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Lesson
Technical assistance with a narrow focus, immediate policy relevance, and carried out with national champions with financial and/or planning authority was key to the successful integration of climate technologies in country investment plans. Careful and realistic planning is required for the production and dissemination of outputs, since this involves multiple institutions within a given timeframe.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Institutional capacity development on climate change in ADB’s DMCs requires long-term engagement. Just over half of CCF resources went toward capacity development. The lack of basic climate data, technical expertise, and qualified local staff in many DMCs means that some processes, especially baseline studies, vulnerability assessments, and cost–benefit analysis of mitigation and adaptation measures, have to be adjusted to reflect realities on the ground.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
The strategic oversight of funds is enhanced when their governance structure includes some form of third-party engagement. The original Board paper outlined the governance structure of CCF and included at its apex ADB and external financing partners, whose function would be to provide strategic direction to the CCF and to meet ADB for annual consultations and to review progress, administration, and the annual work program. Since there are no external financing partners, ADB sits alone at the apex of the governance structure.

Project Number: No PN
Project Name: Climate Change Fund, 2008–2019
Report Date:
Lesson
Clear delineation of country activities with transparent funding allocations in cross-border RCI TA projects involving several countries helps smooth implementation and increase project success. The transaction costs in cross-border RCI TA projects tend to be high both in terms of resources and the time required to achieve agreement among stakeholders in the participating countries. It takes much longer to negotiate and agree to a common proposal in a cross-border RCI TA project than in a usual TA project.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
Active engagement of national stakeholders and ADB resident missions from the outset helps improve ownership and project success. The likelihood of success is greater when an RCIF TA project is designed with genuine consultation with concerned line ministries, national agencies, the private sector (if relevant), and ADB resident missions. Active engagement of in-country stakeholders helps ADB to identify binding constraints and solutions, and to internalize implementation challenges at the TA design stage. This makes clear the roles and responsibilities of each stakeholder.

Project Number: No PN
Project Name: Regional Cooperation and Integration Fund, 2007–2019
Report Date:
Lesson
The government’s commitment to reforms and buy-in to the program are critical success factors.

Project Number: 46372-001
Project Name: Support for Myanmar’s Reforms for Inclusive Growth Program
Report Date:
Lesson
The government's goals were clear, leading to clear program goals. Going forward, implementation can be improved though provision of deeper, focused TA and additional engagement directly between ADB specialists and the government over extended periods of time.

Project Number: 46372-001
Project Name: Support for Myanmar's Reforms for Inclusive Growth Program
Report Date:
Lesson
The program shows that it is important to have well considered and immediately actionable support TA projects available to assist government in areas of high need, great challenge, or unfamiliarity. The three TAs implemented in support of the program reforms were effective in supporting government. The most important of these - the Support for Public Financial Management TA - is on going and should be sustained.

Project Number: 46372-001
Project Name: Support for Myanmar's Reforms for Inclusive Growth Program
Report Date:
Lesson
With the reopening of Myanmar after so many years in relative isolation, the scope of development need was massive. Clearing of arrears was only the start of development support requirements. The government was highly motivated, spurred on by the visible benefits countrywide of the change and reform agenda on which it had embarked.

Project Number: 46372-001
Project Name: Support for Myanmar's Reforms for Inclusive Growth Program
Report Date:
Lesson
Myanmar presented a unique opportunity for ADB to launch a deeply impactful, highly relevant series of supports to help the government rejoin the global economy, accelerate economic growth, alleviate poverty, and develop the foundations for the long-term sustainable growth of the economy. ADB's approach to reengagement was proactive and positive; through consultations with government, the appraisal team ascertained key drivers of reform and focused on those with high impact.

Project Number: 46372-001
Project Name: Support for Myanmar's Reforms for Inclusive Growth Program
Report Date:
Lesson
The adequacy and appropriateness of project design have to be tailored to the project’s ultimate objectives and complexities. The PCR provided weak justification of the relevance of the extension and the insufficiency of indicators.

Project Number: 39662-012, 39662-022
Project Name: Prevention and Control of Avian Influenza in Asia and the Pacific
Report Date: