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Lesson
Projects involving a behavioral change need to have a full-fledged change management component and engage in more consultations with direct stakeholders.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
Introduction of new technologies, particularly those involving more than a like-for-like replacement of the ones already in use, requires collaboration with experts and private suppliers throughout the design, testing, and repeated price discovery stages.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
In addition to assessing the value chain and market conditions, the technical viability and suitability of the business model and deployment mechanism should be tested prior to the large-scale dissemination of new technologies.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
A multitranche financing facility (MFF) that initially focuses on piloting, capacity building, behavioral and technology change management, and the establishment of a more robust financial intermediation mechanism may have been more appropriate for this project.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
Besides being managed by the most suitable executing agency (EA), onlending schemes need to be informed by a robust assessment of stakeholder capacity and commitment to borrow, which should consider feedback from all relevant groups.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
It is important to pay particular attention to the risk bearing as well as overall project management capacity of entities when conducting stakeholder mapping.

Project Number: 43207-013
Project Name: Market Transformation through Introduction of Energy-Efficient Electric Vehicles Project
Report Date:
Lesson
In projects of this kind, the technical complexities of the equipment and the specialized nature of the works or services to be procured need to be considered when estimating the procurement period.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
Market development of efficient lighting was very fast. Midway through the distribution of CFLs (compact fluorescent lamp) (subcomponent 1.2) the scale had to be pared back because market penetration of the technology had greatly improved.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
Project cost estimates need to factor in all duties and taxes, not only on machinery and equipment but also on service providers. Assessments of banking rules and the government's budget implementation process are also needed.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
Projects implemented in a period when a change in government is foreseeable will undergo reevaluation and review by the new administration. If the core PMU (project management unit) team has a strong foundation and capacity to implement the project, and is seen to be politically impartial, the risk of changes to leadership and possibly even decisions can be mitigated. To have an efficient PMU, project monitoring needs to be programmed and reviewed regularly during implementation to ensure that the executing agency has sufficient staff and counterpart budget.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
Stakeholder analysis and detailed consultation are very important for pioneering projects like this one. Ownership by stakeholders is at risk if project implementation requirements are insufficiently analyzed, and if the institutional environment and human resource capacity is inadequate. This was the first ADB loan to be implemented by DOE (Department of Energy), and it became apparent early on that it was not familiar with ADB procedures, especially on procurement matters and engagement of consultants, which led to project delays.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
The time provided to establish and operationalize the Super ESCO (energy service company) was not sufficient. The existing policy environment, particularly for government budgeting and accounting, does not support the ESCO concept of an energy performance contract (EPC). The environment needs to be adjusted first to enable implementation of ESCO projects in the public sector.

Project Number: 42001-013
Project Name: Philippine Energy Efficiency Project
Report Date:
Lesson
The external monitoring group may have to be on board early on the land acquisition and resettlement plan (LARP) implementation. This is to allow sufficient time for the group doing the electricity market to understand the project and the LARP. Due to the highly specialized task of external monitoring group, it is true that not many groups such as those in the academe or non-government organization have actual experience doing the task.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
While the project as stated in the land acquisition and resettlement plan recognizes the importance of active participation of the different local stakeholders, the municipal, and barangay local government units (LGUs) have largely been credited only on organizing consultation meetings between Transco and the affected people. LGUs could have been likewise tapped as information disseminators and the ?first line of troubleshooters? in instances of grievance.

Project Number: 36018-013
Project Name: Electricity Market and Transmission Development Project
Report Date:
Lesson
The design of the Power Sector Development Program (PSDP) took into account the lessons learned from previous ADB operations in the power sector. In particular, the preparation of the PSDP benefited from the sector assistance program evaluation of ADB's assistance to the Philippine power sector. On this basis, the PSDP envisaged two subprograms with 2-year time horizons, covering 2007- 2008 and tentatively 2009-2010. Target dates were set only for subprogram 1 to allow flexibility in the overall implementation schedule.

Project Number: 30207-023
Project Name: Power Sector Development Program
Report Date: