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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
Early identification of the need to cancel subprojects and faster decision-making on project scope changes could shorten the extension of project implementation periods. This project's completion date was extended twice for a cumulative period of 3 years from the original completion of 31 December 2018. The first extension was until 31 December 2020 for the utilization of loan savings across different subprojects, necessitating a minor change in project scope that could have been shortened had the request for the scope change been made earlier.

Project Number: 45509-002
Project Name: Chongqing Urban-Rural Infrastructure Development Demonstration II Project
Report Date:
Lesson
Immediately prior to project approval, a final assessment of the project environment can help identify potential changes or revisions affecting the implementation of subprojects and their components. While scope changes may be unavoidable, the challenge is to proactively identify areas of concern where project circumstances may have already substantially changed prior to implementation affecting coverage of subprojects or components. For example, the higher performance standards brought in after approval for the wastewater treatment plant impacted its financial sustainability.

Project Number: 43054-013
Project Name: Hai River Estuary Area Pollution Control and Ecosystem Rehabilitation Project
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Lesson
Identifying critical risks and assumptions are an important element of design. However, design could also usefully identify mechanisms to mitigate these risks.

Project Number: 48143-001
Project Name: Enhancing Association of Southeast Asian Nations Capital Market Integration
Report Date:
Lesson
Drawing on lessons from similar previous TA projects can help in robust design that is responsive to DMC needs, isrealistic, and adopts best practice. This could help to get greater stakeholder engagement in complex processes such as regional capital market integration.

Project Number: 48143-001
Project Name: Enhancing Association of Southeast Asian Nations Capital Market Integration
Report Date:
Lesson
This lesson seems to suggest that the sequential order of activities could have been replaced by topic_x005F_x0002_based outputs. IED finds that the clear sequential order of activities would have given this TA more strength of TA design and planning.

Project Number: 48377-001
Project Name: Financing Public-Private Partnerships
Report Date:
Lesson
As the TCR stated, other factors (often political) play an important role and are beyond the control of a TA project. Therefore, a broader lesson learned could be: Clearly aligning the intended outcome with its indicators and TA project’s outputs is critical for avoiding any attribution issues. In this TA project, the intended outcome was dependent on many other external factors over which the TA project had no control.

Project Number: 48459-001
Project Name: Reforms in the Public Sector Compensation System
Report Date:
Lesson
Agree. However, such alignment was a necessary, but insufficient prerequisite to developing relevant and useful knowledge products and policy recommendations. The TCR could have more thoroughly discussed the TA design, with particular attention to the DMF results chain (refer to Relevance section for details). It could also have further discussed on the unattained ambitious outcome performance indicators from the perspective of DMF design.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
The TCR could also have augmented its analysis in addition to listing the titles of the consultants’ reports. For a policy and advisory TA with the target of developing policy analysis for government agencies’ reference and consideration the TA’s findings and policy recommendations should offer inspiring perspectives and insights that are addition to what, in the absence of the TA, would have been available to and well known by the targeted audience. To this end, the TCR should have adequately discussed the reports’ contents and quality.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
A lesson could be identified here: The outcome indicator(s) of a policy and advisory TA shall be deliberately designed to establish a reasonable cause–effect relationship between outputs and outcome, and, therefore,ensure a logical appropriateness and continuum of the DMF results chain. It isimportant that the outcome indicator(s) reflect the immediate and direct benefits of application of TA outputs, rather than aim to address a high-level development issue, which would bedisproportionately ambitious and complex for a TA.

Project Number: 48460-001
Project Name: Promoting the Decisive Role of Market in Resource Allocation
Report Date:
Lesson
There is a need for careful planning in the context of an exploratory TA, such as this one, to allow for timely delivery of outputs while ensuring process and cost efficiency

Project Number: 47146-001
Project Name: Macroeconomic Modelling for Improved Economic Assessment
Report Date:
Lesson
The validation agrees with the lesson that alignment of TA project design with ADB operational priorities and workplans can help ensure smoother implementation, monitoring, and reporting.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The timing needed to reach regional agreement on sensitive matters is inherently difficult to predict. The use of optimistic targets may help motivate progress. However, the risks of delays in such projects need to be explicitly recognized.

Project Number: 50055-001
Project Name: Creating a Regional Settlement Intermediary in ASEAN+3: Cross-Border Settlement Infrastructure Forum
Report Date:
Lesson
In addition, designing a complex cluster TA requires a conduct of a detailed risks assessment (i.e., risk strategy matrix vs. DMF statements), involving extensive consultations with the stakeholders. This was apparently done for subproject 2 but was not evident for the cluster RETA.

Project Number: 44174-022
Project Name: Support for Implementing the Action Plan for Transport and Trade Facilitation in the Greater Mekong Subregion (Subprojects 1 and 2)
Report Date:
Lesson
The improvements in the design were only done for subproject 2, while the overall DMF of the cluster RETA was left unchanged. This resulted in a disconnect and unclear results chain links between subproject 2’s narrowed focus and the cluster RETA’s outcome and outputs at appraisal. In a TA cluster, any changes in the subprojects require a revisit of the cluster TA’s DMF. The timely and critical review of preceding subproject(s) of a cluster TA project helped in ensuring that emerging issues and needs from stakeholders are addressed appropriately within the cluster TA project’s timeframe.

Project Number: 44174-022
Project Name: Support for Implementing the Action Plan for Transport and Trade Facilitation in the Greater Mekong Subregion (Subprojects 1 and 2)
Report Date: