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Lesson
Cooperation from the relevant stakeholders on inputs relating to the Indian power system was also critical to the successful completion of the SASEC Transmission Master Plan, the first time that such detailed modeling has been undertaken.

Project Number: 47107-001
Project Name: South Asia Subregional Economic Cooperation CrossBorder Power Trade Development
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Lesson
The full participation and cooperation of nodal officers and resident mission members contributed to a successful TA implementation.

Project Number: 47107-001
Project Name: South Asia Subregional Economic Cooperation CrossBorder Power Trade Development
Report Date:
Lesson
The TA would have benefited from having an officially designated implementing agency instead of having assigned the dual, de facto role to the executing agency—particularly one that is situated at the ministerial (State Council) level of government. The DRC, by virtue of its stature and function, would not have the capacity nor expected responsibility to supervise and monitor day-to-day TA activities at the project level. Simply assigning staff from its two departments to work with the TA team may not be the best recourse.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
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Lesson
Combining project preparation with a sizable capacity development agenda helped deepen ADB’s engagement in the sector, leading ADB to finance a large investment project.

Project Number: 46370-002
Project Name: Improving Road Network Management and Safety
Report Date:
Lesson
Stronger coordination among the ADB teams and divisions in the TA design phase is paramount to ensure timeliness and stronger policy coherence with the activities of ADB’s regional cooperation program (e.g., CAREC workshop/conference).

Project Number: 48472-001
Project Name: Promotion of Environmentally Sustainable Infrastructure Investment in Asia and the Pacific
Report Date:
Lesson
The in-country activities’ being identified through national consultations, anchored on existing collaboration mechanisms, building upon similar past and current initiatives, and close coordination with concerned national government agencies contributed to the TA’s successful implementation of activities and delivery of quality outputs.

Project Number: 46470-001
Project Name: Action on Climate Change in South Asia
Report Date:
Lesson
Continuous monitoring on the delivery of outputs of the IAs should be in place. Further, constant reminder on liquidation of cash advance is necessary to make sure that all supporting documents are provided to ADB.

Project Number: 49342-001
Project Name: Implementing ICT Tools to Improve Data Collection and Management of National Surveys in Support of the Sustainable Development Goals
Report Date:
Lesson
Previously, other development agencies tried to introduce modern power system planning tools in Central Asia, but all of them failed. Such technically complex systems are used by multiple departments of the system operator. From a sustainability perspective, it is important to identify the most suitable system, and allocate sufficient resources for user licenses and training activities.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
The IAs were fully consulted during the inception, interim, and final meetings. The draft policy recommendations were extensively discussed among the stakeholders at the interim and final workshops for each of the three components. Being given ample time (1 month) to review the final reports prior to the final workshop, they were able to provide useful and thought-provoking comments to improve the technical reports and add value to the proposed recommendations.

Project Number: 48006-001
Project Name: Improving Efficiency in Public Service Procurement, Delivery, and Financing
Report Date:
Lesson
The project approach in recruiting three sets of consulting teams comprising international and national consultants, each led by a subsector specific expert/team leader, was suitable given that the three project components addressed separate issues. Each had a different and appropriate IA within MOF: the Policy and Fiscal Affairs Department for Component 1, the Tax Policy Department for Component 2, and the Social Security Department for Component 3.

Project Number: 48006-001
Project Name: Improving Efficiency in Public Service Procurement, Delivery, and Financing
Report Date:
Lesson
Having the IAs administer the workshops, seminars, and an international study tour not only strengthened project ownership, but also minimized the administrative and logistical responsibility of ADB. Contrary to the original plan of preparing an advance payment facility to implement the activities, ADB made direct payments to suppliers and contractors and reimbursed justifiable, project-related costs incurred by the government.

Project Number: 48006-001
Project Name: Improving Efficiency in Public Service Procurement, Delivery, and Financing
Report Date:
Lesson
Too many implementing agencies and different counterparts for different components have contributed to the delays and changes. Diversity and number of implementing and counterpart agencies should be taken into account when designing new TA projects and should be limited to up to two.

Project Number: 48040-001
Project Name: Export- and Innovation-Led Industrial Development
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Lesson
The strong performance by the MOF’s PPP Center demonstrated substantial benefits when an active hands-on approach was adopted. Given the strong government interest and ownership in the TA, the PPP Center conducted its own market consultation, which showed potential for well-designed PPPs. Consultant roles were adjusted for further investigations. When market interest was low, the PPP Center also took the initiative to contact commercial banks, law firms, and institutes to discuss joining in the project activities.

Project Number: 48377-001
Project Name: Financing Public-Private Partnerships
Report Date:
Lesson
Conducting an exploratory TA like this one results in evolvement of the nature of work that requires continuous extension to the ongoing work. The cost savings from hiring the international consultants have allowed the TA to expand the work without having to request for an additional funding. In addition, engaging ADB staff directly in working on the research topics was a critical element to ensure that the knowledge and capacity grows within ADB as a knowledge bank.

Project Number: 47146-001
Project Name: Macroeconomic Modelling for Improved Economic Assessment
Report Date:
Lesson
Capacity development and training should be developed on a need[s] basis. [A] More structured and institutional approach in [to] capacity development, linking with the academia and training providers may be pursued. Training linked to career development/progression of the government staff [better] ensures the sustainability.

Project Number: 45376-001
Project Name: Capacity Building for Portfolio Management
Report Date: