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00069415 – Final Project Report]

Final Project Report - 00069415 1/27

United Nations Development Programme Iraq

Electricity Sector Reconstruction Project in Kurdistan Region

FINAL PROJECT REPORT

Kaznazan Mobile SS in Erbil Governorate Testing Facility in Sulaymaniyah

Project Title: Electricity Sector Reconstruction Project in Kurdistan Region (stage II) UNDP Project #: 00069415 Project Duration: 17 November 2009 to 31 December 2019 Project Resources: Regional Ministry of Electricity in Kurdistan UNDP Iraq Focal Point: Shiori Otan, Procurement Specialist

Hoshyar Hassan, Electrical Engineer UNDAF Outcome(s) Priority #2: Inclusive, more equitable and sustainable economic growth CP Outcome(s): 5. Enabling policy and frameworks for rapid economic recovery, inclusive and

diversified growth and private sector development Output(s): Output 1: Testing equipment delivered and commissioned

Output 2: Mobile substations delivered and commissioned Output 3: Materials and Equipment for the Distribution system completed Output 4: Substation and associated transmission line constructed and operation initiated Output 5: Central Training Center in Erbil (CTC) and Testing Laboratories (TLs) in three governorates established and operationalized Output 6: Project completed within the timeframe of the Loan

Implementing

UNDP Responsible

Regional Ministry of Electricity in Kurdistan (RMEK)

Project Location(s): Erbil, Sulaimaniyah and Dohuk Governorates in Kurdistan Region



DONOR

Regional Ministry of Electricity in Kurdistan



Table of Content

Executive Summary ............................................................................................................................ 5 I. Context ........................................................................................................................................... 6 Strategy .............................................................................................................................................. 7 II. Performance review ....................................................................................................................... 9

Implementation strategy review ................................................................................................ 10 1. Quality of partnerships .................................................................................................. 10 2. Sustainability ................................................................................................................. 10

Management effectiveness review ............................................................................................ 11 1. Timely delivery of outputs .............................................................................................. 11 2. Cost-effective use of inputs ............................................................................................ 13

III. Project results summary ............................................................................................................... 14 Output 1- Testing equipment delivered and commissioned ....................................................... 14 Output 2- Mobile Substations delivered and commissioned ...................................................... 14 Output 3-Materials and Equipment for Distribution System delivered and installed in the network .................................................................................................................................... 15 Output 4 - Substation and associated transmission line (Chwarta and Halabja) constructed and in operation .................................................................................................................................. 16 Output 5– Central Training Center in Erbil (CTC) and Testing Laboratories (TLs) in three governorates established and operationalized .......................................................................... 17 Output 6- Project completed within the timeframe of the Loan ................................................. 19

IV. Project implementation challenges ............................................................................................. 20 Project Risks and Actions .......................................................................................................... 20 Project Issues and Actions ........................................................................................................ 20

V. Lessons learnt .............................................................................................................................. 22 Lessons learnt .......................................................................................................................... 22 Recommendations .................................................................................................................... 23

VI. Financial Section ......................................................................................................................... 24 Table 1: Funding Overview ....................................................................................................... 24 Table 2: Expenditure Status (by activity) .................................................................................... 25 Table 3: Expenditure Status (by donor) ..................................................................................... 26

VII Attachments ................................................................................................................................ 27



Executive Summary

The project was successfully completed in 2019 after 10 years implementation with the strong partnership with Regional Ministry of Electricity and Japan International Cooperation Agency by achieving more than original objectives/outputs of the project. This strong partnership is one of key elements of this project success.

In 2008, JICA provided the concessional loan to RMEK in order to recover the electricity network in the Kurdistan region by provision of necessary equipment and machinery and rehabilitation for transmission and distribution systems. RMEK allocated some budget from this loan to fund the UNDP technical assistance. In 2009, RMEK and UNDP entered the cost sharing agreement of 6.4 Million USD for UNDP to provide the overall project management advice as well as technical and financial management advice to a RMEK Project Management Team (PMT). The cost share agreement was amended twice with additional contributions and extended time and scope.

UNDP supported the PMT in establishing the Project Management Team and completing 8 Subprojects with the designed outputs. The total of 8 Subprojects were successfully completed, which contributed to inclusive, more equitable and sustainable economic growth (UNDAF Outcome) as well as to enabling policy and frameworks for rapid economic recovery, inclusive and diversified growth and private sector development (CP Outcome). The project has greatly contributed to recovery of the electricity network in Kurdistan Region both directly and indirectly. The number of direct or indirect beneficiaries would be more than 3 Million people in Kurdistan Region, a big achievement as an outcome of the project. Through intensive training programme, the project also contributed to the institutional capacity development and ensured the sustainability. Some achievements are; Subproject-2: Installation of new mobile substations has expanded the coverage of supply to new consumers of approx. 32,000 people and also it is estimated that approx. 287,200 people got electricity with the improved quality. Subproject-3: RMEK successfully expanded electricity coverage area into new urban and rural areas to meet basic needs of population. Approx. 77,600 people got newly connected to electricity and approx. 1,400,200 people received improved electricity supply in better quality through the project. Subproject-4 and Subproject-5: Construction of new substation and 132kV double circuit transmission line from Sulaymaniyah to Chwarta substations has expanded the coverage of supply to new consumers of approx. 19,400 people and also it is estimated that approx. 42,900 people got electricity with the improved quality. Subproject-7 Approx. 1,287,600 populations (214,600 households), in the target areas of Halabja for the Water Supply Improvement Project, obtained benefits of receiving water by installing the transmission lines and other associated distribution lines together with transformers. Subproject-6 for institutional capacity building for RMEK 1. 95 local training courses with the number of 1,220 participants from RMEK, including TOTs. 2. 23 international training courses in Germany, Lebanon and Jordan, and 261 RMEK staff

participated.

Since the project scope was largely expanded, it was critical to maintain the clear organizational structure with clear terms of references in order to timely implement each subproject. During the project implementation, UNDP faced some changes of RMEK PMT personnel or a reduced delegation of authorities to the Project Management Team, which delayed the project implementation. UNDP and RMEK always maintained the solid partnership to overcome these challenges to bring the issues to the senior management of RMEK whose commitment was strong. UNDP and RMEK jointly completed the project.



I. Context

As a result of the First Gulf War in 1991 and the ensuing internal conflicts, the electricity supply system in the three northern governorates suffered severe damage. In 1994, the governorates of Duhok, Erbil and Sulaimaniyah had been cut off from the national grid and Erbil and Sulaimaniyah had to rely on the hydropower stations of Dokan and Derbandikhan in the Sulaimaniyah governorate for their power supply. By early 1998, the electricity generation, substations and transmission and distribution systems became very weak and power cuts of up to about 5 hours were a regular practice. The generation capacity of these dams, however, was insufficient to meet the demand. Both dams sustained considerable damage and suffer from lack of spare parts and funds to ensure proper maintenance. The result was a combined shortfall in electricity supply for the three northern governorates of about 350 MW.

The situation remains critical given the continuously decreasing power supply from a capacity of around 700 MW in 1991, 300 MW in 1998, and approximately 400 MW in 2006. According to RMEK’s explanation, about 25 % of the demand of the households connected to the electricity network is currently being met in the three northern governorates but power cuts remain a fact of life. Much of the population in the Kurdistan region put privately-owned small diesel generators to use in their households and workplace as a stop-gap measure. While still very low, it represents a significant improvement over the last three years when only 15 % of the demand of households was being met, due to the impact of the drought on hydro generation.

The Economic Reform and Diversification (ERD) Sector Assistance Strategy in the UN Assistance Strategy for Iraq 2008-2010 also acknowledges the electricity sector as a key priority area for economic development and transition to a knowledge-based and market economy. The ERD Strategy identifies “Strengthened electricity and transportation sector plans for rapid economic growth” as one of its three Outcomes, and commits to engage in targeted technical assistance and capacity development to realize the Output “National capacities and institutions strengthened for rapid recovery of the electricity sector.”

This also serves the MDGs key goals of “1 to eradicate extreme poverty and hunger” by promoting its economic development and growth with the improvement of critical electricity infrastructure, “8 to develop a global partnership for development”

Also, during the project extended duration, the expected results are also pursed in line with UNDAF Outcome, Priority 2. Inclusive, more equitable and sustainable economic growth, CP Outcome of 5. Enabling policy and frameworks for rapid economic recovery, inclusive and diversified growth and private sector development.

Federal Ministry of Electricity has prepared a draft master plan for development of the electricity sector over the period of 2006-2015 including the upgrading and increasing capacity of the system to meet the increasing demand for electricity. RMEK identified several projects in the Distribution and Transmission sectors to address urgent and critical needs of the power distribution system, based on the plan for the period 2006-2015 to use its own resources to increase generation capacity. To improve the availability of electricity to end users in the Kurdish Region, it is required to assist RMEK to implement these projects successfully. The beneficiaries will be both the RMEK staff, whose capacity will be built, and the people of Northern Iraq, who will profit from the improvement of their access to electricity. Through provision of UNDP’s assistance services, it is expected that RMEK’s capacity to implement future projects will be built as well.

The Government of Japan’s announcement to provide a loan of a total of 14,747 million Yen for Electricity Sector Reconstruction Project in Kurdistan Region (KRG) meets the timely needs and contributes to the enhancement of the efforts of the sector.



Strategy UNDP Iraq has been supporting the electricity sector through the implementation of major projects since mid 90s. UNDP implemented Electricity Network Rehabilitation Program (ENRP) in the three northern Governorates from 1997. UNDP implemented around USD 450 million worth projects in electricity generation, transmission, substations and distribution sectors.

In addition, through UNDP, a variety of other areas were supported, including generation rehabilitation (1 unit in Mussaib, 3 in Taji, 2 in Hartha and 2 in Mosul); emergency interventions; training/capacity building; support to development plan preparation (such as workshops and conferences); project assessment/definition; and preparation of budgets.

During the discussions with RMEK, it was observed that the Ministry of Electricity (MoE) and KRG did not possess comprehensive technical specifications for electrical plant & equipment required for international competitive bidding. They also observed that they use various standards and specifications for their current procurement. MoE also recognized their need to improve their qualified staff’s capacity, as raised in the recommendations of the November 2006 Conference in Support of Electricity Master Plan. UNDP Iraq’s loan management preparatory project of 2007-2008 successfully assisted in the equipment procurement and enhancement of RMEK staff capacity. The existing standards/specifications were reviewed and technical specifications were prepared using international best practices, essential and critical for international competitive bidding.

UNDP Iraq was best placed to build on the preparatory project and assist to recover the electricity network in the Kurdistan region, comprising three northern governorates of Duhok, Erbil and Sulaimaniyah. The original objective of the Project was to recover the electricity network in the Kurdistan region comprising of three northern governorates of Duhok, Erbil and Sulaimaniyah, by provision of necessary equipment and machinery and rehabilitation for transmission and distribution systems, thereby contributing to improving the levels of reliability and availability of the electricity network and promoting socio-economic stability and expansion.

The original Project scope consisted of the four subprojects:

Subproject 1 Procurement, delivery, commissioning and acceptance of Testing Equipment for

Substation Subproject 2 Procurement, delivery, installation, commissioning and acceptance of Mobile

Substations (132/33kV, 132/11kV and 33/11kV) Subproject 3 Procurement, delivery, installation, commissioning and acceptance of Materials and

Equipment for Rehabilitation of the Distribution system Subproject 4 Site survey, detailed design, specification, procurement and construction of

132/33/11kV Substation

During the implementation, the following subprojects were formulated and added in priority to contribute to the project objectives by utilizing remaining budget for the project as a result of effective financial resource management.

Subproject 5 Construction of 132 kV Double Circuit Transmission Line and Warehouse in

Sulaimaniyah Subproject 6 Establishment of Central Training Center in Erbil and Testing laboratories in three

Governorates • Package 1 (Construction of Testing Facilities in Dohuk, Erbil and Sulaimaniyah,

and Guest House at CTC in Erbil) • Package 2-1 (Refurbishment works for Central training center) • Package 2-2 ( Supply of testing equipment and office furniture/



equipment/appliances, and Provision of training program for RMEK • Package 3: Operation and Maintenance

Subproject 7 Engineering, Procurement and Construction of 33kV Double Circuit Transmission Line and Associated 11kV Distribution Lines in Halabja

Subproject 8 Mini SCADA project

The key partners in the implementation are RMEK, three governorates in Kurdistan Region and Japan International Cooperation Agency. JICA is the donor to the overall projects with the above objective and scope and RMEK is the implementing agency which allocating JICA’s funding to UNDP for its technical assistance services.

The expected beneficiaries are the people living in the three governorates in Kurdistan as well as RMEK for capacity building.



II. Performance review

This UNDP supported RMEK in addressing issues of lacking necessary equipment and machinery and deteriorated situation of transmission and distribution systems through the identified subprojects as priority. The UNDP provided necessary project, technical and financial management to RMEK in order to complete all subprojects on time and effectively. The Project achieved the intended outputs by completing all original scope of subprojects 1 to 4 as well as additional subprojects from 5 to 8.

Subproject 1

Procurement, delivery, commissioning and acceptance of Testing Equipment

Subproject 2 Procurement, delivery, installation, commissioning and acceptance of 13 Mobile

Substations 132/33/11 kV -

Subproject 3 Procurement, delivery, installation, commissioning and acceptance of Materials and Equipment for Rehabilitation of the Distribution system

Subproject 4 Site survey, d/d, specification, procurement and construction of 132/33/11kV

Substation

Subproject 5 Construction of 132 kV Double Circuit Transmission Line and Warehouse in Sulaimaniyah

Subproject 6 Establishment of Central Training Center in Erbil and Testing laboratories in three

Governorates

Subproject 7 Engineering, Procurement and Construction of 33kV Double Circuit Transmission Line and Associated 11kV Distribution Lines in Halabja

Subproject 8 Supply of SCADA and VoIP Communications Equipment and Services

With the completion of these subprojects, those benefited from the overall project were described in the below table.

Indicators (Unit: people) Original (Yr. 2007)

Present (Yr. 2018)

Population newly connected to electricity

Subproject 2 0 31,909 Subproject 3 0 77,522 Subproject 4 and 5 0 19,333

Population with improved quality of electricity1

Subproject 2 0 287,182 Subproject 3 0 1,400,187 Subproject 4 and 5 0 42,889

Population benefitted of receiving water under Water Project (JICA loan IQ-P11) by supplying the electricity

Subproject 7

0

1,287,600

1 “Improved quality of electricity” can be achieved mainly by providing electricity with voltages within the statutory limits 400Volts ± 5%. Heavily loaded long power lines of low voltage (400Volt) and medium voltages (11kV and 33kV) create poor voltages below the statutory limits at consumer end. Thus preventing satisfactory operation of their plants, equipment and devices. Before implementing the project, the targeted areas were surveyed by technical teams to assess the quality of power supply after receiving complaints from the consumers. After implementation of the project components another survey was done by monitoring voltage profiles, including measurements at the main substations, distribution transformers, consumer ends to ensure that voltages are within the statutory limits.



The key success of this project relies on the “partnership”. UNDP and RMEK have a long-standing partnership to improve the electricity sector in the Kurdistan Region and UNDP played a key role in project management, technical assistance, procurement of contractors and financial management. Also, the strong tripartite partnership among RMEK, UNDP and JICA also contributed to this successful project. The project was implemented on time with enhanced outputs.

Also, RMEK and UNDP had a very clear and common understanding on each role in project implementation by sharing the specific terms of references. This clear organizational structure certainly supported this success.

Implementation strategy review

1. Quality of partnerships

As touched in the above Performance Review, the Quality of partnerships was solid.

RMEK and UNDP have a long-standing partnership to improve the electricity sector in the Kurdistan Region. Through the entire period of IQ-P10, UNDP played a key role in project management, technical assistance, procurement of contractors and financial management. UNDP also backed up the RMEK to strengthen the institutional capacity by providing a series of opportunities of training courses such as in power quality training and practical software training both in-country and overseas. RMEK appreciate its solid expertise, remarkable effort and contribution of UNDP towards the successful implementation of IQ-P10.

Establishment of good partnership with RMEK as well as its donor, JICA, is crucial in terms of sustainability of project running and efficient project implementation, since the donor’s prior review and concurrence is required at every milestone sage of the project in line with their procurement rules and regulations. Periodical reports and communications with the donor is key to managing the project successfully. Therefore, during the reporting period, UNDP-Iraq has continuously sought to entail the donor in the project implementation such as by inviting them to the monthly works progress meeting with the contractors and creating more occasions to discuss any project face to face for mutual recognition of the project implementation progress.

Another enhanced partnership is the one with the contractors. They are the contractual partners with the client and establishment of amicable and sustainable relationship between them is also a great key to successful project implementation. UNDP-Iraq has been assisting the client to deal with any contractual issues in a professional way and sort out any issues in an amicable manner for the mutually beneficial relationship between the client and the contractors to accomplish a high level of quality in the project outcomes.

2. Sustainability

The Project has contributed to enhancing the institutional capacity of RMEK. The Project trained considerable number of technical staff to operate and maintain the equipment and facility under the project through international and local training. As a result, skilled and trained technical staff are available in each sector / governorate to maintain and manage the facilities and equipment.

• In Subproject 6, there were 23 international and 95 local training courses conducted with the number of 261 participants for international and 1,220 participants for local training programme from the RMEK. The programme varied from generation, transmission, distribution to safety in electricity sector. Among the local training programme, 24 courses of



trainers of trainees (TOT) programme were also implemented in order to have a sustainable training programme even after completion of IQ-P10 project.

• Factory Acceptance Test (FAT) and On-site training in each Subproject also assisted the RMEK engineers to enhance their capacity.

• Through the training programmes provided by UNDP, RMEK had taken the opportunities that contribute to strengthening of the institutional capacity in terms of technical improvement, financial stability and sustainable management of the electricity sector in the region.

RMEK has a reasonable number of district / sub-district operation & maintenance centers in each governorate shown in the below Table. Depots and warehouses in each sector / governorate are available for stock.

Table : Number of District & Sub-District operation & maintenance centers

Management effectiveness review

1. Timely delivery of outputs

UNDP provided its management advisory services to RMEK so that RMEK can complete all subprojects as scheduled. Some delays were observed, however, overall the project was completed on time and JICA acknowledged this project as a successful project by achieving the planned outputs on time. The below table show the comparison the original schedule and the actual. Most of original subprojects were completed as scheduled despite that RMEK started late.

The reasons of some delays are;

• Signing of Loan Agreement between JICA and Ministry of Finance for IQ-P10 was delayed for one year from the original plan, and the L/A effectuation followed. This accounts for the delay of one to two years in commencing the consulting service and in implementing the subprojects.

• The actual implementation schedule of Subprojects 1, 2, 3 and 4, which were originally designed under IQ-P10, was established through the confirmation of local conditions available, detailed designs and required specifications with the local authorities. There was also a slight delay during the construction of Chwarta Substation under Subproject-4 because there was a farmer who had been using the land and waiting for collection of his seasonal wheat harvest when the land was handed over to contractor for implementation work. After extensive negotiations with the farmer, the member of RMEK, contractor, consultant and the local authority managed to reschedule the site activities allowing the farmer to collect his harvest. In spite of the unforeseen circumstance, RMEK could manage to minimize the effect of schedule delay through coordination with the consultant and the contractor.

As to Subproject 5, 6, 7 and 8, they were newly developed and formulated in priority order while checking the remaining balance of the funds available under IQ-P10. As a result, the implementation schedule was extended for another five years overall from the original plan in order to complete



these additional subprojects in high priority. All newly developed subprojects have been successfully implemented and completed by the closing date of the IQ-P10 Project.

Items Start-End date

Original Actual

0-1. Official Assignment for Project Manager (Chairman) of PMC

0-2. Establishment of PMC

February 2007 March, 2007

June 2007

0-3. Signing of Loan Agreement (L/A)

August, 2007

June 2008

1. Consulting Service September 2008 –

January, 2013 From January 2009

to August 2018

2. Procurement of Testing Equipment

for Substation <Subproject-1>

September 2008 – June, 2010

From May 2010

to June 2011

(1) Package 1: Cable test vans etc. From May 16, 2010

to June 20, 2011

(2) Package 2, 3, 4: Insulation oil treatment plant, meters, voltage and current transformer diagnostic system etc.

From May 21, 2010

to November 21, 2010

1. Procurement of New Mobile Substation <Subproject-2>

September 2008 – November, 2011

From March 17, 2010 to April 10, 2011

2. Construction of 132/33/11 kV Substation <Subproject-4>

September 2008 – January, 2012

From April 23, 2012 to April 22, 2014

3. Procurement of Equipment for Distribution Rehabilitation <Subproject-3>

September 2008 –

October, 2011

From September 19, 2010

to October 28, 2010

6. Construction of 132kV double circuit transmission line between Sulaimaniyah and Chwarta <Subproject-5>

N/A

From November 30, 2012

to August 16, 2014

7. Establishment of Central Training Centre in Erbil and Testing Facilities in Erbil, Dohuk and Sulaimaniyah for Equipment Testing and Training Programmes <Subproject-6>

N/A

From February 2016 to July 2018

(1) Package 1: Construction of Testing Facilities in the Governorates of Duhok, Erbil and Sulaimaniyah and Guesthouse in Central Training Centre in Erbil

N/A

From February 9, 2016 to July 10, 2017



(2) Package 2 Lot 1: Refurbishment of Central Training Centre in Erbil

N/A

From May 1, 2016 to March 9, 2017

(3) Package 2 Lot 2: Supply of testing equipment and office furniture/equipment/appliances, and Provision of training program

N/A

From March 16, 2017

to June 7, 2018

(4) Package 3: Procurement of services for operation and maintenance of facilities and training management

N/A

From July 10, 2017

to July 23, 2018

8. Construction of 33kV double circuit

transmission line, associated 11kV distribution lines in Harabja <Subproject-7>

N/A

From July 27, 2015 to March 28, 2016

9. Procurement of Mini SCADA and VoIP Communication System <Subproject-8>

N/A

From December 4, 2017

to August 1, 2018

Project Completion Date

January, 2013

August 1, 2018

2. Cost-effective use of inputs

UNDP entered the first cost sharing agreement with RMEK in 2009 in order to support RMEK in implementing original four subprojects with 6.449,930 USD. Then after two amendments with additional contributions from RMEK for expanded scope and extended timeframe were made, which as a result reached the total amount of 19,180,310 USD.

The original scope of four subprojects was completed in cost effective manners. Therefore, by leveraging the remaining balance of the loan in the IQ-P10 from JICA to RMEK, the additional subprojects were newly developed and added to the scope. UNDP provided its continuous supports to RMEK with these amendments. After the completion of all works the amount of contribution was US$

17,526,708.40, this demonstrates the cost-effective usage of inputs



III. Project results summary Output 1- Testing equipment delivered and commissioned

Procurement of testing equipment for Substation such as cable test vans, digital multi-meters etc. for three Governorates of Duhok, Erbil and Sulaimaniyah with a set of trainings to enable RMEK to use the equipment safely and properly.

Activity 1: Testing equipment delivered and operational – completed and achieved

• Name of Subproject No.1: Supply of Testing Equipment (Package No.1 and Package No.2/3/4) • Subproject 1 Status: All Testing equipment delivered and in operation. All testing equipment

has been delivered and commissioning has been completed as of June 2013.

Instruments provided to Operation and maintenance teams- 3 Govs 3000 l/h Oil filtering plant- Dohuk/ Zakho workshop

Output 2- Mobile Substations delivered and commissioned

Procurement of 13 mobile substations with the capacity of 25MVA of each at 132/33kV, 132/11.5kV and 33/11.5kV voltage level for the Governorates of Duhok, Erbil and Sulaimaniyah in order to provide the sustainable electricity to newly developed residential areas or remote areas and to establish the resilience from emergency and sustainable maintenance of fixed Substations.

Activity 1: Mobile substations operational in the network – completed and achieved

• Name of Subproject No.2: Supply of New Mobile Substations with • Subproject 2 Status: all 13 Mobile Substations delivered and commissioned • All mobile substations have been delivered and installation/commissioning have been

completed as of June 2013.



Mobile SS in Koya District Mobile SS in Erbil Governorate

Output 3-Materials and Equipment for Distribution System delivered and installed in the network

Procurement of various types of distribution equipment such as transformers with the capacity of 250kVA, 400kVA and 630kVA and kiosk type substations with the capacity of 630kVA and 1,000kVA to expand the distribution capacity and to reduce the technical loss in the distribution network.

Activity 1: Materials and Equipment for rehabilitation of the distribution system procured and installed in the network

• Name of Subproject No.3: The Supply of Distribution Equipment • Subproject 3 status: All materials and equipment for distribution system have been delivered

and installation/commissioning was completed in September 2013.

Activity 2: Distribution Planning applied in their planning activities and loss reduction – completed and achieved

• The distribution planning related trainings were successfully provided in 2016 and RMEK has

been applying the distribution planning in their activities.

Installed 11 KV Load Break Switch Installed 11/0.4 KV Distribution transformer with accessories



Output 4 - Substation and associated transmission line (Chwarta and Halabja) constructed and in operation

Construction of a new substation in Chwarta, Sulaimaniyah Governorate, with the capacity of 132/33kV, 2x63MVA to improve the level of reliability and availability of the electricity network and expand a stable electricity supply to residential /commercial areas expanded or under development in Sulaymaniyah.

Construction of 132kV double circuit transmission line (25.3km) between Sulaimaniyah city and Chwarta Substation which was newly constructed under Subproject 4. One warehouse was also constructed in Sulaimaniyah city to store the spare parts in transmission works.

Construction of 33kV double circuit transmission line (approx.15km), associated 11kV distribution lines in Harabja to supply electricity to Halabja Water Supply Improvement Project in Kurdistan Region.

Activity 1: Construction of one new 132/33/11kV substation in Sulaimaniyah and Construction of 132kV Double circuit Transmission line and warehouse in Sulaimaniyah – completed and achieved

• Name of Subproject No.4: EPC for Chwarta 132kV Substation in Sulaimaniyah Governorate • Subproject 4 Status: Substation constructed and commissioned. In operation.

• Name of Subproject No.5: Construction of 132kV Double-Circuit Transmission Line and

Warehouse in Sulaimaniyah • Subproject 5 Status: Transmission line constructed and commissioned. In operation.



Activity 2: Construction of transmission line in Halabja – completed and achieved

• Name of Subproject No. 7: Engineering, Procurement and Construction of 33kV Double Circuit

Transmission Line and Associated 11kV Distribution Lines in Halabja • Subproject 7 Status: Transmission line constructed and commissioned. In operation.

Output 5– Central Training Center in Erbil (CTC) and Testing Laboratories (TLs) in three governorates established and operationalized

In order to enhance the Ministry’s performance in management skills for manager level, technical capacity from design to operation and maintenance in all sectors from generation to distribution, as well as operational capacity from general administration to finance, the following subprojects were developed for establishment of a central training centre in Erbil and testing facilities in three governorates, and for provision of training courses and follow-up O&M services:

• Package 1: Construction of Testing Facilities in three Governorates of Duhok, Erbil and

Sulaimaniyah and Guesthouse in Central Training Centre in Erbil. • Package 2 Lot 1: Refurbishment of Central Training Centre in Erbil • Package 2 Lot 2: Supply of testing equipment and office furniture/equipment/appliances,

and Provision of training program • Package 3: Procurement of services for operation and maintenance of facilities and

training management

Activity 1: Central Training Center in Erbil and Testing Laboratories in three governorates established and operationalized – completed and achieved

• Activity action: Provision of advice in organizing the required training programme especially training for trainers (ToT)

• UNDP provided procurement and technical support for subproject 6 (training center and testing laboratories). UNDP supported the following activities;

• Subproject No.6 - package No. 1: Completed. Construction works under contract (Subproject No.6 - package No. 1 (Construction of Testing Facilities in Dohuk, Erbil and Sulaimaniyah, and Guest House at CTC in Erbil) is 100% successfully completed in 2017.



Sulaimaniyah Test Facility Dohuk Test Facility

Erbil Test Facility Central Training Center (CTC)

• Subproject no. 6 Package 2- Lot 2: Completed: Provision of training program for RMEK contract was completed in 2018.

Training course to RMEK staff at CTC training course (Site visit Part)

• Subproject no. 6 Package 3: Completed: The service provider completed the operation and

maintenance services for Central Training enter in Erbil to ensure smooth and successful implementation of training courses.



Output 6- Project completed within the timeframe of the Loan

All subprojects were completed within the timeframe of the Loan Project, IQ-P10, financed by JICA to RMEK as well as timely utilization of remaining loan funds to implement relevant new subprojects

Activity 1: Provide management and technical supports to RMEK in completing all subprojects within the timeframe of the Loan – completed and achieved

• All subprojects including newly developed ones by utilizing the remaining balance of the Loan

completed within the timeframe of the Loan • Provided support to RMEK in developing the plan of sustainable operation of the facilities

procured under the loan



IV. Project implementation challenges

Project Risks and Actions The following key project risks have been observed over the project implementation lifecycle. A brief description is presented on responses and direct actions taken to address these.

Risks Actions and Countermeasures

1. Security and safety for contractors and consultants throughout the project period shall be ensured. Implementation of the Project can be suspended or adjusted according to the security situation in Iraq.

2. RMEK shall take all necessary measures to

coordinate between KRG and/or Federal Government for securing smooth implementation of the Project.

3. RMEK needs to allocate necessary budget

for Operation and Maintenance to ensure the sustainability of the Project

1. Security situation had been taken into consideration in selection of all project sites when each subproject was designed, whether there had been any incident happened such as terror attacks and explosions. During implementation of the projects, full attention on security and safety was paid to contractors and consultants.

2. RMEK had a close coordination with KRG as

well as Federal Government by attending the monitoring committee in Baghdad to discuss the project progress.

3. Although KRG has faced serious budget

crisis since 2013, each governorate worked to obtain a reasonable budget for O&M to maintain the transmission system and distribution network.

Project Issues and Actions The following key project issues have been observed over the project implementation lifecycle. A brief description is presented on responses and direct actions taken to address these.

Issues Actions and Countermeasures 1. In order to increase the effect of the

Project, all necessary measures shall be taken by RMEK, such as initiating a ground- up review of tariff setting, enhancing the efforts to reduce power loss etc.

2. Institutional capacity (technical, financial

and managerial) shall be further strengthened.

1. Ministry has taken actions to introduce smart-metering system with a review of tariff-setting.

2. (1) In Subproject 6, there were 23

international and 95 local training courses conducted with the number of 261 participants for international and 1,220 participants for local training programme from the RMEK. The programme varied from generation, transmission, distribution to safety in electricity sector. Among the local training programme, 24 courses of trainers of trainees (TOT) programme were also implemented in order to have a



3. Internationally accepted appropriate

environmental management program to be prepared with assistance by Project management and complied with by the awarded contractor, if required.

sustainable training programme even after completion of IQ-P10 project. (2) Factory Acceptance Test (FAT) and On- site training in each Subproject also assisted the RMEK engineers to enhance their capacity. (3) Through the training programmes provided by UNDP, RMEK had taken the opportunities that contribute to strengthening of the institutional capacity in terms of technical improvement, financial stability and sustainable management of the electricity sector in the region.

Also, UNDP and RMEK discussed how to enhance the project management team by delegating necessary authorities to make timely decisions.

3. Environmental checklist was prepared for

each subproject at proposal stage to identify risks which could bring the negative impact on environment and society. At implementation stage, RMEK and UNDP established the Supervision Team in order to closely monitor the environmental impacts and ensure to minimize them.



V. Lessons learnt

Lessons learnt The following key lessons learnt have been drawn from the implementation of the Electricity Sector Reconstruction Project in Kurdistan over the project lifecycle. This should, if applicable, include lessons learned, recommendation and/or observations emerging from either project or outcome evaluations.

1. Project Management Team (PMT)’s Enhancement and Ownership

PMT had played a critical role in successful implementation of the projects throughout the entire project period. RMEK with the support of consultant continuously enhanced the capacity building efforts for PMT, which results in a timely implementation of fast-tracking project such as Subproject 8 Mini SCADA project.

UNDP had supported RMEK in taking the required actions on time, such as an establishment of evaluation committee, timely meeting by technical evaluation meeting etc. However, this sometimes became beyond control of UNDP. As an example, due to the administrative process of RMEK, the procurement process faced an issue that the evaluation process took much more than estimated. This led to the risk of expiring of bid validity from bidders (120 days).

In supporting and coordinating with RMEK during the evaluation process, it is important to provide the evaluation committee members with the overall schedule, evaluation process and procedures even before the bid opening. So that each member is well aware of the evaluation process in advance.

Despite the administrative challenges, overall, PMT had a strong ownership to accelerate the project implementation and it was a key to attain the successful completion of the project.

2. Operation & Maintenance Service Contract

The project scope included initial O&M service contract, which was very beneficial for future sustainable O&M by RMEK.

Through the O&M service contract for training programme and training centre management in Subproject 6-3, RMEK could obtain the required knowledge necessary for running and operating the training centre. Basic idea of training centre operation and management including expected quantity of inputs (ex. staff numbers, consumables, etc.) became the standard concept of training centre operation and is an asset for sustainable use of the facilities. This enabled to let the Ministry operate the training centre on its own.

3. Remote Operation

Through the entire project, communication between Ministry, consultants and contractors was always active and timely by using the SNS application such as Skype and Viber (both call and video conference), which had profoundly assisted the close monitoring on implementation progress of the projects and established a common understanding among the related parties. For example, the project was forced into a remote operation by consultants and contractors after KRG referendum (September 2017), however, all the parties had closely communicated each other every day via Skype and Viber to proceed the training programs, delivery of equipment and implement the fast-tracking project in time.

4. Donor’s Procurement Rules and Regulations



Since the Ministry has its own rules and regulations in procurement as the government entity, there was a discrepancy in procurement rules and guidelines of JICA and concerned Ministry during the project implementation. Understanding any differences in procurement rules and regulations of JICA and concerned Ministry is a key for smooth project implementation. Workshop supported by UNDP and the donor would be useful to establish the understanding of differences in procurement rules at initial stage.

Recommendations The following key recommendations are based upon key lessons learned from the implementation of the project:

• Establish a proper organizational structure to implement the project through setting up a

Project Management Team with required delegation of authorities • Strong partnership among key stakeholders for timely implementation through close

communication by utilizing recent technology including SNS applications with video • Advanced Planning for Operation and Maintenance



VI. Financial Section This section will be updated after project closure [Note: All financial data presented in this report are provisional. From UNDP Bureau of Management/Office of Finance and Administration, an annual certified financial statement as of 31 December will be submitted every year no later than 30 June of the following year.]

Table 1: Funding Overview

Donor Commitment (Currency of the Agreement)

Received (Currency of the Agreement)

Received (USD) UNORE Balance (Currency of the Agreement)

00135

$19,180,310.00

$17,526,708.40

$ 1,653,601.601

The table on funding overview will cover funding since inception of the project and will include only those contributions for which legal basis agreement exist. Column 1: will include the name of the donor, with a new adjacent cell created for every different agreement signed with the same donor.

Column 2, commitment, will include the amount of the commitment as stated in the agreement in the same currency as in the agreement.

1 Final Amount was confirmed by the Donor accordingly.



Table 2: Expenditure Status (by activity)

Activity Budget

(A)

Donor Cumulative Expenditure Status

at [Date,i.e. end of

Expenditure in Reporting Period

2009 till March 2020

Yearly Total Expenditure

(F=D+E)

Total Expenditure

(G=B+C+F)

Budget Balance

(H=A-G)

Delivery Ra

(% I =G/A)

Commitment

(B)

-Expenses

+ full asset

Commitment

(D)

Expenses + full asset cost

(E)

Activity 1 $17,526,528.402

00135

$6,085,045.26

$6,085,045.26

$6,085,045.26

$5,564.68

99.97% Activity 2 $1,927.84

$1,927.84

$1,927.84

Activity 3 $11,433,990.64

$11,433,990.64 $11,433,990.64

Total $17,520,963.74

$17,520,963.74 $17,520,963.74

$5,564.68 99.97%

2 Note: The actual cost from Donor transferred to UNDP is $17,526,708.40 but the actual amount UNDP received is $17,526,528.40 due to out of 59 donor transaction bank deducted from some donor transaction (12 donor transaction) $15 with is equal to $180.



Table 3: Expenditure Status (by donor)

Donor Budget Activity Expenditure Status at [Date]

Expenditure in Reporting Period

2009 till March 2020

Total Expenditure

Balance Delivery

Commitment Disbursement Commitment Disbursement 00135

Activity 1 $6,085,045.26

$6,085,045.26

$5,564.68.

$17,526,528.4

Activity 2 $1,927.84

$1,927.84

99.97%

Activity 3 $11,433,990.64

$11,433,990.64

Total $17,520,963.74

$17,520,963.74

$5,564.68 99.97%


VII Attachments

Attachment-1 Map of Iraq

Attachment-2 Map of Kurdistan Region

Attachment-3 Map of Project site

Attachment-4 Project photos

Attachment-5 Environmental Monitoring Report

Final Project Report - 00069415

27/27

Attachment-1

Attachment-2 Map of Kurdistan Region

Ref: http://www.krso.net/

http://www.krso.net/

Attachment-3

1

Subproject-1 and Subproject-3 Location of Warehouse where the equipment has been delivered

Attachment-3

2

Subproject-1 and Subproject-3 Location of Warehouse where the equipment has been delivered (zoom)

Attachment-3

3

Subproject-2 Mobile Substation in Sulaymaniyah Governorate

Attachment-3

4

Subproject-2 Mobile Substation in Duhok Governorate

Attachment-3

5

Subproject-2 Mobile Substation in Erbil Governorate

Attachment-3

6

Subproject-2 Mobile Substation in Erbil Governorate (zoom)

Attachment-3

7

Subproject-4 Chwarta Substation

Attachment-3

8

Subproject-5 Transmission line and Transmission warehouse in Sulaymaniyah

Attachment-3

9

Subproject-5 Transmission line (zoom)

Attachment-3

10

Subproject-6 Central Training Centre and Testing Facilities in the three governorates

Attachment-3

11

Subproject-7 Transmission line and transformers

Attachment-3

12

Subproject-7 Transmission line (zoom)

Attachment-3

13

Subproject-7 Transmission line with 8 units of transformers (zoom)

Attachment-3

14

Subproject-8 Project site of Mini SCADA and VoIP Communication System

Attachment-3

15

Subproject-8 Project site in Erbil Governorate (1) (Mini SCADA and VoIP Communication System)

Attachment-3

16

Subproject-8 Project site in Erbil Governorate (1) (zoom) (Mini SCADA and VoIP Communication System)

Attachment-3

17

Subproject-8 Project site in Erbil Governorate (2) (Mini SCADA and VoIP Communication System)

18

Attachment-3

Subproject-8 Project site in Sulaymaniyah Governorate (1) (Mini SCADA and VoIP Communication System)

19

Attachment-3


Attachment-3


20

Attachment-3


21

22

Attachment-3

Subproject-8 Project site in Duhok Governorate (Mini SCADA and VoIP Communication System)

23

Attachment-3

Subproject-8 Project site in Duhok Governorate (zoom) (Mini SCADA and VoIP Communication System)

Attachment-4

1

Subproject-1 Procurement of Testing Equipment

Cable Testing Van in Sulaymaniyah (nearby Distribution Warehouse in

Sulaymaniyah Governorate)

Trans-cable detector (Inside of Cable Testing Van)

Back of Testing Van Back of Testing Vab Cable Testing Van procured under SP-1

Cable Testing Van procured under SP-1 Insulation Oil Treatment Plant in Duhok

Insulation Oil Treatment Plant being used in New Rizgri Substation in

Sulaymaniyah

Sulymaniyah Distribution Warehouse where equipment were delivered

Attachment-4

2

Subproject-2 Procurement of Mobile Substations (1)

Hiwa / Kaznazan Mobile Substation in Erbil Governorate Kaznazan Mobile Substation in Erbil Governorate

Koya Mobile Substation in Erbil Governorate (1) Koya Mobile Substation in Erbil Governorate (2)

Soran / Rawnduz Mobile Substation in Erbil Governorate Rizgari Zakho / Ibrahim Khalil Mobile Substation in Duhok Governorate

Duhok / Azadi Hospital Mobile Substation in Duhok Governorate Bashirian / Palasan Mobile Substation in Duhok Governorate (1)

Attachment-4

3

Subproject-2 Procurement of Mobile Substations (2)

Bashirian / Palasan Mobile Substation in Duhok Governorate (2) Qasrouk Aqre Mobile Substation in Duhok Governorate

Tangarou Mobile Substation in Sulaymaniyah Governorate (1) Tangarou Mobile Substation in Sulaymaniyah Governorate (2)

Tangarou Mobile Substation in Sulaymaniyah Governorate (3) Halgourd Mobile Substation in Sulaymaniyah Governorate

Hawarey Shar Mobile Substation in Sulaymaniyah Governorate (1) Hawarey Shar Mobile Substation in Sulaymaniyah Governorate (2)

Attachment-4

4

Subproject-3 Procurement of Distribution Equipment

Transformer in distribution network in Girdaseen 1 Distribution Transformer (1)

Kiosk Substation (the installed prefabricated house) Distribution Transformer (2)

Road breaker switch (1) Road breaker switch (2)

Road breaker switch (3) Road breaker switch (4)

Attachment-4

5

Subproject-4 Construction of Substation in Chwarta

132/33kV, 2x63 MVA Substation (1) 132/33kV, 2x63 MVA Substation (2)

132/33kV, 2x63 MVA Substation (3) Monitoring Room of Substation (1)

Monitoring Room inside Substation (2) Monitoring building located inside of Substation

Location of substation area is in mountainous area Substation from outside

Attachment-4

6

Subproject-5 Construction of 132kV double circuit Transmission Line between Sulaymaniyah and Chwarta and Construction of Warehouse

Opening Ceremony of Chwarta Substation and associated Transmission

lines (Subproject-4 and 5)

Opening Ceremony dated May 28th 2014

Opening Ceremony dated May 28th 2014 Transmission line constructed under Subproject-5

Transmission tower constructed Transmission tower constructed under Subproject-5

Warehouse constructed for storing the materials such as spare parts of

transmission lines

Constructed office building next to Warehouse

Attachment-4

7

Subproject-6 Establishment of Central Training Centre in Erbil and Testing Facilities in Erbil, Duhok and Sulaimaniyah for Equipment Testing and Training Programme (Package-1, Package-2 Lot-1 & 2, Package-3)

Subproject-6 Package-1: Testing Facility in Duhok Governorate Subproject-6 Package-1: Testing Facility in Sulaymaniyah Governorate

Subproject-6 Package-1: Testing Facility in Sulaymaniyah Governorate Subproject-6 Package-1: Guesthouse in Erbil (living room)

Subproject-6 Package-1: Guesthouse in Erbil (guest room) Subproject-6 Package-2 Lot-2: Delivered furniture at classroom of

Testing Facility in Sulaymaniyah

Subproject-6 Package-2 Lot-2: Training in Testing Facility Subproject-6 Package-2 Lot-2:Testing equipment procured and

installed in Testing Facility and Training Centre

Attachment-4

8

Subproject-6

Subproject-6 Package-2 Lot-2: TOT Training course in CTC Subproject-6 Package-2 Lot-2: Completion of Training course

Subproject-6 Package-2 Lot-2: Completion of Training course Subproject-6 Package-3 Central Training Centre (CTC) in Erbil

Subproject-6 Package-3 Central Training Centre (CTC) in Erbil Subproject-6 Package-3: Operation and Maintenance of CTC

Subproject-6 Package-3: Provision of Lunch for trainees at Canteen in

CTC

Subproject-6 Package-3: Commemorative plate installed in CTC

Attachment-4

9

Subproject-7 Construction of 33kV double circuit transmission line , associated 11kV distribution lines in Halabja

33 kV double circuit transmission line 33 kV double circuit transmission line

33 kV terminal tower at 132 kV substation 33 kV terminal tower at water intake project site

33 kV Terminal tower at water treatment plant project site 11 kV Double circuit distribution line

Medium Voltage Switchgear room at water treatment plant project site Distribution transformer NRD1

Attachment-4

10

Subproject-8 Procurement of Mini SCADA and VoIP Communication System

Pre-bid meeting dated May 21, 2017 Signing of Contract with Usluel-Uskom JV, dated November 15, 2017

Delivered equipment stored in RMEK premise in Azadi Control Centre Entrance of Monitoring Room in Kurdistan Regional Control Centre

(KRCC) with finger print security

Commissioning the system at Monitoring Room in KRCC Big front screen in Monitoring Room in KRCC

System Monitoring Room in KRCC (2) Server room of Kurdistan Regional Control Centre (KRCC)

Attachment-4

11

Subproject-8

Dokan Hydropower Station in Sulaymaniyah Governorate

SDH cabinet- VoIP Communication system, FO cable, power supply monitor screen (from the left)

Pirzeen Substation in Erbil Governorate

SDH cabinet, Joint box with spare approach FO cable, Joint box with spare approach FO cable (from the left)

East Dohuk in Dohuk Governorate

SDH cabinet, SDH cabinet inside, OPGW interface (from the left)

Attachment-4

12

Completion Ceremony of IQ-P10 and Opening Ceremony of Training Centre

Courtesy call of Ambassador from Embassy of Japan in Iraq to Deputy

Minister of RMEK in July 2018

Embassy of Japan in Iraq and JICA Iraq Office visited CTC in July

2018

Embassy of Japan in Iraq and JICA Iraq Office visited CTC in July 2018 Tape-cut Ceremony for celebration of IQ-P10 completion and opening

of CTC in July 2018

Kurdistan Regional Government Prime Minister Mr. Nechirvan Barzani

attended the Ceremony in July 2018

Ceremony speech in CTC for IQ-P10 completion and opening of CTC

Manager of Training centre explained the facility operation Awarding to Project Manager for each subproject

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Report of the Environmental Monitoring Review for IQ-P10 1. Project Outline The Loan Agreement No. IQ-P10 for “Electricity Sector Reconstruction Project in Kurdistan Region” was concluded between Japan International Cooperation Agency (JICA) and the Government of the Republic of Iraq on 11th of June, 2008. Since then, Regional Ministry of Electricity in Kurdistan (RMEK) have implemented twelve subprojects in total (Subproject 1 was divided into 2 packages and Subproject 6 was divided into 4 packages) listed below which contribute to reconstruction and development of the electricity sector in Kurdistan. Among the subprojects, this report provides the environmental monitoring review for five subprojects with the mark ✔ in the below table, the scope of works for which includes the construction works. As the scopes of the other subprojects were to supply of the equipment or provision of the training and/or services, they do not require the environmental monitoring and are out of review of the environmental impact in this report.

Subproject-1 Package-1 Supply of Testing Equipment

Package-2,3,4 Supply of Testing Equipment

Subproject-2 - Supply of Mobile Substations

Subproject-3 - Supply of Distribution Equipment

Subproject-4 - Construction of Chwarta 132 kV Substation in Sulaimaniyah Governorate

✔

Subproject-5 - Construction of 132kV transmission line and warehouse in Sulaimaniyah Governorate

✔

Subproject-6 Package-1 Construction of Testing Facilities in Duhok, Erbil and Sulaimaniyah and Guest House at CTC in Erbil

✔

Package-2 Lot-1 Refurbishment of CTC in Erbil ✔

Package-2 Lot-2 Supply of Testing Equipment and office furniture/equipment/appliances and Provision of training program for RMEK

Package-3 Service for Operation and Maintenance of Facilities and Training Management

Subproject-7 - Construction of double circuit transmission line, associated cables, distribution lines, transformers in Halabja

✔

Subproject-8 - Procurement of Mini SCADA and VoIP Communication System

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2. Monitoring Situation for each Subproject 2-1. Subproject-4 (1) Scope of the Works

Engineering, Procurement and Construction (EPC) of 132/33kV, 2x63 MVA Substation in Chwarta in Sulaimaniyah Governorate

(2) Environmental consideration before implementation of the Project The project site was secured by RMEK in consultation with UNDP, located at an isolated area away from the residential areas so that the project did not anticipate any resettlement and noise/vibration issues and could take care of the safety of the public with considerable number of incoming/outgoing 132kV and 33kV lines to the substation. Substation had to be located in a mountainous area in the region as there was no adequate and reliable power supply available to develop the area. The site was selected close to a main road to minimize soil excavation for access roads for transport of heavy equipment. Technical specification of the civil works was prepared to address soil stabilization requirements after excavation works and proper disposal of the soil and other materials to designated locations agreed with the area local authorities.

(3) During implementation of the Project RMEK and UNDP established the Supervision Team in order to closely monitor the environmental impacts during the implementation. The land selected for the substation belonged to the Governorate. A farmer had been using the land to cultivate crops and he was waiting to collect the seasonal wheat harvest when the land was handed over to contractor for implementation work. After extensive negotiations with the farmer, the member of RMEK, contractor, UNDP and the local authority managed to reschedule the site activities allowing the farmer to collect his harvest. Design of all the site work was referred to all respective Governorate authorities and individual persons (owners of adjoining lands) for their comments and agreements. In implementing the project, there were no serious environmental impacts including noise and vibration during the construction stage. During construction, it was observed that area close to the slop (downhill) had to have deep soil excavation to maintain necessary electrical equipment clearances as specified in the contract. It was also noticed that the soil in the area was soft and the method and design proposed by the contractor for stabilizing the site in avoiding soil erosion and possible landslides was not acceptable. After having detailed analysis of the design, soil investigation, environmental impacts etc., the contractor, RMEK and UNDP agreed to construct a large retention wall surrounding the project site to stabilize the excavated deep area. As the site was located far away from settlements, there was little issue related to the effect of construction dust and waste at the project site. Further, major portion of the excavated soil was reused to fill the slope area of the site, therefore transportation and disposal of soil from the site was minimal. Disposal of excess soil and other materials, vegetation, etc. were properly managed with the assistance of the local authority.

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2-2. Subproject-5 (1) Scope of the Works

There are two components in Subproject 5; (i) Construction of 132 kV double-circuit transmission line between Chwarta and Sulaimaniyah (25.3 km) and (ii) Construction of warehouse in Sulaimaniyah.

(2) Environmental consideration before implementation of the Project The 132kV line was planned to connect newly built Chwarta Substation to the Sulaimaniyah city 132kV network. Line was to run from an existing 132kV network in Sulaimaniyah city to the Chwarta Substation located in a mountainous area. Line route passes through forest, recreation (tourist) and farm land areas. Cutting of trees within the area of the line route was anticipated as inevitable for constructing transmission line to maintain the electrical clearance from the line to ensure the safety of the electrical plant as well as the users (approx. 4,675m2). However, during selection of the line route and access roads, due consideration was given to avoid residential areas, farm land with tall cash crop trees, and high density forest areas. Alternative line routes were investigated by RMEK and UNDP engineers in selecting the most optimal line route adhering to the above conditions utilizing latest GIS information system which were cross-checked after collecting field GPS data. Stringent technical specifications were incorporated into the contract to minimize the impact on environment, addressing excavation requirements of tower foundations, soil treatment before backfilling and compacting, drains from excavated areas, requirement and construction of retention walls, etc.

(3) During implementation of the Project RMEK and UNDP established the Supervision Team in order to closely monitor the environmental impacts during the implementation. Notice of the construction works was made successfully in public and there was no major disputes among the local authorities, Ministry of Agriculture, Ministry of Municipality and the residents living close to the line route. As per statutory requirements width of the line corridor was 100m and only limited activities were allowed for the public during construction and thereafter during the operation. During detailed design of the line profile, instructions were given to the contractor and the consultant to arrange the line route in such a way to minimize the tree cutting. This was successfully done by utilizing long spans of line in mountainous areas for crossing the valleys with special tall towers. This arrangement required to have specially designed towers, but helped to save more trees. After careful review of the line route by the Supervision Team, the contractor was also advised to utilize and share the existing line corridors in the line route area as much as possible to limit the clearance of vegetation. As the transmission line construction was executed through 25.3km in mountainous terrain, the contractor was advised to fully comply with the technical specification of the contract, particularly during excavation and backfilling of tower foundations. During the site supervision, the contractor was advised the following: To avoid excavation of extra-large tower foundations, to make proper drain system for rainwater from the foundation sites, to do backfilling and compacting of soil for tower foundations strictly as per specifications and to make extensions and introduction of new retention walls for the foundations to stop soil erosion and to ensure

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stability of the tower foundation. Some of the above activities were also included into the minor defect list to ensure that all proper measures were taken to rectify them after the heavy rains expected within the defect liability period in order to minimize the environmental impacts. The Supervision Team had regular visits to the site to monitor the environmental impacts. As a result, the project had not faced any significant issues during and after the implementation stage.

2-3. Subproject-6 (1) Scope of the Works Package-1: To construct three Testing Facilities in Duhok, Erbil and Sulaimaniyah

Governorates and the Guesthouse in CTC in Erbil Package-2 Lot-1: To refurbish the existing buildings in CTC in Erbil

(2) Environmental consideration before implementation of the Project It had been estimated that 10,000 square meter area was required for the construction of each Testing Facility. Reviewing the available lands, Governorates offered the sites outside the city limits for the construction of the 3 testing facilities. After visiting the offered sites, it was found that extensive network of new public roads; new access roads, large amount of soil excavation, clearance of green areas, etc. were required before commencing the actual work of the buildings/facilities of each test facility. Subsequently, RMEK and UNDP engineers reviewed the actual requirement of a test facility and managed to reduce the size of the area without compromising any essential features. All the 3 new sites were identified within the RMEK available land areas (adjacent to Substations, Distribution Centers, etc.), so that the new test facility/structures could be erected without having extensive site clearance of vegetation, trees and soil excavation. This minimized the environment impact due to new construction work and also minimized the overall cost of the project. It was also confirmed that there was no possibility expected of disturbance by making noise and/or vibration in the areas surrounding the facilities. The selected construction sites were not located in residential areas and the fence/temporary walls constructed surrounding the construction sites prevented unauthorized people’s entry to site and any other environment impact such as dust coming to the public space.

(3) During implementation of the Project RMEK and UNDP established the Supervision Team in order to closely and regularly monitor the environmental impacts during the implementation. As the test facility building was a simple 2 story building and the sites were on solid grounds, there was no necessity to have filing or any other special requirements for the foundations. Impact from excessive noise, dust and vibration during the construction was minimal as the residential areas were away from the sites. There were no critical and serious environmental impacts during the construction works.

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2-4. Subproject-7 (1) Scope of the Works

Provision of Engineering, Procurement and Construction (EPC) of 33kV Double Circuit Transmission Line of approx. 15km and associated 11 kV Distribution Lines and connections to supply electricity to the Project of Water Supply Improvement in Kurdistan Region (IQ-P11) in Halajba.

(2) Environmental consideration before implementation of the Project Water Supply Improvement in Kurdistan Region (IQ-P11) in Halabja had requested RMEK to provide electricity supply at 11kV and 33kV levels to operate its major water pumping and treatment plants at 2 locations and at several other auxiliary pumping/control/monitoring facilities. Execution of the above electrical supply was initially included in the original scope of the Water project. However due to fund constraints/additional civil works, work on the electrical supply was delayed and RMEK had to make special and urgent arrangements to fast track implementation of the electrical work. According to the established guidelines, for construction of Distribution Facilities (11kV and 33kV), there was no strict requirement to conduct Environmental Impact Assessment (EIA) including Initial Environmental Examination (IEE). However detailed studies were conducted to find the optimum way to provide electricity supply to plants of the water project for its commissioning. All requested supply points at 11kV distribution level were planned and designed without having any environmental impact as the 11kV lines were built on poles and running by the side of roads. However, special attention was given for the planning, design and construction of the 33kV tower line from Halabja substation to 2 Water project substations. As the line corridor (agricultural land and mountainous terrain) was very similar to the 132kV line corridor from Sulaimaniyah to Chwarta, all precautionary measures adopted in minimizing the environmental impact during the planning and design stage were used for this 33kV line.

(3) During implementation of the Project RMEK and UNDP established the Supervision Team in order to closely monitor the environmental impacts during the implementation. No protected areas had been selected and passed for the constructions along the line route and surrounding areas, as planned. The line started from the Halabja substation going through some of the farm land, waterlogged areas and then into mountainous area. There were some objections by farmers and the Regional Ministry of Agriculture (MOA) for the initial section of the line route. With close coordination with the local authority, Water Project staff, MOA and the farmers involved, final line route was obtained after several line deviations. Line route and line profile within the mountainous area was selected after careful study of the terrain, contours, and soil conditions of the area to minimize the possibility of slope failures and landslides in future. As considerable portion of the 33kV line construction was executed through a mountainous terrain, the contractor was advised to fully comply with the technical specification of the contract, particularly during excavation and backfilling of tower foundations. During the site supervision, the contractor was advised the following: To avoid excavation of extra-large tower foundations, make proper drain system for rainwater from the foundation sites, to do backfilling

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and compacting of soil for tower foundations strictly as per specifications and to make extensions and introduction of new retention walls for the foundations to stop soil erosion and to ensure stability of the tower foundation. Some of the above activities were also included into the minor defect list to ensure that all proper measures are taken to rectify them after the heavy rains expected within the defect liability period in order to minimize the environmental impacts. The Supervision team had regular visits to monitor the environmental impacts during construction. As a result, the project had not faced any significant issues during and after the implementation stage.

3. Summary of Check-points Items monitored and solved properly if any during implementation

Noise Vibration Dust Waste Subproject 4 ✔ ✔ ✔ ✔

Subproject 5 ✔ ✔ ✔ ✔

Subproject 6 Package 1 ✔ ✔ ✔ N/A Subproject 6 Package 2 Lot 1 ✔ ✔ ✔ N/A Subproject 7 ✔ ✔ ✔ ✔

(End)

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