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Bangladesh: Ninth Power Project

| country: Bangladesh

Overdependence on consultants for project implementation minimizes initiatives of the executing agency’s (EA) staff for implementing projects. On the other hand, technology transfer is an essential part of development. Thus, there is a need, in project formulation, to balance the use of consultants with the capabilities of the EA.

Fewer approval steps for procurement helps with timely implementation of projects. The full financial authority exercised by the Power Grid Company of Bangladesh (PGCB) and Dhaka Electric Supply Company (DESCO) helped accelerate project implementation.

A gradual approach to reform is most appropriate for a complex, integrated power sector, such as in Bangladesh. This allows time to change prevailing mindsets; to build consensus, trust, and ownership among stakeholders; and demonstrate the tangible benefits of reform.

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