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ESMAP Strategic Business Plan (2008ESMAP Strategic Business Plan (2008––2013)2013)

Amarquaye Armar

1

Amarquaye ArmarProgram Manager, ESMAP

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– ESMAP Results Framework ESMAP Results Framework

ESMAP ESMAP M & E M & E

SystemSystem

ESMAP ESMAP ProgramProgramDelivery Delivery Cycle Cycle

ESMAP ESMAP ThematicThematic

2

Priorities Priorities

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– Global Energy ChallengesGlobal Energy Challenges Organized around three interlinked, global thematic challenges: energy security, poverty reduction, and climate change.

Primary role is to provide client countries with high quality TA to enable them to better plan, manage and regulate energy sector development, taking into account global thematic challenges

Energy Climate

Energy - Poverty Reduction Nexus

Energy Security

Energy - Climate Change Nexus

3

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– ESMAP Thematic PrioritiesESMAP Thematic Priorities “upstream” interventions to increase capacity of client countries – low and middle

income countries - to plan, manage and regulate implementation of policies, strategies and programs to deliver clean, reliable and affordable energy services.

S i

energy supply diversification &

g p g , gy

Energy SecurityVolatility of global energy markets increases vulnerability of energy sector entities

energy efficiency

ulti

-Sec

tor,

ache

s

Energy & Poverty ReductionMore than 1.5 billion people still lack access to electricity

energy access expansion & pro-poortargeting of subsidies

ehen

sive

, M

uW

in”

App

roa

Energy & Climate Changeenergy system

de-carbonization &

Com

pre

“Win

-W

4

Energy & Climate ChangeEmissions from energy consumption keep increasing unless transformational actions take place

de-carbonization &adaptation


ESMAP ESMAP ProgramProgramDelivery Delivery

5

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– ESMAP Program Delivery CycleESMAP Program Delivery Cycle

AA activities to deliver high quality

Think Tank

AA activities to deliver high quality advice to influence policy-making by client countries

OperationalLeveraging K l d h t

KnowledgeClearinghouse

Just-in-time TA activities to help client countries translate strategies and programs into results on the ground

Leveraging Knowledge exchange events and training to build client country capacity to plan, manage and regulate strategies and programsresults on-the-ground p g

6

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– Program OrganizationProgram Organization

Consultative GroupEnergy Trust Funded

Programs

Technical AdvisoryGroup

ESMAP Program Management

Program Manager Thematic Coordinators Knowledge Management Team Knowledge Management Team Resource Management Team

ESMAP Global Practice Groups

World Bank SDN

Anchor Units

World Bank Regional

Energy Units

7

gy

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– Program Implementation MatrixProgram Implementation Matrix

ESMAP ProgramESMAP Program Management includes Thematic Coordinators.

ESMAP leverages WBG-embedded Implementation Matrix Organization comprises of the ESMAP Global Practiceof the ESMAP Global Practice Group, the Sector Anchor Units of the WBG Sustainable Development Vice-Presidency (SDN Anchors) and the Regional Energy Units.

ESMAP Partnerships are necessary to more effectively

8

y ypursue synergistic opportunities and achieve globally sustainable outcomes.

Program Delivery Framework Program Delivery Framework ESMAP Global Practice GroupESMAP Global Practice Group

Energy and Poverty Reduction Thematic Coordinator

Energy Security Thematic Coordinator

Energy and Climate Change Thematic Coordinator

ESMAP GlobalPractice GroupPractice Group

SDN Anchor

Multi‐Year Initiatives

Units

Annual Block Grants

Regional EnergyUnits

Annual Block Grants

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Partnerships PartnershipsPartnerships

ESMAP Energy Efficiency ESMAP Energy Efficiency Cities Initiative (EECI)Cities Initiative (EECI)( )( )

10

ESMAP EECIESMAP EECI–– Facts and FiguresFacts and Figures

By 2030:

gg

yAlmost ¾ of energy use and GHG will come from cities 40

60

80

81% of urban energy demand increases will come from non-OECD

0

20

City Energy Use City GHGEmissions

City Populations

2006

2030 (proj.)

2006

citiesDeveloping countries will triple their built-up urban

2030 (proj.)

2006 2030 (proj.)

area City Energy Use 67% 73%

City GHG Emissions 70% 73%

City Populations 50% 60%

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ESMAP Renewable Energy Market ESMAP Renewable Energy Market Transformation Initiative (REMTI)Transformation Initiative (REMTI)( )( )

Di t N l R di tiDirect Normal Radiation:

Average daily KWh per square meter0 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5 - 6 6 - 7 7 - 8 8 - 9

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ESMAP REMTIESMAP REMTI–– Aligning “climateAligning “climate--oriented” trust fundsoriented” trust funds

ESMAP: Capacity Building & Knowledge Sharing

ESMAP: Capacity Building & Knowledge Sharing

Policy &

Aligning climateAligning climate oriented trust fundsoriented trust funds

Resource Assessment

Strategy Developmen

t

yInstitutional

Building/ Financial

framework

Pilot & Demonstratio

n ProjectsScale up

CTFCTF

CPFCPF

GEFGEF

SREP*SREP*SREP* core roles

SREP*SREP*

ESMAP - REMTI

are in the Pilot and Scale up stages

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Available Not Available Partially Available Undecided.

ESMAP Gender & Energy Initiative: ESMAP Gender & Energy Initiative: Mainstreaming Gender Sensitive ApproachesMainstreaming Gender Sensitive Approaches

Think TankThink TankGender and Energy Flagship Study: ascertain value-added for energy sector of gender sensitive

h th h t f i i lapproaches through assessment of empirical research findings. Gender, Energy and Climate Change Assessment: To identify gaps in addressing gender sensitive aspects of climate change mitigation and adaptation strategies and develop appropriateadaptation strategies, and develop appropriate intervention approaches

Knowledge ClearinghouseKnowledge ClearinghouseGuidance Note: To prepare a Guidance Note for

t ff h t i t t th denergy staff on how to integrate the gender dimension within their projectsGender and Energy Toolkit – a “how to” handbook for using a gender sensitive approach in energy projects, including a monitoring and evaluation frameworkframework

Operational LeveragingOperational LeveragingPilot Activities: “Mainstreaming Gender” considerations into scale-up of Energy SME PilotsAFREA “M i t i G d ” id ti

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AFREA: “Mainstreaming Gender” considerations into biomass energy & electrification components.

Program Delivery Framework Program Delivery Framework SDN Anchor Units & Regional Energy UnitsSDN Anchor Units & Regional Energy Units





SDN Anchor

Multi‐Year Grants

Units

Annual Block Grants


Annual Block Grants

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ESMAP/DEC Rural Electrification ESMAP/DEC Rural Electrification Impacts M & E ProgramImpacts M & E Programp gp g

Bangladesh

Vietnam

India

Peru Peru

Africa (Ethiopia, Kenya, Tanzania, Ghana, Cameroon)

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ESMAP/DEC Rural Electrification ESMAP/DEC Rural Electrification Impacts M & E ProgramImpacts M & E Program

Development of impact assessment and M&E methods for rural electrification

Rural Electrification - Evidence from Vietnam

• a significant impact on rural welfare

p gp g

programs

Piloting new methods in Peru, Vietnam, Bangladesh, and India as a part of World B k l l t ifi ti j t

• direct impact on income through a variety of channels, including farm and non-farm income

• strongest impact on school attendance by children and this is true for both boys and girls

i t hi h t d i fi t f d i t lBank rural electrification projects,

Training for data collection firms, government officials, and agencies to use more effective survey tools and analysis

• impacts highest during first few years and incremental benefits level off after 9 years

more effective survey tools and analysis techniques,

Partnerships with local stakeholderssuch as Institute of Sociology—Vietnam

Rural Electrification - Evidence from Bangladesh

• strong and robust impact for both economic and educational outcomessuch as Institute of Sociology—Vietnam,

and National Council of Advanced Economic Research--India.

Dissemination through, workshops,

• significant improvement in both completed schooling years and study time for children in rural households

• rich households that adopt electricity receive higher benefits than poor households

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Dissemination through, workshops, publications and peer reviewed articles • Benefits of RE exceed cost by more than 150 percen

ESMAP CEIF Special Program ESMAP CEIF Special Program –– GG+5+5 Low Carbon Country StudiesLow Carbon Country Studies

LCC Studies in Brazil, China, India Mexico, and South Africa, with DFID s pport of £1 5 msupport of £1.5 m– Analytic work, capacity building and

knowledge dissemination– Exchange of learning tools,

k l d d b t tiknowledge and best practice

ProgressMexico study is nearly completeMexico study is nearly complete, while the ones for the remaining countries is expected to be complete between May to December 2009.Planning models de eloped for IndiaPlanning models developed for India and Brazil have wider application.Best practice notes, workshops, websites, interactive training, are

Source: 3ra. Comunicación Nacional, Mexico

18

gplanned

Business-as-usual

Deforestation Modelling is ready: Deforestation Modelling is ready: collaboration with UFMGcollaboration with UFMG Business as usual

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ESMAP CEIF Special ProgramESMAP CEIF Special Program–– Africa Renewable Energy Access (AFREA) Africa Renewable Energy Access (AFREA)

Designed to directly support and create enabling conditions

FY2009 Allocations under AFREA Program (in $ Million)

Recepient Executed

Bank Executed FY09 allocated

gy ( )gy ( )

gfor increased renewable energy investments and expanding access to modern energy in Africa Rw anda Sust.

Energy. Dev. Project

Rw anda Lake KivuMethane-to-pow er

Project

gy

US $3.6 million already transferred for 4 activities since January 2009 Electrif ication

Sustainable BiomassInitiative

January 2009

Planned FY09-11 transfers add up to $27.3 million for 8

Portfolio Approach toDistributedGeneration

Opportunities

Initiative

pactivities.

More than two thirds of the program to be recepient

Energy Investment &Policy Prospectus

GenderMainstreaming

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program to be recepient executed TA grants

0 2 4 6 8 10 12 14

Lighting Africa

$ Million

ESMAP CEIF Special ProgramESMAP CEIF Special Program–– Lighting Africa Initiative Lighting Africa Initiative g gg g

Program Manager, World Bank

Program Manager, IFC

Program Manager, Accra, Ghana

Market Research ($1.2m)

DM and Lighting Africa

Conferences ($0.8m)

Clean Development Mechanism

($0.2m)

Communications and Knowledge

($0.1m)

Program Management

($0.2m)

Quality Assurances

($0.6m )

Development Market place

Awards ($3.1m)

Lighting Africa is World Bank Group initiative aimed at helping 250 million people in SSA to gain access to clean, affordable, safe and reliable modern lighting products

6 activities with total funding of US $ 6 1 million; ESMAP funding of US $0 6 million

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6 activities with total funding of US $ 6.1 million; ESMAP funding of US $0.6 million Co-funding Partners include PPIAF, GEF, IFC, ASTAE

ESMAP INFRA Support Program ESMAP INFRA Support Program –– Country Vulnerability AssessmentsCountry Vulnerability Assessments

ESMAP funds country energy sector vulnerability assessments INFRA T f I t tivulnerability assessments Gauge the impact of the global credit crisis on the

power sector Re-evaluate supply-demand gap Identify priority project pipeline Ascertain funding constraints/shortfalls

Improving the efficiency of current spending

– Technical advice for identification and prioritization of projects

INFRA-Type of Interventions

Ascertain funding constraints/shortfalls

3-4 countries selected per WB operational region

p p j– Technical advice for strategic

planning – Monitoring composition of capex and

opex to ensure minimum standards of maintenance

East Asia pilots - completed assessments (Vietnam, Indonesia, Philippines)

Middle-East pilots – assessment underway (Egypt Jordan Morocco Tunisia)

Enhancing governance– Technical advice to help restructure

and renegotiate PPPs – Safeguards to avoid mis-allocation of

resources and to enhance accountability(Egypt, Jordan, Morocco, Tunisia)

South Asia pilots – assessments planned (India, Bangladesh)

LAC il t t l d

accou ab y

Mitigating the impact on the poor– Review of investment plan and

incentive schemes for PPPs– Designing “smart” subsidies

22

LAC pilots – assessments planned (Brazil, Colombia, Mexico, Jamaica)

ESMAP INFRA Diagnostics Special Program ESMAP INFRA Diagnostics Special Program –– Country Vulnerability AssessmentsCountry Vulnerability Assessments

Pre-Crisis Funding ti t

WB estimate b d t

Funding Secured th h d 2008

Funding Gap 2009 10estimate

2009-13US$ millions

based on post-crisis demand

2009-10US$ millions

through end 2008US$ millions

2009-10US$ millions

EVN, Vietnam 7,847 3,897 2,553 787

Additional funding needs of US$ 557

mln in 2011-13

PLN, Indonesia 8,071 4,333 3,047 1,286

PSALMTransco Philippines [NPC Debt Overhang, Transco costs, stranded costs]

PSALM NPC Debt Repayment

Obligation 2009-13US$ millions

PSALM NPC Debt Repayment

Obligation 2009-10US$ millions

Privatization Proceeds through

end 2008US$ millions

Funding Gap net of privatization

proceeds of US$ 2,190 mln 2009-10

$

Additional funding needs of US$ 1,010

mln net of privatizationstranded costs] US$ millions

5,280 3,750 935 1,560

mln net of privatization proceeds in 2011

Total 21,198 11,980 6,535 3,633

23 4

Program Delivery Framework Program Delivery Framework PartnershipsPartnerships





SDN Anchor

Multi‐Year Grants

Units

Annual Block Grants


Annual Block Grants

24


Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Internal Partnerships (GPPs)Internal Partnerships (GPPs)

Window 3: Energy Strategy TA (Slum Upgrading Action Plans)

Window 1: Joint Study of “EnergyIssues & Options for Urbanization”

Window 2: Energy Strategy TA(City Development Strategies)

Issues & Options for Urbanization”

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Demand-responsive co-funding of client-executed activities under operational leveraging function.

Think TankPartnership


Energy Management AuditsEnergy Management Toolkit (IBNET Benchmarking Activities)(IBNET Toolkit Upgrade)

Energy Management Training(IBNET Water Utility Associations)

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Demand-responsive co-funding of client-executed activities under knowledge clearinghouse function.

