IUCN’s 2005-2008 programme:
The priority of the Union’s current Programme (2005–2008) is to build recognition of the many ways in which human lives and livelihoods, especially of the poor, depend on the sustainable management of natural resources.
In its projects, the Union applies sound ecosystem management to conserve biodiversity and builds sustainable livelihoods for those directly dependent on natural resources. The Union is actively engaged in managing and restoring ecosystems and improving people’s lives, economies and societies.
The Programme is presented below through a strategy of
· knowledge
o integrate, manage and disseminate conservation-related knowledge
· empowerment
o build the capacity of people and institutions to plan, manage, conserve and use nature and natural resources in a sustainable and equitable manner
· governance
o and promote effective environmental governance at global, regional, national and local levels
The strategy is developed through 26 global ‘results’ clustered in six ‘Key Result Areas’ (KRAs):
· KRA1 Understanding Biodiversity – IUCN will build on its ability to generate and disseminate knowledge about natural systems and the species that inhabit them.
· KRA2 Social Equity – IUCN will promote better understanding of the role of social equity in biodiversity conservation.
· KRA3 Conservation Incentives and Finance – IUCN will emphasise sharing knowledge of incentives and financing mechanisms for supporting effective biodiversity conservation.
· KRA4 International Agreements, Processes and Institutions for Conservation – IUCN will use the knowledge generated in KRAs 1, 2, 3 and 5 to promote and support effective, efficient and equitable environmental governance at regional and global levels, including through intergovernmental fora and corporate social responsibility processes.
· KRA5 Ecosystems and Sustainable Livelihoods factors – IUCN will apply the knowledge generated in KRAs 1, 2, 3 and 4 to promote sustainable and efficient management of ecosystems, integrating social, economic and environmental aims at local, national and transboundary levels.
· KRA6 Programme Delivery – IUCN will build and maintain the systems for the Union to deliver an effective and efficient Programme through its Commissions, Secretariat and members.
IUCN Programme components:
· REGIONAL PROGRAMMES that are centred in the Secretariat regional offices around the world. Some of the regional offices also have country offices that run country programmes. Most Regional Programmes have regional thematic programmes, similar to the global thematic programmes.
· GLOBAL THEMATIC PROGRAMMES that work around the world on particular themes of conservation.
COMMISSION PROGRAMMES which are run by the IUCN Commissions, usually in close collaboration with the global thematic and regional programmes.
· CORPORATE STRATEGIES GROUP that provides global oversight of membership, communications, conservation finance, information management and donor relations.
· THE ADMINISTRATIVE AND FINANCIAL INFRASTRUCTURE that exists to support the effective development, implementation and evaluation of the Programme.
REGIONAL PROGRAMMES / COMMISSIONS / GLOBAL THEMATIC PROGRAMMES/ Mesoamerica
/ South America
/ West and Central Asia and North Africa
/ West Africa
/ Central Africa
/ Eastern Africa
/ Southern Africa
/ Asia
/ Europe
/ / Commission on Education and Communication - CEC
/ Commission on environmental, Economic and Social Policy - CEESP
/ Commission on Environmental Law- CEL
/ Commission on Ecosystem Management - CEM
/ Species Survival Commission - SSC
/ World Commisison on Protected Areas - WCPA
/ / Business and Biodiversity
/ Climate Change
/ Ecosystem Management
/ Education and Communication
/ Environmental Law
/ Forest Conservation
/ Gender
/ Marine
/ Monitoring & Evaluation
/ Policy, Biodiversity & International Agreements
/ Protected Areas
/ Species
/ TRAFFIC
/ Wetlands & Water
IUCN's Innovation Fund:
· Two kinds of projects: 3I-C projects and Leverage Initiatives.
· Leverage Initiatives integrate new ideas in the work programme of IUCN and thus complement the 3I-C mechanism. However, not every 3I-C project needs to evolve into a LI, and not every LI needs to have gone through a 3I-C phase.
Table 1 - Key Differences Between 3I-C Projects and Leverage Initiatives
Purpose / Selection of projects / Funding / Duration of project3I-C / High risk innovation projects / Open application procedure / CHF50-250K / 1 year
LI / Influence policy and practice, and integrate the theme into the IUCN programme / Component programmes invited to develop an LI based on priorities identified by IUCN / CHF 200-250 K per year, for up to two years / 2+ years
· Since 2001 IUCN has been trying to strengthen its core business and develop new programme areas and engage with new partners. 3I-C provides a mechanism for exploring highly innovative issues and taking controlled risk with new issues and new partners.
· LI’s use the Union’s strengths to influence conservation and development policy and practice in areas that have been outside IUCN’s traditional area of work in a more concerted way and thus “pull” the programme in a new direction.
3I-C Projects
These projects aim to
· catalyse innovation
· promote integration
· generate information
· stimulate communication
Use of the Fund is based on an integrated approach across IUCN's programmes (including regional, global thematic and commission programmes) and clear outputs that are scientifically credible, can be readily communicated to key audiences, and have strong potential to attract further investment by donors and partners.
In addition to specific results, each issue supported by the 3I-C Fund produces the following outputs:
· Situation Analysis - to define the factors affecting ecosystems, people and institutions within the context of the issue being addressed, building on existing information and expertise. This analysis also includes clear strategic management options regarding IUCN’s engagement in addressing the given issue.
· Policy/Position Statement - to inform the IUCN Programme and the Union's constituency by proposing how IUCN could advocate the issue.
· Communication Product(s)- to effectively contribute to sharing knowledge and learning on the key issues, in particular beyond IUCN's traditional constituency.
· Project Proposals - to secure funding for future work.
Leverage Initiatives
· The concept of leverage initiatives was included in the 2005-2008 Financial Plan approved by IUCN members at the 3 rd World Conservation Congress.
· A Leverage Initiative (LI) is a topical, targeted and time-limited effort (generally 3-6 years) designed to influence policy and practice. It is anticipated that IUCN will operate between two and four initiatives concurrently.
· LIs typically will be designed to use IUCN’s conservation expertise in an area where the Union can deliver and influence decision makers, but where it has not necessarily been playing a key role until now.
· For example, LIs could be developed on issues such as
o health,
o energy,
o water,
o poverty and
o agriculture.
· A LI will specifically contribute to two domains, strengthening IUCN’s core competence in these fields:
· A LI provides guidance on ecosystem management to at least one major economic sector. In this way, the LI will directly address major causes of loss or changes in ecosystem services and biodiversity that affect human well-being (e.g. hydropower, land conversion, climate change).
· A LI will clearly link biodiversity and ecosystem services to development issues and poverty reduction.
A LI will develop a vision and a strategy on a specific topic with input from a wide group of stakeholders within and outside IUCN. Each initiative will recognise that today, building partnerships is a critical element in the sustainable management of natural resources and IUCN has much value to add to current partnership ideas and practices. In addition, LIs will be based on practical experience and demonstration, and will need to develop a project portfolio at different levels (from local projects to global influencing) across IUCN regions.
o LIs will have initial support from core funds. However, this support should be considered in terms of an investment to leverage substantial funds for the initiatives.
o Priority topics on which LIs will be developed are identified by the Director General in consultation with the IUCN Council.
Each LI will develop:
· a Vision for the LI
· a Strategy:
· a description of results to be achieved
· a project Portfolio that includes learning, testing, and demonstration sites
· a description of the different partners in the Initiative
· fundraising targets
· a clear knowledge management and influencing strategy
· a detailed communication strategy
· a time table
· an exit strategy
Leverage Initiatives that are currently being developed include
· Conservation for Poverty Reduction
· Energy and Biodiversity
Contact information
Email for Innovation fund:
Director - Global Programme
Dr William (Bill) Jackson
bill.jacksoniucn.org
Phone: ++41(22) 999-0276
Fax: ++41(22) 999-0025
Senior Adviser - Economics and the Environment
Dr Joshua Bishop
joshua.bishopiucn.org
Phone: ++41 (22) 999-0266
Fax: ++41 (22) 999-0020
Senior Adviser - Social Policy
Mr Gonzalo T. Oviedo C.
gonzalo.oviedoiucn.org
Tel: ++41 (22) 999-0287
Fax: ++41 (22) 999-0020
A Strategy for Enhancing IUCN's
Interaction with the Private Sector
Executive Summary
1 Introduction
IUCN, acting on a clear mandate from its membership, is developing links with Situation Analysis businesses in order to better deliver its mission. The strategy is to mobilise the Private Sector and the conservation community to engage with one another to deliver conservation results. This summary is for internal IUCN use as a guide to IUCN's private sector
strategy and is not a replacement of it.
2 Background
Council mandated the Director General to develop a “transparent, measured, Council Decision and thoughtful strategy for engagement with the private sector". The resulting Strategy for Enhancing IUCN's Interaction with the Private Sector, was Council Decision endorsed by Council in March 2004. C/60/58
3 Scope
`Private Sector' is defined as any commercial enterprise, formal or informal, and related organisations such as industry associations, consumer and investor groups. `Engagement' is defined to include any substantive interaction between the IUCN Mission and the private sector which seeks to influence the behaviour of business in ways that contribute to the IUCN Mission.
4 Contents
The strategy comprises the following six elements:
· A Vision Statement;
· The Context for engaging with the Private Sector;
· IUCN's experience and niche with respect to Private Sector engagement;
· The Goals of the strategy;
· The Principles of engagement; and
· Criteria for selecting business partners.
5. Strategy
5.1 Vision statement
A sustainable global economy in which businesses are committed and elective partners in achieving a just world that values and conserves nature. The strategy focuses on how IUCN can influence, encourage and assist businesses, throughout the world to conserve the integrity and diversity of nature and to ensure that any use of natural resources is equitable, efficient and eco-logically sustainable. There are growing opportunities for IUCN to harness the power of the Private Sector to help deliver its Programme. IUCN also needs to understand and advocate appropriate reforms of public policy and law to ensure that business and markets further support nature conservation.
5.2 The context in which IUCN works
Changes in corporate behaviour have been induced by the growing expectations of consumers, investors, governments and NGOs. Increasing public awareness has prompted leading companies to engage with NGOs and to build relation-
ships with civil society. There are many ways for conservation organizations to engage with the private sector ranging from activism and advocacy, to cooperation on projects and programmes, to establishing partnerships and financial relationships.
The changing context also places pressure on NGOs and governments to demonstrate their social and environmental responsibilities.
5.3 IUCN's experience and niche
IUCN unique characteristics include:
· Membership of states, government agencies and non-governmental organizations;
· Global networks of environmental scientists, policy-makers and practitioners;
· Capacity to convene and build consensus among diverse stakeholder groups;
· Scientific credibility in protected areas and ecosystem management, species
· information and biodiversity assessment, and natural resource policy;
· Ability to link conservation practice with national and international policy; and
· Emerging expertise on the economic and social dimensions of conservation.
5.4 The goals of the strategy
A conservation community that is well informed about market mechanisms and understands their potential and limitations to achieve biodiversity conservation.
IUCN will build capacity of its global networks to influence markets so that
they support biodiversity, through economic policy reform, new business development, consumer and investor information campaigns, and other means, many of which remain under-developed. A more accountable private sector which contributes to sustainable development including conservation and social equity.
IUCN will reinforce work of governments and civil society to improve business performance on social and environmental grounds.
IUCN can help develop guidelines and standards for socially-responsible investment and corporate bio-diversity management. Effective dialogue and collaboration between IUCN and the private sector which helps to achieve conservation through, and alongside, sustainable development.
IUCN has an established record as a convener and facilitator of platforms for dialogue. IUCN can help bridge the communication gap between business and the conservation community by convening multi-stakeholder processes where
industry and other groups can come together.
5.5 Principles of engagement
Any interaction between IUCN and the Private Sector should be:
· Relevant to the IUCN vision and mission;
· Consistent with the official policy of IUCN;
· Responsive to the aspirations of the membership; Empowering of IUCN to implement the Global Programme and of IUCN
· members to conserve nature;
· Effective and results-based with concrete outcomes that can be measured;
· Efficient in the use of IUCN resources as compared to alternative actions;
· Transparent in ensuring public access to information;
· Participatory in creating opportunities for involvement by affected stake-
· holders while respecting legitimate decision-making mechanisms; and
· Enhancing the credibility and autonomy of IUCN.
5.6 Criteria for selecting business partners
The priority is to engage business sectors in which change is most important and urgent, due to the scale of their negative impacts on the environment and social equity. Target businesses are likely to fall in one of the following broad
categories:
· Biodiversity dependent industries { hunting, wildlife trade, fishing, agriculture and forestry.
· Large 'footprint' industries { mining, oil and gas, construction, automotive and energy suppliers.