Summary of the Results of Evaluation Study
1 Outline of the ProjectCountry: Kingdom of Cambodia

Project Title: Project for Improvement of Transmission
System Operation and Maintenance

Thematic Area: Electricity

Cooperation Scheme: Technical Cooperation Project

Division in Charge: Industrial Development andPublic Policy Department

Total Cost: 337 million Yen
Counterpart Agency: Electricite du Cambodge (EDC)

Project Period: January 2013 ～ September 2015
Supporting Organization in Japan:
1.1 Background of the Project
Reflecting the rapid economic growth that the Kingdom of Cambodia has achieved, over the period 2003
– 2010 Cambodia’s maximum power and electrical energy both grew by an average of over 20％ per year.
This rapid growth has drawn attention to the need for Cambodia to put in place the systems that are requiredin order to ensure a stable electric power supply. The electricity generation in Cambodia is mainly undertaken
by independent power producers (IPPs), while Electricité du Cambodge (EDC), the most important electricpower-related organization in Cambodia, which is responsible for transmission and distribution (includingsystem operation) .
EDC has a plan to establish a nationwide high-voltage transmission network； currently, the company isalready in the process of putting in place a transmission network to supply Southern Cambodia (in particular
the area around the capital, Phnom Penh) using electric power imported from Vietnam, while also installingtransmission line to supply the same region with power generated by newly established power stations owned
by IPPs. In January 2012, a national Control and Center (NCC) was established in EDC, a Supervisory
Control and Data Analysis (SCADA) system was installed, with the aim of ensuring effective control overthe electric power system to as to be able to carry out system operation in such a way as to provide low-cost,high-quality electric power supply.
Japan began providing support for the establishment of a transmission line between Kampot andSihanoukville through the Greater Mekong Power Network Development Project (Cambodia GrowthCorridor) in 2006, a loan assistance project. In addition, JICA implemented the Data Collection Survey on
Electric Power Sector in Cambodia (March, 2012), it was reported that there was a clear need to undertake
further measures to strengthen the capabilities and experiences of EDC employees necessary to operate,
maintain and manage the new transmission and substation equipment that has been installed while EDC hasbeen focusing heavily on human resource development such as upgrading its training facility to Institute ofElectrical Science (IES) .
Under such a circumstance, Royal Government of Cambodia requested the Government of Japan (GoJ) for
technical cooperation project with a view to strengthening operation and maintenance of transmission system.
In response to this request, JICA has conducted Detailed Planning Survey for “the Project for Improvementof Transmission System Operation and Maintenance” (hereinafter referred to as “the Project”) in June 2012.
Following the survey, the Project was launched in January 2013 for the period of two years and nine months.

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1.2 Project Overview(1) Overall Goal
Electrical power is stably supplied in Phnom Penh power grid.
(2) Project Purpose
Electrical power is stably supplied in Phnom Penh bulk power system.
(3) Outputs
1. 	Capacity of operation and maintenance of transmission line (TL) and substation facilities (SS) in Phnom
Penh bulk power system is enhanced.
2.	Basic capacity of enhanced power system operation such as planning, scheduling and actual executionis strengthened.
(4) Inputs (As of April 2015)(Japanese Side)•	Experts: 15 short-term experts in 14 fields of expertise (55 Man/Month)
1 long-term expert (24 Man/Month)• Training in Third Country: 36 persons (including 24 Counterparts)• Provision of Equipment: Approximately 26.7 million JPY (226,994 USD)
• Local Cost: 100,414 USD (approximately 11,458,450 JPY)
(Cambodian Side)• Counterpart: 36 persons (including Project Director, Project Manager, and Working Group members)• Provision of Land and Facilities: Project office spaces, and installation place for training tower• Local Cost: 66,110 USD (approximately 7,909,400 JPY)
• Terminal Evaluation Team
2 Terminal Evaluation TeamMember
Japanese sideof theNameEvaluation
Mr. Suzuki Kaoru
TeamMr. Naito Shingo
Ms. Nakamura Mitsuko

Title

Occupation

LeaderCooperation
Planning
Evaluation
Analysis

Senior Advisor to the Director General(Energy), Industrial Development and Public
Policy Dept., JICA
Assistant Director, Team1, Energy and Mining
Group, Industrial Development and Public
Policy Dept., JICA
Consultant, Overseas Dept. Kokusai Kogyo
Co., Ltd.

Title

Occupation

Cambodian sideName
Dr. Praing ChulasaMr. Nou Sokhon
Mr. Oum Piseth
Period ofEvaluation

LeaderMemberMember

24 May 2015～13 June 2015

Deputy Managing Director, EDC
Director, Transmission Department, EDC
Director of Institute of Electrical Science (IES),
EDC

Type of Evaluation:x

Terminal Evaluation

3 Project Performance
3.1 Achievements of Outputs(1) Output 1: Almost achieved
Rules and standards of patrol, inspection, repair, and work safety of Transmission line (TL) which
specify patrol and inspection items, frequency, and acceptance standards and so forth, were formulated andapproved. In accordance with new inspection items, 326 transmission towers (20％ of the whole towers)
and 505 concrete poles (43 ％ of the whole poles) were already inspected. As a result, a cumulative total
1,031problems were detected. However, EDC was taking necessary counter-measures according to a statusof emergency and based on the repair plan； therefore preventing troubles from occurring. Rules andguidelines of inspection of Substation facilities (SS) were also formulated and approved. Based on the newguideline, all 20 transformers EDC owned in Phnom Penh bulk power system were diagnosed. 25 piecesof equipment out of 1,104 were inspected, and a cumulative total of 43 problems were detected. However,
EDC was taking necessary counter-measures according to a status of emergency and formulating the repair
plan； therefore no troubles have been occurred. In addition, based on the certification and evaluation
standards formulated by the Project, total 6 trainers on maintenance of TL and SS were certified at IES, andthey prepared training materials and have been already conducting training courses.
(2) Output 2: Almost Achieved
Rules and standards for operation and planning of power system operation such as load dispatching
operation, coordination of planned outage, demand & supply plans, and voltage control were formulatedand approved. In addition, Power System Operation Plan, including indication of issues of power system
configuration, was formulated at the first time in EDC, and information sharing and its conveyance throughreciprocal coordination among relevant departments has been performed smoothly. As for the relay
protection, the rules and standards for protection relay type selection, setting and work procedures wereformulated and approved. The Project calculated impedance and fault current to formulate impedancelist and fault current map at the first time in EDC. By reviewing relay setting of facilities and revising
inappropriate settings in accordance with the situation of power system operation, troubles have been
prevented from occurring. Whereas totally 4 trainers on protection relay were certified at IES, based on thecertification and evaluation standards formulated by the Project, C/P also certified a new trainer additionally.
3.2 Achievement of the Project Purpose
There were actual reports such as removal of an iron roof to avoid cutting conductors, repair of broken
insulators to prevent from ground fault and eventual power outage, and inconsistency and revising of relay
setting in protected zone. These problems could lead to the serious accidents and troubles if any countermeasure were not taken； however, any serious accidents and trouble such as fire on transformer or cut ofconductors did not occurred during the period of cooperation. As a result of the power outage and fault data
analyzed by the Project, it was reported that both frequency and duration of power outage could have been
reduced if accidents and troubles were detected by patrol/inspection and review of relay setting, which are
now mainstreamed by the Project. Therefore the Project purpose would satisfactorily be attained by the endof the cooperation period.

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4 Review Based on the 5 Criteria
4.1 Relevance: High
There has not been any drastic change in the development plans (Rectangular Strategy for Growth,
Employment, Equity and Efficiency Phase III) of Royal Government of Cambodia after launching of theProject, and the Project is also well in line with Japan’s ODA policy for the Kingdom of Cambodia. Taking
account of power development plan, expansion of power system network with new high voltage transmission
lines and substations construction plans in the future, “strengthening preventive maintenance by improvementof patrol and inspection techniques” and “improving power supply reliability by power system operationplan,” addresses the needs of beneficiaries appropriately.
4.2 Effectiveness: HighThrough formulation of rules and standards of O&M of transmission line and substation facilities；
strengthening the abilities of patrol/inspection and relay protection, and formulation of power system operation
plan including relay protection, it has been reported that EDC’s capacity of stable electric power supply wasenhanced. Towards the stable electric power supply, “technologies related to preventive maintenance (Output1) ”, and “technologies related to power system operation to ensure supply reliability (Output 2) ”, weretransferred by the Project. The logical sequence between the outputs and Project purpose was appropriate, andthese outputs have been mostly achieved. In addition to these two outputs, the Project formulated a plan forearly restoration, which is also essential for stable power supply. These outputs and supplementary activity
contributed to achieve the Project purpose. It has been reported that there were no serious accidents or troublesof transmission and substation facilities during the cooperation of the Project, and it has been estimated power
outage time and number would be reduced by the activities installed by the Project. Therefore the Project
purpose would satisfactorily be achieved by the end of the cooperation period.
4.3 Efficiency: HighThe inputs necessary for implanting activities were provided almost as planned, by both Japanese andCambodian sides. Although a part of the Project activities was started late due to unexpected delayed
procurement of equipment, the outputs of the Project have been produced as planned without extension ofcooperation period. The Project re-designed the contents and level of the OJT training to a certain extent,
because SCADA system has not been fully utilized for power system operation due to telecommunication
issues. However, it resulted to improve essential basic capacity before starting power system operation, andeventually contributed to achieve the Project purpose.
4.4 Impact: High positive impact
Average number (SAIFI) and time of power outage (SAIDI) has been decreased in Phnom Pehn city forthree years. It is expected that by continuing their activities and by enhancing their activities to the otherregional areas in the countries for further scale up of achievements of the Project (“Electrical power is stablysupplied in Phnom Penh power grid.”), positive impacts of the Project are anticipated on the attainment of
the overall goal.
4.5 Sustainability: HighIt is generally assumed that the policy supports would continuously be secured. Transmission Departmentxii

of EDC is strengthening human resources necessary for new transmission and substation facilities. Since EDC’s
turnover rate is about 1 ％ and low, organizational sustainability is generally assumed high. There would be
no financial resource constraints as an implementing agency. However, since Transmission Department wasestablished in 2007, roles and responsibilities of staff and sections have not been yet clear and it has been yet
immature as organization. It may still need further organizational restructuring and reinforcement by taking
account of new roles, responsibilities and working procedure defined within officially approved rules andmanuals in the Project. As for technical sustainability, dissemination of transferred technologies would becontinuously expected by certified trainers in IES as well as C/P of Transmission Department.
4.6 Factors that have promoted or hindered the implementation of Project
Promoting factors(1) Factors Concerning the Planning: N/A(2) Factors Concerning the Implementation Process
The Project has conducted a baseline survey prior to determine the basic policy and plan of respective
fields, then implement the activities according to the schedule, which was strictly followed by both theJET and C/Ps. Timing and length of dispatch were carefully determined according to the progress of theProject and schedules and assignments of the Project were well informed in advance, and progress of theactivities during absent period of JET was also followed up and supported by the long-term expert who
stationed at EDC. EDC provided necessary input timely to promote efficient technical transfer. In addition
to these efforts, in case which required urgent technical transferring during absence of JET, the Project helda technical meeting via TV conference system with full support of JICA Cambodia and Headquarter office.
These efforts and support dedicated by all the stakeholders of the Project should be regarded as a promoting
factor to the Project.
Hindering factors(1) Factors Concerning the Planning(2) Factors Concerning the Implementation Process: N/A
Initially, the Project was planning to transfer the technique of power system operation with SCADA
system to NCC, aiming to operate power system and control the facilities. However, it was found as a resultof detailed study by Japanese expert on telecommunication that there was complicated telecommunicationissue, limiting full operation of SCADA system. EDC is still making efforts to solve the problem withexternal support. Although this did not critically “hamper” the Project, it should be noted that the changeof the technologies had required the Project to re-design the contents of the OJT training to a certain extent.
5 Results of the Terminal Evaluation
5.1 Conclusion
The Team has confirmed that the expected outputs have largely been achieved without any critical problem
or notable delay in the implementation of the Project. It was also assumed that the Project would successfully
achieve its expected purpose within the cooperation period.

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5.2 Recommendations
Recommendation for Remaining Period of the Project(1) Dissemination of the New Standards, Rules and Working Procedure
It is more effective to disseminate the outcome of the Project within responsible sections of Transmission
Department, and other departments from the perspective of Sustainability and Impact of the Project.
It is recommended for C/Ps to continue lecturing and instructing the rules and working procedures to all
the relevant staff, including filed and regional staff of the Project, in a systematic manner and in cooperation
with IES. In addition, it is also recommended to notify the standards and rules to IPPs, continuously.
(2) Periodical Review of the Standards, Rules and Working Procedure
As it is regulated in the rules and manuals, it is essential to review the standards, rules or working
procedures periodically to fit into the actual situation, and continue the improvement in the future, using
practical knowhow and experiences of formulation and implementation within the Project.
It is recommended to conduct the periodical review of all the standards, rules and working procedure
regulated by the rule.
Recommendation for Future(1) Towards Stable Power Supply in Low Price
It is generally appreciated by the target groups that the Project has been successful in improving
technical capacities of the staff in terms of “establishment of preventive maintenance” and “securing ofpower network and supply reliability”. However, it is recommended for EDC to set the “Stable Power
Supply in Low Price” to the corporate goal, and take necessary actions at cooperate management level. For
example, in terms of organizational perspective, it is recommended to strengthen the core organization forplanning, construction, operation and maintenance, and power network system, considering N-1 standard,
early restoration of power outage, and least cost development and operation. In terms of human resource
development perspective； it is recommended to formulate establishment of corporate human resource
development section and its policy to enable collaboration between technical departments and training
center more closely.
(2) Improvement of Power Statistics More Reliably
As key performance indicator to monitor the actual situation of Stable Power Supply in Low Price, it isrecommended to improve power statistics more reliably including SAIDI and SAIFI.
(3) Accelerating Full Operation of NCC with SCADA system
Towards automation of power system, EDC has already been making great efforts to solve thetelecommunication issue related to SCADA system. In terms of Effectiveness of the Project, it isrecommended to accelerate the process and allocate appropriate personnel to manage the telecommunication
system.
5.3 Lessons learned(1) Effectiveness of Counterpart Training in Third Counties
As for training of power system operation, C/Ps reported that training in Thailand provided eye-opening
experience about international standards of power system operation, which actually the Project wasxiv

introducing to EDC. After the training, it was reported that C/Ps reconsidered the importance of formulated
standards and their activities became more active and accelerated. This indicates that training in Third
country was very effective to enable EDC to recognize its own technical standard and level in the future
as an electrical power company, through the training and experiences in other electric power companies insurrounding Southeast Asian counties (i.e. ASEAN) .
(2) Establishment of Power Outage and Fault Statistics
The Project instructed to compile fault and power outage data in detail to analyze the effect of preventive
maintenance, and power outage and fault statistic was established in EDC. By analyzing faults andestimating the results of preventing power outage, it was able to assume the effect of the Project in terms of
power outage number and time quantitatively, and could convince the executives of electric power company
the significance of preventive maintenance. In cases of projects related to preventive maintenance, although
it is difficult to show the prevented troubles, it should be noted that quantitative estimation (comparison
between the actual troubles and troubles which could be prevented) is very effective and persuasive to show
the effect of the Project.
(3) Selection of Appropriate Technology
As for SCADA system, it was found that there have been complicated telecommunication problems
between EDC and IPPs, and it has been limiting full operation of SCADA system for almost three years.
Although the SCADA system was not introduced by the Project, it is important to carefully examine thetechnical level of counterpart organization, and provide the appropriate operation system in accordance withthe local situation.

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