Building Capacity by:

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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
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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

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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..

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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 NGOs and IGOs, 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!

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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.

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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
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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.

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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 PICs 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, BPoA10 and the Pacific Plan

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Pacific Islands Energy for Sustainable
Development PIESD
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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

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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)

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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)

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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-

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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.

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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.

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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.

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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 .

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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.

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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 PICs 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!

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Fakauelahi mahaki Thank You