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Community Contribution

Applying CLA to for More Reliable and Sustainable Electricity Services in Libya

Published
Authors
Valerie Gwinner
Description

Although Libya is rich in oil, the country is beset by electricity blackouts that deter economic growth and cause considerable public frustration. While causes include damaged infrastructure, delayed maintenance, and careless overconsumption, operational management issues at the state-owned General Electric Company of Libya (GECOL) also are at the heart of the challenges that hinder efficient electricity service provision and the long-term feasibility of the company. USAID’s Libya Public Financial Management project (LPFM) is collaborating with GECOL to set a course for more reliable, sustainable, and cost-effective electricity provision.

Conditions in Libya, shaken by war and instability, require a nimble approach and the ability to learn quickly from stakeholders on the ground. LPFM adopted a Complexity Aware Monitoring approach to CLA from the outset to maintain the flexibility needed for adjusting to constant changes and challenges. The approach relies on CONTINUOUS LEARNING and ADAPTIVE MANAGEMENT, based on performance information feedback loops that are synchronized with the pace of change, collaborative identification of lessons learned and best practices, and recurring pause and reflect sessions to analyze performance data and achievements. It includes intense EXTERNAL COLLABORATION with stakeholders on the ground, including by means of staff embedded directly within GECOL to enhance daily information sharing and feedback. This case study describes the development of the GECOL Billing and Collection Dashboard as a case example of how LPFM used a CLA approach to address commercial losses at GECOL and significantly enhance the company’s systems, operational capacity, and revenues to bring better electricity services to the people of Libya. It also illustrates how the CLA approach, and a “one team” data management system has enabled the project to shift responsibilities, leadership, and control to local (Libyan) staff, promoting in-country capacity and follow-through, within the project and among our key stakeholders at GECOL.

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