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Turkey - Electricity Distribution Rehabilitation Project (English)

Ratings for the Electricity Distribution Rehabilitation Project for Turkey were as follows: outcomes were unsatisfactory, risk to development outcome was low or negligible, Bank performance was moderately unsatisfactory, and Borrower performance was unsatisfactory. Some lessons learned included: higher-level and more coordinated communications between the Bank and government, bringing together key government stakeholders earlier on in the project, can help to more effectively and transparently address project issues. Supply-and-installation contract shifts most of the responsibilities of project implementation to the contractors, therefore reduces the complexity of contract management. However, in order to effectively implement this type of contract, the following conditions are necessary: (i) the implementation agency can carry out project design in a sufficient and timely manner; (ii) the borrower can assume the risks associated with the design and engineering practice; (iii) project scope and design are clearly defined before both parties enter into the contract; and (iv) the implementation agency has sufficient capacity to monitor project progress on the ground. Currently, an extensive effort is being carried out by the Bank to consult with external stakeholders in order to improve the Bank's procurement policies. One area for consideration is how to reconcile differences between Bank's procurement rules and the country's procurement system so as to improve efficiency. A resettlement policy framework is recommended to minimize risks of potential negative effectives under involuntary resettlement.


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  • Document Type

    Implementation Completion and Results Report

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  • Region

    Europe and Central Asia,

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  • Doc Name

    Turkey - Electricity Distribution Rehabilitation Project

  • Keywords

    privatization of distribution company;privatization of electricity distribution;Economic Rate of Retum;economic and financial analysis;ip disbursements archived;operation and maintenance cost;regional distribution company;electricity distribution network;lack of ownership;electricity distribution sector;supply and installation;quality at entry;quality of supervision;interruptions in supply;reduction of poverty;independent regulatory commission;wholesale electricity market;outputs by components;process of reform;process of privatization;electricity distribution company;quality of supply;net present value;competitive electricity market;global financial crisis;exchange rate;lack of commitment;amount of land;competitive tender process;labor and materials;greenhouse gas emission;public procurement law;rights of way;Exchange Rates;competitive bidding process;impact of land;project completion date;land acquisition;turkish lira;private investor;prospective bidder;contract management;power supply;private land;distribution asset;Procurement Policy;performance criteria;municipal authority;capacity constraint;environmental safeguard;supply interruption;Project Monitoring;private investment;staff turnover;involuntary resettlement;average duration;result indicator;loan extension;government stakeholders;loss reduction;winning bid;market structure;field visits;procurement rule;baseline data;Urban Infrastructure;project costing;unit price;consumption growth;procurement process;mitigation measure;procurement system;excavation work;medium voltage;oversight agency;construction activities;traffic disruption;geographic area;disbursement ratio;power purchase;Government Performance;energy security;market liberalization;supply security;social safeguard;government commitment;borrower performance;privatization process;qualified personnel;approval procedure;operational issues;clean audit;engineering practice;external stakeholder;contractual dispute;financial statement;voltage line;street light;qualified consultant;business environment;privatization package;causal linkage;fiscal constraint;staff morale;outcome indicator;beneficiary survey;private entry;investment climate;supply cost;satisfactory rating;price adjustment;residential tariff;tariff increase;managerial capacity;general management;procurement procedure;fiduciary requirements;national legislation;social impact;remedial measure;remedial action;management tool;long-term benefits;procurement management;approval process;results framework;international procurement;procurement issue;project effectiveness;civil society;agency performance;automatic monitoring;short period;generating plant;distribution privatization;tariff level;adequate maintenance;contract signature;inadequate capacity;bill collection;government indicator;procurement experience;risk status;safeguard policy;Safeguard Policies;banking crisis;disbursement profile;local infrastructure;installation work;work schedule;procurement delay;safety regulation;distribution business;aesthetic quality;economic reform;financial benefit;simulation result;government priority;physical condition;distribution capacity;investment need;gender aspect;financial factor;primary author;privatization program;distribution license;retail electricity;regional monopoly;investment lending;gradual opening;grace period;Proposed Investment;external partner;electricity monopoly;utility company;public debt;construction plans;stakeholder workshop;winning bidder;fiscal discipline;high reliability;efficiency improvement;investment amount;investment control;government strategy;routine process;government ownership;illegal use;positive impact;unsatisfactory performance;transitional period;community relation;process information;loan account;financial covenant;government fiscal;monetary compensation;dispute arising;price reduction;employment opportunities;price escalation;copper price;employment opportunity;annual investment;institutional change;transmission company



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Turkey - Electricity Distribution Rehabilitation Project (English). Washington DC ; World Bank