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Lesson
The government’s commitment to reforms to enhance accountability and transparency in use of public resources is essential for the success of social services delivery programs. The effectiveness of public expenditure can be improved by maintaining higher quality standards for services.

Project Number: 43496-013
Project Name: Social Services Delivery Program
Report Date:
Lesson
No new lessons.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
Most contracts were relatively small and within the competence levels of local contractors, especially relevant in the difficult conditions for access and supply that applied during and after the conflicts. Use of local contractors, instead of outside companies, strengthened local ownership and avoided aggravating community and ethnic tensions.

Project Number: 36601-013, 36601-023, 38111-013
Project Name: North East Community Restoration and Development Project
Report Date:
Lesson
Implementation is difficult in the fluid security conditions of conflicts and their aftermath. However, staff members were motivated by the evident need for their services, as well as by pressure from both sides in the conflict to address basic infrastructure in all areas.

Project Number: 36601-013, 36601-023, 38111-013
Project Name: North East Community Restoration and Development Project
Report Date:
Lesson
The North East Community Restoration and Development implementation structure, including the delegation of responsibility to a provincial project management unit and the inclusion of all stakeholders in the provincial project coordination committee subproject selection process, was effective in implementing restoration activities. It provided a model for coordination between central, provincial, district, divisional, and local government, and encouraged cooperation with other agencies and minimized duplication of agencies' work.

Project Number: 36601-013, 36601-023, 38111-013
Project Name: North East Community Restoration and Development Project
Report Date:
Lesson
Baseline data are important. During conflicts, data change: infrastructure is destroyed and people are displaced. Monitoring surveys are difficult to conduct because of restricted access. The project management unit failed to expand the management information system to assess subproject impacts, the absence of which made postproject evaluation difficult.

Project Number: 36601-013, 36601-023, 38111-013
Project Name: North East Community Restoration and Development Project
Report Date:
Lesson
Local government reform is a complex undertaking, involving major changes in the regulatory framework, institutional arrangements, supporting infrastructure, and human capacity. It also requires a long-term perspective in both design and implementation. Thus, the government?s continuous commitment to reform, its ownership of the program, and collaborative support by the donor community are all necessary elements in designing local government reform through a programmatic approach.

Project Number: 39516-013, 39516-023
Project Name: Local Government Financing and Budget Reform Program Cluster
Report Date:
Lesson
Institutionalizing change-management practices among those charged with implementing reforms - such as the efforts undertaken in the Economic recovery Program to provide staff with technical skills to implement new revenue measures at Ministry of Finance and Treasury - 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: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
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 the relevant stakeholders. The Economic Recovery Program successfully tackled a wide range of issues in a short time, while also contributing significantly to developing capacity at the Ministry of Finance and Treasury.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
A key consideration in sequencing is that legislative and regulatory reforms require changes in the capacity of institutions, meaning policy and rules; in the organizations charged with implementation; and in the abilities and management practices of responsible government officers. This cascade of legislative and regulatory requirements - from institutions to organizations to people - would seem to provide a strategic sequence for reforms, but, in practice, this is not a linear sequence. Rather, people - officials and stakeholders - are involved from the outset of the reform process.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) comprised 59 policy actions - 39 for the first tranche and 20 for the second tranche. The total number of policy actions under the ERP was significantly large and represented a challenge in terms of monitoring and implementation. The number of policy measures should be limited so that ADB can monitor compliance with them effectively throughout the program.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
The Economic Recovery Program (ERP) was developed in close consultation with the government and development partners such as the International Monetary Authority (IMF) and the World Bank through many joint missions, and was designed through a holistic approach. The ADB shared the policy matrix with the IMF and the World Bank and coordinated closely with them in the final design. The ADB also attended the Development Partnership Forum in the Maldives in March 2009 and held discussions with other key development partners.

Project Number: 39658-013
Project Name: Economic Recovery Program
Report Date:
Lesson
There may be merit in carefully reviewing donor coordination mechanisms to determine if there are more effective ways to coordinate structural and sector programs. If alternative approaches to achieving the same high level of coordination could be formulated, such techniques may allow more resources to be dedicated to each donor's programs and thereby increase the likelihood they will succeed.

Project Number: 43211-013
Project Name: Sixth Development Policy Support Program
Report Date:
Lesson
Numerical targets such as gross domestic product growth rate and poverty incidence should be used with caution, as a global financial crisis can adversely and unexpectedly affect achievement of these targets, as was the case under Development Policy Support Program - 6.

Project Number: 43211-013
Project Name: Sixth Development Policy Support Program
Report Date:
Lesson
The program framework has proven successful in enabling the use of a flexible medium term framework that promotes ownership by the government, as was evident in the Development Policy Support Program (DPSP) series. In addition, the medium-term framework allows changing government priorities to be successfully incorporated, as occurred under DPSP-6.

Project Number: 43211-013
Project Name: Sixth Development Policy Support Program
Report Date: