Professional Documents
Culture Documents
Background
This presentation based on the results of the study: "Peru's Institutional Strategy to Promote the Clean Development Mechanism" (2004). Authors Maria Paz Cigaran and Particia Iturregui, staff members of Peru's DNA. Study sponsored by UNEP RISOE Center as part of analytical work implemented under CD4CDM Project. Purpose of study to present and disseminate Perus institutional CDM experience among other developing countries.
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Country Context
Highest environmental authority is CONAM (National Council for the Environment) est. 1996:
Reports directly to Prime Ministers office. An Environmental Affairs Office established in each ministry to strengthen issue of environment within operations of each ministry. All offices report to CONAM and operate under its directives. They submit proposals for emission reductions, and perform quality assurance/approve EIAs. All energy, mining, industrial processes, transport, infrastructure projects are required to submit an EIA for approval.
FDI laws designed with various types of incentives to attract foreign investors. Allow for free access to local financing sources, free flow of profits and dividends.
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Political commitment to play a proactive role in CC and CDM negotiations. The National Strategy on Climate Change (mitigation, adaptation, & CDM) was incorporated into the National Environmental Plan in October 2003. Regional governorates are required to formulate and approve climate change strategies.
Assessed potential for CDM in the country. Identified a pipeline of 25 CDM projects: Feasibility study (3), Pre-feasibility (9), Project Profile (7), PIN (6). Energy, transport, LULUCF, solid waste, and industrial processes projects. Proposed a national CDM strategy. Created awareness & experience in project preparation among local CDM stakeholders during the preparation of the NSS.
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Strategic Considerations
When designing the national CDM strategy, Peru took into consideration:
Latin American countries have relatively high marginal abatement costs compared to Asian countries like India and China, two potential major CDM players. In Peru, energy sector makes substantial use of hydropower & less dependent on carbon than many Asian countries. Other Latin American countries have good experience in GHG market (75% of carbon financial flows for CDM in 2001/2002 were allocated to Latin America). At U$4 per tCO2, Peru has potential for exporting CERs worth U$510 million per year (including LULUCF projects) through two to five projects per year, depending on size of projects.
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Key Players in National CDM Process: 1. National Council for the Environment (CONAM)
Roles & Responsibilities:
Organizes and coordinates with CONAM national CDM capacity building activities: Trained 55 people in different entities on developing PINs. Assists CDM project participants in pre-investment phase of CDM projects (identification, preparation, and data gathering). Permanente member of all CDM Project Approval Committees. National Focal Point for the Prototype Carbon Fund (PCF).
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Promotion & marketing of Peruvian CDM projects through various channels. Act as the first window for international CDM investors interested in projects in Peru. Identify & remove barriers to CDM project implementation and approval:
Organize capacity building programs for local private sector and project financing entities.
For CDM project approval, an Ad Hoc committee is formed per projectbasis (meets only when there is a project to approve):
Project-related committee members: Line-ministry related to project sector. NGO (from project locality). National EIA expert. Other national expert(s) as needed.
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Responsible Party
CDM Investor DNA DNA
DNA
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A 45 days self-imposed deadline for completion of approval process (no specific penalty for delays).
Approval process (costing $4,800) is free of charge to minimize transaction cost: Each concerned entity cover its own share of the cost for approval (67% covered by DNA). Decision to be re-visited once Peru establishes its name as a CDM destination.
Promote small social investment in project locality: Improves sustainable development prospects Improves likelihood for approval by national CDM committee & EB. Three to four CDM projects were approved using this process. All approvals completed within the 45 days deadline. 13
Key Challenges
Complying with self-imposed 45 days deadline while securing full involvement of relevant entities (the more entities involved, the more likely the potential delay in the approval):
CONAM circulated and approved a National CDM Operational Procedure among all relevant ministries & stakeholders. CONAM having an office in each line-ministry facilitates project approval process.
CONAM continuously holding various workshops and meetings to raise awareness among relevant stakeholders.
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Lack of CDM project formulation capabilities among public and private sector entities.
Approach adopted by the government? Trained 20 national experts from industry, energy, waste management, agroforestry, and transportation sectors on CDM project structuring and formulation. Financing institutions received special training on evaluation of CDM projects.
Two key objectives for the government: Build local project formulation capacities in strategic CDM sectors. Reduce local transaction cost through smooth and simple project approval process.
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CONAM continuously assessing adequacy of current institutional setup and project approval process. Portion of project approval cost covered by DNA is from CONAM budget. If number of projects increases beyond DNA capacity:
CONAM will allocate separate budget for DNA. Will charge a fee for the 45 days-approval. Will hire external consultants to review and assess submitted CDM projects to facilitate work of ad hoc committee.
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Key ingredients for a successful CDM sector in a host country: Political will within the government. Clear & adequate institutional & regulatory arrangement for CDM. Requirements for compliance of CDM projects with national environmental & sectoral planning should be simplified to facilitate project approval process. A host country should aim at minimizing local transaction costs. Local financial sector could play key role in CDM projects (core-financing portion).
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A host country should market its CDM projects to a diversified market and not to rely completely on one potential CERs buyer (e.g. PCF). Operation of the DNA needs to be frequently assessed to maintain an efficient local CDM process.
DNA budget could be initially covered by government but later a DNA should generate some sort of income.
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www.conam.gob.pe
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