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Lesson
Continuous discussions with the counterparts and early funding requests can ensure availability of financial resources for the preparation the ensuing project loan.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Preliminary discussions and participation of the executing agency during the design of the TA can be crucial to obtain strong ownership and leadership.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Trust funds and cofinancing can play a crucial role in supporting innovation and high-level technology transfer, which may not happen without such support due to limited ADB internal TA funding. Therefore, it is important that project teams pay more attention to effectively promote visibility and raise awareness of cofinancier contribution and support to ADB TAs and projects.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Constructive discussions between counterparts and experts in the form of workshops and online conference callscould help maximize the TA value addition by addressing the client’s needs.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Study tour activities may help advance innovation, as some key stakeholders would change their mindset due to the newly acquired knowledge.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Continuous ADB staff engagement during the whole project implementation may support adequate interaction and communication between the executing agency and the foreign experts, which otherwise could fail.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Frequent changes of key counterparts can slow down complex studies that require access to confidential information and fluent communication.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
The lesson from implementing the TA project on a two-part approach is not clear. The TCR could have explained this further.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The TCR could have provided possible design alternatives in such projects where frequent change in the government remain. Also, the TCR could have studied the priorities of the old and new governments that resulted in the cancellation of the ensuing project.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The TCR could have cited a specific instance that benefited the presence of a champion in managing cross-departmental transaction. It could have also provided additional information on the collaboration arrangements across departments.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The presence of a champion in managing cross-departmental transaction is essential. The CHP 5 transaction was the first cross-departmental collaboration across the East Asia Department (EARD) (upstream development and associated facility), Private Sector Operations Department (finance to CHP 5 plant), and the Office of Public–Private Partnership and Office of the General Counsel (transaction advisory), which jointly provided assistance to facilitate the deal. Director General, EARD was the anchor for coordination across the teams and the government.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
The two-part approach of the TA project implementation was effective to flexibly accommodate changes in project environment and the government’s needs,and define the project scope for due diligence. Since CHP 5 construction was outside of direct control of the TA project, there were several occasions to change the technical specifications and subcomponent scope to accommodate the request from the CHP 5 concessionaire and the government.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date:
Lesson
Frequent change in the government remains a major risk to build up the energy sector pipeline in Mongolia. It was also a cause of delayed investment in baseload generation capacity development for power and heat supply in Ulaanbaatar and of much delayed response to improve air quality in the city. All requested projects in Mongolia would need to carefully factor in changes in government that directly impacts project processing especially for a project involving multiple domestic stakeholders and requiring lengthy preparation and processing time.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
Report Date: