Select Page

LESSONS:

Central and Southern Viet Nam Power Distribution Project Completion Report

sector: Energy | country: Viet Nam, Socialist Republic of

Both implementing agencies (power companies or PCs) significantly revised some targets in the project components. However, ADB staff who conducted six review missions (between 1999 and 2004) never updated the framework in their back-to-office reports (BTOR) and in the project performance report (PPR). The progress of each target in the framework was not properly monitored. Consequently, ADB and both PCs used different indicators in monitoring the project’s progress.

Lack of coordination between urban planning and the electricity network rehabilitation and extension also contributed to delays. For example, local authorities required changes in transmission line routes after changes in urban plans, even after the issuance of construction authorization and the near completion of pole foundations. These delays could have been avoided if the rehabilitation of the electricity distribution had been undertaken in parallel with urban planning. Lack of a standard national policy about the type of equipment to be installed on national networks proved a source of significant delay. Numerous technical specifications were drafted, corrected, amended, cancelled, and redrafted to satisfy many different designers. There were also numerous revisions to the detailed designs and delays in finalizing cost estimates and bills of quantity.

More flexibility with regard to project scope is needed. In the case of the project, it could have been expanded to include additional cities to utilize loan savings had it been structured as a sector project. However, this was not an option during project preparation because of the difficulties involved with finalizing the feasibility studies/technical designs for additional towns/cities in a timely manner. It was also noted that some of the delays could have been avoided had the approval process for technical designs and the bidding documents been more streamlined. The procurement documents had to be approved by many layers at the implementing, executing and Borrower levels.

Share This