ANNEX VI INTERIM NARRATIVE REPORT

Transcription

1 ANNEX VI INTERIM NARRATIVE REPORT Table of contents List of acronyms used in the report Description Name of Coordinator of the grant contract: Name and title of the Contact person: Name of Beneficiary(ies) and affiliated entity(ies) in the Action: Title of the Action: Contract number: Start date and end date of the reporting period: Target country(ies) or region(s): Final beneficiaries &/or target groups Country(ies) in which the activities take place (if different from 1.7): Assessment of implementation of Action activities Executive summary of the Action Results and Activities If relevant, submit a revised log frame, highlighting the changes Please provide an updated action plan Beneficiaries/affiliated entities and other Cooperation Beneficiaries/ affiliated entities and other co-operations Relationship to State authorities Relationship with any other organisations involved in the Action Links and synergies developed with other actions Previous EU grants Visibility List of acronyms used in the report A4D BTOR CCS CHC CHP COOPI EC ECREEE ENFO EU FSA GoSL HOP IT MOU NGO Agriculture for Development Back To Office Report Community Charging Stations Community Health Centres Community Health Posts Cooperazione Internazionale European Commission Ecowas Centre for Renewable Energy and Energy Efficiency Energy for Opportunity European Union Financial Services Association Government of Sierra Leone Head of Project Information Technology Memorandum of Understanding Non-Governmental Organization 2014 Page 1 of 37

2 PCS PRESSD-SL R1 SL SSQ WHH Private Charging Stations Promoting Renewable Energy Services for Social Development- Sierra Leone Result one Sierra Leone Site Status Quo Welthungerhilfe 1. Description 1.1. Name of Coordinator of the grant contract: Deutsche Welthungerhilfe (WHH) 1.2. Name and title of the Contact person: Jochen Moninger, Country Director WHH 1.3. Name of Beneficiary(ies) and affiliated entity(ies) in the Action: Beneficiaries: Deutsche Welthungerhilfe (WHH) Energy for Opportunity (ENFO) Cooperatione Internationale (COOPI) IBIS Affiliated Entities: 1.4. Title of the Action: The Eastern Polytechnic Institute, Kenema The Northern Polytechnic Institute, Maburoka The Government Technical Institute, Freetown Promoting Renewable Energy Services for Social Development in Sierra Leone (PRESSD-SL) 1.5. Contract number: No.: Start date and end date of the reporting period: Reporting Period: 1 st June 2014 to 31 st December Target country(ies) or region(s): Target country: Sierra Leone, targeted regions of the targeted country: Eastern Region (Kenema, Kailahun and Kono Districts); and Northern Region: (Bombali, Port Loko and Kambia) Page 2 of 37

3 Region: West Africa 1.8. Final beneficiaries &/or target groups1 (if different) (including numbers of women and men): Final beneficiaries: 850,000 people will benefit from access to renewable energy Services; (GoSL sectors involved as well as related sectors (entrepreneurs, shippers, Input suppliers, etc.) Target groups: 45,000 smallholder households (Rural families, farmer associations, GoSL, private sector entrepreneurs) 1.9. Country(ies) in which the activities take place (if different from 1.7): Country is the same with 1.7: Sierra Leone, West Africa 2. Assessment of implementation of Action activities 2.1. Executive summary of the Action The PRESSD-SL project is funded by the European Union and co-funded by four partners (WHH, COOPI, Enfo and IBIS) and is implemented by a. Cooperazione Internazionale (COOPI), focusing on sites located in the northern/north-western districts of Bombali, Port Loko and Kambia. b. Welthungerhilfe (WHH), focusing on sites located in the eastern districts of Kenema, Kailahun and Kono. c. IBIS (a Danish INGO), focusing on the capacity building aspect of the project, d. and Energy for opportunity (Enfo), the technical implementer of the project. Starting from 01/06/ /05/2018 the four partners realize the project in close cooperation. Thus, all partners contribute project managers (PM) for their respective organization. In addition, the WHH project manager is also Head of Project charged with leading, coordinating and monitoring the project. WHH is responsible to the EU and SL Ministry of Energy for the overall successful implementation of the project. With this approach the project merges the expertise of 4 different implementation bodies into 1 single implementation agent. The projects overall objective is to 'Contribute to poverty alleviation through renewable energy services while promoting low-carbon development and its Specific Objective is to improve and increase access to renewable, affordable and sustainable energy services for rural poor in Sierra Leone focusing on energy efficiency measures and scale-up effect. The specific objective has two indicators: Indicator 1: A minimum of 16,000 households are either directly connected to a renewable energy grid or possess home solar systems thereby reducing energy costs for light by 30% Indicator 2: 850,000 people have access and benefit from renewable energy electrification (productive or social infrastructure) 1 Target groups are the groups/entities who will be directly positively affected by the project at the Project Purpose level, and final beneficiaries are those who will benefit from the project in the long term at the level of the society or sector at large Page 3 of 37

4 Change in Framework conditions: The most significant change in the framework conditions related to the project's implementation is the ongoing Ebola crisis in the country. This has severely restricted the staff's movement within the country and has made certain areas (i.e. Kailahun and Kenema) completely inaccessible. In addition, due to travel and insurance restrictions, the ability of the International Staff to be permanently based incountry has been temporarily limited. This has impacted the site evaluations and baseline study work. Although the situation has improved much by the time of this report in Kailahun and Kenema cases peaked in Freetown during the 2 nd project semester and have been steadily reducing since. Still, some major activities of the first 2 semesters had to be delayed by up to six months due to Ebola. However, the project is now pro-actively making up for these delays. It is expected that it is fully back on track by the end of the 3 rd semester. Below is a summary of the main activities and accomplishments during the first year, which are discussed in further details hereinafter: 1. Project Preparation and Management (Project inception and preparing the implementation) 2. Site reviews and final design selection for energy hubs and community charging stations 3. Establish or enhance management structures at agricultural business centers/ processing centers or community charging stations 4. Site reviews and final design selection for Senior/Junior Secondary Schools, hospitals, community health centres, community health posts, GoSL/NGO structures and financial institutions 5. Establishment of operating/ administrative systems for grid and stand-alone systems 6. Design of localized grid systems (chiefdom level) to support clustered facilities, including tender process. 7. Installation of the systems and start of operations 8. Conduct training of trainers courses for key stakeholders in the energy and education sectors 9. Expand training programs at GTI and to Northern and Eastern Polytechnic (preparatory) 10. Conduct sector studies regarding energy consumption patterns with a focus on lighting sources to evaluate impacts 11. Conduct Sector learning workshops and governance Executive summary This report covers the first 2 semesters (01/06/ /05/2014) of the Action and the activities implemented focused on the project inception & preparations, preliminary fieldwork and preparation of installation construction for the 3 rd semester. In spite of an early start of PRESSD Project in June 2014, almost all sub-sequent activities could only begin from October 4 th This was (and partially still is) due to the Ebola crisis in West-Africa, here particularly in Sierra Leone. In August most of the project partners managers had been recalled to their countries of origin to await further policies of their respective governments and formulate an answer on how to initiate PRESSD. ENFO, COOPI and IBIS decided to continue with PRESSD based on their local personnel as much as possible and have international staff only present in Sierra Leone when absolutely necessary and for a limited period of time. As WHH opted for the continuation of PRESSD normally in spite of and ultimately because of Ebola, and the partners where in constant communication with the Head of Project (HoP, WHH project manager), the Ebola impact on project implementation was kept as small as possible. After an initial country visitation of the HoP in July/August, he continued on to undergo preparatory training at WHH Head Office in Bonn. The following steps were taken between July and 2014 Page 4 of 37

5 September 2014 to allow an immediate start of PRESSD implementation upon his return to Sierra Leone: 1. A PRESSD Liaison office site was identified and rented in Freetown at No 95 D Regent Road, Lumley, Freetown. The rented premises have the added advantage to be on the same lot as the project s technical implementation partner, ENFO, which greatly enhances communication and cooperation. 2. Recruitment of project implementation staff of WHH started during the first reporting period for Partners (WHH, COOPI, ENFO and IBIS) in the Action. 3. Implementation and funding contracts were signed between the Coordinating organisation (Deutsche Welthungerhilfe (WHH),) and the individual Partners (Energy for Opportunity (ENFO), Cooperatione Internationale (COOPI) and IBIS respectively. 4. A back-up plan for contingencies to enable flexible implementation in light of Ebola was developed. WHH, in informal agreement with EC, linked another project implemented by WHH in the Western Area Peninsula of Freetown as an additional PRESSD trial ground to develop its sustainability model for mini-grid installations planned under PRESSD. The access to this area would be ensured even during a local Ebola lock-down. 5. The first national and international tenders for construction materials for the renewable energy installations were started. Due to the Ebola crisis it was decided to limit the tenders to material that would allow the project to operate for only 6 months straight in building activities. This decision was taken to be able to react in every possible way to future Ebola developments and - if unavoidable give the EU the option to put the implementation on temporary hold without undue loss in finances and materials. When the Head of project returned to Freetown on the 4th of October 2014, implementation activities commenced normally. The project started well and the socio-political context of Sierra Leone to a large extent was stable and peaceful. The operational districts in the northern region were quite accessible. However the health situation of the country overall became unstable as the deadly Ebola Virus spread rapidly. During the period under review, COOPI visited project communities and established relationship with stakeholders in the three Districts of Kambia, Bombali and Port Loko. This will enhance collaborative work with the stakeholders and beneficiaries in raising awareness about what the project is about. WHH established relationships with communities in the Districts of Kono, Kenema and Kailahun. IBIS contacted and identified schools in the project areas. ENFO provided first installation designs and discussed technical details with the first selected communities. The Assistant Project Managers familiarized with the A4D project communities, where the PRESSD project will give support. Many coordination meetings were held with the lead partner WHH, IBIS and ENFO for planning and effective coordination and collaboration. These meetings have strengthened the relationship between WHH, ENFO, IBIS and COOPI. Regional offices were established and staffed where needed. The project now has a functioning network of premises that can be used by all partners. They are: a. In Freetown WHH country office (core administration office of the project), Head: Mr. Jochen Moninger, Project Manager: Mr. Karl Segschneider IBIS main office (core capacity building center of project) Head: Mrs. Rosalind Hanson-Alp, Project Manager: Mr. Kevin Johnston 2014 Page 5 of 37

6 ENFO main office (core technical and hardware logistics center of project) Head and Project Manager: Mr. Simon Willans COOPI main office (1st community development center of project) Head: Mrs. Maria Carr, Ass. Project Manager: Mr. Lawrence Sam PRESSD Liaison Office (core management, coordination and policy office of project, 2nd community development center) Head of Project: Mr. Karl Segschneider b. Kenema office (1st core PRESSD implementation office, Eastern and Southeastern area), available to all project partners c. Makeni office (2nd core PRESSD implementation office, Northern and Northwestern area), available to all project partners Associated offices: All project partners have other offices throughout SL, which are used in line with individual partner tasks. To adapt to the Ebola situation, individual partners were encouraged to follow their own implementation plans during the 1 st semester until an operational plan could be made with all partners in the 2 nd semester, which was successfully achieved. Meanwhile a roadmap was devised for January onward and followed. Road-Map color legend: Blue = finished, green = in process, yellow = in preparation The following results were not achieved by the time of this report: Appointment focal person/liaison officer by the Ministry First steering committee meeting Outline MoE policies for project 2.2. Results and Activities Results: Full implementation of field activities leading to achievement of results has not started due to the Ebola disease outbreak in the country and specifically in targeted districts of the action. Therefore, it is yet too early to assess impact of the action and measure performance Page 6 of 37

7 WHH, COOPI, IBIS and ENFO have started site reviews and selection processes for three mini-grids, two hospitals, two community health centres and twelve schools in the Eastern Region. Familiarization visit were made to accessible villages and sensitization started. All visits were made in collaboration with the lead partner WHH and ENFO. WHH, in addition, also visited A4D communities where most systems will be installed, and field-tested their selection criteria, i.e. scaling matrix. ENFO's work has focused on site preparation during year one and roughly 40 sites have been completed (for example with indoor wiring, poles construction, panel mounds, etc.). Results in line with log-frame below. Result Zero: R0 "Inception and Preparation Activity" Below are the activities accomplished during the first 2 semesters of the implementation of the Action. Activities 0: Project Preparation and Management (Preparing the implementation) Activity 0.1: Signing of contract By the 1 st of JUNE 2014, the grant contract for the financing and implementation of the action entitled: Promoting Renewable Energy Services for Social Development in Sierra Leone (PRESSD-SL) had been signed between The European Union (Contracting Authority) and Deutsche Welthungerhilfe (the coordinator on behalf of the Beneficiaries). Activity 0.2: Initial arrangements with cooperation partners A0.2.1: Deutsche Welthungerhilfe (WHH) signed implementation agreement with cooperation partners (Energy for Opportunity (ENFO), IBIS and Cooperazione Internazionale (COOPI) (See annex: Project Preparation and Management). A0.2.2: An initial partner Project management meetings were held to assess the situation in light of Ebola. The partners made individually different decisions on staff presence in SLE due to the Ebola. Results are documented in attached meeting minutes (See annex: Project Preparation and Management). A0.2.3: Informal individual and a formal joint meeting were held in October with all implementation partners to achieve a minimum of planning during the Ebola lock-down. Results are documented in attached meeting minutes (See annex: Project preparation and management). A0.2.4: An informal meeting was held between IBIS and WHH on November 5th 2014 to better understand their organization and its goals. This was done to identify structures that would need putting in place (both physical and organizational) for IBIS to continue working with these communities at highest efficiency in terms of training and model development for advancing renewables after the end of PRESSD project (See annex: Project Preparation and Management). A0.2.5: A meeting was held with national staff of partners (ENFO, COOPI and WHH) in December after a shared field trip to implementation sites to identify key areas where individual and common planning among the partners (See annex: Back to Office Reports). A0.2.5: Financial reporting of all partners was received and is currently undergoing a revision to streamline financial reporting. COOPI requested to be allowed an additional month for their 2 nd quarter reporting due to a staff change of their head accountant. An extension was given. Activity 0.3: Selection and contracting of office staff, office arrangements A0.3.1: The PRESSD liaison office was furnished and finished on 31st October Efforts were made to order as much inventory as possible in Sierra Leone itself to keep the Carbon Footprint of the 2014 Page 7 of 37

8 project low. The office now offers work-space for up to 12 staff. Basic electronic equipment was purchased and provided (See annex: Office Preparation). There is an agreement between WHH and ENFO regarding the sharing of a compound for office space. This has been followed to promote a close working relationship between the two organizations and give a common operating platform for the project. Within that agreement include cost sharing on items such as internet, security personnel, etc. which also will reduce the overall project operating costs. A0.3.2: While finishing the liaison office premises, staff was selected and hired for the project by WHH human resource division (SL) and HoP. As soon as staff was signed up for the project, HoP started an intensive in-house training to achieve the minimum performance standards expected from a PRESSD team member. (By December 2014 all but one team member were performing as expected. A PRESSD WHH team structure was finalized for the Freetown liaison office. It stresses horizontal management with extended decision-making rights to local personnel. This is in line with the project requirement to train local staff at a high performance standard to be available for SL after the project finishes (See annex: Project Preparation and Management). A0.3.3: A potential location for a PRESSD Kenema office was identified. A tender for site preparation was launched and a suitable company chosen. A0.3.4: A second site visit was made to Kenema. A final location for the local PRESSD office was chosen and contracts with the owner and a construction company prepared and signed. Renovations started on the 22nd December. The office was for use (fully equipped) be end of January 2015 (see annexes: Back to office, Project preparation and management). Subsequently the office has been adapted to offer 4 bedrooms, so that it can be used as a PRESSD guest-house. Office and guesthouse premises a clearly separated. All partners, IBIS, ENFO and COOPI can stay there for the nominal amount of Les/day. This reduces overall project costs considerably, as the normal accommodation rate is between and Les/day (See annex: Office Preparation). A0.3.5: A PRESSD WHH team structure was finalized for the Kenema office. We formally requested with and received from both the Freetown City Council and the Kenema City Council the permission to set up PRESSD office signs boards (EU visibility) in 5 locations along access roads and in front of the offices. The permission was given on condition of a nominal fee covering cost for the councils to prepare the locations for the signs along access roads. All other fees were waived (See annex: Office Preparation). A0.3.6: An IT/Media tool concept note for project visibility and project marketing was finalized and a first preliminary PRESSD project flyer developed and printed (See annex: Visibility). A0.3.7: A basic concept for monitoring the project was developed and a log frame-based monitoring plan drafted. In addition qualitative indicators were combined with and added to selected quantitative indicators to reflect the log frame on a task level. (See annex: Monitoring). A0.3.8: A Back-to-Office report format (BtoR) was developed for staff reporting after site visits. It has been accepted by COOPI and ENFO as the reporting format for their PRESSD activities (See annex: Back to Office Reports). A0.3.9: The development of a site-status-quo report format (SSQ) has been initiated for monitoring of implementation activities of local sites (See annex: SSQ) Page 8 of 37

9 A0.3.10: The Project cars arrived and a first visit to some PRESSD implementation sites in Kenema could be made. The first 8 containers with equipment were expected to arrive end of 2 nd /beginning of 3 rd semester. Accordingly, in all key offices and two key sites for implementation areas to deposit and store the containers are prepared in Makeni, Kenema, Panguma and Segbwema. As containers are in harbor at report writing, we expect them to be on location during the 3 rd semester for construction to begin. (See annex: Office Preparation) A0.3.11: Motorbike lessons started for some PRESSD staff to allow them to move about Freetown without using public transportation. This was done as a measure to counteract Ebola, which had arrived widely in Freetown. The bikes are the same that will be used in the field, but that are currently awaiting use during the project implementation in provincial areas. Motorbikes were given to the trained staff (See annex: Staff transportation). A0.3.12: The Assistant Project Manager and Senior Project Officer for COOPI were recruited during the 2 nd semester, and allocated to their project offices in the North at Makeni, Bombali District (where ENFO also has an office). Thus, PRESSD has an operational office for the project for the three Districts of Bombali, Port Loko and Kambia. The new COOPI staff exchanged office and procedural set ups of PRESSD during a 3 week in-house coaching at PRESSD Liaison Office. Informal meetings with IBIS and ENFO happened frequently during the same time. A0.3.12: Outside of the specific project activities, ENFO, COOPI and WHH have spent significant time on capacity building of their organizations. Highlights include: ENFO Technical Staff Training: All of ENFO's full time technical staff and five students from the Electrical Distribution and Supply Authority training centre have completed advanced photovoltaic training to advance their skill set in anticipation of the expanded workload of the project. This training is through Solar Energy International, a global leader in photovoltaic training and include the following courses; PV Solar training Solar electric design and installation (grid-direct) and PV Prep: Solar Training Battery-based PV system fundamentals online. In addition all staff have taken a 10 hour OSHA training course to improve overall site safety. Administrative Capacity Building: Significant attention has also been given to the administrative capacity building of the organisation through the use of targeted consultancy based training. At the outset of the project a local consultant was hired to support the administrative staff adjust our procedures and operations to meet the European Union standards governing this project. A second consulting consortium was brought in to support the transition from our Microsoft Excel based system to QuickBooks and ensure that any changes required due to the program shift met the European Union regulations. WHH and COOPI held a joint 3 day team-building and capacity building WS in May in Kent, Western Peninsula Area (see annex: Project Preparation and Management). Focal areas were: 1. Office procedures and structures of WHH and COOPI 2. Alignment of COOPI admin staff with WHH procedures and reports (this was already done with IBIS and ENFO, as their full teams were available earlier in the project inception process.) 3. Data management 4. Reporting and documentation Activity 0.4: Establish Operational and procurement plan 2014 Page 9 of 37

10 A joint procurement plan has been established (See annex: Procurement). The first national and international tenders for construction materials for the renewable energy installations were started. Due to the Ebola crisis it was decided to limit the tenders to material that would allow the project to operate for only 6 months straight in building activities. This decision was taken to be able to react in every possible way to future Ebola developments and - if unavoidable give the EU the option to put the implementation on temporary hold without undue loss in finances and materials. In the case of a necessary abort/temporary hold the materials ordered would be sufficient to finish the Western Peninsula extension of River#2 planned together with ECCRE in another WHH project and could be purchased by that project. Initially all partners agencies followed individual implementation plans for preparation. Once all partners were fully operational regarding staff and offices (middle of 2 nd semester), at the end of the 2 nd semester an operational plan was developed under participation of all partners. (A meeting was scheduled for the 2 nd week of June to finalize the plan. This has subsequently been achieved.) Key activities involved were the main activities (corner stone), sub activities (bench marks). This plan was integrated according to organizational responsibilities. As the Ebola related lag in implementation was still hampering some project activities, the operational plan is regarded as provisional, only covering the up-coming 3 rd semester. A new planning session with all partners is scheduled for September 2015 to incorporate the latest development on Ebola in SLE. Activity 0.5: Baseline data survey The baseline data survey contract has been signed and the survey is still ongoing (see annex: Baseline study). By the time of this report it 95% complete and the project expects the final results in June/July, i.e. the 3 rd project semester. With the availability of the base-line and its extensive data collected, the project will be able to identify almost all target communities. Information available at the end of 2 nd semester, however, was sufficient to select about 40 sites (villages and schools) for implementation this year, which became the basis of the operational plan (see annex: Project Preparation and Management). Activity 0.6: Detailed plan of operation for next semester cooperation structure A joint operational plan for the whole project period was not yet developed. (The reasons see above.) Currently activities commence based on the provisional operational plan outlining a collaborative implantation of activities until the end of 3 rd semester (See annex: Project Preparation and Management). Meanwhile, regular scheduled project meetings were taken up in April/May 2015 to happen every 6 weeks (PMM, Project Manager Meetings) on an informal basis and every 3 months formally. These meetings are a communication and update mechanisms for the project. It is supported by regular mail phone and Skype exchange between all partners. In May 2015, a date was set for the first steering committee to be held on the 19 th of June in agreement with the Ministry of Energy. Activity 0.7: Define planning meetings with districts (A4D partner projects) Two meetings were held with the Agriculture for Development (A4D) team at the A4D office in Kenema in November and December. One was on familiarization with project requirements in terms of rules and roles and responsibility of both parties in the implementations of the PRESSD-SL project. The other was to further discussion the selection of farmers and farming villages. This meeting resulted into the A4D partner project to submit all beneficiary farmers and farmer corporations list to be reviewed by the PRESSD-SL project partners Page 10 of 37

11 ENFO and WHH have visited 12 AFD sites in the eastern provinces and assessed their potential for the installation of an energy kiosk. Meetings held during the visits included local authorities and district councils of the A4D project operational areas. A meeting was held with the Agriculture for Development (A4D) team at the A4D office in Kenema under participation of ENFO. This meeting resulted in a narrowed down preliminary list of villages of the cocoa and coffee component of the project for integration into PRESSD activities. The PRESSD project team has visited half of the sites on the list and collected data on the activities of the agricultural business centers, equipment used, energy source, the number of registered farmers of A4D etc. The data will be processed to determine the energy need of these A4D activities for an appropriate intervention of the PRESSD project to support the A4D project as per the PRESSD proposal (See annex: Project Preparation and Management). Results and Activities from the Log Frame of the Project document: Result 1 (R1) Improved living conditions and increased economic revenues for rural poor due to access to electric energy We only expect activities to provide information at this level at the end of the 3 rd semester. However, below is a description of activities for each result of the action, as it was implemented to deliver R1. R1.1: Rural electrification has created revenue or productivity increase by 30% for at least 10,000 households compared to baseline R1.2: 100 solar charging stations with at least 200 direct jobs created R1.3: 22 energy hubs are operational (e.g. agriculture processing, tree nurseries, water purification, small irrigation) and used by min. 50,000 smallholders R1.4: Minimum of 15,000 households have access to off-grid home lighting The main and sub activities of each result that were implemented during this reporting period are listed below. Activity Site reviews and final design selection for energy hubs and community charging stations A1.1.1: Site review and consultation with end users and managers Site review has started in June 2014 combined with a baseline study (see annex: Baseline study). Results were expected to be available by November However, almost all of our target areas were/are under Ebola lock-down at the time this report is written. It is now clear that the baseline study will be finished only in June/July Meanwhile an alternative approach concerning site selection has been taken (see activity 05 and activity 07, above). The development of a principal concept for linking the renewable energy installations with economic 2014 Page 11 of 37

12 growth was initiated and finalized (see annex 4 PRESSD PPP, Approach). It is shown on the right: Meetings with the community were held and the development of a sustainable mini-grid implementation model started in River#2, Segbwema, Panguma and Gbinti (See annexes: River#2, Segbwema, Panguma, Gbinti). A1.1.2: System design and creation of schematics, BOMs, etc. The project prepared BOM, BoQ, procurement plans, etc. based on installations and their designs from former projects of the partners as access to the sites was partially limited due to Ebola (see annex A1.1.2/A2.1.2) 5). System designs have been made by WHH and COOPI for four specific sites in consultation with ENFO and local stakeholders. It is based on an assessment made by holding various meetings with representatives of the community, with a focus on o Financial sustainability o Technical performance of existing installations o Economic activities of the community (All see annex: River#2) The question of ownership of installations to be built under the ECCREE/WHH project in River#2 was resolved with the community and consequently adopted as a baseline model to start communication with PRESSD mini-grid villages. This was necessary as the financial sustainability approach of PRESSD believes that only the involvement of market-forces and an own financial contribution of beneficiaries will create ownership and result in financial and technical sustainability. Adapted by-laws of River#2 communities have been forwarded. A River#2 business plan was developed for and together with the community (all see annex: River#2) Page 12 of 37

13 The models are as follows: River#2: SIZE: about 24 KW TARGETED CUSTOMERS: Community Members OWNERSHIP TARGET GROUPS: Communities with CBO Experience APPLIANCES TARGETED: Household Appliances and Public Services FINANCING MODEL: One-time Down-Payment of 11% of Installation Value Gbinti (pay for electricity) 2014 Page 13 of 37

14 Segbwema: SIZES: about + 90 KW and + 25 KW TARGETED CUSTOMERS: Companies, Communities, Organizations, Institutions OWNERSHIP TARGET GROUPS: Communities, Councils, Companies, PPP APPLIANCES TARGETED: Household Appliances, Public Services and Production Services FINANCING MODEL: One-time down payment of 11% of installation value Panguma: SIZES: Depending on Design TARGETED CUSTOMERS: Private and Public Customers OWNERSHIP TARGET GROUPS: Companies, Communities, Organizations, Institutions, PPP APPLIANCES TARGETED: Depending on Installation Design, Energy Efficiency Regulations FINANCING MODEL: Own contribution of poles and wires A basic model for mini-grids under PRESSD is now available. (The site River#2 shown above will be financed independently from the PRESSD project. It is shown here, as the River#2 community was chosen to develop a sustainability model during the project inception phase, as the target sites for PRESSD were under Ebola lock-down at the time.) Adapted by-laws and agreements of allocation for all communities have been forwarded. An ESCROW account for the respective RE businesses has been opened. Business plans are developed for and together with the communities. Technical system designs have been done by engineers from ENFO. Implementation can now commence (See annexes: River#2, Segbwema, Panguma) Page 14 of 37

15 A1.1.3: Coordination with relevant stakeholders A draft of an MoU between WHH and the Ministry of Energy was prepared, as well as a project road-map for the first year; various partner meetings took place and a link with A4D sites of COOPI and WHH, where most of the installations will be build, was established. The draft MoU with the MoE was signed on 29th April Community stakeholders and their local representatives were invited for an extensive sensitization campaign and relevant management committees on the local level established. Construction of installations can begin immediately in the four model communities of River#2, Segbwema, Gbinti and Panguma (see annexes: A1.1.3/A2.1.3, Back to Office Report). A1.1.4: Final site selection Site visits to COOPI implementation sites were made by the PRESSD team (Port Loko and Makeni) together with the Assistant Project Manager of COOPI. Afterwards it was decided to increase our cooperation links and share staff of each respective organization as much as possible (see annex: Back to office reports) COOPI in collaboration with ENFO conducted site reviews in the Northern region. Gbinti in Port Loko District was visited and the community stakeholders including chiefs, elders etc. were intimated in a meeting where the project was explained. The role and input of the community was echoed so that the community will be well prepared before the commencement of the construction of the mini-grid in Gbinti community. It targets all community members to access electricity. The mini-grid will accommodate appliances such as household appliances, production facilities and public facilities. Despite the Ebola challenges significant work has been completed by ENFO in cooperation with the base-line study consultant team, including 99 site evaluations in the Northern Province and much of the baseline study research in the same areas. Systems have also been put in place, including modified staffing, IT procedures and formal issue tracking to allow the project to continue as planned. These procedures will be adapted as needed to respond to the Ebola crisis. WHH has made a list of 11 communities engaging in A4D activities together with ENFO, A4D and PRESSD WHH staff. They will be incorporated in construction activities in semester 3. Selection is based on a grading scale developed earlier together with COOPI, as they also accommodate A4D sites. It is a 10-point indicator tool (9 point for WHH) with the following points. (The wording might be slightly different between COOPI and WHH grading, but I uses the same indicators/approach; IBIS indicators see further down under A2.1.1): Higher Impact Indicators: o Member of A4D communities o Number of market days/week o Number of homes with generators Success Indicators o Willingness to invest through own contribution o Distance to nearest place with charging stations o Access to mobile phone networks o Source of power for charging stations (WHH does not have this indicator) Interest Indicators o Number of existing charging stations o Number of people using mobile phones o Availability of clean/cold water, cold drinks WHH then cross-checked the proposed indicator list with ENFO to ensure all required technical aspects were included (See annex: Project Preparation and Management) Page 15 of 37

16 Activity 1.2: Establish or enhance management structures at agricultural business centers/ processing centers or community charging stations Initially (1 st semester) all the targeted districts for these activities were quarantined due to high Ebola cases in these areas and policies limiting movement and public gathering were in place. Instead, activities were started in River#2. By the end of the 2 nd semesters activities are in full implementation, with the exception of agricultural processing centers, which are expected to become part of construction activity only at the beginning of semester 4. A1.2.1 Initial community meeting with traditional leaders and other stakeholders (See annex: River#2, Panguma, Segbwema) Initial meetings have been held with the A4D project manager and other project team members in Kenema District and a list of A4D operational areas have been made available to the PRESSD project team for the assessment of agricultural business/processing centres and farmer communities for community charging stations. In each of the communities visited by COOPI and WHH, meetings were held with traditional leaders and stakeholders and re-emphasises were made on the components of the project and the contribution, especially of the community. Initial discussions were done on the need to form management committees that will oversee the smooth running of the services. The idea of community financing was also emphasised so that the community already know they have to contribute financially to the project to ensure ownership as well as sustainability of the project. In January 2015 implementation activities commenced with initial site visits and introduction of the project to key stakeholders in communities in the Western area, Northern and the Eastern provinces of Sierra Leone. Following these visits are larger community meetings including relevant authorities at the national (the ministry of energy) and local (district councils) government levels. For COOPI and WHH the establishment of management structures at agricultural business centers/ processing centers or community charging stations has not started yet as all of the targeted districts for these activities were quarantined due to high Ebola Virus disease (EVD) over a longer period of time; police limited movement and a ban on public gathering was imposed. Thus, in these project areas there is still an Ebola related back-log of activities. A1.2.2 Establishment of representative management committee Committees are in place in River#2, Panguma, Gbinti and Segbwema. See their respective annexes. A Memorandum of Understanding between the management committee and the project MoUs and AoAs are either drafted or signed in River#2, Panguma, Gbinti and Segbwema. See their respective annexes. Activity 1.3 Installations of the systems and start of operations The first activities started in the middle of the 2 nd semester as eight containers with installation materials arrive in Freetown harbor. To make up for lost time during the Ebola crisis, building activities concerning for example with indoor wiring, poles construction, panel mounds, etc. were started. As all initial eight containers were purchased and not rented, locations were prepared to fix them as battery Page 16 of 37

17 storage or management sheds in the future. The commencement of installation is expected to happen in the 3 rd semester. Activity 1.4: Facilitate energy entrepreneur model through social marketing and supply chain management A1.4.1 Develop marketing campaign As the data of the base-line study is not yet complete (initial restrictions of movement due to Ebola lock-down resulted in a six month delay), a marketing campaign is as yet not developed. A1.4.2 Initial sales, inventory management and accounting training A1.4.3 Initial supply of small scale energy products A1.4.4 Implement marketing campaign Result 2 (R2) The quality of public services is enhanced by electrification of public infrastructure Title of R2 indicators: R2.1: Minimum of 600kW of production capacity installed, producing a minimum of 900 kw-hr / year R2.2: Minimum of 6 Senior or Junior Secondary Schools supplied with a minimum of 3000kW hr/year; Minimum of 6 Senior or Junior Secondary Schools supplied with a minimum of 6000Kwhr/year R2.3: Minimum of two hospitals connected to localised grid structures R2.4: Minimum of three hospitals supplied with a minimum of 30,000Kw-hr/year R2.5: Minimum of 9 Community Health Post/Centres supplied with a minimum of 2000kW-hr / year R2.6: Minimum of 12 Community Health Centres supplied with a minimum of 4000kW-hr/year 2014 Page 17 of 37

18 Activity 2.1 Site reviews and final design selection for Senior/Junior Secondary Schools, hospitals, community health centres, community health posts, GoSL/NGO structures and financial institutions A2.1.1 Site review and consultation with end users and managers A first site for implementation of PRESSD from the Kenema office was selected, as the Ebola crisis is in very strong retreat there: Segbwema in Kailahun province will be, in agreement with all partners involved, our first site for a mini-grid. A second site in Port Loko (COOPI) was earmarked for subsequent implementation, although Ebola still is at a crisis level there, at the time of this report. IBIS is coordinating between partners, and sensitizing key stakeholders in Kono such as the District Education Officer, as well as schools and organizations through the IBIS Kono Office. IBIS Program Manager continued to coordinate with partners and stakeholders through Skype, , and phone calls from Accra during the lock-downs, with IBIS local representatives attending meetings in Freetown and sensitizing stakeholders in Kono. Other activities continued including desk research into mapping the renewable energy (RE) market and policies in Sierra Leone, as well as pertinent RE initiatives and stakeholders. Energy for Opportunity ENFO) has supported this result through the completion of site reviews and gathering data for the baseline. Site selection and specific site level designs have been completed for all of the secondary schools, two hospitals and two community health centres in the Eastern Province. Therefore, ENFO has started initial installation work at two hospitals (in Segbwema and Panguma respectively) and two community health centres (in Pendembu in the Kailahun District and in Jaama Swaafe in the Kono District). For the school solar electric installations called for in the original project proposal, 12 schools in project areas were to receive individual installations. IBIS s field office in Kono proved to be an ideal cluster point from which to base the schools around. Installing in Kono would allow IBIS staff to easily monitor and support the installations, saving time and money on vehicle wear and tear, fuel, per diem, hotel, and etcetera. This cluster approach would allow for easier and timelier monitoring, build closer relationships with the schools, and consequently allow easier adjustments to the models during the course of the project. Thus IBIS decided that the 12 schools should be in Kono. In Quarter 2, IBIS sensitized the Kono District Education Office (DEO) to the PRESSD project, and gathered official school lists from the DEO. The data list had few data points, but IBIS ran an initial analysis based on schools without any electricity access and schools with 45% girls or higher in their student populations. IBIS then sat down with project partner ENFO and the Kono DEO, and reviewed the initial listings of 65 Junior Secondary Schools (JSS) and 23 Senior Secondary Schools (SSS). The three organizations revamped initial indicators and reviewed the school lists again using the following indicators: School has permanent building approved by the Ministry School has examination center for either NPSE, BECE or WASSCE School has strong management structure School s distance from Koidu town (further is better because fewer resources available) Using the above criteria, IBIS highlighted 38 potential JS and SS schools from the long-list of 88. IBIS forwarded the list to ENFO for technical site reviews. IBIS then coordinated with the EU Funded Energy Facility project Rural Energy Activating Livelihoods (REAL), and IBIS crossed off 4 schools that REAL had planned to install solar electric systems in. Thus, 34 potential JSS and SSS sites were in the final shortlisting. IBIS created a 14-point indicator tool with the following points: 2014 Page 18 of 37

19 Higher Impact Indicators: o Distance from Koidu (district capital of Kono) o Electricity access o An attached exam center o Staff quarters o Facility size Gender Mainstreaming: o Ratio of girls Success Indicators o written letter of interest o Successful working with IBIS in the past Interest Indicators o School has environmental programming School Management Indicators o State of school infrastructure o Community Teachers Association presence Technical Feasibility Indicators o Security of area o Physical structure stability o Road access from Koidu IBIS then cross-checked the proposed indicator list with ENFO to ensure all required technical aspects were included. IBIS and the DEO called the principals from the remaining 34 schools to a meeting at the Kono DEO office in Quarter 4. At the meeting, 28 principals were sensitized to PRESSD, and asked to fill in an information survey based on the 14-point criteria found above. IBIS visited 6 schools who could not attend the meeting, in order to gather the required data from them. IBIS collected and collated the survey information to use for the final indicators, to select the final 12 schools. In March 2015, IBIS travelled to Koinadugu to assess two solar electric school systems that were installed by IBIS in an earlier project (before PRESSD) in late 2013/early IBIS assessed the equipment status, and talked with stakeholders including school administration, school staff, and students. The systems were installed right before the Ebola outbreak, so a full impact assessment could not be done as GoSL had consequently shut education facilities, and thus the systems mostly sat dormant. However, the systems were still in great working order, and stakeholders clearly saw the value-added for education. Numerous lessons were collated in a mission report including the importance of clear financial sustainability, management systems, community contributions, as well as sensitization trainings on the systems themselves. These lessons are the foundation from which the PRESSD solar schools are built on. (See annex: A1.1.3) A2.1.2 System design and creation of schematics, BOMs, etc. (See annex A1.1.2/A2.1.2) IBIS supported ENFO by providing the Kono school installation site lists, and giving feedback on system designs and Bill of Materials (BOM). A2.1.3 Coordination with relevant stakeholders IBIS has started to approach schools and develop site selection criteria. (See annex A1.1.3/A2.1.3). ENFO and IBIS were also able to have two face-to-face meetings in Accra to coordinate planning. IBIS initially began coordinating with Kono authorities in Quarter 2. This included the close coordination with the District Education officer (DEO) on the school selection. In Quarter 3, IBIS 2014 Page 19 of 37

20 continued coordination with the DEO, and also sensitized the Koidu City Council (KCC), and the Kono District Council (KDC) chairman to the project, and asked for initial input and feedback. Through Quarter 3 and Quarter 4, IBIS continued meeting the DEO, KCC, and KDC, getting feedback on the school selection process and the school selection indicators. IBIS also visited a school 30 miles Northeast of Koidu, in order to assess the relevance of indicators for schools that are deeper in the countryside, and to get a feel for schools that are further out from Koidu. A2.1.4 Final site selection Based on the background given in the A2.1.1, A2.1.2, A2.1.3 descriptions of IBIS activities above, the self-reported school data was then cross-referenced with the DEO as well as experienced IBIS staff to ensure the most accurate information possible. For the final site selection, IBIS created a large excel spreadsheet to input the school selection data. The data was inputted and analysed, and some indicators were removed based on relevance of answers, and the inability to objectively capture information based on self-reporting bias. For example, a question asking about Community Teacher Associations (CTAs) saw all schools answering yes to having active CTAs. Additionally, almost all schools answered yes to needing repairs. These questions were deemed redundant and unable to capture the original intention of the data points (assessing infrastructure/management structure), and consequently removed from the analysis. IBIS also removed the indicator question on whether or not IBIS has worked successfully with the school. The original assumption was that IBIS has worked with all JS and SS schools in Kono, but this assumption proved to be incorrect, and thus all schools could not be judged fairly on this indicator. The remaining data was then coded. Data dealing with numbers (student populations, distance from Koidu, ratio of girls) were statistically analysed using averages, ranges, and quartiles to ensure a more objective analysis. Formulas were then created based on the statistical analysis. The final analysis and cross-check with technical ENFO data (including the feasibility indicators) will occur at the end of June A2.1.5 Develop revenue models The sustainability of the solar electric systems installed in schools is clearly essential for long-term impact. In order to pay for ongoing systems operation and maintenance in the long run, schools must generate revenue. Components will need to be replaced at the end of their lifetime (batteries, charge controllers, inverters, LED light bulbs, solar panels), with varying lifetimes per component. Thus, IBIS constructed several revenue models for schools in order to ensure long-term financial viability of the systems. The following two electricity provisions of services models were explored: The first model sees the schools directly administering services such as phone charging, and selling cold drinks to students. A staff member would be in charge of the daily management of the system, and the administration of services such as phone charging. This model would rely on the school to keep accurate accounting of revenues. The school would also need to expend already limited resources on managing these electricity services. In the second model, together with WHH, adding an entrepreneur was explored in order to avoid the weaknesses inherent in keeping accurate records, and diverting precious school resources aware from education service delivery. An entrepreneur would be identified by the community who would pay the school for electricity access on a monthly basis. This would incentivize the entrepreneur to offer superior services in order to recover the monthly electricity access costs by selling phone charging and cold drinks. This would also allow straight forward accounting, as the monthly access amount would be set per month, and the bank account could be monitored with the exact amount tied to the number of months the system has been operational. Based on ENFO s input, the recommended monthly access fee would be 500,000 Leones from September to June, and 350,000 Leones in July and August to account for the rainy season, as based on ENFO s data collected over many years Page 20 of 37

21 IBIS explored numerous options for receiving the revenue: The initial model for revenue was to pool the 12 schools revenue into one fund, which would then be used for operations and maintenance for all 12 different school systems. In this manner, the one fund would cross-subsidize the systems, ensuring a sort of safety web if any equipment failed before its projected lifetime. Several obstacles were highlighted in this model: some communities do not have access to banking systems that are connected electronically, which complicated the deposits of funds. Additionally, ownership of the revenue created a complication. The project partners WHH, COOPI, ENFO and IBIS explored creating or identifying a local entity who could look after the funds (a local NGO, or the District Council). A simplified model was created whereby IBIS and the school would be co-signatories on a local community bank account. This would allow the funds to stay within the community, and give simplified monitoring in accounting for the money. The final model for school solar systems sees the entrepreneur model for services coupled with the local bank account and IBIS/School co-signatory model for revenue. The joint fund proved too complicated and burdensome to establish, and the joint School-IBIS community bank account proved simple enough to model effectively for a pilot project. More complicated funding schemes could be explored down the road, once systems have been running for a number of years and communities are more familiar and confident in the technology. This could include a District Council guided centralized fund that would look after school solar systems, allowing for the maintenance and operation of systems across districts. This would also support the nascent renewable energy market as a whole, giving vital contracts to private companies for example, to bolster the viability of the sector. Once the IBIS-School bank account reaches a threshold that will cover the cost of major system components (batteries, charge controller, inverter, LED bulbs, and solar modules), the school will work with IBIS to identify school needs that the additional incoming revenue can cover. This threshold will be laid out in individual MoUs with schools, as system size varies by school. School identified needs could include the expansion of the solar system, investment in ICT, etc. However, the minimum threshold amount would need to be maintained in the account in order for the school to use the incoming revenue for other school needs. The systems would be guided by the operating and administrative plans laid out below in A Activity 2.2: Establishment of operating/ administrative systems for grid and stand-alone systems A Develop initial operating/administrative plans This activity is completed or ongoing at River#2, Panguma, Gbinti and Segbwema. Community mobilization, sensitization and communication on the sustainability of energy facilities and system has been started in all relevant communities. Several meetings were held. Management structures including energy facility management committees were formed. MoU and AoA documents between communities and the PRESSD-SL project were discussed, drafted and in River#2 signed, as have Bylaws for their energy facilities. (All see annexes: River#2, Panguma, Gbinti and Segbwema). The PRESSD-SL team created a working group which developed a sustainable implementation approach and different models in order to achieve compatibility with existing structures in project sites. In order to ensure long-term and stable management of the solar systems, the partners developed three essential layers to their management. The top layer would oversee the strategic management of the system Page 21 of 37

22 In schools this will most likely be the Community Teacher Association (CTA) or the School Management Committee (CMT). The needs will be tailored to the local context, based on a committee/group that meets regularly, and is already closely involved in school decision making processes. This would allow overall community ownership of the systems. In communities this will be an energy generating committee (EGC) and an energy investment committee (EIC). The first would consist of representatives of all households connected to the system. The latter would consist of representatives of investors that have bought shares for the installed systems as part of the required own contribution. In the second layer, For schools, one person would oversee the day to day management of the system. This would be the entrepreneur. She/he would be in charge of ensuring the proper maintenance of equipment. They would get training on operation and maintenance from an IBIS facilitated workshop, to be held in Q6. In addition, other school members would be identified to help with the day to day management of the system, and to ensure regular cleaning of the system, for example. In communities, an electricity business management team (EBMT) would be in charge of running the daily operations, consisting of up to 4 full-time employees: Head of the EBMT, Accountant, Customer Relations and Sales and one staff for basic maintenance for lines and access (linemanager). The complete system maintenance would be placed in the hands of ENFO, only, as the installed systems deliver a very high voltage and mishandling can result in serious injury or worse. The line manager will be trained by ENFO. Further down project implementation proposals on how to safely hand-over system maintenance to the communities will be developed. In the final layer, The school would ensure that a feedback mechanism from end users would be included to help ensure a voice to the students. In an IBIS pilot program, which saw the installation of solar systems at two schools in Koinadugu, there was very no mechanism for feedback from students, and additionally no mechanism for their involvement in the systems (learning opportunities to supplement the curriculum for example). This feedback mechanism would allow for student feedback, giving them a sense of ownership. Beyond this, workshops will expose students to the systems, and IBIS will work with schools to integrate the systems into the approved national curriculum. For the communities, the EBMT will report to the EGC and EIC, as both are shareholders in the system. Feedback loops on customer care, revenue reports, and savings and investment policies of the business will allow the overseeing committees to make decisions as a kind of steering committee to the EBMT. (For the communities sample models have been developed and forwarded to the ministry of energy to discussed and build on. (See annex Project Preparation and Management) For the energy-kiosks and energy hubs to be installed, management structures are still to be finalized. Currently the issue of ownership and a rent-to-buy system are discussed among all partners. Legal clarifications will allow the project to only make first proposals by the beginning of the 3 rd semester. A Negotiation with Site Managers, District Councils and Ministry of Energy The process of establishing cooperation at the national, district and community levels through negotiations with the Ministry of Energy, the District Councils and the village elders to ensure sustainable functioning operating system and administrative structures are in place is going on Page 22 of 37

23 As laid out in A2.1.3, IBIS has been receiving and incorporating regular feedback from the Kono District Council as well as the Kono District Education Office. COOPI and WHH receive regular feedback from local communities, the Port Loko, Kenema and Kailahun district councils. In addition, close links with the local MP and the regional Minister for the East are established with WHH in Kenema and Kailahun. A Sign MoU with respective authority MOUs on the involvement of the National and Local Government have been developed and signed together with the Ministry of Energy and the District Councils in Kenema and Kailahun Districts. MoUs are being signed with community elders of Segbwema (Kaiahun district), River#2 (Western area), Panguma (Kenema district). A business plan has been developed for River#2 and also bye laws have been developed and signed. Cooperation and financial contribution structures have been established for these communities IBIS has drafted an MoU that will be used to link IBIS and the schools. The MoU lays out the respective responsibilities of both parties, including the identification of a community entrepreneur, the opening of joint bank accounts, the operation and maintenance of systems including the management framework, and the integration of solar systems into the school curriculum. A Establish structures where applicable (All see annex: Back to Office Report) Community mobilization and communication on the sustainability of the operations of grids and standalone energy facilities and system is ongoing in Segbwema, River Number 2, Panguma and Gbinti. Several meetings were held in each community. Management structures including energy facility management committee at River Number 2 Village, Segbwema and Panguma are formed. Bylaws for their energy facility have been developed and drafted also. ESCROW accounts have been opened for the operations of the Segbwema and River Number Two mini-grids respectively. WHH engaged the Independent Power Producers (IPPs) in Segbwema in communication and awareness discussions. These IPPs use 27kva and 17kva petrol fuelled generators to produce and sell electricity for 12 hours a day in Segbwema have now agreed to be involved in the solar energy project. The agreement was made in a memorandum of intent developed and signed by the IPPs and the project team after several meetings of sensitization on the hazards behind the continued use of generators for electricity. This result is in line with the overall objective...while promoting low carbon development. Similar activities are ongoing in other project areas. Bank accounts for site funds have been opened in the Sierra Leone Commercial Bank for River#2; in the Segbwema Community Bank for Segbwema Community. River#2 have deposited Le 32,000,000 which is about 50% of the community contribution to be deposited in the bank account before installation as a guarantee that the community can maintain the system during the early years of it use. Segbwema community has also commenced contribution. With this contribution, sustainable energy for the rural poor can be achieved. Registration of the electricity as a paid for service has been done for and together with River#2 in the Cooperative Department of the Ministry of Social Welfare. This is important if economic revenue is to increase as the revenue will be tax free. COOPI has not started this yet in full phase, however site surveys have been carried out, one community (Gbinti) was identified in Port Loko District for the installation of grid and stand-alone system. COOPI will is starting to engage the community on the installation and their commitment. Activity 2.3: Design of localized grid systems (chiefdom level) to support clustered facilities, 2014 Page 23 of 37

24 including tender process A Complete final site evaluation As proposed in the proposal of the project to install Mini-grids in Segbwema, Panguma and Gbinti. A review of these communities has been conducted and it has been agreed that these communities should still be selected for the mini-grids according to analysis. Therefore, the installation process of mini-grids in Segbwema and Panguma has started respectively. Both technical and business model that will ensure sustainable operational systems for each community have been designed. A Prepare initial design, including generation system and grid layout A Acquire authorisation from NPA/Ministry of Energy A Finalise planning documentation A Support tender process Preparations for a second international tender have started (See annex: Procurement). Activity Installation of the systems and start of operations A On-site training for students and local participants IBIS has begun paring down technical solar trainings from a previous solar pilot project. The intended audience for these trainings are the school communities, including selected students, community members, and school staff and admin who will have little background in electricity. These trainings will happen at the 12 school sites, once installations are complete, and sensitize communities to the operation and maintenance of the solar systems. A Installation of systems The preparation of installation sites for the mini-grids in Segbwema and Panguma has started Local material including poles has been transported to this sites. However, the initial imported material solar panels) for the grids arrived in May, 2015 but has yet to be cleared by the lead partner. This is causing significant delays in our implementation. IBIS is coordinating closely with ENFO to install at the 12 schools over Quarter 5 and 6 of the project timeline. This will hopefully allow the schools to begin giving access in the next term, so students can take advantage for the next national testing period in the Fall of A Testing and troubleshooting A Final training and handover Activity Ongoing operations and management of facilities and grid and stand-alone systems WHH has assisted in the formation of community management structures in River#2, Segbwema and Panguma. These management structures have signed MoUs with WHH respectively. In collaboration with WHH, River#2 Community has established both bye-laws and developed a business plan for the running of the facility and has also opened and ESCROW account for the facility. WHH is assisting 2014 Page 24 of 37

25 both Segbwema and Panguma to develop both bye-laws and agreements of allocation between the hospitals and the communities respectively. In the COOPI area (The North), this activity has not been started yet. However COOPI has met with the stakeholders and beneficiaries and have informed them about the project. Preparations are now on the way to fully engage the community and discuss the project details. A On-site training for grid technicians A technical note: this activity can only start during the solar installation phase. Currently the partners are discussing strategies for selecting the grid technicians. The partners believe that these individuals need to possess significant, existing educational training and practical experience. As it is unlikely that they can be brought in from within the community alternatives are currently explored. A Sales, connections and delivery A Ongoing technical support A Identification or establishment of IPP for long term grid management A Final handover from project company Result 3 (R3) Awareness and capacity in respect to renewable energy systems (including climate change education) in the private and governmental sectors exist and is sufficient to sustain/ scale up the renewable energy sector in Sierra Leone The PRESSD-SL project was still in the preparation stage by 31 st May 2015 and the achievement of this result was yet to be realised. However, below are the expected indicators under this result. Even though report on activities implemented under this result during this reporting period are below but detailed progress on these will be reported in future reports when more activities will have been implemented leading to achievements. R3.1: Minimum of 20 lecturers and 200 students have completed at least two course of renewable energy training R3.2: A total of 250 beneficiaries from the target group are applying their knowledge at the energy hub/solar charging stations R3.3: A sector study that provides information on energy and lighting patterns at the household level R3.4: Learning platform with private sector and government agents link to A4D working groups are functioning 2014 Page 25 of 37

26 R3.4: Three training labs in vocational training institutes are established offering four energy technologies (solar, hydro, biomass, wind) Activity 3.1: Conduct training of trainers courses for key stakeholders in the energy and education sectors A Conduct initial in-country training of trainers sessions Initially the project proposal called for an in-country training of trainers in the Fall of However, the Sierra Leone Government (GoSL) closed all education facilities and restricted general movements to help stem the Ebola outbreak. IBIS therefore used the time to thoroughly research in preparation for the trainings to be held after GoSL reopened education facilities. The research included mapping the energy market of Sierra Leone, with energy projects and partners, in order to better understand how IBIS activities fit into the current energy, and vocational training sector, and to allow for the tailoring and updating of activities given the evolving circumstances on the ground. IBIS also researched global organizations working in solar training, identifying 24 potential organizations to partner with for solar training. The list included organizations from across the world including: Africa, Europe, Asia, Australia, and North America. The list was pared down to four organizations (3 NGOs, one private), based on: organization experience in training both in their respective countries and internationally; their offerings for short classes and their relation to project requirements (off-grid and grid-tied solar courses). In Quarter 3, IBIS began working closely with the Government Technical Institute in Kissy, Freetown (GTI). IBIS and GTI discussed project activities, building an MoU, which was signed in April The MoU lays out the framework of the relationship with key responsibilities and actions for both parties. GTI already has a Renewable Energy Department setup from a previous British Council funded project. Thus, GTI will be the anchor for the laboratory trainings since they already have the academic structure in place. GTI will have the initial laboratory equipment installed at their Kissy campus. In December, two international instructors on service contract will fly in and do off-grid solar training for various stakeholders in the solar sector, facilitated at the GTI Kissy campus. These stakeholders will include the three polytechnics: GTI Kissy, GTI Magburaka Campus (NTI), and Eastern Polytechnic in Kenema (EPI), as well as the government sponsored group Barefoot Women Solar Engineers Association, and relevant line ministries. The off-grid solar training will be the basis for a regularly scheduled solar lab course at the polytechnics, which GTI will help establish at the two other polytechnics. Thus, the MoU sees GTI Kissy playing a key role in the establishment of solar lab courses at the polytechnics, in addition to other responsibilities including integration of National Vocation Qualification (NVQ) and diploma level courses on renewable energy (GTI already has a certification level renewable energy curriculum), and coordinating practical student training at project installation sites. IBIS and GTI Kissy have been working closely to tailor trainings to fit GTI s needs, and in coordinating with the other polytechnics. IBIS has been supporting GTI Magburaka (NTI) and EPI Kenema in framing an MoU between IBIS and the respective institutes. Both institutes have identified committee members and had a first set of initial meetings to begin mapping the road ahead. Much of the responsibilities for the parties will be on: establishing laboratory building space; lab classes; integrating National Vocation Qualification (NVQ), certification, and diploma level renewable energy courses; as well as establishing Renewable Energy Departments. Drafts MoUs between the IBIS and the respective polytechnics have been established, and will be circulated for feedback from partners in June Page 26 of 37

27 Energy for Opportunity (ENFO) has supported this result through the direct training of students from the Electrical Distribution and Supply Authority training centre and accompanying EDSA staff to high level lab training in the United States A International training of trainers sessions Using the research conducted from A3.1.1, IBIS identified three potential organizations from Ghana, Australia, and the USA, to fulfil the international training activity based on their facilities and experience in solar training. After careful analysis of course-offerings and price/quality ratios, IBIS selected an NGO named Solar Energy International (SEI) based in the USA. The courses highlighted by SEI were PV201 Grid-Direct and PV 301 Battery-Based solar systems, which required prerequisite courses. IBIS decided to use these prerequisites as a filter to select potential participants. IBIS invited GoSL, Electricity Distribution and Supply Authority (EDSA), Government Technical Institute (GTI), and local project partner Energy for Opportunity (ENFO) to partake in the PV101 test. These institutions were chosen as they were already in coordination with PRESSD, and time constraints limited coordination with other institutes such as NTI and EPI, since the PV203PREP course was offered on a limited basis before the PV201 and PV301 classes. The tests were sent to SEI for scoring and the four top participants went on to complete the PV203PREP course, thus qualifying them for the lab PV201 and PV301 trainings in the USA. Four participants were signed up for the lab trainings in the USA. However, only one participant was able to secure an American visa, the other three participants were denied American visas. The one participant is scheduled to complete the lab trainings by mid-june. IBIS is exploring opportunities in Europe to send the three qualified candidates in the Summer A Follow-up and expanded course offerings for training of trainer Follow-up and course expansion will come after the initial training of trainers in December A Expand training programmes at GTI and to Northern and Eastern Polytechnic The initial capacity trainings with GTI called for in month 5 in the indicative action plan cannot be implemented due to Sierra Leone Government restrictions on gatherings of larger than 15 people, and with schools/education institutions closed indefinitely, any implementation in the education sector is currently impossible. International organizations are also probably unwilling to do technical PV trainings in Sierra Leone due to the Ebola risk. Thus, IBIS has planned for the initial capacity building RE courses to take place in fall 2015, with the assumption that the epidemic will be brought under control in spring 2015, and schools and institutes will be running normally by September This however interfaces perfectly with installations of PV systems across the project, capping the trainings with immediate practical experience to reinforce the PV courses. A Adapt course content and courseware to local standards and needs Courses will be adapted to local standards and needs both for and after the training of trainers in December A Create course packages and integrate into standard curriculum IBIS met with the National Council for Technical Vocational and other Academic Awards (NCTVA), which accredits courses and curricula for Sierra Leone. The initial meeting was for introductions and initial discussions on accrediting renewable energy coursework. IBIS will need to coordinate with NCTVA for accreditation of the renewable energy coursework at the polytechnic institutes. To this end, IBIS is also taking part in the Technical Vocational Education and Training (TVET) Coordination 2014 Page 27 of 37

28 Working Group in order to ensure that renewable energy curricula and competencies are accredited and adopted at the national level. IBIS is coordinating with a regional initiative called Vocational Training and Education for Clean Energy (VOCTEC), a USAID funded project that aims to standardize renewable energy curricula across the West Africa region. This will ensure that PRESSD Sierra Leone is aligned with regional efforts, which will bring about greater opportunities for Sierra Leone students. Course packages will be established and integrated after the training of trainers in December A Establish training labs based on PV201 AND PV301 courses Solar energy laboratory equipment will be installed at GTI before the initial solar off-grid Training of Trainers in December GTI will then host the initial Training of Trainers, and the other two polytechnics will participate and consequently use the new knowledge to install laboratory equipment at their respective institutes. The laboratory coursework was initially to feature off-grid and grid-tied solar electric systems, but after careful mapping of the Sierra Leone landscape, partners are now leaning towards mostly off-grid labs with perhaps one grid-tied lab, which could be used by the Electricity Distribution and Supply Authority (EDSA, the former National Power Authority NPA) at their Kingtom training facility, if budgets allow for expanding the project to support the training facility at Kingtom. A Expand labs to include other potential technologies including, biomass gasifier, micro hydro, etc. Training of trainers for other renewable technologies is scheduled for Fall Other technologies highlighted by partner conversations include pica-hydro using locally sourced materials, small-wind generation, biogas, and solar water pumping. These ideas will be further discussed, and a final decision on technologies made in Spring A Begin offering classes to students Scheduled for Fall 2016, skills competencies and curricula must be fleshed out further before classes can be offered. Additionally, market research must be conducted to ensure that the skills competencies targeted are both relevant and needed in the energy sector. This market research will begin in earnest in Fall Linkages for this market research include the TVET Working Group (in which IBIS sits), who are interested in a market-based TVET approach that links company identified needs with TVET skills competencies. IBIS will continue coordinating with the group to ensure synergies between projects, especially in the market research component. A Conduct sector studies regarding energy consumption patterns with a focus on lighting sources to evaluate impacts A3.3.1 Conduct baseline study The base line study is ongoing. The result has delayed because the enumerators are yet unable to visit all districts the survey is targeting due to restrictions of movement into these areas due to the Ebola disease. However, a mid-term report covering three districts (Bombali, Kambia and Port Loko) in the North has been presented by the consultant and the final full report is expected sometime in July IBIS supported ENFO and WHH with input on education aspects of baseline study, including building a Knowledge, Attitudes, and Practices energy and environment survey that was field tested briefly by IBIS in two Koinadugu schools. The results lead to focusing and rewording some questions to better fit the local context. This KAP will be used by IBIS in Kono schools to better measure electrification impact. (See annex: Baseline Studies) 2014 Page 28 of 37

29 A Conduct energy and lighting study in the Six Districts Ongoing A Present and distribute energy study to larger energy and lighting sector A Conduct final impact study A Conduct sector learning workshops and governance actions A Establish outreach courses at project secondary schools IBIS researched and collated outcomes and impacts associated with environmental programming at secondary schools as well as renewable energy. IBIS discovered that renewable energy at secondary schools in low-income contexts has not been well studied. The few studies that have been done show a weak correlation between electricity access and better student outcomes. The studies say that it s not electricity per say, but the actual eco-system of learning that enables better student outcomes. Thus electricity is a component of a larger eco-system of education that will produce better outcomes. Additional highlights include: the need for energy literacy among students; that knowledge does not necessarily change student behaviour; as well as unpacking dimensions of energy frameworks (energy concepts, reasoning on energy issues, low-carbon lifestyle, civic responsibility for a sustainable society) and building competencies (identify environmental issues, analyse environmental issues, evaluate potential solutions to environmental issues, propose and justify actions that address the environmental issues). Other lessons learned continue to be collated, and will serve as an evidence base to guide outreach programming at secondary schools. IBIS will work with the training of trainers service contractor to establish context appropriate energy and environmental outreach courses at project secondary schools starting in August A Hold an initial sector level workshop IBIS has begun talks with the Alliance for Rural Electrification (ARE) and the UN Foundation on coordinating for an international Renewable Energy Conference to be held in Freetown in 2016 A Conduct learning exchange visits with key stakeholders A Conduct a final sector level workshop and present future advocacy platform 2.3. If relevant, submit a revised log frame, highlighting the changes M Bangs Trading Company 18 Sanders Street Freetown (For building and Electrical Materials Solar 23 GMBH,ZEITBLOMSTR.7,89073 ULM - Germany 2014 Page 29 of 37

30 2.4. Please provide an updated action plan 2 This is the action plan for year 2. Year 2 Semester 3 Semester 4 Activity Implementing body R1 Improved living conditions and increased economic revenues for rural poor due to access to electric energy 1. Site reviews and final design selection for energy hubs and community charging stations 2. Establish or enhance management structures at agricultural business centres/ processing centres or community charging stations 3. Installation of the systems and the start of operations 4. Facilitate energy entrepreneur model through social marketing and supply chain management 4.1 Develop marketing campaign 4.2 Initial sales, inventory management and accounting training 4.3 Initial supply of small scale energy products 4.4 Implement marketing campaign and accompany new entrepreneurs WHH, ENFO, COOPI, IBIS, A4D partners, DCs COOPI, WHH IBIS, COOPI, WHH ENFO, beneficiaries and their committees WHH,ENFO, COOPI ENFO, GoSL, DC, private sector, committees ENFO, COOPI, WHH, private sector ENFO, COOPI, WHH, private sector ENFO, COOPI, WHH, private sector, ENFO, COOPI, WHH, private sector R2 - The quality of public services is enhanced by electrification of public infrastructure 1. Site reviews and final design IBIS, COOPI, WHH selection for Senior/Junior ENFO, GoSL (relevant Secondary Schools, hospitals, Ministries), DCs, community health centres and health posts, financial institutions MAFFS-IFAD, IBIS, WHH, COOPI, beneficiaries 2. Establishment of operating/ communities ENFO, administrative systems for grid NPA, GoSL (relevant and stand-alone systems Ministries), DCs, MAFFS, 3. Design of localised grid IBIS, WHH, COOPI systems (chiefdom level) to ENFO, GoSL (relevant support clustered facilities, Ministries), DCs, including tender process 4. Installation of the systems IBIS, ENFO, WHH and start of operations 2 This plan will cover the financial period between the interim report and the next report Page 30 of 37

31 Year 2 Semester 3 Semester 4 Activity Implementing body 5. Ongoing operations and IBIS,ENFO, WHH, management of facilities and COOPI,GoSL, DC, IPP, grid and stand-alone systems, private sector, including final handover from project company committees R3. Awareness and capacity in respect to renewable energy systems (including climate change education) in the private and governmental sectors exist and is sufficient to sustain/ scale up the renewable energy sector in Sierra Leone 1. Conduct training of trainers IBIS, ENFO, courses for key stakeholders in Polytechnics, students the energy and education sectors and trainees 1.1 Follow-up and expanded IBIS, ENFO, course offerings for training of Polytechnics, students trainer and trainees 2. Expand training programmes IBIS, ENFO, at GTI and to Northern and Polytechnics, students Eastern Polytechnic (preparatory) and trainees 2.1 Begin offering classes to students 3. Conduct sector studies regarding energy consumption patterns with a focus on lighting sources to evaluate impacts 3.1 Conduct baseline study 3.2 Conduct energy and lighting study in the Six Districts, incl. dissemination of results 3.3 Conduct final impact study 4 Conduct sector learning workshops and governance actions 4.1 Establish outreach courses at project secondary schools 4.2 Hold an initial sector level workshop, 4.3 Conduct learning exchange visits with key stakeholders, 4.4 Conduct a final sector level workshop and present future advocacy platform IBIS, ENFO, WHH, GoSL institutions incl. DCs and MAFFS 3. Beneficiaries/affiliated entities and other Cooperation 3.1. Beneficiaries/ affiliated entities and other co-operations How do you assess the relationship between the Beneficiaries/affiliated entities of this grant contract (i.e. those having signed the mandate for the Coordinator or the affiliated entity statement)? Please provide specific information for each Beneficiary/affiliated entity Page 31 of 37

32 The relationship between the beneficiaries (WHH, COOPI, ENFO and IBIS) is cordial and collaborative at this stage of the project implementation. They have collaborated in the development of implementing plans. COOPI, ENFO and WHH developed a three month common implementation and monitoring plans of activities integrating roles and responsibilities according to expertise. They held Project management meetings where they shared information, identified future collaborative areas and made common decisions towards the sustainable implementation of the project. This cordiality and collaboration is evident in the implementation of certain activities. ENFO in collaboration with WHH and COOPI reviewed and redesigned the three mini- grids in Segbwema, Panguma and Gbinti respectively that guarantee both operational and financial sustainability with huge potential impacts on the final beneficiaries. ENFO also technically supported WHH in the hiring of the consultant for the baseline study and also in the collection of the data for the base line study. IBIS in consultation with ENFO designed the selection criteria for schools that will be provided with electricity by the project. In general procurement issues are discussed the partners concerned before tenders are published. For instance the procurement of building and electrical materials for ENFO by WHH. This was done with ENFO advice. IBIS s relationship to GTI has been excellent. The focal points for each organization talk via and phone several times a week, and also visit each other s offices several times a month. Both have contributed valuably to activities, including the MoU that was signed between both parties, and building on skills competencies for renewable energy trainings. IBIS s relationship to GTI in Freetown, NTI in Magburaka and Eastern Polytechnic (EPI) in Kenema has been cordial so far. Parties are working on MoUs that would define the relationship, and explicitly spell out responsibilities for project activities. These individual institutions are working on forming steering committees that will oversee their involvement in the implementation of the Action. The membership of these committees will include PRESSD-SL project staff Relationship to State authorities How would you assess the relationship between your organisation and State authorities in the Action countries? How has this relationship affecte d the Action? The relationship between the project and states authority is highly cordial. This is manifested in the cooperation with the Ministry of Energy, the Ministry of Finance the Freetown City council and the District councils of Kailahun and Kenema. This has affected positively the implementation of the action. For instance, The Ministry of finance in collaboration with the Ministry of Energy gave duty waiver to the project for the importation of 4 4-wheeled drive vehicles for the project implementation. The Freetown City Council and the Kenema District Council gave permission for the erection of the project visibility sign boards for both the office in Freetown and Kenema respectively. Furthermore, the Cooperation with the SL Ministry of Energy also include: 1. Regular informal meetings were held with Mr. Benjamin Kamara, the Director of Energy of the SL Ministry of Energy. It was agreed to postpone intra-partner management meetings and refer to informal meetings until all international staff of the partners would be back in Sierra. 2. A meeting was held with the Permanent Secretary of the Ministry of Energy, Mrs. Zainab Buya Kamara, Mr. Benjamin Kamara and the Head of Project (HoP) to propose an MOU of cooperation between the Ministry and WHH to allow for the EU/SL Kotonou Agreement of 2014 Page 32 of 37

33 1963 to be applied for PRESSD. The PS granted the signing and an MOU document has been forwarded to the Ministry for signature.it has subsequently been signed on the 29 th April A third visit to PRESSD liaison was made by Mr. Benjamin Kamara. He disclosed that intensified links between the ministry and PRESSD are being requested by the minister. The ministry proposes to attach the lead engineers of the ministry s 1000 Megawatt for Salone project to PRESSD. Under this project each province would be assigned a lead engineer to develop renewable energy ideas for their respective provinces. It is the wish of the ministry to establish a learning curve between PRESSD implementation concepts and those designated engineers. To emphasize the high esteem for the PRESSD approach as communicated by Mr. Kamara in October and November 2014, he invited us to a personal meeting with the Minister in the second week of January to detail out our concepts to the minister in person. 4. The lead agency (coordinator), WHH has held several meeting with officers of the Ministry of Energy (MoE) on establishing a MoU between the two on behalf of the action. An agreement on a MoU was reached and signed. This is the current working document between MoE and WHH on the implementation of the PRESSD-SL project. A steering committee lead by the MoE is being put in place to oversee the implementation of the project in order to ensure the achievement of the project requirement. WHH has also signed MoU with the Kenema District Council and the Kailahun District Council. 5. IBIS s relationship with State authorities has been quite cordial. IBIS has held numerous meetings with the Kono District Council, the Koidu City Council, and the Kono District Education Office. All three have given valuable input to indicators and activities and we expect these excellent partnerships to continue as the project progresses. 6. The relationship between COOPI and state authorities is cordial. COOPI has a close working relationship with the Ministry of Agriculture, Forestry and Food Security through the A4D Project. There is also cordial relationship between the chiefdom authorities and the District Councils in all the three chiefdoms in the northern districts, who are assigning liaisons to work with us in the project Relationship with any other organisations involved in the Action Where applicable, describe your relationship with any other organisations involved in implementing the Action: Associate(s) Contractors: Alven Construction and Engineering (Pavement,Build security post and out side toilet in Freetown Office) Sierra Tel Sierra Leone (Installation of internet and Land line for PRESSD office Freetown) Moa Maleh Construction and General Services (Construction of Palaver Hut, Kitchen, night guard accommodation in Kenema office) and Renovation of PRESSD Office in Kenema, R and J Construction and general services (Construction of concrete footings for placement of containers in Kenema office) Final Beneficiaries and Target groups: 2014 Page 33 of 37

34 The relationships with these group is for now cordial and cooperative. PRESSD-SL has started meeting with final beneficiaries and target groups in River Number 2, Segbwema, Panguma and Gbinti. There is significant collaboration as each community has signed a MoU with the PRESSD-SL project except for Gbinti by this period of reporting. IBIS has also held several meetings with heads of schools in the Kono District. In collaboration with these heads, IBIS has conducted a school selection exercise for the installation of electricity to ensure transparency and the involvement of these target groups and final beneficiaries in the implementation process. Other third parties involved (including other donors, other government agencies or local government units, NGOs, etc.) The PRESSD-SL project has started building cordial and collaborative relationship with the Kailahun District council and the Kenema district council through several meetings in Febraury 2015 which resulted in the signing of a memorandum of understanding (MoU) with both councils. WHH has also established good working relationship with the Independent power producers (IPPs) in segbwema who were providing electricity to some part of the Segbwema community using fossil fuel powered generators. With several meetings held in January and February These IPPs became aware of the hazards caused by their machines and accepted the use of renewable energy in providing electricity as better for their community instead of fossil fuel powered generators. Thus, these IPPs signed a MoU with WHH and they are now working with WHH in the implementation of the PRESSD-SL project in Segbwema and assisting ENFO in the mapping out of potential electricity consumers and areas of expansion of the mini-grid. Both the Paramount chiefs of the Njaluahun (Segbwema) and Lower Bamabara (Panguma) chiefdoms have good and collaborative working relationships with WHH and ENFO. The hospital managements of both the Panguma hospital and the Nixon Memorial hospital in Segbwema provided the lands for the installation of the mini-grids in each community. And have opted to provide security for the facilities in collaboration with the communities. IBIS is linking with Vocational Training and Education for Clean Energy (VOCTEC) funded by USAID which aims to improve the sustainability of renewable energy infrastructure and investments in developing countries by increasing awareness, knowledge and capacity of local stakeholders, primarily in decentralized clean energy technologies. VOCTEC is working at the West Africa regional level, so linking with their efforts will provide opportunities for IBIS s education components in PRESSD. For example, aligning activities with regional standards associated with VOCTEC. IBIS coordinated with the EU-Funded Renewable Energy Activating Livelihoods project to ensure nonduplication of solar efforts in schools. Coordination led to IBIS removing 4 schools from the PRESSD shortlist, since REAL was installing in those schools. IBIS is in a Technical Vocational Education and Training (TVET) working group that meets twice a month and aims to build the system for TVET including strengthening national accreditation through the introduction of a competency skills accreditation scheme Links and synergies developed with other actions Where applicable, outline any links and synergies you have developed with other actions. Linkages and synergies between the project partners and other groups develop well, especially in light of our Ebola restrictions. For example: 1. Ministry of Energy. The ministry has requested updates/inputs on other energy related issues like the potential of hybrid plants (RE), possible utilization of water hyacinth and PRESSD opinion on gasifiers. The ministry is considering to link PRESSD with other MoE activities like 2014 Page 34 of 37

35 their 1000 Megawatt for Salone project. Further progress in linkages is expected after an official liaison/focal point of the Ministry has been appointed for PRESSD. This is expected by the 3 rd project semester. 2. The Minister of Social Welfare, Gender and Children Affairs expressed its interest in the PRESSD approach towards community ownership for the RE installations. Exchange visits with representatives of River#2 were planned for the 3 rd project semester. 3. ENFO and WHH have been actively engaged to develop an aquaponic system for agricultural use that utilizes solar energy for its pumps (see annex: Aquaponic). This could be of interest for the Ministry of Agriculture already linked to us through their A4D activities. USAID has received a small project proposal on this idea. 4. The community of Waterloo has made contact with PRESSD to identify potential use of Aquaponic systems in rural areas. Two exchange visits have been made. 5. ENFO, IBIS and WHH have prepared various proposals on health stations in SLE for the EU to incorporate training and electricity services to the public health sector in SLE. 6. ECREEE of ECOWAS have expressed pro-active interest in the PRESSD approach of communities own contribution used at River#2. Possible financing for a new project on this basis is currently being discussed between the EU, ECREEE and WHH. 7. The PRESSD focus on Youth potential in development has resulted in the proposal for an investment fund for young entrepreneurs together with input from WHH waste-management project in Bo City and in cooperation with GIZ. 8. IBIS and WHH have discussed the option to develop future mini-grid sites of PRESSD into an on-site training facility that can be used beyond the projects duration for IBIS capacity building programmes. As the Ebola virus disease is still affecting almost all parts of the country and the operations of many other programmes and projects have been scaled down, an increase in synergy activities is expected for the 3 rd semester of the project, once Ebola is much reduced or has disappeared Previous EU grants If your organisation has received previous EU grants in view of strengthening the same target group, in how far has this Action been able to build upon/complement the previous one(s)? (List all previous relevant EU grants). The Agriculture for Development Project implemented by WHH and COOPI EU funding for the A4D project implemented by Welthungerhilfe (WHH) for cocoa and coffee and Cooperazione Internazionale (COOPI) for cashew trees is targeted by the PRESSD-SL project to strengthen their sites economically and improve living conditions by providing at least a minimum of electricity Page 35 of 37

36 The strongest performing A4D sites are earmarked for the installation of an energy hub, i.e. a solar energy installation that provides up to 3.5 KW of electricity for agricultural productive use. Weaker sites of A4D can better integrated in the project s families/clusters of villages by giving them smaller energy kiosks for phone and light-charging. A marked improvement of intra-a4d project communication is expected. However, the existence of the kiosks themselves will already provide steady and additional income to those villages and thus strengthen their overall economic performance and ability to save and invest (see picture to the left). Capacity building as provided by IBIS and technical expertise on maintenance through ENFO ensure that the A4D project receives a sustainability approach for RE in the form of differently sized systems and own local management. Thus, PRESSD partner expertise is given direct access to local A4D communities to improve economic practices and outlook in general. To ensure ownership, WHH contributes its own contribution approach from the PRESSD mini-grids to the development of A4D sites and introduces an economic self-interest to responsibly run the systems. 4. Visibility How is the visibility of the EU contribution being ensured in the Action? The project has started to design an implementation plan. A first draft is expected to be finished beginning of May 2015, before hardware arrives for first project installations. Moreover, the EU logo are made visible on all the project equipment, vehicles, furniture and signboards at the project offices. First sign-boards at offices have been erected (See annex: Visibility). Visibility of the EU is a key aspect when communicating on issues relating to EU funded projects. In line with this, we have developed a visibility concept/plan in line with the EU communication and visibility guidelines. WHH has recruited a communications officer who is leading on visibility actions for all the partners. The project is doing its best in ensuring that the EU is as visible as possible by including it as the funding agency in all communication activities. This is evident in our press releases, letters, banners, signboards, stickers and other communication media we use. In meetings with management committees, community people, ministry of energy, district councils and other stakeholders, we have always communicated the role of the EU as the major funding agency of the project. The implementing partners, (WHH, IBIS, ENFO and COOPI) unanimously agreed to develop a logo (that consist of the EU logo, GoSL Emblem and the logos of the implementing partners) for the project. In this logo (see left), the 2014 Page 36 of 37