Search

Displaying 1 - 15 of 19

Lesson
For short periods these conditions are tolerable, but for a major outage such as that witnessed during the evaluation mission, these plans are inadequate. Losses to businesses due to outages included cancelled bookings at smaller hotels without backup generators, food spoilage due to no refrigeration, less customer traffic due to discomfort for patrons in the high temperatures, and inability to manage booking changes or take credit card payments due to inoperable electronic ticketing and payment systems.

Project Number: 40914-021
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Emergency power plans are outdated. An accident resulted in a 4-day power outage for Siem Reap. In times of grid outages, Siem Reap is served by EDC’s 10.5 MW diesel-powered plant combined with individually owned generator sets that run on diesel and fuel oil. Those who depend on EDC for power suffer rolling brown-outs, but the many people and small businesses that are not connected to the EDC plant and have no individual backup generators face total blackout, i.e., these people have no power at all, and often, no water.

Project Number: 40914-020
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Guardrails might mitigate against transmission line accidents. The CPTL line runs along regional highways on government-owned rights of way and by necessity the poles are close to the road. During the evaluation mission there was a vehicle accident that required 10 poles to be replaced. Although nobody was hurt in the accident and the coordinated CPTL–EDC emergency response plan was very effective, Siem Reap was without grid power for 4 days. One possible mitigation of such a risk might be guardrails along the road.

Project Number: 40914-019
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Sponsors can identify qualified local maintenance providers. CPTL’s international maintenance provider departed with the majority shareholders and was successfully replaced with a local provider. If the project sponsors or project management teams are able to find suitably qualified local operation and maintenance solutions, costs to the project are likely to be lower and an important opportunity to create skilled jobs is created from the outset.

Project Number: 40914-018
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Controls over project cash flows and bank accounts protect project interests. The loan structure included strict controls over the project bank accounts. Bank accounts specifically dedicated to the CPTL project needed to be opened and maintained both outside the host country (the offshore account) and within it (the onshore account). All amounts payable to the project are required to be paid into the offshore account and may only be withdrawn according to the payment priorities and amount limits specified in the loan document.

Project Number: 40914-017
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
Additional resident mission resources could aid in due diligence. Whether this dispute and its potential to disrupt the business could have been prevented through a change in due diligence procedures requires consideration, although the causes of the dispute itself are not clear. All existing due diligence requirements appear to have been completed, including checklists, and PSOD used an external consultant and included the resident mission in its due diligence process, even without a formal due diligence requirement to do so.

Project Number: 40914-016
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
The CPTL project itself offers a meaningful demonstration effect. It was well constructed and delivered electricity on time and to agreed specifications, in turn allowing EDC to deliver electricity to its customers. Under the PPA, EGAT delivers electricity to EDC via CPTL as agreed. EDC meets its contractual payment obligations to EGAT and CPTL. EAC monitors tariffs and licensees, allowing project benefits to be passed on to the end-users in the form of lower tariffs.

Project Number: 40914-015
Project Name: (Cambodia) Power Transmission Lines Co., Ltd., Power Transmission Project
Report Date:
Lesson
More robust due diligence is needed during project design and formulation to enable the closest possible cost estimates and to set aside enough resources to cover contingencies. This can save considerable time. The scope of the ADB-financed East-West Highway Improvement Project, approved in 2005, included two sections of the east-west highway

Project Number: 39176-033
Project Name: Road Network Development Program (Project 2)
Report Date:
Lesson
During the inception mission, the KPK government requested a reallocation of loan proceeds in line with what was agreed to during loan negotiations. The requested reallocation required a major change in scope, which was proposed to take place during the midterm review mission, scheduled for the third year of project implementation. The midterm review mission does not necessarily need to come in the middle of the project period; it can be scheduled early on, for instance in the first year of project implementation, if it would help to get the project going after a slow start.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
The frequent change in administration also affected the filing of the key project documentation, resulting in some of the files remaining in headquarters and others in the resident mission.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
More confusing were the frequent changes in the ADB administration of the project. During the project's 3.5-year life span, the administration moved from the South Asia Department to the Central and West Asia Department, and from the Social Sector Division via the Governance and Finance Division to the Pakistan Resident Mission. This was detrimental to the continuity of interaction with the KPK government.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
One of the main strengths of the project was the continued presence of the same project management in the project management unit (PMU), who were selected and appointed on a competitive basis.

Project Number: 38178-013
Project Name: Restructuring of the Technical Education and Vocational Training System Project (North-West Frontier Province)
Report Date:
Lesson
The implementation efficiency of the program was constrained by the late recruitment of the Technical Assistance Management Agency (TAMA), and the lack of recruitment of local support groups. The TAMA was meant to mobilize about 4,000 person-months of consulting services. The local support groups were expected to be mobilized in each district for 3 years to enhance capacity. For the majority of program implementation, these tasks became the responsibility of ADB and the program support unit (PSU), albeit with insufficient resources, which negatively affected implementation efficiency.

Project Number: 32264-013
Project Name: Punjab Devolved Social Services Program
Report Date:
Lesson
Delays in the establishment of a credit information bureau was also partly a failure of analysis. Costs were underestimated and the problems were not fully understood. Founding a CIB in Bhutan is not only a problem of coordination among the lending institutions. The challenge is more fundamental, with the essential problem being the poor data systems and practices of the lending institutions. Substantive analysis at the design stage of the FSIF would probably have identified this issue and allowed ADB and RGoB to address it earlier.

Project Number: 29243/29243-01/31909
Project Name: Financial Sector Intermediation Facility and Equity Investment in Bhutan National Bank
Report Date:
Lesson
Insufficient analytical underpinnings led to formal rather than substantive compliance with tranche release conditions. Joint undertakings with other donors and RGoB might have strengthened the substantive analysis of policies and the robustness of the dialogue with RGoB. 60 For example, requiring that RGoB formulate an FDI policy, without engaging substantively on the substance of that policy, was not useful. A policy was written and adopted, but a new attempt was being made to formulate a workable policy in 2009.

Project Number: 29243/29243-01/31908
Project Name: Financial Sector Intermediation Facility and Equity Investment in Bhutan National Bank
Report Date: