1. Result Based Finance
As enabler for renewable energy sector
transformation in developing countries
The Vietnam Case
Miguel Angel Mendez,
Seoul, Korea, Nov 07th, 2014
4. The Vietnamese national biogas programme
• The need
• Cooperation SNV and MARD since 2003
• Funded by DGIS, En Dev, Carbon Credits
• The Objective
Ø To develop a commercially viable domestic biogas sector.
To improve livelihood and life quality of rural farmer in Vietnam through exploiting the market and
non-market benefits of domestic biogas plants.
• The Program
Ø The Biogas Plant (KT1 model)
Ø Investment subsidy
Ø Quality control
Ø Training
Ø Research and Development
Title 4
6. Results
• Investment subsidy in place (56.5 USD) per biogas plant
• 1668 biogas mason enterprises installing bio digesters
• Quality control system in place. 1064 biogas technicians
• 159 trainers to assist training activities
• Sector development (PR). Vietnamese Biogas Association
• Research and Development
• 3 international awards
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11. Status of the Biogas Sector in Vietnam
• Current Market Situation asks for new and innovative
approaches – the next steps towards a fully commercial market!
Title
Saturation
Maturity
Growth
Introduction
Development
Market Growth
‘90s ‘03 ‘13 Time
Number of digesters constructed
2017
2016
2015
2014
2013
A new Financing
Mechanism
‘Business as
Usual’
No Support
Timeline
12. Result Based Finance
Move from up-front subsidies to conditional payments for pre-agreed
and verifiable results; shifting risks from donors to
market actors, flexible implementation
Basic characteristics/principles
• no upfront payments, only ex-post after verification of delivery:
no delivery, no payment; risk entirely at private sector
• provides temporary incentive to overcome market failures,
trigger market growth: only nascent markets with growth
potential and no other constraints
• private sector chooses own business models; but safeguards
set for quality, sustainability
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13. RBF in the biogas programme in Vietnam
• The objective is to create a market based biogas sector by
transferring responsibilities of gov’t and programme to enterprises
• Increasing ownership and capacity of biogas enterprises
• RBF incentive rewards enterprises for increased risk taking: extra
investment without a guaranteed return.
• Enterprises start paying for training and QC services
• Financial incentive (1.2 m VND around 56.5 USD) for the enterprise
after delivering a high quality digester and providing end user training.
Therefore no more end user investment subsidy
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14. Results
• Pilot in 6 provinces
• Implementation since may 2014
• 57 enterprises upgraded
• 1196 biogas plants built
• Positive reactions from all stakeholders
• Increased capacity of enterprises
• Increased marketing efforts of enterprises
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Constructed
since May 2014
RBF
enterprises
Hanoi 450 19
Thai Nguyen 272 19
Hai Duong 343 13
Vinh Phuc 128 5
Ha Giang 3 1
Quang Binh 0 0
Total 1196 57
15. Lessons learned from Vietnam
• Availability of qualified enterprises may be more important
than availability of subsidy
• Effective method to increase risk taking behaviour
• It is not easy to implement such a large change in a project
that has existed so long
• RBF can serve as exit strategy
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16. Other SNV RBF interventions
Kenya: Clean cook stove market acceleration project
• Incentives for MFI’s to provide loans for ‘higher tier’ cook
stoves: 100.000
Tanzania: Rural market development for solar pico-pv
• Improve market access to and use of quality pre electrification
pico-solar devices.
• RBF incentive for suppliers of solar- lanterns, phone chargers
and small multi room lighting kits.
• 115.000 poor rural and off grid households
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