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Lesson
Regular meetings with ADB (management, project officers, staff, and consultants) are necessary and an effective way to ensure TA implementation remains on track and all activities are well managed. The engagement of experienced experts who are familiar with ADB protocols and procedures, as well as those of counterparts, is important to successful TA implementation. Getting on board a project coordinator strengthens TA coordination, communication, monitoring, and reporting.

Project Number: 53105-001
Project Name: Strengthening Tax Policy and Administration Capacity
Report Date:
Lesson
Responding to the government’s changing needs and external factors could cause delays in the delivery of expected TA outputs particularly capacity building activities. Furthermore, organizational restructuring of revenue agencies, as well as frequent turnover of counterpart staff meant that capacity building was constantly in repeat mode. Addressing these issues could lead to efficiency gains and could help the government reach key performance targets quicker.

Project Number: 53105-001
Project Name: Strengthening Tax Policy and Administration Capacity
Report Date:
Lesson
It is important for projects engaging many consultants to have a clear record of what was delivered and why the scope of contracts was changed or reduced. The firm’s final report should summarize the key deliverables and their usage. It is also important to undertake a structured turnover process especially to submit TA documentation sharing insights, best practices, and lessons from the TA experience.

Project Number: 52013-001
Project Name: Research University Sector Development Program
Report Date:
Lesson
Strong commitment of executing and implementing agencies is instrumental to project success. The project target impact was fully aligned with the government’s high priority for sustainable socioeconomic development. The provincial and local governments listed this project under their priority project pipeline and practical projects for civilian affairs. The provincial and project county and city governments provided full support to the project (policy, technical, financial, institutional, social, environmental, etc.) from preparation through post-implementation.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
Effective institutional arrangements and adequate project management capacity are crucial to project success. At the onset, effective institutional mechanisms and linkages were established to ensure efficient project management andimplementation. Extensive, expanded, and continuingCapacity development through hands-on training, advocacy, and dissemination of knowledge products provided a cohesive approach to ensure that innovative technological solutions to groundwater degradation were effectively addressed and absorbed by stakeholders.

Project Number: 47047-002
Project Name: Shandong Groundwater Protection Project
Report Date:
Lesson
Frequent changes of key counterparts can slow down complex studies that require access to confidential information and fluent communication.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
TA could strengthen ADB’s client relations and network with stakeholders. This TA established local networks with Grab Philippines and some media outlets.

Project Number: 54246-001
Project Name: Impact Evaluation of Financial Technology Innovations in Selected Developing Member Countries
Report Date:
Lesson
It is imperative to include the resident mission staff into the TA team to facilitate seamless coordination with TA counterparts throughout processing and implementation, especially across different agencies. Such coordination was effective during processing, but it became less so in the later stage of implementation.

Project Number: 54396-001
Project Name: Trans Sumatra Toll Road Risk Monitoring
Report Date:
Lesson
Designating a country focal point will provide the TA an intermediary, collaborating closely with the subprojects’ leaders. This contributes significantly to successful outcomes.

Project Number: 52322-002
Project Name: Preparing Sustainable Energy Investment Projects
Report Date:
Lesson
Continuous ADB staff engagement during the whole project implementation may support adequate interaction and communication between the executing agency and the foreign experts, which otherwise could fail.

Project Number: 53054-001
Project Name: Smart Energy System for Mongolia
Report Date:
Lesson
Support by the competent focal staff in the executing and implementing agencies is critical to smooth TA implementation. The implementation of this TA was challenged by the COVID-19 pandemic and associated restrictions in 2020. Nonetheless, it was successfully completed because of adequate support from focal staff in the project agencies.

Project Number: 52351-001
Project Name: Effective Economic Management
Report Date:
Lesson
Close collaboration among ADB’s regional departments that support subregional programs and broad participation these subregional programs and their member countries, (i.e. the Central Asia Regional Economic Corridor, the Greater Mekong Subregion program, and the South Asia Subregional Economic Cooperation program), and development partners are critical in successfully implementing ECD-focused TA. These have helped improve the content and focus of the ECD guidance note produced by the TA.helped improve the ECD guidance note.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
The One ADB approach to project implementation is an exemplary cooperation modality in ADB. The Central and West Asia Department initiated the TA activities covering all ADB DMCs in the subregion and were strongly supported by the Regional Cooperation and Integration and Trade Division of then Climate Change and Sustainable Development Department and the regional cooperation and integration units of South Asia and Southeast Asia departments in providing inputs, mobilizing DMC participants, and generating financial support.

Project Number: 54423-001
Project Name: A New Operational Economic Corridor Development Framework for Central Asia and Beyond
Report Date:
Lesson
The absence of a project management unit (PMU) with adequate dedicated full-time qualified staff and decision-making authority militates against the successful implementation of projects.

Project Number: 49419-002
Project Name: Solar Rooftop Investment Program - Tranche 1
Report Date:
Lesson
A database to track consultants’ performance in development projects in the country and/or region is a useful reference for the executing agencies to recruit qulified, experienced, and highly performing personnel.

Project Number: 46293-003
Project Name: Greater Mekong Subregion Tourism Infrastructure for Inclusive Growth Project
Report Date: