What Does It Take To Be An Effective Business Model in...
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What Does It Take To Be An Effective Business Model in Conservation? – Lessons from the Global Tiger Initiative 1 10 th World Wilderness Congress – WILD10 Salamanca, Spain October 6, 2013 Andrey Kushlin Program Manager, Global Tiger Initiative
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What Does It Take To Be An Effective Business Model in Conservation? – Lessons from the Global Tiger Initiative
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10th World Wilderness Congress – WILD10 Salamanca, Spain
October 6, 2013
Andrey Kushlin Program Manager, Global Tiger Initiative
Range Collapse Represents the Asian Biodiversity Crisis. Popula9on – from 100,000 in 1900s to 3,200 today. Habitat – now 7% of historic. Declined by 40% over the past decade.
The Tiger Crisis: A Complex Challenge
The Tiger Crisis: 3 out of 9 subspecies of tigers are already extinct
The Tiger Crisis: Population and Habitat Trajectory
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Tipping Point
2020 Goal: Tiger Population Doubles
to at least 6,000
2020 Goal: Remaining Habitat Increases to ~12%
Tigers Extirpated from Bali: 1940s
Tigers Extirpated from Central Asia: 1970s
Tigers Extirpated from Java: 1980s
Tigers Extirpated from S. China: 1990s
Today
2050 Goal: Remaining Habitat Increases to
25% of Historic Range
2050 Goal: Tiger Population Increases to
20,000 individuals
Continued decline-China lifts internal trade ban on tiger parts
The Tiger Crisis
• 1972 – Indira Gandhi’s “Project Tiger”
• IUCN Red List
• 30+ years of dedicated conservation efforts
• Winning several battles…
• … but still losing the war…
• Indication of a profound biodiversity crisis
• Failed targets of Countdown 2010
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Why the Tiger Crisis? Poaching and illegal trade and trafficking … Habitat loss, fragmenta9on, and degrada9on …
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Why the Tiger Crisis? Poaching and illegal trade and trafficking … Habitat loss, fragmentaGon, and degradaGon … Both are driven by unprecedented, rapid economic growth
in the Tiger Range Countries of Asia (‘Tiger Economies’) The conserva9on sector is short on resources and capacity because it is s9ll
not an integral part of the development agenda
Capacity: Lack of management capacity, connecGvity and informaGon
Poaching of habitats: corrupGon, land grabbing
Poaching of wildlife: trafficking, illegal trade, transnaGonal issues and lack of coordinaGon among range countries on addressing demand
Urbaniza9on: 1.5 billion addiGonal people will move into ciGes by 2030
Infrastructure for Growth: $800 billion/yr. in infrastructure investment
Under‐resourced and poorly equipped sector
The Tiger Crisis: Cross-Section of Issues
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Apex predator
Indicator Species—tiger decline signals the decline of forest ecosystems across Asia, mature biodiversity
Iconic Cultural Symbol of Asia
Tiger protects the forest and gives stature
11 of 13 TRCs include globally significant biodiversity hot spots
Tiger landscapes are deep pockets of poverty
Why Tigers?
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Without the breath of a tiger, there will be no wind, only clouds, and certainly no rain.
The I Ching, Book of Changes
The Tiger Crisis Development Priorities Do Not Factor in the Value of Ecosystems
Conserving biodiversity
Human Capital
Carbon storage and sequestration
Watershed protection
Natural hazard regulation
Food security & agriculture
Recreation and tourism
Cultural services
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Diagram shows contribuGon of various ecosystem services to the Net Present Value of the Leuser Ecosystem, Sumatra, Indonesia.
GTI – Global Alliance and New Model for Biodiversity Conservation
13 Tiger Range Countries + International Partners
Working together for a common agenda, and a shared goal.
The Global Tiger Initiative
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Tiger Summit St. Petersburg, Russia November 2010 5 Prime Ministers, 13 ministers,
heads of int’l organizations
Co-hosted by Russia’s Prime Minister Putin and World Bank President Zoellick
St. Petersburg Declaration
Global Tiger Recovery Program (GTRP)
As the history of the ,ger shows, while engaging in development, we must focus on more than just economic ac,vity; we must also focus on such things as nature conserva,on.
‐ Vladimir Pu,n
The Global Tiger Initiative A Powerful Coalition for Change
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St. Petersburg Declaration
Parties strive to double the number of wild tigers across their range by 2022, by
Managing, preserving, protecting, and
enhancing tiger habitats
Eradicating poaching and illegal trade in tigers and tiger parts
Engaging local communities in conservation
Increasing habitat management effectiveness – capacity building
Developing sustainable financing
GTI Strategy for Change Broad-based Collaboration: High-level Political Will
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GTI Strategy for Change A Common Agenda
Global Tiger Recovery Program (2010‐22) One systema9c program that converts the poli9cal will of the St. Petersburg Declara9on into ac9ons: • Cabinet endorsements and
ministerial process • Addressing all major threats
(9 themes, cross‐sectoral) • Country‐driven
(94% naGonal, 6% global) • Costed ($350 m for 5 years) • Monitorable (sharp focus on Tx2,
plus 14 KPIs) • Flexible and mixed financing
arrangements • Secretariat at WB
(link to wider economic programs)
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Results of the GTRP Initial Phase (2010-2012)
Poli9cal Will and Authority • Cabinets of 8 Tiger Range Countries (TRCs) adopted
St. Petersburg DeclaraGon, GTRP • 10 new naGonal laws or regulaGons affecGng Gger conservaGon,
raGfied or amended • 1 TRC set a new ministry, another a regional training center • 4 new Gger reserves created • 10 new high‐level inter‐agency commissions / centers • 3 TRCs iniGated Gger recovery and restoraGon plans
TRC‐led Pla`orm for Knowledge Exchange and Collabora9on
• 8 MOUs between the TRCs, 1 MOU with Ministry of Defense • 800 senior execuGve and park‐level management staffers
trained
Leveraging Resources • Mobilized $214 m, or >60%, of incremental funds needed
for GTRP in the first 5 years (IDA, GEF, bilaterals)
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1. Strengthen front lines
2. Diligently conserve Gger habitat, inside and outside protected areas, against current and future threats
3. Engage communiGes in conservaGon
4. Enhance collaboraGon in transboundary landscapes and corridors, combajng illegal trade, eliminaGng illicit demand
5. Launch Gger restoraGon programs
6. Accelerate the flow of funds for acGon on the ground, fully fund GTRP by 2014
7. Partner with business and industry
8. Implement naGonal awareness strategies
9. Develop two‐year naGonal acGon plans and monitoring indicators
Thimphu Action Agenda, 2012 - Looking Forward
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2nd Asian Ministerial Conference (Thimphu, Bhutan) reconfirmed commitment to collec9ve ac9on and poli9cal leadership
Next Phase – GTRP Implementation Plan 2013-2014
• Released on the Interna9onal Tiger Day (July 29, 2013) in Kunming, China
• Flows from the decisions of the 2nd Asian Ministerial Conference on Tiger Conserva9on
• Organized around the Thimphu Ac9on Agenda
• Preparatory mee9ng in Bangkok during CITES COP – March 10, 2013
• All 13 TRCs revised and costed their Priority Implementa9on Ac9ons (PIAs)
• Commitments of 10 partners are reflected
• 14 Key Performance Indicators (KPIs) agreed by all TRCs
• First repor9ng cycle ends in December 2013
• Next mee9ng – March 2014, Bangladesh (tbc) 17
The Global Tiger Initiative Our Value Proposition
• Create a sense of urgency and scale
• Mutual accountability
• Bring Governments of range countries in the forefront
• Collaboration among stakeholders for the recovery of wild tigers across the range
• Connect policy makers and practitioners globally and locally
• Create collective impact across 13 range countries to achieve T x 2, by 2022
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Changing the Conversation about Conservation
The Status Quo and Extinction
Little or no political will
No common agenda
Lack of focused on tiger resources
Environment sector considered by many as anti-growth and low priority, and often talking to itself
Weak capacity for management of protected areas, little monitoring.
Lack of transparency and accountability
Poor communication and coordination among IFIs, conservation NGOs, limited regional coordination
Limited private sector engagement
Changing the Conservation
Political will at the highest level, Champions in the Range Countries and the World Bank
Coordinated Resources
Multi-Sectoral Engagement
Community of Practice, Mutual Responsibility and Transparency
Innovation, Incubating New Business Models
Peer Exchange Accelerates Learning
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GTI Strategy for Change How this works
GTI Catalyzes Change for Conservation Results—through Broad-based Collaboration, Practitioner Learning, and Innovation
InnovaGve SoluGons ‐ Incubate innovaGon
PracGGoner Learning
‐ Connect local to global knowledge
Broad‐based CollaboraGon
‐ Focus on gejng things done
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GTI CreaGng Space for LasGng Change
Global Tiger Recovery Program Provide training, equipment, technology, and resources to front line teams for protecGon.
Create inviolate core breeding areas and maintain the landscapes in which they are found.
Turn up the heat on poachers and traffickers through interdicGons at hot spots.
It is absolutely vital that impacts from St. Petersburg and the Global Tiger Recovery Program are felt on the front lines of conserva,on. Park rangers and forest guards need our help.
‐ Robert Zoellick
GTI Strategy for Change Ac9on on the Ground
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GTI Strategy for Change Practitioner Learning Since 2008
Implementing Smart Patrol and Collective Leadership in Thailand & Nepal
Cross Sector Executive Leadership Forums in Washington & Kuala Lumpur
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Since 2008, more than 800 senior executives and park managers received training on law enforcement, leadership, and how to bring conservation into development priorities.
World Bank/GTI introduced an integrated approach to “tiger-friendly” Smart Green Infrastructure
Mitigation Approach: avoidance, minimization, rehabilitation/ restoration, offsets
Integrated Spatial Planning (ref. ‘polarized landscape’)
Malaysia – Master Plan for the Central Forest Spine, an important tiger habitat
India - modeling impact of coal mines on wildlife corridors
Smart Green Infrastructure (SGI)
GTI Strategy for Change Innovative Solutions
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GTI Strategy for Change Innovative Solutions
“The International Consortium on Combating Wildlife Crime, launched <at the St.Petersburg Tiger Summit> in 2010, comprises the CITES Secretariat, INTERPOL, UNODC, the World Bank and the World Customs Organization.
It is widely regarded as one of the most significant achievements to date in achieving coordinated support for national enforcement authorities.”
United Nations Deputy Secretary-General.
High Level Event on Illicit Wildlife Trafficking
New York, 26 September 2013
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International Consortium for Combating Wildlife Crime (ICCWC)
GTI Strategy for Change Innovative Solutions
A platform for closer collaboration between business and policy makers for biodiversity conservation
Launched in June 2012 by the Confederation of Indian Industry (90,000 corporate members) and World Bank Group through the GTI effort
Interest to develop similar platforms through CEO roundtables in Singapore, South Korea, East Africa
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Indian Wildlife Business Council (IWBC)
Objectives
– Identify mechanisms for collaboration – Expand access to technical, managerial, and planning skills found in the private sector. – Create more sustainable business practices – Create livelihood opportunities and jobs for communities – Build on principles of CSR and shared prosperity
Wildlife Premium Market Mechanism + REDD
Knowledge Sharing Platforms
GlobalTigerInitiative.org
WildTigers list-serv
OpenParksNetwork.org
GTI is a Connector and Catalyst for Innovative Solutions
GTI Strategy for Change Innovative Solutions
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Strategy for Change Innovative Solutions
Open Landscape Partnership Platform
Launched by ScanEx, GTI, World Resources Institute, and other partners
Strengthens citizens’ voice for social and environmental accountability through crowd-mapping and open data tools
Builds capacity of local universities and land management organizations, e.g. protected areas, municipalities, forest complexes
Launched by Clemson University with US National Park Service and GTI
Global communication backbone & cyber infrastructure for parks and protected area management
Open Data Initiative
Captures and disseminates the best available science
Knowledge sharing platform for climate change, species loss, ecosystem change for the health and quality of life for people and the environment
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GTI Strategy Innovative Solutions
Global Leadership for Results in Conservation Program
The Leadership for Results in Conservation is a process to bring all relevant stakeholders to collectively deliver results
Facilitates replication of GTI Business Model
Key Issues: National Parks as Engines of Growth, Engaging Business as Part of the Solution, Frontier Learning in Science, Technology and Innovation for Conservation
Global Consortium on Leadership for Results in Conservation
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Wild Tigers recovery across the TRCs is
supported by a plan for collaboraGon
(GTRP)
Law Enforcement
System
ScienGfic Community
InternaGonal Donor System
Civil Society System
Governmental System
JusGce System
Business Sector Common Agenda
Shared Measurement
Mutually Reinforcing Ac9vi9es
Con9nuous Communica9ons
Backbone Secretariat
What Does it Take to be an Effective Business Model in Conservation? Collective Impact
GTI as a business model is not about saving a single species. It is about moving from isolated interventions to collective impact to address the common agenda articulated in the GTRP.
- John Seidensticker, Smithsonian Institution
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Lessons from the GTI
High-level political will and champions are essential and require sustained effort.
But, individual efforts are not enough to solve the Tiger Crisis, this takes collective impact.
Real and lasting change requires a country-driven agenda, one that links implementers on the ground with the high-level authority they need to get things done.
Regular and coordinated reporting has helped raise the profile of the challenges and priorities of TRCs and it has built capabilities in the process.
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Lessons from the GTI
GTI created a community of practice among the TRCs, especially among the Focal Points and Government Officials who have remained actively engaged.
A Secretariat is essential as it can magnify the impact of partners’ existing investments through coordination, measurement, and continuous communication and thereby accelerate the impact of large-scale change.
Funding collective engagement around a common agenda like the GTRP, helped GTI move beyond the isolated impact of individual organizations.
Until this is fully appreciated, mobilizing external resources may take time.
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New Directions Next Three Years
Country coordination to address the demand for wildlife parts
Mobilize additional resources
Expand the role of Wildlife Business Councils in conservation in India and at least two other countries
Replicate GTI’s business model to broaden collective engagement and results across all snow leopard range countries, and in Africa – emerging GTI Advisory Services
Roll out the consortium on Leadership for Results in Conservation Program linked with centers of excellence and practitioner networks in South Asia, Southeast Asia, Europe and Central Asia, and Africa.
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New Directions Next Three Years
Scale up the impact of South-South learning and knowledge exchange through the dissemination of the GTI Core Learning Programs, and face-to-face and e-learning engagement
Build the capacity and utility of the Open Parks Network to meet the needs of wildlife and biodiversity practitioners, parks and protected area professionals around the world
Pilot the Open Landscape Partnership Platform with ScanEx and others to strengthen citizen voice and accountability for wildlife and biodiversity conservation
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New Directions Applying Our Approach to Other Flagship Species
Initiative of the President of the Kyrgyz Republic to convene a high-level forum on Snow Leopard Conservation
Bishkek, October 22-23, 2013
12 range countries
Supported by the GTI and partners
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New Directions Applying Our Approach to Other Flagship Species
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Arabian Leopard – interest for high-level regional collaboration between Yemen, Oman and other range states
President of the African Development Bank interested in applying lessons from the GTI to boosting regional efforts to conserve African elephants, rhinos, and Great Apes
GTI Advisory Services
THANK YOU!
For more informa9on, see WWW.GLOBALTIGERINITIATIVE.ORG
