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CSV
Lesson
Closer coordination, capacity building, and handholding can improve project implementation when the executing agency has limited experience on implementing ADB-assisted projects. A review mechanism for assessing the efficacy of the trainings needs to be designed. The executing agency should be well versed in the ADB's safeguard policies to ensure compliance and accurate budgeting of the cost of safeguards. Any delays in the mobilization of experts to complement the staff of the executing agency should be expeditiously addressed.

Project Number: 47101-002
Project Name: Assam Power Sector Investment Program (Tranche 1)
Report Date:
Lesson
Adequate assessment and due diligence of the technical qualification and past performance of a consultant supports satisfactory execution of its services. This is critical for effective implementation of project activities. Specifically, a close monitoring of the consultant's performance during project implementation permits a better quality of deliverables and outputs.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
The required procurement method must be assessed at appraisal stage to determine its compliance with ADB policies prior to including each package in ADB-financed projects. The rehabilitation of the 500 kV HVDC terminals between Rihand and Dadri was dropped when competitive procurement was not feasible because of the nature of the works and resulted in changes in scope.

Project Number: 49214-002
Project Name: Solar Transmission Sector Project
Report Date:
Lesson
The bid document evaluation criteria need to be a pass–fail type to ensure that only financially strong bidders that can implement construction activities in remote areas are selected. This could have helped avoid rebidding and subsequent loss of time in this project

Project Number: 47100-004
Project Name: Madhya Pradesh Power Transmission and Distribution System Improvement Project
Report Date:
Lesson
Utility shifting can form part of the item-rate and/or engineering, procurement, and construction(EPC) contracts to facilitate the efficient delivery of future projects. In road construction projects, the shifting of utility is often contracted out by the executing agency to third-party entities specializing in utility shifting. However, this arrangement can be misused as an excuse by some contractors, leading to possible delays in the delivery of contracts.

Project Number: 43574-025
Project Name: Uttar Pradesh Major District Roads Improvement Project
Report Date:
Lesson
Detailed project preparation and feasibility studies carried out and included in the periodic financing request strengthen project readiness in procurement and safeguards implementation. This could entail conducting comprehensive field investigations and site assessments conducted during the detailed project reporting stage. Monsoon and weather conditions and project readiness for physical works should be considered in drawing up implementation schedules—for both onshore and offshore projects.

Project Number: 40156-013, 40156-033
Project Name: Sustainable Coastal Protection and Management Investment Program - Tranche 2 and MFF
Report Date:
Lesson
Incorporating utility shifting as part of the item-rate contract has proven effective for timely project completion in some Indian states. Utility shifting is usually contracted out to a third-party entity specialized in utility shifting. Contractors often abuse this arrangement, however, taking it as an excuse to delay civil works. To prevent this, the utility shifting should be included as an item in the bill of quantity to be carried out directly by the contractor.

Project Number: 41629-013, 44425-013
Project Name: Bihar State Highways II Project 
Report Date:
Lesson
As larger contracts experienced more delays compared to shorter contracts, in future projects, shorter-length contracts may be considered. The termination of contractors was observed to be due to their non-proactive approach while working in discontinuous encumbrance-free stretches of road, poor planning, and inadequate financial capability. Instead of terminating contracts, it would be more desirable to make encumbrance-free land available upfront, release retention money, and create escrow accounts—which were approaches that were successfully implemented.

Project Number: 41629-013, 44425-013
Project Name: Bihar State Highways II Project 
Report Date:
Lesson
The report and recommendation of the President (RRP) had indicated that 13 of the 25 urban local bodies (ULBs) demonstrated that their municipal cash flows would be sufficient to meet the additional expenditures resulting from the investment program and that the other 12 should propose a financial improvement action plan for sustaining the subprojects. No such action plans were developed. Had these actions plans been developed before subproject approvals, the sustainability of the subprojects would likely have improve

Project Number: 38254-043
Project Name: MFF - North Karnataka Urban Sector Investment Program - Tranche 2
Report Date:
Lesson
Significant implementation delays under both tranches underscore three important points: (i) weather conditions stop works during winter months and even interrupt work during other months, (ii) proper planning is essential so that issues such as inadequate access infrastructure can be taken care of sufficiently in advance, and (iii) extensive geological surveys and testing are crucial in the Himalayan region prior to the detailed project report stage.

Project Number: 41627-023, 41627-033
Project Name: Himachal Pradesh Clean Energy Development Investment Program (Tranches 1 and 2)
Report Date:
Lesson
It might be better for performance-based maintenance (PBM) contracts to be integrated into the civil works contracts to expedite its adoption in future projects. Procurement of a separate contract, particularly a PBM contract, for post-construction maintenance after completion of the civil works contracts is a major concern for any government agency as it involves various channels and processes for seeking internal government approvals.

Project Number: 49125-001
Project Name: Second Jharkhand State Road Project
Report Date:
Lesson
Limited understanding of contractors of complex site conditions impacted their performance, delayed implementation, and often resulted in contract termination; About 30% of the total cost of civil works were contracted before loan signing and over 90% of total contracts awarded by 2014.

Project Number: 38254-053
Project Name: North Karnataka Urban Sector Investment Program - Tranche 3
Report Date:
Lesson
Systematic analysis of market capacities and pragmatic cost estimation for better packaging options could avoid procurement delays and rebidding because of poor bidder participation. Considering the remoteness of the project locations and the market capacities, the EA modified contract conditions for sewerage network contracts to attract bidders. Despite modifications, poor response from bidders continued, resulting in repeated rebidding.

Project Number: 38254-053
Project Name: North Karnataka Urban Sector Investment Program - Tranche 3
Report Date:
Lesson
Advance actions are important and effective in mitigating the risk of startup and implementation delays. As part of advance procurement, POWERGRID awarded the largest contract package under this project before loan effectiveness and the originally envisaged major contracts immediately after the loan became effective. It minimized land requirements by ensuring that the transmission lines mainly passed through government-owned land, wasteland, and agricultural and grazing lands and arranged for the timely issuance of forest clearances.

Project Number: 44426-014
Project Name: National Grid Improvement Project
Report Date:
Lesson
For infrastructure investments, establishing contractual provisions on contractor's performance, such as mobilization, staffing, and deployment of equipment and funds strengthen project implementation.

Project Number: 41116-013, 41116-043
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 3 and Multitranche Financing Facility)
Report Date:
CSV