Search

Displaying 1 - 15 of 132

Lesson
Joint activities with development partners (DPs), such as collaboration in knowledge products and joint conduct of capacity-building activities, could maximize synergies and resources further. These could build on close coordination and relationships developed by this project among CAREC countries, as well with DPs which the project team strengthened through regular communication and information exchange, and by inviting the DPs to TA workshops and consultation meetings.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
It will be advisable to nominate alternate participants to training activities in the future. One of the TA’s capacity building activities created an opportunity for two representatives from Kazakhstan to participate in the road maintenance training organized by the Japan International Cooperation Agency. Unfortunately, only one of the nominees was able to participate because personal circumstances prevented the other nominee to travel. The unoptimal use of future opportunities may be prevented by naming alternate participants to future training activities.

Project Number: 54092-001
Project Name: Institutional Support to the National Quality Center for Road Assets
Report Date:
Lesson
Engaging an international firm with extensive experience proved to be the best option for this TA which focused on a complex and highly specialized topic. Nevertheless,there will always be an indispensable need for national perspectives and experiences, best provided by national consultants, to inform and be considered in TA analyses and recommendations. Future TA could benefit from increased engagement with local experts, either as individual consultants or as subcontracted members of international consulting firms or TA implementation teams.

Project Number: 53198-001
Project Name: Developing a Disaster Risk Transfer Facility in the Central Asia Regional Economic Cooperation Region
Report Date:
Lesson
Establishing robust partnerships with country teams in resident missions is essential for designing capacity-building initiatives with DMCs and for generating buy-in to new approaches to engage with DMCs. ADB can use future thinking and foresight to engage with DMC agencies to develop interdisciplinary scenarios relevant to futures planning. The futures scenarios enable conversations beyond the most preferred futures which are normally described in national development plans.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
The development of specialized expertise requires careful selection and the engagement of qualified consultants and proper management of expectations from all parties. Future thinking and foresight is a specialized expertise. It is crucial to identify and engage consultants with proven experience to ensure they can provide the necessary guidance and insights. It is also a new approach for ADB and thus, clear onboarding, communication, and setting expectations for both Staff and consultants who were critiical to the success of the TA.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
Hands-on involvement of ADB Staff in the conduct of capacity building workshops and documentation allows for rapid learning and upscaling of new technologies being introduced and further developed. The future thinking and foresight activities were implemented by ADB Staff and individual consultants. ADB Staff were ands-on in the conduct of the workshop and the documentation. This facilitated rapid learning and scaling up of future thinking and foresight approaches under other TA projects.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
The relevance of a TA could attract interest from other resident missions and lead to changes in scope and implementation arrangements to accommodate requests for support. Initially, this TA was designed to provide quick response to developing member countries' (DMCs) need to improve development planning.

Project Number: 52299-001
Project Name: Demonstrating Future Thinking and Foresight in Developing Member Countries
Report Date:
Lesson
The TA generated some useful outputs for replication and upscaling and helped the government upgrade capacity including the establishment of a GIS unit. To ensure proper uptake, the following areas need to be further improved: (i) a programmatic approach for continued support from ADB, (ii) institutional strengthening to ensure personal and budget support after donor project completion, and (iii) greater donor coordination.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
Report Date:
Lesson
Institutional strengthening requires long term engagement and capacity building, and continued support is crucial. Despite its own capacity constraints, MOFALI actively participated in the project and mobilized the participation of a large number of aimags. The decision support system, for example, was developed in partnership with regional aimags and the end system was deployed to all aimag departments of agriculture and light industry including computer units and GIS trainings.

Project Number: 53035-001
Project Name: Sustainable Fodder Management
Report Date:
Lesson
Careful political economy analysis can help identify potential legal or regulatory changes on the horizon that could impact planned interventions. In this case, changes in the regulatory framework related to hazardous waste management resulted in the cancelation of one output.

Project Number: 45009-002
Project Name: Fifth Health Sector Development Project
Report Date:
Lesson
Ensuring that the design of the TA aligns with ADB strategic regional efforts is important in order for the TA to contribute to longer-term sustainable results. In this case, the TA was aligned with ADB strategies and policies on RCI, energy, and environment, as well as the national and regional policies and strategies of the SASEC member countries.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
Frequent walk-throughs of preparatory work undertaken under transaction TA facilitate stakeholder understanding and uptake of the ensuing project. The TA conducted several capacity building activities, and dissemination of analyses and results from reports for the ensuing project. For transaction TA, frequent walk-throughs of preparatory work among key stakeholders are particularly important in facilitating stakeholder support for the ensuing project.

Project Number: 51249-003
Project Name: Khyber Pakhtunkhwa Water Resources Development Project
Report Date:
Lesson
An established cooperation platform like the South Asia Subregional Economic Cooperation (SASEC) facilitates the design of a regional TA and is particularly helpful in ensuring that TA activities are well grounded, technically sound,and flexible. The TA design and planning process followed a comprehensive and collaborative approach, analyzing regional cooperation and integration (RCI) potential and challenges in the energy sector of the SASEC region, with extensive consultations undertaken among various stakeholders in each SASEC member country.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
Enhancing capacity on country programming and project implementation is essential, requiring well-defined knowledge products and services (KPSs). Knowledge gained from these KPSs, including good understanding of ADB operations, needs to be mainstreamed in implementing and executing agenciesto enhanceimplementation effectiveness and efficiency.

Project Number: 52006-001
Project Name: Capacity Building for Country Programming and Portfolio Management
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: