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ENVIRONMENTAL ADVISORY SERVICES UNIT

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ENVIRONMENTAL ADVISORY SERVICES UNIT

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    1. 1 ENVIRONMENTAL ADVISORY SERVICES UNIT

    2. OUTLINE OF THE PRESENTATION New approach to ensure “cutting edge” performance Structure of the “new” unit International Unit Strategic environmental Intelligence Sustainable Development & Greening 2

    3. New approach (1) 3

    4. New approach (2) “Environment” as enabler for “better life for all” placed our sector and our work on the agenda – every line function department (all spheres of government) has it to greater or lesser extend on their own agenda Whilst maintaining growth and implementation of our mandate, the role of the Department has increasingly becoming that of a coordinator, facilitator and should be setting the norms & standards, targets, etc and fulfill an M&E role – whilst still “implementing”, we must also facilitate, coordinate and provide critical knowledge generation role Sub-sector (e.g Biodiversity) to Sector (Environment) integration National and international Coordination, facilitation, monitoring & evaluation, across different sectors, departments and different spheres Fast changing landscape with emerging issues that require “fast strategy” (but do not compromise mandates and regulatory functions) Strategic sensitivity (strategic environmental intelligence) Resource fluidity (not “bound” to structure – flexibility) Collective commitment 4

    5. Structure 5

    6. INTERNATIONAL GOVERNANCE AND COORDINATION 6

    7. International Governance What do we do? How do we measure performance? Achievements 2011/12 Performance Indicators 2012/13 Priorities 2012/13 7

    8. WHAT IS THE INTERNATIONAL GOVERNANCE UNIT The International governance Unit is a PERFORMANCE orientated and driven unit, PRO-ACTIVELY engaging in the international arena, PASSIONATELY lobbying for financial and technical resources, promoting the African agenda and positioning South Africa within the global governance system so as to derive PEOPLE-CENTRED benefits in a manner befitting the highest of INTEGRITY. 8

    9. Structure 9

    10. WHAT DO WE DO? Strategic Objective: Enhanced international governance, instruments and agreements supportive of SA environmental and sustainable development priorities. HOW DO WE DO IT? Pursuing African advancement and enhanced cooperation Improving regional integration in Southern African Development Community (SADC) Building and enhancing strategic relations in Africa, South-South Cooperation and North - South Participation in a global system of governance Financial and Technical resource mobilization and portfolio management International administrative support 10

    11. HOW DO WE MEASURE PERFORMANCE? Sustainable Development and trade/ Africa and SADC/ South–South and North-South/ Governance - % of our positions that have been adopted. Financial and Technical resource mobilization and portfolio management – Level of resources mobilized International administrative support - % of DEA international engagements provided with international relations administrative support “My performance has finally caught up with my ego”, Ato Bolden 11

    12. PERFORMANCE INDICATORS 2012/13 % of South African positions on sustainable development and trade successfully negotiated within the redline/parameter. Target : Sustainable Development 50%, Trade 30% The % of South African positions on African and bi-lateral, South-South, South-North and international environmental governance processes prepared and negotiated prepared and negotiated within the redline/parameter. Target : African and SADC 60%, South-South 60%, South-North 50%, IEG 40% 12

    13. PERFORMANCE INDICATORS 2012/13 The financial value of resources raised from multilateral and bilateral donors to support SA and Africa’s programmes in the sectors the department is responsible for. Target: US$ 25 million The % of effective portfolio management and reporting on the use of the resources in line with sectoral priorities. Target: 98% % of DEA International engagements provided with international relations administrative support services Target: Focal point administration: 90%; Quarterly International Travel administration: 100%; Delegation Logistics Support: 60% 13

    14. 14 PERFORMANCE INDICATORS 2011/2012 The % of South African positions on international chemicals, waste and sustainable development agreements successfully prepared for, negotiated and reported on. (Target : Chemicals 45%, Sustainable Development 50%, Trade 45% ) The % of South African positions on African and bi-lateral, South-South, South-North and international environmental governance processes prepared and negotiated (Target : African, South-South 60%, South-North 50%, IEG 40%) The financial value of resources raised from multilateral and bilateral donors to support SA and Africa’s programmes in the sectors the department is responsible for. (Target: US$ 10 - 15 million 2011/12) The % of effective portfolio management and reporting on the use of the resources in line with sectoral priorities. (Target: 95%) % of DEA International engagements provided with international relations administrative support services (Target: Average of 95%)

    15. ACHIEVEMENTS (2011/2012) Successfully coordinated and led South Africa’s participation to CSD-19 held in New York, from 02 to 13 May 2011 Successfully hosted the following: 4th and final meetings of the Transitional Committee for the Green Climate Fund (October 2011 - Cape Town) 16th Adaptation Fund Board meetings (December 2011- Durban) 2nd Partnership Conference of the World Bank’s climate Investment Funds (June 2011 – Cape Town) Successfully coordinated and participated in the various multilateral chemicals meetings and forums (Rotterdam, Stockholm, SAICM) 15

    16. ACHIEVEMENTS (2011/2012) SA led the drafting of the Governing Instrument of the Green Climate Fund (GCF) together with Norway and Mexico during the Transitional Committee meetings for the GCF. (Instrument adopted at COP17) Facilitated the negotiation on the decision on the Green Climate Fund during UNFCCCC COP 17 (GCF Decision adopted) Successfully lobbied for direct access within the Global Environment Facility and facilitating the DBSA’s accreditation to the GEF as a national implementing entity. 16

    17. ACHIEVEMENTS (2011/2012) Successfully facilitated the accreditation of SANBI as a national implementing entity of the Adaptation Fund. (NIE launched at COP 17) Positioned SA and a key participant within the OECD Environmental Policy Committee and the OECD’s work on Green Growth Positioned DEA as a key and integral participant in SA’s international program (including State Visits) – China, UK, Norway, Uganda, Mozambique, USA, Brazil, IBSA, BRICS, AU, AMCEN, SADC, etc Mobilized US$ 17,5 million funding from bilateral and multilateral sources. 17

    18. ACHIEVEMENTS (2011/2012) Played a key leadership role in enhancing effectiveness and role of SADC and AMCEN – (SADC Environment protocol, African positions on Climate Change) SA elected as one of the representative for Africa on the Board of the Adaptation Fund and also nominated to its ethics committee. SA re-elected to the Trust Fund Committee of the World Bank’s Clean Technology Fund and re-elected as developing country Co-Chair. SA served as the GEF Council member for the South African Constituency 18

    19. PRIORITIES (2012/2013) SUSTAINABLE DEVELOPMENT (International) Rio+20 Preparations and participation at Rio+20 (Position to be developed) Sustainable consumption and production A draft national framework for sustainable consumption and production; Trade and Environment Analysis on Green economy and Trade nexus in the context of trade and environment; (Slow movement on the WTO process) 19

    20. PRIORITIES (2012/2013) AFRICA AND SADC AMCEN, AU and SADC Enhancing and strengthening relationships/partnerships as well as building alliances. (Climate Change, CBD, Rio+20) Strengthening institutions, regional/sub regional policy frameworks and institutional capacities. (e.g. SADC Environment Protocol; Secondment) Position us within the governing structures and bodies Bilateral Building future and enhancing existing strategic relationships & partnerships; Building alliances Mozambique (Rhino), Uganda (Presidential priority), DRC (Climate Change), Egypt (Climate Finance), Nigeria (relationship), Algeria (G77 Chair), Ghana (Green Economy) 20

    21. PRIORITIES (2012/2013) SOUTH-SOUTH COOPERATION IBSA (CBD; Environmental agreement, green economy), BRICS (Rio+20), China (Rhino), India, Brazil, Indonesia, Vietnam (Rhino), Argentina Strengthening and enhancing our position and role within these forums. Influencing the policy, focus and position. Building and enhancing partnerships and identifying new avenues and opportunities for cooperation. (Rhino poaching – China) Building and enhancing alliances. 21

    22. PRIORITIES (2012/2013) NORTH-SOUTH COOPERATION OECD EPOC - Enabling us to tap into the brain bank of the OECD as well as influencing the OECD's policy/focus Environmental performance review - An independent review of the effectiveness of our policies; as well as strengthens our hand to make the case for the environment with eg.-Treasury/Bilateral Partners Building future and enhancing existing strategic relationships & partnerships; Building alliances Norway (New Cooperation) , European Union (CBD, Green Economy, Rio+20), USA (LEDS), France (Green economy), Germany (New Cooperation), G20 22

    23. PRIORITIES (2012/2013) GOVERNANCE GEF, Clean Technology Fund (CTF), Adaptation Fund Board Strategically utilizing our position on the Boards - To influence the policies and programs; Ensure greater equity and representivity and creating opportunities to access resources. Accreditation of DBSA as a GEF Implementing Agencies; GEF6 International Environmental Governance - Development of a pro active position on IEG so that we begin assuming a position of leadership on the issue of IEG. Green Climate Fund - Operationalization and capitalization of the GCF 23

    24. PRIORITIES (2012/2013) RESOURCE MOBILIZATION Multilateral Resource Mobilization GEF 5 Portfolio (US$ 20 million); CTF (US$ 50 million); Adaptation Fund (New portfolio – US$ 5 million) Bilateral USA (LEDS); Germany (ICI); EU (TDCA Facility, Budget support) Portfolio management and reporting system Online system to conduct M&E of funded projects/programmes . 24

    25. PRIORITIES (2012/2013) INTERNATIONAL ADMINISTRATIVE SUPPORT Quarterly International Travel Administration International Travel Management System. (Online system for international travel management and reporting) 25

    26. STRATEGIC ENVIRONMENTAL INTELLIGENCE 26

    27. STRATEGIC ENVIRONMENTAL INTELLIGENCE UNIT 27 REF KEY PERFORMANCE AREAS (KPA) WEIGHT 1. Environmental management system weakness response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for monitoring various indicators that measure the efficacy of the environmental management systems and for ensuring that any possible significant weaknesses in the system are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at addressing the weakness. 20% 2. Environmental management system opportunity response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for reviewing and analysing local and international information that may provide options for improving the efficacy of the environmental management systems and for ensuring that any possible significant improvement opportunities for the system are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at efficiently and effectively exploiting the identified opportunities. 20% 3. Environmental management system threat response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for reviewing and analysing local and international information that may provide evidence of possible new, novel or emerging threats to the environment and/or the environmental management systems and for ensuring that any possible significant threats are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at efficiently and effectively reducing the threat. 20% 4. Initial response activation – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for managing the initiation of approved interventions aimed at addressing weaknesses, exploiting opportunities and/or reducing threats to the environment and/or the environment management system until such time as the interventions are adequately main-streamed into the work of the department’s line functions or its entities. 20% 5. General departmental knowledge management support – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for initiating and managing periodic reviews of the department’s general knowledge management systems, providing well-informed suggestions on possible interventions aimed at improving the department’s general knowledge management systems, and, when required, managing the development and maintenance of policy in respect of the department’s general knowledge management systems. 20% REF KEY PERFORMANCE AREAS (KPA) WEIGHT 1. Environmental management system weakness response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for monitoring various indicators that measure the efficacy of the environmental management systems and for ensuring that any possible significant weaknesses in the system are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at addressing the weakness. 20% 2. Environmental management system opportunity response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for reviewing and analysing local and international information that may provide options for improving the efficacy of the environmental management systems and for ensuring that any possible significant improvement opportunities for the system are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at efficiently and effectively exploiting the identified opportunities. 20% 3. Environmental management system threat response – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for reviewing and analysing local and international information that may provide evidence of possible new, novel or emerging threats to the environment and/or the environmental management systems and for ensuring that any possible significant threats are identified and brought to the attention of the department’s top management with well-informed suggestions on possible interventions aimed at efficiently and effectively reducing the threat. 20% 4. Initial response activation – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for managing the initiation of approved interventions aimed at addressing weaknesses, exploiting opportunities and/or reducing threats to the environment and/or the environment management system until such time as the interventions are adequately main-streamed into the work of the department’s line functions or its entities. 20% 5. General departmental knowledge management support – The Chief Policy Advisor: Strategic Environmental Intelligence is responsible for initiating and managing periodic reviews of the department’s general knowledge management systems, providing well-informed suggestions on possible interventions aimed at improving the department’s general knowledge management systems, and, when required, managing the development and maintenance of policy in respect of the department’s general knowledge management systems. 20%

    28. 2012-2013 Focus areas Establishment of Unit and finalisation of the Performance Plan for the unit Priority projects for 2012-2013: NPC Development Plan Off-sets strategy; Climate Change Policy: Carbon Budgets Flagship Projects; Fracking / Shale gas; Development of Knowledge Management System and Policy for the Department; 28

    29. SUSTAINABLE DEVELOPMENT & GREEN ECONOMY 29

    30. Structure 30

    31. What do we do? Draw and optimise linkages between Climate Change, Green Economy and Sustainable Development; Coordinate implementation of the National Strategy for Sustainable Development (1); Coordinate South Africa’s participation in the International Sustainable Development regime (UNCSD; Rio +20); Coordinate implementation of the Environment Sector Green Economy Programme 31

    32. Performance (11-12) & targets (12-13) 32

    33. PRIORITIES (2012/2013) SUSTAINABLE DEVELOPMENT & GREEN ECONOMY (NATIONAL) National Strategy for Sustainable Development (1) Institutional arrangements Develop action plan Develop Monitoring & Evaluation system Green Economy & Greening Green fund activation Implementation of Environment sector Green Economy Programmes; Green Economy Modeling Report (finalisation & publication) 33

    34. THANK YOU 34

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