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MDL en Ecuador

MDL en Ecuador. Ecuador CD4CDM Technical Report – Lessons learned Closing Workshop – CD4CDM San Carlos de Bariloche, September 2006 Oficina Nacional de Promoción del MDL – CORDELIM Ministerio del Ambiente info@cordelim.net www.cordelim.net. Contents. Summary matrix: activities.

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MDL en Ecuador

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  1. MDL en Ecuador EcuadorCD4CDM Technical Report – Lessons learnedClosing Workshop – CD4CDMSan Carlos de Bariloche, September 2006Oficina Nacional de Promoción del MDL – CORDELIMMinisterio del Ambienteinfo@cordelim.netwww.cordelim.net

  2. Contents Summary matrix: activities 1. Core objectives & main expected results 2. Institutional arrangements 3. Implemented activities & main outputs 4. Lessons learned & the way forward

  3. Summary matrix: activities

  4. Matrix: core objectives vs. main expected results Activities All the support information & documents can be requested at CORDELIM or downloaded from www.cordelim.net

  5. Base de recursos para operaciones • Staff técnico: 4-5 profesionales • Dirección a.i.: consultor CONAM en Ministerio del Ambiente • Asistencia Administrativa: proyecto CD4CDM • Coordinadores sectoriales: CD4CDM (2); Voluntario PNUD • Recursos operativos • Ministerio del Ambiente: oficinas en Unidad de Cambio Climático; comunicaciones nacionales; internet • CD4CDM: equipos; comunicaciones internacionales; portal web • Cooperación técnica: programas • Con PLAC / CAF “Fortalecimiento de CORDELIM” • Con UNEP/Risoe “CD4CDM en Ecuador” • Cooperación técnica: actividades puntuales • CFB/Banco Mundial, FONAM/Mecanismo Mundial, FAO, JOFCA japonesa, GTZ alemana, COSUDE suiza, CDM Canadá, etc.

  6. 1. Core objectives & main expected results

  7. Core objectives • Awareness raising & information management • Generate and ensure understanding and commitment regarding opportunities and challenges of carbon offset trading • CDM institution building • Support the establishment and consolidation of a sound domestic institutional framework • CDM capacity development • Enhance local technical capacities for CDM project development and deal making • CDM project pipeline origination & development • Support expansion and diversification of the domestic CDM project pipeline

  8. Main expected results • Awareness raising & information management • Significant domestic critical mass on CDM opportunities and challenges • CDM institution building • Fully operational CDM entities endowed with the necessary human and material resources • CDM capacity development • Enhanced local capacities to perform specific tasks related to the CDM project cycle • CDM project pipeline origination & development • A well-established national market of CDM projects, which includes a pipeline of sound designed projects

  9. 2. Institutional arrangements

  10. Institutional arrangements in Ecuador: CDM

  11. Institutional arrangements for CD4CDM – Ecuador Project Implementation

  12. 3. Implemented activities & main outputs

  13. Scope 1: Awareness raising & information management

  14. El Comercio, 06/Marzo/2006 El Comercio, 04/Enero/2006

  15. e.g.: A1.4 Development and management of web-based resource centre Management and continuous improvement of CORDELIM´s online resource centre is a priority activity. It is internally perceived as the main tool for supporting promotion activities.

  16. e.g.: A1.5 Dissemination and/or development of other relevant tools (I) CORDELIM continuously has been working on collection, systematization and/or generation of: • Standard presentations/modules for e.g. for local CDM workshops, covering all basic aspects of CDM project development, international carbon market and climate change, and addressing some relevant specific issues/themes. • Public domain electronic documentation on generic and specific issues related to the CDM, carbon market & climate change (e.g. Guides for CDM Project Development) • Extensive database of electronic documentation on CDM methodologies and on CDM project case studies (i.a. continuous selection of relevant frequently used documents published in UNFCCC CDM web site).

  17. e.g.: A1.5 Dissemination and/or development of other relevant tools (II) • For selected project categories: country-specific assessment studies on sector baselines and other CDM methodological issues and/or public-domain tools for emission reductions calculation. • Adjusted working tools, e.g. formats for project presentation; guide on selection criteria of CDM service providers (PDD consultants/brokers/DOEs); directory of CER buyers. • Promotion material for carbon market events such as Carbon Expo. • Another promotion website – www.andeancarbon.com – serving as a hub to subregional CDM related web sites. It has been implemented in collaboration with other Andean CDM Offices (ODL Bolivia, GMCC Colombia, FONAM Peru).

  18. Scope 2: CDM institution building

  19. e.g.: A2.1-A2.3 DNA: establishment / operation / consolidation

  20. A2.6 Network development: domestic and international context Key role of CORDELIM: facilitate CDM networking

  21. Scope 3: CDM capacity development

  22. A3.1-A3.5 Organization/facilitation of CDM Training

  23. e.g. A 3.1 – A 3.5 Cursos y talleres co-organizados por CORDELIM Cursos • Desarrollo de Proyectos de Certificación de Carbono, PLAC/CAF, 2002 • Desarrollo de Proyectos de Reforestación y Bioenergía bajo el MDL, PLAC/CAF, 2004 • Proyectos de Generación Eléctrica bajo el MDL, e7/UNDESA, 2004. • CC y Manejo de Recursos Naturales, FAO/COSUDE, 2005. Talleres • En alianza con otras instituciones, alrededor de 16 talleres y seminarios de capacitación básica e información. • Participación como expertos invitados o asistentes en casi 40 eventos. Participantes • Cerca de 1000 actores capacitados/informados: sector público (gobierno central, regional y seccional), sector privado (producción y servicios), ONGs (organizaciones comunitarias y organizaciones internacionales) y entidades internacionales. Ciudades visitadas: Más información sobre los eventos de capacitación dirijase a www.cordelim.net

  24. e.g. A 3.1 – A 3.5 Talleres de capacitación básica Puyo Guayaquil Serie Nacional de Talleres Locales de Promoción y Capacitación Básica sobre el MDL” (Febrero – Abril 2003)

  25. Scope 4: CDM project pipeline origination & development

  26. A4.1 Project pipeline development: general approach and overview Functions performed by the national team on a daily basis contributed substantially to generation and evolution of the project pipeline. The three-fold role of CORDELIM in regards to being (i) technical advisor, (ii)information source and (iii) facilitator of stakeholder relations built upon three pillars: • Advice on CDM methodological and regulatory issues. • Advice on carbon market issues. • Management of information/promotion tools and mechanisms.

  27. The updated indicative project portfolio can be reviewed at www.cordelim.net. Clean Energy Matrix Continues…

  28. A4.2-4.9 Project pipeline development Beyond cross-cutting activities, some sector-specific activities focused assistance for ER project development in each scope. 4 scopes for promotional purposes: ‘clean energy matrix’, ‘clean urban development’, ‘clean industrial processes’, ‘sustainable land-use change and forestry’

  29. e.g. A 4.1 CORDELIM’s scopes for promotional purposes… Clean Energy Matrix Clean Urban Development Clean Industrial Processes Sustainable land-use change and forestry  Info en “Central de proyectos” en www.cordelim.net

  30. A4.10-4.13 Project pipeline promotion

  31. (5) Facilitación de ruedas de negocios y networking e.g. A4.10-4.13 Project pipeline promotion Networking y promoción del país Carbon Expo 2005 Rueda de negocios MDL (Ecuador-Canadá) Septiembre 2005

  32. Finally…..some projects promoted from the portfolio Proyecto hidroeléctrico Sibimbe (15 MW), Ventanas Proyecto de cogeneración Ingenio San Carlos, Marcelino Maridueña Proyecto de Recuperación del Gas Metano en el Relleno Sanitario “Las Iguanas”, Guayaquil Proyecto de captación y quema del biogás en el botadero de Zámbiza, Quito

  33. 4. Lessons learned & the way forward

  34. Lessons learned • Soporte político a la gestión de actividades enmarcadas en la cooperación, involucramiento de actores públicos relevantes – facilita el establecimiento de las redes de trabajo • Inestabilidad política – durante los tres años de gestión cinco ministros • Información y difusión básica deben ir acompañadas por labores de capacitación especializada - facilitar interacción de los participantes del mercado (ferias, matchmaking) • Aunque la organización de eventos de capacitación demanda una importante cantidad de tiempo, no obstante es una herramienta clave para el desarrollo de la capacidad – constante actualización del material de promoción. • Cooperación programática – cooperación actividades puntuales • Importante – generar credibilidad ante los diferentes actores (!)

  35. Next steps… • Actividades de promoción e incubación de proyectos se desarrollan con un enfoque sectorial/transversal – e.g. participación en PPP (i) M2M, (ii) GGFR y (iii) REEEP • Gestión de nueva cooperación técnica ha sido iniciada, propuestas presentadas/en negociación: (i) CFA/WB (ii) PLAC/CAF

  36. Gracias por su atención Oficina Ecuatoriana de Promoción del MDL – CORDELIM www.cordelim.net

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