Transcript Integrated Planning in Seychelles

Integrated Planning
Case Study from Seychelles
Remember, it's not
the plan, it's the
process that assures
success.
AIACC Trieste Training Program
By : Rolph Payet, 2002
What is Integrated Planning (IP)?
• IP is a process which draws together previously
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sectorally-focussed planning efforts
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.
Five reasons for embedding
climate change in IP
• Ensure climate change issues and concerns
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are understood and considered in planning
Help understand how potential preventive or
adaptive responses can be implemented
effectively.
Optimise use and allocation of resources
Handle issues of uncertainty across sectors
To identify areas where management is
weak, knowledge is lacking, and
communication poor.
3 IP Models in Seychelles
• 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)
-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
The Environment Management
Plan 2000-2010 (EMPS)
• Multisectoral – 10 secotoral areas
• Cross-cutting issues – 6
• Full stakeholder involvement process – civil
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society, private sector, NGO, government, and
international organisations and donors
Flexible programmatic approach
Multiple implementation partners and
arrangements
Performance targets and audit
SD Principles fully enshrined
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.
Analyzing Inter-institutional
Linkages
Ministry of
Environment
Consulted if EIA or in sensitive area
Periodical consultations and site visits
Ministry of Land Use
and Habitats
Land use Plans
Allocates Land
Ministry of Industry
and International Business
Town & Country
Planning
Permits for sub-division
Permits for construction
SIDEC
Lease property
Supervise
industrial estate
Management
of industrial
zone
Policy for decentralisation
Policy of micro-enterprise
Investors
Lease/buy
Entrepreneurs
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.
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
Participation
Government
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
Status
Solution
Action
Local action
Cost-Benefit
Action
Linkages
Resource
mobilisation
Contribution
Assumptions
SLR will get
worse
Government
will take rapid
action
Indicators
Economic
loss reduced
Increase in
returns
The Integration Process
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.
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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
The Integration Process
2. Determine how the sectors will be integrated.
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identification of common issues
identification of gaps
prioritizing activities and ensure complimentarity
determining roles : implementer, beneficiary, etc.
identification of partners: local and international
state of knowledge assessment
The Integration Process
3. Identify the Cross-Cutting Issues
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
The Integration Process
4. Identify the Benefits and Constraints
Benefits
• -reduce duplication
• -improve monitoring
• -enhance implementation success
• -improve communication
Constraints
• -capacity to manage, coordinate and audit
• -resource mobilization
• -international trends
• -handling skepticism
• -transparency
• -accountability
The Integration Process
4. Consolidating the strategic Plan
Determine the stage of functional linkage and integration
• Link objectives, culture, and key success factors
• 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.
Implementation
• Demystify the strategy
• Create 'ownership' for implementation
• Outline how communication and exchange will be done
• Implement quality management approaches – plan-do-check-act
cycles
• Define how to measuring and reward successful planning
• Make integrated planning a process, not a one-time event
Major Lessons Learned
• A wide range of tools that can be used to
facilitate integrated planning
• A continuous process is key to sustained
integrated planning
• Climate change issues needs to be
integrated in the entire process
• Implementation arrangements are key to
an integrated planning process
Future Perspectives for IP in CC
• Need more research on how to better integrate
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CC in the formal planning process of
Governments and the Private Sector
Demystify climate change scenarios,
vulnerability assessment and adaptation in IP
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
Thank You