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Lesson
Reforms should be embedded in government institutions that can take ownership and ensure that these will last beyond the life of the TA project.

Project Number: 48033-001
Project Name: Enhancing Road Safety for Central Asia Regional Economic Cooperation Member Countries
Report Date:
Lesson
As this validation mentions, there is a need for government counterpart(s) to make an in-kind contribution so they have a “stake” in the results.

Project Number: 48033-001
Project Name: Enhancing Road Safety for Central Asia Regional Economic Cooperation Member Countries
Report Date:
Lesson
A well-defined Terms of Reference for consultants, including clear alignment with the activities and delivery of outputs as well as the ability to conduct capacity building development for Kazpost staff, helps facilitate project implementation. The TCR self-assessment lacks clarity as to what feedback from PSOD would have been helpful.

Project Number: 40552-012
Project Name: KazPost Financial Strengthening and Modernization
Report Date:
Lesson
Analysis of social and cultural barriers to entry for female participation can help proactively target and increase female attendance in capacity building activities.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Essentially the same lesson as in item 1 above (The importance of updating DMF indicators as TA changes are processed). Note: the DMF indicators were indeed updated at the December 2015 revision.

Project Number: 44002-022
Project Name: Improving Operational Performance of the Water Supply Sector
Report Date:
Lesson
During TA implementation, coordination was found to impact efficiency and effectiveness. In countries where coordination needs to be improved, the project team’s level of involvement is critical.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
An analysis of priority stakeholders can yield a clearer idea of the cost-time effort required to reach these beneficiaries, given transport and communication constraints.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
This validation adds that pioneering the GCF proposals with a strong SDCD team, like in Mongolia, will provide a sound template and be an effective way to demonstrate success for the subsequent proposals.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
Early engagement with ADB project teams to frame projects as climate relevant, as well as early engagement with external climate finance providers facilitated mobilization of timely resources—this lesson on early and proactive engagement is generalizable for implementation and delivery. Although it may be inferred, no clear evidence is provided for the value added of promoting knowledge exchange among DMCs.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
Timely adjustments in the implementation arrangements help ensure the continuity of a project.

Project Number: 48432-001
Project Name: Enabling Poor Women's Benefits from Enhanced Access to Energy in Hatiya Island
Report Date:
Lesson
As part of the design of a TA project involving extensive interactions, coordination and cooperation among multiple government agencies at same or similar levels, the executing agency shall be purposively identified to ensure it is well-positioned to be able to engage the major agencies and stakeholders involved and mobilize resources key to the smooth and efficient implementation of the project. Ideally, the executing agency is at a higher administrative level with its jurisdiction extending to cover all agencies and stakeholders.

Project Number: 51028-001
Project Name: Comprehensive Hub-oriented Transportation Strategy for Urumqi Metropolitan Area
Report Date:
Lesson
One of the delays of the TA was due to KEGOC’s changing major assumptions of the transmission planning system model, which required redesign and simulation analyses. This highlights the importance of the Consultant’s communicating the importance of determining the client’s model assumptions clearly, considering upcoming/planned changes to transmission assets and anticipated changes to power and capacity trading arrangements.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
One of the delays of the TA was caused by DIgSILENT’s waiting for the Ministry of Energy to provide locations for potential renewable energy generation sources by region. The Ministry of Energy was preoccupied at the time with other pressing issues. The flagging of upcoming input requirements from partners well in advance will enable them to plan and allocate adequate resources to the task, as well as give them opportunity to identify issues with the Consultant’s expected delivery schedule and make necessary adjustments.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
Adequate consultation with the borrower during TA conceptualization and design as well as regular communications during TA implementation are necessary to ensure that the executing and implementing agencies are purposively identified, accountable for TA objectives and effectively engaged in facilitating TA implementation.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
Report Date:
Lesson
Early understanding of JFPR guidelines and classification of eligible and non-eligible expenditures can help allocate these funds to critical TA activities and reduce cost overestimates.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date: