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Lesson
With financial services playing a key role in supporting the growth of the real economy while promoting inclusive finance, a comprehensive reform approach supported by technical assistance (TA) is required to make the financial sector more inclusive. As the sector continues to grow and ADB funding is limited, TA and strong development partner coordination are essential to ensure financial resources are strategically targeted, to avoid overlapping or overcrowding of assistance in particular areas at the expense of others.

Project Number: 44263-013, 44263-015, 44263-016
Project Name: Inclusive Financial Sector Development Program
Report Date:
Lesson
The existence of a national sector strategy that serves as a blueprint to identify progress and near-term and future reforms needed to grow the sector is another reason for the suitability of the PBL programmatic approach. Government coordination and ownership of reforms articulated through a series of national sector strategies are necessary to ensure that financial sector development is based on predetermined steps, with each one supported by interagency coordination to achieve broad support for reforms.

Project Number: 44263-013, 44263-015, 44263-016
Project Name: Inclusive Financial Sector Development Program
Report Date:
Lesson
Assessment of potential political risks such as a change in government and identifying mitigation measures could help ensure the continuity of planned project activities, specifically when there is strong support, ownership, and commitment of an agency. In particular, it is important to consider the speed and direction of change in the policy regime. For example, a shift in the government priorities could trigger resource allocation that could potentially affect how a project could deliver its intended development results.

Project Number: 43405-023
Project Name: Urban Services Improvement Investment Program - Tranche 1
Report Date:
Lesson
Indonesia needs better interoperability among the tiers of its government. In relation to public health, the effectiveness of the government’s initial response to the pandemic was limited by conflicting approaches. The lack of coordination within government; as evidenced particularly by conflicting public messages around social distancing especially in the early stages of the pandemic. These coordination issues were more apparent in the vertical relations between tiers of government than at inter-ministerial levels.

Project Number: 54139-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
High staff turnover, weak procurement and contract management capacities, and lack of familiarity with ADB procedures, often the cause of implementation delays, need to be addressed jointly by ADB and government counterpart agencies. Because of the changes in the executing agency’s senior-level officials, turnover of the project staff was high. The project also suffered from counterpart agencies' weak procurement and contract management capacity and lack of familiarity with ADB guidelines.

Project Number: 43007-023
Project Name: Higher Education Reform Project
Report Date:
Lesson
Adequate project related preparatory work, planning and risk assessment are crucial to improving project readiness. These efforts include assessment of the technical and administrative capacity of the executing and implementing agencies. Under the project, any reorganization of the agency, if necessary, needs to be clearly arranged and completed prior to project start-up. This helps the agencies in addressing the implementation issues on time. Likewise, skills training of agencies involved in the implementation enhances the preparation and quality-at-entry of the project.

Project Number: 42010-013
Project Name: Guangxi Southwestern Cities Development Project
Report Date: