RETD Implementin g Plan 2006 ‐ 2010iea-retd.org/wp-content/uploads/2013/02/e690656d59... · G8...

RETD Implementin2006 ‐ 2010

g Plan

The Implementing Plan outlines the overall strategies for the RETD work in the first programme period 2006‐2010. It functions as a guide for the work to be undertaken and is supplemented with annual Work Programmes. This version is approved at ExCo 8 in Copenhagen, d.d. 20 October 2008 and updated and approved by ExCo via a written procedure in January 2010

January 2010 v100120

List of Content

1 THE RETD – BACKGROUND, VISION AND STAKEHOLDERS ............................................. 4

1.1 BACKGROUND ................................................................................................................................ 4 1.2 VISION AND OBJECTIVES................................................................................................................. 5 1.3 STAKEHOLDERS.............................................................................................................................. 5 1.4 A STRATEGY PLAN FOR THE RETD................................................................................................ 7

2 ACTIVITY STRATEGY.................................................................................................................... 8

2.1 INTRODUCTION ............................................................................................................................... 8 2.2 CONTEXT........................................................................................................................................ 8 2.3 THE POSITION OF THE RETD.......................................................................................................... 8

2.3.1 Assumptions ............................................................................................................................ 9 2.4 DEVELOPING THE OBJECTIVES OF THE RETD INTO ACTIONS........................................................ 10

2.4.1 Outputs.................................................................................................................................. 11

3. OUTREACH STRATEGY ........................................................................................................... 13

3.1 OUTREACH STRATEGY .................................................................................................................. 13 3.2 OUTREACH ACTIVITIES 2007-2010 ............................................................................................... 14

4 COMMUNICATION STRATEGY AND ACTIVITIES ............................................................... 16

4.1 THE COMMUNICATION STRATEGY................................................................................................. 16

5 2010 PLAN......................................................................................................................................... 18

5.1 THE MILESTONES OF THE ACTIVITY STRATEGY ........................................................................... 18

6 RETD ORDER OF BUSINESS ....................................................................................................... 20

6.1 ORGANISATION OF THE RETD...................................................................................................... 20 6.2 PROCEDURES FOR TENDERING PROJECT ACTIVITIES...................................................................... 24 6.3 PROJECT IMPLEMENTATION .......................................................................................................... 25 6.4 BUDGETARY REGULATIONS .......................................................................................................... 27 6.5 BUDGET 2006-2010...................................................................................................................... 28

IEA RETD Implementing Agreement RETD Implementing Plan 2006-2010 (2010-01).doc of 28

References 1: Strategic Plan and Programme of Work, the RETD Interim ExCo, February 2005

2: IEA Implementing Agreement for Renewable Energy Deployment, 2006

3: Guidance and tools for IEA Implementing Agreements, IEA Handbook, 9 October 2007.

Abbreviations CERT – Committee on Energy Research and Technology

CFM – Common Fund Manager

EU – European Union

ExCo – Executive Committee

G8 – Eight most industrialized nations in the world, comprising Canada, France, Germany, Italy, Japan, Russia, the United Kingdom, and the United States.

IA – Implementing Agreement

IB – Implementing Body

IEA – International Energy Agency

OA – Operating agent

RE – Renewable energy

RET – Renewable energy technology

REN21 – Renewable Energy Policy Network for the 21st century

RED – the IEA Renewable Energy Division

RETD – Renewable Energy Technology Deployment

REWP – the IEA Renewable Energy Working Party

TF – Task Force

UN – United Nations


1 The RETD – Background, vision and stakeholders

1.1 Background

Renewable energy is one of the key solutions to the current challenges for the world’s energy future. Years of research and development have brought many of the renewable energy technologies to a stage where they are technologically mature and ready for a more widespread market introduction. The question is how best to further accelerate the deployment and market introduction of these technologies on a global scale. Answering this question is the task that the IEA Renewable Energy Technology Deployment (RETD) Implementing Agreement (IA) has taken on. The RETD is intended to function as a vehicle within the framework of the IEA to accelerate the market introduction and deployment of renewable energy technologies. RETD formally entered into force after its approval by the IEA Governing Board on 15th September 2005 with currently Canada, Denmark, France, Germany, Ireland, Italy, Japan, Netherlands, Norway, and United Kingdom officially supporting the RETD.

The importance of the RETD has become even more evident since the idea was originally fostered. Increasing concerns about security of energy supply; unstable fuel prices; a greater awareness of climate change and the environmental impact of energy production; and rising levels of global energy demand all highlight the potential benefits of higher levels of renewable energy deployment. In addition, the increased deployment of renewable energy technologies provides new commercial opportunities. The RETD Implementing Agreement supplements the technology focussed work of other IEA Implementing Agreements, giving renewable energy one uniform and strong voice in the global concert of energies. It’s cross-cutting and policy focussed character is different from most other IEA Implementing Agreements. This enables the RETD to both understand the difficulties renewable energy faces but also to put forward solutions to its deployment. In this way, the RETD should play an important role in the years to come addressing the challenges and opportunities for the deployment of renewable energy. The RETD will seek close cooperation with other Implementing Agreements which are undertaking activities related to deployment thereby creating the best synergies within the IEA technology programme.

The Interim RETD Executive Committee elaborated and adopted the Strategic Plan and Programme of Work (ref. 1) defining the main objectives and fields of activities and the Legal Text of the RETD Implementing Agreement (ref. 2). The RETD Executive Committee also elaborated a framework for the Implementing Plan covering the period 2006-2010, finalized on 20 October 2008 and updated in January 2010.


1.2 Vision and objectives

RETD Vision

Significantly higher utilisation of renewable energy technologies will result from international cooperation encouraging more rapid and efficient deployment.

Mission Statement

The RETD will act as a catalyst for an increased rate of renewable energy technologies deployment by providing evidence about the value and benefits of renewable energy, and by facilitating and fostering ongoing international dialogue, public awareness and public private partnerships.

RETD Objectives

To promote the benefits of renewable energy, within energy and climate change policy, in order to enable an increased rate of renewable energy technology deployment by:

1. Empowering policy makers and energy market actors through the provision of information, tools and resources

2. Facilitating and fostering the co-operation between private and public stakeholders.

3. Involving more stakeholders in the deployment of renewable energy technologies.

1.3 Stakeholders With the emphasis on policy measures and public-private partnerships, the RETD has a broad range of stakeholders and target groups for the RETD projects as described below.

National governments

The core issues to be addressed by the RETD are those related to creating the right frameworks for investment in renewable energy. National governments of participating countries are of central importance. The RETD activities are therefore aimed at assisting policy makers and regulators to identify opportunities and best practice models that can assist in creating a successful enabling environment for the deployment of RE technologies in participating RETD countries.


The private sector

The private sector is a crucial stakeholder for accelerated dissemination of renewable energy technologies. Industry needs to develop and market cost-efficient RE technologies; households and the commercial sector needs to apply RE technologies for energy needs; and the financial sector needs to provide capital for the large up-front investments required for major deployment. The RETD will facilitate the transfer of the hands-on experience of the private sector, best practise experiences and innovative approaches to developing renewable energy policies and measures to potential stakeholders worldwide.

The IEA RE Implementing Agreements

The RETD has been established to promote the deployment of renewable energy technologies through international collaboration. In this way the RETD will complement the work of the eight IEA Implementing Agreements responsible for the development of renewable energy technolo-gies.

The Renewable Energy Working Party (REWP) encouraged the RETD Implementing Agreement to take an active role in the coordination of the different deployment activities that may be part of the various RET Implementing Agreements and to instigate additional deployment activities through dialogue with the RET Implementing Agreements so as to make sure that best possible added value is achieved for all.

Other stakeholders

International governmental organisations (IGO) and non-governmental organisations (NGO) could both benefit from, and input their expertise into, the outputs of the RETD projects.

Stakeholder roles within the RETD

Different stakeholders have the potential to play different roles within the RETD. An objective of the RETD is to enhance communication between stakeholders active in renewable energy but also to increase the depth and breadth of stakeholder involvement. The RETD would like to foster stakeholder involvement in the broadest sense to maximize their potential contribution to RETD and the fulfilment of RETD goals, but also so that a wide range of stakeholders benefit from interaction with the RETD.

Contracting National Governments will naturally take the most significant role in pushing the RETD forward, while other stakeholders are able to be involved in other ways.

Regulation can have a major impact on deployment of renewable energy technology and thus the involvement of international or even major national bodies specialising in regulation may prove to be useful, the Council of European Energy Regulators (CEER) are one such body. Industry associations like the European Renewable Energy Council (EREC) and the American Council on Renewable Energy (ACORE) and also individual companies have already shown an interest in following the activities of the RETD. Other international organisations might include UNEP, the Renewable Energy and Energy Efficiency Partnership (REEEP), REN21, the Global Environment Facility (GEF), and the International Renewable Eenrgy Agency (IRENA).


RETD Stakeholder dialogue

RETD ensures an ongoing dialogue with key stakeholders around concrete RE deployment issues. E.g. through RETD hosted workshops where issues are addressed that are relevant to stakeholders, or by inviting relevant stakeholders to participate in the individual Project Steering Groups that are established for each larger RETD project.

Project Steering Groups

The Project Steering Group is the interface between the Implementing Bodies and the Operating Agent on one side, and the Executive Committee on the other side. It provides valuable input to a project. In addition to contracting party or sponsor members, they could be made up of private companies, international institutions, NGOs, academics and so on. However, in general, steering group members should not have a technology specific background.

RETD Stakeholder Network (distribution list for newsletter, call for proposals etc.)

The RETD is building up a stakeholder network that should be as broad as possible in order to engage a wide variety of players in the renewable energy arena. The network is identified e.g. through hosting workshops, the establishment of Project Steering Groups and by every country member of the RETD that should contribute ideas of persons and organizations to add to the network. The Operating Agent has set up an annotated database with all existing and potential contacts of the RETD. Existing associations should be used to extend the network.

1.4 A Strategy Plan for the RETD A strategy is required to fulfil the RETD’s overarching vision. The RETD has clear objectives which will meet the vision and it needs to set out a clear framework of activities to fulfil those objectives, as well as an outreach and communication strategy. This has been called the 2010 Plan and is made up of:

• an Activity Strategy;

• an Outreach Strategy; and

• a Communication Strategy.

The next sections of this report look at each of these Strategies in detail, including an activity matrix, which reflects how the 2010 Plan should be built up.

The activities should lead to useful outputs (for example, an increased understanding of the value of renewable energy costs) which may have a positive effect on the deployment of renewable energy technologies. Moreover, these outputs should be linked to the original concerns which stimulated the creation of RETD IA in the first place. The effectiveness of the RETD can be measured against the usefulness of these outputs. To be most effective, the 2010 Plan limits activities to certain focus areas in order to ensure a sufficient amount of effort for each area.


2 Activity Strategy

2.1 Introduction The vision of the RETD should be fulfilled as a result of a strategy, including an Activity Strategy. The Activity Strategy is to clarify what the RETD should be doing, how, and by when, if its vision is to be achieved. The objective of the RETD must be translated into a real strategy for taking action to enhance international co-operation to facilitate greater and more efficient deployment. This must be grounded in communicating the full benefits of renewables and influencing how this knowledge may be best be exploited. Furthermore, the strategy must provide RETD signatories and other stakeholders with strong communication tools to allow access to best practice in overcoming barriers and in enabling growth in renewable energy technology uptake. At the same time, the work of the RETD will be most effective if it can maximize the influence from its outputs through the buy-in of stakeholders with the greatest potential to effect change with regard to renewable energy deployment.

2.2 Context Although the rate of renewable energy deployment is increasing, the current renewable energy deployment is primarily focussed on a few countries; is electricity technology dominated; and within electricity technology, is primarily wind energy (when considering new deployment). Considerably wider application of technologies, whether electricity, heat or transport fuels, in more countries could boost this deployment significantly. Renewable energy installation and energy demand reduction can fulfil the environmental, social and human, and security requirements of a domestic (and global) sustainable energy system. An increased commitment to renewable energy can provide huge economic opportunities to a country as a result of transforming to low carbon economies. However, despite the benefits that renewable energy offers to counter these major domestic and global energy concerns, their rate of deployment is not happening sufficiently fast enough to ‘make a difference’ to global energy policy. The RETD is well placed to promote, assist and co-ordinate global efforts to achieve enhanced international co-operation in efficiently promoting renewable energy deployment. The Intergovernmental Panel on Climate Change (IPCC) is a globally recognized and trusted institution with respect to the science and impacts of climate change. The RETD could fulfil a similar role with respect to a sustainable and secure energy future. The G8 at its meeting in Gleneagles asked the IEA to provide information on transitions paths to a future sustainable energy system.

2.3 The Position of the RETD The RETD exists in a global environment where the position of renewable energy continues to mature and increasingly is entering the mainstream as regards energy delivery. Key to the role of the RETD is its mandate to address cross-cutting issues relating to renewable energy deployment. A central activity for the RETD is to continue to work to identify and develop cross-cutting themes in two respects. Firstly, in the international context, there is massive potential for


co-operation between national stakeholders regarding lessons in best practice and seizing new opportunities for exploiting new opportunities in renewable energy innovatively. Secondly, there is potential for added value in developing themes with regard to deployment of particular resources, for example, biomass. Different renewable energy resources are the subject of different IEA Implementing Agreements. However, linking such technological or resource based projects with the RETD cross-cutting approach should be beneficial.

2.3.1 Assumptions The nature of the process for the planning of Activities must, by necessity, be related to a combination of the Annual Work Plans, the overall 2010 Plan and assumptions of the world the RETD is working within. These assumptions include: o Continued declining costs of technologies o A positive environment for innovation o Continued concern about climate change and security o Ongoing increases in RET performance o The absence of withdrawal of current data and conclusions of the IPCC o Continuation and acceleration of policies and measures / right frameworks for climate,

renewables, innovation policy o Continuation of current EU commitments; goals (e.g. China and India); and intentions

(e.g. the US) on renewable deployment o The likelihood of negotiation of a successor to the Kyoto Protocol – in connection with

bullet point 3 o That more effective alternatives do not come to light Assumptions which are more specific to the objectives include: o Good quality information regarding the value of renewable energy technologies, in the

broadest sense, is not widely available o The availability of good quality information regarding best practice in renewable energy

policy is not reaching decision-makers o The availability of good quality information regarding best practice in the development of

business strategies relating to renewable energy is not reaching some private companies. o That all countries wish to share all aspects of good practice o That there is continued concern about climate change and security of energy supply,

including access to energy o That all progress is recordable or measurable Regarding the general outputs of the RETD, the key assumption concerns submission of project proposals of adequate quality to be funded. This assumption must also underlie the particular activities of the RETD, where it must be matched with an assumption that projects will be managed appropriately and within budget to produce results which meet the needs of the RETD.


2.4 Developing the Objectives of the RETD into actions

RETD Objectives

To promote the benefits of renewable energy, within energy and climate change policy, in order to enable an increased rate of renewable energy technology deployment by:

1. Empowering policy makers and energy market actors through the provision of information, tools and resources.

2. Facilitating and fostering the co-operation between private and public stakeholders.

3. Involving more stakeholders in the deployment of renewable energy technologies.

RETD objectives reflect different areas of focus. The overall goal is to provide information to decision-makers about renewable energy (or only energy) policy measures. The first objective relates to the intention to actively empower decision-makers.The second objective relates to the situation that private companies have an important, and powerful, role within the development of the energy system and that the harnessing of this power for the development of renewable energy can only be beneficial. The third objective is to broaden the stakeholder world of renewables, thereby enabling a greater force for their deployment. If the RETD is to be meaningful, there needs to be some way to measure whether these objectives have been met. This can best be achieved by breaking these objectives down into realisable sub-objectives (in some case can become focus areas). These sub-objectives can be met via various activities: activities have outputs and it is the outputs which can then be assessed for effectiveness against verifiable indicators. These indicators can be correlated to allow oversight of RETD progress. Each objective can be broken down into sub-objectives which can be addressed and realized separately. For example: 1. To empower energy policy makers and energy market actors through the provision of

information, tools and resources

• To make transparent and demonstrate the impact of renewable energy action and inaction

• To facilitate and show the best practice measures • To level the playing field between renewable energy and other energy technologies • To make transparent the market frameworks for renewable energy, including

infrastructure and cross-border trade 2. To encourage and improve co-operation between private and public stakeholders

• Exploring RE business models • Enhancing stakeholder dialogue


3. To involve more stakeholders in the deployment of renewable energy technologies

• By outreach • By communicating effectively and knowledge sharing through the communication

strategy

2.4.1 Outputs The sub-objectives identified above lead to a need for measurable indicators on which to judge progress. This effectively leads to the formulation of a diverse set of activities which provides outputs which can be measured. Measurements of the effectiveness of RETD and is perceived in three main ways:

• Deliverables at the High Level; • Deliverables at the Medium Level; and • Deliverables at the Low Level.

In many cases, outputs from activities are obvious and straightforward for measurement: for example, how many workshops have been arranged during a year and how many people attended them. This is representative of the Low Level deliverables. On the other hand, providing measurement or evidence that RETD Outputs and Activities have clearly led to the achievement of the RETD Vision (of a significantly higher utilisation of renewable energy technologies resulting from international co-operation) is extremely difficult to be able to link. This is the example of Deliverables of High Level. In between however, it may be possible to show that the RETD has been able to alter ways of perceiving renewable energy technologies. For example, it may be that international bodies report renewable energy use in a different way; an international report might reference a RETD publication as having been important to the argument of that report. These medium level deliverables would indicate a structural change in thought or doing. One key to understanding how effective the RETD has been is in a comprehensive collection of all the RETD Activities, Outreach and Communications outputs. The RETD activities should be chosen to deliver outputs which fulfil the Sub-Objectives set out above. 2.4.1.1 Measurement of Impact There are various ways that progress in each of these directions might be assessed:

Projects Level o Deliverables (Planning, budget, goals achieved on the ground, etc..);

Focus group & Stakeholders Level o Influence on the forming of opinion by policy makers stemming from particular

sources, for example, RETD project outputs, is often reflected in citations for project outputs, or in direct reference, for example in speeches.

o Effective oversight of stakeholder access to information can be quantitatively assessed through website visits and downloading of relevant project outputs. More qualitative data, as to the identity of stakeholders accessing project outputs is also possible and may be more effective in assessing the influence of particular RETD project work.

o Effective communication stems from interaction of people and the sharing of ideas. Invitations to take part in, or present at, events related to the key goals of the RETD are indicative of the relevance and value of the outputs of RETD projects and of the effectiveness of the communications strategy in establishing the validity of the RETD.

IEA Stakeholders Level


o How IEA Secretariat selects RE deployment as a priority in the activities o The role of RE in scenarios o The role of RETD in the IEA network


3. Outreach strategy

3.1 Outreach strategy The outreach strategy aim is to attract new contracting parties and sponsors to the RETD in order to fulfil the fourth RETD Objective of increasing membership of RETD. The general goal of the outreach strategy is to expand the existing RETD commitment to the extent that it can be expected to result in a greater overall impact of the RETD work. Achieving a critical mass of members will allow the benefits of the RETD to support co-operative efforts in renewable energy to be extended indefinitely.

The benefits of the RETD efforts are clearly not limited to the members of the RETD IA, but they are likely to be greater for those actively involved in the RETD IA and the initiated projects.

RETD contracting parties

Given the basic principles of the IEA the main target for contracting parties will be national governments and inter-governmental organisations. Both OECD member countries and non-OECD member countries can be contracting parties of the RETD Implementing Agreement; but non-member countries require acceptance from the Committee on Energy Research and Technology (CERT).

Observers: If there is interest expressed by a national authority or another institution which is mandated by a national government, then the ExCo can invite that country to participate in ExCo meetings as observer. Observers can participate in ExCo meetings twice before a decision on participation needs to be made.

A number of considerations are relevant in the effort to find additional members:

▪ The central criteria for inviting new countries to participate include:

o Countries with strong renewable energy deployment policies and measures, or strong solid signals in their interest for increasing deployment of renewable energy.

o Countries with a big potential impact on the global energy market system.

▪ However, no countries are excluded and all are welcome although members are expected to show their positive commitment to renewable energy.

▪ Geographical diversity offers the potential to secure the widest input into RETD policy and may positively influence further signatories across a wider demographic and thus increase the potential for maximising the benefits offered by the RETD.

RETD sponsors

Other public institutions or private organisations, may participate in the RETD as sponsors. The basic criteria for sponsors is as follows:

- Acceptance of sponsors will be made on a case by case basis; the ExCo will have the right to refuse a sponsorship.

- The level of sponsorship shall be limited and shall not exceed the annual budget of the RETD.


- The sponsorship shall contribute to RETD vision and objectives.

The accepted sponsor will contribute to the common fund and will be entitled to:

- Participate in focus groups

- Participate in project steering groups

- Be listed in all RETD publications

Enabling roles for stakeholders: The key role of the RETD in enhancing the prospects for accelerating deployment of renewable energy is as a facilitator of communication about the best and most efficient ways to overcome the many barriers that the technology faces. Enhancing the part that stakeholders can play can enable better communication and outreach, and thus allow the RETD to better meet its goals.

3.2 Outreach activities 2007-2010

Objective for new members

By 2010, the RETD will target the participation of 6 additional countries for a total membership of 15 countries. The goal will be to achieve at least two new member countries per year.

The most recent proposed activities are presented in the Outreach Plan 2009-2010.

Attracting New Members

Full RETD membership or sponsorship is related to countries, states or confederations of states. Increasing membership is clearly one way to reflect RETD success.

Before approaching a country strategy for each individual country, with budget allocation for the activities, shall be elaborated by the ExCo. ExCo decides at each meeting which country should be approached, who shall be responsible for the strategy and contact just as ExCo evaluates the previous outreach results. As part of this it is important the keep an overview on the political development in the individual countries.

Outreach Sponsors

Potential sponsors will primarily be sought among large energy companies, RET interest organisations, RET producers, major project developers and financing institutions. ExCo decides at each meeting which sponsor should be approached, who shall be responsible for the strategy and contact just as ExCo evaluates the previous outreach results. ExCo will develop criteria for allowing companies to act as RETD sponsor. In the selection of sponsors the IEA principles are taken into account.


General ExCo member activities

IEA member countries will be approached via International Energy Agency’s Governing Board (IEA-GB), Committee on Energy Research and Technology (CERT), Renewable Energy Working Parties (REWP) and any other IEA body. Any ExCo member is requested to volunteered, lobby and actively promoting RETD during all international related events or when RETD is invited to give a presentation.


4 Communication strategy and activities

4.1 The communication strategy The RETD’s purpose is to facilitate the diffusion of knowledge about effective policies and business strategies for renewable energy deployment among policy makers and other stakeholders (e.g. industry associations, business strategy managers, financiers, market facilitation organisations including NGOs acting in this field), and to enable and inspire them to take action in favour of renewable energy deployment that they otherwise would not. The RETD has a powerful communication strategy to ensure that it maximizes its ability to make a difference in terms of renewable energy technology deployment.

The most recent proposed activities are presented in the Communication Plan 2009-2010.

Main focus groups and objectives

The RETDs main focus is empowering key decision-makers, facilitating and fostering co-operation between public-private stakeholders, and increasing the number of stakeholders in the deployment of RET. The communication strategy has to be focussed on fulfilling these objectives

The global society Purpose

• Governments and other market actors - effect on decisions

• International organisations - facilitating events / knowledge sharing

• Industry and NGO’s

The IEA family Purpose

• RED, EPU etc. - increase RE focus in IEA

• Other IA’s - ensuring synergies/avoiding duplication

Ensuring quality and effectiveness

Implementing the strategy involves engaging all the players of the RETD while at the same time ensuring a RETD branding quality, transparency and effectiveness.

Expert knowledge on communication – both regarding perception design and journalistic knowledge when is relevant – used when producing draft press releases, and communication materials such as folders etc..

Communication activities

The RETD will also organise stakeholder events, including conferences, seminars and workshops, to enhance its public profile with regard to key stakeholders, to facilitate communication between stakeholders and to deliver the outputs of its work programme.

The communication strategy is to ensure that all relevant stakeholders are aware of the existence of the RETD, its role and what it can provide to help them. An important aspect of this is networking. The RETD will as an ongoing process as part of the work program identify and


maintain a presence at key events relevant to fulfilling its vision and decide which ones RETD should priorities to participate in.

All projects shall have a communication and dissemination strategy.

The communication strategy of each project will be implemented through the following means:

▪ Folders and reports, available from the RETD Web site

▪ Press releases to relevant web portals (such as www.renewableenergyacccess.com) and news agents (interest organisations, public authorities, research institutions, etc.) and maintained on the RETD web site.

▪ Improved representation of RETD in events, outreach activities, et cetera.

▪ A comprehensive, searchable web-site with updated information about the RETD, RETD project information and outputs, links and news from other RE implementing agreements and options to:

o Receive press releases

o Receive particular RETD project outputs

o Receive information regarding other RE related implementing agreements pertinent to selected keywords

o Find out how to propose an RETD project

o Register users that download reports and brochures

o Monitor user statistics


5 2010 Plan The 2010 Plan is shown by a matrix including the Activity Strategy, the Outreach Strategy and Communication Strategy activities. In this way, the 2010 plan is the strategic basis for the ExCo decisions on the yearly work programme

The Activities which work towards fulfilling the Objectives, and which meet the focus area requirements, can be projects; workshops; targeted meetings and so on. They also include the Outreach Activities and the Communications Activities. The details of the annual Work Plans will decide on what Activities to be undertaken in that year. These will differ each year depending, for example, on whether it is agreed to target a particular country for membership.

5.1 The Milestones of the Activity Strategy The Implementing Plan is a ‘living’ document which allows changes of directions or internal RETD policies. However, as of October 2007, the following milestones have been agreed:

• Studies undertaken in each focus area by 2010 • Tenders for the next set of projects launched within 3 months after each ExCo meeting • Within 2 months after projects finalization communication and dissemination of results

started • RETD hosts each year an external event such as workshops or focus group meeting



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6 RETD order of business

6.1 Organisation of the RETD The RETD consists of the Executive Committee (ExCo), with a Chair and one or two Vice Chairs, an Operating Agent (OA) and a Common Fund Manager (CFM). The role of OA and CFM may be combined in one entity. As of 2010 a Foundation will be set up to act as such (Stichting Foundation Renewable Energy Technology Deployment, ‘the RETD Foundation’). The ExCo can from case to case decide to establish a Project Task Force (PTF), consisting of ExCo members, with the mandate to elaborate an approved project idea, and a Project Steering Group (PSG) consisting of ExCo members and relevant stakeholder representatives with the mandate to closely follow the project implementation.

The role of the ExCo

This paragraph describes the role of the ExCo as a whole, but individual ExCo members can have additional roles in a Project Steering Group and Project Task Force as described further ahead. The ExCo supervises and ensures progress towards achieving the objectives of the RETD by:

▪ Adopting/revising by unanimous vote, an Implementing Plan that covers the RETD mandate period and forms the background for developing the annual Work Programmes;

▪ Adopting for each year, acting by unanimous vote, the Work Programme and Budget. The ExCo can delegate the responsibility of overviewing budget issues to a selected treasurer;

▪ For each concrete activity/project, in principle approving project description, project budget, procedure for selecting the Implementing Body, and selection of Implementing Body, but ExCo can decide to delegate this function to an ad-hoc Project Task Force and the Operating Agent;

▪ Supervising project progress and approves project results. The ExCo can delegate supervision of project progress to the OA, the chair of an established ad-hoc Project Steering Group or one or two ExCo members, when it is not considered feasible to establish a Project Steering Group;

▪ Approving rules and regulations as may be required for the sound management of RETD. This must be done unanimously at an ExCo meeting or by written procedure;

▪ Considering requests and calls for approval submitted to it by the Operating Agent or any other partner;

▪ Communicating and disseminating results from RETD projects to stakeholders and other interested parties through relevant media, participation in relevant international events and through hosting RETD workshops etc. The ExCo can delegate the responsibility of overviewing the implementation of the communication strategy to the chair, one of the vice chairs or another ExCo member;

▪ Approving annual Status Reports to the IEA as required by the IEA Framework;

▪ Keeping an ongoing dialogue with the other RE Implementing Agreements and ensuring added value to the various deployment activities of the IAs;


▪ Following the development of RE-technology deployment, taking active part in the international process regarding the development of energy markets and RE-technology deployment, and taking standpoints on energy policy and RE technology issues;

▪ Making active outreach efforts for the RETD. The ExCo can delegate the co-ordination of the implementation of the outreach strategy to the chair, one of the vice chairs or another ExCo member;

▪ Establishing Project Task Forces to elaborate specific issues on behalf of ExCo.

The role of the chairmanship

The chairmanship consists of a Chair and a Vice Chairs elected for two years. ExCo can decide to elect two Vice Chairs if considered feasible.

The ExCo Chair:

▪ Is the main representative of the RETD;

▪ Is responsible and accountable to the ExCo;

▪ Ensures the involvement of the ExCo in all matters of importance to the RETD;

▪ Has a special responsibility in ensuring proactive outreach;

▪ Works together with the Operating Agent in the day to day running of the RETD;

▪ Responds to enquiries from the IEA Secretariat and from other Implementing Agreements to the RETD IA;

▪ Can decide to delegate specific chair functions to the Vice Chair(s);

▪ Acts as chairman of the governing board of the ‘RETD Foundation’, or appoints a representative to act as such.

The ExCo Vice Chair(s)

▪ Works together with the Chair and the Operating Agent in the running of the RETD;

▪ Represents the RETD in the Chairman’s absence;

▪ Acts as member of the governing board of the ‘RETD Foundation’, or appoints a representative to act as such.

The ExCo has elected one Vice Chair who has:

▪ The role of treasurer and supervision of the Common Fund Manager;

▪ The responsibility to perform the budgetary functions described in the Budgetary Regulations;

The role of Project Task Forces

The ExCo can set down an ad-hoc Project Task Force responsible for elaborating a specific project or activity. The Project Task Force members is as a rule always recruited among ExCo members and reports to the chairperson who reports to ExCo. A Project Task Force will always be temporary and its termination is decided by the chair.

The Project Task Force acts on behalf of the ExCo and in co-operation with the Operating Agent on the following issues:


▪ Developing project descriptions, Terms of References or coordinating an activity approved by the ExCo;

▪ Selecting Implementing Bodies to carry out projects through a tender process.

The role of Project Steering Groups

ExCo can establish an ad-hoc Project Steering Group that consists of ExCo members and stakeholders/experts outside the RETD Implementing Agreement. Project Steering Group membership is not funded, but based on interest and engagement. The Project Steering Groups are always chaired by an ExCo representative.

A Project Steering Group chair will in co-operation with the Operating Agent:

▪ Approve the Inception Report, in the situation where changes in the proposal or a more detailed project description is required, Progress Reports and the Final Reports;

▪ Approve changes to project activities as required;

▪ Be able to approve budget overruns up to and including €10,000, as provided in the budgetary regulations. No payments shall be made to the Implementing Bodies without the approval of the Project Steering Group Chair.

▪ Present the ExCo with the results of the project and recommend approval of the Technical Report and other project results;

A Project Steering Group as such will;

▪ Supervise progress of the project;

▪ Provide technical and other professional input and guidance in the implementation of the project;

▪ Ensure the quality of the subject matter in the project carried out under the auspices of the RETD;

The role of the ‘RETD Foundation’

The ‘RETD Foundation’ is the legal entity that is responsible for the operation of the RETD in accordance with the Implementing Agreement, the annual Programme of Work and Budget, and for the implementation of decisions of the Executive Committee. The RETD Foundation shall:

Enact all legal acts required to carry out the activities under the RETD on behalf of the participants, and

Hold, for the benefits of all participants, the legal title to all property rights which may accrue to and be acquired for the RETD.

To fulfill its responsibilities, the RETD Foundation shall by way of a contract, delegate its day-to-day management activities to an external contractor, that, de facto, will act as Operating Agent and Common Fund Manager (the “Acting Operating Agent”).

The role of the contracted operating and common fund manager, the Acting Operating Agent The function of the Acting Operating Agent is, in close cooperation with the Chairmanship, to:

▪ Prepare and document the ExCo meetings and the follow up in a way which ensures efficiency, transparency and concrete results;


▪ Communicate and coordinate with the IEA Secretariat on behalf of the ExCo, prepare the IA Annual Report, prepare End of Term Report and keep contact with the other RE Implementing Agreements;

▪ Ensure that decisions taken by the ExCo are adhered to;

▪ Establish and update the RETD website;

▪ Create and maintain an international network of people involved in the practical deployment of renewable energy technologies;

▪ Ensure overview of international events and communicate this to ExCo with recommendations to which activities RETD should participates in or contribute to;

▪ Prepare folders and newsletters as requested and budgeted for by the ExCo for the dissemination of RETD activities and results. If needed this should be done in co-operation with external communication experts;

▪ Develop new methods of communication with the various stakeholders as requested and budgeted for by the ExCo, including the use of internet and multimedia, if necessary in co-operation with external communication experts;

▪ Have a proactive role towards possible new members in the RETD Implementing Agreement;

▪ Create and update a resource base of possible Implementing Bodies;

▪ Follow the development and challenges in the energy sector and entering into dialogue with relevant stakeholders to define new projects and activities;

▪ Propose project activities and budgets in the annual Work Programmes;

▪ Ensure that the results from ongoing RETD activities as well as the results from other Implementing Agreements are taken into consideration when defining new activities.

When executing the Work Programme the Operating Agent supports the ExCo and/or Project Task Forces and Project Steering Groups in:

▪ Elaborating project descriptions and Terms of Reference;

▪ Identifying Implementing Bodies and carrying through the tender procedure;

▪ Providing administrative support to PTF and PSG; making recommendations to PSG positions on documents received from the implementing bodies based on the OA’s assessments and ensuring the timely delivery of inception-, progress- and final reports from Implementing Bodies and their distribution to PSG members.

The common fund management implies taking responsibility for the sound financial management of the RETD, implying carrying out the tasks described in the Budgetary Regulations, approved by the RETD ExCo. In particular the Acting Operating Agent in his role as Common Fund Manager will:

▪ Manage contributions of all RETD members to the common fund, i.e. invoice contracting parties once a year according to the agreement of the ExCo and ensure proactively that the national commitments are fulfilled;

▪ Prepare and sign contracts with Implementing Bodies;

▪ Make payments to the Operating Agent based upon ExCo’s or chair’s approval and to the Implementing Bodies after obtaining the PSG’s and OA’s approval;


▪ Report on regular basis to the ExCo on the actual financial status and prepare the budget outlook on the basis of the draft Work Program prepared by the Operating Agent and eventually approved by the ExCo;

▪ Initiate an independent financial audit if requested by the ExCo.

6.2 Procedures for tendering project activities The following outlines the different procedures that the ExCo can decide to use when implementing RETD projects and other activities approved by ExCo;

1. A Project Task Force (PTF) is established with the mandate to further develop a given project or other activity, as described in “The role of Project Task Forces”, in co-operation with the Operating Agent;

2. The responsibility of further elaborate an activity is delegate to the Operating Agent alone, including decisions regarding tendering and selecting Implementing Body;

3. The further elaboration of a project idea is outsourced to a consultant through one of the procedures described below.

Developing Terms of Reference

The Task Force can develop the Terms of Reference (ToR) for a project in one of two ways:

▪ A very brief project description/ToR that leaves the bidders with a high degree of freedom to develop project ideas; or

▪ A detailed project description/ToR developed by the Task Force in cooperation with the Operating Agent that describes the inputs, outputs and activities of the project in detail.

Procedures for selecting an Implementing Body

One of the following tender procedure options are used when implementing a project activity: Open tender, invited tender, or no tender.

Open tender procedure

Projects with a significant time span and budget (above €150.000) can be sent in open tender using one of the following two procedures:

▪ A call for tender is issued and all proposals are evaluated based on predetermined criteria for the technical and financial proposals; or

▪ A prequalification round based on a brief description inviting companies to tender their candidature. Two to eight candidates must be invited to submit tenders based on their previous experience, available expertise and project references. Terms of Reference are distributed to selected candidates and proposals are evaluated based on predetermined criteria for the technical and financial proposals.

Due to the time consuming nature of an open tender procedure a budget should be made available by the ExCo for carrying out this process.

Invited tender procedure

Projects with a shorter time span (1 – ½ year) and budget ( less than €150.000) can be send in invited tender. One of two procedures can be used:


▪ The ExCo decides, on suggestions from member countries or the Operating Agent, on two to eight companies with the necessary profile for the specific project to be invited to tender; or

▪ The Operating Agent puts forward for the Task Force’s approval a list of companies to be invited to bid on this specific project who have a profile that match the requirements. This procedure requires that the Operating Agent ensures diversity in selection of companies and nationalities over time.

This tendering procedure shall be carried out under the normal duties of the Operating Agent and no budget will be earmarked for this.

A no-tender procedure

The ExCo can request that a specific consultant or the Operating Agent implement a project activity. This approach should only be used:

▪ for minor projects where if would be difficult to justify the time and resources spent on a tender procedure;

▪ in situations where it is urgent to implement an activity; and/or

▪ if the needed qualifications are so specific that only one company is sufficiently qualified and a tender procedure would only be a matter of formality.

6.3 Project implementation Once an Implementing Body has been identified the responsible ExCo member/chair of the PSG – or the OA - decides within the inception period stipulated in the Terms of Reference if amendments to the project proposal, or a more detailed project description, is needed. The result of the inception period is stated in an Inception Report.

An Inception Report must include the following:

The Inception Report is the reference that the Progress Reports and Final Report are measured up against.


The Implementing Body must submit quarterly – or in shorter projects may be monthly - progress reports to the Operating Agent and Project Steering Group members for the duration of the project and a Final Report including the following:

Projects are as a rule reported in a final Technical Report. The final Technical Report must be presented to ExCo by the responsible ExCo member/ chair of the Project Steering Group or Operating Agent for approval. All projects must as a rule include a communication and follow up plan.

The OA prepares a recommendation on the Inception-, Progress- and Final Reports, as well as technical reports. The responsible ExCo member/chair of the PSG – or in cases where there is no PSG, the OA - approves the Inception Report, Progress Reports and Final reports, as described below, according to the conditions of the project contract. These reports, as well as the draft versions of the project deliverables, will be made available to ExCo members by the Operating Agent, e.g. by publication on the closed section of the RETD website. In situations where the Operating Agent is the Implementing Body the chairmanship or entire ExCo must approve the Inception Report, Progress Reports and final Report.

Down payments to the Implementing Bodies can not be made before approval of respectively Inception Report, Progress Reports, Final Report and Technical Report in accordance with the contract.



6.4 Budgetary regulations In addition to the guidelines for general terms and conditions of the common fund which are stipulated by the RETD Agreement Text (in particular Article 6.3) the following shall be applicable.

1. All RETD activities will be financed out of the Common Fund. The Common Fund is managed by, or on behalf of the ’RETD Foundation’ that will set up the financial management system.

2. Annual contributions to the Common Fund will be billed by the ‘RETD Foundation’ once a year. The fiscal year corresponds to the calendar year.1 The invoiced funds will be consistent with the level of commitment agreed by the ExCo for each contracting party. The funds will be deposited in an interest-bearing account. Generated interest will be included in the respective national contribution.

3. All expenditure (including expenditure for projects) will be consistent with the annual Work Programme. Funds received by the ’RETD Foundation’ shall be used exclusively in accordance with the Work Programme and budget.

4. Expenditures for managing the Common Fund and for acting as the Operating Agent will be authorised on an annual basis by the ExCo.

5. The breakdown of (1) budget and (2) expenditures between the approved projects and secretariat expenses shall be reported by the CFM/OA to the ExCo members two weeks before each Executive Commitee and after each committee, once the minutes have been approved.

6. The ’RETD Foundation’ signs contracts with Implementing Bodies for the projects approved by ExCo.

7. The Project Steering Group Chair (Task Force Leader) can approve, at the recommendation of the Project Steering Group (Task Force) members, a budget overrun of up to and including €10,000.

8. The Project Steering Group Chair (Task Force Leader) can approve, at the recommendation of the Project Steering Group (Task Force) members, transfers/adjustments between budget tasks of up to and including 10% of the approved budget.

9. For any expenditure above 10% of the agreed projects cost with a maximum of €10,000, authorization must be provided by the ExCo Chairman or his/her designee.

10. An annual audit will be prepared by the ’RETD Foundation’ to account for the funds. This audit will be prepared within 75 days after the start of the fiscal year and will be made available to the ExCo. ExCo members shall have, at their own expense, the right to audit the accounts as laid out in the Implementing Agreement (Art. 6.8).

11. All books and account and records maintained by the ’RETD Foundation’ shall be preserved for at least three years and shall be returned intact and complete to the ExCo in the event of the ’RETD Foundation’ ceasing to act in this capacity.

12. The system of accounts employed by or on behalf of the ’RETD Foundation’ should conform to accounting principles generally accepted in the country of the ’RETD Foundation’ and shall be consistently applied.

13. Ancillary services may be covered by the RETD Implementing Agreement if agreed between the ExCo and the ’RETD Foundation’.

1 With the exception of Canada, Japan and United Kingdom with different fiscal years.


These budgetary regulations will enter into force once adopted by the ExCo. They can be modified and amended if necessary.

6.5 Budget 2006-2010 The RETD is financed by the member countries through annual contributions to the Implementing Agreement.

In Table 1 the member countries’ commitment to the yearly contribution to the RETD is shown. Table 1: Annual contribution to the RETD (EUR) Country Annual

contribution (2008)

Annual contribution (2009-2010)

Canada1,2 € 56.000 € 56.000 Denmark € 70.000 € 70.000 France € 150.000 € 150.000 Germany € 150.000 € 150.000 Ireland € 25.000 € 25.000 Italy € 150.000 € 150.000 Japan2 € 37.500 € 150.000 Netherlands € 50.000 € 50.000 Norway € 70.000 € 70.000 United Kingdom2 € 80.000 € 80.000

Total € 801.000 € 951.000 1 The contribution of Canada is CDN $ 80.000 CAD; the amount in Euros will vary with the currency exchange rate. 2 Canada, Japan and the United Kingdom have different fiscal years.

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