rural electrification in bangladesh … power system enhancement and efficiency improvement project...

Bangladesh Power System Enhancement and Efficiency Improvement Project (RRP BAN 49423)

RURAL ELECTRIFICATION IN BANGLADESH – STRUCTURE, TECHNICAL

PERFORMANCE, ACHIEVEMENTS, AND AREAS FOR IMPROVEMENT

A. Bangladesh Rural Electrification Board

1. Bangladesh Rural Electrification Board (BREB), established in 1977 by a presidential ordinance, has commenced its activities in January 1978. BREB operates under a license issued by Bangladesh Energy Regulatory Commission (BERC). Main objective of establishing BREB is to extend electricity supply to rural areas promoting social and economic development in rural areas. Under the provisions of the ordinance, commencing from 1980, the BREB has established 77 palli bidyut samitis (PBSs), rural electricity cooperatives, for implementation of the rural electrification program. Assets taken over by BREB at the inception have been handed over to PBSs for day to day operations. From the time of establishment of a PBS, BREB directs and assists PBSs in all technical, financial, and management aspects. BREB has issued comprehensive policy instructions to PBSs covering these areas. As a PBS grows in maturity, the role of BREB is gradually reduced as provided in the BREB Bylaws.1 BREB, however, continues to monitor and evaluate the performance of each PBS and suggests corrective measures through a system of annual performance target agreements (PTAs) with each PBS. Rural electrification system development projects are undertaken by BREB, and the completed systems are thereafter handed over to PBSs for operations. In addition to rural electrification, to overcome power supply shortages from Power Grid Company of Bangladesh Limited (PGCB), the transmission licensee, to PBS systems, BREB has been authorized to promote and engage in private power generation projects in selected areas in the country. Commencing from 2003, 19 such generating plants with a total capacity of nearly 600 megawatts (MW) have been commissioned.

2. The board of directors of BREB consists of a chairman and five full time executive members, appointed by the Government of Bangladesh, and six non-executive members representing Bangladesh Power Development Board (BPDB), Bangladesh Agricultural Development Corporation (BADC), Bangladesh Small and Cottage Industries Corporation (BSCIC), Bangladesh Rural Development Board (BRDB), PGCB, and The Institute of Charted Accountants of Bangladesh (ICAB), indicating a good stakeholder representation in the management. Senior management of BREB functions under the chairman, with the five executive members being directly responsible for administration, engineering, PBS management, finance, and planning and development. The organization chart of the top management of BREB is given in Annex 1.

B. Palli Bidyut Samitis

3. PBSs, as customer-owned electricity cooperatives, are formed with the association of customers in their respective franchise areas. PBSs operate as electricity distribution companies, under certificates issued by BREB based on its license. Directors to the board of directors of the PBSs are appointed, for a 3-year term, from among customers of good standing with the PBS, representing zones served by the PBS. In addition, maximum of three lady directors, with full voting rights, are nominated to the board. The lady directors represent concerns, desires, and viewpoints of female members of a PBS. The directors elect the

1 BREB bylaws preamble section 2 indicates that all BREB activities shall be carried on in a manner to help develop

the resources and ability of each PBS to meet its needs, handle its own affairs effectively, and achieves as soon as possible the internal strength and soundness to assure its success as an independent enterprise. As a Samity develops adequate internal strength and financial soundness, direct BREB assistance will diminish accordingly.

http://www.adb.org/Documents/RRPs/?id=49423-005-3

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chairman of the board of directors. BREB executive director reporting to member, PBS management directly recruits the general manager, deputy general manager (DGM), and assistant general manager (AGM), the three top positions of each PBS, and approves recruitment of all other employees in a PBS. Typical organization chart of a PBS is given in Annex 2. Member customers of PBSs are invited to annual general meetings on a fixed date where the annual report of the PBS on its performance is presented for approval.

4. Retainer consultant engineers (RCEs) are engaged by PBSs to assist in all technical activities including system planning, preparation of development project proposals, preparation of bill of quantities (BOQs) for construction, on-site supervision of construction work by contractors, preparation of system drawings and as-built drawings, and participating in acceptance certification at closure of contracts jointly with BREB, PBS, and contractor representatives. Responsible to the general manager of PBS, RCEs are required to liaise with DGM (technical) of the PBS and BREB executive director in discharging their duties. Generally one RCE-firm provides services to several PBSs. Typical organization chart of a RCE firm is given in Annex 3

5. Functions of a PBS include purchase, generation, transmission, and distribution of electricity to its member customers. By its bylaws, BREB reserve the right to suspend the PBS board or its directors based on poor management of affairs and business on ten counts given in Annex 4 indicating a general focus on operational, business and customer relations efficiency over technical competence. It would also be observed that RCE, responsible for technical activities, is a recognized position in the PBS Organization (see Annex 2). BREB officials informed their intention to gradually task the technical staff of PBSs to assume responsibilities for system development work presently handled by RCEs. 6. Electricity supply systems owned and operated by PBSs consist of 33 kilovolt (kV) lines, 33/11 kV substations, 11 kV lines, distribution transformers, low voltage lines, and low voltage service lines to customers. Present extent of these systems in all PBSs, as of end June 2016, is given in Table 1:

Table 1: Extent of Distribution System in PBSs

System Extent

33 kV Lines (km) 9,385 33/11 kV substations (Nos) 33/11 kV substations (MVA)

757 7,946

11 kV & LV lines(km) Distribution transformers (Nos) Distribution transformers (MVA)

291,942 783,634 10,481

Low voltage lines (km) 8,734 Customers connected (Nos) 15,586,106

km = kilometer, MVA = megavolt-ampere.

C. Status of Rural Electrification

7. BREB, as a semi-government organization, with a specific objective to foster rural electrification, has over the years progressed well to expand areas electrified in the country aimed at fulfilling Government of Bangladesh 1972 Constitutional provision. The program has been assisted from the inception, on a long term basis by United States Agency for International Development (USAID) and by the engagement of a single consultant, the National Rural Electric

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Cooperative Association (NRECA) of USA. The commitment of the Government of Bangladesh by providing and arranging necessary funds, and establishment of PBSs as customer cooperative bodies covering selected franchise areas, has contributed largely to the success of the program. 8. Since its inception in 1977, over a period of 39 years, BREB has established 77 PBSs.2 Rural electrification work has been expanded under several phases (phase I to phase V with subdivisions in phases II through to phase V) of Area Coverage Rural Electrification (ACRE) projects, financed through several grants and loans from numerous lending agencies including International Development Association (IDA), USAID, Japan International Corporation Agency (JICA), Norwegian Assistance for Regional Development (NORAD), German Technical Corporation Agency (GTZ), Asian Development Bank (ADB) etc., and through country assistance programs.

9. Commencing from 1977, BREB has completed 57 projects costing $1,735 million with, (i) ADB financing: $121 million, (ii) other development agency financing $1,243 million, and (iii) Government of Bangladesh and BREB cofinancing $334 million and $37 million, respectively. Another 12 projects at a cost of $2,590 million are currently on-going, with $659 million provided by other agencies, and Government of Bangladesh and BREB financing $1,885 million and $46 million respectively. The cumulative number of customers connected, through these programs, as of end June 2016, is 15,586,106.

10. Rural electrification projects have been carried out with the aim to rehabilitate and augment systems taken over from other organizations, to extend supply systems to cover new areas, reduce system losses, improve system reliability and customer service, and to enhance institutional capacities both in the BREB and PBSs. Progress achieved, over the years, as reported in BREB Annual Report 2014–2015 is given in Annex 5 to Annex 9 covering (i) customer connections, (ii) number of villages electrified, (iii) length of lines energized, (iv) 33/11 kV substations commissioned, and (v) distribution system loss.

D. System Planning, Project Formulation, Construction Designs, and Construction

11. A brief description of each of the above activities is given in following sections. Approval and implementation processes are simplified to the extent possible for clarity.

1. System Planning and Project Formulation

12. The director (System Engineering & Design) BREB, reporting to chief engineer (Planning & Operations), is responsible for engineering designs, system planning, and preparation of master plans for system development in all PBSs.

13. PBS-wise system planning, design, and project master plans for a 3-year period are prepared by the RCEs with technical inputs from PBS staff. Planning process up to approval of proposals and roles played by different parties is indicated in Annex 10. The master plans are reviewed and revised every three years or earlier, if found necessary.

14. Detailed discussions were held with one RCE, Niaz & Associates Ltd. System studies are carried out using Microsoft Excel software. Examining the planning process it is observed

2 One additional PBS was established while this study was in progress, making the total to be 78 PBSs.

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that there are no modern software packages in use to analyze a distribution system covering a wider area to identify low voltage, high loss areas and provide solutions. Minimum area covered should be the area connected to a 33/11 kV substation, to be integrated into the total area of a PBS. In the absence of full digital mapping and data storage, modern software cannot be used for system studies. Generally the quality of work of the RCE is appreciable. It was observed that RCEs do not indicate the requirement of 11/ 0.4 kV or 6.3/ 0.23 kV transformers in their designs. BREB estimates and supplies transformer requirements, calculated based on the number of transformers used over the years.

