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Displaying 1 - 14 of 14

Lesson
Based on the experience from this TA, comprehensive contingency plans need to be in place to address potential disruptions or changes in future energy projects. These plans should account for geopolitical, economic, and environmental factors. Moreover, it is important to encourage diversification of energy sources to reduce reliance on a single resource. Exploring renewable energy options, such as solar, wind, and hydropower, to enhance the resilience of energy projects and prioritizing sustainability in all energy projects are particularly important in this regard.

Project Number: 44184-012
Project Name: Afghanistan and Turkmenistan: Regional Power Interconnection Project
Report Date:
Lesson
Geopolitical shifts, market dynamics, and government decisions could impact project continuity. This was shown by the TA which highlighted challenges in ensuring the continuation of projects beyond the TA phase.

Project Number: 44184-012
Project Name: Afghanistan and Turkmenistan: Regional Power Interconnection Project
Report Date:
Lesson
Adjusting consultant management to unanticipated disruptions, e.g., restrictions posed by the COVID-19 pandemic, will make project delivery more robust and resilient to challenges that arise during project implementation. The flexibility in the recruitment of consultants ensured the efficiency of this TA.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
Effective collaboration and coordination, country missions, and sustained communications are crucial to successful project implementation. The TA achieved its objectives through effective collaboration and coordination between ADB and SASEC countries. Country missions provided opportunities for course corrections when ground truthing revealed some additional risks or incorrect assumptions. Hybrid (online and offline) mode of communication allowed the TA activities to be implemented but at reduced cost.

Project Number: 52070-001
Project Name: South Asia Subregional Economic Cooperation Regional Energy Cooperation
Report Date:
Lesson
Court cases and stay orders, due to compensation complaints, can cause unnecessary project delays. Court cases and stay orders secured by a few landowners, despite being awarded due compensation approved by competent authority, hampered project implementation. Some cases were resolved quickly, while others lingered, waiting for court resolution.

Project Number: 43464-023
Project Name: Himachal Pradesh Clean Energy Transmission Investment Program (Tranche 1)
Report Date:
Lesson
A holistic approach, including an exit strategy, helps improve the design of long-term support for the power sector. Therefore, the supervision of the investment program needs to closely track the capital works being implemented by the executing agencies using their own funds, and the assistance provided by other agencies, including complementary programs initiated by the government. Any gaps should be then filled by utilizing loan savings. ADB started supporting the Madhya Pradesh power sector over 20 years ago and the approved loans add up to $1,720 million.

Project Number: 43467-014, 43467-016
Project Name: Madhya Pradesh Energy Efficiency Improvement Investment Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
When a project provides substantial climate mitigation and environmental benefits, a project economist with strong background and experience in environmental valuation method can undertake the project economic analysis at appraisal. Usually, energy efficiency improvement projects have very low pay back periods and high economic internal rate of return. ADB should investigate the ways in which it can formalize the use of carbon prices in energy efficiency project economic analysis.

Project Number: 47051-002
Project Name: Chemical Industry Energy Efficiency and Emission Reduction Project
Report Date:
Lesson
A well-designed and functioning project performance monitoring system (PPMS) is critical for the monitoring of project performance and collecting data for economic analyses (among other information). Given the data issues persistent in the Pacific e.g., availability and quality of data, careful thought on designing a comprehensive but implementable i.e., “fit for purpose” PPMS is imperative upon project teams. This can enable better data collection, which can facilitate better post-evaluation.

Project Number: 35448-013
Project Name: Omnibus Infrastructure Development
Report Date:
Lesson
Closer coordination, capacity building, and handholding can improve project implementation when the executing agency has limited experience on implementing ADB-assisted projects. A review mechanism for assessing the efficacy of the trainings needs to be designed. The executing agency should be well versed in the ADB's safeguard policies to ensure compliance and accurate budgeting of the cost of safeguards. Any delays in the mobilization of experts to complement the staff of the executing agency should be expeditiously addressed.

Project Number: 47101-002
Project Name: Assam Power Sector Investment Program (Tranche 1)
Report Date:
Lesson
Timely and appropriate change in the project scope can help enhance project performance. For example, adjustments on the project design during the early stages of implementation can enhance project results at completion. A project scope that requires corrective actions needs to be addressed during midterm review to enable the project to achieve better results.

Project Number: 41340-013
Project Name: Advanced Electricity Metering Project
Report Date:
Lesson
Decisions to invest further in concentrated solar thermal power projects, which are capital intensive, critically depends on the feasibility of the location and assessment of environmental risks, as well as the comprehensive and well-justified identification, quantification, and valuation of economic benefits.

Project Number: 46058-002
Project Name: Qinghai Delingha Concentrated Solar Thermal Power Project
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Lesson
A well-designed project performance management system is useful in facilitating the identification, quantification, and valuation of economic benefits.

Project Number: 46058-002
Project Name: Qinghai Delingha Concentrated Solar Thermal Power Project
Report Date:
Lesson
Although it did not negatively impact the program, submission of the monthly and quarterly progress reports was irregular throughout the MFF implementation. This cannot go unattended under the second MFF, as without timely reporting, program management will not be in a good position to address the implementation challenges, especially those unforeseen at MFF and individual tranche approval. The program management unit should establish a mechanism to regularly monitor physical and financial progress per contract.

Project Number: 37192-023, 37192-033, 37192-043, 37192-044
Project Name: Power Transmission Enhancement Investment Program 
Report Date:
Lesson
Land acquisition and government approval processes need to be assessed and factored into the design of projects to mitigate the risk of delays. In addition to institutional capacity, other matters such as the time required for land acquisition and processing of internal approvals need to be assessed during project preparation. Appropriate risk mitigation measures need to be in place. Undertaking these activities would have helped lessen the implementation delays encountered by this project to which delays in contract awarding and land acquisition were major contributing factors.

Project Number: 41626-013
Project Name: Bihar Power System Improvement Project
Report Date: