Organisation Strategy for Denmark s Co-operation with International Union for Conservation of Nature (IUCN),

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1 Concept Note Organisation Strategy for Denmark s Co-operation with International Union for Conservation of Nature (IUCN), Introduction The Organisation Strategy for IUCN forms the basis for the Danish cooperation with and contribution to IUCN, and is the key platform for Denmark s dialogue and partnership with IUCN. It sets up Danish priorities for IUCN s activities and performance within the overall vision, mission, policies and strategies of IUCN. The Organisation Strategy builds on a very long partnership between IUCN and Denmark, a partnership initiated in 1991 and steadily expanded over the years to the current level of multi-dimensional cooperation. Denmark is engaging with IUCN both bilaterally and in close partner cooperation with core-donors like Sweden, Norway, Netherlands, France, Switzerland, Abu Dhabi and the MAVE Foundation. 2. Relevance of and justification for future Danish support to IUCN Denmark has a long history of supporting global agendas on sustainable natural resource management including conservation of biodiversity and protection of ecosystems. The Danida Green Growth development strategy A Greener World for All (2013) states that Denmark will support policies, strategies and programs balancing economic growth with sustainable management of natural resources and ecosystems, and respect for natural resource access rights of poor and vulnerable communities. IUCN s Mission is: To influence, encourage and assist societies throughout the world to conserve the integrity and diversity of nature and to ensure that any use of natural resources is equitable and ecological sustainable. The IUCN Vision of A just world that values and conserves nature resonates very well with the Human Rights Based Approach of Danish Development Cooperation as spelled out in The Right to a Better Life. Being the world s oldest and largest voluntary international umbrella organisation on the environment, established in 1948 and currently with more than 1200 member organisations and volunteer experts from both public and private institutions and entities, the IUCN is a unique global policy platform and action organisation. The strength of IUCN and thereby the added value to Denmark s global agenda on the environment is its convening power on a neutral platform based on scientific analysis and approaches. IUCN maintains a very high level of scientific integrity and sees its mission at the global policy arena of being the neutral, science based defender of nature based solutions while fully recognizing the three-pillar Rio+20 focus on Economic, Social and Environmental dimensions of sustainable development. The IUCN Program , adopted by the IUCN World Congress in has three Programme Areas: 1 World Congresses are held every four years the latest in Korea 1

2 a. Valuing and Conserving Nature b. Effective and equitable governance of nature s use c. Deploying nature-based solutions to climate, food and development The expected Global Results of the three Program Areas are: a. Credible and trusted knowledge for valuing and conserving biodiversity leads to better policies and action on the ground b. Improved governance arrangements over natural resources deliver rights-based and equitable conservation with tangible livelihoods benefits c. Healthy and restored ecosystems make cost-effective contributions to meeting global challenges of climate change, food security and economic and social development All leading to Impact on Biodiversity: The Conservation status of species and ecosystems is improved; on People: Effective, just, gender-responsive and equitable conservation yields tangible livelihoods benefits; and on Nature and Development: Global challenges (climate, food, development) are addressed through the use of nature based solutions. Among major achievements of the global program are: Strong contribution to the creation of the IPBES facility 2 Development of a five-year plan for protection of whales in relation to exploration of oil and gas The host agreement for the Ramsar Convention on Wetlands has been extended Through a joint study and action plan with TRAFFIC 3, global concern has been raised over the use of python skins by the fashion industry IUCN approved by GEF 4 as an implementing organization Together with SHELL an ecosystem protection program has been developed for the oil industry Development of a high-tech spatial monitoring and reporting tool to help park and community rangers to combat poaching Together with Aluminium Stewardship Initiative a standard for good environmental, social and governance practices for the aluminium value chain has been developed and is being implemented by 14 large aluminium producing companies At regional and country level IUCN together with local member organisations is engaged in a large number of projects including with private sector: In several countries with HOLCIM 5 factories IUCN has developed and is implementing landscape restoration projects Together with the Government of Kenya IUCN has developed and is implementing a World Heritage conservation project for the Lake Turkana site An analysis of and an action plan for the conservation of fresh water species in North America Development and implementation of a river restoration program for Southern Africa 2 Intergovernmental Panel on Biodiversity and Eco-services 3 Global organizations for combating illegal trade in endangered species 4 Global Environment Facility funding environmental programs 5 One of the world s largest cement producers 2

3 Development and implementation of a sustainable ecosystem management plan for the Southern Highland Economic Zone in Tanzania A pilot project on sustainable subsistence hunting in polar regions Action plans to combat invasive species developed and implemented in a number of countries IUCN is supporting Danish development priorities at all levels: a. Globally. Through active participation in global processes like climate and biodiversity conventions and the Sustainable Development Goals process of formulating new global targets for development, IUCN is providing both scientific input and bringing local - including indigenous knowledge on sustainable natural resource management to these processes from its membership base. Furthermore IUCN is bringing outputs and challenges from the global discourse back to its broad member base and is thereby giving its members better access and capacity to participate in and influence global processes. Global knowledge products like the Red List for endangered species are well known and recognized inputs to global, regional and national policy processes. b. Regional and national level. In addition to policy influence activities, IUCN in close collaboration with local membership organisations and institutions is carrying out a large number of conservation and natural resource management projects and programs. Denmark is currently supporting targeted programs on sustainable forest and mangrove management. In several countries with Danish development cooperation programs within environment and natural resource management there is IUCN involvement. 3. Brief background The IUCN membership base (2013) consists of members from 171 countries. Of the app members 89 are government ministries, 120 are government institutions, 855 national and local NGO s, 100 international NGO s and 36 non-voting associated organisations. IUCN is headquartered in Gland, Switzerland, where app. 135 out of a total staff compliment of 950 is based. There are 65 regional and national offices all over the world and app scientist and researchers are associated with six Global Commissions on a voluntary basis: 1. Commission on Ecosystem Management 2. Commission on Environmental, Economic and Social Policy 3. Commission on Education and Communication 4. World Commission on Protected Areas 5. Commission on Environmental Law (has a separate office set-up in Bonn) 6. Species Survival Commission There are currently 70 Danish scientists registered with IUCN Commissions. 3

4 The Danish state member of IUCN is the Ministry of Environment and a Danish National IUCN Committee 6 is coordinating Danish NGO and private sector engagement with IUCN. The highest governing authority is the World Congress. An elected Council chaired by a President (currently Dr Xinsheng from China) is providing policy guidance between congresses and a Secretary General (since 2007 Dr Julia Marton-Lefevre) is in charge of managing the organization. Joint donor reviews are being carried out regularly, always with active Danish participation. The next partial review will take place early The latest review from 2011 was overall very positive, but stressed the importance of strengthening result base monitoring and reporting. As a follow up to the review recommendations and to pressure from donors, IUCN has over the last three years gone through a reform process with focus on producing a clear strategic framework with focus on the above mentioned three Program Areas. The program builds on IUCN s niche as the world s authority on biodiversity conservation, emphasizing both tangible and intangible values of nature. A new business model has been developed, aiming at enhancing flagship knowledge products, generating large-scale aid, business or member funded programmes, and exploiting new sources of funding for policy influence and environmental governance beyond aid. In support of the Program Areas, IUCN has developed - and is managing together with local member organisations a large number of specific programs and projects. Denmark is supporting three such programs all in support of Danish priorities on human rights based approaches to sustainable natural resource management: 1. A pro-poor forest management program under the Reduction of Emissions from Deforestation and Forest Degradation (REDD). This program is piloting community participation with special focus on indigenous peoples and forest dependent communities - in REDD in 5 developing countries with the objective of improving the REDD framework for participation of forest dependent communities. The program was initiated in 2008 and will end in 2018 with a total Danish support of 50 million DKK. 2. A Mangrove restoration and coastal livelihood program in Asia. The program was developed in response to massive destructions of Mangrove forest by the 2004 Tsunami. Denmark joined the program in 2012 with 25 million DKK targeting the Danida priority countries of Vietnam, Bangladesh and Indonesia. Sweden is the lead donor to the program and funded together with Norway the program from A small private sector investment explorer program for dry-lands in the Sahel and the Middle East. The objective of the program is to identify sustainable investment opportunities in dry-land areas. Denmark supports this pilot program with 3 million DKK for two year. 6 Members are Ministries of Environment and Foreign Affairs/Danida, Copenhagen Zoo (chair), CARE Denmark, Birdlife Denmark, The Danish Society for Nature Conservation, WWF, Forests of the World and Danish Outdoor Council. Meets 4 5 times per year. 4

5 An important element in the new IUCN Business Model is an increased engagement with private sector. For the first time a Business Engagement Strategy was formulated and published in April IUCN has, as the only global environmental organisation, permanent observer status to the UN, giving it the right to participate in and speak at the General Assembly. 4. Intended results of Danish support Denmark will continue to utilize its partnership with IUNC to influence the global agendas on climate, biodiversity and natural resource management. The large knowledge base of IUCN coupled with its broad and diversified membership base makes IUCN an important partner to the Danish approach of scientific based actions on climate change and natural resource management with due consideration to natural resource depending communities. IUCN has proven to be able to deliver on specific demands in preparation for international conferences and other processes, and Denmark can further expand its technical cooperation with IUCN to the benefit of Danish development priorities. Several Danish learning and research institutions have working relationships with IUCN and in particular with the IUCN Commissions. The large volume of knowledge products are regularly being drawn upon for teaching and information purposes by Danish learning institutions and NGO s. Within the overall strategic programmes of IUCN, Denmark will continue to pay special attention to achieving documentable results within: The rights of vulnerable and natural resources dependent communities Sustainable utilization and management of natural resources incl. further developing valuating natural resources for green accounting Strengthen bilateral Danida programs through drawing upon IUCN knowledge and competences Strengthen a science based approach to the global climate and natural resource agendas Strengthen Public-Private Partnerships around natural resource management through making use of IUCN s politically neutral position and its convening power Increase the participation of Danish businesses in IUCN managed programs Continue to provide guidance to and influence the IUCN global program in support of Danish development priorities with special focus on human rights based approaches and responsible business development 5. Preliminary budget Since 1991 Denmark has supported IUCN with a total of million DKK in core funding. Denmark, Netherlands, Sweden, Norway and Switzerland are the largest core-funding donors to IUCN with especially Sweden and Netherlands having increased their contributions substantially over the last 2 years. 5

6 Budget for 2015 and 2016 in million DKK Regional projects and programs Global Program Commissions Union Development Directorate Corporate functions Total On the income side there has over the last 10 years (with the exception of the last two years) been a slow but steady decrease in donor core funding and an increase in targeted project funding and in funding for knowledge products. It is particularly worth noticing a steady increase in funding for knowledge product production and for results on the ground projects. Core funding is, however, of critical importance for especially the global program on policy support and influence. Income realised in 1000 DKK in 2012 and From core funding donors Membership fee from states Membership fee from Government Agencies Membership fee from NGO s Membership fee from International NGO s Affiliates Targeted project funding Total Denmark contribution to the global budget for the two year period 2015 and 2016 will be a total of 50 million DKK. 6. Monitoring and Reporting In preparation for the current Program IUCN underwent a strategic programming and planning process aiming at facilitating better monitoring and reporting. A strategic business plan with three program areas under a One IUCN concept was developed. The new Business Engagement Strategy will together with a sharpening of the framework for Union development and partner engagement give IUCN a stronger profile while respecting the Union as the core organizational structure. Regular joint donor reviews will continue to be conducted and specific programs are being evaluated according to IUCN and funding partner s requirements. An Annual Report is being widely distributed and each Commission and each larger project are producing individual monitoring and progress reports. 6

7 IUCN has a very well developed and proactive website and is well advanced in using social media for information and communication and for partner engagement and policy dialogues. 7. Risk and Assumptions The democratic membership structure of IUCN is both strength and a challenge. Being a membership based Union organization IUCN is treading a fine balance between acting as an independent international organization and being a network in support of its member organizations. With its strong global brand and strong institutional set-up, many donors and other partners feel more comfortable engaging directly with IUCN rather than with its local members. This is an issue particularly at country level in developing countries, where donors in many cases have requested IUCN International to be the project manager rather than national member organizations. In some cases this has created conflicts that have endangered projects although, by and large, these challenges are being handled very professionally by IUCN. The reduced level of unrestricted funding is a major challenge for the global, policy influencing work of IUCN activities that Denmark considers as being very important. IUCN is working on developing new funding modalities including a sales strategy for knowledge products, a policy support levy on all relevant projects and a stronger marketing of IUCN s global policy development support capacity. As for any policy influencing organization attribution is, however, always a challenge. For the current Program period unrestricted core donor funding is expected to continue at current or slightly increase level in particular due to a substantial increase in core funding from Sweden and the expected entrance of new donors like Turkey, China and Brazil. Overall IUCN is a highly professional organization with strict accountability rules. Annual audit reports have for many years been without noteworthy comments. 7

8 PROCESS ACTION PLAN IUCN Organizational Strategy and grant for , 50 million DKK ACTIVITY RESPONSIBLE DATE Submit Concept Strategy to Program Committee GRV/FWO August 22, 2014 Meeting of Program Committee GRV/FWO September 18, 2014 Finalize Organization Strategy and share with IUCN GRV/FWO September 2014 Present Strategy to HUM for approval GRV/FWO October 2014 Present to Finance Committee GRV/FWO November 2014 Sign agreement with IUCN GRV/FWO December

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