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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
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
Appropriate formulation of DMF facilitates accurate measurement of project performance and achievements. A clear alignment of data and logical framework on performance targets and indicators conforming to each subproject provides a correct measurement on project’s intended results and overall impact. All impact indicators were focused on Anning, but available data were for either Gansu province or Lanzhou, making it difficult to measure these indicators as required.

Project Number: 40625-013
Project Name: Lanzhou Sustainable Urban Transport Project
Report Date:
Lesson
The retention of implementing agency and staff until project completion enables timely and smooth implementation of project through continuous staff expertise support and institutional knowledge. If a change of implementing agency is necessary, transition needs to be during a non-critical project implementation period. In this project, the change in implementing agency happened during the critical period when land acquisition, resettlement negotiations, and relocations of underground oil pipeline.

Project Number: 40625-013
Project Name: Lanzhou Sustainable Urban Transport Project
Report Date:
Lesson
More time needs to be allotted for loan effectiveness if there are institutional changes to be made and implemented. The 90 days provided was insufficient when government bureaucracy requires review and approval up to the highest levels.

Project Number: 35049-023, 35049-033, 35049-012
Project Name: Padma Multipurpose Bridge Design Project
Report Date:
Lesson
Ensuring the availability of adequate project funding through firm financial commitment from project stakeholders at the onset of project appraisal is important in mitigating possible delays and risks. This helps to ensure adequate funding for detailed engineering design and other related projectpreparatory activities.

Project Number: 35049-023, 35049-033, 35049-012
Project Name: Padma Multipurpose Bridge Design Project
Report Date:
Lesson
Rigorous assessments on the costs of project design and feasibility studies during project preparation can help avoid design inconsistencies and scope changes. A more careful assessment in identifying all project components (e.g., surveys and studies) and procurement costs (e.g., civil works and consultancy services), including appropriate cost contingencies, are crucial in ensuring that project expenditures are consistent with the financial plans, budget, and project activities.

Project Number: 35049-023, 35049-033, 35049-012
Project Name: Padma Multipurpose Bridge Design Project
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
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
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
Having specific performance indicators dedicated to improving FI’s operational and financial management helps ADB foster its development objectives, while improving FI’s institutional capacity. Specifically, the performance indicators on safeguards compliance help ADB improve FI’s ESMS, thereby, mainstreaming ADB’s environmental and social objectives in infrastructure projects that FIs implemented.

Project Number: 46268-002
Project Name: Clean Energy Finance Investment Program (Tranche 1)
Report Date:
Lesson
Another lesson is that strong partnership and greater collaboration among FIs and stakeholders support the strengthening of financial supervision and risk management monitoring. Due diligence on the FI’s institutional capacity prior to loan approval, led to develop a complementary TA, which in turn supported in improving FI’s operational and financial management. ADB’s additional financing served as leverage to pursue recommendations from the TA, aimed to improve the FI’s financial and operational performance.

Project Number: 46268-002
Project Name: Clean Energy Finance Investment Program (Tranche 1)
Report Date: