Power Generation In The Maltese Islands

Published Date: 02 Nov 2017

Power generation is directly linked to the standard of living and economic growth of a nation (ais 2009). Undoubtedly it has not only revolutionised our lifestyle, but nowadays we are dependent on electrical energy to support our economic structure and daily activities.

Currently the Maltese Islands are catered for their supply of electricity from the Marsa Power-station (MPS) and the Delimara Power-station (DPS). The power-station in Marsa has a nominal generating capacity of 267MW while that in Delimara is of 304MW (Enemalta Generation Plan 06-15). Projected increases in electricity demand in future years have induced the government to extend the power-station in Delimara (DPSE) adding a further 148MW. Also in December 2010 Enemalta signed a contract for the laying of a 225MW Interconnector cable with Sicily to connect to the European grid, enabling the purchasing of energy at favourable rates and totally free of emissions (Enemalta Annual Report 2010).

1.1 Issues.

Power generation and electricity distribution fall under the responsibility of Enemalta Corporation, which is a 100% Government entity established by an Act of Parliament in 1977. The Corporation is managed by a semi-executive Chairman and a Board of Directors (all appointed by the Government). The Enemalta Corporation Dossier (DOI 2008) states that "Enemalta is closely linked and influenced by the Government". Given the local political climate, the fact of having government appointees on the Board of Directors could lead to the fact that capable and knowledgeable professionals could be left out of the decision making process. Also, although governments are democratically appointed, citizens seem to have had limited space where to voice their concerns on certain issues, except for certain generic ones that are widely used as propaganda by political parties. The fundamental issue of power generation, which is related in various ways to social wellbeing, has been turned into a political "ball" that is contested in an institutionalised playing field away from citizens.

A national concern is that all the electricity generated locally comes from the use of fossil fuels, namely Heavy Fuel Oil and Gasoil, with a fuel mix of 84% and 16% respectively (Sant 2012). Data by the National Statistics Office shows that in 2011 power generation was responsible for 75% of total fuel consumption equivalent to 611,030 metric tonnes. Not owning any oil reserves, Malta is totally dependent and at the mercy of foreign markets for importation and price fixing of fuels that are being depleted at a fast pace. It seems that in the past years Malta has failed to diversify its energy mix with security of supply being dependent on oil exporting countries. Although the interconnecting cable aims at diversifying and securing energy demand, Malta is still dependent on foreign supply and correct operation of the submarine cable. Another issue related to the use of fossil fuels is the degradation of air quality through various pollutants emitted from power stations. It is estimated that in 2010 both power-stations emitted 1.8 million tonnes of Carbon Dioxide. Also studies carried out in certain villages in close proximity to power-stations, such as Fgura and Marsa, possibly link respiratory illness to emissions from these structures.

Other issues that directly impact local economy relate to the efficiency of our power-stations and the distribution of electricity. The average operating efficiency of the operational steam plant at Marsa is 27% compared with an average efficiency of the steam plant at Delimara of 32% and of the CCGT plant of 40%. This means that most of the fuel used is wasted. This is further accentuated by transmission losses due to the large network of cables. Our island, 28.1km long and 13.4km wide has a total of approximately 214km length of 33kV cables and 1200km of 11kV power lines in order to be able to supply electricity. National Statistics Office data shows that in 2010, 14% of electricity generated was either lost or unaccounted for. At end of 2012 the Corporation had a debt exceeding €800 million.

Malta is bound by the European Union 2020 Energy Targets to reduce greenhouse gas emissions by at least 20% compared to those of 1990, increase the share of renewable energy in final energy consumption to 10%, and achieve a 20% increase in energy efficiency. By the end of 2012 Malta was still at 0.4% share of renewable energy, way back from its minimum and projected renewable energy targets of 2.0% and 2.6% respectively. Apart from environmental and social benefits related to use of renewable energy, not meeting such targets could have a high economic impact estimated by the National Audit Office to be between €2.9 million and €36 million.

1.2 What is Decentralised Energy?

The World Alliance for Decentralised Energy defines decentralised energy (DE) as "electricity production at or near the point of use, irrespective of size, technology or fuel used – both off-grid and on-grid". This basic definition states that decentralised energy can be obtained from any source as long as power generation is situated at a close proximity to places that demand it. However, research and experiences from countries that have adopted DE as their strategy for supplying combined heat and electricity show that maximum result across the board is obtained when DE is implemented using renewable energy without being dependent on the national grid. A European exemplar of this is Denmark, where back in 1979 the Danish Government formulated a strategy for decentralising the country’s energy supply.

A DE setup usually uses a micro-grid to distribute energy from a combined heat power (CHP) generator at the heart of the energy centre which is supplemented by micro-generation technologies from buildings close by. Most often excess energy generated is sold back to the national grid aiding in reducing initial cost. The CHP generator is usually run on biofuels (and at times on natural gas) and enables simultaneous production of electricity and useful thermal energy, the latter being either used for space heating or water heating (either for distribution or to drive a steam turbine), or in conjunction with an absorption chiller for cooling and refrigeration. Micro-generation technologies include PV panels, wind turbines or small scale hydro power where available.

DE offers various advantages over centralised power stations. The use of renewable fuels and technology offers a clean way of producing energy. It reduces and in some cases even eliminates emission of noxious gases contributing towards improving the quality of life through a healthier environment and provides an alternative to reach emission targets. The diversification of energy mix offers more security of supply and eliminates dependence on oil markets. Although initial costs might be high, statistics show that the initial investment can be recovered in a short period of time when considering higher efficiencies, lower maintenance, saving of energy on loses incurred from power transmission over large distances and money that is usually spent on infrastructure.

1.3 Decentralised Energy in Malta.

A review of the situation regarding power generation and electricity distribution in the Maltese Islands clearly outlines the unsustainability of this sector. One needs only to think what would be the adverse impacts if something happened to our centralised power generation plants rendering them not functional. Though the advocacy plan designed by our organisation focuses mainly on awareness, education and access to information, various members have expressed the desire to include a roadmap of how decentralised energy can be put into practice. The aim is to have a concrete plan which shows that DE can be actually implemented if the need arises.

Currently power generation is distributed from two power-stations, one situated in Marsa and the other in Delimara. Electricity generated is distributed across the island from 18 strategically located Distribution Centres (see figure 1) which step down the 33kV voltage to 11kV for more localised distribution to areas of demand. This high voltage is consequently stepped down by 1075 indoor sub-stations for domestic use.

Figure 1: Schematic of transmission system (Source – Enemalta Corporation)

The aim is to use current infrastructure by converting these Distribution Centres and sub-stations for energy production on a localised level. These are to act as the heart of the energy centre producing combined electricity and thermal useful energy from CHP generators using renewable fuels. Such energy centres can be used to provide base load to meet electrical demands of three to four surrounding villages or towns. Electricity demand is to be supplemented from micro-generation technologies such as PV panels and wind turbines placed on public buildings, private roofs and open spaces, not excluding other forms of energy from waste, waves and fuel cells where possible. This should be backed with reducing energy consumption strategies like installation of solar water heaters, energy efficient buildings, use of energy efficient bulbs and appliances.

As from the fifth year (2018) from the launch of the campaign, the plan is to follow two year cycles, each cycle seeing the conversion of two regions (each region consisting of 1 distribution centre and sub-stations each feeding three to four towns or villages in close proximity to these centres) to localised DE. For the purpose of this plan, given their size and energy requirements, the islands of Gozo and Comino are considered as one region even if Gozo caters for more towns and villages. Each cycle is to be based on the feasibility study carried out by the Local Councils outlining best use of technology for each town to maximise energy production from renewable sources of energy. At the end of each cycle the localised energy production should be self-sufficient, keeping connected to the national grid only to feed in excess energy produced which can be sold to finance the project itself or for further investment within that region.

2 Advocacy Plan.

The advocacy plan outlined below has been drafted with the aid of all members within our organization. Discussion sessions were setup within the organization in order to raise awareness about DE. Members and their near relatives provided not only a sample population coming from various localities and social backgrounds across the island, but also a forum against which we could test our plan. They supplied valuable feedback which gave further insights into aspects that might have been overlooked or needed more clarification than we thought. Their preoccupations gave a real life scenario of the reactions that could be met during the advocacy plan. All this coupled with insights obtained from international organisations have enriched the process leading to this advocacy plan. The mission statement of the organisation for our plan is outlined below:

‘We strive towards achieving the democratisation and decentralisation of energy generation and distribution based on renewable sources of energy that is owned by residents and businesses within the locality in order to stimulate social equity and green economic growth whilst taking care of the environment and enhancing the quality of life of Maltese citizens.’

2.1 Advocacy Goals.

Goals

Short – Term

By the end of the first six months we will have met twice with political party’s representatives responsible for the environment, health, economy, education, energy and resources.

By the end of the first year we will have organised a set of business breakfasts in various hotels around the island with various institutions and individuals (Political representatives, Chamber of Commerce, ETC, Unions, Local Councils, Suppliers, Businesses, NGOs, CSOs, UOM, etc.) who are key stakeholders and/or will be key actors in the DE process.

In eighteen months’ time we will have started an awareness media campaign on TV programmes, newspapers and the internet.

Medium - Term

By the end of the first two years a delegation will visit 3 foreign cities to see Decentralised Energy in practice in Copenhagen (Denmark), London (England) and Pisa (Italy).

By the end of the third year our premises will be converted to self-sustaining energy generation using renewable sources of energy.

By April of 2017, with the aid of Local Councils, NGOs and CSOs we would have organised family activities in all localities around Malta and Gozo.

By June 2018 the Government would have committed its strategy for democratisation and decentralisation of energy and energy efficiency policy.

Long - Term

By end of 2018 all Local Councils will have submitted the Feasibility Study Report on the best renewable energy mix for their locality.

By 2020 we will have two regions using DE, having more than 15% of electricity generation coming from renewable sources of energy.

By 2036 all localities in the Maltese Islands will be generating their own electricity (in a DE setup) from renewable sources becoming a Zero Carbon Emission Country with regards to power generation.

2.2 Resources and Assets.

Undoubtedly the execution of the advocacy plan needs a monetary injection to start off. However funding can be available from a variety of sources. These include EU funding, funding from fundraising, help from international partners and sponsorship from suppliers. The list below outlines most of the costings and the budgetary plan for executing the advocacy goals mentioned above.

Goal

Cost

Funding

Organisation of business breakfast

→

€ 3000

→

Budget allocated pre-advocacy plan from Good Causes Fund

Awareness and publicity campaign

→

€ 90,000

→

Fund raising activities within organisation

Visits Abroad

→

€ 12,000

→

Help from international partners

Conversion of premises

→

€ 20,000

→

Sponsors from suppliers

Family activities in each locality

→

€15,000 / loc.

→

Income from activities themselves

Feasibility study reports

→

€ 960,000

→

EU Funding

Conversion of region to DE

→

Depends on energy mix adopted

→

Government to apply for EU Funds – Public/Private investing in Green Shares

Equally important are the human resources needed in order to carry out the advocacy plan as per defined goals. The discussions held with our members prior to the final drafting of the plan helped us also to identify additional people who are ready to help and who volunteered to carry out the various activities. Thus adding to key professionals who already perform duties within our organisations, by now we have a good team of around sixteen staff and volunteers who can dedicate time when the need arises. Eventually, as a process of capacity development, we are to establish more links with Local Councils, NGOs, CSOs, Unions and suppliers of RE technology which can be delegated work according to their area of expertise. In due course the list below will be updated to include additional people who are willing to join in. The ultimate aim is that after having created awareness, provided information and knowledge to citizens, these will be empowered to participate in the process by demanding for the reform of shifting from centralised to decentralised power generation.

People Presently Available

People Expected to be available

Useful Community Links

Our management

Our PRO

Our Communic. Officer

Procurement Officer

Our clerical staff

Members (approx. 10)

International Partners

Our Web designer

Staff from Local Council

Environmental NGOs

Suppliers of RE Technology

Local businessman

Experts on RE technology and installation to carry out reports

Local Councils

Civil Society Organisations

Local businesses

Local artists

The strategy is that once our building is converted to sustainable energy generation based solely on renewable energy it will become a showcase of how various technologies can be used to produce localised energy while reducing energy consumption through energy efficient measures. We also aim to convert one of the offices to act as a hub for promoting DE in order to have a place that can address queries and provide information regarding the process.

Other resources needed would include laptops and screens to be used during conferences, printing of promotional material, conference packs to be distributed during business breakfast, leaflets to be distributed during activities, hiring of stands and stage for activities held in various localities. The activities within localities are to be organised with the aid of local councils who will be responsible for the promotion of the event. These events should serve as an opportunity to provide information to residents and receive feedback on the community’s perspective about DE. Additionally such events increase social cohesion between residents, provide an opportunity to promote local talent, boost local economy and provide a means of raising revenue to cover expenses and possibly raise capital that can be reinvested by the council within the locality.

2.3 Support and Opposition.

The aim of this section is to determine the sources and levels of support or resistance to the proposed concept of decentralisation of energy. This will help to identify potential allies especially if they have a strong level of support. In such a case these groups/individuals could help in the carrying forward of the advocacy plan increasing the human resources available. If the perceived level of support is low, then consultations with these groups/individuals should be planned in order to address any issues and explore alternative paths leading to higher levels of support.

Since this process brings about change, we will surely find certain stakeholders that will provide various levels of resistance. These could arise from a variety of reasons like fearing the change, lack of information about the issue, feeling threatened by the new situation, loss of power and economic impact. In such a case it will be crucial for us to understand to our best their position and discuss matters in a language that is understood by both sides, on how diversification of operation could lead to the benefit of all. The table on the following page, adapted from the UN ESD toolkit gives a résumé of potential levels of support and opposition and a rationale on why this stand has been adopted. The sources in the table below are listed in alphabetical order and not by order of importance. Also the levels of support/opposition are taken in a normal scenario.

Level of Support

Sources of Support

High

Medium

Low

Difficult to decide

Architects

×

Chamber of Commerce

×

Educational Institutions

×

Energy Consultants

×

Environment Authorities

×

European Union

×

Local Councils

×

Ministry for Environment

×

Ministry of Finance

×

Ministry of Health

×

NGOs

×

RE Suppliers

×

Residents / CSOs

×

Resources Authorities

×

Unions

×

Level of Opposition

Sources of Support

High

Medium

Low

Difficult to decide

Enemalta Employees

×

Oil Suppliers

×

Enemalta Top Management

×

2.4 Targets and Agents of Change.

Arriving to a consensus is like assembling a jigsaw puzzle. The puzzle will never be finished if you have missing pieces. Also like in every jigsaw, some pieces are easier to fit than others. In bringing about change, thus departing from the status quo, one finds those who oppose the change, others who have reluctance to change, while others embrace the change because they inherently believe that the change will bring about improvement on the current situation. While the former are targets that provide various degrees of groundwork to be covered before the change can start to happen, the latter will most often prove to be agents that can bring about the desired change. Having a good varied number of agents available will help in reaching the targets more efficiently.

Stakeholders

Strongly Opposes

Opposes

No Commitment

Let it Happen

Help it Happen

Make it Happen

Architects

1 2

Chamber of Commerce

1 2

Educational Institutions

1

2

Energy Consultants

1 2

Environment Authorities

1

2

European Union

1 2

Local Councils

1

2

Ministry for Environment

1

2

Ministry of Finance

1

2

Ministry of Health

1

2

NGOs

1

2

RE Suppliers

1 2

Residents

1

2

Resources Authorities

1

2

Unions

1 2

Enemalta Employees

1

2

Oil Suppliers

1

2

Enemalta Top Management

1

2

1 = Perceived present position 2 = Minimum desired support

The table above again adapted from the UN ESD toolkit provides a means not only to assess potential agents and targets of change, but also the amount of effort required to bring about that change. For each of the stakeholders identified above, in the table, number 1 indicates the present position of each particular group, while number 2 indicates the minimum desired support. The amount of columns separating the two numbers indicates the amount of effort needed to reach the desired output. If both number 1 and 2 lie in the same cell, than that particular group/individual is already committed towards change and can be a key actor in bringing about that change (agent). The results obtained in the table above can be summarised as follows:

Effort Required

Groups/Individuals

No effort (Agents)

Architects, Chamber of Commerce, Energy Consultants, European Union, RE Suppliers and Unions

Small Effort

Educational Institutions, Local Councils, Ministry for Environment, Ministry of Health, NGOs and Resources Authorities

Medium Effort

Environment Authorities, Ministry of Finance and Residents

Large Effort

Enemalta Employees, Oil Suppliers and Enemalta Top Management

By no means should this advocacy plan take for granted that the groups outlined above are completely homogeneous. Within each category one can find individuals that have a different view from the rest of the group. For instance, though as a whole present Enemalta employees might oppose the proposed changes, there might be individuals who are willing and look forward for better work conditions or to being provided with training opportunities to develop further into their profession. The same principle can be applied the other way round where certain individuals belonging to entities regarded as agents of change can feel threatened by the change itself and hinder the process. It would be best that such dynamics are identified at an early stage to bridge issues as soon as possible.

2.5 Advocacy Strategy.

In the various meetings held within the organisation, a common agreed outcome was always that this plan should focus on raising awareness and provide information so that citizens could be in a position to make an informed choice. Through public campaigning, citizens are empowered to act by demanding a change towards democratic and decentralised energy generation and distribution. This being quite an innovative concept, the whole idea needs to be pushed in order to slowly start gaining momentum. A real measurable success for this would be continually seeing new people/groups joining in to keep this momentum going. Thus we should avoid taking any confrontational approaches that would exclude or emarginate individuals or groups, while seeking to make best use of already identified and new allies to promote the change. Beneath are the strategies for each goal outlined in section 2.1.

Goal 1: Meeting with political representatives.

Strategy

Prior to meeting to consult with Green Party to get a political perspective on the issue and how best to address these issues with politicians. Possibly use party’s political clout as backing.

During the first meeting to present the concept of DE in Malta and related benefits (economic, social, environmental, health, etc.). Room for discussions and feedback to get views of politicians highlighting common ground and analysing possible strategies of reaching common goals (renewable energy is already on the agenda of all political parties) and funding through the NER 3000 funding mechanism.

During second meeting to start lobbying efforts emphasizing need of policies regarding DE and energy efficiency.

Goal 2: Meeting with stakeholders.

Strategy

During the first meeting to raise awareness and get views of various stakeholders. Analyse their major concerns and discuss proposals and suggestions while identifying key roles that various stakeholders can have. Stakeholders to prepare an action plan according to their desired role.

Hold a second separate meeting with Enemalta employees, top management and Unions to dedicate time to their concerns and discuss alternatives as training and green jobs exploring better working conditions and valorisation of experience.

During third meeting to discuss action plans and identify aspects that might not have been tackled. Finalise strategy with deadlines thus reaching a consensus.

Fourth and final meeting to explain and present strategy to politicians lobbying for commitment from Government to adopt DE.

Goal 3: Launching of Media Campaign.

Strategy

PRO to contact local TV and radio stations to get invited in programmes in order to introduce the concept of DE amongst the general public.

Produce commercial to be aired on TV and highlighting benefits of DE.

Advertise on newspapers using facts and figures to make people aware of the need to improve the situation.

Provide information through website and social media.

Setup office within organisation to act as hub that can address queries and provide information.

Goal 4: Visit to foreign countries who have adopted DE as their strategy.

Strategy

Visit by delegation composed of representatives from various stakeholders groups to Copenhagen (large experience in DE), London (large city) and Orciano Pisano (small city of 11km2 near Pisa) to see decentralised energy in practice.

Visit to include talks, seminars, workshops and sharing of experience by foreign experts who have matured experience in DE.

Goal 5: Conversion of premises to self-sustaining energy generation.

Strategy

The first phase of the project should focus on making the building more energy efficient by using energy efficient lighting, installation of solar water heater, solar film on window panes, maximising incident light, etc.

The second phase should see the conversion of our premises to self-sustaining energy production using RE technology. Technology used should be made up of a variety of sources in order to have a functional prototype example of DE on a small-scale. Amount of energy produced by each technology will be shown on monitors in real time.

Issue an open invitation through media campaign for all those interested to visit the building. Once functional the building will be available even for educational institutions who wish to use the premises to demonstrate RE technology and self-sustaining energy production.

Goal 6: Organise family activities in each locality.

Strategy

With the aid of local councils, NGOs and CSOs to organise whole day family activities within each locality. Activities to consist of entertainment, games, sports, animators, children activities, food and beverage stalls, cultural heritage from within the locality, etc. [Activities to include issues on power generation in the form of games such as treasure hunts, drawings, etc.]

Apart from having stands about DE and RE, there should be a discussion area where residents can discuss and share ideas on how DE can be implemented within their locality.

With the aid of RE suppliers to organise a lottery where prizes should include solar water heaters, PV panels and energy efficient appliances and lighting.

Goal 7: Government commits strategy for democratisation and decentralisation of energy and energy efficiency policy.

Strategy

Launch a stronger lobbying effort such that by 2018 (end of legislature) the Government has committed and possibly legislated the conversion to a democratised and decentralised energy generation and distribution system.

Goal 8: Local Councils to submit feasibility studies

Strategy

Local Councils to carry out a feasibility study on the best energy mix for each locality making best use of available resources while maximising energy generation taking into account various factors like geographical location, atmospheric conditions, space available, already existing installations, etc. By 2018 all feasibility studies to be submitted and made public, providing a roadmap on best way to implement DE in each locality.

Goal 9: By 2020 two regions will have been converted to DE, having more than 15% of electricity generation coming from renewable sources of energy.

Strategy

Provide assistance and liaise with experts to support those localities chosen to be converted to decentralised energy generation by providing human resources from our organisation to support Local Councils.

Adjust our media campaign to inform general public on results achieved in these localities and on benefits that are being enjoyed by all.

Goal 10: By 2036 all localities in the Maltese Islands will be generating their own electricity (in a DE setup) from renewable sources becoming a Zero Carbon Emission Country with regards to power generation.

Strategy

Further publicize change through media campaign to include progress that has been achieved.

Channel the demand for change from various localities to keep issue on the agenda and keep momentum on the go.

2.6 Tactics – An Action Plan.

The action plan below provides a map on how the strategies outlined above will be made operational. It identifies key stages required to reach the goals set and how the strategies outlined above will be implemented.

Goal

Strategy

By when

By whom

targets/

Agents

action step

indicators

Meeting with political representatives

Meeting with Green Party

1st Exploratory meeting with political representatives.

2nd Meeting with political representatives

11/05/2013

20/06/2013

10/09/2013

Directors within organisation.

Advocacy Officer

Communication Officer

PRO

Members/Volunteers

Possible Agents:

Green Party

Possible Targets:

Ministers of Env., Finance & Health

Communication officer to contact politicians.

PR and volunteers to prepare relevant information and material to present to politicians.

Hold meetings.

All meetings are held as scheduled and obtain 100% attendance.

Politicians sign Memorandum of Understanding regarding policies.

Meeting with stakeholders

1st Meeting with stakeholders.

Meeting with Enemalta management, employees and Unions.

3rd Meeting with all stakeholders.

4th Meeting with stakeholders and politicians.

10/10/2013

15/12/2013

15/02/2014

30/03/2014

Directors within organisation.

Advocacy Officer

Communication Officer

PRO

Clerical staff

Members/Volunteers

Possible Agents:

Architects, Chamber of Commerce, Energy Consultants, RE Suppliers and Unions, foreign expertise

Possible Targets:

Local Councils, Enemalta management and employees, oil suppliers and educational institutions

Clerical staff to book venues for meeting.

Directors to invite foreign expert.

Communication officer with volunteers to prepare conference packs.

PR to contact and invite various stakeholders and issue press release.

Members/volunteers to setup venue.

Attendance by stakeholders to meetings.

Handing in of action plans.

Educational institutions to open specialised courses by 2015.

Unions propose collective agreement.

Final strategy presented to politicians.

Politicians sign strategy as commitment.

Launch of media campaign

Produce commercial to be aired on TV.

Advertise on newspaper.

Attend TV/radio stations.

Setup website and social media platforms

Setup office as centre of information

20/04/2014

20/04/2014

10/05/2014

10/05/2014

10/05/2014

Communication officer.

PR officer

Web designer

Members

Clerical staff

Celebrities

Possible Agents:

Our organisation, Celebrities

Possible Targets:

Civil society

Identify celebrity for commercial.

Designer to work on advertisement.

PR to contact TV/Radio stations and schedule interviews.

Web designer to upload website.

Members to take care of social media and setting office.

Air commercial and advertisement on all local TV and radio stations.

Invited to at least five programmes.

Website and social media setup and getting response from citizens.

Office fully functional and receiving queries from people.

Visit to foreign countries

Visit to Copenhagen

Visit to London

Visit to Orciano Pisano

17/09/2014

30/11/2014

15/02/2015

Directors

Clerical Staff

PR Officer

Members

Possible Agents:

Foreign Expertise

Possible Targets:

Politicians, oil suppliers, NGOs, Env. and Resource Authorities.

PR to contact identified stakeholders and confirm attendance.

Directors to contact foreign partners and draft programmes for visits.

Member staff to take care of bookings, tickets, transfers and lodging.

Visits take place and attended by all invited stakeholders.

Analysis of feedback received indicates commitment from stakeholders.

Conversion of premises to self-sustaining energy generation.

Convert building to more energy efficient practices.

Conversion of premises to self-sustaining energy generation.

Issue open invitation and specific invitation to educational institutions.

20/06/2015

31/12/2015

20/01/2016

Procurement officer.

PR officer

Communication Officer

Members

Possible Agents:

RE Suppliers

Possible Targets:

Civil society and educational institutions

Procurement officer to issue tender for required material.

Directors to identify possible RE suppliers for sponsorships and to secure partnerships.

PR to invite Prime Minister for inauguration.

Communication officer to issue press release and open invitation once project is finished.

2 Members given training to act as educational guides on premises.

Projects finished by deadlines.

Obtain media coverage for project.

Premises visited by at least two educational institutions after two months from conversion.

Organise family activities in each locality

Organise a family activity each weekend in each of the 64 localities around Malta and Gozo.

Nov 2015 till April 2017

Collective effort from all our organisation

Possible Agents:

Local Councils, RE suppliers

Possible Targets:

Residents, Businesses, NGOs and CSOs within the localities

Communication and PR officer to coordinate with local councils to schedule event in all the localities and advertise the activity.

PR and members to liaise with LC to setup programme within each locality.

Members to check with businesses to setup stalls.

Volunteers to coordinate entertainment, games, sports, animation and children’s’ activities.

Procurement officer to contact RE suppliers regarding sponsorship prizes for lotteries.

Directors of organisation to handle discussion seminars with residents.

Advocacy officer to liaise with LC regarding feasibility study.

Have scheduled plan for each locality by September 2015.

Have a 100% participation from LC.

Have 80% of NGOs and CSOs within each locality taking part in the activity.

Have at least four partner RE suppliers taking part.

Event advertised on local newspapers.

Have mobilised a good amount of residents to attend activity.

At the end of the campaign have over 50% of voting population that has signed petition in favour of DE.

Government commits strategy for DE and energy efficiency policy

Launch a stronger lobbying effort through allies and presentation of petition.

October 2017

Directors of organisation

Advocacy officer

Communications officer

Possible Agents:

Key Stakeholders

Possible Targets:

Members of Parliament

Communications officer to setup meeting with politicians.

Advocacy Officer to present petitions to Government officials.

Passing of legislation and policies from Parliament by March 2018.

Government initiated requests for funding from EU.

Local Councils to submit Feasibility Study

Local Councils to have submitted feasibility studies to government.

December 2018

Advocacy Officer

Web designer

PR Officer

Communication Officer

Possible Agents:

Local Councils, Energy Consultants, RE suppliers

Possible Targets:

Government, citizens

Advocacy officer to liaise with local councils, energy consultants and suppliers of renewable energy technology and monitor that studies are being carried out respecting deadlines.

Web designer to upload reports on website.

PR to publish reports.

Communication officer to present reports to government for review and approval.

Analysis has been carried out by all localities in the first six months.

By end of December have all reports ready in hand and presented to government.

Reports published and uploaded on website.

Government committed to introduce DE in two regions by 2020

Two regions converted to DE by 2020

Provide assistance and liaise with experts to support localities chosen for transition to DE.

Adjust media campaign to inform general public on results achieved in these localities

Throughout 2019 and 2020

By two months after transition has occurred

Advocacy Officer

PR Officer

Communication Officer

Members

Web designer

Possible Agents:

Local Councils, Organisations and residents already experiencing DE

Possible Targets:

Local Councils, Organisations and residents in other localities

Advocacy officer to liaise with help of members between local councils and suppliers and consultants to provide assistance where necessary.

Communication officer to adjust media campaign to include latest developments.

PR officer to issue press releases and updates to media.

Wed designer to include latest developments and updates on website.

Have 15% of electricity generated coming from renewable energy sources in a decentralised setup.

Two regions (six to eight towns/villages) generating their own energy.

Closure of Marsa Power-station.

Amended media campaign launched by two months from end of transition.

Creation of at least 10 green jobs related to DE.

All energy generated in Malta coming from a DE setup.

Continue to advertise achievement and progress in media.

Keeping watch that momentum created is kept alive.

On-going

Advocacy Officer

PR Officer

Communication Officer

Members

Web designer

Possible Agents:

Local Councils, Organisations and residents already experiencing DE

Possible Targets:

Local Councils, Organisations and residents in other localities

Advocacy officer and members to keep in touch with local councils to provide assistance.

Communication officer to compile data about energy consumption and saving in order to update media campaign.

PR officer to issue press releases to media to keep momentum going.

PR and communication officer to issue progress reports for each region one year after transition.

Cycle of conversion of two regions every two years.

People mobilised demanding for change.

All regions converted to DE by 2036.

Issue progress report for each region after one year of conversion.

Regular updates on local media.

3.0 Critique.

It was a very fortunate coincidence that in recent lectures a group of us discussed strategies which could be adopted in order to make power generation more sustainable. The crux of the situation was that I had the opportunity to hear what other people had to say on the issue, and gathered different viewpoints on how different people see the same issue in different ways. Thus one realizes that an advocacy strategy as the one outlined above would be very limited if one had to sit and do it all by oneself without any consultation.

Also the goals and strategies that indicate the milestones of the advocacy plan are to be seen in light of the present scenario in the Maltese Islands. In a dynamic society, things can change very rapidly and a national or an unexpected event could change the rules of the game overnight. Thus it is vital that people who are responsible for the success of the advocacy are vigilant on what is happening in the local scenario and consequently act swiftly in order to adjust such goals and strategies in order to keep the flexibility required. For instance news that government has launched a subsidy scheme for PV panel installations, government is devoting 67,000m2 of public roof tops to generate solar energy or that government is committed to create a solar park to generate energy could be cards that can be played in favour of the advocacy plan.

Also although the highlights of the plan are democratisation and decentralisation of energy and energy efficiency, certain underlying factors should also be pushed within the advocacy in order to be included in policies. Amongst these one can include that measures taken are to bring about social equity through grading of tariffs and sponsorship schemes in order to provide equal opportunities for all to contribute and give a sense of belonging to the project. Also biofuels used have to be certified as coming from sustainable agriculture that is not causing poverty in other parts of the world. An equally important policy could be the setting up of a regulating body to monitor and bring to justice any cases of abuse that haven proven in the recent past to be socially unfair creating undue pressures under various aspects.

3.1 Good practice in ESD.

The shift from centralised power generation based in the Maltese context on fossil fuels to a democratised and decentralised one is a paradigm shift not only in the actual physical execution but also in the decision making process leading to policies that encompass such a shift. Such a decision making process has been traditionally centred on those in power with little or no consultation taking place. Most times people are unaware of what these decisions entail mainly because either the decision is communicated once it has been taken or because the jargon used is technical so that it is only understood by the few.

The main thrusts of this advocacy plan revolve around an open dialogue process and on raising awareness where everyone can have access to information in order to be able to make informed decisions. The involvement of all stakeholders which starts at the initial phases with the members of the organisation and gradually spreading outwards towards government, institutions, organizations and the civil society provides an opportunity for sharing of ideas and to identify common factors that are prerequisites for reaching a consensus. The consultation meetings place onus on individuals/groups and their contributions stimulating them to become vehicles of change since they have ownership of such change. Though the final destination remains the same, the path to be followed can vary thus promoting a more linear rather than a traditional top-down approach.

However major challenges do not rise when preaching to the converted but rather when having situations where individuals/groups find it difficult to depart from a business as usual mind-frame. The advocacy plan focuses on raising awareness through various measures and to enable channels to provide information regarding the issue. All meetings planned emphasize a participatory approach rather than indoctrination of knowledge. However although the plan targets attitudes and skills through the media campaign and locality events, more work could be devoted to these two thrusts of ESD in order to maximise the participatory process. This could be carried out by having a series of events and activities targeted on attitudes and acquisition of skills in each locality that serve as a build-up to the discussions that will follow. Prior to these events a survey could be carried out by identified stakeholders that focuses on the perception and needs of residents within the locality. This would provide an indication of where the departure should take place in order to obtain desired outcomes.

3.2 Legitimacy, effectiveness and communication.

Even if not explicitly asked, advocating for democratisation and decentralisation of energy will bring about questions regarding legitimacy. Just arguing that the outcome will be for the greater good amidst the various advantages brought about by the proposed change will be counter argued by the fact that democratisation involves everyone and not necessarily everyone might want the change to occur. For this reason, though knowing that it would be a lengthy process, the advocacy aims to consult each and every stakeholder. As proposed in the medium term strategy, the advocacy should focus in testing its legitimacy through the signing of a petition in favour of DE by two years from its inception. The reason why this test is not taken at an earlier stage is due to the fact that since DE is quite a new concept and probably unknown to many, the short term goals should focus more on raising awareness and providing information in order for residents within the locality to be in a position to take an informed decision. The advocacy should also take this exercise as an opportunity to evaluate the strategies adopted coupled with that of strengthening its legitimacy.

Latched with this argument is the issue on how the advocacy plan will test its effectiveness in reaching its goals and targets. The action plan in section 2.6 outlines a series of indicators against which one can test the effectiveness of individual strategies. However adaptation of strategies to cater for unexpected events will also need to bring about a re-evaluation of the indicators proposed. The indicators themselves should not be taken as a means to an end but rather as a reflective practice of how the plan is faring and whether strategies needs to be adjusted in order to reach the targets in a more effective way.

The bases of any advocacy are the communication channels which an organisation can use as a medium to outreach the various stakeholders involved in bringing about change. The advocacy plan outlined above aims at using a variety of media in order to build a wide consultation process based on inclusion. Apart from more traditional methods of communication such as meetings, leaflets, use of newspaper, TV and radio, other methods based on new technologies of communication are used. These include mostly the internet through dedication of a website and other social media such as twitter and facebook that provide a vehicle not only to communicate with large groups of people, but could serve as a means to raise awareness and feel the pulse of how people feel on certain issues. The most important is to keep a balance between all modes of communication not only to reach a wider and more varied cohort but also to provide a context where communication is two way. Ultimately an effective advocacy should not only be based on sending a message, but also in receiving and listening to what others have to say.

4.0 Conclusion.

The introduction of DE in the Maltese Islands should not only be an opportunity to revolutionise the way energy has been generated in an unsustainable manner over the years, but also as a departure from centralised decision making involving few to a more open consultative approach involving all. This advocacy plan strives in integrating both issues and consequently devises strategies that reflect sustainable development planning.