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Achievements to Date

Achievements to Date. Muleso Kharika. Background. DEA ratified the UNCCD in 1997 The objective of the Convention is to combat desertification and mitigate the effects of drought in countries experiencing serious drought and/or desertification, particularly in Africa

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Achievements to Date

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  1. Achievements to Date Muleso Kharika

  2. Background • DEA ratified the UNCCD in 1997 • The objective of the Convention is to combat desertification and mitigate the effects of drought in countries experiencing serious drought and/or desertification, particularly in Africa • Article 20 UNCCD: National Action Plan • Funding mechanism to mobilise private sector resources

  3. Objectives • To improve the living conditions of the rural poor living in degrading landscapes • To improve the condition of affected ecosystems • To generate global benefits through effective partnerships - develop financial mechanisms capable of mobilizing resources/partnerships to support implementation of Convention • Sustainability of initiatives • Shared learning networks – scalability / replicability

  4. Core Activities • Establish and operationalise the Drylands Fund as a vehicle for mobilising resources for financing pro-poor sustainable land management practices (improving ecosystem services, productivity of landscapes, and improving livelihoods) • Focus on community land in resource rich areas (e.g. with high biodiversity and water value – especially people and parks /watersheds) • Impact measured - • increasing hectares of land under sustainable land use management • improving livelihoods (e.g. entrepreneurship and job opportunities)

  5. Governance Instruments • MOA wassigned by DEA and DBSA • Steering Committee comprising about 13 people from government, business and private sector. Chaired by DEA • Fund is managed by a PIU that is mandated through a business plan and Strategy and by SC resolutions • Service providers subject to funding coming on stream

  6. Budget • Budget • R7.3m guaranteed over 3 years plus additional funds to be raised by the partners. • R3.250 DEA • R3.250 DBSA • R1m per year projects • R1m per year operational costs • Plus raised R800 000 in first year for projects • Expenditure 1.5 years • R3.1m committed /in process • R2.8m projects ( 7 projects) • R400 000 operational costs (bank fees, charges, s and t and other direct costs – excluding DBSA time and other activities and sponsorships planned)

  7. Achievements from June – August 2012 Projects • Ongoing work on the three projects in implementation ( Thicket, Thababkgolo, Deaf Economy) • 3 projects approved from CEO Funds R800 000 –prepared for disbursement • Project in pipeline ready for approval Amashangane Community Monitoring and Reviews • Internal • external audit – SizweNtsalubaGobodo • Fund review – Genesis Analytics • DBSA Internal monitoring report • MOA revised awaiting finalisation • Revised strategy and Action Plan Events /meetings • National Coordination Body • IAIA – 400 practitioners • ARC SADC Land Management • Seed awards • 3 PES presentations and workshops • Meetings with BUSA, NBI and ABSA and other business partners • international agencies AFD and USAID • Drylands Fund SC meeting • Meeting PIU DEA team

  8. Achievements continued Resources Mobilized • DBSA CEO Fund money materialized R800 000 Examples of Resources in process of being mobilised • Buffelshoek/LondoloziTrust (R1m to double our efforts in Bushbuck Ridge) • Rotary application – R8m – R20m • Rotary local R500 000 • NBI (provide time and skills) • ARC (research funds R200 000) • Department of Agriculture – in kind on monitoring and baselining • DIFD R45m • GEF application - R50m together with 5 other stakeholders • ABSA provide grants for entrepreneur projects leverage on project basis • Gauteng GDARD application R28m – not much promise • AFD (go through DBSA DPD) • GEF small Grants leverage on project basis • DEA R5m per year for 3 years • Green Fund applications for R45m

  9. Strategy Document Strategy Document completed serves as a guideline R60m budget subject to: • Green Fund R45m • DEA for operational costs for 3 years R5m/year • DBSA considerations *************************************** • Contract a management team (Fund manager/administrator, resource mobiliser to develop project proposals to a point of buy in)

  10. Green Fund-Drylands Fund Relationship International best practice: • The National Green Fund is an umbrella wholesale body whilst the Drylands Fund is a retail specialist rural delivery vehicle (in support of one another) • The Drylands Fund niche is to mobilise private sector resources to rural communities through developing Incentive and Market Based Financial Instruments such as PES/RES or Easements etc • Build on and support what exists rather than undermine and or duplicate

  11. The Green Fund • There are niche areas within the ‘green economy’ and ’sustainable environment’ sectors which are associated with specific goals and have unique contextual and operating characteristics. These are typically associated with a multiplicity of small, targeted interventions with relatively quick turnaround times. Directing and managing funding towards these niche areas requires a focused, informed and sustained commitment by a proactive facilitating/coordinating authority. It also requires a well developed network and an ability to rapidly pursue interesting opportunities and new ideas, flexibly and on an informed basis, without the need for a detailed, time-consuming and costly due diligence processes. Given its scale and strategic nature, this is not something the Green Fund (GF) is well equipped to do. Nor does it have the resources to comprehensively review what could amount to an extensive pipeline of small proposals, many of which require specialist assessment and oversight. • GF can use a portion of its resources to capitalise specialist and focused sub-funds which serve as its ‘retail’ funding vehicles which serve particular niche areas of the green economy.

