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Lesson
Procurement of works and recruitment of consultants followed due process and were completed on time. The contract award was synchronized with loan effectiveness and civil works commenced on time. Payment of small amounts to affected persons was a challenging task that is still ongoing. The prompt establishment of the project implementation unit and lessons from tranche 1, particularly regarding LARP implementation, contributed to the smooth startup of construction activities.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M-4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional
Financing
Report Date:
Lesson
Enhanced project readiness filters need to be applied to future projects to minimize or avoid the challenges encountered in this project, which commonly occur in infrastructure projects. These challenges included (i) insufficient construction equipment at the work sites; (ii) contractors’ chronic working capital shortages; (iii) non-payment of local contractors and/or suppliers, resulting in shortages (e.g., of materials and fuel); and (iv) a lack of capacity for efficient project management

Project Number: 48402-001, 48402-002
Project Name: National Motorway M-4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional
Financing
Report Date:
Lesson
Project readiness challenges could result in sequential delays of the different tranches in an MFF, leaving insufficient time for implementation within the MFF term and making MFF less relevant. Prior to the approval of each tranche, the initial design for each project was prepared to varying degrees.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date:
Lesson
The One ADB review mechanism that supported program and/or project processing under the COVID-19 Pandemic Response Option (CPRO) was effective in facilitating quick access by DMCs to emergency support from ADB. The CPRO policy and guidelines were still being developed while the program was under preparation, and managing changing internal guidance and expectations added significant pressure. Neverthelesss, program preparation efficiency gains from the One ADB review mechanism were widely experienced.

Project Number: 54309-001
Project Name: Health Expenditure and Livelihoods Support Program
Report Date:
Lesson
Engagement of dedicated safeguard specialists could help strengthen safeguard implementation capacity. A project management and construction supervision consultant served as focal point for safeguards. No major issues in safeguards were identified.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date:
Lesson
Maintaining key specialists even after major institutional changes helps keep institutional memory within the executing agency and is important for successful project implementation. During project implementation, the government’s economic reform caused institutional changes in the road sector. Despite the change, key members of project management unit remained unchanged, which helped minimize delay.

Project Number: 44483-023, 44483-026
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program (Tranches 1 and 2)
Report Date:
Lesson
A timely and amicable settlement of disagreements between the executing agency and consultants and/or contractors should be worked out to the extent possible to avoid court cases and minimize the associated costs. The executing agency (EA) terminated the contract of the consultant for institutional capacity development on grounds of performance. As a result, both parties presented arguments to the dispute board and the matter is under the purview of Honorable High Court of Jharkhand.

Project Number: 49125-001
Project Name: Second Jharkhand State Road Project
Report Date:
Lesson
Although it did not negatively impact the program, submission of the monthly and quarterly progress reports was irregular throughout the MFF implementation. This cannot go unattended under the second MFF, as without timely reporting, program management will not be in a good position to address the implementation challenges, especially those unforeseen at MFF and individual tranche approval. The program management unit should establish a mechanism to regularly monitor physical and financial progress per contract.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program 
Report Date:
Lesson
Timely partial cancellation of unutilized loan funds should be undertaken to save on commitment charges. Disbursement projections at effectiveness were not met because of initial procurement delays. However, the projections revised during implementation were realistic, with over 90% of loan amount disbursed by project closure in 2017. When it was anticipated that entire loan funds may not be utilized even within extended loan period, the executing agency (EA) could have undertaken partial cancellation of loan funds. This would have allowed some savings in commitment charges.

Project Number: 38254-053
Project Name: North Karnataka Urban Sector Investment Program - Tranche 3
Report Date:
Lesson
The partial credit guarantee (PCG) modality was a good choice for this transaction. It enabled ADB sovereign operations to come as close as possible to enabling the IA to obtain commercial financing for a commercially viable project in a country with a below-investment-grade rating. With a One ADB approach, it showed the way to achieve close and collaborative work between ADB’s sovereign and nonsovereign departments. Its 95% cover was important because it facilitated the raising of commercial finance.

Project Number: 49451-002
Project Name: Shah Deniz Gas Field Expansion Project
Report Date:
Lesson
The absence of a programmatic approach in policy-based loans (PBLs) can put at risk the sustainability of reforms. This program was designed as a stand-alone, single-tranche, PBL and effectively achieved its objective because of strong ownership by and well-coordinated efforts of the authorities and ADB staff. However, the lack of a programmatic approach posed a high risk to the sustainability of the reforms made.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date:
Lesson
Technical assistance (TA) is required to develop the capacity of institutions to meaningfully engage with ADB on a longer-term basis. ADB’s continuous engagement with the country, during and after a PBL, is essential. It allows ADB to keep a foothold in the country, learn about the reforms being assisted by other development partners, remain updated about emerging needs and issues, support sustainability, and help in processing new programs.

Project Number: 53248-001
Project Name: Second Public Efficiency and Financial Markets Program
Report Date:
Lesson
Well-developed, in-house expertise in appraising infrastructure subprojects, business development, risk management, and monitoring supported by good governance contributes significantly to effective implementation of an infrastructure financing facility. Over the years, IDCOL demonstrated this type of institutional capacity especially in power subprojects.

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
Report Date:
Lesson
Prior to commencement, implementation arrangements should be agreed by all participating agencies to avoid unnecessary delays.

Project Number: 47320-001
Project Name: Samoa Submarine Cable Project
Report Date:
Lesson
A clear implementation arrangement with respect to technical, institutional, and scope of work helps to avoid prolonged and lengthy implementation delays, especially for projects involving multiple cofinanciers and implementing agencies.

Project Number: 47320-001
Project Name: Samoa Submarine Cable Project
Report Date: