The Communication Action Plan for the China Energy Label is an awareness-raising and behavior change communication (BCC) intervention designed to boost the demand-side needs of ADB’s technical assistance on "Promoting Energy Efficient Products by Strengthening the Energy Labeling Scheme” in the People’s Republic of China. Even in a centralized political environment, development communication planning processes enabled CEL stakeholders to participate, building their commitment to the project and forging more in-depth collaboration for energy efficiency.

Having identified communications as an essential project element, a behavior change communication and marketing (BCCM) strategy involving all stakeholders was developed by ADB’s Second Urban Primary Health Care Project in Bangladesh. The project’s experience has shown that using BCCM is critical in facilitating the development of a shared vision in projects with different stakeholders holding various interests.

From the outset, ADB’s Second Urban Primary Health Care Project in Bangladesh integrated development communication as one of the outputs to ensure that the project would not just achieve but also sustain its outcomes. The project’s successful implementation of its behavior change communication strategy showed how a solid communication research and stakeholders analysis can direct the logical use of multiple channels and synchronize messages for various stakeholders.

Stakeholders in Cambodia, Nepal, and Samoa who have been adversely affected by ADB-assisted projects mentioned communications or the lack of it as the main factor for their grievances. In these cases, simply providing information about the project was not enough. Communication processes needed to be tailored to respond to the needs of stakeholders to bring out critical issues for dialogue and resolution—especially for projects consisting of multiple players with diverse interests.

Behavior change communication strategies used by ADB’s Enhancing Tax Administration Capacity project in Maldives produced a positive effect on the government’s tax and governance reforms. This report details the communication and awareness-raising campaign that was used to convince the public about the necessity of tax reform.

Major tax reforms were implemented in Maldives from 2010 to 2011. Anticipating public and private stakeholder resistance to paying new taxes, the Maldives Inland Revenue Authority implemented a communication and awareness raising campaign to educate and convince the public about the necessity of tax reform.