Publication: Building a Line of Defense Against Climate Change : From Reactive Coping to Adaptive Capacity in China's Irrigated Agricultural Development
Climate change threatens to undermine decades of development achievements in China's Huang-Huai-Hai River Basin. Farmers in the 3H Basin have long been plagued by water scarcity and frequent droughts and floods. Development efforts have succeeded in relieving some of these pressures, but the effects of climate change put these achievements in jeopardy. The mainstreaming climate change adaptation in irrigated agriculture project, funded under the Special Climate Change Fund (SCCF) and integrated into the World Bank's Third Irrigated Agriculture Intensification Project, has been building a line of defense against the looming consequences of climate change on agricultural communities in China. The project was recognized as good adaptation practice in the 2011 world resources report as well as the SCCF evaluation of the independent GEF (Global Environment Facility) Evaluation Office. This smart lesson describes how the project created long-term adaptive capacity for affected communities to support sustainable irrigated agriculture in rural China.
“Conrad, Bjorn; Li, Qun. 2012. Building a Line of Defense Against Climate Change : From Reactive Coping to Adaptive Capacity in China's Irrigated Agricultural Development. IFC Smart Lessons Brief. © World Bank, Washington, DC. http://openknowledge.worldbank.org/entities/publication/32042b8a-dfe9-5423-bbd8-ffdce3e1bb33 License: CC BY-NC-ND 3.0 IGO.”
Other publications in this report series
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PublicationIFC at an Inflection Point : Time for a New Business Delivery Model?(World Bank, Washington, DC, 2012-12)As International Finance Corporation (IFC) continues to further scale up its operations, seeking to deliver more development impact, could it be in danger of inadvertently becoming an increasingly slower and higher-cost delivery mechanism, and thus a less relevant change agent? This smart lesson, growing out of the author's observations during 32 years with IFC, proposes an alternative business delivery model with particular relevance to fragile states and frontier regions in middle income countries, in hopes of sparking a lively and productive debate around how IFC defines, delivers and measures success in its poverty reduction effort.
PublicationHow to Revamp a Business Edge Program : The Case of Ghana(World Bank, Washington, DC, 2012-11)IFC aims to strengthen the overall business environment by providing local markets with management training programs aimed at small businesses, such as Business Edge. IFC signs cooperation agreements with local business development service providers to deliver this interactive learning program. The hoped-for result is that the beneficiaries of training will run more efficient businesses and the overall economy will improve. This Smartlesson shares the lessons learned while revamping the Business Edge program in Ghana. The overhaul was achieved by clearing up training providers' misinterpretations about the program and empowering them to deliver it, defining a clear strategy for the program, shedding all but the top performing local providers, giving providers chances to network with potential clients, lining up some business for the providers, and exerting strong quality control over the program.
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PublicationMeasureable Results! Doing Business Project Encourages Economies to Reform Insolvency Frameworks(World Bank, Washington, DC, 2013-01)Over the past 10 years, nearly 100 economies have reformed their insolvency regimes as a result of many factors, such as financial crises and to some extent the International Finance Corporation, or IFC and World Bank doing business project. In the aftermath of the global financial crisis, governments around the world implemented extensive insolvency reforms aimed at strengthening regulatory mechanisms for resolving insolvency cases, to stimulate entrepreneurship and generate a more efficient allocation of market resources. This smart lesson discusses two of the main best practices that stem from the key reform areas: determination of business viability, and introduction of reorganization proceedings.