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Program Design, Management and Quality Assurance

Program Design, Management and Quality Assurance. Reports IEA T9-04:2003 and T9-05:2003 Author: Mark Fitzgerald Institute for Sustainable Power, Inc. Presenter: Geoff Stapleton. The Recommended Practice Guide is Aimed at Programme Decision makers From:.

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Program Design, Management and Quality Assurance

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  1. Program Design, Management and Quality Assurance Reports IEA T9-04:2003 and T9-05:2003 Author: Mark Fitzgerald Institute for Sustainable Power, Inc. Presenter: Geoff Stapleton

  2. The Recommended Practice Guide is Aimed at Programme Decision makers From: • Bilateral and Multilateral Institutions • Host Governments in developing countries • PV programme developers and sponsors • PV producers and suppliers • Entrepreneurs • NGOs

  3. Why Recommended Practice Guides for Planning and Quality? • Poor design is often the root cause of unsuccessful programme or project implementation • However, it is important to know that there can never be a blueprint for designing programmes

  4. Programme Planning, Design, and Implementation

  5. The Recommended Practice Guide Details Four Phases of PV Programme Planning • Preparation; • Programme design; • Implementation; and, • Monitoring/Evaluation.

  6. Preparation Phase • Consideration of overall policy objectives • A needs assessment • Stakeholder consultation • Capacity Requirements • Analysis of technical supply options • Evaluation of benefits, costs, and consequences

  7. Design Phase • Identify goals and objectives • Ensure project is sufficiently financed • Programme activities, schedules and milestones • Programme logistics and budgets • Determine Management and Team leaders etc • Undertake the capacity building • Quality assurance of project and equipment • Make provision for the ongoing performance of the programme

  8. Implementation Phase • Quality control, management, and evaluation • Information management system • Capacity building

  9. Why are Monitoring and Evaluation so Important? • Planning may fail to identify potential negative effects, challenges, impacts, or unintended consequences • Monitoring may allow for adapting the program to address difficulties or new opportunities • Provides lessons for future projects

  10. Quality Programmes

  11. Quality Programmes • General Quality Systems • Standards • Hardware Quality • Training and Workforce Quality

  12. General Quality Systems • For example: ISO 9001:2000 • Consistency and continuity of policies and practices • Auditable: Internal and Third Party • Improves reliability

  13. Standards • Local, National, Regional, and International • Consensus development • Stakeholders and subject-matter experts

  14. Hardware Quality • ISO/IEC TC-82 • Global Approval Program for PV (PV GAP) • European, Japanese, US, APEC

  15. Training and Workforce Quality • Institute for Sustainable Power • International Core Standards, adapted to national needs by local experts • Workforce Quality for Systems and Program Reliability • Quality for Customer Satisfaction • Sustainable, Local Jobs

  16. Conclusions • Many rural electrification programs fail because of poor planning, implementation, and quality • Care in the early phases of program development reduce costs and failures • The IEA PVPS Task 9 Recommended Practice Guides are designed to provide experience and lessons learned for project developers and project managers

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