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Lesson
It will be essential to find a balance in future TA projects between continuing support for the whole region and having activities and outputs focus on a subset of countries to allow for more granularity in analyses and deeper engagements. This was the first TA for the Central Asia Regional Economic Cooperation (CAREC) in the field of disaster risk financing (DRF), and as such, was designed to cover all 11 CAREC countries.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
In turbulent times, projects must formulate comprehensive contingency plans for major emergencies such as (i) strengthening risk management with flexible plans to address unpredictability, (ii) developing adaptable resource plans, (iii) enhancing supply chain transparency to mitigate delays, (iv) improving remote team collaboration, and (v) leveraging digital technology to monitor projects during emergencies. This project was affected by the pandemic and required a loan extension until 30 June 2022, necessitating a corresponding extension of the implementation period.

Project Number: 45022-002
Project Name: Jiangxi Ji'an Sustainable Urban Transport Project
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Lesson
Guidance for completing CPRO DMFs underscored the dynamic nature of a crisis operation and the need to be prepared to strengthen, amend or add DMF indicators during implementation. The fact that this was not followed reflects a built-in lack of flexibility with DMFs (and perhaps the difficulty of making changes in accordance with existing Project Administration Instructions).

Project Number: 54178-001
Project Name: COVID-19 Rapid Response Program
Report Date:
Lesson
The design and monitoring frameworks (DMFs) of the COVID-19 Pandemic Response Option (CPRO) extracted aspects of the government’s response plan that were important to ADB and restricted the number of indicators and targets in order not to burden the government. However, this made demonstrating outcome-level achievement difficult because it relies too much on one or two indicators and targets (weak horizontal logic) and is narrowly and inadequately supported by a minimal number of outputs (weak vertical logic).

Project Number: 54178-001
Project Name: COVID-19 Rapid Response Program
Report Date:
Lesson
Frequent review missions are crucial to overcoming implementation challenges. The TA was administered by staff located in head office with good support from the Pakistan Resident Mission. However, ADB staff assignment changed during the TA implementation period; and the limitations and delays caused by the COVID-19 pandemic induced challenges to consultant management and client interaction. Frequent review missions significantly helped address these challenges.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
Report Date:
Lesson
Despite odds, it is not impossible for TA projects to collect the necessary information to prepare ensuing projects. The TA scope and implementation arrangements had been changed to adapt to the changing context arising from the COVID-19 pandemic. Nonetheless, it was able to gather all the requisite information to prepare the ensuing project.

Project Number: 52013-001
Project Name: Research University Sector Development Program
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Lesson
An exogenous shock such as the COVID-19 pandemic can significantly affect TA execution and associated plans and government priorities. When that happens, it will be useful to pause TA implementation, revisit the processing timeline, take sufficient time to observe and discuss with the executing agency, and make adjustment where possible. The TA was well aligned with strategy documents at national and ADB level.

Project Number: 52013-001
Project Name: Research University Sector Development Program
Report Date:
Lesson
It is important for projects engaging many consultants to have a clear record of what was delivered and why the scope of contracts was changed or reduced. The firm’s final report should summarize the key deliverables and their usage. It is also important to undertake a structured turnover process especially to submit TA documentation sharing insights, best practices, and lessons from the TA experience.

Project Number: 52013-001
Project Name: Research University Sector Development Program
Report Date:
Lesson
Effective knowledge transfer requires adaptation to local context and the participation of stakeholders in the design and preparation of the necessary materials and documents.The project supported the development of manuals and guidelines (e.g., corporate plans, landfill operation guidelines, public–private partnership guidelines). However, preparation of the documents had minimal participation from key stakeholders and there was limited communication to explain the documents to intended users.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
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Lesson
Unforeseen events could significantly impact project implementation.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
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Lesson
The engineering design of infrastructure investments need to be simple and adequately consider post-project financial and human resources capacity for and operation and maintenance. The rationale for this project's overall design was justifiable as it highlighted Pakse as an economic and commercial center of southern Lao PDR. The choice of investments reflected the immediate needs of Pakse. However, in terms of future maintenance, the design of the landfill was considered overly sophisticated for local authorities with limited financial and human resources.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
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Lesson
Inadequate assessment of deficiencies in technical and financial capacities to operate, maintain, and manage sanitary landfills could have detrimental impacts. The project completion mission noted deficiencies in the management of the landfill. In the absence of an effective management system, the new landfill currently operates as an uncontrolled dumping site. There is a need for proper handover procedures and transfer of management from the project to the local authorities.

Project Number: 43316-012
Project Name: Pakse Urban Environmental Improvement Project
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Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
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Lesson
The lack of organizational capacity and requisite implementation skills also weighs heavily against the attainment of project objectives. Another major reason for poor performance of the PNB was its inability to scale up individual subloans through either the Renewable Energy Services Company (RESCO) or demand aggregation of smaller subprojects, be they in the commercial and industrial sector, MSME, or residential sector.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date: