SECTION III: TOTAL BUDGET AND WORK PLAN
The project budget per Outcome is shown in the table below. Please refer to Annex 4 for a more detailed breakdown of project costs.
TOTAL BUDGET AND WORKPLAN
00051455
00064077
Project
ID(s):
BRA/10/G31 - PIMS 3515 Sugar Cane Renewable Electricity SUCRE
BRA10
BRA/10/G31 - Sugar Cane Renewable Electricity SUCRE
3515
Award ID:
Award Title:
Business Unit:
Project Title:
PIMS no.
Implementing Partner
(Executing Agency)
GEF Outcome/Atlas
Activity
OUTCOME 1:
Technology for
Sugarcane trash
collection and
conversion to
exported electricity
at sugarcane mills is
commercially
launched
OUTCOME 2:
Economic and
financial viability of
sugarcane trash
collection and
utilization for
export electricity
from sugarcane
mills is
commercially
demonstrated
OUTCOME 3:
Environmental
CTC
Responsible
Party/
Implementi
ng Agent
Fund ID
Donor
Name
Atlas
Budgeta
ry
Account
Code
71300
72100
ATLAS Budget
Description
Amount
Year 1
(USD)
Amount
Year 2
(USD)
Amount
Year 3
(USD)
Amount
Year 4
(USD)
Amoun
t Year
5
(USD)
Local Consultants
Contractual Services
468,720
108,000
472,930
24,500
180,430
19,500
45,770
4,500
0
4,500
1,167,850
161,000
Equipment
120,000
90,000
0
0
0
210,000
23,000
0
0
0
0
23,000
3,000
7,000
7,000
0
17,000
Total Outcome 1
722,720
594,430
206,930
50,270
0
4,500
71300
Local Consultants
0
43,520
31,940
49,340
1,920
126,720
72100
Contractual Services
Information
Technology
Equipment
22,000
20,000
20,000
0
0
62,000
4,000
0
0
0
0
4,000
Total Outcome 2
26,000
63,520
51,940
49,340
1,920
192,720
Local Consultants
Contractual Services
82,080
2,000
138,720
100,000
53,040
100,000
63,720
100,000
63,520
50,000
401,080
352,000
72200
CTC
62000
GEF
72800
72500
62000
GEF
72800
Information
Technology
Equipment
Supplies
Total
(USD)
1,578,850
CTC
CTC
62000
GEF
71300
72100
42/90
integrity of the use
of biomass for
energy is assured
72800
4,000
2,000
0
0
0
6,000
0
0
0
0
40,000
40,000
88,080
3,540
11,000
0
240,720
81,520
167,020
0
153,040
117,560
261,550
2,099,000
163,720
208,550
218,593
662,000
153,520
202,770
196,247
0
799,080
613,940
854,410
2,761,000
14,000
0
0
0
0
14,000
0
20,000
20,000
20,000
90,000
150,000
2,000
2,000
2,000
2,000
2,000
10,000
Total Outcome 4
30,540
270,540
2,500,110
1,111,143
491,017
4,403,350
72100
Contractual services
202,000
40,000
0
0
0
242,000
72800
Information
Technology
Equipment
4,000
0
0
0
0
4,000
Total Outcome 5
206,000
40,000
0
0
0
246,000
71200
International
Consultants
30,000
30,000
80,000
50,000
72500
Supplies
1,200
1,200
1,200
1,200
1,200
6,000
Total Outcome 6
Local Consultants
Travel
Contractual Services
Information
Technology
Equipment
Total PM
PROJECT TOTAL
31,200
56,000
1,200
4,000
31,200
56,000
1,200
0
81,200
56,000
1,200
0
51,200
56,000
1,200
0
81,200
56,000
1,200
0
276,000
280,000
6,000
4,000
14,000
0
0
0
0
14,000
75,200
1,179,740
57,200
1,297,610
57,200
3,050,420
57,200
1,482,873
57,200
789,357
304,000
7,800,000
74200
OUTCOME 4:
Dissemination,
capacity building,
replication strategy
across the sugar
cane sector is under
implementation
OUTCOME 5:
Institutional, legal,
regulatory
framework is in
place o promote the
sustainable use of
biomass for
electricity
generation and sales
to the grid
OUTCOME 6:
Monitoring and
Evaluation
PROJECT
MANAGEMENT:
71300
72100
72200
CTC
62000
GEF
72800
74200
71600
CTC
UNDP
CTC
62000
62000
62000
GEF
GEF
GEF
Information
Technology
71300
71600
72100
72800
Audio Visual & Print
Prod Cost
Total Outcome 3
Local Consultants
Contractual Services
Equipment
Information
Technology
Equipment
Audio Visual & Print
Prod Cost
Travel
43/90
80,000
270,000
Summary of
1
Funds:
GEF
CTC
MILLS 1,2,3
MCT
UNICA
TOTAL
1
Amount
Year 1
1,179,740
750,000
11,160,000
591,780
20,000
13,701,520
Summary table should include all financing of all kinds: GEF financing, cofinancing, cash, in-kind, etc...
44/90
Amount
Year 2
1,297,610
750,000
11,160,000
591,780
20,000
13,819,390
Amount
Year 3
3,050,420
750,000
11,160,000
591,780
20,000
15,572,200
Amount
Year 4
1,482,873
750,000
11,160,000
591,780
20,000
14,004,653
Amount
Year 5
789,357
750,000
11,160,000
591,780
20,000
13,311,137
Total
7,800,000
3,750,000
55,800,000
2,958,900
100,000
70,408,900
SECTION IV: ADDITIONAL INFORMATION
PART I: Other agreements
Letter of Endorsement and Co-Financing Letters in separate file.
PART II: Organigram of Project
National Project Director
(NPD)
Technical
Manager
Economic,
Feasibility
Leader
Trash
Leader
Industrial
production
Leader
Economic,
Financial
Manager
Financial
support
Leader
Power
generation
Leader
Legal,
Regulatory
Manager
Environment
Manager
Licensing
Leader
Impacts,
Mitigation
Leader
Agricultural
Leader
Assistant
NPD
GHG
Leader
Technical
Monitoring
Leader
Energy
contracts
Leader
Project
Replication
Leader
Dissemination
Manager
Legal and
Regulatory
Leader
Web and
Publication
Leader
Electricity
Database
Leader
Figure 1. Organigram for the SUCRE project.
As mentioned earlier and shown above, the SUCRE project management team is composed of 8 persons, adding to the
7 shown in the organigram of figure 2 (National Project Director-NPD, Assistant NPD, Technical Manager, EconomicFinancial Manager, Environment Manager, Legal-regulatory Manager and Dissemination Manager) the NPD secretary
(National Project Director Secretary). From this team, 3 people: the National Project Director (NPD), the NPD assistant
and the NPD secretary, will devote most of their time strictly to take care of the project management, discussions with
stakeholders, meetings with steering committee, sponsors, sugarcane mills, etc.
The other 5 managers will respond for the execution of each of their area’s activities, looking over the technical
aspects, resources demand and timetable. There is a great involvement in the activities definition, execution and quality
control of the results. They will do “technical management”, and it is difficult to separate the technical and the
management aspects, since the technical involvement is necessary to guide the team, especially in areas of new
technologies, research and development, and in some cases conducting analysis of results, and reading and correcting
reports. A reasonable breakdown between management costs and technical oversight is 70% (987 p-wks) in technical
45/90
guidance, orientation, reports review, etc., and 30% (423 p-wks) dedicated to administrative management (resources
management, follow up of timetable, etc.). This was considered in the budget and in the CEO Endorsement documents.
With respect to the TA team, the 15 persons indicated in the organigram of figure 2 (all except management team)are
the specialty leaders. They do most of the work in their areas of knowledge, but in many situations there are other
people in the project working with them. Just as an example, during a field test, there is usually a team of at least 4
technicians that will be responding to the “Trash Leader”. Therefore, the TA team will be composed of more than the
15 persons (Leaders) indicated, based upon demand according to the project’s phase being conducted. The people
involved in these activities will be basically CTC personnel or contracted personnel.
46/90
PART III: Terms of References for key project staff and main subcontracts
The following draft TOR will be expanded for solicitation of candidates by UNDP and the project executing
agency (CTC) prior to project implementation.
Post Title:
Duration:
Qualifications:
Language:
Duties:
Expected
Deliverables
/Outputs:
Place of work
Related
Outcome(s)
Background
National Project Director
44 working months (Adm. 150 weeks; TA 25 weeks; Total 175 weeks)
The National Project Director is a key member of the project management team, being
responsible for the whole project development
Bachelors or Masters degree in engineering
At least 15 years of diverse experience developing and implementing projects in the
sugarcane sector with latest experiences in energy projects.
Have at least 10 years of experience with projects related to trash recovery.
Have good understanding of sugarcane industrial and agronomic processes, and of sugar and
ethanol production.
Have prior experience conducting GEF projects.
Respected in the sugarcane sector and to be known by MCT, UNDP and co-financers and has
their confidence.
Have team work experience and leadership.
Must be able to travel regularly inside Brazil and if necessary, abroad.
Portuguese and English (conversation and writing)
- Advise the Project Steering Committee (PSC) in all aspects of project implementation.
- Approve project schedule, budget, services and equipment contracts
- Hiring personnel
- Supervise and control the project development and progress
- Supervise the work done by the Project Coordinator
- Define and make the corrections of course in order to attain the project objectives in time
and within budget
- Supervise, coordinate, and control the actions of the teams leaded by the Technical
Managers.
- Make the formal link with the funding institutions, investing mills or investors, cane
growers, utilities, NGOs, UNICA, governmental institutions, and the external public in
general.
- Prepare the PSC meetings
- Implement and implant the project as a whole as planned, within schedule and budget, and
with the expected quality.
- Piracicaba, SP
- 1, 2, 3, 4, and 5
The success of the Brazilian sugarcane-ethanol program is now well established, both in
terms of being commercially competitive today without subsidy and in terms of achieving
significant ongoing reductions in greenhouse gas emissions relative to petroleum fuel use.
The project described here seeks to help launch a similar commercial and environmental
success story with sugarcane-biomass electricity generation in Brazil. The proposed project is
globally significant because over 80 countries grow sugarcane, and Brazil is viewed
internationally as a leader in technological innovation and competitiveness in the sugarcane
processing industries. Thus, success in Brazil would likely catalyze similar efforts in other
countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process requirements,
47/90
the hurdles to commercial success in electricity are much less daunting than at the same stage
of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a commercial
market for sugarcane-based electricity supply to the Brazilian grid, to displace fossil-fuel
electricity that would otherwise need to be generated to meet growing electricity demands in
Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring an
earlier project (“Biomass Power Generation”) that was largely a technology development and
capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on this
earlier effort to catalyze the transformation of the sugarcane industry in Brazil into one for
which supply to the grid of renewable electricity from sugarcane biomass becomes a
significant and core aspect of their business, alongside sugar and ethanol production.
To maximize the potential for electricity generation from sugarcane, the project will facilitate
the expanded use of bagasse and launch the widespread use of sugarcane “trash”, the tops and
leaves of the sugarcane plant that historically have been burned on the cane field as a waste
product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively double the
resource commonly associated with sugarcane.
48/90
Post Title:
Duration:
Qualifications:
Language:
Duties:
Expected
Deliverables
/Outputs:
Place of work
Related
Outcome(s)
Background
Technical Manager
50 working months (Adm. 50 weeks; TA 150 weeks; Total 200 weeks)
The Technical Manager is one of the key members of the project management team
being responsible for the development and implementation of all technical aspects of
the project
Bachelors or Masters degree in mechanical engineering
At least 15 years of diverse experience developing and implementing industrial
projects related with the sugarcane industry.
Extensive knowledge of energy generation at sugarcane mills, energy consumption and
industrial processes for the production of sugar and ethanol.
Have good understanding of the agricultural processes involved in the sugarcane
production.
Have team work experience and leadership..
Be able to travel regularly inside Brazil.
Portuguese and English (good understanding and reading/writing)
- Supervise, control, and coordinate the actions of the team leaders that will be
responsible for the trash separation and processing; industrial production; power
generation, and agricultural aspects of the project
- Define, together with the National Project Director, the scope of the work to be done
by team leaders
- Plan the work of team leaders and the technical work in general
- Prepare schedules and budgets pertaining to the technical area of the project
- Define and make the corrections of course in order to attain the technical objectives
of the project, in time and within budget
- Guarantee the quality of the work developed by team leaders
- Participate and support the National Project Director in the hiring personnel process
- Continuously monitor the performance and quality of the personnel working under
his responsibility
- Implement and implant the technical aspects of project as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
-1
The success of the Brazilian sugarcane-ethanol program is now well established, both
in terms of being commercially competitive today without subsidy and in terms of
achieving significant ongoing reductions in greenhouse gas emissions relative to
petroleum fuel use.
The project described here seeks to help launch a similar commercial and
environmental success story with sugarcane-biomass electricity generation in Brazil.
The proposed project is globally significant because over 80 countries grow sugarcane,
and Brazil is viewed internationally as a leader in technological innovation and
competitiveness in the sugarcane processing industries. Thus, success in Brazil would
likely catalyze similar efforts in other countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process
requirements, the hurdles to commercial success in electricity are much less daunting
than at the same stage of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a
commercial market for sugarcane-based electricity supply to the Brazilian grid, to
displace fossil-fuel electricity that would otherwise need to be generated to meet
growing electricity demands in Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring
49/90
an earlier project (“Biomass Power Generation”) that was largely a technology
development and capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on
this earlier effort to catalyze the transformation of the sugarcane industry in Brazil into
one for which supply to the grid of renewable electricity from sugarcane biomass
becomes a significant and core aspect of their business, alongside sugar and ethanol
production.
To maximize the potential for electricity generation from sugarcane, the project will
facilitate the expanded use of bagasse and launch the widespread use of sugarcane
“trash”, the tops and leaves of the sugarcane plant that historically have been burned on
the cane field as a waste product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively
double the resource commonly associated with sugarcane.
50/90
Post Title:
Duration:
Qualifications:
Language:
Duties:
Expected
Deliverables
/Outputs:
Place of work
Related
Outcome(s)
Background
Economic and Financial Manager
6 working months (Adm. 25 weeks)
The Economic and Financial Manager is one of the key members of the project
management team being responsible for the development and implementation of all
economic and financial aspects of the project
Bachelors or Masters degree
At least 10 years of diverse experience dealing with the economic and financial aspects
of industrial projects.
Have 10 years of experience conducting Financial and Economic analysis of projects
in the sugarcane sector.
Have good understanding of the industrial and agronomic processes of the sugarcane,
sugar and ethanol production.
Have extensive knowledge of economics procedures and parameters utilized in the
sugarcane sector, financing institutions and procedures.
Be able to travel regularly inside Brazil.
Portuguese and English (good spoken understanding and reading/writing)
- Supervise, control, and coordinate all the activities and studies related with the
economic and financial aspects included in the scope of the project.
- Define, together with the National Project Director, the scope of the work to be done
by team leaders or third parties.
- Plan the work of team leaders and or third parties
- Be responsible for the preparation of schedules and budgets pertaining to the
economic and financial areas of the project.
- Be responsible for the preparation of economic and financial analyses and specific
and feasibility studies required by the project to achieve its objectives.
- Define and make the corrections of course in order to attain the economical and
financial objectives of the project, in time and within budget.
- Guarantee the quality of the work developed by team leaders and or third parties.
- Participate and support the National Project Director in the hiring personnel
process.
- Continuously monitor the performance and quality of the personnel or third parties
working under his responsibility.
- Implement and implant the technical aspects of project as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
-2
The success of the Brazilian sugarcane-ethanol program is now well established, both
in terms of being commercially competitive today without subsidy and in terms of
achieving significant ongoing reductions in greenhouse gas emissions relative to
petroleum fuel use.
The project described here seeks to help launch a similar commercial and
environmental success story with sugarcane-biomass electricity generation in Brazil.
The proposed project is globally significant because over 80 countries grow sugarcane,
and Brazil is viewed internationally as a leader in technological innovation and
competitiveness in the sugarcane processing industries. Thus, success in Brazil would
likely catalyze similar efforts in other countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process
requirements, the hurdles to commercial success in electricity are much less daunting
than at the same stage of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a
51/90
commercial market for sugarcane-based electricity supply to the Brazilian grid, to
displace fossil-fuel electricity that would otherwise need to be generated to meet
growing electricity demands in Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring
an earlier project (“Biomass Power Generation”) that was largely a technology
development and capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on
this earlier effort to catalyze the transformation of the sugarcane industry in Brazil into
one for which supply to the grid of renewable electricity from sugarcane biomass
becomes a significant and core aspect of their business, alongside sugar and ethanol
production.
To maximize the potential for electricity generation from sugarcane, the project will
facilitate the expanded use of bagasse and launch the widespread use of sugarcane
“trash”, the tops and leaves of the sugarcane plant that historically have been burned on
the cane field as a waste product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively
double the resource commonly associated with sugarcane.
52/90
Post Title:
Duration:
Qualifications:
Language:
Duties:
Expected
Deliverables
/Outputs:
Place of work
Related
Outcome(s)
Background
Environmental Manager
6 working months (Adm. 25 weeks)
The Environmental Manager is also one of the key members of the project management
team being responsible for the development and implementation of all environmental
aspects of the project
Bachelors or Masters degree in engineering
To be specialized in environment studies and mitigation solutions.
Have at least 15 years of diverse experience dealing with the environmental aspects of agroindustrial projects related with the sugarcane industry.
Have 15 years of experience conducting Environmental projects in the sugarcane sector.
Have good understanding of the industrial and agronomic processes of the sugarcane, sugar
and ethanol production.
To be respected by the Environmental Agencies and by the sugarcane sector.
Be able to travel regularly inside Brazil.
Portuguese and English (good spoken understanding and reading/writing)
- Supervise, control, and coordinate all the activities and studies related with the
environmental aspects included in the scope of the project
- Define, together with the National Project Director, the scope of the work to be done by
team leaders or third parties comprising the evaluation of environmental impacts,
definition of mitigating measures, supporting licensing of industrial installations, and
environmental monitoring.
- Plan the work of team leaders and or of third parties, related with the environmental
aspects of the project
- Prepare schedules and budgets pertaining to the environmental area of the project
- Prepare the environmental analyses and studies required by the project to achieve its
objectives.
- Define and make the corrections of course in order to attain the technical objectives of the
project, in time and within budget
- Guarantee the quality of the work developed by team leaders
- Participate and support the National Project Director in the hiring personnel process.
- Continuously monitor the performance and quality of the personnel working under his
responsibility.
- Implement all the activities related with the environmental aspects of the project,
according with what was planned, with the expected quality, and within the project
schedule and budget
- Piracicaba, SP
-3
The success of the Brazilian sugarcane-ethanol program is now well established, both in
terms of being commercially competitive today without subsidy and in terms of achieving
significant ongoing reductions in greenhouse gas emissions relative to petroleum fuel use.
The project described here seeks to help launch a similar commercial and environmental
success story with sugarcane-biomass electricity generation in Brazil. The proposed project
is globally significant because over 80 countries grow sugarcane, and Brazil is viewed
internationally as a leader in technological innovation and competitiveness in the sugarcane
processing industries. Thus, success in Brazil would likely catalyze similar efforts in other
countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process
requirements, the hurdles to commercial success in electricity are much less daunting than
at the same stage of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a
commercial market for sugarcane-based electricity supply to the Brazilian grid, to displace
53/90
fossil-fuel electricity that would otherwise need to be generated to meet growing electricity
demands in Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring an
earlier project (“Biomass Power Generation”) that was largely a technology development
and capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on this
earlier effort to catalyze the transformation of the sugarcane industry in Brazil into one for
which supply to the grid of renewable electricity from sugarcane biomass becomes a
significant and core aspect of their business, alongside sugar and ethanol production.
To maximize the potential for electricity generation from sugarcane, the project will
facilitate the expanded use of bagasse and launch the widespread use of sugarcane “trash”,
the tops and leaves of the sugarcane plant that historically have been burned on the cane
field as a waste product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively double
the resource commonly associated with sugarcane.
54/90
Post Title:
Duration:
Qualifications:
Language:
Duties:
Expected
Deliverables
/Outputs:
Place of work
Related
Outcome(s)
Background
Dissemination Manager
6 working months (Adm. 25 weeks)
The Dissemination Manager is one of the key members of the project management team
being responsible for the coordination, development and implementation of all activities
related with the dissemination aspects of the project.
Bachelors or Masters degree
Have at least 10 years experience in areas as diverse as economic analysis and feasibility
studies, dissemination of information, and progress monitoring of agro-industrial projects,
with preference to projects related with the sugarcane industry.
Have extensive knowledge of knowledge management, monitoring systems and information
systems.
Have good understanding of the industrial and agronomic processes of the sugarcane, sugar,
ethanol production, especially energy generation.
Have widespread contacts in the electrical sector, sugarcane sector, including sugarcane mills
and sugarcane growers.
Be able to travel regularly inside Brazil.
Portuguese and English (good spoken understanding and reading/writing)
- Supervise, control, and coordinate all the activities and studies related with the
dissemination aspects included in the scope of the project
- Define, together with the National Project Director, the scope of the work to be done by
team leaders or third parties.
- Plan the work of team leaders and or of third parties, related with the dissemination aspects
of the project.
- Be responsible for the preparation of schedules and budgets pertaining to the dissemination
area of the project
- Be responsible for the preparation of analyses and studies, within the scope of the tasks
pertaining to the dissemination area and required to achieve project objectives.
- Define and make the corrections of course in order to attain the technical objectives of the
project, in time and within budget.
- Guarantee the quality of the work developed by team leaders.
- Participate and support the National Project Director in the hiring personnel process.
- Continuously monitor the performance and quality of the personnel working under his
responsibility.
- Implement all the activities related with the dissemination aspects of the project, according
with what was planned, with the expected quality, and within the project schedule and
budget
- Piracicaba, SP
-4
The success of the Brazilian sugarcane-ethanol program is now well established, both in
terms of being commercially competitive today without subsidy and in terms of achieving
significant ongoing reductions in greenhouse gas emissions relative to petroleum fuel use.
The project described here seeks to help launch a similar commercial and environmental
success story with sugarcane-biomass electricity generation in Brazil. The proposed project is
globally significant because over 80 countries grow sugarcane, and Brazil is viewed
internationally as a leader in technological innovation and competitiveness in the sugarcane
processing industries. Thus, success in Brazil would likely catalyze similar efforts in other
countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process requirements,
the hurdles to commercial success in electricity are much less daunting than at the same stage
of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a commercial
55/90
market for sugarcane-based electricity supply to the Brazilian grid, to displace fossil-fuel
electricity that would otherwise need to be generated to meet growing electricity demands in
Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring an
earlier project (“Biomass Power Generation”) that was largely a technology development and
capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on this
earlier effort to catalyze the transformation of the sugarcane industry in Brazil into one for
which supply to the grid of renewable electricity from sugarcane biomass becomes a
significant and core aspect of their business, alongside sugar and ethanol production.
To maximize the potential for electricity generation from sugarcane, the project will facilitate
the expanded use of bagasse and launch the widespread use of sugarcane “trash”, the tops and
leaves of the sugarcane plant that historically have been burned on the cane field as a waste
product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively double the
resource commonly associated with sugarcane.
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Background
Legal and Regulatory Manager
6 working months (Adm. 25 weeks)
The Legal and Regulatory Manager is one of the key members of the project management
team being responsible for the coordination, development and implementation of all activities
related with the institutional, legal and regulatory aspects of the project
Bachelors or Masters degree
At least 5 years experience related with the legislation of the Brazilian electrical sector,
electricity sales contracts for the regulated and non-regulated markets, and IPP (Independent
Power Producers) and cogeneration electricity sales.
Be able to travel regularly inside Brazil.
Portuguese and English (good spoken understanding and reading/writing)
- Supervise, control, and coordinate all the activities and studies related with the institutional, legal
and regulatory aspects included in the scope of the project
- Define, together with the National Project Director, the scope of the work to be done by team leaders
or third parties.
- Plan the work of team leaders and or of third parties, related with the institutional, legal and
regulatory aspects of the project.
- Be responsible for the preparation of schedules and budgets pertaining to the institutional, legal and
regulatory area of the project.
- Be responsible for the preparation the analyses and studies, within the scope of the tasks pertaining
to the institutional, legal and regulatory area and required to achieve project objectives.
- Define and make the corrections of course in order to attain the technical objectives of the project, in
time and within budget.
- Guarantee the quality of the work developed by team leaders.
- Participate and support the National Project Director in the hiring personnel process.
- Continuously monitor the performance and quality of the personnel working under his responsibility.
- Implement all the activities related with the institutional, legal and regulatory aspects of the project,
according with what was planned, with the expected quality, and within the project schedule and
budget
- Piracicaba, SP
-5
The success of the Brazilian sugarcane-ethanol program is now well established, both in
terms of being commercially competitive today without subsidy and in terms of achieving
significant ongoing reductions in greenhouse gas emissions relative to petroleum fuel use.
The project described here seeks to help launch a similar commercial and environmental
success story with sugarcane-biomass electricity generation in Brazil. The proposed project is
globally significant because over 80 countries grow sugarcane, and Brazil is viewed
internationally as a leader in technological innovation and competitiveness in the sugarcane
processing industries. Thus, success in Brazil would likely catalyze similar efforts in other
countries.
As biomass-based electricity production is already familiar in the Brazilian sugarcane
processing industries, where generated electricity is used to meet onsite process requirements,
the hurdles to commercial success in electricity are much less daunting than at the same stage
of development of the sugarcane-ethanol program
The overall objective of the proposed project is to catalyze the establishment of a commercial
market for sugarcane-based electricity supply to the Brazilian grid, to displace fossil-fuel
electricity that would otherwise need to be generated to meet growing electricity demands in
Brazil.
GEF has helped lay the foundation for a cane-power industry in Brazil by sponsoring an
earlier project (“Biomass Power Generation”) that was largely a technology development and
capacity building effort.
The SUGARCANE RENEWABLE ELECTRICITY (SUCRE) project will build on this
earlier effort to catalyze the transformation of the sugarcane industry in Brazil into one for
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which supply to the grid of renewable electricity from sugarcane biomass becomes a
significant and core aspect of their business, alongside sugar and ethanol production.
To maximize the potential for electricity generation from sugarcane, the project will facilitate
the expanded use of bagasse and launch the widespread use of sugarcane “trash”, the tops and
leaves of the sugarcane plant that historically have been burned on the cane field as a waste
product.
As determined in the “Biomass Power Generation” project, the quantity of trash that is
available on a typical cane field is equal to the amount of bagasse produced. Thus,
considering trash and bagasse, the biomass resource from sugarcane is effectively double the
resource commonly associated with sugarcane.
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Trash Leader
65 working months (260 weeks)
The Trash Leader is one of the key members of the Technical Manager team
being responsible for the coordination of the implementation of all activities
related with the trash utilization (recovering, transport, handling, and delivering
to the mill)
Bachelors or Masters degree in mechanical or agricultural engineering
At least 5 years of diverse experience developing and implementing projects
related with the sugarcane industry.
Have team work experience and leadership.
Portuguese
- Control, and coordinate the actions of the workers that will be responsible for
implementing the activities related with the trash utilization.
- Continuously monitor the performance and quality of the personnel working
under his responsibility
- Implement the activities related with the trash utilization as planned, with the
expected quality, and within schedule and budget
- Piracicaba and others places, SP
1
Industrial Leader
65 working months (260 weeks)
The Industrial Leader is one of the key members of the Technical Manager team
being responsible for the coordination of the implementation of all industrial
activities derived from the trash utilization (storage, processing, boiler feeding)
Bachelors or Masters degree in mechanical engineering
At least 5 years of diverse experience developing and implementing industrial
projects related with the sugarcane industry.
Have team work experience and leadership.
Portuguese
- Responsible for the technical development/design of the trash processing and
use systems and equipment specification.
- Control, and coordinate the actions of the workers that will be responsible for
implementing the activities related with the industrial aspects of trash
utilization.
- Continuously monitor the performance and quality of the personnel working
under his responsibility
- Implement the activities related with the industrial aspects of trash utilization as
planned, with the expected quality, within schedule and budget
- Piracicaba and others places, SP
1
Power Generation Leader
93 working months (372 weeks)
The Power Generation Leader is also one of the key members of the Technical
Manager team being responsible for the coordination of the implementation of
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all activities related with the power generation.
Bachelors or Masters degree in mechanical engineering
At least 5 years of diverse experience developing and implementing projects
related with power generation in the sugarcane industry.
Have team work experience and leadership.
Portuguese
- Responsible for the technical development/design of energy balances and
equipment specification.
- Control, and coordinate the actions of the workers that will be responsible for
implementing the activities related with the power generation.
- Continuously monitor the performance and quality of the personnel working
under his responsibility
- Implement the activities related with the power generation aspects as planned,
with the expected quality, within schedule and budget
- Piracicaba and others places, SP
1
Agricultural Leader
65 working months (260 weeks)
The Agricultural Leader is one of the key members of the Technical Manager
team being responsible for the coordination of the implementation of all
agricultural activities related with the trash utilization.
Agronomy engineer with experience with the sugarcane culture.
At least 5 years of diverse experience developing and implementing sugarcane
agricultural projects.
Have team work experience and leadership.
Portuguese
- Control, and coordinate the actions of the workers that will be responsible for
implementing the agricultural activities related with the trash utilization.
- Continuously monitor the performance and quality of the personnel working
under his responsibility
- Implement the activities related with the agricultural aspects of trash utilization
as planned, with the expected quality, and within schedule and budget
- Piracicaba and others places, SP
1
Economic Feasibility Leader
25 working months (100 weeks)
The Economic Feasibility Leader is one of the key members of the economic and
financial management team being responsible for the implementation of the activities
related with the economic and feasibility of the project
Bachelor degree on economy or finance
At least 2 years of diverse experience dealing with the economic and feasibility
aspects of sugarcane projects.
Portuguese
- Control, and coordinate all the activities and studies related with the economic and
feasibility aspects included in the scope of the project.
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- Be responsible for the preparation of economic and feasibility analyses and studies
required by the project.
- Continuously monitor the performance and quality of the personnel or third parties
working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
2
Financial Support Leader
24 working months (95 weeks)
The Financial support Leader is one of the key members of the economic and
financial management team being responsible for the implementation of the activities
related with the financial aspects of the project
Bachelor degree on economy or finance
At least 2 years of diverse experience dealing with the economic and feasibility
aspects of sugarcane projects.
Portuguese
Control, and coordinate all the activities related with the financial aspects of the
project.
- Be responsible for the preparation of financial information, analyses and studies
required by the project.
- Continuously monitor the performance and quality of the personnel or third parties
working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
2
Licensing Leader
33 working months (132 weeks)
The Licensing Leader is one of the key members of the Environmental Manager
team being responsible for all activities related with the project’s environmental
licensing.
Bachelor degree in environmental engineering, or engineering with specialization on
environmental issues.
Have good understanding of the industrial and agronomic processes of the
sugarcane, sugar and ethanol production.
Portuguese
- Control, and coordinate all the activities and studies related with the
environmental licensing aspects included in the scope of the project
- Plan the activities related with the environmental licensing aspects of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
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Duration:
Impact Mitigation Leader
33 working months (130 weeks)
The Impact Mitigation Leader is one of the key members of the Environmental
Manager team being responsible for all activities related with the project’s
environmental impact mitigation.
Bachelor degree in environmental engineering, or engineering with specialization on
environmental issues.
Have good understanding of the industrial and agronomic processes of the
sugarcane, sugar and ethanol production, and of the environmental impacts related
with the sugarcane sector.
Portuguese
- Control, and coordinate all the activities and studies related with the
environmental impact mitigation aspects included in the scope of the project
- Plan the activities related with the environmental impact mitigation aspects of the
project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
Qualifications:
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- Piracicaba, SP
3
Green House Gas (GHG) Leader
24 working months (95 weeks)
The GHG Leader is one of the key members of the Environmental Manager team
being responsible for all activities related with the project’s green house gas aspects.
Bachelor degree in environmental engineering, or engineering with specialization on
environmental issues with focus on green house gas issues.
Have good understanding of the industrial and agronomic processes of the
sugarcane, sugar and ethanol production, and of the environmental and green house
gas issues related with the sugarcane sector.
Portuguese
- Control, and coordinate all the activities and studies related with the green house
gas aspects included in the scope of the project
- Plan the activities related with the green house gas aspects of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
3
Technical Monitoring Leader
24 working months (95 weeks)
The Technical Monitoring Leader is one of the key members of the Dissemination
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Manager team being responsible for all the activities related with the technical
monitoring aspects of the project.
Bachelor engineering degree, with experience in progress monitoring of agroindustrial projects, with preference to projects related with the sugarcane industry.
Have good understanding of the industrial and agronomic processes of the
sugarcane, sugar, ethanol production, especially energy generation.
Portuguese
- Control, and coordinate all the activities related with the technical monitoring
aspects included in the scope of the project.
- Plan the activities related with the technical monitoring aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the technical
monitoring of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
4
Project Replication Leader
24 working months (95 weeks)
The Project Replication Leader is one of the key members of the Dissemination
Manager team being responsible for all the activities related with the replication
aspects of the project.
Bachelor engineering degree, with some experience in agro-industrial projects, with
preference to projects related with the sugarcane industry.
Have good understanding of the industrial and agronomic processes of the
sugarcane, sugar, ethanol production.
Portuguese
- Control, and coordinate all the activities related with the replication aspects
included in the scope of the project.
- Plan the activities related with the replication aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the
replication of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
4
Web and Publication Leader
13 working months (52 weeks)
The Web and Publication Leader is one of the key members of the Dissemination
Manager team being responsible for all the activities related with the web and
publication aspects of the project.
Bachelor journalism or publicity, with experience in design and management of web
sites.
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Portuguese and English
- Control, and coordinate all the activities related with the web and publication
aspects of the project.
- Plan the activities related with the web and publication aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the web and
publication aspects of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
4
Electricity Data Base Leader
24 working months (95 weeks)
The Project Electricity Data Base Leader is one of the key members of the
Dissemination Manager team being responsible for all the activities related with the
electricity data base aspects of the project.
Bachelor engineering degree, with experience in information technology and data
bank management, or information technology degree with experience in data bank
management.
Have some understanding of the industrial and agronomic processes of the
sugarcane, sugar, ethanol production, would be good.
Portuguese
- Control, and coordinate all the activities related with the electric data base aspects
included in the scope of the project.
- Plan the activities related with the electric data base aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the electric
data base of the project
- Continuously monitor the performance and quality of the work developed by the
personnel working under his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
4
Energy Contracts Leader
24 working months (95 weeks)
The Energy Contract Leader is one of the key members of the Legal and Regulatory
Manager team being responsible for all activities related with the energy contract
aspects of the project
Bachelors degree
Experience related with the legislation of the Brazilian electrical sector, electricity
sales contracts for the regulated and non-regulated markets, IPP (Independent Power
Producers) and cogeneration electricity sales.
Portuguese
- Control, and coordinate all the activities and studies related with the energy
contract aspects included in the scope of the project
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/Outputs:
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- Plan the activities related with the energy contract aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the energy
contract aspects of the project.
- Participate in the analyses and studies related with the project’s energy contract
aspects.
- Continuously monitor the performance and quality of the personnel working under
his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
-5
Legal and Regulatory Leader
24 working months (95 weeks)
The Legal and Regulatory Leader is one of the key members of the Legal and
Regulatory Manager team being responsible for all activities related with the legal
and regulatory aspects of the project
Bachelors degree
Experience related with the legislation of the Brazilian electrical sector, electricity
sales contracts for the regulated and non-regulated markets, IPP (Independent Power
Producers) and cogeneration electricity sales.
Portuguese
- Control, and coordinate all the activities and studies related with the legal and
regulatory aspects included in the scope of the project
- Plan the activities related with the legal and regulatory aspects of the project.
- Participate in the preparation of schedules and budgets pertaining to the legal and
regulatory aspects of the project.
- Participate in the analyses and studies related with the project’s legal and
regulatory aspects.
- Continuously monitor the performance and quality of the personnel working under
his responsibility.
- Implement the activities under his responsibility as planned, with the expected
quality, and within schedule and budget
- Piracicaba, SP
-5
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PART IV: Stakeholder Involvement Plan
The key stakeholders and their interests in the SUCRE project are as follows:
 CTC will be the executing agency and will provide co-financing for the SUCRE project.
 Three sugarcane mills providing co-financing and hosting the first implementations of trash systems
for electricity generation: Equipav Acucar e Alcool S.A., Alta Mogiana Acucar e Alcool S.A., and
Biopav Acucar e Alcool S.A.
 Equipment manufacturers providing co-financing and technical support: DEMUTH MÁQUINAS
LTDA (grinder and conveyor manufacturer), CASE – NEW HOLLAND (harvester and agricultural
equipment manufacturer), CAMECO – JOHN DEERE (harvester and agricultural equipment
manufacturer), RANDON S.A. Implementos e Participações (wagon and road equipment manufacturer),
HBA Indústria Comércio e Manutenção de Equipamentos Agrícolas (wagon, road, and agricultural
equipment manufacturing and maintenance), and CALDEMA and HPB Equipamentos Industriais Ltda.
(boiler manufacturers).
 UNICA: involvement in policy and dissemination aspects of the project
 MCT: ensure project is consistent with national priorities; co-finance SUCRE project and/or other projects
that complement the SUCRE project.
The SUCRE project regards the relationship with manufactures as is very important and anticipates that it will grow
with the progress of the project. So far, despite the fact that possible manufacturers that could be involved with the
project already were identified, DEMUTH was only one that already agreed in participating and his participation was
included in the PRODOC, as a co-financing of US$ 250,000 that is mentioned in Annex 1 – Activity 1.1.3 – Detailed
budget.
CTC expects that with time other manufacturers will join the project as it successfully progress. It is important to
mention that it is very difficult to obtain commitment from the manufacturers prior to project approval. With
DEMUTH was different, as they have been involved since the very beginning of the trash processing activities. With
the progressing of the project and new manufacturers join it, staff time, equipment, and other items, will add to the
project initial budget, and co-financing will increase with time.
Industrial partnerships under negotiation:
 DEDINI, CALDEMA and HPB Sermatec – Studies of the impact of sugarcane trash burning in
conventional bagasse boilers.
 DEMUTH – development and improvements in trash shredding system/equipment.
 BERNAUER and DEMUTH – Development of low cost transport conveyors for trash (pneumatic
transport and others).
 RANDON – Development of a mobile laboratory dedicated to analysis at the industry.
Agricultural partnerships under negotiation:
 JOHN DEERE or CASE IH (under consultation) - Sugarcane harvester modification and improvements
to operate with cane with more trash (leaves)
 SERGOMEL – Sugarcane truck body with increased volume to carry cane with trash that has lower
density and needs to increase the carried load.
 MAVI or MOTOCANA – Development of equipment to increase sugarcane load by increasing load
density (vibration system).
Information dissemination, consultation, and similar activities that occurred during project preparation
 Outreach seminar to communicate CTC’s state-of-the-art knowledge regarding technological developments
with trash-to-electricity to the sugarcane sector. Seminar was titled “Dry Cleaning of Sugarcane Trash
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





Processing and Use” and held 17 May 2007 at the CTC facilities in Piracicaba. It was attended by 155
individuals representing 64 companies;
(See: http://www.ctcanavieira.com.br/ftp/public/Seminario_Limpeza_Seco/).
Two meetings with MCT (June 2007 and July 2007)
Meetings with 3 co-financing mills.
Meeting with COSAN Group (representing 13 mills)
Presentation of trash-to-electricity information at SIMTEC (Simpósio de Tecnologia), major annual
meeting of the Brazilian sugarcane sector (Piracicaba, July 2007).
Meetings with equipment manufacturers (DEMUTH, HBA, and RANDON)
Consultations with UNDP – two meetings in Brasilia, two meetings with Panama City UNDP/GEF person,
and one meeting with New York UNDP/GEF person.
The work plan included earlier in this document describes activities planned during implementation and
evaluation, including topics, groups involved, and outcomes.
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ANNEX 1: Technical Details, Baseline and SUCRE
Mass and Energy Balance for Sugarcane Mill Representing Baseline Situation
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Mass and Energy Balance for Sugarcane Mill Representing Situation with SUCRE Project
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ANNEX 2: Plan for Monitoring and Evaluation of Project Impact
Project monitoring and evaluation will be conducted in accordance with established UNDP and GEF
procedures and will be provided by the project team and the UNDP Country Office (UNDP-CO) with support
from UNDP/GEF. The Logical Framework Matrix in the main project document provides performance and
impact indicators for project implementation along with their corresponding means of verification. These will
form the basis on which the project's Monitoring and Evaluation system will be built.
The following sections outline the principal components of the Monitoring and Evaluation Plan and
indicative cost estimates related to M&E activities. Adaptive management will be an essential ingredient in
PA management plans as well as in the PA and individual performance evaluation systems that will be
instituted through the project. This will increase the chance of M&E results being fed back and implemented
on the ground. The project's Monitoring and Evaluation Plan will be presented and finalized at the Project's
Inception Report following a collective fine-tuning of indicators, means of verification, and the full definition
of project staff M&E responsibilities.
Monitoring and Reporting
Project Inception Phase
1) A Project Inception Workshop will be conducted with the full project team, relevant government
counterparts, co-financing partners, the UNDP-CO and representation from the UNDP-GEF Regional
Coordinating Unit, as well as UNDP-GEF (HQs) as appropriate.
2) A fundamental objective of this Inception Workshop will be to assist the project team to understand and
take ownership of the project’s goals and objectives, as well as finalize preparation of the project's first
annual workplan on the basis of the project's log frame matrix. This will include reviewing the logframe
(indicators, means of verification, assumptions), imparting additional detail as needed, and on the basis of
this exercise finalize the Annual Work Plan (AWP) with precise and measurable performance indicators,
and in a manner consistent with the expected outcomes for the project.
3) Additionally, the purpose and objective of the Inception Workshop (IW) will be to: (i) introduce project
staff with the UNDP-GEF expanded team which will support the project during its implementation,
namely the CO and responsible Regional Coordinating Unit staff; (ii) detail the roles, support services
and complementary responsibilities of UNDP-CO and RCU staff vis a vis the project team; (iii) provide a
detailed overview of UNDP-GEF reporting and monitoring and evaluation (M&E) requirements, with
particular emphasis on the Annual Project Implementation Reviews (PIRs) and related documentation, the
Annual Project Report (APR), Tripartite Review Meetings, as well as mid-term and final evaluations.
Equally, the IW will provide an opportunity to inform the project team on UNDP project related
budgetary planning, budget reviews, and mandatory budget re-phasing.
The IW will also provide an opportunity for all parties to understand their roles, functions, and responsibilities
within the project's decision-making structures, including reporting and communication lines, and conflict
resolution mechanisms. The Terms of Reference for project staff and decision-making structures will be discussed
again, as needed, in order to clarify for all each party’s responsibilities during the project's implementation
phase.
Monitoring Responsibilities and Events
4) A detailed schedule of project reviews meetings will be developed by the project management, in
consultation with project implementation partners and stakeholder representatives and incorporated in the
Project Inception Report. Such a schedule will include: (i) tentative time frames for Tripartite Reviews,
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Steering Committee Meetings, (or relevant advisory and/or coordination mechanisms) and (ii) project
related Monitoring and Evaluation activities.
Day to Day Monitoring
5) Day to day monitoring of implementation progress will be the responsibility of the Project Coordinator
based on the project's Annual Work Plan and its indicators. The Project Team will inform the UNDP-CO
of any delays or difficulties faced during implementation so that the appropriate support or corrective
measures can be adopted in a timely and remedial fashion.
6) The Project Coordinator will fine-tune the progress and performance/impact indicators of the project in
consultation with the full project team at the Inception Workshop with support from UNDP-CO and
assisted by the UNDP-GEF Regional Coordinating Unit. Specific targets for the first year implementation
progress indicators together with their means of verification will be developed at this Workshop. These
will be used to assess whether implementation is proceeding at the intended pace and in the right direction
and will form part of the Annual Work Plan. The local implementing agencies will also take part in the
Inception Workshop in which a common vision of overall project goals will be established. Targets and
indicators for subsequent years would be defined annually as part of the internal evaluation and planning
processes undertaken by the project team.
7) Measurement of impact indicators related to global benefits will occur according to the schedules defined
in the Inception Workshop and tentatively outlined in the indicative Impact Measurement Template at the
end of this Part. The measurement, of these will be undertaken through subcontracts or retainers with
relevant institutions or through specific studies that are to form part of the projects activities.
Periodic Monitoring
8) Periodic Monitoring of implementation progress will be undertaken by the UNDP-CO through quarterly
meetings with the project proponent, or more frequently as deemed necessary. This will allow parties to
take stock and to troubleshoot any problems pertaining to the project in a timely fashion to ensure smooth
implementation of project activities.
9) UNDP Country Offices and UNDP-GEF RCUs as appropriate, will conduct yearly visits to projects that
have field sites, or more often based on an agreed upon scheduled to be detailed in the project's Inception
Report / Annual Work Plan to assess first hand project progress. Any other member of the Project
Steering Committee can also accompany, as decided by the PSC. A Field Visit Report will be prepared by
the CO and circulated no less than one month after the visit to the project team, all PSC members, and
UNDP-GEF.
Annual Monitoring
10) Annual Monitoring will occur through the Tripartite Review (TPR). This is the highest policy-level
meeting of the parties directly involved in the implementation of a project. The project will be subject to
Tripartite Review (TPR) at least once every year. The first such meeting will be held within the first
twelve months of the start of full implementation. The project proponent will prepare an Annual Project
Report (APR) and submit it to UNDP-CO and the UNDP-GEF regional office at least two weeks prior to
the TPR for review and comments.
11) The APR will be used as one of the basic documents for discussions in the TPR meeting. The project
proponent will present the APR to the TPR, highlighting policy issues and recommendations for the
decision of the TPR participants. The project proponent also informs the participants of any agreement
reached by stakeholders during the APR preparation on how to resolve operational issues. Separate
reviews of each project component may also be conducted if necessary.
71/90
Terminal Tripartite Review (TTR)
12) The terminal tripartite review is held in the last month of project operations. The project proponent is
responsible for preparing the Terminal Report and submitting it to UNDP-CO and LAC-GEF's Regional
Coordinating Unit. It shall be prepared in draft at least two months in advance of the TTR in order to
allow review, and will serve as the basis for discussions in the TTR. The terminal tripartite review
considers the implementation of the project as a whole, paying particular attention to whether the project
has achieved its stated objectives and contributed to the broader environmental objective. It decides
whether any actions are still necessary, particularly in relation to sustainability of project results, and acts
as a vehicle through which lessons learnt can be captured to feed into other projects under implementation
of formulation.
Project Monitoring Reporting
13) The Project Coordinator in conjunction with the UNDP-GEF extended team will be responsible for the
preparation and submission of the following reports that form part of the monitoring process. In the
following list, items (a) through (e) are mandatory and strictly related to monitoring, while (f) through (g)
have a broader function and the frequency and nature is project specific to be defined throughout
implementation.
a) Inception Report (IR)
14) A Project Inception Report will be prepared immediately following the Inception Workshop. It will
include a detailed First Year/ Annual Work Plan divided in quarterly time-frames detailing the activities
and progress indicators that will guide implementation during the first year of the project. This Work Plan
would include the dates of specific field visits, support missions from the UNDP-CO or the Regional
Coordinating Unit (RCU) or consultants, as well as time-frames for meetings of the project's decision
making structures. The Report will also include the detailed project budget for the first full year of
implementation, prepared on the basis of the Annual Work Plan, and including any monitoring and
evaluation requirements to effectively measure project performance during the targeted 12 months
timeframe.
15) The Inception Report will include a more detailed narrative on the institutional roles, responsibilities,
coordinating actions and feedback mechanisms of project related partners. In addition, a section will be
included on progress to date on project establishment and start-up activities and an update of any changed
external conditions that may affect project implementation.
16) When finalized the report will be circulated to project counterparts who will be given a period of one
calendar month in which to respond with comments or queries. Prior to this circulation of the IR, the
UNDP Country Office and UNDP-GEF’s Regional Coordinating Unit will review the document.
b) Annual Project Report (APR)
17) The APR is a UNDP requirement and part of UNDP’s Country Office central oversight, monitoring and
project management. It is a self -assessment report by project management to the CO and provides input
to the country office reporting process and the ROAR, as well as forming a key input to the Tripartite
Project Review. An APR will be prepared on an annual basis prior to the Tripartite Project Review, to
reflect progress achieved in meeting the project's Annual Work Plan and assess performance of the
project in contributing to intended outcomes through outputs and partnership work.
18) The format of the APR is flexible but should include the following:
72/90






An analysis of project performance over the reporting period, including outputs produced and,
where possible, information on the status of the outcome;
The constraints experienced in the progress towards results and the reasons for these;
The three (at most) major constraints to achievement of results;
AWP, SAC and other expenditure reports (ERP generated);
Lessons learned;
Clear recommendations for future orientation in addressing key problems in lack of progress
c) Project Implementation Review (PIR)
19) The PIR is an annual monitoring process mandated by the GEF. It has become an essential management
and monitoring tool for project managers and offers the main vehicle for extracting lessons from ongoing
projects. Once the project has been under implementation for a year, a Project Implementation Report
must be completed by the CO together with the project. The PIR can be prepared any time during the year
(July-June) and ideally prior to the TPR. The PIR should then be discussed in the TPR so that the result
would be a PIR that has been agreed upon by the project, the executing agency, UNDP CO and the
concerned RC.
20) The individual PIRs are collected, reviewed and analyzed by the RCs prior to sending them to the focal
area clusters at the UNDP/GEF headquarters. The focal area clusters supported by the UNDP/GEF M&E
Unit analyze the PIRs by focal area, theme and region for common issues/results and lessons. The TAs
and PTAs play a key role in this consolidating analysis.
21) The focal area PIRs are then discussed in the GEF Interagency Focal Area Task Forces in or around
November each year and consolidated reports by focal area are collated by the GEF Independent M&E
Unit based on the Task Force findings.
d) Quarterly Progress Reports
22) Short reports outlining main updates in project progress will be provided quarterly to the local UNDP
Country Office and the UNDP-GEF regional office by the project team.
Periodic Thematic Reports
23) As and when called for by UNDP, UNDP-GEF or the Implementing Partner, the project team will prepare
Specific Thematic Reports, focusing on specific issues or areas of activity. The request for a Thematic
Report will be provided to the project team in written form by UNDP and will clearly state the issue or
activities that need to be reported on. These reports can be used as a form of lessons learnt exercise,
specific oversight in key areas, or as troubleshooting exercises to evaluate and overcome obstacles and
difficulties encountered. UNDP is requested to minimize its requests for Thematic Reports, and when
such are necessary will allow reasonable timeframes for their preparation by the project team.
Project Terminal Report
24) During the last three months of the project the project team will prepare the Project Terminal Report. This
comprehensive report will summarize all activities, achievements and outputs of the Project, lessons
learnt, objectives met, or not achieved structures and systems implemented, etc. and will be the definitive
statement of the Project’s activities during its lifetime. It will also lay out recommendations for any
further steps that may need to be taken to ensure sustainability and replicability of the Project’s activities.
Technical Reports
73/90
25) Technical Reports are detailed documents covering specific areas of analysis or scientific specializations
within the overall project. As part of the Inception Report, the project team will prepare a draft Reports
List, detailing the technical reports that are expected to be prepared on key areas of activity during the
course of the Project, and tentative due dates. Where necessary this Reports List will be revised and
updated, and included in subsequent APRs. Technical Reports may also be prepared by external
consultants and should be comprehensive, specialized analyses of clearly defined areas of research within
the framework of the project and its sites. These technical reports will represent, as appropriate, the
project's substantive contribution to specific areas, and will be used in efforts to disseminate relevant
information and best practices at local, national and international levels.
Project Publications
26) Project Publications will form a key method of crystallizing and disseminating the results and
achievements of the Project. These publications may be scientific or informational texts on the activities
and achievements of the Project, in the form of journal articles, multimedia publications, etc. These
publications can be based on Technical Reports, depending upon the relevance, scientific worth, etc. of
these Reports, or may be summaries or compilations of a series of Technical Reports and other research.
The project team will determine if any of the Technical Reports merit formal publication, and will also (in
consultation with UNDP, the government and other relevant stakeholder groups) plan and produce these
Publications in a consistent and recognizable format. Project resources will need to be defined and
allocated for these activities as appropriate and in a manner commensurate with the project's budget.
Independent Evaluation
27) The project will be subjected to at least two independent external evaluations as follows:-
Mid-term Evaluation
28) An independent Mid-Term Evaluation will be undertaken at the end of the second year of
implementation. The Mid-Term Evaluation will determine progress being made towards the achievement
of outcomes and will identify course correction if needed. It will focus on the effectiveness, efficiency
and timeliness of project implementation; will highlight issues requiring decisions and actions; and will
present initial lessons learned about project design, implementation and management. Findings of this
review will be incorporated as recommendations for enhanced implementation during the final half of the
project’s term. The organization, terms of reference and timing of the mid-term evaluation will be decided
after consultation between the parties to the project document. The Terms of Reference for this Mid-term
evaluation will be prepared by the UNDP CO based on guidance from the Regional Coordinating Unit
and UNDP-GEF.
Final Evaluation
29) An independent Final Evaluation will take place three months prior to the terminal tripartite review
meeting, and will focus on the same issues as the mid-term evaluation. The final evaluation will also look
at impact and sustainability of results, including the contribution to capacity development and the
achievement of global environmental goals. The Final Evaluation should also provide recommendations
for follow-up activities. The Terms of Reference for this evaluation will be prepared by the UNDP CO
based on guidance from the Regional Coordinating Unit and UNDP-GEF.
Audit Clause
30) An annual audit of the financial statements relating to the status of UNDP (including GEF) funds
according to the established procedures set out in the Programming and Finance manuals will be
conducted. The Audit will be conducted by a commercial auditor engaged by the Government.
74/90
MONITORING AND EVALUATION WORK PLAN AND CORRESPONDING BUDGET
Project M&E will be conducted in accordance with established UNDP and GEF procedures and will be provided
by the project team and the UNDP Country Office with support from UNDP/GEF. The Logical Framework
Matrix in Annex A provides performance and impact indicators for project implementation along with their
corresponding means of verification. These will form the basis on which the project’s Monitoring and Evaluation
system will be built.
Type of M&E activity
Responsible Parties
Budget US$
Time frame
Excluding project team staff time






Project Steering Committee
Meetings










Project Coordinator
UNDP CO
UNDP GEF
Project Team
UNDP CO
Project Coordinator will oversee the
hiring of specific studies and
institutions, and delegate
responsibilities to relevant team
members
Oversight by Project GEF Technical
Advisor and Project Coordinator
Measurements by regional field
officers and local IAs
PCT and consultant
Project Team
UNDP-CO
UNDP-GEF
Government Counterparts
UNDP CO
Project team
UNDP-GEF Reg. Coordinating Unit
Project Coordinator
UNDP CO
Periodic status reports

Project team
None
Technical reports


Project team
Hired consultants as needed
30,000
Mid-term External
Evaluation




$35,000
Final External Evaluation













Project team
UNDP- CO
UNDP-GEF Reg. Coordinating Unit
External Consultants (i.e. evaluation
team)
Project team,
UNDP-CO
UNDP-GEF Reg. Coordinating Unit
External Consultants (i.e. eval.team)
Project team
UNDP-CO
External Consultant
Project team
UNDP-GEF Reg. Coordinating Unit
UNDP-CO
Project team
UNDP Country Office
UNDP-GEF Reg. Coordinating Unit
(as appropriate)
Government representatives
Inception Workshop
Inception Report
Measurement of Means of
Verification for Project
Purpose Indicators
Measurement of Means of
Verification for Project
Progress and Performance
(measured on an annual basis)
Conduct METT
APR and PIR
TPR and TPR report
Terminal Report
Lessons learned
Audit
Visits to field sites (UNDP
staff travel costs to be
charged to IA fees)



TOTAL INDICATIVE COST
Excluding project team staff time and UNDP staff and travel expenses
2
Of which $276,000 are GEF and $60,000 are from Co-Financing sources.
75/90
20,000
To be finalized in Inception
Phase and Workshop.
Indicative cost: $75,000
Within first two
months of project
start up
Immediately
following IW
Start, mid and end of
project
To be determined as part of
the Annual Work Plan's
preparation.
$70 ,000
None
$5,000
Annually prior to
APR/PIR and to the
definition of annual
work plans
Mid-term and end
Annually
$5,000
Every year, upon
receipt of APR
$5,000
Following Project IW
and subsequently at
least once a year
To be determined by
Project team and
UNDP CO
To be determined by
Project Team and
UNDP-CO
At the mid-point of
project
implementation.
$40,000
5,000
10,000
US$25,000
At the end of project
implementation
At least one month
before the end of the
project
Yearly
Yearly
Yearly
US$11,000
US$336,0002
ANNEX 3: Detailed Budget tables
A) Total consultancy costs
Please refer to Annex C of CEO Endorsement for a detailed summary of the proposed consultancies for this
project.
REVISED BUDGET - TOTAL
Outcome
1 - Technology
1 Total
2 - Financial
2 Total
3 - Environmental
3 Total
4 - Dissemination
4 Total
5 - Regulatory
5 Total
6 - Monitoring&Evaluation (M&E)
6 Total
7 - Project Management (PM)
7 Total
Total geral
source
CTC
GEF
ERP code
71300
71300
CTC
GEF
71300
71300
CTC
GEF
71300
71300
CTC
GEF
71300
71300
CTC
UNICA
71300
71300
CTC
GEF
71300
71200
CTC
GEF
71300
71300
Total
1,749,495
1,167,850
2,917,345
80,000
126,720
206,720
453,560
401,080
854,640
200,000
613,940
813,940
53,280
100,000
153,280
60,000
270,000
330,000
820,000
280,000
1,100,000
6,375,925
76/90
ERP Code
71200
71300
Description
International Consultants
Local Consultants
B) Total contractual services costs
72100
Obs.:
Outcome
Output
1
Contractual Services-Companies
Code # 99 refers to expenses to support all activities in a given Outcome
Activity
1
2
3
99
1
1
2
3
3
3
3
3
5
1
1
99
99
99
99
99
99
source
MCT
MCT
MCT
GEF
GEF
MCT
MCT
MCT
GEF
GEF
GEF
GEF
GEF
GEF
MCT
MCT
MCT
DESCRIPTION
Harvester modifications - contracted services.
Contracted services on project agricultural equipiment detail design for manufacturing
Contracted technicians for field evaluation support
Assembling service for dust removing system
Knife material analyses
Contracted services on industrial project detail design for manufacturing
Contracted services on industrial electric project design
Contracted services for industrial equipment installation
Ash analyses, Heat Value, proximate and ultimate analysis, ash melt point, celulosis, hemicelulosis, lignin.
ArcView image processing module.
4 high resolution satellite images (1 mill).
1 MS Project License TM
3 Solid Works annual support fee
3 Solid Works License
Process simulation modeling software
2 Solid Works License
2 Solid Works annual support fee
1 Total
2
6
6
6
7
7
7
99
3
3
3
2
2
2
99
GEF
GEF
GEF
GEF
GEF
GEF
GEF
Contractual services company
Contractual services company
Contractual services company
Contractual services company
Contractual services company
Contractual services company
1 MS Project License EFM
- support
- support
- support
- support
- support
- support
on EE negociation Mill #1
on EE negociation Mill #2
on EE negociation Mill #3
on business plans for Mill #1
on business plans for Mill #2
on business plans for Mill #3
3
1
2
2
2
4
4
99
2
1
1
1
1
3
99
GEF
Mill # 1
Mill # 2
Mill # 3
GEF
GEF
GEF
Instruments and equipments for field tests.
Environmental permissions
Environmental permissions
Environmental permissions
CENA services(CH4 and C on soil)
National consultants, ex. Econergy
1 MS Project License EM
4
1
1
2
3
1
2
GEF
GEF
GEF
GEF
GEF
Contractual
Contractual
Contractual
Contractual
2 Total
3 Total
2
3
4
5
99
Services
Services
Services
Services
- Definition of methodology for the preparation of pre-feasibility assessments
- Guidelines preparation
- Guidelines distribution - (plus information, clarification of purpose and way of its use)
- Estimate trash availability and amount of trash to be recovered for mills #2 and #3
3 GEF
4 GEF
1 GEF
GEF
2 GEF
2 GEF
2 GEF
3 GEF
4 GEF
1 GEF
2 GEF
2 GEF
2 GEF
2 GEF
99 GEF
Contractual Services - Trash recovery, harvesting equipment specifications, harvesting equipment configuration and quantity of each equipment for mills #2 and #3
Contractual Services - Basic implementation project for mills #2 and #3
Contractual Services - Follow up of trash system plant construction for mills #2 and #3: erection and commissioning
Contractual Services - Selection of sugarcane mills
Contractual Services - Workshops, disemination activities, space rental,
Contractual Services - Support activities for Full feasibility study and basic engineering for mill #4
Web Site design service.
WEB site maintenance service
Journalist + support for newsletter creation (ACF) for issuing a regular newsletter
Journalist + support for newsletter creation (ACF + PSR) - Preparation and distribution of guidelines with directions for participating in the EE market
Contractual Services - Elaborate detailed plan for ongoing performance data collection
Mill #1 - Fuel analysis (1 per month / mill - US$ 1000/month 4 samples) and emissions (PM and NOx) analysis (1 /year / mill - US$ 5000/mill)
Mills #1 and #2 - Fuel analysis (1 per month / mill - US$ 1000/month 4 samples) and emissions (PM and NOx) analysis (1 /year / mill - US$ 5000/mill)
Mills #1, #2 and #3 - Fuel analysis (1 per month / mill - US$ 1000/month 4 samples) and emissions (PM and NOx) analysis (1 /year / mill - US$ 5000/mill)
Contractual Services - Data collection and evaluation
1 MS Project License DM
1
2
3
99
National consultants PSR/COGEN - Study of the electrical sector legislation and EE sales contracts
National consultants PSR/COGEN - Study of regulatory opportunities and barriers, identifying options to overcome the identified barriers
National consultants PSR/COGEN - Technical support to institutional studies (aiming on overcoming barriers)
1 MS Project License LRM
4 Total
5
1
99
GEF
GEF
GEF
GEF
5 Total
7
1
1 GEF
2 MS Project License NPD + Assistant
7 Total
Total geral
77/90
Total geral
30,000
20,000
45,000
10,000
10,000
15,000
20,000
40,000
45,000
5,000
50,000
2,000
18,000
21,000
40,000
10,000
6,000
387,000
10,000
10,000
10,000
10,000
10,000
10,000
2,000
62,000
100,000
125,000
125,000
125,000
150,000
100,000
2,000
727,000
3,980
4,610
7,100
11,875
32,370
150,970
50,495
40,800
80,000
38,450
25,000
40,650
27,000
54,000
24,220
11,000
22,000
66,000
161,890
2,000
854,410
100,000
100,000
40,000
2,000
242,000
4,000
4,000
2,276,410
C) Total equipment costs
72200
Outcome
Output
1
Equipment - TOTAL (Includes Mills # 1, 2 & 3)
Activity
source
MCT
MCT
MCT
MCT
MCT
MCT
MCT
MCT
GEF
GEF
GEF
GEF
GEF
MCT
MCT
MCT
MCT
MCT
MCT
CTC
MCT
Mill #1
Mill #1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
3
1
1
1
1
1
2
2
2
3
3
3
3
3
3
3
3
3
3
3
5
5
3
4
4
1 GEF
2
2
2
2
2
2
2
2
4
4
4
4
4
4
4
4
2
4 Mill #3
DESCRIPTION
Rodotrem two semi trailer equipment prototype
Sugarcane harvester for modifications, developments and tests
Harvester modifications - equipment (pumps, motors, etc.).
Two optimized infield equipment for greater volume (cane plus trash).
Vibration system for load density increase
Flow meter, weighing scales, speed meters and other equipment for field evaluation.
Trash sample shreader for field evaluation
Radio comunicators for infield equipment performace evaluation
Dust removing system (sprays, pumps, etc.) prototype at mill
Scales and auxiliary devices for field trials
Sugarcane pieces separator demonstration prototype at mill
Conveyors for sugarcane pieces separator demonstration prototype at mill
Structure and parts for pneumatic transport system demonstration prototype at mill
Trash dynamics weighing system
Mill #1 - two fans for the dry cleaning system prototype - trash and soil removal from cane at mill
Mill #1 - set of belt conveyors for trash transport at mill
Mill #1 - rotary screen prototype system to separete soil from the trash at mill
Pneumatic transport system prototype (fan, pipe, cyclone) at mill
Mill #1 - trash shreading prototype system at mill
Truck body for Mobile Industrial Laboratory
Mobile Industrial Laboratory equipments and instruments for field analysis.
Bagasse / trash mixer system
Trash separation and processing system (direct project investment), Boiler, water treatment, piping, turbogenerator, cane + trash transport trucks, etc (indirect investment)
Instruments and equipments for field tests.
1 Total
4
GEF
GEF
GEF
GEF
GEF
GEF
GEF
Mill #2
Mill #2 - Investments on trash processing system (2 trash shredders) at mill
Mill #2 - Investments on trash processing system (2 rotary screens for soil removal from the trash) at mill
Mill #2 - Electrical systems (motors, panels), trash weighing system, metal detector at mill
Mill #3 - Electrical systems (motors, panels), trash weighing system, metal detector at mill
Mill #3 - Investments on trash processing system (2 trash shredders) at mill
Mill #3 - Investments on trash processing system (2 rotary screens for soil removal from the trash) at mill
Mill #4 - Investments on trash processing system (2 trash shredders) at mill
Trash separation and processing system (direct project investment), Boiler, water treatment, piping, turbogenerator, cane + trash transport trucks, etc (indirect investment)
Trash separation and processing system (direct project investment), Boiler, water treatment, piping, turbogenerator, cane + trash transport trucks, etc (indirect investment)
4 Total
Total geral
78/90
Total geral
140,000
450,000
35,000
70,000
20,000
17,000
1,500
1,500
40,000
5,000
25,000
50,000
80,000
12,500
50,000
700,000
180,000
100,000
700,000
135,000
182,500
50,000
18,400,000
10,000
21,455,000
662,000
300,000
87,500
87,500
662,000
300,000
662,000
18,475,000
18,475,000
39,711,000
61,166,000
Table E) CTC & UNICA Budget
Outcome
1 - Technology for sugarcane trash collection
and conversion to exported electricity at
sugarcane mills is commercially launched.
2 - Financial viability of sugarcane trash
collection and utilization for export of electricity
from sugarcane mills is commercially
demonstrated.
3 - Environmental integrity of the use of
biomass for energy is assured.
4 - Information dissemination, capacity building,
and replication activities successfully
completed.
5 - Institutional, legal and regulatory issues
successfully addressed.
6 - Monitoring&Evaluation (M&E)
7 - Project Management (PM)
Technical Assistance Local Consultants
Project Management Local Consultants
Travel
Equipment & Furniture
Information & Technology Equipment
CTC
and
UNICA
Budget
source
CTC
CTC
Total
CTC
CTC
Total
CTC
CTC
Total
CTC
CTC
Total
CTC
CTC
Total
UNICA
CTC
CTC
Total
CTC
CTC
Total
71300
71300
71600
72200
72800
Total Technical Assistance
ERP code
71300
71600
72200
72800
Total
1,749,495
80,400
135,000
5,000
71300
71600
1,969,895
80,000
15,150
71300
71600
95,150
453,560
25,500
71300
71600
479,060
200,000
70,500
71300
71600
270,500
53,280
2,115
71300
71300
55,395
100,000
60,000
71300
60,000
820,000
820,000
2,696,335
820,000
193,665
135,000
5,000
3,850,000
79/90
1
ACTIVITIES
OUTPUT
OUTCOME
ANNEX 4: Detailed Activity Breakdown
Technical
issues
1.
Trash collection and processing ready for commercial implementation
1
1.1
Fine tune / optimize harvesting, collecting and transporting of trash
.1
1.1.
Modify harvester to the new harvesting condition
1.1
1.1.1.
Improvement of extractor fans system - secondary fan removal
1.1
1.1.1.
New harvester elevator - increase capacity to deal with cane and
1.2
trash
1.1.1.1
Project of a new harvester elevator
.2.1
1.1.1.1
Prototype built and instaled on a harvester
.2.2
1.1.1.1
Equipment tested and improved
.2.3
1.1.
Increase haulage capacity
1.2
1.1.
Increase transport load
1.3
capacity
1.1.1.
Increase transport volume
3.1
1.1.1.3
Project of a new Rodotrem truck body - including the use of
.1.1
new materials
1.1.1.3
Prototype built
.1.2
1.1.1.3
Equipment tested and improved
.1.3
1.1.1.
Increase load
3.2
density
1.1.1.3
Reduce cane harvested billet size
.2.1
1.1.1.3.
Project of a new harvester cane chopper (5 or
2.1.1
more knifes)
1.1.1.3.
Prototype built and installed in a harvester
2.1.2
Equipment tested and improved - verify load density, losses,
1.1.1.3.
impurities and
2.1.3
truck unloading at the mill
1.1.1.3
Install system to increase truck load density - vibration or
.2.2
others
1.1.1.3.
Possible alternatives prospected - vibration and
2.2.1
others
1.1.1.3.
Project of a system - to be installed in the truck or an
2.2.2
independent equipment
1.1.1.3.
Prototype built (and installed in a truck, if it is
2.2.3
the case)
Equipment tested and improved - verify load density
1.1.1.3.
and truck unloading
2.2.4
at the mill
1.1
Evaluate harvesting performance
.2
1.1.
Harvester - fuel consumption, operational capacity, cleaning efficiency,
2.1
losses and impurities
1.1.
Haulage - load density, fuel consumption, operational capacity, operation
2.2
timing
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1.1.2
.3
1.1.2
.4
1.1
.3
Road transport - volume, load, fuel consumption and average travel speed
(loaded and empty)
System - Total losses, trash left in the field, etc.
Fine tune / optimiz♠e separation, cleaning, storing, chopping and feed of trash
1.1.3
.1
1.1.3
.2
1.1.3
.3
Sugarcane Dry Cleaning Station A (adapted to the feeding table for chopped cane and whole
stalk cane) - Optimization
1.1.3.
Dust emissions
1.1
control
1.1.3.1.
Design a system to control dust in the outlet of the cleaning
1.1
station
1.1.3.1.
Implement and test the system
1.2
1.1.3.
Mineral impurities separation
1.2
Evaluate the effect on performance of fans angle, chamber geometry and
1.1.3.1.
conveyors
2.1
size and configuration
Evaluate the performance of reception feeding table bottom with perforated
1.1.3.1.
plates
2.2
for pieaces of cane recovery and soil segregation
Design, construct, implement and test the alternative of opening feeding table
1.1.3.1.
bottom and separating pieces of cane from soil in a rotary screening
2.3
1.1.3.
Cleaning
1.3
efficiency
Sugarcane Dry Cleaning Station B without feeding table (exclusive for chopped cane) Implementation
1.1.3.
Layout studies, initial equipment specification and viability (advantages)
2.1
considerations
1.1.3.
Project design and final equipment specification
2.2
1.1.3.
System construction and implementation
2.3
1.1.3.
Equipment tested and improved
2.4
Trash shredder
1.1.3.
3.1
1.1.3.
3.2
1.1.3.
3.3
1.1.3
.4
Verify operation of the classification screen and test alternative screen
size if necessary
Trash feeding belt conveyor - scraper to remove soil adhered to the belt and system to
avoid
soil deposited on belt to be fed to schredder
System to estimate amount of trash processed and equipment capacity
1.1.3.
4.1
1.1.3.
4.2
1.1.3.
4.3
1.1.3
.5
Introduce and test new knives with different materials for longer life
Define system
Implem
ent
Test
Rotary screening optimization - Mineral impurities separation from the trash
1.1.3.
5.1
1.1.3.
5.2
1.1.3.
5.3
1.1.3.
5.4
Improvement/substitution of the screen (mesh size, material, fastening
system, etc.)
Implement a spreading system for trash leaving the equipment, if
needed
Improvements on the screen cleaning system (air insuflation flow, fans
capacity, etc.)
Modifications/adjustments to reach necessary capacity (rotation speed, spiral
plate-helix hight, etc.)
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1.1.
3.5.
5
1.1.
3.5.
6
1.1
.3.
6
1.1
.3.
7
1.1
.3.
8
1.1
.3.
9
Modifications/adjustments to bin and system of soil collection and
removal
Project documentation (project drawings) and specification of
components
Biomass conveyors and transfer (discharging) bins
Pneumatic transport of shredded trash
1.1.
Preliminary design, equipment and materials specification, feasibility analysis (as a function of
3.7.
distance) - based on the study contracted by CTC to USP São Carlos
1
1.1.
3.7.
Project
2
1.1.
Construction of a prototype (paralel to an existing belt conveyor) and
3.7.
operation evaluation
3
1.1.
Evaluation final
3.7.
report
4
Storage of bagasse mixed with trash - pilot tests to analyse effect on compaction, density and
degradation of
bagasse mixed with trash
Boiler feeding
1.1.
3.9.
1
1.1.
3.9.
2
Evaluate and if necessary adapt/modify boiler feeding system to operate with the
mixture of
bagasse and trash
Mixture of bagasse and trash
1.1.3.9.
2.1
1.1.3.9.
2.2
1.
1.
4
Use of boiler feeding system of bagasse conveyors to make mixture of
trash with
bagasse during transfer process
Equipment to mix bagasse and shredded trash during
conveying, before feeding
1.1.3.9.
Project
2.2.1
1.1.3.9.
Construction and instalation
2.2.2
1.1.3.9.
Tests
2.2.3
Evaluate industrial equipment performance
1.1
.4.
1
1.1
.4.
2
1.1
.4.
3
Evaluation of trash and mineral impurities removal at the Cleaning Station
Trash shredder - Punctual (restricted) tests of 1 day (2 hours each) to determine equipment
capacity,
power consumption and trash particle size
Rotary screening system
1.1.
4.3.
1
1.1.
4.3.
2
1.1
.4.
4
Evaluation of the screening equipment - capacity, efficiency, amount of organic material removed
with soil, power consumption and screen cleaning system
Evaluation of soil bin colector- operation, soil removal trucks operation and
performance, etc.
Evaluation of trash processing system power consumption
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1
.
1
.
6
1
.
2
Define the methodology to determine trash collected for specific mills
1
.
2
.
1
1
.
2
.
2
1
.
2
.
3
1
.
3
Estimate energy generated by the system during season and year-round, and define industry
equipment&configuration: typical, mill # 1, mill #2 and mill #3
Methodology to estimate trash potencial (based on varieties, areas controled by the mill
and % of unburned cane)
Methodology to estimate recoverable trash based on type of soil, slope and weed
infestation
Define trash availability integrating methodologies (trash potential, recoverable percentage and
type of harvesting) using satelite images
System installed and operation evaluated in mill #1
1
.
3
.
1
1
.
3
.
2
1
.
3
.
3
Determine trash availability and amount of trash to be recovered for mill
#1
Define trash recovery strategy, harvesting equipment specification, harvesting equipment
configuration and quantity of each equipment for mill # 1
Basic implementation project
for mill # 1
1.
3.
3.
1
1.
3.
3.
2
1.
3.
3.
3
1.
3.
3.
4
1
.
3
.
4
1
.
4
Detailed data assessment
Process and engineering flow chart
Carry out final
layout
Prepare final purchase equipment specification
Follow up of trash system plant construction for mill # 1: erection and
comissioning
Trash collection and processing system optimized
1
.
4
.
System performance evaluation
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2
.
1
Economic analysis of trash collection and processing system
2.1.1
Estimate additional investment, operation and maintenance cost
2.1.2
Determine harvesting investments, maintenance and operation costs
2.1.3
2.1.2.1
Conventional equipment
2.1.2.2
New equipment (developed, modified or affected by the project)
Determine industrial investments, maintenance and operation costs
2.1.3.1
Conventional equipment
New equipment and buildings (developed, modified or affected by the
project)
Determine agronomic costs related to trash recovery - benefits and problems
(differential)
2.1.3.2
2.1.4
2
.
2
2
.
3
2
.
4
2
.
5
2
.
6
2
.
7
Economic evaluation of electricity generation for mill # 1
2.2.1
Collecting data - capital costs, operation and maintenance costs
2.2.2
Economic evaluation of energy generation during season
2.2.3
Economic evaluation of energy generation year-round
Feasibility study for mill #1.
2.3.1
Collecting data - technical and economic
2.3.2
Feasibility studies
Economic analysis of optimized trash collection and processing
system (after development of item 1.4) - mills #2 and # 3
2.4.1
Collecting data
2.4.2
Economic analysis
Feasibility studies for mills # 2 and # 3.
2.5.1
Collecting data for mills #2 and #3 - technical and economic
2.5.2
Feasibility studies for mills # 2 and # 3
Supporting power sales negotiation for mills # 1, # 2 and # 3
2.6.1
Support mills in the definition of sales price
2.6.2
Support mills in the analysis of sales alternatives
2.6.3
Technical support to mills on contract sales analysis
Supporting securing financing and development of business plans for mills #1, #2, and #3
84/90
2.
7.
1
2.
7.
2
3
Participate in the preparation of business plans for mills #1, #2 and #3
Environment
3
.
1
Evaluate the ecological impacts (benefits/costs analysis) of trash utilization
3.
1.
1
3.
1.
2
3
.
2
3
.
3
Qualify and quantify agronomic
benefits
Support the preparation of the studies required to get the environmental permits for
mill #1
Support the preparation of the studies required to get the environmental permits for
mill #2
Support the preparation of the studies required to get the environmental permits for
mill #3
Guidelines for environmentally-acceptable implementation of trash utilization (collecting/processing)
3.
3.
1
3.
3.
2
3.
3.
3
3
.
4
Physical, biological and anthropic impacts - (Air, Land and Water/ vegetation & fauna/
Jobs & economy)
Support mills #1, #2 and #3 to get the environmental licenses (permits), required to install and operate the
trash system
3.
2.
1
3.
2.
2
3.
2.
3
Evaluation of preventive and corrective environmental measures related with the
implementation of trash system
Definition of basic parameters for monitoring trash system
Preparation of
guidelines
Study of GHG reduction potential and issuing carbon reduction certificates linked to trash use (for typical
mill).
3.
4.
1
3.
4.
2
3.
4.
3
4
Provide technical support to secure financing to mills #1, #2 and #3
Data
collection
Study of trash use GHG reduction potential
Evaluation of carbon reduction certificate issuing potential linked to trash use
Dissemination, Capacity Building, Replication
4
.
1
Guidelines for general pre-feasibility assessments of trash utilization
4.
1.
1
4.
1.
2
4.
1.
3
4
.
Definition of methodology/criteria
Preparation of
guidelines
Dissemination of
guidelines
Replication of first units - System installed and operation evaluated in mill #2 and #3
85/90
4.
3.
1
Selection of sugarcane
mills
4.3.1.
1
4.3.1.
2
4.3.1.
3
4.
3.
2
4.
5
5
Contacts with the initially selected mills
Evaluation and selection of the 07 (seven) sugarcane mills for
development of the studies
Perform full feasibility studies and basic engineering for the 7 mills
4.3.2.
1
4.3.2.
2
4.3.2.
3
4.3.2.
4
4.3.2.
5
4.3.2.
6
4.3.2.
7
4.3.2.
8
4.3.2.
9
4.3.2.
10
4.3.2.
11
4.
4
Initial selection of potential sugarcane mills
Field and agriculture data
Field equipment and agricultural practices
Selection and specification of the cane harvesting and transport
equipment
Perform deterministic studies to quantify the necessary field
equipment
Determine costs and investments in the field
Industry data
Perform energy and integration studies
Layout studies and basic engineering
Selection and specification of factory equipment
Investments and costs at the factory (industry)
Economic feasibility
analyses
Support future mill investors
4.
Promotion of stakeholder information workshops (technical, financial, regulatory, institutional, etc),
4.
with the participation of international invitees.
1
4.
Creation of a specific
4.
website
2
4.
4.
Issuing of a regular newsletter
3
4.
Preparation and distribution of reports and guidelines with directions for
4.
participating in the EE market
4
Monitoring the technical, economic, environmental and other aspects related with the use of trash, of the ongoing
operation in mills # 1, # 2, and #3 mills
4.
5.
Elaborate detailed plan for ongoing performance data collection
1
4.
5.
Data collection and evaluation
2
Institutional/legal/regulatory
5.
1
Detailed study of regulatory barriers and opportunities related with the participation in the EE
market
5.
1.
Study of the electrical sector legislation and EE sales contracts
1
5.
Study of regulatory opportunities and barriers, identifying options to overcome the
1.
identified barriers
2
5.
Technical support to institutional studies (aiming on overcoming
1.
barriers)
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6.1.1
6.2
6.2.1
7
Project monitoring and results evaluation
Lessons learning and adaptive feedback
Lessons learning and adaptive feedback
Project management
7.1
Project management
7.1.1
Project management
ANNEX 5: Economics Annex
Comment from STAP following PIF submission:
Economic Risk: A comparative analysis of incremental investment (operation and maintenance) cost
required for raw material collection, processing and use in the boiler system with the financial value of
incremental power generation, is required.
Response:
As part of the preparation of the PRODOC, some detailed cost estimates and economic analyses were
carried out. Page 20 of the PRODOC mentions some of the resulting cost comparisons, but without
showing quantitative details. Some of the quantitative details are provided here.
A variety of process designs and operating scenarios can be envisioned for trash utilization. For
concreteness, three possible future scenarios were investigated as representative of plausible scenarios.
In all three cases, the mill processes two million tonnes of cane per year and operates boilers with a
steam pressure of 67 bar. [There exist today in Brazil some mills with boilers operating at lower than
67 bar, but the most likely candidates (among the existing mills) for retrofit to use trash are those with
67 bar boilers. Additionally, most new mills are likely to have boilers with 67 bar pressure (or
higher)]. We also assume that systems for trash collection and delivery to the mill are the same in all
cases.3
Because a significant number of new sugarcane mills will be built in the coming two decades, two of
the scenarios involve a design that integrates trash utilization into the design of a new mill. The third
option envisions a retrofit to an existing mill to enable it to utilize trash for power generation. The
three cases are the following:
Case 1: New mill designed to generate electricity only during the milling season by using all available
bagasse and trash. Electricity not needed by the mill is exported, and incremental costs of trash
utilization are charged against the exported power. The main components of the incremental
investment in this case include a modified feeding table with fans to remove trash , rotary screen to
remove soil from the trash, trash shredder, trash conveyors, an up-scaled boiler, increased electrical
capacity of the connection to the grid, an additional condensing steam turbine and generator, and
additional field trucks due to lower density of cane with trash.
Case 2: New mill designed with an export electricity capacity lower than in Case 1 to enable yearround electricity exports using the same amount of bagasse and trash as in Case 1. The main
3
For the collection and delivery designs developed at CTC, the delivered cost of trash is likely to be about R$34 per dry
tonne (delivered with 40 % moisture content and with lower heating value of 8.4 GJ per dry tonne). This estimate is
derived from detailed estimates of the investment and operating costs for the equipment needed for collection and delivery
of the trash.
87/90
components of the incremental investment in this case include a modified feeding table with fans to
remove trash, rotary screen to remove soil from the trash, trash shredder, trash conveyors, an additional
condensing steam turbine and generator, but smaller than in case 1, and the same amount of additional
field trucks, since trash recovery will be made with the cane and during the harvesting season.
Case 3: Retrofit to an existing mill to enable year-round electricity export. The main incremental
investments required in this case are a new feeding table with fans to remove trash (substituting the
existing one) and all other components mentioned for Case 2. The incremental investment would be
higher if the retrofit were designed to consume all of the trash and bagasse during the milling season
only.
The following table summarizes CTC’s estimates for investment cost, operating and maintenance, and
fuel costs and estimates the price at which the exported electricity would need to be sold to recover all
costs (including return on capital). These prices, R$72 to R$95, can be compared with current (and
expected future) contract prices being paid for biomass power in Brazil today (R$150 to R$175 per
MWh).
New Mill
Retrofit
Baseline (67
bar boiler,
in-season
generation
using only
bagasse)
Case 1
(in-season
added
generation
from trash)
Case 2
(year-round
added
generation
from trash)
Case 3
(year-round
added
generation
from trash)
Electricity generation (MWh/yr)
126,115
89,718
89,718
89,718
Delivered trash (dry tonnes/yr)
0
89,600
89,600
89,600
27
14.5
18.0
3,151
3,601
3,601
Investment (20%/yr cap charge rate)
60.2
32.3
40.1
Operation and maintenance
35.1
40.1
40.1
95
72
80
Incremental costs to use trash for power generation
Investment cost (106 R$) [1]
O & M, field and factory (103 R$/yr) [2]
Levelized price for incremental power generated (R$ per MWh)
Total (R$/MWh)
NOTES
[1] Includes investment for all equipment related to bringing trash to the mill, trash processing and added electricity
generation.
[2] Annual extra costs at the factory associated with using trash, plus all the additional field costs associated with collecting
and bringing trash to the factory.
88/90
ANNEX 6: References
.
Coelho, S.,“Brazilian Sugarcane Ethanol: Lessons Learned,” Energy for Sustainable Development, X(2): 26-39,
2006.
.
Macedo, I.C., Leal, M.R.L.V., and da Silva, J.E.A.R., 2004. “Assessment of Greenhouse Gas Emissions in the
Production and Use of Fuel Ethanol in Brazil,” São Paulo State Secretariat of the Environment, São Paulo, Brazil,
May, 37 pages.
.
Hassuani, S.J., Leal, M.R.L.V., and Macedo, I.C. (editors), Biomass Power Generation: Sugarcane Bagasse and
Trash, UNDP and Copersucar Technology Center, Piracicaba, Brazil, 2005.
.
CONAB – Companhia Nacional de Abastecimento.
.
Macedo, I. C., “Etanol de Cana de Acucar no Brasil,” presentation at the Seminar on Technologies for Future
Ethanol Production in Brazil, Instituto Tecnologia Promon, São Paulo, Brazil, 17 April 2007.
.
Assis, V., Elstrodt, H-P., and Silva, C.F.C., “Positioning Brazil for Biofuels Success,” The McKinsey Quarterly,
special edition on Shaping a New Agenda for Latin America, 2007.
.
Wyman, C.E., Bain, R.L., Hinman, N.D., and Stevens, D.J., ‘Ethanol and Methanol from Cellulosic Biomass,”
Renewable Energy Sources for Fuels and Electricity, Island Press, Washington, DC, 1993, pp. 865-923.
.
EPE, “Plano Nacional de Geracao 2005-2015”
89/90
Country: Brazil
UNDAF Outcome(s)/Indicator(s):
More efficient use of available resources is ensured to
promote an equitable and environmentally sustainable
economic development
Expected Outcome(s)/Indicator (s):
Mainstreaming environment and energy
Expected Output(s)/Indicator(s):
Public policies with increased mainstreaming and
crosscutting of the environmental dimension
Implementing partner:
Centro de Tecnologia Canavieira
Programme Period: 2009-2012
Programme Component: Energy and Environment
Project Title: Sugarcane Renewable Electricity
PIMS: 3515
Project ID: 00064077
Project Award: 00051455
Project Duration: 2010-2015
Management Arrangement: Civil Society Organization
Implementation (NGO)
Total budget:
US$ 70,408,900
Allocated resources:

GEF

Other:
US$ 7,800,000
o
o
o
o
90/90
CTC US$3,750,000
Mills US$55,800,000
MCT US$2,958,900
UNICA US$100,000