Day 3 GM Opportunities for the Arab Region


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Workshop on Alignment & implementation of National Action programmes with the UNCCD 10-year Strategy in the Arab Region
League of Arab States (18- 20 June 2014), Dubai - UAE
UNCCD/Global Mechanism, Ms Ines Chaalala & Ms Wafa Essahli

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Day 3 GM Opportunities for the Arab Region

  1. 1. Opportunities for the Arab Region Workshop on Alignment and Implementation of National Action Programmes within th context of the UNCCD 10-year Strategy in the Arab Region 19 June 2014, Dubai, UAE Ines Chaalala & Wafa Essahli The Global Mechanism of the UNCCD
  2. 2. 1. To reach a common understanding on the Arab region priority areas of intervention and activities related to SLM that can be taken up at the regional level to support the national efforts 2. To identify opportunities for support to such a regional intiative: key actors/institutions/countries, regional financing institutions, etc… 3. To come up with recommendations on the way forward, based on country input and start discussions on the establishment of a partnership and resource mobilisation platform Objectives of this session
  3. 3.  Part I: Introductory presentation  Financing SLM: a comprehensive approach to resource mobilisation  The concept of partnership: definition and principles  Selected Examples of partnership platforms TerrAfrica ( The Great Green Wall for the Sahara and the Sahel Initiative Global Donor platform on Rural Development ( Global Island Partnership (www.  Part II: Brainstorming on the establishment of an Arab region partnership and resource mobilisation platform Outline
  4. 4. The Global Mechanism  Financial mechanism of the UNCCD  Tasked to mobilise resources for sustainable land management (SLM)  Promoting synergistic implementation of the Rio Conventions  Supports developing countries in designing Integrated Financing Strategies (IFS) leading to multi-year SLM investment frameworks
  5. 5.  Increasing recognition of the multiple values and functions of land (e.g. environmental, cultural, social, economical services)  But: many of these services are not traded in markets or accounted for in national budgets, and land owners and managers do not receive any returns for them This creates conditions for exploiting land unsustainably The challenge: financing SLM Demonstrating the benefits of SLM
  6. 6. People’s livelihood is not only dependent on land in isolation, but on the availability of healthy soils, clean water, food production and the safeguarding of biodiversity Sustainable forestry, land, water management, climate change and biodiversity need to be addressed in an integrated manner. The challenge: financing SLM Adopting an integrated approach
  7. 7. Tools to increase resources for SLM Integrated approach such as the IFS, leads to an SLM integrated investment framework (10-YS) • Domestic, external and innovative sources of finance • uncovers potential barriers to resource identification, allocation and disbursement. Mainstream SLM as a national priority • Strengthen inter-sectoral coordination at all levels • Strengthen institutional and legal frameworks Regional cooperation • Partnership
  8. 8. • Partnership: Is a “slippery concept” because there is no one agreed definition. Terms such as collaboration, cooperation, coordination, coalition, network, alliance and partnership are often used interchangeably For our purpose: • An arrangement where two or more entities/organisations/countries make a commitment to work together on something that concerns both (or all); to develop a shared sense of purpose and agenda, and to generate joint action towards agreed targets Simplified: An arrangement where two or more parties agree to advance their mutual interest. • Financing Partnership Platform can mean different things; – A set of principles on which a group of “persons/entities” conduct their affairs – Space for public discussion (physical, virtual, etc..) – … Or both Concept of Partnership
  9. 9. Characteristics of partnerships Successful partnership: • Respect and trust between different interests. • Leadership of a respected individual or individuals. • Commitment of key interests developed through a clear and open process. • The development of a shared vision of what might be achieved. • Time to build the partnership. • Shared mandates or agendas. • The development of compatible ways of working, and flexibility. • Good communication, perhaps aided by a facilitator. • Collaborative decision-making, with a commitment to achieving consensus. • Effective organisational management. Failed partnership: • Conflict among key interests. • One partner manipulates or dominates. • Lack of clear purpose. • Unrealistic goals. • Differences of philosophy and ways of working. • Lack of communication. • Unequal and unacceptable balance of power and control. • Key interests missing from the partnership. • Hidden agendas. • Financial and time commitments outweigh the potential benefits.
  10. 10. Principles of Partnership • Equality: Requires equal respect between members irrespective of size and power • Transparency: Emphasis on early consultations and early sharing of information • Result-Oriented Approach: Reality-based and action- oriented (effective capabilities and concrete operational capacities • Responsibility: Ethical obligation to each other to accomplish tasks responsibly (sense of ownership) • Complementarity: Building on comparative advantage and complement each others contribution. • Subsidiarity: Action should be handled at the appropriate level
  11. 11. Selected Examples of Partnership Platforms
  12. 12. TerrAfrica ( • A regional Platform on SLM for SSA countries • A partnership between: All governments of SSA countries, AUC/NEPAD; and – multilateral organizations (WB, AfDB, EC) – bilateral partners (Norway, Denmark, Netherlands, France, etc.). – CSOs, – UNCCD bodies (GM and the Secretariat); – UN agencies (FAO, UNDP, UNEP, IFAD, etc..), and – the RECs (IGAD, SADC, ECOWAS, etc.) – A budget of over 3 Billion USD
  13. 13. The Great Green Wall Initiative  GGWSSI is a pan-African programme launched in 2007 by the African Union (AU).  Over 20 countries of the Sahara and Sahel  Goal: to address land degradation and desertification in the Sahel and Sahara, boost food security, and strengthen local resilience of communities to adapt to climate change.  More than planting trees, the initiative has evolved into a regional sustainable landscape programme.  Vision: a mosaic of sustainable land uses and community-based land management practices.  A budget of over 1 Billion USD
  14. 14. global donor platform on rural development • what: membership platform formed in 2003 • who: 37 member organisations (bilaterals, multilaterals, international financing institutions, intergovernmental organisations and development agencies • doing: networking for partnership and knowledge with the aim to enhance quality of development assistance in Agriculture and Rural Development (ARD)
  15. 15. GLISPA Mission The Global Island Partnership promotes actions for island conservation and sustainable livelihoods Goals •Support successful implementation of partner commitments •Catalyze new commitments to address critical island issues •Establish and maintain a flexible and efficient Partnership responsive to its partners’ needs and aspirations Support GLISPA supports participating countries and organizations that share in its mission by: •inspiring and recognizing commitments •strengthening implementation •mobilizing resources •promoting collaboration •increasing visibility and communications •tracking progress
  16. 16. TERRAFRICA The Great Green Wall for the Sahara and the Sahel Initiative GDPRD, Global Donor Platform on Rural Development GLISPA, Global Island Partnership Coalition Building Knowledge Generation and Management In-country Investments Upscaling best practices Partner coordination Mainstreaming Regional, coordinated approach Resource use optimization Monitoring Multi-country and south - south cooperation Raising the regional profile Common vision Knowledge exchange Common advocacy on Agriculture and Rural Development Joint responses Inspire leadership Catalyzing commitment to address critical island issues Facilitate collaboration Track progress Knowledge generation and mgt
  17. 17. Lessons learned  Ensuring sustainable and predictable financing flows requires a holistic, comprehensive and integrated approach approach  Lack of financing not always the issue: enabling environment key for resource mobilisation, including diversification of partnerships  Challenge to develop projects and programmes that cut across sectors  ‘First door’ of finance: domestic budgets and national investments  Regional approach is useful to support efforts to promote the regional agenda, raise the regional profile, and mobilise partners and resources.
  18. 18. Brainstorming A. What could be the form and function that this Arab Partnership Platform? a. Define a common vision, identify the objectives and expected results b. Identify Priority areas of intervention/thematic areas c. Identify members and their roles d. Identify the target audiences B. Mapping: Which key actors/institutions/countries, regional financing institutions, foundations, mechanisms can support such a regional initiative? C. Road map for the establishment of an Arab platform : What should be the priority activities to set up the regional platform?
  19. 19. Thank you