Lighting The Way In Manipur Manipur: Post Unbundling Reforms in Distribution Case Study on Institutional Strengthening and Capacity Building Reforms for Manipur State Power Distribution Company Limited Lighting The Way In Manipur This working paper is a product of the staff of The World Bank. The findings, interpretations, and conclusions expressed in this document are entirely those of the authors and should not be attributed in any manner to The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Acknowledgement This working paper has been prepared by Rohit Mittal, Kavita Saraswat, Amol Gupta and Kwawu Mensan Gaba of the World Bank’s Energy & Extractives Global Practice. The work was supervised by Julia Bucknall. The working paper draws from the background work done by M/s Deloitte Touche Tohmatsu India Private Limited, who were engaged as consultants to the Manipur State Power Distribution Company Limited (MSPDCL) for providing Institutional Strengthening support. The team is grateful to the management of MSPDCL for its valuable inputs and support in preparation of this working paper. Funding support from Partnership for South Asia (PFSA) Umbrella Fund is also gratefully acknowledged. PFSA is set up in collaboration with Australia’s Department of Foreign Affairs and Trade (DFAT) by the South Asia Region of the World Bank to contribute to sustainable development and poverty reduction in Afghanistan, India, Pakistan, Nepal, Bangladesh, Bhutan, Sri Lanka and the Maldives. ii Lighting The Way In Manipur Manipur: Post Unbundling Reforms in Distribution Case Study on Institutional Strengthening and Capacity Building Reforms for Manipur State Power Distribution Company Limited February 2016 Lighting The Way In Manipur Overview Simple economic principles tell us that With focused interventions under the World investment begets investment and wealth Bank-supported Technical Assistance creates wealth. Investment of money alone, (TA) and sufficient support from the state, however, is seldom enough to trigger this Manipur State Power Distribution Company virtuous cycle – time, effort and substantial Limited (MSPDCL) has taken a significant planning are also critical elements. leap – from the unviable to the viable – and contributed to Manipur’s development in the The change that Manipur has undergone since process. The utility, which has a consistent the middle of 2014 supports the belief that history of poor operations, is poised for any organization, institution or region can rise a turnaround. Building on this foundation above the average if the right systems are put of development in the energy sector, the in place and an enabling environment created. state has initiated efforts for the sustained Evening service at the Baptist Church in Senapati District 3 Lighting The Way In Manipur development of the enterprise. Increased availability of reliable power is facilitating: Energy • Mechanization of farming activity which, in turn, will lead to improvements in harvesting, storage and processing of agricultural produce while generating Enterprise employment; • Electrification and mechanization of looms Employment and small machines which will facilitate further development in cottage industries, in general, and in handlooms, in particular; and • Investment in the state – both from within and outside. Combined with an improved (MSME) sector in the state. Manipur is telecommunication network, it will also planning to establish Common Facility assist in state government efforts towards Centers for processing of spices. A Detailed establishing Manipur as an Information Project Report has been prepared and is Technology (IT)/Information Technology being submitted to the Government of enabled Services (ITeS) hub in North East India (GoI); India. • Boosted with potential 24x7 power supply The state is also undertaking activities such as: in Imphal, the IT/ITes department is establishing an IT Special Economic Zone • The Make in Manipur initiative to improve (SEZ) in Imphal and is looking at private the Micro, Small and Medium Enterprises sector participation. Accordingly, the first of High tech facilities at a diagnostic Center in Imphal A garment manufacturing unit at Takyel Industrial Estate in Imphal 4 Lighting The Way In Manipur A Food Park at Nilakuthi in Manipur its kind skilling and employment programs and threshold performance, institutions in the IT/ITes sector are under way; and labelled ‘mediocre’ can rise well above the ordinary. • The state is also in touch with the Clothing Manufacturers Association of India for This working paper captures the story skilling and employment of local Manipuri of transformation of Manipur’s electricity youth. distribution sector which has laid the foundation for a slow but sure transformation With the boost that enterprise thus receives, of a state that has seen more than its an improvement in the employment scenario share of troubled times. This paper is about is a natural progression, both in terms of a World Bank-supported Government quantum and quality. Slowly but surely, of Manipur’s initiative to improve and Manipur is beginning to show promise, not institutionalize efficient commercial, just as an active participant in the Indian Operation and Maintenance (O&M), economy but also as an attractive investment project-related systems and processes, destination. institutional strengthening and creation of a robust review and monitoring mechanism The critical need now is for this momentum for the electricity distribution sector. The to be sustained – Manipur will then be result is that Manipur is – gradually but proof positive that, through the establishment steadily – moving forward on the road to of processes, systems, accountabilities socioeconomic development. 