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Administrative Partner Support to SAFIRDeveloping a Strategic Plan for SAFIR14 July 2007
PwC
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Agenda
Introduction
Context in South Asia
Benchmarking SAFIR
Development of Strategic Plan
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PricewaterhouseCoopers 05 April 2007Page 3For Discussion
SAFIR Over the years
Setup in 1999 under PPIAF support to facilitate- effective regulation of infrastructure
industries,- information exchange- regulatory decision making capabilities
between regulators in the South Asia region
Membership- Independent Regulators / Agencies with
regulatory functions across India, Pakistan,Sri Lanka, Bangladesh, Nepal, Bhutan
- Sectors covered include Electricity,Telecom, Oil and Gas, Water and Transport
- Members and Core Partner Institutes
Support to SAFIR- TERI appointed as Host (Administrative
Partner and Training Partner) from thebeginning
Activities
Core Course
Regional Workshops
Newsletters / Websites
SAFIR was created at a time when independentregulatory bodies were being formed in South Asia.
SAFIR met the training needs of these nascent bodiesand provide them a platform to interact with each other.
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SAFIR today
PPIAF support to SAFIR in 2006towards following appointments for atwo year period
Administrative Partner
PricewaterhouseCoopers Pvt. Ltd.
Training PartnerLIRNE Asia
Administrative Partner Role Develop a Strategic Plan for SAFIR
Delivery of Workshops
Outreach activities (including website / newsletter) Assist in delivery of SAFIR meetings
Training Partner Role Design and Delivery of the SAFIR Core Course
Some Thoughts
How has the context changed over the last few
years?Has SAFIR kept pace with developments in theregion?
What do members seek from SAFIR?
What holds SAFIR back?
0 5000 10000 15000 20000 25000 30000 35000
FY06
FY07
Revenue(USD) Cost(USD)
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PricewaterhouseCoopers 05 April 2007Page 5For Discussion
Developing a Strategic Plan for SAFIR : Our Approach
Financial
Requirements
Projecting a Vision
Action Plan 1Action Plan 2
Action Plan n
Communication
Plan
Goal 1Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
ExternalBenchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are the
requirements?
What does SAFIR
wish to do ?
Financial
Requirements
Projecting a Vision
Action Plan 1Action Plan 2
Action Plan n
Communication
Plan
Goal 1Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
ExternalBenchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are the
requirements?
What does SAFIR
wish to do ?
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Agenda
Introduction
Context in South Asia
Benchmarking SAFIR
Development of Strategic Plan
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Page 7For Discussion
Poor Access to Infrastructure
Access to Electricity Network (% of Population)
0
20
40
60
80
100
SSA MENA SA EAP LA & C E & CA LI MI HI -
OECD
World
Access to Improved Water Sources (%)
0
20
40
60
80
100
120
SSA MENA SA EAP LA & C E & CA LI MI HI -
OECD
World
Road Density in terms of population (road km/1000 people)
0
4
8
12
16
20
SSA MENA SA EAP LA & C E & CA LI MI HI -
OECD
World
Teledenisty (telephone subscribers/1000 people)
0
200
400
600
800
1000
1200
1400
1600
SSA MENA SA EAP LA & C E & CA LI MI HI -
OECD
World
SSA Sub Saharan Africa, MENA Middle East and North Africa, SA South Asia, EAP East Asia and Pacific, LA&C Latin America and the Caribbean,E&CA Europe and Central Asia, LI Low Income, MI Middle Income, HI OECD High Income and OECD Members, World Worldwide Average. Source:World Bank Policy Research Working Paper 3643, June 2005
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Page 8For Discussion
Operating Efficiency
Utilities in the region have traditionallybeen state owned with little incentive tooperate efficiently
Depend heavily on government for
subsidies for day-to-day operations
Regulatory framework that wouldencourage the development of bettercommercial practices would be critical tothe improvement of the utility performance.
For e.g. performance based benchmarkingmechanism implemented by some SAFIRmembers.
Transmission and Distribution Losses (% of total output)
0
5
10
15
20
25
SSA MENA SA EAP LA & C E & CA LI MI HI -
OECD
World
Transmission and distribution losses(as a % of total output) in South Asiais the highest at 22% compared to aworld average of 14%.
Source: World Bank Policy Research Working Paper 3643, June 2005
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Page 9For Discussion
Requirement of Investment in Infrastructure
Required investment in infrastructure isabout 3 times the current levels ofinvestment
A 7.5% GDP growth would result in
increased demand for infrastructureservices calling for an investmentamounting to US$88 billion per annum inthe next five-years.
PPP in infrastructure offer promise fordeveloping infrastructure and improving
services. Perception of regulatory riskremains a key limitation.
Investment Required as % of GDP
(2006-2010)
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
Electricity
Telecom
Roads
Rail
Wate
r
Sanitation
Tota
l
New Investment Capital Replacement
Total
Source: Estimation of Infrastructure Investments Needs in S. Asia Chatterton & Puerto
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Page 10For Discussion
Current Status of Regulation in South Asia
Given this milieu, what role can SAFIR seek ?
Facilitate knowledge sharing between regulatory bodies in the region at differentstages of regulation
Can SAFIR engage with policy makers considering introducing independentregulatory agencies?
Body
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Agenda
Introduction
Context in South Asia
Benchmarking SAFIR
Development of Strategic Plan
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PricewaterhouseCoopers 05 April 2007Page 12For Discussion
Internal Evaluation SAFIR Questionnaire
Discussions with SAFIRmembers / select stakeholders
Obtain feedback on SAFIRsstated objectives and delivery
against the same
Identify specific action points forSAFIR
Received responses from only17/36 members
SAFIR Objectives Clarity and Relevance of the present
objectives to SAFIR members
Effectiveness of SAFIR on delivery of
objectives
Focus areas for the future
Delivery on action points including
Core Course
Newsletters, twinning arrangements,
workshops
Website
Objective Parameters Covered
PwC follow-up on questionnaireOn an average, 4 phone calls to each member 4 emails to each member requesting response toquestionnaire Individual visits also made to several members
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Internal Evaluation Feedback on Objectives
Objective 1 - Provide a platform for experience sharing amongst the regulators of the region.Objective 2- Build regulatory decision-making and response capacity in South Asia
Objective 3 - Facilitate the regulatory process
Objective 4 - Conduct training programmes to serve regulatory agencies and other stakeholders
Objective 5 - Spur research on regulatory issues
Objective 6 - Provide a databank of information relating to regulatory reform processes and experiences
* Mapping of Objectives is based on the respondents perception of what SAFIR offers. There are instances where respondentswere not fully aware of SAFIR activities on account of various factors.
Objective 5
Objective 3
Objective 2
Not Clear but Most
Relevant
Very Clear but Not
Relevant
Objective 1
Objective 4
Very Clear and
Most Relevant
Not Clear and Not
Relevant
Objective 6
Clarity
Relevance
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External Benchmarking Positioning SAFIR
As-Is Strategy map for SAFIRbased on an assessment ofSAFIRs current activities andexternal benchmarking
For benchmarking, we havecategorized following
Batch A Established, selfsustaining forums
Batch B Developing Forumsapproaching sustainability
Batch C More recently
established Forums still heavilydependent on aid
Other Institutes in South AsiaRegion offering services toregulatory agencies
Training for regulatory staff
Interaction with regulated entities,investors, consumers
Regulatory Research Activity
Linkages with similar international
forums Advice to policy makers
Build regulatory decision-making andresponse capacity
Experience Sharing and Learning withinregion
Methodology Parameters
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Who are the entities ?
BenchmarkingSummary Name Description SectorsBatch A NARUC
Camput
Regulatory agencies of 50 states of USA, Puerto Rico,
Columbia and Virgin Islands
16 members in Canada
Telecom and Energy
Public Utility
Batch B ERRA 22 electricity regulators in East Europe Energy
Batch C EAPIRF
AFUR
43 regulators in 25 Countries in East Asia and Pacific
22 regulators across 10 countries in Africa
Infrastructure
Infrastructure
Other Institutes in theregion
IIM
Ahmedabad,TERI
Academic and Research Institutes with a focus oninfrastructure, public policy and regulatory issues
Infrastructure
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Strategic Positioning As-is map - Parameters
Training for regulatory staff
- Number of courses offered, customized courses,online programs, certification programs, externalparticipants
Interaction with regulated entities,
investors, consumers
- Allowed to be members of forum, access to eventsorganized by forum, programs, specific eventsorganized for stakeholders
Regulatory Research Activity
- Active research / academic institute linkages,interest expressed in research activity, volume ofresearch output
Linkages with similar international fora- Membership of such fora, information sharing on
activities and experiences , active participation inevents
Advice to policy makers
- Develop white papers / offer advice to policymakers in the region, engaging policy makers onissues of common interest
Build Regulatory decision-making
capacity
- Local / regional involvement in workshops,availability of a discussion forum betweenmembers, regular access to key internationalregulatory decisions, circulation of newsletters,twinning arrangements
Experience Sharing within region
- Number of workshops organized for experiencesharing, information on each member and regular
updates on the activities carried out, regional casestudies
Information Source
- Creation of regulatory database in region, periodicupdates to the same
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Strategic Positioning As-is map
Strategy Canvas - Current
Training for
regulatory staff
Interaction with
regulated
entities,investors,
consumers
Regulatory
Research Activity
Linkages w ith
similar
international
forums
Advice to policy
makers
Build regulatory
decision-making
and response
capacity
Experience Sharing
and Learning
within region
Information Source
on region
SAFIR Institutes in S. Asia Batch A Batch B Batch C
Low
Moderate
High
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Agenda
Introduction
Context in South Asia
Benchmarking SAFIR
Development of Strategic Plan
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PricewaterhouseCoopers 05 April 2007Page 19For Discussion
Developing a Strategic Plan for SAFIR : Our Approach
Financial
Requirements
Projecting a Vision
Action Plan 1
Action Plan 2
Action Plan n
Communication
Plan
Goal 1
Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
ExternalBenchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are therequirements?
What does SAFIR
wish to do ?
Financial
Requirements
Projecting a Vision
Action Plan 1
Action Plan 2
Action Plan n
Communication
Plan
Goal 1
Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
ExternalBenchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are therequirements?
What does SAFIR
wish to do ?
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Objectives Information collated from interaction
Questions raised
Increasing availability of other options tomembers on basic regulatory training andinformation How can SAFIR carve a niche foritself?
Can SAFIR play a role at the regional level bycoordinating with SAARC / policy makers?
Should SAFIR be a forum of regulators or aforum on regulation ?
How can member personnel be made toparticipate in SAFIR programs on experiencesharing ? What can they be offered?
How can SAFIR link up to other internationalbodies to share experiences?
How can learning opportunities and personneltransfer within region be facilitated?
Some objectives not sufficiently differentiatedin perception of some respondents. Adequateinformation flow to member personnel.
Divided responses on issues such asregulatory research and role that SAFIR canundertake
Are all sectors provided adequate attention ? Is there a perceived need for regulatory
databases / information for SAFIR members?
Takeaways
How should SAFIR objectives be aligned tonew needs?
Each objective to be linked to a set of actionpoints with specific outcomes and measurable
indicators of success
Financial Plan - Determiner of what actionpoints to be focussed on
Can SAFIR members take ownership for actionpoints including monitoring of achievementsand pointing out constraints that need to be
resolved
How can SAFIR member personnel be moreclosely involved?
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Possible Objective - Engaging Stakeholders in Regulation
In the past, non-regulators have been invited toSAFIR workshops and events.
Can this practice be institutionalized through anannual interaction with a section of stakeholdersin infrastructure (investors, customer bodies,utilities, funding agencies)?
What is in it for SAFIR?Obtain perspectives from different stakeholders ontopics of regulatory decision making
Some members have the role to Aid and advice togovernment on promotion of investment in theirindustries
Potential source of revenue for SAFIR can be usedto cover expenses and fund other activities
Has been attempted successfully inother places !
Private Sector Participation in Infrastructure
909
684
1143
95
255 280
3770
41
225182
408
0
200
400
600
800
1000
1200
1400
EAP ECA LAC MENA SA SSA
Number of Projects Value of Projects (Billion USD)
Figures are based on projects with private participation and not privateInvestment alone.
Source: Private Participation in Infrastructure Database, PPIAF
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Case Study: ERRA Investor Conference (2002-2007)
ERRA Secretariat organizes an annual investorconference to serve as a platform for open discussionsand exchange of information between regulators andstakeholders.
Participants include funding agencies, utilities,investors, consulting firms, banks, financial institutions
and legal firms seeking to understand regulatory issuesacross countries in the region Over 200 attendantsannually
Sessions include plenary sessions, break out sessionsto discuss country specific issues as well asopportunities for Q&A with the regulators.
Significant revenues streams
20% of ERRA revenues through sponsorship /attendance fees
Opportunity to market other ERRA activities trainingprograms, databases
Past Conferences Themes
Public Service & Environmental Obligations Investment &Regulatory Implications
Regional Electricity and Gas Market Development
Renewable and Energy Efficiency Regulatory & InvestmentFramework
Project Financing and the Regulatory Environment
Reform, Privatization and Investment Lessons learnt
Pricing Methodologies & ApproachesPerspectives
Barriers to Entry Investment Experiences
Sponsors
USAID, Regional Gas Associations, Public SectorElectricity and Gas majors, Private Infrastructurecompanies
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Possible Objective - Enhancing Regional Co-operation
Improving regional and interregional connectivityin electricity, transport and communications areunder consideration by SAARC
SAARC Energy Centre established in Lahore tofacilitate cooperation in electricity, gas sectors inSouth Asia SAARC energy ring
SAFIR could assist policymakers Sharing information on laws, rules, tariffs,
procedures and costs
Examine feasibility of harmonizing systems
Experience sharing on institutional arrangements,energy conservation, renewable energy, privateinvestment
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Possible Objective - Reaching Out beyond the South AsianRegion
Global agencies such as IERN have approachedSAFIR to be a partner. Significant cross-regionalexchanges noticed between geographic regions whilestudying other agencies
What is in it for SAFIR?
Access to global regulatory databases that cansupport benchmarkinguser is also a contributor
Allows SAFIR to link to regulatory agencies in differentgeographic regions in a symbiotic manner to availaccess
- Training programs,
- Experience sharing,
- Twinning arrangements,
- Research activities
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Developing a Strategic Plan for SAFIR : Our Approach
Financial
Requirements
Projecting a Vision
Action Plan 1
Action Plan 2
Action Plan n
Communication
Plan
Goal 1
Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
External
Benchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are therequirements?
What does SAFIR
wish to do ?
Financial
Requirements
Projecting a Vision
Action Plan 1
Action Plan 2
Action Plan n
Communication
Plan
Goal 1
Goal 2
Goal n
Institutional
Support
SAFIRMember
Requirements
External
Benchmarking
with similar forum
RegulatoryContext
How to make it
Work ?
What are therequirements?
What does SAFIR
wish to do ?
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Delivering on the Objectives Questions to be answered
Is the Steering Committee in itspresent form effective? If not, what arealternatives?
How can alternative structures beestablished?
Can members volunteer to supportspecific responsibilities?
Should SAFIR plan for a fully
operational secretariat by 2008?
How can participation in SAFIR betaken to the officer level in memberorganizations?
What will be the nature of PPIAFsupport in future years?
Should membership fees cover
basic establishment and operatingcosts?
Can new sources of funds beexplored?
Institutional Arrangements Financing Plan
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Delivering on the Objectives Questions to be answered
What may be done to make thewebsite and newsletter moreresponsive to needs of SAFIRmembers?
How can information flow frommembers to SAFIR secretariat andvice-versa be better coordinated?
How can officer level staff of SAFIRmembers be made aware of SAFIR
plans and how can they contribute toSAFIR?
How should external communicationbe managed?
Communication
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Conclusions and Way forward
This presentation is intended to serve as a basis for a discussion on the SAFIRstrategic plan
Discussion among SAFIR members and a select audience on the strategic plan,financing plan, objectives and broad action plan for SAFIR for the next few years ;specific activities for next 2 yrs Planned in subsequent session
Based on observations received in the Steering Committee meeting, a finalstrategic plan for SAFIR will be put in place
Th k Y
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Thank You
2004 PricewaterhouseCoopers. All rights reserved. PricewaterhouseCoopers refers to the networkof member firms of PricewaterhouseCoopers International Limited, each of which is a separate andindependent legal entity. *connectedthinking is a trademark of PricewaterhouseCoopers. PwC
Benchmarking SAFIR
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Internal Evaluation Objective 1 Experience sharing
Adequate represenation to
regulatory issues relevant to
members
44%
31%
25% 0%
Yes Yes (partially) No
Clarity of the objective to
SAFIR members
02
4
68
10
NotClear
Somewhat
Clear
Clear
VeryClear NA
Numberofresponses
Relevance of the objective toSAFIR members
0
2
4
6
8
Not
Relevant
Somewhat
Relevant
Relevant
Most
Relevant NA
Num
berofresponses
Benchmarking SAFIR
Contributed to experience
sharing under SAFIR?
53%
7%
40%
0%
Yes Yes (partially) No
Contributed to experience
sharing under SAFIR?
53%
7%
40%
0%
Yes Yes (par tially) No
Use of other organization for
experience sharing?
56%
38%
0%
6%
Yes Yes (partially) No NA
Benchmarking SAFIR
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Internal Evaluation Objective 2 Regulatory Decision Making
Benchmarking SAFIR
Clarity of the objective to SAFIR
members
0
2
4
6
8
NotClear
Somewhat
Clear
Clear
VeryClear
NA
Numberofresponses
Relevance of the objective to
SAFIR members
0
2
4
6
8
Not
Relevant
Somewhat
Relevant
Relevant
Most
Relevant
NA
Numberofresponses
Benchmarking SAFIR
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Internal Evaluation Objective 3 Regulatory Process
Benchmarking SAFIR
Clarity of the objective to
SAFIR members
0
2
4
6
8
NotClear
S
omewhat
Clear
Clear
VeryClear
NA
Numberofre
sponses
Relevance of the objective to
SAFIR members
0
2
46
8
Not
Relevant
Somewhat
Relevant
Relevant
Most
Relevant
NA
Numberofres
ponses
Benchmarking SAFIR
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Internal Evaluation Objective 4 - Training
Benchmarking SAFIR
Clarity of the objective toSAFIR members
02
468
10
NotClear
Somewhat
Clear
Clear
VeryClear
NA
Number
ofresponses
Relevance of the objective toSAFIR members
02
468
10
Not
Relevant
Somewhat
Relevant
Relevant
Most
Relevant
NA
Numbe
rofresponses
OGRA, Pakistan: feels that inobjective 4, more research
studies/case studies on oil & gas
sector should be included. SAFIR
should spur research in O&G sector
and impart training though its
programs.
ASCI, India: feels that SAFIR should
include expertise in the South Asian region,
build case studies and sponsor research to be
used in the training programmes aim to
become epitome of knowledge in the region
and thus facilitate case studies and sponsor
research.
Benchmarking SAFIR
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Internal Evaluation Objective 5 - Research
Benchmarking SAFIR
Clarity of the objective to
SAFIR members
0
2
4
6
8
NotClear
Somewhat
Clear
Clear
VeryClear
NA
Num
berofresponses
Relevance of the objective to
SAFIR members
02468
1012
Not
Relevant
Somewhat
Relevant
Relevant
Most
Relevant NA
Num
berofresponses
MPERC: feels that The SAFIR
must collect articles and write ups onrelevant subjects and must host on
their web siteshould build a rich
database which includes all the
recent work in form of articles,
papers etc on various sectors.
UPERC: feels that SAFIR is correctly
focussed on experience sharing between theinfrastructure regulators of the region and
on conducting training programmes. It may
help if research in regulatory issues is also
emphasized. SAFIR may like to bring out a
regular Research Publication.
Benchmarking SAFIR
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Internal Evaluation Objective 6 - Databank
Benchmarking SAFIR
Clarity of the objective to
SAFIR members
02468
10
NotClear
Clear NA
Num
berofresponses
Relevance of the objective to
SAFIR members
024
68
10
Not
Relevant
Relevant NA
Num
berofresponses
UPERC: feels that SAFIR has not contributed significantly in respect of
research in regulatory issues and creating a data bank of information relating to
regulatory processes and experiences.needs to focus more on regulatory research
and building a comprehensive database providing information related regulatory
processes and experiences across the regions
Benchmarking SAFIR
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Internal Evaluation Important Objectives going forward
Benchmarking SAFIR
MERC: feels thatmore focus should be
put on the staff of the
commission in
SAFIRCommission
staff should be given
due credence andshould be invited for
the training programs
ETFC: feels that SAFIR may provide policy
advisory, on a non binding basis, to National
Governments for Promotion, strengthening
and modernization of Infrastructure regulatory
and reform aspects.
Electricity Tariff Fixation Committee, Nepal indicated that SAFIR had not
adequately pursued with National Governments for reflection of SAFIR outcomes
and findings in respective government policies and programs. They also desired
usage of local regional expertise, an assessment of country specific issues on
Infrastructure Regulation and an assessment of Regulatory Standards in member
countries. needs to involve all stakeholders for achieveing the desired results with
optimum resource utilisation. They further expressed the need of local regional
experts for assessment of country specific issues on Infrastructure regulation and an
assessment of regulatory standards in member countries.
Benchmarking SAFIR
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Internal EvaluationSAFIRs Activities
Benchmarking SAFIR
ETFC, Nepal: feels that SAFIR should
consult with individual SAFIR
members before designing the Training
Programs and topicsdesigning of core
course content should be done thorughmember consensus.CSERC: feels that trainingprogrammes should focus on particular
sectors. General programmes on
infrastructure regulations are not very
useful.be sector focussed, and sector
based sessions or training programs
should be developed.
HPERC: feels that core course shouldbe made more interactive and less
theoretical, based on real life situations
faced by the regulators
OGRA: feels that more emphasis should
be given to the oil & gas sector research.Ssector based sessions should be
increased
UPERC: feels that SAFIR core course program should also focus on road blocks in
the reform process in the power sector and alternate remedies available to overcome
those bottlenecks. The faculty for the programme should be drawn primarily from
regulatory experts within the region
Benchmarking SAFIR
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Page 38For Discussion
Internal EvaluationSAFIRs Activities
Appropriate duration ofSAFIR core course
30%
40%
30%
4-6 days 6-10 days 10-15 days
Benchmarking SAFIR
Did the past workshops address your
organisations needs and requirements
36%
50%
0%
14%
Yes Yes (partially) No NA
Is your organization interested in
twinning arrangements
67%
13%
20% 0%
Yes Yes (partially) No NA
Would your organizations budget
support twinning arrangements
for your own staff
36%21%
14%
29%
Yes Yes (partially) No NA