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Lesson
Scrutiny of contractors and consultants before their selection is critical to the success of any project. In particular, in projects like this, which draw minimum interest because of security hazards, lack of oversight may jeopardize project implementation. Therefore, in Afghanistan, specifically in projects like this, such risks may be averted by giving more emphasis to quality and the performance record of both the consultants and the contractors, and not just the lowest price.

Project Number: 39467-013
Project Name: North-South Corridor Project
Report Date:
Lesson
Adverse security issues and project start-up delays are two main factors that have adversely affected and delayed almost all previous projects in Afghanistan, except those where these issues were carefully handled in advance. Furthermore, insufficient surveys during project processing, and major changes in the technical design parameters during project implementation, can also cause serious implementation delays and significant cost overrun. The project suffered security issues until the situation was fixed with the help of additional security arrangements.

Project Number: 39467-013
Project Name: North-South Corridor Project
Report Date:
Lesson
For implementing large-scale and complex projects with a strict timeframe, the preferred form of contract can be engineering, procurement, and construction (EPC) turnkey. For this project, works were awarded under the EPC turnkey contract using a fixed-price and fixed-delivery schedule with penalties for nonperformance and a bonus for early completion. This provided reasonable economic stimuli for timely project completion.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Experience on several ongoing and completed projects in Afghanistan has shown that project implementation is delayed due to two main factors: start-up delays and adverse security issues. Taking advance actions before grant or loan effectiveness can easily address these problems, as demonstrated on this project. Timely actions were taken to speed up implementation readiness, such as advance procurement of works and consulting services, award of contracts, site handover, and timely establishment of a fully staffed project implementation unit.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Implementing a project of this magnitude and in a strict timeframe was quite challenging. However, this can be achieved through exceptional involvement of donors. ADB provided enhanced supervision both from headquarters and the resident mission. Staffs were closely involved in identifying and promptly resolving issues. Any matter requiring ADB's internal approval was expedited and funds were released with fast-track processing. Furthermore, a fulltime implementation consultant was mobilized by ADB on site to provide coordination, implementation assistance, and independent reporting.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
For projects where multiple government agencies are involved in decision making, it is important to establish coordination through an executive committee made up of representatives of the concerned agencies, chaired by a high-level government official and/or champion. Such a committee can facilitate the provision of overall guidance, ensuring expeditious approvals from various agencies, and in places where security is a major concern, could ensure that the project is implemented uninterrupted with sustained security arrangements.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Combining the engineering, procurement, and construction (EPC) and operation and maintenance (O&M) into one package may yield more efficient and cost-effective outputs. On this project, this would have given all the parties a clear understanding of the requirements from the beginning, and risk-mitigation measures could have been built into the contract appropriately. The contractor would also have been particularly vigilant in ensuring the best quality of works during construction.

Project Number: 42533-022
Project Name: Hairatan to Mazar-e-Sharif Railway Project
Report Date:
Lesson
Special measures need to be taken with respect to timing, cost estimations, and availability of contractors in a difficult conflict environment. Lessons learned from the resettlement component needed to be included.

Project Number: 37136-012, 37136-013
Project Name: Regional Airports Rehabilitation Project (Phase 1)
Report Date:
Lesson
Careful consideration should be given as to whether a project is really qualified for processing under emergency support modalities. In this case, the time saved from rushed preparation was subsequently lost in delays and other problems in implementation.

Project Number: 37075-013
Project Name: Andkhoy–Qaisar Road Project
Report Date:
Lesson
Project management and monitoring during implementation, especially during the initial stages, is also important. This is because at these stages, more data and information on conditions become available and enable changes to be made to the design to mitigate unforeseen factors that may risk the outcome.

Project Number: 36673-013
Project Name: Emergency Infrastructure Rehabilitation and Reconstruction Project
Report Date:
Lesson
The primary lesson is that emergency support requires additional focus on planning and thorough preparation despite the usual time constraints. Given that conditions in such a situation are often uncertain and unreliable, project design needs to be robust to be able to deliver critical relief to the affected population.

Project Number: 36673-013
Project Name: Emergency Infrastructure Rehabilitation and Reconstruction Project
Report Date:
Lesson
Close coordination of the multiple development partners was important to ensure that works and programs were complementary, with no overlap or gaps in support. The project was able to incorporate separate but complementary programs from bilateral development partners, which helped the overall implementation and impact of the project.

Project Number: 37136-013
Project Name: Regional Airports Rehabilitation Project Phase I
Report Date:
Lesson
The main lesson learned through implementation of the project was that working with and supporting existing government structures helps develop the capacity of the executing agency to implement externally funded projects, especially in procurement and contract management. It also ensures better ownership of the various works and continued sustainability. Most other development activities are implemented off-budget in Afghanistan.

Project Number: 37136-013
Project Name: Regional Airports Rehabilitation Project Phase I
Report Date:
Lesson
Senior provincial and district government officials and elders expressed gratitude to ADB for its timing and confidence in the implementation of the project. They hope that this will open the regions for future investments and improve governance in the regions.

Project Number: 37136-013
Project Name: Regional Airports Rehabilitation Project Phase I
Report Date:
Lesson
The rapid turnover of the MPW staff, frequent changes in project officers and mission leaders, and the transfer of project administration from one ADB department to another were counterproductive.

Project Number: 37075-013
Project Name: Andkhoy-Qaisar Road Project
Report Date: