Mid-term Evaluation of Development of Sustainable Renewable Energy Power Generation (SREPGEN) Project

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Evaluation Plan:
2017-2020, Bangladesh
Evaluation Type:
Mid Term Project
Planned End Date:
11/2017
Completion Date:
11/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
23,256

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Title Mid-term Evaluation of Development of Sustainable Renewable Energy Power Generation (SREPGEN) Project
Atlas Project Number: 00073939
Evaluation Plan: 2017-2020, Bangladesh
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2017
Planned End Date: 11/2017
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)
Evaluation Budget(US $): 23,256
Source of Funding:
Evaluation Expenditure(US $): 23,256
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: Yes
GEF Project Title: Bangladesh: Development of Sustainable Renewable Energy Power Generation
Evaluation Type: Mid-term Review
Focal Area: Climate Change
Project Type: FSP
GEF Phase: GEF-5
GEF Project ID: 4459
PIMS Number: 3948
Key Stakeholders:
Countries: BANGLADESH
Lessons
Findings
Recommendations
1

Major project redesign should be adopted (by Nov. 2017), followed by check on progress (at latest Feb. 2018). If progress is not sufficient, early project close should be considered to ensure funds are not wasted. If progress is acceptable, application to the GEF for a one-year extension from current project close date of Dec. 31, 2018 until Dec. 31, 2019 may be considered if needed.

2

[Component 1 – Recommendation 1] Policy and planning outputs and activities should be substantially revised to fit needs and should be the main focus of Component 1 going forward. Redesigned activities will include Net Metering Action Plan, technical solutions for grid integration of distributed RE power, template agreement for rooftop solar, quality and disposal guidelines for PV components, investment management and incentive policy/ regulations and guidelines for utility scale RE, and GOB Action Plan for RE Power Generation 2019-2040.

3

[Component 1- Recommendation 2] While some SREDA promotion activities can be continued, given that this area has already had significant achievement and received significant budget allocation, this work should be secondary to Component 1’s policy and planning work. In particular, with 3 study tours completed, no more should be carried out.

4

[Component 2 – Recommendation 1] Wind resource assessment work should be redesigned to take into account extensive work already done by USAID and remaining needs. Assuming the results of the USAID wind resource assessment work at nine sites shows some positive results and that its retired towers can be transferred in time for no-cost use, SREPGen can fill in the gaps by carrying out learning-by-doing onshore wind resource assessment in Barisal and carrying out a desk study on offshore wind resource potential.

5

[Component 2 – Recommendation 2]  Nationwide biomass resource assessment, not initially included in the ProDoc, but with TOR design already initiated by a top biomass expert, should be launched as soon as possible. The current scope of work should be divided into two phases, with phase one efforts to be limited to a cost of USD300, 000 of project funds, with contracting efforts to be initiated immediately. As the total costs anticipated for the nation-wide study may be roughly USD1 million or more, the other USD700, 000 or more of work should be allocated to phase two, for which other donor funds can be pursued in parallel with implementation of phase 1 of the study. Work should be done concurrently to justify and, if possible, reduce costing.

6

[Component 2 – Recommendation 3] The need for project support of investment-grade solar resource assessment, now being proposed at five sites, should be further vetted and justified, before being contracted. If the project goes forward with this work, it should include a capacity building/ learning-by-doing dimension.

7

[Component 3 – Recommendation 1] Component 3 work (which aims to address getting PV power to the poor that lack electricity) should put its greatest focus on those villages among the 1,024 identified long-term off-grid villages that are not suitable to PV mini-grids. A survey of the 1,024 villages is recommended (to be commenced promptly by January 2018) in order to: (a) confirm which villages are not suitable for PV mini-grids and which of these have the highest proportion of un-electrified households, (b) determine the best type of PV nano-grids when nano-grids are suitable for such villages, and (c1) identify those cases of villages for which free-standing, unconnected household systems (SHSs) are instead the best option and (c2) determine viability of and strategy for a pay-as-you-go distribution initiative for such villages.

8

[Component 3 – Recommendation 2] The design and installation of 300 nano-grids for clusters of homes in long-term off-grid villages not suitable to PV mini-grids and with a high proportion of un-electrified households is recommended as the most extensive activity of Component 3, with budget of roughly USD1.255 million.

9

[Component 3 – Recommendation 3] Small SHS and pico-solar sold on monthly installment plan implemented via automated pay-as-you-go payment technology is recommended as the second key activity of the re-designed Component 3 to get PV power to the poorest households. A preliminary budget allocation of roughly USD 318,000 is recommended, pending confirmation of the viability of the pay-as-you-go strategy to generate substantial demand for systems. This work should also include training of “solar grandmas” to ensure repair services are available.

10

[Component 4 – Recommendation 1] Re-design of RE power generation scale-up activities (the focus of Component 4) is recommended to suit the current needs to achieve actual installations of utility-scale PV, utility-scale wind, and utility scale biomass power generation projects. Redesigned activities should include a mix of barrier removal (with barriers identified via consultation with investors) for utility scale RE power generation, design and implementation of concession bidding programs for utility scale RE power generation, preparation of bankable financing documents for RE power generation, and direct support for a 100 kW W2E project (the last item, as requested by SREDA).

11

[Component 4 – Recommendation 2] Special applications of RE power is an area less fully in line with the RE power generation objective of SREPGen. At the same time, pursuit of RE power applications as a part of SREPGen is to some extent justifiable. Bangladesh’s power grid is expanding rapidly, so that PV power applications represent an important means of increasing use of RE power in both on-grid and off-grid areas. Thus, it is recommended that special PV power applications be considered, but only if sufficient funding is first allocated to other project initiatives. Relevant sub-areas should all be contingent on the availability of a feasible business model for commercial replication. Areas to consider in this regard are: an additional auto-rickshaw and easy ride PV charging station, arsenic removing solar pump, solar freezer, household solar pump, and solar boats (with the last to be supported only if compelling new aspects are included as compared to the 5 boats already supported).

12

[Cross-cutting – Recommendation 1] The project should recruit part-time experts to support its efforts to implement the re-designed project at a rapid pace. The mix of experts may follow one of two scenarios: (1) a part time expert in PV (most major contract in terms of time), as well as a part-time expert in each of wind and biomass (more limited contracts) or (2) a general RE expert and an expert in TOR preparation and contracting.

13

[Cross-cutting – Recommendation 2] The project should aim to diversify its partners – the organizations with which it signs contracts to implement project activities. Partners should be chosen based on their capabilities in the relevant re-designed activities.

14

[Cross-cutting – Recommendation 3] The project team, after finalizing indicators (initial draft provided in Annex 3), should carefully consider achievement of indicators (especially GHG ERs) in any further adjustment or re-prioritization of project activities. In the case of utility scale projects, it will be important for the project team to carefully monitor developments and provide evidence that SREPGen activities did indeed remove barriers for such utility-scale projects, so that SREPGen can “claim” credit for their GHG ERs.

15

[Cross-cutting – Recommendation 4] Measures should be adopted as follows so that each of four key stakeholder groups (PSC, the Implementing Entity, UNDP, and the project team) are able to increase their effectiveness in promoting project progress:

-  The PSC should discuss and approve the re-designed project as a whole by end of Nov. 2017. Further, PSC members should be made aware that the project objective concerns RE power generation and that the project has four clear outcomes on which project activities need to focus.

-  As with the PSC, the implementing entity should be reminded repeatedly that the project objective concerns RE power generation and has four clear outcomes on which project activities need to focus. The implementing entity should further understand the GEF incremental strategy – which the project should aim to invest money in activities that stimulate replication of RE power generation initiatives on substantial scale and have the potential for commercial viability. Thus, one-off activities that lack replication potential and/or that lack commercial viability are not suitable for SREPGen.

-  UNDP should make strong efforts to support the project in faster turnaround of procurement handled through UNDP, with a target of maximum six weeks between opportunity posting and contract signing.

-   The performance of the project team should be enhanced and monitored. To ensure the project team’s work is on target, each team member should keep a daily timesheet in Excel documenting time spent on various activities. UNDP should review these timesheets every two weeks to ensure the team is putting its full effort in the right areas. 

1. Recommendation:

Major project redesign should be adopted (by Nov. 2017), followed by check on progress (at latest Feb. 2018). If progress is not sufficient, early project close should be considered to ensure funds are not wasted. If progress is acceptable, application to the GEF for a one-year extension from current project close date of Dec. 31, 2018 until Dec. 31, 2019 may be considered if needed.

Management Response: [Added: 2017/12/27]

The mid-term review of the project has completed on 12 November 2017, as the final MTR report has been submitted at that time. The MTR consultant provided extensive redesign support, including the relevant documentation, after consultation with the PMU: (i) redesigned outputs and activities, (ii) redesigned indicators (“Project Results Framework”), (iii) redesigned budget, (iv) redesigned timeline, and (v) guidance for GHG ER calculations to get the project back on track. PMU of SREPGen project is persistently working on redesign, following clear direction and guideline of MTR, to complete project interventions within the stipulated timeline. The PMU, UNDP (both CO and regional office) and SREDA have already adopted the recommended redesign by MTR. It would be formalized by Project Steering Committee (PSC) possibly in January 2018 as per the availability of the Chairperson of PSC.

The project has already manifested some noticeable progress since the completion of MTR on 12 November 2017. A financing agreement has been signed on 20 November 2017 between SREPGen and IDCOL for implementing renewable energy system establishments as per the recommendation of the MTR report, and US$ 550,000.00 (Five Hundred Fifty thousand USD) has been transferred to IDCOL as an initial advance. An exhaustive list of ToRs of consultants (about 20) have been prepared for recruitment by February 2018, in order to start the activities immediately and accelerate the pace of work within the shortest possible time.

It is worthwhile to mention that the project will be closed in June 2018 based on TPP (GoB requirement) and eventually extension request from UNDP/GEF must be reached to GoB no later than February, 2018. Thus, a progress evaluation in February 2018 followed by the assessment of requirements for extension is not a feasible option considering the time required for the approval process in the GoB system. Another issue is, this would be the last opportunity to extend the project as per GEF rules. Thus, additional six months extension i.e. till June 2020 instead of December 2019 would be thought of to be at safe side.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
An extension request letter from SREDA/Power Division will be sent to UNDP through ERD.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
UNDP/SREDA/ERD 2018/01 Completed Extension letter has been already sent. History
2. Recommendation:

[Component 1 – Recommendation 1] Policy and planning outputs and activities should be substantially revised to fit needs and should be the main focus of Component 1 going forward. Redesigned activities will include Net Metering Action Plan, technical solutions for grid integration of distributed RE power, template agreement for rooftop solar, quality and disposal guidelines for PV components, investment management and incentive policy/ regulations and guidelines for utility scale RE, and GOB Action Plan for RE Power Generation 2019-2040.

Management Response: [Added: 2017/12/27]

PMU of SREPGen project fully complies with the list of activities identified under component-1, the ‘RE Policy and Regulatory Support Program’ during the MTR mission. PMU has already started the initiatives to implement these tasks one after another, following the proposed timeline.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The list of ICs that need to be recruited will be prepared along with ToRs.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
SREDA/PMU 2018/02 Completed All ToRs have been prepared and ICs are recruited. History
3. Recommendation:

[Component 1- Recommendation 2] While some SREDA promotion activities can be continued, given that this area has already had significant achievement and received significant budget allocation, this work should be secondary to Component 1’s policy and planning work. In particular, with 3 study tours completed, no more should be carried out.

Management Response: [Added: 2017/12/27]

PMU of SREPGen is now giving more time and efforts to bring out substantial progress in the policy and regulatory aspects of the project. As per the instruction of NPD of SREPGen, all the budget for the study visit has not been consumed in the last visit, as NPD plans to arrange another one in 2018. However, the allocated budget for this will not exceed as per the recommendation of the MTR consultant.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize study tour to Germany.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
SREDA/SREPGEN/UNDP 2018/12 Completed Within the budget recommended by MTR History
4. Recommendation:

[Component 2 – Recommendation 1] Wind resource assessment work should be redesigned to take into account extensive work already done by USAID and remaining needs. Assuming the results of the USAID wind resource assessment work at nine sites shows some positive results and that its retired towers can be transferred in time for no-cost use, SREPGen can fill in the gaps by carrying out learning-by-doing onshore wind resource assessment in Barisal and carrying out a desk study on offshore wind resource potential.

Management Response: [Added: 2017/12/27]

The Mission from UNDP Bangkok Regional Hub was held on 29 October- 1 November 2017. The mission has already been informed that the project of USAID has been extended until June 2018 and therefore, the activity pertaining to wind resource assessment and support program under component-2 might not be started during the year 2018. Obtaining all the retired towers and instruments from USAID project might be complex and time-consuming tasks, even if it is possible. Thus, this activity might not be pursued, which the PMU would assess after June 2018. However, preliminary offshore wind resource assessment activities will be pursued if the relevant local expertise and secondary resources can be found.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct wind resource mapping study in onshore areas of Barishal as well as preliminary offshore wind resource assessment.
[Added: 2017/12/27] [Last Updated: 2018/05/09]
SREDA/SREPGEN 2019/06 No Longer Applicable [Justification: This study was entirely dependent on the published report of USAID which was supposed to be published. But the report has not been published.]
Validity of these activities will be further assessed by PMU in July 2018. History
5. Recommendation:

[Component 2 – Recommendation 2]  Nationwide biomass resource assessment, not initially included in the ProDoc, but with TOR design already initiated by a top biomass expert, should be launched as soon as possible. The current scope of work should be divided into two phases, with phase one efforts to be limited to a cost of USD300, 000 of project funds, with contracting efforts to be initiated immediately. As the total costs anticipated for the nation-wide study may be roughly USD1 million or more, the other USD700, 000 or more of work should be allocated to phase two, for which other donor funds can be pursued in parallel with implementation of phase 1 of the study. Work should be done concurrently to justify and, if possible, reduce costing.

Management Response: [Added: 2017/12/27] [Last Updated: 2017/12/27]

PMU is fully following the recommendation. To implement the first phase of the work, the recruited bio-mass expert is further instructed to divide the work into two phases and limit the cost of total package for the first phase within USD 300000. Simultaneously, PMU is also looking for co-financer and recently GIZ has been approached and expressed their preliminary interest to SREDA for co-financing on “Comprehensive Assessment of the Availability and Use of Biomass fuels for Various End-Uses with Special Attention to Power Generation to Prepare and Action Program for Sustainable Development of Biomass fuels in Bangladesh”.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Redraft of the ToR to complete the first phase of the nation-wide biomass resource assessment.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
Consultant/PMU 2018/01 Completed History
Conduct nationwide biomass resource assessment.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
SREDA/SREPGEN/UNDP/GIZ 2019/06 Initiated Work in progress and a consultancy firm will be on board soon. History
6. Recommendation:

[Component 2 – Recommendation 3] The need for project support of investment-grade solar resource assessment, now being proposed at five sites, should be further vetted and justified, before being contracted. If the project goes forward with this work, it should include a capacity building/ learning-by-doing dimension.

Management Response: [Added: 2017/12/27]

The demand for solar energy utilization for thermal and photo voltaic applications is increasing rapidly in Bangladesh. The design of solar energy systems has to be tailored depending upon the solar energy availability at a particular location. Hence, knowledge of the availability of solar radiation and its intensity distribution at the place of interest is the primary requirement for the designer of the solar energy systems. Solar radiation measurement instrument is usually installed at the national meteorological agencies. However, Bangladesh Meteorological Department (BMD) has no solar radiation measurement instruments installed in any of its existing station. Therefore, the availability of this important information is rather restricted or not available at all. To overcome this issue, the project will install solar irradiance monitoring at different locations in Bangladesh. In these circumstances, this activity has been further vetted and justified by SREDA to understand the need for project support of investment-grade solar resource assessment and SREDA is very much interested to have this support from this project.

For this purpose, primary communication has already been made with a German public University named ITT, TH Koln for this study. A design specification for this study has been prepared already to fit into the ToR with a proposal of 10 sites instead of 5 sites if budget allows for this solar irradiance monitoring station across Bangladesh. Through this project, a high quality solar irradiance study will be conducted which will inform the spatial and temporal pattern of solar irradiance in Bangladesh.

A comprehensive training and capacity building program has been envisaged under this study. Two different kinds of training and capacity building approaches have been considered. The first one is more technical-oriented. The next component is the transfer of technology and knowledge sharing for solar irradiance study.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Draft design specification and ToR for investment grade PV resource assessment at five sites (might be 10 sites if budget permits).
[Added: 2017/12/27]
SREPGEN/SREDA 2017/12 Completed
Complete bidding publication
[Added: 2017/12/27] [Last Updated: 2018/05/06]
PMU/SREDA/UNDP 2018/12 Completed History
Contract signing and work-in-progress
[Added: 2017/12/27] [Last Updated: 2018/07/29]
PMU/SREDA/UNDP 2018/07 Completed History
7. Recommendation:

[Component 3 – Recommendation 1] Component 3 work (which aims to address getting PV power to the poor that lack electricity) should put its greatest focus on those villages among the 1,024 identified long-term off-grid villages that are not suitable to PV mini-grids. A survey of the 1,024 villages is recommended (to be commenced promptly by January 2018) in order to: (a) confirm which villages are not suitable for PV mini-grids and which of these have the highest proportion of un-electrified households, (b) determine the best type of PV nano-grids when nano-grids are suitable for such villages, and (c1) identify those cases of villages for which free-standing, unconnected household systems (SHSs) are instead the best option and (c2) determine viability of and strategy for a pay-as-you-go distribution initiative for such villages.

Management Response: [Added: 2017/12/27]

A desk review process from PMU of SREPGen project is going on in order to approve more un-electrified villages from the list of 1024 villages identified by the Rural Electrification Board (REB). A primary study has already been conducted by IDCOL to identify the villages which best suit for PV nano-grids and this study is a reference document for SREPGen Project. PMU is trying to explore the best type of solar photovoltaic (solar PV) nano-girds which are suitable for those villages in terms of cost, durability and suitability and business model available for that along with PAYGO (e.g. Solar distribution through pay-as-you-go business models) model. In addition, PMU is trying to reveal the measures which could support private investors to invest into renewable energy-based village grids. A concept note will be developed from PMU resolving all those issues.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct survey of 1,024 villages.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
SREPGEN/SREDA 2018/12 Completed Full assessment requires more time, which will be done through a firm. History
8. Recommendation:

[Component 3 – Recommendation 2] The design and installation of 300 nano-grids for clusters of homes in long-term off-grid villages not suitable to PV mini-grids and with a high proportion of un-electrified households is recommended as the most extensive activity of Component 3, with budget of roughly USD1.255 million.

Management Response: [Added: 2017/12/27]

A meeting was held between SOLshare (who is the inventor of Peer to Peer SHS system known as P2P SHS system) and IDCOL to identify a suitable business model for installation of 300 nano-grids among the cluster of household in long-term off-grid villages. No suitable business model is envisioned yet to be accepted by UNDP and SREDA. PMU, SREDA, IDCOL and Sol-Share are working on this currently. If the suitable/feasible/acceptable business model is not found at the end, we might choose hybrid mini-grid power generation systems (Solar- and Wind-Hybrid Mini-grids), which would be a unique system with already-adopted business model by the government for replication. For this kind of retrofitting, support of wind system in the hybrid grid could be provided as grant and solar system will follow the existing business model. If investors cannot be found for this hybrid system, an improved PV based mini-grid would be adopted with the existing business model which has high demands now.  PMU is currently discussing options with IDCOL and SREDA regarding this.  

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Make decision on business model for P2P SHS nano-grid.
[Added: 2017/12/27] [Last Updated: 2018/10/13]
PMU/SREDA/IDCOL/UNDP 2018/10 Completed 2 meetings has been already held. History
Develop concept note on PV + Wind Hybrid-mini-grid if P2P SHS system business model is not acceptable.
[Added: 2017/12/27] [Last Updated: 2018/05/06]
SREPGEN/SREDA/UNDP 2018/03 Completed Simultaneously conceptualizing History
Develop concept note on PV based improved mini-grid if P2P SHS system and PV + Wind Hybrid-mini-grid business model are not acceptable.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/SREDA/UNDP 2018/04 Completed Simultaneously conceptualizing History
9. Recommendation:

[Component 3 – Recommendation 3] Small SHS and pico-solar sold on monthly installment plan implemented via automated pay-as-you-go payment technology is recommended as the second key activity of the re-designed Component 3 to get PV power to the poorest households. A preliminary budget allocation of roughly USD 318,000 is recommended, pending confirmation of the viability of the pay-as-you-go strategy to generate substantial demand for systems. This work should also include training of “solar grandmas” to ensure repair services are available.

Management Response: [Added: 2017/12/27]

A financing agreement is signed between IDCOL and SREPGen Project on 20 November 2017 for implementation of Renewable Energy System-related pograms in off-grid areas of Bangladesh. Pay-as-you-go systems are being implemented by IDCOL with the support from DFID since 2016 but the success of such system is unsatisfactory as the solar home system has been saturated in the market. If the systems are in place, training will be organized for solar grandmas to ensure repair service in the vicinity.  If this PAYG system can not be implemented, this budget will be used for PV based mini-grid or similar system.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Conduct assessment of the pay-as-you-go business model and distribution of 15,000 pico PV and small SHSs.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/SREDA/UNDP/IDCOL 2018/02 Completed History
10. Recommendation:

[Component 4 – Recommendation 1] Re-design of RE power generation scale-up activities (the focus of Component 4) is recommended to suit the current needs to achieve actual installations of utility-scale PV, utility-scale wind, and utility scale biomass power generation projects. Redesigned activities should include a mix of barrier removal (with barriers identified via consultation with investors) for utility scale RE power generation, design and implementation of concession bidding programs for utility scale RE power generation, preparation of bankable financing documents for RE power generation, and direct support for a 100 kW W2E project (the last item, as requested by SREDA).

Management Response: [Added: 2017/12/27]

Agreed. Appropriate actions will be taken mostly at the end of 2018. However, piloting W2E in a municipality process has been started. PMU is closely working on this with SREDA. A technical specification and cost estimation are going on at the moment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Exchange between government officials/ utility scale PV investors/ identification of barriers/ solutions.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/UNDP/SREDA 2019/06 Initiated History
Support barrier removal for utility scale PV projects
[Added: 2017/12/27] [Last Updated: 2018/12/04]
SREPGEN/UNDP/SREDA 2018/12 Completed History
Design and implement Bangladesh's first utility scale solar PV concession bidding project.
[Added: 2017/12/27] [Last Updated: 2019/03/27]
SREPGEN/UNDP/SREDA 2019/12 Not Initiated History
Prepare feasibility study, other bankable documents, or financing proposals and piloting of W2E project.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/UNDP/SREDA 2019/06 Not Initiated History
11. Recommendation:

[Component 4 – Recommendation 2] Special applications of RE power is an area less fully in line with the RE power generation objective of SREPGen. At the same time, pursuit of RE power applications as a part of SREPGen is to some extent justifiable. Bangladesh’s power grid is expanding rapidly, so that PV power applications represent an important means of increasing use of RE power in both on-grid and off-grid areas. Thus, it is recommended that special PV power applications be considered, but only if sufficient funding is first allocated to other project initiatives. Relevant sub-areas should all be contingent on the availability of a feasible business model for commercial replication. Areas to consider in this regard are: an additional auto-rickshaw and easy ride PV charging station, arsenic removing solar pump, solar freezer, household solar pump, and solar boats (with the last to be supported only if compelling new aspects are included as compared to the 5 boats already supported).

Management Response: [Added: 2017/12/27]

The budget has already been allotted for additional activities, such as additional auto-rickshaws and easy ride PV charging stations, arsenic removing solar pumps, solar freezers, household solar pumps under component-4, with a feasible business model for commercial replication.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Relevant sub-areas should all be contingent on the availability of a feasible business model for commercial replication.
[Added: 2017/12/27] [Last Updated: 2018/10/13]
SREPGEN/SREDA/UNDP 2018/10 Completed History
12. Recommendation:

[Cross-cutting – Recommendation 1] The project should recruit part-time experts to support its efforts to implement the re-designed project at a rapid pace. The mix of experts may follow one of two scenarios: (1) a part time expert in PV (most major contract in terms of time), as well as a part-time expert in each of wind and biomass (more limited contracts) or (2) a general RE expert and an expert in TOR preparation and contracting.

Management Response: [Added: 2017/12/27]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Recruit RE expert for 12 months.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/SREDA/UNDP 2018/02 Completed History
Recruit communication cum administrative expert for 12 months
[Added: 2017/12/27] [Last Updated: 2018/07/29]
SREPGEN/SREDA/UNDP 2018/06 Completed History
13. Recommendation:

[Cross-cutting – Recommendation 2] The project should aim to diversify its partners – the organizations with which it signs contracts to implement project activities. Partners should be chosen based on their capabilities in the relevant re-designed activities.

Management Response: [Added: 2017/12/27]

A wide range of potential partners (e.g. SOLshare Ltd, Solar E Technology Austria, IDCOL, BSREA) in RE field have been already contacted by PMU of SREPGen project. The process is underway to find suitable contractors which best fit with the current re-designed activities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The project should diversify its partners.
[Added: 2017/12/27] [Last Updated: 2018/12/04]
SREPGEN/SREDA/UNDP/IDCOL 2018/12 Completed History
14. Recommendation:

[Cross-cutting – Recommendation 3] The project team, after finalizing indicators (initial draft provided in Annex 3), should carefully consider achievement of indicators (especially GHG ERs) in any further adjustment or re-prioritization of project activities. In the case of utility scale projects, it will be important for the project team to carefully monitor developments and provide evidence that SREPGen activities did indeed remove barriers for such utility-scale projects, so that SREPGen can “claim” credit for their GHG ERs.

Management Response: [Added: 2017/12/27]

Results Framework (RF) of SREPGen project is in the process of revision, which is scheduled to be completed by January 2018. PMU will carefully monitor development of utility-scale projects and provide evidence so that project can claim the credit of GHG ERs.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Revise Results Framework (RF) of SREPGEN project.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN 2018/01 Completed History
15. Recommendation:

[Cross-cutting – Recommendation 4] Measures should be adopted as follows so that each of four key stakeholder groups (PSC, the Implementing Entity, UNDP, and the project team) are able to increase their effectiveness in promoting project progress:

-  The PSC should discuss and approve the re-designed project as a whole by end of Nov. 2017. Further, PSC members should be made aware that the project objective concerns RE power generation and that the project has four clear outcomes on which project activities need to focus.

-  As with the PSC, the implementing entity should be reminded repeatedly that the project objective concerns RE power generation and has four clear outcomes on which project activities need to focus. The implementing entity should further understand the GEF incremental strategy – which the project should aim to invest money in activities that stimulate replication of RE power generation initiatives on substantial scale and have the potential for commercial viability. Thus, one-off activities that lack replication potential and/or that lack commercial viability are not suitable for SREPGen.

-  UNDP should make strong efforts to support the project in faster turnaround of procurement handled through UNDP, with a target of maximum six weeks between opportunity posting and contract signing.

-   The performance of the project team should be enhanced and monitored. To ensure the project team’s work is on target, each team member should keep a daily timesheet in Excel documenting time spent on various activities. UNDP should review these timesheets every two weeks to ensure the team is putting its full effort in the right areas. 

Management Response: [Added: 2017/12/27]

-   The PSC Chairman has confirmed his availability only in January 2018. Therefore, PSC meeting will be called by mid-January 2018 to give a brief about the project objective concerning “RE power generation” and approve the redesign process of the project. 

-   The implementing entity- SREDA was directly involved with entire redesign process of MTR from the beginning to the end. In the debriefing session at the end of MTR, the consultant made it very clear to the Chairman and other relevant officials of SREDA that the current focus of the project should be given particularly on replication of RE power generation initiatives at a large scale and GEF incremental strategy.

-   UNDP is now handling with the procurement faster than before for posting an advertisement and signing a contract.

-   The project team has started to fill out dailytime sheets from the very beginning of December 2017.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize PSC meeting.
[Added: 2017/12/27] [Last Updated: 2018/10/13]
SREPGEN/SREDA 2018/10 Completed History
An implementation entity, SREDA, should be reminded repeatedly that the project objective concerns RE power generation and has four clear outcomes on which project activities need to focus.
[Added: 2017/12/27]
SREPGEN/SREDA 2017/11 Completed
UNDP should spend maximum of six weeks between opportunity posting and contract signing.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/UNDP 2018/01 Completed History
To ensure the project team’s work is on target, each team member should keep a daily timesheet in Excel documenting time spent on various activities. UNDP should review these timesheets every two weeks to ensure the team is putting its full effort in the right areas.
[Added: 2017/12/27] [Last Updated: 2018/05/07]
SREPGEN/UNDP 2018/12 Completed History

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