00086173 Market Transformation (MT) GEF Mid-Term Evaluation

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Evaluation Plan:
2016-2020, Indonesia
Evaluation Type:
Mid Term Project
Planned End Date:
03/2020
Completion Date:
04/2020
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
35,000

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Title 00086173 Market Transformation (MT) GEF Mid-Term Evaluation
Atlas Project Number: 00086173
Evaluation Plan: 2016-2020, Indonesia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 04/2020
Planned End Date: 03/2020
Management Response: Yes
UNDP Signature Solution:
  • 1. Energy
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
  • 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix
Evaluation Budget(US $): 35,000
Source of Funding: MT Project
Evaluation Expenditure(US $): 3,500
Joint Programme: No
Joint Evaluation: Yes
  • Joint with Ministry of Energy and Mineral Resources
Evaluation Team members:
Name Title Email Nationality
Nisar Ahmad Khan External Evaluator
Asep Swarna External Evaluator
GEF Evaluation: Yes
GEF Project Title: GEF Mid Term Evaluation: Market Transformation (MT)
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: EA
GEF Phase: GEF-5
GEF Project ID: 5339
PIMS Number: 4673
Key Stakeholders:
Countries: INDONESIA
Lessons
1.
  • Analysis of progress made so far suggest that many of the objective
    level targets are presently lagging behind. Since project is already half way through its life therefore rationally by now half or at least one third of the targets should have been achieved. However, discussions with project team and stakeholders suggest that the implementation has already gathered a good momentum and rate of delivery will considerably accelerate in the coming years to achieve stipulated end of project targets.
  • As of April 2019, around 28% of the total project GEF budgetary resources has been utilized. The lower rate of spending is mostly due to the non-utilization of 2.6 Million SEF allocations. If SEF allocations of 2.6 Mill, are excluded, then the utilization rate of available GEF funds is around 42%. Regarding co-financing from the GoI, IDR 18.89 Billion (around USD 1.335 Million) has been utilized by the MoEMR on 14 parallel projects. Project has also mobilized co-financing of USD 2.26 from various partners for implementation of RE and EE projects
  •  Project has put in place and implemented a number of monitoring and evaluation mechanisms to assess the progress of interventions and results. These include, progress review meetings, quarterly and annual progress reporting, Mid-term Review and Terminal Evaluation. However, the absence of a dedicated M&E expert within the PMU has somehow hindered the development and implementation of rigorous project M&E mechanisms
  • Availability of and access to adequate finances remains one of the main barriers and risk in implementation, sustainability and scaling up of small to medium RE and EE projects.Project intends to establish SEF to facilitate RE and EE projects in securing desired finances. Once SEF is fully mobilized and implemented, it is expected that it will help improve the sustainability of future RE and EE projects. Financial institutions like OJK and PT SMI are also working on development and implementation of sustainable finance mechanisms. Once fully developed and implemented they will greatly enhance the overall sustainability, replicability and scalability of RE and EE interventions in future.
  • GOI has made substantial efforts by putting in place a conducive policy and institutional frameworks for energy sector in general and RE in particular. In view of the availability of relevant and conducive policies, legal and institutional frameworks and high level of acceptance and ownership at the governmental level, it can be concluded that there is strong likelihood that RE/EE interventions will be duly sustained in times to come.
  • Overall RE and EE interventions are also found socially highly acceptable and beneficial

from citizen’s point of view. On the other hand, RE and EE interventions are found the
most environmental friendly and greatly help in improving environmental sustainability.


Findings
1.

Analysis of progress at mid-term suggests that the project has facilitated and implemented a wide range of interventions at the national and provincial level, to achieve its stipulated
outcomes and objectives. Main accomplished interventions to achieve outcome-1 include:
facilitation of RE potential studies in four provinces, development of GHG inventories, drafting of Provincial Energy Plans in four provinces and Energy Consumption Surveys in government.Completed interventions to achieve outcome-2 include: support to Online Single Submission(OSS) System, capacity building of and knowledge sharing among stakeholders, Study on Certification, Accreditation and Standardization of RE projects and Investment Grade Audits(IGAs) of potential energy efficiency improvements in commercial buildings. The project supported, in collaboration with Bank Jambi and BAZNAS, the revitalization of three micro hydro projects (40kW each) and has facilitated the design and implementation one new micro hydro project (60kW) in remote off-grid villages of Jambi province, currently these micro hydro are providing electricity to 806 households in four villages.
The project has also provided technical assistance to conduct an environmental and social
study for a 3 MW Biomass project in Riau province. The project design also envisaged
establishment of a USD 2.6 Million, Sustainable Energy Fund (SEF), to facilitate financing for
small-medium RE and EE projects. Part of the SEF mechanism is already operating, however, the finalization of delivery and administrative mechanism for SEF is still underway.
Accomplished interventions to achieve Outcome-3 include: support to the strengthening of
National Registry System (SRN), through building capacities of stakeholders to submit
mitigation actions to SRN. The Project also facilitated an input of 1,052 mitigation actions in
energy sector in to SRN. Similarly, the Project is also engaged in developing MRV
methodologies and guidelines for RE/EE projects in energy sector.


Recommendations
1

To continue supporting provincial governments in review and timely approval of the draft Provincial Energy Plans. There is also a greater need to develop tentative financial plans/budgetary outlays for the Provincial Energy Plans. Project should provide technical assistance to develop respective financial plans in pilot provinces, this will greatly help in capturing the total scope of investments required.

2

To further support and collaborate with public and private sector stakeholders in the implementation of the recommendations of the completed Specific Energy Consumption Survey in government buildings and Investment Grade Audits in the remaining private buildings.

3

To enhance close collaboration with and build capacities of ESCOs to enable them to effectively and professionally provide required technical and human resources/services for energy efficiency in public and private sector projects.

4

To continue capacity building programs for the stakeholders in RE sector including government agencies especially at the provincial level, financing institutions, project developers, consulting companies, and policy makers.   

5

To finalize Sustainable Energy Fund delivery mechanisms, as soon possible, to start efficient and effective utilization of the allocated USD 2.6 Million. It is suggested that the developed SEF delivery mechanisms should be finalized and approved in a special Project Board meeting, to be called at an early convenience, preferably not later than Sep 2019. Similarly, UNDP HQ should provide desired technical and administrative support to timely finalize and approve the institutional and administrative mechanisms for utilization of SEF.

6

To identify and collaborate with willing partners in public and private sector in the design and implementation of the RE projects in the pilot provinces to achieve the target of 15 MW RE based power generation (7 MW mini-hydro, 6 MW biomass and 2 MW solar PV projects) by the end of project. Overall this target can be achieved in the remaining period as a 3 MW project is already about to close financially with PT SMI.

The remaining target can be achieved by identifying potential partners and provide desired technical support in the development and enhancing the bankability of the proposals. In this regard the project should connect/consult with organizations, who have already secured RE PPAs with PLN and are looking for external technical and financial support. If needed the project should also issue a call for expression interest to identify and select potential partners for establishment of RE projects.

7

To further support communities and build their capacities in effectively managing and operating the micro hydro projects, as well as further explore business models based on fee collection and introduction of Renewable Energy Service Providers (RESCOs) for operation and maintenance of micro-grids.

The managers and operators needs to be further trained through refresher courses especially in technical and operational matters. It is also important to devise standard SOPs with service providers for timely maintenance in cases of major breakdowns. It is also suggested to establish a village committee to monitor the operations and related financial affairs of the micro hydro.

8

To foster efforts, involving relevant stakeholders, to further strengthen the National Registry System (SRN). Project should engage with and build capacities of relevant energy sector institutions to duly submit mitigation actions implemented by various stakeholder to SRN.

9

The MoEF officials also highlighted that there is a greater need for physical/on ground verification of the mitigation actions, as presently, due to limited resources, the MoEF is carrying out MRVs only through desk reviews of data uploaded in the SRN. If resources allow, project should provide necessary facilitation support to enable MoEF to physically verify some selected mitigation actions.   

10

A number of targets for objective level and Outcome-2 indicators are lagging behind. Therefore, there is a greater need to further accelerate the implementation of remaining project interventions. Having said this if the project management understand that there is a need for revision of targets then it should take the matter to the PB. However downward revision of targets will have its own implications, as project financial resources have been estimated keeping in view the prevailing targets in the results framework. If the project targets can’t be achieved by the end of project then the most desirable option is, if resources allows, to request for no-cost extension of the project timeframe (up to 6-12 moths) to complete the targets, instead of revising the targets.

11

Project document envisaged the position of a Chief Technical Advisor, however the position remains vacant. Though the absence of CTA has been mitigated by advisory support from CO. However, it is recommended, if resources allow, project should bring on board a suitably qualified CTA, as soon. This will greatly help in further streamlining and acceleration of project implementation.

12

To employ a dedicated M&E expert/officer for the remaining period of project, who should develop and implement a rigorous M&E mechanisms and provide continuous feedback to the management during implementation and especially keep track of project outcomes and objective level indicators.

 

Furthermore, all stakeholders also need to be regularly involved in the M&E through six-monthly and annual review meetings/workshops. It is also suggested that project should conduct a comprehensive study, towards the end of project, to estimate the exact status of GHG reductions from project interventions.

13

To sort out and assemble all project knowledge products including studies, reports, publications etc., and disseminate in soft and hard to all stakeholders and to upload them to MEMR website for easy accessibility and future reference.

14

There is a greater need to further emphasize on the gender mainstreaming during implementation of project interventions. It is recommended that project should engage a gender specialist who should develop and implement a gender mainstreaming strategy. Furthermore, mechanisms should be developed to collect and analyse gender-disaggregated data related to project output and outcome indicators. 

15

To further explore co-financing arrangements with existing partners like Bank Jambi and BAZNAS and other potential financial institutions to establish and scale up RE and EE projects in times to come. The project also needs to work closely with financial institutions like PT SMI, OJK and especially with private sector banks, to develop a priority regime to ease financing of future sustainable energy projects.

16

To formulate a timely and pragmatic exit strategy, towards the last year of the project, outlining issues, ways and means to smoothly phase out and handover interventions to partners, to ensure sustainability and continuity. The exit strategy shall also highlight possible future options for replicability and scaling up of RE and EE interventions in future.

Management Response Documents
1. Recommendation:

To continue supporting provincial governments in review and timely approval of the draft Provincial Energy Plans. There is also a greater need to develop tentative financial plans/budgetary outlays for the Provincial Energy Plans. Project should provide technical assistance to develop respective financial plans in pilot provinces, this will greatly help in capturing the total scope of investments required.

Management Response: [Added: 2020/04/01]

The planned Marginal Abatement Cost Curve (MACC) studies for each of the pilot provinces will provide the projection of the budget needed for implementing the Regional Energy Plans. The TOR has already been developed and is expected to be advertised by the end of October.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruitment of consultant to conduct MACC studies for the pilot provinces
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed The recruitment process was completed and MACC Studies are currently on going History
Development of MACC studies for the pilot provinces
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/08 Completed The MACC studies completion will be on Aug 2020 History
2. Recommendation:

To further support and collaborate with public and private sector stakeholders in the implementation of the recommendations of the completed Specific Energy Consumption Survey in government buildings and Investment Grade Audits in the remaining private buildings.

Management Response: [Added: 2020/04/01]

The recommendations of the SEC survey in government buildings have been shared with the government at the national level. Currently the project is conducting consultations with the national government where the results of the SEC survey are being provided as inputs for the revision of the PP (government regulation) 70/2009 on Energy Conservation.

The initial results of the SEC survey have been shared with the sub-national government for reference and benchmarking of energy consumption in the government buildings. Based on the SEC results, reports for each of the pilot provinces will be developed and shared to the provincial government.            

