IUCN 2014 WORK PLAN AND BUDGET - Sierra Club...sections on One Programme Engagement, Planning for the World Parks Congress 2014, and the Framework of Action to Strengthen the Union.

Council document C/82/6.1 Rev 13.11.2013

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IUCN 2014 WORK PLAN AND BUDGET

Contents Introduction ........................................................................................................................... 3

Part I: Programme Priorities 2014 ......................................................................................... 3

Overview: Programme priorities by business lines and planned results for 2014 ........... 3

Programme Priorities 2014 .............................................................................................. 7

1. Providing Knowledge Products ................................................................................. 7

2. Delivering Results on the Ground ........................................................................... 13

3. Strengthening Policy and Governance .................................................................... 17

Part II: Leveraging the Union ............................................................................................... 20

One Programme Engagement ........................................................................................ 20

Planning for the World Parks Congress 2014 ................................................................. 20

Framework of Action to Strengthen the Union .............................................................. 21

IUCN’s Operations and Management ............................................................................ 22

Part III: IUCN’s 2014 Budget ................................................................................................ 28

Background ..................................................................................................................... 28

Summary ........................................................................................................................ 29

Income ............................................................................................................................ 30

Expenditure .................................................................................................................... 32

Allocation of Core Income .............................................................................................. 35

Capital expenditure ........................................................................................................ 37

Reserves ......................................................................................................................... 37

Risks Inherent in the Work Plan and Budget 2014 ......................................................... 37


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Introduction The 2014 Work Plan and Budget prepares for the second year of implementation of the 2013-2016 Programme and Financial Plan approved by the 2012 World Conservation Congress. This document presents an overview of individual work plans and budget submissions from IUCN’s programmes, regional offices and corporate and support units. The work plans of the Commissions are prepared jointly with the relevant Global Programmes and are hence integrated under these. For example, the IUCN Species Strategic Plan 2013-2016 is a detailed quadrennial plan that underlies the 2014 Work Plan of the Species Survival Commission (SSC) and the Global Species Programme (GSP). The IUCN 2014 Work Plan and Budget is a planning tool for the Secretariat and Commissions and an accountability mechanism especially for Council and also for the framework partners that provide core support to IUCN. The Work Plan addresses the issues raised in the 2011 External Review of IUCN. Under the One Programme approach, the Work Plan and Budget provides guidance to all IUCN components. Part I, Programme Priorities 2014, outlines what IUCN plans to deliver in 2014 against the Programme Areas and Global Results contained in the IUCN Programme 2013-2016. Part I has been organized along IUCN’s Business Lines and Programme priorities. Part II about Leveraging the Union highlights the contributions of the corporate and support units, and includes sections on One Programme Engagement, Planning for the World Parks Congress 2014, and the Framework of Action to Strengthen the Union. Part III, the 2014 Budget, presents a consolidation of the forecast income and expenditure for 2014, the allocation of core income, and an assessment of risk.

Part I: Programme Priorities 2014 The IUCN Programme 2013-2016 includes a set of Programme priorities that guide fundraising, resource allocation and implementation. In line with the 2014 Work Plan and Budget Guidelines (issued on 15 September 2013), the Work Plan summarizes the implementation in 2013 of Programme priorities and presents the planned activities and results for 2014. Three of IUCN’s four business lines1 are considered in this Part on Programme priorities: 1) Providing knowledge products; 2) Delivering results on the ground; and 3) Strengthening policy and governance. A summary of the status (as of mid-2013) and next steps of individual Programme Priorities is presented in Tables 1-3 below. The Tables are based on the Programme priorities included in the IUCN Programme 2013-2016, as approved by the 2012 World Conservation Congress. The Programme priorities are not exclusive, since obviously this Work Plan cannot cover everything that IUCN does. The fourth business line ‘Engaging and leveraging the Union’ is presented in Part II.

Overview: Programme priorities by business lines and planned results for 2014

This Work Plan is a composite of 26 programme-level work plans, covering IUCN’s Global Thematic Programmes, Commissions and Regional Offices. This analysis summarizes the degree to which programme level work plans have delivered in 2013 and plan to deliver in 2014 the Programme priorities for the 2013-2016 period. Overall, there is a good degree of fit

1 In 2012, IUCN adopted a new business model, which targets what people and partners value so much about IUCN that they are willing to pay for it, and then structures and develops the organization accordingly. The business model has four business lines: 1) Providing knowledge products; 2) Delivering results on the ground; 3) Strengthening policy and governance; and 4) Engaging and leveraging the Union.


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between the Union-wide Programme priorities and the global and regional work plan submissions, but there are some important gaps that need to be filled and prioritized for 2014. • Providing knowledge products: During 2013, IUCN progressed considerably in the

planning of the integration of the flagship, biodiversity related knowledge products, in particular creating links between the IUCN Red List of Threatened Species, the WCMC Protected Planet, the IUCN Red List of Ecosystems and Key Biodiversity Areas. The Natural Resource Governance Framework and the Human Dependency on Nature Framework are still at the concept stage, but will draw from the experience with the four existing knowledge products in setting standards for data collection etc. Each of the six flagship knowledge products (see below) involves Commissions, Global Thematic Programmes, Regional Programmes, IUCN Members and partners. Other knowledge products also contribute to the implementation of the IUCN Programme in 2014.

Table 1: Status and next steps of providing knowledge products 2013-2014

Priority Status as of mid-2013

Specific priorities / next steps

Providing knowledge products

Main priorities:

• Assessments, contributing data

• Use of assessment and planning tools

• Engagement of Commissions

• Make explicit the support to public and private decisions

IUCN Red List of Threatened Species (RLS)

• 70k+ assessments done

• Partnership building and fundraising • Use of Red List in project design • Contribution to Red List data collection by field projects • Priorities for assessments include plants, reptiles,

invertebrates, marine and freshwater species • Implement the Red List Strategic Plan • Celebrate the Red List 50th Anniversary in 2014

Protected Areas / Protected Planet

• Improving data quality

• Develop the Green List of protected areas, species and ecosystems and associated standards

Key Biodiversity Area (KBA) Standard

• Standard in preparation

• Complete and launch standard • Use of KBA standard in design of field projects • Identification of KBAs

IUCN Red List of Ecosystems (RLE)

• Methods in preparation

• Nearly 20 assessments, 20+ case studies done

• Resolve outstanding methodological issues • Agreeing on global classification of ecosystems to

underpin RLS, RLE, KBA • Doing assessments (Americas, Europe), raising funds for

additional assessments, tools and database; using the RLE method as risk assessment method for large interventions

Natural Resource Governance

• Concept in preparation

• Developing and testing the framework and specific tools • Prioritize engagement of Members and others applying

similar approaches

Human Dependency on Nature

• Concept in preparation

• Developing and testing the framework • Prioritize engagement of Members and others applying

similar approaches

Integration of flagship knowledge products

• Underway • Promotion and use in design of field projects (e.g. BIOPAMA)

• Follow-up on the IBAT (Integrated Biodiversity Assessment Tool) review

• Advance discussion on the flagship knowledge products as global public goods

• Use of overlaid RLS and WDPA data for protected areas planning in regions


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Table 2: Status and next steps of delivering results on the ground 2013-2014

Priority Status as of mid-2013 Specific priorities / next steps

Delivering results on the ground

Main priorities:

• Implementing, fundraising, learning

• Engagement of Members and Commissions

• Scaling-up in areas of particular IUCN expertise

REDD+ / Landscape restoration

• 50m ha pledged under Bonn Challenge for landscape restoration (150 million ha by 2020) supporting Aichi Target 15 implementation

• REDD+ implementation and lessons learned

• Field testing of REDD+ pro-poor approaches and payment / benefit sharing schemes

• Additional country or community-based pledges towards the Bonn Challenge (& Target 15) committed and registered

• Bonn Challenge countries or communities making pledges or pre-pledges supported with analysis, tools and capacity building to support credible implementation

• Landscape restoration field activities consistent with Bonn Challenge pledges designed and/or initiated with local partners

Mangroves for the Future / Global Coasts

• MFF operational in 3 Regions

• Concept for Global Coasts prepared

• MFF like programme activities implemented in 20 countries

• Global Coast Programme engaged with key industries and local stakeholders to address development conflicts

• Programme portfolio developed to a total value of CHF 15 million

BIOPAMA / Green List

• Green List • World Parks Congress • Status of management

effectiveness standards

• Promotion of Green List to comprise protected areas, species and ecosystems

• Use of management effectiveness standards – enhance management effectiveness and governance quality through national systems

• Planning for participating in World Parks Congress

Conservation of threatened species and their habitats (including SOS)

• 58 projects implemented on conservation of 150+ species and 12 million USD secured by SOS

• Technical advice provided and tools developed to guide wildlife conservation

• Integrated Tiger Conservation Programme developed

• 80 SOS projects implemented aiming at conserving over 200 species

• 2 USD millions secured by SOS Secretariat with support from IUCN networks

• SSC knowledge and network mobilized to guide conservation on the ground on specific threats or issues such as sustainable use, reintroduction, conservation planning, conservation breeding, use and livelihoods, invasives species

• 3 large tiger conservation projects initiated Ecosystem-based Adaptation (EbA)

• Over 60 projects underway with EbA components and a prototype learning framework established.

• Implementation of on-ground EbA initiatives that enable community driven adaptation

• Application of Learning Framework to all EbA–related project components

• Targeted dissemination of early EbA lessons and tools to close national and international climate and DRR (disaster risk reduction) policy implementation gaps

• Linkages between adaptation and mitigation at policy and field levels tested and documented

Water and Food Security

• Programme framework for food security in African growth corridors (SUSTAIN).

• Framework for learning and policy dialogue on i) ecosystem dimensions of food & ii) water-energy-food nexus

• Water governance projects underway in 9 transboundary river basins (BRIDGE).

• Implementation of SUSTAIN-Africa • Development of SUSTAIN components in

other regions • Dialogue and learning platforms on the

ecosystem dimensions of food security, including the water-energy-food nexus

• BRIDGE strategy implementation and expansion into new regions for improved water governance for water security

Area-based business engagement

• Multiple engagements underway

• Outcome orientated relationships with large footprint private sector organizations that address landscape level impacts

• Support for inclusive multi-stakeholder dialogue and engagement processes for multifunctional land-use outcomes with large footprint businesses


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• Delivering results on the ground: Well established programmes such as REDD+ / Landscape Restoration, Mangroves for the Future and Ecosystems-based Adaptation align well with the global Programme priorities. More recent initiatives such as BIOPAMA (Biodiversity and Protected Areas Management); Land, water and food security, and Area-based business engagement are also being picked up very well by Global Thematic and Regional Programmes in their work plans. The only Programme initiative that is still lagging momentum is Global Coasts. This gap will be filled through a combination of leadership by Global Thematic Programmes and targeted fundraising to ensure joint activities. During 2013, the Save our Species (SOS) programme increased its visibility with regional partners and donors, and further efforts will now be made to strengthen the alignment with Regional Programmes and Members’ activities.

Table 3: Status and next steps of strengthening policy and governance 2013-2014

Priority Status as of mid-2013 Specific priorities / next steps Strengthening policy and governance

Main priorities:

• Engagement of Members and Commissions

Strategic Plan for Biodiversity

• Aichi targets set / IUCN champions identified

• Supporting NBSAPs (National Biodiversity Strategies and Plans) and ABS (Access and Benefit Sharing) capacity building and development

• Implementation of Aichi Targets 11, 12, etc.

Gender policy and capacity building

• UNFCCC influenced on gender and climate change / 12 examples of national action plans / strategies

• Gender Climate Investment Fund Review

• Expanding coverage of Gender and Climate Change national action plans

• Include Gender considerations in financing mechanisms (Climate Investment Fund, Green Climate Fund and Global Environment Facility)

World Heritage support

• New Conservation Outlook tool for monitoring WH sites developed

• Supporting upstream WH processes in each region to ensure a balanced and credible WH list

• Support to Conservation Outlook reporting

CITES • Technical advice to CITES for 16th Conference of Parties; support in implementation of decisions

• Contribution to CITES Standing Committee 2014

• Participation in critical illegal wildlife trade meetings and follow up on key rhino and elephant meetings

UNFCCC • UNFCCC influenced on REDD+ regime/value of EbA

• Provision of technical advice and knowledge on impact of climate change on biodiversity

• Supporting national REDD+ policy development

• Analysing impacts of climate change on biodiversity and providing guidance for adaptation strategies

GEF • Awaiting accreditation as an implementing agency

• Implementing and executing GEF projects

IPBES • IPBES established, IUCN’s role identified in work plan to be approved by end of 2013

• Mobilizing knowledge partners for IPBES – e.g. drylands, species (pollination) – and aligning IUCN knowledge to IPBES processes

Nature based solutions

• Currently have 60+ field projects with potential messages on NBS

• Mapping policy targets, key messages in food security, economic development

Business development for environmental governance

• Payment for Ecosystem Services scoping paper completed

• Develop a business case for one or more new business opportunities within environmental governance

• Strengthening policy and governance: Well established activities such as supporting the Convention on Biological Diversity (CBD), Gender policy and capacity building, and supporting CITES and World Heritage Convention align fully with the global Programme priorities. The Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem


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Services (IPBES) is being increasingly targeted by Global Thematic and Regional Programmes as well as Commissions. IUCN is working on gaining accreditation with the Global Environmental Facility (GEF) as a project agency. Programme initiatives with policy-influencing goals on Nature based solutions to climate change, food security and development, and Business development for environmental governance are still in progress and need to be further developed and communicated for better alignment with the global Programme priorities. IUCN is fully engaged in a number of post-Rio+20 initiatives, such as the discussions on the Sustainable Development Goals and the Post-2015 Development Agenda. IUCN’s objective and influencing strategy is to ensure the integration of biodiversity and ecosystem services, and nature conservation in general, in the post-2015 sustainable development agenda which is meant to succeed the Millennium Development Goals framework.

Programme Priorities 2014

1. Providing Knowledge Products

IUCN’s flagship knowledge products are combinations of standards, data, processes, tools, and products developed and maintained by the Union as global public goods towards the conservation and sustainable use of the world’s biodiversity. Figure 1 presents the six flagship knowledge products mobilised through IUCN. This section reports on the progress in their development and implementation in 2013, as well anticipated activities and results for 2014. Figure 1: The six flagship knowledge products mobilised through IUCN

The IUCN Red List of Threatened Species The IUCN Red List of Threatened Species is one of nature conservation’s best established knowledge products. The Red List Strategic Plan 2013-2020, which is a subset of the IUCN


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Species Strategic Plan 2013-2016, was prepared jointly by the SSC, the GSP and the IUCN Red List Partnership, which includes IUCN Members. In 2013, IUCN continued to expand the taxonomic coverage of the IUCN Red List of Threatened Species with 7000 new species assessed, including reptiles, invertebrates, conifers and other plants, as well as marine and freshwater species. Red Lists have been prepared at the regional level in Asia, the Pacific, Europe, the Mediterranean Basin, the Caribbean and South America. The online training course was finalized and IUCN Red Listing capacity was developed in Asia, the Mediterranean Basin, South America, Africa, and the Caribbean region. The IUCN Red List was used to effectively inform policy and action; for example in Europe for freshwater and marine biodiversity, and in Morocco where IUCN provided technical support to develop new legislation on protected species. In 2014, IUCN will continue to expand the taxonomic and geographic coverage of assessments, especially in Asia, South America, West Asia, Central Africa, Eastern and Southern Africa and the Mediterranean Basin. In addition, the functionality of the website will be improved and targeted support will be provided to the fundraising initiative RL@50. The IUCN Red List celebrates its 50th Anniversary in 2014 and special activities are planned to commemorate this occasion. Protected Areas and the World Database on Protected Areas The World Database on Protected Areas (WDPA) was enhanced into the Protected Planet and is receiving continuous feedback from users for improvement. A contract was signed with UNEP-WCMC under the BIOPAMA project, which will provide financial resources to update WDPA for Africa, the Pacific and the Caribbean. In addition, Best Practice Guidelines on Protected Areas Governance were finalized and widely promoted. Translation from English to Spanish and French is underway. The IUCN Green List methodology is in the process of being developed and tested and a feasibility plan has been prepared to guide its implementation. Progress has been made to ensure that the Green List will comprise protected areas governance as well as biodiversity outcomes related to species and ecosystems. An updated Protected Planet report and other new knowledge products, including the IUCN Green List, and a suite of Protected Areas Best Practice Guidelines will be presented during the World Parks Congress (WPC, 2014). In mid-2014, the new Conservation Outlook Assessment for all natural World Heritage Sites will be delivered, linked where appropriate to proposals for the IUCN Green List. A Capacity Development Legacy is also planned to be launched at the WPC 2014. IUCN Red List of Ecosystems In 2013, at least 10 countries completed a national Red List of Ecosystems (RLE) assessment, mainly in the Americas (Brazil, Chile, Colombia, Peru and Venezuela), but also Morocco (in process) and the West Asia Region. These experiences generated valuable lessons on integrating the RLE with other knowledge products. In addition, funding was secured and a distributed RLE Secretariat has been established to manage the overall coordination, peer review and training for the RLE process. In 2014, a Red List of Ecosystems assessment for the Americas should be finalized and work on a RLE assessment for Europe initiated. A peer review process, standards and a Steering Committee will be established, and training of assessors (through collaboration with IUCN


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Members in Cambridge, UK) is also planned. The piloting of integration of knowledge products will begin with the Global Species Programme and Commissions. Natural Resource Governance Framework 2013 has seen methodological development of the Natural Resource Governance Framework (NRGF) including development of the conceptual framework, a set of tools for global and local applications, guidance for testing, and preliminary datasets. The Water Programme has contributed to the compilation of good practices by compiling knowledge on cooperation in transboundary water management from nine river basins. Support has been provided for the mainstreaming of gender in the Natural Resources Governance Framework. The World Commission on Environmental Law (WCEL) in collaboration with the Environmental Law Programme is developing a legal component of the framework and produced a concept paper outlining a possible approach for assessing the effectiveness of environmental law. The Commission on Environmental, Economic and Social Policy (CEESP) is responsible for on-the-ground testing of the framework. The Regions in West Asia (ROWA) and Central and West Africa (PACO) are also testing the tool on the ground. In 2014, these activities will be taken forward and a compilation of best practices on the ground and legal and policy analysis will be completed. Human Dependency on Nature Framework In 2013, the content, scope and next steps of the Human Dependency on Nature Framework (HDNF) were defined through Commission (CEESP) and Secretariat collaboration. By the end of 2013, IUCN expects to have an agreed concept and roadmap in preparation for an inception meeting in 2014, and sufficient funding for further development of the framework and testing on the ground. In 2014, IUCN plans to define a conceptual framework and tools and methodologies to collect primary data, and also plans to work on the protocol to screen and standardise data from secondary sources. IUCN will identify case study sites and begin to pilot test data collection instruments through several Regional Programmes, including Asia (ARO and West Asia (ROWA). Mainstreaming gender will be a priority. IUCN will also explore potential knowledge uptake pathways and assess how HDNF can be integrated with other knowledge products. Key Biodiversity Areas In 2013, new global standards for the identification of sites of high biodiversity conservation significance and for freshwater systems analysis helped to strengthen the Key Biodiversity Areas (KBAs) methodology. Various Programme Units and Regions have actively supported the testing of the standard. As an example, the Invasive Species Programme, in collaboration with the Southern African Development Community, is working on the identification of KBAs and the threat of Invasive Alien Species for five cooperating Lake Victoria Basin states. In 2014, the KBA standard will continue to be rolled out in field projects in West Asia and through testing in the Mediterranean Basin (Freshwater KBAs), Eastern and Southern Africa (through the CEPF, cf. Box 1), South America, and the Business and Biodiversity Programme.


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Integration of the Flagship Knowledge Products The objective for integration of the flagship knowledge products mobilized through IUCN is to influence decision-making processes relating to nature and natural resources in an integrated manner. It is suggested that the highest priority “decision contexts” (i.e., types and sectors of decision-making) to be targeted by the Union are the following: • Land- and sea-scape planning: The most direct application of flagship knowledge product

integration is national, regional and local land- and sea-scape planning processes, including sector planning that operates through local, state, or provincial government identities.

• Standards and safeguards: A growing awareness of the degree to which detrimental environmental and social impacts can jeopardize investment decisions is part of the decision-making processes of many companies and organizations. IUCN is harnessing knowledge product integration to inform application of private sector standards and safeguards through the Integrated Biodiversity Assessment Tool (IBAT). Much potential exists to expand support to existing standards and safeguards policies, and to guide new ones from emerging financial institutions.

• Biodiversity-positive decisions: IUCN’s knowledge product integration also aims to

catalyse new decisions and enable better decisions by those institutions which establish policies and make investments to support biodiversity in its own right.

• International and national processes: Many national governments and most

intergovernmental treaties implement policy around strong planning frameworks (e.g. CBD). While the integration of flagship knowledge products convened through IUCN will support such policies, the main influence of knowledge product integration will be in supporting policy delivery and measurement.

Figure 2 illustrates the relationship among these four decision contexts.

Box 1: Through the Critical Ecosystems Partnership Fund (CEPF), a number of civil society organisations, including IUCN Members, were supported to conduct assessments aimed at strengthening the management of KBAs across the Eastern Afromontane biodiversity hotspot. Examples of grants awarded include: Birdlife Zimbabwe, for strengthening the management of a cluster of KBAs in the Chimanimani-Nyanga Mountains biodiversity corridor; Flora and Fauna International for the establishment of Mt. Mabu (a KBA in northern Mozambique) as a new protected area. Studies undertaken in previous years – such as a valuation of the natural resource base in drylands (North Kenya) – are being used in multi-stakeholder dialogues at different levels to influence investment and decision-making processes. IUCN will also lead the CEPF Regional Implementation Team in Asia and for the East Melanesian Islands. From 2013 to 2021, IUCN will oversee CEPF’s investments to support conservation in 20 key biodiversity areas covering a total of 1.5 million hectares. Within the strategy, one of the priorities is to safeguard prioritised, globally threatened species by addressing major threats and information gaps.


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Figure 2: Influencing decisions impacting nature through four decision contexts

Assessment of integration of knowledge products ‘Integration’ of flagship knowledge products means that the different products will be made to ‘talk to each other’ but will not be formally merged. Three types of integration are necessary: • Fundamental dependence of one flagship knowledge product on another. Some of the

flagship knowledge products can only meet their full potential by drawing on information from the others. Example: Key Biodiversity Areas will require input data from the IUCN Red List of Threatened Species and the Red List of Ecosystems, among other information, to identify sites of significance for biodiversity.

• Establishment of consistency among classification schemes and data definitions used by the flagship knowledge products. These encompass standard classifications of habitats, threats, conservation actions, use and trade, livelihoods, and ecosystem services.

• Analytical integration, to use combinations of two or more of the flagship knowledge products to inform specific questions and decisions. Example: protected area gap analysis is informed by analytical integration of Protected Planet and Key Biodiversity Areas, which indicates both protected areas significant for a given species or ecosystem, and also currently unprotected sites significant for the species or ecosystem.

Good progress has been made on the dependence among knowledge products, in particular through establishing requirements for input of the Red List of Threatened Species and Red List of Ecosystems as criteria for the identification of Key Biodiversity Areas, and of the World Database on Protected Areas in supporting Key Biodiversity Area delineation. In early 2014, two IUCN Commissions (CEM and SSC) will agree on consistency of classification schemes and data definitions between the Red List of Ecosystems and Red List of Threatened Species. Meanwhile, analytical integration has advanced in the context of provision of the flagship knowledge products to inform risk management in the private sector (the “standards and safeguards” decision context) through the Integrated Biodiversity Assessment Tool (IBAT), as


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well as to guide protected area gap analysis in preparation for the 2014 World Parks Congress (the “biodiversity-positive” decision context). The preliminary work during 2013 on knowledge product integration mobilized considerable interest within the Union and with external partners. In 2014, IUCN will develop an overall plan for knowledge product integration, maintaining a focus on the six flagship knowledge products and including documentation of decision contexts and how the different products should be communicated online. Moreover, IUCN will support the roll out of the Red List of Ecosystems and Key Biodiversity Areas, and further development of the Natural Resources Governance Framework and Human Dependency of Nature Framework. IUCN will conduct a study to assess the cost of development and maintenance of the flagship knowledge products. This will also support flagship knowledge product application by the private sector (implementation through IBAT) and by international financial institutions (implementation for example through the World Bank). IUCN aims to support the implementation of flagship knowledge product integration to inform national land and marine planning processes in at least one country. Other knowledge tools and products IUCN also offers other tools and products that influence results on the ground, governance and policy change. In 2013, among the tools and products that support change on the ground, the focus was on REDD+ and how to measure the impact of its interventions through the Forest Poverty Toolkit, in addition to the provision of legal support to the REDD+ Pro-Poor Project. The Forest Landscape Restoration Economic Framework is a generalized economic framework for quantifying the costs and benefits of restoration interventions that has been applied for assessments in Ghana and Rwanda. This work generated new information and knowledge on potential contributions of forest landscape restoration to traditional farming systems and integrated watershed management. On area-based business engagement, IUCN has been working with Rio Tinto to develop a set of decision-support tools, including ecosystem valuation for the company (and potentially the sector) to use across dewatering operations globally. IUCN completed a water risk framework for business and incorporated it into IUCN strategies for mobilising investment in nature-based solutions for water and food security. The SSC Invasive Species Specialist Group has developed the Global Invasive Species Database, which is under continuous development. A new website is being developed and integration with the IUCN Red List of Threatened Species will be further enhanced. The Forest Poverty Toolkit will be tested in 2014 to help countries, donors and practitioners assess the impact of REDD+ on livelihoods and biodiversity. An extended version of the toolkit will be applied in Ghana, Mexico and Peru, and REDD+ legal support will also continue in 2014. Landscape restoration activities in Miyun (China) will be supported with analysis, tools, capacity building and national policy influencing. The growing knowledge base on forest dependency will be used to influence national and international development policies. This will include applying what is learned to enhance forest governance arrangements, to influence the policy for Sustainable Forest Management in countries under the European Neighbourhood Policy Instrument (ENPI). It is expected that in 2014 IUCN’s Ecosystem-based Adaptation (EbA) learning framework will be in place across the Union, gathering learning about disaster risk reduction and resilience through an evolving resilience group and network. ECOLEX is another knowledge product used to influence policy within environmental law (see also Box 2). In 2014, the “Explanatory Guide


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to the Nagoya Protocol on Access and Benefit Sharing”, which is now available in English and Spanish, will be translated into Chinese and French. IUCN plans to develop the Environmental Gender Index in collaboration with an international group of experts and donors, and to develop guidance for Ramsar Parties on water resources management. 2. Delivering Results on the Ground

REDD+ / Forest Landscape Restoration (FLR) In 2013, IUCN improved the geographic balance of the REDD+ project portfolio by including Mexico and Peru. Concept development (especially in relation to FLR’s role in reducing emissions) was supported in Vietnam, El Salvador, India and Kenya. Examples of key outcomes are: the creation of a mechanism for the distribution of REDD+ benefits in Peru, and capacity building in Mesoamerica on climate change mitigation tools and REDD+ pro-poor mechanisms. IUCN clarified its role in advancing the pro-poor approach within the rapidly evolving REDD+ environment of UN-REDD and the Forest Carbon Partnership Facility (FCPF). As regards Forest Landscape Restoration, there are more than 50 million hectares of pledges and pre-pledges to the Bonn Challenge of restoring 150m ha of degraded lands by 2020, and a major programme was initiated to provide knowledge, tools and capacity that will help define and implement pledges. In Ghana the findings of a national assessment of restoration potential were integrated into the national REDD+ strategy. In Kenya and Uganda, IUCN worked with local communities to develop sub-catchment and rangeland management plans which are being used to inform planning and investment by local governments. Related to the work in restoration, in 2013 IUCN provided support to the Southern Africa Development Community for the revision of the Sub Regional Action Programme to Combat Desertification, which should provide a platform for implementation in 2014. In addition, IUCN provided support in the conservation of dryland landscapes in Botswana, the Sudan and Jordan. Learning forums on sustainable pastoralism have been conducted with government staff and pastoralists in 10 countries. In 2014, IUCN will demonstrate policy options addressing the interface between forests and agriculture (see also Box 3), to facilitate integration of pro-poor and benefit sharing approaches into national and regional REDD+ strategies. IUCN will also demonstrate field testing of REDD+ pro-poor approaches and payment / benefit sharing schemes. Under the Bonn Challenge initiative, pledges will be registered within a credible peer-to-peer process to assist implementation follow-up. IUCN will also aim to support the negotiation and implementation of national FLR strategic frameworks in three additional countries, with a

Box 3: Analysis has shown that landscape restoration which integrates traditional farming systems can deliver greater economic and carbon mitigation benefits than other land uses (e.g. avoided deforestation). These findings were extracted from pioneer work in China’s Miyun watershed and built into an assessment of the Forest Landscape Restoration potential for watersheds serving all of China’s mega-cities.

Box 2: The project entitled “Capacity Building on Protected Areas Law”, which started in 2013, is a joint endeavour of the World Commission on Environmental Law, the Environmental Law Centre, the IUCN Academy of Environmental Law, the World Commission on Protected Areas and IUCN Regional Offices in Mesoamerica, West and Central Africa and Eastern and Southern Africa. The projects aims to strengthen endogenous capacity in protected areas law by producing a set of educational tools (online learning tools, hard-copy, and face to face instruction) for teaching protected areas relevant law at university and practitioner education levels. In 2014, project implementation includes curriculum and training material development for wider use.


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focus in West and Central Africa, Mesoamerica and Eastern and Southern Africa. IUCN will support the elaboration of integrated management plans for sustainable use of natural resources and biodiversity components in Mesoamerica and Central Africa. On the conservation of drylands, IUCN will continue to capture lessons from field experiences to scale them up, with a special focus on West Asia. Mangroves for the Future IUCN’s Mangroves for the Future (MFF) is a well-established initiative focused on providing a collaborative platform for the many countries, sectors and agencies tackling the challenges to coastal ecosystem conservation and livelihood sustainability. In 2013, MFF has been operational in Asia, West and Central Africa and Eastern and Southern Africa. In Asia (see also Box 4), the focus was on introducing resilience to climate change and natural hazards into the initiative. In Eastern and Southern Africa the focus has been on operationalising MFF in the region through the Resilient Coasts Initiative in the Western Indian Ocean. In 2014, MFF plans to implement project activities in 20 countries with a project portfolio of a total value of CHF 15m. In West Asia, the Global Coast Programme will engage with key industries and local stakeholders to address development conflicts. In West and Central Africa, in addition to the promotion of a MFF Programme on the Atlantic Coast, the implementation of the Regional Framework for Mangroves and their national management plans will be aligned with the Abidjan Convention. Protected Areas IUCN works extensively through its Members on establishment and improved management effectiveness of protected areas. In 2013, the focus was on improving capacity for effectively managing protected areas. Through the implementation of BIOPAMA, capacity building activities were carried out in the Indian Ocean island nations, Mesoamerica, Eastern and Southern Africa and West and Central Africa. In North Africa, IUCN supported the development of a regional action plan to strengthen conservation and management efficiency. In 2014, as part of the second year of implementation of BIOPAMA, regional capacity development programmes will be implemented in South-Eastern Europe, West Asia and, Eastern and Southern Africa and West and Central Africa. The IUCN Green List will be pilot tested in three countries (Colombia, Republic of Korea and France) before additional application in Kenya, Italy and Andalucía. IUCN will also support the elaboration of protected areas management plans in Albania, Montenegro, South-Eastern Europe and the West Bank (West Asia), and will work in the dissemination of tools for management effectiveness in West and Central Africa and South America. Wildlife Conservation • Save Our Species SOS is a partnership managed by IUCN. It has committed a total amount of USD 9 million to 88 projects around the world over the last three years. Dolphins, dugongs, manatees, gibbons, rhinos, tigers and many other lesser known, yet similarly threatened species such as river

Box 4: In Asia, during 2013, Mangroves for the Future has progressed to include 10 member countries with Cambodia being the most recent addition. The programmatic focus is on enhancing the resilience of coastal ecosystems and its constituent local communities to the impacts of climate change and other related natural hazards. In 2014, the focus will be on enhancing the capacities of coastal zone management agencies and other stakeholders towards influencing coastal zone management policies in MFF countries.


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turtles, Asian crocodiles, flying foxes, myriad freshwater fish and plant species, benefited from the second round of species conservation projects under the SOS initiative. These projects have been implemented by NGOs across the Americas, Africa and Asia, of which many are IUCN Members. These activities will be taken forward in 2014 with a new call for proposals and an emphasis on fundraising. • Integrated Tiger Conservation Programme Following the SOS model, a large tiger programme has been developed with KFW (Kreditanstalt für Wiederaufbau). Large grants will be made to key conservation organisations working in tiger landscapes. Preparation of the programme will be finalized by the end of 2013, and implementation to start in 2014. • Provision of technical advice and knowledge on species conservation The SSC will continue to deliver technical advice, providing knowledge or developing guidelines through its numerous specialist groups in particular through its disciplinary groups working on topics such as reintroduction, health, invasive species, use and livelihoods, conservation planning or climate change. Ecosystem-based Adaptation In 2013, IUCN launched the EbA learning framework across the Union, to provide an umbrella structure for learning from all field interventions dealing with EbA. Among the main field interventions is the Mountain EbA Project, which is being implemented in Nepal, Uganda and Peru. The Ecosystems Protecting Infrastructures Project (EPIC), recently operationalised, will support the demonstration of ecosystem-based Disaster Risk Reduction (DRR) and the collation of scientific evidence. A joint project between the Environmental Law Centre and the Regional Office for Mesoamerica on ecosystem-based adaptation to climate change in the water context was also completed. Related activities to continue promoting EbA and DRR jointly have involved other actors in the field such as the work carried out by the Ecosystems and Livelihoods Adaptation Network (ELAN) and the Partnership for Environment and Disaster Risk Reduction (PEDRR). IUCN has also been involved with UNFCCC related processes, and coordinated an integrated approach to international climate change policy. In 2014, these activities will be taken forward with particular emphasis on the EbA learning framework and its implementation within IUCN; initiating the DRR learning (through the EPIC project) and promoting environmental tools for DRR; advancing a comprehensive landscape approach to climate change mitigation across global programmes; raising awareness of IUCN’s national and landscape efforts to address REDD+, consistent with IUCN’s work on EbA and climate change gender action plans; and, clarifying the overlap between terrestrial mitigation and adaptation potential (including mangroves) to influence national FLR/REDD+ strategies. Land, Water and Food Security This initiative on nature-based solutions for water, land and food security, and green economy was launched in 2013. Initial efforts focused on building tools and approaches for sustainable land and water management. Among the main outcomes is a study on environmental governance for food security in East Africa that will provide direction to support stronger engagement between communities and the local government for greater accountability and participation. Resources have been secured for implementing projects related to: sustainable fisheries management in Tyre (Lebanon), building a regional knowledge network on systemic approaches to water management resources, food security in African growth corridors (SUSTAIN), the ecosystem dimension of food and the water-energy-food nexus, and water governance in nine transboundary river basins (BRIDGE). In Oceania, the Low Carbon Islands project is designed to work with household and local businesses to build sustainable markets for renewable energy and energy efficient products. Other regions that have been actively


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involved in the development of this initiative include the Regional Office for Mesoamerica by incorporating nature-based solutions in climate change and socio-economic development policies. These activities will be taken forward in 2014, aiming to enable integration of investment in management of landscapes and natural infrastructure into large-scale investment in development corridors. For example, in West Africa, the focus will be on fostering local dialogue on effective distribution of benefits of hydro-agricultural infrastructures, and support for the decentralisation of water resource governance in six countries. Global Coasts 2013 was the first year of implementation of the Global Coasts initiative, as IUCN developed the concept of natural solutions for coastal risk management. The aim is to build capacity for coordinated responses to coastal risks using marine spatial planning and Integrated Coastal Management approaches at local, national and sub-regional level. In the Indian Ocean region, IUCN is developing collaboration with major industrial partners and stakeholders to manage coastal development in a way that does not severely compromise biodiversity, coastal productivity or local communities. The Global Coasts Initiative is being implemented in West and Central Africa, Eastern and Southern Africa and the Mediterranean Basin. In 2014 IUCN will continue to build a network to support coastal work, to link to other initiatives, and to establish policy links with a variety of processes, including in particular the Aichi Targets. Area-based Business Engagement In 2013, IUCN has emphasized the need for landscape based approaches beyond the existing fence of business operations. The net positive impact (NPI) concept that integrates the mitigation hierarchy incorporates biodiversity values into the planning and accounting systems of Rio Tinto. With the establishment of the NPI alliance, the acceptance and roll out of this concept was extended to others, including the International Finance Corporation, IFC. The ambition of the alliance is to include others sectors (non extractives). IUCN has also developed tools for managing biodiversity impacts (direct and indirect) across full value chains. In 2013, IUCN focused on action on the ground and demonstration of transformational change mainly with large footprint companies (Holcim, Shell, Rio Tinto) and addressed the full value chain in areas such as biofuels and aluminium (ASI). Other relevant outcomes in 2013 include a feasibility study on incentivizing the private sector to invest in forest landscape restoration; guidance to a consortium of liquefied natural gas operators and other industry actors in Mozambique with regard to gas extraction and shipping activities in a particularly sensitive biological area; a water risk framework for business; and multiple interventions in Asia, South America, West Asia, Eastern Europe, the Mediterranean Basin and West and Central Africa. In 2014, the focus will be on developing NPI experience on the ground with Rio Tinto in Madagascar as an additional verification pilot. IUCN will match the key issues identified around NPI (biodiversity offsets) with thresholds for scaling up this concept and will document best practices with cases studies. IUCN will establish the framework conditions for joining and contributing to the NPI alliance. IUCN will also establish a process to identify the correct unit of biodiversity to measure and monitor impact for multiple sites (Biodiversity impact indicators for Holcim).


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Other Results on the Ground Change in governance is both a result and a driver of change on the ground. In 2013, IUCN implemented projects in Asia, Latin America and Africa focusing on governance at multiple levels and scales. IUCN works on local governance issues for water, indigenous peoples, forest management and access to markets, often in transboundary settings and typically resulting in a new or strengthened civil society network, new laws and governance arrangements, and in many cases, new access to markets. Highlights in 2013 include implementation of a payment for ecosystem services mechanism in the Niger Basin; implementation on the ground of the recommendations of the Regional Forest Governance Initiative as part of the framework for the governance of natural resources in West and Central Africa; creation of multi-stakeholder platforms for forest governance in Mesoamerica; consolidation of local structures for transboundary watershed management and water governance in Mesoamerica and South America; and building the capacity of indigenous peoples’ organizations to create and operate governance platforms and engage in environmental advocacy in Mesoamerica and South America. In Oceania, IUCN is leading the Green Growth Coalition Project, which seeks to create a coalition of Pacific Island leaders in key development sectors who can drive the introduction and implementation of green growth and sustainability principles in policy and decision making in their own countries. These activities will be taken forward in 2014 with a particular emphasis on the following: implementing payment for ecosystem services mechanisms, particularly in West and Central Africa; promoting integrated water resources management; protecting and conserving ecosystem services as measures for climate change adaptation; supporting food security by sustainably managing agro-productive ecosystems and analyzing climate change policy; and using IUCN’s growing knowledge base on forest dependency to influence policy. 3. Strengthening Policy and Governance

Strategic Plan for Biodiversity and Aichi Targets In 2013, all components of IUCN (see also Box 5) supported the Parties to the Convention on Biological Diversity by providing policy and technical advice on the implementation of the CBD Strategic Plan and the achievement of the Aichi Targets. Specific support was provided towards meeting the Aichi Targets on ocean protection and the maintenance and application of traditional knowledge in conservation. IUCN was also involved in the development of revised National Biodiversity Strategies and Action Plans (NBSAPs) and supported the use of the “Explanatory Guide to the Nagoya Protocol on Access and Benefit Sharing”. IUCN has a CBD-related project portfolio worldwide that addresses: integrated planning to implement the CBD Strategic Plan and increase ecosystem resilience to climate change; support for Aichi Targets related to policy and governance in Mesoamerica; revision of NBSAPS in Pakistan and other Member countries; implementation of Targets 11 and 12 in West Asia and the Mediterranean Basin; and knowledge on legal frameworks and market opportunities with regard to Access and Benefit Sharing in South America.

Box 5: In support of the Strategic Plan for Biodiversity and the Aichi Targets, the Commission of Education and Communication (CEC) launched an e-learning course for capacity building of conservation communicators on ‘strategic communication’ and ‘how to use story-telling’ to raise awareness and trigger action for biodiversity (linked to Aichi Target 1). CEC also provided targeted capacity building in Asia (China), South America (Colombia – with National Parks Colombia) and Africa (various countries) in a series of communications, learning and organizational topics; as well as targeted support to the National Biodiversity Action Plans process under the CBD. These activities will be taken forward in 2014.

http://www.frogleaps.org/topic/what-will-i-learn-2


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In 2014, these activities will be taken forward to implement IUCN’s influencing strategy, which includes coordinating IUCN’s contributions to the Strategic Plan’s implementation and implementing IUCN’s NBSAPs Engagement Strategy. To achieve these goals, IUCN supports synergies among multilateral environmental agreements and builds capacity for ABS and NBSAPs. Gender In 2013, IUCN supported the mainstreaming of gender considerations in key global environmental processes. For REDD+ initiatives, IUCN supported the development of the UN REDD Programme, the Forest Carbon, Markets and Communities Programme (FCMC) and a gender road map in Mexico. Support for gender mainstreaming was extended to work on land, water and food security in the context of green growth. For this purpose over 500 IUCN Members, Secretariat staff and partners were trained on gender mainstreaming in the environmental sector. Gender was also incorporated in the design and implementation of climate change strategies. Three new Climate Change Gender Action Plans (ccGAP) were developed in Bangladesh, Nepal and Mozambique and more than 500 people were trained on gender and climate change. IUCN supported Latin American Ministries of Energy to address gender considerations and climate change in their policies and actions. In Central Africa, national and regional native women’s organisations were supported to participate in REDD+ national processes, and in West Asia the coverage of Gender and Climate Change national action plans was expanded (12 examples of national action plans/strategies). These activities will be taken forward in 2014 in addition to establishing the National Chapter of the Global Gender and Climate Change Alliance and implementing gender and REDD road maps in at least three countries. IUCN will also support the implementation of mechanisms to ensure gender consideration within the new Climate Change Framework under the UNFCCC, expand the coverage of gender and climate change national action plans and include gender considerations in financing mechanisms (Climate Investment Fund, Green Climate Fund and Global Environment Facility). World Heritage IUCN provided technical support to the implementation of the 2013 cycle of activities that includes evaluations of new natural World Heritage nominations, state of conservation reporting and priority setting and gap analysis for new World Heritage nominations. These activities will be taken forward in 2014, focusing on supporting Parties through IUCN’s regional structures. Examples of such work include South Eastern Europe supporting State Parties in the World Heritage Upstream Process through two pilot projects (Dinaric Karst and Lake Ohrid); West Asia securing funding for a WH Programme in the Arab States; and in Eastern and Southern Africa IUCN is participating in the working group established to develop a proposal for a policy on the integration of sustainable development into the processes of the World Heritage Convention. United Nations Framework Convention on Climate Change In 2013, IUCN continued to support climate change negotiations and promote the pro-poor and pro-biodiversity aspects of REDD+ policy and its implementation. These activities will be taken forward in 2014, with the aim to feed lessons from land restoration programmes to the negotiations. IUCN will also support national REDD+ policy development, particularly in West Asia.


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CITES (Convention on International Trade in Endangered Species) In 2013, the IUCN Secretariat and SSC participated in the CITES Conference of the Parties (COP 16) as an objective advisor to CITES. IUCN actively contributed to key outcomes including the high profile shark listings. The IUCN SSC Shark Specialist Group was instrumental in providing information needed to get several shark species listed on Appendix II – this was a major conservation success that had not been possible in previous years. In 2014, IUCN will continue supporting CITES through ongoing work with governments and other agencies who request support. IPBES (Intergovernmental Platform on Biodiversity and Ecosystem Services) IUCN worked throughout 2013 with IPBES to define the working relationship and expectations between the two organizations. In 2014, the work will focus on the identification, preparation and dissemination of relevant policy briefs. West Asia will mobilize knowledge partners for IPBES on drylands and species (pollination) issues. Nature Based Solutions (NBS) IUCN is steadily progressing in building its position on nature-based solutions within policies for climate change, food security and development, as well as on business development for environmental governance. Related to NBS, local communities in various regions are participating in dialogues to influence policy and enhance the role of civil society in these processes. These dialogues address considerations such as benefit-sharing mechanisms, policies and norms around tenure, access, and rights. In 2014, IUCN will collect feedback from these processes to map policy targets and key messages in food security and economic development at the regional level. Other policy and governance For many years, IUCN has been a key provider of technical advice to multilateral agreements such as the Ramsar Convention, which is hosted by IUCN in its headquarters, and the Convention on Migratory Species (CMS) and its numerous “sub-agreements”. This work will continue. IUCN and the Ramsar Secretariat, with its new leadership, are intensifying management and technical cooperation. Engagement with CMS will be strengthened globally and for regional agreements such as ACCOBAMS for the Mediterranean region. On environmental governance within the business sector, IUCN worked to engage the private sector in landscape-level development projects. In 2014, the aim is to attract more donors, use case studies to document the current regulatory enabling framework, provide recommendations for changes in regulatory frameworks and promote these at sector level (with a focus on mining sector). IUCN is currently working to gain accreditation with the Global Environmental Facility as a project agency. Management procedures are being established and improved to be able to meet GEF’s requirements. If approved, IUCN will in 2014 define a programme of work, including a first round of projects to be funded under the GEF.


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Part II: Leveraging the Union

One Programme Engagement

IUCN’s Regional and Global Thematic Programmes have reported on the extent of engagement and collaboration between the Secretariat, Members, National/Regional Committees and Commissions in delivery of the Programme for 2014. Across all IUCN programmes, approximately 60% of the work will be delivered with Members (up from 50% reported in 2013), 50% with Commissions (up from 40%) and 12% with National/Regional Committees (up from 5%). This evidences an increasing trend in One Programme Engagement across the Union. IUCN has also collected data on how Members are typically engaged, noting that the role of Commissions has always been apparent in joint work plans with the Secretariat. The Regional and Thematic Programmes display a range of levels of engagement across the Union, with some implementing 100% of their projects with or through Members or Commissions: SUR, Biodiversity Conservation Group, Ecosystem Management Programme and the Mediterranean, to cite a few. Typically, vis-à-vis Members, IUCN acts as a: • Convener and facilitator of governments and civil society, across a range of sectors and in

transboundary situations, all in support of biodiversity conservation and natural resource management. Examples include the African Elephant summit in collaboration with SSC and the Government of Botswana and the Fair Coasts initiative with CORDIO (Coral Reef Degradation in the Indian Ocean).

• Coordinator and joint implementer making use of Members’ capacities in implementation of major IUCN initiatives such as supporting REDD+, coastal management, forest landscape restoration and protected areas. Examples include The Forest Process, several IUCN Members verifying the net positive impact protocol, and five of six Commissions working on the Congress Resolution “Biodiversity offsets and related compensatory approaches”.

• Grant-maker and fundraiser through grant-making schemes in Central Africa (Central Africa Regional Programme for the Environment) and Asia and West and Central Africa (Mangroves for the Future), and globally through the Save Our Species fund.

• Capacity builder: IUCN builds capacity in Members through joint implementation and through more formal training opportunities on themes such as Red List Assessment, Protected Areas Management Effectiveness, and Access and Benefit Sharing in South America.

• Advisor to civil society and governments regarding multilateral environmental agreements, and through technical assistance to a range of activities.

Planning for the World Parks Congress 2014

The IUCN World Parks Congress is the landmark global forum on protected areas held every ten years. It will be convened in Sydney, Australia 12 - 19 November 2014, with the theme “Parks, people, planet: inspiring solutions” designed to reflect and help deliver IUCN’s three Programme Areas. The WPC 2014 will articulate the vital role of protected areas in conserving nature while delivering essential ecosystem services, position protected areas within the goals of economic and community well-being in the post-2015 development agenda, and demonstrate and guide how this can be achieved in practice. For parks, it will catalyze the achievement of conservation targets whilst engaging the full spectrum of actors across government and civil society; for people, it will engage with development sectors and inspire citizens to connect with nature; and for the planet, it will


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demonstrate nature-based solutions to global challenges such as climate change, health, and support for human life. Figure 3 presents the logo and theme of the IUCN WPC 2014. The Congress will address eight streams: 1) Reaching conservation goals; 2) Responding to climate change; 3) Improving health and well-being; 4) Supporting human life (water, food and disaster risk reduction); 5) Reconciling development challenges; 6) Enhancing diversity and quality of governance; 7) Respecting indigenous and traditional knowledge and culture; and 8) Inspiring a new generation. Figure 3: Logo and theme of the IUCN World Parks Congress 2014

The Regional and Thematic Programmes of IUCN have reported on their activities planned for 2014 that will align with the eight streams and four cross-cutting themes of the WPC. Across the Union, contributions are planned especially for activities related to streams for “Enhancing the diversity and quality of governance”, “Reaching conservation goals”, “Supporting human life”, and “Responding to climate change”. Some programmes develop work specifically for the Congress and a number of programmes have already budgeted for their preparation and participation, though a significant number are still looking for funds. Across the Union, component programmes will provide thematic content to the streams, sharing knowledge products, co-leading Congress streams or supporting the cross-cutting themes (Marine, World Heritage, Capacity Development and a New Social Compact), conducting training, providing case studies, and coordinating region-wide input by staff, commissions and members. A few specific examples of contributions include exchanging experiences on strategies for marine protected areas, showcasing the Conservation Outlook Assessment for World Heritage, sharing experiences from the BIOPAMA project on capacity development, supporting members in their engagement on governance e.g. in transboundary initiatives in West and Central Africa, and helping to link up regional precursor events (Asia Parks Congress, Meso-American Congress on Protected Areas).

Framework of Action to Strengthen the Union

Since its formal launch in June 2013, the Framework of Action process has produced the first background documents (“Governance of Nature’s Use and Conservation: IUCN’s Niche”, “The Voice of Nature and Sustainability: IUCN’s key messages and policy influencing strategies”, and “Review of Roles and Responsibilities within the Union”), as well as a guide and framework


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(developed in collaboration with the Commission for Education and Communication, CEC) for consultation with IUCN Members, Commission members, National Committees and partners. The consultation will take place between late 2013 and early 2014, through several channels such as the Union Portal, face-to-face interviews and meetings, and with the support of interested Councillors and National Committees. Through this process, Members, Commissions and partners’ views and inputs will be collected around the two areas of focus of the process: (1) raising IUCN’s profile, leadership and influence, within and beyond the conservation community; and (2) strengthening IUCN as an effective Union, including its membership, governance and structure by proactively engaging its constituency towards the implementation of the Programme and the fulfilment of the IUCN mission. A report on the consultation process is planned for Council at its first meeting in 2014. The consultation process will allow the Secretariat to finalize all background papers and prepare implementation options and scenarios for consideration of the Steering Committee. Following decisions in Council, the Framework of Action process moves to its implementation phase from the end of 2014 onwards. The process is coordinated with Council’s Finance and Audit Committee’s assessment of the effectiveness and efficiency of Programme delivery, including the involvement of the components and Members of the Union.

IUCN’s Operations and Management

This section reports on results in 2013 by IUCN’s Headquarters-based management, Union Development, Corporate Support and Programme Support units, and their priorities for 2014. Directorate As part of the Directorate’s responsibilities to provide overall leadership and management to IUCN’s globally distributed secretariat, in 2013 IUCN’s financial situation was stabilized with the conclusion of framework agreements for 2013-2016 and fundraising from other established sources. The Directorate played a policy influencing role at key multilateral environmental processes, notably the United Nations in general and multilateral environmental agreements such as the CBD, CITES, World Heritage Convention, Ramsar Convention, UNFCCC and UNCCD. In 2014, the Directorate will continue to implement institutional adjustments necessary for an effective and sustainable organization and promote nature-based solutions through targeted policy influencing at key international policy events and through new programme development. The key priorities are to provide strategic advice for the preparation of the 2014 IUCN World Parks Congress and the 50th Anniversary of the IUCN Red List of Threatened Species, as well as positioning IUCN in the broader international environmental governance landscape, with a focus on developing a clear role vis-à-vis IPBES and achieving Project Agency status with the GEF. The Directorate also aims to ensure the completion and rollout of the Framework of Action to Strengthen the Union. In 2013, the Oversight Unit carried out its ongoing activities related to the management of the risk register on behalf of IUCN and the monitoring of compliance with policies and procedures. The reporting process for the new version of the Code of Conduct is in place and a new version of the Anti-Fraud policy will be launched. These ongoing activities will be taken forward in 2014.


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The Office of the Legal Advisor continued with the provision of legal advice and services to IUCN covering contract negotiation, review and clearance, governance, legal status of offices, claims and litigation and intellectual property rights. In 2014, the priorities will be fostering the interaction and relationships among IUCN statutory components within the scope of the One Programme and ensuring compliance with IUCN statutory instruments, Resolutions and other sources of authority. Related to the development of tools to assist with contractual processes, a Procedure for Contract Review will be implemented. Other activities include building legal capacity within IUCN, updating legal procedures and clarifying legal status for key locations around the world. Union Development The Union Development Group (UDG) works to support IUCN Members, the Council, the Office of the President and World Conservation Congresses to strengthen and further develop the Union network and enhance internal governance. UDG is responsible for the fourth business line of the IUCN business model on Engaging and Leveraging the Union. Table 4 summarizes achievements and plans as of mid-2013. The UDG has published the outcomes of the 2012 World Conservation Congress, including the finalization of the Congress Evaluation and the review of the Congress Manual. It emphasized the development of Member and Council portals, follow-up of membership and governance-related resolutions, membership mapping, decentralisation of membership affairs, support for regions with less installed capacity for membership support, an improved Member admissions process, a revised Dues Guide for the period 2014-2016, Member communications, support to retain Members ahead of rescission, consolidation of constituency processes in the CRM, and supporting the Director General and Strategic Partnerships Unit in the negotiations with the Republic of Korea to become a Framework Partner. The UDG also supported the Framework of Action to Strengthen the Union and Regions to reinforce their membership capacities. Tools have been further enhanced to facilitate the decentralization of members support functions. Table 4: Status and next steps of leveraging and engaging the Union 2013-2014

Priority Status as of mid-2013 Specific priorities / next steps Leveraging the Union

Membership services

• Responsibility devolved to Regional Offices

• Membership mapping underway

• Implement specific actions under the Framework of Action to Strengthen the Union

• Continue membership mapping • Convening the World Parks Congress

Governance support

• Two Council meetings per year

• Advisory Group to review motions process activated

• Specific actions related to work plans of Council Committees

• Search for a new Director General • Membership consultation and electronic vote

on statutory reforms and motions process Implementation of the One Programme Charter

• 50% of work delivered with Members, 40% with Commissions, 5% with National Committees

• Continue to implement with Members, Commissions and National Committees where appropriate

Members’ capacity building

• Joint implementation, institutional strengthening, and for specific topics such as gender, World Heritage, protected areas and Red Listing

• Develop and initiate capacity building strategy

Union Development Plan

• A Framework of Action to Strengthen the Union developed

• Implement the Framework of Action through a series of specific actions by the Secretariat and the Steering Committee


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In 2014, the UDG will support the Framework of Action to Strengthen the Union, particularly in the consultation and implementation phases. It will take the lead in maximising use of the Union portal, including integration of Membership and expertise mapping. There will be a further consolidation of membership and governance processes to improve efficiency and facilitate regional decentralisation while maintaining high standards worldwide. Other priorities will be increased support for National and Regional Committees (existing and potential) and networking capacity to enable Members, Committees, Commission and Secretariat to work together under the One Programme Charter. In 2014, the UDG will continue to enable the functioning of IUCN’s Council and the activities of the President as well as providing support to the Advisory Group on the Motions Process and Resolutions Implementation, the sub-group on Governance reforms, and the Director General Search Committee. Other 2014 priorities are the selection of the host country for the 2016 Congress, including negotiations of the Host Country Agreement. Corporate Functions The Strategic Partnerships Unit coordinates the fundraising function of IUCN. In 2013, the Unit secured core income by renewing framework agreements with five donors, in addition to a new one signed with the Republic of Korea. Other fundraising efforts include the management of IUCN’s Patrons for Nature and IUCN’s Goodwill Ambassadors. These activities will be taken forward in 2014, in addition to the development of systems and tools, the coordination of Secretariat-wide Fundraising Focal Points and support and training on fundraising and donor relations for IUCN Programmes and Regions. In 2013, the Global Finance Unit supported the implementation of the Enterprise Resource Planning (ERP) system in several regions (Oceania, Americas, Europe, China). The control framework was improved through the development and rollout of the time management policy, the consultancy policy, and the development of a contracts procedure (in collaboration with the legal advisor). In addition, procedures for budgeting and working with implementing partners are in the process of development and will be finalised in 2014. A key focus in 2014 will be supporting the implementation of the ERP in the remaining regions and developing global management reporting once all countries are on ERP. In 2013, the Global Communications Unit communicated the value of nature-based solutions via all available channels and promoted IUCN’s work at key policy-influencing events such as the 40th Anniversary of CITES, the World Heritage Committee meeting and through IUCN web and media work to raise awareness in support of Aichi Target 1. In 2014, supporting the effective communications of the IUCN Programme across the Union, working with Regions and Programmes to identify communication opportunities and development of a new website platform will all continue. Specific support will be provided for the twelfth meeting of the Conference of the Parties (COP12) to the Convention of Biological Diversity (CBD), the World Parks Congress, and the 50th Anniversary of the IUCN Red List of Threatened Species. The Enterprise Resource Planning Team is primarily responsible for the implementation of the ERP system worldwide to provide data services and reporting for donors, Members and partners, IUCN staff and the general public. It is also in charge of the integration of data processes with the Constituency Relationship Module (CRM) and the Human Resource Management System (HRMS). By the end of 2013, the core ERP module will be deployed in 11 offices (UK, Brussels Office, SEE, ESARO/WASA, ORO, China, ORMA, SUR, US, ARO and PACO), and will include the first phase of the Programme and Project Management tools. In 2014 the complete system will be rolled out in ESARO, PACO and ARO and the Programme and Project


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Portal will be deployed worldwide. The enterprise reporting and business intelligence tools will be further improved, as will other systems for documentation, training materials and project communication and time management. The integration with HRMS, CRM and other systems will be moved forward. The Human Resources Management Group implements IUCN’s human resources policies and procedures worldwide. In 2013, the Unit ensured the implementation of newly developed HR policies such as the Global Expatriate Policy (implemented before the end of 2013) and work is in progress for a new version of the Global HR Policy to be implemented in 2014. Other related activities that will be carried forward are to provide advice to senior management at worldwide level in all HR issues, and to maintain post classification, salary scales and performance appraisal systems. The General Services Unit is responsible for managing the Headquarters building and providing operational services to HQ based staff. In 2014, the priority will be to measure energy efficiencies as a consequence of phase one of the renovation (changing of windows, windows bays and skylights) and to design the second phase of the Jura building renovation (heating and cooling). The IT Service Unit is responsible for IT helpdesk and infrastructure in support of IUCN’s applications. In 2014, to protect IUCN in the event that all or part of its IT operations are rendered unusable, an IT disaster recovery plan will be put in place in order to limit loss of data, reduce probability of incident and shorten interruption time. The Unit will also introduce Lync (the next version of OCS) as a new communication tool with telephony, chat, video and audio conferencing. IUCN’s storage capacity will also be increased by 20%.

Figure 4: Functionalities of the Union Portal

The Internet Applications Team leads on the development and implementation of the architecture and structure of IUCN’s knowledge management portals, including the CRM, the Human Resources Management System and the integration of IUCN information systems. 2013 was marked by the development of the Union portal, a web based platform that allows


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networking, interaction and sharing of information among all constituents of IUCN (Council, Commissions, Member organizations, Member Committees and the Secretariat). Activities for 2014 include training and support to over 12,000 users across the Union as well as extending the Union portal functionalities to match specific needs for Commissions and Member organizations. Figure 4 illustrates the functionalities of the Union portal. Programme Support In 2013 the Planning, Monitoring and Evaluation Unit rolled out the Project Appraisal and Approval Procedure globally, in addition to producing the Annual Work Plan 2014, the Annual Progress Monitoring Report for Council and donors, completing the first phase of the Congress Evaluation, and completing the World Heritage Programme Evaluation. The Unit also organized and facilitated Programme Week 2013. In 2014, the Unit will continue coordinating these activities with an emphasis on implementing and training in the use of the Project Appraisal and Approval System. The Unit will continue to support monitoring and evaluation of One Programme results as well as helping other programmes develop appropriate methods to monitor their own programme and project results. The Capacity Development Unit focuses on enabling the implementation of the IUCN Programme by supporting the delivery of IUCN’s One Programme Charter. In 2013, the Unit advanced the accreditation of IUCN as a GEF Project Agency to stage 2 as well as the Framework of Action to Strengthen the Union. These activities will be taken forward in 2014 in addition to working on capacity development packages to achieve policy impacts and contributing to programme development activities for Thematic and Regional Programmes (Europe in particular). The provision of support for CEC will also be a priority in 2014. The Science and Knowledge Unit is responsible for managing IUCN’s scientific engagement in various networks and initiatives and is responsible for supporting the development and integration of IUCN knowledge products. These activities will be taken forward in 2014, with an emphasis on the sustainability and fundraising for knowledge products and ensuring a substantive IUCN role in the IPBES work programme. Regional and Outposted Offices IUCN has continued to standardize its approach to operational support in Regional Offices. 2014 was the second year in which Regions were requested to plan and budget for operational functions related to management and leadership, office management and logistics, programme coordination, human resources, finance, information systems, policy and membership support. In most Regional Offices, management functions of regional direction, programme coordination and corporate services (finance, human resources, and membership support) are funded by core funds, while other functions are funded by cost recovery. In Regions such as South America, West Asia and the Mediterranean Basin, the Regional Director also assumes the programme coordination role. In West Asia, this extends to other positions such as membership support and human resources due to the relatively small size of the office. Restructuring processes have been common in some Regions, including South America, the Mediterranean Basin and West Asia. These administrative and operational functions will continue to support programmatic and organizational processes such as alignment to Programme priorities, business development under the IUCN business model, the roll-out and implementation of the ERP ensuring consistency in the implementation of new and ongoing finance and human resources policies and procedures, further decentralization of membership support functions to strengthen


27

engagement with IUCN constituents, in line with the One Programme Charter, to best prepare for the 2015 Regional Conservation Fora, and to seek opportunities to further engage Members, National and Regional Committees and Commissions in the implementation of the IUCN Programme and in implementation of Congress resolutions and raising IUCN’s visibility through targeted communications. IUCN has outposted offices in Europe and the USA. In Europe, the offices are located in Brussels, Malaga, Belgrade and Tbilisi. These offices play a programmatic role and their work is mentioned above. The Brussels Office supports policy influencing and fundraising and plays a representation function with the European Union institutions. In 2014, IUCN will continue these activities with a targeted and strategic approach, in addition to finalizing the application process for International Organisation status at the EU. The Washington DC office provides fundraising and networking support with US-based multilateral institutions and US foundations. In 2013, USAID provided substantially increased support to IUCN, in addition to other multilateral institutions. These activities will be taken forward in 2014, focusing on multilateral and bilateral support to the deployment of flagship knowledge products. Engagement with US-based Members is an ongoing activity. In 2014, Members will be specifically involved in the delivery of World Heritage processes. The New York Office, housed generously by IUCN’s Member the Pace University Law School, serves as the seat of IUCN’s Permanent Observer to the United Nations. Our Permanent Observer reports to the Global Director of the Policy and Programme Group, and keeps a regular watch over UN events of interest to IUCN.

Box 6: In Mesoamerica, the Regional Management Group (GREG) was created in 2006. The Group, managed by the Regional Director, is in charge of assessing project and financial performance, as well as fundraising and monitoring. The good health of the project portfolio relies on this management tool.


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Part III: IUCN’s 2014 Budget Background

2013 was a year of stabilisation for the IUCN Secretariat, following decisions that needed to be made on budget reductions in 2012 and prior years. The outlook for 2014 is more optimistic with modest increases in core income and a growing project portfolio.

Fig 5 below shows income trends over the last 10 years.

Fig 5: Income trends, CHF m

IUCN’s core income has fallen progressively over the period 2008 to 2013. The main component of core income, framework income, fell from a level of CHF 23.5m in 2008 to CHF 16.6m in 2012 and was budgeted at a level of CHF 14.4m in 2013. This reduction was mainly due to the loss of four framework partners (Canada, Italy, the Netherlands and Spain).

IUCN responded to these declines by steadily reducing costs - culminating in cost reductions of CHF 3m in the last quarter of 2012 – and by funding a higher proportion of costs from restricted project funding.

2013 saw the reversal of the framework income trend. Although CHF 14.4m was budgeted for 2013, it is forecast to reach CHF 16.4m as a result of the signing of a new framework agreement with the Republic of Korea and a significantly higher contribution from Sweden.

The level of framework income for 2014 is budgeted at CHF 16.4m; the same level as forecast for 2013. This has provided an opportunity to increase investment in strategic areas, particularly in the areas of fundraising, communications, information systems and support to the Commissions. Of the total increase of CHF 2.0m, CHF 1.5m has been allocated. The remainder will be used to increase the level of reserves.

Raising core income remains a major challenge for IUCN. Although progress is being made on this front, there is greater progress in the raising of restricted programme funds. This is evidenced by a growing project portfolio with some large scale initiatives coming to fruition. Consequently the overall level of income and expenditure in 2014 is expected to be significantly higher than that in 2013.

-

20.0

40.0

60.0

80.0

100.0

120.0

Restricted Framework Membership Other


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Summary

A total budget of CHF 134.2m is proposed for 2014. This is based on Membership dues of CHF 11.8m, an expected level of framework income of CHF 16.4m, and expenditure on projects currently under implementation or under negotiation of CHF 102.5m.

Table 5 summarizes the 2014 budget compared to the 2013 forecast, 2012 actual results and the Financial Plan approved by the 2012 Congress.

Table 5: 2014 Budget Summary

The budgeted result for 2014 is a surplus of CHF 1m, in line with the Financial Plan approved by the 2012 Congress. In order to achieve this result, CHF 0.3m of income from sources yet to be identified will need to be raised during 2014.

The main variances between the 2014 budget and year 2 of the Financial Plan are Framework income (CHF 16.4m) which is below plan, and project expenditure (CHF 68m, net of cost recovery) which is CHF 8m above plan.

The Financial Plan assumed that the Netherlands would remain a framework partner during the 2013-16 period. In actual fact they ceased being a partner at the end of 2012, and as a consequence framework income fell by CHF 3.3m annually. This has been partly compensated for by an increase in the framework contributions from Sweden (CHF 1.5m) and a new framework agreement with the Republic of Korea (CHF 0.6m).

The budgeted level of project expenditure is 10% higher than envisaged in the Financial Plan (CHF 102.5m2 vs. CHF 93m) as a result of an increase in the overall size of the project portfolio.

2Project expenditure, CHF 102.5m = Project expenditure net of cost recovery, CHF 68.0m + cost recovery, CHF 34.5m

CHF m 2012

Actual2013

Forecast2014

Budget

Year 2 of 2013-16 Financial

Plan

Membership dues 11.6 11.4 11.8 12.0 Provision for unpaid dues (0.6) (1.0) (1.0)Net Membership dues 11.6 10.8 10.8 11.0

Framework income 16.6 16.4 16.4 18.0 Other income 6.0 5.6 5.2 5.0 To be raised - - 0.3 - Total core income 34.2 32.8 32.7 34.0

Cost recovery from projects 26.0 30.2 34.5 33.0

Total Secretariat income 60.2 63.0 67.2 67.0

Operating expenditure 59.8 60.2 65.0 65.0 Provisions 1.2 1.2 1.2 1.0 Total Secretariat expenditure 61.0 61.4 66.2 66.0

Surplus/(deficit) (0.8) 1.6 1.0 1.0

Project expenditure net of cost recovery 51.1 54.6 68.0 60.0

Total Expenditure 112.1 116.0 134.2 126.0


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Income

Membership dues Gross Membership dues are budgeted at CHF 11.8m (2013: CHF 11.4m). The scale of dues has been decreased by 0.5% compared to that applied in 2013, in line with the application of the Swiss consumer price index.

A provision of CHF 1.0m (2013: CHF 0.6m) has been budgeted for the non-payment of Membership dues. The increase compared to 2013 reflects the increased risk of non-payment by State Members.

Framework income Framework income is budgeted at CHF 16.4m (2013 forecast: CHF 16.4m). Table 6 below shows a breakdown of expected framework income.

Table 6: Framework income

At the time of preparing the 2014 budget, all framework agreements for the year 2014 had been signed with the exception of the agreement with Finland (an annual agreement) which is expected to be signed during the first half of 2014.

The framework agreement with Korea was signed in July 2013. It provides for CHF 0.6m of core income and CHF 0.3m of restricted income, annually, for the years 2013-16. The framework agreement for Sweden is at a level of CHF 4.2m annually, representing an increase of 50% over the agreement for the period 2009-2012. No amounts have been budgeted for new framework partners that may join IUCN in 2014.

Other income Other income is budgeted at CHF 5.2m. This comprises various items shown in table 7. The key items are Swiss Government tax rebates of CHF 1.5m (the value of tax exemptions paid to IUCN by expatriate staff at Headquarters), and rent and service fee income of CHF 0.9m received from Ramsar and other tenants in the Headquarters building.

Other sundry income includes rent, consultancy income and service fee income received by the regions (CHF 1.3m), plus sundry income received by global programme units (CHF 0.1m). Deferred income (CHF 0.7m) relates to donations received in respect of the new HQ building3.

3 Deferred income relates to donations received for the construction of the new building. These are recognized in the income statement over the useful lives of the corresponding assets.

CHF m 2012 Actual

2013 Forecast

2014 Budget

Denmark 3.3 3.2 3.3 Netherlands 3.3 - - Norway 2.4 2.5 2.5 Sweden 2.7 4.2 4.2 Switzerland 2.1 2.2 2.2 France - 0.9 0.7 MAVA Foundation 1.0 1.0 1.0 Finland 0.8 0.8 0.9 United Arab Emirates 1.0 1.0 1.0 Republic of Korea - 0.6 0.6

Total Framework income 16.6 16.4 16.4


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Table 7: Other income

The 2013 forecast for Other sundry income is higher than that budgeted in 2014 due to gains on the sale of investments realised in 2013. No investment gains have been budgeted in 2014.

Cost recovery from projects Cost recovery represents the value of IUCN staff time and management fees charged to projects4. The total value of cost recovery budgeted in 2014 is CHF 34.5m, representing 33% of the value of budgeted project expenditure (CHF 102.5m). The level of cost recovery differs from project to project, and depends on the nature of the project. Knowledge projects tend to have a higher ratio of staff time than projects delivering results on the ground.

Cost recovery is budgeted for projects currently under implementation (C list projects5) and for projects under negotiation (B list projects). C list projects are supported by signed contracts with donors, whereas B list projects are contracts that are expected to be signed during the course of 2014.

Table 8 shows the budgeted value of project expenditure compared to the budgeted values for 2013. The level of 2014 project expenditure (CHF 102.5m) is significantly higher than that budgeted in 2013 (CHF 84.8m). Consequently the level of cost recovery is also higher (CHF 34.5m vs. CHF 30.2m), though the cost recovery rate for 2014 (34%) is slightly lower than 2013 (36%).

Table 8: Project expenditure and cost recovery

4 IUCN staff are budgeted in cost centres and recharged to projects based on time worked on individual projects. 5 IUCN Project portfolio consists of 3 sections: A list – project concepts; B list – projects under negotiation with donors; C list – projects under implementation.

CHF m 2012

Actual2013

Forecast2014 Budget

Swiss Government tax rebates 1.6 1.5 1.5 Rent and service fees - HQ building 0.8 0.9 0.9 Unrestricted donations 0.4 0.4 0.7 Deferred income - HQ buildings 0.7 0.7 0.7 Other sundry income 2.5 2.1 1.4

Total other income 6.0 5.6 5.2

CHF m2013 Budget %

2014 Budget %

Project expenditureUnder negotiation (B-list) 23.1 27% 25.2 25%Under implementation (C list) 61.7 73% 77.3 75%Total 84.8 100% 102.5 100%

Cost recoveryUnder negotiation (B-list) 7.5 25% 8.0 23%Under implementation (C list) 22.7 75% 26.5 77%Cost recovery 30.2 100% 34.5 100%

Cost recovery rate 36% 34%


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Cost recovery income carries two specific risks: it is only earned as projects are implemented, and therefore a reduction in the rate of project implementation results in a reduction in cost recovery; and a portion of the amount budgeted is derived from project agreements that have not yet been signed but which are in the process of negotiation.

When preparing their budgets, programme units assess the likelihood of projects under negotiation being signed and the expected level of expenditure in 2014 and discount the results to reflect the level of risk. The proportion of cost recovery budgeted to be earned from projects under negotiation (B list) is 23%, compared to 25% budgeted in 2013.

Expenditure

Operating expenditure Operating expenditure (Table 9) is budgeted at CHF 65.0m (2013 budget: CHF 59.2m). 77% of costs are staff costs and 23% other costs. The ratio is similar to the previous two years. Other costs are, in general, in line with actual costs incurred in 2012 and budgeted costs in 2013.

Table 9: Operating expenditure

Other costs were high in 2012 due to Congress expenditure.

Staff costs The total budgeted 2014 headcount is 994 (2013: 915) and the budgeted staff costs are CHF 50.3m (2013: CHF 45.7m). Staff costs are budgeted to be funded as shown in figure 6.

Figure 6: Funding of staff costs

CHF m 2012

Actual %2013

Budget %2014

Budget %

Staff costs 45.2 76% 45.7 77% 50.3 77%

Communication & publication costs 0.4 1% 0.5 1% 0.6 1%Consultancy & prof. services 1.6 3% 1.8 3% 1.9 3%Office costs 5.2 9% 5.9 10% 6.1 9%Other costs 0.8 1% 0.1 0% 0.2 0%Travel, hospitality & conferences 3.7 6% 2.6 4% 3.3 5%Equipment costs 3.0 5% 2.6 4% 2.6 4%Total other costs 14.6 24% 13.5 23% 14.7 23%

Total 59.8 59.2 65.0

0.0

5.0

10.0

15.0

20.0

25.0

Core funds Cost recovery 'C' projects

Cost recovery 'B' projects

Other income

22.020.7

6.3

1.3

CHF m


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Only 12% of staff costs (CHF 6.3m) are funded from unsecured project income. This is a similar level to that of 2013. Although this still presents a risk in that funding may not materialise to cover the full cost of staff, the risk is reduced by limiting the contract length of many project staff, and only hiring new staff when new donor contracts are finalised.

Provisions Provisions fall into two categories:

a) Provisions for future events, e.g. the 2016 World Conservation Congress b) Provisions to cover operational risks, e.g. adverse movements in foreign exchange

rates

Provisions of CHF 1.2m are budgeted in 2014, as detailed in table 10 below. CHF 0.6m relates to future events and CHF 0.6m to operational risks. The risk of foreign exchange losses is mitigated by a hedging strategy. IUCN policy is to hedge a minimum of 50% of the foreign exchange exposure related to framework agreements.

Table 10: Provisions

The provision of CHF 0.5m for the 2016 World Conservation Congress includes CHF 0.25m for Regional Conservation Forums expected to be held in 2015.

Total expenditure

Figure 7 shows a breakdown of expenditure by IUCN organisational structure.

Figure 7: Breakdown of total expenditure budget by organisational structure, CHFm

CHF m2013Budget

2014Budget

World Conservation Congress 0.5 0.5 External Review 0.1 0.1 Redundancy 0.1 0.1 Foreign exchange 0.3 0.3 Project deficits 0.2 0.2

Total 1.2 1.2

-

10

20

30

40

50

60

70

80

Regional programmes

Global programmes

Directorate Union Development

Corporate functions

Provisions

2014 Budget 2013 Budget

2013-2014 Expenditure


34

Total expenditure, inclusive of project activities, is budgeted at CHF 134.2m (2013 budget: 115.0m). The majority of costs is budgeted to be spent in the regions (CHF 76m). Global programmes are budgeted at CHF 42m. These programmes are managed by HQ units, though a significant proportion of project expenditure will be spent by regional offices or IUCN partners.

Figure 8 shows a breakdown of expenditure by global result. The numbers are based on submissions from IUCN units around the world. The distribution across the global results is similar to 2013.

Fig 8: Breakdown of total expenditure by expected result (CHF 134m)

It is likely that some projects categorized under “Valuing and Conserving Nature” should be re-categorized as “Nature-based Solutions”, which shows the biggest potential for large-scale programmes. The Secretariat will clarify the criteria for the classification of projects and ensure that they are consistently applied.

Figure 9: Corporate functions as a % of total budget (total = 25%)

25% of budgeted expenditure (CHF 33.3m) is represented by corporate functions. These include service functions such as finance, office services and information systems, together

36%

14%

25%

25%

Valuing and conserving nature

Governing nature's use and sharing its benefits equitably

Deploying nature-based solutions to global challenges: Climate, food, economy

Corporate functions

4%

3%

2%

4%

5%

1%

1%0%

1%

1%

4% Finance

Information systems

Human resources

Office services

Programme support

Communications

Membership

Governance

Legal and oversight

Fund-raising

Management


35

with other functions such as management, governance, membership, communications and programme support. Figure 9 provides a breakdown by individual function. These costs are funded by a mix of core funding and project funding.

Allocation of Core Income

Core income available for allocation has increased from CHF 28.1mm in 2013 to an estimated CHF 30.1m in 2014. Of the increase of CHF 2.0m, CHF 1.5m has been allocated, bringing the total allocated to CHF 29.6m6; the remainder will be retained to increase reserves. Strategic allocations over and above those made in 2013 have been made in the following areas:

• Strategic partnerships • Communications • Information Systems • Regions: West Asia, Oceania, Mediterranean Centre • Commission Operating Funds • GEF Project Agency Unit • Recruitment of Director General

Increased allocations have been made to increase fundraising capacity. IUCN is in the process of recruiting a Director of Strategic Partnerships whose main objective will be to develop and implement a fund-raising strategy. To support fund-raising initiatives additional investment is being made in the communications function to allow IUCN to better communicate key messages.

An increase in the allocation to the information systems unit has been made to allow for the recruitment of a global director. A key role of this position will be the development and implementation of an information systems strategy. Steady progress has been made on the implementation of the ERP; the focus now needs to shift to applications that support information sharing, knowledge management and collaboration, such as the Union Portal.

The allocation to the Regional Office for West Asia has been increased to allow for the recruitment of a director (the role is currently performed by a programme manager). The project portfolio has increased significantly over the last 2 years and a director position is required to ensure delivery of newly signed projects and to pursue fundraising opportunities in the region. The allocation to the Oceania Regional Office has also been increased to allow the office to build capacity to deliver its project portfolio which has more than tripled over the last 2 years. An allocation has been made to the Mediterranean Centre to compensate for declines in funding from the Spanish Government, and to support a growing project portfolio and membership services in North Africa.

Allocations to Commission Operating Funds have been increased by 21% compared to 2013 from CHF 1.20m to CHF 1.44m. The increase aims to support overall capacity and to strengthen the involvement of the Commissions in Programme delivery, including the World Parks Congress to be held in 2014.

An allocation of CHF 350k has been made to set up a GEF coordination unit. IUCN has not yet been awarded GEF Project Agency status but is hopeful of a positive decision (expected in early 2014). In the long term, the cost of the unit will be financed by allocations from the GEF 6 Total core income per table 5 = CHF 32.7m, of which 1m is to build reserves, CHF 1.4m raised directly by regions and CHF 0.7m linked to specific items. Balance allocated = CHF 29.6 m.


36

grants managed by the unit; however, for the first year it will be necessary to build operational capacity, ahead of the receipt of GEF funds.

An allocation of CHF 0.5m has been made for the 2016 Congress. This includes an allocation of CHF 0.25m for Regional Conservation Forums to be held in 2015. In 2013, funding was dependant on funds “to be raised” (which was achieved). In 2014 a direct, unconditional allocation has been made.

An allocation has been made to support the recruitment of a new Director General.

Table 11 shows core allocations by groups of cost centres for 2014 compared to the 2013 budget.

Table 11: Core income allocations 2014 Budget and 2013 Budget, CHF m

In 2014, 60% of core income will be allocated to Regional and Global Thematic Programmes and 40% to other functions. The ratio is in line with that of 2013. CHF 6.1m (2013: CHF 5.9m) has been allocated to Regional Programmes and CHF 11.3m (2013: CHF 10.8m) to Global Programmes. Allocations for provisions for foreign exchange losses, project deficits and redundancies have been maintained at a level similar to 2013 so as to protect IUCN from operational risk.

2014 Budget CostService charges Net cost Other Project Total

CHF m CHF m CHF m CHF m % CHF m CHF m CHF m

Regional Programmes 75.5 1.4 76.9 6.1 21% 1.4 69.1 76.6

Policy and Programme 7.5 0.4 7.9 4.4 15% 0.1 3.4 7.9Biodiversity Conservation 11.4 0.5 11.9 3.1 11% 0.0 8.9 12.0Nature Based Solutions 23.4 1.3 24.7 3.8 13% 0.1 21.0 24.9Total Global Programmes 42.3 2.2 44.5 11.3 39% 0.2 33.3 44.8

Directorate 2.0 0.2 2.2 2.2 8% 0.0 0.0 2.2Union Development 1.3 0.1 1.4 1.4 5% 0.0 0.0 1.4Corporate functions 11.9 -3.9 8.0 7.1 24% 0.8 0.0 7.9Provisions 1.2 0.0 1.2 1.2 4% 0.0 0.0 1.2Total other functions 16.4 -3.6 12.8 11.9 41% 0.8 0.0 12.7

Total 134.2 - 134.2 29.3 100% 2.4 102.4 134.1

2013 Budget CostService charges Net cost Other Project Total

CHF m CHF m CHF m CHF m % CHF m CHF m CHF m

Regional Programmes 63.6 1.2 64.8 5.9 21% 0.9 57.8 64.6

Policy and Programme 5.5 0.3 5.8 4.1 15% 0.1 1.7 5.9Biodiversity Conservation 13.7 0.7 14.4 3.1 11% 0.0 11.3 14.4Nature Based Solutions 16.3 1.0 17.3 3.6 13% 0.0 13.8 17.4Total Global Programmes 35.5 2.0 37.5 10.8 39% 0.1 26.8 37.7

Directorate 2.1 0.3 2.4 2.3 8% 0.0 0.1 2.4Union Development 1.4 0.2 1.6 1.5 5% 0.0 0.1 1.6Corporate functions 11.2 -3.7 7.5 6.6 24% 0.8 0.1 7.5Provisions 1.2 0.0 1.2 0.9 3% 0.3 0.0 1.2Total other functions 15.9 -3.2 12.7 11.3 40% 1.1 0.3 12.7

Total 115.0 0.0 115.0 28.0 100% 2.1 84.9 115.0

Cost Funding

Core

Cost Funding

Core


37

Capital expenditure

No significant capital expenditure is envisaged in 2014.

Reserves

The 2014 budget aims to build reserves by CHF 1m. Figure 10 shows the movement in IUCN’s reserves since 2004 and the expected level of reserves at the end of 2014.

Fig 10: IUCN reserves

Risks Inherent in the Work Plan and Budget 2014

The main risks for 2014 are:

1. Delays in project implementation

The key risk inherent in the 2014 budget is that project implementation targets will not be met. Project expenditure is budgeted to increase from a forecast level of CHF 84.8m in 2013 to CHF 102.5m in 2014. Delays in project implementation will result in lower levels of cost recovery and an increase in the risk of staff costs not being fully funded. In 2014, 51% (2013 forecast: 48%) of the Secretariat income is budgeted to be generated from cost recovery.

The total of level of B-list cost recovery (cost recovery expected to be generated from project contracts not yet signed) also represents a risk. Although the level is high for some countries the overall level of 23% is slightly lower than that budgeted in 2013 (25%).

The Secretariat will monitor the rate of project implementation and cost recovery on a monthly basis in order to identify areas of concern and action needed. Staff contracts will be aligned with the duration of project contracts to the extent possible.

Risk level: high

2. Exposure to volatile foreign exchange fluctuations

Several of IUCN’s framework contributions are received in currencies that are not closely aligned with the Swiss franc. It is possible that the Swiss Franc value of the contributions will

0

5

10

15

20

25

Reserves, CHF m


38

be lower than projected in the 2013 budget. This risk is mitigated through the implementation of a hedging strategy.

Risk level: low

3. Non-payment of membership dues

A provision of CHF 1.0m has been made in the 2014 budget for non-payment of membership dues. However, this may prove to be insufficient in the event that State Members withdraw.

Risk level: low

4. World Parks Congress 2014

No core income has been allocated for running the 2014 World Parks Congress. A fundraising officer and a coordinator have been recruited. Although many leads are being pursed to raise income and costs are being well controlled there is still a risk that costs will exceed revenue.

Risk level: medium/high

IUCN 2014 WORK PLAN AND BUDGET - Sierra Club...sections on One Programme Engagement, Planning for the World Parks Congress 2014, and the Framework of Action to Strengthen the Union.

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