Report of Indian Institute of Public Administration ... - Ministry of Power

State Reports (Vol.-III)
Study on `Impact of Restructuring of SEBs’
The Commission has notified 16 regulations as per the EA, 2003. The
regulations covered areas like procedure, terms and conditions for distribution
license, intra-state trading license, intra-State transmission license, terms and
conditions for Open Access, licensees standard of performance, grid code
regulations, meter code, etc.
At present, the staff strength of the Commission is 22 (including officers). Most
of these officers are on deputation from ASEB and other offices of the State
Government. Some have been appointed on contractual basis.
The Commission should have its own cadre and well-defined
organisational structure if it has to function effectively.
12 FINDINGS AND RECOMMENDATIONS
12.1 Post-Reform Performance
The power utilities in Assam after restructuring of ASEB were incorporated
under the Companies Act, 1956 in October 2003. The appointment of
managing directors was notified in February 2005 as per recommendations of
the Selection Committee. The First Transfer Scheme under the Assam
Electricity Reforms was notified in December 2004. The orders for the terminal
benefits as well as the tripartite agreement with the unions and the associations
of engineers was issued in February 2005. It is evident from these steps that
2005-06 was the first year of transition. The bulk purchase of power from the
generators and supplying it to the DISCOMs is still being carried on by ASEB.
Similarly, the AEGCL is carrying on transmission of electricity within and
from outside the State as was being done by the transmission wing of the
erstwhile ASEB. The main difference is in their working as a corporate entity
and identified accountability. There is an awareness that the managements are
responsible and have to show improvement in their working as compared to the
pre-reform period. The filing of tariff petitions for approval of rates for their
specific activities is a key area for judging the performance. The speed in
decision-making in the post-reform period is better. The marginal improvement
in the energy sold and turnover has also increased. The management of
separate cadres for each of the restructured entities will pose a challenge with
limited opportunities for growth. The induction of qualified personnel from the
market is a key issue to be resolved.
8.18