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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:
Lesson
The quality of subproject planning and design depended on the quality of the consulting firms and their staff. National consulting firms for the feasibility studies and detailed design should therefore have been better managed by the Local Government Engineering Department. [Main text, para. 60(iv)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
Project delays could have been reduced significantly if the project director and other staff had been appointed on time, if competent consulting firms were managed for timely delivery and if the contracts had provided for price increases. [Main text, para. 60(iii)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The project had significant positive impact through increased crop and fish production and through its micro-credit operations. [Main text, para. 60(ii)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
Information campaigns through subproject fact sheets as part of the member education program, and the project newsletter proved more successful than the nongovernment organization facilitator. Bylaws were well drafted by the executive committees of the water management cooperative associations. [Main text, para. 60(i)]

Project Number: 30209-013
Project Name: Second Small-Scale Water Resources Development Sector Project
Report Date:
Lesson
The project's design: (i) did not anticipate the scale and nature of change in implementation arrangements that would arise from choosing the Ministry of Interior as the executing agency; (ii) underestimated coordination difficulties between government agencies - notably between the executing agency and Council for Agricultural and Rural Development (in its role as chair of the project steering committee) and between the Tonle Sap Biosphere Reserve Secretariat, Fisheries Administration, and Ministry of Environment for output 2; and (iii) overestimated the appetite for change in fisheri

Project Number: 39603-012
Project Name: Tonle Sap Sustainable Livelihoods
Report Date:
Lesson
Although the project appears relatively efficient against its own delivery expectations, the extent to which such institutional complexity potentially adds to overall investment delivery costs remains unknown in the absence of reliable quantified benefits data from the project itself that would allow a comparison of different approaches. In institutionally complex projects such as this, implementation and eventual output delivery are especially likely to be affected (both positively and negatively) by circumstances not always foreseeable at design.

Project Number: 39603-012
Project Name: Tonle Sap Sustainable Livelihoods
Report Date: