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Lesson
English and Russian language TA publications increased the visibility of project activities and this may be replicated in future similar projects. Video tutorials on a CAREC Disaster Risk Modelling Interface (DRMI), an interactive online platform, was particularly helpful in allowing country stakeholders to visualize their risk profiles, perform high-level cost-benefit analyses of implementing disaster risk reduction measures, and quantify risk transfer costs for earthquake and flood parametric insurance structures.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
Engaging an international firm with extensive experience proved to be the best option for this TA which focused on a complex and highly specialized topic. Nevertheless,there will always be an indispensable need for national perspectives and experiences, best provided by national consultants, to inform and be considered in TA analyses and recommendations. Future TA could benefit from increased engagement with local experts, either as individual consultants or as subcontracted members of international consulting firms or TA implementation teams.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
Greater invovement from resident missions (RMs), e.g., by designating RM staff to regional TA teams, is important to ensure that potential solutions identified through analytical work are translated into tangible projects. Conversely, team members of regional TAs may also be involved in country programming.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
Virtual workshops are not as effective, particularly where new and complex concepts have to be discussed. This was demonstrated by the TA experience under COVID-19 that restricted in-person meetings and workshops for over 2 years.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
A knowledge-sharing workshop in targeted beneficiary countries of a regional TA project could help strengthen the concept development of future such TA. This interactive approach offers several advantages, including: (i) Enhanced stakeholder engagement. A workshop focusing on the initial research findings would allow representatives from benefiting countries to participate actively from the outset. This would foster a sense of ownership and enhance buy-in for the initiative by ensuring stakeholders feel invested in its success. (ii) Improved needs identification.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date:
Lesson
Early engagement with DMCs in knowledge-sharing activities is advisable for TA with comprehensive and complex topics. For this TA, it could have facilitated in-depth discussion and debate among DMCs and development partners on the new concept of ECD, lessons learned from ECD initiatives, and ECD pipeline development.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
Using individual consultants and resource persons provides flexibility in contract implementation. A summary recording of pertinent contract data must be kept updated to support efficient consultant management.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
The One ADB approach to project implementation is an exemplary cooperation modality in ADB. The Central and West Asia Department initiated the TA activities covering all ADB DMCs in the subregion and were strongly supported by the Regional Cooperation and Integration and Trade Division of then Climate Change and Sustainable Development Department and the regional cooperation and integration units of South Asia and Southeast Asia departments in providing inputs, mobilizing DMC participants, and generating financial support.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
Broad stakeholder engagement, though time-consuming, is crucial. It enhances the quality and sustainability of outcomes by incorporating diverse insights and ensuring comprehensive solutions. This approach builds stakeholder buy-in, leverages additional resources, and fosters strong relationships, facilitating smoother project execution and promoting future cooperation, ultimately investing in time as a worthwhile endeavor for long-term success.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
Previous project completion reports confirmed that the Joint-Stock Company Georgian State Electrosystem has the capacity to undertake major power transmission projects. Nonetheless, GSE's staff could benefit from ADB-sponsored training and workshops in procurement, safeguards, and other areas.

Project Number: 49006-003
Project Name: Electricity Transmission Sector Reforms Program
Report Date:
Lesson
Designing the early tranche of an MFF program in preparing detailed engineering design, capacity building, and training support to include planning, procurement, and project management among others, incentivizes the readiness for project execution of succeeding tranches.

Project Number: 41122-013, 41122-043
Project Name: Road Corridor Investment Program (Tranche 3 and Multitranche Financing Facility)
Report Date:
Lesson
Weak project readiness and procurement challenges can lead to startup and implementation delays and cost overruns. The metro extension subproject experienced startup delays and cost overruns because of weak project readiness. Consultant recruitment and the procurement of works encountered delays because of the specialized nature of the project and the lack of experience in MDF in handling this type of project. Additional individual experts had to be engaged during implementation to help with construction supervision.

Project Number: 42414-023
Project Name: Sustainable Urban Transport Investment Program - Tranche 1
Report Date: