowledge-sharing initiative.

Business Environment and Private Sector Development

EBRD has made equity investments and provided loans to local businesses; supported the Council for Business Development and Investment (formerly Investment Council); and promoted policy dialogue between the private sector and the government to improve the business environment. EU-TACIS has supported SMEs in Naryn and Talas provinces and helped provincial authorities improve the business environment in these provinces. GTZ/GIZ has supported SMEs by strengthening business associations and other service providers; supported efforts of government agencies to improve the business environment; supported the establishment of self-help institutions of farmers, such as cooperatives and credit unions; helped reduce the number of inspections and improve framework conditions in the wool, meat, and clothing sectors; launched a certification program for food-producing companies; and helped firms in selected value chains to acquire expertise and apply new methods, particularly in the areas of farming techniques, logistics, quality, and marketing. IFC  has supported the development of the financial sector and growth of SMEs by making selective private sector investments in financial institutions, general manufacturing, mining, and agribusiness. IFC has helped develop nonbank financial institutions (especially microfinance companies), introduced new financial products and services, and strengthened financial intermediation to SMEs. JICA has provided training to entrepreneurs in the Kyrgyz Republic and Japan. MIGA has supported private sector development in the Kyrgyz Republic by extending guarantees to foreign direct investments. Switzerland has promoted the development of SMEs, in particular by improving their access to financial and advisory services and helping them address legal, regulatory, and other issues though dialogue with the government. UNDP has facilitated dialogue among the private sector, the government, and civil society for public-private partnerships.

 

Cumulative External Assistance by Development Partner Sector/Area

External Assistance by Development Partner USAID has helped improve the legal and regulatory framework for the private sector (especially SMEs) and access of SMEs to financial and advisory services. It has also supported the Investment Roundtable, a local NGO responsible for the coordination of joint government and private sector efforts in improving the legal and regulatory environment for businesses. World Bank has supported private sector development through policy dialogue with the

government, analytical work, and institutional strengthening. Sources: Ministry of National Economy of Kyrgyz Republic, and staff summary.

81

 

 

APPENDIX 6. CAPE EVALUATION FRAMEWORK

Country’s Achievement of Sector-Specific and Cross-Sectoral Development Impacts (including Impacts (including MDGs), and Objectives/Pillars s/Pillars   ADB’s Achievement of CPS Objective

Country Level

Exogenous Factors (Internal and External to the Country)

Program Level

Effectiveness (Outcomes) and Sustainability of Government Interventions (by Sector and Overall)

Government/EA Performance   Performance  

•

  ownership of

•

 

•

 

•

 

•

 

•

Strategic Level

development agenda, leadership in aid coordination, participation in the design of CPSs and implementation, compliance with loan covenants, and timely provision of counterpart funding and staff

 

•

   

•

•

Effectiveness (Outcomes Achieved—both Sector-Specific Sector-Specif ic and Institutional Outcomes)  and Sustainability of ADB’s Outcomes) Assistance Programs  Programs  (by Sector and Overall)

Effectiveness (Outcomes) and Sustainability of Other Development Partners’ Assistance Programs (by Sector and Overall)

Program Relevance and Efficiency of ADB’s Assistance Programs  (by Sector and Overall) consistencies of the assistance programs (in terms of sector compositions of project/program loans, grants, and TA) with the priority sectors/areas identified under the corresponding CPSs; design quality of key project/program loans and TA in terms of (i) relevance of their objectives to the country’s needs and to the government’s and ADB strategies in each sector; (ii) appropriate technical design required in each sector; and (iii) innovative design; design quality of DMFs of key project/program loans and TA in each sector; and efficiency of key project /program loans and TA (e.g., portfolio implementation, cost overruns, quality of M&E implementation, utilization of resources and facilities, and EIRRs) in each sector

ADB Performance  Performance    role in aid coordination,

•

building client ownership, and acting as a catalyst;   responsiveness to client needs in times of crises;   sufficient supervision missions and delegation to resident mission; and   other value addition (e.g., promoting safeguard and other due diligence aspects)

•

•

•

Strategic Positioning of ADB’s Country Strategies (by Strategies (by Sector and Overall)   consistencies of the CPS objectives/pillars with the government’s development priorities to address the

•

country’s binding/non-binding constraints and risks of internal and external disturbances;   focus of the CPSs on certain ADB’s comparative advantage sectors/areas consistent with Strategy 2020,

•

with proper sector linkages to m utually reinforce higher cross-sectoral outcomes/impacts; •

  long-term continuity of the CPSs in certainmass sectors/areas (internal coherence), with appropriate modalities/instruments, to create a critical of beneficiaries;

ADB’s CPS Final Reviews, and IED’s CAPEs and Validations of CPS Final Reviews

  harmonization/partnerships of the CPS with other DPs in certain sectors/areas (external coherence), with

•

appropriate modalities, to create synergies/complementarities and avoid duplicative efforts; and   design quality of the CPS results framework in terms of evaluability (e.g., availability of baseline data and

•

adequacy of indicators on results, risks, and risk mitigation)

ADB = Asian Development Bank, CAPE = country assistance program evaluation, CPS = country partnership strategy, DMF = design and monitoring framework, DP = d evelopment partner, EA = executing agency, EIRR = economic internal rate of return, IED = Independent Evaluation Department, M&E = monitoring and evaluation, MDGs = Millennium Development Goals, TA = technical assistance. Source: Adjusted from IED. 2010. Revised CAPE Guidelines . Manila: ADB. 

 

 

APPENDIX 7. APPROVED LOANS, GRANTS, AND ADVISORY TECHNICAL ASSISTANCE BY SECTOR Table A7.1: Approved Loans and Grants by Sector (1994–2010)

Loan No. Title Agriculture and Natural Resources - Agricultural Production and Markets 1. 1726 Agriculture Area Development 2. 2314 Southern Agriculture Area Development Subsector Total - Agriculture and Rural Sector Development 3. 1407 Agriculture Sector Program 4. 9059a  Rural Livelihood Development 5. 0073b  Southern Agriculture Area

Development Subsector Total Sector Total nergy

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

EG/PR

Approved Amount million %

36.0 EG/ES

EG EG EG/ES

15.0 51.0

Completion Date

PCR

Rating PVR PPER

20-Dec-99

01-Mar-06

S

NA

NA

29-Jan-07

Cancelled

U

NA

NA

23-Nov-95 15-Dec-04

31-Dec-97 NA

PS S

NA NA

S NA

29-Jan-07

03-Nov-09

NA

NA

NA

5

40.0 1.0 5.0 46.0 97.0

Approval Date

5 10

- Energy Utility Services 6. 1443 Power and District Heating Rehabilitation Subsector Total - Electricity Transmission and Di stribution 7. 2671 Power Sector Improvement 8. 0218b  Power Sector Improvement Subsector Total Sector Total inance and Private Sector Development - Banking Systems 9. 1723 Financial Intermediation and Resource Mobilization Program 10. 1724 Commercial Bank Audits (TA Loan)

EG

30.0 30.0 EG/CD/RCI ED/CD/RCI

16.7 28.1 44.8 74.8

06-Jun-96

31-Dec-01

S

NA

NA

3

27-Sep-10 27-Sep-10

Active Active

4 7

EG

35.0

17-Dec-99

27-Feb-02

S

NA

NA

EG

1.0

17-Dec-99

27-Feb-02

S

NA

NA

 

 

  Loan No. 11. 2224

Title Banking Sector and Capital Market Development Development Program Subsector Total - Investment Climate 12. 0120b  Investment Climate Improvement Program (Subprogram 1) 13. 0121b  Investment Climate Improvement

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

EG/G/PSD

Program System Support (Grant)

Subsector Total - Microfinance 14. 1529 Rural Financial Institutions Subsector Total - Small a nd Medium Enterprise Development 15. 9104a  Improving Livelihoods of Rural Women through Development of Handicrafts Industry Subsector Total - Trade and Services 16. 1926 Regional Trade Facilitation and Customs Cooperation Program 17. 2113 Regional Customs Modernization and Infrastructure Development Subsector Total ultisector 18. 1342 19. 1633 20. 1742

21. 22.

2045 9055a 

23.

0122b 

15.5 51.5

12.5

EG/PSD/CD

2.9 15.4

2

12.5 12.5

1

2.0 2.0

0

EG

EG/GD/PSD/CD

Completion Date

PCR

20-Dec-05

25-Nov-09

PS

NA

NA

03-Nov-08

19-Jan-09

NA

NA

NA

PS

NA

NA

S

NA

NA

S

NA

NA

03-Nov-08

21-Aug-97

17-Jan-07

EG/RC/GG

15.0

EG/RC/GG

7.5 22.5

2

103.9

10

G/SC EG/P

Approval Date

Rating PVR PPER

5

EG/PSD/CD

Sector Total

Special Assistance Flood Emergency Rehabilitation Community-Based Infrastructure Services Sector Emergency Emergency Rehabilitation Reducing Vulnerability of the Poor to Natural Disasters Community-Based Infrastructure Services Sector (Supplementary)

Approved Amount million %

29-Oct-02 26-Nov-04

Active

30-Sep-04

15-Nov-10

17-Sep-04 Active

40.0 5.0

08-Dec-94 24-Sep-98

09-Nov-98 15-Aug-02

GS S

NA NA

NA S

EG/P

36.0 5.0

08-Jun-00 11-Dec-03

30-Apr-09 30-Sep-07

PS S

PS S

NA NA

DRR

1.0

08-Sep-04

Sep-09

S

NA

NA

30.0

03-Nov-08

Suspended

P/HD

ISD

 

 

Loan No. 24. 2668

25.

0217b 

Title Emergency Assistance for Recovery and Reconstruction Emergency Assistance for

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

EG/ES/SD

Approved Amount million %

48.5

Approval Date

23-Sep-10

Completion Date

Active

PCR

Rating PVR PPER

 8   4    

A   p   p   e  n   d   i    x  7  

Recovery and Reconstruction Subsector Total Sector Total ublic Sector Management - Economic and Public Affairs Management 26. 1546 Corporate Governance and Enterprise Reform Program 27. 1547 Capacity Building in Corporate Governance and Insolvency Procedures Second Phase of the Corporate Governance and Enterprise Reform Program Subsector Total - Public Expenditure and Fiscal Management 29. 0077b  Tax Administration Reform and Modernization  Subsector Total Sector Total ducation - Basic Education 30. 1554 Education Sector Development Program 31. 1555 Education Sector Development 32. 0020b  Second Education 33. 9108a  Improving Access to Quality Basic Education for Children with Special Needs 28.

1860

EG/ES/SD

51.5 217.0 217.0

23-Sep-10

Active

22 22

EG

40.0

25-Sep-97

09-Dec-00

GS

NA

PS

EG

4.0

25-Sep-97

31-Dec-04

S

S

NA

EG

35.0 79.0

22-Nov-01

02-Sep-04

S

NA

NA

8

10.0 10.0 89.0

1 9

EG/G/CD

HD HD ISD

ISD/HD/PI

14-Jun-07

19.0 13.7 19.0

13.7

Subsector Total

65.4

A   p   p  r    o  v   e   d   L    o   a  n   s   ,  G  r    a  n   t     s   ,  a  n   d   A   d   v  i     s   o  r    y  T   e   c  h   n  i     c   a  l    A   s   s  i     s   t     a  n   c   e   b    y   S   e   c   t     o  r  

Active

29-Sep-97 29-Sep-97 27-Oct-05

01-Dec-03 01-Dec-03 Active

S S

NA NA

NA NA

28-May-07

14-Dec-11

S

NA

NA

7

 8    5  

 

 

 

  Loan No. Title - Technical Education and Vocational Skills Training 34. 0074b  Vocational Education and Skills Development Subsector Total Sector Total ealth - Primary Health Care and Social Services Delivery 35. 1645 Social Services Delivery and Finance 36. 2007 Community-Based Early Childhood Development 37. 9056a  Reducing Neonatal Mortality Reducing Subsector Total Sector Total ransport - Road Transport 38. 1444 Road Rehabilitation 39. 1630 Second Road Rehabilitation

40. 41. 42. 43. 44. 45. 46. 47.

1775

Almaty-Bishkek Regional Road Rehabilitation (Regional) 1853 Third Road Rehabilitation 2106 Southern Transport Corridor Road Rehabilitation 0084b  CAREC Regional Road Corridor Improvement (KGZ and TAJ) 0123b  CAREC Transport Corridor I (Bishkek-Torugart Road) 2533 CAREC Transport Corridor I (Bishkek-Torugart Road)-Project 2 0153b  CAREC Transport Corridor I (Bishkek-Torugart Road)-Project 2 2667 CAREC Regional Road Corridor Improvement (Supplementary (Supplementary)) Subsector Total

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

ISD/CD

HD/P

Approved Amount million %

10.0 10.0 75.4

Approval Date

29-Jan-07

Completion Date

PCR

Rating PVR PPER

Active

1 8

10.0

27-Nov-98

31-Dec-03

S

NA

NA

10.5 1.0 21.5 21.5

29-Sep-03 08-Sep-04

31-Oct-10 31-Jan-10

S S

S NA

NA NA

50.0 50.0

13-Jun-96 10-Sep-98

10-Jul-01 01-Aug-05

S S

NA NA

S S

EG/P

5.0 40.0

31-Oct-00 31-Oct-01

31-Dec-03 30-Jul-07

S S

S S

PS S

EG/RC

32.8

23-Nov-04

30-Sep-10

S

NA

NA

EG/RC/PSD

25.6

24-Oct-07

Active

EG/RC/CD

20.0

14-Nov-08 14-Nov-08

Active

RC/EG/CD

28.0

14-Jul-09

Active

EC/EG/CD

22.0

14-Jul-09

Active

21-Sep-10

Active

CPI/HD/GD ISD

EG EG EG

RCI/EG/PSD

23.0 296.4

2 2

29

 8    6    

A   p   p   e  n   d   i    x  7  

 

  1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Loan No.

Title Sector Total rban Sector Development 48. 2556 Issyk-Kul Sustainable Development 49. 0163b  Issyk-Kul Sustainable Development Subsector Total Sector Total

Objectives

Classification

Approved Amount million 296.4

ES/SD/CD

16.5

ES/SD/CD

13.5 30.0 30.0

% 29

Approval

Completion

Date

Date

30-Sep-09

Active

30-Sep-09

Active

Rating PCR

PVR

PPER

3 3

Total 1,005.0 100 CAREC = Central Asia Regional Economic Cooperation, CD = capacity development, CPI = core poverty intervention, DRR = disaster risk reduction, EG = economic growth, ES = environmental sustainability, G = governance, GD = gender and development, GG = good governance, G/SC = growth with social concerns, GS = generally successful, HD = human development, ISD = inclusive social development, KGZ = Kyrgyz Republic, NA = not applicable/available, P/Pov. = poverty, PCR = project/program completion report, PI = poverty intervention, PPER = project/program performance evaluation report, PR = poverty reduction, Prim. = primary, PS = partly successful, PSD = private sector development, PVR = project/program completion validation report, RC = regional cooperation, RCI = regional cooperation and integration, S = successful, SD = social development, Sec. = secondary, TA = technical assistance, TAJ = Tajikistan, U = unsuccessful. Note: Numbers may not sum precisely because of rounding. a Japan Fund for Poverty Reduction. b  Asian Development Fund grant. Source: Regrouped from relevant databases.

A   p   p  r    o  v   e   d   L    o   a  n   s   ,  G  r    a  n   t     s   ,  a  n   d   A   d   v  i     s   o  r    y  T   e   c  h   n  i     c   a  A  l     s   s  i     s   t     a  n   c   e   b    y   S   e   c   t     o  r    8   7  

 

 

88  Appendix 7

Table A7.2: Approved Advisory Technical Assistance by Sector (1994–2010) Approved Amount ADTA No. Title Agriculture and Natural Resources - Agriculture and Rural Sector Development 1. 2450a  Reorganization and Strengthening of the Ministry of Agriculture and Food 2. 3035 Capacity Building in the Ministry of Agriculture and Water Resources 3. 3347 Institutional Strengthening in Planning and Management of

4.

3439

Agricultural Development Capacity Building in the Ministry of Agriculture and Water Resources (Phase II)

Approval Date

Rating TCR

1,324,000

23-Nov-95

PS

470,000

29-Jun-98

PS

800,000

20-Dec-99

S

585,000

11-May-00

U

%

5.

4408

A Study of the Impact of Land Reform on Agriculture, Poverty Reduction, and Environment 6. 4408 A Study of the Impact of Land Reform on Agriculture, Poverty Reduction, and Environment (Supplementary) 7. 4409 Agriculture Strategy Formulation Subsector Total - Irrigation, Drainage, and Flood Protection 8. 2451a  Building Capacity for the Formation and Management of Water Users Associations 9. 4405 The Study on Pricing Systems and Cost-Recovery Mechanisms for Irrigation Subsector Total - Land-Based Natural Resources Management 10. 2397 Strengthening Environmental Institutions and Improving Procedures for EIA 11. 2934 Environmental Monitoring and Management Capacity Building 12. 3499 Environmental Monitoring and Management Capacity Building II Subsector Total Sector Total nergy - Energy Sector Development 13. 2542 Revaluation and Tariff Study for KNEHC Subsector Total Sector Total inance and Private Sector Development - Banking Systems 14. 2220 Strengthening of the Banking System Subsector Total

400,000

12-Oct-04

U

130,000 600,000 4,309,000

25-Jan-06 12-Oct-04

U S

861,000

23-Nov-95

S

300,000 1,161,000

11-Oct-04

S

556,000

13-Sep-95

PS

598,000

11-Dec-97

HS

650,000 1,804,000 7,274,000

11-Sep-00

PS

13-Mar-96

GS

05-Dec-94

GS

15

4

6 26

310,000 310,000 310,000

1 1

600,000 600,000

2

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector 89 Approved Amount ADTA No. Title - Finance Sector Development 15. 3239 Institutional Strengthening of the Financial Sector 16. 4069 Financial Sector Reforms Subsector Total - Trade and Services 17. 2297 Industry and Trade Sector Study 18. 4450 Capacity Building and Institutional Strengthening for Customs Modernization and Infrastructure Development Subsector Total - Microfinance 19. 4068 Capacity Building in Savings and Credit Unions and Microfinancial

Approval Date

Rating TCR

09-Aug-99 19-Dec-02

HS S

600,000

03-Feb-95

GS

500,000 1,100,000

26-Nov-04

S

%

600,000 600,000 1,200,000

4

4

Systems Subsector Total - Money and Capital Markets 20. 4747 Supporting Banking Sector and Capital Market Development Program Subsector Total Sector Total ultisector 21. 3452 Institutional Strengthening for Community-Based Infrastructure Services Subsector Total Sector Total ublic Sector Management - Decentralization 22. 4801 Development of a Monitoring and Evaluation System at Oblast Level Subsector Total - Economic and Public Affairs Management 23. 2175 Seminars on Bank Operational Policies and Procedures in 1995 and 1998 24. 2226 Institutional Support for Procurement and Disbursement 25. 2473 Strengthening the Ministry of Economy 26. 2876 Strengthening the Economic Policy Making and Monitoring Capabilities of the PM’s Office 27. 2982 Seminars on Bank Operational Policies and Procedures – Phase II in 1998 and 1999 28. 3204 Strengthening Aid Coordination and Management 29. 3458 Support to National Strategy for Poverty Reduction

550,000 550,000

2

600,000 600,000 4,050,000

2 14

650,000 650,000 650,000

2 2

300,000 300,000

19-Dec-02

PS

20-Dec-05

S

08-Jun-00

S

16-Jun-06

S

1

80,000

28-Sep-94

476,000

08-Dec-94

850,000

14-Dec-95

800,000

25-Sep-97

114,000

23-Jan-98

124,000

09-Jun-99

600,000

14-Jun-00

PS

S

 

90  Appendix 7

Approved Amount Title Second Phase of the Corporate Governance and Enterprise Reform Program 31. 3658 Governance Assessment Study for Sound Development Management and Poverty Reduction 32. 3996 Strengthening the Capacity to Manage and Monitor Externally Assisted Projects 33. 4705 Support to the Development and Implementation of the National Poverty Reduction Stratgy II 34. 7310 Growth Diagnostic and Impact Evaluation in the Kyrgyz Republic Subsector Total - Public Administration

30.

ADTA No. 3505

%

Approval Date

Rating TCR

700,000

28-Sep-00

100,000

28-May-01

580,900

21-Nov-02

S

400,000

29-Nov-05

S

10-Jul-09

S

225,000 5,049,900

18

35.

Preparation and Implementation of Guidelines on Best Practice in Corporate Governance 36. 3249 Strengthening Capacity in the Office of the President 37. 3779 Strengthening Corporate Governance and Judicial Reforms 38. 3859 Strengthening Capacity in the Office of the President (Phase II) Subsector Total - Public Expenditure and Fiscal Management 39.

40.

41.

42.

2712

Strengthening Capacity the Ministry of Finance for of Financial Management and Planning of the Punlic Investment Program 3767 Strengthening Capacity of the Ministry of Finance for Financial Management and Planning of the Punlic Investment Program (Phase II) 4940 Business Process Reengineering and Change Management for Tax Administration Modernization 4941 Institutional Strengthening and Capacity Building for Tax Administration Reform Subsector Total

100,000

13-Dec-96

335,000

30-Aug-99

S

850,000

22-Nov-01

PS

500,000 1,785,000

24-Apr-02

S

463,500

28-Dec-99

S

600,000

13-Nov-01

S

500,000

14-Jun-07

PS

14-Jun-07

S

17-Jan-95

S

29-Sep-97

PS

27-Nov-98

S

6

3382

ducation - Basic Education 43. 2290 44. 2879

Sector Total

Education and Training Master Plan Strengthening of Education Planning and Administration Subsector Total Sector Total

ealth - Primary Health Care and Social Services Delivery 45. 3106 Institutional Strengthening for Social Services

500,000 2,063,500

7

9,198,400

33

900,000 930,000 1,830,000 1,830,000

6 6

634,000

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector 91 Approved Amount ADTA No. 46. 4187

47.

Title Institutional Strengthening for Community-Based Early Childhood Development Delivery and Finance 4445 Awareness and Prevention of HIV/AIDS, Sexually Transmitted Infactions, and Human Trafficking Subsector Total Sector Total

ransport - Road Transport 48. 2587

49. 50.

3065 3531

%

Approval Date 

500,000

29-Sep-03

500,000 1,634,000 1,634,000

23-Nov-04

Rating TCR

HS

6 6

Institutional Strengthening of the Road Sector Policy Support in the Transport Sector Improvement of the Road Sector

800,000

13-Jun-96

S

600,000

10-Sep-98

PS

51. 52.

Efficiency 3757 Institutional Support in the Transport Sector 4444 Improving Road Maintenance and Strengthening the Transport Sector Corridor Management Department Subsector Total Sector Total Total

440,000

31-Oct-00

S

650,000

31-Oct-01

S

800,000 3,290,000 3,290,000 28,236,400

23-Nov-04

S

12 12 100

ADTA = advisory technical assistance, EIA = environmental impact assessment, GS = generally successful, HIV/AIDS = human immunodeficiency virus/acquired immune deficiency deficiency syndrome, HS = highly successful, KNEHC = Kyrgyz National Energy Holding Company, PM = prime minister, PS = partly successful, S = satisfactory/succe satisfactory/successful, ssful, TCR = technical assistance completion report, U = unsuccessful. Note: Numbers may not sum precisely because of rounding. a  Ratings were taken from relevant project/program performance audit reports. Source: Regrouped from relevant databases databases.. 

 

 

Table A7.3: Approved Loans and Grants by Sector in the First Period (1994–2003)  

Loan No. Title Agriculture and Natural Resources - Agricultural Production and Markets 1. 1726 Agriculture Area Development Subsector Total - Agriculture and Rural Sector Development 2. 1407 Agriculture Sector Program Development Subsector Total Sector Total nergy - Energy Utility Services 3. 1443 Power and District Heating Rehabilitation Subsector Total Sector Total inance and Private Sector Development - Banking Systems 4. 1723 Financial Intermediation and Resource Mobilization

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

EG/PR

EG

EG

Approved Amount million %

36.0 36.0

7

40.0 40.0 76.0

8 14

30.0 30.0

6

30.0

6

 

Approval Date

Completion Date

PCR

Rating PVR PPER

20-Dec-99

01-Mar-06

S

NA

NA

23-Nov-95

31-Dec-97

PS

NA

S

06-Jun-96

31-Dec-01

S

NA

NA

 9   2    

A   p   p   e  n   d   i    x  7  

Program Commercial Bank Audits (TA Loan) Subsector Total - Microfinance 6. 1529 Rural Financial Institutions Subsector Total - Trade and Services 7. 1926 Regional Trade Facilitation and Customs Cooperation Program Subsector Total Sector Total ultisector 8. 1342 Special Special Assistance 9. 1633 Flood Emergency Rehabilitation 5.

EG

35.0

EG

1.0 36.0

7

12.5 12.5

2

15.0 15.0 63.5

3 12

17 Dec 99

27 Feb 02

S

NA

NA

17-Dec-99

27-Feb-02

S

NA

NA

21-Aug-97

30-Sep-04

PS

NA

NA

29-Oct-02

17-Sep-04

S

NA

NA

08-Dec-94 24-Sep-98

09-Nov-98 15-Aug-02

GS S

NA NA

NA S

Approval Date

Completion Date

PCR

08-Jun-00 11-Dec-03

30-Apr-09 30-Sep-07

PS S

PS S

NA NA

25-Sep-97

09-Dec-00

GS

NA

PS

1724

EG

EG/RC/GG

G/SC EG/P

40.0 5.0

 

 

Loan No. 10. 1742

Title Community-Based Infrastructure Services Sector 11. 2045 Emergency Rehabilitation Subsector Total Sector Total ublic Sector Management - Economic and Public A ffairs Management 12. 1546 Corporate Governance and Enterprise Reform Program 13. 1547 Capacity Building in Corporate Governance and Insolvency Procedures 14. 1860 Corporate Governance and Enterprise Reform Program (Phase II) Subsector Total Sector Total ducation - Basic Education 15. 1554 Education Sector Development Program 16. 1555 Education Sector Development Subsector Total Sector Total ealth - Primary Health Care and Social Services Delivery 17. 1645 Social Services Delivery and Finance 18. 2007 Community-Based Early Childhood Development Subsector Total Sector Total ransport - Road Transport 19. 1444 Road Rehabilitation 20. 1630 Second Road Rehabilitation

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

P/HD EG/P

EG

Approved Amount million %

36.0 5.0 86.0 86.0

16 16

40.0

EG

4.0

EG

35.0 79.0 79.0

HD HD

19.0 13.7 32.7 32.7

HD/P

EG EG

10.5 20.5 20.5

25-Sep-97

31-Dec-04

S

S

NA

22-Nov-01

02-Sep-04

S

NA

NA

29-Sep-97 29-Sep-97

01-Dec-03 01-Dec-03

S S

NA NA

NA NA

27-Nov-98

31-Dec-03

S

NA

NA

29-Sep-03

31-Oct-10

S

S

NA

13-Jun-96 10-Sep-98

10-Jul-01 01-Aug-05

S S

NA NA

S S

15 15

6 6

10.0 CPI/HD/GD

Rating PVR PPER

4 4

50.0 50.0

A   p   p  r    o  v   e   d   L    o   a  n   s   ,  G  r    a  n   t     s   ,  a  n   d   A   d   v  i     s   o  r    y  T   e   c  h   n  i     c   a  l    A   s   s  i     s   t     a  n   c   e   b    y   S   e   c   t     o  r    9    3  

 

 

 

Loan No.

21. 22.

1775 1853

Title Almaty-Bishkek Regional Road Rehabilitation (Regional) Third Road Rehabilitation

1994 −2000  2001−2010  Prim./Sec. Pov./Thematic Objectives Classification

EG EG/P

Approved Amount million %

5.0 40.0

Approval Date

31-Oct-00 31-Oct-01

Completion Date

31-Dec-03 30-Jul-07

PCR

S S

Rating PVR PPER

S S

PS S

 9   4    

A   p   p   e  n   d   i    x  7  

Subsector Total Sector Total Total

145.0 145.0 532.7

27 27 100

CPI = core poverty intervention, EG = economic growth, GD = gender and development, GG = good governance, G/SC = growth with social concerns, GS = generally successful, HD = human development, NA = not applicable/available, P/Pov. = poverty, PCR = project/program completion report, PPER = project/program performance evaluation report, PR = poverty reduction, Prim. = primary, PS = partly successful, PVR = project/program completion validation report, RC = regional cooperation, S = successful, Sec. = secondary, TA = technical assistance. Note: Numbers may not sum precisely because of rounding. Source: Regrouped from relevant databases.  

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector 95 Table A7.4: Approved Advisory Technical Assistance by Sector in the First Period (1994–2003)   ADTA No. Title Agriculture and Natural Resources - Agriculture and Rural Sector Development 1. 2450a  Reorganization and Strengthening of the Ministry of Agiculture and Food 2. 3035 Capacity Building in the Ministry of Agriculture and Water Resources 3. 3347 Institutional Strengthening in Planning and Management of Agricultural Development 4. 3439 Capacity Building in the Ministry of Agriculture and Water Resources (Phase II) - Irrigation, Subsector Drainage, Total and Flood Protection 5. 2451a  Building Capacity for the Formation and Management of Water Users Associations Subsector Total - Land-Based Natural Resources Management 6. 2397 Strengthening Environmental Institutions and Improving Procedures for EIA 7. 2934 Environmental Monitoring and Management Capacity Building 8. 3499 Environmental Monitoring and Management Capacity Building II Subsector Total Sector Total

Approved Amount %

Approval Date

Rating TCR

1,324,000

23-Nov-95

PS

470,000

29-Jun-98

PS

800,000

20-Dec-99

S

585,000

11-May-00

U

23-Nov-95

S

556,000

13-Sep-95

PS

598,000

11-Dec-97

HS

11-Sep-00

PS

3,179,000

861,000 861,000

650,000 1,804,000 5,844,000

14

4

8 26

nergy - Energy Sector Development 9. 2542 Revaluation and Tariff Study for KNEHC Subsector Total Sector Total inance and Private Sector Development - Banking Systems 10. 2220 Strengthening of the Banking System Subsector Total - Finance Sector Development 11. 3239 Institutional Strengthening of the Financial Sector 4069 12. Financial Sector Reforms Subsector Total - Trade and Services 2297 13. Subsector Total

Industry and Trade Sector Study

310,000 310,000 310,000

600,000 600,000

13-Mar-96

GS

05-Dec-94

GS

09-Aug-99 19-Dec-02

HS S

03-Feb-95

GS

Approval Date

Rating TCR

19-Dec-02

PS

08-Jun-00

S

1 1

3

600,000 600,000 1,200,000

5

600,000 600,000

3

 

96  Appendix 7

ADTA No. - Microfinance 14. 4068

Title Capacity Building in Savings and Credit Unions and Microfinancial Systems

Subsector Total Sector Total ultisector 15.

3452

Institutional Strengthening for Community-Based Infrastructur Infrastructure e Services

Subsector Total Sector Total

Approved Amount %

550,000 550,000 2,950,000

650,000 650,000 650,000

2 13

3 3

ublic Sector Management - Economic and Public Affairs Management 16. 2175 Seminars on Bank Operational Policies and Procedures in 1995

17.

2226

18.

2473

19.

2876

20.

2982

21.

3204

22.

3458

23.

3505

and 1998 Support for Institutional Procurement and Disbursement Strengthening the Ministry of Economy Strengthening the Economic Policy Making and Monitoring Capabilities of the PM’s Office Seminars on Bank Operational Policies and Procedures – Phase II in 1998 and 1999 Strengthening Aid Coordination and Management Support to National Strategy for Poverty Reduction Second Phase of the Corporate

80,000 476,000

28-Sep-94 08-Dec-94

850,000

14-Dec-95

800,000

25-Sep-97

114,000

23-Jan-98

124,000

09-Jun-99

600,000

14-Jun-00

PS

S

24.

3658

25.

3996

Subsector Total - Public Administration 26. 2712

27.

3249

28.

3779

29.

3859

Governance and Enterprise Reform Program Governance Assessment Study for Sound Development Management and Poverty Reduction Strengthening the Capacity to Manage and Monitor Externally Assisted Projects

Preparation and Implementation of Guidelines on Best Practice in Corporate Governance Strengthening Capacity in the Office of the President Strengthening Corporate Governance and Judicial Reforms Strengthening Capacity in the Office of the President (Phase II)

Subsector Total

700,000

28-Sep-00

100,000

28-May-01

580,900 4,424,900

21-Nov-02

S

20

100,000

13-Dec-96

335,000

30-Aug-99

S

850,000

22-Nov-01

PS

500,000 1,785,000

24-Apr-02

S

8

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector   97

ADTA No. Title - Public Expenditure and Fiscal Management  30. 3382 Strengthening Capacity of the Ministry of Finance for Financial Management and Planning of the Public Investment Program 31. 3767 Strengthening Capacity of the Ministry of Finance for Financial Management and Planning of the Public Investment Program (Phase II) Subsector Total Sector Total ducation - Basic Education 32. 2290 Education and Training Master

33.

