CAPACITY BUILDING PLAN Industry GHG Reduction to Support the Implementation of Thailand s Climate Change Master Plan

Transcription

1 CAPACITY BUILDING PLAN Industry GHG Reduction to Support the Implementation of Thailand s Climate Change Master Plan Supported by: 1

2 Contents Introduction... 3 Project Background... 3 Rationales and Objectives of Capacity Building Plan... 4 Capacity Building Plan... 5 Concept of Capacity Building... 5 Capacity building process and methodology Assessment of Capacity Building Needs Program Design Evaluation of Capacity Building Timeline of Capacity Building Plan Limitation

3 Introduction Project Background Thailand has a number of high level plans that address climate change mitigation, including a Strategic Plan on Climate Change and more recently the Climate Change Master Plan The ultimate goal of Thailand s Climate Change Master Plan is to reduce greenhouse gas (GHG) emissions and lead the country to a Low Carbon Society by One of the key cross-cutting issues for implementation outlined in the Master Plan is the need for a robust database of sectoral GHG emissions and mitigation measures to facilitate scenario development and mitigation planning. The plan also outlines a number of short-term actions including: to identify greenhouse gas emissions reduction targets and capacity of each sector by Therefore, an economic impact analysis for the reduction targets assessing its potential effect on sectoral growth is imperative for setting a reduction target that balances GHG mitigation and economic development. The project titled Industry GHG reduction to support the implementation of Thailand s Climate Change Master Plan ( Project ), managed and implemented by the Global Green Growth Institute (GGGI), aims to assist the implementation of the Climate Change Master Plan by developing a clear roadmap for GHG reduction, in selected three industrial sub-sectors of the Thai economy. The Office of Natural Resources and Environment Policy and Planning (ONEP), Ministry of Natural Resources and Environment (MNRE) is the key project counterpart. Working closely with the GGGI project team in executing the project, ONEP provides coordination supports and liaisons with relevant government agencies, and provides technical inputs to the project. The purpose of the Project is to develop a GHG reduction roadmap for three industrial sub-sectors of the Thai economy. This roadmap shall be underpinned by: 1. An updated and improved GHG inventory for the selected sub-sectors which conforms to international standards for accurate emissions reporting; 2. A credible evidence base of actual and projected emissions, mitigation potential, abatement technologies, policy measures, and economic impact analysis for the selected sub-sectors. This will be accompanied by the identification and prioritization of comprehensive emissions mitigation policies, which have the support of businesses and government; 3. An enhanced capacity for coordination and technical and economic analysis within the Government of Thailand and the private sector in relation to GHG inventories, emission projections, mitigation opportunities, and economic impact assessment of mitigation measures on the selected sub-sectors. 3

4 The project has three major components as follows: Component 1: Sector Diagnostic Component 2: GHG Reduction Roadmap Component 3: Project Governance, Stakeholder Engagement and Capacity Building The Project s capacity building activities are part of Component 3 and the Capacity Building Plan ( the Plan ) is one of the major milestones. Rationales and Objectives of Capacity Building Plan Climate change has become a new challenge for industries around the globe. Not only do the industries need to prepare itself for the changing climate and environment which might negatively affect their operation in terms of more limited natural resources, more frequent natural disaster, and others, but the industries also need to change the way they operate to be more sustainable and emit less GHG emissions. With climate negotiations, it is likely that developing countries might need to provide their contribution in terms of GHG reduction. Thailand is no exception. Sooner or later, the country will need to limit and reduce its emission. It is essential that the Thai industry has sufficient capacity and knowledge to cope with the new challenge and turn it into business opportunities. Since Thailand signed United Nations Framework Convention on Climate Change (UNFCCC) in 1992, the country has been working to address GHG emission in various sectors. Promoting GHG reduction in the industrial sector the sector that plays a significant role in the development of the nation s economy and has been identified as a country s major emitter has become one of the key strategies to reduce GHG emissions of the country overall. This can be seen from the National Industrial Development Master Plan B.E , which describes the industrial development strategies that take into account the current global challenges, one of which is climate change. These strategies focus on environmentally-friendly production, and also address the issue of natural resource and energy use the main factor that determines frameworks and directions for sustainable industrial development of the country. Possible approaches to help the industrial development to achieve its targets include: (i) promoting sustainable development of the industrial/manufacturing sector to sufficiently supply for the domestic consumption and for the export, which helps add value to the products under competition and trade conditions in the global market; and (ii) reducing GHG emissions in the industrial sector with appropriate resources and energy use management and efficient waste treatment. With strong support from the German Government, the Project aims to develop GHG Reduction Roadmap for selected three industrial sub-sectors. The roadmap will include the current level of GHG emissions, emission projections, list of potential GHG reduction technologies and measures, economic and social analysis of those technologies and measures, and policy recommendations. The roadmap will provide 4

5 guidelines and directions for the industry to move toward green growth and low carbon economy. In this connection, it is essential that the Thai industrial sector prepares itself and equips with sufficient capacity and knowledge to manage and reduce GHG emissions. One of the Project s key approaches in helping the goals is to conduct the capacity building in GHG management for related agencies and organizations in both public and private sectors. This GHG management includes developing GHG inventories, projecting GHG emissions, and determining appropriate measures for GHG reduction. Therefore, this capacity building plan aims to clearly describe the project s planned capacity building activities that are consistent with the overall project work plan. The capacity building plan serves as the framework and guideline to execute the capacity building activities while ensuring that the implementation of such activities follows the determined plan and procedure. Implementing capacity building needs to take into account of suitability and possibility of the activities that correspond to the needs of each group of the key stakeholders. This is to ensure their involvement and better access to the knowledge of GHG reduction in the industrial sector. Capacity Building Plan Concept of Capacity Building The capacity building component of the Project is a process that provides relevant stakeholders, which include government agencies, academic institutions, associations, and private companies from selected industrial sub-sectors, with opportunities to improve, develop, and enhance their knowledge and understanding on GHG management and reduction. In general, capacity building activities can be implemented in a number of ways depending upon the objectives as well as the target groups that need to improve their knowledge and understanding. Besides, determining the format and method of capacity building for the target groups needs to take into account various factors such as budget allocation, availability of premises, specialty of the speakers or lecturers as necessary, and expectation. In general, widely accepted capacity building approaches and methods include training, seminar, conference, forum meeting, coaching, orientation, guideline publication, job assignment, field trip, study visit, and even participation in related projects. Even if the Project narrows down the scope of capacity building specific to GHG reduction and management, a wide variety of formats and methods would still be suitable. Given the variety of approaches and methods, this Plan will describe the most appropriate and suitable type of activities for the Project. Also, appropriate 5

6 levels of engagement with the key stakeholders should carefully be arranged so that timely execution of the capacity building activities is achieved. The capacity building activities in this project should be carefully planned and developed to meet the stakeholder s needs in effectively manage GHG emissions. The activities will also promote the notion of systematic GHG reduction and enhance both the managerial and technical skills, which will eventually encourage all stakeholders to be more engaged in GHG reduction activities as they will become more aware of the impact of GHG emissions and the economic and trading benefits to be received as a result of GHG reduction at both the micro level, directly related to the industrial process of each enterprise, and the macro level, which affects the achievement of the nation s policy and goal for GHG reduction. 6

7 Capacity building process and methodology The Project s capacity building component consists of three steps as shown in Figure 1. Figure 1: Capacity Building Process The details of each step can be described as follows. 1. Assessment of Capacity Building Needs The assessment of capacity building needs is the first important step in the capacity building process. Identifying the needs to conduct capacity building should be consistent with the needs of the target groups and/or the related stakeholders. Therefore, the assessment of capacity building needs should focus on the target groups and on the necessary skills to be provided to them, especially those in the industrial sector. Two major steps for the assessment of capacity building needs are (i) stakeholder identification and (ii) development of tools and methods for identifying capacity building needs. 1.1 Stakeholder Identification Identifying relevant stakeholders for the capacity activities will be based on the Project s Stakeholder Engagement Plan. In addition, additional identification will be done through the project work and activities with the Office of Natural Resources and Environment Policy and Planning (ONEP), Project Steering Committee (PSC), and organizations representing the three sub-industrial sectors which are selected from the study in Component 1 (Diagnostic Report). The key stakeholders in the capacity building process can be initially divided into four major groups as shown in Figure 2. 7

8 Figure 2: Four groups of key stakeholders identified Stakeholders from all groups shown in Figure 2 above will play a crucial role in the operation and the success of capacity building of the Project as summarized in Table 1. Table 1: Stakeholders roles and responsibilities Stakeholders ONEP and Project Steering Committee Thailand Greenhouse Gas Management Organization (Public Organization) (TGO) Department of Industrial Works (DIW) Department of Alternative Energy Development and Energy Efficiency (DEDE) Energy Policy and Planning (EPPO) Roles and responsibilities Review and provide suggestions on guidelines and plans for capacity building process Provide comments and suggestions on topics and content of each capacity building activity Review and provide feedbacks on capacity building activities Participate in capacity building activities as appropriate Support and facilitate cooperation with related agencies and organizations 8

9 Stakeholders Office of National Economic and Social Development Board (NESDB) Federation of Thai Industries (FTI) Joint Graduate School for Energy and Environment (JGSEE) Good Governance for Social Development and the Environment Institute (GSEI) Global Green Growth Institute (GGGI) Three industrial sub-sectors selected Others Experts on related subject areas Related organizations, including public, private, and state enterprise sectors Academic and research institutions and organizations NGOs Related international agencies General public that is interested in the subject Roles and responsibilities Plan and determine the scope of capacity building process Prepare and implement capacity building activities according to guidelines and plan Evaluate and conclude the outcomes of capacity building activities Summarize the results and outcomes from the activities Participate in capacity building activities Provide suggestions on the topics, details, and content of each capacity building activity that will be useful for GHG reduction implementation for their sectors Participate in evaluation of capacity building activities to help improve the project Apply knowledge and understanding obtained from capacity building activities to daily work and operation Participate in capacity building activities as determined Participate in the evaluation of capacity building activities to help improve the project Participate in activities that support GHG reduction in industrial and other sectors in the future 1.2 Develop Tools and Techniques to Identify Capacity Building Needs Currently, there are various tools to identify capacity needs. Examples are opinion survey, questionnaire, informal interview, and expert judgment. These tools should be implemented in a way that it effectively helps execution of the activities, covering both the target groups and related stakeholders. 9

10 Two tracks of analysis will be conducted in order to find the most appropriate format(s) for the target groups and stakeholders: - Tools/methods to determine the format of capacity building activities, and - Tools/methods to identify topics, content, and details of the activities Tools and Methods for Determining the Format of Capacity Building Activities Since the project duration of 18 months is short, capacity building activities should be implemented effectively and efficiently. GGGI proposes to use expert judgment as a tool for determining the format and methods for executing the capacity building activities. The expert judgment is a tool for analysis and decision making by professionals using their expertise and experience in the related issues. Thus, GGGI plans to propose the appropriate format of each capacity building activity by using the expert judgment. Potential capacity building activities under the Project could include both formal and informal activities. Seminars could be used for various target groups and general public. Workshop training could be used for more specific target groups. Informal capacity building could be carried out by attending monthly meetings with industrial groups, summarizing the progress of the project to the concerned parties via , and providing advice to agencies, organizations, associations, and institutions in the related issues. Once the Project progresses, the project team will analyze and confirm the appropriate formats of capacity building activities Tools and Methods for Identifying Topics, Content and Details of the Capacity Building Activities GGGI plans to use open-ended questionnaire as a tool to analyze the current level of stakeholders knowledge and understanding on GHG reduction, i.e. a gap analysis. At the same time, this questionnaire can be used as a tool to identify topics, content, and details for the capacity building activities that will be useful for the target group. Other participation techniques, such as interviews, face-to-face meetings, and focus-group meetings, could also be used to obtain more information. These techniques will be useful when engaging and identifying needs with stakeholders from industrial sectors. The use of each participation technique with open-ended questionnaire can be summarized as follows: a) Interview / face-to-face meeting: This technique is to interview the target groups or relevant stakeholders especially executives or representatives of the associations, industrial groups, and institutions within the three sub-industrial sectors selected. The purposes of the interviews are to understand their current perceptions and practices on GHG management and reduction and other 10

11 related issues in each industrial group, as well as what they need in order to enhance their knowledge and skills that will be beneficial for their GHG-related works. All the information gathered during the interview will be taken into consideration to identify the main topics of the capacity building program. In addition, GGGI plans to conduct a face-to-face meeting with each PSC member before the official meeting. The purpose of having face-to-face meetings is to discuss and obtain feedback regarding the concept and methods for organizing capacity building activities and also to present the tentative topics, content, and details corresponding to the expertise and perspective of each individual. The results obtained from face-to-face meetings will be analyzed and prepared as detailed plans before seeking approval from the PSC. b) Focus-group meeting: In Thailand, industry groups or associations generally have their own monthly meetings with their members. Normally, executives or representatives of at least 40 member enterprises from various industrial groups attend these meetings. This provides an opportunity for the Project to evaluate such groups/associations needs on capacity building activities. GGGI plans to join the meetings with the industrial groups as appropriate based on the agenda for each meeting in order to understand the implementation situation of GHG reduction of each industrial group and their planned involvement for GHG reduction in the future. The information obtained during these meetings will be analyzed to identify the most appropriate topics and content for conducting capacity building activities so as to achieve the objectives of the program efficiently and effectively. The focus-group meeting also includes the Project Steering Committee (PSC) meeting, scheduled to be held once every two months or as needed depending upon the progress of the project. The PSC meeting will be a channel that allows the PSC members to provide comments and suggestions on topics, content, and details of the capacity building activities. The description of the tools and techniques for identifying the needs for conducting the capacity building activities is summarized as a guide to operations in Table 2. 11

12 Table 2: Tools and techniques for identify the needs for conducting the capacity building activities Main activities 1. Determining the format of capacity building activities 2. Determining topics, content, and details of capacity building activities Tools Expert judgment Open-ended questionnaire Methods and Techniques Expert judgment and informal meetings (faceto-face meeting) Interview/ face-to-face meetings Focus group meetings Key Relevant Stakeholders GGGI ONEP Representatives of three sub-industrial sectors selected Project Steering Committee members Top management or representatives of three sub-industrial sectors selected Project Steering Committee members 2. Program Design There are generally two types of capacity building activities; formal and informal. The activities under the Project should cover both types of activities as described in Figure 3 below and the implementation plan is shown in Table 3 The capacity building activity program can be summarized as in Figure 3: Figure 3: Draft formal capacity building programs 12

13 2.1 Formal Capacity Building Programs 1 Formal capacity building programs are sets of activities planned and implemented in a systematic way with clear detailed procedures to achieve the capacity building objectives. The formal capacity building activities for the Project may be performed in two different forms: Seminar and workshop training Seminar A seminar is an activity with the objective to exchange news and information among the participants, and it is one of the most popular activities for formal capacity building. In general, the technique used in seminars is primarily lecturing. As for the Project, GGGI may organize two seminars as described below. a) Technical Seminar The purpose of the technical seminar is to provide the project s key stakeholders with backgrounds of the Project, expected outcomes, project s progress and planned activities. The target groups include the Project Steering Committee members, government agencies, private organizations, academic and research institutions, civil society, and relevant industry groups especially those from the three sub-sectors selected for the study. The technical seminar also provides a great opportunity for the project to explore collaborations with related sub-sectors of focus, explore data availability, and share preliminary results for comments. The project team has discussed this opportunity with a few stakeholders and they support the idea. b) Closing Seminar The purpose of the closing seminar is to share the results of the Project with the stakeholders, which include the review of GHG inventory, GHG emission projection for the three industrial sub-sectors, and technical analysis of economic and social aspects for determining measures for GHG reduction to contribute to the preparation of Industrial GHG Reduction Roadmap, as well as the results of execution of capacity building for the sub-sectors. The target groups for the execution include the same key stakeholders as in the technical seminar, which are Project Steering Committee members, ONEP, government agencies, private organizations, academic and research institutions, civil society, relevant international agencies, executives and 1 A capacity building program describes all details (e.g. format, agenda, timeline, contents, materials, responsible entities, etc.) of a set of capacity building activities. 13

14 representatives of the three sub-sectors selected for the study, other industries, and general public Workshop Training A workshop training is an educational capacity building activity that is widely conducted to provide participants with useful knowledge, required skills, as well as an opportunity to share personal experiences and broadly exchange their perspectives on the topics of interest with each other. In general, techniques used in workshop trainings are lecturing, demonstration, and hands-on activities. Organizing a workshop training involves preparing resources required for creating activities in the workshop training sessions, determining the objectives and the target participants of the workshop, and setting a training course and topics corresponding to the objectives to achieve the goals of the workshop and obtain the desired outcomes. Workshop trainings, therefore, need to be thoroughly planned in advance with a clear training schedule, as well as the detailed information about how to organize each training session. The Project will execute workshop trainings as one of the capacity building activities to provide knowledge and understanding on GHG reduction to target participants. These are executive members and employees of industrial companies associated with the three groups selected for the study. To organize the workshop training, necessary steps are described below. a) Formats of workshop trainings Workshop trainings are categorized into two formats as follows based on the target participants. - Workshop trainings for executive members and representatives from relevant governmental organizations These workshops should be executed in a concise manner and should not be longer than two days. They should emphasize a big picture of GHG reduction and management, strengthening the participants capacity in making future decisions or formulating relevant polies and plans related to GHG reduction, GHG management, and others. - Workshop trainings for executive members and employees of the three groups of target industrial companies The workshops should not be more than two days. They should emphasize on related technical procedures and analyzes, such as developing GHG inventory/footprint, GHG emission projection, monitoring, reporting, and evaluation. 14

15 The determination of workshop curriculum and topics to be covered in both types of workshop trainings, however, will be conducted according to the process described in (Tools and Methods for Identify Topics, Content and Details of the Capacity Building Activities) b) Techniques used in workshop trainings Various techniques, including lecture, discussion, demonstration, coaching, and workshop activities, will be used in both levels of workshops to suit topics and contents that are covered. Target participants will have an opportunity to interactively participate in workshop activities. c) Preparation of workshop trainings Preparation of workshop trainings includes setting the dates, time, and places for workshops, contacting appropriate resource persons, preparing workshop documents, coordinating different groups of people related to workshops, and preparing a summary report for each workshop training. 2.2 Informal Capacity Building Activity Programs Informal capacity building activities are conducted without detailed plans and schedules in advance but usually occur in various occasions with different opportunities and rationales. Informal capacity building activities, however, lead to primary capacity building, such as the communication that leads to awareness and understanding which, in turn, help making decisions and practicing the obtained skills and knowledge. The Project also plan to use informal capacity building activities along with aforementioned formal capacity building activities by utilizing various strategies to promote productive communication between the projects stakeholders and enhance their capacity. Potential informal capacity building activities that can be employed to promote capacity building include: Impromptu communication, i.e. via , with related industrial organizations and institutions to present progress of the project, publicize and obtain feedback and comments on activities, and share information and data of the project Attending national and international meetings and conferences to exchange knowledge and share opinions on climate change and GHG management. 15

16 3. Evaluation of Capacity Building The evaluation of capacity building activities is an important step, which aims to assess how effective and efficient each part of the project is, corresponding to the objectives of the project. Aspects of capacity building evaluation to be considered include the format of activities, overall capacity building process, curriculum, topics, and participation outcomes. In general, the capacity building evaluation can be performed in both formal and informal manners depending on the objectives of evaluation and the applications of outcomes. For example, an organizer of capacity building activities is evaluated by stakeholders and vice versa, and overall capacity building activities are evaluated by evaluators from a third party. 3.1 Evaluation of Seminar The evaluation of seminar could be performed twice: formal and informal evaluations Formal Evaluation of Seminar Organization The formal evaluation of a seminar is performed in one-way fashion which allows seminar participants to evaluate the seminar in various aspects, such as format of the seminar, suitability of the venue and resource persons. The evaluation also includes suggestions and comments from participants and stakeholders immediately after the seminar. Evaluation tools include a structural seminar feedback form from which data are collected and analyzed by using descriptive statistics to summarize evaluation results Informal Evaluation of Seminar The informal evaluation is an evaluation which utilizes simple techniques and procedures without the use of evaluation tools. In this case, the Project performs twoway evaluations described as follows. a) Stakeholders and participants evaluate overall seminar through an informal interview after each activity. b) The interaction of stakeholders and participants, e.g. asking questions and sharing opinions during each activity, is observed. 3.2 Evaluation of Workshop Training The workshop training can be evaluated in both formal and informal forms. 16

17 3.2.1 Formal Workshop Training Evaluation The two-way formal evaluation includes two components as follows: i) Evaluation on enhanced knowledge and understanding by trainer To evaluate knowledge and understanding of target participants related to topics covered in workshop curriculum and contents, the participants are asked to do post-tests immediately after all workshop activities are finished. Post-test results are analyzed to determine the level of knowledge and understanding of participants in each group in order to improve capacity building activities in the future. ii) Evaluation on workshop training by target participants This evaluation allows target participants to evaluate the details of all activities, including the format of workshop, suitability of venue and speakers, as well as to provide suggestions and comments immediately after workshop training activities are finished. Evaluation tools include a structural training feedback form from which data are collected and analyzed by descriptive statistics to summarize the outcomes of evaluation Informal workshop training evaluation The informal workshop training evaluation focuses on evaluating participation of target people in workshops. The Project utilizes observation and informal interviews to assess engagement of participants in performing tasks, asking questions, and sharing opinions in workshop activities. The outcomes of the capacity building evaluation from each activity are expected to reflect achievement of planned activities, satisfaction, and positive and negative feedback from stakeholders and target groups on activities, all of which will lead to improvement of activity organization to better serve the objectives and needs of target groups in the future. Timeline of Capacity Building Plan GGGI proposes the tentative timeline of the capacity building plan as shown in Table 3. 17

18 Table 3: Proposed tentative timeline of capacity building plan Capacity Building Activities 1 Identify scope and framework of GGGI capacity building Plan 2 Develop preliminary draft of capacity GGGI building plan 2.1 Assessment of capacity building needs GGGI - Stakeholder identification GGGI - Develop tools and methods for GGGI determining the format of capacity building activities - Develop tools and methods for GGGI identifying topics, content and details of the capacity building activities - Identify topics, content and details of the capacity building activities by using fact-to-face and focus group meeting techniques sectors 2.2 Design program and implementation of capacity building activities (seminars and workshop trainings) 3 Conduct capacity building activities as planned 3.1 Prepare relevant capacity building activities detail (e.g. finally content and agenda, material, engaging stakeholders and participants of each activity and doing a logistic plan) GGGI, PSC, three subindustrial GGGI, PSC All stakeholders GGGI, ONEP and PSC Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Capacity Building Plan 18

19 Capacity Building Activities 3.2 Technical Seminar GGGI, ONEP PSC, and all stakeholder/ participants 3.3 Prepare summary of Technical Seminar GGGI 3.4 Formal workshop training for executive members and representatives from relevant government agencies 3.5 Formal workshop training for executive members and employees of the three industrial sub-sectors of focus GGGI, ONEP PSC, and stakeholder/ participants from relevant government agencies GGGI, ONEP PSC, and stakeholder/ participants from the three industrial subsectors of focus 3.6 Closing seminar GGGI, ONEP PSC, and all stakeholder/ participants 3.7 Informal capacity building activity programs - Unscheduled meetings with related industrial organizations and institutions GGGI and three subindustrial sector Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Capacity Building Plan 19

20 Capacity Building Activities - Attending national and international meetings and conferences to exchange knowledge and share opinions on climate change and GHG management GGGI Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Limitation Due to the project s tight timeline of 18 months for the whole project, the capacity building activities will need to be implemented in parallel with other project activities. This might not deliver the ideal results given that the core component of the Project, i.e. developing the GHG reduction roadmap, will have not been completed and all the knowledge and experience from the Project will not have been ready to share. It will be beneficial to execute the capacity building after the completion of the roadmap, in which case the project extension would be necessary. Capacity Building Plan 20