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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
Project partnership agreements with government on human resources and funding are critical to effective implementation and sustainability. While initially the project national project implementation unit had issues on staffing, procurement, and implementation, these were resolved with incremental additional staffing, recruitment of a small core team of individual consultants, and restructuring to a subproject management unit. The non-recruitment of a social development specialist; to be funded by the government, affected the Gender action plan monitoring and planned survey update.

Project Number: 44130-022
Project Name: District Capitals Water Supply Project
Report Date:
Lesson
Dependence on consulting services hired under a separate ongoing ADB-funded project can cause coordination problems and unnecessary delays. For instance, the submission of this project’s 2018 semiannual environment monitoring reports was delayed because of lack of dedicated attention. Better management of the consultants by the project management unit would have helped achieve the intended efficiency.

Project Number: 44240-014
Project Name: Thimphu Road Improvement 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:
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
Appropriate change in scope in response to detailed technical design to improve the original outline plan and project design at preparation stage supports delivery of expected outputs in a timely and cost-effective manner.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
Report Date:
Lesson
A flexible approach to safeguard policies without strict adherence to established procedures or methods facilitate timely physical construction progress while ensuring the smooth implementation of resettlement plans. For instance, in the case of the construction of the elevated flyover from Jehangir Chowk to Rambagh, a sectional approach was proposed by ERA and approved by ADB. This approach allowed land acquisition to be carried out in a sequential basis within identified sections rather than requiring completion of all resettlement actions in advance of project commencement.

Project Number: 41116-033
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 2)
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Lesson
Timely and appropriate changes in scope enhance program success.

Project Number: 41116-013, 41116-043
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 3 and Multitranche Financing Facility)
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Lesson
The technical and advisory support of ADB is important to assist executing agency re-assess the feasibility of the original scope of the MFF and make the necessary adjustment, as well in the ongoing and future tranches.

Project Number: 41116-013, 41116-043
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 3 and Multitranche Financing Facility)
Report Date:
Lesson
Revision in project scope that involved a change and realignment with the project pipeline needs timely approval to reduce any cost and time overrun.

Project Number: 41116-023
Project Name: Jammu and Kashmir Urban Sector Development Investment Program (Project 1)
Report Date:
Lesson
Continuity of services of experienced project staff is essential. The project director and account officer positions at the project coordination office experienced high turnover, which affected overall performance, including of project financial management, as evidenced by the outstanding recurring audit issues and multiple delayed submissions.

Project Number: 36188-023
Project Name: Secondary Towns Integrated Urban Environmental Improvement Project
Report Date: