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Mid-Term Review for the Project – “Green Energy Small & Medium Enterprises (SMEs) Development Project in Tajikistan”
Commissioning Unit: Tajikistan
Evaluation Plan: 2016-2022
Evaluation Type: Project
Completion Date: 05/2021
Unit Responsible for providing Management Response: Tajikistan
Documents Related to overall Management Response:
 
1. Recommendation:

Extend the project by 18 months to account for the pressures of COVID-19 and poor design, if and only if, the recommendations below are followed

Management Response: [Added: 2021/06/25]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Preparation of request for Project no-cost extension by 18 months
[Added: 2021/06/25] [Last Updated: 2021/08/19]
PM, CTA 2022/12 Initiated Project non-cost extension can be made 6 months prior to its operational closure. As the project will be operationally closed in May 15, 2023, the request should be done at Nov-Dec of 2022. History
1.2. UNDP Resident Representative's approval of project extension
[Added: 2021/06/29] [Last Updated: 2021/08/19]
PM, TL 2022/12 Initiated Project non-cost extension can be made 6 months prior to its operational closure. As the project will be operationally closed in May 15, 2023, the request should be done at Nov-Dec of 2022. History
1.3. Submission of Request to UNDP IRH and then to UNDP-GEF HQ for approval
[Added: 2021/06/29] [Last Updated: 2021/08/19]
PM, TL 2022/12 Initiated Project non-cost extension can be made 6 months prior to its operational closure. As the project will be operationally closed in May 15, 2023, the request should be done at Nov-Dec of 2022. History
2. Recommendation:

Focus urgent procurement assistance to extend the ICTA contract with more in-time spent in country (consider about 100 days in country per year) and hire a new PM

Management Response: [Added: 2021/06/25] [Last Updated: 2021/06/28]

Recommendation is accepted 

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.5. Hire an ICTA
[Added: 2021/06/29]
HR 2021/09 Initiated Initiated
2.1. Amendment of the existing contract of ICTA (no-cost extension)
[Added: 2021/06/28]
Procurement Unit; Team Leader / Energy, Environment and Disaster Risk Reduction 2021/06 Completed The contract was extended until August 31, 2021; CTA will visit Tajikistan for 2 weeks in July 2021
2.2. Hire a new Project Manager
[Added: 2021/06/28]
HR, Team Leader / Energy, Environment and Disaster Risk Reduction 2021/06 Completed Ms. Muhiba Rabejanova has been hired as a PM
2.3. Extension of the existing contract of ICTA by 12 months and by adding xx days (TBD)
[Added: 2021/06/29] [Last Updated: 2021/08/19]
PM, TL 2021/07 Completed The contract was extended until August 31, 2021 History
2.4. Prepare ToR and announce a tender for ICTA
[Added: 2021/06/29] [Last Updated: 2021/08/19]
PM, HR 2021/07 Completed TOR is prepared and the process initiated via express roster History
3. Recommendation:

Sign the Letter of Agreement (LoA) with the Ministry of Energy and Water resources so that work on Outcome 1 can begin

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/28]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1. Signing of LoA including Annexes with the Ministry of Energy and Water Resources
[Added: 2021/06/28] [Last Updated: 2021/08/19]
Team Leader / Energy, Environment and Disaster Risk Reduction, PM, ICTA 2021/09 Initiated Draft LoA with all the appropriate Annexes indicated above has been submitted to MoEWR on July 28th. Pending approval from the Ministry History
3.2. Approval of ToRs for experts to be hired for performing tasks under Annex 2
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM 2021/09 Initiated The ToR is ready, however the hiring of the engineer and the nature of work will highly rely on which direction the project will take in implementing C3. That is still under negotiation and revision. Recommended new deadline is early September. History
3.3. Starting of works under Component 1 of the Green Energy SME Project
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM 2021/10 Initiated Draft LoA with all the appropriate Annexes indicated above has been submitted to MoEWR on July 28th. Pending approval from the Ministry History
4. Recommendation:

Conclude an agreement with the MoEWR for the project’s participation in the Pamir Energy World Bank grant for rural electrification

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/28]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1. To agree with the MoEWR the scope of cooperation under the WB-funded Tajikistan Rural Electrification Programme (TREP)
[Added: 2021/06/28] [Last Updated: 2021/08/19]
Team Leader / Energy, Environment and Disaster Risk Reduction, PM, ICTA 2021/10 Initiated Negotiations are ongoing History
4.2. Signing of Agreement with the MoEWR on providing grants to the ministry for implementation of green energy projects under the TREP programme
[Added: 2021/06/28] [Last Updated: 2021/08/19]
DRR, Team Leader / Energy, Environment and Disaster Risk Reduction, PM, ICTA 2021/10 Initiated Negotiations are ongoing History
5. Recommendation:

Change the project structure with a strengthened project team (and greater involvement of the ICTA to make it more effective

Extracts from MTR report: 

The ICTA needs to have a more direct role in the management and supervision of the project recognizing the labour force characteristics, the current salary and the urgent needs of the project. Several problems have occurred because the PM did not follow technical guidance of the ICTA. Moreover, an ICTA will generally have more in-depth management and technical experience than the PM. The ICTA contract modality should accommodate more frequent involvement in-country, with focused deliverables (beyond only consulting and advising) as opposed to current contract terms. The ICTA needs to have more time in country (normally 3 weeks for each trip). Note that this may require a change in the contractual relationship of the ICTA. We use this as a term to denote someone of the current ICTA’s experience and education which is much greater than that required for the PM. This term is not meant to imply any form of contractual relationship. The determination of the contractual vehicle is beyond the scope of the MTR 

In addition to this change, the project needs to routinely access local technical talent to support the ICTA and PM. There is a budget for local technical expertise but so far, the PM did not take advantage of this. The revised organisation structure also includes a Knowledge Management team recognizing the importance of this team in achieving the overall project objective and in successfully replicating demonstrations in Outcomes 2 and 3.

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/28]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Development of a ToR (will consider more presence of ICTA in the country) and signing of a new contract with the ICTA (as per Action 2.3. above)
[Added: 2021/06/28] [Last Updated: 2021/06/29]
PM 2021/09 Initiated History
5.2. Development of a ToR and selection of a Technical Assistant (with energy engineering background)
[Added: 2021/06/28] [Last Updated: 2021/06/29]
PM, ICTA 2021/09 Initiated History
6. Recommendation:

Develop better work planning tools including detailed life of project and annual work plans, and a strategy for how to meet the project targets. Revise and use the indicator monitoring plan as a management tool

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/29]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.2. Revision of AWP for 2021 by using work planning tools
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/09 Initiated This relates to 6.1., but also is deeply linked to which direction the project will take on implementation strategy for C3. History
6.1. Training of a newly appointed PM in work planning tools
[Added: 2021/06/28] [Last Updated: 2021/08/19]
DRR, Team Leader / Energy, Environment and Disaster Risk Reduction 2021/07 Completed on job trainings are ongoing History
7. Recommendation:

Develop a communications strategy and plan – demonstrate, document, and disseminate project results

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/29]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Development of communication strategy and plan
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/12 Initiated Communication plan for 2021 has been elaborated and ToR developed to hire a company to implement activities planned under our communication strategy per C4 of the project. The ToR is with CO Communications Unit for clearance. The overall project communication strategy is under revision and will be completed on time History
7.2. Implementation of communication plan
[Added: 2021/06/28]
PM 2022/12 Initiated Initiated
8. Recommendation:

Drop the focus on SME RESCOs and pilots

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/28]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1. Excluding RESCO-related activities from the revised AWP and revised budget
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM 2021/09 Initiated We might resort back to these activities under C3, if the collaboration with WB, PEC TREP project does not happen. This is all under revision currently. History
9. Recommendation:

Make changes in Outcome 2: (1) hold a roundtable among MFIs, GE suppliers, and Project staff to fully understand the market conditions and where they need assistance to achieve project objectives; (2) conduct a rapid market assessment; (3) develop financial products based on 1 and 2; (4) reducing the number of participating MFIs to three; (5), opening up activities to all Green Energy products that are financially feasible, and, (6) developing a market assessment before implementing 
 

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/29]

Recommendation is accepted

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.2. Conduct meetings with MFIs and GE suppliers
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/10 Initiated This will be done during the implementation process of the contract with Frankfurt School of Finance and Management gGmbH. At this point it is too early in the process, we will conduct these meetings when there is actual hard data on the MFIs and GE suppliers provided by Frankfurt School to the project History
9.3. Identification of financially feasible GE products for different customer classes for different GE products (at a given interest rate, a given loan tenor, and a given cost of GE product and price of electricity), and given energy demand of customer
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/10 Initiated This action is in line with Deliverable 5 to be supplied by the ICTA as well as part of the deliverables of Frankfurt School. This is ongoing and is on schedule. History
9.4. Launching of the marketing campaign on developed GE financial products by the selected MFIs
[Added: 2021/06/28]
PM, ICTA, MFIs 2021/09 Initiated Initiated
9.1. Signing a contract with Frankfurt School of Finance & Management gGmbH Provision of consulting services for selected microfinance institutions for development, promotion, and supervision of green financial products
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM 2021/07 Completed completed. History
10. Recommendation:

ICTA to consider revising the design of the financial support mechanism, revise and adjust some of the project log frame indicators and aggregate a few targets

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/29]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1. Development of a financing scheme for solar technologies based on the findings of the market assessment
[Added: 2021/06/28] [Last Updated: 2021/08/19]
ICTA 2021/10 Initiated This action is in line with Deliverable 5 to be supplied by the ICTA by September History
10.2. Adjustment of indicators and targets in the Project Results Framework as needed
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/09 Initiated This is in line with ICTA contract deliverables and will be provided by September History
11. Recommendation:

Consider command and control measures including demand-side management in project activities since the price of electricity is so far below the actual cost. Working with MoEWR and PE, focus policy and regulations to require some EE measures or to mandate SWH under specific conditions 

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/28]

Recommendation is partially accepted – considering the tight timeframe, as well as there are no targets established for energy savings due to the implementation of EE measures, the Green Energy SMEs project will not focus on demand-side EE measures (thermal insulation of walls, EE windows, and doors, etc.) 

 

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1. Study of cost-effectiveness of SWH for tourist SMEs
[Added: 2021/06/28] [Last Updated: 2021/08/19]
ICTA, Frankfurt School 2021/10 Initiated According to the current legislation tourist SMEs shall pay for electricity tariff for industrial consumers (which is higher that the tariff for residents). Deadline must be shifted to October, the research is underway by Frankfurt School. History
11.2. development of draft legal act on enforcement of the implementation of electricity tariffs for industrial consumers
[Added: 2021/06/28] [Last Updated: 2021/08/19]
ICTA, MoEWR 2021/09 Initiated This action can be implemented as a part of activities under the LoA (see above Actions 3.1, 3.2 and 3.3). The deadline for this should also shift to September. History
12. Recommendation:

Consider teaming with OSCE on a limited mini-grid effort to expand the number of people and communities reach through RESCOs and increase the MW served by the project while establishing a model for community-based electricity supply 

Extract from MTR report: 

OSCE has explored several communities in Khatlon that will not be connected to the grid in the next five years. Each of these communities has some form of existing, albeit degraded, power system. A community-based mini-grid as OSCE envision would be one form of RESCO and each community has different capabilities and resources to contribute. 

Once the project has successfully concluded its agreement on the PE/World Bank Activity, it will have reached many of its main targets and have resources left over. The project might consider programming some of those into the OSCE mini-grid concept. The project would not normally consider these projects because they are high per-unit cost of the person served and given the project’s limited budget, efforts here would not be cost-effective unless the project had already reached its targets. The only model that stands a chance of working and being sustainable is the community-based model

 

Management Response: [Added: 2021/06/28] [Last Updated: 2021/06/29]

Recommendation is accepted 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
12.1. Discussion with OSCE its plans regarding the implementation of community-based mini-grids in the Khatlon Region
[Added: 2021/06/28] [Last Updated: 2021/08/19]
ICTA 2021/07 Completed completed History
12.2. Subject to OSCE plans, development of a scope of cooperation
[Added: 2021/06/28] [Last Updated: 2021/08/19]
PM, ICTA 2021/08 No Longer Applicable [Justification: We are in ongoing discussions on possible collaboration with ACTED. PM has monthly calls with the NGO and is working towards organizing a possible joint exhibition of GE/RE equipment, technology and such in the late Fall of 2021. As of now OSCE does not have any active GE/RE specific projects. However, PM will continue to seek partnerships and carry out the dialogue with the organization. ]
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