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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
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
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
EAs/IAs and supreme audit institutions (SAIs) have expressed a substantial demand for capacity development initiatives focused on financial reporting and auditing practices. Increased and more frequent collaborative engagement with SAIs and private auditing firms would facilitate the prioritization of limited TA resources, allowing them to be strategically allocated to address the most critical capacity gaps. EAs/IAs staff training need to continuously focus on timely financial reporting and audit and comprehensive coverage of all project expenditures until financial closing.

Project Number: 52113-001
Project Name: Strengthening Financial Management in Asia and the Pacific, Phase 2
Report Date:
Lesson
It is critically important to conduct capacity assessments and provide comprehensive orientation sessions for implementing agencies( (IAs) at the outset of projects. This is particularly true for new IAs largely unfamiliar with donor policies and guidelines, which in this project, created challenges in aligning activities with established guidelines that in turn led to delays and issues with discrepancies in execution.

Project Number: 46416-002
Project Name: Power Transmission Rehabilitation Project
Report Date:
Lesson
A lesson could be formulated as: It is important to assess the risk of priority changes by a TA client, and the possible implications, especially if a government (and thereby the client) change may occur during the implementation of the TA project.

Project Number: 42417-045
Project Name: Vertical Mobility and Safety Improvement
Report Date:
Lesson
Another lesson relating to the TA is the selection of appropriate design and monitoring framework indicators that pertain to the effective utilization of knowledge products. Since the main outputs of regional capacity development TAs are knowledge products, monitoring the extent of utilization or uptake of the knowledge products produced within and/or outside ADB would benefit from user surveys or interviews. These surveys and interviews can help provide insights into how the knowledge products have benefited their users.

Project Number: 47146-001
Project Name: Macroeconomic Modelling for Improved Economic Assessment
Report Date:
Lesson
Flexible umbrella TA projects allow for the projects to be opportunistic and take on new initiatives, but there could be implementation challenges and time delays. This also means that not all results may be known at TA project completion. For instance, the subproject on future cities was included through additional TASF resources, but this also required extension and the procurement of additional consultancy services. Although work progressed in the three pilot cities, it is not clear whether this was taken up by the respective governments by the end of the TA project.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
Sequencing of activities can help to progress implementation. For example, early capacity development and analytical work can help to speed up disbursement, while use of knowledge and evidence comes at a later stage in implementation.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The political economy is a key consideration and can result in significant delays especially if counterpart capacity is low.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
To avoid risk of failure, an umbrella TA should balance out the risk in the portfolio between highly innovative yet risky activities and those with firm disbursement schedules.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
This is a useful lesson learned. Ensuring a clear implementation structure and limiting the number of implementing agencies help avoid implementation delays and changes to outputs.

Project Number: 48040-001
Project Name: Export- and Innovation-Led Industrial Development
Report Date:
Lesson
This validation adds that pioneering the GCF proposals with a strong SDCD team, like in Mongolia, will provide a sound template and be an effective way to demonstrate success for the subsequent proposals.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
Early engagement with ADB project teams to frame projects as climate relevant, as well as early engagement with external climate finance providers facilitated mobilization of timely resources—this lesson on early and proactive engagement is generalizable for implementation and delivery. Although it may be inferred, no clear evidence is provided for the value added of promoting knowledge exchange among DMCs.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date: