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Displaying 1 - 2 of 2

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: 31 Jul 2024

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: 31 Jul 2024

Content type

  • Lesson (2)

Countries

  • Bangladesh (2)
  • Bhutan (2)
  • India (2)
  • Maldives (2)
  • Myanmar (2)
  • Nepal (2)
  • Sri Lanka (2)

Sectors

  • (-) Energy (2)
    • Large hydropower generation (2)
    • Electricity transmission and distribution (2)
    • Oil and gas transmission and distribution (2)
    • Energy efficiency and conservation (2)
  • Transport (2)

Themes

  • Inclusive Economic Growth (2)
  • Environmentally Sustainable Growth (2)
  • Regional Integration (2)
  • Governance and Capacity Development (2)
  • Knowledge Solutions (2)
  • Partnerships (2)

Report Year

  • 2024 (2)

Report Source

  • Technical assistance completion reports (2)

Report Rating

  • Highly successful (2)

Applicability

  • Sector-level (2)

Topics

  • ADB implementation support (1)
  • Air quality improvements (1)
  • Associated project (1)
  • Auditing (1)
  • Availability of baseline data (1)
  • Awareness and communication strategies (8)
  • Behavioral change requirements (1)
  • Budgeting (9)
  • Capacity development (15)
  • Change in priorities (1)
  • Civil unrest and conflict (1)
  • Climate-proofing (1)
  • Commitment and leadership (3)
  • Conflict and stability (1)
  • Consultant recruitment (1)
  • Coordination and engagement (1)
  • Cost estimates (1)
  • Country context (8)
  • Culture (1)
  • Data availability and baselines (4)
  • Design and/or planning (31)
  • Disasters (2)
  • DMF (1)
  • DMF, indicators, targets (1)
  • DMF, Monitoring and evaluation (1)
  • Due diligence (1)
  • EA/IA capacity assessment, EA/IA capacity development (1)
  • EA/IA capacity assessment, Implementation arrangement (3)
  • EA/IA capacity development (2)
  • Economc (1)
  • Economic (7)
  • Engineering designs, Project cost estimates (1)
  • Environmental (14)
  • Finance and financial aspects (19)
  • Financial (17)
  • Financial and financial aspects (1)
  • Financial management (2)
  • Financial management and reporting (6)
  • Financial sustainability - Power sector Uzbekistan (1)
  • Financing mechanism (4)
  • Gender (5)
  • Gender, Gender - Energy efficiency projects (1)
  • Grant funding - utilities, Financial sustainabillity (2)
  • Household grid connections (1)
  • Implementation and/or Delivery (29)
  • Implementation arrangement (2)
  • Implementation arrangement, RM delegation (1)
  • Indicators (13)
  • Institutional (21)
  • Institutional capacity - Power sector Uzbekistan (1)
  • Knowledge building (20)
  • Lack of commitment (1)
  • Large infrastructure projects (1)
  • Loan agreement (1)
  • Loan and grant agreements (1)
  • Management (staffing, including consultants) (20)
  • Market-based economic system, State-owned enterprises (SOEs) (1)
  • Methodologies / approaches (28)
  • Methodologies and approaches (2)
  • MFF (4)
  • Modality (16)
  • Monitoring and evaluation (36)
  • Multiple project fund sources (1)
  • Multitranche financing facility (MFF) (1)
  • New technologies (2)
  • Organizational capacity (9)
  • Other (7)
  • Others (28)
  • Overambitious objectives (1)
  • Partnership (and cofinancing) (15)
  • PBL (1)
  • PBLs (1)
  • Policy and reform (14)
  • Political (5)
  • Post-conflict situation (1)
  • Post-TA financial resources (3)
  • Power sector - Tajikistan (1)
  • Power sector - Tajikistan; Electricity tariffs - Tajikistan (1)
  • Power sector reforms - Pakistan (1)
  • Private sector development (1)
  • Private sector development, Economic reforms (1)
  • Private sector regulation (1)
  • Procurement (14)
  • Procurement, ADB implementation support (1)
  • Procurement, Contract packaging (1)
  • Project data (1)
  • Project design (62)
  • Project management (9)
  • Project readiness (1)
  • Project readiness, Safeguards (2)
  • Projet management (1)
  • Reform programs (1)
  • Reform programs, Sustainability - Reforms (1)
  • Religion or ethnicity (1)
  • Replication and scaling Up (19)
  • Reporting and suoervision (1)
  • Reporting and supervision (7)
  • Risk mitigation (1)
  • Roles and responsibilities (5)
  • Safeguards (5)
  • Scope changes (1)
  • Sector issuee (1)
  • Skilled human resources (8)
  • Social (16)
  • Stakeholder capacity (1)
  • Stakeholder engagement (43)
  • Stakeholder engagement Institutional (1)
  • Stakeholder participation (16)
  • Stakeholder selection (1)
  • Subprojects (1)
  • Technical (43)
  • Time allocation or task sequencing (3)
  • (-) Sector issues (2)

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