KnowledgeClearinghouse

Partnership


Phase 1: Field Assessment of Energy SME Pilots (Bolivia, Nicaragua, Peru)

Phase 3: Joint Action Plan

Phase 2: Formulate Energy SME sustainability strategy,(leveraging InfoDev Business Incubation andIFC-SME Toolkits)

for Energy SMEs

27

Joint planning and execution of client-executed activities under operational leveraging function.

OperationalLeveragingPartnership


ESMAP ESMAP M & E SystemM & E Systemyy

28

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Projected Budget (by function)Projected Budget (by function)j g ( y )j g ( y )

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Lessons Learned Over 26 years?Lessons Learned Over 26 years?yy

30

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Key challenges (earmarking of contributions)!Key challenges (earmarking of contributions)!

14 016.018.0

Declining contributions

y g ( g )y g ( g )

6 08.0

10.012.014.0

$ M

illio

n

gto core for annual block grants to anchor and regional units

0.02.04.06.0

2007 2008 2009

regional units

Increasing contributions for programmatic

80%90%

100%

for programmatic initiatives by ESMAP

One time contribution for

20%30%40%50%60%70%

CEIF

31

0%10%

2007 2008 2009

Current Core MDTF

CEIF MDTF EE/RE TFs

Annual Block Grant:Annual Block Grant: FY09 Financial Summary as of April 17, 2009FY09 Financial Summary as of April 17, 2009Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Key challenges (underKey challenges (under--utilization of funds)!utilization of funds)!y g (y g ( ))

32

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– CG’s Guidance on ESMAP M&E SystemCG’s Guidance on ESMAP M&E System

ESMAP M&E framework and methodology d t b

yy

needs to be:– Robust and provide appropriate type and level of

information for annual review function of CG Meetingg– Compatible with log-frame processes of donors– Less focused on quantitative outputs and more on

outcomesoutcomes

ESMAP M&E system should enable CGESMAP M&E system should enable CG maintain sufficient balance between (past) accountability and (future) lesson learning.

33

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– ResultsResults--based, Independent, Impartial M&E Systembased, Independent, Impartial M&E System

MonitoringClarify Objectives

Evaluation– Assess causal contributions of

, p , p y, p , p y

– Clarify Objectives– Translate objectives into

performance indicators and targets

Assess causal contributions of activities to achievement of results

– Analyze why intended results were or were not achieved

targets– Link activities, targets and

resources to objectivesR ti l ll t d t

– Review implementation process, cost efficiency and institutional frameworkId tif i t d d lt ( iti– Routinely collect data on

the indicators and compare results with targetsR t d

– Identify unintended results (positive or negative)

– Provide lessonsHighlight significant– Report progress and

identify issues to be addressedR bj ti

– Highlight significant accomplishments and further program potential

– Offer recommendations for

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– Renew objectives as may be required

Offer recommendations for replication of results and broader program improvement

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– 3 Year Rolling Plans + M&E Phase3 Year Rolling Plans + M&E Phase--InIn

Multi-year framework to strengthen focus of annual CG meetings on relative priorities for thematic areas, in line with rapidly changing global environment.

Programmatic M&E system to be phased-in to capture outcomes

35

Strategic Business Plan 2008Strategic Business Plan 2008--2013 2013 –– Program Implementation TracksProgram Implementation Tracks

2-track approach is endorsed:

– Anchor & Regional Energy Units follow indicate 3-year plans, reflecting thematic balance most appropriate for particular region

– ESMAP GPG follows 3-year plans for each “global multi-year initiative”.

36

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Next Steps for M&E System?Next Steps for M&E System?

CG validates ESMAP outcomes to be monitored

p yp y

and evaluated (May, 2009)

Develop indicators and related targets for each of the core function areas and programs; confirm with internal partners/ clients (May-October 2009)

E t bli h d t ll ti t dEstablish data collection arrangements and timetable (December 2009)

R t th l h f th M&E tReport on the launch of the new M&E system (CG Meeting, 2010)

37

Strategic Business Plan 2008Strategic Business Plan 2008--20132013–– Closing Projected Funding GapClosing Projected Funding Gapg j g pg j g p

13.5EE/RE TFs

12 5

1.3

Current Core

CEIF MDTF

12.5

29.1New Core MDTF

MDTF

CG Agreed to Single Core MDTFCG Agreed to Single Core MDTF29.1

0 5 10 15 20 25 30 35

New Core MDTF

38

www.esmap.org Thank you!Thank you!

Documents

ESMAP business plan.ppt - siteresources.worldbank.orgsiteresources.worldbank.org/.../ESMAPBusinessPlan.pdfStrategic Business Plan 2008Strategic Business Plan 2008--2013 2013 ... of