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ecbi - The European Capacity Building Initiative

About Us


A key limitation of the UN climate change negotiations is the lack of a level playing field between delegations, both North-South, and South-South. Another major obstacle lies in mutual misunderstanding and a lack of trust, particularly between industrialised and developing countries.

The European Capacity Building Initiative () was launched in 2005 to overcome these limitations and obstacles through a number of capacity and trust building activities, subsumed under two complementary integrated Programmes:

Since 2005, there have been over 80 events in 20 countries, reaching out to well over 1700 negotiators and policy makers. Seventy-five Fellows from 30 developing countries have attended the Fellowships. The recently initiated ecbi Finance Circle, open to a broader membership, already includes over 60 members from several countries, ranging from Australia, Barbados and Brazil, to the US, Zambia and Zimbabwe.

"The ecbi is the only initiative implementing items .. of the LDC Work Program under Article 4.9, particularly strengthening negotiation capacity"
Bubu Jallow, Chair of LDC Expert Group

Management and Timeframe

Internal Management. The day to day running of the Initiative is managed internally through the two Lead Partners - who form an Executive Committee - each individually responsible for the running of one of the Programmes:

External Management. Strategic guidance and quality control is provided from outside the Membership by the participating government Partners. An Annual General Meeting - to be held in parallel with the UNFCCC sessions - is open to all the participating government Partners and is the main quality control instrument for the initiative. Strategic guidance for the content of the Initiative is given by a Steering Committee, co-chaired by two eminent people, from one of the European and one of developing countries participating in the .

Centrally Managed Activities. Communication with the target participants of the is crucial to the success of the initiative. Certain communication activities - such as the selection of participants for the Training and Support Programme and Fellowships - are most efficiently carried out at Programme level. Other centrally managed administrative activities are the provision of support to the Committees, organising the AGMs, producing the Annual Reports, supporting the independent evaluation process, and representational functions during the UNFCCC sessions, such as organising the Fellows Dinner.

Timeframe. The began with a one-year pilot phase (2005) and a two-year 'proof-of-concept' phase (2006-7). In 2008 the established itself as a longer-term European instrument for the sustained building of developing country negotiation capacity through a second Phase (2008-2012) and has entered its Phase III.