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Lesson
Updating the design and monitoring framework (DMF) throughout the project life cycle is important.

Project Number: 41598-013, 41598-023
Project Name: National Capital Region Urban Infrastructure Financing Facility – Tranche 1
Report Date:
Lesson
Inclusion of simple but implementable and transformative features can enhance project design.

Project Number: 32300-013
Project Name: Kerala Sustainable Urban Development Project
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Lesson
The complexity of the program, as measured by the number and nature of outputs (and sub-outputs) and policy actions as an important factor in the degree of difficulty in implementation (footnote 7). There may have been too many conditions, i.e., policy actions, to be complied with for the releases of tranches 2 and 3 within the context of the anticipated timeframe for the program and in view of the limited capacity within the government.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A need to define more realistic indicators that consider government commitment and capacity to undertake reforms and a timetable to achieve intended results and causal linkages between intended outcome and impact, with expected results having appropriate linkages with policy actions. Most of MPRMP’s policy actions were complied with but many of the outcome and output indicators and targets were not realized. The indicators/targets for development impact were achieved although the outcome and outputs were not met.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
A more proper design of the TA component and a firm-based consultancy recommended at appraisal along with a more realistic budget. DOF and SGD should have strengthened their procurement capacity prior to the TA loan and this could have been a condition for the release of the tranche 1 funds given that it was their first large ADB-fund project. Although this was recognized, it was thought that such a risk could have been mitigated through the capacity building provided under the TA loan.

Project Number: 41607-013
Project Name: Mizoram Public Resource Management Program
Report Date:
Lesson
Seamless transport across state boundaries is lacking. The east–west national highway corridor was improved significantly between Chittorgarh and Kanpur, and travel time was reduced. For example, the travel time from Shivpuri to Jhansi (100 km) decreased by 1 hour. However, trucks carrying goods must spend 1.5 hours at state border checkpoints to get tax and customs clearances to cross. The World Bank’s Logistic Performance Index, which ranks 160 countries every 2 years, ranked India 25th in 2016, up from 54th in 2014.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Delays in sections outside the project scope in the same corridor can have big impacts on a project. The Kota bypass, which is in the middle of the Chittorgarh–Kota and the Kota–Baran sections, was not completed owing to the collapse of the bridge under construction at the time of IEM fielding. Although the bypass is not within the scope of the project, the delay of its completion affected the traffic on adjacent sections of the project.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Build–operate–transfer (BOT) schemes have large risks but can be successful in high-traffic sections. The BOT annuity concessionaire for the Orai-Baran section, with higher traffic than expected, represents a successful case. However, in many cases BOT schemes in India are not successful. BOT concessionaires need to take large risks as (i) lack of achievement of expected traffic volumes owing to external factors such as the unexpected opening of competitive roads and construction delay in adjacent sections, and (ii) delays in land acquisition.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
Consultation for land acquisition is difficult. In the project, two sections (0.5% of the project roads) are not yet completed owing to difficulty in acquiring the land. The NHAI recently adopted a policy that construction procurements will be started only when more than 80% of land acquisition is completed. However, even if this policy had been adopted in the project, the project still might not have resolved the issues it faced. Land acquisition is a difficult issue in India, and lack of careful consultation with landowners can lead to delays in the acquisition of land for roads.

Project Number: 34420-013, 34420-023
Project Name: National Highway Corridor (Sector) I Project
Report Date:
Lesson
No additional lessons

Project Number: 35335-013
Project Name: National Highway Sector II Project
Report Date:
Lesson
Additional consideration should have been given to the provision of the following, which addresses particular problems encountered: The lack of consultant staff willing to work in Jammu and Kashmir should have been anticipated.

Project Number: 38136-013
Project Name: Multisector Project for Infrastructure Rehabilitation in Jammu and Kashmir
Report Date:
Lesson
Consultant’s bid documents and the terms of references should have been strengthened before these were issued.

Project Number: 38136-013
Project Name: Multisector Project for Infrastructure Rehabilitation in Jammu and Kashmir
Report Date:
Lesson
Additional assistance provided to the ERA by appointing PSU staff consultants to assist in project implementation.

Project Number: 38136-013
Project Name: Multisector Project for Infrastructure Rehabilitation in Jammu and Kashmir
Report Date:
Lesson
No additional lessons

Project Number: 37066-043
Project Name: Rural Roads Sector II Investment Program (Project 3)
Report Date:
Lesson
A more stringent financial and technical due diligence requirement from ADB could strengthen risk mitigation.

Project Number: 37139-033
Project Name: Uttarakhand Power Sector Investment Program - Tranche 2
Report Date: