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Success Factors in Integrating Environment into Poverty Reduction Strategies

This review explores recent activities supported by DFID and UNDP/UNEP to integrate the environment into poverty reduction strategies. It examines successful approaches, challenges, and key factors for success at the country and global levels. The review also discusses the use of Strategic Environmental Assessment (SEA) as a tool to inform policy formulation and analyze poverty-environment linkages.

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Success Factors in Integrating Environment into Poverty Reduction Strategies

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  1. Success Factors in Integrating Environment into Poverty Reduction Strategies A review of recent activities supported by DFID (and UNDP/UNEP) Dr John Horberry

  2. Reviewof efforts to integrate environment into PRS processes • Mainstreaming environment into PRS and similar country led processes • Review of recent and current DFID activities • Country level • Global initiatives • Lessons learned and success factors

  3. SEA – Broad and Narrow • SEA as process – the overall effort to integrate environment into the policy formulation process • SEA as analytical tool for preparing better PRS – the systematic analysis of the poverty-environment linkages of importance to reducing poverty and promoting growth • SEA as assessment of PRS (or resulting budget allocation) to predict and avoid harm – systematic assessment of the implications of PRS for poverty-environment linkages

  4. Country Level Activities • Asia: Bangladesh, Nepal, Pakistan, Vietnam • Africa: Rwanda, Uganda, Tanzania, Kenya, Ghana • Over past 5 years or so

  5. Global Initiatives • UNDP Poverty Environment Initiative • UNEP Poverty Environment Programme • DFID-WWF Programme Partnership Agreement

  6. Country level: wide range of objectivesreflecting diversity (and evolution) of activities supported • Critique of existing PRSP (or I-PRSP) • Influence over drafting new or revised PRSP • Capacity building of government partners • CSO capacity building • Support to steps in process: stakeholder involvement; key analytical inputs • Post PRSP implementation: budget process etc • Donor harmonisation Initial support usually had single objective reflecting entry point.

  7. Country level: how to make it happen? Common elements to successful activities • Finding an effective entry point • Engagement with donor coordination • Identifying a champion • Making the case: analysis • Supporting the key steps in the process • Cooperation with the drafting team • Assisting CSO’s involvement • Maintaining momentum • Narrow or broad intervention Each case has its own story – many have evolved from small tactical input. No single right approach

  8. Country level: key challenges and success factors 1 Choice of government partner to take ownership of activity? • Identification of the entry point • Finding a champion • Access to drafting team • Engagement of key sector agencies Tactical decision about teaming up with environment agency or body responsible for PRS process

  9. Country level: key challenges and success factors 2 Capacity Constraints • Environment agency capacity • Continued engagement with lead agency • Donor harmonisation on coherence of PRS support • Country ownership Effective mainstreaming requires very substantial administrative capacity

  10. Country level: key challenges and success factors 3 Effective Participation • Enabling CSO’s to participate effectively and supporting the contribution of consultation to PRS process Contribution of environment to PRS is given greater weight through CSO participation

  11. Country level: key challenges and success factors 4 Evidence • Generating evidence and making the case: through improved analytical work and better illustrating the P-E linkages (often already recognised) The contribution to poverty reduction and to growth has to be demonstrated – especially in economic terms

  12. Country level: key challenges and success factors 5 Post PRSP Implementation • Follow through to programme design and budget process • Sustained support over time Limited real impact without building on PRS mainstreaming to influence programme development and budget process – but limited experience so far

  13. Global Activities UNDP PEI (now in partnership with UNEP) • Handful of country programmes launched: easy targets? • Broader scope, longer time frame, more resources • UNDP local office coordination: multi-donor • Government ownership: longer preparation phase • More traditional capacity building model

  14. SEA’s Impact on PRS Processes • Making the case – highlighting P-E contribution • Securing an entry point – identifying deficiencies • Engaging key stakeholders • Effective integration in drafting process • Strategic assessment of programme and budget follow-up

  15. World Bank paper – out of the Garbage Can “The effectiveness of SEA in influencing policymaking could be enhanced if it is used as a tool to take advantage of windows of opportunity in policymaking that occur when there is a concurrence of issues, problems, solutions and people”. How can we make this happen?

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