2879

Plan Strengthening of Education Planning and Administration

Subsector Total Sector Total ealth - Primary Health Care and Social Services Delivery 34. 3106 Institutional Strengthening for Social Services 35. 4187 Institutional Strengthening for Community-Based Early Childhood Development Delivery and Finance Subsector Total Sector Total

Approved Amount %

Approval Date

Rating TCR

463,500

28-Dec-99

S

600,000 1,063,500 7,273,400

13-Nov-01

S

900,000

17-Jan-95

S

930,000 1,830,000 1,830,000

29-Sep-97

PS

634,000

27-Nov-98

S

500,000 1,134,000 1,134,000

29-Sep-03

HS

5 32

8 8

5 5

ransport - Road Transport 36. 2587

37.

3065

38.

3531

39.

Institutional Strengthening of the Road Sector Policy Support in the Transport Sector Improvement of the Road Sector Efficiency Institutional Support in the Transport Sector

3757 Subsector Total

Sector Total Total

800,000

13-Jun-96

S

600,000

10-Sep-98

PS

440,000

31-Oct-00

S

650,000 2,490,000 2,490,000 22,481,400

31-Oct-01

S

11 11 100

ADTA = advisory technical assistance, EIA = environmental impact assessment, GS = generally successful, HS = highly successful, KNEHC = Kyrgyz National Energy Holding Company, PM = prime minister, PS = partly successful, S = satisfactory/successful, TCR = technical assistance completion report, U = unsuccessful. Note: Numbers may not sum precisely because of rounding. a  Ratings are taken from relevant project/pro project/program gram performance audit reports. Source: Regrouped from relevant databases.

 

  Table A7.5: Approved Loans and Grants by Sector in the Second Period (2004–2006)   2001 −2010  Pov./Thematic Loan No. Title Agriculture and Natural Resources - Agriculture and Rural Sector Development 1. 9059a  Rural Livelihood Development Subsector Total Sector Total inance and Private Sector Development - Banking Systems 2. 2224 Banking Sector and Capital Market Development Program Subsector Total - Trade and Services 3. 2113 Regional Customs Modernization and Infrastructure Development Subsector Total Sector Total ultisector 4. 9055a  Reducing Vulnerability of the Poor to Natural Disasters Subsector Total Sector Total ducation - Basic Education 5. 0020b  Second Education Subsector Total Sector Total ealth - Primary Health Care and Social Services Delivery 6. 9056a  Reducing Neonatal Mortality Subsector Total Sector Total

Classification

EG

EG/G/PSD

EG/RC/GG

DRR

ISD

ISD

Approved Amount million

%

1.0 1.0 1.0

1 1

15.5 15.5

20

7.5 7.5 23.0

10 30

1.0 1.0 1.0

1 1

19.0 19.0 19.0

24 24

1.0 1.0 1.0

1 1

 9    8    

Approval

Completion

Rating

Date

Date

PCR

PVR

PPER

15-Dec-04

N NA A

S

NA

NA

20-Dec-05

25-Nov-09

PS

NA

NA

26-Nov-04

Active

08-Sep-04

Sep-09

NA

NA

NA

27-Oct-05

Active

08-Sep-04

31-Jan-10

NA

NA

NA

A   p   e  n   d   i    x  7  

 

 

Loan No. Title Transport - Road Transport Southern Transport Corridor Road 7. 2106 Rehabilitation Subsector Total Sector Total Total

2001 −2010  Pov./Thematic Classification

EG/RC

Approved Amount million %

32.8 32.8 32.8 77.8

Approval Date

23-Nov-04

Completion Date

30-Sep-10

PCR

S

Rating PVR PPER

NA

NA

42 42 100

DRR = disaster risk reduction, EG = economic growth, G = governance, GG = good governance, ISD = inclusive social development, NA = not applicable/available, PCR = project/program completion report, Pov. = poverty, PPER = project/program performance evaluation report, PS = partly successful, PSD = private sector development, PVR = project/program completion validation report, RC = regional cooperation, S = successful. Note: Numbers may not sum precisely because of rounding. a Japan Fund for Poverty Reduction. b  Asian Development Fund grant. Source: Regrouped from relevant databases.

A   p   p  r    o  v   e   d   L    o   a  n   s   ,  G  r    a  n   t     s   ,  a  n   d   A   d   v  i     s   o  r    y  T   e   c  h   n  i     c   a  l    A   s  i     s   t     a  n   c   e   b    y   S   e   c   t     o  r    9    9  

 

 

100  Appendix 7

Table A7.6: Approved Advisory Technical Assistance by Sector in the Second Period (2004–2006)   Approved Amount ADTA No. Title Agriculture and Natural Resources - Agriculture and Rural Sector Development 1. 4408 A Study of the Impact of Land Reform on Agriculture, Poverty Reduction, and Environment 2. 4408 A Study of the Impact of Land Reform on Agriculture, Poverty Reduction, and Environment (Supplementary)

3.

4409 Agriculture Strategy Formulation Subsector Total - Irrigation, Drainage, and Flood Protection 4. 4405 The Study on Pricing Systems and Cost-Recovery Mechanisms for

Approval Date

Rating TCR

400,000

12-Oct-04

U

130,000

25-Jan-06

U

12-Oct-04

S

%

600,000 1,130,000

25

Irrigation Subsector Total Sector Total inance and Private Sector Development - Trade and Services 5. 4450 Capacity Building and Institutional Strengthening for Customs Modernization and Infrastructure Development Subsector Total - Money and Capital Markets 6. 4747 Supporting Banking Sector and Capital Market Development Program Subsector Total Sector Total ublic Sector Management - Decentralization 7. 4801 Development of a Monitoring and Evaluation System at Oblast Level Subsector Total - Economic and Public Affairs Management 8. 4705 Support to the Development and Implementation of the National Poverty Reduction Strategy II Subsector Total

300,000 300,000 1,430,000

400,000 400,000

9

Sector Total ealth - Primary Health Care and Social Services Delivery 9. 4445 Awareness and Prevention of HIV/AIDS, Sexually Transmitted Infections, and Human Trafficking Subsector Total Sector Total

700,000

15

500,000 500,000 500,000

11 11

11-Oct-04

S

26-Nov-04

S

20-Dec-05

S

16-Jun-06

S

29-Nov-05

S

7 32

500,000 500,000

11

600,000 600,000 1,100,000

13 24

300,000 300,000

7

23-Nov-04

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector   101 Approved Amount ADTA No. Transport - Road Transport 10. 4444

Title

Improving Road Maintenance and Strengthening the Transport Sector Corridor Management Department Subsector Total Sector Total Total

%

800,000 800,000 800,000 4,530,000

Approval Date

Rating TCR

23-Nov-04

S

18 18 100

ADTA = advisory technical assistance, HIV/AIDS = human immunodeficiency virus/acquired immune deficiency syndrome, S = satisfactory/successful, satisfactory/suc cessful, TCR = technical assistance completion repor report, t, U = unsuccessful. Note: Numbers may not sum precisely because of rounding. Source: Regrouped from relevant databases.

 

 

Table A7.7: Approved Loans and 2001 Grants by SectorApproved in the Third Period (2007–2010)  (2007–2010)   −2010  Pov./Thematic Loan No. Title Agriculture and Natural Resources 1. 2314 Southern Agriculture Area Development Subsector Total - Agriculture and Rural Sector Development Southern Agriculture Area 2. 0073b  Development Subsector Total Sector Total nergy - Electricity Transmission and Distribution 3. 2671 Power Sector Improvement 4. 0218b  Power Sector Improvement Subsector Total Sector Total inance and Private Sector Development - Investment Climate 5. 0120b  Investment Climate Improvement Program (Subprogram 1) 6. 0121b  Investment Climate Improvement

Classification

EG/ES

EG/ES

EG/CD/RCI ED/CD/RCI

EG/PSD/CD

Amount million

%

15.0 15.0

4

5.0 5.0 20.0

1 5

16.7 28.1 44.8 44.8

12.5

Approval

Completion

Date

Date

29-Jan-07

29-Jan-07

27-Sep-10 27-Sep-10

Cancelled

03-Nov-09

PC R

Rating PV PPE R R

U

NA

NA

NA

NA

NA

NA

NA

NA

Active Active

11 11

03-Nov08

19-Jan-09

1    0   2    

A   p   p   e  n   d   i    x  7  

Program System Support (Project Grant) Subsector Total - Small an d Medium Enterprise Development 7. 9104a  Improving Livelihoods of Rural Women through Development of Handicrafts Industry Subsector Total Sector Total ultisector 8. 0122b  Community-Based Infrastructure Services Sector (Supplementary) 9. 2668 Emergency Assistance for Recovery and Reconstruction

EG/PSD/CD

EG/GD/PSD/C D

03-Nov08

2.9 15.4

4

2.0 2.0 17.4

1 4

Active

17-Jan-07

15-Nov-10

Suspended

ISD

30.0

03-Nov08

EG/ES/SD

48.5

23-Sep-10

Active

Approved Amount

Approval

Completion

Date

Date

23-Sep-10

Active

14-Jun-07

Active

S

NA

NA

 

  2001 −2010  Pov./Thematic

10. .

Loan No. 0217b 

Title Emergency Assistance for Recovery and Reconstruction

Classification

EG/ES/SD

Subsector Total Sector Total ublic Sector Management - Public Expenditure and Fiscal Management 11. 0077b  Tax Administration Reform and Modernization Subsector Total Sector Total ducation - Basic Education

12.

9108a 

EG/G/CD

Improving Access to Quality Basic Education for Children with Special Needs

Subsector Total - Technical Education and Vocational Skills Training 13. 0074b  Vocational Education and Skills Development Subsector Total Sector Total ransport - Road Transport 14. 0084b  CAREC Regional Road Corridor Improvement (Kyrgyz Republic and Tajikistan) 15. 0123b  CAREC Transport Corridor I(BishkekTorugart Road 16. 2533 CAREC Transport Corridor I(BishkekTorugart Road – Project 2 17. 0153b  CAREC Transport Corridor I(BishkekTorugart Road – Project 2 18. 2667 CAREC Regional Road Corridor Improvement (Supplementary)

million

%

51.5 130.0 130.0

33 33

10.0 10.0 10.0

3 3

13.7

ISD/CD

28-May-07

13.7

3

10.0 10.0 23.7

3 6

14-Dec-11

29-Jan-07

Active

EG/RC/PSD

25.6

24-Oct-07

Active

EG/RC/CD

20.0

14-Nov-08

Active

RC/EG/CD

28.0

14-Jul-09

Active

EC/EG/CD

22.0

14-Jul-09

Active

RCI/EG/PSD

23.0

21-Sep-10

Active

PC R

S

Rating PV PPE R R

NA

NA

A   p   p  r    o  v   e   d   L    o   a  n   s   ,  G  r    a  n   t     s   ,  a  n   d   A   d   v  i     s   o  r    y  T   e   c  h   n  i     c   a  l    A   s   s  i     s   t     a  n   c   e   b    y   S   e   c   t     o  r   1    0    3  

 

 

  2001 −2010  Pov./Thematic Loan No. Title Subsector Total Sector Total rban Sector Development  19. 2556 Issyk-Kul Sustainable Development

Classification

Approved Amount million

118.6 118.6 ES/SD/CD

16.5

% 30 30

Approval

Completion

Date

Date

30-Sep-09

Active

PC R

Rating PV PPE R R

1    0   4    

A   p   p   e  n   d   i    x  7  

20.

0163b  Subsector Total

Issyk-Kul Sustainable Development

ES/SD/CD

Sector Total

13.5 30.0 30.0

Total

394.5

30-Sep-09

Active

8 8 10 0

CAREC = Central Asia Regional Economic Cooperation, CD = capacity development, EG = economic growth, ES = environmental sustainability, G = governance, GD = gender and development, ISD = inclusive social development, NA = not applicable/available, PCR = project/program completion report, Pov. = poverty, PPER = project/program performance evaluation report, PSD = private sector development, PVR = project/program completion validation report, RC = regional cooperation, RCI = regional cooperation and integration, S = successful, SD = social development, U = unsuccessful. Note: Numbers may not sum precisely because of rounding. a Japan Fund for Poverty Reduction. b  Asian Development Fund grant. Source: Regrouped from relevant databases.  

 

 Approved Loans, Grants, and and Advisory Techni Technical cal Assistance Assistance by Sector   105

Table A7.8: Approved Advisory Technical Assistance by Sector in the Third Period (2007–2010)  (2007–2010)  Approved Amount ADTA No. Title Public Sector Management - Economic and Public Affairs Management 1. 7310 Growth Diagnostic and Impact Evaluation in the Kyrgyz Republic Subsector Total - Public Expenditure and Fiscal Management 2. 4940 Business Process Reengineering and Change Management for Tax Administration Modernization 3. 4941 Institutional Strengthening and Capacity Building for Tax

Administration Reform Subsector Total Sector Total Total

%

225,000 225,000

Approval Date

Rating TCR

10-Jul-09

S

14-Jun07

PS

18

500,000

14-Jun500,000 1,000,000 1,225,000 1,225,000

82 100 100

07

S

ADTA = advisory technical assistance, PS = partly successful, S = satisfactory/successful, TCR = technical assistance completion report. Note: Numbers may not sum precisely because of rounding. Source: Regrouped from relevant databases. 

 

 

APPENDIX 8. RESULTS CHAINS LINKING CONTRIBUTIONS OF ADB’S SECTOR OUTCOMES TO THE COUNTRY’S ACHIEVEMENT OF DEVELOPMENT IMPACTS WITH ADB’S COUNTRY STRATEGY OBJECTIVES Figure A8.1: Results Chain of the First Period (1994–2003)

ADB’s COS Pillar/Objective 1:

ADB’s COS Pillar/Objective 2:

ADB’s COS Pillar/Objective 3:

Supporting Reforms

Encouraging Private Sector-led Growth 

Fostering Human/Social Development

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Multisector, PSM, and ANR)

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Transport and Finance/PSD)

Multisector: - Special Assistance   increased import and export growth from negative in 1994 to an annual average of 17% each in 1998;   increased GDP growth from -20% in 1994 to

Transport: - Road Rehabilitation Projects I, II, and III   Employment/income of 3,000 households increased through roadside activities (e.g., gas stations, food catering, hotels, taxis);   For the third project (which also aimed to reduce

Health: - Social Services Delivery and Finance Project   limited increases in the utilization of primary health care services and in primary school promotion and completion rates in project provinces due to the government’s limited

poverty through secondary road), survey data showed o  per capita GDP in Jalal-Abad grew from som11,307 to Som13,977 (2004 and 2006), and in Osh from som8,567 to som11,261; o  rural household income grew from som710 to som1,063; o  the number of poor households dropped from 58 to 25 of the 125 households interviewed; o  30% of the interviewed households had increased farm products sold compared with the previous 12 months. - Almaty-Bishkek Regional Road Rehabilitation Project   border trade between the two countries rose from $26 million to $154 million (2001–2007);   total exports and imports between the two countries rose from $121 million to $517 million;   the number of tourists visiting Kyrgyz’ Lake IssykKul grew, while the province’s GDP rose by 132% (2006–2007).

scope and slower pace of reform at the national level.  - Community-Based Early Childhood Development Project (Mainly Gender Impacts)   key impact/MDG indicators (e.g., IMR, CMR, iron-deficiency anemia, and iodine-deficiency disorder) were not well defined/monitored during project design/implementation, so the extent of their reductions was hard to determine by the PCR and PVR;   however, the findings of subsequently related JFPR project (Reducing Neonatal Mortality Project ) approved in the second period have shown highly  satisfactory  impacts.  impacts.

•

•

3% in 1998. PSM: - Corporate Governance Enterprise Reform Programs I and II (CGERPs-I and II)   during the course of CGERP-II, there were accelerating FDI (from negligible to about $132 million) and increasing numbers of firms and individuals resorting to banks for financing; but to what extent these were the result of the program interventions is hard to establish;   legal/regulatory environment has improved in corporate governance, while weak law enforcement and corruption continued to constrain private businesses and affect the quality of corporate governance. •

•

•

•

•

•

•

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in the Social Sectors and Multisector)

•

•

•

 

 

ADB’s COS Pillar/Objective 1:

ADB’s COS Pillar/Objective 2:

ADB’s COS Pillar/Objective 3:

Supporting Reforms

Encouraging Private Sector-led Growth

Fostering Human/Social Development

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Multisector, PSM, and ANR) 

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Transport and Finance/PSD)

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in the Social Sectors and Multisector)

ANR: - Agriculture Sector Program   rapid changes in functions and responsibilities as organizational structures were frequently revised;   inadequate capacity of existing institutions to cope with their new roles and functions, particularly in implementing new directives and enforcing laws.

Finance/PSD: - Rural Finance Institutions Institutions Project   while the project was not able to achieve the savings mobilization outcome as planned, the credit unions were operating as microlending companies, thus catalyzing provision of rural finance and improving the outreach of the formal financial sector, albeit not in the manner originally intended;   the project had some gender impacts: o  the credit unions and FCSCU employed 1,500 people (with women in the majority); o  they had almost 22,000 borrowers in 2006 (more than half of whom were women). - Financial Intermediation and and Resource Mobilization Program   public confidence in banks increased during the project period (1999–2002), with o increased capitalization of the sector sector from 1.3% of GDP to 2.2%, o increased capital adequacy adequacy ratio from 16% of

•

•

•

Education: - Education Sector Development Program and Project   increased enrollment from 935,000 to 1.2 million (1997–2004);   decreased dropouts from 6,100 to 1,344;   gender impacts: teachers who were mostly females (79% in primary and 80% in secondary) benefited from skills upgrading. •

• •

•

•

total assets to 32%, o decreased NPLs from 25% of the total gross gross loans to 10%, o decreased concentration concentration of loans and deposits to less than 15% in each bank.

Multisector: - Flood Emergency Rahabilitation Project; and Emergency Rehabilitation Project   for the first project: o  170,000 people benefited from the project though with no baseline data; o  good quality as only 3 of its 39 subprojects were damaged by the more severe 2003 floods and landslides;   for the second project: o  3,500 households benefited from the road subprojects; o  2,300 households benefited from the power distribution line subprojects; o  traffic on all rehabilitated roads rose over the predisaster levels by 85%; o  per capita income of the communities located along the rehabilitated roads rose by up to 4% (2003–2007). •

•

R   e   s   u  l     t     s   C  h    a  i    n   s  L   i    n  k   i    n   g   C   o  n   t    r   i     b    u   t    i     o  n   s   o  f    A  D  B  ’     s   S   e   c   t     o  r    O   u   t     c   o  m  e   s  1    0   7  

 

 

 

ADB’s COS Pillar/Objective 1:

ADB’s COS Pillar/Objective 2:

ADB’s COS Pillar/Objective 3:

Supporting Reforms

Encouraging Private Sector-led Growth

Fostering Human/Social Development

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Multisector, PSM, and ANR)

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in Transport and Finance/PSD) - Regional Trade Facilitation and Customs

Cooperation Program (Mainly Institutional Impacts)   customs reforms led to stronger cooperation between the public and private sectors, with  o  increased role for private customs service intermediaries in promoting efficient trade, o  increased potential for mutually beneficial partnerships.  •

Country’s Achievement of Dev. Impacts (Contributed to by ADB Outcomes mainly in the Social Sectors and Multisector) - Community-Based Infrastructure Services Sector

Project   the number of rural beneficiaries was around 500,000 compared with the planned 1.5 million;   however, personal hygiene and sanitary habits improved through school education programs in project areas;   ADB later provided a supplementary grant in the third period aimed to meet the financing gap of this project, but ended up being suspended due to fraudulence. •

•

•

1    0    8    

A   p   p   e  n   d   i    x   8  

 

 

Country’s Achievement of Dev Impacts

Country’s Achievement of Dev Impacts

Sector Outcomes of ADB Support mainly in Multisector, PSM, and ANR

Sector Outcomes of ADB Support mainly in Transport and Finance/PSD

Multisector: - Special Assistance Project (Mainly Institutional Outcomes)   strengthened PIU’s implementation capacity;   enhanced capacity to increase industrial production and trade. • •

PSM: - Corporate Governance Enterprise Reform Programs I and II (CGERPs-I and II) (Mainly Institutional Outcomes)   the laws on j oint-stock companies and on bank/banking activities have established a sound legal framework for corporate governance;   both programs contributed indirectly to preparing the ground for capital market development;   market development is still in nascent form and is not yet at a stage where it can generate the incentives for enterprises to fully adhere to sound corporate governance practices; •

•

•

  they were less effective in supporting

•

restructuring of specific enterprises (12 of 65 enterprises formulated feasible restructuring plans).

Transport: - Road Rehabilitation Projects I, II, and III   travel time between Bishkek and Osh reduced from about 18 to 9 hours;   vehicle operating costs reduced by 15%;   freight and passenger fares and charges reduced by 10%–15%;   traffic volumes (average number of vehicles) per day grew from about 900 to 2,300, from 1,000 to 2,600, and from 2,700 to 8,000 for the first, second, and third projects (during 2002–2009);   average number of vehicles passing through the tunnels per day increased from 800 to 4,500. - Almaty-Bishkek Regional Road Rehabilitation Project   vehicle operating cost reduced by about 15% (during 2000–2008);   average number of vehicles per day grew from around 5,000 to 8,500;   average number of vehicles per day crossing the border tripled from around 1,500 to 5,500;   freight shipping of the amount of goods •

• •

•

•

•

•

•

•

doubled;   about 43% of traffic from km 22 to Kazakhstan border is international.

•

Country’s Achievement of Dev. Impacts

Sector Outcomes of ADB Support mainly in the Social Sectors and Multisector Health: - Social Services Delivery & Finance Project (Mainly Institutional Outcomes)   decentralized management in social services delivery;   a foundation laid for the government’s policy reforms in the social sectors;   empowered communities to mobilize community resources (which had become a model for subsequent health project). - Community-Based Early Childhood Development Project (Mainly Gender Outcomes)   better child immunization due to vaccine delivery and cold-chain maintenance;   revised government’s health policy based on the project’s integrated maternal and child health;   a threefold increase in the number of children from the project’s 334 community-based preschools who enrolled in grade 1 (2003– 2010);   a new law (which provided the legal basis for •

•

•

•

•

•

•

the establishment and operation of preschool programs) developed and approved in 2009;   decentralized capacity of local governments and communities to plan, implement, and monitor ECD activities by establishing the village initiative fund;   increased timely availability of essential drugs and medicines at affordable prices in rural villages through the public-private partnerships facilitated by the project.

•

•

R   e   s   u  l     t     s   C  h    a  i    n   s  L   i    n  k   i    n   g   C   o  n   t    r   i     b    u   t    i     o  n   s   o  f    A  D  B   s  ’     S   e   c   t     o  r    O   u   t     c   o  m  e   s  1    0    9  

 

 

 

ountry’s Achievement of Dev. Impacts Sector Outcomes of ADB Support mainly in Multisector, PSM, and ANR ANR - Agriculture Sector Program

Country’s Achievement of Dev. Impacts Sector Outcomes of ADB Support mainly in Transport and Finance/PSD Finance/PSD Sector: - Rural Finance Institutions Project

Country’s Achievement of Dev. Impacts Sector Outcomes of ADB Support mainly in the Social Sectors and Multisector Education: - Education Sector Development Program and

1   1    0    

A   p   p   e  n   d   i    x   8  

(Mainly Institutional Outcomes)   strengthened the requisites for land reform and farm restructuring,   catalyzed the development of procedures for resolving land disputes,   recognized rights to immovable property,   advanced the legal framework governing irrigation water users’ rights, •

•

• •

  more effective supervision of credit unions,   savings mobilization in rural areas not achieved

• •

since only six credit unions raised deposits,   FCSCU not functioning as an apex organization and not privatized to credit unions as planned. - Financial Intermediation and Resource Mobilization Program    institutional outcomes in terms of quality of •

•

regulations and supervision of banks strengthened;

  clarified the requirements for establishing water

•

users associations,   reduced the role of the government in distribution/marketing distribution/mar keting of agrochemicals,   developed a legal framework for the leasing and management of pastureland.

  government securities market developed with the

•

•

•

•

legal basis for clearing and settlement;   development of equity market facilitated with

enhanced disclosure and supervision, with o  licensing requirements for capital market participants; o  listing requirements for companies at KSE, resulting in 22 companies newly listed and 48 companies delisted (1999–2002); o  but equity market still played a small role in corporate finance (with capitalization of the equity market at KSE at just 0.3% of GDP at the end of the project).

Project   institutional outcomes in terms of institutional and policy reforms implemented for the entire basic education (e.g., decentralized schoolbased management involving parents’ committees to ensure transparent accounting of funds; school funding based on school mapping data; rationalization of staffing; and •

national strategy address equityrecruitment, in access and quality issuesto such as teacher curriculum development, textbook production, and student assessment);   school management skills, teacher quality, and learning environment improved.

•

Multisector: - Flood Emergency Rehabilitation Project; and Emergency Rehabilitation Project   restoring damaged facilities to their predisaster levels;   enabling the recipients to resume their economic and social life. •

•

 

 

Country’s Achievement of Dev. Impacts

Country’s Achievement of Dev. Impacts

Country’s Achievement of Dev. Impacts Sector Outcomes of ADB Support mainly in Transport and Finance/PSD

Sector Outcomes of ADB Support mainly in Multisector, PSM, and ANR

- Regional Trade Facilitation and Customs

Cooperation Program   institutional outcomes in terms of governance, transparency, and institutional capacity of customs administrations for regional trade between Kyrgyz and Tajikistan strengthened, through o  their structures rationalized, o  personnel policies improved, o  customs service information database created;   revised customs codes and regulations ratified;   clearance and control procedures simplified to facilitate trade and improve revenue collection. •

• •

Sector Outcomes of ADB Support mainly in the Social Sectors and Multisector - Community-Based Infrastructure Services Sector

Project   it was only able to construct/upgrade rural WSS schemes in 302 villages (41% of the target) due to underbudgeting and cost escalation, with 67% higher cost;   some system failed to provide outcomes in terms of adequate water supplies for many reasons: o  poor design; o  nonrenewal of the worn-out main line, leading to water loss; o  reduced flow in springs due to drought and/or poor hydrological assessment; o  illegal connection, often for agriculture; o  poor consultant performance in capacity development before replacement in 2005; o  lack of government ownership with no specific agency mandated to look after rural WSS activities; o  corrective measures were not provided by ADB in a timely manner (although many of the problems were corrected during project completion, some schemes remained problematic). •

•

ADB = Asian Development Bank, ANR = agriculture and natural resources, CMR = child mortality rate, COS = country operational strategy, CSP = country strategy and program, Dev. = development, ECD = early childhood development, FCSCU = Financial Company for the Support and Development of Credit Unions, FDI = foreign direct investment, GDP = gross domestic product, IMR = infant mortality rate, JFPR = Japan Fund for Poverty Reduction, KSE = Kyrgyz Stock Exchange, NPL = non-performing loan, PCR = project/program completion report, PIU = project implementation unit, PSD = private sector development, PSM = public sector management, PVR = project/program completion validation report, WSS = water supply and sanitation. Source: 2012 Country Assistance Program Evaluation findings.

R   e   s   u  l     t     s   C  h    a  i    n   s  L   i    n  k   i    n   g   C   o  n   t    r   i     b    u   t    i     o  n   s   o  f    A  D  B  ’     s   S   e   c   t     o  r    O   u   t     c   o  m  e   s  1   1   1  

 

 

112  Appendix 8

Figure A8.2: Results Chain of the Second Period (2004–2006)

ADB’s CSP Pillar/Objective 1:

ADB’s CSP Pillar/Objective 2:

Promoting Private Sector-led Growth

Selective Support of Human Development

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from Transport and Finance/PSD) 

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from the Social Sectors and Multisector)

Transport: - Southern Transport Corridor Road Rehabilitation Project   boosted overall regional trade of the country by 40% (2005–2009) through increased transport connectivity;   increased regional trade with PRC by about 100% (2004–2010);   boosted economic growth in the project areas by 15%, well above the national average of 4.2%;   the poverty rate in project areas, based on the number of households falling below the basic needs poverty line, dropped from 36% to 27% (2007–2009).  •

•

•

•

Finance/PSD: - Banking Sector and Capital Market Development Program   increased financial depth (M2) from 11% of GDP to 33% (2000–2010);   increased total financial systems deposits from 4% of GDP to 25%;   increased domestic credit to private sector from 5% of GDP to 13%;   increased gross domestic private investment from 14% of GDP to 19%;   reduced nonperforming loans from 24% of total gross loans to 16%;   increased private sector share from 60% of GDP to 75%;   increased fixed private capital formation from 11% of GDP to 18%;   equity market capitalization increased only slightly from 0.3% of GDP to 1.7%. •

Health: - Reducing Neonatal Mortality Project (Mainly Gender Impacts) pe r   reduced neonatal mortality from 25 to 14 per 1,000 newborns in the four pilot districts (2004– 2010);   reduced main pathological perinatal conditions which led to early neonatal mortality: o  birth asphyxia prevalence in newborns dropped from 12% to 7%, o  respiratory distress syndrome of newborns dropped from 1.9% to 1.0%;   pregnancy complications reduced from 77% to 51%;   deliveries to higher level migrated from 6% to 11%;   complicated deliveries reduced from 48% to 33%. •

•

•

•

•

•

•

•

•

•

•

•

Multisector: - Reducing Vulnerability of the Poor to Natural Disasters   over 6,000 people and 60 organizations (e.g., central and local government agencies, NGOs, village councils, and rural communities) directly benefited from the project;   the project’s methodology in the risk assessment studies and plans used for the preparation of the Emergency Defence Law;   the project’s pilot methodology used by the pilot communities to prepare more mitigation proposals submitted for financing by other agencies;   the project’s pilot methodology replicated in other communities through the creation of the village initiative groups which are regarded as effective and sustainable mechanism in risk mitigating and managing. •

•

•

•

 

Results Chains Linking Contributions of ADB’s Sector Outcomes  113

Country’s Achievement of Development Impacts

Country’s Achievement of Development Impacts

Sector Outcomes of ADB Support mainly in Transport and Finance/PSD

Sector Outcomes of ADB Support mainly in the Social Sectors and Multisector

Transport: 

Health:

- Project Southern Transport Corridor Road Rehabilitation   average travel time reduced by 25% (2004–2010);   vehicle operating cost reduced by 25%–32%.

- Reducing Neonatal Mortality Project (e.g., a good capacity strengthened   institutional

•

•

Finance/PSD: - Banking Sector and Capital Market Development Program (Mainly Institutional Outcomes)   for the banking component, institutional development of the financial sector achieved: o  financial institutions were less exposed to systemic risks, o  more resources were intermediated for productive investment, o  depositors and investors were less vulnerable to fraud and misconduct; •

•

project M&E system established, through which several surveys were conducted by relevant government agencies in the four poorest districts in Osh Province);   primary and first referral health care improved in the four pilot districts;   institutionalization of other project activities, including gender outcomes: o  the National Safe Motherhood Program established for 2008–2017, o  community-based organizations’ knowledge enhanced in promoting women’s and infants’ health, o  links with international health agencies established

•

•

•

  for the capitalinmarket component, institutional development the capital market not very effective:

to implementand these new resource initiatives, human capacity   institutional

o

developed for community health professionals in the antenatal and neonatal care.

  some legislation envisaged was in conflict with

o

existing laws and could not be enforced,   stock market remains underdeveloped and plays a

o

marginal role in the mobilization of new capital for private enterprises.

Multisector: - Reducing Vulnerability of the Poor to Natural Disasters   institutional capacity of the national and local authorities and communities strengthened in natural disaster monitoring, management, preparedness, and response;   natural disaster issues integrated into national and local development planning and budgeting, based on the risk assessment studies and alternative strategies for natural disasters conducted by the project;   while 10 most vulnerable local communities in Chui and Issyk-Kul provinces selected as pilot cases to implement community awareness, mobilization, preparedness, and disaster mitigation plans, only 2 were implemented due to the significant increase in construction material costs. •

•

•

ADB = Asian Development Bank, CSP = country strategy and program, GDP = gross domestic product, M2 = broad money supply, M&E = monitoring and evaluation, NGO = nongovernme nongovernment nt organization, PRC = People’s Republic of China, PSD = private sector developme development. nt. Source: 2012 Country Assistance Program Evaluation findings.

 

114  Appendix 8

Figure A8.3: Results Chain of the Third Period (2007–2010)

ADB’s JCSS Pillar/Objective 1:

ADB’s JCSS Pillar/Objective 2:

Achieving Private Sector-led, Sustainable Growth

Attaining Poverty Reduction and Other MDGs

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from Regional Transport/Trade and Finance/PSD)

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from the Social Sectors and Multisector)

Regional Transport/Trade: - CAREC Regional Road Corridor Improvement Project (Kyrgyz Republic and Tajikistan), with a supplementary project, (under CAREC Transport Corridor 3); - CAREC Transport Corridor 1 (Bishkek-Torugart Road) Project; - CAREC Transport Corridor 1 (Bishkek-Torugart Road) Project 2.   Since these projects are still ongoing, their outcomes cannot be assessed yet, but they are highly relevant since they are highly consistent with the country’s needs, government priorities, and ADB’s transport sector strategy, focusing on strengthening CAREC transport corridors and CBA. They were also well designed, with an attempt to increase the role of the private sector in maintenance operations.   These projects can, so far, be considered likely  efficient   as they have EIRRs higher than the cut-off point of 12% and they have progressed generally well. If there are no major implementation problems during the remaining period, the projects could be likely  effective   in achieving outcomes which could contribute to achieving likely  satisfactory  development  development impacts and the JCSS pillar/objective of “achieving sustainable growth.”

Multisector: - Community-Based Infrastructure Services Sector (Supplementary) Project   expected to benefit 300,000 poor people in 200 rural villages in terms of increasing their access to clean water supply and reducing the incidence of waterborne diseases from 30% of the population to 5% if completed properly;   however, this supplementary grant has recently been suspended by ADB due to fraud identified by ADB’s OAI PPRR.

•

•

•

•

Education: - Improving Access to Quality Basic Educaiton for Children with Special Needs Project   enrollment of these special children rose from 428 to 666 in 35 mainstream schools, and from 321 to 374 in three specialized schools in 7 pilot districts (2007–2011);   their repetition rates in pilot schools reduced to 0%;   test scores for 3% of them improved from “good” to “excellent.” - Vocational Education and Skills Development Project   enrolment in long courses of vocational and skills training increased by 35% and doubled in short courses (2007–2010), thus enhancing productivity and contributing to more inclusiveness of growth;   expected increase in employment opportunities after project completion, thus contributing to more inclusiveness of growth. •

•

•

•

•

 

Results Chains Linking Contributions of ADB’s Sector Outcomes  115

Country’s Achievement of Development Impacts

Country’s Achievement of Development Impacts

Sector Outcomes of ADB Support mainly in Regional Transport/Trade and Finance/PSD

Sector Outcomes of ADB Support mainly in the Social Sectors and Multisector

Regional Transport/Trade: 

Multisector:

- CAREC Regional Road Corridor Improvement Project

- Community-Based Infrastructure Services Sector

(Kyrgyz Republic and Tajikistan), with a supplementary project, (under CAREC Transport Corridor 3); - CAREC Transport Corridor 1 (Bishkek-Torugart Road) Project; - CAREC Transport Corridor 1 (Bishkek-Torugart Road) Project 2.   Since these projects are still ongoing, their outcomes cannot be assessed yet, but they are highly relevant since they are highly consistent with the country’s needs, government priorities, and ADB’s transport sector strategy, focusing on strengthening CAREC transport corridors and CBA. They were also well designed, with an attempt to increase the role of the private sector in maintenance operations.   These projects can, so far, be considered likely   •

•

efficient   12% as they have than the cut-off point of  as and theyEIRRs havehigher progressed generally well. If there are no major implementation problems during the remaining period, the projects could be likely  effective  in  in achieving outcomes.

Finance/PSD: - Banking Sector and Capital Market Development Program (Mainly Institutional Outcomes)   for the banking component, institutional development of the financial sector achieved: o  financial institutions were less exposed to systemic risks, o  more resources were intermediated for productive investment, o  depositors and investors were less vulnerable to •

(Supplementary) Project   the supplementary grant, approved in 2008, aimed to meet the financing gap of the initial project (which was provided in the first period) by financing the remaining 122 WSS subprojects;   however, during the preparation of the supplementary grant, there had been allegations of possible fraud by contractors in 10 subprojects which were investigated by ADB;   during March–May 2011, ADB’s OAI conducted a PPRR of the project and identified serious irregularities in procurement practice, financial management system, and asset use;   these mainly resulted from lack of government ownership, with frequent changes in EAs (five times •

•

•

•

during 2008–2012) and insufficient actions from the government side to rectify the irregularities identified by the PPRR team. Education: - Improving Access to Quality Basic Education for Children with Special Needs Project   special needs education requirements incorporated in the country’s draft Education Development Strategy (2012–2020) and Education Development Mid-term Program (2012–2014). - Vocational Education and Skills Development Project   reformed vocational education and skills development curricula to be more responsive to labor market demand. •

•

and misconduct; the capital market component, institutional   forfraud

•

development in the capital market not very effective: o  some legislation envisaged was in conflict with existing laws could and not be enforced, o  stock market remains underdeveloped and plays a marginal role in the mobilization of new capital for private enterprises.

ADB = Asian Development Bank, CAREC = Central Asia Regional Economic Cooperation, CBA = cross-border agreement, EA = executing agency, EIRR = economic internal rate of return, JCSS = Joint Country Support Strategy, MDG = Millennium Development Goal, OAI = Office of Anticorruption and Integrity, PPRR = Project Procurement-Related Procurement-Related Review, PSD = private sector development, WSS = water supply and sanitation. Source: 2012 Country Assistance Program Evaluation findings.

 

116  Appendix 8

Figure A8.4: Results Chain of the Three Strategic Periods Combined (1994–2010)

ADB’s CSP Pillar/Objective 1:

ADB’s CSP Pillar/Objective 2: 

Achieving Private Sector-led, Sustainable Growth

Attaining Poverty Reduction and Other MDGs

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from Transport, Finance/PSD, and ANR)

Country’s Achievement of Development Impacts (Contributed to by ADB Outcomes mainly from the Social Sectors and Transport)

Although the country has not yet entered a highly sustainable growth path, the average growth achieved over the past 15 years (1996–2010) of 4.6% is considered moderately high in view of a series of major constraints and internal and external disturbances faced by the country. Outcomes of ADB support through a series of projects and policy-based programs in finance/PSD, investment climate, regional trade and customs modernization, and regional road network helped contribute to the country’s achievement of some development impacts, which could be linked directly/indirectly to the country’s achievement of moderately high economic growth. These included the following:

While the country has achieved a good progress in poverty reduction from 50% in 2003 to 34% in 2010, there have been high regional disparities and slower progress in achieving non-income MDGs. At the same time, the amount of ADB support in some MDG-related areas (e.g., health) has not been large enough to contribute significantly to the country level’s MDGs although some project activities have been scaled up by the government or other partners. As for ADB’s road sector projects, their impacts on increasing employment and reducing poverty have been confined mainly to roadside households, and have not necessarily manifested in raising skills/productivity. However, these impacts can be linked to the country’s progress in poverty reduction and some non-income MDGs as follows:

  boosted overall regional trade of the country by

•

40% (2005–2009) through increased transport connectivity;   increased regional trade with PRC by about 100% (2004–2010) through the Southern Transport Corridor rehabilitation;   boosted economic growth in the project areas of the Southern Transport Corridor rehabilitation by 15%, well above the national average of 4.2%;   increased financial depth (M2) from 11% of GDP to 33% (2000–2010);   increased total financial systems deposits from 4% of GDP to 25% (2000–2010);   improved the “Doing Business” international rankings from 104 to 70 (2005–2012);   increased FDI from almost negligible to $234 million (2000–2010);   increased domestic credit to private sector from 5% of GDP to 13% (2000–2010);   increased gross private investment from 14% of GDP to 19% (2000–2010);   increased fixed private capital formation from 11% of GDP to 18% (2000–2010);   reduced nonperforming loans from 24% of total gross loans to 16% (2000–2010).

•

•

•

•

•

•

•

•

•

•

  enrollment in basic education increased from

•

935,000 to 1.2 million and dropouts decreased from 6,100 to 1,344 (1997–2004);   the number of children from 334 communitybased preschools in 12 project districts who enrolled in grade 1 increased threefold through early childhood education (2003–2010);   neonatal mortality in 4 project districts in Osh Province was reduced from 25 to 14 per 1,000 1, 000 newborns, pregnancy complications reduced from 77% to 51%, and complicated deliveries reduced from 48% to 33% (2004–2010);   enrolment in long courses of vocational and skills training increased by 35% and doubled in short courses (2007–2010);   roadside employment (e.g., gas stations, food stalls/catering, restaurants, hotels, taxis, etc.) benefited about 3,000 households in some project sites along the Bishkek-Osh road (1996–2010);   the number of households falling below the basic needs poverty line in some project sites along the Southern Transport Corridor road was reduced from 36% to 27% (2007–2009).

•

•

•

•

•

ADB = Asian Development Bank, ANR = agriculture and natural resources, CSP = country strategy and program, FDI = foreign direct investment, GDP = gross domestic product, M2 = broad money supply, MDG = Millennium Development Goal, PRC = People’s Republic of China, PSD = private sector development. Source: 2012 Country Assistance Program Evaluation findings.

 

 

APPENDIX 9. ASSESSMENT OF PORTFOLIO IMPLEMENTATION

A. 

Introduction

1. The Asian Development Bank (ADB) is one of the Kyrgyz Republic’s largest development partners. As of 31 December 2010, the country had received 31 loans from Asian Development Fund (ADF) resources for $736.2 million, plus 13 ADF grants for $250.1 million. The country also received five grants from the Japan Fund for Poverty Reduction (JFPR) for $18.7 million. In addition to loans and grants, ADB had provided 77 technical assistance (TA) operations amounting to $43.5 million as of 31 December 2010. Of these, 25 were project preparatory TA for $15.3 million and the remaining 52 were advisory TA for $28.2 million for capacity development, policy advice, and institutional strengthening. 2. Lending levels have varied considerably over time. In 1994–1997, the ADB annual lending level increased from $40 million to $89.2 million. The volume of lending then declined and fluctuated between $65 million and $75 million annually until 2001. In 2002–2003, lending fell to just $15 million per year as a result of restrictions on foreign borrowings. Following the introduction of ADF grants, the Kyrgyz Republic, in 2007–2008, received funding only on a grant basis. The 2009–2010 allocation came from ADF X, with an indicative figure of $120.52 million comprising $53.57 million in grants and $66.95 million in loans. The actual approval amount for 2009–2010 was $247.8 million (Figure A9.1). As of 3111 December 2010, the active ADB $372.8 million), ADF grants ($229.1 million) andportfolio one JFPRofgrant ($1 million million).contained six ADF loans ($142.7

3. ADB has been conducting annual Country Portfolio Reviews for the Kyrgyz Republic since 2004. These have been done jointly with three other major development partners in the country, including the German Development Bank, the Islamic Development Bank, and the World Bank. In 2010, due to political instability, a joint review was not conducted. Assistance from the four participating

 

118  Appendix 9

development partners constituted 91% of the externally financed public investment program for 2010. Specific aspects of portfolio implementation are discussed below. B. 

Project Processing

4. Considerable progress has been made in improving the time taken from fact-finding to project approval, and from approval to effectiveness. This is broadly in line with the improvements for the whole of the Central and West Asia Department (CWRD) portfolio, with the Kyrgyz Republic having a similar processing time in the period prior to 2004 and then significantly shorter processing times thereafter. 5. The time from loan approval to signing peaked at 4.1 months in 2007 and was reduced to 1.5 months in 2010. The time from signing to effectiveness has remained on average around 4 months but appeared to be higher during 2005–2010 (Figure A9.2). Grants have tended to be processed more quickly than loans. The time required from approval to signing averaged 1.6 months from 2008 to 2010, while the time required from signing to effectiveness averaged 2.8 months. Start-up delays have been associated with a lack of project readiness and time-consuming project approval procedures in the country. Political instability and a lack of implementation capacity of the executing agencies have also contributed to start-up delays.

6. Historically, project implementation has suffered from considerable delays. Of 31 approved loans, 19 had extensions of the loan closing date. The number of loans requiring extensions has remained similar, with a majority requiring multiple extensions, especially in the 2004–2006 period (Figure A9.3). Transport, finance, and multisector projects have tended to suffer from the most frequemt delays. The main causes of completion delays have been (i) startup delays due to a lack of project readiness; (ii) time-consuming approval procedures in the country; (iii) lack of implementation capacity of the executing agencies contributing to disbursement/procurement delays; (iv) political instability/changes; and (v) construction cost escalation requiring revisions in project scope.

 

 Assessment of Portfolio Portfolio Implementation Implementation 7. Since 2009, CWRD has been implementing a “no extension” policy. This has led to a considerable decrease in both the number and length of extensions. As a result, of the eight active loans during 2010, only two have had extensions of the loan closing date by more than 1 year.

8. The overall risk ratio of the loan portfolio has worsened in recent years from 6.5% in 2009 to 7.6% in 2010. This was still better, however, than ADB’s average of 10% in 2010. The worsening of the risk ratio can be attributed primarily to a reduction in the average size of the projects in the loan portfolio, with several of the smaller loan projects registering contracting and disbursement delays. Between 2009 and 2010, the size of the loan portfolio fell from $178 million for seven projects to $142 million for six projects. C. 

Contract Awards, Disbursements, Audited Accounts, and Net Transfers

9. contract loans slightly declined average from 23.9% in both 2008 but andhas 2009 to 19.2% inThe 2010, whichaward is still ratio muchfor lower than the ADB-wide of 28.4% in 2010, been broadly in line with annual projections. Contract awards have been considerably worse for grantfunded projects, with these reaching just 69% of 2010 projections. Contract award performance for grant-funded projects has been the poorest for the following projects: the Second Education, the Tax Administration Reform, the Community-Based Infrastructure Services, the Central Asia Regional Economic Cooperation (CAREC) Transport Corridor 1, and the Investment Climate Improvement System Support. Factors contributing to poor contract-award performance included the political instability and security concerns in 2009–2010, slow progress in realizing agreed-upon policy reforms, and weak capacity in managing procurement and identifying qualified contractors. 10. The disbursement ratio for loans over recent years was steadily improving from from 27.6% in 2007 to 33.1% in 2008 and to 36.6% in 2009, which was consistently higher than the ADB-wide average. This reflects the effects of an aging portfolio. In 2010, the disbursement ratio for loans significantly declined to 14.6%, much lower than the ADB-wide average of 24.2%, as the result of the closure of a number of loan-funded projects. Conversely, the disbursement performance of grant-funded projects has been well under 20%, and far below ADB-wide averages. Again, this reflects the effects of a

119

 

120  Appendix 9

relatively young, grant-funded portfolio, with start-up and contract award delays (Figure A9.4). The year 2010 was an especially difficult year for loan and grant disbursements. The political crisis had a major impact on disbursements, because works were stopped for about 3 months. Construction prices also escalated sharply because of the closure of the borders with Kazakhstan and Uzbekistan and because of interrupted operations in the domestic cement factory. The June 2010 conflict also contributed to deterioration in security in the southern parts of the country, which further slowed down implementation of ADB operations.

11. Audited project accounts were submitted on schedule in 2008, 2009 and 2010. A small number were submitted with delays ranging from 2 to 5 months. One of the main reasons for delays in audit report submission was the limited capacity for undertaking external audits. Only two local audit firms and two international firms (with local representatives) have been interested in participating in project tenders for external audits of ADB-financed projects. 12. In recent years, net resource transfers 1 from ADB to the country have steadily declined. This is of concern, because ADB’s ability to contribute to poverty reduction will be, in part, a function of the financial contribution that it makes to the country. The net inflow of resources to the country has fluctuated for several reasons, including (i) a decrease in the role of program loans in the portfolio visà-vis project loans and grants; (ii) a switch to grant assistance since 2005; and (iii) a sharp increase in service fees, which hit a record-high in 2010. As disbursements were disrupted by conflict-related factors in 2010, net resource transfers turned negative for the first time (Table A9.1).  

1

  A net resource transfer from ADB to a borrowing country is the difference difference between the amount disbu disbursed rsed by ADB and the loan service payments and prepayments made to ADB by the country.

 

 Assessment of Portfolio Portfolio Implementation Implementation Table A9.1: Disbursements and Net Resource Transfers (2001–2010) (in $ million) Fiscal year

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Disbursements

58.3

27.2

25.7

54.4

30.3

42.8

29.8

27.1

24.0

7.8

2.5

3.0

3.5

4.1

5.3

7.1

8.5

15.9

18.3

22.7

55.8

24.2

22.2

50.3

25.0

35.7

21.3

11.2

5.7

Service Fee Net Resource

Transfers Source: Controller’s Department.

(14.9)

13. Technical assistance operations have suffered from implementation delays, but start-up has been considerably improved in recent years. The average time from approval to signing of TA agreement has improved from an average of 1.6 months in 2007 to 0.9 month in 2010, which is much better than the ADB average of about 3 months. As against the ADB norm of 6 months, the time taken to field consultants after TA signing averaged about 3 months in 2009 and 2010. The average age of the active TA portfolio increased from 15.7 months in 2009 to 28.6 months in 2010. The vast majority of TA operations have had extension of completion dates due to underestimation of the time required to complete tasks and changes in counterpart officials and institutional arrangements during TA implementation. 14. Overall, based on the above assessment, ADB portfolio implementation is considered satisfactory , although the performance has been hampered by start-up delays, underachievement in contract awards and disbursements, a high proportion of loan extensions, and considerable year-toyear variation in the numbers of at risk projects. D. 

Factors Affecting Portfolio Implementation

15. A number of factors have affected portfolio implementation over time. Strong government ownership of the reform agenda, and ADB’s willingness to provide large sums in the form of quickdisbursing program loans contributed to strong portfolio implementation, particularly from mid-1990 to 2002. The country’s debt crisis contributed to a sharp slowdown in new borrowing, and ultimately triggered a shift from concessional loan to grant assistance after 2005. This had the effect of reducing loan size and diminishing net transfers and was also associated with a shift from quick-disbursing programs to investment projects. A number of systemic factors identified below have also weakened portfolio implementation: (i) 

(ii) 

(iii) 

(iv) 

16.

Lack of clear sector strategies   with well-defined sector development indicators.   This leads to difficulties in tracking project impacts and relating project outcomes to desired sector results. Frequent staff turnover in executing and implementing agencies. This has the effect of reducing the capacity of the government to implement projects in accordance with ADB guidelines. Difficulties in land acquisition and resettlement. Differences between national standards and ADB requirements have adversely affected implementation of major infrastructure projects. Lack of progress in implementing agreed-upon policy actions, particularly with respect to provision of sufficient recurrent expenditures to maintain sector assets and services. Insufficient recurrent financing, in turn, weakens the sustainability of investments financed with ADB support.

The events of 2010 have also had a major impact on portfolio implementation, because public

works were stopped for several months, imported inputs were difficult to obtain, and work was hampered in the conflict zones in the south.

121

 

122  Appendix 9

E. 

Key Findings, Lessons, and Recommendations

17. Despite a challenging development setting, the performance of the portfolio has been relatively good. Start-up delays have been aggressively reduced over the past 5 years. The portfolio continues to suffer, however, from chronic extensions; contracting and disbursement delays; and net transfers, which turned negative in 2010. Frequent turnover of project staff, and unforeseen changes in institutional arrangements have adversely impacted on project implementation, as has insufficient financing for recurrent costs. Project effectiveness and sustainability have been a concern in a number of projects, although the vast majority of loans and TA operations have been assessed to be satisfactory or better at completion. The knowledge of how project outcomes contribute to sector performance is limited, however, in part due to weaknesses in sector planning and strategy formulation. Key lessons are as follows: (i)  (ii)  (iii)  (iv) 

Results-based portfolio management requires clear government sector strategies that have well-defined results, targets, and indicators. The design and approval of projects that are “ready” to be implemented can have an important influence on portfolio implementation. The stability of institutional arrangements, including project personnel, is an important determinant of the degree to which project procedures can be adhered to. A volatile political and security situation will inevitably influence portfolio implementation. A quick and flexible portfolio management response is needed to weather against sudden changes in the country context.

 

 

APPENDIX 10. SUMMARY OF ASSESSMENT BY SECTOR AND OVERALL (1994–2010) Table A10.1: Summary of Assessment by Sector and Overall Criteria Weights

Transport

Finance/PSD

PSM

10%

satisfactory

satisfactory

satisfactory

10%

relevant

relevant

Efficiency Effectiveness

20% 20%

efficient effective

Sustainability Development Impacts All Criteria Combined

20%

efficient effective less than likely

20%

satisfactory

satisfactory

100%

successful

successful

relevant less than efficient effective less than likely less than satisfactory less than successful

Criteria Strategic Positioning Program Relevance

Likely

ANR less than satisfactory

Education

Health

All Sectors Combined

satisfactory

satisfactory

satisfactory

relevant

relevant

relevant

relevant

efficient effective less than likely

efficient effective

efficient effective

likely

likely

efficient effective less than likely

satisfactory

satisfactory

satisfactory

satisfactory

successful

successful

successful

successful

ANR = agriculture and natural resources, PSD = private sector development, PSM = public sector management. Notes: (i) as of 1 May 2012, the Independent Evaluation Department changed the previous rating category of partly successful   to less than successful to clarify that such a category indicates ”below the line” performance. In this report, all prior ratings preceded by the words ”partly” and “less” have been converted to the new designation of “less than.”; and (ii) since “strategic positioning” is “relevance” of country strategies and “program relevance” is “relevance” of counry assistance programs, these two criteria can be combined as the “relevance” criterion with the combined weight of 20%, which is equal to the weights of the remaining criteria. Source: 2012 Country Assistance Program Evaluation findings.

Table A10.2: Ratings by Sector and Overall

Criteria Strategic Positioning Program Relevance Efficiency

Effectiveness Sustainability Development Impacts All Criteria Combined

Criteria Weights

Transport

Finance/PSD

PSM

ANR

Education

Health

WASs of All Sectors Combined

10%

2

2

2

1

2

2

1.9

10% 20%

2 2

2 2

2 1

2 2

2 2

2 2

2.0 1.9

20% 20%

2 1

2 2

2 1

2 1

2 2

2 2

2.0 1.3

20%

2

2

1

2

2

2

1.9

100%

1.8

2.0

1.4

1.7

2.0

2.0

1.8

ADB = Asian Development Bank, ADTA = advisory technical assistance, ANR = agriculture and natural resources, CAPE = country assistance program evaluation, HS = highly successful, IED = Independent Evaluation Department, LS = less than successful, PSD = private sector development, developme nt, PSM = public sector managem management, ent, S = successful, US = unsuccessful, WAS = weighted average score (weighted by sector shares). Note: Criteria weights follow those suggested in IED’s Revised CAPE Guidelines , whereas sector weights are actual amounts of loans, grants, and ADTA combined in terms of % of sector shares of the six sectors included the overall rating. The scores of 3, 2, 1, and 0 are equivalent to the ratings of HS, S, LS, and US, respectively, assigned to each criterion under each sector. The overall rating of each sector and of all sectors combined (in the last row of each column) is the summation of the ratings under the six criteria in each sector (in each column) and in all sectors combined (in the last column) weighted by the corresponding criteria weights. The overall rating of all sectors combined (in the last cell of the last column) determines the overall performance performance of ADB support based on the following rating scales (consistent with the rating scales at the project level): 2.7 =< HS <= 3.0 (or HS = 2.7–3.0); 1.6 =< S < 2.7 (or S = 1.6–2.6); 0.8 =< =< US LS < or LS  US==0.8–1.5); 0.0–0.7).and 0.0 < 1.6 0.8 ((or Sources: IED. 2010. Revised CAPE Guidelines . Manila: ADB; and 2012 Country Assistance Program Evaluation findings.