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Lesson
Long-term partnerships between government and key development partners are essential for supporting macroeconomic management Pacific small island economies. Partnerships provide a framework for on-going policy dialogue and coordination of support, which facilitates the government’s role in macroeconomic management and provides a foundation to support sustainable development (program-level lesson)

Project Number: 52073-001
Project Name: Improving Public Investment Management Program
Report Date:
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
Implementation of reform agenda. Many public resource management reforms related to taxes or concessions, as in the SPBL, have political and economic implications and are often difficult to undertake without strong ownership. The SPBL implementation success resided in (i) a good understanding of the vested interests, (ii) the institutional capacity of government agencies, (iii) effective partnership and coordination between ADB and the government, and (iv) a strong sense of appreciation for the overall benefits of the program.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
A holistic approach to program design and formulation. The SPBL was developed in close consultation with the government and development partners, including the IMF and the World Bank, and it was designed through a holistic approach. The SPBL demonstrated that a comprehensive and holistic consultation process can ensure effective diagnosis of the issues, leading to a strong, relevant policy matrix that prioritizes reform measures and sets realistic timelines in collaboration with the development partners.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
The number of policy measures should be limited so that ADB can monitor compliance with them effectively throughout the program. The program comprised 29 policy actions: 11 for subprogram 1 and 18 for subprogram 2. The total number of policy actions under the program was significantly large, particularly in subprogram 2, and represented a challenge in monitoring and implementation.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Implementation of reform agenda through strong government commitment. Public financial management reforms and SOE reforms to ensure fiscal sustainability, like those in the program, have political and economic implications and are difficult to undertake without strong ownership.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
The program demonstrated that a holistic consultation process can ensure effective diagnosis of the issues, leading to a relevant policy matrix that prioritizes reform measures in collaboration with the development partners. The program was developed in close consultation with the government and development partners including the IMF, the World Bank, AFD, and the United Nations Development Programme, and was designed through a holistic approach.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
It is necessary to enable the government to sustain capacity development programs beyond the life of a program. Institutionalizing change-management practices among those charged with implementing reforms—such as efforts undertaken in subprogram 2 to prepare the MTBF and develop the MTBF manual, including gender-responsive budgeting tools at the MOF—requires upgrading technical and change-management competency.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Complex programs are more likely to succeed if significant attention is given to building the capability and ownership of the relevant stakeholders. The program successfully tackled a wide range of issues, while helping develop capacity at the MOF, CBU, and SAMA.

Project Number: 51350-001
Project Name: Economic Management Improvement Program: Subprograms 1 and 2
Report Date:
Lesson
Agree. However, such alignment was a necessary, but insufficient prerequisite to developing relevant and useful knowledge products and policy recommendations. The TCR could have more thoroughly discussed the TA design, with particular attention to the DMF results chain (refer to Relevance section for details). It could also have further discussed on the unattained ambitious outcome performance indicators from the perspective of DMF design.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
The TCR should have provided more details about consultants and their work. The TA fund was underutilized, with the consultants’ costs reduced from $370,000 to $228,000.Substantial TA outputs were also under-delivered. The TCR should have investigated and discussed why this was the case. Meanwhile, it would have been useful to also discuss the performance of ADB staff, the executing agency, and the implementing agency, in the context of under-delivered TA outputs.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
The TCR could have provided more details in its sections about conduct of activities, implementation arrangements, and assessment ratings to substantiate this lesson. While the TA’s extension by 1 year and 9 months could be an indicator of inadequate coordination, more descriptive and analytical details should have been provided to make this lesson evidence_x005F_x0002_based and relevant.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
Agree. It would be useful if the TCR could identify and discuss the inconsistency in scope of study between actual TA_x005F_x0002_produced reports and the planned reports as detailed in the TA report's methodology and key activities. The same applies to the no submission of the policy brief, no conduct of the international study tour, and the final dissemination event. It should be clarified whether these changes were decided in consultation with executing agency, implementing agency, and other stakeholders.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date: