Uganda's power sector structure is among the most sophisticated in Sub-Saharan Africa, and Uganda is one of only a handful of countries in the region where tariffs are close to being cost reflective.
... See More + While reforms were swift and comprehensive, following the 1999 Electricity Act, significant difficulties were encountered along the way that prevented the benefits of reform from materializing until much later. The failed first attempt with the Bujagali Hydropower independent power producer left the country heavily exposed to the 2005/06 and 2010/12 droughts, which in turn created difficulties for the new private distribution utility, Umeme, and led to a relaxation of the regulatory performance targets for the concession. This situation led to a buildup of frustration with the new operator and the launch of two public enquiries, which recommended termination of the concession. In 2012, with the easing of drought conditions and the completion of the Bujagali Hydropower Project following a second independent power producer arrangement, there was improvement in the availability of power. This made it possible to set more demanding performance targets for the concessionaire, Umeme, which fed through into substantial improvements in operational efficiency and accelerating service coverage. Although the reform model was eventually able to deliver results, the associated cost was comparatively high. Furthermore, the extension of the private concession model to financially unviable rural areas did not prove to be successful. Access rates began to pick up only following the adoption of a revised approach in 2012, built around government-led and donor-funded expansion of rural networks.
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Policy Research Working Paper WPS8820 APR 17, 2019
The hydropower and mining sectors are core drivers of growth for the Lao PDR economy, together accounting for over 21 percent of government revenue in 2013.
... See More + While the development/investment in the hydropower and mining sectors is growing fast, one of the key challenges is that the government’s capacity to manage these two sectors are not developing at the same pace, there is a real need for stronger sector governance. The original project (approved in January 2010) was designed to help the government strengthen its ability to address key challenges in these sectors by putting in place laws, regulations, and management tools. Additional Financing was approved in 2014 to scale up and extend the impact of the institutional and human capacity development efforts that were supported under the original project.
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This study has demonstrated the benefits of greater integration of the Greater Mekong Subregion (GMS) region and in particular, has identified the cross-border interconnections that will lead to the greatest benefits in the region.
... See More + Based on these results the authors have formulated a ten-year roadmap that has prioritized the investments in cross-border connections based on those that deliver the greatest benefits to the region. The roadmap has identified a high level strategy for interconnection as well as identifying some important preconditions that need to be implemented as part of progressing the GMS towards a fully interconnected region. The purpose of this report is to document the modelling methodology, assumptions and results underpinning all eight business cases and an integrated GMS case. The report has been structured as follows: Section 2 covers the Task 1 objectives; Section 3 provides an overview of the current status of the GMS country networks; Section 4 discusses the current state of cross-border connections in the GMS; Section 5 outlines the possible cross-border interconnections; Section 6 forms a list of the Business Cases studied; Section 7 summarizes the Business Case key modelling results; Section 8 describes the integrated case where we seek to optimize generation and transmission projects jointly, providing insight into how best to prioritize the business cases that we study on this project; Section 9 provides a high-level conclusion of the various business case links on GMS trading; and Section 10 sets out our suggested next steps.
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