5 Lighting The Way In Manipur Energy in Manipur: Then and Now Nestled in the hills of North East India, the 1. Manipur State Power Company Limited state of Manipur – or the Jewelled Land – (MSPCL): holding company and deemed had been grappling with an underdeveloped transmission licensee for the state of power sector. While consumer expectations Manipur; and and demand were growing steadily, the power sector in Manipur was grappling with continued 2. Manipur State Power Distribution Company poor performance on account of multiple Limited (MSPDCL): power distribution commercial and operational issues. licensee for the state of Manipur. Till March 2013, the Manipur power sector The distribution utility (MSPDCL), vested with fared poorly on performance and reforms the responsibility of improving power supply required under the Electricity Act, 2003. in the state, focussed on purchasing more power, including short-term purchases from As the first step towards transformation of the power exchanges. While power input in the sector, the Electricity Department of Manipur state improved, the utility was still faced with (EDM) was unbundled into two corporate numerous challenges. (Table 1). entities with effect from February 2014: A view of Senapati District in Manipur 7 Lighting The Way In Manipur Linesmen stringing the Aerial Bunch Cable (ABC) in Senapati District Table 1: Challenges faced by MSPDCL Parameters Key challenges faced by MSPDCL (2012-13 and 2013-14)1 Infrastructure MSPDCL had to implement several central government funded projects Development/ under the Government of India’s (GoI’s) Restructured Accelerated Power Projects Development and Reform Program (RAPDRP) – Part A, RAPDRP – Part B, Rajiv Gandhi Grameen Vidyutikaran Yojana (RGGVY) and other state government schemes. However, MSPDCL lacked the capability to implement multiple large projects. The utility had a track record of 107 percent cost overrun (INR 47,000 million) for projects handled between the years 2009 and 2014 and was further executing projects costing around INR 6,340 million under various state and central schemes. There were general delays in project execution and closure. Reliability of A weak transmission and distribution network was impacting the reliability Supply and quality of supply. Lack of regular preventive/scheduled maintenance had led to an inadequate infrastructure. Maintaining the quality of power to meet consumer expectations and maintaining commercial viability were proving to be major challenges. On an average, power supply in the hills was available only for six to eight hours per day and in the District Headquarters and Valley for around 10 to 12 hours per day. Per capita power consumption was amongst the lowest in the country at 207 units. Contd. on next page 1 Source: Deloitte Analysis, Annual Revenue Requirement (ARR) filings and PricewaterhouseCoopers diagnostic study report. 8 Lighting The Way In Manipur Parameters Key challenges faced by MSPDCL (2012-13 and 2013-14) Commercial High Aggregate Technical and Commercial (AT&C) losses were impacting the commercial viability of the utility especially with increases in power purchase costs and poor revenue recovery. The actual revenue collected by MSPDCL was only 40 percent of the power purchase cost. To achieve its business goals, MSPDCL needed to improve revenue collection drastically. The key challenges were: 1. Improve access: consumer coverage was only about 68 percent of the total households in the state; 2. Improve metering: a significant number of unmetered consumers existed in Manipur; and 3. Reduce AT&C loss: AT&C loss in Manipur was around 50 percent (2013-14). Organizational MSPDCL found its organizational structure and manpower skills inadequate Structure & to meet the business requirements of a modern distribution utility in the Manpower absence of key functions and processes required to improve commercial and O&M performance. An ageing manpower and lack of defined Human Resource (HR) systems were hampering employee performance and constraining sector growth and development. Overall, despite the unbundling, the power sector in Manipur was far from being reliable or commercially viable and thus also a constraint to attracting investments into the state. It was against this backdrop that the state requested World Bank support for TA focused on institutional strengthening and capacity building of power distribution utility in the state. Karong substation in Senapati District 9 Lighting The Way In Manipur Students at the Human Resource Development (HRD) Academy in Imphal 10 Lighting The Way In Manipur Institutional Strengthening of MSPDCL: Focus Areas and Outcomes The World Bank-supported institutional strengthening exercise for MSPDCL was initiated in October 2014 and was focussed on Commercial, Projects and O&M functions based on priorities indicated by MSPDCL. A brief timeline of the initiatives undertaken by MSPDCL is shown in Figure 1. As part of the exercise, As-Is analysis of organization structure, roles and responsibilities, manpower strength, skill gaps, and HR policies and mapping of business processes - at corporate, circle, division and sub-division level was undertaken covering projects, planning, Students in a classroom at the HRD Academy in Imphal commercial, O&M and support functions. Subsequently a benchmarking exercise was done against distribution utilities of Gap analysis. Based on the gap analysis, hill states and those catering to a mix of initiatives were identified and implemented rural and semi-urban consumers, to do a to address the same. Figure 1: Initiatives undertaken by MSPDCL February 2014 Restructuring & transformation of the electricity department of Manipur through unbundling Initiatives on key focus areas on strengthening of commercial/project/O&M processes Institutional strengthening exercise for strengthening of O&M practices (World Bank supported) Institutional strengthening exercise for strengthening of HR processes (World Bank supported) Initiatives on business review: projects & Since October 2014 commercial Drastic improvement in power supply & increase in revenue collection October 2015 11 Lighting The Way In Manipur Subsequent to the World Bank-supported of this initiative is its seamless integration TA intervention, the power sector in Manipur with the other initiatives undertaken by has shown significant improvements on the utility and establishment of monitoring various fronts (infrastructure development, systems to ensure effective implementation. availability of power, reliability of supply and Table 2 showcases the various areas of commercial viability). The key to the success intervention and outcomes. Focus Area 1: Infrastructure Development/Projects Table 2: Initiatives undertaken and outcomes - infrastructure development/projects Initiatives undertaken Institutional strengthening initiatives as part of World Bank- by MSPDCL supported TA Implementation of Given the transition environment in MSPDCL, it was extremely RAPDRP – Part A, critical that changes in processes, structures and roles be reviewed RAPDRP – Part B, regularly. Accordingly, TA initiatives focussed on establishing RGGVY and other state mechanisms and improving institutional capacity for implementation government schemes of infrastructure development projects. The following initiatives were for the development undertaken as part of institutional strengthening: of infrastructure at an overall outlay of ~ INR • Re-engineering of project processes; 6,340 million • Establishment of a project review framework to build accountability of execution monitoring; • Institutionalization of a review mechanism through structural realignment, review meetings, stakeholder interactions and employee capacity building; • Establishment of dashboards at the division level and Managing Director’s (MD’s) level; and • Conducting organization-wide workshops/training on project monitoring and review. Outcomes Outcome 1: Clearly Established Mechanism for Project Monitoring and Associated Escalations/Data Flow • Mechanism established with clear responsibilities for progress monitoring and escalations at various levels; • Progress review meetings institutionalized at the field level and consolidated review MD, MSPDCL interacting with his team in Imphal of project progress established through the MD’s Review Meetings with contractors; and • Establishment of division-wise and MD-level dashboards for regular monitoring of project performance. 12 Lighting The Way In Manipur Executives responding to consumers at Lamphel Consumer Care Center in Imphal Figure 2: Project monitoring and data flow mechanisms MD, MSPDCL MD’s Dashboard Division Office Division Supply Project Master Template Division Office Monitoring DGM Unit Sub Division Manager Division Supply Master Template ial Material Management ter l y Ma plate Division Office nth em Mo tus T Template Manager Sta Accounts Template Sub Division Deputy Division Office Manager Account Benefits for MSPDCL: Communication Invoice • Clear accountabilities Template • Checks and balances Turnkey Firm • Smooth flow of information • Defined timelines, templates, process flow 13 Lighting The Way In Manipur Outcome 2: Project Monitoring Capability – Transformation Figure 3: Comparison of monitoring capability, before and after the TA Then Processes re-engineered and capacities developed through workshops and handholding support to improve field-level project tracking systems. Now Role Task When Deputy Signs in the Liability Certificate & sends Only after the liability certificate is General to General Manager (GM) Circle in verified by Projects & Commercial Manager corporate office. Manager & entry made in (DGM) Accounts template. Sub Division Office Projects Validates the liability certificate, signs Only after verifying the entry Commercial and makes entry in the Master database made by Accounts officer in Manager & forwards to DGM. accounts template. Accounts Verify the invoice & supporting Only after receipt of all original Officer documents against record of all documents from Turn Key Firm & duplicate copies of lorry receipt, Delivery supporting documents from sub Challan, Packing list, Inspection/Testing division office. certificate. Makes entry in the Accounts template. Only after verifying all the Databases Templates / / documents from Turn Key Firm. Templates Databases Task Item Unit LOA* Material Material Total Material Material Total Material Material Quantity supplied supplied Supply issued till Issued this Material Balance to be Till in This Previous month Issued supplied Previous Month Month as per Month LOA Augmentation 1.1 kV AB Cable KM 100 20 20 40 10 7 17 23 60 of LT line (3x95+1x70) sq. mm using 3 AI Conductor PVC Phase 4 Wire AB 1.1 kV AB Cable KM 100 20 25 45 10 10 20 25 55 cable of size (3x70+1x50) sq. mm (3x95+1x70) AI Conductor PVC * LOA - Letter of Award 14 Lighting The Way In Manipur Outcomes (1) and (2) have had a clear impact on the overall pace of project execution as is evident from the table below. Projects Completion Completion Completion status status as on status as on as on January 2013-14 2014-15 2016 (% completion) (% completion) (% completion) R-APDRP – Part A 40% 70% 95% R-APDRP – Part B 0% 20% 85% RGGVY Xth and XIth Plan 50% 80% 95% RGGVY XIIth Plan NA NA 15% Integrated Power NA NA Initiated in 2015-16 Development Scheme (IPDS) Focus Area 2: Reliability of Supply Table 3: Initiatives undertaken and outcomes - reliability of supply Initiatives undertaken by MSPDCL Institutional strengthening initiatives as part of World Bank-supported TA Energy purchase with the support of the state government to The TA initiatives included reduce the demand-supply gap. study and reengineering of O&M processes. Strengthening of 11 kilovolt (kV) distribution system: • Replacement of bamboo poles, wooden poles, broken poles, The initiatives are also wear and tear poles and short poles with suitable poles; and currently focussed on • Replacement of small size conductors with those of bigger sizes establishing mechanisms for: to enable them to carry the full load from distribution transformers. • Designing preventive maintenance systems; MSPDCL undertook the following initiatives to improve O&M • Grievance redressal processes: through consumer care • Completed subdivision-wise asset mapping including centers; development of feeder-wise transformer database; • Community involvement • Deployed personnel at the subdivision level to maintain in O&M including distribution assets; prevention of theft; • Created a preventive and regular maintenance schedule and • Establishing structural is planning to implement it through an outsourcing model; and role accountability • Planning to refurbish/replace the old distribution assets to for O&M processes; and reduce technical loss; and • Conduct of workshops • Initiated consumer care centers to capture consumer on improvement of complaints related to prepaid and non prepaid meter (fuse of processes. call) related complaints. 15 Lighting The Way In Manipur Outcomes: Outcome 1: Improvement in the Power Similarly, power availability in the hill areas Supply Situation in the State has improved from about six to eight hours to about 15 to 18 hours a day; and • With improvement in the availability of energy, • Efforts to make 24x7 power supply available MSPDCL has been able to improve supply in Imphal, District Headquarters, bazaars, of power from 10 to 12 hours at District markets, the Nagar Panchayat, and so on, Headquarters to about 18 to 24 hours. are in progress. Focus Area 3: Commercial Processes Table 4: Initiatives undertaken and outcomes - commercial processes Initiatives undertaken by MSPDCL Institutional strengthening initiatives as part of World Bank-supported TA MSPDCL has taken multiple steps to reduce The TA initiatives focussed on establishing AT&C losses: mechanisms and improving institutional • 100 percent metering of 11 kV feeders, capacity for the implementation of commercial distribution transformers and domestic processes. The focus was on establishing one-phase and three-phase consumers; processes to reduce AT&C losses and • Provision of energy meters for ring fencing establish accountabilities for metering, billing of 13 census towns (Census 2001) under and collections. The following initiatives RAPDRP; were undertaken as part of institutional • Introduction of single-phase and three- strengthening: phase prepaid meters; • Detection and disconnection of • Reengineering of commercial processes; unauthorized connections and tappings; • Creation of templates, information systems, • Effective control of energy theft with the Management Information System (MIS), help of special courts and police forces; etc.; • Introduction of computerized billing and • Establishment of a commercial review revenue collection system; framework to build accountability of • Online payment of electricity bills, ITZ metering, billing and collections; cash outlets/counters for easy payment of • Institutionalization of a review mechanism electricity bills; through structural realignment, review • Energy accounting and auditing at meetings, stakeholder interactions and distribution voltage levels with SAP- employee capacity building; generated online energy audit reports; • Establishment of division-wise and MD • ICICI Point of Sale (POS) for easy dashboard for continuous review and payment of electricity bills; and monitoring of commercial performance; and • Automation of no dues certificates • Conduct of workshops and training to create awareness on commercial performance. 16 Lighting The Way In Manipur A family watching television in the evening in Senapati A female using a rice cooker in Maram Khullen village in District Senapati District Outcomes: Outcome 1: Clearly Established Mechanism for Commercial Monitoring and Associated Escalations/Data Flow Figure 4: Commercial monitoring and data flow mechanisms Consumer Consumer Meter Meter Reading Collection Revenue Mapping / Management Management & Bill Monitoring Management Identification Distribution Households Regularization Type Check Meter Reading Current Dues DTR* wise Load Status Compilation/ Conciliation Pole wise Category/Type Make Bill Quality Arrears 1 2 3 4 5 Consumer indexing Consumer Check meter Bill quality Enforcement & (DTR/feeder/pole) monitoring reading check collection efficiency Corporate Division Sub-Division MD DGM Manager Manager (Commercial Junior Commercial GM Commercial & Projects) Clerk (JCC) Manager Commercial Deputy Deputy Junior Meter Check Bill Manager Manager Billing Reader Meter Quality Commercial Commercial Commercial Projects Clerk (MR) Reader Checker Supervisors Supervisors (JBC) (CMR) (BQC) * DTR - Distribution Transformer 17 Lighting The Way In Manipur Built on the mechanisms established and key initiatives undertaken by MSPDCL, commercial parameters have shown significant improvement in the period. This is shown through various parameters in Figure 5.2 Figure 5: Improvement in commercial parameters Total Number of Consumers in Manipur Collection Efficiency in % 330,000 314,502 100 310,000 83.4 82.1 290,000 80 270,000 258,484 60 55 250,000 229,637 51.5 50.1 51.1 230,000 215,827 40 210,000 200,137 193,661 190,000 187,490 20 11.1 13 170,000 150,000 0 2009- 2010- 2011- 2012- 2013- 2014- 2015- Collection Efficiency in % 10 11 12 13 14 15 16 (till 2008-09 2009-10 2010-11 2011-12 Jan’16) Number of Consumers 2012-13 2013-14 2014-15 2015-16 (till Jan’16) MSPDCL estimates collection efficiency to further improve in 2015-16. Revenue Collected (INR millions) AT&C Loss in % 1500 100 1257 1250 1100 80 1059 1000 838 886.1 58 60 50.1 750 679.5 46.2 607.8 40 500 250 211.3 20 0 0 Amount Collected (INR millions) AT&C Loss in % 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2012-13 2013-14 2014-15 2015-16 (till Jan’16) Source: Annual Administrative Report, MSPDCL & Diagnostic Study Report by PWC The upward trend in revenue collection is MSPDCL estimates AT&C loss level for expected to continue in 2015-16. FY2015-16 to reduce further to around 44 percent. 2 Source: Annual Administrative Report, MSPDCL Corporate Office. 18 Lighting The Way In Manipur Focus Area 4: Utility Structure and Manpower Table 5: Initiatives undertaken and outcomes - utility structure and manpower Initiatives undertaken by MSPDCL Institutional strengthening initiatives as part of World Bank-supported TA Recruitment patterns at different stages As part of the TA initiative, structure, manpower of the intervention are a reflection on the and training requirements aligned to functional progressively high caliber of MSPDCL. requirements have been defined and implemented. MSPDCL has recruited both regular Inclusive development of the Manipuri community and contractual employees in critical needs to be supported ably through institutional positions for daily operations. Managers tie-ups for training of resources. To this end, the have been hired to monitor projects consultants, Deloitte, have facilitated a tie-up and commercial activities from division with the Power Sector Skill Council (PSSC), an offices, while Assistant Managers have organization set up recently under the Ministry been brought in for projects and O&M of Skill Development and Entrepreneurship, to strengthen field-level inspection. A GoI. PSSC’s first power sector skill development younger team has also been inducted program in India has been launched in Manipur. The into the Head Office to play a monitoring Memorandum of Understanding (MoU) was signed and review role. between the Manipur Government and PSSC on July 14, 2015, in the presence of the Chief Minister of Manipur and MD, MSPDCL. The Department of Labour and Employment, Manipur, has supported the training program by providing a facility within the Industrial Training Institute (ITI), Takyel, to conduct the training program. MSPDCL has also supported the local training agency by providing various tools and machines required for the training program. The first batch of linemen has completed training and received certification of completion. Training of the second batch has been completed recently. In total, 116 linemen have been certified till now. In addition the MSPDCL is focused on engaging local outsourcing agencies for manpower outsourcing at MSPDCL. Availability of trained linemen in Manipur will ensure a requisite resource base for such outsourcing. 19 Lighting The Way In Manipur Training of linemen at the State Academy of Training, Takyelpat in Imphal Outcome: Institutional Strengthening closely from the Head Office and guide the Field Offices when needed. This review Resource mobilization has been initiated with mechanism also ensures seamless flow of a new vigour. Detection and disconnection of data between the Field and Head Offices, unauthorized consumers and spot collection of enabling Field Offices to take swift decisions revenue are in full swing. Outstanding dues to based on stakeholder interactions. This has different government departments have been significantly reduced roadblocks to execution. collected at source. Clearance of electricity Quicker resolution of issues has also had a consumption dues has been made mandatory direct impact on timeliness in completion of before certificates, and so on, are issued by projects. Vehicles and additional allowances, Deputy Commissioners. To realize arrears from which were a constraint earlier, have been consumers who are government employees, sanctioned to empower officials further in the production of no dues certificates in respect discharge of their duties. The corporate office of payment of their electricity consumption and divisions now have access to around 102 charges, for preparation of their salary bills, vehicles entailing an expenditure of around has been made mandatory. INR 3.77 million per month. The establishment of a periodic review In a step that speaks volumes of the utility’s mechanism for projects has helped build increased confidence since the start of the accountability at the field level. This has intervention, MSPDCL has also initiated a enabled MSPDCL to monitor each activity consumer care center (CCC) under the aegis 20 Lighting The Way In Manipur of the R-APDRP – Part A scheme to capture metering and performance monitoring; Ring and resolve all complaints from different 2 on postpaid metering and outsourcing of consumers in the Imphal region. This CCC meter reading and collection; and finally Ring is the first of its kind in the state and has 3 on single point metering and community achieved 99.9 percent complaint resolution in involvement in commercial processes at December 2015 and January 2016. Feedback villages. The strategy’s implementation will Infra and Tata Consultancy Services (TCS) are need capacity building, local outsourcing, engaged in project management, infrastructure training and employment of local youth. Of the establishment and software customization total number of electricity consumers in the for this initiative. While TCS is scheduled state, around 125,000 are located in Imphal, to conduct a training program on customer of which approximately 77,000, that is, 62 relationship management with the executives percent, have been converted to prepaid at the CCC, Deloitte has been engaged by consumers. Installation of prepaid meters in MSPDCL as management consultant advisor. other areas has also started with more than an additional 50,000 prepaid meters installed. With support from consultants, MSPDCL Ring 2, that is, District Headquarters and is also planning a Ring 1, Ring 2 and connected villages, will have postpaid meters. Ring 3 strategy across Imphal, Hill District Finally, Ring 3, that is, unconnected remote Headquarters and remote villages, villages, will be served through single point respectively. Ring 1 will focus on prepaid metering. Prepaid meter 21 Lighting The Way In Manipur Employees at work at a substation in Manipur 22 Lighting The Way In Manipur Next Steps The utility is now focusing on an integrated The utility is now focused on improving O&M feeder-wise performance monitoring system performance and working on establishing to continuously improve systems. MSPDCL preventive breakdown maintenance systems. is also taking steps to outsource commercial In parallel, it is also formulating a roadmap operations on the basis of Service Level for managing O&M through outsourced Agreements (SLAs), the first being the manpower, which may pave the way for India’s launch of a pilot on outsourcing on SLA first PSSC-certified linemen to be recruited by basis in the Takyel subdivision under IED II outsourced agencies thus seamlessly tying Division in Imphal. Energy with Enterprise with Employment. An employee at work at Karong substation in Senapati District 23 Lighting The Way In Manipur 24 Lighting The Way In Manipur Loktak Lake, Manipur 25 Photo credits: Anirban Dutta for The World Bank