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Lesson
Implementation is strengthened by the provision of coordinated and responsive capacity-building support, with key actions categorized as short, medium, and long term to provide a more specific time frame and indicate the sequencing for each category.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Understanding the Private Sector Small Medium Enterprises (PSME) context is essential both at the design stage and during implementation. A detailed assessment of SME policy and institutional, political, and social context is required, with ADB engagement as part of a coordinated program of support by development partners for SME reform. As achieved under the PSME2, it is important that the supported policy actions focus on a limited number of sequenced, high-impact reforms that lead to development outcomes that are clearly defined and reflected in the DMF.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
SME policy reforms require strong ongoing political commitment by key government agencies. The Second Private Sector and Small and Medium-sized Enterprise Program (PSME2) supported government agencies on this agenda to improve the regulatory business environment, the effectiveness of business enterprise processes, access, capacity, and responsiveness.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
implementation anchored in a national law. Some output targets—building technical skills and institutional capacity, engaging with SME participants, facilitating the adoption of new processes, and institutionalizing the changes—required a longer time for effective implementation.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Realistic timelines are essential, given government agency capacities and the institutional, policy, and behavioral changes required. Introducing new regulatory frameworks required a sequential building-block approach, from diagnostics to pilot implementation, expansion of pilots, and national

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
The PSME2 demonstrated the critical role that TA plays in supporting policy, planning, awareness raising, change processes, training, and skills, and in institutionalizing SME reforms. Furthermore, using post-program partnership framework (P3F) support is important in facilitating ongoing SME reform and institutionalizing SME processes.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
Long-term engagement and dialogue by ADB with the government, executing agency, implementing agencies, private sector agencies, and relevant development partners is essential to ensure support for small and medium enterprises reform.

Project Number: 44057-012, 44057-013
Project Name: Second Private Sector and Small and Medium-Sized Enterprises Development Program (Subprograms 1 and 2)
Report Date:
Lesson
The development partner assistance was ambitious. Its timeliness and the volume of ADB's Comprehensive Response to the COVID-19 Pandemic (CPRO) financial assistance were well-received by the government. However, this led to a rushed design and inadequate attention to monitoring of implementation, particularly regarding existing capacities to collect gender-disaggregated data in the absence of any existing digital social security systems.

Project Number: 54243-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
A comprehensive social welfare framework can greatly strengthen the impact of emergency response measures and programs that were intended to mitigate the impact of the COVID-19 pandemic on the most vulnerable households. As intended, the program helped to successfully mitigate the impacts of the COVID-19 pandemic on citizens and businesses. It was aligned with ADB's Strategy 2030 and the Pacific Approach.

Project Number: 54243-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Inavailability of data could hinder the achievement of a project's intended results. While gender data was available in major programs like the Emergency Subsidy Program, such data was unavailable for others. Of the six outputs in the gender monitoring matrix, two were not achieved as the following data were unavailable: (i) the number of micro, small, and medium enterprise beneficiaries under the small business wage subsidy program and those registered to women; and (ii) thenumber of micro, small, and medium enterprises that benefited from tax relief and those registered to women

Project Number: 54138-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Quick disbursing budget support is an effective instrument to respond to a crisis. Such an approach allows for strong alignment with government priorities and supports the government's ownership of the response measures. The eligibility criteria provide the necessary framework for due diligence. Timely upstream support can then be complemented with other forms of support–technical assistance, knowledge work, project investments–to reinforce the intended impact.

Project Number: 54138-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
A program's design and monitoring framework (DMF) needs to be agile and flexible. A key aspect of a crisis is that it rapidly evolves and at the outset more is often unknown than known. The DMF therefore needs to be realistic and subject to change when new evidence emerges, or the context evolves. Hence, during the implementation and monitoring of the program, the DMF should be revisited and updated as needed.

Project Number: 54138-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
While the reforms were implemented in stages, many key areas were implemented simultaneously and involved the buy-in of many stakeholders, including government line ministries.

Project Number: 49041-001, 49041-002
Project Name: Strengthening Public Financial Management Program, Subprogram 1
Report Date:
Lesson
The use of technical assistance loans should be carefully deliberated to ensure strong and sustained government commitment at the design stage.

Project Number: 49041-001, 49041-002
Project Name: Strengthening Public Financial Management Program, Subprogram 1
Report Date:
Lesson
Some achievements are initial gains which need further deepening and sustaining. These include revenue mobilization; the financial management information system; budget integration, particularly integration and management ofpublic investment management and asset management; and budget transparency and performance accountability.

Project Number: 49041-001, 49041-002
Project Name: Strengthening Public Financial Management Program, Subprogram 1
Report Date: