| General Information |
Project/Program |
Project |
| Project Name |
Cambodia: Greater Mekong Sub region Transmission Project 34390 |
| Duration |
Board of Approval: 15-December-2013 Closing Date (In loan agreement): 31-December-2013; (actual): 9-May-2011 |
| Donor |
Asian Development Bank (ADB) |
| Implementiong Organization |
Electricite du Cambodge |
| Sector and/or Subsector Classification |
Infrastructure |
| Region |
See Map in ADB completion report |
| Financing |
At appraisal, the estimate cost of the total project was USD 95million; ADB was to provide 46 percent (USD 44.3million), World Bank was to provide 17percent of the cost (USD 16million), and the NDF to provide 12 percent (USD 11million). Actual project costs amounted up to USD 76 million; the ADB financed 50 percent (USD 38.9 million), World Bank financed 20 percent (USD 15.53 million), and the NDF financed 17 percent (12.9 million). The costs had decrease due to high infrastructure costs and lower implementation costs for capacity building (some of which were given to the World Bank). |
| Analytical Information |
Stakeholders |
Asian Development Bank, Electricity Authority of Cambodia, Electricite du Cambodge, Nordic Development Fund, electricity providing private sectors, Norway, World Bank, Vietnam, consultants, non governmental organizations, civil society. |
| Cross-cutting Issue |
Environment |
|
| Gender |
|
| Impact Analysis |
The project aligns with the Intergovernmental Agreement on Regional Power Trade, ADB's country strategy and program(2000-2005) its update plan (2003-2005) and country partnership strategy (2011- 2013), Government's second Socioeconomic Development Plan 2001-2005, National Poverty Reduction Strategy (2003-2005), Country's Strategy and Program (2005-2009), Government's economic policy (2006-2010), Ministry of Planning's National Strategic Development Plan Update 2009-2013. |
| Effectiveness |
Ownership/Partnership |
Evaluation |
EDC acted on a timely basis and successfully implemented the project with advisory services from the consultants. According to the completion report, the EDC acted efficiently as an employer and project manager. |
| Rating |
4/5 |
| Policy Coherence/Harmonization |
Evaluation |
The Nordic Development Fund and the World Bank jointly financed the project; the implementing organization had created separate management units for ADB and NDF loans and for the World Bank loans. The Director of EDC's Corporate Planning and Projects Department headed both teams with procedures, regulations, and coordination. The teams underwent daily project activities headed by 12 experienced engineers with good coordination with EDC's Finance and Accounting Department. The three co-financiers conducted joint review missions including project stakeholders as well as project visit sites. |
| Rating |
4/5 |
| Evaluation Framework |
Evaluation |
ADB had conducted 17 project administrative missions (including three join missions with the NDF and World Bank. The ADB evaluated based on technical issues, preparing and evaluating bid documents, and monthly progress meetings after the project administration. |
| Rating |
4/5 |
| Alignment/Composition of Finance |
Evaluation |
Disbursements were delayed compared with the appraisal due to late recruitment of consultants, delay in retrieving governmental improvements regarding legal documents (of the transition period), and achieving loan effectiveness. The financial loan covenants were all complied with but two which were heavily influenced by the fluctuating fuel and oil prices (as electricity's source is diesel generators) in 2005 and 2008; currently all covenants are applied with and is improving its financial position. |
| Rating |
3/5 |
| Other Remarks |
According to the completion report, resettlement action plan submitted in January 2005; this action plan was to compensate the affected people and undertake to finalize the resettlement arrangements prior to project implementation. The plan was initiated by ADB and the World Bank and was jointly monitored as well. |
