Search

Displaying 121 - 135 of 180

Lesson
Analytical support for the preparation of sectoral roadmaps under RPJMN should commence 2 years before targeted completion date.

Project Number: 46380-001
Project Name: Sustainable Infrastructure Assistance Program
Report Date:
Lesson
The need to carefully screen support for feasibility study preparation by considering factors such as inclusion in the Blue Book and commitment letters from relevant SOEs or ministries.

Project Number: 46380-001
Project Name: Sustainable Infrastructure Assistance Program
Report Date:
Lesson
The need for adequate resourcing of the SIAP IMU to ensure effectiveness and sustainability in light of extensive reporting requirements imposed by the SIAP Steering Committee.

Project Number: 46380-001
Project Name: Sustainable Infrastructure Assistance Program
Report Date:
Lesson
ADB provides support for capital market integration through the ASEAN as well as the ASEAN+3 processes. The latter is supported by the staff in the Economic Research and Regional Cooperation Department (ERCD). While there was some coordination with ERCD staff in the implementation of this TA, more coordination is required to find synergies between the various regional finance sector TA projects. This will reduce overlaps and produce better outputs by leveraging on the strength and network of counterparts supported by different regional TA projects.

Project Number: 48143-001
Project Name: Enhancing Association of Southeast Asian Nations Capital Market Integration
Report Date:
Lesson
The TA implementation experienced several changes. There had been 13 approvals for minor change in scope and implementation arrangement to engage new experts and/or revision of TOR. This could have been avoided by comprehensive need assessment of expertise and deliverables.

Project Number: 45317-001
Project Name: Support for the Third Primary Education Development Project
Report Date:
Lesson
The qualification criteria for key position (international EE specialist) required too many different expertise / experiences from one position without sufficient consideration on the pool of qualified consultants under such requirements. This may consequently result in delays in project implementation. More strategic planning including market analysis on pool of qualified consultants needs to be taken during preparation of TOR.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
The TA benefitted from a focused executing agency and TA consultant who were committed to project’s objectives. Its extensions allowed completion of some activities to achieve better results.

Project Number: 42173-014
Project Name: Strengthening Monitoring and Enforcement in the Meghna River for Dhaka's Sustainable Water Supply
Report Date:
Lesson
Given the multisectoral nature of TTF (i.e. it requires various areas of expertise such as transport, agriculture, trade and trade facilitation), the implementation arrangements of such TA require stronger coordination among and between sectors. Implementation requires coordination at national, subnational and subregional levels, with enhanced involvement of ADB resident missions as needed.

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)
Report Date:
Lesson
The implementation of PMC-approved activities led to the production of 78 technical reports and publications. This was executed through the recruitment of 146 consultant contracts including 6 consulting firms, 132 individual consultants and 8 resource persons.

Project Number: 46500-001
Project Name: Establishment of the Pacific Regional Infrastructure Facility Coordination Office
Report Date:
Lesson
Identifying consultants with sufficient technical and country knowledge was important to deliver quality outputs. Also, appropriate consultant selection method reduced the cost and time for processing consulting services

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
During implementation, it became clear that the executing agency did not have sufficient influence or authority to be able to effectively gather insights and information from key stakeholders as needed for the TA. The involvement of the DOF was crucial to the TA’s effectiveness. Involving the DOF as executing agency would have likely led to more efficient delivery of the TA. Further, the UCTRC was not familiar with ADB or the purpose of ADB technical assistance.

Project Number: 51028-001
Project Name: Comprehensive Hub-oriented Transportation Strategy for Urumqi Metropolitan Area
Report Date:
Lesson
The water sector in Kazakhstan and in the region was not in the ADB portfolio for more than a decade which created a knowledge vacuum about the sector’s complexity. The TA’s outputs were heavily dependent on the government’s decision to create a new water entity. The previous government which was involved in TA’s concept paper seemed to agree that this would be made available, however, due to the lack of commitment from the new government agencies, the TA experienced difficulties during its implementation.

Project Number: 51364-001
Project Name: Establishment of Kazakstan Knowledge Center on Integrated Water Resources Management
Report Date:
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
Report Date:
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
Report Date: