in-kind support to protected areas management - FRAMEweb

EXPLORING PUBLIC
-
PRIVATE
SECTOR ENGAGEMENT IN NATURAL
RESOURCE MANAGEMENT


BY

ABU
-
BAKAR .S. MASSAQUOI

(USFS
-
IP/STEWARD)

Before this presentation…

Interview with Pa Kolleh kamara
-
PC
Tambakha Chiefdom

Interview with women’s leader in Sumata

Before this presentation…


At nursery site in Madina Oula, Guinea





Before this presentation…

At rice
-
fish pond site in Thuo, Guinea

At tree crops & oil palm nursery in
Yolowee, Liberia

Before this presentation…

farm burning in the OKN Park;

½ a mile from Yembere


Tree felling in the OKN Park;

½ a mile from Yembere


Before this presentation…





Many wives, many children, very few or no amenity/ facility, fewer households &
no extra life support systems
-

Yembere (pic.
1
); kubaka (pic.
2
)

Before this presentation…

Road network

(about 2 miles from Samaya)


Communication/Health


(Half a mile from Gberenyah)

Outline of talk

•
Part one
: private sector engagement;
rationale, issues, risks, mechanisms etc


•
Part two
: valuing public
-
private sector
alliances.

•
Recommendation & conclusion.

Rationale for private sector
engagement

Private sector (PS) comprises players that have
significant, direct impacts on the composition
& sustainable use of biodiversity & the sharing
of benefits derived from genetic resources.


PS associations can be highly influential on
governments and on public opinion.

Cont
…


PS possesses biodiversity
-
relevant knowledge &
technological resources as well as more general
skills in management, communications etc


PS is a major stakeholder in biodiversity
-
related
policies and activities.


The business perspective

The business case for mitigating
biodiversity risks, minimizing adverse
impacts on biodiversity or investing in
conservation and ecosystem restoration,
is based on a company’s need to
maintain its competitive advantage.

A company’s biodiversity record will be
defined by:

Compliance with legal requirements


Implementation of industry standards &
reporting mechanisms

Response to demand from local communities,
civil society groups, and shareholders.

Application of consumer
-
driven standards


A company’s biodiversity record will
affect its:

•
Application of consumer
-
driven
standards.

•
Access to capital & insurance.

•
Access to markets

•
Access to human capital

Industry
-
biodiversity links & issues

Type of industry

Main biodiversity

issues

Extractive (mining, oil and gas)
etc

Habitat loss & degradation,

water soil & air
pollution, species loss, construction of plants, road
construction etc

Water

Water

extraction, habitat loss & degradation, water
pollution, dam & pipeline construction

Agriculture, Forestry

&
Fisheries

Harvesting of natural resources, management

of
production sites; pollution; habitat loss; introduction
of alien species; road construction etc

Pharmaceuticals &
biotechnology

Sustainable use

of natural resources, protection of
traditional knowledge, construction of infrastructure
etc

Retailing

Products reflect sustainable sourcing, construction
of retail infrastructure

etc.

Transport, tourism and travel

Habitat loss

& degradation; pollution;
road &
settlements construction.

Banking, Finance

& Insurance

All of the above, depending on investment.

Options for benefiting biodiversity conservation

MOST OUTSTANDING BIODIVERSITY
NEEDS/CHALLENGES

POSSIBLE

OPPORTUNITIES FOR
BENEFITTING BIODIVERSITY
CONSERVATION

Lack of resources/structure to manage
protected areas

Trust fund
-

micro credits, financial

contributions (livelihoods management);
in
-
kind support to protected areas
management; support for creation of a
new protected areas

Important, threatened and unprotected
ecosystems or species

Manage concession as protected area;
sponsor campaign to protect ecosystem

by
using charismatic, endangered species;
support conservation easements.

Lack of public awareness of/

involvement
in conservation

Support for environmental

education &
awareness building; support for integrated
conservation & development.

Lack of scientific capacity to study

&
manage biodiversity

Support for scientific research & analysis;

support for technical capacity; support for
managerial capacity

STEWARD Activities

•
Kenyan top bar hive apiculture

•
Improved banana propagation & marketing

•
Tree crops project

•
Forest co
-
management

•
Forest fire management

•
Public information outreach

•
Ecological sylviculture

•
Rice
-
fish pond integrated technology

•
Oil palm project


Cross section of the tools supplied to
communities
-

Yanah

Risks

•
Engaging in biodiversity issues requires both
human and financial resources

•
Engaging will also heighten societal
expectations regarding PS contribution to
biodiversity conservation and sustainable use.

•
Engaging will give rise to a more detailed
policy framework that may lead to increased
regulatory measures.

Potential mechanisms for
engagement

1.
Encouraging companies to adopt
progressive conservation policies
through:

o
Biodiversity standards

o
Tools for implementing biodiversity
policies

o
Knowledge sharing


Cont.

2.
Assisting parties to develop and
implement incentive measure for
private sector engagement in the
conservation of biodiversity &
sustainable use of its components

Cont..

3. Encouraging the PS to raise the profile of &
awareness about biodiversity within business,
industry & finance as well among
governments & the general public by:

o
Engaging in industry wide initiatives to
develop a unifying campaign to generate
momentum for biodiversity issues.

o
Designing & implementing campaigns to raise
awareness about biodiversity issues that affect
them or that they impact.


Existing initiatives

•
The Energy & Biodiversity Initiative (EBI)

•
Responding to Climate Change (RTCC)

•
IUCN
-
ICMM( International Council for Mining
& Minerals)

•
British American Tobacco and FFI, Earth watch
Institute, Royal Botanical Gardens, Kew & the
Tropical Biology Association.

Part 2: Valuing public
-
private sector
alliances (PPSA)

•
Reasons for PPSA:

o
Alliance value needs to be
demonstrated.

o
The stakes are getting higher

o
Value must supercede transaction costs.



Why measuring alliances is hard

•
PPSA are complex

•
The historical model was not value oriented or
data driven

•
Knowing what to measure is tough

•
Existing measurement systems create
accountability but do not capture value or
inform strategy.

How to measure & improve the
impact of alliances

•
Focusing on outcomes that should be:

o
Near
-
term

o
Specific and measurable

o
Meaningful

•
Focusing on metrics that matter:

o
Compliance and value

o
Contribution, not attribution


Metrics to measure alliance efficiency

1.
Contribution metrics





2. Incremental value metrics

Contribution metrics Measure
Outcomes…# of people made job ready ;
% change in income among distributed
households served; increase in #
employee hours retention volunteered


Incremental value metrics: USAID
success story

Cont.

•
Effectiveness:
incremental degree of

market
relevance in job training

•
Scale:
incremental # of people made aware


•
Efficiency:
reduction in cost per

person treated

•

Sustainability:
% of initiatives that are
market‐driven

•
Systemic change:
% of identified critical
stakeholders/organizations/ industries engaged
in the initiative

3
. Process metrics

•

# weeks from concept to
implementation

•
# shared outcomes / metrics identified
by partners in alliance MOU

•

Leverage ratio (public sector financial
contribution : private sector financial
contribution)

Towards more valuable alliances

Businesses typically aim to achieve one or more of the
following through their participation in alliances:

•
Increase access to sufficiently qualified and skilled talent .

•

Increase access to new markets

•
Develop new and/or innovative products and services

•

Strengthen the quality and vitality of the supply chain

•
Reduce cost of products, services, materials and
distribution

•

Improve relationship with key stakeholders (i.e. elected
officials, community leaders)

•

Increase visibility as a social “good” thought leader

•
Decrease risk of market entry.

With the alliance: we can save 2 interests:

Action Steps for Public and Private
Sector Partners

1. Forming :

o
Speak the language

o
Find the intersection

2. Implementing:

o
Examine the unique capabilities of each
partner.

o
Break with traditions


Cont.

3
. Measuring:

o
Balance compliance with strategic
measurement

o
Revisit and revise

Recommendation

Fewer, Better Alliances

•
An outcomes‐based approach to alliances will
produce a
smaller volume of alliances but a
greater magnitude of impact. Partners and
funders should sharpen their focus and build
alliances centered on the development issues
most likely to benefit from the alliance method
and more apt to produce business value.

Success equation tool

References

•
Altenburg, T. ; “The private sector & development
agencies: how to form alliances”.

•
2010 biodiversity challenge meeting, London 2005;
“Business & the 2010 biodiversity challenge: exploring
private sector engagement in the Convention on
Biodiversity”.

•
USAID & MISSION MEASUREMENT; “Revaluing public
-
private sector alliances: an outcomes
-
based solution”.

•
The Energy & Biodiversity Initiative; “opportunities for
benefiting biodiversity conservation”.

What do you think? Please pledge
your support…


•
We need you to form this alliance to
make natural resource management a
success in Sierra Leone.


Thank you!