Canada’s Experiences & Perspectives on Joint Implementation JI Technical Workshop, Bonn, 9-10 March 2006 Jeanne-Marie Huddleston, Canada’s CDM & JI Office

-2- Overview of Presentation The Role of Canada's CDM & JI Office Canadian experiences Perspectives on JI The Work of the JISC

-3- 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

-4- 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;

-5- 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.

-6- 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.

-7- 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

-8- 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

-9- 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

-10- 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

-11- 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?

-12- Canada’s CDM & JI Office Climate Change Division (GDCC) Department of Foreign Affairs and International Trade 125 Sussex Drive Ottawa, ON K1A 0G2 Tel: +1 (613) Fax: +1 (613) Web: For More Information