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Displaying 31 - 45 of 90

Lesson
A model of using four individual consultants (rather than a consultancy firm) could pose coordination challenges and limit accountability in terms of the quality and timeliness of deliverables. Also, ensuring that consultants have good understanding or prior experience of working with ADB is an added advantage.

Project Number: 50006-001
Project Name: Poverty Reduction in Liupanshan, Ningxia Hui Autonomous Region
Report Date:
Lesson
Staff turnover and swift handover are a critical element of timely project implementation.

Project Number: 48006-001
Project Name: Improving Efficiency in Public Service Procurement, Delivery, and Financing
Report Date:
Lesson
The importance of the continuity of EA staff and consultants is a valid, but well-known lesson. Another lesson could be: Having staff in the resident mission with extensive research experience in water supply is important to the success of the TA since it can lead to better planning and supervision of the TA studies, and improved communication with the EA staff and TA consultants.

Project Number: 42173-014
Project Name: Strengthening Monitoring and Enforcement in the Meghna River for Dhaka's Sustainable Water Supply
Report Date:
Lesson
The TCR presented a finding rather than a lesson.

Project Number: 40552-012
Project Name: KazPost Financial Strengthening and Modernization
Report Date:
Lesson
Consultants can be tapped to train the government ministries/agencies, which in turn are expected to train other stakeholders. However, this requires a long-term commitment to recognize improved capacities and the retention of ministry-trained staff by offering incentives.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Developing a cadre of locally based trainers through a ‘training of trainers’ approach has been shown to be a very effective method of increasing capacity of those trained, while also retaining such capacity within the national and local areas.

Project Number: 39542-022
Project Name: Implementing the Greater Mekong Subregion Core Agriculture Support Program (Phase 2)
Report Date:
Lesson
Reflecting changes to TA activities and indicators in the DMF allow better assessment of project results.

Project Number: 48432-001
Project Name: Enabling Poor Women's Benefits from Enhanced Access to Energy in Hatiya Island
Report Date:
Lesson
The TCR mentioned the usefulness of a flexible approach to drafting consultant’s terms of reference such that they are broad based—this is a generalizable lesson in managing staff and consultant resources, and useful in the context of limited availability of climate finance specialists.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
Report Date:
Lesson
The limited number of highly skilled technical consultants participating in the TA was identified as a risk in the DMF. However, delays were still encountered due to this issue. The DIgSILENT Managing Director’s taking on-site team leadership for the project addressed the problem, but this was because the fourth request for extension was denied. When a limited number of highly skilled technical consultants are participating in a project, there ought to be a risk management plan for the early exit or the unavailability of one of the critical team members.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
Report Date:
Lesson
Horizontal linkages across similar projects (in this case the two other regional TAs) should be strengthened to ensure exchange of information and lessons.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
ADB’s high staff mobility is likely to have adverse impact on teamwork and coordination within ADB and between ADB and the executing agency/implementing agency, which is key to TA performance.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
Report Date:
Lesson
Management supervision and coordination of regional work is essential, particularly when there are multiple stakeholders at national and regional levels, and issues are complex.

Project Number: 47082-001
Project Name: Coordinated Border Management for Results in Central Asia Regional Economic Cooperation
Report Date:
Lesson
Time-based contracts of individual consultants are likely to risk underperformance of consultants and under-delivery of deliverables in the form of report, especially in a situation where there are no explicit and detailed requirements on the breadth and depth of the report and no stringent process of review, revision, and resubmission.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
Report Date:
Lesson
Lesson could be rephrased as follows: It is helpful to have all teammembers using the same communications platform (e.g.,WeChat in the PRC); OR TA implementation could be better facilitated if the coordination with the executing and/or implementing agency is managed by the country office staff.

Project Number: 51021-001
Project Name: Reforming the System of Personal Income Tax and Social Security Contributions
Report Date:
Lesson
When recruiting multiple individual consultants, it is essential to include management responsibilities and team reporting structure in TOR, for both downward and upward management.

Project Number: 50034-001
Project Name: Vocational Education-Enterprise Collaboration for Student Employment-Based Poverty Reduction in Gansu
Report Date: