Evaluation Report RETT

PROJECT EVALUATION OF
THE CHINA-GHANA AND CHINA-ZAMBIA

SOUTH-SOUTH COOPERATION ON
RENEWABLE ENERGY TECHNOLOGY
TRANSFER PROJECTS
Projects funded by the Government of Denmark
EVALUATION REPORT
July 2019
1 Cecilia Requena Pallarés

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Ban Ki-moon,
Secretary General of the United Nations from 2007 to 2016

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Table of Contents
Acronyms ......................................................................................................................... 4
Executive summary........................................................................................................... 5
1. Introduction............................................................................................................. 7
2. Description of the intervention................................................................................. 8
2.1 Alignment with UNDAF priorities.................................................................................. 8
2.2 South-South Cooperation on Renewable Energy Technology Transfer projects .............. 8
2.2.1 China-Ghana South-South Cooperation on Renewable Energy Technology Transfer .................. 9
2.2.2 China-Zambia South-South Cooperation on Renewable Energy Technology Transfer ............... 10
3. Evaluation scope and objectives ............................................................................. 11

3.1. Objective and purpose of the evaluation .................................................................... 11
3.2. Scope of work ............................................................................................................ 12
3.3. Evaluation criteria and questions ............................................................................... 13
4. Evaluation approach and methods ......................................................................... 14
4.1. Evaluation approach and phases ................................................................................ 14
4.1.1 Inception phase (approx. 8 days) .................................................................................................. 14
4.1.2 Data collection and analysis phase (approx. 14 days) .................................................................. 14
4.1.3 Close out phase (4 days) ................................................................................................................ 15
4.2. Data sources and collection ........................................................................................ 15
4.2.1 Desk review and research: ............................................................................................................ 15
4.2.2 Online surveys and Face-to-face Phone/Online interviews: ........................................................ 16
4.3. Sample selection approach......................................................................................... 16
4.4. Data analysis ............................................................................................................. 16
4.5. Limitations of the evaluation ...................................................................................... 17
5. Independent Evaluator .......................................................................................... 17
6. Findings ................................................................................................................. 18
6.1 Limitations of project design and implementation ...................................................... 18
6.2 Overall progress ......................................................................................................... 20
6.3 OECD/DAC criteria for Evaluating Development Assistance ......................................... 31
6.3.1 Relevance ................................................................................................................................. 31
6.3.2 Effectiveness ............................................................................................................................ 32
6.3.3 Efficiency .................................................................................................................................. 35
6.3.4 Sustainability............................................................................................................................ 36
7. Conclusions............................................................................................................ 40
8. Lessons learned and Recommendations ................................................................. 41
Annexes ......................................................................................................................... 46

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Acronyms
ACCA21 Administrative Centre for China's Agenda 21

APR Annual Progress Reports
AWP Annual Work Plan
CSIR Council for Scientific and Industrial Research
DAC Development Assistance Committee
DANIDA Danish International Development Agency
ICSHP International Center on Small Hydro Power
IE Independent Evaluator
IR Inception Report
KGRTC Kafue Gorge Regional Training Centre
M&E Monitoring and Evaluation
MOFCOM Ministry of Commerce
MOST Ministry of Science and Technology
MOU Memorandum of Understanding
NDC National Determined Contributions
NISIR National Institute for Scientific and Industrial Research
OECD Organization for Economic Co-operations and Development
PMU Project. Management Unit
PSC Project Steering Committee
REA Rural Electrification Authority
REMP Renewable Energy Master Plan
RET Renewable Energy Technology
RETT Renewable Energy Technology Transfer
SADC Southern African Development Community
SE4ALL Sustainable Energy for All
SEC Solar Energy Center
SSC South-South Cooperation
TE Terminal Evaluation
ToC Theory of Change
ToR Terms of Reference
UN United Nations
UNDAF United Nations Development Assistance Framework
UNDP United Nations Development Programme
UNEG United Nations Evaluation Group
UNZA University of Zambia
ZESCO Zambia Electricity Supply Corporation
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Cecilia Requena Pallarés
[email protected]
Executive summary
The Renewable Energy Technology Transfer (RETT) projects are funded by the Government of
Denmark and implemented by the Ministry of Science and Technology in China, the Energy
Commission in Ghana and the Ministry of Energy in Zambia, with the support of the UNDP in China,
Ghana and Zambia.
Before the RETT project, the government of Ghana had several policies and instruments in place to
regulate the energy sector and promote renewable energy. However, significant challenges remained,
which revolved around remaining gaps in the institutional and regulatory framework, the capacity of
implementers to develop and run viable renewable energy businesses, inadequate functioning of
technical and research institutions, and skepticism towards renewables due to cultural reasons or
perceived business risks. In Zambia, to promote energy production and reduce barriers to RET, a
National Energy Policy was developed in 2008. Additionally, steps were taken to strengthen
regulations and institutional framework for RE. However, similarly to the case of Ghana, despite these
efforts significant barriers remained. The main barriers concerned the ineffective regulatory
framework, lack of technical capacity for RET and weak government capacity to evaluate technical and
financial proposals, compounded by lack of administrative coordination and the sparseness of the RET
market in Zambia.
The SSC on RETT projects were designed to promote renewable energy technology transfer and
expertise exchange between China and Ghana, and China and Zambia, building on China's experience.
These projects include strengthening policy framework and technical capacity in Ghana and Zambia;
and creating supporting mechanisms to facilitate SSC between the participating governments, private
sector and research institutions in order to create partnerships and sustainability for RETT.
The objective of the evaluation is to assess whether the projects have built capacity on RETT, created
partnerships and strengthened SSC between China and Ghana and China and Zambia. In this sense,
the evaluation assesses the performance and progress of the project outcomes with the purpose of
identifying lessons learned and providing recommendations, in order to allow participating
institutions, make informed strategic decisions for future trilateral and South-South Cooperation
projects.
The RETT trilateral cooperation projects have been overall a success, despite the challenges and
difficulties faced. The multi-stakeholder coordination mechanism, overall managed by UNDP has set
an example for South-South Cooperation that goes beyond funding infrastructure and capital transfers
to include a more learning-based and country driven approach. China has not only strengthened its
capacity to engage in this innovative way of SSC, it has proven its commitment to fostering knowledge
and experience exchange between South-South countries through replicating the RETT projects – this
time also as the donor - with Sri Lanka and Ethiopia. Furthermore, through the RETT projects, UNDP is
leading the way in a new and innovative way of SSC for the private sector. Partnerships facilitated by
the RETT projects between private sector in Ghana, Zambia and China are a crucial element of the
more than likely sustainability of the projects’ results.
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Delegations from all three partner countries have taken part in people-to-people exchanges in
renewable energy technology that have brought to life best practices, challenges and possible ways
forward. Training facilities have been set up in Ghana and Zambia, which will help fill critical human
resources and knowledge gaps on RE in both countries and their respective regions. Moreover, the
project has been instrumental in advancing the development of critical renewable energy
infrastructure such as the Chipota Falls Mini-hydro in Zambia and the Tsatsadu mini-hydro in Ghana.
Notwithstanding notable success, the project has suffered from its overambitious goals and design
flaws. Being a new and complex model of trilateral SSC project, it is not surprising that the project has
run into delays and is now running behind schedule, and that most likely some outcomes will not be
achieved before the end of the project. The project aimed to develop complex RE infrastructure in
the space of 4 years, which is a short timeframe considering the sub-activities involved for each activity
(which were not identified in the design phase, like site selection, design, etc.) and the limitations of
the available budget. The over ambitiousness of the goals was compounded by lack of foresight and
planning in the design stage, which has led to further budget limitations caused by exchange rate
fluctuations that were not considered during the risk analysis, and by procurement processes that
took longer than expected and were administratively burdening.
The Evaluation report recommends stakeholders to continue enagaging in trilateral South-South

Cooperation projects with national implementation and continue to do so not only for national
governments but also the private sector. SSC could have been more effective if strengths of Ghana
and Zambia had been leveraged to promote knowledge and experience exchange with the relatively
weak country (Ghana-Zambia or Zambia-Ghana, as the case may be) in each specific area.
The evaluation has learnt that challenges have arisen from a weak project design and a complex
project management set up, and it should therefore be simplified, integrated and included risks as
part of the results framework (both general risks and risks tied to specific activities) to ease their
identification and management.
Finally, finananing has limited the participation of the private sector, the setting up demonstration
sites, and project scale-up. It is therefore recommended that future projects assist stakeholders in
identifying diversified sources of financing and that the project promotes PPPs to release the private
sector from unbearable risks and costs.
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1. Introduction
In April 2019 the Independent Evaluator (IE), Ms. Cecilia Requena, was commissioned by UNDP China
to carry out a Project Evaluation1 of the China-Ghana and China-Zambia South-South Cooperation (SSC)
on Renewable Energy Technology Transfer (RETT) projects. The IE is pleased to respond to this
assignment with this Final Report and accompanying documents.
The evaluation is taking place at this time because all primary stakeholders (donor and implementing
partners) have agreed that both projects will benefit from an Independent Evaluation before the
completion of project implementation. The China-Ghana and China-Zambia South-South Cooperation
(SSC) on Renewable Energy Technology Transfer (RETT) projects were expected to end in December
2018. However, a no-cost extension was approved by the Government of Denmark in April 2019 and
the project will end on 31st December 2019.
The main purpose of the Terminal Evaluation is to identify lessons learned and produce
recommendations for the future. Accordingly, the evaluation assesses the performance and progress
of the expected results of the projects; the reasons for observed success/failure; and draws lessons
learned with the dual purpose of accountability and learning, mainly the latter.
The Evaluation focuses on providing recommendations for the primary stakeholders of the project
and, where relevant, for other stakeholders. The primary stakeholders of the projects are:
a) ACCA21, Ministry of Science and Technology (MOST), Energy Commission of Ghana and
Ministry of Energy of Zambia (the project implementers)
b) UNDP China, Ghana and Zambia (project coordinators)
c) Danish Government (the project donor)
The draft Report for the Terminal Evaluation includes the following sections: 1) Introduction: this
section outlines the projects being evaluated, why the evaluation is being carried out and who the
audience of the evaluation is; 2) Description of the intervention: describes the projects that are being
evaluated and their background, outlining key aspects such as key stakeholders, resources, project
duration and geographical scope of the projects; 3) Evaluation scope and objectives: outlines the
purpose of the aspects of the projects that are being assessed; 4) Evaluation approach and methods:
presents the overall approach of the evaluation, the phases and sample selection method, and the
expected deliverables throughout the evaluation; 5) Independent evaluator: 6) Findings: based on the
data collected and analyzed, the progress in the achievement of the projects’ outcomes are presented,
as well as the identified factors that have affected implementation; 7) Conclusions; 8)
Recommendations and lessons learned: linked to the key findings of the report, this section offers
specific suggestions for future or similar projects. The report also includes annexes that include
documents supporting the findings presented in the evaluation report.
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The PSC agreed on a Project Evaluation instead of a Terminal Evaluation in a GSC meeting on July 9, 2018.

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2. Description of the intervention
2.1 Alignment with UNDAF priorities

Under the Sustainable Energy for All (SE4ALL) initiative, the SSC on RETT projects are aligned with
UNDP China’s objectives to: i) “bring greater benefits to developing countries than what would be
achieved by UNDP or China acting alone” and ii) “enable China and UNDP to learn more about each
other’s ways of providing development cooperation”. It builds on one of China’s United Nations
Development Assistance Framework (UNDAF) outcomes: “China’s development experience is
effectively shared with other countries”.
Further, the project in Ghana is in line with 2012 - 2016 UNDAF’s outcome 3: “National systems and
existing institutional arrangements for Climate Change mitigation and adaptation and for disaster risk
reduction, as defined in the Hyogo Framework for Action at the district, regional and national level are
functional” under which UNDP Ghana is providing support in energy, climate change, disaster risk
reduction and biodiversity. In the energy sector, one of UNDAF targets in outcome 3 that states that
“The share of modern forms of renewable energy (excluding large hydro) in the electricity generation
mix is increased to 5% by 2016”, UNDP is supporting the government to increase the share of
renewables in the energy mix and improve energy efficiency.
The China-Zambia SSC on RETT is aligned with the country’s long-term aspiration of fostering
sustainable development and reducing people’s vulnerability from climate change and environmental
degradation - pillars under the framework of Zambia’s UNDAF 2011 – 2015 and the Sixth NDP vision
for the Natural Resources Sector. Following the end of UNDAF 2011 – 2015, Zambia-UN Sustainable
Development Partnership Framework 2016 – 2021 was signed between the government of Zambia
and the UN. This partnership highlights the importance of ‘Leaving No-one Behind’ and reaching those
in Zambia who are marginalized and vulnerable through poverty, discrimination, ignorance or
prejudice. The UN’s support to Zambia under the Sustainable Development Partnership Framework is
designed around three inter-connected pillars: inclusive social development; inclusive and
environmentally-sustainable economic development; and governance and participation.
2.2 South-South Cooperation on Renewable Energy Technology Transfer projects

The development objective of the China-Ghana and China-Zambia South-South Cooperation (SSC) on
Renewable Energy Technology Transfer (RETT) projects is “Enhanced capacity for South-South
development cooperation between China and countries in Africa within renewable energy transfer has
been developed and tested” with the specific objectives of “contributing to climate change mitigation
and reducing poverty by increasing access to renewable energy solutions through enhanced
investment and production of Renewable Energy Technologies (RET) in Ghana, within the framework
of SSC between Ghana and China”; and “improving energy access and living conditions in rural Zambia
through SSC”.
The RETT projects are funded by the Government of Denmark and implemented by the Ministry of
Science and Technology in China, the Energy Commission in Ghana and the Ministry of Energy in
Zambia, with the support of the UNDP in China, Ghana and Zambia. The two trilateral projects
constitute a SSC programme that aims to promote the United Nations’ (UN) SE4ALL initiative and is

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aligned with Denmark’s focus on promoting cooperation between China and Africa and strengthening
climate change cooperation.
The SSC on RETT projects promote renewable energy technology transfer and expertise exchange
between China and Ghana, and China and Zambia, building on China's experience. They take a multi-
pronged approach that includes demonstration of Renewable Energy Technology (RET), building an
enabling environment, and reducing barriers for the transfer, adoption, and use of RETs, strengthening
technical capacity and supporting mechanisms to facilitate SSC between the participating
governments, private sector and research institutions in order to create alliances and sustainability
for RETT.
Both projects are structured in a similar way, with four outcomes and several outputs associated to
each one. The first two outcomes of each project are aimed at setting up an enabling framework to
develop renewable energy technology in Ghana and Zambia. Outcome 3 looks into strengthening
China’s engagement in a systemized and country-driven South-South Cooperation. The revised results
framework for both projects is presented in Annex I.
2.2.1 China-Ghana South-South Cooperation on Renewable Energy Technology Transfer

Before the RETT project, the government of Ghana had in place several policies and instruments to
regulate the energy sector and promote renewable energy. The main legislative and policy instrument
in place was the Renewable Energy Act 2011 - REA (Act 832), which provided a regulatory framework
and fiscal incentives to encourage private sector investment in the energy sector. These incentives
ranged from guaranteed prices for the sale of electricity generated from renewable sources to the
establishment of a Renewable Energy Authority, incentives to renewable energy research and
development, and financial incentives to encourage investment in renewables.
However, significant challenges remained. Upstream, the main challenges revolved around remaining
gaps in the institutional and regulatory framework. For example, the Renewable Energy Authority had
not been created, and public financing mechanisms for the Renewable Energy Fund had not been
identified. At the downstream level, the main challenges were the capacity of implementers to
develop and run viable renewable energy businesses, inadequate functioning of technical and
research institutions, and skepticism towards renewables due to cultural reasons or perceived
business risks.
Broadly, the project was expected to contribute to socio-economic and environmental objectives
(poverty reduction through employment generation and climate change mitigation). The China-Ghana
RETT project was designed to effect off-grid community-based electrification, increase the share of
renewable energy and promote the productive uses of it. Specifically:
• In Ghana, the RETT project aims to create an enabling environment to absorb new technology.
It also promotes the production of renewable energy technologies with a strong focus on
private sector development and inclusion. The project is aligned with Ghana’s national
development goals and priorities for poverty reduction and provision of energy.
• In China, the project aims to create an enabling environment to provide new technologies
appropriately. It supports the review and update of SSC policies and guidelines; and
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contributes to strengthening capacity building, enabling China to engage in SSC in a more
systematic manner.
2,720,000 USD
Budget
(1,764,000 USD for Ghana and 956,100 USD for China)
The Administrative Centre for China's Agenda 21 (ACCA21)
Implementing partner in China
under the Ministry of Science and Technology (MOST)
Implementing partner in Ghana Energy Commission of Ghana
Start date December 2014
End date December 2019 (initially Dec 2018)
2.2.2 China-Zambia South-South Cooperation on Renewable Energy Technology Transfer

In Zambia, a National Energy Policy was developed in 2008 to expand energy generation and reduce
barriers to renewable energy technologies. Following the policy, several steps were taken to
strengthen the regulatory and institutional framework for RE. However, at the time when the RETT
project was designed, much like in the Ghana case, significant barriers remained. The main policy
barriers concerned the incomplete implementation of the regulatory framework leading to issues like
insufficient incentives for producers, poor regulation of competition, lack of standardized Purchase
Agreements, etc. A second set of barriers had to do with lack of technical capacity for the
manufacturing, installation, maintenance, and operation of RET components. Similarly, the
Government lacked sufficient capacity to evaluate technical and financial proposals, which was
compounded by a weak coordination amongst ministries. A final set of barriers revolved around the
RET market in Zambia with high costs due to lack of economies of scale and high capital costs, which
should have been partially addressed by the Rural Electrification Fund. The general lack of information
and awareness of the general public regarding RET was also considered a barrier. However, it was
most likely a result of the sparse RET market in the country.
The project aims to support access to electricity for rural communities in Zambia and strengthen
Chinese capacity for SSC. Specifically,
• In Zambia, the project aims to strengthen the enabling environment for the transfer and use
of selected RET and remove access barriers for the adoption of RET in rural areas.
• In China, the project aims to strengthen Chinese capacity in SSC on renewable energies
through the creation of a South South Cooperation Centre within the Chinese Ministry of
Science and Technology.
2,624,400 USD
Budget
(1,593,300 USD for Zambia and 1,031,100 USD for China)
The Administrative Centre for China's Agenda 21 (ACCA21)
Implementing partner in China
and Ministry of Science and Technology (MOST)
Implementing partner in Zambia Ministry of Energy (MoE)
Start date December 2014
Expected end date December 2019 (initially Dec 2018)
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Figure 1: Implementation and management structures of RETT projects
China – Ghana & China-Zambia South-South Cooperation on Renewable Energy Technology Transfer
Global Project Steering Committee
China Project Steering Zambia Project Steering Committee

Committee
DoE
Outcome 3 Outcome 4 Outcomes 1 & 2
ACCA21 & UNDP China Ghana Project Steering Committee
GEC
Implementation modality: national implemention. Key roles & responsibilities:

• ACCA21: Project Managment Unit in China.
• Department of Energy (DoE): Project Managment Unit in
Zambia.
• Energy Commission (GEC): Project Managment Unit in
Ghana
• UNDP Zambia and Ghana: coordinate and oversee
outcomes 1 & 2. Report to UNDP China.
• UNDP China: overall coordination and oversees outcome
3.
3. Evaluation scope and objectives
3.1. Objective and purpose of the evaluation

The objective of the Evaluation is to assess whether the projects have built capacity on RETT, created
effective and sustainable partnerships and strengthened SSC between China and Ghana and China and
Zambia. Capacity building refers to a number of different aspects, such as: i) Ghana’s ability to develop
a renewable energy master plan, ii) Zambia’s ability to oversee key planning processes for construction
of mini-hydropower plants and reduce barriers to access RE in rural areas, iii) Ghana and Zambia’s
capacity to strengthen the enabling environment for RET, and iv) China’s ability to engage in demand-
driven South-South Cooperation. The capacity building assessment focuses on identifying key
achievements and contributions of the project to improving the relevant knowledge and skills of key
partner institutions and organizations engaged in RETT in Ghana, Zambia and China.
The evaluation’s purpose is to identify lessons learned and provide recommendations and allow the
respective participating institutions to make informed strategic decisions for future trilateral
cooperation projects. In particular, the evaluation aims to:
1. Provide an independent assessment of:

▪ The level of ownership of the project by partners and commitment from participating
institutions.
▪ The extent to which capacity development and technology transfer have taken place
between the participating countries, institutions and organizations, considering the
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specific roles and context of each partner country. For China, particular attention has been
paid to its ability to engage in demand-driven South-South Cooperation and to build the
capacity of Ghana and Zambia in the adoption of RETs, including its ability to consider the
local context when providing development assistance. For Ghana and Zambia, the
evaluation has focused on their progress in creating an enabling environment for RETs.
▪ The effectiveness of the project’s strategies and methods, including the structure for
project implementation and its efficiency, considering the complexity and novelty of a
trilateral project.
▪ The project’s contribution to South-South and trilateral cooperation, as well as the value-
added of setting up the project as a trilateral project vis-à-vis bilateral projects.
▪ The exchanges between the partner countries as a result of the project and the lessons
learned from these exchanges.
2. Assess the Theory of Change (ToC) behind the projects’ results frameworks and whether the
underlying logic of the projects hold.
3. Make recommendations and identify lessons learned for the project implementers and donor, in
order to support maximum delivery of results during the remainder of the project and improve
the design and implementation of future projects of a similar nature.
4. Make recommendations and identify relevant lessons learned for any other stakeholders, as
deemed helpful, including lessons learned on the type of development cooperation model
employed in this project, its benefits and disadvantages.
South-South Cooperation is a key pillar of both projects and its assessment has been a core objective
of this evaluation. Gender issues have been considered as cross-cutting themes of this project. Given
the complexity of the RETT projects, the multi-country dimension, the reduced timeframe, and the
available budget, prioritization has been key to carry out the assignment.
3.2. Scope of work

The Terminal Evaluation of the RETT projects has been conducted in the three countries in which the
trilateral projects are being implemented: China, Ghana and Zambia.
Table 1: Summary characteristics of the Evaluation
• Assessment of progress against its results framework;

• Exploration of underlying risks and assumptions;
Focus • Assessment of financial resources (where possible)
• Identification of limitations and challenges;
• Emphasis on recommendations for future similar initiatives.
Timeframe From May 15th to July 1st, 2019 (26 days of work)
• Independent external assessment;
Values & • Participatory and collaborative approach;
Emphasis • Exploring opportunities to strengthen the approach for similar projects in
the future.
Budget 13,855 USD
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• Inception Report;
• A Draft Evaluation Report
Deliverables • A Lessons learned and Recommendations report (as per the UNDP
template, it will be included as sections of the Evaluation Report);
• A Final Evaluation Report
3.3. Evaluation criteria and questions

As per the ToR, this evaluation follows the core components of the standard OECD/DAC Evaluation
Criteria for Evaluation of Development Assistance, and it also aligns with United Nations Evaluation
Group (UNEG) evaluation guidelines 2 to assess the Relevance, Effectiveness, Efficiency and
Sustainability of the projects. At this stage and as indicated in the ToR, the criterion on impact, which
is a core component of OECD/DAC criteria and UNEG guidelines, has not been specifically assessed,
although any relevant findings have been included in the report.
Therefore, the evaluation has attempted to respond to the following questions under each of the
OECD/ DAC criteria:
Table 2: OECD/DAC criteria questions for the evaluation
Relevance • To what extent do the intended outcomes and relevant outputs address the
central purpose of this project? To what extent are these aligned with RETT
priorities of key stakeholders of the Governments of China, Zambia and
Ghana?
• Is there a need and demand for the kind of capacity building, knowledge
sharing and exchange offered by this project in the participating countries?
• To what extent have the research, knowledge products, tools, guidance and
practices developed under this project proven to contribute to the results
of the projects?
Effectiveness • Is there a clear implementation logic and theory of change underpinning
the project that informs outcome, output and activities under this project?
• To what extent has or is the planned outcome being achieved? Are there
any additional outcome(s) being achieved beyond the intended outcome?
• How have corresponding results at the output level delivered by the project
affected the outcome? What are the challenges to achieving the outcome?
• Has a partnership strategy between the countries been effective in
contributing to the outcome?
• Is there evidence of South-South exchange and learning from each other
through this project within each country (with research institutes for
example) and between countries? And what, if any, potential exist for
further development in this regard?
• Is the current set of indicators for both outcome and output effective in
informing the progress made towards the outcomes? If not, what indicators
should be used? Are the progress reports evidence-based and do these
track outcomes?
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nglish-2017.pdf
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• Assess the knowledge management platforms and initiatives developed so
far, and comment on their contribution to the project outcome.
Efficiency • Were programme resources/funds efficiently applied? What internal
factors (design, management, human and financial resources, field delivery
capacity etc.) and what external factors are affecting the achievement of
planned results?
• Were the risks identified in the project design adequate and sufficient? Was
there a risk management strategy in place?
• What M&E system/strategy and quality assurance system have been put in
place and how effective are these?
Sustainability • How strong is the level of ownership of the results by the relevant
government entities and other stakeholders?
• What is the level of capacity and commitment from the Government and
other stakeholders to ensure sustainability of the results achieved? Has a
partnership strategy enabled integration and embedding of programme
implementation in the government system?
• Are the partnerships created under the projects likely to remain beyond the
duration of the project?
• Does the project have an exit strategy? What will happen at the end of the
project with assets such as the demonstration sites and key structures
established such as the South-South Centre? What could be done to
strengthen sustainability?
4. Evaluation approach and methods
4.1. Evaluation approach and phases

The evaluation focuses on the assessment of the progress against its results framework; monitoring
of implementation, revision of underlying risks and assumptions of the projects; and emphasizes
recommendations and lessons learned.
The approach for the evaluation is a three-staged: (i) Inception phase, (ii) Data collection and analysis
phase and (iii) Closeout phase.
4.1.1 Inception phase (approx. 8 days)

During this phase the IE delineated the boundaries of the assignment. The IE conducted a stakeholder
analysis to identify stakeholders who could provide relevant information for the evaluation in the
three countries. These included project focal points from each country, including the donor of the
project – Denmark – Project Management Units (PMUs) in China, Ghana and Zambia, line ministries
at the national level, private sector and research and training institutions, among others. The full list
of stakeholders who have participated in the evaluation is provided in Annex II.
4.1.2 Data collection and analysis phase (approx. 14 days)

During this phase the IE gathered different types of data through different sources (see section 4.2
Data sources and collection), processed and analyzed it. During this phase an assessment of the
projects outcomes and the target indicators has been carried out. The project documents include
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national indicators. Targets were set in the project design phase, however many of the indicators did
not have baselines. The indicators, baselines and targets have also been assessed in the evaluation
with the purpose of strengthening the project design phase, project logic and theory of change for
future projects in this domain.
4.1.3 Close out phase (4 days)

Results of analyzed data from the previous phase have been used to produce this draft Final Evaluation
Report, which will, in its final version, include lessons learned and recommendations. The report
provides supporting graphs, charts tables and it also identifies key challenges faced during the
evaluation.
The specific activities in each phase, their duration and sequence are presented in the Gantt Chart in
Annex III.
4.2. Data sources and collection

The data collection process comprised the following activities: i) Literature review, which entailed a
context analysis of relevant project documentation from the three countries of intervention. This
served as a source of secondary data (qualitative and quantitative) and ii) Field work, which entailed
primary data collection through interviews (face-to-face or WeChat) in all the three project countries.
There was an additional activity identified: a workshop on 25th and 26th June 2019 in Hangzhou hosted
by the International Center on Small Hydro Power (ICSHP) on “Technical Guidelines for the
Development of Small and Hydropower Plants”. The Evaluation could have benefited from attending
as it could have served as an additional source of data and information gathering. However, budget
and time available did not allow the Evaluator to attend the workshop. As ICSHP is a key stakeholder
of both projects, specifically for the capacity building components, the IE organized for an online
interview (via WeChat) with the Deputy Division Chief of the Center.
4.2.1 Desk review and research:

Key documents and findings will be identified and validated through interviews with stakeholders.
Sources of information gathered through this source may include:
• Policy and strategy documents;
• Reports: relevant reports for each country (including inception, quarterly and annual reports,
risk and assumptions monitoring and evaluation, etc.);
• Communications material – including media interviews, videos, infographics, social media
messages, etc.;
• Workshops, training and exchange visits reports;
• List of participants in the different activities organized by the projects in the 3 countries.
• Surveys and pieces of research developed in the framework of the project.
The full list of documents reviewed is provided in Annex IV.
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4.2.2 Online surveys and Face-to-face Phone/Online interviews:
The IE is based in Beijing and has carried out field visits to Ghana and Zambia. In the three countries,
face-to-face interviews with identified key stakeholders were conducted (as advised by UNDP and
implementing partners in the three countries and identified in relevant project documents).
Due to the limitation of resources and time, interviews for China, Ghana and Zambia were limited to
a maximum of one week each, although online interviews were conducted when face-to-face
interviews were not possible. Due to the complexity of the projects and the different outcomes
implemented nationally, different sets of questions were prepared for the three countries and the
different groups of stakeholders. The full list of questions for the interviews is presented in Annex V.
However, the interviews were flexible and adapted according to the role, level of engagement, and
time availability of each stakeholder.
The IE has also conducted an online survey (through the use of Survey Monkey) to share with project
teams and all relevant stakeholders in the three project countries. Email and WeChat invitations were
sent to all relevant stakeholders, as well as several reminders to encourage participation. In total, out
of 65 invitations 30 responses were received for a 46% response rate. The questionnaire for the online
survey shared with stakeholders is presented in Annex VI.
4.3. Sample selection approach

Respondents for the interviews and online survey have been sought in the three countries and
constitute the project stakeholders. The purposive sampling approach has been employed. This
implies that stakeholders that are involved in the project in the three countries and possess a potential
for providing valuable information or data to the IE will be purposively selected as respondents for the
interviews (face-to-face and online). The “critical stakeholders” list has been determined by the IE, in
consultation with UNDP China, Ghana and Zambia who have provided support and coordinate on
behalf of the IE.
4.4. Data analysis

As mentioned above, the evaluation involves desk research, field visits to the three countries -to carry
out interviews with a pool of stakeholders, who were or are currently involved in the implementation
in their respective countries, and site visits - and an online survey.
During the evaluation, two major types of data has been collected:
• Qualitative data: provides an understanding of the context in which the RETT projects operate
in each country, the level of progress in each country as well as challenges and opportunities
phased by the project.
• Quantitative data: provides information to support the identification of trends and enable
cross-country comparison as well as triangulation of data and information gathered in
interviews to ensure quality control.
Primary data (quantitative and qualitative) collected from the field and survey has been processed
(cleaned to remove outliers and then keyed into statistical software). Secondary data (qualitative and
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quantitative) collected from literature has been triangulated with primary data. Where possible, both
quantitative and qualitative data has been subjected to statistical analysis using MS Excel or other
relevant statistical software. Analyzed data is presented in the report in a comprehensive manner –
e.g. in the form of bar charts, pie charts, infographics and tables to enhance understanding of key
findings and conclusions.
4.5. Limitations of the evaluation

The Evaluation has been marked by the budget and time available. Given the complexity of the
projects, implementation set up, project budget and duration, the evaluation would have benefited
from a longer period to be carried out. Nevertheless, the Evaluator is confident in the overall
conclusions based on the evidence able to gather.
Overall, the Evaluator was able to gather views from all primary institutions engaged in the projects:
donor, implementing partners and executing agencies. A key limitation has been the high rotation in
project staff. This is typical in international organizations such as UNDP when project-based contracts
are used, as when the end of the project approaches staff start to look for new opportunities. Despite
this, the Evaluator was able to collect insights from previous participants in the project, either via
email, telephone interview or online survey.
During the trips to Ghana and Zambia a number of interviews and field visits were carried out.
However, key visits could not take place due to the limited time of the evaluator in the country and
the long distance to sites. This was the case of the Tsatsadu project and the Chipota falls site where a
mini-hydro will be constructed.
Deficiencies in the design of the results framework limited the assessment of the implementation. As
explained in section 2.3 Limitations of the project design and implementation, the results framework
lacks a proper definition and alignment of indicator baselines and targets, which hinders assessment.
PMUs have reported not being able to look into other cross-cutting issues such as gender balance in
the project because indicators and targets were not included in the design of the projects.
5. Independent Evaluator
The evaluation has been carried out by an independent evaluator, who offers unique expertise to
ensure a clear, robust, evidence-based and analytical assessment, that will not only be relevant for
this particular project but will also serve as a reference for future similar interventions in the area of
South South and Triangular Cooperation.
Independent Evaluator: Ms. Cecilia Requena.

Cecilia is a development economist who has focused her career in consultancy and management of
international development projects in the fields of economic and social development. She has
experience in Asia, the Middle East, Africa and Latin America. Cecilia has a solid academic background
and extensive experience in research, analysis and policy advice in developing countries. Ms. Requena
has experience in government capacity building and has worked in consultation processes with
stakeholders across government, private sector and civil society. She has extensive experience
carrying out economic analysis and has participated in the formulation of sector development plans
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(i.e. coffee, forestry, etc.). She has also acquired experience in survey design and analysis, including
the review and optimization of questionnaires and methodologies, as well as survey data analysis. She
has previously participated in revision of projects, assessing results frameworks, ToC and OECD /DAC
criteria and is familiar with UN rules and procedures. Cecilia is a native Spanish speaker and is fluent
in English and French.
Summary of the evaluator’s expertise Cecilia Requena

Development effectiveness principles and evaluation criteria ***
UN rules and procedures **
Renewable Energy Technology policies **
Social & economic conditions of project countries **
Quantitative and qualitative research/ statistical analysis ***
Institution capacity building in developing countries ***
Experience in the design and analysis of surveys ***
Project Management ***
Organizational assessments **
Languages Spanish, English and French.
The Evaluator has received logistical support from UNDP in China and the PMUs in Ghana and Zambia.
In exceptional cases supporting national staff from UNDP China has accompanied the Evaluator to
interviews held in China for translating purposes.
6. Findings
6.1 Limitations of project design and implementation

The projects were designed as two separate projects and due to project management set up, treated
as 4 projects (2 in China, 1 in Ghana and 1 in Zambia). China’s role in both projects is very similar and
the expected results for Ghana and Zambia are, to a large extent, the same.
The projects are two trilateral projects involving in each case as primary stakeholders two national
governments and UNDP. This trilateral system, new to all parties involved, has allowed a relatively
smooth implementation of projects - as it is explained in the assessment of Outcome 4’s progress -
that require a complex set up and strong coordination.
The design of the projects follows a logical sequence of activities, outputs and expected outcomes.
Moreover, the RETT projects are rooted in Ghana, Zambia and China, responding to the three
countries’ priorities and creating national ownership of the expected outcomes. Local stakeholders
were highly involved in the design of both projects, which ensured a demand-driven design process
and a tailored response to the needs and priorities of each of the countries. Out of the 27 respondents
who answered the survey question regarding participation of local stakeholders during the design
phase, more than half of them assessed engagement of national institutions as “fully engaged” and
over 85% of respondents valued positively their engagement. A clear example of the importance of
engaging local stakeholders has been the Renewable Energy Master Plan for Ghana. This master plan
was identified by the Ghanaian government as a key priority for the country in order to develop the
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renewable energy sector and an area in which the RETT project could provide support. Therefore,
government officials and decision-makers involved in the design of the RETT project advocated for the
master plan to be a key outcome and have since led the policy process, supported by the project.
National ownership and a country-driven design of projects have definitely been crucial for the success
of the project. However, implementation has been faced with some challenges, which can be grouped
as follows:
- Monitoring progress. The assessment of progress has been hampered by the way the results
frameworks were designed. Reporting and monitoring of progress have mostly been done against
activities and not the defined indicators - although this has not been consistent across time and
countries. This allows a yes/no reporting but does not allow for an evaluation of the degree to
which a result was achieved. Indicators are usually defined with this purpose, with baselines and
targets defined in order to determine progress and relative achievement. In this case, there were
no baselines defined – although there was a baseline column where a very general qualitative
assessment was done at the beginning of the project, it didn’t always correspond to the defined
indicator. In fact, baselines in the project design are assigned to outputs and not indicators.
Furthermore, it is not clear in the results framework if the indicators are activity indicators or
output indicators, some activities are missing indicators, not all indicators have been assigned
targets and some targets do not correspond to the indicator they had been assigned to. These
factors have hindered M&E of the RETT projects. An attempt to allocate the defined indicators to
each activity has been made in Annex I - s
- Risks. Several risks were identified in the design phase of the project. Participating stakeholders
(28 respondents answered
this question in the online
Do you think the analysis of risks in the
survey) have, on average,
design of the project was adequate?
assessed the risks analysis
(Likert scale: 1 – not adequate at all / 5 very adequate)
carried out as part of
project design as being 5 10.71%
slightly above average in 4 46.43%
adequacy (3.5 on average 3 32.14%
in a 5-point Likert scale). 2 10.71%
1 0.00%
However, it is important to
note that there is almost a 0% 20% 40% 60% 80% 100%
0.6 point difference 1 2 3 4 5
between the assessment of
those who were involved in the design of the project (3.85) and those who weren’t (3.29). During
the evaluation, several stakeholders pointed out a key risk that was not identified in the design
phase and that has proven to be a key obstacle during implementation: currency exchange losses.
The project involves 5 currencies: Danish krone (DKK), United States Dollar (USD), Chinese
Renminbi (RMB), Ghanaian Cedi (GH₵) and Zambian Kwacha (ZMK), and although financial
management of the project could have been complicated, the losses were generated in the first
stage of fund transfers, from Denmark to UNDP Headquarters. As the projects were budgeted in
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USD, this risk was not foreseen in the design phase and therefore there was no risk mitigation
strategy for it.
- Procurement. There have been significant delays in the project because of procurement
processes. The project stipulated that UN procedures were to be followed in all procurement
processes, which ensures transparency, fair competition and quality, but it has also meant that
projects have taken more time than expected causing delays in implementation. For example,
when the projects started hiring project staff for the PMU in Zambia took between 6 to 9 months;
the procurement process to award the construction of the mini-hydro in Chipota Falls in Zambia
took 1 year – and was later canceled (further details on this are provided below).
- Project budget. The budget has been affected by currency exchange losses mentioned above.
However, even without accounting for these losses, the allocated budget to some activities was
not realistic and this has had a significant impact on the project. This has mostly been the case of
activities that involved construction: the mini-hydro project that is being constructed at Chipota
Falls in Serenje, Zambia, was assigned a 800,000 USD budget. However, the project was tendered
and the lowest bid received was over 1 million USD, which meant that additional funding had to
be secured in order to construct the site. In fact, the awarded contract was later canceled because
the company could not deliver within the approved budget and the procurement process had to
start over again.
- Bottlenecks. The complexity and requirements of the projects required a heavy set up for project
management. Despite the overall successful project management, a simplified management
structure with have streamlined procedures allowing for an earlier identification of bottlenecks,
could have helped minimize some challenges and/or delivered faster and more effective
reactions and solutions to them.
6.2 Overall progress
Based on the review of project activities as set out in the projects’ design, this evaluation can confirm
that the RETT project has successfully carried out several of the planned activities, especially those
related to knowledge transfer.
Some activities have taken place later than expected and are lagging behind. For instance, the
Renewable Energy Strategy for Zambia started in 2017 and has not yet been finalized due to delays
faced along the way. This is explained below in Zambia – China RETT, Outcome 1: the establishment
of the South-South Cooperation Center within MOST and the Chipota mini-hydro project. However,
this does not mean that outcomes and outputs have not been achieved.
As explained in section 6.1 Limitations of project design and implementation, the annual reporting of
both projects has been done against activities and not indicators and APRs have not included evidence
of targets for indicators being achieved. Evidence for outcome or output achievement has consisted
on yes/no verification of activities being implemented. In the sections below, we explore the overall
evidence for the achievement of each outcome following the projects’ results framework.
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6.2.1 China-Ghana South-South Cooperation on Renewable Energy Technology Transfer
Outcome 1: Ghana has an enabling environment in place for the transfer, production and
regulation of the use of Renewable Energy Technologies in Ghana.
The Renewable Energy Master Plana (REMP) was drafted through a consultative process led by the
Energy Commission, the Ministry of Energy and the Planning Commission in Ghana. It is the long-term
vision of the country (30 years with revisions every 5) for renewable energy and provides guidance for
investors and other stakeholders interested in developing the renewables sector in the country. It
serves the government as a tool to identify its needs and priorities – through a list of projects that
require support- and to make sure all the support that the country receives in the future is aligned
with long term goals.
However, the REMP has not yet been approved by Parliament. It is expected that the Minister of
Energy presents it to Cabinet in the third quarter of 2019 and to Parliament before the end of the year,
which would institutionalize the Master Plan and ensure support and endorsement from current and
future governments. A coordinating structure has already been designed and will be set up – likely at
the Energy Commission - as soon as the REMP is approved by Parliament.
The private sector has been a key stakeholder in the development of the REMP. The government
identifies the private sector as the engine to develop RE in the countries and promote technology
transfer, therefore the REMP includes incentives for the private sector to encourage its participation.
These incentives can play a key role in ensuring the continuation of the basis that the RETT project has
created.
Outcome 2: Access to and use of relevant Renewable Energy Technologies (RETs) increased in
Ghana.
Stakeholders have expressed their satisfaction with the technologies selected, the assessment carried
out and the inputs received from Chinese stakeholders. For example, the case of biogas is very relevant
for Ghana and there is a lot of potential to develop the technology in the country. Ghana has no
underground waste management system and people usually build their own. Therefore, biogas is very
relevant and biogas RETT is much needed for Ghana, an underground waste management system
could be developed with a built-in biogas facility.
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However, outcome 2 has been the most challenging
one to achieve in the Ghana – China project. The
main reason has been delays in pilot projects. The
delays have mostly been caused by the following
factors:
• Procurement: The mini hydro managed by

BUI Authority has moved forward but even this
project has experienced delays. The delays were
caused by an incompatibility between UNDP
procurement procedures and the expectations of
Chinese suppliers. Whereas UNDP procedures
stipulate that payment is done upon delivery of
equipment and the Chinese company delivering the
generator (Henan Company Limited), as Chinese
Generator for the Tsatsadu mini-hydro companies generally do, expected an upfront
procured by the RETT project
payment.
Similar delays due to procurement were
experienced when CREK and CSIR-IIR conducted pre-feasibility studies to identify sites and
technology suitable for Ghana. Based on the outcomes of the report, Sichuan CDM Center
collaborated with the project to identify potential partners who could develop these
technologies and transfer to Ghana. UNDP Ghana then opened a tender process for Chinese
firms to express interest. However, and due to the communication challenges that procuring
in Ghana for Chinese firms presented, the process was not successful. In particular, the
Chinese company selected to provide technology for cookstoves requested to change several
clauses in the UNDP contract – changes caused by the lengthy process from submitting the
proposal to contract signing - which prevented the signature of the final contract. The process
will have to be restarted and this time it will be led by UNDP China to avoid communication
problems.
• Conscious efforts to find committed partners who could lead these projects beyond the RETT
project in order to ensure sustainability have taken longer than expected. The case of Tobinco
Asida Energy is a good example of this. Tobinco was invited by the Energy Commission to
participate in the project – solar pilot project – and eventually, jointly with another Ghanaian
company (Reroy), signed a Joint Venture (JV) with a Chinese partner (Shanghai Evergreen New
Energy Science & Technology based in Shanghai). The site for the solar project has been
selected and they expected to finalize construction by the end of 2019. Tobinco highlighted
that the Energy Commission and UNDP Ghana have been very supportive during the process
in which they provided technical support in setting up the JV and accompanied to meetings
with Chinese partner in a visit to China.
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Photos from the evaluator’s visit to Tobinco. Selected site where solar project will be constructed.
• High risk: the private sector in Ghana has seen successful projects in China but not in Africa.
Several businesses have shared their concerns regarding the profitability of the projects in the
Ghanaian and African context. This coupled with the high cost of financing in Ghana has
prevented a larger participation of the private sector in pilot projects and is causing that
activities under this outcome lag behind. The success of the Tsatsadu mini-hydro project could
be key to encourage other players to engage in pilot projects.
There has been no scaling-up of pilots during the project. Delays in pilot projects have negatively
affected the prospects of scaling up, and a mismatch in expectations also hindered this possibility.
There have been initial contacts established between Chinese and Ghanaian companies, but these
have not materialized yet mainly because (i) the Chinese side was looking for a bigger market than
Ghana and (ii) the cost of financing for the private sector in Ghana is unbearable (loan interest rates
can reach 30%).
Outcomes 3 and 4 are assessed jointly for both projects in section 6.1.3 below.
6.2.2 China-Zambia South-South Cooperation on Renewable Energy Technology Transfer
Outcome 1: The enabling environment for the transfer and use of priority renewable
technologies in Zambia strengthened
Building an enabling environment is a lengthy process. The RETT project has made significant progress
in strengthening the enabling environment for RET in Zambia. First of all, it has raised awareness on
the importance of increasing the use of RET within the government and has identified key existing
barriers. The project developed a report assessing existing policy and framework as well as the barriers
hindering adoption and use of RET in Zambia. The Ministry of Energy reviewed this report, conducted
a validation workshop and facilitated a training workshop on the RETT project objectives and the way
forward to implement policy reforms identified in the assessment to develop RET. The training was
delivered by the project for government officials and members of Parliament in December 2017. This
assessment has also been used as a reference by other related projects, such as the EU project to
increase access to electricity and renewable energy production and the WB Energy access program.
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One of the key recommendations of the assessment was to develop a Renewable Energy Strategy –
or pick up on the strategy that was started and never finished in 2010. This process has faced several
difficulties and has not yet been finalized. The purpose of the strategy is to provide guidance to the
RE sector. A consultant to develop the strategy was engaged by the project, but he terminated his
contract and only got as far as the inception report of his mission. The project then faced important
difficulties to deliver because of the lack of remaining time and budget to complete this activity.
The project looked for an efficient way of ensuring that the Strategy was developed and partnered
with the EU to finalize it. It was agreed by both projects that donors will co-finance the consultancy –
EU will fund an international consultant and RETT will fund a national consultant - to finalize the
drafting and necessary consultations to develop the RE Strategy. Although it is unlikely that the
strategy will be accomplished before the project finalizes, this agreement ensures a longer period of
support for it to be completed.
The second component of this outcome was initiated in 2016 when Zambia’s PMU engaged with
several microfinance institutions to explore financing options for RET. Preliminary meetings with
microfinance institutions and the Development Bank of Zambia were held in 2016 and 2017 but
these did not materialize in any result.
Outcome 2: Reduced barriers to the adoption of renewable technologies for the rural poor in
Zambia
This outcome represents almost half of the total project budget (42%) and although it has presented
some challenges, key milestones have been completed and the foundation for its full achievement has
been established.
Barriers to adopting RET have been reduced mainly through strengthening capacity for RET. Key
research and training centers have participated in missions to China and received trainings on RETs.
On solar, the Solar Energy Center has received several trainings both in China and Zambia and signed
an MoU with a Chinese company (Poly Solar) to promote knowledge exchange. The SEC was created
within the University of Zambia (UNZA) School of Engineering. The center is co-financed between the
RETT project and UNZA SEC, and has 6 core functions: (I) education, (ii) research and development, (iii)
training, (iv) testing, (v) social awareness, and (vi) consultancy and advisory services.
Photo taken during the evaluator's visit to the Solar Energy Center (SEC)
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The RETT project has facilitated the prefabricated construction for the training and demonstration
center (Output 2.1). The project initially indicated that the solar energy systems would be donated by
Chinese stakeholders, but the PMU in Zambia assisted the SEC in looking for alternatives and it was
finally the Ministry of Energy of Zambia who donated the equipment for the center. The SEC has two
constructed modules, one for training sessions and another for demonstration and testing of selected
solar technologies.
Before the RETT project, Zambia had to hire international consultants to carry out feasibility studies.
This capacity has now been built in Zambia through the RETT project. For output 2.2 Kafue Gorges
Regional Training Center (KGRTC) has been the main counterpart of knowledge transfer from China to
Zambia. KGRTC is a center of excellence that was set up to build capacity on efficient energy, mainly
hydro, for Southern African Development Community (SADC) countries3. KGRTC was engaged in the
RETT project since the inception phase and was the chosen partner to ensure building capacity in mini-
hydro in Zambia. KGRTC signed an MoU with ICSPH and have attended trainings in China and received
Chinese experts in Zambia who have facilitated capacity building on mini-hydro, specifically on
feasibility studies: site identification and selection, design and construction of mini-hydro and efficient
management once constructed. ZESCO, REA and staff from the Ministry of Energy also participated in
these on-the-ground trainings on mini-hydro. Kafue now run courses on mini-hydro, which they didn’t
before their engagement in the RETT project. They are contributing to building the capacity of
personnel of mini-hydro plants around Zambia and also the SADC region – during the evaluator’s visit
a student from Tanzania was attending courses and KGRTC staff informed that it was not unusual to
see international students attend their trainings.
The construction of the mini-hydro is lagging behind. It was first procured in 2017 a process took 1
year and awarded to a Chinese company (HNAC) for 1.4 million USD, the lowest bid received, but the
contract was later canceled because the contractor expressed its inability to deliver within the agreed
budget. This demonstrated that the budget of the project was not accurately contrasted against
market prices at the time and this activity was underbudgeted at the time of the design. In fact, the
contract with the Chinese company was canceled because of the company’s inability to deliver within
the agreed budget.
In 2016, after an assessment of public and private relevant stakeholders in Zambia, it was decided and
approved by the PSC that Kafue – the only center that offered training on hydropower by then,
although not yet mini-hydro - would lead and take ownership of the rural electrification project (mini-
hydro)4 and once the project was finished the center would take over the management of the mini-
hydro, ensuring its sustainability. ICSHP has supported KGRTC, transferring knowledge and skills as
explained above. Therefore, the site has been selected and KGRTC will now identify a constructor and
supplier of equipment. The RETT project has provided software for the design of the mini-hydro.
3
Zambia, Tanzania, Swaziland, Malawi and Uganda.
4
Kafue will take on effective ownership of the project once PwC finalizes a Harmonization Cash
Transfer Assessment and then the funds for construction will be transferred by UNDP.
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Budget challenges have had a significant impact on the delivery of output 2.2. A large sum of the
initially budgeted USD 800.000 was spent in the first awarded contract, and only USD 500.000
remained. The project team has reacted to this challenge and has looked for alternative sources to co-
finance the mini-hydro, which has caused delays but has also proved the ownership and commitment
of the Department of Energy and KGRTC - proposals to the African Development Bank (AfDB) and
European Union (EU) have been
submitted. Another challenge related to
the budget for this output is that the
project did not account for the phases
before the construction and there was no
budget allocated for feasibility studies.
The mini-hydro will be constructed in a

rural off-the grid area. Schools, health
centers, small groups of farming
cooperatives and SMEs will benefit from
the mini-hydro. The mini-hydro will
reduce barriers towards self-employment
and will create income generation
opportunities. Access to renewable Evaluator’s visit to KGRTC. Staff from Kafue,
Department of Energy and UNDP RETT.
energy will reduce their utilities costs,
allow the operation of business
equipment like refrigerators and machines and will grant them access to TV, light at night expected to
improve the performance of students, etc. For instance, currently they use kerosene or firewood to
cook and for heating which have a higher cost than green energy.
A market survey was carried out during the site selection phase and results showed that the
community welcomes the construction of the mini-hydro and believes that it will improve livelihoods
for the rural population in Serenje. Broad consultations were held before the site was selected, which
created great acceptance of the project. In fact, the Chief of the area and other members of the
community have approached KGRTC and Department of Energy asking about the delays of the mini-
hydro.
KGRTC is expected to identify a constructor and move to site by 2020 and then the construction is
estimated to take 18 months. Despite the delays in the implementation of this output, the project has
strongly reacted and looked for sustainable alternatives that ensure the results are achieved even if it
is after the end of the project.
Outcome 3 (China - Zambia): China has increased capacity to implement South-South

Cooperation projects in relation to RET transfer
Outcome 3 (China - Ghana): China’s has strengthened capacity for South-South Cooperation in
relation to RET transfer
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Knowledge transfer and experience exchange is one of the most valued outcomes of the project by
stakeholders. Knowledge transfer has taken place in the form of traditional capacity building sessions,
but mostly by providing on the ground technical support. A case in point was when ICSHP, based in
Hangzhou, provided support to BUI Power Authority in Ghana to redesign the mini -hydro project and
visited the site in November 2017 to provide further technical support. A similar case is the knowledge
transfer from ICSHP to Kafue Gorges, ZESCO, REA and the Department of Energy in mini-hydro,
delivering on the ground trainings for site selection, efficient plant management practices and
providing technical inputs to several studies and reports.
ACCA21, Energy Commission in Ghana and the Ministry of Energy in Zambia have proven to be key in
knowledge exchange activities and they have facilitated the process for all parties involved.
Stakeholders in Ghana and Zambia have valued very positively UNDP’s role in facilitating knowledge
exchange between China and Ghana and China and Zambia, particularly in communicating the
country’s needs to China to maximize SSC.
ACCA21 organized several matchmaking events between Ghanaian, Zambian and Chinese private
sector, which allowed firms in both African countries to be exposed to Chinese expertise, visit
manufacturers and, in general, establish contact for the first time with Chinese RE companies.
The overall level of satisfaction of African stakeholders was high, they assessed these visits to China
as a positive learning experience. In these visits, government delegations from Ghana and Zambia also
joined and meetings at the government level took place (training sessions, management meetings),
maximizing the available travel budget given the financial challenges faced during the project. For
instance, the Energy Commission attended a training organized in the University of Science and
Technology by MOST/ ACCA21. Officials from the Energy Commission expressed their satisfaction
with this training. In particular, they highly valued the relevance of the topics covered, the
representatives that delivered the training, and the consideration of the Ghanaian context in the
training.
Contacts established in the match-making events have mostly been maintained since then. Some
companies have visited China again on their own account and although no commercial relations have
yet been formalized, the project has opened the opportunity. During this evaluation, several
participants expressed that Chinese partners identified for the matchmaking events were not always
suitable and, in some cases, their manufacturing was tailored to China (ex: cookstoves manufacturer
in China was not suitable for Ghanaian market because of the shape). However, these were specific
cases, and in general Chinese manufacturers were willing to adjust their products for the Ghanaian or
Zambian market.
ACCA21 put together in 2017 and published in 2018, a catalogue of Chinese potential partners which
could respond to Ghanaian and Zambian demands for RETT. Ghanaian and Zambian stakeholders value
very positively this document although no commercial relations have been officially established under
the project. The project has created strong relations between the Chinese and Ghanaian and the
Chinese and Zambian governments, and it has built a bridge to develop a strong relation between the
private sector in these countries. The ongoing Ghana - China solar PV manufacturing project evidences
that, although partnerships have only reached the stage of MoUs, there is great potential to develop
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and formalize these partnerships and explore an innovative way of SSC for the private sector. In
particular, an MoU was signed with Poly Solar Technologies in China who is interested in further
developing partnerships with Ghana (and Zambia) and the company sent two of its engineers to Ghana
in 2017 to carry out research and better understand the Ghanaian market. Following the trip to Ghana,
Poly Solar submitted two collaboration proposals – one for water pumps and the other one for solar
systems – to UNDP Ghana and ACCA21 but did not receive any feedback. Another example of an
advanced partnership is the joint venture agreement between two Ghanaian companies and a Chinese
manufacturer of solar PV – this example is further explained in the Overall assessment section,
Ghana’s Outcome 2. The JV has been signed, the site selected and construction is expected to be
finalized before the end of 2019.
In order to understand and respond to Ghanaian and Zambian demands, ACCA21 undertook several
activities. First, a questionnaire was sent to gather information on existing challenges and demands
that Ghana and Zamia had. Then, in-depth interviews were held with government and private sector.
And lastly, fields visits were carried out to complete the assessment.
5 years ago, there were barely any private sector bridges in RET between China and the two African
countries. The project has supported the three countries to create those bridges. In China, this has
been done by building capacity among RET companies on how to do business in Africa, raising
awareness on the importance of adapting to the local context and, mostly, focusing on the importance
of knowledge transfer. This last aspect has been a key milestone of the project and Chinese
stakeholders have shifted from solely engaging in equipment supply to understanding the context of
the African countries and being able to engage in knowledge and skills transfer driven by the needs of
the country. Fields visits have highly contributed to achieving this shift in focus. In Ghana and Zambia,
the enabling environment has been strengthened as a result of the project and therefore there is an
increased capacity in the countries to absorb RETs.
What is your assessment of South-South Stakeholders have

Cooperation in the project (China-Ghana and/ or evaluated SSC positively
China-Zambia)? (almost 70% of the
(Likert scale: 1 – not much south-south, similar to an
OECD donor-led project / 5 very south-south)
respondents to the
online survey). Ghanaian
5 stakeholders rated SSC in
4 the project somewhat
3 lower, with an average
2
score of 3.45 versus an
1
average of 3.70 among
0% 20% 40% 60% 80% 100% Zambians.
1 2 3 4 5
During the interview for
this evaluation, ACCA21 reported that the Chinese Centre for South-South Cooperation was formally
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established and approved by the Chinese government while this evaluation took place5. Although
progress had been made and the mission, objectives, activity design, regulations and procedures had
been defined, the documents and tasks were still under ACCA21 with no formal structure for the SSC.
The Minister of Science and Technology has recently approved the design and functions of the Center.
It has taken longer than the project expected due to restructuring in the government and internal
procedures and approvals required. Delays in establishing the SSC was identified as a risk during the
project design phase, but the impact of not formally establishing the SSC Center until recently has not
greatly impacted the outcome of the project because ACCA21 has been fulfilling its functions in the
project. Although in the 2014 APR it was reported that the SSC Center was established then6, it has
been confirmed with ACCA21 that the Center was only formally approved and created in the last
months. Stakeholders in Ghana and Zambia are not yet aware of the formal approval of the Center
and still believe the output has not been achieved. Although the official signed document by the
Minister of Science and Technology has not been provided, due to formal processes in the Chinese
government, staff in ACCA21 informed the evaluator that MOST is looking into a suitable date to hold
a launch event and it will then inform and invite Ghanaian and Zambian stakeholders of this milestone.
Once created, the Center has been pledged funds from MOST and the Ministry of Environment to
continue its functions beyond the duration of the RETT projects. Formally establishing a Center for SSC
within ACCA21/ MOST will contribute to enlarging the network for SSC on RET, creating a platform to
engage with more South-South countries and strengthen ties with the private sector for RETT–
ACCA21’s mandate which includes regulation, policy and research.
SSC has been successful in both projects. However, there was potential for more cooperation between
Ghana and Zambia. Both countries have participated together in missions, trainings and matchmaking
events in China and stakeholders from Zambia attended a RE workshop in Ghana, but overall, very
little collaboration between the two African countries has taken place. Both countries are at a similar
stage of development in RET and would have benefited from exchanging experiences and lessons
learned along the way. In fact, when stakeholders were asked if they thought the project would have
benefitted from increased SSC between Ghana and Zambia, nearly 80% of the respondents answered
that it would have been beneficial or very beneficial. Additionally, looking into case studies beyond
China (Indonesia, India, Brazil or African countries with RE successful projects) would have added value
to the capacity building components.
5
The official approval letter signed by the Minister of Science and Technology was requested to ACCA21 to
include as an annex of this report but Chinese government procedures do not allow sharing the soft copy of the
document.
6
Refer to 2. Key Results section in the 2014 APR.
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In your opinion, would the project have benefited from increased
interaction and South-South Cooperation between Ghana and Zambia?
(Likert scale: 1 – would not have been beneficial at all / 5 would have been very
beneficial)
0.00% 6.90%
13.79% 1
2
41.38% 3
4
5
37.93%
Outcome 4 (China – Ghana and China – Zambia): Project management and coordination
structures established
The scope and complexity of the project have required a heavy set up for project management. All
stakeholders involved in the project have mentioned that the role of UNDP in China, Ghana and
Zambia has been key in facilitating and maintaining smooth and close communication between
stakeholders. UNDP Zambia and UNDP Ghana have been the conduit of communication with UNDP
China and have jointly worked in facilitating communication between PMUs, resolving bottlenecks
and ensuring that countries priorities were being considered.
Coordination in the RETT projects has been close and benefitted from the trilateral set up. Given the
cross-cutting dimension of the outcome, a different set up could have jeopardized the
accomplishment of the other outcomes. For example, although not directly involved in capacity
building activities, UNDP country offices have played a key role in facilitating the process and ensuring
that skills were transferred from China to Zambia and Ghana and that China’s transfer of technology
and knowledge was responding to demands from the two African countries.
Management and coordination structures were established in the early stages of the projects: A Global
Steering Committee (GSC) where stakeholders from China, Ghana and Zambia are represented, as well
as National Project Steering Committees in China, Ghana and Zambia. National Project Steering
Committees (PSC) have held meetings on a biannual basis and the GSC met annually. Additionally,
Zambia set up a Project Technical Team that is responsible for everyday technical and operational
decisions and reports to the National PSC.
The geographical scope of the projects, i.e. different time zones, access to different voice over IP (VOIP)
services and budget restrictions for travels are some factors that have presented additional challenges
to the communication and coordination between the three PMUs. UNDP incorporated an additional
mechanism of coordination: WeChat calls with PMUs and UNDP offices in the three countries for
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updates on progress. These calls have helped to strengthen the relationship between PMUs and UNDP
country offices and have facilitated communication beyond the formal project channels.
UNDP has been in charge of the overall management of the project which has ensured that the project
follows international standards and leverages UNDP’s experience in managing complex projects and
working on South-South cooperation.
6.3 OECD/DAC criteria for Evaluating Development Assistance

6.3.1 Relevance
The relevance criterion considers the extent to which the project is suited to the priorities and policies
of the countries, implementing partners and donor, including whether there is a demand for the kind
of intervention offered by this project in the participating countries and the initiative is aligned with
national priorities and if the expected outcomes and outputs address the general objective of the
projects.
The RETT projects, which promote the use and adoption of RET, are aligned with the SDGs and support
the Paris Agreement’s goal of limiting the rise in global average temperatures to under 1.5 degree
Celsius. They are consistent with Denmark’s objective to promote cooperation between China and
Africa and mitigate climate change impact through the promotion of renewable energies.
Ghana and Zambia participate in the UN’s SE4ALL that aims to ensure universal access to energy,
promote renewable energy and energy efficiency. In this framework, the RETT projects are particularly
relevant to both countries.
The RETT project is aligned with Ghana’s national priority of increasing access to electricity and shifting
from the current 0.6% use of renewable energy to 10%. This target was initially set for 2020 and later
moved to 2030, and Ghana has expressed that the project has supported the country in creating an
adequate regulatory and institutional
framework to meet this goal and at the “Energy transition from traditional to renewable is needed
same time it has helped identify the main to mitigate climate change impact and projects like this
one are very much needed to do so.”
barriers and the areas where Ghana has
more potential for RET. The project has Mr. Kofi Agyarko, Director of Renewable Energy, Energy
supported the draft of several reports and Efficiency, & Climate Change in Ghana
(Mr. Agyarko agreed to be quoted in this report)
studies that have contributed to raising
awareness among the government,
private sector, academia and other stakeholders, and strengthen knowledge on RET, like the
Renewable Energy Policy Review, identification of gaps and solutions in Ghana (2015), Baseline Study
of Renewable Energy Technologies in Ghana (2016), and the Identification of barriers to renewable
energy technology transfer in Ghana. The RETT project also aligns with broader national objectives of
improving people’s livelihoods, creating employment opportunities and reducing poverty.
Zambia has expressed that there was a need for a project of this scope to help the country achieve its
RE targets and support National Determined Contributions (NDC) commitments under the Paris
Agreement. Further, it is aligned with the 6th and 7th National Development Plans (NDP) as energy is
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a cross-cutting issue that can improve health, education, livelihoods and generate income
opportunities for the Zambian population, and both NDPs have sections emphasizing on the need to
shift focus from traditional energy to renewable energy. It is clear that, given the country’s
characteristics, there is high potential for RE. The Chinese case is of particular relevance for Zambia
and reviewing China’s experience has showcased that government support and creating an adequate
enabling environment for the sector is crucial to develop RET.
The relevance of the project for China is in line with its increasing role in global development and its
relatively new participation in South-South Cooperation. China has broad experience in cooperating
with African countries, usually in the shape of the provision of equipment, infrastructure or other
goods. South-South Cooperation entails a new approach to cooperation with a strong focus on cultural
and context knowledge in order to be able to engage in country-driven cooperation.
The online survey shows an overall satisfaction of stakeholders with the activities and their relevance
to achieving expected outputs and outcomes. Out of the 29 respondents who answered this question,
86% of them assessed positively the adequacy of activities and almost half of the respondents (46,43%)
assessed them as very adequate.
Figure 2: Assessment of activity relevance under each output
Do you think the identified activities under each

output are relevant to achieve the outputs and
outcomes of the project?
(Likert scale: 1 – not adequate at all / 5 very adequate)
5 44.83%
4 41.38%
3 10.34%
2 0.00%
1 3.45%
0% 20% 40% 60% 80% 100%
1 2 3 4 5
The three countries have followed the activities identified and planned in the design phase adjusting
to priorities and current context. Annual work plans were jointly developed by Ghana and China and
China and Zambia which targeted the original outcomes adjusting the activities sequence and timing
to priorities, challenges faced in the implementation of other activities, budget constraints and
resources capacity.
6.3.2 Effectiveness
The effectiveness criteria for evaluation questions to what degree the project has attained its
objectives, including whether there is a clear implementation logic.
The projects’ design and the logic and underpinning assumptions of both projects have contributed to
the success in achieving the expected results. It is important to note that neither project has an explicit
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Theory of Change (ToC) and a specific assessment of the project’s ToC cannot be done. Activities under
each output and outcome are appropriately focused towards achieving the expected results, but
indicators included in the design of the project have not been effective to report on progress. In fact,
reporting (in the APRs) has mostly been done against activities. This is explained in more detail in
section 2.3 Limitations to project design and implementation. In this section, key challenges in
implementing the project and achieving the outcomes are also explained - financial constraints and
procurement have been the main ones.
The enabling environment has been significantly improved in Ghana and Zambia, through increased
capacity in the country to adopt and use RET and improved policy framework – although not fully
accomplished in the case of Zambia and awaiting Parliament approval in the case of Ghana. China’s
has contributed with technical inputs for policy documents and providing feedback to drafts prepared
by Ghanaian and Zambian stakeholders and most importantly, it has set an example and made Ghana
and Zambia further realize the importance of creating an enabling environment to develop the RE
industry.
In Zambia, the RETT project has engaged with other projects and partners, increasing the impact of
the project and expanding the room for knowledge transfer on RET. The project has collaborated with
five rural clinics in Chongwe, two in Kafue and one in Shibulunji . Solar panels were installed by a
Norwegian funded project in some of the clinics and main hospital of the Chongwe region, allowing
them to have electricity and improve operations (e.g. maintain medicines refrigerated) when there is
no daylight or there is a power cut. These clinics and hospital are off the national grid and before solar
was installed, they had no alternative power source. Most of the 39 clinics in Chongwe still don’t have
an alternative source of power, but those of them that have had a solar panel installed have
experienced a radical improvement and can now provide continuous service. The RETT project’s
engagement with the health facilities has consisted of providing on the ground training on panel
installation and maintenance at the time when they were installed. It was a training of trainers, so it
is expected that those trained can continue building capacity among other technicians. Trained staff
can now do basic maintenance of panels, simple repairs and can report more accurately when there
is a part that needs repairing. There is great potential for further collaboration with the clinics, out of
39 of them only 5 of them including the main hospital have newly installed solar systems, and the
hospital is not yet equipped to fully run on solar energy.
This project has highly contributed to increasing China’s interest in engaging in demand-driven SSC
projects. ACCA21 has led Outcome 3 (Strengthening SSC in China) in both projects and has gone
beyond its own institution involving a broad range of stakeholders not directly involved in RET but
who are also key players in China’s cooperation agenda. After each of its missions to Ghana and
Zambia, ACCA21 organized workshops and shared knowledge materials with other ministries, private
sector and think tanks to share their experience engaging in South-South Cooperation with the two
African countries. These sessions were very interactive and had high participation from other
ministries. MOFCOM is already supporting two other trilateral projects on SSC on RET, one in Ethiopia
and the other one in Sri Lanka, and has 7 other projects in the pipeline. In the Ethiopia and Sri Lanka
projects, ACCA21 is the implementing partner, it is being managed by UNDP China, UNDP Ethiopia and
UNDP Sri Lanka and this time the project is directly financed by the Chinese government.
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The trilateral set up of the project has added value in general and, in particular, it has been very
effective for the South-South cooperation components. UNDP, as a liaison between the implementing
partners in the three countries, Figure 3: RETT projects featured in UN South-South Cooperation
has played a determinant role in reports
bringing priorities of the 3
countries to the table and
ensuring that cooperation was
demand-driven. Consultations
with local stakeholders and
decision-makers in Ghana and
Zambia were carried out at an
early stage of the project design
and the outcomes and activities
of the projects responded to the
priorities identified then.
Furthermore, UNDP’s
participation has allowed the
projects to leverage its
partnerships in the three countries, facilitating consultations with different levels of stakeholders.
UNDP has also been key in promoting a very “practical, on-the-ground” approach to SSC: although
research has been a key part of SSC, on-the-ground training with proven impact on knowledge transfer
on RET from China to Ghana and China to Zambia have been the core of SSC.
The implementing partners in the three countries have been the main parties involved in SSC, but not
the only ones. A key success factor of the projects has been that it has been able to engage leading
research and training institutions in the training and knowledge exchange, both in delivering and
receiving training. This has contributed to expanding the effectiveness of the project and at the same
time strengthening their sustainability ensuring that capacity building on RET will continue beyond the
duration of the project. The key Chinese institution involved in knowledge transfer has been the
International Center on Small Hydro Power (ICSHP), which has built the capacity of Zambian and
Ghanaian institutions. One of the institutions participating in these trainings in Zambia is Kafue Gorge
Regional Training Centre (KGRTC). Experts from KGRTC participated in trainings for feasibility studies,
site selection, design and construction of the mini-hydro in Serenje allowing them to participate in
the mini-hydro project from the beginning, leading the process and promoting national ownership of
this project and the overall RETT project. Zambians who attend these trainings are then prepared and
certified to manage mini hydropower plants in Zambia. Therefore, although SSC is Outcome 3, it has
also contributed to strengthening the enabling environment for RETTs - Outcome 1 - beyond the 2
defined outputs for this outcome.
At the private sector level, some Chinese companies had previous experience working with Ghanaian
and Zambian companies, but others didn’t and through the project they have learnt how to do
business in Africa, which has allowed them to increase their knowledge of the context, culture and
country’s context. For Ghanaian and Zambian firms, establishing contact with Chinese companies and
deepening in their knowledge of the Chinese experience has allowed them to acquire enough
confidence to search for new partnerships and strengthen them beyond the project.
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6.3.3 Efficiency
The efficiency criterion for evaluation measures the outputs in relation to the inputs. It is an economic
term which signifies that the project uses the least costly resources possible in order to achieve the
desired results. In this section, we will look at whether budget allocation and budget executed so far
– and where possible to assess - were efficient and management structure and procedures were well
set up and used resources efficiently.
Table 3: Outcome budget allocation in RETT projects

Ghana Zambia
USD % USD %
Outcome 1 378.000 15% 98.150 4%
Outcome 2 1.051.000 42% 1.011.250 42%
Outcome 3 711.000 28% 866.100 36%
Outcome 4 378.519 15% 454.500 19%
Looking at budget allocated vs impact of each outcome, the initial assessment is relatively efficient
resource allocation. Outcomes 1 - enabling environment for RETT – has a significant impact on the
development of RETTs. This outcome has allowed to carry out an in-depth assessment of the current
situation, barriers and potential for RET in Ghana and Zambia, and put in place effective policy
documents that are expected to address challenges and barriers and maximize the potential for RETs.
The second output of Outcome 1 in the China-Zambia project: Financial mechanisms for RETT
established has not been achieved. As explained in the overall assessment section of the report, initial
meetings with micro-finance institutions and the Zambian Development Bank were held but progress
did not go beyond that. However, looking at the budget almost 40,000 USD were spent in this outcome.
Considering that only meetings took place and no results were achieved, the allocation for this output
did not contribute to efficient use of resources.
The projects allocated in both cases almost half of the budget to outcome 2, aimed at reducing barriers
and increasing access and use of RET in Ghana and Zambia. These outcomes included testing and
demonstrating appropriate technologies and capacity building (as well as financing mechanisms in the
case of Ghana, which is part of Outcome 1 in Zambia). Looking into the executed budget, the lion’s
share of this outcome has been spent on selection and adaptation of appropriate RETs, in the case of
Ghana and in the case of Zambia it is relatively evenly spent. Capacity building has been successful in
both projects and effectively carried out since key strategic institutions have been engaged and they
now have the capacity to transfer knowledge and continue strengthening capacity on RET.
It is important to note that a major part of Outcome 2 was initially allocated to demonstrating and
testing equipment. However, the budget allocated for equipment was only 5% in the case of Ghana
and 1% in the case of Zambia. This has meant that the project has faced challenges to procure
equipment and, in some cases, has had to look for alternative sources of supply. For example, for the
Solar Center in Zambia, the Ministry of Energy, instead of the project as it was expected, supplied the
equipment. In some cases, China’s responsiveness in facilitating equipment has been less than
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expected: some companies expected to supply equipment for commercial purposes and not for
testing and demonstration and therefore it has significantly hindered the rate of delivery of this output.
The budget allocated to consultancy is a large share of both projects. Developing research, reports
and knowledge products have been highly achieved in the projects and they have informed the
drafting of key policy documents supported - or being supported - by the project and necessary to
provide an enabling environment that supports the development of RETs in Ghana and Zambia.
Therefore, we can conclude that there has been an efficient allocation of these resources.
Travel was required for a large sum of activities during implementation. This share of the budget has
been very efficient and had a significant impact on building capacity and facilitating knowledge
exchange between countries, i.e. on the ground training delivered by Chinese experts in Ghana and
Zambia have been very highly valued by African stakeholders and visits to Chinese mini-hydro and
solar plants and cookstove manufacturers, to name a few, is also highly valued by Ghanaian and
Zambian stakeholders.
Table 4: Budget allocation in RETT projects

Ghana Zambia
Local Consultants 30% 36%
Travel 15% 10%
Contractual Services /Companies 32% 47%
Communication/ publication 3% 2%
Equipment 5% 1%
Salary Costs 11% -
International Consultant 2% 2%
Miscellaneous Expenses 3% 2%
Almost 20% of the funds have been lost due to DKK- USD fluctuations, which has greatly impacted the
rate of budget delivery. Although activity delivery has been impacted by these losses, the project has
mitigated this impact through partnerships and efficient allocation of available resources. The project
was signed in USD, but Denmark disburses programmable funds in DKK, due to fluctuations during the
four-year period and because installments were done annually and not at the time when the project
agreements were signed, the amount of USD actually received by UNDP China fell short by USD
856.832,50.
6.3.4 Sustainability
Assessing the sustainability of a project means measuring whether the benefits and results achieved
are likely to continue after donor funding has been withdrawn and the project has ended. In this
section, we will look into the likelihood of continuation after the project has ended and the factors
that affect the continuation or lack thereof, for example, ownership, capacity, partnerships, among
others.
Overall, sustainability of the project is very likely to be ensured. Although some activities are lagging
behind and achievement of certain outputs is not complete, the achievement of strategic results will
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have a determinant impact on the capacity of Ghana and Zambia to continue adopting and using RETs
and on the ability of China to continue engaging in demand-driven SSC.
A key success factor of the project has been the level of ownership of Ghana, Zambia and China and
the relevant institutions engaged. Below we highlight some key areas in which continuation will be
key - and how we assess the likelihood of this happening – to ensure the sustainability of the achieved
results of the projects.
• Policy framework:
The policy framework developed under the project in Ghana is crucial for the sustainability of the
project. Including the Renewable Energy Master Plan (REMP), a key milestone, of the project was a
request from the Government of Ghana during the design phase of the project and it reflects the
government’s commitment to developing, promoting and supporting renewable energy technologies
in the country. The process of developing the document has been led by the Energy Commission, the
Ministry of Energy and the Planning Commission, and supported by the project. Ghana welcomed
inputs and feedback from Chinese stakeholders, like NDRC and Tsinghua University. The REMP is highly
likely to be passed by Parliament and effectively implemented judging by the government’s
commitment and willingness to have a strong RE policy in place.
In Zambia, policy progress is considerably behind that progress made in Ghana and the key deliverable,
the Renewable Energy Strategy, is yet to be finalized. However, steps have been taken to ensure
progress will continue after the end of the project and the result will be achieved. The key action taken
in this regard has been establishing a key partnership with an EU project that is targeted in the same
direction, will continue once RETT is over and has available funds to take on the leadership of this
activity. Having the EU project lead this activity and the strategy being an objective for this project too,
ensures that work to finalize the strategy will be continued by the EU. Further, as mentioned above,
assessment reports developed by the project have been key documents for other RE projects in
Zambia. Therefore, in the event that it is necessary for the EU to engage with other partners once the
RETT project has ended, it is likely that other projects will be willing to join the policy work being done
as the strategy is a key recommendation of the assessment that was carried out in the first year of the
project.
• Capacity building and knowledge transfer on RET:

Knowledge on RET has been considerably strengthened in both African countries. Several universities
and research institutions, as well as government officials, staff from regulatory bodies, and private
sector have participated in capacity building and knowledge transfer sessions and field missions to
China. This broad range of stakeholders involved has maximized the effectiveness of knowledge
transfer and among them there were key strategic institutions and therefore, although building
capacity is a lengthy process and further strengthening can be done in both African countries, these
key institutions are now in a position in which they can take on the responsibility of continue building
capacity in their countries. This is the case for example of BUI Power Authority, The Council for
Scientific and Industrial Research (CSIR) in Ghana and KGRTC and SEC in Zambia.
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ACCA21 has uploaded training materials and reports developed throughout the project onto a website
which stakeholders will be able to access after the end of the project:
http://rettc.ustb.edu.cn/zh/index.html.
• Partnerships:
A strong partnership has been built between ICSHP in China and KGRTC in Zambia. They signed an
MoU and have since then worked together on the Chipota waterfalls mini-hydro. They have
established a strong relation and both parties have expressed their willingness and commitment to
keep working together beyond the duration of the RETT project.
On the other side, the MoUs signed between the Solar Energy Center in Zambia and (i) Poly Solar in
China and (ii) International Solar Energy Center in Lanzhou, China, have not been so fruitful. The
relation between these partners is not as strong as the one between partners mentioned above and,
although parties have mentioned their willingness to continue collaborating, there is a chance that
after the end of the project partnerships don’t grow stronger.
The project has assisted Ghanaian private sector to build relations with Chinese companies and some
have expressed that because of the support received during the project, they are now confident to
establish relations and continue doing business with China on their own and beyond the project. It is
the case of Translight Solar in Ghana, who visited China with a delegation of RETT stakeholders and
visited Solax Power and Jinlong. Translight Solar assessed these visits as extremely useful and crucial
to understand the areas for potential collaboration with Chinese manufacturers and how to do
business in China. In a second visit to China, without the RETT delegation this time, Translight Solar
met again with Solax Power. Translight Solar faces the challenges faced by the private sector in Ghana
– cost of financing is the main one – but is exploring ways to formalize partnerships with Chinese firms.
Despite these significant achievements in acting as a bridge between the private sector in the two
countries, the project had higher expectations to establish partnerships between Chinese and
Ghanaian companies and that has not been formally achieved. Several MoUs have been signed but no
commercial activity has taken place yet. Strengthening partnerships during the last months of the
project will be a key factor to ensure the sustainability of RETT from Chinese to Ghanaian businesses
beyond the duration of the project.
China provided Ghana and Zambia with a catalogue in which suppliers vetted by the project (ACCA21)
were included. The catalogue incorporated inputs from Ghana so that China had a better idea of the
needs and priorities the document needed to respond to. It is an excellent tool for Ghanaian private
sector looking for partnerships in China, as several companies had expressed the difficulty they had
faced in the past to source equipment from China mostly due to the language barrier that hinders
identifying the most suitable partners.
Engaging key strategic partners in pilot projects is key for sustainability. Although some delays have
been experienced due to, among other reasons, the lengthy process of identifying and selecting a
committed and suitable partner, the high likelihood that these partners will continue beyond the
duration of the project and even scale- up the projects is high. BUI Power Authority has proven to be
an engaged partner leading the Tsatsadu mini-hydro in Ghana, committing its own funds to ensure
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the success of the project. The project procured the generator for the project and BUI will continue
running the mini-hydro beyond the RETT project.
Engaging KGRTC for the Chipota mini-hydro has been key to strengthen the sustainability of the
project beyond RETT. KGRTC has pledged USD 100,000 to the project and already disbursed USD
30,000. Additionally, KRGTC and the Energy Commission have jointly presented several proposals to
co-finance construction to make up for the shortfall between available funds and actual budget
needed for construction, which is far from what was budgeted in the design phase. Once the mini-
hydro has been constructed, KGRTC will take over management and operations of the mini-hydro. The
established trajectory and diverse source of funds that the center has, coupled with the expertise of
its staff ensure a likely sustainability of the mini-hydro.
• Institutional reform
After each of its missions to Ghana and Zambia, ACCA21 organized workshops and shared knowledge
materials with other ministries, private sector and think tanks to share their experience engaging in
South-South Cooperation on RETT with the two African countries. Interactive sessions were carried
out with high participation from other ministries. These sessions and ACCA21/MOST participation in
the RETT projects have highly contributed to increasing China’s interest in engaging in demand-driven
SSC projects. This means an important change in which China has traditionally engaged in cooperation
projects. Sustainability of this outcome is already displayed: MOFCOM has recently started to support
two other trilateral projects on SSC on RETT in Ethiopia and Sri Lanka. ACCA21 has been appointed the
implementing partner in China and UNDP is again doing the overall management. The secured funds
and engagement in these projects ensure the continuation of the SSC Center, its functions and China’s
increasing engagement in country-driven SSC. Furthermore, MOFCOM has another seven similar
projects in its pipeline.
It is important to note that China is this time engaged in these projects not only as an implementing
partner but also as the donor, a clear demonstration of China’s increasing engagement in country-
driven SSC. UNDP and China will continue to work together in the two newly started trilateral projects
with Ethiopia and Sri Lanka, a demonstration of the strong established partnership.
• Trilateral South-South Cooperation

All stakeholders have expressed their agreement and appreciation for the trilateral set up of the
project. It has brought significant benefits to the projects, as explained in sections above, especially
for project management, facilitation and coordination between parties and ensuring close
communication between stakeholders. This has allowed UNDP in China, Ghana and Zambia see the
value-added of this set-up. The projects have been showcased in several best practice reports and
received high commendations from high level UN offices. This will promote that UNDP continues to
engage in similar trilateral SSC projects and will help secure funds and encourage countries’
participation in similar initiatives.
The project has proven China’s increasing engagement in country-driven SSC, which has been
welcomed by participating countries, but will also encourage other countries’ willingness to engage in
cooperation projects with China.
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7. Conclusions
Overall, the RETT projects have been successful, achieving groundbreaking results in knowledge
transfer for RETT in Ghana and Zambia and strengthening the way in which China approaches and
engages in SSC. As described in the sections above, challenges have been faced along the way and not
all the results have been achieved. However, these were pilot projects and have already been an
example for new stakeholders (MOFCOM) who have recently engaged in similar trilateral SSC on RETT
projects. And despite the challenges faced along the way, the RETT projects have not only been
considered a success by stakeholders in Ghana, Zambia and China, but also by other government
institutions in the three implementing countries and across UN agencies.
The overall success of the projects notwithstanding, the monitoring and reporting mechanism (result
frameworks and APRs) have proven to be inefficient to properly assess progress. This is mainly due to
the design of the monitoring framework, in which indicators, baselines and targets were not properly
defined, making reporting against them difficult or impossible. As a second-best solution, reporting
has been done against activities, leading to the loss of information that could have resulted in a more
detailed assessment of actual project results.
Inefficiencies in procurement have had a significant negative impact on project implementation. For
instance, bringing project staff on board in Zambia was not completed until after more than 6 months,
which delayed activity implementation. Furthermore, key activities have been delayed due to the
lengthy procurement process, e.g., the mini-hydro in Zambia. In a four-year project with construction
activities involved – which take long to complete – a one-year procurement process is a very inefficient
allocation of time.
The trilateral character of the projects has brought significant benefits. UNDP, in its role as a
coordinator and facilitator, has leveraged its expertise in managing complex projects as well as its
networks in China, Ghana and Zambia. This has strengthened communication among PMUs and
stakeholders and has ensured cooperation was country-driven, bringing the three countries’ priorities
to the table.
However, project management could have been simplified with a more similar design between both
projects. This would have contributed to streamlining procedures and creating synergies in outcome
implementation, for example through a strengthened collaboration and exchange of lessons learned
between the two African countries. A joint set up of both projects could have also contributed to
simplifying project management requirements.
The RETT project has assisted Ghana in building an enabling environment that the country had
previously identified as a priority to develop RE. The project has supported this process, but it has
been led and owned by the government of Ghana. Although this outcome has not been fully achieved,
the risk of Ghana not passing the REMP and effectively implementing it is low – as the implementing
structure has already been designed by the government.
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Zambia’s enabling environment has been strengthened because the government’s awareness of the
need to have adequate policies and strategies in place has significantly increased. Although the RE
Strategy has not been finalized, mechanisms to ensure its completion are in place.
Pilot project and equipment demonstration and testing have faced challenges and have not been as
successful as expected. The lack of financing mechanisms has prevented the projects from having
additional resources available for pilot projects, equipment demonstration and testing, etc. hindering
scaling up of projects and causing delays in the implementation of other activities. Due diligence in
identifying financing mechanisms could have helped private sector overcome the challenges it faces
to access financing in Ghana and Zambia. The role of private sector was not defined in the design of
the project, which could have helped to achieve greater results in establishing partnerships between
Chinese and Zambian companies, establish pilot projects, facilitate equipment supply for
demonstration, and further ensure the sustainability of technology transfer from China to Zambia.
Knowledge transfer and capacity building have been very successful components of the projects. Key
strategic partner institutions have been engaged, ensuring that knowledge transfer in Ghana and
Zambia does not end with the project. Furthermore, a strong partnership between Chinese and African
stakeholders (ICSHP – KGRTC and ICSHP – Bui) increases the likelihood of continuation of collaboration
beyond the project.
The RETT project means a new and enriched way of China engaging in SSC. In general, Ghana and
Zambia are pleased with the SSC of the project and believe that knowledge exchange has been
adequately guided by their priorities and demands.
8. Lessons learned and Recommendations
1. UNDP to continue engaging in trilateral cooperation projects with national implementation

The donor and implementing partners in China, Ghana and Zambia highly value UNDP’s
participation in the project, as they have been able to benefit from the UN network, expertise in
complex SSC projects and technical knowledge on renewable energy. The evaluation has
evidenced the value added of setting up the project as a trilateral rather than a traditional
bilateral cooperation project. It is a consensus opinion of stakeholders in the projects that UNDP’s
role as a facilitator has enriched the project and ensured that the project was responsive to the
diverse needs of the three countries involved. UNDP has also been key to facilitate
communication and relations between the three countries. Furthermore, communication
between implementing partners and UNDP has been very close owing to UNDP having offices in
the three countries. UNDP has also been crucial in promoting the use of international standards
and procedures by the three countries and in all activities of the project, contributing to following
best practices and ensuring transparency. Adherence to a common set of rules through the use
of UNDP norms and standards has fostered trust amongst parties. It is recommended that UNDP
continues to engage in trilateral cooperation, offering its network and experience in SSC
projects, with a national implementation modality that ensures ownership of implementing
partners. All implementing partners should commit to inform all primary stakeholders, in a
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timely fashion, of the achievement of milestones, or lack thereof, to avoid misunderstandings
show commitment with the project from all parties.
2. Promote South-South Cooperation for the private sector

The projects have set the basis for an innovative way of engaging in South-South Cooperation.
The project has facilitated the creation of private sector partnerships, which have the potential
of creating a new channel for knowledge and experience exchange. Although no commercial
activities have officially started there are several examples of established partnerships, such as
the Joint Venture between Tobinco – Reroy and Evergreen for the soalr project, which has been
signed and the facilities are expected to be finalized in Accra before the end of 2019. Another
example is the case of Poly Solar, a Chinese company which has visited Ghana to learn about the
context and how to better respond to the needs of private sector engaged in solar in the country.
It is recommended to continue to engage in private sector SSC and more visibility is given to
this innovative mechanism of cooperation for future projects. UNDP staff from China, Ghana
and Zambia should take every opportunity to share challenges and achievements with other
country offices in order to promote UNDP’s engagement in SSC for the private sector.
3. Encourage robust project design with adequate result frameworks that allow proper M&E
A results framework is an important tool to closely monitor and evaluate projects. However, if it
is not well designed it does not fully capture all the work done and may not be an accurate way
to quantitatively and objectively monitor actual changes as a result of the project. The results
framework for these projects did not include adequately defined indicators, neither did it have
baselines and targets assigned to the indicators. As a result, reporting was done against activities
and, consequently, there has been information lost. It is recommended that the project design
includes adequately defined indicators with corresponding baselines and targets so that
progress is assessed against these, and a complete assessment of progress can be done. This
will also allow evaluating cross-cutting issues such as adequate gender mainstreaming in the
project.
4. Early identification of difficulties and integrate risk assessment in the results framework
Risks identified in the project design phase were not assigned to specific activities or outcomes.
They were classified in the Danish International Development Agency (DANIDA) categories:
contextual, programmatic and institutional risks, and according to UNDP/GEF Risk Standard
categories: environmental, financial, operational, organizational, political, regulatory, strategic,
and other. Although during the evaluation the risk identification was evaluated as relatively
adequate by stakeholders, there is room for improvement.
During the design phase, potential difficulties inherent to complex projects should be identified
during the design phase as well as possible actions to avoid bottlenecks and delays. For example,
UNDP procurement procedures stipulates that payment is done upon delivery and, generally,
Chinese private sector requires upfront payments. This has caused delays in procurement process,
such as for the generator for the Tsatsadu 40kW mini hydropower facility in Ghana. If this type of
clashes are identified during the design phase – through increased consultations – and decisions
made then, delays will be mitigated or avoided. It is thus recommended to review procedures
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and ways of working of all parties involved in a project and identify if any clashes exist to avoid
delays during project implementation.
It is also recommended that as well as DANIDA and UNDP/GEF classifications, risks are
associated to specific outcomes or even activities when possible. A detailed breakdown of risk
analysis will allow to identify additional risks and closer assess their likelihood and impact on
the project. This will also allow to isolate a challenge faced and a faster reaction to it.
Additionally, it will facilitate project assessment, as impact assessment will contribute to
learning each activity’s contribution to its associated outcome. Revision of risks identified and
management strategies will be easily carried out as it will be done as part of the overall revision
of the project. These should be done periodically and when an unforeseen challenge is faced,
national PSCs or GSC should convene to discuss and agree on a mitigation strategy.
5. Guard the project against the impact of currency fluctuations

The project has experienced an almost 20% loss of funds due to currency fluctuations, which has
inevitably impacted on activity and result delivery. This risk was not foreseen in the project design
phase, but it was in a revision of risks at a later stage. It is recommended that the project does
not bear the risk of currency fluctuations as it can impact on project delivery. This could be done
in various ways:
• If possible, transfer the funds in one installment and when the agreement is signed.
This eliminates the risk of currency fluctuation as the less time between signing and
disbursement, the more likely that the amount in DKK and USD remain as stated in the
project document.
• The project includes a contingency fund to compensate losses of currency fluctuations
and mitigates the impact on the project budget.
6. Simplify the project management structure of the projects and strengthen M&E
The projects have the same objectives and very similar expected results for Ghana and Zambia.
However, they were designed as two separate projects and effectively treated as four projects
(two in China, one in Ghana and one in Zambia) where UNDP China has had an overall
coordinating and management role. The evaluator recommends that project management is
streamlined through an integrated project design of both projects. Aligning activities and
outcomes would simplify reporting and monitoring of progress and the overall integration of
APR, following the same guidelines. Setting up both projects as one would facilitate UNDP
China’s role as the overall coordinator of the project, facilitate communication among all
parties and encourage continuous learning and experience exchange among all stakeholders.
Furthermore, setting it up as one project, rather than two parallel projects would encourage
and facilitate cooperation and interaction between Ghana and Zambia as well as between
China and Ghana, on one hand, and China and Zambia, on the other hand. It is also
recommended that M&E mechanisms are strengthened through mid-term reviews, audits and
periodic reporting to the donor, not only through the APR but also informing about key
messages arising from bi-weekly calls among the implementing partners and as soon as
bottleneck are identified.
7. Seek more strategic collaborations and partnerships

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During the evaluation, it was proven that partnerships have been key in achieving results, ensuring
their sustainability and maximizing the impact of the project. For example, providing technical
support to rural health facilities in Zambia significantly contributed to increasing access to RET in
rural areas and improving people’s livelihoods in those areas. There is great potential to expand
these collaborations with not only health facilities but also supporting schools, housing,
agriculture, etc. It is therefore recommended that the project explores partnerships with
ongoing RE projects and other projects and public services that already use or stand to benefit
from RE, and seeks ways to collaborate with these projects, for example through capacity
building or providing technical support. These collaborations will also allow stakeholders to
exchange experiences with a wider network and ensure that RETT will continue beyond the
projects.
8. Promote South-South Cooperation among all participating countries

SSC in these projects has been significantly limited to China – Ghana, and China – Zambia
cooperation. Further South-South cooperation and experience exchange should be promoted for
these projects, specifically between Ghana and Zambia, to ensure continuous cooperation among
countries and increase exposure to other experiences and lessons learned. An online platform to
share success cases between countries would insert an additional component of SSC into the
project. This would be a cost- effective and innovative way to promote South-South cooperation.
Encouraging SSC among all participating countries and exchanging experiences would facilitate
the implementation of other outcomes, as experience exchange can contribute to a faster and
easier addressing of challenges. It is recommended that countries’ relative strengths and
weaknesses in the different areas of the project be assessed and mechanisms be set up for the
relatively advantaged country to share its knowledge and experience with the relatively
disadvantaged country to strengthen a specific area.
9. Expand the scope of case studies presented to build capacity

The Chinese case is relevant and has been of great value to build capacity in RETT in Ghana and
Zambia. However, the private sector is still reluctant to engage in RE projects mainly because of
the high cost of financing that renders the projects unbearably risky. It is recommended that
success cases from non-participating countries, but relevant for them, are also included in
capacity building components. Exposing the private sector to case studies from other African
countries with similar contexts would be helpful. As much as China’s case has been helpful to
build capacity, it is still seen as too different to Africa and it would be easier for them to relate
with cases from similar countries.
10. Identify additional sources of financing for the project during the design phase
Identifiying and setting up financing mechanisms, has been one of the underachieved outcomes
of the project. It is recommended that the design and inception phases devote more resources to
these activities, especially if the project is being implemented in countries with very high cost of
financing, like Ghana and Zambia, to avoid not having resources to achieve the expected results.
A recommendation is to search for additional and diversified funds for pilot projects and other
activities during the design phase, and to conduct broad consultations which include financial
institutions as well as other international organizations.
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11. Encourage Public Private Partnerships to incentivize RETT
It was confirmed during the interviews for this evaluation that a key barrier for more private
sector engagement has been the high cost of financing and the inability of the private sector in
Ghana and Zambia to bear the risk of projects. In light of this, the government should support the
private sector to overcome these barriers. For similar projects, it is recommended to encourage
government’s participation, at least in the early stages of projects, to take on part of the risks,
co-finance projects and therefore facilitate private sector participation. Creating Public Private
Partnerships (PPP) would allow the private sector to access funds without bearing the high risks
of private lending. Fewer risks and less need for financing would encourage the private sector
to participate in RETT projects in countries with similar context to Ghana and Zambia.
12. Provide advisory services and capacity building to establish commercial partnerships
The project has been successful establishing partnerships with key strategic institutions that
facilitate RETT between China and Ghana and Zambia, such as ICSHP, Bui Authority, KGRTC and
the University of Zambia. Despite the results achieved, several challenges have been faced which
have prevented more participation of the private sector – i.e. high cost of financing and poor
technical business skills (develop business plans, cost benefit analysis, etc.) of the private sector
in Ghana and Zambia. It is recommended also that capacity building as part of the project is
expanded to include not only technical RET know-how but also commercial, economic feasibility
assesment, and marketing expertise and technicques. This can be done through partnerships
with relevant institutions or trainings could be directly delivered by UNDP. This capacity building
can assist firms in engaging in commercial partnerships, carrying out cost benefit analysis,
negotiating contracts and securing funds from diversified sources, which would contribute to
strengthening sustainability of RETT and developing stronger relations between Ghanaian and
Chinese, and Zambian and Chinese firms to ensure RETT from China to Ghana and Zambia.
13. Consult with governments and key partners at the end of the project to design an exit
strategy
Sustainability of the project heavily relies on the exit strategy of a project and whether there is a
plan to ensure continuity of the results achieved by the project. In the RETT projects no official
consultations to design an exit strategy have been carried out, but actions to ensure sustainability
have been. To further ensure that these actions are efficient, it is recommended that an exit
strategy is agreed among all key stakeholders. This will also assist UNDP in identifying future
areas in which it can continue supporting the partners involved to ensure that the results
continue beyond the duration of the project.
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Annexes
I. Results Frameworks
CHINA-GHANA SOUTH-SOUTH COOPERATION ON RENEWABLE ENERGY TECHNOLOGY TRANSFER

TARGET
ACTIVITY RESULTS INDICATORS BASELINES
Year 1 Year 2 Year 3 Year 4
Outcome 1: Ghana has an enabling environment in place for the transfer, production and regulation of the use of Renewable Energy Technologies in Ghana.
Output 1.1: Strategy and policies for enhanced use, regulation and promotion of RET in Ghana in place.
Activity Result 1.1.1: Review - Number of - At least 3
Chinese and Ghanaian Renewable consultative consultative
Energy policies and strategies to meetings on RE meetings not RE
identify capacity building gaps and policy and gaps in policy and gaps
solutions to address them Ghana held. in Ghana held
• Sub-activity 1: Conduct - # of joint reviews, - Minimum 2
workshops in Ghana for consultations held reviews held
Stakeholders on China and and more with minimum
Ghana’s Renewable Energy than ?? % of Ghana adopted 60% positive
policy participants giving the Renewable feedback.
• Sub-activity 2: Joint review positive feedback. Energy Act in - Baseline study
Renewable Energy policies in - # of launch 2011, but there is developed
Ghana workshops/ no master plan to
• Sub-activity 3: Conduct gaps seminars organized implement it.
analysis through stakeholder and # participants.
consultations and seminars - Baseline study to
• Sub-activity 4: Organize evaluate status of
workshop/seminars to identify RE technologies.
solutions to address the
identified gaps
Activity Results 1.1.2: Draft and Master plan approved. Renewable Energy Renewable Energy
submit to Parliament the Master Plan drafted Master Plan
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Renewable Energy Master Plan submitted for
(REMP) Parliamentary
• Sub-activity 1: Draft Renewable approval.
Energy Master Plan based on
Ghana’s National RE Strategies
• Sub-activity 2: Conduct multi-
stakeholder consultation to
review the Plan
Activity Results 1.1.3: Launch and
Renewable Energy
disseminate the REMP
Master Plan
• Sub-activity 1: Organize the
Launched at a
official launch of the REMP
minimum of 2 launch
• Sub-activity 2: Organize national
events with
and international dissemination
minimum 100
of REMP for Ghanaian, Chinese
participants
and Danish stakeholders
Output 1.2: Barriers to effective transfer of Renewable Energy Technologies removed.
Activity Results 1.2.1: Conduct in - Report on barriers - Report on
depth analysis of regulatory, for RET transfer barriers
technical, social and other barriers - # consultation completed
in Ghana and China currently meetings or group - Minimum 3
hindering effective and widespread interviews held. consultation
absorption of RET. meetings / group
• Sub-Activity 1: Conduct a desk interviews held.
review and surveys/interviews Barriers to
to identify barriers for RET effective transfer
Transfer. of Renewable
• Sub-Activity 2: Prepare a report Energy existed.
to summarize and analyze
identified barriers.
Activity Results 1.2.2: Develop a Road map launched Roadmap draft
roadmap to remove or reduce prepared and
barriers to effective RETT in Ghana. launched
• Sub-Activity 1: Organize
stakeholders’ meetings to
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identify strategies and solutions
to remove barriers in Ghana
• Sub-Activity 2: Draft a roadmap
to set goals, objectives and
priorities to remove or reduce
barriers.
• Sub-Activity 3: Convene a
conference to launch and
disseminate the roadmap
Outcome 2: Access to and use of relevant Renewable Energy Technologies (RETs) increased in Ghana.
Output 2.1: Appropriateness of selected technologies (either biogas, improved cook stoves, solar PV, biogas power generation and mini hydro) for transfer
demonstrated.
Activity Result 2.1.1: Selection and - Report on criteria At least 3 Chinese Report on criteria
adaptation of appropriate RETs to and specifications technology suppliers and specifications for
be transferred for selection of 4 identified for selection of 4 RETs
• Sub-activity 1: Develop criteria RETs. adaptation and developed and
and standards for the selection - Number of transfer to Ghana submitted to China
of appropriate Renewable Chinese
Energy Technologies technology
• Sub-activity 2: Review the suppliers
selected technologies and adapt identified for
specifications to Ghana’s adaptation and Currently, there is
requirements transfer to Ghana. no demonstration
Activity Result 2.1.2: Facilities to - Number of site set up for RE - At least 4 - Minimum 3
receive, test, demonstrate and feasibility studies Technology feasibility users of
exhibit equipment and publish to select Transfer studies to demonstration
performance results demonstration select sites recorded,
sites in Ghana demonstration with minimum
• Sub-activity 1: On-site conducted. sites in Ghana 70%
investigation and feasibility - Number of conducted. satisfaction
study of appropriate facilities. demonstration - 4 rate.
• Sub-activity 2: Identification of sites for RETT demonstration - Performance
projects and technology successfully sites in Ghana results
providers to supply facilities. established successfully published and
established
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• Sub-activity 3: Provide facilities - # of users and lessons learnt
with testing and demonstration percentage of captured.
equipment. users of
• Sub-activity 4: Website update demonstration
to share performance results sites reporting
and experience. satisfaction with
• Sub-activity 5: Monitor sites.
performance and based on
testing and demonstration,
capture lessons learnt to
develop training programs for
stakeholders, incl. operators,
administrators, etc. in Ghana.
Output 2.2 Increased use of Renewable Energy Technologies in Ghana supported through capacity building and financing mechanisms
Activity Result 2.2.1: Support to - # and type of - Minimum of 3
training facilities within existing training packages training
institutions for increased capacity developed. packages
building on RETs. - # of people developed.
• Sub-activity 1: Develop work technically trained - Minimum of 40
plans and long-term funding and and % of people people
outreach strategies for the trained with technically
increased There is no trained, with
facilities.
mechanism for
• Sub-activity 2: Adaptation of knowledge and minimum of
skills. up-scaling of RETs 70% with
monitoring results and lessons
for Public-Private increased
learnt into training programs on
actors knowledge.
RET to be offered by training
established, and
facilities.
capacity building
• Sub-Activity 3: Training of
required
private sector and institutional
partners to ensure sustainability
of testing sites.
• Sub-activity 4: Convene meeting
of stakeholders to agree
modalities for facilitating
community of practice.
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• Sub-activity 5: Project support
to the community of practice to
operate under project for period
of one year.
Activity Results 2.2.2: Develop - Set of options for - A cost report
institutional financing mechanisms business and to be
to up-scale RETT in Ghana financing models published in
• Sub-Activity 1: Cost and benefit developed. Chinese and
analysis of RETT activities from - A report about translation to
China to Ghana. cost and benefit English
• Sub-Activity 2: Prepare a analysis of RETT - A financial
financial proposal to promote activities from report to be
RETT from China to Ghana. China to Ghana. published and
• Sub-Activity 3: Convene - A financial translation
investors consultation meeting proposal to into English.
to rise fund for RETT from China promote RETT - A consultation
to Ghana. - A consultation meeting will
meeting to raise be held.
fund for RETT from - Reports about
China to Ghana. raising fund for
RETT will be
finished.
Activity Results 2.2.3: Develop - # of people trained - At least 2 - Minimum of
business models to support private and % of people options for 100 people
sector involvement and public – trained on Business business and trained on
private partnerships in RETT in Model with financing Business
Ghana increased models Model, with
• Sub-Activity 1: Convene China- knowledge and developed. minimum of
Ghana stakeholder discussions skills. - Guide book 70% with
on business model - # of participants in related to increased
development. community of RETT in Ghana knowledge.
• Sub-Activity 2: Conduct practice. published. - Minimum of
strategic research on business - # of technically 20
models to facilitate the trained people stakeholders
involvement of private sectors actively employed in participate in
in RETT. the RE sector.
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• Sub-Activity 3: In cooperation community of
with training facilities, design practice.
and conduct training programs - At least 10
for both Chinese and Ghanaian technically
stakeholders, including trained people
governmental agencies, actively
research institution, private employed in
sector, SME, etc. on developed the RE sector.
models.
Outcome 3: China’s has strengthened capacity for South-South Cooperation in relation to RET transfer
Output 3.1: Knowledge base and China – Ghana networks for South-South Cooperation on technology transfers created
Activity Result 3.1.1: Map, update - # of reports and - Minimum of 3 4 meetings for
and share China’s experience and surveys developed reports on understanding of
approaches to technology selection and published. China’s national Chinese policy and
and transfer. and regional regulations on RET
• Sub-activity 1: Map National planning development and
and Regional planning approaches, identify the potential
approaches, laws and programs, laws and gaps for RETT from
institutional set ups and programs, China to Ghana.
financial models into a institutional set
comprehensible set of reports The UNDP South- ups, technology
on China’s experience creating South capacity, and
widespread access to renewable Cooperation financial
energy and becoming a key Framework models
producer of RETs. produced and
• Sub-activity 2: Conduct in-depth shared.
analysis of China’s experience - A report on
on rural electrification and make China's
recommendations for good experience on
practice for the Ghanaian rural
context. electrification
• Sub-activity 3: Organize will be
training/workshop/seminars to published.
review documentation and - A draft brief
receive feedback for paper on
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appropriate revisions and technology
modalities for sharing selection and
information. transfer
• Sub-activity 4: Draft briefing approaches for
paper on technology selection Chinese
and transfer approaches for stakeholders.
Chinese stakeholders
Activity Result 3.1.2: Organize - # of exchange - Minimum of - Meetings for
exchange visits to share knowledge visits 18 project initiating
on the Chinese and Ghanaian stakeholders knowledge
contexts and build foundations for participates transfer and
technology transfers. in visits Ghana’s
• Sub-activity 1: Organize exchange context.
exchange visits from China to visits.
Ghana and vice-versa to study - Meetings
each country’s energy sectors. for initiating
• Sub-activity 2: Carry out joint knowledge
stakeholder meetings to initiate transfer and
knowledge transfer and Ghana’s
strengthen mutual context.
understanding of Ghanaian
policy and market conditions.
Activity Result 3.1.3 Share - Web platform - Meetings - Minimum of
knowledge and establish knowledge established with about draft 20
networks on Renewable Energy. access to reports, reports and stakeholders
• Sub-activity 1: Draft reports and surveys and other strategy participate in
strategy documents identifying resources. documents community
barriers and solutions to RET to identifying of experts
Ghana. - # of stakeholders barriers and
• Sub-activity 2: Develop and participating in solutions,
maintain a web platform to Chinese including 20
• Sub-activity 3: Draft strategy of community of policy-makers.
RETT from China based on experts. - A web
Ghana’s national strategies and platform fully
priorities for Renewable Energy. functional and
loaded with all
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• Sub-activity 4: Establish and relevant
maintain expert communities reports,
and knowledge networks to surveys and
support continuous learning on other
RET transfer between China and resources and
Ghana. accessed by
relevant
stakeholders.
- Minimum of
20
stakeholders
participate in
community of
experts.
Output 3.2 Mechanisms for promoting RETT from China to Ghana established
Activity Result 3.2.1: Develop Roadmap launched and Roadmap for RETT
roadmap for Renewable Energy disseminated; from China to
Technology Transfer from China to Ghana agreed, and
Ghana launch it
• Sub-activity 1: Convene a series
of meetings of stakeholders to
agree the vision and goals for
Renewable Energy Technology
Transfer from China to Ghana. There is no
• Sub-activity 2: Develop and existing
maintain a web platform in mechanism for
Chinese to share project findings promoting RETT
and results.
• Sub-activity 3: Launch and
disseminate the Strategy within
China.
Activity Result 3.2.2: Seek Finance strategy - A meeting for a A report on RETT A report on RETT
institutional financing to support developed and # of task force financing financing
technology transfer from China to proposals submitted responsible for mechanisms. mechanisms.
Ghana China-Ghana
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• Sub-activity 1: Set-up a task RETT financing
force responsible for China- through the
Ghana RETT financing through SSC center.
the SSC center. - Minimum of
• Sub-activity 2: Prepare one proposal
proposals and reports to apply to apply for
for additional financial support additional
from MOST and other Ministries financial
in China through SSC Centre. support from
• Sub-activity 3: Develop report MOST and
on RETT financing mechanisms other
Ministries in
China through
SSC Centre
submitted
Activity Result 3.2.3: Set up a # of meetings for - A kick-off - Meetings and
Chinese stakeholders alliance for Chinese stakeholders meeting for a report about
China – Ghana RETT alliance, and # and type agreeing on the vision and
• Sub-activity 1: Identify of participants in the modalities for goals for
stakeholders, agree on alliance the alliance Renewable
modalities for the alliance and - A meeting to Energy
hold kick off meeting. assess and Technology
• Sub-activity 2: Assess and revise revise criteria Transfer from
criteria and standards for RET and standards China to
selection to unify existing for RET Ghana
practices. selection to
• Sub-activity 3: Revisit barriers to unify existing - A meeting for
RET deployment and draft practices revising
strategy for joint collaboration barriers to RET
deployment
and develop
strategy for
joint
collaboration.
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Activity Result 3.2.4: Conduct - # of people trained - Develop - Develop
training of Chinese stakeholders in and % of people training training
relation to RETT trained with material in material in
• Sub-activity 1: Develop training increased Chinese and Chinese and
material in Chinese based on knowledge and publicize, publicize,
information from policy skills. based on based on
development process, information information
technology review, from policy from policy
demonstration sites, mapping development development
and exchange visits. process, process,
• Sub-activity 2: Organize technology technology
trainings on policy, market and review, review,
cultural aspects of doing socially demonstration demonstration
responsible business in Ghana in sites, mapping sites, mapping
support of national and exchange and exchange
development goals visits. visits.
- Training - Training
materials will materials will
be prepared, be prepared,
and Minimum and Minimum
of 20 of 20
stakeholders stakeholders
trained, trained,
minimum of minimum of
70% with 70% with
increased increased
knowledge and knowledge
skills. and skills
Activity Result 3.2.5: Support - Design a - A visit from
Ghana’s adoption capacity for training Ghana to
Renewable Energy Technology material about China for the
Transfer technologies training
• Sub-activity 1: Training of at solar, mini- about
Ghanaian stakeholders in China hydro and technologies.
on technologies at solar, mini- biogas facilities
hydro and biogas facilities. for Ghanaian
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stakeholders
studying in
China.
Outcome 4: Project management and coordination structures established
Output 4.1 Project management structures established
Activity Result 4.1.1: Set up PMUs in - Documents - Stakeholder list
Ghana and China. establishing PMUs developed;
• Sub-activity 1: Prepare and PSCs - Project
stakeholder list and identify - Detailed work organization
PMU members. plans developed. established;
• Sub-activity 2: Establish PMU - Regular meetings Regular
with required documentation held in Ghana and meetings held.
and terms of reference. China - Detailed work
• Sub-activity 3: Convene regular plan agreed for
meetings for work plans, project the project
monitoring, implementation and outlining roles
other discussions &
responsibilities,
budget &
PMUs and PSCs administration;
haven’t been PMUs and PSCs
established. meet according
to schedule.
Activity Result 4.1.2: Set up PSCs in A mid-term evaluation - A mid-term PSCs meet at least PSCs meet at
Ghana and China evaluation once per year least once per
• Sub-activity 1: Prepare including year
stakeholder list and identify PSC international
members. consultants and
• Sub-activity 2: Establish PSC national
with required documentation consultants.
and terms of reference. - PSCs meet at least
• Sub-activity 3: Hold PSC once per year
meetings to review project plans
and reports.
Activity Result 4.1.3: Support
project implementation
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CHINA-ZAMBIA SOUTH-SOUTH COOPERATION ON RENEWABLE ENERGY TECHNOLOGY TRANSFER
TARGET
ACTIVITY RESULTS INDICATORS BASELINES
Year 1 Year 2 Year 3 Year 4
Outcome 1: The enabling environment for the transfer and use of priority renewable technologies in Zambia strengthened
Output 1.1 Improved policies, legislation and standards for the transfer and use of project technologies for rural electrification
Activity Result 1.1.1: Finalization Final review report on Review report on
of review of the implementation review of the review of the
of policies and legislation for implementation of Draft review report implementation of
rural electrification using off- policies and legislation of the policies and
grid technologies. for rural electrification implementation of legislation for rural
using off-grid policies and electrification using
technologies. legislation for rural off-grid
electrification using technologies
off-grid finalized.
Sub-activity 1: Preparation of a technologies exists.
briefing paper / baseline study Current legislation
on RET policy/legal reforms ineffective and
incomplete
(baseline: UNDP
scoping mission to
Zambia 2013)
57
[email protected]
Activity Result 1.1.2: Convene # of people - 3 working group
working group meetings to trained/participates in meetings held
review implementation of workshops. with minimum of
policies and legislation to 45 participants.
address gaps and develop and - Minimum of 1
finalize policies for rural policy/legislation
electrification using off-grid document drafted
technologies.
Sub-activity 1: Convene 3
meetings with 15 participants to
reach consensus on specific
legislation, policy, regulation or
grid code conventions that are
priorities for supporting rural
electrification.
Sub-activity 2: Draft legislation,
policy, regulation or grid code, as
required, based on consensus of
stakeholders with guidance from
Zambian government
Activity Result 1.1.3: Build # of instruments 40 people trained
capacity of government officials developed and
and other stakeholders to implemented.
implement policy reforms and % of people trained /
programs identified in Activity participate in
Result 1.1.2. workshops with
• Sub-activity 1: Convene 3 increased knowledge
workshops and training of policies and
sessions of minimum 40 renewable energy
participants to create
awareness about key policies
& reform processes for rural
electrification.
58
[email protected]
• Sub-activity 2: Convene
series 3 of workshops &
capacity building training
sessions on implementation
of key renewable energy
policies.
Output 1.2 Financial mechanism for RETs established
Activity Result 1.2.1: Review - # of finance Financial Funding structure
opportunities for additional mechanisms for institutions developed.
financing institutions such as the RET established. engaged by DoE
Development Bank of Zambia to - Amount of for resourcing of
fund its Renewable Energy $ secured in the RE Fund
Fund. financial support
for REF.
• Sub-activity 1: Engage with
financial institutions with
support of project for Financial
developing proposal to mechanisms
support Renewable Energy insufficient
Fund, (baseline: UNDP
• Sub-activity 2: If successful, scoping mission to
funding structure design to Zambia 2013)
be supported by project.
Activity Result 1.2.2: Develop - Microfinancing
options for renewable energy accessed to
technologies equipment promote RETs
financing for rural
electrification, to support
private sector, and/or
government rural electrification
initiatives.
59
[email protected]
• Sub-activity 1: Engage with
World Bank, African
Development Bank and other
financial institutions to
develop micro-finance
structure to support
communities for rural
electrification,
• Sub-activity 2: Review
options for micro-finance
scheme designs to support
rural electrification
Activity Result 1.2.3: Develop a # of value chain - 1 comprehensive Supply chain
value chain strategy for driving strategies adopted value chain facility established
down cost of technology that strategy study and supply chain
can support private sector and completed. options
government actors. - Funding proposals established.
• Sub-activity 1: Conduct developed.
comprehensive value chain 3 consultative
study, value chain
• Sub-activity 2: 3 consultative stakeholder
value chain stakeholder discussions held
discussions with minimum with minimum of
40 participants. 40 participants
Outcome 2: Reduced barriers to the adoption of renewable technologies for the rural poor in Zambia
Output 2.1 Priority technologies tested and demonstrated at dedicated testing and training center and community of practice established
Activity Result 2.1.1: Creation The of # - Work plan and Terms of Testing centers
of demonstration, testing and demonstration, testing Testing and long-term Reference fully functional
training facilities for priority and training facilities training centers not funding and (TORS)s for
technologies. established equipped and outreach facilitation of the
• Sub-activity 1: Develop the functional strategy in community of
work plan and long-term (baseline: UNDP place. practice in place
funding and outreach scoping mission to
strategy for the facilities, Zambia 2013)
60
[email protected]
• Sub-activity 2: Zambia - Community of
training center directors to practice
convene meeting of operational
stakeholders to agree on
responsibilities for - Centers receive
facilitating community of identified
practice, equipment
• Sub-activity 3: Community
of practice to operate under
project for period of one
year, iv) Center directors and
senior staff to receive
training in China.
Activity Result 2.1.2: Facilities # and type of
to receive exhibit and equipment received
demonstrate equipment and and exhibited by
publish performance of results centers
via web.
• Sub-activity 1: Support
facilities implementation
through acquisition of
testing and demonstration
equipment
Output 2.2 Institutional and technological capacity among stakeholders built
Activity Result 2.2.1: Facilities - # and type of 30 people trained 3 training modules Minimum of 30
to conduct periodic training on education developed. people trained;
renewable energy technology materials
and practice, and make its developed by
Capacity gaps exist
facilities available for third centers.
(baseline: UNDP
parties to conduct training.
scoping mission to
- # of people trained
• Sub-activity 1: Zambia 2013)
in renewable
Demonstration facilities to
energy technology
develop educational
and practice.
materials,
61
[email protected]
• Sub-activity 2: - % of people
Demonstration facilities to trained with
commence 3 training increased
modules for minimum 30 knowledge on
participants, product renewable energy
evaluation and outreach technology and
program for a full-year sub practice.
program.
Activity Result 2.2.2: Support - 1 project Project selection - Request for Rural electrification - Evaluation
one renewable energy rural successfully committee proposals project and lessons
electrification project. selected according established issued implemented. learnt
• Sub-activity 1: Form project to established - Projects exercise
selection committee, criteria. screened, commenced;
• Sub-activity 2: Agree on MoU signed. Rural
criteria for receiving, - Amount and type electrification
evaluating and selecting of support project
proposals, provided to completed,
• Sub-activity 4: Request, selected project. final
receive and evaluate evaluation
proposals according to set - Evaluation and results
criteria resulting in selection lessons learnt available.
of 3 project(s) and MOUs to document
be signed with project produced.
developers,
• Sub-activity 5: Project to be
implemented with
supervision of project,
• Sub-activity 6: evaluation of
project progress and results
to be made in order to
formulate lessons and future
guidance.
Outcome 3: China has increased capacity to implement South-South Cooperation projects in relation to RET transfer
Output 3.1: Chinese stakeholders have increased understanding of the Zambian context and knowledge exchange with Zambian stakeholders initiated
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Activity Result 3.1.1: Map, # and type of briefing - List of reliable - Draft reports
update and share China’s papers and guidelines technology on cost and
approaches to technology developed and providers and financial
selection and transfer. distributed contact analysis for
information in RETT from
China, survey China to
• Sub-activity 1: Update the should cover Zambia; Draft
manual: “South-South at least 30 possible
Cooperation on science and provinces in policy support
technology to address China; strategy
climate change – applicable - At least 1000
technology” for Zambia, questionnaires
• Sub-activity 2: Prepare are collected.
briefing paper on technology - At least 300
selection and transfer Manual been
approaches for Chinese disseminated;
stakeholders. Knowledge gaps English version
exist (baseline: well be
UNDP / MOST available on
dialogue 2013) internet.
Activity Result 3.1.2: Organize # of people reached - Study tour for
visit by Chinese stakeholders to with new information 20
Zambia to learn about Zambia’s and approached participants
RET sector, policies, market and through dissemination completed,
cultural barriers, of briefings / papers / and workshop
• Sub-activity 1: Study tour for reports for 50 persons
a Chinese delegation to for briefing
study Zambia’s energy # and type of papers and
sector, agreements on guidelines,
• Sub-activity 2: Joint Zambia / technology transfer and workshop
China stakeholder meeting with 10
to begin knowledge transfer experts and 5
and to strengthen mutual government
understanding of Zambian officials from
policy and market key ministries.
conditions.
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[email protected]
- Minimum of
20 project
stakeholders
participates in
visits
exchange
visits.
Activity Result 3.1.3: Share and - Website and - Website and - Website and - Website and
disseminate knowledge on online system for online system for online system for online system for
mission findings and project RETT from China RETT from China RETT from China to RETT from China to
achievements, to Zambia/Ghana; to Zambia/Ghana; Zambia/Ghana; Zambia/Ghana;
• Sub-activity 1: Draft report Maintenance and Maintenance and Maintenance and Maintenance and
and strategy identifying data updating; data updating; data updating; data updating;
barriers and solutions to RET
to Zambia, - National strategy
• Sub-activity 2: Conduct to overcome the
training based on report, barriers to be
• Sub-activity 3: Develop and published and
maintain website to share translated into
project findings and results, English.
• Sub-activity 4: Establish and
maintain Chinese expert
community to support
continuous learning on RET
transfer between China and
Zambia.
Output 3.2 A Chinese Centre for South¬-South Cooperation within the Ministry of Science and Technology supported
Activity Result 3.2.1: Establish # and type of guiding Chinese Center for - Prepare meeting - Meeting for
vision and mission of the SSC documents for the SSC South-South with key industrial
Centre, Center produced and Cooperation within Ministries and RET stakeholder
adopted MOST does not industry leaders; consultation, and
exist Meeting to set up meeting for
64
[email protected]
• Sub-activity 1: Set up the SC for SSC revising and
steering committee, Centre approval of
• Sub-activity 2: Develop the - Stakeholder proposal and
work plan of the Centre, meeting with outreach strategy
• Sub-activity 3: Develop long government
term funding and outreach officials to review
strategy for the Centre. the work plan for
SSC center;
- 4 experts to
develop the long-
term SSC center
work plan
- 5 experts for
preparing the
proposal for
funding
application and
outreach strategy
developed;
- Meeting for
government
stakeholders
consultation
including 20
persons.
Activity Result 3.2.2: Set up # of meetings held by - Meeting to - A Chinese - A Chinese - A Chinese
alliance of Chinese stakeholders the SSC steering establish the RE expert’s expert’s expert’s
involved in RE to engage in committee and alliance. community will be community will be community will be
projects bringing down the cost stakeholders under the - A Chinese formed with 10 formed with 10 formed with 10
of Technology Transfer auspices of the SCC expert’s consultants to consultants to consultants to
Center community will be support the support the support the
formed with 10 continuous continuous continuous
consultants to learning, and also learning, and also learning, and also
• Sub-activity 1: Identify support the will support the will support the will support the
stakeholders and kick off continuous PMU of both PMU of both China PMU of both China
meeting, learning, and also China and Zambia and Zambia sides and Zambia sides
65
[email protected]
• Sub-activity 2: Assess and will support the sides from from technical from technical
revise criteria and standards PMU of both China technical perspective. perspective.
for RET selection to unify and Zambia sides perspective.
existing practices, from technical - Seminar for joint
• Sub-activity 3: Revisit perspective. collaboration
barriers to RET deployment - 4 experts for strategy to be
and draft strategy for joint developing criteria signed -
collaboration. and standards to - Meetings with
unify the existing minimum of 50
practices for RET stakeholders held
report; and in Beijing
drafting national - Draft the
strategy to strategy for joint
overcome the collaboration;
barriers to be - Meeting to
published and collect the
translated into feedback and
English. comments from
stakeholders;
Activity 3.2.3: Develop training # of people trained on - Best practices
materials on South – South SSC and RET case studies for
Cooperation and Renewable each technology;
Energy Technologies
• Sub-activity 1: Develop Training for
practical guide to SSC for RET government
in Chinese to be made officials (1 person
available via the web and in for each province,
printed form. in total 30
persons); training
for industrial
leaders and Key
ministries in
China, at least 25
persons;
Activity Result 3.2.4: Conduct % of people trained - Develop business Year 1 -4
training of Chinese stakeholders with increased model for the
66
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South – South Cooperation and knowledge of SSC and RETT from China - 6 RET
Renewable Energy Technologies RET to Africa; stakeholder
• Sub-activity 1: Organize trainings on South-
trainings in coordination with - Policy, culture South
MOST on policy, market and and enabling Cooperation;
cultural aspects of doing environment
business in Africa, development and Entrepreneur
• Sub-activity 2: Distribution of publications. trainings for doing
practical guide to SSC for RET business in Africa
at trainings.
Activity Result 3.2.5: Support - Minimum 10
the Renewable Energy people
Technology platform, participates in
study tour
• Sub-activity 1: Study tour for
- 6 experts training
a delegation from Zambia to
from Zambia to
China for training at solar,
China at solar,
mini-hydro and biogas
mini-hydro and
facilities.
biogas facilities
Outcome 4: Project organization and coordination structures established
Output 4.1: Project Management Structures established
Activity Result 4.1.1: Set up # of PMUs and PSCs - PMUs set-up, - Quarterly and - Quarterly and - Quarterly and
PMU in Zambia. established with AWP approved, Annual Reports Annual Reports Annual Reports
• Sub-activity 1: Set up guiding principles and Office produced, produced, produced,
coordination mechanisms, detailed work plans Project equipment and
• Sub-activity 2: Prepare management staff in place,
detailed work plan for the - # of meetings held structures not in Quarterly and
project placed Annual Reports
produced,
Activity Result 4.1.2: Set up - PMUs set-up,
PMU in China, AWP approved,
67
[email protected]
• Sub-activity 1: Set up - Office equipment - Quarterly and - Quarterly and - Quarterly and
coordination mechanism, and staff in place, Annual Reports Annual Reports Annual Reports
• Sub-activity 2: support the - Annual meeting produced, produced, produced,
SSC center and long-term of SSC - Annual meeting - Annual meeting - Annual meeting
operation. stakeholders held. of SSC of SSC stakeholders of SSC
stakeholders held. held. stakeholders held.
Activity Result 4.1.3: Set up PSC set up and SC meetings held SC meetings held SC meetings held
Project Steering Committees functional,
SC meetings held
• Sub-activity 1: Prepare
stakeholder list and identify
PSC members,
• Sub-activity 2: Establish PSC
with required documentation
and terms of reference,
• Sub-activity 3: Hold PSC
meetings to review project
plans and reports.
Output 4.2 Project Coordination Structures established
Activity Result 4.2.1: Create # and type of project MoUs signed.
project coordination and MoUs and agreements
management structure-. signed
• Sub-activity 1: Kick off
meeting between Zambia
DoE, China MOST and the
UNDP country offices to
agree on coordination
modalities for all project
activities,
• Sub-activity 2: Sign MoUs
guiding overall project
implementation and
separate agreements for
specific project activities as
required
68
[email protected]
Activity Result 4.2.2: Convene - # of project Minimum 2 Minimum 2 Minimum 2
stakeholder group meetings, management Coordination Coordination Coordination
• Sub-activity 1: Review and meetings held with meetings held meetings held meetings held
adjust stakeholder lists for Zambia, China and
Zambia and China, UNDP
• Sub-activity 2: Kick off and participation.
organize regular meetings for - # and type of
project stakeholders in stakeholders
Zambia. invited and
participate in
meetings.
- # of stakeholder
meetings
convened.
Output 4.3 Support project implementation
Activity Result 4.3: Support PM, PA in Mid-term Review Audit conducted; Audit conducted;
project implementation. position; annual conducted; audit annual progress Final progress
progress report conducted; annual report submitted report submitted
submitted to progress report to donor. to donor.
donor; submitted to
donor.
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II. List of stakeholders
Country Organization Name Title Position Email address Interviewed Online survey sent
Deputy Head of Mission,

1 Denmark Danish Embassy in China Helle Meinertz Ms. [email protected]  
Minister
2 Denmark Danish Embassy in China Merve Imren Yalcin Ms. Political Officer [email protected]  
Assistant Country Director
/ Resident Representative
4 China UNDP China Niels Knudsen Mr. [email protected]  
A.I. UNDP DPRK and TL
SSGDC UNDP China
7 China UNDP China Peter Morling Mr. Programme Analyst [email protected]  
Former Programme
8 China UNDP China Benjamin Moore Mr. [email protected] 
Analyst
9 China China Normal University 张九天 Zhang Jiutian Mr. Professor [email protected]  
10 China ACCA21 张贤 Zhang Xian Mr. Deputy Director [email protected] 
11 China China Normal University 张璐 Zhang Lu Ms. Programme officer [email protected] 
12 China ACCA21 刘笑宇 Liu Xiaoyu Ms. Project Coordinator [email protected]  
13 China ACCA21 易冰星 Yi Bingxing Ms. Project Manager [email protected] 
14 China CAU 董仁杰 Dong Renjie Mr. Professor [email protected] 
15 China ADB 沈一扬 Shen Yiyang Mr. Senior Advisor [email protected]  

董国锋 Dong
16 China ICSHP Mr. Deputy Division Chief [email protected]  
Guofeng
17 China CUMTB 樊静丽 Fan Jingli Ms. Associate Professor [email protected] 
王卫权 Wang
18 China CREIA Mr. Deputy Secretary General [email protected] 
Weiquan
19 China Poly Solar 滕爱华 Teng Aihua Ms. 总经理 General Manager [email protected]  
70
[email protected]
副总经理 Vice General
20 China Poly Solar 姜灏 Jiang Hao Mr. [email protected] 
Manager
21 China Haier 聂维康 Nie Weikang Mr. 海外大项目部 [email protected] 
22 China ACCA21 仲平 Ping Zhong Mr. Deputy Director [email protected] 

张卫东 Weidong
23 China UNDP China Mr Programme Manager [email protected] 
Zhang
24 China China Africa Advisory Moritz Weigel Mr. Consultant chinaafricaadvisory 
25 China UNDP China Carsten Gerners Mr. Team Leader [email protected] 

Assistant Resident
26 Zambia UNDP Zambia Winnie Musonda Ms. Representative / [email protected]  
Environment Advisor
Ministry of Energy - Acting Director of
27 Zambia Harriet Zulu Ms. [email protected]  
Department of Energy Department of Energy
Ministry of Energy - Project Manager (As of
28 Zambia Leah Mtolo Ms. [email protected]  
Department of Energy Dec 2018)
Ministry of Energy - Project Manager (2015-
29 Zambia Lloyd Ngo Mr. [email protected]  
Department of Energy 2018)
Ministry of Energy -
30 Zambia Brian Mainza Mr. Senior Energy Officer [email protected]  
Department of Energy
31 Zambia Chila Chilombo Ms. Energy Officer [email protected]  
32 Zambia Mafayo Ziba Mr. Policy [email protected]  
33 Zambia Lukonde Kaunda Ms. Energy Economist [email protected]  
Chongwe Rural Health Director of Chongwe
34 Zambia Dr. Kabungo Mr. 
Centre clinics
Chongwe Rural Health
35 Zambia Mr. Planning officer 
Centre
71
[email protected]
Solar Energy Centre of
36 Zambia Excellence / University Prof Jain Mr. [email protected] 
of Zambia
37 Zambia Excellence / University Dr Haatwambo Mr. [email protected]  
of Zambia
38 Zambia Excellence / University Bellington Changwe Mr. [email protected]  
of Zambia
Kafue Gorge Training Eng . Kaela Keneddy
39 Zambia Mr. Director [email protected]  
Centre Siame
Kafue Gorge Training Head of training and
40 Zambia Brian Makungo Mr. [email protected]  
Centre consultancy
Kafue Gorge Training Consultant and
41 Zambia Dean Musukwa Mr. 
Centre researcher
Rural Electrification
42 Zambia John Mwale Mr. [email protected]  
Authority
Rural Electrification
43 Zambia Suzyo Silavwe Mr. [email protected] 
Authority
44 Zambia Muhanya Solar Geoffrey Kaila Mr. 
45 Zambia ZESCO Ziye Tembo Mr. [email protected]  

Head of Sustainable
46 Ghana UNDP Ghana Paolo Dalla Stella Mr. [email protected]  
Development
Energy Commision of
47 Ghana Eric Antwi-Agyei Mr. Project Manager [email protected]  
Ghana
48 Ghana UNDP Ghana Louis Kuukpen Mr. Deputy RR [email protected]  
Energy Commision of
49 Ghana Alfred O. Ahenkorah Mr. Executive Secretary [email protected] 
Ghana
Director, Renewable
Energy Commision of Energy, Energy
50 Ghana Kofi Agyarko Mr. [email protected]  
Ghana Efficiency, & Climate
Change
72
[email protected]
Energy Commision of Suggested replacement
51 Ghana Eben Ashie Mr. [email protected] 
Ghana for Eric).
Chinese Embassy in Chinese Economic
52 Ghana Chai Zhingin Mr. [email protected]  
Ghana Councilor
Ministry of Finance Ministry of Finance,
53 Ghana Gladys Gartey Ms. [email protected] 
Representative Director
Wisdom Kwasi Director renewable
54 Ghana Ministry of Power Mr. [email protected]  
Ahiataku Togobo energy (in the PSC)
55 Ghana Ministry of Power Seth Mahu Agbeve Mr. Directorate for RE [email protected] 
Private Enterprise Head of Private Enterprise [email protected]
56 Ghana Nana Osei bonsu Mr.  
Federation Foundation m
Private Enterprise Thomas Kankam
57 Ghana Mr. Project Officer [email protected]  
Federation Adjei
Alex Okae- Manager, Tsatsadu mini-
58 Ghana Bui Power Authority Mr. [email protected]  
Acheampong hydropower project
Manager / Project
59 Ghana Bui Power Authority Maxmillian Acquah Mr. [email protected]  
Manager
60 Ghana University Farms Eric Timpong Mr. [email protected] 
Translight Solar (Priv
61 Ghana Eric Nyanteh Mr. CEO [email protected]  
sector)
Manager at Relief
Relief international Gloria Theresa Ilona
62 Ghana Ms. International -Cookstove [email protected] 
(NGO) Naa Korkoi
promoter
Managing Director of
63 Ghana Trade works (solar) Randy Sey Mr. [email protected]  
TradeWorks
Managing Director at
64 Ghana Hilmit Emmanuel Larbi Mr. [email protected] 
HILIMIT
Tobinco Company Abubakari Abdul- special aide to Executive
65 Ghana Mr. [email protected]  
Limited Latif Chairman
Tobinco Company earyee-
66 Ghana Enoch E. Aryee-Atta Mr. Group Managing Director  
Limited [email protected]
67 Ghana CSIR Dr. Gabriel Laryea Mr. Researcher [email protected]  
73
[email protected]
Principal Programme
68 Ghana Energy Commission Fred Mr. [email protected] 
Officer
Former Diretor for RE &EE
Kwabena Otu-
69 Ghana Energy Commission Mr. at Energy Commission - [email protected] 
Danquah
retired
Researcher, Consultant
70 Ghana Kumasi Polytechnic Edem C. Bensah Mr. [email protected] 
and Lecturer
Researcher, Consultant
71 Ghana TEC, KNUST Francis Kemausuor Mr. [email protected] 
and Lecturer
CREK, Kumasi Researcher, Consultant
72 Ghana Edward Antwi Mr. [email protected] 
Polytechnic and Lecturer
CREK, Kumasi Researcher, Consultant
73 Ghana Julius Ahiekpor Mr. [email protected] 
Polytechnic and Lecturer
74
[email protected]
III. Activity Gantt chart
Figure 4: Terminal Evaluation activity plan
May June July

Activities
15 - 19 20 - 26 27 - 2 3-9 10 - 16 17 - 23 24 - 30 1-7 8 - 14
Inception Phase
Kick-off meeting with UNDP China
Identify, collect and initial review of relevant project documentation
Identify key stakeholders in China, Ghana and Zambia
Identify key informants for interviews and online survey (initial list on
ToR)
Draft Inception Report (IR) X
Data collection and analysis phase
Documentation review and desk research
Design of interview questions
Design online survey questionnaire and survey dissemination
Interviews with key stakeholders in China
Field missions to Ghana and Zambia (will include interviews with key
stakeholders and site visits to selected project locations)
Data analysis
Project’s progress assessment (revision of ToC, Logframe and other
key project documents)
Close out phase
Draft evaluation report X
Receive and incorporate feedback on draft evaluation report
Draft lessons learnt and recommendations report X
Final Evaluation report X
X = Deliverable
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IV. List of documents reviewed
• China-Zambia South-South Cooperation on Renewable Energy Technology Transfer project
document
• China-Ghana South-South Cooperation on Renewable Energy Technology Transfer project
document
• 2014 Annual Project Report for Ghana and Zambia.
• 2015 Annual Project Report for China-Ghana
• 2015 Annual Project Report for China-Zambia
• 2018 Annual Project Report for China-Zambia (draft)
• 2015 – 2018 four year workplan for Zambia
• 2017 – 2018 workplan for Zambia
• 2019 workplan for China and Zambia
• BTOR and Mission reports for Ghana
• 2017, Visit Chinese companies to Ghana
• 2017, List of participants in the Match Making Event, Beijing
• 2016 – 2017 List of REMP Meetings in Ghana
• Photos_Tsastadu MHP Project
• 2016, Zambia China South to South Renewable Energy Technology Transfer Project
• 2016, Zambia China South to South Renewable Energy Technology Transfer Project
Proceeding of the Phase I Capacity Building Training on Site Selection for Mini hydro
• 2016, Proceeding of the Phase II Capacity Building Training on Field Survey and Data Collection
for construction of a Mini Hydro Power held at Chipota Falls in Serenje
• 2017, Report on the community engagement meetings for the construction of the Chipota
falls mini-hydro power station under the Zambia-China South to South Renewable Energy
Transfer project
• 2017, Review of energy policies and legislation for rural electrification using off grid
technologies in Zambia
• 2017, Final draft report on validation meeting in support of review of energy policies and
legislation for rural electrification using off grid technologies in zambia
• 2017, Capacity building workshop for parliamentarians and government officials in Zambia
• 2018, Willingness to pay for electricity surey South-South RETT project – Chipota Falls mini-
hydro
• 2018 Environmental project brief for the proposed 200kw chipota mini hydro power station
at chipota falls in serenje district
• 2018, Inception report on Renewable Energy strategy for Zambia
• Talking Notes on China Zambia South to South Cooperation on Renewable Energy Technology
Transfer Project
• ICSHP Training Manuals
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V. Interview questions
The list of questions provided for each country’s stakeholders is a long list of questions. Each
interview was adapted according to the stakeholder’s role and engagement in the project.
1) Interviews in Ghana
1. What is your overall assessment of the project?
2. In your opinion, is the Chinese case useful to increase Ghana’s capacity on Renewable
Energy Technology.
3. How does the project align with Ghana’s national development goals and priorities for
poverty reduction?
4. Are the outcomes defined in the project adequate for Ghana?
5. Can you list the key barriers that, in your opinion, are hindering technology transfer from
China and use in Ghana?
6. Do you think the selected technologies (biogas, improved cook stoves, solar and wind
power) under the project are appropriate?
a. How were these technologies selected?
b. Which ones would you change (remove or include instead)?
7. What is the role of the private sector?
8. How often do Project Steering Committee meetings take place?
9. How would you assess coordination among the PMUs in the project?
10. Have you participated in capacity building related to RET? In what areas?
a. How were the areas for capacity building decided?
b. What is your overall assessment of the capacity building provided by the project?
c. What are the most successful aspects of capacity building provided so far? The least
successful?
d. Has the local context been taken into consideration in training sessions or materials?
11. What are the financing mechanisms identified to scale up RETT in Ghana?
a. In your opinion, are these mechanisms likely to be sustainable beyond the duration
of the project?
12. Have you participated in exchange visits to China or Chinese delegations to Ghana?
a. How often do exchange activities take place?
13. Has China provided reports, models or other training materials? Have they been useful?
14. Have you participated in the web platform established to promote China-Ghana
experience exchange?
15. What have been the key challenges faced to implement the workplans?
16. What have been the main challenges from a project management perspective?
17. How do these projects fit into UNDP’s SSC strategy?
18. What is your overall assessment of these project?
19. What role has the coordination between UNDP country offices (or lack thereof) played
in the project?
20. What, in your opinion, is the added value of designing these projects as trilateral
projects instead of traditional bilateral projects?
21. Which would you say are the key success factors of these projects? And the least
successful?
22. What could be done to strengthen sustainability?
23. Any other thoughts you would like to share on the projects?
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2) Interviews in Zambia
2. In your opinion, has the local context been considered in selecting technologies and
building capacity for transfer from China to Zambia?
3. How does the project align with Zambia’s national development goals and priorities for
poverty reduction and renewable energy?
4. Are the outcomes defined in the project adequate for Zambia?
5. Has the project contributed to reducing key barriers that are hindering technology
transfer from China and use in Zambia?
6. Has the project contributed to strengthen the enabling environment for RET in Zambia?
How? What is the stage on the Renewable Energy Strategy and the plan once it has been
drafted?
7. What is the role of the private sector in the project?
8. How often do Project Steering Committee meetings take place?
9. Are the outcomes defined in the project adequate for Zambia?
10. What are the financing mechanisms identified and institutions involved for renewable
energy technology transfer?
12. How would you assess coordination among the PMU in China and here?
13. Have you received capacity building related to RET? In what areas? Where?
a. How were the areas for capacity building decided?
b. What is your overall assessment of the capacity building provided by the project?
c. What are the most successful aspects of capacity building provided so far? The least
successful?
d. Has the local context been taken into consideration in training sessions or materials?
14. Have you participated in delivering trainings in Zambia? To whom? What areas? What are
the positive aspects of these trainings?
15. Have you participated in exchange visits to China or Chinese delegations to Zambia?
b. How often do exchange activities take place? Assessment?
16. Has China provided reports, models or other training materials? Have they been useful?
17. What have been the key challenges faced to implement the workplans?
18. What have been the main challenges from a project management perspective?
19. How do these projects fit into UNDP’s SSC strategy?
20. What is your overall assessment of this project?
21. What role has the coordination between UNDP country offices (or lack thereof) played
in the project?
22. What, in your opinion, is the added value of designing these projects as trilateral
projects instead of traditional bilateral projects?
23. Which would you say are the key success factors of these projects? And the least
successful?
24. What could be done to ensure the sustainability of the project?
25. Any other thoughts you would like to share on the projects?
3) Interviews in China
1. Have you participated in the Ghana or the Zambia project or both?
2. How would you assess the model of the project (trilateral cooperation rather than
traditional bilateral implementation)?
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3. Are there any mechanisms in place to ensure close communication with stakeholders
(PMUs) in Ghana and Zambia?
4. How were the most relevant experiences and approaches from China selected for Ghana
and Zambia (activity 3.1)?
5. In your opinion, has the local context been considered in selecting technologies and
building capacity for transfer in Zambia and Ghana?
6. Can you describe how the process of technology transfer has been with Ghana and
Zambia?
7. What are the main challenges in Renewable Energy Technology Transfer to Ghana? And
Zambia?
8. Have you participated in field missions to Ghana or Zambia? How would you assess these
missions?
9. Has an online web platform where all project relevant reports and document are shared
been created? Link?
10. Has the Chinese Centre for South-South Cooperation within the Ministry of Science and
Technology been created?
a. Does the center have a defined mission, vision, strategy and workplans?
b. If it hasn’t, why not?
c. What will happen at the end of the project with the South-South Centre and the
online platform?
11. Have any training materials on South-South Cooperation and Renewable Energy
Technologies been developed?
a. Are they publicly available?
b. Where they tailored for each context?
c. Have they and how have they been shared with Ghana and Zambia?
12. Is the South-South Cooperation in these projects different from previous South-South
cooperation you have participated in?
a. In what way?
b. How would you assess the South-South Cooperation component of the projects?
15. What could be done to ensure the sustainability of the project?
16. Have you participated in any trainings in China under the projects?
17. Do you participate in the Renewable Energy Technology Transfer website / platform?
18. Which would you say are the key success factors of the project(s)? And the least
successful?
19. What are the main challenges in Renewable Energy Technology Transfer to Ghana? And
Zambia?
20. Have you participated in matchmaking events in China? In Ghana? In Zambia?
a. Do you think these events are useful?
21. What Ghanian/ Zambian counterparts do you work with? Government, private sector?
a. In what capacity?
b. What have been the main challenges faced so far?
22. Have you built relations with any African companies under the framework of the
project?
23. What are the main challenges you face when working with Ghanian counterparts
24. What could be done to strengthen sustainability of the project?
25. What is your overall assessment of these project?
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VI. Online survey questionnaire
Nationality
Gender Prefer not to her. Please
Female Male
say.Ot specify:__________
P
Age group 20 to 30 30 to 40 40 to 50 Over
r 50 years Prefer not
years old. years old. years old. old. e toPsay.
RETT Ghana Zambia China r More than oner RETT
country country.
p Please specify:
e
Institution r r
Type of Sub- Research e Multilateral agency
p
institution/ National national institution r
entity government government e
Bilateral agency Private sector State owned enterprise (SoE)
Community-Based National NGO International NGO
Organization
Other (please specify)____________________________________
What
position do
you hold in
your
institution?
What is Project In- Trainer Other.
your role in Manager Coordinator/ country Specify:
the RETT Director implementing ____________
project? partner
How long Less than 1 year Between 1 Between 2 Between 3
have you and
B 2 years and
B 3 years and
B 4 years
been
involved in
the project?
1. Did you take part in the design of the project?
Yes No
How would you assess the degree of engagement of the national institutions in your country during
the project design phase?(Likert scale: 1 – no engagement at all / 5 full engagement)
1 2 3 4 5
2. Do you think the analysis of risks in the design of the project was adequate? (Likert scale: 1 – not
adequate at all / 5 very adequate)
1 2 3 4 5
3. What other risks do you think should have been identified?

________________________________________________________________________
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4. Do you think the identified activities under each output are relevant to achieve the outputs and
outcomes of the project?(Likert scale: 1 – not adequate at all / 5 very adequate).
1 2 3 4 5
5. Have you received training and/ or training materials as part of your engagement in the project?
You can mark more than one option.
Received Received None of the
training training material above
6. Who were these trainings or training materials provided by?

ACCA 21 The Energy Other (please
International Commission in Department of specify__________)
Center on Small Ghana. Energy in
Hydro Power Zambia.
(ICSHP)
7. What is your overall assessment of the training and materials provided?

(Likert scale: 1 – not useful at all / 5 very useful)
1 2 3 4 5
8. Would you say training activities and materials were tailored to the local context?
(Likert scale: 1 – not tailored at all / 5 very well-tailored)
1 2 3 4 5
9. In your opinion, has the project contributed to strengthen the enabling environment for
renewable energies in your country? (Likert scale: 1 – not contributed at all / 5 highly
contributed)
1 2 3 4 5
10. For Zambia project: Has the project contributed to reducing the barriers to access renewable
energies technology in rural areas? (Likert scale: 1 – not contributed at all / 5 highly
contributed)
1 2 3 4 5
11. For Zambia project: How has the project contributed to reduce the barriers to access renewable
energies technology in rural areas?
_________________________________________________________________________
12. For Ghana project: Has the project contributed to increasing the access and use of renewable
energies technology? (Likert scale: 1 – not contributed at all / 5 highly contributed)
1 2 3 4 5
13. How has the project contributed to increase the access and use of renewable energies
technology?
_________________________________________________________________________
14. What is your assessment of South-South Cooperation in the project (China-Ghana and/ or China-
Zambia)? (Likert scale: 1 – not much south-south, similar to an OECD donor-led project / 5 very
south-south)
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1 2 3 4 5
15. What aspects of South-South cooperation could be strengthened?

________________________________________________________________________________
16. In your opinion, would the project have benefited from increased interaction and South-South
Cooperation between Ghana and Zambia? (Likert scale: 1 – would not have been beneficial at all
/ 5 would have been very beneficial)
1 2 3 4 5
17. How would you assess the role of UNDP in the project? (Likert scale:1 –Very negative / 5 Very
positive).
1 2 3 4 5
18. Would you say this project is sensitive to gender balance and gender issues?
(Likert scale: 1 – not sensitive at all / 5 very sensitive)
1 2 3 4 5
19. Please explain: What, if anything, has made this project more or less “gender sensitive” compared
to other projects you have participated in and what would you change going forwards?
__________________________________________________________________________
20. Please explain: What aspects of this project have been most successful from your point of view?
__________________________________________________________________________
21. Please explain: What aspects of this project have been least successful from your point of view?
22. What aspects of the project would you change if there was second phase of the RETT project?
_________________________________________________________________________
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Evaluation Report RETT

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PROJECT EVALUATION OF

THE CHINA-GHANA AND CHINA-ZAMBIA

Projects funded by the Government of Denmark

1 Cecilia Requena Pallarés

2 Cecilia Requena Pallarés

3. Evaluation scope and objectives ............................................................................. 11

3 Cecilia Requena Pallarés

ACCA21 Administrative Centre for China's Agenda 21

The Evaluation report recommends stakeholders to continue enagaging in trilateral South-South

7 Cecilia Requena Pallarés

2.1 Alignment with UNDAF priorities

2.2 South-South Cooperation on Renewable Energy Technology Transfer projects

8 Cecilia Requena Pallarés

2.2.1 China-Ghana South-South Cooperation on Renewable Energy Technology Transfer

2.2.2 China-Zambia South-South Cooperation on Renewable Energy Technology Transfer

Global Project Steering Committee

China Project Steering Zambia Project Steering Committee

Outcome 3 Outcome 4 Outcomes 1 & 2

ACCA21 & UNDP China Ghana Project Steering Committee

Implementation modality: national implemention. Key roles & responsibilities:

3. Evaluation scope and objectives

3.1. Objective and purpose of the evaluation

1. Provide an independent assessment of:

3.2. Scope of work

Table 1: Summary characteristics of the Evaluation

• Assessment of progress against its results framework;

3.3. Evaluation criteria and questions

Table 2: OECD/DAC criteria questions for the evaluation

4. Evaluation approach and methods

4.1. Evaluation approach and phases

4.1.1 Inception phase (approx. 8 days)

4.1.2 Data collection and analysis phase (approx. 14 days)

4.1.3 Close out phase (4 days)

4.2. Data sources and collection

4.2.1 Desk review and research:

The full list of documents reviewed is provided in Annex IV.

4.3. Sample selection approach

4.4. Data analysis

4.5. Limitations of the evaluation

Independent Evaluator: Ms. Cecilia Requena.

Summary of the evaluator’s expertise Cecilia Requena

6.1 Limitations of project design and implementation

6.2 Overall progress

• Procurement: The mini hydro managed by

6.2.2 China-Zambia South-South Cooperation on Renewable Energy Technology Transfer

The mini-hydro will be constructed in a

Outcome 3 (China - Zambia): China has increased capacity to implement South-South

What is your assessment of South-South Stakeholders have

6.3 OECD/DAC criteria for Evaluating Development Assistance

Figure 2: Assessment of activity relevance under each output

Do you think the identified activities under each

Table 3: Outcome budget allocation in RETT projects

Table 4: Budget allocation in RETT projects

• Capacity building and knowledge transfer on RET:

• Trilateral South-South Cooperation

8. Lessons learned and Recommendations

1. UNDP to continue engaging in trilateral cooperation projects with national implementation

2. Promote South-South Cooperation for the private sector

5. Guard the project against the impact of currency fluctuations

7. Seek more strategic collaborations and partnerships