  12. The Drylands Fund • Although relatively small in scale, the Drylands Fund warrants its specialisation in terms of the support it can provide to the Green Fund: • understanding the nature of the problems and their potential solutions in its targeted ‘drylands’ areas and communities, • engaging with the relevant stakeholders and facilitating partnership-based solutions between them, • pursuing and testing innovative offset-based financing instruments with which to leverage additional investment in fragile ecosystems, and • effectively translating and communicating the lessons from project interventions within the ‘drylands network’ to a wider community of interested players and policy makers.

  13. Three – 3 priority geographical areas to start with

  14. Action Plan for 2012/3 Projects in process • Thabakgolo (Limpopo) • DEAF Rural Economy (KZN) • Thicket (EC) Project at Grant Agreement stage / implementation (DBSA CEO Fund) • Biogas Digester Energy Sanitation (Limpopo) • NdakanaFood Security Programme (EC) • UmzimvubuProgramme Conservation Estate Incentives / PES (EC) Drylands Fund allocated money 2012 • AmashanganeBushbuck Ridge (incentives, private sector resource mobilisation for conservation/ food security/entrepreneurship investments) Events • Grassland event • Thicket Forum • People and Parks • Earth Link • Adaptation Network • Green Economy Book • Land Care conference Programme concept support • trees for fees

  15. Action Plan continued • Implement Strategy - test innovative finance vehicles with private sector companies and such as Rewards or incentives for ecosystem services • Resource Mobilisation: Green Fund R45m and DFID leverage R45m and Rotary local and International • Monitor Fund impacts: GEF UNDP and other international best practice land management initiatives • Augment SC with additional members as deemed appropriate • Implement finance mechanism in priority landscapes • Umzimvubu/ Maloti Drakensberg (Upper Umzimvub extend it as resources open to Wild Coast) • Olifants catchment (Kruger to Thabakgolo communities) • Thicket Programme

  16. Criteria • Poverty issues and social inequality addressed promoting a rapid transition to a green economy • Biodiversity/natural resource/eco system management – demonstrating the creation of healthy and resilient livelihoods and landscapes • Partnerships are key promote scaling up, subsidiary, and are proportional to the challenges faced). • Sustainability factors • Replicabilityand scalability • Assist to shape Drylands Fund Policy and Strategy and within focal areas • Risks or likelihood of success • Readiness for impact- capacity to implement • Innovation

  17. Project Priority Selection

  18. Priority Landscapes for Ecosystem Services incentives Willing buyers Willing sellers Mechanism for PES in land restoration across landscapes Additional priority emerging landscapes are the Karoo, Northern Cape, Khosi Bay

  19. Olifants Programme

  20. The Area

  21. Thabakgolo Project • Driven by the Sekhukhune Traditional Authority and a local village pilot. Exploring innovative financial mechanisms for incentives and rewards for sustainable land use management ( forms of stewardship) • Workswith multiple levels of rural entrepreneurship initiatives -exploring innovative partnership institutional models - Entrepreneurship model - Thwii • Sharing lessons learnt to the wider Sekhukhune Kingdom and other adjacent Kingdoms

  22. Outcomes • Baseline studies (livelihoods and land/ecosystem values - MDGs, skills, food security, resources, ecosystem services) • SWOT analysis - Asbestos scoping report • Stakeholder assessment/empowerment/engagement • Common visioning ecosystem and adaptation based planning • Master Plan (conservation, expanded protected areas, productive areas and local economic/entrepreneurship and job opportunities). Integration with all other emerging regional plans and programmes ( backward forward upstream and downstream) • Feasibilities of key initiatives • Training programmes • Institutional building • Monitoring and reviewing • Phase 2 implementation of entrepreneurship programe with leveraging of private sector funding

  23. Amashangane • Secure community emergency priority capacity/ institutional development needs • Linkages and support to DEA planning process and other regional initiatives  (GEF, USAID, Corridors of Hope, Ivory Trail, Land Affairs, ARC and DAFF etc) • Mobilise private sector resources for sustainable land management practices and improved ecosystems services and livelihoods through designing and testing incentive and market based financial mechanisms • Technical support for at least 2-3 potential demonstration projects for enhancing ecosystem services and or finding new and or expanded markets to increase green job opportunities, entrepreneurship opportunities and incomes

  24. The Umzimvubu

  25. Eastern Cape ProgrammeUpper Umzimvubu Project • Improved land conditions and watershed service at six project sites. • Enhanced capacity of stewardship groups in the region. Removal of invasive species on 35,000 ha with co-financing from the national government. • Interested buyers of ecosystem services identified and at least five new value-add enterprises established in conjunction with development planning/scenario development. • Governance structure of freshwater PES structure piloted and aligned with economic development plans for the region. • Monitoring system established for assessing stocks and flows of fresh water in the Umzimvubulandscape and enabling analysis of changes based on different economic scenarios and valuation of the services. • South African government fresh water pricing strategy reflects lessons learned from the project.

  26. Thicket Restoration Programme

  27. Project Areas

  28. Indicative budget with GF funding

  29. Recommendations for the PSCfrom the Drylands Fund • Support of the PSC for the Drylands Fund submission for a grant of R45m to the Green Fund. • Secure R10m of this amount to be earmarked for the ABFRP Agency • Support of the PSC for requesting DEA to resource the Drylands Fund for R5m per year over the next three years to mobilise private sector investment in the Fund and to meet the funds minimal operational and project investment costs

  30. ABFRP Agency Project Guy Preston

  31. Background • Signatory Parties for the Addo Elephant Park, Baviaanskloof Nature Reserve, and the Park Great Fish River Nature Reserve Restoration Programme (ABFRP.) Account included DBSA, SanParks, DEA and ECPTA • The ABFRP has generated a Project Document which has been validated by internationally accredited validators against standards stipulated by the Verified Carbon Standard and the Climate, Community, and Biodiversity Alliance. This Project Document specifies how the implementation of the ABFRP needs to be undertaken and importantly how the ecosystem carbon stocks need to be monitored through time in order to generate verified carbon credits for sale • The Parties have agreed that the money generated and spent in the implementation of the ABFRP objectives will be transparently and responsibly managed with a minimum of transaction costs. In order to achieve this transparent and responsible management of the money, the DBSA has been charged by the Parties to establish a Project Implementation Unit (PIU)

  32. Objective • The objective of the ABFRP is to restore degraded thicket in three parks with a view to expanding beyond • Restoration will be achieved by planting cuttings of the indigenous tree P. afra in specific planting sites within the project areas

  33. Progress • Approved by DBSA Board • MOA signed by 4 parties • Agency created • VCR credits internationally validated • In process of registration potential to bring in R100m - R120m • R50 000 deposited into Agency by DEA • R30 000 committed to registration costs and audit • Presented concept to International and national forums, conferences and key potential buyers • Found potential buyers and developed a strategy for sales for discussion by SC members

  34. Interrelationship with the Drylands Fund • DrylandsFund is currentlyworking to raise funding from Green Fund and others to work with communities to restore Thicket biome – including supporting organisations to establish knowledge and institutional frameworks for managing the thicket biome and for mobilising further private sector resources • The planting and maintenance of the project sites under the ABFRP Agency will be financed through funds generated by the sale of carbon/biodiversity credits generated by the ABFRP. As it is currently not optimal to sell credits immediately, additional bridging financial arrangements need to be made to mobilise the programme. DEA have provided R50 000 for registration costs and SC meetings. Further bridging finance will come from the Drylands Fund (drawing from the Green Fund or other donations to the Drylands Fund) until time is optimal to sell credits

  35. Way Forward • Sign a Communication Agreement between Parties in order to finalize registration • SC site inspection of areas under planting to date • SC resolution on details of roles and responsibilities, methodology and funding flows • SC to decide on strategy and timing of sales • Agency to implement, monitor and report to SC • Acquire gap funding from Drylands Fund (through Green Fund donation)

  36. Recommendations for the PSCfrom the Drylands Fund and the ABFRP Agency • Support of the PSC for the Drylands Fund submission for a grant of R45m to the Green Fund. Secure R10m of this amount to be earmarked for the ABFRP Agency • Support of the PIU for requesting DEA to resource the Drylands Fund for R5m per year over the next three years to mobilise private sector investment in the Fund and to meet the funds minimal operational and project investment costs

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