national business and biodiversity...
TRANSCRIPT
NATIONAL BUSINESS AND BIODIVERSITY INITIATIVES
Matt Jones
22/05/2017
• Funding is a key challenge
• Securing initial seed funding can help an initiative prosper
• Use of member fees is not widespread, particularly when initiatives are started, but as part of a broader diversified funding strategy
Vision,
mission,
objectives
Governance
and
organisation
Technical
delivery
Financial
model
• It is international good practice to use a vision and mission to set a clear direction
• Many national initiatives do not have a vision and mission but do set objectives
• In time, a member Declaration might help drive performance
• No one governance structure is favoured by initiatives
• Inclusive membership supports input from a range of experts increasing credibility
• Senior buy-in and government support are crucial for success
• Basic delivery tools used by existing initiatives focus on communications, networking and knowledge sharing
• Some focus on biodiversity, others natural capital
Key
fin
ding
s
22/05/2017
Lessons from existing National and Regional Initiatives
0
5
10
15
20
25
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Num
be
r o
f B
BP
in
itia
tive
s
Year Initiative Established
CBD COP 10 Decision
X21 calling for the
establishment of
national and regional
initiatives
Netherlands (LFN)
ASEAN
Canada
EU
Germany
Japan (JBIB)
Japan (JBBP)
Netherlands (BEE)
Brazil
Sri Lanka
Finland
India
Mesoamerica
Peru
Chile
France
Republic of Korea
South Africa
Spain
Poland
China
Launch of the Global
Partnership for
Business and
Biodiversity
Australia
22/05/2017
The models for organisation tend to have evolved to fit the outlook and objectives of each initiativeDecision making sit with either the membership or a smaller Board/Steering CommitteeAll initiatives have some form of secretariat
Organisational structure
Board
Membership
Secretariat
Board
Membership
Steering Committee
Membership
Govt/Board
Membership
Approval/Oversight Decision making Administration Consultation
Model C Model D
Model A Model B
Secretariat
Secretariat
Secretariat
• Canada
• Germany
• Japan (JBIB)
• Spain
• Brazil
• India
• Peru
• South Africa
• EU
• Finland
• France
• Sri Lanka
22/05/2017
Membership can be limited to business, or more openSome initiatives choose a tiered structure which allows for different members to have different status
Membership
Business only
Business
Civil society, NGOs,
Academia &
Government
Inclusive
Tiered
Canada
Finland
Peru
South Africa
Australia
Brazil
Germany
India
Japan (JBIB)
Netherlands (LFN)
Spain
EU
Netherlands (PBEE)
Sri Lanka
22/05/2017
Subject matter is not usually exclusive to biodiversity and may include Natural Capital, Ecosystem Services and Climate Change
Technical Delivery
• Communications
• Newsletters
• Websites, online helpdesks and forums
Outreach
• Member meetings
• Networking events
• Connection to the CBD Global Partnership
Networking
• Thematic working groups
• Consultancy
• Specific projects
• Capacity development
• Training
Support
22/05/2017
There are several different options for funding sources, all with their own advantages and disadvantagesA diversified funding model is likely to be the strongest in the long run
Funding
Example Advantages Example Disadvantages
Gov’t Can provide essential
early funding to start-up
the initiative
Long-term support by
government may not be
considered sustainable
Me
mb
er
fee
s
Subject to a stable
ongoing membership, this
can provide long-term
sustainability of funding
May take time to develop
sufficient value proposition
to be justified
Se
rvic
es Can support the value
proposition of the initiative
to businesses
Subject to company
budgets and cost cutting
Do
no
rs Can be a useful source of
funding
Donor funding is relatively
short term in nature
Pro
jec
t-b
as
ed The total value of project
based funding can be
substantial
Project funding requires
significant resources to
acquire
In-k
ind
Members hold a wealth of
expertise, and have highly
qualified staff able to
support the initiative
In-kind contributions can
only ever form one part of
a funding strategy
22/05/2017
Funding sources vary significantly between the different initiativesAll of the initiatives reported that securing funding continues to be a challenge
Funding
ASEAN
Australia
Brazil
France
Netherlands (LFN)
Netherlands (BEE)
India
Canada
Peru
Sri Lanka
South Africa
Japan (JBIB)
Germany
Spain
Finland
EU
Chile
Govt Member fees Services Donor/External Projects In-Kind
22/05/2017
• Secure government funding for 3-5 years
• Review feasibility of membership funding and other sources within years 1-2
• Move to a diversified funding model over time
Vision,
mission,
objectives
Governance
and
organisation
Technical
delivery
Financial
model
• Develop vision, mission and objectives
• Define the scope from the outset (biodiversity or natural capital, large or small companies, national or regional chapters)
• Adopt an organisational model which secures senior private sector engagement and action
• Have inclusive membership
• Recruit a credible senior team with clear roles and responsibilities and include business leaders
• Define work priorities with members
• Focus on a few priorities
• Draw from existing tools and materials and adapt for the national context
• Establish a performance baseline and consider a member declaration
Rec
omm
enda
tion
s
UN EnvironmentWorld Conservation Monitoring Centre
www.unep-wcmc.org@unepwcmc
UN EnvironmentWorld Conservation Monitoring Centre
www.unep-wcmc.org@unepwcmc