Mid-term Review for Energy Efficiency Improvement in Public Sector Buildings in China (PSBEE)

Report Cover Image
Evaluation Plan:
2021-2025, China
Evaluation Type:
Mid Term Project
Planned End Date:
12/2021
Completion Date:
12/2021
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
38,000

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Title Mid-term Review for Energy Efficiency Improvement in Public Sector Buildings in China (PSBEE)
Atlas Project Number: 00087742
Evaluation Plan: 2021-2025, China
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 12/2021
Planned End Date: 12/2021
Management Response: Yes
Focus Area:
  • 1. Poverty
  • 2. Sustainable
  • 3. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 2. Output 2.1.1 Low emission and climate resilient objectives addressed in national, sub-national and sectoral development plans and policies to promote economic diversification and green growth
SDG Goal
  • Goal 7. Ensure access to affordable, reliable, sustainable and modern energy for all
  • Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
SDG Target
  • 7.3 By 2030, double the global rate of improvement in energy efficiency
  • 7.a By 2030, enhance international cooperation to facilitate access to clean energy research and technology, including renewable energy, energy efficiency and advanced and cleaner fossil-fuel technology, and promote investment in energy infrastructure and clean energy technology
  • 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
Evaluation Budget(US $): 38,000
Source of Funding:
Evaluation Expenditure(US $): 33,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Francisco Arango Lead consultant
Sang Jing National consultant
Gao Enyuan National consultant
GEF Evaluation: Yes
GEF Project Title: Energy Efficiency Improvements in Public Sector Buildings in China (PSBEE)
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 6930
PIMS Number: 5395
Key Stakeholders: UNDP, MOHURD,GEF
Countries: CHINA, PEOPLE'S REPUBLIC
Lessons
Findings
Recommendations
1

Request UNDP and the GEF secretariat a 12-month no-cost extension of the project implementation period.

2

Complete an urgent and comprehensive review of the scope, budget and monitoring procedures of each demonstration project selected under outputs 3.1.5. and 3.2.2.

3

Formulate an updated project strategy to remove financial barriers for the adoption of EC&CC and LC technologies and practices in public buildings and present it to the PSC for formal approval.

4

Prepare a detailed monitoring plan and submit it for approval by the PSC.

5

Improve the process for proposing, approving, and documenting changes to the project scope.

6

Improve the process for documenting and accounting for co-financing contributions from project partners, especially from private sector stakeholders.

7

Prepare and adopt an exit strategy that contributes to reducing risks to the sustainability of project results.

8

Recruit a part-time international chief technical advisor (ICTA) to provide strategic guidance and support to the PMO and key stakeholders. The ICTA could be a member of the PMO (ideally) or an international consultant tasked with providing ICTA services.

9

Strengthen the oversight function of UNDP and their role supporting project teams monitoring and reporting project progress.

10

Improve public access to project information and expand the scope and reach of activities to disseminate project products and information.

11

Enhance partnerships with local (provincial, county, and municipal) governments of jurisdictions where there are public buildings managed by MOHURD.

12

Renew efforts to build partnership with line ministries and bureaus at central and local levels, especially education and health authorities.

13

Ensure that adequate mechanisms (including institutional and financial arrangements) are in place to ensure that energy efficiency standards will continue to be updated periodically.

14

Prepare a comprehensive and well-written project completion report.

Management Response Documents
1. Recommendation:

Request UNDP and the GEF secretariat a 12-month no-cost extension of the project implementation period.

Management Response: [Added: 2022/02/27]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1 PMO will apply for extension for the project.
[Added: 2022/02/27] [Last Updated: 2022/08/21]
PMO/IP, PSC, and UNDP 2022/08 Completed Per communications with our colleagues, the extension has been applied and is pending at HQ's end. History
2. Recommendation:

Complete an urgent and comprehensive review of the scope, budget and monitoring procedures of each demonstration project selected under outputs 3.1.5. and 3.2.2.

Management Response: [Added: 2022/02/27]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMO will arrange a comprehensive review of the scope, budget and monitoring procedures of each demonstration project selected under outputs 3.1.5. and 3.2.2 and make necessary corrections. An independent consultant will be hired to assist with the procedure.
[Added: 2022/02/27] [Last Updated: 2022/05/23]
PMO and UNDP 2022/05 Completed Per communications with our colleagues, this has been completed. History
3. Recommendation:

Formulate an updated project strategy to remove financial barriers for the adoption of EC&CC and LC technologies and practices in public buildings and present it to the PSC for formal approval.

Management Response: [Added: 2022/02/27]

Partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 PMO will formulate an updated project strategy on financial barrier removal.PMO will focus on activities delivering “output 3.1.4 Designed market-based financing of new EC&EE and LC technology (system and product) applications”, which will be used to record and verify the identified demonstrations of market-based financing mechanism.
[Added: 2022/02/27] [Last Updated: 2022/06/27]
PMO 2022/06 Completed Per our communications with our colleagues, this key action has been completed. History
4. Recommendation:

Prepare a detailed monitoring plan and submit it for approval by the PSC.

Management Response: [Added: 2022/02/27]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 PMO will formulate a detailed monitoring plan and submit it for approval by the PSC, including (1) the approach and methodology for the calculation of incremental GHG emissions and emissions reductions attributable to the demonstration projects and to their replication effects, (2) baseline and calculation method for the estimation of fuel savings to be reported under the first indicator of the project ´ s objective: “Cumulative fossil fuel savings due to project intervention”, (3) “ No. of new jobs created with the application of EC&EE technologies and techniques in the public buildings sector in China”.
[Added: 2022/02/27] [Last Updated: 2022/03/25]
PMO 2022/03 Completed Per colleagues, this key action is completed. History
5. Recommendation:

Improve the process for proposing, approving, and documenting changes to the project scope.

Management Response: [Added: 2022/02/27]

Partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 PMO has been strictly following formal procedures on reporting and documenting on project implementation. PMO will continue to strengthen the communication with UNDP, PSC and all related parties to make sure all the stakeholders are on the same page with project implementation. For all the changes that have been agreed on mutually by PMO and UNDP but not well documented during the inception stage, a memo will be submitted to PSC for documenting.
[Added: 2022/02/27] [Last Updated: 2022/11/29]
PMO 2022/12 Completed Per communications with our colleagues, this has been completed. History
6. Recommendation:

Improve the process for documenting and accounting for co-financing contributions from project partners, especially from private sector stakeholders.

Management Response: [Added: 2022/02/27] [Last Updated: 2022/02/27]

Reject

PMO has made comments on co-financing conclusion in the draft of MTR report, as the following: (1) According to the ProDoc, the project activities are 100% financed by GEF grant, and the cofinancing funds from government and private sector are not included in the consolidated project financial statements; (2) GEF requires to report the availability of co-financing contribution, but doesn’t specifically require MTR team to investigate all accounting books and contracts related to non-GEF grant, or to take the investigation result as the sole evidence; (3) so, considering risks and project management cost, PMO has confirmed with relevant governments/private sector that the detailed list of co-financing contribution meeting GEF requirement could be regarded as the evidence of co-financing. Except for a few exceptions, PMO has not refused to provide co-financing evidence to MTR team with the excuse of confidentiality. Figure corrections which PMO has stated before but still not be corrected: Actual Expenditures recorded in Component 2 and Component 3 (P52) should be 549,472.39 and 474,446.33 respectively. (2) The accumulated expenditure until December 2020 (P51) should be “ 3737119.94”, and ”93%” should corrected to be ”95%”,”72%” should corrected to be”77%”.

Key Actions:

7. Recommendation:

Prepare and adopt an exit strategy that contributes to reducing risks to the sustainability of project results.

Management Response: [Added: 2022/02/27]

Partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 PMO has started to prepare the exit strategy, including: (1) apply for a second term of the project, improve strategy on barrier removal; (2) prepare and implement project promotion plan based on output 3.2.4; operation of training centers.
[Added: 2022/02/27] [Last Updated: 2022/03/25]
PMO 2022/03 Completed Per colleagues, this key action is completed. History
8. Recommendation:

Recruit a part-time international chief technical advisor (ICTA) to provide strategic guidance and support to the PMO and key stakeholders. The ICTA could be a member of the PMO (ideally) or an international consultant tasked with providing ICTA services.

Management Response: [Added: 2022/02/27]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1 PMO will recruit a part-time international chief technical advisor (ICTA)
[Added: 2022/02/27] [Last Updated: 2022/05/23]
PMO, UNDP 2022/05 Completed Per communications with our colleagues, this has been completed. History
9. Recommendation:

Strengthen the oversight function of UNDP and their role supporting project teams monitoring and reporting project progress.

Management Response: [Added: 2022/02/27]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1 UNDP will continue to strengthen the oversight function of UNDP and their role supporting project teams monitoring and reporting project progress.
[Added: 2022/02/27]
UNDP, PMO 2023/12 Initiated
10. Recommendation:

Improve public access to project information and expand the scope and reach of activities to disseminate project products and information.

Management Response: [Added: 2022/02/27]

Reject

Actually PMO has regarded this as a key part of work and except for establishing training centers, already taken active actions including organizing seminars/workshops, posting exellent cases on wechat account and other social medias, making experience summary and publication plan, which could all help improve public access to project information.

Key Actions:

11. Recommendation:

Enhance partnerships with local (provincial, county, and municipal) governments of jurisdictions where there are public buildings managed by MOHURD.

Management Response: [Added: 2022/02/27]

Partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1 Since the project inception, PMO has been committed to newly establishing partnership with local governments. Up to now, PMO has successfully developed partnership with relevant authorities of Qingdao and Tianjin. Next PMO will continue to develop partnership with local authorities where the demonstrations are based.
[Added: 2022/02/27]
PMO 2023/12 Initiated
12. Recommendation:

Renew efforts to build partnership with line ministries and bureaus at central and local levels, especially education and health authorities.

Management Response: [Added: 2022/02/27]

Partially agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1 When MOHURD was identified as the new IP of PSBEE project, there was no adequate time to newly establish partnership with line ministries and bureaus at central and local levels. PMO will continue to reach out and develop partnership with relevant ministries and bureaus at all levels.
[Added: 2022/02/28]
PMO 2023/12 Initiated
13. Recommendation:

Ensure that adequate mechanisms (including institutional and financial arrangements) are in place to ensure that energy efficiency standards will continue to be updated periodically.

Management Response: [Added: 2022/02/28]

Reject

PMO has considered the sustainable updating and application of standards when selecting outsourcing institutes for this assignment. That’s why China Academy of Building Sciences was selected. Their rich experience in drafting standards and complete updating mechanism could ensure the standards could be kept updated.

Key Actions:

14. Recommendation:

Prepare a comprehensive and well-written project completion report.

Management Response: [Added: 2022/02/28]

Agree

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1 PMO will summarize project results on time, promote excellent cases and successful experiences by reports or theme publication.
[Added: 2022/02/28] [Last Updated: 2022/04/18]
PMO 2022/04 Completed The key action is completed. Below is evidence (available in Chinese only): https://mp.weixin.qq.com/s?__biz=MzAwMDE1Nzk2Nw==&mid=2651087647&idx=1&sn=d2d24b662034b0b26ee4705015efa83d&chksm=811df37fb66a7a691dd81dbdb62bbc8566a4ffea938a89d0d375a9ccea324ebe7dc22ac90e1e&mpshare=1&scene=1&srcid=0419khtHPpJ0gYg7aoaoHMGK&sharer_sharetime=1650337308363&sharer_shareid=45fd8342b834e5aeee5ff86395b47bc5&exportkey=A9mhRlSrXycO%2Bf5PyqvBZIw%3D&acctmode=0&pass_ticket=JpoV7Wttp4Zp0UOH%2BjuN8xxr%2FGAs2LikiAI4qkuueMy06h25mPFJv6BPn3H9M111&wx_header=0#rd https://mp.weixin.qq.com/s?__biz=MzAwMDE1Nzk2Nw==&mid=2651089071&idx=2&sn=7309421c15a8cac2f22fbcd0298992bc&chksm=811df8cfb66a71d9a84c6fcfa6c72c8daae044624f0ee0a1556a174ebe8be0458c48d87626b0&mpshare=1&scene=1&srcid=0419R8z6aWmK7gPx3rB0YXpd&sharer_sharetime=1650337297965&sharer_shareid=45fd8342b834e5aeee5ff86395b47bc5&exportkey=Ay1km48zEw3dtX8Rw448uX8%3D&acctmode=0&pass_ticket=JpoV7Wttp4Zp0UOH%2BjuN8xxr%2FGAs2LikiAI4qkuueMy06h25mPFJv6BPn3H9M111&wx_header=0#rd https://mp.weixin.qq.com/s?__biz=MzAwMDE1Nzk2Nw==&mid=2651087868&idx=3&sn=645dcd8093e04b10ef475ddafa9ac3b4&chksm=811df39cb66a7a8a1ae54c8f0378832b072debd4ea38d0ab89f8adadfd3c7d1514af9a4fb49f&mpshare=1&scene=1&srcid=0419X2KHb5Mh1QuNZj78K2A9&sharer_sharetime=1650337288938&sharer_shareid=45fd8342b834e5aeee5ff86395b47bc5&exportkey=A92BnqOA09OscSAwnfH3quU%3D&acctmode=0&pass_ticket=JpoV7Wttp4Zp0UOH%2BjuN8xxr%2FGAs2LikiAI4qkuueMy06h25mPFJv6BPn3H9M111&wx_header=0#rd https://mp.weixin.qq.com/s?__biz=MzAwMDE1Nzk2Nw==&mid=2651088309&idx=1&sn=18558ac758dd749821c7a0f8fee8c8cf&chksm=811df5d5b66a7cc34236f58cf66239fd000dd3c58e97d280175160de02054971da799485d16f&mpshare=1&scene=1&srcid=0419zoLgwRnbUYZJIzrPYs1g&sharer_sharetime=1650337247087&sharer_shareid=45fd8342b834e5aeee5ff86395b47bc5&exportkey=A5DRlyiAjJ9NHSgVixgAxv4%3D&acctmode=0&pass_ticket=JpoV7Wttp4Zp0UOH%2BjuN8xxr%2FGAs2LikiAI4qkuueMy06h25mPFJv6BPn3H9M111&wx_header=0#rd https://mp.weixin.qq.com/s?__biz=MzAwMDE1Nzk2Nw==&mid=2651087987&idx=1&sn=aed5c41a9c28ac9c34e9afd4006bc2bc&chksm=811df413b66a7d058a8d672e884884e5ef824ed75ef0e8f3fe2c33430697a5f16380f860bc0d&mpshare=1&scene=1&srcid=04194NVwVz9mQbZYkXGyaGSD&sharer_sharetime=1650337279822&sharer_shareid=45fd8342b834e5aeee5ff86395b47bc5&exportkey=A3KQYmH47EfZ8Ui7CpX2xqE%3D&acctmode=0&pass_ticket=JpoV7Wttp4Zp0UOH%2BjuN8xxr%2FGAs2LikiAI4qkuueMy06h25mPFJv6BPn3H9M111&wx_header=0#rd History

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