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Lesson
Involving beneficiaries in deciding counterpart funding decisions would be valuable in ensuring ownership of infrastructure projects, particularly when community labor and cost contribution have to be enforced for lack of provincial funds to cover maintenance. The participation of beneficiaries throughout the project cycle should be required, particularly since they will be the end users of the project. Project preparations should include beneficiary participation in O&M planning and budgeting, and the training of beneficiaries in O&M.

Project Number: 29530
Project Name: Rural Infrastructure Sector Project [Loan 1564-VIE(SF)]
Report Date:
Lesson
More attention should be given to O&M planning and management. A realistic and long-term perspective is needed in addressing O&M issues. Good organization, well-planned budgets, sound financial and reporting systems, and liaison with beneficiaries are important in planning for O&M. Specific covenants requiring detailed functional O&M mechanisms and implementation arrangements should be included in future project loan agreements.

Project Number: 29529
Project Name: Rural Infrastructure Sector Project [Loan 1564-VIE(SF)]
Report Date:
Lesson
Advance recruitment of consultants should be undertaken in development projects to facilitate start-up operations and establish the necessary project management systems. This is to avoid unnecessary delays in implementation particularly if there is training to be conducted to equip project staff with the appropriate project implementation skills.

Project Number: 29532
Project Name: Rural Infrastructure Sector Project [Loan 1564-VIE(SF)]
Report Date:
Lesson
Cross-ministerial implementation of projects brings complications beyond just day-to-day technical issues. Experience shows this to have been the case with other projects. The Tonle Sap Environmental Management Project (TSEMP) experienced many delays caused by having to obtaining agreement and approval across departments.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
The project can point to the setting up of community fisheries organizations (CFOs) and the empowerment of local communities as huge successes in the short and medium term. However, in the long term, the CFOs may come under considerable pressure from outside interests without technical and moral support from the Fisheries Administration (FiA) provincial teams in the field.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Overall, the project outcome appears successful. However, an important opportunity was missed. The project did not establish a recognized baseline with pre- and post-project comparisons to demonstrate to ADB, the government, and key stakeholders the natural resource management, environmental, community, and economic benefits. It would have been possible to provide well-documented evidence that the project had achieved its primary goal.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date:
Lesson
Alternative livelihood programs, while functioning satisfactorily, were focused on individual households, with little built-in capacity for extension. Small-scale livelihood activities must be appropriate to the situation. TSEMP has shown that the most successful small-scale activities are those that people themselves can sustain, given their income, time, and material constraints. Training is a necessary part of livelihood work, particularly if the participants have no previous experience.

Project Number: 33418-013
Project Name: Tonle Sap Environmental Management Project
Report Date: