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Lesson
The timely availability of counterpart funding prevented cash flow problems from arising, which could have delayed project completion. Because counterpart government funding was timely, there were no delays and the project was completed early.

Project Number: 39652-023
Project Name: Gansu Heihe Rural Hydropower Development Investment Program— Erlongshan Hydropower Project
Report Date:
Lesson
The project was the first tranche of the first MFF investment program developed in the PRC.17 Based on the experience from this project, the MFF modality should be suitable for future projects in the PRC where there are discrete components. The MFF enabled sequential construction and financing requirements that were funded by separate tranches, thus limiting unnecessary duplication of administrative effort and approvals.

Project Number: 39652-023
Project Name: Gansu Heihe Rural Hydropower Development Investment Program— Erlongshan Hydropower Project
Report Date:
Lesson
The project demonstrated the importance of retaining qualified and competent consultants at the project preparation stage. Knowledge of the project design and implementation that was transferred from ADB to the government was highly valued, and officials expressed the view that this was more important than the loan financing.

Project Number: 39652-023
Project Name: Gansu Heihe Rural Hydropower Development Investment Program— Erlongshan Hydropower Project
Report Date:
Lesson
Continuity of officials and staff at the executing agency, implementing agency, and ADB, who were involved in the development, implementation, and operation of the project, was maintained throughout the project. This continuity, together with stability in personnel capacity, was an important factor in the success of the project. While this lesson may be self-evident, it is not easily achieved and is often overlooked.

Project Number: 39652-023
Project Name: Gansu Heihe Rural Hydropower Development Investment Program— Erlongshan Hydropower Project
Report Date:
Lesson
The success of the Erlongshan Hydropower Project resulted from a combination of strong government ownership and the commitment of the Erlongshan Hydropower Company. These factors ensured that any actual or potential problems were quickly and effectively resolved.

Project Number: 39652-023
Project Name: Gansu Heihe Rural Hydropower Development Investment Program— Erlongshan Hydropower Project
Report Date:
Lesson
Hidden costs of low-cost bids. The difference between the budget and actual cost of supervision and training for the project indicates that the project required substantially more supervision than planned. The HPDT attributes this greater cost, at least in part, to the selection of the low-cost bidders for portions of the civil works.

Project Number: 39038-013
Project Name: Heilongjiang Road Network Development Project
Report Date:
Lesson
Consideration of local practices and knowledge. This project was the third ADB road project in Heilongjiang (and a fourth is currently underway). The HPDT has extensive experience in road design and construction, knowledge of ADB practices and requirements, and clear boundaries for its responsibilities. Although international practices can be usefully included in projects, they do not always work well in the local context.

Project Number: 39038-013
Project Name: Heilongjiang Road Network Development Project
Report Date:
Lesson
The importance of rural link roads. The project was able to deliver benefits to the project area through the inclusion of both the provincial highway upgrade and the rural link roads in the project design. The socioeconomic benefits of these roads were very important, allowing all-weather access to jobs and services (health care, transport). Local tourists use the rural roads to travel to scenic areas, a further source of economic development as well as of support for maintaining the environment.

Project Number: 39038-013
Project Name: Heilongjiang Road Network Development Project
Report Date:
Lesson
The potential close-down and reconstruction of the Erlangmiao WWTP was totally unanticipated. ADB was not notified of this matter until the project completion review in December 2014. This indicates the lack of thorough and serious policy dialogue with the executing agency. If WMG notified ADB early of its urban plan updates related to the activities (e.g. Erlangmiao WWTP in this case) under the project, such low effective subproject could have been avoided through a scope change.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The project cost overrun is another major lesson learnt. Regardless of common factors, such as Chinese yuan appreciation and raise of labor and material prices, inadequate project preparation and insufficient engineering design contributed directly to the project cost increase because they resulted in costs underestimate at appraisal and frequent contract variations during implementation.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The lessons from delayed construction of the Huangpu Road WWTP showed necessity of securing domestic approval in advance, prior to the loan effectiveness. If flooding control permission had been approved earlier, construction of the plant could have been completed on schedule and thus the overall project output could have been delivered completely. The lessons learned from procuring the design, supply, and installation contract for the Huangpu Road WWTP were meaningful for improving procurement efficiency in similar projects and contracts.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The project experienced significant delay in implementation and in delivering the project outputs. This was mainly caused by the construction delay of the Huangpu Road WWTP, which was completed in August 2015, 1.5 years after the loan closing.

Project Number: 37597-013
Project Name: Wuhan Wastewater and Stormwater Management Project
Report Date:
Lesson
The project engagement of external monitors in both Sichuan and Shaanxi enabled timely response to any involuntary resettlement impact during project construction and ensured full compensation and income restoration of affected villages. The emergency loan adopted a framework approach for resettlement safeguard management, i.e., a resettlement framework was prepared during loan processing, and during implementation detailed resettlement plans were prepared for all subprojects with adverse impacts.

Project Number: 42496-013
Project Name: Emergency Assistance for Wenchuan Earthquake Reconstruction Project
Report Date:
Lesson
This is the first emergency assistance loan to be processed for the PRC under ADB's Disaster and Emergency Assistance Policy. The project comprised more than 363 subprojects in 23 counties in two provinces, including reconstructing and upgrading rural roads ranging in length from 3 km to 32 km and rebuilding 12 schools. The PMOs (project management offices) and implementing agencies had no experience in implementing ADB projects. Their relatively weak capacity in managing many subprojects resulted in implementation lagging during the first 2 years.

Project Number: 42496-013
Project Name: Emergency Assistance for Wenchuan Earthquake Reconstruction Project
Report Date:
Lesson
Operation and Maintenance (O&M). In Nanjing, management responsibilities for O&M of river systems, drainage systems, WWTPs (wastewater treatment plants), and sewerage systems were fragmented between Nanjing Qinhuai River Construction Company and Nanjing Municipal Water Company (under NCIC or Nanjing Urban Construction Investment Holding [Group] Company Limited), NDMD or Nanjing Drainage Management Department (under NMUMB or Nanjing Municipal Urban Management Bureau), water resources bureaus, and the district governments. This resulted in considerable confusion and inefficiency.

Project Number: 37603-013
Project Name: Nanjing Qinhuai River Environmental Improvement Project
Report Date: