National Appropriate Mitigation Actions Projet (NAMA) in the sectors of energy generation and end use in Peru

Report Cover Image
Evaluation Plan:
2017-2021, Peru
Evaluation Type:
Final Project
Planned End Date:
06/2020
Status:
Planned
Management Response:
Yes
Evaluation Budget(US $):
20,000
Document Type Language Size Status Downloads
Title National Appropriate Mitigation Actions Projet (NAMA) in the sectors of energy generation and end use in Peru
Atlas Project Number: 00077699
Evaluation Plan: 2017-2021, Peru
Evaluation Type: Final Project
Status: Planned
Planned End Date: 06/2020
Management Response: Yes
Focus Area:
  • 1. Environment & Sustainable Development
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 1.5. Inclusive and sustainable solutions adopted to achieve increased energy efficiency and universal modern energy access (especially off-grid sources of renewable energy)
SDG Goal
  • Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable
  • Goal 13. Take urgent action to combat climate change and its impacts
SDG Target
  • 11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 13.b Promote mechanisms for raising capacity for effective climate change-related planning and management in least developed countries and small island developing States, including focusing on women, youth and local and marginalized communities
Evaluation Budget(US $): 20,000
Source of Funding:
Joint Programme: No
Joint Evaluation: No
GEF Evaluation: No
Key Stakeholders:
Countries: PERU
Lessons
Findings
Recommendations
1
Review the definition and accuracy of the objectives and expected results, in order to have more precise and specific indicators for the remainder of the execution period. For example, update the indicators for the NAMAs already formulated; incorporate effectiveness indicators for long-term follow-up that NAMAs will have; align technical and social objectives, in terms of indicators of change, trends in the use of innovations and others.
2
Define more clearly the scope of the Project's intervention in relation to convergent or coincident projects and activities in development or recent inception, in order to avoid duplication or overlap of efforts and responsibilities. In particular, make a conceptual and technical clarification of the relationship between the NAMA and the Project with the quantification of direct and indirect emissions linked to other energy projects and activities. This work can be done through the formation of a technical group with the entities involved (MInistry of Energy, Ministry of Environment, OSINERGMIN) and the Project team, in order to obtain lessons learned for future similar projects.
3
Seek the approval of an extension without cost of the execution period, justified both in unforeseen delays in the start, and in the relative efficiency in the execution of the substantial components of the Project (inventories, baselines, NAMA documents and MRV protocols ); as well as in an analysis of its impact and relevance within the framework of the country's NDCs.
4

 

Strengthen the technical team in charge of the implementation of the Project, with the inclusion proposed by the Coordination, and deemed appropriate: personnel specialized in information and communications, gender and climate change, and electric transport, as it is the NAMA that most requires support of inter-institutional coordination.

5
Conform, with the endorsement of the Project Steering Council, multisectoral technical support groups or committees for each NAMA with periodic sessions, and schedule roadmaps until the end of the Project and with extension until 2030, in terms of what is expected as impact and tracking needs.
6

 

Coordinate as soon as possible with the Office of Budget and Planning of the Ministry of Energy and the Ministry of Economy and Finance the early formulation and programming of incorporation of the NAMA in the Budgets for Results, in order to achieve it during the period of execution of the Project.

7
Expand the scope of communication and information of the Project, both through the website and the call for workshops, informational meetings, newsletters or monthly information sheets, visits and formal invitations to unions and companies, and other means. To seek, for this purpose, the support of the Senior Management of MINEM and other ministries and their institutions, especially those that make up the CDP.
8
Establish routines and dedicated meetings of exchange and systematic discussion of the Project team, on the advances and avenues of innovation of actions or amendment of directions in the work plans.
9
Conduct studies, in coordination with the executors of the projects that make up the NAMAs, on gender and cultural characteristics that may be influencing the implementation of the NAMAs (for example, state of use and operation of the SFVs, improved kitchens, attitudes of economic or cultural rationalization, etc.).
10
Coordinate, with the sectors and institutions specialized in the subject, the final design of the 'Technical Institute of Women' (now called “Energy School for Women” - “e-Woman”) and its optimization of operation in terms of its management and affiliation, with the existing experience (SENCICO, SENATI, and other entities and NGOs).
11
It is essential to have updated information on the energy demand profile, especially at the level of rural families, but also in urban areas, including information on the potential of other natural sources of sustainable energy in the future, involving local governments and organized civil society. The 2017 census should be an important source for this interinstitutional effort; as well as the surveys carried out by the Project.
12
Coordinate with the DGER the design of instruments for better planning of access to energy and the development of electrification actions, updating the Rural Energy Plan, in order to order the intervention of the entities involved in the system (NGOs, regional governments and local, among others), to avoid the problems of cost overruns of initiatives and tend to the best use of care opportunities.
13

 

Concentrate efforts and efforts in achieving legal and regulatory instruments considered as an enabling condition; for this purpose, increase coordination with OSINERGMIN, and establish technical dialogues with the actors involved in the design of the standards and the removal of barriers for their formulation and approval.

14
Strengthen the coordination and participation of the entities involved - collaborating with the Supervisory Body of Investment in Energy and Mining - for the revision of management models, to incorporate indicators of service quality, with minimum standards, tariff structures (BT8 rate); and studies of the causes of delinquency or abandonment of SFV services, which will be part of the MRV protocols, in order to ensure the useful life of the equipment, calculated at 20 years. In this regard, attention should be given to social and organizational aspects and factors - which are often overlooked despite their importance in the introduction and sustainable management of services in rural areas
15
Promote collaboration and exchange with other national and cooperative entities that have experiences and lessons learned in the field of clean cooking, in order to strengthen and make pilots more efficient and instructive. The shared knowledge in this area is vital to project more accurately the emissions avoided, and ensure a sustainable implementation of the activities to be promoted. In this sense, it is essential that the pilots prioritize the formation of local leadership from the beginning, and the local appropriation of both management and direct benefits.
16
Promote the appropriation of the NAMA within the framework of the current energy efficiency project in the MINEM, through an organic and permanent interaction of the respective specialists, and the political support of the DGEE; and work more closely with INDECOPI to join efforts and collaboration in the pilots.
17

 

Intensify collaboration with the private sector and microfinance organizations to design business models appropriate to energy supply and demand, which stimulate and promote the articulation of efforts

18

 

Intensify efforts in the positive change of the regulations, and develop a multi-institutional strategy to overcome the remaining barriers and resistances, at the highest political level that limit the development of the RER in the market and its incorporation into the system.

19

 

Incorporate the Ministry of Transportation into the CDP, and actively participate in the discussion of the activities of the Project and its implication in the establishment of the Single Transportation Authority and its regulations. In parallel, continue the initial opening and expand it to private and trade organizations linked to transport, for a better design and dissemination of pilots in preparation.

1. Recommendation:
Review the definition and accuracy of the objectives and expected results, in order to have more precise and specific indicators for the remainder of the execution period. For example, update the indicators for the NAMAs already formulated; incorporate effectiveness indicators for long-term follow-up that NAMAs will have; align technical and social objectives, in terms of indicators of change, trends in the use of innovations and others.
Management Response: [Added: 2019/11/26]

ProDOC indicators cannot be changed, only the specific activities associated with the indicators in the Annual Work Plans linked to established and measurable targets can be given more precisely monitoring in quarterly and annual reports.

Key Actions:

2. Recommendation:
Define more clearly the scope of the Project's intervention in relation to convergent or coincident projects and activities in development or recent inception, in order to avoid duplication or overlap of efforts and responsibilities. In particular, make a conceptual and technical clarification of the relationship between the NAMA and the Project with the quantification of direct and indirect emissions linked to other energy projects and activities. This work can be done through the formation of a technical group with the entities involved (MInistry of Energy, Ministry of Environment, OSINERGMIN) and the Project team, in order to obtain lessons learned for future similar projects.
Management Response: [Added: 2019/11/26] [Last Updated: 2019/11/26]

Review each mitigation measure reported as part of the tentative programming and differentiate them in terms of its indicators included in its MRV systems to make sure that only one entity is reporting the emition reductions. This is done through knowledge of the designs and interinstitutional coordinations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Maintain the commitments communicated in the sectoral tentative programming for mitigation measures. (Tentative Sector Programming communicated and registered in December 2018, and its subsequent updates)
[Added: 2019/11/26]
Misnitry of Energy and Ministry of Environment 2019/12 Completed
To estimate together with MINAM the emissions attributable to the Pilots implemented by the Project, and continue with their Measurement, Report and Verification as part of the MRV systems already established.
[Added: 2019/11/26]
Project National Appropriate Mitigation Actions (NAMA) in the power generation sectors and their end use in Peru 2020/07 Initiated
3. Recommendation:
Seek the approval of an extension without cost of the execution period, justified both in unforeseen delays in the start, and in the relative efficiency in the execution of the substantial components of the Project (inventories, baselines, NAMA documents and MRV protocols ); as well as in an analysis of its impact and relevance within the framework of the country's NDCs.
Management Response: [Added: 2019/11/26]

Request an extension of at least 6 months to help compensate for the 7 months lost at the beginning of the Project when you were looking to hire the Project Coordinator.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Carry out an evaluation of the project team's capabilities, considering the planned activities to be carried out in the rest of the time; and strengthen it with support staff, if necessary.
[Added: 2019/11/26]
Project Board 2020/01 Overdue-Initiated
4. Recommendation:

 

Strengthen the technical team in charge of the implementation of the Project, with the inclusion proposed by the Coordination, and deemed appropriate: personnel specialized in information and communications, gender and climate change, and electric transport, as it is the NAMA that most requires support of inter-institutional coordination.

Management Response: [Added: 2019/11/26]

Hire staff when required to expand capacity and resources for the implementation of planned activities in 2019 and 2020.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Carry out an evaluation of the project team's capabilities, considering the planned activities to be carried out in the rest of the time; and strengthen it with support staff, if necessary.
[Added: 2019/11/26]
Project Board 2020/01 Overdue-Initiated
Carry out an evaluation of the project team's capabilities, considering the planned activities to be carried out in the rest of the time; and strengthen it with support staff, if necessary.
[Added: 2019/11/26]
Project Board 2020/01 Overdue-Initiated
5. Recommendation:
Conform, with the endorsement of the Project Steering Council, multisectoral technical support groups or committees for each NAMA with periodic sessions, and schedule roadmaps until the end of the Project and with extension until 2030, in terms of what is expected as impact and tracking needs.
Management Response: [Added: 2019/11/26]

 

Formalize the technical groups already developed for the different NAMAs, with more defined roles and responsibilities and formally committed in minutes or agreements.

Key Actions:

6. Recommendation:

 

Coordinate as soon as possible with the Office of Budget and Planning of the Ministry of Energy and the Ministry of Economy and Finance the early formulation and programming of incorporation of the NAMA in the Budgets for Results, in order to achieve it during the period of execution of the Project.

Management Response: [Added: 2019/11/26]

Evaluate all the enabling activities and conditions included in the NAMAs to determine which of them could meet the requirements and criteria of the Results Budget Program (PPR). With this, evaluate the possibility of developing proposals for new PPR programs.

 

 

Key Actions:

7. Recommendation:
Expand the scope of communication and information of the Project, both through the website and the call for workshops, informational meetings, newsletters or monthly information sheets, visits and formal invitations to unions and companies, and other means. To seek, for this purpose, the support of the Senior Management of MINEM and other ministries and their institutions, especially those that make up the CDP.
Management Response: [Added: 2019/11/26]

Work closely with the Imaging group in the communication and dissemination campaign, and increase the presence in social networks.

Key Actions:

8. Recommendation:
Establish routines and dedicated meetings of exchange and systematic discussion of the Project team, on the advances and avenues of innovation of actions or amendment of directions in the work plans.
Management Response: [Added: 2019/11/26]

 

Continue doing it as it has been done

Key Actions:

9. Recommendation:
Conduct studies, in coordination with the executors of the projects that make up the NAMAs, on gender and cultural characteristics that may be influencing the implementation of the NAMAs (for example, state of use and operation of the SFVs, improved kitchens, attitudes of economic or cultural rationalization, etc.).
Management Response: [Added: 2019/11/26]

 

Taking into account this recommendation, we will evaluate the development of activities (for example workshops, work groups, meetings) focused on the incorporation of gender and interculturality in the implementation of the NAMAs and the NDC of Peru, inviting the other entities involved in field.

Key Actions:

10. Recommendation:
Coordinate, with the sectors and institutions specialized in the subject, the final design of the 'Technical Institute of Women' (now called “Energy School for Women” - “e-Woman”) and its optimization of operation in terms of its management and affiliation, with the existing experience (SENCICO, SENATI, and other entities and NGOs).
Management Response: [Added: 2019/11/26]

Present the results obtained from the first pilots implemented and receiving feedback and recommendations to incorporate in the next stages of implementation.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hold a workshop focused on the Energetic School for Women "EMujer", presenting the results obtained from the first pilots implemented and receiving feedback and recommendations to incorporate in the next stages of implementation.
[Added: 2019/11/26]
Project Team 2019/12 Overdue-Not Initiated
11. Recommendation:
It is essential to have updated information on the energy demand profile, especially at the level of rural families, but also in urban areas, including information on the potential of other natural sources of sustainable energy in the future, involving local governments and organized civil society. The 2017 census should be an important source for this interinstitutional effort; as well as the surveys carried out by the Project.
Management Response: [Added: 2019/11/26]

 

Update information on the energy demand profile

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Finalize the energy survey application, and move forward with its implementation in collaboration with INEI, DGER, Osinergmin, MIDIS and other entities
[Added: 2019/11/26]
Project team 2019/06 Overdue-Initiated
Finalize the energy survey application, and move forward with its implementation in collaboration with INEI, DGER, Osinergmin, MIDIS and other entities
[Added: 2019/11/26]
Project team 2019/06 Overdue-Initiated
12. Recommendation:
Coordinate with the DGER the design of instruments for better planning of access to energy and the development of electrification actions, updating the Rural Energy Plan, in order to order the intervention of the entities involved in the system (NGOs, regional governments and local, among others), to avoid the problems of cost overruns of initiatives and tend to the best use of care opportunities.
Management Response: [Added: 2019/11/26]

Develop a pilot integrating the recommendations of the diagnostic study on the rural electrification program, to develop recommendations to modify the massive program I already in implementation and to launch a new Massive program II to close the gap.

Key Actions:

13. Recommendation:

 

Concentrate efforts and efforts in achieving legal and regulatory instruments considered as an enabling condition; for this purpose, increase coordination with OSINERGMIN, and establish technical dialogues with the actors involved in the design of the standards and the removal of barriers for their formulation and approval.

Management Response: [Added: 2019/11/26]

 

The Project MAnaer considers this recommendation is too broad and general to be able to respond with specific actions. The evaluator should be more specific about their recommendations.

Key Actions:

14. Recommendation:
Strengthen the coordination and participation of the entities involved - collaborating with the Supervisory Body of Investment in Energy and Mining - for the revision of management models, to incorporate indicators of service quality, with minimum standards, tariff structures (BT8 rate); and studies of the causes of delinquency or abandonment of SFV services, which will be part of the MRV protocols, in order to ensure the useful life of the equipment, calculated at 20 years. In this regard, attention should be given to social and organizational aspects and factors - which are often overlooked despite their importance in the introduction and sustainable management of services in rural areas
Management Response: [Added: 2019/11/26]

 

Develop recommendations to modify the massive program I already in implementation and to launch a new Massive program II to close the gap

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop a pilot integrating the recommendations of the diagnostic study on the rural electrification program, to develop recommendations to modify the massive program I already in implementation and to launch a new Massive program II to close the gap.
[Added: 2019/11/26]
Project Team 2020/06 Not Initiated
Update the MRV system to incorporate the results of the pilot, including the new equipment evaluated, if it is favorable for the Massive Program II.
[Added: 2019/11/26]
Project team 2019/12 Overdue-Initiated
Update the MRV system to incorporate the results of the pilot, including the new equipment evaluated, if it is favorable for the Massive Program II.
[Added: 2019/11/26]
Project team 2019/12 Overdue-Initiated
15. Recommendation:
Promote collaboration and exchange with other national and cooperative entities that have experiences and lessons learned in the field of clean cooking, in order to strengthen and make pilots more efficient and instructive. The shared knowledge in this area is vital to project more accurately the emissions avoided, and ensure a sustainable implementation of the activities to be promoted. In this sense, it is essential that the pilots prioritize the formation of local leadership from the beginning, and the local appropriation of both management and direct benefits.
Management Response: [Added: 2019/11/26]

 

Coordinate with entities involved in the clean cooking sector such as Foncodes, IICA, SENCICO, GIZ, Universities, among others, in the development of pilots and proposals for national programs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hold more coordination meetings with entities involved in the clean cooking sector such as Foncodes, IICA, SENCICO, GIZ, Universities, among others, in the development of pilots and proposals for national programs.
[Added: 2019/11/26]
Project team 2020/01 Overdue-Not Initiated
16. Recommendation:
Promote the appropriation of the NAMA within the framework of the current energy efficiency project in the MINEM, through an organic and permanent interaction of the respective specialists, and the political support of the DGEE; and work more closely with INDECOPI to join efforts and collaboration in the pilots.
Management Response: [Added: 2019/11/26]

Continue to involve all specialists and the Director of the General Direction of Energy Efficiency in the development of the Project and the 4 NAMAs, including all meetings, trainings, workshops and events organized by the Project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Develop in conjunction with the General Direction of Energy Efficiency trainings to the National Institute for the Defense of Competition and Property Protection on energy efficiency labelling. Director of the project and the 4 NAMAs, including all meetings, trainings, workshops and events organized by the Project.
[Added: 2019/11/26]
Project team 2020/10 Not Initiated
17. Recommendation:

 

Intensify collaboration with the private sector and microfinance organizations to design business models appropriate to energy supply and demand, which stimulate and promote the articulation of efforts

Management Response: [Added: 2019/11/26]

Advance the development of financing lines and business models for the promotion of energy efficiency, electric transport, and renewable energies.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Hold meetings with financial entities such as the Financial Cooperation for Development, Savings Banks, First Floor Banks, multi-national banks, funds, among others
[Added: 2019/11/26]
Project Team 2020/10 Not Initiated
18. Recommendation:

 

Intensify efforts in the positive change of the regulations, and develop a multi-institutional strategy to overcome the remaining barriers and resistances, at the highest political level that limit the development of the RER in the market and its incorporation into the system.

Management Response: [Added: 2019/11/26]

 

The Project has made studies, proposals for regulatory changes, and pilots to promote RER. What is missing does not depend on the Project, it depends on the will of the Minister and President to implement. It is not seen as a recommendation for the Project.

Key Actions:

19. Recommendation:

 

Incorporate the Ministry of Transportation into the CDP, and actively participate in the discussion of the activities of the Project and its implication in the establishment of the Single Transportation Authority and its regulations. In parallel, continue the initial opening and expand it to private and trade organizations linked to transport, for a better design and dissemination of pilots in preparation.

Management Response: [Added: 2019/11/26]

The project has discussed this recommendation with the evaluator, and explained that the Ministry of Transportation and Communications has not been included because it only belongs to one of the NAMAs and thus it is better that it is part of technical committees. For the same reason, the Ministry of Social Development and Inclusion is not part of the Steering Committee.

Key Actions:

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