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Lesson
Implementation of reform agenda. Many public resource management reforms related to taxes or concessions, as in the SPBL, have political and economic implications and are often difficult to undertake without strong ownership. The SPBL implementation success resided in (i) a good understanding of the vested interests, (ii) the institutional capacity of government agencies, (iii) effective partnership and coordination between ADB and the government, and (iv) a strong sense of appreciation for the overall benefits of the program.

Project Number: 53247-001
Project Name: Economic Stabilization Program
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Lesson
Close assessment of state agency capacity is needed at appraisal to inform realistic reform targets.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
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Lesson
Economic Reconstruction Agency has been headed by senior officers of the state government, to the benefit of decision making and interdepartmental coordination. A senior official with strong government support is essential.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
Report Date:
Lesson
Continued budget transfer from the state to the line departments for the O&M cost is necessary for sustainability until the line departments can recover the O&M cost through its operation.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
The ambitious reform agenda required more time given the local context and the state’s capacity.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
Report Date:
Lesson
Local context and the state’s capacity should be carefully assessed in designing an ambitious reform agenda.

Project Number: 41116-013
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 3 and Multitranche Financing Facility)
Report Date:
Lesson
Continued budget transfers for O&M of assets to the line departments from the state is necessary for sustainability.

Project Number: 41116-013
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 3 and Multitranche Financing Facility)
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
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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
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
To achieve higher quality and improved technology, it is crucial that the design, technical specifications, and construction standards are based on national and international best practice.

Project Number: 42401-015
Project Name: Power Distribution Enhancement Investment Program - Tranche 1
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Lesson
The importance of a comprehensive strategic framework that broadens and deepens financial inclusion based on robust diagnostics and analytical work. The rationale for reform and policy actions are to be drawn from these diagnostics, and actions are prioritized and sequenced in addressing the constraints and bottlenecks. Regulatory constraints, institutional capacity limitations, deficiencies in technology infrastructure, and extent of financial literacy need to be clearly identified and assessed based on the analytical work.

Project Number: 48207-001, 48207-002, 48207-004
Project Name: Financial Market Development and Inclusion Program
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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
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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
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Lesson
Supporting policies need to have clear guidelines on tax incentives.

Project Number: 38423-022
Project Name: Raising Incomes of Small and Medium Farmers Project
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