- Evaluation Plan:
- 2021-2025, Kazakhstan
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 06/2021
- Completion Date:
- 05/2021
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 29,000
De-risking Renewable Energy Investment
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TOR_MTE.pdf |
tor | English | 1060.17 KB | Posted | 807 |
| Midterm Review DREI.pdf |
report | English | 1477.69 KB | Posted | 894 |
| Title | De-risking Renewable Energy Investment | ||||||||||||||
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| Atlas Project Number: | 00097249 | ||||||||||||||
| Evaluation Plan: | 2021-2025, Kazakhstan | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 05/2021 | ||||||||||||||
| Planned End Date: | 06/2021 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Goal |
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| SDG Target |
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| Evaluation Budget(US $): | 29,000 | ||||||||||||||
| Source of Funding: | Project | ||||||||||||||
| Evaluation Expenditure(US $): | 17,000 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | Yes
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| Key Stakeholders: | |||||||||||||||
| Countries: | KAZAKHSTAN |
| Lessons | |
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| Findings |
| Recommendations | |
|---|---|
| 1 | Recommendation A1: Reconsider split project management arrangement and make the shift to a full-time PM. |
| 2 | Recommendation A2: Prepare a plan for improved and accelerated project implementation with the Country Support Team. Budget ambitiously in order to remedy disbursement delivery shortfalls |
| 3 | Recommendation A3: Secure definitive documentation of delivered co-financing immediately, and again for the Terminal Evaluation |
| 4 | Recommendation A4: Revise the project Risk Log in light of the COVID-19 crisis, thoroughly revise proposed countermeasures, and make these countermeasures a central part of project strategy and activities. |
| 5 | Recommendation A5: Consider applying for a no-cost extension of the project period (up to 12 months, plus 6 months because of COVID-19) if more time is needed to adopt legislation (Component 2), implement financial mechanisms (Component 3), and spend project grant funds |
| 6 | Recommendation B1: Close the Project's activity on the site-specific auction mechanism Component 1, but ensure effective knowledge-sharing by preparing a lessons learned study and possibly a short lessons learned video, to be distributed via web-based channels, UNDP knowledge-sharing networks including via the global DREI initiative, and partner agencies. |
| 7 | Recommendation C1: Develop and implement measures to enhance political will for adoption of the legislative amendments, while also supporting building code revisions as an alternative or supplemental policy de-risking tool |
| 8 | Recommendation C2: Expand the Project's communications and outreach, including execution of a project-wide lessons-learned report and final conference |
| 9 | Recommendation D1: Immediately develop detailed market research (including investment risk analysis based on DREI methodology) on selected small-scale RE technologies, business models for their delivery and use, and potential numbers of implementer |
| 10 | Recommendation D2: Use the market research conducted under recommendation D.1 to establish priorities for promotion, as well as customization and delivery of incentives for selected technologies and business models |
Management Response Documents
1. Recommendation:
Recommendation A1: Reconsider split project management arrangement and make the shift to a full-time PM.
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation and will immediately recruit a full-fledged Project Manager for the project.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A1.1. Revise existing Terms of Reference of the Project Manager to manage only UNDP/GEF De-risking Renewable Energy Investment”
[Added: 2021/05/29] |
UNDP CO | 2021/03 | Completed |
2. Recommendation:
Recommendation A2: Prepare a plan for improved and accelerated project implementation with the Country Support Team. Budget ambitiously in order to remedy disbursement delivery shortfalls
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation. and will as soon as possible develop a plan for accelerated delivery to remedy disbursement delivery shortfalls, and will be reflected in AWP 2021. Key Activities Timeframe
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A2.1. Preparing a plan for improved and accelerated project implementation
[Added: 2021/05/29] |
Project Manager, Chief Technical Advisor, under the guidance of the GEF Portfolio Manager and RTA | 2021/03 | Completed |
3. Recommendation:
Recommendation A3: Secure definitive documentation of delivered co-financing immediately, and again for the Terminal Evaluation
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation. The project will take immediate steps to file all co-financing letters initially committed at the project's design stage. The project will conduct a regular calculation and put a tracking mechanism in place to track expenditures under co-finance contributions.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A3.1. The project will track all co-finance commitments from project design stage and establish a system for regularly (bi-annually) updating expenditures
[Added: 2021/05/29] [Last Updated: 2021/07/15] |
Project Manager, CTA, Resources Monitoring and M&E Associate | 2021/06 | Completed | The project has established a co-finance control form that tracks the expenditures of those committed national partner organizations. This was form was approved by the project board. The project collects those co-financial expenditures at each quarter level and reports to the national project director and PBM members in either annual or biannual frequencies. This, way the project maintains all those cofinance delivery information under control. History |
4. Recommendation:
Recommendation A4: Revise the project Risk Log in light of the COVID-19 crisis, thoroughly revise proposed countermeasures, and make these countermeasures a central part of project strategy and activities.
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation. The project will keep the risk log updated, given the ubiquitous effect of COVID-19. The project team will assess the risks, level of exposure, and development of the coping strategy to implement the project activities successfully
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A4.1. Revision of the project Risk Log in light of the COVID-19 crisis and keep risk log updated in Atlas regularly
[Added: 2021/05/29] [Last Updated: 2021/12/30] |
Project Manager, Chief Technical Advisor,Task Leaders, Programme Associate | 2021/12 | Completed | The risk log is updated History |
5. Recommendation:
Recommendation A5: Consider applying for a no-cost extension of the project period (up to 12 months, plus 6 months because of COVID-19) if more time is needed to adopt legislation (Component 2), implement financial mechanisms (Component 3), and spend project grant funds
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation. The extension will be requested, following established UNDP-GEF procedures.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| A5.1. Based on Accelerated Delivery Plan, work out exact timeframes and implementation strategy for adopting legislation, implementing financial
mechanisms
[Added: 2021/05/29] |
Project Manager Chief Technical Advisor | 2021/03 | Completed |
6. Recommendation:
Recommendation B1: Close the Project's activity on the site-specific auction mechanism Component 1, but ensure effective knowledge-sharing by preparing a lessons learned study and possibly a short lessons learned video, to be distributed via web-based channels, UNDP knowledge-sharing networks including via the global DREI initiative, and partner agencies.
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| B1.1. Hire a consultant for conducting a lessons-learned study on site-specific auctions under Component 1
[Added: 2021/05/29] [Last Updated: 2021/07/15] |
Project Manager Chief Technical Advisor | 2021/06 | Completed | The international consultant was hired and conducted the analysis of RE auctions framework. The analysis based on a practice of conducting RE auction globally, also Kazakhstan’s achievements in the field. Taking into account further improvement of RE’ auction architecture as well as learning curve of RE technologies cost, it is widely discussing to switch from site specific/technology specific auctions to technology neutral auction where all types of technologies (traditional, renewables) are competing. The recommendation on further improvement of the local auction architecture provided to the Ministry of Energy. History | |
| B1.2. Refine the project’s communication strategy with a comprehensive multi-year action plan, including development of communications products on site specific auctions (videos, etc.) for broad dissemination.
[Added: 2021/05/29] |
Project Manager CO Communications Specialist | 2021/03 | Completed |
7. Recommendation:
Recommendation C1: Develop and implement measures to enhance political will for adoption of the legislative amendments, while also supporting building code revisions as an alternative or supplemental policy de-risking tool
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation; The project will design measures and enhance interaction with key national stakeholders to facilitate better understanding, ownership and potical will for adoption of proposed amendments, particularly those concnerning subsidies. Following parliamentary elections in January, 2021 new Parliament has been formed - the project will work closely with new MPs, Ministry of Energy, national grid operators, and other stakeholders in pursuing legislative amendments in the RE sector.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| C1. 1. Strengthen the workplan of the project for 2021 with support on lawmaking process, additional research and advocacy, as well as workshops and consultations with
key national stakeholders to raise awareness about anticipated policy and legislative amendments in the RE sector
[Added: 2021/05/29] |
Project Manager Chief Technical Advisor Task Leaders | 2021/03 | Completed |
8. Recommendation:
Recommendation C2: Expand the Project's communications and outreach, including execution of a project-wide lessons-learned report and final conference
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation. The project will update its communications and outreach strategy and action plan (see B1.2), and include preparation of a lessons-learned report and final conference in its final year of implementation
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| C2.1. Include preparation of a lessons-learned report and final conference into project’s final year of implementation
[Added: 2021/05/29] |
Project Manager | 2023/03 | Initiated |
9. Recommendation:
Recommendation D1: Immediately develop detailed market research (including investment risk analysis based on DREI methodology) on selected small-scale RE technologies, business models for their delivery and use, and potential numbers of implementer
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation The project will provide tailored support through a two-phased approach to the following technologies: heat pumps and solid biomass fuel. The project works on a broader strategy regarding market research and support tailoring in a holistic way. The outputs of technical contract to date (for instance, Development of Minimum Requirements for the Application of Renewable Energy Technologies in Civil Engineering Facilities, etc.) will be used and will inform the proposed market research.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| D1.1. Development of a detailed market research as a basis for tailoring support measures to a different types of small-scale RES
[Added: 2021/05/29] [Last Updated: 2021/10/19] |
Project Manager Chief Technical Advisor | 2022/07 | Initiated | Terms of Reference for this service was finalized and agreed by GEF review team at the end of May 2021. It is expected that all procurement procedures will be completed in November 2021. Taking into account necessary time to accomplish the research (8 months) the expected date of key action completion is July 2022. History |
10. Recommendation:
Recommendation D2: Use the market research conducted under recommendation D.1 to establish priorities for promotion, as well as customization and delivery of incentives for selected technologies and business models
Management Response: [Added: 2021/05/29]
UNDP agrees with this recommendation
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| D2.1. Based on findings under market research (D.1.1), establish priorities for promotion, customization and delivery of incentives for selected technologies and business models
[Added: 2021/05/29] [Last Updated: 2021/12/01] |
Project Manager Chief Technical Advisor | 2022/09 | Initiated | As completion date for key action D.1.1 (Development of a detailed market research as a basis for tailoring support measures to a different types of small-scale RES) has been changed to July 2022,this key action is planned to be completed by September 2022 History |