public-private cooperation for biodiversity and ecosystem...

Public-private cooperation for biodiversity and

ecosystem management in South Africa

A. Why this project?

Outline

B. What is public-private cooperation?

C. Case studies

D. What are the lessons learnt?

South Africa’s natural capital



Erosion control

Forage for

animals

Habitat for insect and

bird pollinators

Water

production

Medicine

Climate resilience


Water

purificationMaterials

Ecotourism

Managing biodiversity at an ecosystem level requires working with others outside of protected areas.

PROTECTED PRODUCTION DEVELOPED

Protected areas Best-practice productionLand-use planning

and decision making

From largely unmodified to mixed-use landscapes, elements of biodiversity importance; low

impact production sectors

Largely modified for intensive

production e.g. commercial crops

Light to heavily modified, fragments of

biodiversity

Mostly natural, high biodiversity importance. Includes state owned or private/ communally owned areas.


So, what do we know about public and private cooperation for biodiversity and ecosystem management?

• Learn from examples of public-private cooperation

• Build and strengthen future cooperative efforts

• Document critical success factors

• Raise awareness and share experience


Case studies

Review report

Presentation

• Goal: To better integrate ecosystem assessment, scenario development and valuation of ecosystem services into national sustainable development planning at various scales (national, regional, local).

• Countries: Chile. South Africa and Lesotho, Trinidad and Tobago, and Vietnam

www.proecoserv.org

B. What is ‘public-private cooperation’?

Boundaries between

sectors are blurred


Main economic sectors

Baseline showed that NGOs are regularly involved

Cooperation involves parties from more than one sector of society pooling resources or combining

complementary strengths and working together to achieve mutually beneficial outcomes in terms of

biodiversity and ecosystem management.

• Public-private cooperation refers to a broader set of cooperative efforts.


• Baseline identified 25 examples

• Selected 5 examples

• Several factors used to select case studies

C. Case studies

Factors in selecting examples

• Voluntary cooperation

• Examples of different sectors, ecosystems, and risks resulting from biodiversity loss and ecosystem degradation

• Examples involving big and small players

• Not just where corporates are putting money –looking for cooperative efforts that are changing behaviour and influencing how a sector operates (different sectors)

C. Case studies

Johannesburg

• Port ElizabethCape Town

Durban

Bloemfontein

C. Case studies Wetland Offset Guideline Collaboration Biod: wetlandsES: water flow regulation, water purificationRisk: Water securityDrivers: wetland destruction, inadequate

mitigation

Insurance Sector CollaborationBiod: catchments & coastalES: natural hazard regulation, water flow regulationRisk: Disaster riskDrivers:climate, land cover change, human

settlement

Biod: grasslands & wetlandsES: ecosystem functioning, natural hazard

regulationRisk: ecosystem degradation, fireDrivers: poor NRM, capacity, invasives

Izanqawe Case Study

Biod: catchmentsES: water recharge & water flow regulationRisk: Water scarcityDrivers: water demands, inefficiency, catchment

management

Water Futures Partnership Case Study

WWF-SA Biodiversity & Wine Initiative Case Study

Biod: CFR biod priority areasES: ecosystem functioning, water flow Risk: Biodiversity lossDrivers: farming practices, habitat loss

South Africa’s nine biomes

C. Case studies

Case Study Weblink

Shared interest in gaining clarity: the Wetland Offset Guideline Collaboration Case Study

biodiversityadvisor.sanbi.org/?attachment_id=2942

Partnerships for water secure futures through water stewardship: the Water Futures Partnership Case Study


Shared response to shared disaster risk: Insurance Sector Collaboration Case Study


Forestry, fire and biodiversity at Izanqawe: the Izanqawe Case Study


Shared interests for wine and biodiversity: WWF-SA Biodiversity and Wine Initiative Case Study


http://biodiversityadvisor.sanbi.org/?attachment_id=2944





D. What are the lessons?

Motivating cooperative efforts

Common ingredients for cooperation

Making the case for cooperation

An enabling environment for

achieving long-term biodiversity objectives

The right people are key


• Shared risk as a result of change in social-ecological system• Increases the likelihood or consequence of a

particular hazard, such as a fire or flood event.

• Drivers are complex.

• More dependent or embedded parties are more likely to be exposed to and ‘feel’ the impact.

• Reducing risk requires collective action

• Case studies: Izanqawe, Insurance Sector Collaboration

Lessons: Motivating cooperative efforts

Shared risks & shared interests drive cooperationShared risks & shared interests drive cooperation

• Shared interest in reducing impact on the environment• Such as through improving practices and policies

e.g. gaining clarity around a wetland offset approach.

• Parties face different risks in not cooperating

• Case studies: WWF-SA Biodiversity and Wine, Wetland Offset Guidelines Collaboration

Lessons for making the case for cooperation

Lessons: Motivating cooperative efforts

Shared risks & shared interests drive cooperationShared risks & shared interests drive cooperation

• Organised, multidisciplinaryapproaches to clarifying connections• Who has influence?• What are the response strategies?

• Invest time & resources in this early on

• Case studies: Insurance Sector Collaboration, Water Futures Partnership

Lessons: Making the case for cooperation

Understanding connections helps clarify shared risks and shared interests

Mapping drivers of risk

Mapping responses

• It is not easy to cooperate!

• ‘Translate’ connections in socio-ecological systems in terms of what is important to collaborators.• The case is not always explicit or proven up front

– it can evolve and strengthen.

