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Lesson
Substantial evidence demonstrates that community-driven development (CDD) approaches are more effective than other approaches to basic infrastructure development. Evidence also indicates that CDD is likely to offer better cost recovery and maintenance of completed infrastructure facilities and services because of the strong sense of ownership of the community members. In addition, CDD leads to better accountability. Transparency in decision making and procurement and increased use of audits have demonstrably reduced corruption and leakage of public funds.

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
Report Date:
Lesson
Community facilitators must be qualified and committed, and enough time must be set aside for community empowerment activities, to ensure that community members are sufficiently involved in prioritizing their needs, developing investment proposals, and making decisions. [Main text, para. 65(ii)]

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
Report Date:
Lesson
Involving the beneficiaries at all stages of planning and implementation of upgrading activities and promoting inclusive community empowerment are critical in ensuring pro-poor investments and sustainability.

Project Number: 40247-013
Project Name: Rural Infrastructure Support to the PNPM Mandiri Project
Report Date:
Lesson
A few factors contributed to the success of the project in mitigating the diverse environmental impacts of the highly complex and challenging construction. A strong institutional establishment ensured effective implementation of the project environmental management plan. Sound environmental management practices were adopted throughout the Project Design, construction, and operation. For example, shock absorbers were installed on the Yichang Extra Large Bridge to minimize the vibration impacts of railway carriages on the aquatic habitats of the Chinese sturgeon.

Project Number: 35339-013
Project Name: Yichang-Wanzhou Railway Project
Report Date:
Lesson
Three years after loan approval, the government made the decision to double track a section of the Yichang-Wanzhou Railway which connects to the subsequent ADB-financed Chongqing-Lichuang Railway. During project implementation, the Ministry of Railways made the investment to increase the capacity of the congested alternative railway routes, which changed some key assumptions made at appraisal. This highlights the importance of incorporating the overall planning of the sector into the appraisal of a specific project.

Project Number: 35339-013
Project Name: Yichang-Wanzhou Railway Project
Report Date:
Lesson
Self-supply groundwater wells have not been closed completely as envisaged at appraisal and still exist in Qingfeng and Puyang counties. As a result, the actual operational capacity of three water supply plant (WSP) subprojects is lower than designed. The self-supply groundwater wells also caused difficulties in collecting the wastewater tariff.

Project Number: 34473-013
Project Name: Henan Wastewater Management and Water Supply Sector Project
Report Date:
Lesson
At the beginning of project implementation, three local governments tried to adopt build-operate-transfer (BOT) modality and contracted private companies to construct the wastewater treatment plants (WWTPs). However, the local governments had inadequate capacity to conduct due diligence, and the contracted companies could not provide adequate counterpart financing. The unsuccessful introduction of BOT modality also showed that the capacity of individual WWTPs was too limited to ensure commercial viability.

Project Number: 34473-013
Project Name: Henan Wastewater Management and Water Supply Sector Project
Report Date:
Lesson
Inclusion of an innovative process monitoring system enabled the correction of processes during implementation. This was especially important given the volatile and uncertain security conditions. Process monitoring helped in assessing the work of nongovernment organizations and modifying village planning, livelihood enterprise development services, and microfinance processes. [Main text, para. 68]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Channeling credit through community organizations rather than individuals could reduce defaults through peer group pressure and lower administration costs. Credit lending terms should be consistent with the prevailing local microfinance conditions. [Main text, para. 67]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
No legal precedents for the special area management planning safeguards existed and no single agency was empowered to handle legal aspects of coastal resource planning. Implementation of coastal planning needed better interagency coordination and the Coast Conservation Department should have been included in the design as the implementing agency for component C to give a greater sense of ownership. [Main text, para. 66]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
Providing initial training for the government field staff, which had been weakened by the civil conflict, would have helped implementation. The capacities of the implementing partner nongovernment organizations were overestimated at the design stage and the project management unit spent a lot of time on guidance and training. [Main text, para. 65]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
The Gender Action Plan (GAP) provided a framework for gender-balanced activities but a project management unit gender specialist should have been included in the project design to manage the plan. Implementing the GAP separately through the rural development societies and the women's rural development societies gave women space for involvement but reduced opportunities for fully gender-balanced operations. [Main text, para. 64]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
A strong project management unit with qualified staff under a competent project director who remained throughout the project enabled implementation despite disruption from a tsunami and renewed conflict. [Main text, para. 63]

Project Number: 33249-013
Project Name: North East Coastal Community Development Project
Report Date:
Lesson
The establishment of the Integrated Water Resources Management Unit (IWRMU) in 2003 to monitor completed subprojects further enhanced the commitment of Local Government Engineering Department to the sustainable management of small-scale water resources subprojects. The current frequency of staff transfers and re-posting at the IWRMU, on the other hand, diminishes initiative and commitment to work. [Main text, para. 60(vi)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The Local Government Engineering Department should have submitted withdrawal applications on time and ADB disbursements against the applications also had to be timely, to sustain the flow of funds. [Main text, para. 60(v)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date: