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Displaying 1 - 2 of 2

Lesson
Designation of an alternate TA team leader despite resource constraints is necesssary to ensure seamless project continuity and institutional knowledge transfer. It will also mitigate potential disruptions caused by staff turnover.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date: 27 Aug 2024

Lesson
Maintaining key specialists even after major institutional changes helps keep institutional memory within the executing agency and is important for successful project implementation. During project implementation, the government’s economic reform caused institutional changes in the road sector. Despite the change, key members of project management unit remained unchanged, which helped minimize delay.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date: 25 Oct 2022

Content type

  • Lesson (2)

Countries

  • (-) Uzbekistan (2)
  • Afghanistan (1)
  • Azerbaijan (2)
  • Bangladesh (1)
  • Bhutan (1)
  • China, People's Republic of (2)
  • Georgia (1)
  • Kazakhstan (1)
  • Kyrgyz Republic (1)
  • Lao People’s Democratic Republic (1)
  • Mongolia (7)
  • Nepal (1)
  • Pakistan (3)
  • Tajikistan (1)
  • Turkmenistan (1)

Sectors

  • Finance (1)
  • Transport (1)

Themes

  • Inclusive Economic Growth (1)
  • Regional Integration (1)
  • Private Sector Development (1)
  • Governance and Capacity Development (1)
  • Knowledge Solutions (1)

Report Year

  • 2024 (1)
  • 2022 (1)

Report Source

  • Self-evaluation (1)
  • Technical assistance completion reports (1)

Report Rating

  • Successful (2)

Applicability

  • Project-level (1)

Topics

  • Awareness and communication strategies (1)
  • Beneficiary selection (1)
  • Beneficiary targeting (1)
  • Budgeting (1)
  • Capacity development (8)
  • Commitment and leadership (2)
  • Country context (1)
  • Data availability and baselines (1)
  • Data availability and baseslines (2)
  • Design and/or planning (23)
  • EA/IA capacity development (1)
  • Environmental (1)
  • Epidemics (1)
  • Finance and financial aspects (3)
  • Financial (3)
  • Financial management and reporting (1)
  • Financial sustainability - Power sector Uzbekistan (1)
  • Financing mechanism (1)
  • Gender (6)
  • Implementation and/or Delivery (20)
  • Indicators (4)
  • Institutional (12)
  • Institutional capacity - Power sector Uzbekistan (1)
  • Knowledge building (15)
  • Large infrastructure projects (1)
  • Management (staffing, including consultants) (11)
  • Methodologies / approaches (18)
  • Methodologies and approaches (2)
  • Modality (7)
  • Monitoring and evaluation (9)
  • Natural disasters (2)
  • Organizational capacity (5)
  • Other (5)
  • Others (4)
  • Overambitious objectives (1)
  • Partnership (and cofinancing) (12)
  • Policy and reform (4)
  • Political (1)
  • Post-TA financial resources (8)
  • Procurement (10)
  • Project design (29)
  • Project management (6)
  • Replication and scaling Up (13)
  • Reporting and supervision (4)
  • Roles and responsibilities (1)
  • Sector issues (1)
  • Skilled human resources (7)
  • Social (1)
  • Stakeholder engagement (27)
  • Stakeholder participation (14)
  • Stakeholder selection (4)
  • Technical (20)
  • Time allocation or task sequencing (2)
  • (-) Staff turnover (2)

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