Developing a Governance Framework for National SAICM Implementation

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Developing a Governance Framework for National
SAICM Implementation Experiences, lessons
learned and perspectives
Dr. Mario Yarto National Institute of
Ecology MEXICO
Geneva, June 2006
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Content

• Background on regional experience
• Achievements
• Future directions in NA
• Mexicos own experience
• Grey Agenda (SAICM at a National level)
• Lindane
• Lessons learned

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Background noteregional experience

• Mexico, through the NAFTA, is part of the North
  American Commission for Environmental
  Cooperation, and is actively involved in the
  Sound Management of Chemicals (SMOC) initiative,
  which gives priority to the management and
  control of substances of mutual concern that are
  persistent and toxic, but also envisaged
  cooperation on other aspects of the sound
  management of the full range of chemical
  substances in the three countries

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Chemicals Management in North America

• Chemical industry is important in Canada, Mexico,
  United States
• Sound management of chemicals is critical to
  health, environment, global competitiveness
• Key opportunities exist for leadership in
  chemicals management
• CEC provides a valuable forum for chemicals
  management in North America.

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How it works

• The mechanism for trilateral work on persistent
  and toxic chemicals has been through North
  American Regional Action Plans (NARAPs). NARAPs
  have been developed for DDT, Chlordane, PCBs and
  Mercury taking a substance-by-substance approach.
  In addition, a NARAP on Environmental Monitoring
  and Assessment has been developed to address
  pathways of exposure and assess progress in
  controlling pollution. Furthemore, a NARAP for
  Lindane is seeking approval by the Council of
  Ministers (2006)

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CEC Sound Management of Chemicals Agenda
19952005

• Aligning North American priorities for chemicals
  management
• Implementing North American Regional Action Plans
  (NARAPs) as top priorities
• chlordane, DDT, PCBs, D/F HCB, mercury,
  lindane, environmental monitoring and assessment
• Helping the three countries to advance
  international objectives

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• Achievements through NARAPs
• PCBs (1996) environmentally sound management
  control of existing PCBs throughout their
  life-cycles with objective of virtual elimination
  through safe phase out and destruction
• DDT (1997) DDT no longer manufactured in North
  America Total elimination of use in 2000,
  surpassing plan target of 80 reduction by 2002
• Chlordane (1997) Chlordane no longer registered
  for use or used sole North American producer
  voluntarily ceased production
• Mercury (Phase 1 NARAP 1997 Phase 2 NARAP 2000)
  
• 50-percent reduction in national mercury
  emissions by 2006
• Phase-out or ban specific mercury uses where
  there is an unreasonable or otherwise
  unmanageable risk of release to the environment
  or risk to human health

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• DDT Chlordane NARAPs profiled as leading
  examples in the International Forum on Chemical
  Safety (IFCS) and Intergovernmental Negotiating
  Sessions (INCs) leading to the Stockholm
  Agreement (1996-2002).
• Mercury NARAP has helped to inform the work of
  UNEP global assessment on mercury.
• Transfer of North American expertise on DDT via a
  joint Mexican-Central American demonstration for
  Action and Demonstration of Sustainable
  Alternatives to DDT for Malaria Vector Control.

International recognition of SMOC program
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Proposal for a Renewed Approach (20062020)

• Re-aligning with Puebla Declaration (Information
  for Decision Making, Capacity Building, Trade and
  Environment) and existing domestic and
  international activities
• Actively involving stakeholders as partners
• Leveraging our resources
• Helping Parties advance international objectives
  (SAICM, WSSD 2020 Goals)
• Cross-linking with other CEC programs

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Overall achievements

• The most important actions for the success of
  these Regional Action Plans have required
• close coordination and synergies between agencies
  in the three countries,
• communication to the public and public
  participation,
• exchange of information,
• capacity building process

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Mexicos Experiences

• Grey Agenda
• Lindane profile
• Stockholm NIP
• Capacity building in CA

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Focus on

• How to ensure a multi-sectoral approach for
  national SAICM implementation (incl. effective
  inter-ministerial co-ordination)
• How to facilitate effective involvement of
  stakeholder groups in the development of national
  SAICM implementation strategies.
• Sharing of national experiencies of existing and
  planned structures and activities, including
  lessons learned to date

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Group of initiatives, policies, strategies,
actions and coordinated and effective
instruments, to prevent, abate and remediate
environmental pollution at the local, regional
and global leves, through the sound management of
chemicals and hazardous waste
Mexicos experiences The Grey Agenda
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Mexicos experiences The Grey Agenda

• How did we start
• Intra-agency working group
• Identify main issues to be addressed
• Identify other sectors / stakeholders
• Development of a preliminary working plan

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Issues identified

• Lack of coordination in public policy.
• Existence of regulatory instruments but without a
  coordinated intra/inter agency and inter
  sectorial approach.
• Non-compliance and illegal practices.
• Hot-spot problems unsolved due to lack of
  resources
• Limited knowledge on state of the environment

Need for a Grey Agenda is based on.
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Complexity of the Grey Agenda
Foreign Affairs
Environment
Labour
Energy
Agriculture
Economy
Transport
Internal Affairs
Health
Customs
Social Development
State/local authorities
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Even more complexity International linkages
BILATERAL AND MULTILATERAL AGENDA
OECD, CEC, APEC, UNEP, CDS, SAICM
MONTREAL PROTOCOL
BASEL CONVENTION
STOCKHOLM CONVENTION
ROTTERDAM CONVENTION
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Towards a National Policy
STRATEGIC PROGRAMME
OTHER STAKEHOLDERS
Pollution prevention Risk reduction PRTR
Communication, education programmes Capacity
building Social participation Adequate
legislation (incl. compliance and enforcement
Trade
FEDERAL GOV.

• Representation from all interested actors
• - States
• Municipalities
• Industry
• Academia
• Civil society

ENVIRONMENT AGENCY (Lead)

• Federal agencies
• Those related to environmet, human health, labour
  and other issues

• Interagency WG
• - DGGIMAR
• DGIRA
• INE/CENICA
• UCAI
• PROFEPA
• DGAFE
• DGPYE
• DGI
• IMTA
• DGCCA and RETC
• CNA
• Other

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Next steps

• Ministerial endorsement (thus ensuring
  involvement of relevant government sectors)
• Encourage and provide for meaningful
  participation of the public, including
  non-governmental organizations business and
  industry provincial, state, and municipal
  governments academia and technical and policy
  experts in developing its recommendations
• Facilitate stakeholder workshops for further
  issue identification
• Request commitment for shared responsibility
• Promote partnerships and pilot projects in
  strategic sectors
• Build upon existing bilateral and multilateral
  commitments related to the sound management of
  chemicals
• Development of a SAICM Implementation plan

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Mexicos experiences Lindane

• Objectives
• Commitment to phase-out all uses within NARAP
• Development of profile document for
  decision-making
• Stakeholder workshops for information sharing
• Identify possible substitutes for Lindane
• Support for regulatory/non-regulatory initiatives
• Stakeholder participation
• Government, Industry, NGOs, Academia, Indigenous
  groups
• Set objectives, recommendations from each sector
• Identification of issues to focus on
• Development of a national position

• Outcomes
• Transparency
• Participative process
• Productive and results-oriented stakeholders
  meetings
• Information and positions obtained directly from
  the source
• Informed decision-making

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Lessons learned

• Governance is needed to strengthen institutions
• Multisectorial approach is better when
  determining national priorities
• Creation of synergies between domestic and
  international agendas improves effectiveness
  (Grey Agenda SAICM)
• Better results by scaling of national projects
  through international initiatives (UNEPs mercury
  programme, SAICM, OECD).
• Gains on capacity building, technology transfer,
  sharing of information and experiences,
  international cooperation.
• Use of consensus building as a strategy
• Leveraging of resources is important.
• Team work is betterand much more fun

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Thank you for your attention ! myarto_at_ine.gob.mx