Morocco: Ouarzazate Concentrated Solar Power Project Phase I Contact: Sameh Mobarek, Email: smobarek@worldbank.org Fanny Missfeldt-Ringius, Email: fmissfeldt@worldbank.org What was the development challenge? Morocco is the largest energy importer in the MENA region, but it is also seeking to reduce its dependence on imported fossil fuels, as well as its carbon footprint. In 2010, Morocco adopted a ‘National Plan Against Climate Change’ that sought to decouple its economic growth and its greenhouse gas emissions by developing a progressive renewable energy agenda. Morocco thus recognized the twin-benefits of adopting climate- friendly policies to enhance its energy security and adapt the country’s development trajectory to reduce its global carbon footprint. Ouarzazate I Concentrated Solar Power (CSP) Project was the first step in realizing these objectives by developing and implementing the first 160- MW phase of the 500-MW Ouarzazate (now called ‘Noor’) Complex. What approaches did this project use to deliver solutions? There were five key elements to the project’s successful development, which involved a wide range of actors forming connections and partnerships to move forward a multi- dimensional response. First, the project enjoyed strong public support from the highest levels of government. The government of Morocco established and funded the Moroccan Agency for Solar Energy (MASEN) and staffed it with skilled, highly motivated personnel. Second, the Project enjoyed extensive support from the donor community because of its potential to model new, clean technology. Third, early coordination and agreements with donors demonstrated the commitment of the donor community behind the project, stimulating private sector interest and contributing to the success of its procurement process. Fourth, MASEN’s choice to use a well-designed public-private partnership http://sod (PPP) model and sophisticated international financial, legal, and technical experts to advise it during the design and procurement process allowed for optimal alignment of risks between public and private players. Fifth, the project built on past lessons learned from other CSP developments worldwide, which helped reduce the project’s costs and increase its efficiency. What lessons does this project offer for others? At the country level, national support and government backing for Bank engagement across sectors was key. The capacity and motivations of government counterparts, as well as a clear implementation timeline that is tied to a well-defined public deliverable, are critical. Engagement of well-qualified, well-funded technical, legal, and financial advisors to guide the design and implementation of the project are an essential element of the development process. At the Bank level, it was important to secure strong internal engagement from a Bank with the right skills mix. Good coordination and communication between the Bank team and different internal stakeholders should ensure that information is shared in the most efficient and clear manner, with issues discussed and resolved quickly. Staff should focus on the fact that the Bank exists to serve the client’s needs and objectives – not the other way around. Source: Sameh Mobarek, World Bank Group. http://sod