Summary of Terminal Evaluation
1. Outline of the ProjectCountry: Republic of the Union of Myanmar Project Title: The Project on Improvement of Service
and Safety of Railway in the Republic of the Union of
MyanmarIssue/Sector: Transportation-Urban

Cooperation Scheme: Technical Cooperation

Transportation
Division in Charge: Team 2

Total Cost: 385 million yen

Transportation and ICT Group, Infrastructure
and Peace Building Department
Period of Cooperation:

Partner CountryÞs Implementing Organization:

From May 2013 to March 2016

Myanma Railways (MR), Ministry of Rail Transportation(Two years and 11 months, including 10

Supporting Organization in Japan: N/Amonths extension)
1-1 Background of the Project
The Republic of the Union of Myanmar has a totally non-electrified meter-gauge railway network
spreading as long as 5,934 km. Most of the network is single-tracked, with double-tracked sections
limited to (1) the Yangon-Mandalay section (approximately 620km in length) crossing the central plainand (2) urban railway lines centering on the Yangon circular section. The annual number of passengers
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under the Ministry of Rail Transportation as fully state-owned enterprise centralizes all aspects of its
management, from construction, operation, and maintenance.
In recent years, MR and Ministry of Rail Transportation have come to recognize the importance ofPDLQWHQDQFHUHSDLURIH[LVWLQJOLQHVLQUHÀHFWLRQRISDVWSUDFWLFHV,QWKHSDVW05LQYHVWHGPRUHWKDQ
half of the budget in the construction of new railway lines, with only a small portion appropriated forthe renewal of existing facilities and equipment. As a result, MR has been facing crucial challenges on
how to recover the deteriorated safety level and passenger services. Those phenomenon resulted in theoccurrence of 118 accidents for 2011/2012 in Yangon-Mandalay section, whose causes are attributable
to tracks (50%), rolling stock (29%) and others (21%) respectively.
In relation to the level of service, a number of governing factors are required to be addressed,
including train speed, punctuality, comfort (ride comfort, cleanliness in the passenger room) and fareand charge. The scheduled speed between Yangon and Mandalay is as low as 39km/h, with train speed
limited at various points. The on-time operation rate of express passenger trains in the same section is as
low as 41% for the consecutive three years. Furthermore, 59% of the services were delayed for improper
track conditions and 22% by malfunction of rolling stock. This means that train delay is caused mostly
by deteriorated tracks that also produce severe train vibration, which degrades vehicle comfort.
Such background led to the planning and implementation of the Project as described in 1.2 Project
Overview.

xi

1.2 Project Overview(1) Overall Goal of the Project:
Service and safety level of Myanma Railways is improved.
(2) Project Purpose:
Administration and maintenance ability is improved for the enhancement of service and safety of
Myanma Railways.
(3) Outputs
1) Issues are clarified for the enhancement of service and safety in the administration andmaintenance process, and the improvement plan is drawn.
2) Technical capability is improved through emergency track maintenance to improve the level ofservice and safety.
(4) Inputs (As of the Terminal Evaluation)
Japanese side:• Japanese Experts: A cumulative total of 27 Experts (79 M/M, inclusive of 8.52 M/M supportedby the dispatch company of the Japanese Experts)• C/P Training in Japan: A total of 33 C/Ps
• Equipment: Japanese Yen (JPY) 62 million (Approximately USD 0.52 million)• Operational Expenses: USD 315,739 equivalent (JPY 37,983,400)
Myanmar Side:• C/Ps: 1 Project Director, 1 Project Manager, MR staff in the cumulative total of 19 personnel
 )DFLOLWLHV2I¿FHVSDFHIRUWKH([SHUWVDQGWHPSRUDU\GRUPLWRU\IDFLOLW\IRUWKHWUDLQHHV• Operational Expenses: Necessary operational costs of Project activities including expenses for
Pilot Site work and materials, and C/P travel
2. Evaluation Team
Members of[Leader]

Evaluation Team
(Japanese side)

Ms. Satoko Tanaka, Team 2, Transportation and ICT Group,
Infrastructure and Peace Building Dept., JICA HQ[Evaluation Planning] Mr. Yusuke Taguchi, Team 2, Transportation and ICT Group,
Infrastructure and Peace Building Dept., JICA HQ[Evaluation Analysis] Dr. Maki Tsumagari, IMG Inc.

Evaluation Period: January 18th to 29th, 2016

Type of Evaluation: Terminal Evaluation

5HVXOWVRI(YDOXDWLRQ&RQ¿UPDWLRQRI5HVXOWV(1) Achievements of Outputs
All the indicators set for Output 1 (“,VVXHVDUHFODUL¿HGIRUWKHHQKDQFHPHQWRIVHUYLFHDQGVDIHW\in the administration and maintenance process, and the improvement plan is drawn”) have been met
by the time of the Terminal Evaluation and thus Output 1 is achieved.
Regarding “OVI 1-1. System for collecting information of track, rolling stock, signal andcommunication, and operation is established”, in order to collect relevant information, Project
established Counterpart Team consisting of key managerial as well as technical members drawn− xii −

from both Japanese and Myanmar side, structured in matching pairs. In addition, two experts visited
MR Headquarters and three rolling stock workshops for facts finding in August and September,2013. Based on these results, “Present Situation of Safety and Service Level of MR” was compiled
to guide further process for this Output.
On “OVI 1-2. Safety issues are listed based on the investigation and analysis of cause of
accident”, Project organized a workshop during the cause and analysis training conducted fromFebruary 10 to 28, 2014, where 25 topics relating to accidents and low service levels were selected.
With respect to “OVI 1-3. Service issues are listed”, following the cause and analysis training of
February 10 to 28, 2014, Project conducted questionnaire survey on customer satisfaction in orderto clarify areas and levels of dissatisfaction which should be improved.
Likewise, on “OVI 1-4. Service and safety improvement plan is drawn so as to tackle theissues”, after the discussions among the Project concerned people, “Revised Report of Proposal of
Recommendation on Technical Standards of MR and Short-, Medium-, and Long-Term Railway
Facilities Improvement Plan” was prepared.
All the activities that have been planned under Output 2 (“Technical capability is improved
through emergency track maintenance to improve the level of service and safety”) have already
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set forth, and thus Output 2 is also achieved.
On “OVI 2-1. Technical transfers are made effectively at each measure (targeted numbers oftechnical staff 30 persons)”, approximately 20km Pilot Section in the 46.5 mile section (74.8km
long) between Yangon and Bago on Yangon-Mandalay line was selected for technical transfer, and
the Project conducted comprehensive training program for a batch of 30 trainees from the end of
October, 2013 to mid-May, 2014. The Project then enlarged the scope of Pilot Section to provide
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Finally, the number of the training graduates increased to 574.
In connection with “OVI 2-2. Working manual of emergency track maintenance is prepared”,
Japanese experts summarized the points of reflection through the whole maintenance work andcompiled into a set of three maintenance manuals, (1) Safe Work Manual, (2) Track Work Manual,and (3) Measurement for Track Manual (English and Burmese).
Likewise, “OVI 2-3. Proper equipment and materials are procured both qualitatively andquantitatively”, equipment and materials were selected based on careful analysis of the prevailingsituations/conditions in Myanmar.
Finally, on “OVI 2-4. Counterpart personnel acquired necessary proficiency through seminars(3 times), training (3 times) for technical improvement on the rail maintenance and others”, three
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through actual work on Pilot Section that the trainees had obtained necessary techniques.
(2) Prospect for Achieving the Project Purpose
The Project Purpose (“Administration and maintenance ability is improved for the enhancementof service and safety of Myanma Railways”), as determined by the indicators, has been met as− xiii −stated below:
On “OVI 1. Accident cause analysis and countermeasures to prevent the similar accidents, andmeans to improve service levels are established and executed, and inherited by MR,” training
program to guide MR staff to familiarize with techniques on cause of accident and low service
level analysis and establishment of countermeasures was conducted from February 10 to 28 in2014 at MR Headquarters (“HQ”), participated by 19 senior staff drawn from track maintenance,
civil works, signaling, rolling stock and train operation divisions as well as from MR HQ. The
training consisted of three parts: (1) classroom lecture with textbooks prepared by the Experts; (2)workshop, (3) training of vibration measurement of rolling stock. Following the training, in orderWR¿QGDUHDVIRULPSURYHPHQWRQVHUYLFHOHYHOLQWHUYLHZVXUYH\WRLQYHVWLJDWHFXVWRPHUVDWLVIDFWLRQ
level of MR passengers was also conducted. Although the result showed its satisfaction level was
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by the Project are now referenced for day-to-day practices mainly by inspectors. In addition, thesemanual sets serve as review materials for them to prepare for refresher exams they sit every two
years. Judging from this, the manuals are expected to be continuously referenced and inherited inMR.
On “OVI 2. Administrative and managerial capacity of track maintenance is improved, andimproved level is kept by MR,” the interviews conducted for Terminal Evaluation at the Pilot
Section with the Project trainees endorsed that the Project introduced track maintenance techniques(using Project provided equipment) and safety culture (such as conducting visual check for safety,
and wearing of safety gears like helmet, safety boots, safety vest) have been rooted into the track
maintenance routines of the staff trained. From now on, the graduates of the training will return totheir duty stations and disseminate track maintenance techniques and safety culture to all the areasof MR, so that administrative and managerial capacity enhanced by the Project is most likely bemaintained by MR.
As mentioned above, the manuals for improving service level are referenced in their daily
work, and track maintenance techniques and safety culture have roots in the day-to-day practices.
Moreover, they are expected to continuously maintained, so that it can be concluded thatadministration and maintenance ability was strengthened for the enhancement of service and safetyof Myanma Railways.
(3) Prospect for Achieving the Overall Goal
The word “present” in the indicators is assumed to refer to 2013, the year of PDM revision to
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of the Project must be determined based on the comparison of the corresponding figures of twotime horizons at the minimum, the data of 2013 and the latest available at the time of Terminal
Evaluation. Although the Terminal Evaluation Team requested the latest available data for thesethree indicators, such data has not been provided during the Terminal Evaluation interview. Without
the availability of such dataset, the prospect of achieving the Overall Goal cannot be determined at− xiv −

this stage. Nevertheless, given importance of these three indicators to measure safety/ service levelof the operation, it is strongly recommended that MR keeps these records available.
6XPPDU\RI(YDOXDWLRQ5HVXOWV(1) Relevance: HighThe relevance of the Project is evaluated as high based on its close alignment with (1) the
Government policy of the Republic of the Union of Myanmar, (2) strategic plan/direction of
Myanmars rail transport sector, (3) the Japanʼs ODA Policy, and (4) comparative empirical andtechnological advantage of Japanʼs cooperation.
(2) Effectiveness: HighThe effectiveness of the Project is assessed as high, for having already met the Project Purpose
as per the determined indicators based on solid results that were materialized through Output 1 andOutput 2.
The achievement of the Project was derived by a balanced combination of Japanese equipment
and machinery selected for applicability for the technology transfer to Myanmar and the hightechnical expertise of the Japanese Experts who also possess compassionate characters. As Project
Director noted in the Terminal Evaluation interview, this Project has been one of the kind MR had
never experienced, and thus the results are directly attributable to the Project.
While the Project framework was well structured to develop associated technical skills throughboth theoretical (in seminars) and practical (both at non-operating track and actual OJT work) along
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support of other parties. One such example is a donation of rails by a Japanese steel manufacturer
to MR installed on Yangon - Mandalay Line. It provided the Project an opportunity to check theirstrengthened, more technology oriented skills built through the Project.
 (I¿FLHQF\High
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relationships that the Project managed for results.
1) Causality of Inputs and Outputs
The scope and the type of technical transfer (i.e. on mechanized track maintenance) was new to
the C/P, and without the Project it would not have been introduced to MR. For that matter, there
was direct cause and effect relationship between Project inputs and outputs.
2) Achievements of Prerequisites
The important assumption set for the Project at the launch that is “The Government support to
WKH05HVSHFLDOO\¿QDQFLDOVXSSRUWLVVHFXUHG” held to support the Outputs to be produced.
3) Appropriateness of Inputs by Japan
The planned input was procured to support effective implementation of the Project. Regarding
Japanese Experts, in order to address very specific expertise sought, particularly in the area of
track maintenance, five Experts were assigned to respectively cover their specialty areas. For− xv −

the whole duration of the Project period including follow-up period, a total of 79 M/M Expertsʼ
time was allocated to this Project (from May 2013 to January 2016). Eleven percent of this M/M
was shouldered by the dispatching company of the Expert Team as the companyʼs own proposal/
initiative in order to enhance the project effectiveness and sustainability.
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maintenance, lecture series on outsourcing track maintenance, and seminar and training course
series on bridge maintenance, the Project was extended to March 2016. This extension led the
Project to provide the training to 574 staffs who were gathered from all over Myanmar, contributed
to forming the base of disseminating track maintenance techniques to all over Myanmar.
With regard to some of the equipment and machinery selected for the suitability for MR wereno longer readily available in the Japanese market, procurement of those items required additionaltime to import into the country. Those items reached Myanmar about half a year after the
beginning of the Project. The necessity for those items and evaluation of the Project introduced
Japanese equipment were extremely high, with appreciation among C/P expressed at the time ofTerminal Evaluation interviews. These comments included practicality of hand tie tampers (somuch easier to handle than the huge machines traditionally used in Myanmar) and precision ofvibration measuring equipment. All in all, exposure to new type of equipment through the Project
put the work of C/P a level higher toward more mechanized maintenance operation.
Training in Japan was also highly valued by C/P as an eye-opening experience to see someof the Japanese system, such as signaling and safety door at stations. While not all the system
can be readily introduced to Myanmar, some track technologies are applicable and thus it was
enlightening, was the word of one training participant interviewed for Terminal Evaluation.
As mentioned above, the extension of the Project yielded the prospects for disseminating track
maintenance techniques to all over Myanmar, and the equipment and machinery and training
in Japan improved techniques of C/P. Judging from them, inputs by the Japanese side wereconsidered as appropriate.
4) Appropriateness of Inputs by the Myanmar side
Myanmar side also made the effort in securing resources to support the Project activities. It
included expenses for Pilot Site work, materials and C/P travel. Also, Myanmar side provided
temporary housing facility for the trainees. It can be concluded that these inputs have been
appropriate just enough for the Project activities.
(4) Impact: Fair
Unavailability of comparator data set over a minimum of two time points by the time of Terminal
Evaluation makes assessment on whether the Project is on a course to achieve the Overall Goal
impossible at this stage.
However, information collected through and the improvement plan designed by the Project haveand are expected to continue to aid the other activities MR has been and will be conducting with
JICA, such as “The Project for Installation of Operation Control Center System (2013-2014)” and“Detailed Design Study for Yangon - Mandalay Railway Improvement Project.” Such synergy is− xvi −

expected to positively affect the results of Project achievement toward meeting the Overall Goal.
,I 05 FRQWLQXHV WR PRYH RQ D VLPLODU WUDMHFWRU\ ZLWK UHJDUG WRWKHLU VWDI¿QJ FRPSRVLWLRQ WKHimportant assumptions set for the Overall Goal, that are Administration staff members are notrelocated drastically, and Technical staff members are not relocated drastically are anticipated
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after the Project completion.
Given the prospect for achieving the Overall Goal entails mixed potential, impact is assessed asfair.
(5) Sustainability: Fair
For the achievement of the Project to be maintained and/or further expanded by the Myanmarside after the Project period, there is room for efforts, such as mainstreaming safety agenda within
MR by setting up a cross-cutting unit, timely completion of additional equipment distribution to
duty stations of the Project participated trainees, and attention to financial soundness to enable
investment in succeeding Project produced results. Thus, sustainability of the Project achievements
is assessed as fair.
1) Institutional Aspect: High“The Survey Program for the National Transport Development Plan in the Republic of theUnion of Myanmar: Final Report (September 2014),” ZKRVH FRQWHQWV ZHUH RI¿FLDOO\ DGRSWHG LQ
January 2016 by the Government of Myanmar as the countryʼs Master Plan for Transport Sector,
acknowledges MR as playing a vital role for inter-city passenger and freight transport services. For
the connectivity MR provides both for citizens (passenger service) and business (freight service)for the countryʼs national development, priority entrusted on to MR is expected to continue. It canbe concluded that sustainability from the viewpoint of institutional aspect is high.
2) Organizational Aspect: Fair
Sustainability judged from the present organizational structure is fair.
One positive push factor for the organization is the recent enactment of New Railway Act(January 2016). It will require MR to review and furnish new rules and regulations, and the Project
prepared manuals and documents can provide good starting references, according to the commentof MR Manager. This is one area where MR can be motivated to bring forward experiences they
accumulated with the Project.
To ensure the results of the Project to be institutionalized more broadly on its sustainability,
review of organizational structure of MR to see if housing a unit that will oversee safety issues
across divisions might merit consideration. This time the Project worked with Civil Division
mainly, but going forward, mainstreaming safety as an organizational agenda with a cross-cutting
unit will make MR a more effective organization on safety concerns.
3) Technical Aspect: Fair
The graduates of the training have since returned to their duty stations throughout the country
to apply obtained techniques. The enlarged scope of track maintenance training led the Project toprovide the training to over 500 (by the time of the Terminal Evaluation in January 2016). Given− xvii −the total number of civil staff at MR is around 4,000, the Project essentially affected 13% of its
workforce engaged with track maintenance.
Project arranged additional equipment for the increased scope and coverage of the trainees.
On these additional equipment, at the 8th Joint Coordinating Committee (“JCC”) meeting, it wasagreed that allocation of one set to each division is important. At the time of Terminal Evaluation,
however, the allocation has not been completed. Thus, it will be important for the Project tocomplete the equipment allocation before its closure in a way so that the Project trained staff cancontinue with the technology they have acquired from the Project. Considering that equipment
allocation hasnʼt been completed yet at this stage, sustainability by technical aspect is evaluated as
fair.
4) Financial Aspect: Fair
As a monopolized state-owned transport enterprise, MR has maintained its operation underGH¿FLW DV WKH VROH FULWLFDO PDVV WUDQVLW PRGH IRU WKH FRXQWU\7KLV RSHUDWLRQ PRGH LV FRQVLGHUHG
to continue in the coming years, and it will be an institutional judgement and decision as to how
much/less to resource the organization for carrying forward the results produced by the Project.
However, as discussed multiple times in this report, national importance is attached to MR, andthus, its status as on-going concern is not doubted. Because MR is a loss-making enterprise
but can receive financial support from the government as an important state-owned enterprise,VXVWDLQDELOLW\ZLWKUHVSHFWWRFXUUHQW¿QDQFLDODVSHFWLVIDLU
3.3 Factors enabling the realization of positive effects(1) Factors concerning planning
The Project crafted a working plan taking into consideration on-site conditions, such as a sudden
rain during rainy season and temperature rise during dry season. Moreover, as there are few
roads connecting with working sites except inside stations, it takes more time to carry equipment
and move to working sites in many places than usual. The working plan was carefully made inconsideration for these conditions as well.
(2) Factors concerning implementation process
During implementation, equipment from Japan and duties by Myanmar side (provision of ballast
and sleepers) were delayed. In addition, due to the trains which are not operated on time and thechanges of locomotives which are not displayed on the timetable, things didnt always go as

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checking up train delays by contacting the neighboring stations.
3.4 Factors obstructing the realization of positive effects(1) Factors concerning planning-XGJLQJWKHSURVSHFWVRIPHHWLQJ2YHUDOO*RDO¿JXUHVIRULQGLFDWRUVKDYHQRWEHHQFRPSLOHGE\
MR side by the time of Terminal Evaluation. Evaluation Team didnʼt receive parts of indicator data
DQGKDGGLI¿FXOWLHVLQGHWHUPLQLQJWKHSURVSHFWVRIDFKLHYLQJ− xviii −(2) Factors concerning implementation process
None.
3.5 Conclusions
The relevance of the Project is evaluated as high based on its close alignment with (1) the Government
policy of the Republic of the Union of Myanmar, (2) the strategic direction of the countryʼs rail transport
sector, (3) the Japanʼs ODA Policy, and (4) comparative empirical and technological advantage ofJapanʼs cooperation. The effectiveness of the Project is assessed as high, for the achievement of Project
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of the four dimensions of input-output relationships that the Project managed for results: (1) causalityof inputs and outputs; (2) achievements of outputs; (3) appropriateness of inputs by Japan; and (4)appropriateness of inputs by Myanmar. On the other hand, the prospect for achieving the Overall Goal
against the preset indicators cannot be determined, and the factors relevant to the prospects are variable,
which in turn warrant a rating of fair for the Project impact. Project sustainability is also considered fair,based on a comprehensive assessment of the implementing agencyʼs current institutional, organizational,
WHFKQLFDODQG¿QDQFLDODVSHFWVTerminal Evaluation Team thus confirmed successful implementation of the Project with fullachievement of the Project Purpose and reached a conclusion that the Project be completed in March
2016 as per signed M/M of April 6, 2015.
5HFRPPHQGDWLRQV(1) To be Responded by the Completion of the Project1) Allocation of at least one set of equipment to each division
Project arranged additional equipment for the increased scope and coverage of the trainees. On
these additional equipment, at the 8th JCC meeting, it was agreed that allocation of one set to eachdivision is important. At the time of Terminal Evaluation, however, the allocation has not been
completed. Thus, it will be important for the Project to complete the equipment allocation before
its closure in a way so that the Project trained staff can continue with the technology they haveacquired from the Project.
(2) To be Considered for Successful Achievement of the Overall Goal in Three to Five Years Afterthe Project Completion
1) Periodic training for track maintenanceBy the enlarged scope of track maintenance technology transfer, the Project could manage basic
track maintenance using technology to about 13% of the total civil staffs (574 staffs out of approx.
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hoped that training for such techniques will be incorporated into existing training conducted byMR.
2) Establishment of a cross-cutting safety unit
In this Project, the focus was placed on safety and service improvement through track− xix −

maintenance. Achievement of the Overall Goal will be supported by comprehensive measures
beyond track maintenance. In order for MR to tackle safety improvement issues organizationwide, establishment of a cross-cutting safety unit to more broadly oversee safety matters merits
consideration.
3) Keeping records regarding safety/service level of the operation
For Overall Goal, the Project used indicators that require at least two comparative figuresfrom different time points for judgement (e.g. operating speed in 2013 and 2015). However,since baseline and present figures have not been compiled by the time of Terminal Evaluation,
Evaluation Team had to conclude that the prospect of meeting Overall Goal cannot be determinedor low. Nevertheless, given importance of these three indicators to measure safety/ service level ofthe operation, it is strongly recommended that MR keeps these records available.
3.7 Lessons Learned(1) Equipment and technical transfer arrangement which are the most suitable for C/P([SHUWV ZLWK KLJKO\ DGYDQFHG NQRZOHGJH DQG WHFKQRORJ\ LQ WKH JLYHQ ¿HOG FDUHIXOO\ H[DPLQHG
the working environment of MR, and selected appropriate equipment and technology transfer
arrangement. Carefully crafted plans and implementation procedure by the joint effort of theimplementing agency and the Experts secured solid technology transfer achievement.
(2) Implementation of C/P training in Japan to introduce state-of-the-art technologies
Because the Project was managed by a team of Experts with full access to technically advanced
train service operation in Japan, C/P training in Japan could be organized to entail aspects/casesthat are concrete as well as motivational for them. This experience has positively affected the staffof the implementing agency, and made the subsequent Project activities more vibrant.
 (VWDEOLVKPHQWRIDV\VWHPIRUNHHSLQJ¿JXUHVIRULQGLFDWRUVIURPWKHHDUO\VWDJHRIWKH3URMHFW)RU2YHUDOO*RDOWKH3URMHFWXVHGLQGLFDWRUVWKDWUHTXLUHDWOHDVWWZRFRPSDUDWLYH¿JXUHVIURPdifferent time points for judgement (e.g. operating speed in 2013 and 2015). However, since
EDVHOLQHDQGSUHVHQW¿JXUHVKDYHQRWEHHQFRPSLOHGE\WKHWLPHRI7HUPLQDO(YDOXDWLRQ(YDOXDWLRQTeam had to conclude that the prospect of meeting Overall Goal cannot be determined or low.

− xx −