Building Capacity by: Increasing efficiency, predictability, sustainable long term assistance, institutional memory and

1. PACIFIC SIDS PARTNERSHIPS Building Capacity by: Increasing efficiency, predictability, sustainable long term assistance, institutional memory and decreasing duplication, waste of resources and piecemeal approach to implementation

2. Overview • Why partnerships are particularly important for Pacific SIDS? • Number of partners with interests in the Region • What is the value of collaborating on a common platform? • What makes a successful Partnership? • What partnerships in the region are implementing CSD14 themes? • Example of a Pacific Partnership that is delivering results at the national and regional level

3. Why are Regional partnerships particularly important for Pacific SIDS • Pacific SIDS have their own individual priorities and needs, but are subject to a number of constraints, including; • limited resources • limited number of people and people with specialized skills • Dependency on international finance for addressing many national priorities (implementation when resources are available) • So many international partners with different agendas who are bigger than us (little altruism in AID) • So many international agreements with different reporting requirements, obligations, different timelines of implementation, different governing councils • So many countries, policies, organisations and agencies that are pushing their agendas on them…..

4. Number of partners in the region • 10 Intergovernmental Agencies in the Pacific set up by Pacific SIDS themselves to increase their capacity to deal with a number of areas including • Policy Development, Trade and Economic Growth Issues, Health, Living Resources, Non-living Resources, Training and Education, Fisheries, partner engagement etc • 13 Forum Dialogue Partners all have their own agendas but also trying to assist with identified priorities, • all have different reporting requirements, timeframes for funding, criteria for access, financial accountability, have their own funding strategies etc • Numerous UN Agencies, Regional Commissions, International NGO’s and IGO’s, Multinational Companies, private company interests • So many cross cutting areas are now being dealt with by so many different partners, and impact on so many agreements • Not uncommon for Pacific SIDS to be approached by 4 different partners in the same year to do nearly the same project (at different times) • Recognising or understanding all of these, let alone being able to deal with them effectively, can be a NIGHTMARE!

5. The Need for Partnerships? • So many partners dealing with similar issues, overlapping, duplicating and exhausting limited national capacity to deal with their own priorities at their own absorptive rate. • Need to consolidate assistance and efforts on a common platform that is easier for Countries to deal with and control. (Paris Declaration) • It is beneficial for partners to see how their assistance fits into the bigger pool of resources available, expertise and other capacity being offered. • Consolidation of resources and efforts must be on the basis of priorities that are determined by Pacific SIDS themselves. • Pacific SIDS themselves should have the right to decide what should be dealt with Nationally versus what is more effectively delivered regionally. • The Platform for engagement and partner assistance at the National level should be on the basis of Nationally identified priorities in National Plans • National Sustainable development Strategies/Plans, or the like, that are linked to the national planning and budgetary processes • Regional partnerships for collaboration should be on the basis of regional priorities that have been determined and signed off by Pacific SIDS themselves. • Leaders launched a number of type II partnerships at the WSSD in 2002 in recognition of a number of areas in need of increased collaboration by partners in the region • In 2005 Leaders signed off on a ‘Pacific Plan’ for increased regionalism that highlights a number of priority areas that will require increased collaboration and collective efforts to effectively implement. • Partnerships provide for longer term sustainable support in a programmatic approach to assistance.

6. Partners active engagement = Successful Partnerships I bring networking skills to the table and the ability to leverage more resources I bring technical skills to the table I bring financial resources to the table I can report on progress and activities of this partnership I bring institutional memory and experience to the table I can keep you informed of what our real priorities and needs are I bring training skills and scholarships to the table

7. Partners active engagement = successful Partnerships cont. • Partnerships only work if they are credible and show real results, • To achieve credibility, all partners must play an active role in making it work and a degree of trust must be built • Timely information must be disseminated to all partners to ensure that credibility and accountability is maintained • The partnership must respond to the needs of the Countries and not be driven by other agendas • Countries must actively seek the opportunities presented by these partnerships in order to keep it focused on countries needs and sourcing assistance where most demanded. • Partnerships must be built on common goals and objectives with long term vision and a joint programmatic approach to implementation.

8. Current Partnerships in the Region implementing themes of CSD14 • Pacific Regional Climate Change Framework and Round table • Pacific Islands Energy for Sustainable Development Partnership (PIESD) • Disaster Risk Reduction and Management Network – (Developing) • Partnership to assist PIC’s develop and/or Implement National Sustainable Development Strategies or the like – (Developing) • Partnerships based on National and Regional Priorities highlighted by Pacific Preparations for the WSSD, BPoA+10 and the Pacific Plan

9. Pacific Islands Energy for Sustainable Development [PIESD]

10. The Main Objectives of PIESD • Contribute to the implementation of the Pacific Energy Policy and Plan (PEPP) that has been developed by Pacific island countries with support from member organisations of the CROP EWG. • Increase availability of adequate, affordable and environmentally sound energy for the sustainable development of all Pacific islanders; • Accelerate the transfer and adoption of clean and renewable energy technologies; and

11. Examples of Regional Activities • Capacity Building in Wind Energy Education for Pacific Island Countries (UNEP) • Pacific Islands Renewable Energy Assessment (PIREP) - GEF • Pacific Renewable Energy Training Initiative (PRETI) - UNESCAP • Pacific Islands Energy Policy and Strategic Action Planning (PIEPSAP) (Danish / UN)

12. Pacific Islands Renewable Energy Assessment (PIREP) - GEF Outcomes (National) • National Energy Assessment Reports for 15 PICs Outcomes (Regional) • Regional Synthesis Energy Assessment Report (Also can be used as a National Tool) • PIGGAREP Project Proposal (Being finalised)

13. Pacific Islands Energy Policy and Strategic Action Planning (PIEPSAP) • Support to Pacific Islands Countries in particular with the development of Energy Policy and Strategic Action Plan. • Support is also provided in a number of other areas that is offered through a menu of options. www.sopac.org/ • Examples of national outputs:-

14. Kiribati • Consultations undertaken, problem analysis performed, priorities for PIEPSAP co-operation defined in the area of fuel supply and bio fuels. • Co-operation with PIFS established. • Biofuel strategy paper developed in co-operation with Energy Office and Kiribati Copra Company, Strategy presented and discussed at sub-regional workshop. • Biofuel trials with CNO currently under way in Kiribati, • technical backstopping provided by PIEPSAP. • National biofuel workshop planned.

15. Tuvalu Priorities Energy Policy and Energy Sector Management Co-operation with both energy office and power utility. • Assistance in the establishment of A National Task Force (private sector, public sector and civil society). • Draft energy policy statement developed in multi-stakeholder workshop. • National Energy Policy endorsed by the Tuvalu Cabinet in October 2005. • Support to power utility (TEC) in the field of Management Information Systems/GIS, co-financing and co-operation established with SOPAC EU project.

16. Cook Islands Focus of co-operation on policy, institutional strengthening and action planning/project development. • Cook Island Energy Action Plan (CIEAP) developed in 2005 with emphasis on energy security, energy conservation and renewable energy development. • PIEPSAP support for CIEAP includes feasibility study on biofuels and design of energy conservation programme. • Project development includes:- solar pumping for Mauke Island and- IPP wind project for Rarotonga.

17. Fiji Islands • Draft National Energy Policy produced. • Co-operation with Asian Development Bank REEP established. • Capacity building undertaken and SWOT workshop implemented for the Department of Energy. • Review of regulatory framework for electricity sector performed and recommendations developed. • Development of a guidelines for IPP/PPP projects. • Assistance provided to local landowner company to develop IPP hydro project in the Namosi Highlands. • Assistance in the development of national biofuel strategy and Rotuma biofuel project .

18. Solomon Islands Priorities for PIEPSAP co-operation defined in the area of National Energy Policy development. • Assistance in the establishment of National Task Force National policy development workshops supported and draft set of policy statements on twelve strategic areas developed. • Review of utility restructuring plan presented by World Bank reviewed upon request of SI Government. • Review of Energy Act and assistance in development of a rural electrification framework.

19. Summary • Coordinated, consolidated efforts are essential for Pacific SIDS because of the sheer number of partners, different interests in the region and different agreements and obligations. • Partnerships should be based on priorities agreed to by PIC’s themselves • National level – National Sustainable Development Strategies, or the like • Regional level – Priorities for regional collaboration identified in the Pacific Plan and other regional policies • Partnerships are successful when we all contribute to, and refine the way they work!

20. Fakauelahi mahaki Thank You