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Lesson
The relevance of a TA could attract interest from other resident missions and lead to changes in scope and implementation arrangements to accommodate requests for support. Initially, this TA was designed to provide quick response to developing member countries' (DMCs) need to improve development planning.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
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Lesson
Revising ADB's knowledge partnership agreement (KPA) guidelines to streamline approval and reduce the number of steps could improve efficiency and allow flexibility. Simplifying the process may also attract more knowledge partners and strengthen ADB’s knowledge, reach and generate opportunities.

Project Number: 52060-001
Project Name: Building Resilience in the Pacific Small Island Developing States
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Lesson
During TA design stage, government’s confirmation should be obtained to ensure that counterpart staff for ADB TA consultants are identified and available for appropriate and/or adequate guidance and coordination of work. For this TA project, Project Director was changed three times, officials were assigned part_x005F_x0002_time basis on additional charge.

Project Number: 48139-001
Project Name: Enhancing the Institutional Capacity of the Implementation Monitoring and Evaluation Division
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Lesson
All TA consultants were recruited as individual consultants. While this allowed ADB to select strong candidates, the administrative workload was significant, especially with the need to replace the experts with the change in TA scope. While recruitment of a firm would have been more efficient, recruiting individuals provided ADB flexibility in identifying strong candidates.

Project Number: 48218-007
Project Name: Support for Value Chain Development under the Nepal Agriculture Development Strategy
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Lesson
The same project officer handled the sole subproject under the cluster TA from the start to the end. There was also no change in consultants at any stage. They were found to be highly qualified for the tasks assigned. This shows the importance of consistency not only in managing the TA, but also of the consultants’ inputs for successful achievement of the outputs.

Project Number: 45396-001
Project Name: South Asia Economic Integration Partnership
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Lesson
Good practices and toolkits to boost community engagement during project preparation and implementation need to be mainstreamed.

Project Number: 46380-001
Project Name: Sustainable Infrastructure Assistance Program
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Lesson
The project was completed with strong support from resident missions. Engagement of national consultants (India and Nepal) to complement international consultants’ input on national level expedited data gathering and stakeholder’s consultation process became more efficient. Arrangements to ensure the continuity of initiatives and maintaining the institutional knowledge and memory among sector staff are important.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
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Lesson
Continuity of the TA consultants and core staff of the executing agency from design to completion greatly helped in achieving the TA outputs. ADB recruited, guided, and monitored the TA consultants and ensured the quality of TA outputs. Active participation of ADB’s headquarters at design and Bangladesh Resident Mission at implementation stage were key to the TA success.

Project Number: 42173-014
Project Name: Strengthening Monitoring and Enforcement in the Meghna River for Dhaka's Sustainable Water Supply
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Lesson
The key outputs in GMS TTF involve market liberalization and preferential treatment, e.g. exchange of traffic rights, resulting from negotiations between GMS Transport Ministers. As such, while engaging a lead expert to supervise various inputs to the implementation was effective at a technical level, intensive involvement of ADB staff is still required for policy dialogue at senior and ministerial levels in the GMS countries.

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)
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Lesson
Significant changes to the PRIF CO staff (3 to 6 full time staff with 14 different consultants hired under 21 individual contracts) led to challenges in the delivery of services. An operational review conducted in 2018 proposed new operational structures to address “the need for longer-term funding certainty and broader funding base” and “the desire to provide greater stability in PRIF CO management and PRIF CO core team.” Majority of the individual consultants engaged for the TA performed satisfactorily.

Project Number: 46500-001
Project Name: Establishment of the Pacific Regional Infrastructure Facility Coordination Office
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Lesson
Apart from regular consultation between the government and ADB, it was also important for PPTA consultants to actively facilitate communication among concerned stakeholders.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
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Lesson
The performance of the consultants was highly satisfactory. The international consultant responsible for first two outputs was very efficient in managing inputs to respond to the changing situations and needs on the ground. The consultants for the two pilot projects were very knowledgeable and had good communication skills to coordinate the projects with local teams. They were highly regarded by the executing agency and the implementation agencies.

Project Number: 51364-001
Project Name: Establishment of Kazakstan Knowledge Center on Integrated Water Resources Management
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Lesson
The TA was managed and implemented well due to the efficient coordination and assistance provided by a designated resident mission focal point staff and representatives from government and its agencies, including TA-engaged consultants and ADB-based SASEC Secretariat.

Project Number: 47107-001
Project Name: South Asia Subregional Economic Cooperation CrossBorder Power Trade Development
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Lesson
Relationship building by ADB with the government and other stakeholders and continuity in the team managing the TA are critical components of smooth and successful TA implementation. The TA experienced problems at the onset that continued throughout implementation. There was a lack of teamwork and coordination between ADB, the DRC, and the TA consultants. The TA changed hands five times at ADB due to staff mobility.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
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Lesson
Better contract management can help clarify the TA administration responsibilities and tasks since the TA design an inception phases to prevent subsequent delays.

Project Number: 48472-001
Project Name: Promotion of Environmentally Sustainable Infrastructure Investment in Asia and the Pacific
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