Rural electrification

Evaluation covered the period 4/84-6/86 and was based on document review, site visits, and interviews with WAPDA, Mission, and technical personnel. The project is behind schedule despite the 8/85 acceleration of TA. While the Principal Technical Assistance Team (PTAT) has succeeded in transferring technology to its indigenous subcontractors, there has been little transfer to WAPDA"s distribution division (WAPDA/D), except in specific areas such as training, purchases and stores, computer services, finance, and management services. Remedies have been found for many routine operational problems, but problems in other areas such as institutional culture, promotion, and staff retention, have not yet been addressed. The PTAT"s approaches and methodology are sound and in keeping with modern utility practices, but lack of counterparts has been a major problem. Integration (functional and physical) of WAPDA headquarters staff and the PTAT is expected to begin once all WAPDA counterpart staff are posted and working. The three planning reports produced by the PTAT have been of uneven quality. The training plan is well executed, and already serves as the basis for training within WAPDA/D. A summary Institutional Improvement Program has been developed which analyzes many of WAPDA"s organizational problems clearly and concisely and makes a valid case for reorganization along the American Electric Power Model. The technical Master Plan represents a first step in instituting a planning process for WAPDA, but it is not by any means an implementation plan, as it does not identify specific activities which can be performed within a given timeframe. The project teaches that institutional change requires specialists experienced in guiding the process, rather than individuals knowledgeable about the activities of the organization. Also, organization should precede TA - technology transfer will be minimally effective if counterparts have not been designated. Action decisions are, inter alia, to reorganize PTAT to give technical personnel more responsibility for addressing institutional issues; develop a realistic schedule and criteria for expanding rural electrification (and continue policy dialogue in this area); institute a major program of monitoring and data collection; and prepare a project amendment, to include expanding the level of effort for the Guddhu Combined Cycle Power Plant.