The project will continue to follow up and monitor the progress of IGA implementation through one on one meetings with the building owners and facilitate meetings with ESCOs. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize one on one meetings with the building owners and ESCOs to follow up the results of the IGAs
[Added: 2020/04/01]
PMU 2020/12 Initiated
Conduct consultations with the national government to share the SEC results for revision of the Presidential regulation no. 70/2009 on Energy Conservation
[Added: 2020/04/01] [Last Updated: 2020/07/19]
PMU 2020/06 Completed The consultation process has been conducted in June 2020 History
Develop reports for the four pilot provinces based on the SEC results for government buildings
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed On track and completed. History
3. Recommendation:

To enhance close collaboration with and build capacities of ESCOs to enable them to effectively and professionally provide required technical and human resources/services for energy efficiency in public and private sector projects.

Management Response: [Added: 2020/04/01]

The main capacity gaps of the ESCOs are limited access to financing and high perceived risks by the financing institutions and the insurance companies to invest in EE projects. To address these gaps, the project support to develop the capacity of the financing institutions and insurance companies to better understand EE investments. In addition, the project will provide continuous matchmaking with the ESCOs and building owners to identify potential project pipelines, consult with the financing institutions and insurance companies and facilitate EE business models through SEF support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Capacity building of the financing institutions and insurance companies to better understand EE investments
[Added: 2020/04/01]
PMU 2020/12 Initiated
Matchmaking with ESCOs and building owners, consultations with financial institutions and insurance companies and provision of support through SEF to facilitate implementation of EE business models
[Added: 2020/04/01]
PMU 2020/12 Initiated
4. Recommendation:

To continue capacity building programs for the stakeholders in RE sector including government agencies especially at the provincial level, financing institutions, project developers, consulting companies, and policy makers.   

Management Response: [Added: 2020/04/01]

Capacity building is an important part of the project and is expected to be provided through the ongoing and planned project activities. One important capacity building activity for the government will involve RE/EE training for the permitting agency for investment (DPMPTSP), MEMR and the provincial and district offices of MEMR and Bappeda.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Provide RE/EE training for DPMPTSP, national and local government
[Added: 2020/04/01]
PMU 2020/12 Initiated
5. Recommendation:

To finalize Sustainable Energy Fund delivery mechanisms, as soon possible, to start efficient and effective utilization of the allocated USD 2.6 Million. It is suggested that the developed SEF delivery mechanisms should be finalized and approved in a special Project Board meeting, to be called at an early convenience, preferably not later than Sep 2019. Similarly, UNDP HQ should provide desired technical and administrative support to timely finalize and approve the institutional and administrative mechanisms for utilization of SEF.

Management Response: [Added: 2020/04/01]

The procurement mechanism of the SEF has been approved by HQ in July 2019. The project will utilize the procurement mechanism of SEF to provide support for RE and EE projects. Currently the project is carrying out detailed discussions on SEF management arrangement with UNDP HQ, PT SMI and DGNREEC. The project has recruited an international financial consultant to provide the overview of current financial barriers and the design of solutions under the SEF, as justification for further approval of the SEF mechanisms by UNDP HQ. A Project Board meeting to discuss the SEF and receive approval from the Project Board will be conducted in December 2019.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hold a Project Board meeting to discuss the SEF and receive approval on its structure from the Project Board
[Added: 2020/04/01] [Last Updated: 2020/04/02]
PMU, UNDP CO, Project Board 2019/12 Completed The project board meeting was held 5-6 December 2019, and discussed about SEF and other relevant recommendations. History
Recruit an international financial consultant to support to the further design of the SEF
[Added: 2020/04/01]
PMU , UNDP CO 2019/10 Completed
6. Recommendation:

To identify and collaborate with willing partners in public and private sector in the design and implementation of the RE projects in the pilot provinces to achieve the target of 15 MW RE based power generation (7 MW mini-hydro, 6 MW biomass and 2 MW solar PV projects) by the end of project. Overall this target can be achieved in the remaining period as a 3 MW project is already about to close financially with PT SMI.

The remaining target can be achieved by identifying potential partners and provide desired technical support in the development and enhancing the bankability of the proposals. In this regard the project should connect/consult with organizations, who have already secured RE PPAs with PLN and are looking for external technical and financial support. If needed the project should also issue a call for expression interest to identify and select potential partners for establishment of RE projects.

Management Response: [Added: 2020/04/01]

A market sounding for IPPs interested in RE projects was conducted in July 2019, after which the project received interest letters for UNDP’s SEF support from 7 (seven) IPPs that in total have 9 (nine) projects. The total capacity of the projects is 71 MW.  One additional RE project proposal (8 MW) is receiving support from the project to achieve financial close.

 

The project is conducting consultations with the banks (BNI, BRI) and PT SMI to identify additional RE projects that can be supported.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discussion with the banks BNI, BRI) and PT SMI to identify additional project pipelines
[Added: 2020/04/01]
PMU, UNDP CO 2020/12 Initiated
Market sounding for IPPs to collect RE projects that can be supported by SEF
[Added: 2020/04/01]
PMU 2019/07 Completed
7. Recommendation:

To further support communities and build their capacities in effectively managing and operating the micro hydro projects, as well as further explore business models based on fee collection and introduction of Renewable Energy Service Providers (RESCOs) for operation and maintenance of micro-grids.

The managers and operators needs to be further trained through refresher courses especially in technical and operational matters. It is also important to devise standard SOPs with service providers for timely maintenance in cases of major breakdowns. It is also suggested to establish a village committee to monitor the operations and related financial affairs of the micro hydro.

Management Response: [Added: 2020/04/01]

It is expected that operation and maintenance of the micro hydro projects will be conducted by the communities with support of SOPs, while RESCOs can provide repair support when needed through a long-term maintenance contract with the communities. Long-term maintenance contracts with RESCOs will be issued to ensure that support is provided in case of major breakage of power plants that cannot be repaired by the communities.

A training session for operators of the micro hydro will be conducted either in Jakarta or in Jambi, by MEMR or consultant in 2020. Prior to the training, the knowledge gaps among the operators and managers will be identified.

An SOP for fee collection and O&M for the community is available for the micro-hydro project in Lubuk Bangkar village. The SOPs for the remaining three pilot projects in Ngaol, Air Liki and Air Liki Baru villages in Jambi province will be developed by the end of this year. One additional SOP will be developed for the new micro hydro project in Kerinci Seblat, Jambi province.

The village committees for all the four existing micro-hydro projects are in place. The village committees are responsible to manage the operations and the financial affairs of the micro-hydro power plants. The financial aspects and expenditures as well as technical problems are being regularly (twice per year) reported to the village governments.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize a training session for operators of the micro hydro either in Jakarta or in Jambi, with support from by MEMR or external consultant
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/12 Initiated initial plan was on July 2020, but postponed until December 2020 due to COVID 19 situation History
Develop SOPs for existing micro-hydro projects in the villages Ngaol, Air Liki and Air Liki Baru, Jambi province
[Added: 2020/04/01]
PMU 2020/12 Initiated
Issue long-term contracts with RESCOs for the micro-hydro projects
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/12 Initiated Postponed due to COVID-19 . RESCO needs to go to the field to check micro hydro condition before submit offer to UNDP. (initial plan of due date was August 2020) History
Develop an SOP for the new micro-hydro project in Kerinci Seblat, Jambi province
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed on track and completed. History
8. Recommendation:

To foster efforts, involving relevant stakeholders, to further strengthen the National Registry System (SRN). Project should engage with and build capacities of relevant energy sector institutions to duly submit mitigation actions implemented by various stakeholder to SRN.

Management Response: [Added: 2020/04/01]

This recommendation is in line with the project’s work plan. The project will continue to have national trainings with stakeholders utilizing real data that will be an input to SRN. Participants of the trainings are MEMR and other ministries that implement mitigation actions within the energy sector. The trainings will help the participants to report the mitigation actions to SRN.

The project has supported development of a draft methodology on GHG calculation for mitigation actions in the energy sector for hydro power plants (off-grid), wind power plants (on grid), Solar PV power plants (on-grid). The project will continue to support development of draft methodology on GHG calculation for hydro power (on grid), wind power (off grid), solar PV (off grid), biomass power (on grid and off grid), chillers (energy efficiency), energy efficient lamps (energy efficiency).

The completed methodology has to be reviewed and agreed by the Ministry of Environment and Forestry for implementation. The timeframe for release of the methodology depends on the issuance of the new government regulation on GHG Calculation and Reporting, which is expected to be released in December 2019.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize national trainings with MEMR and other ministries on registration of mitigation actions in SRN
[Added: 2020/04/01]
PMU 2020/12 Initiated
Development of a draft methodology on GHG calculation for mitigation actions in the energy sector (hydro, wind solar, biomass, chillers, lamps).
[Added: 2020/04/01]
PMU 2020/12 Initiated
Development of a draft methodology on GHG calculation for mitigation actions in the energy sector (hydro, wind solar).
[Added: 2020/04/01]
PMU 2019/08 Completed
9. Recommendation:

The MoEF officials also highlighted that there is a greater need for physical/on ground verification of the mitigation actions, as presently, due to limited resources, the MoEF is carrying out MRVs only through desk reviews of data uploaded in the SRN. If resources allow, project should provide necessary facilitation support to enable MoEF to physically verify some selected mitigation actions.   

Management Response: [Added: 2020/04/01]

This recommendation is also in line with the project’s work plan. The project will support MRV site visits of the MoEF next year. A sample of 10 MTRE3 project sites (5 RE and 5 EE) will be monitored

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct MRV site visits of the MoEF in 10 project sites
[Added: 2020/04/01]
PMU 2020/12 Initiated
Conduct MRV site visits of the MoEF in 10 project sites
[Added: 2020/04/01]
PMU 2020/12 Initiated
10. Recommendation:

A number of targets for objective level and Outcome-2 indicators are lagging behind. Therefore, there is a greater need to further accelerate the implementation of remaining project interventions. Having said this if the project management understand that there is a need for revision of targets then it should take the matter to the PB. However downward revision of targets will have its own implications, as project financial resources have been estimated keeping in view the prevailing targets in the results framework. If the project targets can’t be achieved by the end of project then the most desirable option is, if resources allows, to request for no-cost extension of the project timeframe (up to 6-12 moths) to complete the targets, instead of revising the targets.

Management Response: [Added: 2020/04/01]

This is a valid recommendation and the issue will be raised at the Project Board meeting for annual work planning in December 2019.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discuss the revision of the project targets during the Project Board meeting in December 2019
[Added: 2020/04/01] [Last Updated: 2020/04/02]
PMU, UNDP CO, Project Board 2019/12 No Longer Applicable [Justification: Revision of targets was not discussed, as prior to the project board meeting, we got clarification that the project end date is later than we originally thought. So there is no need to revise the project targets at this point.]
History
11. Recommendation:

Project document envisaged the position of a Chief Technical Advisor, however the position remains vacant. Though the absence of CTA has been mitigated by advisory support from CO. However, it is recommended, if resources allow, project should bring on board a suitably qualified CTA, as soon. This will greatly help in further streamlining and acceleration of project implementation.

Management Response: [Added: 2020/04/01]

The Project Board will consider this recommendation during the Project Board meeting in December 2019. This is in light of the expectation that once additional technical advisory support for RE/EE projects will be provided by a third party under the SEF mechanism, hence there will be no need to engage a CTA. The support from the third party will come from PT SMI and its consortium of experts that would provide technical assistance to enhance the quality of RE/EE project proposals and ensure financial close. This support would be funded through the SEF mechanism. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Bring up the recruitment of CTA during the Project Board meeting for consideration and decision
[Added: 2020/04/01] [Last Updated: 2020/04/02]
PMU, UNDP CO, Project board 2019/12 No Longer Applicable [Justification: Technical support is currently provided by a third party and the project does not see any CTA support is needed right now, so this was not brought up during the Project Board Consultation. ]
History
Bring up the recruitment of CTA during the Project Board meeting for consideration and decision
[Added: 2020/04/01] [Last Updated: 2020/07/21]
PMU, UNDP CO, Project board 2020/07 No Longer Applicable [Justification: It has been not relevant to project implementation. However, this action plan will be reviewed for next year implementation. ]
No longer relevant . History
12. Recommendation:

To employ a dedicated M&E expert/officer for the remaining period of project, who should develop and implement a rigorous M&E mechanisms and provide continuous feedback to the management during implementation and especially keep track of project outcomes and objective level indicators.

 

Furthermore, all stakeholders also need to be regularly involved in the M&E through six-monthly and annual review meetings/workshops. It is also suggested that project should conduct a comprehensive study, towards the end of project, to estimate the exact status of GHG reductions from project interventions.

Management Response: [Added: 2020/04/01]

To better track the progress of the project results, the project will recruit an M&E Officer for the remaining period of the project. TOR is currently being developed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit an M&E officer
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed On track , the M&E officer is on board. History
13. Recommendation:

To sort out and assemble all project knowledge products including studies, reports, publications etc., and disseminate in soft and hard to all stakeholders and to upload them to MEMR website for easy accessibility and future reference.

Management Response: [Added: 2020/04/01]

The project will recruit a Communications Officer that will support development of knowledge products and communicate project results through a variety of channels such as websites, project briefs, reports and social media

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit a Communications Officer
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed Communication officer was recruited and has specific roles to support project implementation History
14. Recommendation:

There is a greater need to further emphasize on the gender mainstreaming during implementation of project interventions. It is recommended that project should engage a gender specialist who should develop and implement a gender mainstreaming strategy. Furthermore, mechanisms should be developed to collect and analyse gender-disaggregated data related to project output and outcome indicators. 

Management Response: [Added: 2020/04/01]

A contract with the Gender Expert has been signed. The Gender Expert will conduct a Gender Analysis and Gender Action Plan for the project focusing on the national and sub-national level. The work will be done between October 2019-March 2020.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct gender analysis and gender action plan on national and sub-national level
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/12 Initiated The gender analysis is on going. History
Recruit a Gender Specialist
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2020/07 Completed The gender specialist was recruited with task to support gender mainstreaming into project implementation History
15. Recommendation:

To further explore co-financing arrangements with existing partners like Bank Jambi and BAZNAS and other potential financial institutions to establish and scale up RE and EE projects in times to come. The project also needs to work closely with financial institutions like PT SMI, OJK and especially with private sector banks, to develop a priority regime to ease financing of future sustainable energy projects.

Management Response: [Added: 2020/04/01]

The project is currently providing technical assistance for a RE pilot project in North Sulawesi, through SEF modality. The RE project is expected to receive CSR funds from Bank Sulutgo (in cash) and Sharp (in-kind, equipment) for the RE project tin North Sulawesi. Also, a discussion has been initiated with Bank Jawa Barat to utilize CSR funds in a waste to energy management project. Discussion with other banks on supporting RE projects through CSR funds as well as through loans will be carried out continuously throughout the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Discussions with banks to provide co-financing for RE projects as part of the assignment of the international financial consultant
[Added: 2020/04/01]
PMU 2020/12 Initiated
16. Recommendation:

To formulate a timely and pragmatic exit strategy, towards the last year of the project, outlining issues, ways and means to smoothly phase out and handover interventions to partners, to ensure sustainability and continuity. The exit strategy shall also highlight possible future options for replicability and scaling up of RE and EE interventions in future.

Management Response: [Added: 2020/04/01]

This is a good recommendation. A draft exit strategy will be developed by mid next year, to be approved by the Project Board by July 2020.  Any revisions will be done until end of December 2020.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Draft of Exit strategy developed
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2021/03 Initiated Exit strategy will be developed during year 2021, as year 2022 will be the final year of the project. History
Present the final draft Exit Strategy to the Project Board for approval
[Added: 2020/04/01] [Last Updated: 2020/07/22]
PMU 2021/03 Initiated It will be developed during year 2021, as year 2022 will be the final year of the project. History
Make any revisions of the Exit Strategy if required
[Added: 2020/04/01]
PMU 2020/12 Initiated

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