UNDP has learned from previous experience in project design, and helped government partners to set more practical and realistic targets for NIM projects.77 The continuity and technical competence of UNDP staff, and the repository of collective project experience, are invaluable assets in the partnership with the Government, private sector and local community partners.78 UNDP has gained the confidence of a wide spectrum of partners in Egypt, including the private sector and various elements of civil society. This is especially evident in energy-efficiency, renewable energy, and protected area initiatives. UNDP has played a key role in the various GEF and GCF projects, helping government partners to coordinate and integrate project activities.79 This was especially evident in the various protected area initia‑ tives, which require bridging policy development, awareness-raising, capacity-building, and testing of innovations.80 Several agencies and ministries noted UNDP willingness and ability to solve project implementation problems.81 Partners highly appreciate UNDP support through projects that directly address Egypt’s obligations under various international conventions and protocols. These include, among others: enhancing capacity for imple‑ menting the Rio conventions, development of Egypt’s Fourth National Communication, Egypt’s first Biennial Update Report, the initiative under the Regional Centre for the Basel Convention (addressing transboundary movement of hazardous waste), and the Montreal Protocol. With a strong built-in capacity-development component, these projects and the climate change associated initiatives have contributed to better aware‑ ness and understanding of the climate vulnerability and adaptation needs of the country. Finding 11. UNDP has contributed significantly to the expanded use of energy-efficient and renewable energy technologies in Egypt. Successes in this sector mainly reflect a sharp focus on simple technologies able to demonstrate cost-savings over time with significant reductions in GHG emissions. While some initia‑ tives are being scaled up through the strong financing mechanisms available, for some others replication is at risk due to a lack of incentives or clarity of roles between local and central government. UNDP has supported a strong portfolio of initiatives dealing with energy efficiency (lights and transpor‑ tation systems) and the development of renewable energy (biogas and solar photovoltaic [PV] rooftop panels). Mostly centred on urban areas and tourist locations, these have been relatively successful and sustainable, as opposed to the ‘Biogas’ project in rural areas where uptake was challenged due to policy issues and equipment operation and maintenance costs. The ‘Rooftop PV’ and ‘Energy Efficient Lighting’ projects have both been successful, with clear demonstra‑ tion and uptake of PV systems and LED-type lighting with different applications and relatively accurate estimation of cost-savings over time, and with so-called ‘market transformation’ financing mechanisms in place to scale up the installation of these two technologies.82 UNDP records show that the ‘Rooftop PV’ project has supported more than 10 megawatts of solar energy production,83 equivalent to over nine tons
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Lesson learned from the ‘Sustainable Transport’ project, and evident in the ‘Energy Efficient Lighting’ project, as well as the ‘Nile Delta climate adaptation’ project. A corollary of this continuity of staff and long-standing partnerships with donors and implementing partners, is a perceived position of comfort and assumptions about relationships. One donor was frustrated that UNDP was making too many assumptions about their funding and what it could be used for. On the other hand, some private sector entities noted that UNDP had helped them access the Government of Egypt and build relationships there. UNDP leads Technical Groups, such as the Planet Group, which create bridges to various ministries, as well as other United Nations agencies like UNIDO, IFAD and FAO. Several implementing partners felt that GEF projects are too rigid in their project plans and budgets, and would have liked more flexibility and control themselves, but this reflects the GEF process more than UNDP management of GEF projects. Given this situation, almost all implementing partners appreciated the dedication and support of UNDP staff. This is especially important, as some government project managers continue to work intermittently on initiatives and rely on UNDP continuity. Source: Evaluation of Protected Areas Financing project. Bicycle sharing in the Sustainable Transport project and LED applications. “Market transformation” financial mechanisms include, for example, the PV project which relied on a defined feed-in tariff, and later net metering, and benefitted from increasing electricity prices as Government subsidies were withdrawn, acting as inducements. 126 projects in 15 governorates, in various sectors.
Chapter 2. findings
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