Module 4.

4 Micro-
Micro-Hydro

4.4 Operation and Maintenance

Tokyo Electric Power Co. (TEPCO)

Workshop on Renewable Energies

November 14-25, 2005
Nadi, Republic of the Fiji Islands

Contents
1-Nov-05 (13:42)

„ Issues on the Sustainability of Micro-Hydro Power

„ Experience in Developing Countries
„ Formulation of O&M Organization
„ Mobilization
„ Training for O&M and Organization Management
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„ Preparation of O&M Manual

„ Operation and Maintenance
„ Organization Management

1
 Issues on the Sustainability of Micro-
Micro-Hydro Power
1-Nov-05 (13:42) „ Technical Issues
– Insufficient site surveys and site evaluation
– Unsuitable design
– Poor quality of equipment
– Inadequate O&M

„ Organizational/Institutional Issues
– Insufficient social preparation
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– Absence of social monitoring system

– No tariff management

„ Financial Issues
– Budget limitations
– Lack of funds for O&M, repair and replacement
ƒ Insufficient tariff collection
ƒ Improper tariff management
3

Typical Problems in MHP Development

1-Nov-05 (13:42)

Management Limitations Budget Limitations Technology Limitations

Insufficient
Insufficient
Poor-Quality Insufficient
Insufficient
Social
SocialPreparation
Preparation Poor-QualityEquipment
Equipment Site
SiteEvaluation
Evaluation

No No
NoTraining
Training
NoTariff
Tariff
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Management
Management No
NoMoney
Moneyfor
forO&M
O&M
Inadequate
InadequateO&M
O&M

No
NoMonitoring
Monitoring Getting
Gettinginto
intoTrouble
Trouble

No
NoMoney
Moneyfor
forRepairs
Repairs
No
NoRepairs
Repairs

2
 Experience in Developing Countries
1-Nov-05 (13:42)
Case 1
„ Installed capacity: 3 kW
„ No. of households: 90 HH
„ Average supply: 33 W
„ Results of operation:
– Bulbs installed in houses
became gloomy.
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– Consumers complained of
such insufficient power
supply.
– Consumers did not pay
their electricity tariff
– Finally, the power plant
operation was stopped.
5

Experience in Developing Countries

1-Nov-05 (13:42)

„ What are the causes of the problems in Case 1?

¼ Small Installed Capacity

¾ Insufficient study on demand estimation
(No matching between supply and demand)
¾ Unsuitable power plant design
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¼ Insufficient social preparation

¾ No dialog/consensus between developing association
and consumers
¾ Inactive management organization

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1-Nov-05 (13:42)
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1-Nov-05 (13:42)
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Experience in Developing Countries
Case 2
„ Installed capacity: 3 kW
„ No. of households: 100 HH
„ Average supply: 30 W
„ Result of operation:
– Some consumers installed
refrigerators.
– Operators tried to generate
power exceeding the rated
capacity.
– The generator burned out.
– The power plant has been
left as it was not repaired.
Experience in Developing Countries
What are the causes of the problems in Case 2?
„ Insufficient demand
estimation
„ No control of the consumers’
electricity use
„ Improper operation
¾ Excessive generation
bypassing the fuses (over-
current protection)
„ Lack of funds for Repair
¾ Low tariff collection
¾ Poor management of
funds
4
 Experience in Developing Countries
1-Nov-05 (13:42)
Case 3
„ Installed capacity: 550 kW
„ Grid connected
„ Result of operation:
– Vibration observed in
turbine and generator.
– Operator continued
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operating the power plant.

– The turbine shaft broke.
– The power plant was
completely destroyed.

Experience in Developing Countries

1-Nov-05 (13:42)

What are the causes of the problems in Case 3?

„ Inaccurate installation of
turbine and generator
¾ Vibration
¾ Unusual sounds

„ Inadequate O&M
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¾ No monitoring/inspection
and proper judgment
¾ No repair/adjustment
before breakdown

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5
 Experience in Developing Countries
1-Nov-05 (13:42)
Case 4
„ Installed capacity: 550 kW
„ Grid connected
„ Result of operation:
– The intake became filled
with sand and soil.
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What are the causes of the problems in Case 4?

„ Wrong location of intake
„ Inadequate maintenance
¾ No operation of flushing gate

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Experience in Developing Countries

1-Nov-05 (13:42)

Case 5
„ Installed capacity: 100 kW
„ No. of households: 430 HH
„ Result of operation:
– Turbine blades were
broken by stone.
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6
 Experience in Developing Countries
1-Nov-05 (13:42) What are the causes of the problems in Case 5?

„ Lack of social preparation

(No reminder to village people Stones
and lack of dialog with
consumers)
¾ Stones were thrown in the
intake.
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„ No daily patrols

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Experience in Developing Countries

1-Nov-05 (13:42)

Case 6
„ Installed capacity: 65 kW
„ No. of households: 300 HH
„ Result of operation:
¾ Only half of the households
were targeted to connect in
the initial stage.
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¾ The plant factor was only

15%.
¾ Income in the initial stage
was much lower than
expected.
¾ Trained operators left the
organization.
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7
 Experience in Developing Countries
1-Nov-05 (13:42) What are the causes of the problems in Case 6?

„ Lack of funds for O&M in

the initial stage
¾ Wrong estimation of No.
of households connected
¾ Wrong estimation of
income
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„ No support from the local

government or other sources

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Experience in Developing Countries

1-Nov-05 (13:42)

Case 7
„ Installed capacity: 185 kW
„ Supply for ice production
„ Commissioned: 1930
„ Operating condition:
¾ Still operational
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8
 Experience in Developing Countries
1-Nov-05 (13:42) What are the causes of the success in Case 7?

„ Continuous O&M
¾ Minimal but continuous
O&M

„ Industrial use of electricity

¾ Supply for ice production
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¾ Commercially viable

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Experience in Developing Countries

1-Nov-05 (13:42)

Conclusion for Sustainability of MHP Operation

1. Technically supported facilities and equipment

2. Adequate O&M
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3. Proper institutional management

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9
 Flowchart of Implementation Stage
1-Nov-05 (13:42)
Government & Donors Power Utilities Proponent Community

Power Utilities NGOs & Others

(QTP)

Formulation
Formulationofof
Approval
Approvaland
andRelease
ReleaseofofFunds
Funds O&M
O&MOrganization
Organization

Detailed
DetailedDesign
Design General Assembly
General Assembly
Officers
Officers
Bidding
Bidding&&
Procurement
Procurement Regulation
Regulation
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Tariff
Tariff Rate
Rate

Technical
Technical Mobilization
Assistance Mobilization
Assistance
Construction
Monitoring Construction Training Operators &
Monitoring Training Operators &
Organization Officers
Manual Organization Officers
Manual
Preparation
Preparation

Commissioning
Commissioning

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Formulation of O&M Organization

1-Nov-05 (13:42)

Condition:
Condition:AApower
powerplant
plantisisoperated
operatedand
andmanaged
managedby
by
aalocally established organization
locally established organization

1. Necessity
‹ For sustainable operation of MHP by local people
– For adequate operation and maintenance
– For proper management of O&M organization
‹ For full understanding of the project concept and necessary
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cooperation

2. When
‹ As early as possible in the implementation stage
– To increase the local people’s sense of ownership.
– To mobilize local people for the construction of plants.

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1-Nov-05 (13:42)
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1-Nov-05 (13:42)
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Formulation of O&M Organization
3. Body
‹ Newly established organization,
such as a cooperative union or
a association in the villages.
– All residents involved in the
organization as its members
‹ Existing cooperative union
– If an existing cooperative union or
association is active, it can be an organization for the project.
4. Process
‹ To have several consultations inviting the local residents
‹ To discuss the structure of the organization, staff members, rules and
regulations (bylaws), mobilization, tariff rates etc.
‹ To establish the organization by appointing staff members
‹ To approve rules and regulations including the tariff rates
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Formulation of O&M Organization
5. Organization Officers
1. Chairperson
2. Vice Chairperson
3. Secretary
4. Treasurer
5. Operators/Technicians (3-6 people)
4. Roles and Responsibilities of the Organization
‹ To formulate and implement rules and regulations
‹ To operate and maintain the plant, and supply electricity to
consumers efficiently and safely
‹ To collect electricity tariffs, and manage income and expenditure
‹ To repair or replace facilities and equipment, if necessary
‹ To instruct consumers on guidelines for safe and efficient usage of
electricity
‹ To report the results of O&M and financial management
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 Mobilization for Construction
1-Nov-05 (13:42)

„Mobilization
¾To reduce construction costs

¾ To establish and increase local

residents’ sense of ownership
of the plant
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¾To enhance their cooperation in

the project

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Preparation of O&M Manual (Guide)

1-Nov-05 (13:42)

‹ Documents
– Facilities Instruction: Detailed instruction prepared by suppliers
– O&M Manual: Brief explanation on practical operation and
maintenance

‹ Considerations
– Easy to understand for local operators who are not skilled
engineers
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‹ Contents of O&M Manual(Guide):

ƒ Normal operation ways/procedures
ƒ Operation ways/procedures in case of
not normal situation(heavy rain etc.)
ƒ Items should be checked periodically
ƒ Periodic inspection (frequency, items)
ƒ Measures in case an emergency
ƒ Trouble shooting
ƒ Contact number/address for support
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12
 Training for O&M and Organization Management
1-Nov-05 (13:42) ‹ Purpose:
– To provide operators and officers with the necessary
knowledge and skills in O&M and management for
the project

‹ Items for training:

– O&M of micro-hydro power plants
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– O&M of transmission and distribution line

– House wiring installation
and maintenance
– Organization management,
including documentation
(reporting)
– Financial management
(bookkeeping)
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Training for O&M and Organization Management

1-Nov-05 (13:42)

‹ By whom
– Equipment suppliers, power utilities,
– NGOs and other assisting parties

‹ Considerations:
– On-the-job training (OJT) is effective to educate local
operators and officers.
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 Operation and Maintenance
1-Nov-05 (13:42)
„Flowchart of O&M Stage
DOE, Other Power Utilities Proponent Community
Government & Donors
Power Utilities NGOs & Others (QTP)

Handover
Handover

Operation
Operation&&
Maintenance
Maintenance
Feedback

Management
Management
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Tariff
Tariff Collection
Collection
Monitoring
Monitoring Monitoring
Monitoring
Bookkeeping
Bookkeeping
Report
Periodic
Periodic Report
Report

Dialog
Dialog with
with
Consumers
Consumers

Repair &
Repair &
Replacement
Replacement

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Operation and Maintenance

1-Nov-05 (13:42)

‹ Necessity of O&M

„ For every power facilities, O&M is a primary issue

„ MHP can easily encounter problems without proper O&M.

„ More careful O&M is necessary for lower quality

equipment and facilities.
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ƒ Locally manufactured equipment is

often used for rural electrification
because of budget limitations.
ƒ Facilities for rural electrification
are constructed without consideration
for high quality/standard

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14
 Operation and Maintenance
1-Nov-05 (13:42)
„ Requirements for Operators:
– Comply with the O&M rules and regulations
– Have knowledge of all plant components and their
functions
– Familiar with measures against various situations to
ensure proper operation and prompt recovery
– Check the conditions of facilities and equipment
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– Take measures against problems and try to recover

them when problems or accidents occur
– Operate and maintain facilities preventing accidents

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Operation and Maintenance

1-Nov-05 (13:42)

„ Operation
– Routine operation
ƒ Start/stop the facilities
ƒ Check the condition of the facilities (before starting,
during operation)
ƒ Control and regulate the facilities
– Operation in case of emergency
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ƒ In case of flood, heavy rain

ƒ In case of earthquake
ƒ In case of water shortage
ƒ In case of accident

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15
 Operation and Maintenance
1-Nov-05 (13:42)
„ Maintenance
– Daily patrol/check
ƒ To check the condition in any of the facilities,
operators conduct daily patrols and record the
results. Also, they should take measures, if
necessary.
– Periodic inspection
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ƒ Apart from the daily patrol, periodic inspections

should be performed
ƒ If necessary, wear-out parts should be replaced
– Special inspection
ƒ In the event of earthquake, flood, heavy rain or
accident, operators must stop operation and inspect
the facilities
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Operation and Maintenance

1-Nov-05 (13:42)

„ Recording
– Operators must record the results of operation and
maintenance work
– Recording will help remind the operators of the
necessary operation and maintenance.
– Recorded data is useful in identifying the causes of
problems in the event of an accident.
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 Organization Management
1-Nov-05 (13:42)
„Flowchart of Management Stage
DOE, Other Power Utilities Proponent Community
Government & Donors
Power Utilities NGOs & Others (QTP)

Handover
Handover

Operation
Operation&&
Maintenance
Maintenance
Feedback
Management
Management
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Tariff
Tariff Collection
Collection
Monitoring
Monitoring Monitoring
Monitoring
Bookkeeping
Bookkeeping
Report
Periodic
Periodic Report
Report

Dialog
Dialog with
with
Consumers
Consumers

Repair &
Repair &
Replacement
Replacement

33

Management of O&M Organization

1-Nov-05 (13:42)

„ Sustainability of micro-hydro systems is owing to:

– Technically supported equipment and facilities

– Adequate O&M

– Proper management of the organization/association

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ƒ Collection of electricity tariffs

ƒ Management of income and
expenditure
ƒ Coordination with consumers

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17
 Management of O&M Organization
1-Nov-05 (13:42)
„ Activities of O&M Organization
– Proper O&M for the system
– Collection of electricity tariff from consumers
– Expenditure for necessary repairs and maintenance
– Bookkeeping
– Observation of and guidance for proper use of electricity
– Periodic report on O&M and
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management
– Installation and operation of
relevant livelihood activities
– Dialog with consumers

35

Management of O&M Organization

1-Nov-05 (13:42)

„ Tariff collection
– The main and an important source of funds for O&M
– Decide strict rules on tariff collection:
ƒ Monthly payment
ƒ Disconnection as a penalty for consumers who do
not pay
ƒ Charge for reconnection
ƒ Withdrawal from the organization
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„ Expenditure procedure
– Expenditure plan with consideration of balance:
ƒ O&M cost, operational cost and repair cost
– Clarification of expenditure procedure
ƒ Person in charge of expenditure
ƒ Approval procedure
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 Management of O&M Organization
1-Nov-05 (13:42)
„ Bookkeeping
– For proper financial management
– Transparency to the consumers

„ Observation of and guidance for proper use of electricity

– Observe consumers to prevent illegal connection and
improper use of electricity
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– Instruct consumers to comply with rules and

regulations
– Impose penalties on illegal consumers.

37

Management of O&M Organization

1-Nov-05 (13:42)

Remarks

„ The initial stage of operation is critical for management of the

organization

– Typical case of rural electrification

ƒ House wiring is relatively expensive for rural people
ƒ Local people just observe performance of MHP system in
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initial stage of operation.

ƒ No. of households connected in initial stage is normally less
than 50%.
ƒ Tariff income does not cover expenses for O&M

– Necessity of financial assistance for initial operation

ƒ Micro-finance for house wiring for consumers
ƒ Loan from governmental and/or assisting agencies for the
organization
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19
 Management of O&M Organization
1-Nov-05 (13:42) „ Dialog with consumers

• Purpose:
– To remove barriers between officers and consumers
ƒ To clarify rights and duties of consumers
ƒ To ensure acceptance of consumers on demand-
side management
ƒ To prevent misunderstanding between officers
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and consumers

• When:
– Annual general assembly
– Daily patrols
– Tariff collection
– House wiring inspection
39

Sample of Organizational Structure

1-Nov-05 (13:42)

•Initial technical support

Government •Financial support
•Coordination with related agencies
Assistance Agencies •Periodic monitoring

•Formulation of project
•Social preparation
Implementer/ •Implementation
•Training officers and operators
Support Group •Supervise organization management
•Introduction of livelihood projects
• Support for O&M
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• Formulate bylaws （rules and regulations）

• Mobilization for construction
O&M • Operation and maintenance of power plant
• Tariff collection and management of organization
Organization • Bookkeeping and recording
• Quarterly submission of report
• Dialogue with beneficiaries

• Proper use of electricity

End User • Payment of electric bills
• Recommendations to improve services
• Observation of organization management

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 Reporting and Monitoring
1-Nov-05 (13:42) „ Purpose:
– Reporting
ƒ Transparent management
ƒ Getting assistance from outside the organization
– Monitoring
ƒ Technical and institutional assistance
ƒ Refining for future projects

„ Obligations
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– O&M Organization
ƒ Periodic report to assisting agencies and consumers
ΠO&M report
ΠFinancial report
ΠManagement report
– Assisting agencies:
ƒ Periodic monitoring and inspection (visiting site)
– Consumers
ƒ Periodic audit
41

Reporting and Monitoring

1-Nov-05 (13:42)

„ Items for reporting and monitoring

– Operation records
– Maintenance records
– Generation and sales records
– Balance sheet of income and expenditure
– Activity reports
– Others (problems and issues)
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 Introduction of
1-Nov-05 (13:42)
Livelihood

Output and Demand (kW)

Components for for

Daily Outut (kW)

Households Households
„ One of the advantages of Lamp
No Demands
Lamp
T.V T.V
micro-hydropower is that use Radio Radio
etc. etc.
of electricity is not limited to
lighting. It can also be used
Night Time Day Time Night Time
for livelihood activities and
local industry. Time
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„ The micro-hydro system can

be used 24 hours per day.

Output and Demand (kW)

„ Livelihood activities create
demand for power in the for
Local Industry for

Daily Outut (kW)

Households Households
daytime, and generate Lamp Rice mill Lamp
No Demands
additional income for local T.V
Radio
Coffee mill
Ice plant
T.V
Radio
people. etc. etc. etc.

Night Time Day Time Night Time

Time
43

Introduction of Livelihood Components

1-Nov-05 (13:42)

Remarks

„ If the income of local people becomes higher,

sustainability of the system becomes attainable

„ Introduction of livelihood activities utilizing electricity

from the system will help in attaining sustainable
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operation

„ Electrification is an added cost to local people if they do

not generate additional income using electricity for
livelihood activities

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22
 Introduction of Livelihood Components

1-Nov-05 (13:42)
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Ice Production

45

Introduction of Livelihood Components

1-Nov-05 (13:42)

Ginger Coffee Production

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1-Nov-05 (13:42)
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Naruomi SAMEJIMA (TEPCO)

samejima.naruomi@tepco.co.jp
Shuichi HIRAYAMA (TEPCO)
hirayama.shuichi@tepco.co.jp
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