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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:
Lesson
Instead of implementing 13 modules sequentially across all government spending agencies, it could be more suitable to do it in a phased manner: implement each module, test and finalize for one agency, and then replicate to others. The demand on staff time and efforts in a modular approach would have been more manageable, and quick successes would have helped sustain morale and commitment.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Due consideration to realistic timeline and risk mitigation. The project was designed to be completed in 4 years but after 10 years, it is still incomplete. The timeline of 4 years at appraisal seems over-optimistic. In particular, the following factors should also be considered in this type of projects: (i) bridging language barriers, (ii) knowledge of local accounting regulations, and (iii) adequacy of locally based technical staff. Assessment of these factors and incorporation of corresponding risk-mitigation measures could help minimize delays in project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Developing - soft - capacities. Institutionalizing change management practices among those charged with implementing reforms - such as the efforts undertaken in the program to provide staff with technical skills to implement systems and procedures at the Ministry of Finance and Planning (MOFP) and the key revenue departments - requires upgrading of technical and change management competency. It is necessary to enable government to sustain capacity development programs beyond the life of a program (for example, by providing training experts, particularly to develop soft capacities).

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
Capacity constraints and project complexity. In addition to appropriate reform sequencing, ambitious and complex programs and projects are more likely to succeed if significant attention is given to building the capability and ownership of a broad range of stakeholders. As a sector development program, the FMRP successfully tackled a wide range of issues within a short time frame, while also contributing significantly to human development in several key implementation agencies.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date:
Lesson
A sequence to reforms. A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions (policy and rules), organizations charged with implementation, and the competencies of responsible government officers to change their management practices. This cascade of legislation-institutions-organizations-people provides a strategic sequence for reforms. However, in practice this is not a linear sequence. Rather, people (officials and stakeholders) are involved from the outset of the reform process.

Project Number: 36168-013
Project Name: Fiscal Management Reform Program
Report Date: