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Displaying 91 - 105 of 308

Lesson
Fact-finding missions that reveal additional risks or incorrect assumptions can be used as opportunities for course corrections.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
ADB could have put in place mechanisms for TA findings to be linked to future investments, so that these could either be replicated or scaled up.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Hiring national experts from DMCs is important considering their local knowledge and the contributions they can give to efficient implementation by virtue of their being on the ground.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Disseminating technical reports in international forums allow greater uptake and use of knowledge by other stakeholders (in this instance, SAEN and SDCC).

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Complex undertakings like a regional energy information system and database are better suited for a different form of TA than a small-scale CDTA.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
TORs should be realistic in setting out the qualification criteria for consultants, particularly when these require specific specializations (e.g., complex energy sector issues).

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Early feasibility studies can be important mechanisms to assess institutional gaps, ensure alignment of the outputs and indicators with future proposed actions, and make any adjustments to the TA approach and the DMF as appropriate.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
While this TA predates Strategy 2030, this mention of the role of the resident missions is a bit of the “One ADB approach” where knowledge and expertise from across the organization come together for more effective delivery. It would be helpful to have more details about how orin what way the RMs supported this TA. It is not totally clear what the TCR means by “arrangements to ensure the continuity of initiatives,” but as mentioned above, utilizing the research and work undertaken in this TA as a groundwork for future TAs or operations is a good way to get additional value from it.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Analysis of social and cultural barriers to entry for female participation can help proactively target and increase female attendance in capacity building activities.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
This lesson could be strengthened by including additional information on the scaling up and replication opportunities derived from this TA. For example, a detailed cost-benefit analysis and articulation of target recipients or beneficiaries for these investments would strengthen the justification for additional scaling up of activities.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
During TA implementation, coordination was found to impact efficiency and effectiveness. In countries where coordination needs to be improved, the project team’s level of involvement is critical.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Consultants can be tapped to train the government ministries/agencies, which in turn are expected to train other stakeholders. However, this requires a long-term commitment to recognize improved capacities and the retention of ministry-trained staff by offering incentives.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Institutional arrangements need to be robust and well-coordinated to deliver results. It must be clearly recognized for designing a large size and regional TA projects, especially involving multiple countries and development partners. Capacity needs assessment can serve as basis for specifying focus activities by country and targeting the scope of capacity building.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
An analysis of priority stakeholders can yield a clearer idea of the cost-time effort required to reach these beneficiaries, given transport and communication constraints.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Taking into account foreign exchange risk during TA design stage is important. Also, devising appropriate risk mitigating strategies or mechanism to address foreign exchange rate volatility is useful. This strategy could include the use of a currency conversion mechanism where donor funds are converted upon receipt into either one specific currency that is to be the primary use currency (e.g., USD), or a balanced mix of currencies (as used by the World Bank) are held so that the project funds are not so susceptible to the fluctuations of any one currency during project implementation.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date: