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Lesson
Factors that contributed to the overall success of the project include (i) the openness willingness, and flexibility of ADB and the government to respond positively to emerging need and demand; (ii) agreements by stakeholders to increase the number of MES representatives in the project steering commitee, which balanced the views and bargaining power of MES in the decision-making process; and (iii) the willingness of ADB to use its own resources to hire staff consultants when required to help resolve procurement bottlenecks and accelerate project implementation especially during critical per

Project Number: 45010-002
Project Name: Skills for Employment Project
Report Date:
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
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
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:
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)
Report Date:
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)
Report Date:
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: