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Displaying 31 - 45 of 46

Lesson
Policy dialogue with relevant government agencies was maintained throughout the implementation period, and TA-specific issues taken up with government counterparts during review missions. The IAs’ strong ownership was the key to the TA success. Technical milestones were monitored in reports prepared by the consultants and reviewed by the IAs and ADB.

Project Number: 48006-001
Project Name: Improving Efficiency in Public Service Procurement, Delivery, and Financing
Report Date:
Lesson
Working closely with government ministries can help tailor the capacity building workshops to the learning needs of the participants, as there appears to be a strong interest in acquiring enhanced monitoring techniques.

Project Number: 47146-001
Project Name: Macroeconomic Modelling for Improved Economic Assessment
Report Date:
Lesson
Road safety know-how in different countries are at different levels, and it isimportant to have regular meetings with government counterparts to ensure that the TA remains relevant to their needs, and to fine tune if their needs change. It is also important to build close relationships with other non-government stakeholders and determine if they have activities in the road safety sector to avoid duplication. The follow-up TA includes more regional, and national capacity development activities to support CAREC DMCs.

Project Number: 48033-001
Project Name: Enhancing Road Safety for Central Asia Regional Economic Cooperation Member Countries
Report Date:
Lesson
Promoting close involvement of DMC stakeholders in discussions with climate finance providers allowed government decision makers and DMC stakeholders the opportunity to interact with climate financiers first-hand and was an important contribution to increasing buy-in by all parties.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
The EA for the TA could help to arrange meetings between the technical assistance team and relevant government agencies, review midterm and final reports, and organize workshops. However, the participation needs to be strengthened as the focal persons from the government side frequently changed.

Project Number: 51021-001
Project Name: Reforming the System of Personal Income Tax and Social Security Contributions
Report Date:
Lesson
Relevant stakeholders and decision_x005F_x0002_making level authorities (customs, transport, sanitary and phytosanitary, and border control personnel) actively participated in the TA.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
ADB could take advantage of the Central Asia Regional Economic Cooperation program to foster stakeholder participation and regional cooperation.

Project Number: 48469-001
Project Name: Developing Gross Ecosystem Product Accounting for Eco-Compensation
Report Date:
Lesson
Counterpart government agencies’ ownership is crucial. The roles of resident mission gender specialists and the operations department gender anchors are key in ensuring in-country stakeholders’ participation.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
International annual conferences on eco-compensation helped promote and strengthen regional and global networks, through the participation of PES policy makers, practitioners, and researchers. The NDRC [were] encouraged to invite Belt and Road Initiative countries to participate in future eco-compensation conferences.

Project Number: 48469-001
Project Name: Developing Gross Ecosystem Product Accounting for Eco-Compensation
Report Date:
Lesson
The strong support of the executing and implementing agencies clearly contributed to the sound outputs of the TA. This was facilitated by effective prior engagement in defining TA design.

Project Number: 48010-001
Project Name: Study on Local Financial Market Development and Supervisory Framework
Report Date:
Lesson
It is important to involve all key stakeholders for strong ownership of the project. For instance, the Gansu Development and Reform Commission, as a key stakeholder, could have been more actively involved to provide some useful information on priority sectors for medium- and long-term development in Gansu. The information would be very helpful in guiding TVET development in the province

Project Number: 50034-001
Project Name: Vocational Education-Enterprise Collaboration for Student Employment-Based Poverty Reduction in Gansu
Report Date:
Lesson
For multiple year TA projects, it is important to regularly keep meeting with government counterparts to ensure that the TA project remains relevant to their needs, and to fine tune if their needs change. It is also important to build close relationships with nongovernment stakeholders as it can help mitigate the risks emanating from changing government priorities and policies.

Project Number: 50315-001
Project Name: Facilitating Small and Medium-Sized Enterprises Foreign Direct Investment Flows: An ASEAN+6 Case Study
Report Date:
Lesson
Collaborating with a wider network of stakeholders which may sometimes be time consuming certainly improves the quality of results.

Project Number: 53140-001
Project Name: Developing Accountability and Mechanism Framework for Financial Intermediaries
Report Date:
Lesson
A wide range of stakeholders, including various bureaus and commissions of prefecture and county governments (development and reform, finance, agriculture, human resources and social security, education, poverty alleviation, civil affairs, land resources, information and commerce); village leaders; rural migrants and their families; and local enterprises, were involved in TA implementation, which ensured the relevance and ownership of the TA activities and outputs.

Project Number: 49279-001
Project Name: Creating Enabling Environment fopr Gradual Rural-Urban Migration and Urban Settlements Development in Chuxiong Yi Autonomous Prefecture
Report Date:
Lesson
Stakeholder participation was the key success factor of the TA project as the main objectives were capacity development of DMCs as well as the improved efficiency and effectiveness of ADB’s ICT projects. The TA project supported DMCs by contributing to existing and planned projects. Therefore, the engagement of operational departments in the TA project activities was critical to generate meaningful outputs and outcomes. For example, the TA project supported the CPS formulation by participating in the CPS missions.

Project Number: 48240-001
Project Name: Information and Communication Technology for Development Initiative Facility in Asia and the Pacific
Report Date: