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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
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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
A policy brief, summarizing the key messages and findings from the TA, is an effective tool to facilitate wider replication of the experience and knowledge from the TA, especially when the final TA consultant report is very comprehensive with heavy data.

Project Number: 54037-001
Project Name: Innovation-Driven Green Economic Diversification for Resource-Exhausted Cities in Heilongjiang
Report Date:
Lesson
Ownership of the reform process is critical and, given the experience of this, it will remain so. The reform agenda was fully in line with government and ADB strategies and priorities. This allowed for timely and quick support that resulted in comprehensive products. Detailed discussion on outcome indicators at the design stage is critical to finding the best possible indicators for measuring outcome.

Project Number: 51066-001, 51066-003
Project Name: Finance Sector and Fiscal Management Improvement Program (Subprograms 1 and 2)
Report Date:
Lesson
The development of a regulatory framework alongside the preparation of a project’s technical design could help enhance the autonomy and sustainability of water utilities. This, in turn, could lead to improved service delivery and better maintenance of project assets. Such a framework could include mechanisms for independent oversight and regulation of water utilities' operations and performance, as well as the provision of clear guidelines and policies for tariff setting and cost recovery, among other aspects.

Project Number: 41403-013
Project Name: Urban Water Supply Project
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Lesson
Continuing dialogue between ADB and the Uzbekistan government is necessary to further improve the government's focus on gender equality and women’s empowerment. Potential gender entry points for ADB could be to support knowledge building on gender-based budgeting, integrating gender and social dimensions into social protection systems, and gender-focused small and mediyum-sized enterprise development programs for job creation.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
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
Strong coordination and regular meetings between the executing agencies and ADB teams, backed by governments' strong commitment to reforms are crucial to the success of reform programs. This program was an effective countercyclical crisis response tool that helped Uzbekistan respond to an external economic shock. Strong coordination and regular meetings between the government counterparts and ADB teams were key to implementing the program outputs.

Project Number: 56149-001
Project Name: Building Resilience with Active Countercyclical Expenditures Program
Report Date: