Chapter 5. Operations Plan 5.1. Operations Process Mapping
The operation lasts 12 months.
Table 17: Operation Process
Stage Steps Description Responsible
Targeting
1 month
Check information on electricity coverage and rural electrification plan
Quantify the number of families lacking access to electricity, and target the communities.
Executive Director
Screening of potential client
Assess willingness to get involved in a PV project.
Executive Director Prepare proposal Draft a blueprint with key information
(number of families, specific communities, total budget, timeline, social objectives, and strategies of implementation).
Approach potential client Send a mail and schedule a meeting.
Show the benefits of solar energy, explain schedule and budget.
Show a demo module.
Drat it taking into account the terms and conditions discussed in the meeting.
Monitor its progress.
In a public ceremony. Executive
Director Collection first deposit
(50%)
And then deposit into the Bank account. Admin &
Financial
At least 2 quotations.
Decide the best supplier. Double check quality standards and national rules. Assess the time it takes to be sent to Peru.
Executive Director
Purchase Money transfer (100%) Admin &
Financial
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Store in warehouse Double check conditions. Admin &
Financial Manager
Implemen-tation
4 months
Hire & train local technician (promoter)
According to terms of reference to be drafted. Eng. Manager
Approach village authorities
Explain the purpose, timeline and community involvement.
Produce the content, contract local radio stations, broadcast them.
Showcase samples of solar home systems.
Executive Director
Local Technician Registration of end users According to criteria to be drafted. Local
Technician
Training to end users On-site training. Local
Technician Collection/double check
of local contribution
Equivalent to US$ 50 and the list of items to be purchased by the home-owner.
Local Technician Installation Following guidelines to be drafted. Eng. Manager,
Local Technician.
Test To make sure that there is no installation problems.
Local Technician, Collection 50% deposit When the project is completed. Admin &
Financial Manager Opening ceremony With representative of customers. Executive
Director & Eng.
Manager Post Service
/ Follow up
2 months
Evaluation Assessment of the work done in the village. Executive Director & Eng.
Manager Report to customer Technical and financial report. Executive
Director Report to the society Press release, video and social media. Executive
Director
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5.2. Research and Development
It will allow continual product development, improvement and responsiveness to the changing conditions of the market and technology. Expenses associated to it will be budgeted separately. New ideas will be tested as a pilot project and if there is evidence of success, it will be scaled up and will become part of our product portfolio. In some cases, proposal will be submitted to foundations, NGOs and funding partners who sponsor innovation in the renewable energy sector. Documents will contain projected costs, technical assistance needed, development of prototypes, further studies, product tests, etc. The following is a list of probable ideas of new product development:
Pay as you go Solar Home System: Although the solar home system will be the “star”
of our product line. The social enterprise proposes to introduce a pilot project of “pay as you go solar home systems” which will work with a device attached to the charge controller that works with prepaid cards bought from local electrician (business partners in the future). A family that reaches a total consumption of US 100, at any time, will be able to unlock the system and become the owner of the solar home system. With the pay as you go system we will be able to avoid the upfront payment which is a barrier for a mass adoption of solar home systems. By validating this model which makes the solar home system more affordable Inti-Power will be able to access to previously untapped market with a revolutionary product.
Portable Solar Home System: In the market exists this kind of products, however its effectiveness has not been tested yet. It is mainly used for camping because its power output is limited since it works with a solar module of 15Wp or 40Wp. It comes with a controller, battery, and an inverter to 220V output inside a metallic or plastic box, plus USB cables for charging cell phones, and some LED bulbs. Its price in Taiwan is approximately US$ 110. Although its portability works as its advantage, it may become its disadvantage in the rural area where it could be easily stolen. The lower power output and 220V output may lead to overuse and continuous discharge of the battery, which may affect its longevity. Therefore a pilot test could be suitable. There is a supplier already identifies for this: Martac Enterprises Ltda., based in Taoyuan www.martac.com.tw, which belongs to a former Imba fellow Adolfo Aguilar. See Appendix 8 for a couple of samples of this product.
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employment by moving upstream in the value chain. An important finding that emerged from photovoltaic experiences is that there are more viable opportunities further upstream (module manufacturing locally by purchasing photovoltaic cells). By partnering with public bodies that foster innovation, this could be a possibility to explore in the long run. The efficiency lost in the production of solar modules may be compensated with skills and jobs created locally.Important: We have not considered R&D and grants in the financials, for not distorting the financial performance of the enterprise. They will have their own budget as a separated proposal.
5.3. Equipment and vehicle
We will purchase two solar modules for the demo to prospective clients.
From year 2 we will consider to invest in a vehicle 4X4 pick up which will be useful for operational efficiency since the solar home systems are installed in sometimes-inaccessible rural areas.
5.4. Social Impact Assessment and Monitoring Systems
5.4.1. Base Line StudiesPromoting development in disadvantaged populations through a social enterprise is a means to have a deep positive impact on their lives. Measuring social impact is important for managers to evaluate effectiveness in reaching enterprise social goals.
Therefore we will develop a baseline study to measure end users condition before they partake in the social enterprise program. Questionnaires, and interviews may be used to capture responses and ensure we are getting an accurate picture. This task will be performed by the technician.
5.4.2. Case Studies
Stories of families who improved their living conditions will be published in our website, social media and other promotional vehicles. It will give to our clients a human face and
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story and challenges of our social enterprise vivid to a larger audience. Case studies serve dual purposes: anecdotal measures of impact for our customers, and as marketing and public relations vehicles. Case studies also validate statistical data. This information will be collected when visiting villages as part of the monitoring and evaluation process.
I will be done by the Engineering Manager or Executive Director.