Évaluation à mi-parcours - Appui au NAMA PST

Report Cover Image
Evaluation Plan:
2015-2020, Tunisia
Evaluation Type:
Mid Term Project
Planned End Date:
10/2019
Completion Date:
10/2019
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
15,000

CONCISE SUMMARY OF CONCLUSIONS
• The problems to be addressed by the Project’s underlying assumptions and theory of change are clearly described in the Project document.

• High-level political commitment to the Tunisian Solar Plan, and to renewable energy more broadly, is demonstrated by the relevant stakeholders. The Project addresses country priorities, creates country ownership and is generally in line with national sector development priorities and development plans. Nonetheless, there is an apparent disconnect between the clear national support directed towards the TSP and the level of Government support directed towards the Project specifically: the Project is undoubtedly helpful to the Government but it has not yet established itself as the key instrument for channelling and/or augmenting Government support to the TSP.
• The Project’s objectives and outcomes or components are clear and practical but are not always logically linked with each other.
• While the Project’s underlying assumptions are still correct during project implementation (the support of the Government for the renewable energy agenda is demonstrated by legislative advancements, STEG is currently investing in the 10 MW Tozeur PV project as outlined in the Project document, etc.), there have been three major changes in the project environment which will affect the results as outlined in the Project document: i. the concept of NAMAs is not formally recognized in the Paris Agreement, ii. evolution of the national sustainable energy framework, and iii. technological progress relating to renewable energy under desert conditions.
• The Project is making progress in the sense that most of the expected outputs are being generated. However, a number of outputs have been delivered by external third parties (with and without support from other donors) without the direct involvement of the Project: e.g. modalities for public-private partnerships (PPPs) were established on 27th November 2015 with a by-law on contracts for PPPs and ordinances have been issued outlining rules on grid access.
• The current Project management is following rules and procedures on work planning, monitoring, reporting and reviewing (administrative, financial etc.) but is not ambitious in relation to adapting Project strategy, identifying opportunities for the Project (of which there are many) or communicating results.
• Sustainability appears to be likely since the overall enabling policy environment for renewable energy in Tunisia is evolving rapidly and all relevant stakeholders are determined to create a successful sustainable energy market.

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Document Type Language Size Status Downloads
Download document TOR-MTR-NAMA support for the TSP-July2017.pdf tor English 306.65 KB Posted 13
Download document PIMS 5182 - Tunisian Solar Plan - MTR Report.pdf report English 1937.14 KB Posted 13
Download document Project Steering Committee minutes meeting of 24th January 2019.pdf related-document English 766.28 KB Posted 10
Title Évaluation à mi-parcours - Appui au NAMA PST
Atlas Project Number: 00081769
Evaluation Plan: 2015-2020, Tunisia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 10/2019
Planned End Date: 10/2019
Management Response: Yes
UNDP Signature Solution:
  • 1. Poverty
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 2.5.1 Solutions developed, financed and applied at scale for energy efficiency and transformation to clean energy and zero-carbon development, for poverty eradication and structural transformation
SDG Goal
  • Goal 7. Ensure access to affordable, reliable, sustainable and modern energy for all
SDG Target
  • 7.1 By 2030, ensure universal access to affordable, reliable and modern energy services
  • 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix
  • 7.3 By 2030, double the global rate of improvement in energy efficiency
Evaluation Budget(US $): 15,000
Source of Funding: Project
Evaluation Expenditure(US $): 18,212
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Robert Kelly Evaluation Consultant
GEF Evaluation: Yes
GEF Project Title: NAMA Support for the Tunisian Solar Plan
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 5340
PIMS Number: 5182
Key Stakeholders:
Countries: TUNISIA
Lessons
1.

Progress Towards Results:

In general, the Project may meet the requirements of the original Project results framework but it is not strategically adapted to the (inter-) national changes in the Project environment: internationally, NAMAs are not officially mentioned in the Paris Agreement; nationally, the GoT has started various initiatives and regulatory approaches to incentivise investments in sustainable energy without the direct involvement of the Project


2.

Project Implementation & Adaptive Management

Project management appears to be effective in relation to administrative and operational procedures (work plan, reporting, financial procedures, monitoring and evaluation) but lacks effectiveness related to achieving technical outputs (major current outcomes have been achieved without any significant contributions by the project; other outcomes have not yet been finalised).
While adaptive measures have been taken in response to the changes of the Project environment, a clear strategy for adaptation and identification of opportunities is missing. No lessons derived from the adaptive management process have been documented or shared with key partners.
Project management developed and leveraged the necessary and appropriate partnerships with direct and tangential stakeholders only partially: e.g. the interaction with the Ministry of Energy appears to be limited to an exchange at the PSC.
Public awareness (see also the assessment of communication under Section 4.3.7) of the Project appears to be low and therefore has to date not had any significant contribution to the achievement of Project objectives.


Findings
Recommendations
1

All Outcomes: General strategy to adapt the Project to changes in the Project environment

There have been major changes to the (inter-)national Project environment. These changes have a significant impact on each of the 3 components of the Project. While Project management has taken individual measures to adapt the Project accordingly, in the view of the reviewer a clear overall adaptation strategy – one that is proactive, not reactive – should be developed. The PSC is advised to actively engage in the formulation and implementation of the adaptation strategy, leaning on the Project Manager for guidance. The Project is planning to assist ANME to restructure so that it is better able to implement the Tunisian Solar Plan (including investor relations management and coordination of large-scale infrastructure investment). This assistance should, in turn, be leveraged to enable ANME to take a more central role in mobilizing other key stakeholders, notably the Ministry of Energy and the Ministry of Finance.

2

Outcome1: Position the Project within the Paris Agreement climate policy architecture

The Paris Agreement (2015) does not directly refer to the concept of Nationally Appropriate Mitigation Actions (NAMAs), somewhat weakening the central position they occupied in the UNFCCC architecture when the Project was designed.  The Project needs to be adapted to fully take into consideration the evolving national context, the latest national policies, strategies and measures to accelerate the deployment of large-scale renewable energy projects/programs and to support the implementation of Tunisia’s NDC under the Paris Agreement.

Tunisia’s NDC makes explicit reference to the TSP NAMA as a constituent element of the NDC. As the Project is designed to support the TSP NAMA, it already, by extension, supports the NDC. Nonetheless, the focus of the Project – both in terms of substantive work and stakeholder communications – needs to be reoriented around the NDC. This will mean greater attention in the Project design on the role of the TSP in the country’s broader mitigation strategy, including issues associated with inter-sectoral linkages and broader MRV issues. And this, in turn, will require stronger coordination with, and outreach to, a broader range of stakeholders. Anchoring the Project in the framework of the NDC should also have the benefit of returning the Project to a more central role in Government policy-making. There are potential synergies with the Capacity Building Initiative for Transparency (CBIT) PIF that is currently under development, notably in the areas of energy-sector MRV and inventorisation

3

Outcome2: Start development of guidelines for environmental and social safeguards for large infrastructure projects

In the opinion of the reviewer, the Project Document clearly mentions the support to the development of guidelines for environmental and social safeguards for energy / infrastructure projects in Tunisia.

The PMU should immediately start to work on this task and support the Ministry of Environment in modifying the current framework for environmental / social impact analysis for energy / infrastructure projects.

Given the downgrade in the status of NAMAs in the UNFCCC architecture, Outputs 2.1 and 2.2 are no longer critical and can be dispensed with. The relevance of Output 2.7 – the development of a territorial performance-based mechanism (TPBM, a de facto feed-in tariff) – needs to be reconsidered in the context of the Government’s competitive tender process for renewable energy capacity. The TPBM could be reconfigured to support the Government’s regional development strategy, enhancing the financial attractiveness of renewable energy investments undertaken in particular regions of the country

4

Rec Nr.4: Outcome 3: Alternative use of remaining budget for Outcome 3

Because of changes to the Project environment (progress in technologies for desert conditions, regulatory framework for sustainable energy investments), the Project is likely to significantly under-spend its budget for Outcome 3, by approximately US$ 1.5 million. The PSC should, therefore, agree how to disseminate the remaining grant budget in a way that maximally benefits the Tunisian sustainable energy sector.

A key opportunity lies in the project providing technical and financial support to ANME to survey two potential concession sites to increase renewable energy (wind and PV) capacity by a further 300 MW. The Government is planning to launch a request for tender in October 2018, a timeline that will almost certainly fail to materialise without Project support to the site surveying. Such support would be fully aligned with the investment support focus of Outcome 3. Other potential areas of new support under Outcome 3 could usefully include elaboration of a medium- and small-scale renewable energy project portfolio; elaboration of a consolidated and updated grid code; development of a long-term energy strategy; support to the Government’s newly-established taskforce (to be coordinated by ANME) on acceleration of the TSP; and design of an energy transition strategy for Tozeur governorate, linked to the Government’s energy decentralisation strategy

5

Co-finance: Mobilise stakeholder support for the Project

Realised co-finance currently stands at 14% of committed co-finance. Some shortfall in realised co-finance is to be expected from the investment projects (notably STEG’s Tozeur solar PV farm) due to the falling costs of renewable energy technology: this is not a poor reflection on the Project but is, rather, a welcome indication of the increasing cost-competitiveness of sustainable energy technologies. Nonetheless, the low realisation rate to date is a source of concern, particularly as UNDP itself has not provided any co-finance to date. It is strongly recommended that the Project management team and UNDP develop a strategy to unlock additional financial resources in support of the Project. If the currently-listed co-financiers are unable to provide committed funds, alternative co-financiers should be sought.

6

Management arrangements – additional expertise within the PMU

The Project is currently heavily reliant upon external consultants (partly because the PMU has limited capacity, partly because the expertise is missing within the PMU). A Communications Officer is currently under recruitment and a Monitoring & Evaluation Officer is planned to be hired (in a cost-sharing arrangement with another UNDP-GEF project). A new Project Manager is under recruitment as the current Project Manager has resigned (to take effect on 31 May 2018). These recruitments are required and welcome, but it may be beneficial if an additional technical expert is recruited. This could allow the PMU to react more rapidly to changes in the Project environment and to identify opportunities for the Project moving forward.

7

Stakeholder engagement – private sector participation / integration of all relevant ministries in the PSC

The Project should occasionally involve private sector entities (e.g. important private project developers or associations such as the Wind Power Association) in PSC meetings since the Project’s objective is to incentivize private sector investments. In the PSC, the private sector can effectively communicate its needs and advice for the design of an enabling regulatory framework. Bearing in mind that the PSC has also decided to serve as the NAMA Inter-Ministerial Committee, all relevant ministries should be integrated into PSC discussions and decision-making.

8

Stakeholder engagement – relationship with Ministry of Energy

The Ministry of Energy is the key ministry in charge of the implementation of the regulatory framework for the promotion of sustainable energy. It is also conducting a project on TSP implementation in conjunction with GIZ. At the moment, it is primarily involved in the Project through participation in the PSC, which meets only every 3-4 months. It would be beneficial if there could be regular additional meetings between the Project management team and the Ministry to align the Project strategy with the activities of the Ministry, particularly in the context of the Ministry’s strategy to meet the targets set out in the Nationally Determined Contribution.

9

Stakeholder engagement – coordination with other donors

Various other donors, notably GIZ and EBRD, are also supporting the Government of Tunisia to create a sustainable energy market. While there is already a certain degree of information exchange between the Project and these donors (including in the context of the ‘BATTERIE’ group of energy donors and technical partners in Tunisia), it is strongly advised to increase the number of meetings and exchanges with the aim to create synergies with simultaneously on-going projects and to optimise the positive impacts of the Project. This should also assist the Project in carving out a revised role in the second half of the implementation period in light of the changing policy and technology environment in Tunisia.

10

Communication – step up outreach, dissemination

Outreach, information dissemination, communications and awareness creation activities have not yet been taken up. Considering that such activities have a multiplier effect towards achievement of the Project objectives and results, it is recommended that dedicated efforts be made towards this element of the Project. A Communications Officer position is already under recruitment and consultants will be hired to design specific awareness campaigns. Nonetheless, it may prove necessary to recruit an additional project assistant for the implementation of the communication plan (which has yet to be prepared).

11

No-cost Project extension

In order to re-frame the Project in the context of the NDC, complete the ongoing and planned activities under Outcomes 1 and 2, and agree and initiate a set of new activities under Outcome 3, it will be necessary to extend the implementation lifetime of the Project by 9 months. With the agreement of the PSC, the UNDP Country Office should seek the relevant internal permissions for such an extension as a matter of priority.

1. Recommendation:

All Outcomes: General strategy to adapt the Project to changes in the Project environment

There have been major changes to the (inter-)national Project environment. These changes have a significant impact on each of the 3 components of the Project. While Project management has taken individual measures to adapt the Project accordingly, in the view of the reviewer a clear overall adaptation strategy – one that is proactive, not reactive – should be developed. The PSC is advised to actively engage in the formulation and implementation of the adaptation strategy, leaning on the Project Manager for guidance. The Project is planning to assist ANME to restructure so that it is better able to implement the Tunisian Solar Plan (including investor relations management and coordination of large-scale infrastructure investment). This assistance should, in turn, be leveraged to enable ANME to take a more central role in mobilizing other key stakeholders, notably the Ministry of Energy and the Ministry of Finance.

Management Response: [Added: 2019/10/07]

The support of the ANME restructuring prove to be crucial to enhance energy transition in Tunisia, including the large-scale renewable energy investments needed under the TSP and its accreditation to the Green Climate Fund. This reform will enable the ANME to fully assume its mission of leadership in the design and implementation of national policies for an energy transition and a low greenhouse gas (GHG) economy, in order to meet the energy transition challenges in Tunisia as well as those of sustainable development in line with the 2030 strategic objectives as announced in the NDC ratified under the UNFCCC Paris Agreement.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
the launch of the study to restructure the the National Agency for Energy Management (ANME) (organizational and financial management reform)
[Added: 2019/10/07]
PM/PSC/ANME 2018/10 Completed The study was officially launched in October 2018. The first meeting of the technical committee of the study was organized on 14th of December 2018
2. Recommendation:

Outcome1: Position the Project within the Paris Agreement climate policy architecture

The Paris Agreement (2015) does not directly refer to the concept of Nationally Appropriate Mitigation Actions (NAMAs), somewhat weakening the central position they occupied in the UNFCCC architecture when the Project was designed.  The Project needs to be adapted to fully take into consideration the evolving national context, the latest national policies, strategies and measures to accelerate the deployment of large-scale renewable energy projects/programs and to support the implementation of Tunisia’s NDC under the Paris Agreement.

Tunisia’s NDC makes explicit reference to the TSP NAMA as a constituent element of the NDC. As the Project is designed to support the TSP NAMA, it already, by extension, supports the NDC. Nonetheless, the focus of the Project – both in terms of substantive work and stakeholder communications – needs to be reoriented around the NDC. This will mean greater attention in the Project design on the role of the TSP in the country’s broader mitigation strategy, including issues associated with inter-sectoral linkages and broader MRV issues. And this, in turn, will require stronger coordination with, and outreach to, a broader range of stakeholders. Anchoring the Project in the framework of the NDC should also have the benefit of returning the Project to a more central role in Government policy-making. There are potential synergies with the Capacity Building Initiative for Transparency (CBIT) PIF that is currently under development, notably in the areas of energy-sector MRV and inventorisation

Management Response: [Added: 2019/10/07]

In addition to the contribution of the project to the Tunisia NDC elaboration through the TSP NAMA, which constitutes one of the five key NAMAs baseline of the NDC, the project is continuing playing key role in the Paris Agreement implementation in Tunisia through:

  • Supporting the NDC implementation :
  • Conducting national debate around acceleration of the energy transition in Tunisia. This national consultation process conducted with all stakeholders (private, public and CSO) led to two   action plans to accelerate renewable energy and energy efficiency programmes.   
  • The information system on energy sector (ENERinfo) and modeling (MedPro) related to impact of energy transition on socio-economic policy in Tunisia was strengthened with the project support.

Supporting the elaboration of the long-term National Low Emission Carbon Strategy (LEDS) in the energy sector by 2050 as per the Article 4.19 in the Paris Agreement.  This strategy represents the public policy tool for reducing greenhouse gas (GHG) emissions. So far, the PM took this requirement in consideration and integrated this activity in the revised AWP 2018

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The Low Carbon National Strategy in the energy sector by 2050
[Added: 2019/10/07]
PM/PSC 2018/06 Completed The study to elaborate the LEDS in the energy sector was launched officially in a national workshop in October 2018
Capacity building for the Tunisian parliamentarians on climate change and crucial topics such as the energy transition, the update of the Tunisian NDC, the regulatory mechanism for the electricity sector etc..
[Added: 2019/10/07]
PM/PSC/ UNDP Tunisia Country Office 2020/07 Not Initiated The partnership with the Parliamentary academy is under development and will enhance the sustainability of the intervention with the parliamentarians. The NAMA TSP project will conduct this action in collaboration and synergy with the “support to the Tunisian Parliament” and “support to NDC implementation” projects implemented by UNDP in Tunisia
3. Recommendation:

Outcome2: Start development of guidelines for environmental and social safeguards for large infrastructure projects

In the opinion of the reviewer, the Project Document clearly mentions the support to the development of guidelines for environmental and social safeguards for energy / infrastructure projects in Tunisia.

The PMU should immediately start to work on this task and support the Ministry of Environment in modifying the current framework for environmental / social impact analysis for energy / infrastructure projects.

Given the downgrade in the status of NAMAs in the UNFCCC architecture, Outputs 2.1 and 2.2 are no longer critical and can be dispensed with. The relevance of Output 2.7 – the development of a territorial performance-based mechanism (TPBM, a de facto feed-in tariff) – needs to be reconsidered in the context of the Government’s competitive tender process for renewable energy capacity. The TPBM could be reconfigured to support the Government’s regional development strategy, enhancing the financial attractiveness of renewable energy investments undertaken in particular regions of the country

Management Response: [Added: 2019/10/07]

PM considers the study of Environmental and social safeguards for large infrastructure projects in renewable energy in Tunisia an important action to be to launch as soon as possible.  it is important to take into consideration the involvement of the National Agency for Environment Protection under ministry in charge of environment in the TOR consultation and the monitoring of the study elaboration.   Following to consultation with the Ministry in charge of energy, UNDP Tunisia was solicited to support the Local transition energy efforts including an important action to design the energy transition strategy in the governorate of Tozeur as a pilot “eco-friendly Governorate”.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Launch of the study for Environmental and social safeguards for large infrastructure projects in renewable energy in Tunisia
[Added: 2019/10/07]
PM/PSC 2019/12 Initiated History
The launch of a study about energy transition in the Governorate of Tozeur.
[Added: 2019/10/07]
PM/PSC 2019/12 Initiated Draft TOR was elaborated and shared with the national project coordinator at the ANME
4. Recommendation:

Rec Nr.4: Outcome 3: Alternative use of remaining budget for Outcome 3

Because of changes to the Project environment (progress in technologies for desert conditions, regulatory framework for sustainable energy investments), the Project is likely to significantly under-spend its budget for Outcome 3, by approximately US$ 1.5 million. The PSC should, therefore, agree how to disseminate the remaining grant budget in a way that maximally benefits the Tunisian sustainable energy sector.

A key opportunity lies in the project providing technical and financial support to ANME to survey two potential concession sites to increase renewable energy (wind and PV) capacity by a further 300 MW. The Government is planning to launch a request for tender in October 2018, a timeline that will almost certainly fail to materialise without Project support to the site surveying. Such support would be fully aligned with the investment support focus of Outcome 3. Other potential areas of new support under Outcome 3 could usefully include elaboration of a medium- and small-scale renewable energy project portfolio; elaboration of a consolidated and updated grid code; development of a long-term energy strategy; support to the Government’s newly-established taskforce (to be coordinated by ANME) on acceleration of the TSP; and design of an energy transition strategy for Tozeur governorate, linked to the Government’s energy decentralisation strategy

Management Response: [Added: 2019/10/09]

The project outcomes are on the track despite the delay registered for the outcome 3 “The TSP is operationalized by demonstrating a proof-of-concept energy NAMA with quantified GHG emission reductions”.

The Project was adapted to fully take into consideration the evolving of the national context (the latest national policies, strategies and measures to accelerate the deployment of large-scale renewable energy projects/programmes) and the support to the implementation of the Paris Agreement. The budget of the outcome 3 will be reallocated in the updated project work plan to support the following activities:

  1. support to restructuring ANME to enable better support the large-scale renewable energy investments needed under the TSP;
  2. support accelerating the RE concession projects in Tunisia, through wind measurement in two sites;
  3. support to a new electricity sector independent regulator that concretize one of the most important recommendation stemming from the national debate on energy transition;
  4. support ANME in the establishment and operationalization of a help desk to assist private developers in establishing their ER projects;
  5. support the Task Force to coordinate and monitor the implementation of the action plan to accelerate the implementation of the TSP and coordination with the technical and financial partners involved in energy transition support in Tunisia;
  6. Elaborate the Low emission Carbon Strategy in the energy sector by 2050;
  7. Design of a local energy transition strategy for Tozeur governorate.

Support operationalization of the energy transition fund (Fonds de transition énergétique – FTE)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
(i) The launch of the study to restructure the the National Agency for Energy Management (ANME) (organizational and financial management reform)
[Added: 2019/10/09]
PM/PCS 2018/10 Completed The study was officially launched in October 2018. The first meeting of the technical committee of the study was organized on 14th of December 2018.
Support the acceleration of the wind concession projects implementation through the launch of wind measurement campaign in two sites for a total planned capacity of 300 MW wind power jbal tbaga and jbal Abderhamen
[Added: 2019/10/09]
PM/PSC 2019/12 Initiated The mission of the wind measurement was officially launched in December 2018
Launching the study related to the establishment of an independent regulatory authority for the electricity sector in Tunisia
[Added: 2019/10/09]
PM/PSC 2018/09 Completed The study to elaborate the legal framework for the independent regulator was launched officially
Establishment and operationalization of a help desk to assist private developers in establishing their ER projects
[Added: 2019/10/09]
PM/PSC 2019/12 Initiated The launch of the support on the help desk was done in May 2018. The feasibility study on the mandate and modus operandi of the help desk was finalized in August 2018.
Support the Task Force to coordinate and monitor the implementation of the action plan to accelerate the implementation of the TSP
[Added: 2019/10/09]
PM/PSC 2019/12 Initiated
The Low Carbon National Strategy in the energy sector by 2050
[Added: 2019/10/09]
PM/PSC 2020/12 Initiated The study to elaborate the LEDS in the energy sector was launched officially in a national workshop in October 2018
Lunch of the study to support the operationalization of the energy transition fund ( ETF)
[Added: 2019/10/09]
PM/PSC 2018/05 Completed The study was officially launched in may 2018. The objective of the study is to provide support to the national partners on the operationalization of the ETF in particular its financial instruments including subsidies, credits, equity participation, reimbursable grants
Lunch of the study to support the operationalization of the energy transition fund ( ETF)
[Added: 2019/10/09]
PM/PSC 2018/05 Completed The study was officially launched in may 2018. The objective of the study is to provide support to the national partners on the operationalization of the ETF in particular its financial instruments including subsidies, credits, equity participation, reimbursable grants
5. Recommendation:

Co-finance: Mobilise stakeholder support for the Project

Realised co-finance currently stands at 14% of committed co-finance. Some shortfall in realised co-finance is to be expected from the investment projects (notably STEG’s Tozeur solar PV farm) due to the falling costs of renewable energy technology: this is not a poor reflection on the Project but is, rather, a welcome indication of the increasing cost-competitiveness of sustainable energy technologies. Nonetheless, the low realisation rate to date is a source of concern, particularly as UNDP itself has not provided any co-finance to date. It is strongly recommended that the Project management team and UNDP develop a strategy to unlock additional financial resources in support of the Project. If the currently-listed co-financiers are unable to provide committed funds, alternative co-financiers should be sought.

Management Response: [Added: 2019/10/09]

In reference to the realization in concession of solar photovoltaic power plants announced by the Government (500 MW of PV capacity and 500 MW of wind) in 25 of May 2018 for a pre-qualification call for application’s Potential promoters, who would finance the power plants if they were be selected.

On November 23, 2018, the Ministry published the results of the prequalification tender, a total of 16 companies for the realization in concession of solar photovoltaic power plants and 12 companies prequalified for the realization of wind power plants.

In order to accelerate the pre- selection process of the potential’s promotors for wind power plants. The project NAMA TSP and UNDP management agreed to support the realization of wind measurement campaigns in two sites for a total planned capacity of 300 MW wind power. The project will mobilize 400 k$ for this action, and a co-financing will be mobilized by ANME and private developers up to 180.000 $.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mobilize the co-finance for the project
[Added: 2019/10/09]
PM/UNDP 2019/12 Initiated The transfer of the co-financing by ANME depends on the progress of the work related to the installation of wind measuring masts in the selected sites.
6. Recommendation:

Management arrangements – additional expertise within the PMU

The Project is currently heavily reliant upon external consultants (partly because the PMU has limited capacity, partly because the expertise is missing within the PMU). A Communications Officer is currently under recruitment and a Monitoring & Evaluation Officer is planned to be hired (in a cost-sharing arrangement with another UNDP-GEF project). A new Project Manager is under recruitment as the current Project Manager has resigned (to take effect on 31 May 2018). These recruitments are required and welcome, but it may be beneficial if an additional technical expert is recruited. This could allow the PMU to react more rapidly to changes in the Project environment and to identify opportunities for the Project moving forward.

Management Response: [Added: 2019/10/09]

The project launched the recruitment of a communications officer and a monitoring & evaluation officer (in a cost-sharing arrangement with another UNDP-GEF project). Also, a new Project Manager was recruited after the resignation of the previous Project Manager (on 31 May 2018).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
recruitment of a Communications Officer
[Added: 2019/10/09]
PM/PSC 2018/07 Completed
recruitment of a Monitoring & Evaluation Officer
[Added: 2019/10/09]
PM/PSC 2018/07 Completed
recruitment of a Project Manager
[Added: 2019/10/09]
PM/PSC 2018/07 Completed
recruitment of a Project Manager
[Added: 2019/10/09]
PM/PSC 2018/07 Completed
7. Recommendation:

Stakeholder engagement – private sector participation / integration of all relevant ministries in the PSC

The Project should occasionally involve private sector entities (e.g. important private project developers or associations such as the Wind Power Association) in PSC meetings since the Project’s objective is to incentivize private sector investments. In the PSC, the private sector can effectively communicate its needs and advice for the design of an enabling regulatory framework. Bearing in mind that the PSC has also decided to serve as the NAMA Inter-Ministerial Committee, all relevant ministries should be integrated into PSC discussions and decision-making.

Management Response: [Added: 2019/10/09]

Continuing the support of the Independent regulatory authority for the electricity sector as the most important action mentioned in the accelerating action plan for renewables energy that was adopted in an inter-ministerial meeting in March 2018 with the agreement of stakeholders from private sectors who expressed their need to a such regulatory authority. 

As well, the project seized the opportunity to support ANME in the co-organization of  the international forum of Reality, “the second international forum of renewable energies and energy efficiency, on the role of civil society, media and private sector in accelerating energy transition” .The project supported both the ministry in charge of the energy and the ANME in the organization of the conference “Tozeur Governorate friend of the environment” with the focus on the role of the private sector to accelerate the regional development of renewables  in order to make Tozeur a gouvernorat friend of the environment with 100% electricity from RE by 2021 . The project participated in the 3rd renewable energy and power infrastructure investors conference, and seized the opportunities to present ongoing action supported by the project in the frame of the national action plan for renewable energy. Many companies and important economic players in the renewable sector attended the event.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Stakeholder engagement – private sector participation
[Added: 2019/10/09]
PM/PSC 2018/09 Completed The study to elaborate the legal framework for the independent regulator was launched officially in September 2018. The project supported many national and regional events on energy transition while involving all the stakhedolers (e.g
8. Recommendation:

Stakeholder engagement – relationship with Ministry of Energy

The Ministry of Energy is the key ministry in charge of the implementation of the regulatory framework for the promotion of sustainable energy. It is also conducting a project on TSP implementation in conjunction with GIZ. At the moment, it is primarily involved in the Project through participation in the PSC, which meets only every 3-4 months. It would be beneficial if there could be regular additional meetings between the Project management team and the Ministry to align the Project strategy with the activities of the Ministry, particularly in the context of the Ministry’s strategy to meet the targets set out in the Nationally Determined Contribution.

Management Response: [Added: 2019/10/09]

Some institutional changes affected the project implementation starting from August 2018 when the ministry of energy, mines and renewable energy was cancelled and linked to the ministry of the industry and small and medium enterprises (SMEs).

To mitigate those institutional risks, the project strengthened the follow up with the ANME and the Ministry of industry and SMEs through several meetings. A bilateral meeting is planned between the Minister and the UNDP resident representative and follow up meeting to be conducted with the new ministry Staff in charge of the energy.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Follow up meetings with the ministry in charge of energy
[Added: 2019/10/09]
PM/PSC 2018/12 Completed Many meetings were organized between UNDP management and the Minister in charge of the energy to strengthen the partnership and enhance the involvement and ownership of the Ministry of energy (e.g meeting in December 2018.
9. Recommendation:

Stakeholder engagement – coordination with other donors

Various other donors, notably GIZ and EBRD, are also supporting the Government of Tunisia to create a sustainable energy market. While there is already a certain degree of information exchange between the Project and these donors (including in the context of the ‘BATTERIE’ group of energy donors and technical partners in Tunisia), it is strongly advised to increase the number of meetings and exchanges with the aim to create synergies with simultaneously on-going projects and to optimise the positive impacts of the Project. This should also assist the Project in carving out a revised role in the second half of the implementation period in light of the changing policy and technology environment in Tunisia.

Management Response: [Added: 2019/10/09]

The UNDP Team leader and the PMU attended all the coordination meetings of the technical and financial partners’ group. These meetings aim to enhancing synergies between different partners’ interventions in energy transition. The project PMU invites all the donors mainly GIZ, WB, EBRD etc in all the relevant events related to the TSP NAMA project’s activities. 

The collaboration with the technical and financial partners is being strengthened  mainly in relation to the following activities:

  • The World bank is willing to continue support the implementation of the Independent regulatory authority for the electricity sector after its’ legal approval by the Government.
  • GIZ is willing to continue the process of hiring additional expert for the Help desk or Renewable energy for the ANME after its launch.
  • GIZ will support the ministry of Environment to launch the study related to the national Low carbon strategy by 2050 in all sectors. The national LEDS will integrate the results of the LEDS in the energy sector currently supported by TSP NAMA project;
  • KFW is willing to support STEG in the implementation of a storage technology while the NAMA TSP project is planning to finance the skills building of the STEG in the uses of storage models and to provide STEG agent with trainings on energy storage system.

EU is planning to give a grant to the Energy Transition Fund to accelerate its operationalization

Key Actions:

Key Action Responsible DueDate Status Comments Documents
coordination with other donors
[Added: 2019/10/09]
PM/PSC 2019/09 Completed
coordination with other donors
[Added: 2019/10/09]
PM/PSC 2019/09 Completed
10. Recommendation:

Communication – step up outreach, dissemination

Outreach, information dissemination, communications and awareness creation activities have not yet been taken up. Considering that such activities have a multiplier effect towards achievement of the Project objectives and results, it is recommended that dedicated efforts be made towards this element of the Project. A Communications Officer position is already under recruitment and consultants will be hired to design specific awareness campaigns. Nonetheless, it may prove necessary to recruit an additional project assistant for the implementation of the communication plan (which has yet to be prepared).

Management Response: [Added: 2019/10/09]

The project launched the recruitment of a communications officer. the communication officer is to support the project to launch the activity of designing of a mid-term communication strategy for the ANME and promote its contribution and activities regarding energy transition and to design and implement public awareness campaigns aimed at developing behavioral change to support government efforts to promote energy efficiency and the use of renewable energy.

As well the communication officer is called to prepare the communication plan of the project and to elaborate its communication support ( media coverage, social media, conceptual note design, …)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of expertise to design a mid-term communication strategy for the ANME
[Added: 2019/10/09]
PM/PSC 2020/12 Not Initiated Tor to be launched
The launch of the elaboration of communication Plan for the NAMA TSP project
[Added: 2019/10/09]
PM/PSC 2018/12 Completed The Communications Officer recruited is to support the project to elaborate its communication plan
11. Recommendation:

No-cost Project extension

In order to re-frame the Project in the context of the NDC, complete the ongoing and planned activities under Outcomes 1 and 2, and agree and initiate a set of new activities under Outcome 3, it will be necessary to extend the implementation lifetime of the Project by 9 months. With the agreement of the PSC, the UNDP Country Office should seek the relevant internal permissions for such an extension as a matter of priority.

Management Response: [Added: 2019/10/09]

The PM sent the MTR report to the Implementation Partner ANME and the Steering Comitee of the project for approval, and planned the date of it’s meeting in December 2018 to present the summary of the MTR and discuss about the recommendation of the no cost extension of the project of 9 months and the start the process of the extension with the UNDP-GEF unit

Key Actions:

Key Action Responsible DueDate Status Comments Documents
the UNDP Country Office should seek the relevant internal permissions for such an extension as a matter of priority
[Added: 2019/10/09]
PM/PSC 2019/12 Initiated Planning of the Steering committee meeting in Dec 2018. The steering committee has to discuss the MTR recommendation and to validate the MTR report. After the Steering committee meeting , the ANME has to send an official request of the no cost extension of the project with updated timeline of the project

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