UNEP DTUPartnership Department of Management Engineering TechnicalUniversity of Denmark – DTU UN City, Marmorvej 51 DK-2100Copenhagen Ø, Denmark

Phone +45 45335250 Fax unep@dtu.dk www.unepdtu.org

Agreement for Conducting a Technology Needs Assessment

in Mauritania

Whereas the United Nations Environment Programme (UNEP) is the United Nations system’s designated

entity for addressing environmental issues at the global and regional level. Its mandate is to coordinate the

development of environmental policy consensus by keeping the global environment under review and

bringing emerging issues to the attention of governments and the international community for action.

Whereas in the context of the United Nations Framework Convention on Climate Change UNFCCC process,

a Technology Needs Assessment (TNA) is a country-driven set of activities directed mainly at the

identification and prioritisation of climate change mitigation and adaptation technologies, and TNA is a

means by which to track evolving needs in developing countries for new equipment, techniques, practical

knowledge and skills,

Whereas since 2001, a number of developing country Parties to the UNFCCC have conducted TNAs within

the framework of their national development plans and strategies; review of these early TNA processes

revealed significant operational and methodological constraints that compromised the quality,

comprehensiveness and utility of the resulting country TNA reports.

Whereas a new project has been designed to assist countries in carrying out improved TNAs supported by

Global Environment Facility GEF grant financing. Project activities include in-depth analysis and prioritisation

of technologies, analysis of potential barriers hindering the transfer of prioritised technologies and analysis of

potential market opportunities at the national level; all activities are organised around three main

components, namely: i) Support for the development or strengthening of TNAs; ii) Development of tools and

provision of methodological information to support the TNA and Technology Action Plan (TAP) processes;

and iii) Establishment of a cooperation mechanism that aids preparation and refinement of the TNA and TAP

implementation and dissemination.

Whereas it is indented that through the project, countries will complete a TAP on the basis of strong

consensus amongst stakeholders on priority technologies, including relevant actions in order to accelerate

the transfer and deployment of clean technologies.

Whereas UNEP, through its Division of Technology, Industry and Economics (DTIE) will be responsible for

the implementation of the Project and will provide overall project oversight and strategic coordination.

Whereas the UNEP DTU Partnership (UDP) provides scientific input on energy and climate change issues to

the United Nations Environment Program, and is placed at the Technical University of Denmark (DTU)

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referring to the Danish Ministry of Science, Technology and Innovation, organised and existing under the

laws of Denmark, and will serve as the executing partner of the project under the overall supervision of

UNEP (DTIE).

This agreement is made between the UNEP DTU Partnership (Hereinafter referred to as “UDP”) and the

Ministry of Environment and Sustainable Development represented by the Coordination Unit of the National

Programme of Climate Change (Hereinafter referred to as “CCPNCC”. UDP and “CCPNCC” hereinafter

referred to individually as “Party” and collectively as “Parties”.

The following agreement is made and entered into as of 07 April 2015 (Hereinafter referred to as “the

Effective Date”) regarding to Technology Needs Assessment Project Nr. 82220/URC327 (Hereinafter

referred to as “the Project”).

The parties have agreed as follows:

Article 1 - Assignment

1.1 The CCPNCC shall complete the tasks related to TNA by 31 May 2017 as a part of the

overall UNEP-GEF project on TNA.

1.2 The CCPNCC shall actively involve relevant stakeholders and funding community from

project inception and throughout implementation.

Article 2 - Scope of Work

2.1 The Agreement covers various tasks to be performed under the guidance of CCPNCC in

Mauritania for conducting the TNA for Mauritania, including preparation of a Technology

Action Plan (TAP), with support from UDP and other resources such as Regional Centres

(RCs) and Experts organised by UDP to help countries in TNA preparations. The tasks to be

carried out by the CCPNCC are as described in Appendix 1 – Statement of Work with

deliverables indicated against each activity and final deliverables include the following:

a) A Technology Needs Assessment (TNA) report describing the prioritised technologies for

mitigation and adaptation in selected sectors including the process followed and the rationale

for the latter. UDP will provide a template for the TNA report.

b) A Barrier Analysis and Enabling Framework (BA&EF) report on exiting barriers for the

prioritised technologies, and enabling framework to facilitate the deployment and diffusion of

technology priorities. UDP will provide a template for the BA&EF report.

c) A Technology Action Plan (TAP) report for mitigation and adaptation including project ideas for

the implementation of the TAP in the format agreed for the project with UDP. UDP will provide

a template for the TAP report.

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d) A report containing information on national workshops and list of participants.

e) A report documenting the process through which relevant stakeholders and funding

community have been involved in the process.

f) A final activity report of the overall activities of the project.

All the preceding deliverable should have been delivered prior to each of the major deliverable (a) to (d).

2.2 A quarterly progress report, indicating status of each activity of the Statement of Work, will

be submitted to the corresponding country coordinator at UDP.

2.3 The process and outputs of the project are subject to national control and ownership. As

such the corresponding signing Ministry/entity is responsible for ensuring the delivery of

high-quality, relevant, outputs from the national consultants by its official endorsement.

Article 3 - Consideration

3.1 Contingent on UDP’s receipt of funds from UNEP and in consideration of the tasks

performed according to article 2 of this Agreement, UDP will pay a maximum of US$ 134,800

(one hundred and thirty four thousand eight hundred US dollars) for the organisation of

national workshops and engagement of national experts /consultants by the CCPNCC

subject to the approval of the country budget, work plan, and contracts and terms of

reference of national experts/consultants. Out of the US$ 134,800, US$ 14,800 (fourteen

thousand eight hundred US dollar) will be allocated to cover the expenses related to the

participation of the national TNA coordinator and two national experts/consultants (one

adaptation expert and one mitigation expert) in two regional training workshops, and the

participation of the national TNA coordinator in a global experience sharing workshop. The

US$ 14,800 will be administered by UDP. UDP will cover participants' travel expenses, such

as air tickets, hotel and local transportation. In addition to this, DSAs according to Danish

rules will be paid to participants.

3.2 Payment by UDP to the CCPNCC will be made in four instalments as follows:

An advance payment of US$ 20,000 (thirty thousand US dollar) upon signing of this

Agreement by Parties and approval of budget by UDP;

An second payment of up to US$ 30,000 (thirty thousand US dollar) on approval by UNEP

and UDP of the deliverable (a), as stipulated in Article 2 above;

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A third payment of up to US$ 30,000 (thirty thousand US dollar) following approval of

deliverable (b) as stipulated in Article 2 above;

A final payment of up to US$ 40,000 (forty thousand US dollar) on approval by UDP of

the deliverables (c), (d), (e) and (f), as st ipulated in Article 2 above.

3.3 For each instalment following the initial instalment the CCPNCC shall submit a payment

request that shall include a statement showing the resource balance for the previous period

based on the latest approved project work plans. Templates for payment request and

statement of resource balance will be provided by UDP. The original receipts and invoices

must be provided as documentation for expenditures made. The CCPNCC shall submit

an independent audit certificate with the final report, if requested by UDP.

3.4 Payments are made to the following Bank Account:

BANKING INFORMATION

Beneficiary Bank Name: ORABANK MAURITANIE

Correspondent Bank Name: BANCA MARCH

Beneficiary Bank Address:

ORABANK MAURITANIE P54

Avenue, Général Charles De Gaulle BP

913

Correspondent Bank Address:

BANCA MARCH AVENIDA ALEJANDRO ROSSELLO

8 07002 PLAMA DE MALLORCA

ESPAGNE Beneficiary Bank Account Name:

UNEP/TNA/CCPNCC Correspondent Bank Account Number:

06402112530103

Bank Account Number: 033010900601

IBAN No: ES2300610640592530103211

Bank ABA/Swift Code: 0RBKMRMR Swift Code: BMARES2M

State/Province: Postal/ZIP Code: Country:

PO BOX 913

NOUAKCHOTT

MAURITANIA

Country:

ESPAGNE

Article 4 - Term and termination

4.1 The term of the Agreement shall commence on the Effective Date and unless terminated

earlier in accordance with article 4.2 below, expire without further notice on November 30,

2017.

4.2 This Agreement shall terminate upon occurrence of any of the following:

(i) UDP is unable to prove that the financial contribution has been used for the stipulated

purpose.

(ii) Extraordinary circumstances arise that preclude or seriously jeopardize the

implementation, the operation, or the purpose of the project.

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(iii) Obligations under this Agreement or under separate agreements pertinent to this

Agreement have been violated.

(iv) upon thirty (30) days’ written notice from UDP if the CCPNCC is in default or breach of any

material obligation under this Agreement as described in such notice and fails before the

end of such thirty (30) day period to cure such default or breach to the reasonable

satisfaction of UDP; or

(v) upon thirty (30) days' written notice from CCPNCC if UDP is in default or breach of any

material obligation under this Agreement as described in such notice and fails before the

end of such thirty (30) day period to cure such default or breach to the reasonable

satisfaction of the CCO.

Article 5 - Liability

5.1 The CCPNCC shall defend, hold harmless and indemnify UDP and UDP’s employees from

and against all claims, liabilities, losses and damages, costs and expenses with respect to

any litigation, proceeding, dispute or controversy brought against UDP by a third party to the

extent such claims, liabilities, losses and damages, costs and expenses are based on any of

the services provided by the CCPNCC according to article 2. The obligation of the CCPNCC

to indemnify UDP shall survive the expiration or earlier termination of this Agreement.

Article 6 - Intellectual Property

6.1 All information, results and products whether tangible or intangible resulting from the

services provided according to article 2 is the property of UDP and UNEP and each Party is

free to use it as long as they do not offend the interest of the other Party.

6.2 The results and products of this cooperation agreement will be used for info rmational and

educational purposes and will not be used for profit-making purposes by either of the parties.

Article 7 - Notices

7.1 Any notice or other communication hereunder must be given in writing to the Party, to which

such notice or communication is to be given at the address set forth below:

To Jorge Rogat at:

UNEP DTU Partnership (UDP) DTU - Department of Management Engineering UN City Marmorvej 51 2100 Copenhagen jorr@dtu.dk www.unepdtu.org

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To SIDI MOHAMED EL WAVI at:MEDD BP 170 NOUAKCHOTT MAURITANIA

Phone: + 222 4600 8383 E-mail: elwavi.sm@gmail.com

Article 8 - Governing law and Venue

8.1 The place of jurisdiction shall be Nouakchott if the plaintiff is UDP and the place of

jurisdiction shall be Copenhagen City Court (Denmark) if the plaintiff is the CCPNCC. The

Laws of the country where the case is filed will be followed.

Article 9 - Miscellaneous

9.1 Neither this Agreement nor any of its provisions may be amended, supplemented, modified

or waived except by in writing duly executed by both of the Parties hereto.

9.2 Any waiver by any Party of a breach of any provision of this Agreement shall not be

considered as a waiver of any subsequent breach of the same or any provision of this

Agreement.

9.3 Each Party hereto shall conduct all of its business in its own name as an independent

contractor. Neither Party has the right or power to act for or on behalf of the other or to bind

the other in any respect.

9.4 If any provision of this Agreement is determined to be illegal, invalid or otherwise

unenforceable by a court of competent jurisdiction, then to the extent necessary to make

such provision and/or this Agreement legal, valid or otherwise enforceable, such provisi on

shall be limited, construed or severed and deleted from this Agreement, and the remaining

portion of such provision and the remaining other provisions hereof shall survive, remain in

full force and effect and continue to be binding, and shall be interpreted to give effect to the

intention of the Parties hereto insofar as that is possible.

9.5 No offer, payment, consideration, or benefit of any kind which constitute illegal or corrupt

practices, shall be made, either directly or indirectly, as an inducement or reward in relation

to:

a. the tendering,

b. the award of the Agreement, or

c. the execution of the Agreement.

Any such practice will be grounds for the immediate cancellation of this Agreement and for

such additional actions, civil and/or criminal, as may be appropriate. At the discretion of the

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UDP a further consequence of any such practice can be the definite exclusion from any

tendering for UDP future activities.

---ooOoo---

This Agreement is executed by the duly authorised officers of the respective Parties in 2 (two) copies

and each Party has received a copy, which, if mutually agreed, can be scanned (electronic) copies.

For and on behalf of UDP: For and on behalf of the CCPNCC

Date: 07 April 2015 Date: 16 April 2015

John Christensen SIDI MOHAMED EL WAVI

Head of Division UNFCCC NFP, CCPNCC COORDINATOR

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- 0 -

Appendix I

Organising the National Technology Needs Assessment (TNA) Process:

An Explanatory Note Subash Dhar, Jyoti Painuly, Ivan Nygaard and Jorge Rogat

UNEP DTU Partnership (UDP)

Denmark

Revised (November, 2014) - 1 –

Background UNEP and UNEP DTU Partnership (UDP) are involved in the implementation of a global

Technology Needs Assessment (TNA) project funded by the Global Environment Facility (GEF).

The TNA Phase I project was implemented between 2009 and 2013 in 36 countries. The TNA

process is typically country driven and stakeholder consultations are strongly recommended (See

Box 1) at each stage1. Therefore a note2 to guide the national institutional structure within the

countries was prepared to support countries in Phase I. The note was based on the experiences of

UDP experts who took part in discussions and missions to the countries of Phase I. The

note2 has now been revised further for Phase II of the TNA, which will start in November 2014,

on the basis of learnings from Phase I3.

Box 1: Learnings from first TNA4 (Conducted by UNEP & UNDP)

Process-related

1. Strengthening national capacity should be a key priority for future work on technology transfer

activities

2. Clearly define stakeholders roles and strengthen their involvement

3. Ensure there is a well-defined and transparent institutional set-up in countries

4. Develop a detailed work plan in consultation with stakeholders, defining roles, and laying out our

clear objectives

Methodology-related

5. Clearly define activities and ensure timely technical guidance is available

6. Use most recent and applicable methodology, and adapt guidance to national circumstances

7. Decide on the tool of prioritisation in accordance with national circumstances

8. Strengthen the identification of needs for adaptation technologies

9. Consider non-technological options

10. Use a wide range of criteria, identify a small number of key sectors

Project Boundary

11. Conduct a barrier analysis for the selected/prioritised technologies

12. Develop implementation plans to address the barriers identified

13. Develop project proposals1

UNDP (2010) "Handbook for conducting Technology Needs Assessment for Climate Change"2

Dhar, Subash; Painuly, Jyoti & Nygaard, Ivan, 2010 "Organising the National TNA Process: An Explanatory Note"3

Refer the synthesis report by UNFCCC on TNA Phase I implemented by UNEP & UNEP DTU Partnership

between 2009 and 2013"Third synthesis report on technology needs identified by Parties not included in Annex I to

the Convention TNA Synthesis Report" http://unfccc.int/resource/docs/2013/sbsta/eng/inf07.pdf 4

9

The learnings are based on a review of two synthesis reports submitted by UNEP and UNDP to GEF in 2008 on first

TNA exercise and a TNA best practices workshop conducted by UNFCCC in 2007

- 2 -

Institutional Structure

The institutional structure proposed for implementing TNA is shown in Figure 1. The National TNA team

will generally be responsible for conducting the TNA within the countries. The National TNA team

comprises the National TNA Committee, National Consultants /experts, Workgroups, and TNA

coordinator. In accordance with Lessons 2 and 3 (Box 1), the suggested roles for each will be outlined

below. National experts on mitigation and adaptation who would act as national consultants for the project

may be hired by countries themselves. By doing so national capacity can also be strengthened (lesson 1), as

the national consultants would receive training at the regional capacity building workshops on

methodologies and tools for conducting TNA.

