Energy Efficiency FSP 50819

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Evaluation Plan:
2006-2010, Belarus
Evaluation Type:
Project
Planned End Date:
08/2009
Completion Date:
08/2009
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
1,400

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Title Energy Efficiency FSP 50819
Atlas Project Number:
Evaluation Plan: 2006-2010, Belarus
Evaluation Type: Project
Status: Completed
Completion Date: 08/2009
Planned End Date: 08/2009
Management Response: Yes
Focus Area:
  • 1. Crisis Prevention & Recovery
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 1,400
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Roland Wong and Sergey Gotin Team Leader
GEF Evaluation: Yes
Evaluation Type:
Focal Area:
Project Type:
GEF Phase: GEF-null
PIMS Number:
Key Stakeholders:
Countries: BELARUS, REPUBLIC OF
Comments: Mid-term project evaluation
Lessons
Findings
Recommendations
1 Focus on strengthening implementation of EE investment plans between state enterprises, ESCOs and commercial banks, and building a pipeline of projects that can be implemented after the GEF project is complete.
2 To drop further efforts on developing incentives and bonuses for staff to increase EE investments with state budgetary organizations, and re-allocate resources to strengthen the pilot demonstration of ?simple partnership agreements? (SPAs) between ?quasi-state? budgetary organizations and ESCOs.
3 Follow-up on the legalization of the Energy Center and produce a strategic plan to identify other areas of EE expertise that it will develop and model for revenue generation.
4 Continuation of training of energy auditors and energy business planners.
5 To reset outcomes and targets as specified in the MTE report to improve management of the Project.
6 It is also recommended by the MTE Team that if available, the Project should use competent external assistance to accelerate implementation.
7 Project staff should closely monitor EE investments developed using allocated Project resources.
8 Project extension should only be considered if necessary.
1. Recommendation: Focus on strengthening implementation of EE investment plans between state enterprises, ESCOs and commercial banks, and building a pipeline of projects that can be implemented after the GEF project is complete.
Management Response: [Added: 2011/02/14]

Noted. The following actions were planned: To build partnerships with potential investors Throughout project implementation PMU To develop feasibility studies for at least three biggest investment projects in addition to business plans to ensure investors? interest to invest Throughout project implementation PMU To conduct energy audits and prepare business plans to finalize a new EE Investment Programme Deadline ? 4th quarter 2011 PMU

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To build partnerships with potential investors
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
To develop feasibility studies for at least three biggest investment projects in addition to business plans to ensure investors? interest to invest
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
To conduct energy audits and prepare business plans to finalize a new EE Investment Programme
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
2. Recommendation: To drop further efforts on developing incentives and bonuses for staff to increase EE investments with state budgetary organizations, and re-allocate resources to strengthen the pilot demonstration of ?simple partnership agreements? (SPAs) between ?quasi-state? budgetary organizations and ESCOs.
Management Response: [Added: 2011/02/14]

Output 1.3 on issuing incentives to staff is removed from the Logical framework.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To remove output 1.3 from the work plan 2011
[Added: 2011/02/14]
PMU, UNDP, EED 2010/12 Completed
3. Recommendation: Follow-up on the legalization of the Energy Center and produce a strategic plan to identify other areas of EE expertise that it will develop and model for revenue generation.
Management Response: [Added: 2011/02/14]

Noted. The International Energy Center is established as Closed Joint Stock Company with 4 shareholders. Further follow-up measured are envisaged in the revised Logframe and work plans

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To provide legal support to the Energy Center including statute, provisions for Board of Directors, etc.
[Added: 2011/02/14] [Last Updated: 2011/04/15]
PMU 2010/12 Completed
To develop a mid-term strategy and action plan with additional areas for Center?s activities
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
To build contacts with energy saving institutions and similar organizations (energy centers, ESCOs)
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
4. Recommendation: Continuation of training of energy auditors and energy business planners.
Management Response: [Added: 2011/02/14]

Noted. The following actions were planned: To prepare training materials, curriculum for technical training workshops and guidelines on energy auditing in the state sector (making them available through the National Energy Efficiency Platform) Throughout project implementation PMU To build knowledge and capacities of national specialists in the area of audit through organizing trainings and workshops Throughout project implementation PMU

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To prepare training materials, curriculum for technical training workshops and guidelines on energy auditing in the state sector (making them available through the National Energy Efficiency Platform)
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
To build knowledge and capacities of national specialists in the area of audit through organizing trainings and workshops
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/12 Completed History
5. Recommendation: To reset outcomes and targets as specified in the MTE report to improve management of the Project.
Management Response: [Added: 2011/02/14]

Noted. To improve management of the Project, a new Project Manager has been hired; non-working and outdated outputs have been removed from the work plans and the Logframe; the Logframe and budget have been revised for 4th quarter 2010 and work plans were prepared for 2011 (noting the project extension for one year).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To revise the LOGFRAME
[Added: 2011/02/14]
PMU, UNDP, EED 2010/12 Completed
To revise the work plans
[Added: 2011/02/14]
PMU, UNDP, EED 2010/12 Completed
To revise the budget
[Added: 2011/02/14]
PMU, UNDP, EED 2010/12 Completed
6. Recommendation: It is also recommended by the MTE Team that if available, the Project should use competent external assistance to accelerate implementation.
Management Response: [Added: 2011/02/14]

Partially noted. More international expertise will be involved in project implementation. National consultants will also focus on some of the project outputs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Some savings generated during project implementation will be re-allocated to the additional consultancy assistance
[Added: 2011/02/14]
PMU 2010/12 Completed
7. Recommendation: Project staff should closely monitor EE investments developed using allocated Project resources.
Management Response: [Added: 2011/02/14]

Noted. Monitoring of EE investment projects is included in a new Logframe and the work plan for 2010 and 2011 as a separate project output.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To hire several local consultants to provide detailed monitoring of the EE investments, payback terms, actual payments, energy baseline, energy used and saved, the level of GHG reductions achieved.
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU, UNDP, EED 2011/06 Completed History
To prepare analytical reports with evaluations and generalization of the results of effectiveness of EE investment measures.
[Added: 2011/02/14] [Last Updated: 2016/05/20]
PMU 2011/09 Completed History
8. Recommendation: Project extension should only be considered if necessary.
Management Response: [Added: 2011/02/14]

Partially noted. Project extension for one year without budget changes was considered as the best option to put the project on the right track.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
To extend the project till 31 December 2011
[Added: 2011/02/14]
PMU, UNDP, EED 2010/12 Completed

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