Terminal Evaluation - Promotion of Energy Efficiency Room Air Conditioners

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Evaluation Plan:
2011-2015, China
Evaluation Type:
Mid Term Project
Planned End Date:
03/2016
Completion Date:
11/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
40,000

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Title Terminal Evaluation - Promotion of Energy Efficiency Room Air Conditioners
Atlas Project Number:
Evaluation Plan: 2011-2015, China
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2016
Planned End Date: 03/2016
Management Response: Yes
Focus Area:
  • 1. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.3. Solutions developed at national and sub-national levels for sustainable management of natural resources, ecosystem services, chemicals and waste
  • 2. 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:
Evaluation Expenditure(US $): 40,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Umm e Zia International Evaluator
Yin Xiaolan National Evaluator
Zhao Yue national Evaluator
GEF Evaluation: Yes
GEF Project Title: Promoting Energy Efficient Room Air Conditioners
Evaluation Type: Terminal Evaluation
Focal Area: Biodiversity
Project Type: EA
GEF Phase: GEF-1
GEF Project ID:
PIMS Number: 4040
Key Stakeholders:
Countries: CHINA, PEOPLE'S REPUBLIC
Lessons
Findings
Recommendations
1

Establishment of Home Appliance Energy Efficiency Center of Excellence

Industry-wide trainings aimed at EE RAC/ACC product design and production offered to groups of competitors have led to the improved Energy Efficiency of RACs. However, after the project closure, the training program will discontinue and the industry will no longer have access to this collaborative approach to learning and information exchange. Also, while the manufacturers continue to utilize the learnings from the trainings, the EE technology around the world is rapidly changing, thereby making constant knowledge and technology transfer a necessity.

In view of this, the TE mission recommends that the GOC sets up a ‘Home Appliance Energy Efficiency Center of Excellence’, based after the University of Maryland’s Center for Environmental Energy Engineering. Such a facility can facilitate not only EE development within China, but can also provide a hub for South-South Cooperation by providing state of the art assistance and services to other countries in the region.

2

AMIS and Manufacturer Competition

AMIS was designed as a tool to measure PEERAC’s project and impact on the EE RAC industry. However, the data generated by this database has been widely appreciated and utilized by manufacturers for making strategic production and marketing decisions. The data can also be valuable to inform future policy decisions. Therefore, the TE team recommends the continuation of AMIS.

Since AMIS is based on critical proprietary data collected from the private sector, to ensure its continual success, it is important the database is maintained by a neutral authority. Hence, the CHEAA can continue managing AMIS by financing it through a collaborative industry fund. Alternatively, the database can be managed by a GOC agency such as the CNIS or NECC, etc.

Similarly, the competition held under the Manufacture Incentive Program was well received by the stakeholders as it facilitated healthy competition within the industry for the promotion of EE RACs. Based on interviews with RAC and ACC manufacturers, the TE team recommends for the continuation of this initiative.

3

Documentation and Dissemination of Lessons Learnt

The project has made significant contributions to the development of the EE RAC industry. For future efforts and projects to build on these lessons it is important that the project’s experiences, such as its approach, processes, results, and achievements are documented and widely disseminated by being made available to any potential stakeholder who may be interested in learning from PEERAC’s experience. This can be achieved to a great extent through the successful delivery of the Sub-Contract having been issued to the China WTO Tribune.

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 application of newly adopted EE technologies and processes to RACs supplied to overseas markets. 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 documents 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 home appliances initiatives, e.g. the REESLN network developed under the BRESL projects, 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 CHEAA, etc.

4

Monitoring and Reporting Systems

UNDP-GEF project designs detail elaborate monitoring and evaluation systems, including project financial reporting and audits. In fact, in the case of PEERAC, M&E was incorporated into activities and structures such as the AMIS and Testing facilities, etc. However, to keep track of projects that have multiple activities and rely on a large number of stakeholders, it is important to design an activity tracking/monitoring system. It is recommended that such systems are made compulsory as part of the M&E plan in future project designs, thereby allocating particular financial and human resources for the development and maintenance of such systems.

Moreover, the systematic financial reporting often only includes the GEF fund. Considering the high levels of co-financing commitments made in projects such as PEERAC, it is recommended that future project designs include a tracking or audit trail of co-financing. Such a measure can improve the calculation of co-financing, enhance transparency, and highlight the host country’s and stakeholders’ commitment to the project.

In addition, it is recommended that in the case of project involving market-led approaches, key project monitoring organizational structures, e.g. Project Steering Committees / Project Assurance Committees are comprised of stakeholders from both public and private sector. The PEERAC’s PAC comprised solely of representatives from the public sector. Although, these individuals provided policy guidance, the inclusion of private sector representatives would have leveraged the ‘Market-Pull’ component of the project.

5

Design of Future EE Projects

The PEERAC project pioneered the Energy Efficiency improvements in RACs and ACCs. Based on TE interviews and the experience of the evaluators, it is recommended that future projects or activities focusing on EE RACs should consider the following elements:

  • Adoption of the value chain approach used by PEERAC;
  • Inclusion of RAC components other than ACCs, e.g. heat exchangers;
  • Focus on green manufacturing, e.g. phasing out ODS refrigerants, environmentally friendly materials, etc.; and

South-South Cooperation for promoting the use of EE RACs in countries that import RACs from China

1. Recommendation:

Establishment of Home Appliance Energy Efficiency Center of Excellence

Industry-wide trainings aimed at EE RAC/ACC product design and production offered to groups of competitors have led to the improved Energy Efficiency of RACs. However, after the project closure, the training program will discontinue and the industry will no longer have access to this collaborative approach to learning and information exchange. Also, while the manufacturers continue to utilize the learnings from the trainings, the EE technology around the world is rapidly changing, thereby making constant knowledge and technology transfer a necessity.

In view of this, the TE mission recommends that the GOC sets up a ‘Home Appliance Energy Efficiency Center of Excellence’, based after the University of Maryland’s Center for Environmental Energy Engineering. Such a facility can facilitate not only EE development within China, but can also provide a hub for South-South Cooperation by providing state of the art assistance and services to other countries in the region.

Management Response: [Added: 2016/12/14] [Last Updated: 2016/12/26]

PMO consider it a positive recommendation. However, after the project closure, a new mechanism may be needed. Thus PMO think it will be more realistic to find another way in order to realize the purpose.

Key Actions:

2. Recommendation:

AMIS and Manufacturer Competition

AMIS was designed as a tool to measure PEERAC’s project and impact on the EE RAC industry. However, the data generated by this database has been widely appreciated and utilized by manufacturers for making strategic production and marketing decisions. The data can also be valuable to inform future policy decisions. Therefore, the TE team recommends the continuation of AMIS.

Since AMIS is based on critical proprietary data collected from the private sector, to ensure its continual success, it is important the database is maintained by a neutral authority. Hence, the CHEAA can continue managing AMIS by financing it through a collaborative industry fund. Alternatively, the database can be managed by a GOC agency such as the CNIS or NECC, etc.

Similarly, the competition held under the Manufacture Incentive Program was well received by the stakeholders as it facilitated healthy competition within the industry for the promotion of EE RACs. Based on interviews with RAC and ACC manufacturers, the TE team recommends for the continuation of this initiative.

Management Response: [Added: 2016/12/26]

PMO consider it a positive recommendation. However, after the project closure, the project frame cannot constraint the stakeholders anymore. Thus PMO think it will be more realistic to find another way in order to realize the purpose.

Key Actions:

3. Recommendation:

Documentation and Dissemination of Lessons Learnt

The project has made significant contributions to the development of the EE RAC industry. For future efforts and projects to build on these lessons it is important that the project’s experiences, such as its approach, processes, results, and achievements are documented and widely disseminated by being made available to any potential stakeholder who may be interested in learning from PEERAC’s experience. This can be achieved to a great extent through the successful delivery of the Sub-Contract having been issued to the China WTO Tribune.

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 application of newly adopted EE technologies and processes to RACs supplied to overseas markets. 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 documents 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 home appliances initiatives, e.g. the REESLN network developed under the BRESL projects, 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 CHEAA, etc.

Management Response: [Added: 2016/12/26]

PMO consider it a positive recommendation. However, after the project closure, a new mechanism may be needed. Thus PMO think it will be more realistic to find another way in order to realize the purpose.

Key Actions:

4. Recommendation:

Monitoring and Reporting Systems

UNDP-GEF project designs detail elaborate monitoring and evaluation systems, including project financial reporting and audits. In fact, in the case of PEERAC, M&E was incorporated into activities and structures such as the AMIS and Testing facilities, etc. However, to keep track of projects that have multiple activities and rely on a large number of stakeholders, it is important to design an activity tracking/monitoring system. It is recommended that such systems are made compulsory as part of the M&E plan in future project designs, thereby allocating particular financial and human resources for the development and maintenance of such systems.

Moreover, the systematic financial reporting often only includes the GEF fund. Considering the high levels of co-financing commitments made in projects such as PEERAC, it is recommended that future project designs include a tracking or audit trail of co-financing. Such a measure can improve the calculation of co-financing, enhance transparency, and highlight the host country’s and stakeholders’ commitment to the project.

In addition, it is recommended that in the case of project involving market-led approaches, key project monitoring organizational structures, e.g. Project Steering Committees / Project Assurance Committees are comprised of stakeholders from both public and private sector. The PEERAC’s PAC comprised solely of representatives from the public sector. Although, these individuals provided policy guidance, the inclusion of private sector representatives would have leveraged the ‘Market-Pull’ component of the project.

Management Response: [Added: 2016/12/26]

PMO consider it a positive recommendation and we would accept the recommendation in the future project design.

Key Actions:

5. Recommendation:

Design of Future EE Projects

The PEERAC project pioneered the Energy Efficiency improvements in RACs and ACCs. Based on TE interviews and the experience of the evaluators, it is recommended that future projects or activities focusing on EE RACs should consider the following elements:

  • Adoption of the value chain approach used by PEERAC;
  • Inclusion of RAC components other than ACCs, e.g. heat exchangers;
  • Focus on green manufacturing, e.g. phasing out ODS refrigerants, environmentally friendly materials, etc.; and

South-South Cooperation for promoting the use of EE RACs in countries that import RACs from China

Management Response: [Added: 2016/12/26]

PMO consider it a positive recommendation and we would accept the recommendation in the future project implementation.

Key Actions:

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