2007年-世界发展银行全球_Ethiopia___The_Energy_II_Project_3页_328kb

Ethiopia: Energy II Project Summary

Core Content

The Ethiopia Energy II Project is a comprehensive initiative aimed at enhancing the efficiency and sustainability of Ethiopia's power sector and promoting rural renewable energy utilization. Supported by an IDA credit of US$200 million from 1998 to 2005, the project consists of three main components: the Gilgel Gibe Hydroelectric Plant, Rural Energy, and Institutional Development. Additionally, an Emergency Recovery Project was introduced in June 2004 to address the needs of war-affected areas, particularly Assab Port.

Main Objectives

1. Increase the efficiency and sustainability of the power sector to support economic growth and improve the quality of life.
2. Improve the utilization efficiency of rural renewable energy through strategic planning and development.
3. Strengthen institutional capacity of the Ethiopian Electric Power Corporation (EEPCo) to manage and operate the power sector more effectively.

Key Components and Outcomes

1. Gilgel Gibe Hydroelectric Plant

• Capacity: 184 MW was added to the interconnected system in 2004, with a total of 3x61.3 MW commissioned in April 2004.
• Impact: Improved reliability and quality of electricity supply.
• Resettlement: 706 households (~5,000 people) were involuntarily resettled, completed 2 years ahead of impounding and 4 years ahead of civil works.
• Compensation and Relocation: Each PAP received financial compensation and was resettled in areas with similar cultural, linguistic, and religious characteristics.
• Cultural Heritage: Archaeological findings were identified at over 20 sites, and the Gilgel Gibe Archaeological Project was commissioned. However, the lack of a cultural heritage management component during project preparation led to logistical, financial, and administrative challenges.

2. Rural Energy

• Sub-projects:
  • Woody Biomass Inventory and Strategic Planning Project (WBISSP): Completed in June 2005. Produced 10 strategic plans and developed both non-spatial and spatial databases.
  • Rural Energy Development Project (REDP): Completed in January 2005. Delivered policy reports and strategies for enhancing rural biomass energy supply and use.
• Focus: Promoting sustainable use of woody biomass and improving rural energy access.

3. Institutional Development

• Organizational Reforms: EEPCo was reorganized into 8 regions, each with 10–15 districts, decentralizing operations and management.
• Operational Improvements:
  • Reduction in receivables as day's sales: From 105 in 1997 to 40 in 2005.
  • Shortened waiting time for new connections: From over 90 days to about 14 days.
• Management Development Program (MDP):
  • Upgraded skills of 300 managers in technical and management areas.
  • Contributed to restructuring through:
    • Review of corporate mission, vision, and culture.
    • Assessment of core activities.
    • Consideration of operation in a deregulated environment.
    • Exploration of privatization and outsourcing options.
    • Implementation of performance management systems.
    • Transition to flatter management structures.
    • Decentralization and regional autonomy.
    • Shift from monopoly to efficient public enterprise.
• Regulatory Instruments: A consultancy service helped define regulatory frameworks, including:
  • Electricity tariff regulation procedures.
  • Regulatory financial models.
  • Inspection guidelines.
  • Model guarantee agreements for bulk power procurement.
  • Demand side management guidelines.

4. Technological and Administrative Upgrades

• Decentralized Systems: With support from the Nordic Fund, EEPCo replaced centralized systems with decentralized and computerized billing and accounting systems.
• Training: Over 1,145 staff were trained in billing, accounting, Oracle, database administration, and ICT.

Lessons Learned

• Financial and Risk Management: Large-scale projects require significant financial commitment and entail various risks (geological, market, etc.), which could undermine long-term sustainability. Alternative institutional arrangements, such as private sector involvement or multi-country regional efforts, may be necessary.
• Environmental Management: Establishing an environmental management unit is crucial for long-term institutionalization of environmental issues.
• Resettlement Planning: Proper planning and implementation can lead to successful resettlement efforts, even in countries with limited experience.
• Cultural Heritage Protection: Proactive cultural heritage management during project preparation is essential, especially in areas with potential for artifact discovery.
• Agricultural Residue Utilization: There is significant potential to use agricultural residues for charcoal production, but such efforts must be scaled to be financially viable.

Conclusion

The Ethiopia Energy II Project represents a major step in modernizing and decentralizing the country's power sector. It has contributed to improved electricity supply, enhanced rural energy access, and stronger institutional frameworks. However, it also highlights the importance of addressing environmental and cultural issues early in project planning to ensure long-term success and sustainability.