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Lesson
Institutional strengthening requires long term engagement and capacity building, and continued support is crucial. Despite its own capacity constraints, MOFALI actively participated in the project and mobilized the participation of a large number of aimags. The decision support system, for example, was developed in partnership with regional aimags and the end system was deployed to all aimag departments of agriculture and light industry including computer units and GIS trainings.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
Report Date:
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:
Lesson
To ensure knowledge creation, documentation, and dissemination, a good combination of consultants with both practical and documentation capacity needs to be considered in the preparation of the terms of reference of the TA and selection of consultants. The national consultant team, which conducted most of the TA activities, lacked adequate skills in summarizing and writing down key knowledge acquired through the TA. The international consultant was brought in to help improve documentation only after the easing of COVID-19 restrictions.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
Report Date:
Lesson
Early consultation with relevant ADB units is essential to ensure a well-rounded TA design and a robust monitoring framework. These units' expertise can significantly enhance TA effectiveness and impact. By collaborating with experts from these units during the design phase, the possibility of overlooking critical components that are vital for a successful TA could be avoided.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date:
Lesson
A functional coordinating mechanism centered around a competent consultant team leader is key to the success of a complex implementation arrangement. The TA engaged a consulting firm, which subcontracted six additional international and national partners. This helped build a great partnership for knowledge and solutions. However, as many parallel activities were unfolding, the firm had difficulty coordinating input and outputs.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
Report Date:
Lesson
All the output and activity requirements to achieve planned outcomes need to be identified and mapped out in a clear implementation plan with well-defined targets and a definite timeframe. The original project design overlooked securing donor funding as a key output for establishing the Facility. The proposed timeline for stakeholder consultations was overly optimistic.

Project Number: 54344-001
Project Name: Supporting the Establishment of a CAREC Regional Infrastructure Projects Enabling Facility
Report Date:
Lesson
Defining output and outcome indicators that reflect central elements of planned interventions and results chain can convincingly demonstrate attribution of observed outcomes to project-financed activities. In this case, the mismatch between some outputs, outcomes, and their associated indicators raised questions about attribution

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Attention to staff turnover at executing and implementing agencies can decrease the risk of misconduct and delays in project implementation. In this case, high staff turnover in the executing agency resulted in the inability to conduct procurement using ADB’s Procurement Guidelines.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Careful political economy analysis can help identify potential legal or regulatory changes on the horizon that could impact planned interventions. In this case, changes in the regulatory framework related to hazardous waste management resulted in the cancelation of one output.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Stronger coordination with other ADB projects in the same province is needed at the programming stage. One previous ADB project has supported four coal cities in green economic diversification and developed diagnostic analysis and roadmap for diversification. The original TA proposal envisaged similar support. The potential overlap was addressed during TA processing by shifting the focus of this one on advancing innovation-enabling environment for green economic diversification

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Sufficient time for visa application and domestic approval procedure needs to be taken into consideration for international study tours.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
A policy brief, summarizing the key messages and findings from the TA, is an effective tool to facilitate wider replication of the experience and knowledge from the TA, especially when the final TA consultant report is very comprehensive with heavy data.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
High-level leadership facilitates the support and participation of all stakeholders and government entities in TA activities. Direct leadership of a deputy director general-level government officer, with strong expertise and interest in economics and management, championed the active engagement and contribution of local stakeholders throughout implementation, and this significantly contributed to the TA’s high effectiveness.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
A TA coordinator role should be considered at the TA design stage if heavy coordination work is expected. The TA required engagement with multiple provincial government agencies and city governments. The coordination had been difficult at the start of implementation. The TA team engaged an experienced TA coordinator using TA savings and successfully addressed the coordination issue.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Designation of existing consultants to higher positions and responsibility levels may be explored to fill vacancies during implementation. There were two changes to the team leader position. The first was due to the resignation of the specialist because of an unexpected urgent assignment from his hiring university. The consultant recruited as the replacement team leader was not capable of performing the role. Instead of going through contract termination and recruitment process again, the TA team appointed the national simulation specialist, who had demonstrated strong leadership.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date: