EXPLORING PUBLIC-PRIVATE SECTOR ENGAGEMENT IN NATURAL RESOURCE MANAGEMENT

1. EXPLORING PUBLIC-PRIVATE SECTOR ENGAGEMENT IN NATURAL RESOURCE MANAGEMENT BY ABU-BAKAR .S. MASSAQUOI (USFS-IP/STEWARD)

2. Before this presentation… Interview with Pa Kolleh kamara-PC Tambakha Chiefdom Interview with women’s leader in Sumata

3. Before this presentation… At nursery site in Madina Oula, Guinea

4. Before this presentation… At rice-fish pond site in Thuo, Guinea At tree crops & oil palm nursery in Yolowee, Liberia

5. 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

6. 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)

7. Before this presentation… Road network (about 2 miles from Samaya) Communication/Health (Half a mile from Gberenyah)

8. Outline of talk • Part one: private sector engagement; rationale, issues, risks, mechanisms etc • Part two: valuing public-private sector alliances. • Recommendation & conclusion.

9. 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.

10. 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.

11. 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.

12. 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

13. A company’s biodiversity record will affect its: • Application of consumer-driven standards. • Access to capital & insurance. • Access to markets • Access to human capital

14. Industry-biodiversity links & issues

15. Options for benefiting biodiversity conservation

16. 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

17. Cross section of the tools supplied to communities- Yanah

18. 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.

19. Potential mechanisms for engagement 1. Encouraging companies to adopt progressive conservation policies through: • Biodiversity standards • Tools for implementing biodiversity policies • Knowledge sharing

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

21. 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: • Engaging in industry wide initiatives to develop a unifying campaign to generate momentum for biodiversity issues. • Designing & implementing campaigns to raise awareness about biodiversity issues that affect them or that they impact.

22. 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.

23. Part 2: Valuing public-private sector alliances (PPSA) • Reasons for PPSA: • Alliance value needs to be demonstrated. • The stakes are getting higher • Value must supercede transaction costs.

24. 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.

25. How to measure & improve the impact of alliances • Focusing on outcomes that should be: • Near-term • Specific and measurable • Meaningful • Focusing on metrics that matter: • Compliance and value • Contribution, not attribution

26. Metrics to measure alliance efficiency • 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

27. Incremental value metrics: USAID success story

28. Cont. • Effectiveness: incremental degree ofmarket relevance in job training • Scale: incremental # of people made aware • Efficiency: reduction in cost perperson treated • Sustainability: % of initiatives that are market‐driven • Systemic change: % of identified critical stakeholders/organizations/ industries engaged in the initiative

29. 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)

30. 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.

31. With the alliance: we can save 2 interests:

32. Action Steps for Public and Private Sector Partners 1. Forming : • Speak the language • Find the intersection 2. Implementing: • Examine the unique capabilities of each partner. • Break with traditions

33. Cont. 3. Measuring: • Balance compliance with strategic measurement • Revisit and revise

34. 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.

35. Success equation tool

36. 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”.

37. 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!