Terminal Evaluation - Phasing-Out of Incandescent Lamps and Energy Saving Lamps Promotion Project (PILESLAMP)

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Evaluation Plan:
2011-2015, China
Evaluation Type:
Final Project
Planned End Date:
10/2014
Completion Date:
12/2014
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Terminal Evaluation - Phasing-Out of Incandescent Lamps and Energy Saving Lamps Promotion Project (PILESLAMP)
Atlas Project Number: 00062179
Evaluation Plan: 2011-2015, China
Evaluation Type: Final Project
Status: Completed
Completion Date: 12/2014
Planned End Date: 10/2014
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4. Scaled up action on climate change adaptation and mitigation across sectors which is funded and implemented
Evaluation Budget(US $): 40,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Umm e Zia International Evaluator
Liu Caifeng National Evaluator
Xu Shaoshan National Evaluator
GEF Evaluation: Yes
Evaluation Type:
Focal Area: Biodiversity
Project Type: EA
GEF Phase: GEF-1
PIMS Number:
Key Stakeholders:
Countries: CHINA, PEOPLE'S REPUBLIC
Lessons
Findings
Recommendations
1

The project has made significant contributions to the promotion of EE lighting in China. To ensure sustainability, it will be important for the private and public sectors to continue collaborating and provide support to further upscaling and replication of these activities. In this regard, the experiences of the project need to be widely disseminated, any further barriers to conversion of manufacturers need to be explored and addressed, and pilots with high potential need to be promoted and replicated in other areas and situations.

2

The project has made significant contributions to the development of the EE lighting industry by undertaking research, pilots, and technology transfer, etc. Similarly, the M&E system designed and implemented by the project has worked specifically well. For future efforts and projects to build on these lessons it is important that the documents and widely disseminates its approach, processes, results, and achievements.

3

To ensure effective planning and implementation, it is important to have open communication lines between key stakeholders. To avoid communication problems in the future, the UNDP and PMO need communicate openly and project decisions need to be open and based on mutual trust. 

4

The project has awarded more than 100 sub-contracts over the course of its implementation. Considering the extensive activity involved in M&E of the contracts, it is recommended that in the future, the number of sub-contracts is reduced while increasing the number of activities under a sub-contract. This is especially true for those cases where the same entity was awarded more than one contract.

 

5

The PILESLAMP PMO and stakeholders have efficiently tracked co-financing contributions. To confirm these contributions, an external audit was also undertaken. This is an excellent initiative to ensure accountability and should be replicated in other future projects.

1. Recommendation:

The project has made significant contributions to the promotion of EE lighting in China. To ensure sustainability, it will be important for the private and public sectors to continue collaborating and provide support to further upscaling and replication of these activities. In this regard, the experiences of the project need to be widely disseminated, any further barriers to conversion of manufacturers need to be explored and addressed, and pilots with high potential need to be promoted and replicated in other areas and situations.

Management Response: [Added: 2016/04/22] [Last Updated: 2016/04/22]

the experiences of the project will be widely disseminated, further barriers to conversion of manufacturers will be explored and addressed, and pilots with high potential will be promoted and replicated in other areas and situations.

Key Actions:

2. Recommendation:

The project has made significant contributions to the development of the EE lighting industry by undertaking research, pilots, and technology transfer, etc. Similarly, the M&E system designed and implemented by the project has worked specifically well. For future efforts and projects to build on these lessons it is important that the documents and widely disseminates its approach, processes, results, and achievements.

Management Response: [Added: 2016/04/22] [Last Updated: 2016/04/22]

In this regard, the PILESLAMP PMO should develop and makes public a ‘closing/exit report’ providing details of the various activities, outputs, processes, and stakeholder contributions, etc.

Moreover, due to strong stakeholder ownership and quick uptake by the private sector, a number of project activities have resulted in unintended positive impact, such as replication and up-scaling by voluntary government agencies and industry associations. To ensure that this impact is highlighted and the processes leading to it are fed into future project designs, it is recommended that the project needs to document some of the unintended positive impact.

Moreover, it is also recommended that the project does not close down its website. Instead, hosting rights for 10 years should be purchased and the information mentioned above as well as any other critical contributions/practices of the projects should be posted on the website to benefit future projects/efforts. To obtain a wide audience, the website should also be linked to the online resources of other key national and international EE lighting initiatives, e.g. the GOC’s lighting subsidy program, the websites of key institutional stakeholders, etc. Alternatively, all the materials related to the project can be uploaded to a section of an already existing organizational website, such as NDRC or CALI, etc.

Finally, considering the success of this project, it will be pertinent to highlight the Chinese experience on phase-out to other countries. This can be done in the form of dissemination of information as advised above, as well as linkage development and showcasing the project’s achievements through international events and platforms, e.g. UNEP’s Global Efficient Lighting Project

Key Actions:

3. Recommendation:

To ensure effective planning and implementation, it is important to have open communication lines between key stakeholders. To avoid communication problems in the future, the UNDP and PMO need communicate openly and project decisions need to be open and based on mutual trust. 

Management Response: [Added: 2016/04/22] [Last Updated: 2016/04/22]

open communication lines between key stakeholders establishedt to avoid communication problems in the future

Key Actions:

4. Recommendation:

The project has awarded more than 100 sub-contracts over the course of its implementation. Considering the extensive activity involved in M&E of the contracts, it is recommended that in the future, the number of sub-contracts is reduced while increasing the number of activities under a sub-contract. This is especially true for those cases where the same entity was awarded more than one contract.

 

Management Response: [Added: 2016/04/22] [Last Updated: 2016/04/22]

to ease the workload of a highly burdened PMO and in the interest of efficiency and effectiveness, future projects involving SCs will have a designated Contract Manager

Key Actions:

5. Recommendation:

The PILESLAMP PMO and stakeholders have efficiently tracked co-financing contributions. To confirm these contributions, an external audit was also undertaken. This is an excellent initiative to ensure accountability and should be replicated in other future projects.

Management Response: [Added: 2016/04/22] [Last Updated: 2016/04/22]

external audit will be replicated in other future projects

Key Actions:

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