1. Integrated Planning Case Study from Seychelles AIACC Trieste Training Program By : Rolph Payet, 2002 Remember, it's not the plan, it's the process that assures success.

2. What is Integrated Planning (IP)? IP is a process which draws together previously sectorally-focussed planning efforts IP is a process which draws together previously sectorally-focussed planning efforts IP is a process which allows interaction, conflict resolution, bottle-neck identification and knowledge exchange among stakeholders IP is a process which allows interaction, conflict resolution, bottle-neck identification and knowledge exchange among stakeholders IP is needed to improve institutional image and should be at the centre for institutional initiatives and resource allocation. IP is needed to improve institutional image and should be at the centre for institutional initiatives and resource allocation.

3. Five reasons for embedding climate change in IP Ensure climate change issues and concerns are understood and considered in planning Ensure climate change issues and concerns are understood and considered in planning Help understand how potential preventive or adaptive responses can be implemented effectively. Help understand how potential preventive or adaptive responses can be implemented effectively. Optimise use and allocation of resources Optimise use and allocation of resources Handle issues of uncertainty across sectors Handle issues of uncertainty across sectors To identify areas where management is weak, knowledge is lacking, and communication poor. To identify areas where management is weak, knowledge is lacking, and communication poor.

4. 3 IP Models in Seychelles National Development Plan (1980-1990) National Development Plan (1980-1990) -government-wide consultation process -shopping list of projects -small environmental component -not linked to sustainable development principles Environment Management Plan (1990-2000) Environment Management Plan (1990-2000) -written by team of consultants -national workshop for comments -shopping list of projects -focussed exclusively on environment -some elements of Sustainable development -no cross-cutting issues

5. The Environment Management Plan 2000-2010 (EMPS) Multisectoral – 10 secotoral areas Multisectoral – 10 secotoral areas Cross-cutting issues – 6 Cross-cutting issues – 6 Full stakeholder involvement process – civil society, private sector, NGO, government, and international organisations and donors Full stakeholder involvement process – civil society, private sector, NGO, government, and international organisations and donors Flexible programmatic approach Flexible programmatic approach Multiple implementation partners and arrangements Multiple implementation partners and arrangements Performance targets and audit Performance targets and audit SD Principles fully enshrined SD Principles fully enshrined

6. The EMPS Design Process Structure EMPS Steering Committee Sector Working groups NGO/Private Sector Consultations Donor Technical Meeting and Consultation Public and Media Activities Process Audit of Past Activities and Projects Institutional Analysis and Review Logical Framework approach to Program Development Endorsement by Government, NGO and Private Sector Bodies Creation of implementation body or focal point.

7. Policy for decentralisation Policy of micro-enterprise Ministry of Industry and International Business Investors Town & Country Planning SIDEC Lease property Supervise industrial estate Entrepreneurs Ministry of Land Use and Habitats Land use Plans Allocates Land Permits for sub-division Permits for construction Lease/buy Management of industrial zone Periodical consultations and site visits Ministry of Environment Consulted if EIA or in sensitive area Analyzing Inter-institutional Linkages

8. The Logical Framework Approach The advantages of using LFA are the following: Fundamental issues are asked and weaknesses are analyzed Systematic and logical analysis of the inter-related key elements Highlights linkages between project elements, sectoral issues and external factors. Basis for systematic monitoring and analysis of the effects of projects. Facilitates common understanding and better communication between stakeholders. Management and administration benefit from standardized procedures for collecting and assessing information. The use of LFA and systematic monitoring ensures continuity of approach when original project staff are replaced. As more institutions adopt the LFA concept it may facilitate communication between governments, NGO’s and donor agencies. Widespread use of the LFA format makes it easier to undertake both sectoral studies and comparative studies in general.

9. LFA in Practice Steps 1.Participation Analysis 2.Problem Analysis 3.Objectives Analysis 4.Alternatives Analysis 5.Define main project elements 6.Identify Linkages 7.Assumptions & constraints 8.Determine indicators ParticipationGovernment Hotel Owner Problem Economic loss from SLR Loss of business, beach quality Objectives Reduce vulnerability Reduce investment risk Alternatives New economic area Sell and move out Main elements StatusSolutionAction Local action Cost-BenefitAction Linkages Resource mobilisation Contribution Assumptions SLR will get worse Government will take rapid action Indicators Economic loss reduced Increase in returns

10. The Integration Process Society, Population and Health (including Gender) Land Use, Coastal Zones and Urbanisation Biodiversity, Forestry and Agriculture Energy and Transport Fisheries and Marine Resources/Processes Water, Sanitation and Waste Tourism and Aesthetics Environmental Economics and Mainstreaming, and Sustainable Financing Regulatory, Policy and Institutional Mechanisms Commerce, Industry and Production 1. Choosing the Sectors can lead to quite a debate, but it should be kept simple and address most of the issues and all sectors.

11. The Integration Process identification of common issues identification of common issues identification of gaps identification of gaps prioritizing activities and ensure complimentarity prioritizing activities and ensure complimentarity determining roles : implementer, beneficiary, etc. determining roles : implementer, beneficiary, etc. identification of partners: local and international identification of partners: local and international state of knowledge assessment state of knowledge assessment 2. Determine how the sectors will be integrated.

12. The Integration Process Cross-cutting themes Education, awareness and advocacy Partnerships, public consultation and civil society participation Training and capacity-building Management Science, research and technology Monitoring and Assessment Vulnerability and global climate change 3. Identify the Cross-Cutting Issues

13. The Integration Process Benefits -reduce duplication -reduce duplication -improve monitoring -improve monitoring -enhance implementation success -enhance implementation success -improve communication -improve communicationConstraints -capacity to manage, coordinate and audit -capacity to manage, coordinate and audit -resource mobilization -resource mobilization -international trends -international trends -handling skepticism -handling skepticism -transparency -transparency -accountability -accountability 4. Identify the Benefits and Constraints

14. The Integration Process Determine the stage of functional linkage and integration Link objectives, culture, and key success factors Link objectives, culture, and key success factors Gain agreement and commitment, and overcoming conflicts Gain agreement and commitment, and overcoming conflicts Translate the prioritized activities into the logical framework and an operating plan with sectoral objectives, action plans, & budgets. Translate the prioritized activities into the logical framework and an operating plan with sectoral objectives, action plans, & budgets.Implementation Demystify the strategy Demystify the strategy Create 'ownership' for implementation Create 'ownership' for implementation Outline how communication and exchange will be done Outline how communication and exchange will be done Implement quality management approaches – plan-do-check-act cycles Implement quality management approaches – plan-do-check-act cycles Define how to measuring and reward successful planning Define how to measuring and reward successful planning Make integrated planning a process, not a one-time event Make integrated planning a process, not a one-time event 4. Consolidating the strategic Plan

15. Major Lessons Learned A wide range of tools that can be used to facilitate integrated planning A wide range of tools that can be used to facilitate integrated planning A continuous process is key to sustained integrated planning A continuous process is key to sustained integrated planning Climate change issues needs to be integrated in the entire process Climate change issues needs to be integrated in the entire process Implementation arrangements are key to an integrated planning process Implementation arrangements are key to an integrated planning process

16. Future Perspectives for IP in CC Need more research on how to better integrate CC in the formal planning process of Governments and the Private Sector Need more research on how to better integrate CC in the formal planning process of Governments and the Private Sector Demystify climate change scenarios, vulnerability assessment and adaptation in IP Demystify climate change scenarios, vulnerability assessment and adaptation in IP How to optimize the flow of knowledge on climate change adaptation options How to optimize the flow of knowledge on climate change adaptation options How to engage wider participation and buy-in for implementation of Adaptation options How to engage wider participation and buy-in for implementation of Adaptation options

17. Thank You