• Linking to strategic priorities of parties can help to strengthen commitment over several years

• Case studies: Insurance Sector Collaboration Izanqawe, Wetland Offset Guidelines Collaboration

Lessons: Making the case for cooperation

Make links to strategic priorities of each cooperative party

Translators and industry bodies

• ‘Translators’ are needed to communicate connections between social, economic and ecological systems.• Scientific evidence used to motivate for strategic

commitment from co-operators

• Easier to make a case to an industry body?• More amenable to testing/piloting

• Reputational risks minimized

• Industry-wide opportunity

• May cooperate over longer time periods

Lessons: Common ingredients for cooperation

There are different ways of cooperating, suited to different needs of parties

South African Local

Government Association

Municipalities

Business-Adopt-A-Municipality- partnership initiative

South African

National Parks

Wildlife and Environmental

Society of South Africa

& others

Disaster Risk Learning Network

Eden District Municipality

2

3

SANTAM

World Wide Fund - South

Africa

University of Cape

Town

Research-based insurance collaboration

Council for Scientific

and Industrial Research

1

Western Cape Department of Environmental Affairs and

Development Planning

Department of Co-operative Governance and

Traditional Affairs


Cooperative efforts evolve

It’s ok to start small and focused – expand as trust grows & needs are clarified.

Don’t rush in to trying to develop a formal, strictly defined arrangement.

Accept that funds, at least initially, will most likely come from the biodiversity sector.

Cooperative efforts commonly:

• Began with limited duration and/or focused on achieving a specific purpose.

• Had less formally coordinated or structured decision-making processes in the early stages, opting for flexibility.

• Were funded substantially from donor funds to the biodiversity sector.


Build up trust and capacity for more formalized, or longer-term cooperation

• Pre-existing relationships between cooperators enable further cooperative efforts.

• Build on existing relationships.

• Trust and understanding increase willingness to take on greater commitment and risk in cooperation.

Draw on lessons and experience of others

• A lot is known about what makes for successful cooperative efforts.

• Make an effort to draw from this.

• Training on partnerships and change management is recommended.

Cooperation is dynamic, so adaptability and capacity building along

the way are key.


Cooperative efforts take a lot of time & effort


• Takes concerted time and effort to build trust & relationships.

• Can take years for an effective cooperative effort to develop.

• Longer for tangible biodiversity and ecosystem benefits.

• Prepare for this.

Combine efforts to make progress ‘on-the-ground’ AND influence policies

Lessons: Create an enabling environment

• Biodiversity and ecosystem management outcomes require efforts at scale.

• Local-level interventions should link to efforts to strengthen the enabling environment for biodiversity and ecosystem management IF possible.

Wine industry certification scheme

Piloting certification of plantation small growers

National Wetland Offset Guidelines

Santam engagement with SAIA

Implications for design of cooperative efforts

Strengthening the enabling environment requires a party that is geared to do this

• Harder to strengthen the enabling environment for long-term biodiversity outcomes.

• Requires flexibility, adaptability, leadership towards long-term goals & ability to learn and share.

• Public or social sector parties with capacity and credibility in the biodiversity sector

Such as,


• Facilitated dialogue and learning helps:• Build trust and capacity• Pool resources and expertise• Align efforts and complementary skills (guiding

and supporting short- to medium term interventions)

• Facilitate learning and strengthen capacity (strengthening likelihood of longer-term outcomes)

• Address tensions and highlight paradoxes

• Network conveners from biodiversity sector have an important role to play.

Learning networks help to coordinate efforts towards longer-term goals

Such as,


Good monitoring and evaluation shouldform part of adaptive management

Such as,

• Measure progress in the cooperative effort AND in short to long-term project outcomes.

• Necessary for successful management & reporting – so invest in it early.

• Be flexible in maintaining indicators.

• Keep your eye on the goals.

Planning

Monitoring

Evaluation

Use the findings


Lessons: The right people are key

• Need someone who can build relationships and trust, facilitate dialogue & maintain legitimacy.

• The ‘right’ people: • Communicate connections effectively

• Can be external IF they can gain credibility & legitimacy in the eyes of others

• Have the time and energy to put into it

Need the right people involved in solutions-orientated dialogue.

• Figure out how shared risks and interest connect us

• Allow trust to be built over time

• Learn from previous experience, evolve and adapt

• Biodiversity and ecosystem management outcomes are long-term endeavors

• Combine efforts to make progress on-the-ground’ AND influence policies

• Facilitated dialogue through learning networks can help

• Certain public entities and social sector parties have established legitimacy as conveners

• Accept that funds from the private sector are limited

Some concluding statements

Case Study Weblink

Shared interest in gaining clarity: the Wetland Offset Guideline Collaboration Case Study


Partnerships for water secure futures through water stewardship: the Water Futures Partnership Case Study


Shared response to shared disaster risk: Insurance Sector Collaboration Case Study


Forestry, fire and biodiversity at Izanqawe: the Izanqawe Case Study


Shared interests for wine and biodiversity: WWF-SA Biodiversity and Wine Initiative Case Study


Read the review report and case studies to learn more.






Thank you

This work was compiled in 2014 for SANBI by Aimee Ginsburg, who would like to acknowledge significant contributions, input, and guidance from:

• SANBI, particularly Anthea Stephens and Tracey Cumming

• NBI, Steve Nichols

• Lewis Foundation, Lindy Rodwell van Hasselt

• All respondents who contributed to the compilation of the case studies

• All participants of workshops

• Co-compilers of case studies, Alistair and Gail Maytham.

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