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Lesson
No new lessons

Project Number: 39118-013
Project Name: Cyclone Emergency Assistance Project [Loan 2174-COO]
Report Date:
Lesson
Taking into account issues related to sustainability, it is apparent that the project outcomes can be sustained if the government allocates adequate funds and resources for operation and maintenance based on a rigorous and transparent planning regime.

Project Number: 37680-013
Project Name: Emergency Rehabilitation Project [Loan 2045-KGZ]
Report Date:
Lesson
Emergency projects such as this one tend to be difficult to administer and implement and difficult for ADB to properly guide and oversee. This is because speed is of the essence to restore normal activity, and subprojects tend to be spread over large geographical areas. As such, ADB has to depend not only on review mission diligence but also on consultants and the government agencies involved. ADB’s procedures, while fully adequate for non-emergency projects, tend to slow the implementation of emergency projects such as this one, so due diligence is sometimes truncated.

Project Number: 37680-013
Project Name: Emergency Rehabilitation Project [Loan 2045-KGZ]
Report Date:
Lesson
Like other state electricity boards, ASEB experienced difficulties in obtaining state government budgetary support, which badly constrained its operations. Since Assam's financial condition is particularly serious, addressing financial issues upfront is key to successful reform. Investments under the multitranche finance facility (MFF) will include institutional development, ensuring a sustainable reform program.

Project Number: 36318-023
Project Name: Assam Power Sector Development Program
Report Date:
Lesson
ASEB, with the support of the Government of Assam (GOA), took advance action to acquire land and clear other statutory hurdles, which eased implementation. In earlier ADB-assisted power sector projects, land acquisition and resettlement issues generally caused delays. Although ASEB was initially not fully conversant with ADB procedures, timely support from ADB and willingness of ASEB staff to adopt these practices helped implement the project. ASEB and GOA fully supported the project and retained key project management unit (PMU) staff.

Project Number: 36318-023
Project Name: Assam Power Sector Development Program
Report Date:
Lesson
Before ADB's support, the Assam State Electricity Board (ASEB) had not taken on transmission and distribution (T&D) projects of such magnitude due to financial constraints. However, the successful project implementation amply demonstrates that, if appropriate institutional support is provided, it can carry out such a project adequately.

Project Number: 36318-023
Project Name: Assam Power Sector Development Program
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:
Lesson
No new lessons

Project Number: 35068-013
Project Name: Gujarat Earthquake Rehabilitation and Reconstruction Project
Report Date:
Lesson
Advance procurement actions and decisiveness on the end of the Ceylon Electricity Board and ADB could have prevented procurement delays. The project completion report noted that the project was extended by 24 months to accommodate delays in procurement. [Main text, paras. 20, 71]

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
A strong sector development program (policy and investment) entails a design that properly links and demarcates expected impacts, outcomes, and outputs. The Power Sector Development Program (PSDP) failed to coherently set out the objectives between its policy and investment components. Consequently, the lack of clarity between the two components in the PSDP framework contributed to the sector program's underperformance and poor design made it difficult to evaluate.

Project Number: 30207-013, 30207-023
Project Name: Power Sector Development Program
Report Date:
Lesson
Caution is in order in concurring with major changes in project scope. The scope for Part C of the project changed from initiating preparatory work for launching a training and management institute at the Rural Electrification Board - to physically constructing the institute. Its implementation though has suffered from price escalation, scarcity of construction materials, and internal disputes among partners in the contractor's consortium.

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date:
Lesson
ADB needs to pay more attention to capacity assessment during inception. The executing agencies had insufficient capacity to carry out procurement, bid evaluation and other processes, resulting in significant delays. This capacity deficit within the executing agencies was not identified during inception. [Main text, paras. 39,45,62]

Project Number: 28025-013
Project Name: Dhaka Power System Upgrade Project
Report Date: