One of the major lessons from implementing the project is the importance of obtaining land and forestry permits, acquiring land, and obtaining ROWs (right of ways) for transmission lines at the right time. ADB and PLN (Perusahaan Listrik Negara, or State Electricity Company) have different strategies on the timing of obtaining ROW: PLN's practice is to obtain ROW after transmission towers are erected, while ADB's policy is to obtain ROW before the erection of transmission towers. A clear, standardized, and agreed-on compensation structure between ADB and PLN should have been defined at the beginning of the project._x005F_x000D__x005F_x000D_ROW (right of way) was one of the major hurdles for the transmission line subprojects. Some ROWs were fragmentarily obtained for some sections (e.g., different segments for some sections), and conductor stringing was delayed because contractors preferred to string the sections continuously and at one go._x005F_x000D__x005F_x000D_Clear and timely communication among project stakeholders would have strengthened project implementation, and differences in policy and practice could have been mitigated. Better communication between PLN (Perusahaan Listrik Negara, or State Electricity Company) and ADB would have also avoided implementation delays because both parties would have been more responsive to the needs of and required adjustments for the project._x005F_x000D__x005F_x000D_Building institutional and knowledge management capacity within PLN (Perusahaan Listrik Negara, or State Electricity Company) would have ensured a smooth turnover of the project during personnel changes and reorganization. Capacity assessment and capacity-building activities throughout the project's life would have been effective in addressing institutional and project management gaps.
Power Transmission Improvement Sector Project