Canada’s Experiences & Perspectives on Joint

Implementation

JI Technical Workshop, Bonn, 9-10 March 2006

Jeanne-Marie Huddleston, Canada’s CDM & JI Office

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Overview of Presentation

• The Role of Canada's CDM & JI Office

• Canadian experiences

• Perspectives on JI

• The Work of the JISC

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CDM & JI Office: What We Do

• Canada’s CDM & JI Office was established to serve as Canada’s DNA and Focal Point and to help Canadian companies by:– Approval of voluntary participation in CDM and

project approval in JI projects

– Facilitating Canadian participation in CDM and JI

– Strengthening relations with host countries

– Facilitating development of projects

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CDM & JI Office: What We Do

DOMESTIC Outreach to Canadian companies to:

• Inform and provide training to Canadian companies about CDM and JI;

• Advise market/project opportunities;

• Provide financial and technical support for project development.

INTERNATIONAL Outreach and trade missions to:

• Build awareness of Canadian capabilities;

• Provide Capacity-building support to various markets;

• MOUs to facilitate cooperation with host countries;

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Canadian Experiences

• With respect to JI, the Office has provided:

– Financial support for Canadian company projects in Eastern Europe and Russia;

– Dedicated funds to project portfolio development (PINs) in Russia

– Concluded MOUs with Poland, Ukraine, Latvia; others under discussions with various E. European countries.

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Canadian Perspectives on JI

• Many opportunities available for undertaking JI projects

• But, some challenges also:– Need to build capacity in many host countries with

respect to project assessment and approval;

– Later-than-anticipated establishment of JISC, contributing to uncertainty for project developers;

– Shorter crediting period available for first commitment period compliance – projects need to get up and running quickly.

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The Work of the JISC

Challenges and Issues• Need for speedy development and elaboration of

guidance and documents– e.g. PDD, criteria for baseline setting and monitoring

– to remove uncertainty for project developers

• Should build on lessons-learned from CDM but avoid pitfalls– Need to keep in mind that JI is not identical to CDM in terms of

modalities and procedures

• Dealing with a volume of already advanced projects in the pipeline

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The Work of the JISC

Issues • Role of JISC

– Higher level of oversight for JISC (vs. EB)• more responsibility delegated to AIEs• Parties play a greater role – approving projects

– Need to find appropriate balance between oversight role and providing sufficient guidance to AIEs to enable them to carry out their prescribed functions

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The Work of the JISC

Issues • Accreditation

– Expertise can be drawn from existing CDM structure where possible

– However, JI procedures should include a fast-track for entities already accredited as DOEs

• Small-scale projects– JISC should define and elaborate categories for SSC projects

– Procedures should be streamlined, simple and appropriate

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The Work of the JISC

Issues • Reviews

– Need to establish clearly defined and appropriate criteria for reviews

– Should be based on adherence to modalities and procedures

– Depending on volume of projects, JISC may need to consider forming a sub-group to look at projects

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The Work of the JISC

• Treatment of “early movers”– Important to bear in mind late establishment of JISC

and as a result the progress of early movers in somewhat of a policy void

• Need to provide clear and early guidance to PPs – Also bear in mind that CMP.1 decided relevant parts

of CDM-PDD and EB approved methodologies can be applied under JI, as appropriate

– Considerations - need to redraft PDDs? Undergo a second verification exercise? Fast-tracking?

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Canada’s CDM & JI OfficeClimate Change Division (GDCC)Department of Foreign Affairs and International Trade125 Sussex DriveOttawa, ON K1A 0G2

Tel: +1 (613) 944-3039Fax: +1 (613) 944-0064E-mail: cdm.ji@international.gc.caWeb: www.cdm-ji.ca

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