Midterm evaluation : USAID/GOE renewable energy field testing project

in Egypt. Midterm evaluation is based on document review, site visits and interviews with Government of Egypt (GOE) and USAID/E officials; no time frame is indicated. Management shortcomings by USAID/E, the TA contractor, and the GOE, along with design flaws, have put the project far behind schedule. Had the project been evaluated a year earlier, the implementing schedule and strategy could have been modified to eliminate many of the delays. As things now stand, the project should be substantially redesigned before any new activities are approved. The provision of TA has been most notably inefficient: the objectives of joint work and technology transfer components have not been achieved, and there have been numerous reported incidents of problems with personnel and document quality. On the other hand, RE is receiving increased political support from the GOE, which expects it to play a key role in its development strategy. Also, largely due to project efforts, a GOE institution capable of implementing project-type activities is in place (the New and Renewable Energy Authority - NREA), and many of the technologies appear to be viable for particular end uses given current economic conditions in Egypt. Among possible options for the future, the evaluation team strongly recommends that the PACD be extended and that the project undergo an extensive redesign that would continue some activities (the information system and already approved field tests and initiatives) and add new ones (tests not yet defined, specialized training, programs to involve the private sector). The redesign should consider the following aspects: (1) project management and implementation; (2) technical (technology/system) focus; (3) institutional and other support activities; (4) private sector activities; and (5) procurement procedures for both TA and hardware/software. More specifically, the project management structure should be revised to include: an NREA project manager devoting nearly full-time attention to the project; a new project management committee; better management controls; and replacement of the Resident Project Manager with a Technical Assistance Project Coordinator to coordinate firms participating in field test procurements.