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Lesson
Staffing and consultant resources for country engagement as well as technical assistance (TA) appear still limited relative to the number of countries and the program scope. ADB’s role in coordinating and systematically addressing DRM has been strengthened through the program. The attached TA has been playing a growing role in boosting ADB capacity (including for knowledge building and sharing), and the overlap and continuity of the new TA attached to the program’s fourth phase approved in 2023 is positive.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
The potential for success of any innovation cannot be established without taking risks.Taking the risk of an innovative program design that piloted the use of the policy-based lending (PBL) modality for contingent disaster financing (CDF)—for only the second time in ADB (following the Cook Islands’ Disaster Resilience Program) and the first time at the regional level—has led to significant success. It contributed to policy change and product innovation at ADB.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Partnerships and cofinancing possibilities need to be further explored, considering that traditional and emerging bilateral and multilateral partners have a strong presence in the Pacific which could provide opportunities for greater collaboration.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
A more systematic tracking of performance across countries, which could build on new assessment frameworks developed under the Public Expenditure and Financial Accountability (PEFA) program in some areas of DRM, could enhance the innovations introduced by this program, particularly phasing of interventions and a differentiated approach that addresses the challenges of implementing planning, policy, and legal frameworks in fragile and conflict-affected situations (FCAS) and small island developing states (SIDS).

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Increasing disaster risk financing (DRF) in participating DMCs is critical to reduce negative impacts on lives, livelihoods, and economic and fiscal outcomes. The program contributed to significantly higher pre-disaster financing, helping to partially fill gaps following a disaster event. Three aspects could be further explored. First, CDF was created for medium-scale disaster events that occur about every 3–10 years, whereas, in practice, qualifying events in the Pacific have occurred with greater frequency and led to higher levels of damages in certain countries.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Addressing specific risks and impacts affecting women in disaster situations can make a tangible difference for women and vulnerable groups in and beyond the disaster context. Among the approaches shown viable are enabling the participation of women and other vulnerable groups in planning and decision-making, ensuring that resilience efforts benefit them, and making disaster responses more responsive to their needs.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Sustained commitment, coordination, and collaboration are critical foundations for the continued effectiveness of the CDF modality, as capacity limitations and competing political priorities pose challenges in many small Pacific DMCs.DMCs have remained committed to reforms during and after the first two phases. The program improved in coordination and collaboration between borrower entities responsible for finance and DRM.

Project Number: 50028-001, 50028-002
Project Name: Pacific Disaster Resilience Program (Phases 1 and 2)
Report Date:
Lesson
Changing internal guidance and expectations added significant pressure in designing ADB’s COVID-19 response programs and this has to be managed more effectively in future similar circumstances. ADB was still refining its COVID-19 pandemic response option (CPRO) policy and guidelines when this program was prepared. Managing the changing internal guidelines and expectations added significant pressure.

Project Number: 54358-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Widespread assistance from development partners (DPs) in times of crisis could lead to fiscal expansion and unsustainable expenditures that require subsequent downward adjustments. The inflow of DP assistance to support the Republic of Marshall Islands’ (RMI) COVID-19 response plan has masked its structural fiscal deficit and led to expenditures that were unsustainable and needed to be adjusted afterwards. With the pandemic winding down, it has become most important for the country to heed the EconMAP’s recommendation for it take steps to address this fiscal deficit.

Project Number: 54358-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Targeted assistance will help ensure that crisis response programs reach those who need them most. Targeted assistance to women and girls, including in safeguarding their health and safety and prioritizing their coverage in socioeconomic assistance, helped support the well-being of these vulnerable groups. Harmonizing efforts to distribute WASH and dignity kits with those undertaken by a civil society group eliminated the risk of duplication and inefficiencies thus maximizing available assistance from various sources.

Project Number: 54358-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Better coordination or shared reporting and reliance on government’s own systems would ease the burden of monitoring and reporting the implementation of crisis response programs. Developing an effective reporting and monitoring system during a pandemic is difficult because of competing demands on staff time. This is accentuated when other development partners providing complementary support similarly impose reporting requirements.

Project Number: 54358-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Extra attention needed for project implementation involving large-scale activities for information and communication technology. A distinct feature of the project is the implementation of two large-scale ICT-related components, RAMIS and ITMIS. Compared to hard infrastructure projects, the project involved less well-defined activities for system customization, configuration, re-development and testing, which usually require adequate implementation time to ensure the quality of final products.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Sustained ownership of and commitment to tax administration-related activities. Tax administration modernization typically has one key stakeholder and one key objective of increasing tax revenues, which is a tangible gain. In contrast, PFM modernization has many key players and the benefits of more efficient PFM, in the form of reduced administrative costs, are less tangible. In this project, the RAMIS component demonstrated better performance than the ITMIS component.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Expertise in information and communication technology key for public financial management projects. On support from ADB during loan processing and administration, a strong One-ADB team could provide timely advice to the government, the consultants, and the contractors on implementation. Such a team should comprise members with expertise in key subjects. In this project, an ICT expert could help the executing agency’s project preparation and implementation at the early stage.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Project management and supervision key to success. When a project includes components with high level of implementation uncertainties, adequate provision for project management and supervision could help to mitigate the risks. While beyond the control of the project, the frequent turnover of key officials in the PRM agencies and national political changes affected continuity of the project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date: