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Benin - Additional Financing for the Energy Services Delivery Project (Inglês)

Ratings for the Additional Financing for the Energy Services Delivery Project for Benin were as follows: outcomes were moderately unsatisfactory; risk to development outcome was moderate; Bank performance was moderately satisfactory and borrower performance was also moderately satisfactory. Some lessons learned includes: despite many competing needs in the energy sector, projects should remain selective in their objectives and simple in their design. The combination of power sector reforms, transmission/distribution investments, and biomass energy activities reflected an overly ambitious and diffuse approach that could have benefited from further reflection on sector priorities and risks. Expectations for private sector participation need to be realistic and necessary preconditions should be clearly identified and achievable. It is important to note that the privatization of a state owned electricity utility, such as SBEE (Societe Beninoise d'Energie Electrique - Benin Distribution Power Utility), should therefore be based on its specific condition rather than on a structural liberalization or privatization program. Project objectives and targets should account for endogenous and exogenous risks potentially impacting outcomes and recognize inherent interdependency in the value chain. Institutional development is a transaction-intensive and time-consuming process and such activities should be advanced as much as possible during project preparation while being given sufficient priority in project design and implementation.


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    Benin - Additional Financing for the Energy Services Delivery Project

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    Institutional Strengthening and Capacity Building;national forest;demand for fuel wood;preparation of bidding documents;investment need;global partnership for development;Regulation and Competition Policy;housing for the poor;natural resource management systems;small and medium enterprise;legal and regulatory framework;Management of Natural Resources;transmission and distribution system;intermediate outcome;power sector reform;quality at entry;gross domestic product;kv transmission line;assessment of risk;availability of power;quality of supervision;panel of expert;private sector operator;management of forest;outputs by components;high voltage transmission;assessment of outcome;Country Partnership Strategy;outsourcing of operations;energy efficiency improvement;natural value;population at large;electricity distribution system;per capita income;supply of good;private sector partner;lack of ownership;power generation capacity;demand for gas;reallocation of fund;price of gas;devolution of responsibility;foreign direct investment;global financial crisis;price of oil;thermal power plant;unit of measurement;power sector expansion;private sector investor;weak financial management;biomass energy production;competitive bidding procedure;supply of wood;energy demand management;long term concession;rural electrification strategy;private sector involvement;quality basic service;traditional biomass energy;establishment of community;electricity generation capacity;household energy consumption;foreign exchange loss;state owned company;income generation opportunities;power supply;engineering study;Energy Sector;rural community;interconnected grid;off-grid electrification;results framework;environmental audit;biomass component;mitigation measure;affected population;outcome indicator;financial sustainability;electricity access;Forest Management;SME sector;preparatory work;high reliability;regional cooperation;generation cost;cleaner fuel;investment component;electricity service;electricity import;distribution network;rural area;consultancy service;transmission system;protection equipment;supply management;result indicator;Environmental Assessment;policy plan;Gas Pipeline;charcoal briquettes;kerosene stove;commercially viable;legal framework;safeguard study;institutional framework;electricity system;power outage;water activity;investment program;counterpart funding;measuring equipment;renewable fuel;management responsibility;distribution line;oil field;electricity sector;project costing;environmental risk;load management;construction supervision;future investment;cook stove;compensation scheme;sustainable system;administrative building;finance activity;integrated system;tariff regime;involuntary resettlement;privatization process;distribution concession;national energy;utility concession;timely payment;civil works;effectiveness condition;electricity bill;power crisis;electricity supplier;financial situation;access road;diesel generation;hydropower generation;social indicator;procurement activities;procurement performance;privatization agenda;utility financial;gas producer;regional power;public well;strategic objective;gender development;regulatory authority;primary author;power company;wood stove;government analysis;cashew nut;environmental sustainability;wood fuel;production process;real gdp;positive impact;inadequate infrastructure;supply capacity;geographical location;average duration;power utilities;power utility;rural health;transaction cost;hydro plant;institutional resource;Effective Date;economic competitiveness;utility pole;energy infrastructure;end-use efficiency;consulting engineer;procurement capacity;procurement responsibility;transmission grid;forestry agencies;heavy reliance;foreign debt;procurement documents;sustainable management;external factor;stakeholder concern;capacity constraint;management efficiency;policy formulation;public contract;public forest;energy service;engineering consultant;social component



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