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Capacity Development for the CDM (CD4CDM) First National Workshop - SURINAM

Capacity Development for the CDM (CD4CDM) First National Workshop - SURINAM Ecuadorian Institutional Issues Miriam Hinostroza UNEP Risø Centre (URC) Paramaribo, April - 2008. Policy - making. Strategic research & studies. Priority project portfolio. Project assessment & approval.

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Capacity Development for the CDM (CD4CDM) First National Workshop - SURINAM

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  1. Capacity Development for the CDM (CD4CDM) First National Workshop - SURINAM Ecuadorian Institutional Issues Miriam Hinostroza UNEP Risø Centre (URC) Paramaribo, April - 2008

  2. Policy - making Strategic research & studies Priority project portfolio Project assessment & approval National registry & Project reporting Capacity building Information dissemination Technical & commercial assistance CDM Institutional Structure - Ecuador CDM National Authority (DNA) Ministry for Environment CDM Promotion Office separate public-private entity presided by Ministry for Environment Regulation Promotion

  3. Strengths of the Ecuadorian CDM Institutional Arrangement • Separation of regulatory and promotion roles – prevents possible conflicts of interest in the process of ‘project formulation-project approval’. • Separation of roles enables to better address development of a heterogeneous range of new capacities and skills • CDM institutional arrangements have been agreed upon by the National Climate Change Committee (NCCC). • The Board of Directors of CDM Promotion Office includes members from the public, private & NGO sectors. • The Ministry for the Environment is the DNA, but operates under overall guidance of the NCCC. • DNA and CDM Promotion Office are small technical units with clear-cut responsibilities.

  4. Weaknesses of the Ecuadorian CDM Institutional Arrangement • Financial sustainability of CDM entities is not granted. • Continuity of installed capacities: • DNA officials are not exclusively dedicated to CDM and still depend on technical assistance provided by consultants. • CDM Promotion Office officers are consultants hired by technical cooperation programmes. • Political instability at the M for the E affects working environment at the CDM Promotion Office (regardless its public-private nature). • CDM Promotion Office will have to address new challenges in accordance to evolution of international emissions market.

  5. Project Approval Process in Ecuador

  6. Project Approval Process

  7. Approval Process: Strengths • Cost-efficiency: • Evaluation fee expected to be symbolic • Time-efficiency: • The approval process is designed to be a streamlined process which takes place in less than 20 working days • Submission of PDD is requested • Project participants and DNA will benefit of dealing with a consolidated project proposal.

  8. Approval Process: weaknesses • Assumption – ‘legal framework & development plans are congruent with national sustainable development objectives’ • Current evaluation criteria is based on that assumption. • Lack of project-specific SD assessment of proposed project activity

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