Ghana - EFOT (ECG)

Metadata Updated: June 15, 2021

The ECG Financial and Operational Turnaround (EFOT) Project is designed to improve ECG’s management and efficiency by introducing a private sector operator through a concession agreement, reducing outages and commercial and technical losses, and strengthening the distribution system. With a budget of nearly $340 million, EFOT is the largest project in the compact. The five main EFOT activities include: ECG Private Sector Participation (PSP) activity, Modernizing ECG Operations activity, ECG Commercial Loss Reduction activity, ECG Technical Loss Reduction activity, and ECG Outage Reduction activity. The performance evaluation of this project will focus on assessing the project’s implementation, progress toward achieving outcomes, and longer-term sustainability, including financial and grid-based outcomes. Within the EFOT project, we will investigate the utility’s financial and operational performance, investments in infrastructure maintenance and improvement, electricity supply quality and reliability, cost of service delivery, losses (technical, commercial, and collections), and the utility’s ability to serve as a credible off-taker under power purchase agreements (PPAs). We designed the performance evaluation of EFOT to address questions that fall into three broad categories: project objectives, implementation, and sustainability of the project. Implementation questions focus on the quality, fidelity, and timing of project implementation. Project objectives questions focus on whether the outcomes captured in the program logic were achieved, assuming the project was implemented according to plan. The sustainability questions delve into the long-term viability and longevity of these outcomes. Evaluation questions include: 1. Did the private sector operator result in improved reliability of power and improved financial health of the utility? 2. To what extent did the activities improve operational efficiency and the cost of distributing power? Is it possible to identify which interventions are the most effective? 3. Did technical and commercial losses, power quality, and reliability improve? Do stakeholders perceive that these changes resulted from compact investments versus other investments or policy changes? 4. Were projects activities implemented as designed? How did implementation (in terms of objectives, activities and beneficiaries) deviate from the original logic driving the investment, and why? How did changes in implementation affect project performance? What were the implementation successes and challenges? Did the PSP transaction reach financial close by the required deadline (end of Year 2 of the Compact)? Was a qualified firm identified, recruited, and brought on board who could improve ECG’s financial and operational performance by end of Year 2? What are the lessons learned from the process? 5. Did the private sector operator leverage its own resources to make appropriate upgrades to the distribution system? 6. How did the new management information systems and the other foundational investments affect the operational efficiency and cost of distributing power for the utility? 7. Did the semiannual review process or other high-level stakeholder engagement contribute to progress on key reform milestones and outcomes? If so, how? 8. Were improvements in project outcomes sustained after the end of the compact? What sustainability planning was done during implementation, and why? What are the critical institutional factors that affected their sustainability? 9. Did the financial health of the utility stabilize over the life of the compact and after the compact was finished? Were improvements driven primarily by tariff increases or by other project activities? If there are no improvements or improvements are minimal, why?

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Metadata Created Date November 12, 2020
Metadata Updated Date June 15, 2021

Metadata Source

Harvested from MCC Data.json

Additional Metadata

Resource Type Dataset
Metadata Created Date November 12, 2020
Metadata Updated Date June 15, 2021
Publisher Millennium Challenge Corporation
Unique Identifier Unknown
Identifier DDI-MCC-GHA-IE-ENERGY-EFOT-2019-v01
Data Last Modified 2019-08-07
Public Access Level public
Bureau Code 184:03
Metadata Context
Schema Version
Catalog Describedby
Harvest Object Id 47fbcedb-0a1c-4037-a207-cd46401038af
Harvest Source Id 23cd936b-e509-46f3-af7f-71c4ab01a514
Harvest Source Title MCC Data.json
Homepage URL
Program Code 184:000
Source Datajson Identifier True
Source Hash 71e9c00027ad5f2c8bca64e279943d77e02c1a8c
Source Schema Version 1.1

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