15. It was observed during a site inspection in Munsigonj PBS area that a distribution transformer was included in the low voltage line extension to provide supply to a group of new customers. As a practice, new transformers required for voltage improvements and to provide new customer services should form a part of the project design proposals at PBS, which will enable identification of new transformers by capacity and location.

2. Construction Designs

16. BREB has issued comprehensive and detailed standard specifications and drawings for 11kV and 33 kV line constructions to PBSs (PBS instruction 100-28 and PBS Instruction 100-45, respectively). Included in these Instructions are drawings and instructions for erection of transformers, metering, sag tension charts, earthing, and mounting various equipment used in distribution systems. These instructions have been developed in July 1979 and revised several times. All revisions are authenticated.

17. In order to maintain the prescribed 11kV system voltage, automatic voltage regulators (AVRs) are installed on 11 kV feeders at the 33/11 kV substations and at mid-points along lines. Protection provided at these unmanned substations is by means of auto circuit re-closers on 33 kV lines and on outgoing 11 kV feeders. Manned substations with circuit breaker controls use conventional overcurrent and earth fault protection. Heavy load customers are required to install capacitors to maintain power factor near unity.

18. Fuses are not provided on the low voltage side of transformers before the take-off of low voltage lines to protect transformers and prevent hazards to pubic. The only protection available for faults on the low voltage system is the transformer high voltage fuse, which is not a satisfactory arrangement considering the complexity of low voltage systems and dangers to the public. Transformer failures are also on the high side. It was agreed at discussions with BREB offices that fuses will be installed on the low voltage side of transformers.

3. Construction

19. To commence implementation of a project, PBS sends approved project proposals to RCE to prepare staking sheets and BOQ. The proposals are sent to executive engineers to obtain necessary approvals, following BREB rules, to proceed for implementation. On approval, the assigned project director of BREB is responsible, through process of tendering, to procure materials required for the project. Six zonal superintending engineers3 are responsible, through the process of tendering, to select contractors for project construction. It is stated that there are nearly one thousand registered contractors with relevant experience to handle the proposed construction works. Materials procured are sent to one of three BREB central warehouses in the relevant area for issue to construction contractors through PBS stores. Supervision of progress

3 Six zonal superintend engineers represent the Dhaka, Chittagong, Rajshahi, Khulna, Barishal, and Rangpur zones.

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of construction is carried out by assistant engineers reporting to the project director BREB and RCE staff. Monthly progress reports are submitted by the Contractor. Typical organization chart of a BREB project management unit (PMU) is given in Annex 11. 20. At the completion of a project, or part of it, a joint inspection is carried out by parties representing executive engineer BREB, DGM technical PBS, RCE, and contractor to issue the completion certificate to executive engineer BREB, who then hands over the completed works to PBS to commission and commence the operations. PBS staff are required to update the equipment record cards indicating systems taken over. If the completed works fall short of any requirement, the contractor is advised to correct the same for a fresh inspection. Contractors who fail to meet targets and/or whose quality of work is below standard are blacklisted. This project implementation process in a summarized form is given in Annex 12.

21. Even though clear standards and guidelines are provided, workmanship of some of the existing lines is not of that high standard. PBS staff informs that the deficiencies are mostly in respect of old systems taken over from other organizations. Way-leave clearances and safety clearances are not properly maintained. Non-cooperation by the public in this regard is a concern to PBS staff.

22. Restoring systems that do not conform to standards to an acceptable standard in all PBSs will be a major task. However, a start must be made to ensure that construction work is carried out to defined standards. It is proposed that construction standards are strictly enforced during the proposed project and continued thereafter.

E. Scope of Distribution System Upgrade, Rehabilitation, Extension and Rural Electrification in BREB Service Areas

23. BREB is the executing agency for this component of the Power System Enhancement and Efficiency Improvement Project (PSEEIIP).

24. Project proposals of BREB are given in two separate reports covering all geographical Divisions in the country. One report of February 2016 (RRKB) covers areas in Rajshahi, Rangpur, Khulna, and Barisal divisions, and the other report of June 2016 (DMCS) covers areas in Dhaka, Mymensingh, Chittagong and Sylhet Divisions. For easy management, these projects will be implemented as separate projects under two project directors of BREB. Summary of project proposals is given in Table 2.

Table 2: Summary of Project Proposals

Item DMCS RRKB Total

1. Construction of new distribution lines (km) (11 kV and below)

6,465 5,500 11,965

2. Rehabilitation and upgrading of distribution lines km (33 kV and below)

20,535 18,000 38,535

3. Service connections (Nos) 500,000 450,000 950,000

4. Office buildings (m2)

18,312 28,912 22,095

5.Total Project cost (Tk, million) 34,109 31,705 65,814

DMCS = Dhaka, Mymensingh, Chittagong, and Sylhet, km = kilometer, kV = kilovolt, m2 = square meter.

RRKB = Rajshahi, Rangpur, Khulna, and Barisal.

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25. Main objectives of the proposed sub-projects are to provide electricity in rural areas to accelerate social and economic growth, to rehabilitate and augment old systems to meet the increasing demand, to construct new lines to expand the area of electrification, to provide reliable and uninterrupted supply of electricity, and to reduce system losses of distribution systems. Summary of these electricity system development proposals covering all PBSs is given in Table 3.

Table 3: Summary of System Development Proposals

Project

Upgrading/ Rehabilitation/ Conversion (km)

New Line (By the Extension of 1/2/3 Poles)

33 kV 11 kV 440/ 240 kV 11 kV and Below Voltage

DMCS 1,100 14,375 5,060 6,465

RRKB 820 12,000 5,180 5,500

Total 1,920 26,375 10,240 11,965 DMCS = Dhaka, Mymensingh, Chittagong, and Sylhet, kv = kilovolt, RRKB = Rajshahi, Rangpur, Khulna, and Barisal.

26. BREB has calculated the extent of work components based on its past experience on completed projects and costs are calculated based on unit costs computed based on costs of materials and construction. The requirements are based on the aggregation of the individual PBS master plans. It was not possible to separate the costs of upgrading, rehabilitation and conversion costs. Number of transformers, for both RRKB and DMCS, (57,834) required for the project are estimated by BREB based on its past experience on similar projects Allocation of transformers to PBSs is not given and was derived. 27. In the BREB project proposals allocation of work components in Table 3 to PBSs is given. Based on the allocation of above work components, for the purpose of overall project progress monitoring, control and audit, allocation of transformers to each PBS was worked out jointly in consultation with the two project directors. For benefit analysis, the number of new customers under each tariff category for each PBS was also indicated. The details of PBS-wise allocation of assets is given in Annex 13 and 14.

F. Project Implementation

28. On receipt of allocation of project systems and new connections details from PBSs, the respective RCEs will select schemes to be undertaken, within allocation limits, based on PBS Master Plans, system priority requirements and other situations that have not been foreseen and proceed to prepare staking sheets and BOQs.

29. PBS will refer proposals from RCE to respective Executive Engineer BREB who will obtain necessary approvals to proceed to commence construction and commission systems as described in previous sections (annexes 10 & 11). After commissioning, PBS will take over the systems for operations and update the equipment record cards.

G. System Operations and Performance Monitoring of Palli Bidyut Samitis

30. BREB monitors operational, administrative, and financial management efficiency of PBSs. This is achieved through monthly management information system (MIS) reports and system operation reports, from which performance on agreed PTAs is measured for each PBS. PTAs, MIS reports, and other operational reports and activities are discussed in following sections.

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1. Performance Target Agreements

31. BREB has introduced in 1991, a successful program to monitor performance of PBSs through PTAs covering 23 target areas. These agreements are signed between the secretary, BREB and chairman of each PBS. A performance target standing committee (PTSC), headed by member PBS management at BREB, is appointed to (i) fix PTAs for all PBSs; (ii) review and evaluate targets achieved annually; and (iii) recommend incentive bonus or penalty, as the case maybe, for the PBSs, to BREB Board of Directors, for approval.

32. For the purpose of performance monitoring PBSs are classified into three groups. Group 1: 40% equity held by member customers, Group 2: completed 6 years operations or having reached breakeven point, and Group 3: Remaining PBSs with 1 year to 6 years of operations or not having reached breakeven point. Annual incentives are given to PBSs and their employees based on achievements on PTAs. List of PTAs, targets set, weightage given for evaluation, and officer reporting are given in Annex 15. Different departments in the BREB report on the PTAs to the PTSC. (DDRC-Director Rates & Contracts prepares reports on 10 PTAs, System Operations report on 8 PTAs, PBS management division report on 3 PTAs, chief engineer projects report on 1 PTA, and training directorate report on 1 PTA).

33. In August every year, a PTSC meeting is held for 3 days with the participation of PTSC members, and chairmen and general managers of all PBSs, to discuss past performance, identify areas for improvement, and set targets in the form of PTAs for each PBS by agreement, effective for a period of 1 year from 1st July of the current year to 30th June in the following year. Performance is reviewed in 6 months and the set targets are revised as found necessary. Semi-annual management audits of PBSs, covering technical, financial and administrative areas, are also carried out. Furthermore, in 2014–2015, the Ministry of Power, Energy and Mineral Resources has introduced 16 key performance indicators (KPIs) to monitor performance of BREB. These KPIs are given in Annex 16.

34. Incentives are given or penalties are imposed on PBS employees, based on the performance achieved, in accordance with BREB Instruction 600-31 and PBS Instruction 200-32. These are in the form of annual bonuses to PBS employees, as approved by the Ministry of Power, Energy and Mineral Resources, and monthly salary increments or reductions are made based on performance, as decided by BREB. Improvements to specific PTAs and proposals to introduce additional PTAs will be discussed separately in following sections.

2. Management Information System

35. Each PBS reports its monthly financial performance to BREB through completed Form 550, (PBS Instruction 200-06). Based on the information in these reports, BREB director (rates and contracts) issues a monthly BREB MIS report. Sharing all performance information internally and with outside stakeholders, copies of the report are distributed to the Chairman and Members of the BREB Board of Directors, all other BREB Top Management Officials, General Managers of all PBSs, Ministry of Power, Energy and Mineral Resources, Power Cell, BERC, BPDB, PGCB, Ministry of Finance, the World Bank, and the Statistics Bureau.

36. Through seven main reports, MIS report gives results achieved in each PBS. Performance areas covered under the seven reports are given in Annex 17. Grand totals for all PBSs, as per April 2016 MIS report, are also given in the Annex. Out of 23 PTAs, only 3 PTAs, namely system loss, accounts receivable and collection bill ratio, are reported through the MIS.

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37. MIS report in BREB is incomplete as a Management Information report, since only very few key performance indicators useful to BREB management are included in the report. BREB should improve the contents in the MIS report to cover all PTAs and other performance indicators discussed in Section J, thus making the report the main single source of management information.

3. System Losses

38. One of the main objectives of the proposed investment is to reduce distribution system losses. BREB and PBSs have achieved good progress in reduction of overall system losses from 21.1% in 1983/1984 to 12.9% in 2014/2015. Progress achieved in system loss reduction is given in Annex 9.

39. Reports on system losses indicate losses, firstly measured at grid input metering points of 33 kV network, and secondly measured at input metering points of 33/11 kV substations. Grid meter losses include total losses in 33 kV lines, 33/11 kV substations, 11kV systems and low voltage systems down to low voltage customers. Substation meter losses include losses in 33/11 kV substations, 11 kV systems and low voltage systems down to low voltage customers. Difference between grid meter losses and substation meter losses is the loss in the 33 kV system. Audit checks are carried out to ensure accuracy of information provided. Schematic diagram in Figure 1 gives the present metering arrangement.

Figure 1. Metering Arrangement

MG MS MC Customer

Grid Substation 33/11 kV SubstationMC Customer

MC

MC Customer

Customer

PGCB BREB/PBSs

MG = Grid Meter, MS = Substation Meter, MC = Customer Meter Proposed Meters at 11 kV Feeders

40. In order to reduce losses it is necessary to identify losses by voltage level to take appropriate corrective measures. Segregation of losses in 11 kV systems and low voltage systems is not possible at present. With the proposed installation of meters on all 11 kV feeders by 31 December 2016, it will be possible to identify losses in 33kV lines, losses 33/11 kV substations, and combined loss in 11 kV lines and low voltage systems. Considering the large investments needed to install meters at low voltage output points of distribution transformers, losses in 11 kV and low voltage systems must be segregated either from load flow studies or by calculation. The segregation of losses as above will help to fix target responsibilities to relevant operating staff, in Zonal Offices and Area Offices, to achieve overall target for a PBS. In addition, operating staff will be able to identify technical and non-technical losses in low voltage systems and take corrective action, as non-technical losses cannot be reduced by investment in the systems but by targeted physical intervention.

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41. It is proposed that case studies to be carried out by proposed Project Implementation Monitoring Consultant (PIMC) to determine the loss reductions achieved through investments under the project.

4. System Reliability (SAIDI/SAIFI) Reports

42. Providing reliable and un-interrupted electricity supply is another objective of the proposed investment. Interruptions to supply are caused due to grid source supply failures and interruptions (Transmission Licensee systems), and faults and planned interruptions in the PBS systems (Distribution Licensee systems).

43. System Average Interruption Duration Index (SAIDI) and System Average Interruption Frequency Index (SAIFI) are commonly used as reliability indicators by electric power utilities. SAIDI is the average outage duration for each customer served, and is calculated as a ratio of sum of all customer interruption durations to total number of customers served in a defined period, measured in time units. SAIFI is the average number of interruptions that a customer would experience, and is calculated as a ratio of total number of customer interruptions to total number of customers served in a defined period. PBSs have been reporting SAIDI/SAIFI data to BREB commencing from year 2013/2014. Information received from three PBSs visited are given in Table 4.

Table 4: SAIDI/SAIFI Details for April 2016

PBS Year Month SAIFI SAIDI (minutes)

CAIDI (minutes)

ASAI

Gazipur 2016 April 5.82 179.59 30.83 0.99 Narayangonj 2 2016 April 1.69 149.23 87.96 0.99 Munshigonj 2016 April 0.13 9.77 77.11 0.99

ASAI = average service availability index, CAIDI = customer average interruption duration index, SAIDI = system average interruption duration index, SAIFI = system average interruption frequency index.

44. From discussions with PBSs visited, it was observed that information provided is limited to planned interruptions in 11 kV and low voltage systems only. 33 kV systems are not covered in reports. Interruptions due to faults, and source supply failures are not reported. SAIDI, SAIFI reports should cover all systems in the supply chain, sub-divided into faults and planned. A proposed reporting format is given in Table 5. Advantages of this type of reports are that responsibilities for poor reliability can be fixed both from a supplier system (transmission) and a receiver system (distribution) point of view. Reliability levels of different systems are also identified. PBSs will also be able to assess and assign responsibilities for the loss of revenue due to interruptions.

Table 5: Proposed Format for Reporting SAIDI/SAIFI Details

System SAIDI SAIFI

Failures Planned Total Failures Planned Total

Grid Source Supply

33 kV Lines

33/11 kV Substations

11 kV Lines

Distribution Transformers and LV Lines

Total

SAIDI = system average interruption duration index, SAIFI = system average interruption frequency index.

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45. In order to successfully report as above, present databases should be improved to identify customers connected to transformers, and the related systems upstream. This could be achieved through a properly designed Geographic Information System (GIS).

46. BREB/PBSs have a long way to go in this regard. Proposed development under the USAID assisted project for both GIS development and SAIDI/SAIFI reporting must address these issues in project implementation. There are additional reliability indices such as Customer Average Interruption Duration Index (CAIDI), Customer Average Interruption Frequency Index (CAIFI), Average Service Availability Index (ASAI), and Momentary Average Interruption Frequency Index (MAIFI). A supplier can move on to report these indices progressively once the base information system is established.

47. Under IDA funded TAPP project, a Request for Proposal (RFP) has been issued to engage consultants for data management systems improvement covering SAIDI, SAIFI, SCADA and system protection improvement. Consultancy input by a team of consultants is for 2 years ending December 2018. Initial improvements necessary will be identified and implemented with available resources. Scope of work for additional improvements will be identified, with TORs and cost estimates to engage contractors to implement proposals.

5. Development of Geographical Information Systems

48. Under JICA funding, a GIS directorate has been set up in BREB and about 300 personnel have been trained. GIS mapping in the BREB, funded by the World Bank, has been developed by contract staff covering mapping of 33 kV systems of nearly 39 PBS areas. 11 kV and low voltage distribution systems have not been covered. Engagement term of the contract staff has ended on 30 June 2016.

49. In addition to above, BREB staff with the assistance of hired consultants and software procured have completed mapping of nearly 50% of 11 kV systems with transformer details etc in Jessore PBS 2 area. Customer details are not entered. Positions of existing and proposed 33/11 kV substations in the PBS are also marked. 33 kV lines have not been mapped.

50. Under IDA funded TAPP project, it is planned to engage a consultant to develop a road map for establishment of a GIS-based management system with connection facilities for engineering and financial analysis of distribution systems, and to prepare estimates and tender documents to engage contractors for implementation of proposals in all PBSs.

51. As described above, the GIS mapping is at a preliminary stage of development and cannot be integrated to distribution system analysis and reporting software. Accordingly, under the proposed ADB TA loan, two PBSs will be selected for implementing a fully functional GIS. The work will be subsequently expanded to cover a total of ten PBSs. Work will be implemented in two phases commencing with two PBSs completed as pilot projects in Phase 1, and from the experience gained, continue to implement GIS in further eight PBSs under Phase 2. Considering the progress made on GIS work in Jessore PBS 2 (RRKB) area, it was agreed at discussions with BREB, that the GIS work should be completed in this area. Project Directors were advised to select another PBS in DMCS area for implementing GIS under Phase 1. It is proposed to engage a consultant to undertake the proposed work, coordinating with work proposed under IDA funded TAPP project to ensure uniformity of systems to be developed in all PBSs.

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6. Distribution Transformer Maintenance and Load Management

52. Details of the total number of distribution transformers installed, overloaded and damaged in all PBSs, as of end June 2016 are given Table 6.

Table 6: Details of Distribution Transformers in all PBSs

Transformers Nos kVA Percentage (%)

Installed 783,634 10,481,917 Overloaded (2015/2016) 22,766 611,462 2.91 Damaged (June 2016) 6,316 83,384 0.81 kVa = kilovolt-ampere, PBSs = palli bidyut samitis (electricity rural cooperatives), Nos = numbers.

53. From the PTA reports for the year 2015/2016 issued by System Operations Directorate (Central), it is observed that the range of percentage of damaged and repairable transformers in PBSs is from 1.4% in Naogaon-2 PBS to 11.42% in Bhola PBS. An exceptionally high percentage of 35.23% is observed in Sherpur PBS. Based on a maximum demand of 4,890 MW in June 2016, the utilization factor of total distribution transformer capacity is 46.6%, indicating sufficient overall spare capacity for new connections. It is also observed from the reports that good percentage of damaged transformers are subsequently repaired.

54. Computer-based Equipment Record Cards (ERC) have been introduced in PBSs, for the last 10 years, to record and update information on poles (installation date and removal date), transformer details including pole number, associated 33/11 kV substation, feeder number, pole position, customers connected to a transformer, and other data. Input of data into the ERCs is complete in 42 PBSs. Superintending Engineer, Information and Communication Technology (ICT) with the assistance of consultants has introduced, in 2014, a software package named “Transformer Maintenance and Load Management” (TMLM) to monitor loading of transformers and take corrective action. This software combines data from ERC and billing software to produce transformer loading data. Connection to GIS systems is possible. TMLM software is installed in 50 PBSs and 30 PBSs are linked to BREB head office. Chairman, BREB has issued a directive that collection and input of data into these systems must be completed by 30 September 2016 in all PBSs.

7. Customer Service Responsiveness

55. Customer service is a very important key result area of an organization. Timeliness to attend to customer complaints is a monitored PTA in BREB. Target set is 100%, which means attending to all complaints. Reports are not made on the number of customer service calls and response times to indicate responsiveness to customer complains. Improvements in this area will lead to winning customer goodwill, an asset.

56. Responsiveness to customer requests and complains must be measured by the time taken to provide a supply connection from the date of application, sending a reply to a customer query, attending to requests to test meters, voltage improvement, etc. Responsiveness to service calls on supply failures must be measured by the time taken to restore supply on all service calls. In this regard, BREB/PBS may consider setting targets for activities and report on compliance as indicated below. With the confidence gained through this process, PBSs could move to give “Service Delivery Assurances” to customers. A sample template to record data to monitor responsiveness to customer requests for a PBS is given in Table 7.

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Table 7: Sample Template to Monitor Responsiveness to Customer Requests

Item Target No of requests Completed No %

Service estimate within ---- Days Connection after payment ---- Days Reply a letter ---- Days Voltage improvement ---- Days

57. A sample template to record data to monitor responsiveness to customer service calls is given in Table 8. Breakdown calls must be analyzed by the type of breakdown e.g: Tree branches, burnt service wire, fuse blown, etc.

Table 8: Sample Template to Monitor Responsiveness to Customer Service Calls

Restoration Time (Hours) No of Calls % Achieved

0.00 – 0.50

0.50 – 1.00

1.00 – 1.50

1.50 – 2.00

2.00 – 2.50

2.50 – 3.00 (and so on)

58. The information in the above tables can be sub-divided to cover operating Areas in a PBS, with responsibility attached for staff performance evaluation. The information available at PBS Call Centres in written form can be summarized into this form electronically. BREB prefers to continue with the base data recording in written form to avoid manipulation. Copies of templates in Table 7 and 8 were given to BREB during a discussion, where benefits of these proposals were discussed.

H. Progress with On-going Projects

59. There are 12 on-going system construction projects as of May 2016, each under a Project Director. In the combined “Electric Line and Substation Progress Report” for the year 2016, it is observed that progress of construction projects is monitored against targets and achievements, and the progress can be stated as good. Copy “Summary Sheet” of this report is given in Annex 18.

60. Under some of the above 12 on-going projects, construction of 414 new 33/11 kV substations and augmentation of 11 existing substations are indicated. Capacities are generally either 10 MVA or 20 MVA. New substation construction is undertaken on turn-key basis. Details of 33 energized and 24 substations where work is in progress are given in the progress report. From independent inquiries, it was found that one project (REUP-RRKBD) with 50 new and 30 augmented substations is closed on completion. BREB Board Member (Planning and Development) confirmed that proposed substations will be commissioned to meet expected additional customer demand under the ADB project. Updated progress, with latest information available from BREB, on IDA funded TAPP project ($6 million), is given in Annex 19.

I. Manpower Recruitment by BREB and PBSs

61. From the discussions with BREB Administration Directorate, it is observed that manpower plans, creation of new posts of BREB are approved by Ministry of Power, Energy

13

and Mineral Resources, and Ministry of Public Administration and Ministry of Finance. There is no five year manpower plan. It was indicated that only 125 positions have been added during the period 2010 to 2015. Approved strength of officers and staff of BREB for 2015/2016 is 1,219 positions with only 997 positions filled. Recruitment is in progress to fill vacancies, while filling up of some positions are held up due to litigation. Annex 20 gives manpower data of BREB for the period 2010 to 2016. Ministry of Power, Energy and Mineral Resources has approved recruitment of additional 420 and 69 officer positions in 2016/2017 and 2018/2019 respectively. Approval of Ministry of Finance is awaited. However, for implementation of projects, in addition to staff deputed from BREB to projects, supervisory staff members and others required outside the approved plans are recruited under BREB authority, on project time specific contracts both for BREB and PBSs. BREB Director (Programme Planning) states BREB, being a regulator of PBSs, the manpower approved for BREB is acceptable, but there is a need to improve quality of staff to tackle multiple issues faced by BREB.

62. PBSs now have around 33,000 employees. PBS staff recruitment on permanent basis or project contract basis is independently authorized by BREB Executive Director reporting to Member (PBS Management).

J. Performance Indicators for Benchmarking BREB

63. Possibility of benchmarking BREB in comparison with other similar utilities was considered. It is observed that data required for a complete performance evaluation of BREB is difficult since some vital data cannot be obtained easily or are not available. BREB has concentrated its activities focused mainly on extending electricity to rural population in line with GOB policies, and has not considered evaluating its performance on accepted indicators in comparison with other similar utilities. Main performance measures used for benchmarking are; a. operational performance; b. customer service; c. metering, billing and collection; d. financial performance; and e. operational cost control. Present position of BREB in relation to few indicators used in benchmarking is given in Annex 21. With the present position as indicated in the annex, comparison with other utilities is not possible. Use of PTAs by BREB for monitoring performance is good. In addition to PTAs now employed, BREB should move to monitor its performance monthly, based on the performance indicators given in Annex 21 and include other indicators progressively.

K. Summary of Identified Issues

64. Several areas of improvements in performance related to operations, planning, design, construction, and reporting have been identified in this report. The summary of identified issues is given in Annex 22.

14

Chairman

Member Administration

Enquary & Discipline

Directorate

Personnel Administration Directorate

Public Relations

Directorate

Training Directorate

Member Distribution & Operations

Chief Engineer Project

Superintending Engineer Dhaka

Zone

Superintending Engineer

Chittagong Zone

Superintending Engineer Rajshahi

Zone

Superintending Engineer Khulna

Zone

Superintending Engineer Barishal

Zone

Superintending Engineer Rangpur

Zone

Superintending Engineer 33 kV

Line Construction

Material Planning & Standard

Specification

Memeber PBS Management

Executive Director

PBS Management

Operation Directorate

(North)

PBS Management

Operation Directorate

(South)

PBS Management

Operation Directorate (Central)

Member Finance

Controller Accounts &

Finance

Finance Directorate

Accounts Directorate

PBS Loans & Audit

Directorate

Procurement Directorate

Memeber Panning &

Development

Chief Engineer

(Planning & Operation)

Clearance, Storage & Movement Directorate

System operations Directorate (Central)

System operations Directorate

(North)

System operations Directorate

(South)

System Engineering

& Design Directorate

Inspection & Testing

Directorate

Part Time Members (6)

Bangladesh Power Development Board

(BPDB)

Bangladesh Agricultural

Development Corporation (BADC)

Bangladesh Small and Cottage Industries

Corparation (BSCIC)

Bangladesh Rural Development Board

(BRDB)

Power Grid Company of Bangladesh (PGCB)

The Institue of Charted Accountants of

Bangladesh (ICAB)

Secretariat Programme

Planning Directorate

Internal Audit Directorate

Annex 1 – Organogram of Bangladesh Rural Electrification Board

15

Board of Directors

Senior General Manager1/General Manager

Additional General Manager

AGM (Administration)

AGM (Human Resources)

AGM (Finance/Accoun

ts)

AGM (Finance/Revenu

e)

AGM (Member Service)

AGM (Information Tecnology)

Deputy General Manager (HQ-

Tech)

AGM (Operation & Maintanace)

AGM (Engineering & Construction)

AGM (Power)

Deputy General Manager (PBS Zonal Office)

Engineering Consultant

Retainer Doctor Legal Advisor

Annex 2 – Typical Organogram of a Palli Bidyut Samity4

4 Senior general managers are appointed for group 1 PBS.

16

Annex 3 – Organogram of Retainer Consultant5

5 Niaz and Associates (Pvt) Ltd.

Board of Directors

Managing Director

Administrative Officer

Office Manager

Commercial Officer

Other Staff

Team Leader (BPDB Project)

Senior Engineer (Design & Planning)

Project Engineers

Site Engineers

Assistance Engineers

Team Leader (System Protection)

AutoCad/GIS Expert

System Analyst

Team Leader (BREB Projects)

Senior Engineer (Design & Planning)

Project/Retainer Engineer

Staking Engineer

Staker Draftsman

Supervision Engineer

Inspector Surveyor

Team Leader (Designs)

Computer Expert/Operator

Programmer

Team Leader (New Projects)

Retainer/Project Engineer

Design Engineer

Staking Group Leader

Staker Surveyor

Supervision Site Engineer

Inspector (Line)

Inspector (GIS)

Accounts Officer

Accountant (Projects)

Accountant Assistant

Other Staff

Director Executive Director

Legal Adviser

Engineering Advisers

17

Annex 4 – Items Considered by BREB in Monitoring PBS Performance

(i) Year to date system loss.

(ii) Percentage of collection.

(iii) Customer’s receivable amount.

(iv) Number of pending disconnections.

(v) Number of accomplished disconnections.

(vi) General efficiency of employees and PBS activities.

(vii) Customers level of satisfaction in relation to PBS services.

(viii) Relationship between customers and the PBS.

(ix) Link between Head office and field office.

18

- 5,000,000 10,000,000 15,000,000

1982 - 1983

1983 - 1984

1984 - 1985

1985 - 1986

1986 - 1987

1987 - 1988

1988 - 1989

1989 - 1990

1990 - 1991

1991 - 1992

1992 - 1993

1993 - 1994

1994 - 1995

1995 - 1996

1996 - 1997

1997 - 1998

1998 - 1999

1999 - 2000

2000 - 2001

2001 - 2002

2002 - 2003

2003 - 2004

2004 - 2005

2005 - 2006

2006 - 2007

2007 - 2008

2008 - 2009

2009 - 2010

2010 - 2011

2011 - 2012

2012 - 2013

2013 - 2014

2014 - 2015

No of Connections

Fin

ancia

l Y

ear

Annex 5 – Year Wise Customer Connections (Cumulative)

Year New

Connections Cumulative

Connections

1982 - 1983 - 68,126

1983 - 1984 40,365 108,491

1984 - 1985 45,330 153,821

1985 - 1986 43,105 196,926

1986 - 1987 72,382 269,308

1987 - 1988 56,030 325,338

1988 - 1989 70,777 396,115

1989 - 1990 99,450 495,565

1990 - 1991 114,765 610,330

1991 - 1992 98,632 708,962

1992 - 1993 89,479 798,441

1993 - 1994 132,160 930,601

1994 - 1995 243,970 1,174,571

1995 - 1996 224,355 1,398,926

1996 - 1997 262,584 1,661,510

1997 - 1998 343,870 2,005,380

1998 - 1999 373,822 2,379,202

1999 - 2000 512,445 2,891,647

2000 - 2001 504,074 3,395,721

2001 - 2002 662,641 4,058,362

2002 - 2003 650,126 4,708,488

2003 - 2004 686,248 5,394,736

2004 - 2005 735,081 6,129,817

2005 - 2006 741,095 6,870,912

2006 - 2007 453,426 7,324,338

2007 - 2008 (89,196) 7,235,142

2008 - 2009 405,990 7,641,132

2009 - 2010 461,517 8,102,649

2010 - 2011 259,448 8,362,097

2011 - 2012 723,713 9,085,810

2012 - 2013 304,417 9,390,227

2013 - 2014 758,932 10,149,159

2014 - 2015 1,839,064 11,988,223

19

- 10,000 20,000 30,000 40,000 50,000 60,000

1990 - 1991

1991 - 1992

1992 - 1993

1993 - 1994

1994 - 1995

1995 - 1996

1996 - 1997

1997 - 1998

1998 - 1999

1999 - 2000

2000 - 2001

2001 - 2002

2002 - 2003

2003 - 2004

2004 - 2005

2005 - 2006

2006 - 2007

2007 - 2008

2008 - 2009

2009 - 2010

2010 - 2011

2011 - 2012

2012 - 2013

2013 - 2014

2014 - 2015

No of Villages

Fin

ancia

l Y

ear

Annex 6 – Year Wise Village Electrification (Cumulative)

Year No of Villages

1990 - 1991 9,847

1991 - 1992 10,730

1992 - 1993 12,075

1993 - 1994 13,566

1994 - 1995 15,623

1995 - 1996 17,914

1996 - 1997 20,520

1997 - 1998 22,822

1998 - 1999 26,221

1999 - 2000 29,684

2000 - 2001 32,505

2001 - 2002 35,672

2002 - 2003 38,414

2003 - 2004 41,125

2004 - 2005 44,224

2005 - 2006 45,794

2006 - 2007 46,720

2007 - 2008 47,545

2008 - 2009 47,641

2009 - 2010 48,682

2010 - 2011 48,770

2011 - 2012 49,061

2012 - 2013 49,483

2013 - 2014 51,157

2014 - 2015 54,007

20

0 50000 100000 150000 200000 250000 300000

1979 - 1980

1980 - 1981

1981 - 1982

1982 - 1983

1983 - 1984

1984 - 1985

1985 - 1986

1986 - 1987

1987 - 1988

1989 - 1990

1990 - 1991

1991 - 1992

1992 - 1993

1993 - 1994

1994 - 1995

1995 - 1996

1996 - 1997

1997 - 1998

1998 - 1999

1999 - 2000

2000 - 2001

2001 - 2002

2002 - 2003

2003 - 2004

2004 - 2005

2005 - 2006

2006 - 2007

2007 - 2008

2008 - 2009

2009 - 2010

2010 - 2011

2011 - 2012

2012 - 2013

2013 - 2014

2014 - 2015

Line Length (km)

Fin

ancia

l Y

ear

Annex 7 – Year Wise Length of Line Energized (Cumulative)

Year Line Length (km)

1979 - 1980 138

1980 - 1981 2453

1981 - 1982 5070

1982 - 1983 7,040

1983 - 1984 9,080

1984 - 1985 11,495

1985 - 1986 16,130

1986 - 1987 20,795

1987 - 1988 25,825

1989 - 1990 30,027

1990 - 1991 35,354

1991 - 1992 40,393

1992 - 1993 43,921

1993 - 1994 49,119

1994 - 1995 56,399

1995 - 1996 65,202

1996 - 1997 74,951

1997 - 1998 85,127

1998 - 1999 95,594

1999 - 2000 105,099

2000 - 2001 116,507

2001 - 2002 129,496

2002 - 2003 144,137

2003 - 2004 160,119

2004 - 2005 175,781

2005 - 2006 195,387

2006 - 2007 207,130

2007 - 2008 213,043

2008 - 2009 217,935

2009 - 2010 222,780

2010 - 2011 231,147

2011 - 2012 236,362

2012 - 2013 236,803

2013 - 2014 248,302

2014 - 2015 266,005

21

0 100 200 300 400 500 600 700 800

1981 - 1982

1982 - 1983

1983 - 1984

1984 - 1985

1985 - 1986

1986 - 1987

1987 - 1988

1988 - 1989

1989 - 1990

1990 - 1991

1991 - 1992

1992 - 1993

1993 - 1994

1994 - 1995

1995 - 1996

1996 - 1997

1997 - 1998

1998 - 1999

1999 - 2000

2000 - 2001

2001 - 2002

2002 - 2003

2003 - 2004

2004 - 2005

2005 - 2006

2006 - 2007

2007 - 2008

2008 - 2009

2009 - 2010

2010 - 2011

2011 - 2012

2012 - 2013

2013 - 2014

2014 - 2015

Number of Substations

Fin

ancia

l Y

ear

Annex 8 – Year Wise Construction of 33/11 kV Substations

Year Number of

substations

1981 - 1982 19

1982 - 1983 23

1983 - 1984 27

1984 - 1985 29

1985 - 1986 41

1986 - 1987 49

1987 - 1988 51

1988 - 1989 58

1989 - 1990 67

1990 - 1991 74

1991 - 1992 84

1992 - 1993 104

1993 - 1994 111

1994 - 1995 119

1995 - 1996 132

1996 - 1997 144

1997 - 1998 154

1998 - 1999 178

1999 - 2000 195

2000 - 2001 205

2001 - 2002 220

2002 - 2003 241

2003 - 2004 258

2004 - 2005 354

2005 - 2006 352

2006 - 2007 390

2007 - 2008 411

2008 - 2009 420

2009 - 2010 428

2010 - 2011 433

2011 - 2012 439

2012 - 2013 491

2013 - 2014 539

2014 - 2015 678

22

0.00% 5.00% 10.00% 15.00% 20.00% 25.00%

1983 - 1984

1984 - 1985

1985 - 1986

1986 - 1987

1987 - 1988

1988 - 1989

1989 - 1990

1990 - 1991

1991 - 1992

1992 - 1993

1993 - 1994

1994 - 1995

1995 - 1996

1996 - 1997

1997 - 1998

1998 - 1999

1999 - 2000

2000 - 2001

2001 - 2002

2002 - 2003

2003 - 2004

2004 - 2005

2005 - 2006

2006 - 2007

2007 - 2008

2008 - 2009

2009 - 2010

2010 - 2011

2011 - 2012

2012 - 2013

2013 - 2014

2014 - 2015

System Loss (%)

Fin

ancia

l Y

ear

Annex 9 – Year Wise System Loss Percentage

Year System loss %

1983 - 1984 21.18%

1984 - 1985 20.61%

1985 - 1986 21.63%

1986 - 1987 20.23%

1987 - 1988 19.06%

1988 - 1989 18.33%

1989 - 1990 16.82%

1990 - 1991 16.27%

1991 - 1992 15.72%

1992 - 1993 15.59%

1993 - 1994 15.45%

1994 - 1995 15.74%

1995 - 1996 15.17%

1996 - 1997 15.82%

1997 - 1998 16.80%

1998 - 1999 18.81%

1999 - 2000 16.24%

2000 - 2001 18.08%

2001 - 2002 16.00%

2002 - 2003 17.33%

2003 - 2004 15.60%

2004 - 2005 13.78%

2005 - 2006 12.66%

2006 - 2007 12.09%

2007 - 2008 11.73%

2008 - 2009 12.19%

2009 - 2010 11.58%

2010 - 2011 11.18%

2011 - 2012 10.73%

2012 - 2013 13.87%

2013 - 2014 13.72%

2014 - 2015 12.92%

23

Annex 10 – PBS Planning Process Up to approval of proposals

Palli Bidyuth Samithi (PBS) System Operational Data (Load

Readings,Trends and New requirements)

Retainer Consultant Engineer (RCE) (Load Forecast)

RCE Existing System Study (load flow, voltage, power factor & loss

study)

RCE (Master Plan/Development Project proposal )

PBS (Minimum 10% proposals checked)

Project Approval (Executive Engineer System Engineering & Design)

PBS Receives Approved Master Plan/ Project Proposal

RCE prepares BOQ

PBS receives project BOQ

24

Annex 11 – Bangladesh Rural Electrification Board Project Management Unit

Structure

25

Annex 12 – Project Implementation Process

26

Annex 13 – PBS Wise Line Lengths, Number of Transformers and Total Cost – (DMSC Project)

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)

Estimated Number of Transformers

33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

1 Dhaka PBS-1 10 195 30 90 196 122 55 15

2 2

225

2 Dhaka PBS-2

225

35 162 100 45 12

2 2

172

3 Dhaka PBS-3 35 450 450 290 740 459 207 55

8 7

847

4 Faridpur PBS 60 1,525 335 400 1405 873 393 105

16 13

1,598

5 Gazipur PBS 75 660 245 175 671 417 188 50

8 6

840

6 Gopalganj PBS 290 5 160 283 176 79 21

3 3

302

7 Jamalpur PBS 65 700 5 190 556 346 156 41

6 5

701

6 Cost of transformers are included

27

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

8 Kishorgonj PBS 10 335 100 135 354 220 99 26

4 3

394

9 Madaripur PBS

160 50 180 242 151 68 18

3 2

259

10 Manikgonj PBS

65 100 103 64 29 8

1 1

109

11 Munshigonj PBS 320 120 100 336 208 94 25

4 3

358

12 Mymensingh PBS-1 100 40 65 110 134 83 37 10

1 1

309

13 Mymensingh PBS-2 450 300 340 678 421 189 51

8 6

723

14 Mymensingh PBS-3 10 130 5 180 196 122 55 15

2 2

225

15 Narayngonj PBS-1 20 240 300 25 351 218 98 26

4 3

408

16 Narayngonj PBS-2 40 260 265 110 395 245 110 29

4

28

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

4 487

17 Narsingdi PBS-1 20 70 20 50 87 54 24 6

1 1

126

18 Narsingdi PBS-2 55 220 275 110 376 234 105 28

4 4

492

19 Netrokona PBS 30 140 25 100 165 102 46 12

2 2

225

20 Rajbari PBS 30 265 10 460 457 284 128 34

5 4

537

21 Sariatpur PBS

305 50 120 295 183 83 22

3 3

315

22 Sherpur PBS

30 110 80 137 85 38 10

2 1

146

23 Tangail PBS 25 1,065 115 350 951 591 266 71

11 9

1,056

24 Brahmanbaria 50 210 10 130 218 135 61 16

2 2

315

29

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

25 Chandpur-1 25 775 60 130 600 373 168 45

7 6

681

26 Chandpur-2 45 965 70 190 761 473 213 57

9 7

887

27 Chittagong-1 110 360 60 120 336 208 94 25

4 3

541

28 Chittagong - 2

140

60 124 77 35 9

1 1

133

29 Chittagong - 3

380 205 25 379 236 106 28

4 4

404

30 Comilla-1

200 315 340 531 330 149 40

6 5

567

31 Comilla-2

160 35 70 165 102 46 12

2 2

176

32 Comilla-3 10 400 120 50 354 220 99 26

4 3

394

33 Comilla-4 15 265 625 35 575 357 161 43

5

30

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

6 638

34 Cox's Bazar 80 75 35 210 199 124 56 15

2 2

345

35 Feni 5 230 50 160 274 170 76 20

3 3

300

36 Lakshmipur

360 35 200 370 230 103 28

4 3

394

37 Noakhali

750 200 530 920 571 257 69

10 9

981

38 Hobigonj 25 135 125 70 205 127 57 15

2 2

260

39 Moulvibazar

300 95 50 277 172 77 21

3 3

295

40 Sunamganj 80 200 5 15 137 85 38 10

2 1

279

41 Sylhet-1 70 220 60 50 205 127 57 15

2 2

335

31

.

Name of PBS

Quantities

To

tal

co

st6

(Tk

. m

illi

on

)

Up-grade/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n o

f

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w V

olt

ag

e

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

42 Sylhet-2

175 10 140 202 125 56 15

2 2

215

Sub Total DMCS 1100 14,375 5,060 6,465 16100 10,000 4,500 1,200

180 150

18,995

32

Annex 14 – PBS Wise Line Lengths, Number of Transformers and Total Cost – (RRKB Project)

Name of PBS

Quantities

To

tal

co

st

7

(Tk

. m

illi

on

)

Upgrading/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n

of

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w

Vo

lta

ge

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

1

Rajshahi

360 160 40 318 198 89 24

4 3

375

2 Nawabgonj 25 330 100 100 301 187 84 22

3 3

406

3 Natore-1

700 400 100 681 423 190 51

8 6

804

4 Natore-2 25 330 120 100 312 194 87 23

3 3

419

5 Pabna-1 50 150 50 100 170 106 48 13

2 2

303

6 Pabna-2 40 280 150 100 301 187 84 22

3 3

436

7 Cost of transformers are included

33

Name of PBS

Quantities

To

tal

co

st

7

(Tk

. m

illi

on

)

Upgrading/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n

of

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w

Vo

lta

ge

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

7 Sirajgonj-1 25 380 150 200 415 257 116 31

5 4

540

8 Sirajgonj-2 30 250 110 150 290 180 81 22

3 3

403

9 Bogra 25 890 500 350 988 614 276 74

11 9

1,217

10 Joypurhat 30 400 200 75 383 238 107 29

4 4

513

11 Naogaon-1 20 200 70 100 210 131 59 16

2 2

289

12 Naogaon-2 25 120 90 500 403 250 113 30

5 4

527

13 Rangpur-1 30 130 80 100 176 109 49 13

2 2

269

14 Rangpur-2 20 100 50 100 142 88 40 11

2 1

208

34

Name of PBS

Quantities

To

tal

co

st

7

(Tk

. m

illi

on

)

Upgrading/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n

of

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w

Vo

lta

ge

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

15 Dinajpur-1 20 100 80 150 187 116 52 14

2 2

262

16 Dinajpur-2 10 110 50 150 176 109 49 13

2 2

228

17 Thakurgaon 70 540 140 500 670 416 187 50

7 6

933

18 Nilphamari

150 80 200 244 152 68 18

3 2

288

19

Kurigram -

Lalmonirhat 15 200 70 200 267 166 75 20

3 2

345

20 Gaibandha 25 150 130 200 273 169 76 20

3 3

372

21 Kushtia 30 280 120 150 312 194 87 23

3 3

430

22 Meherpur

520 180 100 454 282 127 34

5 4

536

35

Name of PBS

Quantities

To

tal

co

st

7

(Tk

. m

illi

on

)

Upgrading/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n

of

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w

Vo

lta

ge

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

23 Jessore-1 50 1640 350 250 1,272 790 356 95

14 12

1,603

24 Jessore-2 40 400 200 100 398 247 111 30

4 4

550

25 Jhenaidah

350 210 100 375 233 105 28

4 3

442

26 Magura

200 120 100 239 148 67 18

3 2

282

27 Khulna 40 200 130 125 258 160 72 19

3 2

386

28 Satkhira 30 320 240 150 403 250 113 30

5 4

537

29 Bagerhat

160 20 150 187 116 52 14

2 2

221

30 Barisal-1 25 250 70 100 239 148 67 18

3 2

332

36

Name of PBS

Quantities

To

tal

co

st

7

(Tk

. m

illi

on

)

Upgrading/

Rehabilitation/

Conversion (km)

New

Lin

e

(By t

he

Ex

ten

sio

n

of

1/2

/3 P

ole

s)


33

kV

11

kV

44

0/

24

0 k

V

11

kV

an

d

Belo

w

Vo

lta

ge

10

kV

A

15

kV

A

25

kV

A

37

.5 k

VA

50

kV

A

75

kV

A

31 Barisal-2 30 480 250 250 557 346 156 41

6 5

718

32 Pirojpur 5 360 150 110 352 219 98 26

4 3

426

33 Patuakhali 50 520 160 100 443 275 124 33

5 4

624

34 Bhola 10 250 110 100 261 162 73 19

3 2

329

35 Jhalokhati 25 200 90 100 221 138 62 17

2 2

312

Total RRKB 820 12,000 5,180 5,500 12880 8,000 3,600 960

144 120

16,867

37

Annex 15 – Performance Target Agreement with Weightages

Performance Target

Weightage Factor Reporting Officer

Target for Gazipur PBS for FY2015-

2016 Grade

1 Grade

2 Grade

3

1 System loss 35 35 35 DDRC 9.25%

2 Accounts receivable 18 18 18 DDRC 1.14

3 Collection bill ratio (%) 8 8 8 DDRC 99.00%

4 Collection import ratio 1 1 1 DDRC 89.84%

5 Recovery of amounts written off

1 1 - DDRC 5%

6 Payment of debt service liabilities

5 5 - DDRC 130,000

7 Operation and maintenance expenses per kilo watt hour

3 3 4 DDRC 0.30

8 Revenue per kilometer of line

1 1 2 DDRC 2,043

9 Ratio of inspection and & maintenance of distribution line length against energized line length

1 1 1 SOD (C) 25.00%

10 Ratio of damaged transformers and oil circuit breakers against total installed transformers and oil circuit breakers

1 1 2 SOD (C) 4.00%

11 Percentage of damaged transformers repaired

2 2 2 SOD (C) 100%

12 Ratio of connected customer (over 90 days) against service in place customer

2 2 2 DDRC 3.00%

13 Store management performance

- - - PBS M

a. Physical inventory of all stores under Pally Bidyut Samity (PBS).

2 2 2 All store inventory for the FY 2014-

2015

b. Timely close out of mini and force work order

2 2 2 80%

14 Maintenance and

updating of equipment

record card.

5 5 6 SOD (C) 100.00 %

15 Improvements of power factor

1 1 1 SOD (C) 0.92

16 Action on meter report 2 2 2 DDRC 100%

17 Average training hour per 3 3 3 TD 75

38

Performance Target

Weightage Factor Reporting Officer

Target for Gazipur PBS for FY2015-

2016 Grade

1 Grade

2 Grade

3

employee (Hours)

18 Implementation of annual development program

1 1 3 CEP 100%

19 Timeliness to attend customer’s complain

2 2 2 PBS M 100%

20 System average interruption duration index

2 2 2 SOD (C) 1300

21 System average interruption frequency index

2 2 2 SOD (C) 90

22 Percentage reduction of overloaded transformer

- - - SOD (C) 100%

23 Percentage of new connected customers

- - - PBS M 100%

CEP = chief engineer project, DDRC = deputy director (rates and contracts), PBS M = palli bidyut samity (rural electricity cooperative) management, SOD (C) = system operations director (Central),

TD = training director.

39

Annex 16 – List of Key Performance Indicators

Key Performance

Indicators Units

Targets for FY 2015–2016

Achievement FY 2015–2016

(March 16 YTD)

1 Construction of distribution lines

km >20,000 18,018

2 Construction/capacity enhancement of distribution substation

MVA >700 715

3 Distribution system loss % 12.50 11.87

4 Accounts receivable Equivalent

Months <1.5 1.74

5 System Average Interruption Duration Index (SAIDI)

Minutes <2,200 1,130.46

6 System Average Interruption Frequency Index (SAIFI)

Times <200 107.82

7 Minimum annual training hour per employee

Hours >66 72.66

8 Installation of pre-payment meters

No. >5,000 67

9 New connections to households

No. >1,500,000 2,852,655

10 Collection bill ratio % >98.00 92.41

11 Current ratio Ratio 1:1 0.99:1

12 Quick ratio Ratio 0.8:1 0.76:1

13 Debt service coverage ratio Ratio >1.50:1 0.94:1

14 Power factor at each billing point

% >90 94.00

15 Implementation of annual development program (Financial)

% 100 61.98

16 Percentage of overloaded transformers)

% <20 5.56

km = kilometer, MVA = megavolt-ampere, YTD = year to date.

40

Annex 17 - Information Covered in Monthly

Management Information Systems MIS Reports (Information based on MIS Report- April 2016). MIS Report No: 1 – General Summary Report For each PBS following information is provided. (Grand total for all PBSs given below in the table).

Cumulative or 12month average April 2016

1 No. of Villages Electrified 57,952 401

2 Lines Energized (km) 288,006 2,799

3 System Losses % (Grid Meter) 12.66% 14.18%

4 System Losses % (Substation Meter) 10.14% 11.63%

5 Revenue Collection % 96.95% 99.39%

6 Customers Billed % xxxx 98.99%

7 Customers Disconnected Nos xxxx 978,842 km = kilometer, Nos = numbers. Note: Date of commencement of operations and the age of a PBS is also given.

1. System losses % and Revenue Collection % reported as 12 month average

2. Only monthly figures for Customers Billed %, and number of Customers Disconnected are given.

Report No: 2 - Number of Services by Tariff Category

For each PBS following information is provided. (Grand total for all PBSs given below in the table).

Category Cumulative up to April 2016 April 2016

1 Domestic 13,539,301 249,759

2 Commercial 1,089,857 9,692

3 Charitable/religious 202,644 1,760

4 Irrigation 262,734 454

5 GP 149,625 246

6 LP 4,784 24

7 Street Light 15,126 9

8 Solar 14,128 0

9 Total 15,278,199 261,944

10 PBS Code - - PBS = palli bidyut samity (rural electricity cooperative) Note: PBS Code: First character- division, Next 2 digits- Serial number according to commencement, Next 3 characters- First donor (example: Dhaka PBS 1 – D01USA).

Report No: 3 – Energy Sales this month by tariff category


Category Energy Sales April 2016 (MWh)

% of Total

1 Domestic 975,909 52.84

41

2 Commercial 160,675 8.70

3 Charitable/religious 22,680 1.23

4 Irrigation 199,519 10.80

5 GP 111,052 8.01

6 LP 375,455 20.33

7 Street Light 817 0.04

8 Office use 924 0.05

9 Total 1,847,030 100.00

10 Resale 161,505 - Mwh = megawatt-hour.

Energy purchased information is also provided in this report for each PBS. (Grand total data indicated)

Energy purchased April 2016 (MWh)

% Increase from April 2015 (TMLY)

11 Grid Meters 2,143,649 36.70%

12 Substation Meters 2,081,656 36.48% MWh = megawatt-hour.

Report No: 4 – Energy Sales YTD by Tariff Category


Category Energy Sales YTD (April 2016) (MWh)

% of Total

1 Domestic 9,272,350 56.01

2 Commercial 1,464,650 8.85

3 Charitable/religious 199,740 1.21

4 Irrigation 1,233,241 7.45

5 GP 1,092,343 6.60

6 LP 3,276,396 19.79

7 Street Light 7,974 0.05

8 Office use 8,619 0.05

9 Total 16,555,329 100

10 Resale 1,091,230 MWh = megawatt-hour.

Energy Purchased YTD information is also provided in this report for each PBS. (Grand total data indicated)

Energy Purchased YTD (MWh)

% Increase from TMLY

11 Grid Meters 18,832,420 16.49%

12 Substation Meters 18,314,042 16.75% MWh = megawatt-hour, YTD = year to date.

Report No: 5 - Revenue and Purchase Costs


42

Amount

1 Amount billed (12 month average) Tk’000 10,403,987

2 Total received this month Tk ‘000 17,965,110

3 No. of moths receivable (ratio 2/1) 1.73

4 Cost of power purchased 12 month average Tk’000 8,813,565

5 Cost of power purchased this month Tk’000 10,816,342

6 Bill paid to BPDB/DESA/IPP this month Tk’000 10,362,876

7 Collection this month Tk’000 11,596,296

8 Collection YTD Tk’000 97,343,876 Tk = Taka, YTD = year to date.

Report No: 6 - Amount Billed by Tariff Category


Category Tk’000

1 Domestic 4,708,894

2 Commercial 1,629,672

3 Charitable/religious 127,899

4 Irrigation 780,770

5 GP 889,593

6 LP 2,945,569

7 Street Light 6,121

8 Office use 5,119

9 Solar 484

10 Total 11,094,120

11 Resale 704,223 Tk = taka.

Report No: 7 - Amount Billed by Tariff Category – YTD

For each PBS following information is provided. (Grand total for all PBSs given in brackets in the table).

Category Tk’000

1 Domestic 44,632,094

2 Commercial 14,816,983

3 Charitable/religious 1,115,422

4 Irrigation 4,835,593

5 GP 8,730,343

6 LP 25,575,152

7 Street Light 59,693

8 Office use 47,627

9 Solar 6,120

10 Total 99,819,027

11 Resale 4,773,051 Tk = taka.

43

Annex 18 – “Electric Line and Substation Progress Report” for the year 2016

44

Annex 19 – Progress on Technical Assistance Project for Institutional Strengthening of

Rural Electrification Program (IDA-TAPP) project

1 Updating of BREB master plan Awaiting Consultant to finalize TOR-

2 Data management systems improvement (SAIDI/SAIFI, SCADA & system Protection improvement)

Awaiting WB approval to issue RFP to 3 shortlisted parties.

Two years commencing 2016

3 Identifying the scope of implementation of the GIS.

TOR for engagement of a consultant to prepare road-map for GIS is not yet ready. Awaiting Consultant to finalize TOR-

4 Upgrading IFMIS (Integrated Financial MIS)

Individual consultant appointed on 20 July to strengthen TOR on WB advise.

5 Training and capacity building of BREB officials

Following training programs have been arranged a. Distribution system

designing & technical loss reduction. (University of Technology, Sydney)

b. O&M of electrical distribution systems.(Fordham University, New York)

c. Financial management (University of Technology, Sydney)

d. Project impact evaluation (Fordham University, New York)

e. Smart grid metering & smart distribution systems. (Universities in Australia and New Zealand)

6 Strengthening the impact evaluation capacity of BREB. (Focused on social impacts)

Request for EOI has been published. Shortlisting complete. RFP finalized sent to WB for concurrence

7 Review and update specifications and construction standards

TOR preparation. Awaiting Consultant to finalize TOR-

8 Strengthening the environmental management capacity of BREB

TOR preparation. Awaiting Consultant to finalize TOR.

BREB = Bangladesh Rural Electrification Board, EOI = Expression of Interest, GIS = Geographical Information System, MIS = Management Information System, O&M = Operations and Maintenance, PBS = Pally Bidyut Samity, RFP = Request for Proposal, SAIDI = System Average Interruption Duration Index, SAIFI = System Average Interruption Frequency Index, SCADA = Supervisory Control and Data Acquisition, TOR = Terms of Reference

45

Annex 20 - Manpower Data of Bangladesh Rural Electrification Board for the Period 2010 to 2016

47

Annex 21: Performance Indicators of Bangladesh Rural Electrification Board 1. Operational performance and customer service performance combined (MIS April 2016)

Item BREB Position Values Comments

SAIDI, SAIFI (PTA 20 & 21)

Incomplete and unreliable information.

- SAIDI SAIFI values do not cover all systems in PBSs. Values now indicated are high.

System losses % (PTA 1)

Available. Segregation by voltage levels is not possible.

12.66% (12 month average)

High for a Distribution entity. No technical and commercial loss separation.

Unplanned outages/total outages %

Not available - -

New connection processing time

Not available - -

Service calls response time

Not available - -

Distribution transformers damaged/ total transformers %

Not available - Data for individual PBSs are available. Grand total should be computed. PBS values are high.

Consumers per employee

Not available. 449 approximate. (Calculated assuming 33,000 employees in all PBSs, as informed by BREB, plus present 997 at BREB. (15,278,199/34,000)

This will reduce if employees of RCEs are added. RCEs perform a vital development function of PBSs.

Maintenance personnel/100 km of distribution line length

Not available - -

Billing performance: % customers billed

Available 98.99% Good. All PBSs over 95%. Lowest 92.73% Shirajgonj PBS2.

Bill collection % (12 month average)

Available 96.95% Could be improved.

BREB = Bangladesh Rural Electrification Board, PBS = palli bidyut samity (rural electricity cooperative), PTA = Performance Target Agreement, RCE = Retainer Consultant Engineer, SAIDI = System Average Interruption Frequency Index, SAIFI = System Average Interruption Duration Index

48

2. Financial Performance (MIS April 2016)

Item BREB Position Values Comments

Supply purchase cost (Tk/kWh)

Not readily available in the MIS

4.91 (calculated) Should be shown in MIS as a key indicator to senior officers

Selling price (Tk/kWh) Not readily available in the MIS


Gross Margin (Tk/kWh)



Operation expense (Tk/kWh)

Not readily available in MIS


Admin.& General expense (Tk/kWh)

Not available Should be shown in MIS as a key indicator to senior officers

Return on assets % Not available - Should be shown in MIS as a key indicator to senior officers

Debt service ratio% Not available - Should be shown in MIS as a key indicator to senior officers

Bill collection ratio (months)

Available in MIS 1.73 High. Should be near 1.00

Revenue per km of line (Tk)



BREB = Bangladesh Rural Electrification Board, MIS = management information system.

49

Annex 22: Summary of Identified Issues and Actions Agreed

Identified Issue Description Action By

1 No modern software packages to analyze distribution systems covering wider area.

Integrated analysis of a distribution system in a PBS area is not possible. (Refer para. 14)

BREB to revise TOR of RCEs to include use of new software to analyze PBS distribution system. Task to be undertaken in consultation with GIS consultant to be engaged under ADB TA loan.

2 Requirement of 11/ 0.4 kV or 6.3/ 0.23 kV transformers are not indicated in RCE’s designs

Location and rating of new transformers or augmentations are not indicated in system design proposals by RCEs. (Refer paras. 14 & 15)

TOR of RCEs to be revised by BREB to include a clause that new transformer or augmentation proposals (kVA and location) must be indicated in the system design proposals at PBS level. Current contract should be amended accordingly.

3 Excessive transformer failures

Transformer failures are high causing increasing operating costs. Fuses are not provided on low voltage side of transformers. This may add to the increase of the number of failures of transformers due to overloading or sustained fault currents. (Refer para. 18)

BREB on the advice of PIMC to introduce fuses on low voltage side of transformers. Monitor transformer failures.

4 Workmanship of distribution system is not of high standard

Even though clear standards and guidelines are provided, workmanship of existing lines is not of that high standard. . (Refer paras. 21 and 22)

PIMC/BREB to ensure that all construction work is carried out following design standards.

5 Way-leave and safety clearance are not maintained properly

Due to public protest or lack of routine line inspection and clearing, way-leave clearance is not maintained to standards. Permanent buildings are constructed violating safety clearance. (Refer para. 21)

BREB to conduct public awareness programs and strictly maintain defined clearances. Legal action should also be considered. The JFPR grant to BREB provides for such awareness campaigns.

6 Large number of stock items

Large number of conductors of different sizes is in stock list. There may be other similar items in the stock list.

Under IDA-TAPP project BREB to identify and remove stock items/ equipment that are obsolete or of different standards.

7 Separate costs for upgrading, rehabilitation and conversion of lines, and construction of new lines, by voltage level, are not available.

For proper project costing it is necessary to identify lengths of lines to be constructed under each work category by voltage and also identify extent of new lines by voltage, since these works have different unit costs. . (Refer para.

Formulation of project proposals by BREB should be based on detailed information provided by PBSs on this basis.

50

Identified Issue Description Action By

26)

8 BREB MIS report is incomplete as a management information report.

Out of 23 PTAs MIS report covers system losses, accounts receivable and collection bill ratio only.

BREB should improve the contents in the MIS report to cover all PTAs and other performance indicators

9 Losses in 11 kV and low voltage systems cannot be identified separately

This is arising due to lack of metering at 11kV/400V transformers. Installing meters will be costly. (Refer paras. 40 and 41)

Consultant for loss study to make recommendations to compute losses for 11 kV and 400 V systems. PIMC to carry out four case studies to determine loss reductions achieved

10 SAIDI/SAIFI reports are incomplete

SAIDI/SAIFI reports in most cases are limited to planned interruptions in 11 kV and low voltage systems. SAIDI/SAIFI reporting should cover all systems owned and operated by PBSs. (Refer paras. 44 & 45)

Under IDA TAPP project BREB to identify scope of work for improvements necessary. PIMC to carry out case studies to measure reliability improvements through project investments.

11 GIS mapping is not complete.

GIS mapping is at a preliminary stage of development and cannot be integrated to distribution system analysis and reporting software.(Refer para. 51)

Under the ADB TA loan two PBSs will be selected for implementing a fully functional GIS. The work will be subsequently expanded to cover a total of ten PBSs.

12 Customer service responsiveness reports are incomplete.

Reports on number of service calls and response times are not available. Reports on customer requests (Time taken to provide new connections, voltage improvements, meter testing etc.) are not available. (Refer paras. 55, 56 & 57)

As agreed, BREB to report using templates provided by project due diligence consultants at meeting on 26 July 2016.

13 For benchmarking purposes performance indicators of BREB and PBSs are not readily available. (Refer para. 63)

BREB and PBSs have to compare their performance progressively with other similar utilities as a benchmarking exercise.

MIS reports of BREB should be improved to indicate performance indicators for comparison with other similar utilities.

BREB = Bangladesh Rural Electrification Board, GIS = geographic information system, MIS = management information system, PBS = palli bidyut samity (rural electricity cooperative), PIMC = project implementation monitoring consultant.