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Lesson
Post-publication knowledge sharing events are critical for the dissemination of knowledge generated by TA projects. Involvement of industry resource persons has value addition. Utilizing various platforms including social media will maximize knowledge sharing and dissemination.

Project Number: 55319-001
Project Name: Southeast Asia Aviation: COVID-19 Impact and Short-term Strategy
Report Date:
Lesson
Careful selection of competent experts and close consultant monitoring and coordination is essential to ensure the quality of TA outputs. As the two consultants engaged by this TA needed to work on separate topics to deliver one report, close monitoring and coordination by the ADB team proved critical to the timely attainment of consultant deliverables. Regular meetings were conducted to oversee progress, give guidance, avoid preventive abortive work, and deliver quality outputs.

Project Number: 55319-001
Project Name: Southeast Asia Aviation: COVID-19 Impact and Short-term Strategy
Report Date:
Lesson
For TA requiring knowledge product publication, the Department of Communication and Knowledge Management, ADB needs to be consulted early in TA implementation. This would have helped prevent TA implementation period to be extended by 8 months partly to ensure the quality of the knowledge product.

Project Number: 55319-001
Project Name: Southeast Asia Aviation: COVID-19 Impact and Short-term Strategy
Report Date:
Lesson
Close engagement with government agencies is essential and so is partnership with subregional governmental cooperation organizations such as the Association of Southeast Asian Nations (ASEAN). The TA was initiated to assist DMCs’ aviation sector recovery from the global crisis. Due to the urgent need, there was inadequate engagement with stakeholders during the design and planning phase. Specifically, there was less public sector involvement compared to private sector.

Project Number: 55319-001
Project Name: Southeast Asia Aviation: COVID-19 Impact and Short-term Strategy
Report Date:
Lesson
Indicators and targets relying on surveys that may not be available at the time of measurement could benefit from the identification of alternative measures during program design. One of the outcome Indicators in the CARES design and monitoring framework is measured by the WHO only every 5 years and information about its most recent assessment is due for release in mid to late 2022; after the end of the CARES program. Uncertainties and disruptions created by emergencies need to be considered when designing Indicators to ensure that targets are achievable and realistic.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Lessons from impact assessments undertaken by the government need to be explored for possible replication or application in future crisis response operations. In addition to monitoring of program expenditures; the government conducted its own assessment of program results; such as the social impact of cash transfer programs on affected people.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The COVID-19 pandemic experience provided the government an opportunity to develop its approach to monitoring and reporting. During the loan period; ADB supported the executing agency in the quarterly monitoring of expenditures under the government’s emergency loans. This was appreciated by the government and because it provided the only English-language summary of government expenditure under the two emergency decrees, the quarterly monitoring was continued at government’s request even after loan closure.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Government’s effective and responsive implementation of the program and use of funds highlighted the importance of being able to adjust allocations as demanded by the crisis. The government successfully utilized its ADB countercyclical loan to support its relief and stimulus program under its two pandemic emergency decrees and funds (FY2020 and FY2021). In particular; the Cabinet responded rapidly to the successive waves of COVID-19; allocating and reallocating budgets to work plans and projects where they were most needed at any one time.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The program has helped strengthen ADB’s role as a trusted partner and created a positive experience for the government to strengthen its relations with development partners. The loan provided international funds that have helped address the government’s objective to reduce borrowing in the domestic market and have helped ensure liquidity in Thailand’s private sector. The program’s accompanying technical assistance provided the government with value-added policy dialogue and technical assistance to help address the government’s knowledge needs as they evolved through the crisis.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
The lack of available data across government departments can be challenging especially during times of crisis. The government encountered difficulties in collecting sex-disaggregated data in some instances; making it difficult to understand how women and girls were affected by the COVID-19 pandemic. Disaggregation by employment and disability status was challenging as well. The sex-segregated data on testing capacity and incentive for health workers included in the completion report were proxies based on total beneficiaries and the male and female ratio among the healthcare work force.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
It is important to maintain some degree of flexibility to effectively respond to crisis situations. Perhaps the most important quality of Thailand’s CARES program was its ability to rapidly mobilize demand-driven support in a crisis; highlighting the importance in future crisis responses of maintaining some degree of flexibility in both program design and implementation. ADB was able to process and approve the program within 3 months of the government’s initial request for support. Events in Thailand necessitated loan signing to take place about 4 months after ADB approval.

Project Number: 54177-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
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
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: