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Lesson
It will be advisable to nominate alternate participants to training activities in the future. One of the TA’s capacity building activities created an opportunity for two representatives from Kazakhstan to participate in the road maintenance training organized by the Japan International Cooperation Agency. Unfortunately, only one of the nominees was able to participate because personal circumstances prevented the other nominee to travel. The unoptimal use of future opportunities may be prevented by naming alternate participants to future training activities.

Project Number: 54092-001
Project Name: Institutional Support to the National Quality Center for Road Assets
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Lesson
The development of specialized expertise requires careful selection and the engagement of qualified consultants and proper management of expectations from all parties. Future thinking and foresight is a specialized expertise. It is crucial to identify and engage consultants with proven experience to ensure they can provide the necessary guidance and insights. It is also a new approach for ADB and thus, clear onboarding, communication, and setting expectations for both Staff and consultants who were critiical to the success of the TA.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Hands-on involvement of ADB Staff in the conduct of capacity building workshops and documentation allows for rapid learning and upscaling of new technologies being introduced and further developed. The future thinking and foresight activities were implemented by ADB Staff and individual consultants. ADB Staff were ands-on in the conduct of the workshop and the documentation. This facilitated rapid learning and scaling up of future thinking and foresight approaches under other TA projects.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
The relevance of a TA could attract interest from other resident missions and lead to changes in scope and implementation arrangements to accommodate requests for support. Initially, this TA was designed to provide quick response to developing member countries' (DMCs) need to improve development planning.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
The TA generated some useful outputs for replication and upscaling and helped the government upgrade capacity including the establishment of a GIS unit. To ensure proper uptake, the following areas need to be further improved: (i) a programmatic approach for continued support from ADB, (ii) institutional strengthening to ensure personal and budget support after donor project completion, and (iii) greater donor coordination.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
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Lesson
Designation of an alternate TA team leader despite resource constraints is necesssary to ensure seamless project continuity and institutional knowledge transfer. It will also mitigate potential disruptions caused by staff turnover.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
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Lesson
Designation of existing consultants to higher positions and responsibility levels may be explored to fill vacancies during implementation. There were two changes to the team leader position. The first was due to the resignation of the specialist because of an unexpected urgent assignment from his hiring university. The consultant recruited as the replacement team leader was not capable of performing the role. Instead of going through contract termination and recruitment process again, the TA team appointed the national simulation specialist, who had demonstrated strong leadership.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
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Lesson
Frequent walk-throughs of preparatory work undertaken under transaction TA facilitate stakeholder understanding and uptake of the ensuing project. The TA conducted several capacity building activities, and dissemination of analyses and results from reports for the ensuing project. For transaction TA, frequent walk-throughs of preparatory work among key stakeholders are particularly important in facilitating stakeholder support for the ensuing project.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
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Lesson
Enhancing capacity on country programming and project implementation is essential, requiring well-defined knowledge products and services (KPSs). Knowledge gained from these KPSs, including good understanding of ADB operations, needs to be mainstreamed in implementing and executing agenciesto enhanceimplementation effectiveness and efficiency.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
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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
Responding to the government’s changing needs and external factors could cause delays in the delivery of expected TA outputs particularly capacity building activities. Furthermore, organizational restructuring of revenue agencies, as well as frequent turnover of counterpart staff meant that capacity building was constantly in repeat mode. Addressing these issues could lead to efficiency gains and could help the government reach key performance targets quicker.

Project Number: 53105-001
Project Name: Strengthening Tax Policy and Administration Capacity
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Lesson
Effective institutional arrangements and adequate project management capacity are crucial to project success. At the onset, effective institutional mechanisms and linkages were established to ensure efficient project management andimplementation. Extensive, expanded, and continuingCapacity development through hands-on training, advocacy, and dissemination of knowledge products provided a cohesive approach to ensure that innovative technological solutions to groundwater degradation were effectively addressed and absorbed by stakeholders.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
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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
Knowledge sharing and capacity building through workshops facilitate better understanding of stakeholder capacity and capacity building needs.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
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Lesson
Extensive upstreamCapacity development is required to address municipalities and contractors’ limited capacities and understanding of complex design, build, and operate (DBO) contracts. Those limitations delayed the procurement and implementation of the wastewater treatment plant (WWTP) contract under this project.

Project Number: 44240-013
Project Name: Urban Infrastructure Project
Report Date: