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CSV
Lesson
The regional TA financing was by JFPR. Japanese visibility was ensured through sharing Japan’s rich experience in customs modernization. Japanese resource persons presented at the workshops/events where Japanese organizations were engaged. These largely contributed to the success of the TA in achieving its intended outcome and outputs. The TA had close coordination and partnership with technical experts from relevant units of the WCO.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
Relevant stakeholders and decision_x005F_x0002_making level authorities (customs, transport, sanitary and phytosanitary, and border control personnel) actively participated in the TA.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
The Forest Research and Development Centre of MET would be a suitable entity to deal with assessment, identification and registration of seed stands. MET could scale up with comparable activities to be implemented by the Forest Research and Development Centre in other districts of the forest region and with broad_x005F_x0002_leaved species.

Project Number: 50012-001
Project Name: Conservation of Forest Genetic Resources
Report Date:
Lesson
Timely consultant recruitment, fielding and rigorous monitoring ensured quality and on-time implementation and completion of subprojects. Regular project performance reporting facilitated in alerting management of operations departments regarding progress and performance of subprojects.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
A follow-on TA with a similar structure (R-CDTA 9660) was approved in late 2018 to continue with gender operational support and innovation to support the implementation of the new Gender Operational Plan. In addition, other proposals have been prepared for continued support to some of the subprojects (e.g., FCFWI Tbilisi and Bandung) from funds available from the ADB Governance and Urban sector and thematic groups.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
It is important to keep a good balance between the subprojects or activities that are innovative but riskier and those that have firm disbursement schedules, so that the risk of TA implementation failure would be minimized. Subprojects to work with cities or municipalities turned out to be unpredictable, driven significantly by the political economy situation of the counterpart and are likely to face delays.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
Documenting the replication experience is crucial. Part of the TA fund was successfully used for replicating and scaling up the existing models (e.g., ethnic minority women-led community road maintenance, integration of domestic violence survivor shelters in urban projects) and the experience has been turned into useful knowledge products.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The TA design that is fully aligned with the operational plan priorities and structure, as well as the thematic group workplan, has made the TA implementation and monitoring smooth, as this can be done in conjunction with the overall operational plan monitoring and reporting.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
When building a new partnership, it is important to carefully assess partners’ capacity, provide prior guidance on ADB’s required procedures and expectations, and select the right partnership modalities to avoid the unexpectedly high transaction costs to make the partnership work.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
Counterpart government agencies’ ownership is crucial. The roles of resident mission gender specialists and the operations department gender anchors are key in ensuring in-country stakeholders’ participation.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
Pursuing pilot innovations and knowledge solutions resulted in the integration of new agendas into design of lending operations such as gender_x005F_x0002_based violence, women’s employment in the renewable energy sector, women’s leadership in water utilities and narrowing gender gaps in skills nontraditional sectors among others. The TA demonstrated the essentiality of collection of solid gender data in preparing a good project design through evidence-based planning.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The TA project design and its five outputs were an amalgam of diverse activities. Most of these outputs could easily have been managed under separate TAs. While all the outputs fell within the finance sector, they were combined into one TA project in response to directions from ADB Management and the President that the number of individual TA projects be reduced. While the TA was managed properly overall, the many different counterparts and objectives involved made the oversight process challenging and complex.

Project Number: 50017-001
Project Name: Supporting Financial Sector Development and Stability
Report Date:
Lesson
Frequent change in the government remains a major risk to build up the energy sector pipeline in Mongolia. It was also a cause of delayed investment in baseload generation capacity development for power and heat supply in Ulaanbaatar and of much delayed response to improve air quality in the city. All requested projects in Mongolia would need to carefully factor in changes in government that directly impacts project processing especially for a project involving multiple domestic stakeholders and requiring lengthy preparation and processing time.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The presence of a champion in managing cross-departmental transaction is essential. The CHP 5 transaction was the first cross-departmental collaboration across the East Asia Department (EARD) (upstream development and associated facility), Private Sector Operations Department (finance to CHP 5 plant), and the Office of Public–Private Partnership and Office of the General Counsel (transaction advisory), which jointly provided assistance to facilitate the deal. Director General, EARD was the anchor for coordination across the teams and the government.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The two-part approach of the TA project implementation was effective to flexibly accommodate changes in project environment and the government’s needs,and define the project scope for due diligence. Since CHP 5 construction was outside of direct control of the TA project, there were several occasions to change the technical specifications and subcomponent scope to accommodate the request from the CHP 5 concessionaire and the government.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
CSV