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Lesson
Due consideration to realistic timeline and risk mitigation. The project was designed to be completed in 4 years but after 10 years, it is still incomplete. The timeline of 4 years at appraisal seems over-optimistic. In particular, the following factors should also be considered in this type of projects: (i) bridging language barriers, (ii) knowledge of local accounting regulations, and (iii) adequacy of locally based technical staff. Assessment of these factors and incorporation of corresponding risk-mitigation measures could help minimize delays in project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Extra attention needed for project implementation involving large-scale activities for information and communication technology. A distinct feature of the project is the implementation of two large-scale ICT-related components, RAMIS and ITMIS. Compared to hard infrastructure projects, the project involved less well-defined activities for system customization, configuration, re-development and testing, which usually require adequate implementation time to ensure the quality of final products.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Sustained ownership of and commitment to tax administration-related activities. Tax administration modernization typically has one key stakeholder and one key objective of increasing tax revenues, which is a tangible gain. In contrast, PFM modernization has many key players and the benefits of more efficient PFM, in the form of reduced administrative costs, are less tangible. In this project, the RAMIS component demonstrated better performance than the ITMIS component.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Expertise in information and communication technology key for public financial management projects. On support from ADB during loan processing and administration, a strong One-ADB team could provide timely advice to the government, the consultants, and the contractors on implementation. Such a team should comprise members with expertise in key subjects. In this project, an ICT expert could help the executing agency’s project preparation and implementation at the early stage.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
Report Date:
Lesson
Project management and supervision key to success. When a project includes components with high level of implementation uncertainties, adequate provision for project management and supervision could help to mitigate the risks. While beyond the control of the project, the frequent turnover of key officials in the PRM agencies and national political changes affected continuity of the project implementation.

Project Number: 38356-013
Project Name: Fiscal Management Efficiency Project
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:
Lesson
Public sector finance and management programs could use information on transparency and accountability of government administration from government institutions such as the Commission on Audit when designing and evaluating programs.

Project Number: 44253-016
Project Name: Local Government Finance and Fiscal Decentralization Program
Report Date:
Lesson
Successful reform programs require thorough background analysis and research, extensive consultations, and strong national ownership and championship.

Project Number: 50051-001
Project Name: Improving Public Expenditure Quality Program, Subprogram 1
Report Date:
Lesson
A sequential, long-term approach to reforms facilitates ADB deeper engagement in country reform processes and develops greater synergy in ADB country operations.

Project Number: 50051-001
Project Name: Improving Public Expenditure Quality Program, Subprogram 1
Report Date:
Lesson
Adequate technical assistance (TA) is essential to enhancing reform design and implementation and accelerating the reform process.

Project Number: 50051-001
Project Name: Improving Public Expenditure Quality Program, Subprogram 1
Report Date:
Lesson
Close coordination enhances the outcome and value-addition of each donor’s contribution to the reform process in developing countries.

Project Number: 50051-001
Project Name: Improving Public Expenditure Quality Program, Subprogram 1
Report Date:
Lesson
The level, timing, focus, number, prioritization, sequencing, and flexibility of the reform actions are likely to be unique to each program of reforms and to change.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
A more detailed, formal assessment of individual, organizational, and institutional capacity before program design that could then be monitored during implementation might also have helped strengthen program implementation.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Implementable policy actions, irrespective of the governing political party, are crucial to the successful completion of PBLs.

Project Number: 45288-002
Project Name: Punjab Development Finance Program
Report Date: