Governance Strategies for Environmental Funds

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1 Governance Strategies for Environmental Funds RedLAC Workshop #8 Peruvian Trust Fund for National Parks and Protected Areas Alberto Paniagua Executive Director Antsiranana, September 16 th -18 th, 2013, Madagascar.

2 Content Profonanpe s Background Governance Structure Dealing with the Board of Directors Key elements for good Governance Lessons Learned

3 Profonanpe s Background

4 * Non-profit private organization established in December 1992, to provide financial support for the conservation and management of protected areas. - Peru s first Environmental Fund - * Seed fund of US$5.2 million from GEF/WB in July 1995, administered as endowment fund to partially cover operational costs.

5 Main Functions Fundraising Administration Channeling & Supervision

6 Management Scope ( ) TO JULY 2013 Comulative uptake US$ million Annual Average uptake US$ 7.8 million Accumulated Portfolio US$ 42.5 million Historical Return Avarage 7.1% Resources Channeled US$ 99.0 million So far seed capital has increased more than 27 fold

7 Governance Structure

8 Governance is essentially the way an institution has organized its decision making system

9 Organisational Chart Committees: Board of Directors Technical Advisory Finance Audit 1.Foundation Act IT 2.Statutes Executive Director Project Administration Committees Administration and Finance Direction Director Head of Operations Portfolio Supervisor General Accountant Accountant Assitants Treasurer Procurement Specialist Project Assitant Administrator Development and Supervision Direction 3.Bylaws: Director - Operating Manual Development and Supervision Specialist - Administrative Project Procedures Specialists Manual Project Directors

10 Dealing with the Board of Directors

11 PROFONANPE S BOARD: * Has never been the ideal. * Has had successive changes in its representation.

12 Board of Directors FROM 2008 TO MEMBERS: FROM TO MEMBERS: 4 Representatives from the public sector: 3 Representatives from the public sector: Representatives from the public sector: - Ministry of Environment - Ministry of Agriculture - - SERNANP Ministry of Agriculture (3) - Ministry of Economy and Finance - Ministry of Economy and Finance - Council of Ministers - Representative of Regional Governments 3 Representatives from NGOs 13 Representatives from international environmental cooperation NGOs 2 Representatives from environmental NGOs 1 Representative from international cooperation 1 Representative from the private sector 1 Representative from international cooperation

13 Board of Directors * Representatives: - Number - Quality and background * Conflict of Interests * Relationships between the Board and: - The Executive Director - Its Members - The Consulting Committees - The Delegated Committees

14 Key elements for good Governance

15 1. Trust fund mechanism: * Requires decision making strictly aligned with donor s administrative and financial procedures. * Accordingly, donors have clear provisions. * Donors retain a voting seat on Profonape s Board. * Profonanpe s operating documents are well established.

16 2. Statutes encourage Board decisions approval by consensus. 3. Existence of internal committees assure the adequate checks and balances in decision making. 4. Institutional reputation gained overtime.

17 5. Leadership in its Executive Directorate based on: * Achievement of concrete results: - Financial portfolio annual increase. - Investment portfolio management with acceptable returns. - Satisfactory execution of programs and projects. * Trustfulness of donors and stakeholders.

18 * Full transparency in every operation. * Constant efforts to improve the operating efficiency. * Timely and systematic accountability. * Innovation: - Institutional management - Design of new programs and projects.

19 Lessons Learned

20 * Despite absence of ideal Board, organizational design consolidates governance structure: - a way of preventing conflicts of interest or political interference - * Avoid government's primary role in constitution and functioning of the Board is advisable within reasonable limits: - saves time and efforts that could be better used -

21 * Existence of internal bodies lawfully established; * Clear separation of roles and functions between the Board, Internal Committees and the Executive Directorate; * And statutes, bylaws and operation manuals containing clear roles, responsibilities and procedures: - guarantee good governance -

22 * Donors representation on the Board is a key factor to insure right decision making. * Executive Director's profile.

23

24 Board of Directors FROM 2008 TO MEMBERS: 4 Representatives from the public sector: - Ministry of Environment - SERNANP - Ministry of Economy and Finance - Representative of Regional Governments 2 Representatives from environmental NGOs 1 Representative from the private sector 1 Representative from international cooperation

25 Organisational Chart Committees: Technical Advisory Finance Audit IT Board of Directors Executive Director Project Administration Committees Administration and Finance Direction Director Head of Operations Portfolio Supervisor General Accountant Accountant Assitants Treasurer Procurement Specialist Project Assitant Administrator Development and Supervision Direction Director Development and Supervision Specialist Project Specialists Project Directors

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