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3. Implementation
In the governance structure, the internal approval procedure of the SEAPs (SECAPs) needs to be
included. If this is not yet in place, the Governor and/or MoLD in coordination with MoFA – (NFP)
would be the highest eligible for SEAPs (SECAPs) approval.
The most critical phase in the implementation of the SEAPs (SECAPs) is the responsible entity, SSEU
or Manager, who is required not only to have the decision-making power but also needs to be
able to manage this process. Also, sufficient experience or skills in project and knowledge
management, coordination, technical standards, tender documents, relevant procedures, and
adequate staff capacity to oversee the execution or implementation are needed.
Create opportunities for Governorates (municipalities) to engage in PPP‐ projects, or even the
options for municipalities to establish a company, e.g., RE or EE, or a joint venture with
Governorates could be considered.
4. Monitoring and Reporting
‐ A great value of the SEAPs (SECAPs) is monitoring activities to learn about the actual savings, and
measure performance and implementation cost and return on investment. This requires not only
procedures for energy monitoring (data collection), but also implementation cost and challenges,
for future prediction.
Standardized procedures, methodologies, reporting templates specific for governorates would support
getting the actual results, and in a way where comparison between municipalities is easier. For
instance, making links to data collection mechanisms on the national level. The monitoring
mechanisms need to include feedback loops to make adjustments in case of changes.
In many countries including Egypt, the current challenges that most governorates/ municipalities face
are:
‘To sustain the shop operating’
The ‘strength of their financial health’ needs to be looked at. This would need technical and
financial support through projects developed by SEAPs (SECAPs)
Formal budgeting procedures requires time and planning.
Planning and implementation procedures, which are not known upfront and therefore can be very
lengthy, make appropriate planning complicated, and are not encouraging for the private sector
to engage in cooperation with the public sector.
Motivation to ‘invest’ efforts in energy saving actions, if reduced E‐bills lead to lower budgets in
the next years, then the net balance is near to ‘0’. This is not encouraging to make the effort to
reduce energy consumption, while many other issues are considered of higher priority, unless,
reduction of energy consumption is mandatory.
As indicated in paragraph 2.1, this chapter provides recommendations to involve municipalities, in an
active way, by developing and implementing their own SEAPs, to support the implementation of
national energy policies and action plans. At the national level, more actions are needed to reduce
energy consumption.
5.1 Improving Legal and Institutional Framework
In the institutional set‐up of the two selected governorates (municipalities) and their current
structure, technical support is needed since the direct responsibility of the overall planning of
Sustainable Energy (RE and EE) is unclear. Introducing a new tool like the SEAPs (SECAPs), needs to be
well planned and robust. At the selected two governorates’ level, establishing of Strategic Sustainable
Energy Unit - Energy Efficiency Unit (SSEU) with a trained Manager/ Officer (Figure 15 & 16) is vital to
achieve the SEAPs (SECAPs). This process could be smoothly implemented in other larger governorates
(municipalities) such as Cairo, Alexandria and Giza at a later stage based on best practices when results
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THIS PROJECT IS FINANCED BY THE EUROPEAN UNION AND IS IMPLEMENTED BY THE HUMAN DYNAMICS CONSORTIUM