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Lesson
Long-term ADB engagement with the same implementing agencies, such as through a multitranche financing facility (MFF) approach, enables the improvement of skills and the inculcation of international-level experience in government staff.

Project Number: 43467-014, 43467-015
Project Name: Madhya Pradesh Energy Efficiency Improvement Investment Program – Tranche 1
Report Date:
Lesson
Extending the availability period of an MFF can enhance development outcomes.

Project Number: 37139-053
Project Name: Uttarakhand Power Sector Investment Program - Tranche 4 and MFF
Report Date:
Lesson
The multitranche financing facility (MFF) is not suitable when the executing and implementing agencies (EAs/IAs) do not have adequate staff resources to design, implement, and monitor a number of interrelated projects over a period of up to 10 years.

Project Number: 37139-053
Project Name: Uttarakhand Power Sector Investment Program - Tranche 4 and MFF
Report Date:
Lesson
Extending the availability period of a multitranche financing facility (MFF) can result in a better development impact.

Project Number: 37139-023
Project Name: Uttaranchal Power Sector Investment Program - Tranche 1
Report Date:
Lesson
In the particular context of this TA, a lesson could be that stakeholder consultations are important especially for getting practitioner insights into the development of guidelines for migrating existing projects into new ones

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
The lesson seems to highlight the importance of securing government and stakeholder ownership in order to deliver results. However, it stops short of outlining what approaches work best to secure stakeholder participation.

Project Number: 41613-012
Project Name: Integrated Renewable Energy Development
Report Date:
Lesson
A lesson statement would be: It is critical to retain flexibility in the development of a regional assistance program's portfolio of interventions through a dynamic prioritization of work to respond to changes in country-specific priorities and manage demands and expectations in evolving political and development contexts.

Project Number: 46500-001
Project Name: Establishment of the Pacific Regional Infrastructure Facility Coordination Office
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
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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
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
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Lesson
Besides ADB and the consultant/contractor, the only TA stakeholders were the Ministry of Energy and KEGOC.

Project Number: 50318-001
Project Name: Fostering the Development of Renewable Energy
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Lesson
For policy and advisory TAs targeting industry-wide upgrading and transformation, the lack of activities enabling active stakeholder participation such as workshops, seminars, and training activities, coupled with the lack of ownership and accountability of stakeholders, will significantly reduce the accessibility and transferability of the knowledge generated by the TAs that are originally expected to benefit the industry in a sustained manner.

Project Number: 48005-001
Project Name: Improving Energy Efficiency, Emission Control, and Compliance Management of the Manufacturing Industr
Report Date:
Lesson
The TCR could have cited a specific instance that benefited the presence of a champion in managing cross-departmental transaction. It could have also provided additional information on the collaboration arrangements across departments.

Project Number: 46343-002
Project Name: Preparing the Energy Efficiency and Urban Environment Improvement Project
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Lesson
Bringing together relevant government stakeholders facilitates more effective and meaningful discussions both on policy and technical aspects.

Project Number: 45419-001
Project Name: SASEC Subregional Energy Efficiency Initiative
Report Date:
Lesson
PRIF partner and stakeholder involvement and participation in PRIF activities, including attendance at SWG coordination meetings or support to the 51 subprojects’ implementation committees. Among the key challenges met was the wide range of assistance expectations from the PRIF partners and the stakeholders and the reconciliation of those expectations with the available PRIF CO resources. This was achieved through the dynamic “management committee/SWG” driven work prioritization mechanism.

Project Number: 46500-001
Project Name: Establishment of the Pacific Regional Infrastructure Facility Coordination Office
Report Date: