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Lesson
Complex projects, with an intention to have innovative features, including private sector participation, are better designed and implemented if there is a clear government sector plan that is fully supported both at the national and provincial levels. The lack of a clear sector plan in this case resulted in changes in government priorities and decision (i.e., from multimodal to rail-to-rail transshipment, from private operator to state-owned entity).

Project Number: 41192-013
Project Name: Regional Logistics Development Project
Report Date:
Lesson
Strong technical support and advice from ADB provides value addition to infrastructure projects, particularly for countries where institutional capacity is weak. Support includes the conduct of diagnostic work to assess the capacity of the sector and the institution and determine the risks and discuss the needed mitigation plan. The project was approved during the time when reorganization in the sector was underway. Thus, both the government and the ADB could have built on the momentum to fully take on its first multimodal transport investment.

Project Number: 41192-013
Project Name: Regional Logistics Development Project
Report Date:
Lesson
Close coordination among key stakeholders is especially required in complex and large-scale projects. Bolstered by strong partnership with and regular involvement and oversight from ADB, the executing agency and the project implementation unit’s professional and technical staff would have contributed to the delivery of the intended outcome and outputs. Professional and technical support was particularly important as the municipality of Ulaanbaatar MUB lack in capacity to effectively manage and coordinate the program.

Project Number: 39256-024
Project Name: Urban Transport Development Investment Program Imultitranche Financing Facility and Tranche 1)
Report Date:
Lesson
A holistic approach, which can lead to overambitious scope and targets, needs to be carefully weighed during the project design stage. This program and its numerous outputs adopted a holistic approach, which might now seem overly ambitious, particularly for the first urban transport undertaking in Ulaanbaatar. A phased approach could have been considered to focus resources on clearly identified priorities and to develop capacity.

Project Number: 39256-024
Project Name: Urban Transport Development Investment Program Imultitranche Financing Facility and Tranche 1)
Report Date:
Lesson
Complex and large-scale investment programs demand more rigorous front-end analyses to identify appropriate implementation arrangements and timelines. Drawn-out government approval processes, lack of qualified and experienced consultants, and inadequate high-level support and guidance obstructed the implementation of this investment program. Being a complex and the first-generation bus rapid transit investment in Mongolia, the program required a longer implementation period.

Project Number: 39256-024
Project Name: Urban Transport Development Investment Program Imultitranche Financing Facility and Tranche 1)
Report Date:
Lesson
Assessment of project impacts critically depends on the collection and analysis of project and other data. Establishing a project performance management system as part of project administration and covenanted in the loan agreement is crucial.

Project Number: 41122-023
Project Name: Road Corridor Investment Program (Tranche 1)
Report Date:
Lesson
Extensive delays in implementing a project that is not ready for implementation reflect foregone economic benefits and result in a net loss to the economy. Assessment of project readiness is an integral part of the project preparation process, particularly from a safeguards perspective where delays often originate.

Project Number: 41122-023
Project Name: Road Corridor Investment Program (Tranche 1)
Report Date:
Lesson
Strong political will and commitment at all levels of government authorities have a decisive impact on the effective and efficient implementation of LAR activities in the context of complex project situations, such as this one. It is important for an executing agency to be proactive and work closely with local authorities and stakeholders to resolve identified issues on the ground. Monitoring of land acquisition and resettlement plan implementation is best to start early to identify issues and find effective solutions in a timely manner.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date:
Lesson
Active engagement with key government agencies is important. It can provide the much-needed oversight and intervention to facilitate the resolution of unexpected design and implementation issues emerging from project implementation. These especially concern issues that ADB has very limited control.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date:
Lesson
Adequate due diligence and consultation with government agencies and related stakeholders throughout the project cycle will help ensure appropriate project planning, preparation, design, and implementation and avoid unnecessary scope changes that reduce the overall process efficiency.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date:
Lesson
In designing an multitranche financing facility program, it is important to formulate tranche-specific design and monitoring frameworks that are logical and have sound links of outcome and outputs in line with the SMART (specific, measurable, achievable, realistic, and timely) principle. These indicators need to work in concert to reflect the appropriateness and continuum of the results chain leading up to the high-level development impacts that are most relevant to the scope and focus of that specific tranche.

Project Number: 42414-033
Project Name: Sustainable Urban Transport Investment Program (Tranche 2)
Report Date:
Lesson
Projects designed as emergency assistance loan (EAL) require stronger project performance monitoring system (PPMS) to closely monitor progress and achievements. Since EAL is usually designed fast, there is greater chance that project scope, design, and targets are fluid and call for a very robust monitoring system to ensure that baselines and targets are developed and monitored during implementation and at completion. These include a strong support to measure project benefits that are crucial for EIRR calculations.

Project Number: 49319-001
Project Name: Cyclone Pam Road Reconstruction Project
Report Date:
Lesson
The flexibility of EAL allows the design and monitoring framework (DMF) to be enhanced during implementation. This was not fully maximized in this project. Other than adding project outputs under the additional financing, outcome indicators remained to have attribution issues. Outcome indicators for improved transport infrastructures could have helped provide data to calculate EIRR at completion (para. 13). Quality review, including interdepartmental review at appraisal, can provide guidance in this regard.

Project Number: 49319-001
Project Name: Cyclone Pam Road Reconstruction Project
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
Instituting a dedicated project account can instill cash flow discipline and ensure the exclusive use of payments for the project thus avoiding cash flow problems that can hinder work progress. Contractors in road construction projects in India generally face cash flow issues while executing the project because the funds they receive are diverted from the project to other purposes. This disrupts progress.

Project Number: 49125-001
Project Name: Second Jharkhand State Road Project
Report Date: