Climate risks such as monsoon and weather conditions need to be considered in drawing up implementation schedules.
As a key area of development for ADB, climate adaptation infrastructure for flood protection and bank erosion protection need to be effectively disseminated. Structural solutions demonstrated to be effective by the project included (i) riverbank protection works with innovative technologies and prosiltation measures; (ii) upgrade of flood embankments; and (iii) construction of sluice gates and one pumping station to improve drainage.
Integrated flood and riverbank erosion risk management (FRERM) programs are highly replicable. For example, the structural (geotextile bags, high embankments), and non-structural (community-based) approaches were replicated in Kaziranga in the Golaghat district even while the program was still ongoing.
It is good practice to prepare detailed designs at an early stage, using advance contracting and retroactive financing. Finalizing resettlement plans after detailed designs are made helps reduce resettlement plan variations.
It is good practice to understand the business processes of the executing and implementing agencies during the inception mission and to ensure that these procedures are harmonized in the project administration manual. This practice will help smooth implementation and lessen the likelihood of delays.
Inadequate local counterpart funds obstruct the payment of necessary land acquisition and resettlement costs, resulting in slow implementation and delays, particularly during the initial stage of project implementation.
Accessibility to key stakeholders of knowledge captured from projects can maximize their use and continued enhancement. Knowledge developed from this project, including the saline and wetland management guidelines, will be of continuing value to stakeholders; therefore,it should be made accessible to them. Periodic data recording on flood mitigation, losses, saline soils, and wetland benefits should be maintained.
Structural and nonstructural interventions require cohesive and integrated approaches, necessitating long-term planning and consultative processes. For example under this project, safeguard readiness including securing design approval from pertinent agencies should have been pursued more effectively. Project readiness for physical works should be adequately considered in drawing up implementation schedules. Accurate and realistic cost estimates based on detailed technical design can reduce the risk of loan cancellations.
Mobilizing local project management expertise can be beneficial. The modification of the project management consulting contract to increase the inputs of national staff proved beneficial. Local and national staff who work closely with experienced international consultants as part of a team of a competitively selected consulting firm have the opportunity to acquire skills and hone them. This is good and in line with ADB's capacity development objectives in developing member countries.
ADB project teams need to have a realistic understanding of how long it takes host governments to secure internal approvals to avoid delays in completion thatcould impact project performance. Loan effectiveness took place about 5 months after loan signing, some 3 months behind schedule, “due to prolonged government approvals and parliamentary ratification procedures.” This put the project behind schedule almost from the beginning. Subsequent review missions “emphasized the need to accelerate implementation of all planned activities.