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Lesson
The program's DMF was overambitious (para. 8) and, based on ADB guidelines for DMF preparation could have been correctly recast to make the outcome the intended impact and output 1 the intended outcome. The outcome and impact statements and indicators and targets in a DMF need to be realistic and take into account the country context. [Main text, para. 38]

Project Number: 43321-013, 43321-023
Project Name: Public Sector Program - Subprograms 1 and 2: Program Completion Report
Report Date:
Lesson
The intended program outcome of achieving fiscal sustainability was overambitious, given the historically slow pace of reforms in the Republic of Marshall Islands and in other countries facing fragile situations. Moving forward with the reforms needed to fully deliver the program outputs required approval of three key pieces of enabling legislation, but the program design did not take into account the likelihood of a lengthy parliamentary approval process and underestimated the political opposition such reforms might encounter.

Project Number: 43321-013, 43321-023
Project Name: Public Sector Program - Subprograms 1 and 2: Program Completion Report
Report Date:
Lesson
Policy dialogue required on-the-ground support from ADB. Establishment of the ADB development coordination office in November 2011 played a key role in forging policy dialogue, although this was undertaken issue-by-issue (expenditure management, taxation, and state-owned enterprise reform) rather than through a holistic approach. Other development partners also provided substantial support for public sector reform in the Republic of Marshall Islands, but the coordinated dialogue with government that has been used successfully in programs elsewhere in the Pacific was missing.

Project Number: 43321-013, 43321-023
Project Name: Public Sector Program - Subprograms 1 and 2: Program Completion Report
Report Date:
Lesson
All Pacific developing member countries, including the Republic of Marshall Islands (RMI), have great difficulty implementing policies to support long-term adjustments. The program included several line expenditure conditions under output 2 that the government struggled to implement and monitor (para. 16). In the end, the government decided to make across-the-board expenditure cuts rather than the targeted cuts proposed under the program. The condition targets were related to budget estimates rather than budget outturns.

Project Number: 43321-013, 43321-023
Project Name: Public Sector Program - Subprograms 1 and 2: Program Completion Report
Report Date:
Lesson
No new lessons.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
It is unlikely that civil servants in the Kyrgyz Republic have the necessary incentives to manage complex projects as unremunerated, part-time project managers, even if they are highly competent. It is also unlikely that public procurement processes can be managed without specialized procurement skills. A fully dedicated project manager and a procurement specialist should have been appointed to the project.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
Implementation of a single window for foreign trade is an extremely complex process that requires a long-term commitment and high-level support. It also requires continuous dialogue with all concerned government agencies to lower resistance to change, including by middle managers and operational staff. The project should have had a longer implementation period and should have included a stronger communication and change management component. A project administration manual and a design and monitoring framework (DMF) at an earlier stage could have helped expedite implementation.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
Raising awareness of end-users is an important component of projects that streamline government administration. It helps increase demand for the systems, reduce misinformation, and support the overall change. The funding allocation to public awareness campaigns under the project could have been higher.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
Information technologgy training for government agencies' staff was expensive. It may be more efficient in future procurement plans to have a separate package for training in basic information and communication technology, as there are many institutions in the country that provide these services.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
Projects with significant information technology (IT) components require specific expertise in designing the software's technical specifications and bidding documents, and monitoring a software developer's work. The terms of reference for IT experts should have required candidates to have minimum experience in writing technical specifications for software development that were successfully tendered.

Project Number: 41544-072
Project Name: Investment Climate Improvement Program System Support Project
Report Date:
Lesson
No additional lessons

Project Number: 35144-013
Project Name: State Audit Reform Sector Development Program
Report Date:
Lesson
How the design and monitoring framework (DMF) was prepared constitutes a major design and evaluation issue, and its lack of clarity made assessment of achievements across the program very difficult. The standards used in conceptualizing DMFs have evolved significantly since the program - s approval, and the new practices should soon make it possible to design more effective assistance in Afghanistan and elsewhere.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date:
Lesson
More careful assessment of the capacity of the executing and implementing agencies should have been made as such programs need to be driven by the borrower and not by ADB or consultants.

Project Number: 36057-013, 36057-023
Project Name: Punjab Resource Management Program
Report Date:
Lesson
In general, program loans should either exclude highly complex and far-reaching policy reforms or build on intensive policy dialogue and enhanced monitoring and review by ADB. Corrective action regarding the scope and implementation arrangements of the program should be considered at an early stage if implementation is observed to fall behind schedule or government capacity, ownership, and commitment show signs of receding.

Project Number: 35376-023
Project Name: Second Phase of the Governance Reform Program
Report Date:
Lesson
Continuous recourse to resident international advisors may perpetuate the dependency of decision-makers on such experts.

Project Number: 38122-013
Project Name: Fiscal Management and Public Administration Reform Program
Report Date: