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Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based operation—i.e., debt management, civil service reform, management of the wage bill, public procurement, and private sector development—and keep prior actions to a minimum.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Policy reform programs with complex and multiple interventions require rigorous identification and assessment of the political economy and capacity risks to ensure overall effectiveness.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what has been achieved, rather than the process of their accomplishment. For example, Cabinet approval is an inadequate indicator to demonstrate a successful policy reform in Tonga.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
To ensure the success of expenditure management at subnational government level, these entities need to become more dependent on locally sourced revenues over time. Rapidly increasing central transfers can make them more dependent to the national government and weaken their motivation to raise local revenues.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
Report Date:
Lesson
Decentralization and devolution to subnational governments need to be undertaken with caution, especially where capacity is known to be limited. A sequential program is useful, where functions and resources are better devolved first to local governments that are fully staffed and capacitated, and later to others, following a program that improves institutional capacity to accept the new responsibilities.

Project Number: 50168-001, 50168-002, 50168-003
Project Name: Fiscal and Public Expenditure Management Program
Report Date:
Lesson
The formal government and development partner coordination mechanisms offer the opportunity to reduce transaction costs for all parties and increase the likelihood of a good quality program design and implementation. In the case of Solomon Islands, it utilized a wellestablished coordination mechanism to undertake policy dialogue, to design a program that is responsive to the country’s needs, and to jointly oversee program implementation.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Single-tranche and stand-alone policy-based programs can be an appropriate instrument to support reforms in fragile states provided that (i) these take place in the context of an ongoing, long-term development partnership; and (ii) there is a demonstrated government commitment to pursue substantial reforms over an extended time frame. Moreover, such programs need to be supported by ongoing capacity development in key agencies. In fragile states, the risks to implementing and sustaining reforms are amplified by external shocks and natural disasters.

Project Number: 52074-001
Project Name: Improved Fiscal Sustainability Reform Program
Report Date:
Lesson
Greater effort early on to define targeted outcomes and using a well-structured framework can yield a better tool to assess program results. The results framework presenting clarity in project design, well-defined outcomes, and outputs with appropriate targets and indicators, is imperative in monitoring project achievements. This is necessary to help provide clear assessment and guidance on how to systematically track progress especially on how success will be assessed.

Project Number: 48458-001, 48458-003
Project Name: Expanding Private Participation in Infrastructure Program
Report Date:
Lesson
To ensure the formulation of a well-grounded design, a thorough preparatory assessment could be undertaken by including the political environment and the risk of corruption in a country. In cases where corruption is perceived as being high, support for better performance and greater accountability in public financial management systems plays a crucial role.

Project Number: 48458-001, 48458-003
Project Name: Expanding Private Participation in Infrastructure Program
Report Date:
Lesson
3. Achieving durable reforms in public finances require a sustained commitment over time, which involves a combination of policy and legislative reforms, institutional change and strengthening, and the introduction of new technologies. The decade-long partnership between the West Bengal state government and ADB indicates a time frame and a level of commitment required to achieve results.

Project Number: 49209-001
Project Name: Second West Bengal Development Finance Program
Report Date:
Lesson
The West Bengal state government’s experience in formulating and implementing MTEFs supports the view that these frameworks are valuable tools in helping governments translate development priorities into planned multiyear budget expenditures. Over time, MTEFs can contribute to the improvement of budget transparency, predictability, and expenditure efficiency.

Project Number: 49209-001
Project Name: Second West Bengal Development Finance Program
Report Date:
Lesson
On the PBL design, the DMF should have identified the results of each policy action rather than adopting them as the output indicators. More rigor should be taken in selecting the outcome indicators. The indicators used for school attendance and dropout rates were neither appropriate to measure the result of the program nor its policy actions and suggest a weak design. Since the state is highly committed to pursuing the reforms, it could be argued that these reforms would have been carried out anyway by the government despite the program.

Project Number: 49209-001
Project Name: Second West Bengal Development Finance Program
Report Date:
Lesson
The success of the program indicates that working with state governments in India is an appropriate level for PBLs, which may not be achieved at the national-level when instituting similar reforms. Success at the state-level offers an opportunity for scaling-up or replicating the experience in other states with similar issues.

Project Number: 49209-001
Project Name: Second West Bengal Development Finance Program
Report Date:
Lesson
Output performance measures of public sector and management programs could be improved through the inclusion of (1) anti-corruption measures, especially if the risk of corruption is high in the program and the country rates poorly on perceptions of corruption; and (2) strengthened internal and external audit functions to provide more transparency and accountability to government processes.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
Report Date:
Lesson
The impact level of the DMF could be connected to the results chain.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
Report Date: