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Lesson
Successful PFM reforms necessitate active engagement with key stakeholders including the legislature, line ministries, civil society, and the public to ensure buy-in of policy changes and smooth reform efforts.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Close coordination with other development partners working in PFM reforms is necessary to create synergies with ADB's support and interventions. Subprogram 1 was designed and developed in close consultation with the IMF and the World Bank to ensure a coordinated approach to PFM reforms. These lessons have confirmed that the reforms require a long-term perspective to achieve the intended objectives and that reforms need to be underpinned by significant efforts in sustained capacity building to ensure capacity constraints do not impact the overall quality of reforms.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Public finance management (PFM) reforms are complex and require a long-term high level political commitment and flexibility to maximize the development impact. The progress made under PFM reforms can also be non-linear in nature, which requires greater effort to revisit reforms and to embed and institutionalize complex reforms as part of the “norm” in core government processes such as policy planning and budgeting.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Given capacity constraints and experiences in legal drafting, legal and regulatory developments require a longer timeframe to be considered in ADB's future programs. The program could have further included a targeted capacity-building needs analysis and an associated TA project to directly address capacity constraints and deepen the capacity needed for full implementation.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Institutional and technical capacities to effectively implement PFM reforms remain weak, and absorptive capacities remain low. This can often be further compounded by frequent changes in leadership and staffing, which can cause further delays. ADB's continued engagement with the Ministry of Finance must be at all levels of the administration (management and operational levels) to strengthen the institutional and organizational capacity and reduce the impact of staff turnover on reform impact.

Project Number: 52146-001
Project Name: Strengthening Public Finance Management Program (Subprogram 1)
Report Date:
Lesson
Program design and implementation in least developed (and fragile) countries need to take account of the limited administrative capacity of the government. While ADB designed a program which supported the government in undertaking reforms and sufficient consulting services resources to help bridge capacity gaps, the timeframe for the program was too ambitious and ADB did not provide adequate continuity in the staff providing project supervision. These deficiencies contributed to the underperformance in program outcomes.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date:
Lesson
Impact indicators in the results framework need to have casual connection to the program’s outputs and outcomes. The civil service and budgetary reforms supported by the program will contribute to more efficient public administration and budget expenditures over time. However, they can only contribute at the margin to poverty and maternal mortality reduction, which were the impact indicators for the program. These indicators were not aligned with the impact statement, which aimed for improved service delivery.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprogram 2
Report Date:
Lesson
Strong donor and government interagency coordination is necessary to optimize the use of scarce TA resources.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
Formal mechanisms are necessary to ensure proper coordination among relevant government agencies in the design and implementation of donor-assisted reform programs.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
Continuity of counterpart project staff is important to institutionalize technically challenging reform concepts that requires a long gestation period.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
Proper sequencing of reforms entails focusing first on the more basic ones before introducing technically challenging reform concepts.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
Wide-ranging and ambitious reform programs are hardly implementable.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
Longer TA implementation periods and streamlined government approval processes are required to effectively incorporate regulatory impact assessment in the legislative and rules making process.

Project Number: 46059-001, 46059-002
Project Name: Governance and Capacity Development in Public Sector Management Program - Subprograms 1 and 2
Report Date:
Lesson
This section in the TCR presents several findings including that increased readiness for finance access is different from the actual capacity to access finance and is highly context-specific to the type of project for which finance is required, the sources of finance being tapped, and individual DMC priorities and circumstances—this is a generalizable lesson in planning and relates to having some degree of flexibility to adapt to the evolving context given that this is a new area of work for the ADB as well as the DMCs.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
External NDF cofinancing and GCF climate finance partnerships were referenced here, and lessons provided were very broad, and not supported by evidence in the TCR. Internal ADB partnerships were not mentioned in the TCR, which would be important for encouraging broader adoption and sustainability of respective DMCs’ TA efforts via the country dialogue processes.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date: