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Lesson
Greater consideration on the road safety and maintenance during planning and design stage increases the benefits of a road project and enhances its sustainability over time. For instance, building the capacity of implementing agencies to better implement road safety action plans and programs contributes to enhancing road safety policies and facilitate a more effective road programs and safer road environment. Ensuring that road safety regulations and standards are well implemented is also crucial in strengthening the road quality management

Project Number: 43439-023, 43439-033, 43439-013
Project Name: CAREC Corridor 2 (Mangystau Oblast Section) Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Road maintenance funds could be prudently raised by exploring the wider use of road user charges, ringfencing revenues from road or fuel taxes, and/or by including provisions for maintenance in road reconstruction contracts. Incorporating a performance-based maintenance contract for road routine maintenance could improve the funding sustainability of road maintenance. This concept is useful in assisting agencies with low level of institutional and financial capacity to help preserve road assets’ maintenance and reduce the cost of future rehabilitation and reconstruction works.

Project Number: 43439-023, 43439-033, 43439-013
Project Name: CAREC Corridor 2 (Mangystau Oblast Section) Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
The main lesson is that better planning of consultancy needs can help in more timely recruitment of international and national consultants. In this case, delays in start-up of TASF activities, and non-extension of the Future Cities Program to which TA project was linked, impacted project disbursement. Consultancy overcommitments subsequently required reallocation of cost categories under the TA project.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The TCR presented a finding rather than a lesson.

Project Number: 40552-012
Project Name: KazPost Financial Strengthening and Modernization
Report Date:
Lesson
The TCR mentioned the usefulness of a flexible approach to drafting consultant’s terms of reference such that they are broad based—this is a generalizable lesson in managing staff and consultant resources, and useful in the context of limited availability of climate finance specialists.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
The limited number of highly skilled technical consultants participating in the TA was identified as a risk in the DMF. However, delays were still encountered due to this issue. The DIgSILENT Managing Director’s taking on-site team leadership for the project addressed the problem, but this was because the fourth request for extension was denied. When a limited number of highly skilled technical consultants are participating in a project, there ought to be a risk management plan for the early exit or the unavailability of one of the critical team members.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
Management supervision and coordination of regional work is essential, particularly when there are multiple stakeholders at national and regional levels, and issues are complex.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
Horizontal linkages across similar projects (in this case the two other regional TAs) should be strengthened to ensure exchange of information and lessons.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
The TCR could have elaborated on the need for consultants to ably navigate (or be supported to navigate) the consultant management system to ensure timely closure of TA accounts.

Project Number: 53140-001
Project Name: Developing Accountability and Mechanism Framework for Financial Intermediaries
Report Date:
Lesson
The TA required close supervision from ADB to ensure smooth cooperation between the executing agency and the consultants. It is also important for ADB to promptly make necessary changes to the consulting team. DIgSILENT GmbH’s team leaders were replaced twice. The first team leader resigned from the company due to his dependent’s illness. The second team leader was replaced by the firm’s Managing Director due to the increasing complexity towards the last phase of the TA.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
The TA experienced delays due to difficulties in engaging experts with relevant experience. A qualified candidate for the credit rating advisor (envisaged under the TA) could not be engaged due to problems with ADB remuneration rates.

Project Number: 40552-012
Project Name: KazPost Financial Strengthening and Modernization
Report Date:
Lesson
Given the very limited number of consultants with the necessary experience in climate finance and the high demand for their services, it is recommended that allowances must be made in terms of consultant procurement (e.g., in rare instances of higher rates wherever justified).

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
The TA showed the benefits of employing a flexible approach to provision of support, including consultant terms of reference which were suitable for hiring consultants to carry out a broad range of activities. There are also benefits to work closely with the team of consultants ensuring timely delivery and quality of outputs.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
Management of the ADB TA team, government TA counterparts, and consultants was effective and requisite decisions and actions were promptly taken. Close monitoring and timely contract administration of the relevant consultants’ activities along with the regular and prompt communication with the relevant shareholders were crucial for the effective and successful TA implementation.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
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: