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Lesson
Effective collaboration and coordination, country missions, and sustained communications are crucial to successful project implementation. The TA achieved its objectives through effective collaboration and coordination between ADB and SASEC countries. Country missions provided opportunities for course corrections when ground truthing revealed some additional risks or incorrect assumptions. Hybrid (online and offline) mode of communication allowed the TA activities to be implemented but at reduced cost.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
The timing of scope changes need to be carefully planned, especially taking account of the possible implementation disruptions these can cause. Adjustments to the design and monitoring framework need to be made to reflect scope changes and other design modifications undertaken during implementation.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
Ensuring that the design of the TA aligns with ADB strategic regional efforts is important in order for the TA to contribute to longer-term sustainable results. In this case, the TA was aligned with ADB strategies and policies on RCI, energy, and environment, as well as the national and regional policies and strategies of the SASEC member countries.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
An established cooperation platform like the South Asia Subregional Economic Cooperation (SASEC) facilitates the design of a regional TA and is particularly helpful in ensuring that TA activities are well grounded, technically sound,and flexible. The TA design and planning process followed a comprehensive and collaborative approach, analyzing regional cooperation and integration (RCI) potential and challenges in the energy sector of the SASEC region, with extensive consultations undertaken among various stakeholders in each SASEC member country.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
A long list, covering all possible risks, needs to be considered in developing the risk monitoring framework. This is essential to ensure the monitoring toolkit is replicable for implementation in any other toll road projects. Development of institutional knowledge on the toll road sector is also deemed necessary for successful replication of this TA.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Knowledge sharing and capacity building through workshops facilitate better understanding of stakeholder capacity and capacity building needs.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
It is imperative to include the resident mission staff into the TA team to facilitate seamless coordination with TA counterparts throughout processing and implementation, especially across different agencies. Such coordination was effective during processing, but it became less so in the later stage of implementation.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Inappropriate stakeholder selection can create complications and challenges during implementation. The main issue during implementation is that the executing agency is not the owner of the toll road project, placing it in an unsuitable position to lead in identifying the sections for financing. Although revising the implementation arrangement by involving DGH as the implementing agency was a measure taken to address the issue, it turned out not to be sufficient.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
The identification of appropriate executing agency and implementing agency is essential for achieving the intended outcome and output targets. In this project, the Directorate General of Highways (DGH) should have been involved and appointed as the lead agency in identifying suitable sections for financing.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
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
The multi-stakeholder workshops held as part of this TA were crucial to building support and ownership of the consultant’srecommendations among the diverse group of stakeholders. Recognizing this, the consultants organized additional stakeholder workshops, beyond their initial terms of reference. This has led to likely sustainability of the TA outcome, as the different agencies have adopted recommendations from the report and implementation plans in the 14th FYP.

Project Number: 51028-001
Project Name: Comprehensive Hub-oriented Transportation Strategy for Urumqi Metropolitan Area
Report Date:
Lesson
Effective transport and logistics planning require a multi-stakeholder approach, particularly in a central hub and trade location such as Urumqi. Therefore, capacity building and knowledge sharing needed to bridge across multiple departments and agencies outside of UCTRC and Urumqi city that usually do not work together or share plans and data. The use of participatory, multi-stakeholder workshops and training sessions enabled the consultants to gain stakeholder feedback and understand the priorities from government departments outside of UCTRC.

Project Number: 51028-001
Project Name: Comprehensive Hub-oriented Transportation Strategy for Urumqi Metropolitan Area
Report Date: