The challenge in CIF’s first year of operation was translating the cooperative effort of the design process into an inclusive operational structure. The second year’s work program focused on supporting country-led development of CIF Investment Plans and country-led preparation of Strategic Programs for Climate Resilience, as well as putting FIP and the Scaling-Up Renewable Energy Program in Low Income Countries (SREP) in operation. Among the overarching lessons learned:  

• Involving representatives of civil society and indigenous groups from the beginning helps foster critical support that could otherwise not be gained. This inclusive approach also enhances transparency and ensures that environmental and social standards are sound.

• Country leadership in developing investment programs ensures government ownership and provides a framework for aligning and blending resources. Such approaches are likely to be strategic and long term, rather than carried out on a project-by-project basis.

• Joint missions enable the MDBs and recipient governments to consult with a broad array of stakeholders, build buy-in, manage expectations, strengthen the kinds of capacities that meet specific country needs, and create a common vision.

• The most effective joint missions have benefited from strong leadership at the ministerial level, interdepartmental coordination, and a clear vision of how CIF funding can support the implementation of transformational national strategies.

• The unprecedented coordination and cooperation among the MDBs is a profound CIF innovation. Leveraging their comparative advantages is the key to successful planning and implementation because it ensures coherence and harmonization.

• Cooperation and coordination with other development partners, such as UN agencies and bilateral donors, works well in countries where donor coordination processes have been established and the MDBs have a strong presence.

• The involvement of local civil society stakeholders varies considerably and reflects the level of dialogue between the government and CSOs, as well as the extent to which CSO engagement has been pursued.

• When contributing and recipient countries are equally represented on governing bodies, decision making is more transparent and cooperation expanded.

• A diversity of financial instruments provides flexibility and enables Investment Plans to be tailored to national interests and priorities.

• Involving the private sector has led to a better understanding of its potential contributions to climate investments and the resources, agility, and innovations it has to offer. CIF acknowledges that more needs to be done to engage the private sector in CIF activities at different levels, such as governing structure, knowledge management, and investment.