Figure 1. Proposed institutional structure for the TNA project

The in-country institutional structure and titles will be up to the countries. For example, a country may

decide to call the “National Steering Committee” project as “National Advisory Committee”, but

importantly each element of the in-country institutional structure is designed to play an important role

(Figure 2). For example, although the TNA process can be implemented by engaging a few mitigation and

adaptation national experts (National consultants) and

- 3 –

producing a few reports, the establishment of a National TNA committee and work groups can be a useful

platform to successfully engage a wide range of stakeholders. Similarly, inviting key policy makers to take

part in a National Steering Committee could be beneficial in assisting the uptake of any policy

recommendations from the work groups and National TNA committee.

Figure 2. Role of in-country institutional elements

National Steering Committee

The National Steering Committee should be composed of members responsible for policy making from all

relevant ministries as well as key stakeholders from the private sector. The National Steering Committee

provides political acceptance to the TNA process within a country and would be responsible for:

• Guiding the National TNA team

• Providing political acceptance for the Technology Action Plan

National TNA Team

The National TNA Team will be the main decision making body for the project, and the Project

Coordinator (or TNA Coordinator) will be the focal point. The National TNA team is composed of a small

core group ( i . e . , the National TNA Committee), and a broader group of stakeholders (i.e., sectoral

/technology workgroups) and experts (national consultants), that would aid the core group.

Wide Stakeholder Consultation

Analytical Basis

& Reporting

Political Acceptance National Steering Committee

Work groups &

National TNA Committee

National Consultant

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- 4 –

a. TNA Coordinator

The appointment of the TNA Coordinator is the responsibility of the entity signing the TNA MoU

(Memorandum of Understanding) or Agreement (responsible ministry). The TNA coordinator plays a key

role and is expected to coordinate amongst the different groups to ensure that they work together as a team.

The TNA Coordinator will be the focal point for the TNA project and manager of the overall TNA process.

The Coordinator will provide vision and leadership for the overall project, facilitate communication with

the National TNA Committee members, National Consultants and stakeholder groups, form networks, and

compile information, and coordinate and communicate all work products. The solid leadership and clear

management skills of the project coordinator is critical for the success of the TNA in each country. It is

therefore recommended the TNA Coordinator have at least: facilitation skills, project management skills,

and scientific or engineering background, as these competencies will assist in understanding technology

specifications and performance requirements.

b. National TNA Committee

The National TNA Committee is the core group of decision makers and includes representatives

responsible for implementing policies from relevant ministries, or other representatives who are familiar or

work with national development objectives, sector policies, climate change science, potential climate

change impacts for the country, and adaptation needs. The number of National TNA Committee should

ideally be restricted t o below ten m e m b e r s i n o r d e r to keep the decision making process relatively

simple.

The composition of the National TNA team is on the other hand relatively flexible as it may need to induct

members from the relevant stakeholder group for specific tasks. For example, if electricity is one of t h e p r

i o r i t i s e d sectors for mitigation then a work group would be constituted comprising of stakeholders

from utilities, industrial consumers, civil society, regulators, etc.

The role of the National TNA Committee is to provide leadership to the project in association with the

TNA coordinator. Specific responsibilities include:

1. Identifying national development priorities, and priority sectors for technology needs.

2. Deciding on the constitution of sectoral / technological workgroups

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3. Approving the technologies and strategies for mitigation and adaptation recommended by sectoral

workgroups.

4. Approving the Sectoral Technology Action Plan (a roadmap of policies that will be required for

removing barriers and creating the enabling environment) and developing a cross-cutting National

Technology Action Plan (TAP) for mitigation and adaptation.

c. National Consultants / Experts

The national consultants are national mitigation and adaptation experts, selected by the National TNA

Committee in consultation with UDP. They will work in close collaboration with the National TNA

committee and various work groups, and will be directly responsible to the TNA Coordinator. The national

consultants’ overall task is to support the entire TNA process, by leading and undertaking activities such as

research, analysis and synthesis in support of the TNA project. The national consultants will be an

important component of the global TNA project and participate in regional -level capacity building

workshops organised by UDP and Regional Centres (RCs). They will be responsible for providing process-

related and technical advisory services needed for conducting TNAs and developing Technology Action

Plans (TAPs) at the country level. Together with the TNA coordinator, the national consultants will assist

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the TNA coordinator in applying the participatory approach to the TNA process by facilitating the tasks of

communication within the national TNA team, outreach to stakeholders, formation of networks, and

coordination and communication of work products. National consultants are expected to:

1. Provide support to the identification and categorisation of the country’s priority sectors, and

identification and prioritisation of technologies for mitigation through a participatory process with a

broad involvement of relevant stakeholders;

2. Facilitate the process with the work groups of analysing how the prioritised technologies can be

implemented in the country and how implementation circumstances could be improved by addressing

the barriers and developing an enabling framework. The results will be included in the barrier analysis

and enabling framework report (BA&EF);

3. Prepare the National TAP, which will outline essential elements of an enabling framework for

technology transfer and will consist of market development measures, institutional, regulatory and

financial measures, and human and institutional capacity requirements. It will also include a detailed

plan of action for implementing the proposed policy measures and assessing the need for external

assistance to cover additional implementation costs.

- 6 -

4. Prepare the TNA, BA&EF, TAP and final report for the country. The TAP report will include project

ideas.

d. Sectoral / Technological Workgroups

The Stakeholders are central to the TNA process, as they are key to carrying forward the implementation

plan after project completion. To engage stakeholders in the TNA process, constitution of workgroups is

proposed. The workgroups would be constituted by the National TNA Committee. The workgroups can be

established by sector and can decide on the technologies appropriate for the given sector, as well as

undertake market / barrier analysis and recommend an enabling framework for the sector. In case the

National TNA Committee chooses to prioritise technologies instead of sectors then the work groups can be

organised on technology lines.

The work groups could include persons drawn from government departments with responsibility for policy

formulation and regulation, private and public sector industries, electric utilities and regulators, technology

suppliers, finance, technology end users (e.g., households, small business, farmers), technology experts

(e.g., from universities, consultants, etc.) and others (international organisations, donors).

Regional Centres (RCs)

The current TNA (TNA Phase II) project will be implemented in 25 developing countries (see

Figure 3). The project engages two RCs in each of the regions (Latin America, Africa, and Asia)

to support the TNA process in the countries, with a role to generate greater awareness about

technology needs of the countries at regional level, and to enhance capacities within the region5. 5

This can help similar projects by other organisations. Details on country wise initiatives can be found on <

http://en.openei.org/wiki/Concept:CLEAN_Programs>

- 7 -

Figure 3. Regional Scope for the TNA Phase I and Phase II project

In cooperation with UDP, the R C s will play a substantial role in providing technical support to the

national TNA teams. The main responsibilities of the RCs will be the following:

1. In collaboration with UDP organise and facilitate the regional training workshops where country

participants will be trained on the methodologies for conducting the TNA.

2. Provide technical and process support to the countries within the region during the whole project

implementation. For this, the RCs would undertake missions to countries depending on the needs of the

countries.

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3. Provide countries with advice/guidance through the "help desk", as requested by the countries after

country emissions workshops and throughout project implementation.

4. Based on country requests, provide technology descriptions for technologies not found in the TNA

technology guidebooks, the database of factsheets from the countries, or on the Climate Techwiki3.

5. In collaboration with UDP organise and facilitate the experience sharing workshops for countries

6. Review and comment on TNA, BA&EF and TAP reports from countries to improve quality of outputs,

and compile a synthesis report and a best practice report.

- 8 -

UNEP DTU Partnership (UDP)

UDP is the implementing agency for the project at global level with a main role in supporting the countries

in the TNA project through:

1. Recommending the institutional structure for conducting the TNA to countries.

2. Providing methodological inputs for conducting the TNA.

3. Providing support to the countries for data related to technologies on mitigation and adaptation, through

strengthening Climate Techwiki site, developing guidebooks, and through the on-demand help desk facility

available at the RCs

4. Providing training in methodological tools and databases which would be provided in regional capacity

building workshops. 3

Climate Techwiki is an online database on mitigation and adaptation technologies.

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9.6 Annexe II

Organisation du Processus

d’Evaluation des Besoins en Technologie (EBT) :

Une Note Explicative

Subash Dhar, Jyoti Painuly, Ivan Nygaard et Jorge Rogat

Partenariat PNUE DTU (UDP)

Danemark

Révisé (novembre, 2014)

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Généralités Le PNUE et le Partenariat PNUE DTU (UDP) sont impliqués dans la mise en œuvre d'un projet

international d’Evaluation des Besoins en Technologie (EBT) financé par le Fonds pour

l'environnement mondial (FEM). Le projet EBT de Phase 1 a été réalisé entre 2009 et 2013 dans

36 pays. Le processus EBT est généralement dirigé par le pays concerné et des consultations des

parties prenantes sont fortement recommandées (voir Encadré 1) à chaque étape1 . Par

conséquent une note 2 visant à guider la structure institutionnelle nationale au sein des pays avait

été préparée afin de soutenir les pays au cours de la Phase I. La note était basée sur les

expériences des Experts UDP ayant pris part aux discussions et missions à destination des pays

de la Phase I. La note 2 a maintenant été révisée pour la Phase II du projet EBT, qui débutera en

novembre 2014, sur la base des enseignements de la Phase I3.

Encadré 1: Leçons tirées de la première EBT4 (dirigée par le PNUE & le PNUD)

Liées au Processus 1. Le renforcement de la capacité nationale devrait être une priorité clé pour le

futur travail portant sur les activités de transferts de technologie ;

2. Définir clairement les rôles des parties prenantes et renforcer leur implication ;

3. S’assurer qu'il existe un arrangement institutionnel bien défini et transparent dans

les pays ;

4. Elaborer un plan de travail détaillé en consultation avec les parties prenantes, en

définissant les rôles et en fixant nos objectifs clairs ;

Liées à la méthodologie 5. Définir clairement les activités et s’assurer que des orientations techniques sont

disponibles en temps opportun ;

6. Utiliser la méthodologie la plus récente et la plus applicable, et adapter les

orientations aux conditions nationales ;

7. Décider de l’outil de priorisation en conformité avec les conditions nationales.

8. Renforcer l'identification des besoins en matière de technologies d'adaptation

9. Envisager des options non technologiques ;

10. Utiliser un large éventail de critères; identifier un petit nombre de secteurs clés.

Délimitation du Projet 11. Réaliser une analyse des barrières pour les technologies sélectionnées / priorisées ;

12. Elaborer des plans d’exécution pour faire face aux barrières identifiées ;

13. Elaborer des propositions de projet.

1 PNUD (2010) «Manuel pour la Réalisation d’Une Evaluation des Besoins en Technologie pour le Changement

c l imat ique » 2 Dhar, Subash; Painuly, Jyoti & Nygaard, Ivan, 2010 : «Organiser le Processus EBT National: Une note explicative » 3 Se reporter au rapport de synthèse de la CCNUCC relatif au EBT Phase I mis en œuvre par le PNUE et le Partenariat

PNUE DTU entre 2009 et 2013 : «Troisième Rapport de synthèse relatif aux besoins en technologie identifiés par les

Parties non visées à l'annexe I du Rapport de synthèse de la Convention EBT » 4 Les leçons sont basées sur l'examen de deux rapports de synthèse soumis par le PNUE et le PNUD au FEM en 2008 sur

le premier exercice de la EBT et un atelier sur les bonnes pratiques EBT organisé par la CCNUCC en 2007.

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Structure Institutionnelle

La structure institutionnelle proposée pour la mise en œuvre du projet EBT est illustrée au Schéma

1. L'équipe nationale EBT sera responsable de la conduite de l' EBT au sein du pays. L'équipe

nationale EBT comprend le Comité national EBT, les Consultants / Experts nationaux, les

Groupes de travail, et le coordinateur EBT. Conformément aux Leçons 2 et 3 (Encadré 1), les

rôles suggérés pour chaque acteur seront décrits ci-dessous. Les experts nationaux en atténuation

et adaptation qui feraient office de consultants nationaux pour le projet peuvent être embauchés

par les pays eux-mêmes. Ce faisant, la capacité nationale peut également être renforcée (leçon 1),

étant donné que les consultants nationaux recevraient une formation lors des ateliers régionaux de

renforcement des capacités sur les méthodes et les outils pour la conduite d’une EBT.

Schéma 1. Structure institutionnelle proposée pour le projet EBT

La structure institutionnelle et les titres au sein de chaque pays incomberont aux pays. A titre

d’exemple, un pays peut décider de donner à l’élément « Comité de Pilotage National » le nom de

« Comité Consultatif National ». Chaque élément de la structure institutionnelle du pays est conçu

pour jouer un rôle important (Schéma 2). A titre d’exemple, bien que le processus EBT puisse être

mis en œuvre en engageant quelques experts nationaux en atténuation et adaptation (consultants

nationaux) et en produisant quelques rapports, la création d'un comité national et de groupes de

travail EBT peut constituer une plate-forme utile pour engager le dialogue avec succès avec un

large éventail de parties prenantes. De même, le fait d’inviter des décideurs clés à prendre part

à un comité national de pilotage pourrait être bénéfique en contribuant à l'adoption de

toutes recommandations politiques et stratégiques de la part des groupes de travail et du Comité

EBT National.

Entité contractante

PNUE/

UNEP DTU

Partnership

Consultants

Nationaux Centre régional

Secteur privé

Comité National EBT

Groupe de travail par secteur

ou par technologie

Parties

Prenantes

Experts & universitairesEtc…

Environnement

Agriculture

Ministère

de l'Énergie

Coordinateur

du projet

EBTSocieté Civile

Comité de pilotage

du projet EBT

Pays Global

Analyses

Ressources

Cooperation étroite

Equipe Nationale

TNA Facilitateurs

Resultats

17

Schéma 2: Rôles des différentes composantes institutionnels dans le pays

Comité de Pilotage National

Le Comité de Pilotage National est composé de membres chargés de l'élaboration des politiques

issus de tous les ministères pertinents ainsi que d’acteurs clés issus du secteur privé. Le Comité de

Pilotage National apporte une acceptation politique au processus EBT dans le pays et serait chargé

de:

Guider l'équipe EBT nationale

Apporter une acceptation politique au Plan d’Action Technologique.

Equipe EBT Nationale L'équipe EBT nationale est le principal organe de décision pour le projet. Le coordonnateur du

projet (ou coordonnateur EBT) est le point focal du projet. L'équipe EBT nationale est composée

d'un petit groupe de base (c’est-à-dire le Comité national EBT), et d’un groupe plus large de

parties prenantes (c'est à dire les groupes de travail sectoriels / technologiques) et les experts

(consultants nationaux), qui apporteraient une assistance au groupe central.

a. Coordinateur EBT

La désignation du Coordinateur EBT incombe à l’entité signant le Protocole d'accord EBT ou

l'Accord (ministère responsable). Le coordinateur EBT joue un rôle clé. Il est prévu qu’il assure

une coordination parmi les différents groupes pour veiller à ce que ceux-ci travaillent ensemble

comme une seule et même équipe. Le Coordinateur EBT sera le point focal pour le projet EBT et

le gestionnaire du processus EBT global. Le Coordonnateur apportera une vision et un leadership

au projet dans sa globalité, facilitera la communication avec les membres du Comité EBT

National, les Consultants Nationaux et les groupes de parties prenantes, formera des réseaux,

compilera les informations, et coordonnera et communiquera tous les produits issus du travail. Un

solide leadership et des compétences claires en matière de gestion du coordinateur de projet sont

critiques pour le succès de la NA dans chaque pays. Il est donc recommandé que le Coordinateur

EBT dispose au moins de compétences en matière d’animation, de compétences en matière de

gestion de projet, et de formation scientifique ou en ingénierie, étant donné que ces compétences

aideront à comprendre les spécifications technologiques et les exigences en matière de

performance.

Large Consultation avec les parties prenantes

Analyses

& elaboration

des rapports

Processus Politique Comité de Pilotage du

Projet

Groupes de travail &

Comité National EBT

Consultant National

18

b. Comité EBT National

Le Comité EBT National est le groupe central de décideurs et comprend des représentants chargés

de la mise en œuvre des politiques issus de ministères pertinents, ou d'autres représentants

familiarisés avec les objectifs de développement nationaux, des politiques sectorielles, la science

du changement climatique, les impacts potentiels du changement climatique pour le pays, et les

besoins en matière d’adaptation. Le nombre de membres du Comité EBT National devra

idéalement être limité à moins de dix membres afin de garder le processus de prise de décision

relativement simple.

La composition de l’équipe EBT nationale est par ailleurs relativement flexible étant donné qu’elle

pourra avoir besoin de voir adjoindre des membres issus du groupe d’acteurs pertinent pour des

tâches spécifiques. A titre d’exemple, si l’électricité est l’un des secteurs prioritaires pour

l’atténuation, alors un groupe de travail serait constitué qui comprendrait des acteurs issus des

régies publiques, des consommateurs industriels, de la société civile, de régulateurs, etc.

Le rôle du Comité EBT National est d’assurer un leadership pour la gestion du projet en

association avec le coordinateur EBT. Les responsabilités spécifiques sont notamment les

suivantes:

1. Identification des priorités nationales en matière de développement, et priorités sectorielles pour les

besoins technologiques ;

2. Décider de la constitution de groupes de travail sectoriels / technologiques ;

3. Approbation des technologies et stratégies pour l’atténuation et l'adaptation recommandées par les

groupes de travail sectoriels.

4. Approbation du Plan d’Action Technologique Sectoriel (une feuille de route en termes de politiques qui

seront requises pour éliminer les barrières et créer un environnement favorable) et élaboration d’un Plan

d’Action Technologique (PAT) National transversal pour l’atténuation et l'adaptation.

c. Consultants / Experts Nationaux

Les consultants nationaux sont des experts nationaux en atténuation et adaptation nationale,

sélectionnés par le Comité EBT National en consultation avec UDP. Ils travailleront en étroite

collaboration avec le Comité EBT National et divers groupes de travail, et seront directement

placés sous la responsabilité du Coordonnateur EBT. La tâche globale du consultant national est le

soutien à l’ensemble du processus EBT, en animant et en réalisant des activités telles que la

recherche, l’analyse et la synthèse en soutien au projet EBT. Les consultants nationaux seront une

composante importante du projet EBT mondial et participeront aux ateliers de développement des

capacités au niveau régional organisés par UDP et les Centres Régionaux (CR). Ils seront chargés

de fournir les services consultatifs techniques et liés aux processus qui sont nécessaires pour

réaliser les EBT et élaborer des Plans d’action technologique (PAT) au niveau des pays.

Conjointement avec le coordinateur EBT, les consultants nationaux aideront le coordinateur EBT

à appliquer l’approche participative au processus EBT en assurant l’animation des tâches de

communication au sein de l’équipe EBT nationale, par le biais de la communication à l’attention

des parties prenantes, la constitution de réseaux, et la coordination et la communication au sujet des

produits issus du travail. Il est prévu que les consultants nationaux :

1. Apportent un soutien à l'identification et catégorisation des secteurs prioritaires du pays, et l'identification

et priorisation des technologies pour l'atténuation à travers un processus participatif avec une implication à

l'étranger des parties prenantes pertinentes;

2. Facilitent avec les groupes de travail le processus d’analyse de la manière dont les technologies priorisées

peuvent être mises en œuvre dans le pays et la manière dont les conditions de mises en œuvre pourraient

être améliorées en faisant face aux barrières et en élaborant un cadre propice. Les résultats seront inclus

dans le rapport d’Analyse des Barrières et de Cadre Propice (BA & EF);

3. Préparent le PAT National, qui donnera un aperçu des éléments essentiels d’un cadre propice pour un

transfert de technologie et consistera en des mesures de développement de marché, des mesures

19

institutionnelles, réglementaires et financières et humaines, ainsi que des exigences en matière de

capacités et institutionnelles. Cela inclura également un plan d’action détaillé pour la mise en œuvre des

mesures politiques et stratégiques proposées et évaluer le besoin d’assistance externe pour couvrir les

coûts de mise en œuvre supplémentaires.

4. Préparent les rapports EBT, BA & EF, PAT et le rapport final pour le pays. Le rapport PAT comprendra

des idées de projets.

d. Groupes de travail Sectoriels / Technologiques

Les Parties prenantes sont au cœur du processus EBT, car elles sont essentielles pour faire avancer

le plan de mise en œuvre après l'achèvement du projet. Pour engager les parties prenantes dans le

Processus EBT, une constitution de groupes de travail est proposée. Les groupes de travail peuvent

être établis par secteur et peuvent décider des technologies appropriées pour le secteur en question

ainsi qu'entreprendre une analyse des marchés / barrières et recommander un cadre propice pour

le secteur. Au cas où le Comité EBT National choisirait de donner la priorité aux technologies au

lieu de donner la priorité aux secteurs, alors les groupes de travail pourraient être organisés selon

des bases technologiques.

Les groupes de travail pourraient inclure des personnes issues de départements gouvernementaux

ayant une responsabilité en matière de formulation de politique et de réglementation, d’industries

de secteurs privé et public, de régies électriques et d’organismes de réglementation, de

fournisseurs de technologie, du secteur de la finance, des utilisateurs finaux de la technologie (par

exemple, les ménages, les petites entreprises, et les agriculteurs), des experts en technologie (par

exemple, issus des universités, des consultants, etc.) et d'autres acteurs (organisations

internationales et bailleurs de fonds).

Centres Régionaux (CR)

Le projet EBT actuel (EBT Phase II) sera mis en œuvre dans 25 pays (Voir Schéma 3). Le projet

engage deux CR dans chacune des régions (Amérique latine, Afrique et Asie) pour soutenir le

processus EBT dans les pays, avec un rôle consistant à générer une plus grande sensibilisation aux

besoins en technologie des pays au niveau régional, et à améliorer les capacités au sein de la

région5 .

Schéma 3. Portée Régionale pour la Phase I et Phase II du projet

5 Ceci peut être utile pour des projets similaires menés par d’autres organisations. Les détails relatifs à des initiatives au

niveau pays peuvent être trouvés à la page <Http://en.openei.org/wiki/Concept:CLEAN_Programs>

20

En coopération avec UDP, les CR joueront un rôle substantiel dans la fourniture de soutien

technique aux équipes EBT. Les principales responsabilités des CR seraient les suivantes:

1. En collaboration avec U DP, organiser et animer les ateliers régionaux de formation où les participants

des différents pays seront formés aux méthodologies pour réaliser l' EBT.

2. Fournir une assistance technique et en matière de processus aux pays de la région au cours de toute la

mise en œuvre du projet. Pour ce faire, les CR entreprendraient des missions en direction des pays en

fonction des besoins des pays en question.

3. Fournir aux pays des conseils / orientations à travers le « guichet d’assistance» ("helpdesk"), comme cela

est demandé par les pays après des ateliers dans le cadre de missions dans les pays et tout au long de la

mise en œuvre du projet.

4. Sur la base des demandes des pays, fournir des descriptions de technologie pour les technologies ne se

trouvant pas dans les guides de technologie de l' EBT, dans la base de données des fiches d'information

provenant des pays, ou dans le Techwiki Climat 6 .

5. En collaboration avec UDP, organiser et animer les ateliers de partage d’expérience au profit des pays.

6. Passer en revue et commenter les rapports EBT, BA et EF et PAT provenant des pays pour améliorer la

qualité des extrants, et compiler un rapport de synthèse et un rapport relatif aux bonnes pratiques.

Partenariat PNUE DTU (UDP)

UDP est l’agence d’exécution pour le projet au niveau mondial avec un rôle principal consistant à

soutenir les pays participant au projet EBT:

1. en recommandant aux pays la structure institutionnelle pour la conduite de l' EBT ;

2. en fournissant des idées méthodologiques pour la conduite d’une EBT.

3. en fournissant un soutien aux pays en ce qui concerne les données relatives aux technologies en matière

d’atténuation et d'adaptation, par le renforcement du site web Techwiki Climat 3, en élaborant des guides,

et à travers la fonction « Guichet d’Assistance » à la demande qui est disponible au niveau des CR.

4. en assurant une formation aux outils méthodologiques et aux bases de données qui serait assurée dans le

cadre des ateliers régionaux de renforcement des capacités.

6 Techwiki Climat est une base de données en ligne relative aux technologies d'atténuation et d'adaptation ;

UNEP DTUPartnership Department of Management Engineering TechnicalUniversity of Denmark – DTU UN City, Marmorvej 51 DK-2100Copenhagen Ø, Denmark

Phone +45 45335250 Fax unep@dtu.dk www.unepdtu.org

Appendix III

Draft Work-plan

Act. no.

Activity Year

2015

2016

2017

Month

1-3 4-6 7-9 10-12 13-15 16-18 19-21 22-24 25-27 28-30

1.1 Appoint a TNA Coordinator and Establish the

National TNA Committee

1.2 Develop a detailed draft work plan

1.4 Prioritise Sectors

1.5 Identify institutions /consultants for data and expert

support

1.6 Hold National Inception Workshop and finalise the sectors, work-plan based on stakeholders feedback

1.7 Participate in Regional Workshops

(a) Capacity Building workshops

(b) Experience Sharing Workshop

1.8 Prioritising Technologies

1.9 Finalise the prioritised technologies report (TNA report)

1.10 Carry out market assessment- analyse barriers and develop an Enabling Framework for deployment and diffusion of prioritised technologies

1.11 Finalise the BA&EF report

1.12 Preparation of TAP + project ideas report

22

1.13 Seek political endorsement and integration of the

TAP into national energy policy/ development

plans

1.14 Finalise TAP + project ideas report

1.15 Conduct techno-economic appraisal and develop

proposals for a few selected projects

1.16 Prepare and implement official launches of selected (high-profile) project proposals (set of proposals).

1.17 Prepare and submit the Final Report

UNEP DTUPartnership Department of Management Engineering TechnicalUniversity of Denmark – DTU UN City, Marmorvej 51 DK-2100Copenhagen Ø, Denmark

Phone +45 45335250 Fax unep@dtu.dk www.unepdtu.org

Milestones

Sr. No. Milestone Scheduled Date

Award of Project by GEF November 2014

1. Project start date January 2015

2. Completion of Project July 2017

3. Agreement with countries signed after country consultations and work plan finalisation.

March - April 2015

4. Capacity Building Workshops on approach June 2015 and February 2016

5. Experience Sharing Workshops September 2016

6. Side Event at COP December 2015

7. Release of TNA Reports February 2016

8. Side Event at COP December 2016

9. Release of TAPs June 2017

10. Final Country Report submissions December 2017

11. Side Event at COP December 2017