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Lesson
A narrow sector and geographic focus is more suitable for projects in the Federated States of Micronesia (FSM). In FSM, multistate and multisector projects bring added complexity and interdependence between institutions that do not otherwise have incentives to support each other. Future projects should consider a narrower focus in terms of sector and geographic scope, allowing for less dispersed efforts on physical and nonphysical project targets. This approach has been adopted for the ongoing Chuuk Water Supply and Sanitation Project.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Timelines for policy changes and major reforms should also be realistic, knowing that building understanding and ownership can take time and the passage of legislation can be a lengthy process. Two municipalities declined to participate in the project because of their objection to the transfer of ownership and management of assets to a state government agency.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
The political economy of the country as well as of the local areas where projects are to be sited needs to be thoroughly understood and considered in the design of projects. The project assumptions that institutional and financial reforms would be adopted within a reasonable time frame and that demand for the improved water supply services could be established in Kosrae state proved false. Project preparation could have supported a more thorough understanding of the political economy, and the scope based on a stronger rationale and expressed demand.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development Project
Report Date:
Lesson
Close consultation with stakeholders during project design and implementation is especially needed to address the difficulties commonly arising from finding appropriate sites for solid waste and medical waste management facilities in urban projects. Due to lack of land and higher costs of construction than estimated at appraisal, it was not possible to construct the integrated waste treatment facilities, slaughterhouses, and medical waste management facilities planned under this program. These components were eventually dropped.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program 
Report Date:
Lesson
Overall project success depends to a large extent on the successful implementation of risk mitigation measures carefully identified at appraisal. Weak institutional arrangements and lack of ownership saddled the implementation of this program. A lack of capacity and coordination among different agencies compounded the difficulties. The difficulties could have been minimized or avoided through the timely implementation of risk mitigation measures drawn at appraisal. The measures should be based on a thorough assessment of all potential risks throughout the project period.

Project Number: 39305-013
Project Name: Urban Public and Environmental Health Sector Development Program 
Report Date:
Lesson
Handholding of the executing agency on financial management facilitates consistent compliance and timely submission of project financial reports.Multiple issues observed in project audit reports in early to mid-project implementation were eventually successfully addressed through close collaboration between JMRC and an ADB consultant. Having a financial management specialist during review missions and a dedicated financial management staff would further enhance financial management capacities in future projects.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
ADB's project integrity review (PIR) enhances project management. The PIR conducted by ADB’s Office of Anticorruption and Integrity in 2016 identified gaps in the internal controls for procurement, disbursement, and asset management of the Jaipur Metro Rail Corporation (JMRC), one of the project executing agencies. A follow-up review in November 2017 reiterated a few recommendations which, after full implementation, helped improve JMRC's performance and project deliveries.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Focusing on Gender equality and social inclusion increases project relevance. The Jaipur Metro Rail Corporation has been successfully operating the Shyam Nagar metro station, India’s first metro station with an all-female staff. It has deployed female staff to the platform to guide and help passengers. It has also provided women-only seats in each coach.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Community engagement facilitates good implementation. Proactive measures were implemented to coordinate with agencies and all stakeholders, communicate with the public, and address their grievances. The Jaipur Metro Rail Corporation, one of the two executing agencies, maintained a complaint register at the site for local people to register their grievance.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Technical guidance on handling heritage sites and preserving historical artifacts is critical during construction. The project engaged heritage experts to manage the preservation of the heritage sites. The experts conducted a baseline study on the heritage structures in the project site and regular monitoring of the heritage structures during construction and provided technical guidance on integrating heritage features into the overall project design. The project was successful in managing the civil works in the locale of valuable heritage sites and preserving

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
The design and monitoring framework (DMF) requires careful consideration of inputs and a strong results chain to ensure that the project outcome targets are directly addressed by the project outputs and are not likely to be influenced by other factors. Last-mile connectivity solutions, improved signs around stations, and TOD measures could be considered as separate outputs in future metro projects. Gender aspects should be clearly stated in the DMF to highlight ADB’s value addition.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
More actions on transit-oriented development (TOD), last-mile connectivity, and improved station design are key to higher ridership. The project did not include TOD or last-mile connectivity in the scope. As a best practice, TOD is included in other ADB-financed metro projects in India to bring the benefits of integrated land use development and potentially higher demand. Ridership is also expected to grow when the supporting initiatives, such as improved feeder bus service and more convenient multimodal transfer facilities, are built and implemented.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Transport demand modeling should be based on reasonable assumptions. The economic and financial viability of urban infrastructure projects is normally determined based on the results of a complex transport demand modeling. Under a proposed scenario, the model’s accuracy regarding the modal share depends greatly on the reasonableness of the adopted assumptions, such as the catchment area and willingness to pay. Overly optimistic assumptions lead to overestimation and may cause operational loss.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Planning for rail projects should consider integrated systems and holistic planning to maximize benefits. The project delivered a section of rail infrastructure on one line but did not achieve the ridership target of the first year. The project’s contribution to Jaipur’s overall transport system can only be realized as the public transport network develops, servicing a broader area and providing attractive transport solutions for more people.

Project Number: 46417-001
Project Name: Jaipur Metro Rail Line 1-Phase B Project
Report Date:
Lesson
Basic governance and project management capacity are needed for the success of institutional development projects. This first loan to a state-owned enterprise in Mongolia has demonstrated several lessons. First, having a stable and consistent governance in place within the executing agency is critical prior to pursuing reforms. Second, clarity in the legal status of the implementing agency and the applicable rules and regulations would help mitigate political risks.

Project Number: 49409-001
Project Name: Strengthening Institutional Framework and Management Capacity Project
Report Date: