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Lesson
Strong government ownership is critical to achieving results. The Cabinet of Ministers, the and other project agencies had to coordinate closely among themselves to ensure that changes in law, decrees, regulatory changes, and board resolutions were implemented in a timely manner. If any intermediate step had been delayed, this would have resulted in a knock-on effect on other outcomes and resulted in delays in the project timetable. The Ministry of Finance negotiated concurrently for budget support from several development partners.

Project Number: 49006-003
Project Name: Electricity Transmission Sector Reforms Program
Report Date: 07 Jul 2023

Content type

  • Lesson (1)

Countries

  • Georgia (1)

Sectors

  • (-) Energy (1)
    • Energy sector development and institutional reform (1)

Themes

Report Year

  • 2023 (1)

Report Source

  • (-) Self-evaluation (1)
  • Validation of self-evaluation (2)

Report Rating

  • Successful (1)

Applicability

  • Program-level (1)

Topics

  • ADB implementation support (1)
  • Air quality improvements (1)
  • Associated project (1)
  • Auditing (1)
  • Awareness and communication strategies (5)
  • Behavioral change requirements (1)
  • Budgeting (6)
  • Capacity development (8)
  • Change in priorities (1)
  • Climate-proofing (1)
  • Consultant recruitment (1)
  • Cost estimates (1)
  • Country context (3)
  • Disasters (1)
  • DMF (1)
  • DMF, Monitoring and evaluation (1)
  • Due diligence (1)
  • EA/IA capacity assessment, EA/IA capacity development (1)
  • EA/IA capacity assessment, Implementation arrangement (3)
  • EA/IA capacity development (1)
  • Economic (1)
  • Engineering designs, Project cost estimates (1)
  • Environmental (10)
  • Finance and financial aspects (10)
  • Financial (5)
  • Financial and financial aspects (1)
  • Financial management (2)
  • Financial management and reporting (6)
  • Financial sustainability - Power sector Uzbekistan (1)
  • Financing mechanism (1)
  • Gender (3)
  • Gender, Gender - Energy efficiency projects (1)
  • Grant funding - utilities, Financial sustainabillity (2)
  • Implementation arrangement (2)
  • Implementation arrangement, RM delegation (1)
  • Indicators (2)
  • Institutional (14)
  • Institutional capacity - Power sector Uzbekistan (1)
  • Lack of commitment (1)
  • Large infrastructure projects (1)
  • Loan agreement (1)
  • Loan and grant agreements (1)
  • Market-based economic system, State-owned enterprises (SOEs) (1)
  • Methodologies / approaches (15)
  • Methodologies and approaches (2)
  • MFF (4)
  • Modality (9)
  • Monitoring and evaluation (11)
  • Multiple project fund sources (1)
  • Multitranche financing facility (MFF) (1)
  • New technologies (2)
  • Organizational capacity (7)
  • Others (25)
  • PBL (1)
  • PBLs (1)
  • Policy and reform (8)
  • Political (2)
  • Power sector - Tajikistan (1)
  • Power sector - Tajikistan; Electricity tariffs - Tajikistan (1)
  • Power sector reforms - Pakistan (1)
  • Private sector development (1)
  • Private sector development, Economic reforms (1)
  • Procurement (11)
  • Procurement, Contract packaging (1)
  • Project design (25)
  • Project management (6)
  • Project readiness (1)
  • Project readiness, Safeguards (2)
  • Projet management (1)
  • Reform programs (1)
  • Reform programs, Sustainability - Reforms (1)
  • Reporting and supervision (2)
  • Risk mitigation (1)
  • Roles and responsibilities (5)
  • Safeguards (5)
  • Scope changes (1)
  • Sector issuee (1)
  • Skilled human resources (4)
  • Social (12)
  • Stakeholder capacity (1)
  • Stakeholder engagement (17)
  • Subprojects (1)
  • Technical (19)
  • Time allocation or task sequencing (1)
  • (-) Commitment and leadership (1)

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