CDM Capacity Building Strategies: UNEP-Risoe

Transcription

1 CDM Capacity Building Strategies: UNEP-Risoe Risoe s s Experience World Bank s s Middle East & North Africa Carbon Forum, Rabat, April, 2007 Sami Kamel, Carbon Finance Coordinator UNEP RISOE Centre, Denmark

2 Contents UNEP/URC s s CDM technical assistance projects. Strategic approach to CB in CDM. Activities & products. Success indicators. Lessons Learned.

3 UNEP RISOE Centre s s (URC) CDM TA Program 1.Capacity Development for CDM (CD4CDM) Project: U$12.5 million, Dutch funded project. Inception: mid Phase I: 12 countries, Phase II (completion Dec. 2008): 9 countries. 2.Using Using Carbon Finance for Sustainable Energy in Africa (CF- SEA) Project: U$1 million, UNF-CDCF funded, jointly implemented WB, UNEP-DTIE & URC. Five Sub-Sahara Sahara African countries. 3.CDM CDM Capacity Development in Thailand: U$250,000, Danida-funded. Institutional support & CB for DNA & other entities. 4.Francophone CDM Forestation Project: U$3 million, French-funded, inception Jan Seven SS African francophone countries. 2

4 Overall Target Countries (completed, on-going & forthcoming) Latin America SS Africa Middle East/North Africa South Asia Cuba Nicaragua Peru Bolivia Ecuador Guatemala Suriname Ghana Cameroon Mali Uganda Cote d Ivoired Zambia Mozambique Mauritius Tanzania Benin Gabon Madagascar Congo Senegal Algeria Egypt Morocco Cambodia Bangladesh Sri Lanka Philippines Vietnam

5 Capacity Building Strategy UNEP-RISOE RISOE s s CDM CB interventions designed based on: Continuous barriers analysis process. Monitoring global market. Consultations with in-country stakeholders. Every intervention designed to minimize specific CDM-related barrier (both at country- & global-levels). levels). Key objective: Facilitate efficient & effective completion of CDM project cycle. Ingredients to achieve objectives: A combination of targeted, hands-on sectoral workshops, guidebook materials, market analysis & research, host country participation in global carbon events, & web-based based tools.

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13 CDM Bazaar CDM EB in its EB 21 meeting decided to: Make publicly available relevant information, submitted to it for this purpose, on proposed CDM project activities in need of funding and on investors seeking opportunities, in order to assist in arranging funding of CDM project activities, as necessary. UNFCCC Secretariat approached UNEP RISOE Centre to design, manage & maintain the CDM Bazaar.

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15 CDM Bazaar: Functionality Sellers upload own project info (e.g. PINs): Virtual Country Booths. Buyers upload own info on ER purchase program's terms & conditions. Service Providers: Consultancy firms. Technology suppliers. Financiers, insurance & investment guarantee products. Announcements on new publications, workshops & conferences.

16 Bazaar s s Strategic Value Year-round, round, free-of of-charge service to all market participants: Contributes to free flow of information : Market Efficiency. A Capacity Building tool for Sellers: Receiving several price offers. Exposure to different types of ERPAs. Empower sellers negotiate better deals. Advanced Search features: e.g. India postings past three months. Key challenge: Informing potential host country stakeholders about Bazaar.

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19 CB Success Indicators Key contribution is reduction in projects transaction costs: Number of days DNA review/approve a CDM project. Local consultants capable of preparing good quality PIN/PDD. Local financial institutions have good understanding of CDM, possibly willing provide underlying project financing. Validation/Verification processes conducted in a timely manner. Number of signed Emission Reduction Purchase Agreements (ERPAs). 16

20 Lessons Learned (1) CB Effectiveness: Ensure right people receiving right training (job descriptions, institutional mandate). Appreciate differentiated CB needs among target groups (policymakers vs. consultants vs. bankers). Hands-on, small, sector-specific specific workshops most effective: e.g. landfill workshop, fuel-switching workshop, etc. Priority in using local consultants, then regional, then international. Identify (or create!) a national CDM Champion and work together. 17

21 Lessons Learned (2) Encourage national ownership of CB efforts & secure in-kind contribution. Design country-specific CB work plans. In Africa, tackling non-cdm barriers is paramount for success of CDM: Improving Business Enabling Environment (BEE) in relation to CDM.

22 Thank You Contact: Sami Kamel,