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Lesson
The knowledge team (formerly Knowledge Advisory Services Center) from the former Sustainable Development and Climate Change Department administered the TA and supervised consultants until the TA was transferred to the Partner Funds Division. Managing consultants through external resources should be based on a clear understanding of ADB procedures and guidelines and should be adopted only if necessary.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
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
Establishing robust partnerships with country teams in resident missions is essential for designing capacity-building initiatives with DMCs and for generating buy-in to new approaches to engage with DMCs. ADB can use future thinking and foresight to engage with DMC agencies to develop interdisciplinary scenarios relevant to futures planning. The futures scenarios enable conversations beyond the most preferred futures which are normally described in national development plans.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Regular involvement of country teams from resident missions and with external partner experts in the field are crucial in ensuring the continued relevance and significance of TA support. For this TA, the design and planning were also informed by discussion with relevant department leading country programming work.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Involving relevant stakeholders within ADB and in DMCs in the design and implementation phases enhances the relevance and impact of the TA outputs. IPCC was ideally placed to manage consultant engagement, prepare and complete the Synthesis Report of the Sixth Assessment Report, and disseminate findings. ADB can collaborate with IPCC further in other climate change-related activities

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
Leveraging regional platforms is essential in ensuring that the knowledge generated from a TA is widely disseminated to the intended users, as it fosters collaboration among various stakeholders and promotes continuous learning across DMCs. Noting the urgency and importance of the Intergovernmental Panel on Climate Change’s (IPCC)) report and its implications, it was appropriate to organize dissemination workshops for ADB Staff (including ADB Board members), and for DMC government officials and civil society organizations, so that mutual understanding could lead to integrated activities.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Designing workshops to include interactive sessions that promote active participation and feedback from all stakeholders will improve the effectiveness of stakeholder participation. This TA's expert interviews and workshops provided invaluable platforms for stakeholder engagement, facilitating diverse perspectives.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
Report Date:
Lesson
Presenting research findings at workshops is a way to secure relevant feedback and disseminate information. Workshops are highly effective in sharing knowledge, enhancing knowledge and awareness of Pacific-specific context and building capacity among participants. The workshops also confirmed the relevance and value of the analytical reports produced under this TA to Pacific small island developing states, ADB, and development partners.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
Report Date:
Lesson
Revising ADB's knowledge partnership agreement (KPA) guidelines to streamline approval and reduce the number of steps could improve efficiency and allow flexibility. Simplifying the process may also attract more knowledge partners and strengthen ADB’s knowledge, reach and generate opportunities.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
Report Date:
Lesson
It is important to thoroughly discuss and plan project implementation arrangements to ensure the use of the most appropriate and effective modalities. This could have mitigated initial delays and improved the efficiency from the outset of this TA that overall was well-articulated in terms of scope and the design and monitoring framework.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
Report Date:
Lesson
The indicators for measuring the accomplishment of the program can be further improved by identifying more precise indicators. For instance, in addition to approval dates of policy-based actions, the inclusion of simplified monitoring and reporting arrangements under the indicative program monitoring framework should be considered as appropriate.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date:
Lesson
The inclusion of expected losses from health-related national emergencies must be considered in the program design of contingency disaster financing given the experience in COVID-19. Because health is now a part overall hazard, this will somewhat provide a quick guide in fund disbursements in case of such occurrences.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date:
Lesson
The success of the program highlights the importance of the government’s continuing commitment to improve disaster risk management (DRM), including disaster preparedness and response. Adopting a country-led set of policy actions, developed in an open, participatory manner, ensured strong ownership and commitment from the government and reinforced policy dialogue and coordination with various stakeholders.

Project Number: 52018-001
Project Name: Disaster Resilience Program
Report Date: