Final Report: Solar Energy For The Outer Islands

8-ACP-KI-02.
Final Project Report (Draft version)
8th EDF Solar Energy in the Outer

Islands Project
Republic of Kiribati
FINAL ACTIVITY
REPORT
8-ACP-KI-002
__________________
July 2010
European Commission
Author Marc Torra Griso - The project’s former Business

Management Expert (BME)
mtorra@bubusi.net
Date 25th July 2010
Page 1 of 25
8-ACP-KI-02. Final Project Report (Draft version)
Table of contents
1. Introduction! 3
2. Review of Progress and Performance at completion! 4

2.1. Overall objectives and expected results:! 4
2.2. Comparison agains the original work plan! 5
Task 1. Review of KSEC Operations! 5
Task 2: Battery disposal / Recycling study! 6
Task 3: Collation of user survey information! 7
Task 4. Training! 8
Task 5: Preparation of the work plan and work programme! 12
Task 6: Tender dossier and evaluation! 13
Task 7: Supervision of the PV installations! 13
Task 8. Technical and financial monitoring! 14
3. Lessons learnt! 18
3.1. Using LED lights instead of CFL! 18
4. Recommendations! 19
4.1. Reduced need to define expert profiles when tendering service contracts! 19
4.2. Complex projects managed by a core group of experts rather than a single project
manager! 20
4.3. Lack of allocation for battery replacement! 20
4.4. It is advisable to create better synergies from good outcomes! 21
5. Annexes & deliverables! 22

5.1. Annexes! 22
5.1.1. Budget! 22
5.1.2. Consortium and ToRs! 22
5.1.3. Review and evaluation! 22
5.1.4. Compilation of CVs! 22
5.1.5. Compilation of progress reports! 22
5.1.6. Compilation of minutes of Management Technical Advisory Committees! 22
5.1.7. External evaluations! 23
5.1.8. Compilation of annual work programmes! 23
5.1.9. Compiled logistics documents! 23
5.2. Deliverables! 23
Page 2 of 25
1. Introduction
• Name: solar energy for the outer islands
• Location: Gilbert atoll, Republic of Kiribati. Central Pacific
• Duration: From 2001 to 2005. The projectʼs financial agreement (No. 6437/KI) started
on April 1st 2000
• Value:
Overall Budget Euros '000 AUD '000
1. Solar Systems €2,255,000 $4,000,596

2. Installation & Storage €425,000 $753,993
3. Technical Assistance €670,000 $1,188,647
4. Training €250,000 $443,525
5. Mid-term review & end-of-project €160,000 $283,856
evaluation
6. Contingencies, 6% €240,000 $425,784
Total €4,000,000 $7,096,400
• Key stakeholders:
I. Solar Energy Company of Kiribati, Ltd
II. Ministry of Works & Energy. Government of Kiribati.
III. Ministry of Finance. Government of Kiribati.
IV. Delegation of the European Commission in Fiji.
V. Energo/ICAEN Consortium
• Purpose:
I. The overall objectives of the project was to improve living standards on
outer islands and to reduce migration to the main island.
II. The project purpose was to provide a sustainable source of electricity for
rural households and maneabas (community centres).
III. The expected results were:
• More than 1,500 additional household solar energy systems installed
and functioning on outer islands of Kiribati
• Up to 133 PV systems installed in maneabas on outer islands
• SEC established as a commercially viable rural utility providing clean,
sustainable reliable and affordable energy to formerly unserviced areas
on remote outer islands
• Enhanced quality, availability and reputation of solar energy in Kiribati
and in the Pacific region
• Current status: At the time this report is written (July 2010) the project has already
been implemented and the solar systems operating for five years.
• Author: This report has been prepared by Marc Torra Griso, former Business
Management Expert and the person involved in implementing the project in Kiribati.
Page 3 of 25
2. Review of Progress and Performance at completion

This section provides a comparison between the original work plan (technical offer), and
the objectives achieved, together with the deliverables finally produced and the results
obtained. The detailed work plan is provided as an Annex.
2.1. Overall objectives and expected results:

The overall objective of the project was to improve living standards on outer islands and
to reduce migration to the main island. According to the Final Evaluation Report 8-ACP-
KI-02 conducted by BETURE-ENVIRONNEMENT the “Solar Energy for Outer Islands
project has achieved its main goal by improving living standards of the solar systemsʼ
users: all users are unanimous on the benefits solar energy has had on their day to day
life and consider that they evolve in a healthier and more secure environment, that their
income has increased (they have more activities in the evening and spend less for their
lighting) and that their children are able to study more, that the lights are easier and more
comfortable to use, etc.”
The expected results were:
1. More than 1,500 additional household solar energy systems installed and functioning
on outer islands of Kiribati. Results: A total of 1,720 solar home systems were finally
installed. This is 220 PV systems above the original target.
2. Up to 133 PV systems installed in maneabas on outer islands. Results: A total of 111
maneabas have been electrified. The number of maneabas finally electrified is 22 less
than the number originally planned, a difference that was due to the lower than
expected demand for maneabas electrification.
3. SEC established as a commercially viable rural utility providing clean, sustainable
reliable and affordable energy to formerly unserviced areas on remote outer islands.
Results: The project “Solar Energy for the outre islands” is so far the largest rural
electrification ever attempted in the Pacific, with 1,796 solar systems installed in 18
outre islands. Nevertheless it cannot be said that the KSEC has become a
commercially viable rural utility because the price at which energy is being provided is
still $6 below the minimum price of $15 at which electricity should be sold if the
company wants to remain commercially viable. More information is provided in the
paper KSEC-Allocations to revolving fund, included in the section for annexes.
4. Enhanced quality, availability and reputation of solar energy in Kiribati and in the Pacific
region. Results: The project increased the availability of solar energy in Kiribati by
successfully increasing the number of islands electrified from 3 to 18. It increased the
quality of the service by providing clear administrative procedures to manage the
service, and the necessary Information Management System (IMS) to process the
information. The project increased the reputation of solar energy in the Pacific region
because it proved that it is possible to fully electrify the outer islands using solar
instead of conventional energy. It also increased the prestige of the KSEC and Kiribati
mostly thanks to RescoManager, the software application developed during the project
and that it is now available open source and licence free for other countries to
implement it.
Page 4 of 25
2.2. Comparison agains the original work plan

Task 1. Review of KSEC Operations
1. Purpose: Understanding the role of SEC in the implementation of the energy plan of
the Kiribati Ministry of Works and Energy (MWE). Results: This role has been
explained in {1.1.- Report on institutional status} and {1.1.- Report on the Energy
Sector}.
2. Purpose: Formulate a basis upon which SECʼs growth can be projected. Results: The
following reports provide information on the SEC at the time implementation started:
• {1.2.- Technical personnel qualifications} constitutes the evaluation of personnel along
with recommendations for further improving of technical knowledge and skills.
• {1.2.- Report on Human Resources and Training Needs} provides the structure and
the contents outline of a training scheme designed to update technical personnel.
• {1.2.- Report of Activities} describes al the business activities carried out by SEC at
that time.
• {1.2.- Report on Technical Infrastructure} constitutes an evaluation of the existing
manufacturing capabilities of SEC
• {1.2.- Report on existing PV installations} assigned a unique number to all the PV
systems the SEC had at that time,
• {1.3.- Report on Operational & Management Expenses (ROME)} documents all the
major observations and notes from the study of the operational expenses and
management practices.
While below is a description of the strategies suggested by the consultant for managing
the expected growth:
• Paying field technicians on performance: This strategical approach proved to be
very useful because it made the wages of the field technicians dependant on their
performance, as oppose to paying them a fixed salary regardless of their productivity.
The approach is explained in deliverable {1.2.- Proposal for Field technician
remuneration}. The proposal was submitted and approved by the Board of Directors
on January 2004. The approach required the implementation of clear and simple
administrative procedures. The procedures are explained in deliverable {4.2.
Compilation of Administrative Procedures}.
• Simplifying the organisational chart: The initial organisational chart was complex
and had too many levels. The consultant suggested a very simple organisational chart
that had the island technicians directly reporting to the General Manager, with all the
departments providing support.
• Extensive training to technical and non-technical personnel: The {1.2.- Report on
human resources and training needs} takes into account the training needs for both
technical and non-technical personnel
• Computerising the company: When the project started, the SEC had serious
difficulties in providing accurate data on the level of arrears. The compilation of such
information usually took one week, and it was not accurate. Because the company
didnʼt know with accuracy the outstanding fees owed by individual customer,
customers were inclined to delay their payments further and in extreme cases some
field technicians were found to have kept some percentages of the fee collected for
themselves, thus increasing the arrears even further. To solve this problem, the
Page 5 of 25
consultant (BME - Marc Torra Griso) started by evaluating the existing accounting
system. Then prepared a strategy for the implementation of an Information
Management System (IMS) that considered not only the financial aspects of the
company, but also included the technical and logistics. Following this, he designed a
tailored application called RescoManager. Afterwards, he selected the most
appropriate standard application, as explained in {1.3.- Evaluation Report on the
Accounting Software}. The application finally chosen was MYOB. Then implemented
the standard application (MYOB), while continuing the structuring the information that
had to be entered into the tailored application (RescoManager). And finally defined
and implemented all the administrative procedures, which can be consulted in {4.2.-
compilation of administrative procedures}. With the procedures defined, and all the
documents outlining the new structure produced, the next step was to migrate
RescoManager 1 from MS Access into a more stable platform. The migration was
done in 2004 and for this purpose the company Software Factory Ltd of Fiji was
contracted.
Further information is provided in {1.3.- Job descriptions}, {1.2.- Proposed

rural utility structure for the outer islands}, {1.2.- Proposal for Field
technician remuneration}, {4.2.- Corporate Plan 2004-2007}, and {1.3.-
Conditions of service - Solar Energy Company}.
Task 2: Battery disposal / Recycling study

The objectives of this task were:
• Activity 2.1: Review of the operating conditions of batteries, with the purpose of
studying the conditions under which the batteries were operating and ensure they reach
their maximum potential life. Results: A {2.1.-Review on the operating conditions of
batteries} was prepared by the consultant (SEE - George Betzios) during the second and
third invoicing period.
• Activity 2.2: Elaboration on battery maintenance and testing procedures, with the
purpose of ensuring that only batteries beyond repair were destined for disposal/recycle.
Results: The consultant (Jens Merten) visited the islands of North Tarawa, Nounouti and
Marakei during the 5th reporting period, and prepared a {2.2.- Guide on Battery
Maintenance and Testing Procedures}. The guide was used as training material in
subsequent missions.
Page 6 of 25
• Activity 2.3: Review of existing regional studies on battery disposing/recycling,

with the purpose of drawing from the knowledge and experience gained from similar
work carried out in the region. Results: The consultant (SEE - George Betzios) went to
Fiji to visit a potential battery recycling facility in April 2002. The consultant (SEE - Jens
Merten) visited a similar facility in Australia. From these two visits it was decided that
Australia was a better place for battery recycling.
• Activity 2.4: Battery disposing/recycling, with the purpose of identifying the optimum
scheme for disposal and / or recycling of batteries. Results: the consultant Alice Leney,
who was at that time implementing a similar scheme for the recycling of cans and other
waste material, prepared the report {2.4.- Waste Battery Handling Scheme}.
Task 3: Collation of user survey information

• Activity 3.1: Intent and financial capabilities of the potential users, with the purpose
of knowing the level of fees that residents are willing to pay. Results: A survey took
place from 24 January to 22 February 2003 in eight islands. Four surveyors hired by the
Solar Energy Company Ltd. visited 229 families in 69 villages, who were potential users
of PV systems installed during this project, and carried out an interview with them. The
results were published in a deliverable called {3.1.- User Survey Repor}. This data
helped to design the user training programme. The education level of the target groups
and the supposed high percentage of illiterate people indicated that training should use
drawings rather than text and a special training concept should be elaborated for
children. Based on the results of this questionnaire the actual average expenditure for
energy supply was set at $7 per month, which only represented the cost of fuel and
batteries.
• Activity 3.2: Energy requirements, with the purpose of addressing the current energy
need of the targeted islands and establishing the future requirements. Results: Major
observations, conclusions and recommendations for energy requirements were
published in the {3.1.- User Survey Report}.
• Activity 3.3: Productive needs, with the purpose of receiving users opinion on the
usefulness of such products. Results: the opinion from users is included in the {3.1.-
User Survey Report}.
• Activity 3.4: Fees determination according to cost analysis, with the purpose of
estimating the cost of the service based on required capital and operational expenditure.
Results: The consultant (BME - Marc Torra Griso) programmed a spreadsheet that
gathered and linked together several different sorts of data. The spreadsheet was used
to show management, the Board and Cabinet what were the most important parameters
to monitor to make sure that the companyʼs cash flow was enough to provision funds for
the future replacement of the batteries. The major findings were published in several
papers, all of them included in the section for deliverables. The most important ones are:
• {3.4.- Fee determination according to capital and operational cost analysis}: This
paper demonstrates that the fee charged to users ($9 a month) was not enough to
cover the capital and operational costs of the company. The fee level that after
completion of the project could cover such costs was determined at $19.4
• {3.4.- Solutions to minimise the GAP}: This paper tries to give solutions to minimise
the existing gap between the $9 and the $19.4 fees.
• {3.4.- Does the KSEC need a subsidy?} This paper gives an answer to the question
whether the KSEC needs or not a subsidy. The answer is given based on three
scenarios of performance defined by five indicators. The paper ends by giving the
Page 7 of 25
strong advise to closely monitor the parameters and if they are perform below the
threshold, then a subsidy will be required. Since the paper was written (2004) the
parameters have been systematically performing below the threshold, making not
possible for KSEC to allocate a provision for the future replacement of batteries.
• Activity 3.5. PV electrification service contract, with the purpose of providing specific
information that makes clear what the services provided by the SEC to the customer are,
and the fees policy related to these services. Results: The KSEC with assistance from
the consultant prepared {3.5.- General regulations for utility service contracts} and the
utility contract {3.5.- Utility contract SHS+Maneaba (I-Kiribati)}.
Task 4. Training
• Activity 4.1: Technical training program formulation
The training strategy was mostly based on three types of training:
1. Start-up training for all SEC staff in technical and business procedures.
This is the training that took place before installation started, and its main
purpose was to set the right foundations.
2. On the job training for the technical personnel. This training was carried
out during the installation of the PV systems;
3. Continuous training for all SEC staff. This is the training carried out once
installation was mostly completed, and operation and maintenance became
the main area were to focus attention. The training was based on issues
identified that needed to be strengthened.
The deliverables related to this activity
1. Installation
• The {4.1. Workshop Material - Solar Photovoltaic Systems Technical Training
Manual} was used as the main manual for training island technician on how
to install the equipment. The manual was written by Herb Wade under
funding from UNESCO.
Page 8 of 25
• The {7.2.- System inspection report} offers a comprehensive list of all the
issues identified after installation. The report formed the basis to train field
technicians on what mistakes were done during installation and how they
could be corrected
2. Operation, preventive maintenance and troubleshooting
• {4.1.- Workshop Material - Technical maintenance procedures for solar
systems} provides a list of all the technical procedures.
• {4.1.- Workshop Material - Administrative manual for island technicians}
provides an easy-to-understand description of all the administrative
procedures to be carried out in the outre islands.
3. Stock control
For the stock control the consultant (BME - Marc Torra Griso) implemented MYOB
Premier. The software application offers inventory management, among other
features. During the project implementation the SEC build a larger warehouse, and
moved all the stock to this new emplacement. The consultant assisted SEC to to
regular inventory checks, to make sure that the quantities for each item reflected in
MYOB were the same quantity available at the warehouse.
The only limitation of MYOB Premier is that it does not allow for multiple warehouse
management. This is why in 2007 the KSEC requested to the consultant to develop a
new version of RescoManager that among other things could manage not just the
warehouse in Betio but other warehouses in the outre islands. The new version of the
software will be ready by July 2010
4. Manufacturing
The deliverable {4.1.- Manufacturing strategy} describes the strategy for the
assembling of the controllers and converters into finished units. The training was
carried out by STE Birend Singh from Fiji.
5. User Training
For the user training the team contracted the services of Claudia Villalobos. For the
user training the Social Development Expert (SDE) developed the {4.1. Concept of
Solar support group} and a set of material that can be consulted at {4.1.- Workshop
Material - User training}.
• Activity 4.2: Management and administrative training (program formulation)
1. Management Training
The management training had three main components:
I. Training directly offered by the consultant: The management training
offered by the consultant was based on the collaborative writing of {4.2.-
Corporate Plan 2004-2007} and the design and implementation of all the
company business procedures and all related documents.
II. Training offered by third parties: this training was mostly offered by Tarawa
Technical Institute and it consisted on Management Accounting Principles
and Management Certificate in Supervisory Skills.
III. Travelling to Europe: During the travelling to Europe the general manager
at KSEC alongside with the SEE held the conference on “Sustainable
electrification of the outre islands of Kiribati”. The paper is attached under
the name 4.2.- Workshop Material - Europe Conference.
Page 9 of 25
2. Accounting
The accounting was computerised by implementing the three software applications:
(1) MYOB Premier, (2) MYOB Asset Management Pro, and RescoManager
3. Tender Dossier Specifications
According to the scope of work defined in the work plan, the training program for the
preparation of the tender dossier had to be focused on the following:
• System design according to energy requirements: the document prepared for
the training on system design for energy requirements was {4.2.- Workshop
Material - Technical design of PV systems}
• System specifications according to international standards: the document
used for training KSECʼs technical personnel on how to evaluate the bids is
the same used for the tender evaluation. This is {4.2.- System specifications
and evaluation criteria}
• EDF Procedures analysis: the training on EDF procedures was done using
the "Practical Guide to contract procedures financed by 8 EDF”
• Activity 4.3: Workshop (Supervision of the execution of the training programs)
Deliverables related to this activity are of two types: workshop schedules,
providing information on when a workshop was organised, who attended it, and
what were the subjects taught; and workshop reports, written after the workshop
and providing information on the results achieved and the evaluation.
a. Training of field technicians:
• On-the-spot training of field technicians started in August 2002. The training
focused on maintenance and troubleshooting of batteries. The training was
conducted in North Tarawa and attended by the technical staff at the
headquarters and the field technicians of North Tarawa.
• In-class training of field technicians started in South Tarawa in December
2002. The training covered basic concepts such as electricity and basic
mathematics and it was conducted by the Tarawa Institute of Technology.
• A second training was organised in South Tarawa in April 2003. The training
studied the components that constitute a solar system, their installation and
maintenance.
• A third training was organised in Marakei in June 2003. It was a hands-on
training on preventive maintenance and troubleshooting.
• A fourth training took place in North Tarawa in April 2004. During the
workshop 116 solar systems were installed. This hands-on training consisted
on (1) training for installers on the installation of the equipment, (2) training to
the distribution team on the logistics, (3) training to group leaders on
managing installation groups, (4) training to the operation manager on
managing all the installation.
• Subsequent trainings on installation took place when the equipment was
being installed.
b. Installation methodology
• A training of trainers on administrative procedures conducted by the
technical assistance took place in December 2004. The training was also
attended by field technicians from Abaiang. Once trained, the trainers (SEC
Page 10 of 25
staff) repeated the same workshop in TabNorth and TabSouth (March 2005),
Marakei (May 2005), Nounouti (May 2005), Nikunau (May 2005), Maiana
(May 2005), Makin and Butaritari (June 2005), Kuria, Aranuka and Abemama
(July 2005), and Onotoa (November 2005).
c. Administrative training of staff at the headquarters
• Administrative training to staff and management started in August 2002. The
training focused especially on Management issues, accounting principles and
practices, as well as in corporate and business planning.
• The main administrative training of staff at the headquarters was carried out
in March 2003. The training was attended by most staff at SEC and consisted
on the detailed explanation of all the administrative procedures.
• This training was complemented by several workshops held at the Tarawa
technical Institute on computing skills (Access, Excel,...) as explained in
{4.3.- Workshop Programme - Technical, Management & Administrative}.
• Workshop on RescoManager and administrative procedures for the staff at
the headquarters. The consultant held several training sessions on the use of
the RescoManager software, and the procedures to be followed at the
headquarters. The training was conducted by the BME in small groups
between January and April 2005.
• A training workshop for KSEC senior staff was held on design of maneabas
and other PV systems on February 2005.
• A workshop on auditing the fee collection took place in August 2005.
d. Manufacturing training
• Training on the design and manufacture of the Charge/Discharge Controller
for the new Solar Home Systems (SHS) started in December 2002.
• The manufacturing training continued in late 2003), this time more focused
on soldering and quality control.
• The training was continued by STE Birend Singh in March 2004. This time
was mostly focused on gaining the required skills to efficiently assembling
large quantities of components.
e. Advanced training of technicians
• The SEE (Jens Merten) and BME (Marc Torra Griso) alongside with a well
known consultant in the region (Herb Wade) conducted an advance training
to to technicians at the Center for Appropriate Technology Development
(CATD) in Fiji in April 2003. The report can be consulted at {4.3.- Workshop
Report - Advanced training CATD Fiji}.
f. Userʼs training
The execution of the user training had three main components: (I) Sensitisation
of the communities, (II) Creation of Solar Support Groups and (III) Special
training of target groups. For sensitising communities, the consultant trained
first a group of people that were meant to be come the trainers of the users, and
developed several material such as slides, videos, printed material, etc. The
document {4.3.- Workshop Report - Trainer Workshops on user training}
summarises the results achieved during the training of trainers workshop. The
Page 11 of 25
document {4.3.- Workshop Report - Pilot User training} summarises the results
achieved during the user training workshops.
g. Training on tender dossier specifications
Formal training on this subject was conducted during the sixth invoicing period
(December 2002) by the consultant (SEE - Achilleas Adamantiades) on Tender
Evaluation and procurement issues.
Task 5: Preparation of the work plan and work programme

• Activity 5.1: Technical design of systems
SEC alongside with the technical assistance decided to continue with a very similar
design to the one used during the previous two projects JICA 1992 and EU 1994.
This design was based on a solar panel of 100 Wp capacity, with an over
dimensioned PV panel to make sure that the battery remains always almost full. The
system included three lights (2x7W + 1x11W) and one LED night light, leaving
enough capacity for an extra appliance such as an extra light or a DC/DC converter
for a small radio. Maximum authorised daily usage is 4 hours a day or an equivalent
4x(7+7+11) = 100 Wh a day. Daily amount of electricity generated is estimated at
350Wh. Amount of hours of power before battery is fully discharged is estimated at
108Ah*12V/25W=1,296Wh/25W= 52 hours. The technical specifications can be
consulted at {5.1- Technical specifications}
• Activity 5.2: Work programme preparation
SEC with the assistance of the consultant prepared a total of four work programmes and
nine addendum.
• Start • Amount • Add1 • Add2 • Add3 • Add4
• Start Up 20/08/2001 $26,030 $26,030 $26,030
• 2nd WP 01/06/2002 $308,750 $318,750 $352,735 $374,921
• 3rd WP 01/07/2003 $1,248,655 $1,252,655 $1,392,310 $1,225,101 $1,293,480
• 4th WP 01/01/2006 $235,198
The compiled file with all the works programmes and its addendum can be consulted at
{5.2.- Compilation of annual work programmes}.
• Activity 5.3: Work plan and schedule
The detailed work plan can be consulted at {5.3.- Detailed work plan}. The work plan
schedule can be consulted at {5.3.- Work plan schedule}. The budget was done using a
spreadsheet called Consolidated work programme. The spreadsheet had been
programmed by the BME and it was used by the financial manager (Louisa Bitamatang) to
register all payments, and enter all the budget lines.
• Activity 5.4: Monitoring methodology
1. Installation monitoring methodology: The methodology used during installation has
been described in {5.4.- Installation methodology}. The strategy for installation was
based on the use of RescoManager and a spreadsheet that compiled in one single file
all the logistics information. Some samples of the information contained in the
spreadsheet can be consulted at {5.4.- Compilation of logistics documents}.
Page 12 of 25
2. Operation monitoring methodology: The operation monitoring methodology is

based on (a) a set of procedures implemented on the outer islands, (b) the use of
several sheets to exchange information between the headquarters and the outer
islands, and (c) the use of RescoManager. The methodology is explained in very
plain words in the document {4.1.- Workshop Material - Administrative manual for
island technicians}, which is available both in English and Gilbertese.
Task 6: Tender dossier and evaluation

Detailed information on the tendering process has been provided in the annex “Tender
Procedures”. The deliverables submitted by the consultant that are related to this activity
are: {6.- Draft Tender Dossier}, {6.- Final Tender Dossier}, {6.- Report on the Technical
Evaluation}, {6.- Minutes of the Administrative Evaluation with annexes}, {6.- Minutes of
the Technical Evaluation with annexes}.
Task 7: Supervision of the PV installations

• Activity 7.1: Installation on different sites
The first solar system was commission on April 9th 2005, and by the end of the year most
of the home solar systems had been installed. The graph below shows the number of
home solar systems installed per month.
The installation of the 96 maneaba systems took longer, mostly due to the increased
complexity of having a community and not just a family receiving it, but specially due to the
problems found in the racks, with holes that were not matching the solar panels.
Page 13 of 25
• Activity 7.2: Commissioning, testing and start-up

Inspection was carried out at two levels: before installation, when components were
received in South Tarawa, and after installation.
1. Visual inspection of the components on reception: visual inspection was carried
out mostly at the port facility. The main problem found was the lack of alignment
between the holes in the racks and those in the panels for the maneaba
supporting structure.The visual inspection of the remaining components was
satisfactory, although components such as the lights started failing little after they
were installed, and a total of 40% of them had to be replaced.
2. Inspection after installation: The findings of this inspection are summarised in the
paper {7.2. System inspection report}.
For each solar system installed a commissioning report was prepared with contained
the following information:
• First installation sheet (FISH) with description of the components, date in which
they were shipped, installed and commissioning, and signatures from the group
supervisor responsible for installing it.
• Utility contract signed by the user and the company.
• Check list, with all the
The document {7.2.- Compiled commissioning report} provides an abstract of the
most important information contained in such reports. All this data was entered into
RescoManager, so that the billing for the service could start.
• Activity 7.3: User training

As described during task 4, section for user training, the user training started with a
training for trainers, and then the people trained visited all the islands and trained users.
• Activity 7.4: Inspection of the construction of branch offices/storage facilities
During the fifth invoicing period the management at KSEC alongside with the consultant
visited the islands of Nounouti and Marakei with the intention of contacting the island
councils and identifying possible locations for the future service centres. A preliminary
layout of the ideal service center was developed. After this preliminary study, the KSEC
decided to start by building two pilot service centers, in the islands of North Tarawa and
Nounouti, as explained in {7.4.- Service Center Report}
Task 8. Technical and financial monitoring

• Activity 8.1: Technical and social monitoring
SEC is regularly recording different types of monitoring data. The information is written
down in the monitoring sheet by the island or village technician, and then sent to the
headquarters. Once at the headquarters it is entered into RescoManager.
Page 14 of 25
The graph above offers readings of the specific battery and water added for the solar
home system number UT00638, located in the island of Marakei.The readings tell us that
the battery was fully charged all the time, except on May 18th 2007, with cell 1 touching
the critical stage. On that day and the day before the weather was good, but as it can be
appreciate on the graph below, the reading of the voltage was zero for the first time since
the system was installed in 2004.
During the months just before this discharge the island technician had to add more water
than usual. Around 3.5 litres were added during the first 27 months of the PV system
operation, and another 3.5 litres were added just between October 06 and May 07.
All this and more has been recorded into RescoManager for each of the 2,100 solar
systems since the time the equipment was installed.
• Activity 8.2: Operation, servicing and follow-up
Measuring customer satisfaction is perhaps the best parameter to reflect how a company
is performing in terms of operation, service and follow-up. Customer satisfaction is one of
the questions that the island and village technicians have been asking to the utility
customers every time they visit ed a PV system for monitoring and maintaining it, and for
collecting the monthly fee. Once recorded in the monitoring sheet, the results are entered
into RescoManager. Since the installation of the equipment in 2004 until the time the
consultant updated his RescoManager datafile (mid 2009), the question has been asked
72,362 times or an average of 35 times per customer. The results are shown below:
2004 2005 2006 2007 2008 2009
Excellent 41% 36% 33% 44% 49% 60%
Very Good 38% 47% 34% 24% 30% 12%
Good 19% 14% 31% 29% 18% 27%
Page 15 of 25
2004 2005 2006 2007 2008 2009

Fair 1% 1% 1% 0% 1% 0%
Poor 2% 1% 2% 3% 3% 1%
From this information it can be said that customers are mostly satisfied with the service
offered by the company, and therefore that the project has achieved the desired results of
enhancing the quality, availability and reputation of solar energy in Kiribati.
• Activity 8.3: Financial monitoring
Financing monitoring covers two main aspects:
• The ability of the KSEC to charge a reasonable fee that covers all the costs of providing
the service,
• The level of arrears
If any of the two fail, then the company could end up in serious financial stress.
a. Reasonable fee:
In September 2009 the consultant prepared a report for the Board of Directors called
{KSEC - Allocations to revolving fund} and it has been included in the section for annexes.
The report explains that the monthly cost for operating and maintaining 100 Wp is $15,
while the basic fee charged by the company is $9 a month. As a result the utility service
offered by the KSEC has suffered a monthly operating loss of $15-$9=$6 for each 100 Wp
of installed capacity, which is equivalent to -$178,511. Nevertheless, when the operating
results for the utility business are estimated according to the financial statements of the
company, it shows an average profit of $18,371 per year instead of a loss of -$178,511.
This difference is due to the fact that the KSEC has not been allocating $7.95 a month for
each 100 Wp of installed capacity. This is: $15 - $7.95 = $7.05 < $9 something that
explains the profit. If this present situation continues, by the year 2012, when the company
needs $1,240,000 to replace all the batteries of the previous three projects and other key
components, the amount allocated ($52,500 to date) will not be enough and the continuity
of the utility service will be in seriously jeopardised.
b. Level of arrears: The table below is called operational report and it is a snapshot
produced by RescoManager that offers an overall picture of the company. As it can be
appreciated, the average arrears is 5.3 months, with the lowest arrears an Abemama (2.1
months) and the higher in TabSouth (11.1 months). This average arrears is relatively good
when compared with the arrears in other electrification projects in the Pacific, which are
typically in the order of 12 months. Nevertheless there is good room for improvement.
Page 16 of 25
Conclusions on task 8
The ability of the former consultant to know the financial and technical status of the 1,811
PV systems installed in 18 islands, five years after the project concluded, and by just
asking for a report that can be sent by email on the same day, proves that the project
effectively has a good monitoring system. It should be taken into account that in 2001,
when the consultant first arrived to Tarawa, it took the financial department one week to
provide a rough estimate of the arrears for 310 solar systems installed in 3 islands.
Operating PV systems: Furthermore, a project in rural electrification is successful if after 5
years at least 95% of the systems are still operating. From the 1,811 PV systems installed
in 2004, only 71 are “User Exempted”. The remaining 96.1% are operating, although a
good amount of them are disconnected or should be removed because of the arrears
accumulated by users. 1
User satisfaction: The user satisfaction in the report shows the percentage of users
dissatisfied with the service on the last monitoring. It should be noticed that this
percentage is higher to the ones offered when satisfaction is measured over the period
2005 to mid 2009. This shows that the increase in dissatisfaction could be caused by the
battery getting older and the PV systems being less reliable. For example, in an island
such as Aranuka , with a dissatisfaction rate of 23.8% the technical data shows that some
of the batteries are experiencing problems, mostly due to lack of proper maintenance by
the technician. These levels of dissatisfaction will increase as the PV systems get older
and the company does not have the financial resources to replace the batteries.}
1Most of the systems that appear as “User Exempted” in the report are from South Tarawa (Street Lights), or
North Tarawa, Kainaba, Nounouti and Marakei (old PV systems installed before 2004).
Page 17 of 25
3. Lessons learnt
3.1. Using LED lights instead of CFL

At the time the technical specifications were written (2001), the technology of LED lights
was just starting to be an option to consider, although CFL was still the obvious choice .
Nevertheless:
1. The CFLs started failing not long after they were installed, with 40% of the lights
having to be replaced within the first two years. This was due to faulty lights and
not due to the technology. Nevertheless a good LED light is expected to last
100,000 hours, and is mercury free. CFLs have mercury and when they break, the
content is scattered around the dwelling.
2. Had the project used LED instead of CFL it would had been possible to install a
PV system of smaller size. Three lights with LED would have consumed around
6W, requiring a 20 Wp PV panel and a smaller battery. This is what currently is
called micro-solar, something that would had increased the number of systems
installed five folds from 1,700 to 9,000.
3. Having used 20 Wp micro-solar systems instead of 100Wp solar systems would
had solved most of the current problem with arrears. The fee would had remained
lower ($3 to $5 a month), and if the customer was in arrears it would had been
easier for the company to remove the equipment because of its smaller size. The
main problem with the current equipment is that it costs $145 to remove and re-
install it somewhere else. This is equivalent to 16 months of the monthly utility fee.
At this cost the company has to really consider twice whether to remove a system
or accept a user in arrears hoping that at some point in the future they will settle
the fee.
For all the reasons stated above, it is advised that when it is only for lighting
purposes, it is more cost effective if small lighting equipment with LED lights are used
instead of the current 100 Wp systems with CFL.
Page 18 of 25
4. Recommendations
This chapter provides the consultantʼs recommendations on how future electrification
programmes can be improved. The recommendations given below are solely the
professional opinion of the consultant that prepared this report and by no means reflect the
opinions of the Consortium awarded with the contract, or of any other experts involved.
4.1. Reduced need to define expert profiles when tendering service

contracts
Although defining experts profiles in the terms of references facilitates the evaluation of
tenders agains a set of pre-established criteria, it causes, in the opinion of the consultant,
the following issues:
1. It restricts the ability of the tenderer to propose its own optimal human resource strategy
dependant on the pool of experts they have access to. Instead it forces them to look for
experts that satisfy the desired criteria and maximise the number of points awarded
during the evaluation.
2. Without a human resource strategy defined by themselves, it is easier for tenderers to
change CVs in the last minute (as it happened in REP5), or even when the tender has
been awarded (as it happened in “Solar Energy for the outer islands” and REP5).
3. It increases the chances of hiring experts that are not right for the job (as it happened in
“Solar Energy for the outer islands” and REP5). These experts are suggested because
bidders expect they will be awarded more points. Nevertheless, it should be noticed that
matching CVs agains a set of criteria is not the best way to guarantee that the project is
accessing the right expertise.
For example, the initial allocation of person-month for the Kiribati project was 36 month for
the SEE and 10 for the BME. Nevertheless, the BME ended up being the expert that spent
the longest time in Kiribati (20 months). This was necessary because the KSEC had had
most of the technical issues resolved during previous projects, and the challenge that
remained was organisational and administrative rather than technical (increasing five fold
the number of PV systems and seven fold the islands electrified). Six months into the
project, the main expert (SEE) had to be replaced because he proved not to be the right
person for the job. At that time, the project didnʼt have BME because the one submitted
during the bid was suggested on the basis of maximising the number of points. So one
year into the project the two main expert positions (SEE and BME) had still to be filled in.
After the Kiribati project, the consultant that is providing this advice became on of the three
main experts of the EDF9 programme REP5 and the only one from the original team that
remained until the end of the project. The same situation happened again. CVs were
suggested on the basis of maximising the chances to receive more points. Some of these
CVs were of experts that for obvious reasons could not dedicate all the required time to
the project, others were of experts that were not suited for the job. And one year into the
programme, REP5 found itself without its two main experts.
Therefore, in the opinion of the consultant a Terms of References for a service contract
should only mention: (1) a set of clear objectives to achieve, (2) the maximum budget for
technical assistance; and the bidders will have to come up with suggestions on:
1. A human resource strategy to achieve the required objectives (this proves they
understand what the project is all about)
2. A team that possesses all the skills requires to implement their proposed strategy
Page 19 of 25
3. An allocation of person-month that falls within the budget.

If done this way, the bidder:
• will have to prove that they have a clear strategy for achieving the expected results and
a strong team with all the necessary skills, and at the same time
• it alleviates the need to apply the common practice of suggesting experts that fulfil the
profile just to be awarded more points, and then replace them later on.
4.2. Complex projects managed by a core group of experts rather than a

single project manager
In the consultantʼs experience appointing single project managers has been detrimental to
the project. When the donor creates the need to appoint a single project manager, it has
been observed that for loyalty reasons, the leading consultancy of the Consortium tends to
appoint its own employees for this position, rather than employees from the other
consultancies or independent consultants. This might not be in the the projectʼs best
interest. The consultant has observed this happening in the two projects he has been
involved (“Solar Energy for the Outre Islands” and REP5).
This shows that it is better if a project or programme is implemented by a team of core
experts working in conjunction. Indeed, in complex projects such as these, this option best
utilises and maximises the chances of success. This approach also fits in very well with
the local climate as for example in Kiribati, villages take decisions by consensus. They
meet in the maneaba and each elder or head of a family has a chance to talk. There is not
an elder above another one, but each family nominates one, the natural leader of the clan,
and they constitute the core group that runs the village.
Donors should encourage core groups rather than single project managers. They should
trust that the core group is strong enough to distribute the responsibilities without having to
give the formal power to someone, as this is in the donorʼs best interest.
4.3. Lack of allocation for battery replacement

In 2002 the KSEC had to replace the batteries of the previous EU project (EU94). In total
the company needed 250 batteries. At that time, the batteries were 8 years old, and most
of the systems were failing. Since the company had not allocated any funding for the
replacement of the batteries, all these systems had to be considered as “User exempted”
and the KSEC had to cease charging a fee to all the affected customers2.
Not having the funding to replace them, the company decided to ask the Delegation of the
European Commission in Fiji if it could use some of the EDF8 funding. At that time the
amount required was $200,000. The EC did not authorise the purchase on the basis that
the funding for both the EU94 and the EU04 (Solar Energy for the outer islands) project
had been provided with the condition of the KSEC operating as a commercially viable
RESCO.
This requirements are not only stated by the donor in all the financial agreements signed
with Government, but it forms part of the Kiribati National Energy Policy statement. In the
statement it is said:
5. Rural Electrification
2Allocation was not done, although the consultant in charge of the previous project (Herb Wade) had insisted
several times on the importance to do so.
Page 20 of 25
1. To contribute to the social and economic development of rural Kiribati through the provision
of a financially viable, cost effective and reliable electricity supply to those rural situations
that provide the highest economic and social benefit.
6. New and Renewable Sources of Energy
1. To maintain an efficient, commercially orientated and financially independent solar energy
organisation, the Solar Energy Company (SEC) , which is able to install, maintain and
effectively manage solar photovoltaic systems, including system disconnection as necessary
and the setting / collection of a commercially based tariff / fee for service3 .
Nevertheless, the tariff has been kept at the same level since the utility service started
being provided in 1992. The current fee is not enough to allocate the required funds for the
battery replacement, and the company is not receiving a subsidy large enough to
compensate for the low fee.
During the period 2012 to 2014, just when the EDF10 project is being implemented, the
company will need $1,240,000 to replace the batteries. If when this happens Government
is not able to contribute with the required funds on time, the company will have to cease
charging a fee for the service, and it is quite likely that it will go bankrupt.
This is why immediate action is highly advised.
4.4. It is advisable to create better synergies from good outcomes

A part from the obvious extension of the electrification service to the 18 islands of the
Gilbert Atoll, another very positive project outcome was the programming of
RescoManager.
Nevertheless, due to lack of institutional memory, the consultant is of the opinion that the
EC is not taking full advantage of this opportunity. Other donors such as UNDP and
PIGGAREP (SPREP) are utilising the software to their advantage by contributing with
funding and promoting its usage. In the case of UNDP the person responsible for awarding
the 2009 funding to RescoManager was Mr Thomas Jensen, who was already present
during the CATD workshop held in Fiji in 2003. He has been able to follow the evolution of
RescoManager since then. In PIGGAREP the person responsible for awarding the funding
in 2010 was Mr Solomone Fiffita, a Tongan national, well known in the region and industry,
who has been able to follow up the progress of the software since its inception.
3 These statements can be consulted in deliverable: 1.1.- Report on the energy sector, page 9.
Page 21 of 25
5. Annexes & deliverables
5.1. Annexes
5.1.1. Budget
This annex offers resumed information on the funding utilised by the project.
5.1.2. Consortium and ToRs

This annex offers information on the Consortium members and the terms of references of
the experts that visited Kiribati.
5.1.3. Review and evaluation

This annex offers information on the review and evaluations that the project had, and the
comments from the consultant to the reviews.
5.1.4. Compilation of CVs

• Marc Torra Griso
• Jens Merten
• Claudia Villalobos
• George Betzios
• Joan Ramón Moreu
• Achilleas Adamantiades
• Ingo Vosseler
• Singh Birend
• Ioannis Papaiannou
• Xavier Vallvé
5.1.5. Compilation of progress reports

• 1st Progress Report
• 2nd Progress Report
• 3rd Progress Report
• 4th Progress Report
• 17 Progress Report
• 18 Progress Report
5.1.6. Compilation of minutes of Management Technical Advisory Committees

• Minutes of the MTAC at 1600 hrs, August 14, 2001, SEC Office, Betio, Tarawa
Page 22 of 25
• Minutes of the MTAC at 14.30 hrs, September 03, 2001, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 14.30 hrs, December 06, 2002, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 14.00 hrs, December 15, 2002, SEC Office, Betio, Tarawa.
• Minutes of the MTAC at 0930 hrs, January 28, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0930 hrs, February 20, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0930 hrs, April 03, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0100 hrs, April 16, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0100 hrs, May 05, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0100 hrs, June 23, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0900 hrs, July 29, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 1000 hrs, September 23, 2003, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0930 hrs, February 10, 2004, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 0930 hrs, October 29, 2004, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 1030 hrs, November 25, 2004, SEC Office, Betio, Tarawa
• Minutes of the MTAC at 1000 hrs, June 16, 2005, SEC Office, Betio, Tarawa
5.1.7. External evaluations

• Mid term review report 1
• Mid term review report 2
• Audit reports
• Final evaluation report
5.1.8. Compilation of annual work programmes

• START UP WORK PROGRAMME
• Addendum to the Start Up Work Programme
• SECOND WORK PROGRAMME
• Addendum #1 to the Second ANNUAL WORK PROGRAMME
• Addendum #2 to the Second Annual Work Programme
• Addendum #3 To the SECOND ANNUAL WORK PROGRAMME
• THIRD ANNUAL WORK PROGRAMME
• Addendum #1 to the THIRD ANNUAL WORK PROGRAMME
• FOURTH ANNUAL WORK PROGRAMME
5.1.9. Compiled logistics documents

This is a list of documents extracted from the logistics application offering all the required logistics
information.
5.2. Deliverables
Title Author
1.1.- Report on Institutional Status Marc Torra Griso
1.1.- Report on the energy sector Marc Torra Griso
1.2.- Proposal for Field Technician Remuneration Marc Torra Griso
1.2.- Proposed rural utility structure for the outer islands Marc Torra Griso
Page 23 of 25
Title Author
1.2.- Report of Activities Marc Torra Griso
1.2.- Report on Existing PV Installations Marc Torra Griso
1.2.- Report on human resources and training needs Marc Torra Griso
1.2.- Report on Technical Infrastructure Ingo Vosseler
1.2.- Review Report Marc Torra Griso
1.2.- Technical Personeel Qualifications Marc Torra Griso
1.3.- Conditions of Service - Solar Energy Company Marc Torra Griso
1.3.- Evaluation of the accounting system Marc Torra Griso
1.3.- Evaluation report on the accountancy software Marc Torra Griso
1.3.- Job Descriptions Marc Torra Griso
1.3.- Proposal for an ERP application Marc Torra Griso
1.3.- Report on Operational & Management Expenses (ROME) Marc Torra Griso
2.1.- Review on the operating conditions of the batteries George Betzios
2.2.- Guide on Battery Maintenance and Testing Procedures Jens Merten
2.4.- Waste Battery Handling Scheme Alice Leney
3.1.- User Survey Report Marc Torra Griso
3.4.- Cash flow projections Marc Torra Griso
3.4.- Does the SEC need a subsidy? Marc Torra Griso
3.4.- Fees determination according to capital and operational cost analysis Marc Torra Griso
3.4.- Solution to minimise the GAP Marc Torra Griso
3.5.- General Regulations for Utility Service Contracts Jens Merten
3.5.- General Regulations on utility contract INDIVIDUAL (I-Kiribati) KSEC
3.5.- General Regulations on utility contract MANEABA (I-Kiribati) KSEC
3.5.- Utility Contract SHS+Maneaba (I-Kiribati) KSEC
4.1.- Catalogue of Items KSEC
4.1.- Concept of solar support group Claudia Villalobos
4.1.- Manufacturing strategy Jens Merten
4.1.- Workshop Material - Administrative manual for island technicians Terubentau Akura & Marc Torra Griso
(english)
4.1.- Workshop Material - Administrative manual for island technicians Terubentau Akura
(kiribati)
4.1.- Workshop Material - Advanced Workshop CATD Fiji Marc Torra Griso
4.1.- Workshop Material - Solar Photovoltaic Systems Technical Training Herb Wade
Manual
4.1.- Workshop Material - Technical maintenance procedures for solar Jens Merten
systems
4.1.- Workshop Material - Technical maintenance procedures for solar Claudia Villalobos
systems
4.2.- Compilation of Administrative Procedures Marc Torra Griso
4.2.- Corporate Plan 2004-2007 Terubentau Akura & Marc Torra Griso
4.2.- RescoManager HelpFile Marc Torra Griso
4.2.- System specifications and evaluation criteria Jens Merten & A. Adamantiades
4.2.- Workshop Material - Audit of Fee Collection Claudia Villalobos
4.2.- Workshop Material - Europe Conference Terubentau Akura & Jens Merten
4.2.- Workshop Material - Printing reports with MYOB Premier MYOB
4.2.- Workshop Material - Technical design of PV systems Jens Merten
Page 24 of 25
Title Author
4.2.- Workshop Material - User Guide of MYOB Premier MYOB
4.2.- Workshop Material - Workflows for administrative procedures at the Marc Torra Griso
headquarters
4.3.- Workshop Programme - Accounting with MYOB Marc Torra Griso
4.3.- Workshop Programme - Advanced training CATD Fiji Herb Wade, Jens Merten & Marc Torra
Griso
4.3.- Workshop Programme - Practical training on installation procedures in Jens Merten
North Tarawa
4.3.- Workshop Programme - Practical Training on Maintenance and Jens Merten
Troubleshooting in Marakei
4.3.- Workshop Programme - Technical, Management & Administrative Marc Torra Griso
4.3.- Workshop Programme - Training of Island technicians Marc Torra Griso
4.3.- Workshop Report - Advanced training CATD Fiji Terubentau Akura & Jens Merten
4.3.- Workshop Report - Audit of fee collection Claudia Villalobos
4.3.- Workshop Report - Pilot User Training Claudia Villalobos
4.3.- Workshop Report - Trainer Workshop for user training Claudia Villalobos
5.1- Technical specifications Herb Wade, Jens Merten, Ingo Vosseler &
A. Adamantiades
5.1.- Installation methodology Marc Torra Griso & Jens Merten
5.2.- Compilation of annual work programmes KSEC, Marc Torra Griso & Jens Merten
5.3.- Detailed Work Plan Xavier Vallvé
5.3.- Work plan schedule Marc Torra Griso
5.4.- Compilation of logistics documents Marc Torra Griso
6.- Draft Tender Dossier Ingo Vosseler & Jens Merten
6.- Final tender dossier KSEC, Ingo Vosseler & Jens Merten
6.- Minutes of the Administrative Evaluation with annexes Jens Merten & A. Adamantiades
6.- Minutes of the Technical Evaluation with annexes Jens Merten & A. Adamantiades
6.- Report on the Technical Evaluation Jens Merten & A. Adamantiades
7.2.- Compiled commissioning report Marc Torra Griso
7.2.- System inspection report Jens Merten
7.4.- Service Center Report Marc Torra Griso
8.3.- Campaign towards a regular fee payment Claudia Villalobos & Marc Torra Griso
Page 25 of 25

Final Report: Solar Energy For The Outer Islands

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Final Report: Solar Energy For The Outer Islands

Hochgeladen von

Copyright:

Verfügbare Formate

8-ACP-KI-02.

Final Project Report (Draft version)

8th EDF Solar Energy in the Outer

Author Marc Torra Griso - The project’s former Business

2. Review of Progress and Performance at completion! 4

5. Annexes & deliverables! 22

1. Solar Systems €2,255,000 $4,000,596

2. Review of Progress and Performance at completion

2.1. Overall objectives and expected results:

2.2. Comparison agains the original work plan

Further information is provided in {1.3.- Job descriptions}, {1.2.- Proposed

Task 2: Battery disposal / Recycling study

• Activity 2.3: Review of existing regional studies on battery disposing/recycling,

Task 3: Collation of user survey information

Task 5: Preparation of the work plan and work programme

• Start • Amount • Add1 • Add2 • Add3 • Add4

• Start Up 20/08/2001 $26,030 $26,030 $26,030

• 2nd WP 01/06/2002 $308,750 $318,750 $352,735 $374,921

• 3rd WP 01/07/2003 $1,248,655 $1,252,655 $1,392,310 $1,225,101 $1,293,480

• 4th WP 01/01/2006 $235,198

2. Operation monitoring methodology: The operation monitoring methodology is

Task 6: Tender dossier and evaluation

Task 7: Supervision of the PV installations

• Activity 7.2: Commissioning, testing and start-up

• Activity 7.3: User training

Task 8. Technical and financial monitoring

2004 2005 2006 2007 2008 2009

3.1. Using LED lights instead of CFL

4.1. Reduced need to define expert profiles when tendering service

3. An allocation of person-month that falls within the budget.

4.2. Complex projects managed by a core group of experts rather than a

4.3. Lack of allocation for battery replacement

4.4. It is advisable to create better synergies from good outcomes

5. Annexes & deliverables

5.1.2. Consortium and ToRs

5.1.3. Review and evaluation

5.1.4. Compilation of CVs

5.1.5. Compilation of progress reports

5.1.6. Compilation of minutes of Management Technical Advisory Committees

5.1.7. External evaluations

5.1.8. Compilation of annual work programmes

5.1.9. Compiled logistics documents

Das könnte Ihnen auch gefallen