| General Information |
Project/Program |
Project |
| Project Name |
Phnom Penh Power Rehabilitation Project |
| Duration |
Board of Approval: 9/28/1995 Closing Date (original): 12/31/1999 (actual): 6/30/2000 |
| Donor |
World Bank |
| Implementiong Organization |
Electricite Du Cambodge |
| Sector and/or Subsector Classification |
Infrastructure |
| Region |
Phnom Penh , for more specific area information check the Implementation Completion Report. |
| Financing |
During project cost estimation, USD 40 was to be financed by the IDA, USD 5.7 million to be financed by the EDC and Government entity. Actual project costs amounted to USD 41.7 million, with IDA financing USD 35.2 million, affected by the deprecation of the Riel. |
| Analytical Information |
Stakeholders |
World Bank, Asian Development Bank, Electricite de Cambodge, International Development Association, Independent Power Producer, Japan International Cooperation Agency, Ministry of Economy and Finance, Ministry of Mines, Industry and Energy, Project Management Unit, United Nations Development Programme, affected people, contractors, civil society, etc. |
| Cross-cutting Issue |
Environment |
Asian Financial Crisis resulted a devaluation of Riel and the 1997-1998 political crisis blocked all policy dialogue and Cambodia lost its UN membership until July 1998 until the new Government was created. In addition, problems regarding land acquisition rendered compensation problems. |
| Gender |
No information could be found in the Implementation Completion Report. |
| Impact Analysis |
The project aligns with the October 1995 Energy Sector Position Paper and IDA's Country Assistance Strategy (1995); it is consistent with Cambodia's overall development objectives and World Bank's priorities. |
| Effectiveness |
Ownership/Partnership |
Evaluation |
During the project preparation, World Bank decided to aim for long term goal development partnering with private sectors, so they would be able to focus on the short term needs of people. Thus, project ownership was highly noted during the preparation phase as high coordination with clients were needed. In addition, a Project Management Unit was established to increase the ownership of the borrower and implementing agency through familiarization of World Bank's procedures, appraisal process, and implementation of the project. According to the Implementation Completion Report, borrower showed a very keen interest in the project and undertook all necessary actions to meet World Bank's conditions. |
| Rating |
4/5 |
| Policy Coherence/Harmonization |
Evaluation |
Technical assistance was funded by the UNDP and World Bank through intense coordination among multilateral and bilateral donors. EDC's financial situation was affected heavily by devaluated Riel (Asian Financial Crisis) and high tariffs, which led to a tripartite meeting between the Ministry of Economy and Finance, MIME, and donors (ADB and IDA); as a result, the meeting initiated an action plan, Action Plan for EDC's Financial Recovery. |
| Rating |
3/5 |
| Evaluation Framework |
Evaluation |
Supervision by World Bank was highly satisfactory, as it carried a total of 12 visits during the five years, giving timely and efficient advise to EDC and MIME. In addition, communications were close as the project's task team leader moved to a closer site. |
| Rating |
4/5 |
| Alignment/Composition of Finance |
Evaluation |
Sector reform was an important feature of the project, making EDC a separate entity, which led to high achievement of objectives. Financial covenants (trying to facilitate an environment for the power sector) was not complied by the EDC as there related performance was outside the control of EDC. Furthermore, devaluation of the Riel, tariffs, limited capacity for operation led to a modest evaluation. |
| Rating |
3/5 |
| Other Remarks |
With the influence of the project, Cambodia's National Assembly approved the Electric Act (2000), privatized EDC, and promotion of participation of the private sector. |
