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Lesson
Strong political will and commitment at all levels of government authorities have a decisive impact on the effective and efficient implementation of land acquisition and resettlement activities in the context of complex project situation. It is important for an executing agency to be proactive and work closely with local authorities and stakeholders to resolve identified issues on the ground. Monitoring of the implementation of the land acquisition and resettlement plan could start early to identify issues and find effective solutions in a timely manner.

Project Number: 42248-013, 42248-023
Project Name: Sustainable Management of Community Development for Chittagong Hill Tracts
Report Date:
Lesson
Strong leadership by high-level authorities is required to carry out in-depth and timely policy discussions across a range of government and other development agencies and stakeholders involved in social protection. To meet the country's significant financial needs in a timely manner, the program needed to be prepared under time pressure. Therefore, strong leadership by high-level government authorities in the government was imperative.

Project Number: 55041-001, 55041-003
Project Name: Strengthening Social Resilience Program (Subprograms 1 and 2)
Report Date:
Lesson
Improved readiness assessment is essential to avoiding implementation issues arising from inexperienced project technical and administrative staff and project managers. Under the project, the lack of experienced staff required capacity building during implementation that divided staff’s focus and resulted in problems in document processing until the project staff were able to fully understand work procedures and requirements.

Project Number: 39405-013
Project Name: Dhaka Water Supply Sector
Development Program
Report Date:
Lesson
To derive lessons on how the key stakeholders see their participation and future roles, a post-TA completion survey could be highly useful.

Project Number: 45376-001
Project Name: Capacity Building for Portfolio Management
Report Date:
Lesson
The lesson should reflect the level and type of stakeholder participation in terms of influence on the TA project and how they could be leveraged for TA sustainability. It is not a sufficient lesson to say that the participation was “good.” The TA team rightly reflected on the lesson of how the program would have benefited if there were targeted intervention for the private sector. Perhaps it was not sufficient enough to offer a 1-day open session for the contractors and consultants.

Project Number: 45376-001
Project Name: Capacity Building for Portfolio Management
Report Date:
Lesson
Agreed. A useful lesson is the importance of partnerships with the client to ensure buy-in and follow through, and to tailor to additional capacity building demands from the DMCs

Project Number: 47146-001
Project Name: Macroeconomic Modelling for Improved Economic Assessment
Report Date:
Lesson
Another lesson could be that regional conferences and study tours can also be a useful way to engage stakeholders, rather than relying on a one-way flow of information through dissemination of knowledge products.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The validation agrees with the TCR lesson on the importance of building ownership of in-country stakeholders.

Project Number: 48206-001
Project Name: Promoting Gender Equality and Women's Empowerment (Phase 2)
Report Date:
Lesson
The formation of a steering committee also helps solicit buy-in, harness ideas, access resources, foster collaboration, synthesize development efforts and results in a superior project output while enhancing the sustainability of a project.

Project Number: 45078-001
Project Name: Strategic Masterplan for Chittagong Port
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Lesson
Agreed. Stakeholder workshops help to create buy-in and facilitate ownership, adding to the effectiveness and sustainability of a project.

Project Number: 45078-001
Project Name: Strategic Masterplan for Chittagong Port
Report Date:
Lesson
For regional TAs, it is important to engage both regional stakeholders (such as SASEC), as well as to work in tandem with local stakeholders. Also, insights emerging from fact-finding missions are a useful means to undertake in-country consultations and engage local stakeholders.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
Descriptive only; not formulated as lesson. It could, for example, be: “Broad engagement of stakeholders will ensure relevance and ownership of TA results.”

Project Number: 42173-014
Project Name: Strengthening Monitoring and Enforcement in the Meghna River for Dhaka's Sustainable Water Supply
Report Date:
Lesson
This validation notes that Myanmar’s inclusion and its approval of the regional transmission master plan in principle supported the excellent level of stakeholder participation. Broad and expanded stakeholder participation is a good indicator of the success of a TA in delivering cross-border projects and regional networking and knowledge sharing across national borders.

Project Number: 47107-001
Project Name: South Asia Subregional Economic Cooperation CrossBorder Power Trade Development
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Lesson
The TCR found that close interaction between DMC stakeholders and climate finance providers was essential to create buy-in from all parties. The TCR did not provide evidence or data to support the level of adoption or commitment to TA efforts, or other evidence of continuing action and sustainability after TA completion.

Project Number: 47286-001
Project Name: Enhancing Readiness of ADB Developing Member Countries for Scaled Up Climate Finance
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Lesson
Succinct discussions on the content of training courses and workshop, including participants’ uptake, help facilitate the assessment of capacity-building initiatives.

Project Number: 48432-001
Project Name: Enabling Poor Women's Benefits from Enhanced Access to Energy in Hatiya Island
Report Date: