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CSV
Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based operation—i.e., debt management, civil service reform, management of the wage bill, public procurement, and private sector development—and keep prior actions to a minimum.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Targeted and medium- to long-term assistance in key sectors is particularly critical for Georgia to sustainably recover from COVID-19 impacts. There is opportunity in crisis that, if taken advantage of expeditiously, can lead to significant beneficial measures. In the case of Georgia, the depth of the crisis that led ADB and other development partners (DPs) to offer a large rescue package illustrates what can be achieved under crisis situations.

Project Number: 54191-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Although ADB has no direct relationship with district people’s committees during program implementation, they are in-charge of land acquisition and resettlement on behalf of the city people’s committee. A program design needs to consider this and plan accordingly to equip the relevant officials with the skills and knowledge for effective land acquisition and resettlement, in accordance with ADB Safeguard Policy Statement (2009).

Project Number: 39500-013, 39500-023
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (Tranches 1 and 2, and Multitranche Financing Facility)
Report Date:
Lesson
Viet Nam’s procurement law prohibits executing and implementing agencies from issuing bidding documents until capital resources for the packages have been allocated. The procurement for complex projects may take more than 1 year from bidding documents’ issuance to contract awards. Applying ADB’s advanced actions can mitigate this procurement risk.

Project Number: 39500-013, 39500-023
Project Name: Ho Chi Minh City Urban Mass Rapid Transit Line 2 Investment Program (Tranches 1 and 2, and Multitranche Financing Facility)
Report Date:
Lesson
Project implementation highlights the importance of increased accountability and ownership by all stakeholders in achieving the project’s intended outcome. This, along with a well-designed capacity building intervention for implementing agencies, would help facilitate timely implementation and achievement of project results. Complex projects with many components and a wide geographical coverage require a high level of government commitment and ownership.

Project Number: 37749-013
Project Name: Agrarian Reform Communities Project II
Report Date:
Lesson
Effective and efficient implementation of large-scale land acquisition and resettlement activities depends on strong political will and commitment at all levels of government. An executing agency needs to be proactive and initiate close working relationship with local authorities to resolve identified issues on the ground. ADB needs to be kept well informed of major issues. Prior approvals need to be sought from ADB based on established procedures.

Project Number: 41414-043
Project Name: Greater Mekong Subregion Ben Luc –Long Thanh Expressway Project – Tranche 1
Report Date:
Lesson
It is necessary to enable the government to sustain capacity development programs beyond the life of a program. Institutionalizing change-management practices among those charged with implementing reforms—such as efforts undertaken in subprogram 2 to prepare the MTBF and develop the MTBF manual, including gender-responsive budgeting tools at the MOF—requires upgrading technical and change-management competency.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Implementation of reform agenda through strong government commitment. Public financial management reforms and SOE reforms to ensure fiscal sustainability, like those in the program, have political and economic implications and are difficult to undertake without strong ownership.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Single-tranche and stand-alone policy-based programs can be an appropriate instrument to support reforms in fragile states provided that (i) these take place in the context of an ongoing, long-term development partnership; and (ii) there is a demonstrated government commitment to pursue substantial reforms over an extended time frame. Moreover, such programs need to be supported by ongoing capacity development in key agencies. In fragile states, the risks to implementing and sustaining reforms are amplified by external shocks and natural disasters.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
The formal government and development partner coordination mechanisms offer the opportunity to reduce transaction costs for all parties and increase the likelihood of a good quality program design and implementation. In the case of Solomon Islands, it utilized a wellestablished coordination mechanism to undertake policy dialogue, to design a program that is responsive to the country’s needs, and to jointly oversee program implementation.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Strengthening partnerships among bilateral and multilateral organizations, especially in the Pacific region, supplements a government’s initiatives. For instance, complementary work among these donors helps a government in redesigning projects struck by disasters during implementation, especially to realign project components alongside the urgent needs of disaster recovery, rehabilitation, and reconstruction efforts.

Project Number: 42391-013
Project Name: Port Vila Urban Development Project
Report Date:
Lesson
The success of the program indicates that working with state governments in India is an appropriate level for PBLs, which may not be achieved at the national-level when instituting similar reforms. Success at the state-level offers an opportunity for scaling-up or replicating the experience in other states with similar issues.

Project Number: 49209-001
Project Name: Second West Bengal Development Finance Program
Report Date:
Lesson
A well-developed national structure for disaster risk management is beneficial for the success of post-disaster emergency response.

Project Number: 50181-001
Project Name: Fiji: Emergency Assistance for Recovery from Tropical Cyclone Winston
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Lesson
Budgetary support for education, matched with the demand for skills, justifies large investments in the sector.

Project Number: 39293-037
Project Name: Education Sector Development Program
Report Date:
Lesson
Formal collaborative cofinancing arrangements can bring significant benefits to the policy-based lending operations.

Project Number: 47293-001
Project Name: Improving Competitiveness Program
Report Date:
CSV