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Lesson
The knowledge team (formerly Knowledge Advisory Services Center) from the former Sustainable Development and Climate Change Department administered the TA and supervised consultants until the TA was transferred to the Partner Funds Division. Managing consultants through external resources should be based on a clear understanding of ADB procedures and guidelines and should be adopted only if necessary.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Hands-on involvement of ADB Staff in the conduct of capacity building workshops and documentation allows for rapid learning and upscaling of new technologies being introduced and further developed. The future thinking and foresight activities were implemented by ADB Staff and individual consultants. ADB Staff were ands-on in the conduct of the workshop and the documentation. This facilitated rapid learning and scaling up of future thinking and foresight approaches under other TA projects.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
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
Coordination across several government agencies require strong leadership and persistence; given the regular transfer of government officials to other positions and ministries, it is important to set up a scheme for maintaining institutional memory within the executing and implementing agencies throughout program implementation.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
Focusing on existing social protection programs and systems and making in-depth policy discussions on reforming them contribute to avoiding the creation of ad hoc programs and arrangements or introducing reforms without having in place a solid institutional setup for its implementation. Alignment with the relevant national strategies ensures the government's strong ownership of prior actions and outcomes. Consideration of these two key lessons will strengthen the design and implementation of future similar programs.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
High turnover of staff in project implementing and other relevant agencies affects institutional memory. It requires additional time and effort to introduce to new staff while ensuring close involvement and ownership in project implementation.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
High staff turnover worsens capacity constraints. In this project, it aggravated lack of capacity to undertake procurement using ADB's Procurement Guidelines and the increased risk of misconduct and delays during implementation. Additional procurement capacity building for executing agency staff during implementation is therefore necessary even if procurement capacity risk is considered minimal at project appraisal.

Project Number: 48226-003
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Proper handover of project responsibilities and documents will prevent staff turnover from negatively impacting project implementation and documentation. Staff turnover at the executing and implementing agencies caused implementation delays and loss of institutional memory. The executing agency was not able to prepare the project completion report because staff could not recall or find information related to the original project. The unintended consequences would have been prevented by proper handover of documents and responsibilities.

Project Number: 42322-012
Project Name: Food and Nutrition Social Welfare Program and Project
Report Date:
Lesson
At the methodology level, actions that demonstrate the achievement of program policy matrix milestones should indicate what was achieved, rather than the process of their accomplishment. Cabinet approval is an inadequate indicator to demonstrate the successful implementation of policy reform in Tonga.

Project Number: 52030-001
Project Name: Strengthening Macroeconomic Resilience Program
Report Date:
Lesson
Building systems and organizational capacity is critical to the success of social assistance programs. Moving beyond a pilot to a national CCTprogram requires establishing project management structures, robust systems for information management, accountability mechanisms, and significant human resources. Despite impressive growth, the Philippines' CCT program faced challenges as it expanded nationally.

Project Number: 43407-013
Project Name: Social Protection Support Project
Report Date:
Lesson
To support an effective and sustainable exit strategy for beneficiaries, CCTs must strengthen the productive capacity of poor households. With the Philippines CCT law’s 7-year ceiling on duration of family participation,it will be important to communicate clearly with beneficiaries on their co-responsibilities and establish referral pathways.

Project Number: 43407-013
Project Name: Social Protection Support Project
Report Date:
Lesson
Timely planning of project extensions and a more realistic extension period will improve loan utilization. Undisbursed amounts under this project resulted largely from new government policies as well as contextual and operational factors. Various activities were canceled because of government restrictions on the use of loan proceeds for soft components (e.g., training, workshops, etc). Non-disbursements were also associated with other policy modifications, such as restrictions on the recruitment of international consultants. But contextual and operational factors also played a role.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Foreseeable delays in procurement and disbursements may be overcome by (i) including project readiness measures such as advance actions; and (ii) ensuring dedicated, full-time) and qualified staff with relevant experience for key project management positions. Amounting to 1.5 years in this project, these delays were attributable to the complexity of procedures in Viet Nam, the COVID-19 pandemic, and the large number of project facilities involved.

Project Number: 44265-013
Project Name: Second Health Care in the Central Highlands Project
Report Date:
Lesson
Using third parties to monitor implementation, especially in situations where mobility and ADB missions are constrained, helps ensure the attainment of intended results. The government partnered with the Red Crescent, private sector, and civil society organizations to vaccinate all residents of Maldives, including foreign workers with no official work permits.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date:
Lesson
Data access and documentation issues, which can affect emergency response operations, need to be identified and addressed right at the onset of the crisis situation. Early in program implementation, the government recognized the importance of internet connectivity and the use of web-based applications. There was no established online system to receive and process emergency assistance applications. The application forms were initially submitted by beneficiaries through email, which took more than 5 weeks to process.

Project Number: 54189-001
Project Name: COVID-19 Active Response and Expenditure Support Program
Report Date: