Renewable energy

Evaluation covered the period 1982-1/88 and was based on document review and interviews. Project technologies appear viable, even in today"s economic environment, for particular end uses; wind may have significant potential for the energy grid. Further, the Government of Egypt (GOE) is committed to the use of renewable energy in desert and remote areas and for conventional energy conservation and has increased budgetary support in its annual and five-year plans. The GOE now has a staffed and functioning institution - the New and Renewable Energy Authority (NREA) - capable of implementing project-supported activities. However, the project is far behind schedule. Only the construction of two field tests can be completed before the current (8/88) PACD. Available information has not been fully utilized or disseminated. Project delays are primarily due to the management shortcomings of GOE/NREA, USAID/E, and the TA contractor. The project implementation plan was not realistic and was not revised to serve as a meaningful management control mechanism. The prime contractor"s work was technically weak, delivered late, and completed without full GOE participation. During the last year, however, resident contractor performance has improved and procedures have been streamlined. Before any project activities other than field tests currently under procurement are approved, redesign is required to improve procurement/management procedures, expand the technologies to be considered, and develop links with private sector contractors, manufacturers, and end-users. Accordingly, the evaluation strongly recommended that the project be redesigned and the PACD be extended. USAID/E prefers, however, to (1) limit the project scope during the present PACD to the four field tests under procurement and the establishment of a renewable energy information system, thus allowing NREA time to gain management experience; and (2) extend the PACD for 2 years and proceed with project redesign when NREA has appointed a full-time coordinator, adopted a management structure, agreed on a realistic project implementation schedule and management process, and assumed responsibility for key implementation functions. In addition, the present TA contract will be phased out.