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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
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
Three years after loan approval, the government made the decision to double track a section of the Yichang-Wanzhou Railway which connects to the subsequent ADB-financed Chongqing-Lichuang Railway. During project implementation, the Ministry of Railways made the investment to increase the capacity of the congested alternative railway routes, which changed some key assumptions made at appraisal. This highlights the importance of incorporating the overall planning of the sector into the appraisal of a specific project.

Project Number: 35339-013
Project Name: Yichang-Wanzhou Railway Project
Report Date:
Lesson
A few factors contributed to the success of the project in mitigating the diverse environmental impacts of the highly complex and challenging construction. A strong institutional establishment ensured effective implementation of the project environmental management plan. Sound environmental management practices were adopted throughout the Project Design, construction, and operation. For example, shock absorbers were installed on the Yichang Extra Large Bridge to minimize the vibration impacts of railway carriages on the aquatic habitats of the Chinese sturgeon.

Project Number: 35339-013
Project Name: Yichang-Wanzhou Railway Project
Report Date:
Lesson
No new lessons

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
When projects cross ministerial boundaries�as was the case with the national and provincial stakeholders in the water resources sector�there must be a clear commitment at the design stage to avoid disputes. Otherwise, such projects should be avoided altogether.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
While the project-preparation facilities made sense, the TA loan itself was spread too thinly. The funds were dispersed across three sectors, and were handled by numerous agencies managing subprojects in many locations. This made coordination a challenge right from the outset, especially given the absence of an experienced and capable local coordination team. It did not work. In retrospect, the multi-sector design of the TA was wrong, and approval should not be given for similar TA loans in the future. The important lesson learned here is to restrict loans to one sector at a time.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
ADB should have restructured its technical assistance (TA) loan much earlier, taking into account two events: (i) the approval of new multitranche financing facilities (MFFs) with project-preparation components that duplicated some of the TA's work, and (ii) dramatic changes in the economy that made some subprojects irrelevant and/or unfundable. The review missions reported on consultant services and their performance, and they did propose a major restructuring of the TA over time.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
The Planning and Development Division's (PDD lack of capacity to assist the implementing agencies delayed the issuance of consultant mandates, thus slowing down work on some priority subprojects. The choice of the PDD as the executing agency was a mistake. The PDD lacked qualified staff,, access, and a track record. The setting up of new units to manage consultancy contracts does not work and should not have been proposed in the first place.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date:
Lesson
Where a large capacity-building component precedes project preparation, reviews by ADB should be more frequent. The consultants should also produce verifiable and detailed reports on progress and staff training. This will allow a more timely response to problems by both ADB and the Borrower.

Project Number: 38458-013
Project Name: Infrastructure Development
Report Date: