csa strategy 2012 - 2017 - conservation international

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Conservation South Africa

5-year plan 2012-2017 June, 2012


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FOCUS 3

INTRODUCTION 4

CSA VISION 4 CSA MISSION 4 VALUES 4 CSA’S CONCEPTUAL FRAMEWORK 5 HEALTHY, SUSTAINABLE ECONOMIES AND 6 DIMENSIONS 5 SCALES OF INTERVENTION AND AN INTEGRATED APPROACH 6 RIGHTS-BASED APPROACH 6 CLIMATE CHANGE ADAPTATION 7

CONTEXT 7

HISTORY AND MAJOR ACHIEVEMENTS 7 COUNTRY PROFILE 9 SUSTAINABLE PLACES 10 NICHE 11

STRATEGY 12

NATIONAL STRATEGY 16 POLICY AND INSTITUTIONAL ALIGNMENT 16 SECTORAL TOOLS AND CAPACITY BUILDING 16 GREEN ECONOMY LANDSCAPES 20 GEOGRAPHY 1: NAMAKWALAND 26 GEOGRAPHY 2: GREATER CEDARBERG BIODIVERSITY CORRIDOR 27 GEOGRAPHY 3: GOURITZ CLUSTER BIOSPHERE RESERVE 29 GEOGRAPHY 4: BAVIAANSKLOOF MEGARESERVE 31 GEOGRAPHY 5: UMZIMVUBU CATCHMENT 32 GEOGRAPHY 6: KWAZULU NATAL CEPF PARTNERSHIP SITES 34

OPERATIONS 36

ENGAGEMENT ACROSS CI 37 PARTNER ENGAGEMENT 38 SOCIAL POLICY AND PRACTICE 40 MONITORING & EVALUATION 42 OPERATIONAL MANAGEMENT 43 PHASE 1: EXISTING MANAGEMENT STRUCTURE 2012 44 PHASE 2: MANAGEMENT STRUCTURE 2012 – 2013 45 PHASE 3: MANAGEMENT STRUCTURE 2012 – 2017 46 COMMUNICATION AND OUTREACH PLAN 47 LONG RANGE FINANCIAL PLAN 48 FUNDRAISING PLAN 50 RISK ASSESSMENT 52


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FOCUS

Conservation South Africa (CSA) supports economic development activities that value nature. We work at the enabling level—influencing international agreements, national policies, and environmental and mainstream markets; and generate innovative demonstrations within scientifically prioritised landscapes in South Africa’s Biodiversity Hotspots. Through our activities we support South Africa’s Green Economy Strategy (Vision 2030), as well as the immediate objectives of promoting food and water security, job creation and greater social equity. We share our experience with Conservation International’s (CI) global network to amplify the impact of our learning.

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INTRODUCTION

Conservation South Africa (CSA) is an independent affiliate of Conservation International, legally registered as a Section 21 Not-for-profit company in South Africa. As an affiliate, CSA subscribes to the aspirational vision and mission, strategic framework, and operational requirements of Conservation International, but is enabled to adapt language and specific policies and goals to the unique context of South Africa.

CSA Vision

“We imagine a healthy prosperous country, where South Africa’s Biodiversity Hotspots are restored and maintained to provide water, food and climate change resilience for sustainable economic development and the long-term benefit of people and nature.”

CSA MISSION

To promote and support conservation, restoration, and sustainable land use in South Africa’s Hotspots as an essential element of food security and land reform; human and economic development; and building resilience to the impacts of climate change.

VALUES

As we pursue our vision and mission, we are guided by CI’s essential and timeless values:

Passion: We are inspired by nature and cherish the diversity of life in all of its forms. Respect: We respect and trust each other and we embrace our diversity of cultures, talents,

and experiences. Integrity: We act with integrity and are accountable for our actions. Optimism: We are optimistic about the future of life on Earth and are confident that, with

our partners, we will achieve unprecedented conservation results. Courage: We tirelessly pursue our vision, taking bold action and persevering through

challenges. Teamwork: We work together, recognizing that openness, collaboration and cooperation

are fundamental to achieving a healthy and prosperous world for all.” Additionally, CSA embraces four complementary values that guide our work: Focus: We are focused on scientifically defined priorities that show us where we can

achieve the greatest benefits for people and biodiversity through promoting ecosystem health.

Humility: We recognize that our stakeholders and partners have a wealth of experience to share and that in valuing and understanding that knowledge we will be able to support more sustainable change. As such, we will always promote the contributions of our partners and be willing to follow, support, as well as lead.


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Balance: We ensure that our initiatives have a balance of conservation and socio-economic objectives and as a team, we strive to have a balance between our personal and professional goals.

Responsibility: As individuals, and as an organization, we take responsibility for our actions and their impacts. When we make mistakes, we accept the consequences and integrate the learning into our future actions.

CSA’s CONCEPTUAL FRAMEWORK

CSA structures its work and prioritizes its interventions using CI’s institutionally recognized conceptual framework that ensures the whole institution is aligned and contributes to the same goals. The conceptual framework defines an approach to Healthy Sustainable Economies (HSE, or alternatively Green Economy), which is related to the 4 capitals and further articulated through 6 Dimensions of Sustainability. Additionally, CSA has integrated two overarching and cross-cutting themes into our conceptual framework - Social Policy and Practices; and climate change adaptation; both of which define the principles and niche underpinning our work.

Healthy, Sustainable Economies and 6 Dimensions

CSA believes that a green economy (GE) that enhances social capital and equity, and improves human well-being, requires the integrity, resilience and productivity of natural ecosystems and their biodiversity. In other words, CSA maintains that renewable natural capital (nature and its services) underpins all other capitals and therefore deserves special consideration. CSA believes that building a green economy through the HSE framework is a strategy to achieve sustainable development. CI believes that comprehensive work on healthy, sustainable economies requires that we work across six dimensions of a sustainable economic development model that require targeted and integrated interventions. These dimensions are important at both landscape and national scales, although the strategies to promote change at each scale may vary significantly. CI’s conceptual framework uses these six dimensions to organize, plan and measure the progress of our work. The six dimensions can be considered the main elements, drivers, or levers of a green economy. 1. Ecological Infrastructure: The landscape mosaic, including key elements and land-use

patterns, which sufficiently maintains stocks of natural capital and ecosystem services flows while meeting development goals.

2. Sustainable Production: Private sector policies and practices to achieve sustainability and minimize or offset impacts on natural capital.

3. Sustainable Markets: Markets for ecosystem services that properly capture the value of natural capital in goods and services, and allow for efficient and equitable market exchange.

4. Sustainable Consumption: Government and retail consumers are knowledgeable about environmental and social impacts of goods and services, have access to alternatives, and shift to sustainable purchases.


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5. Sustainable Investments: Government, commercial, development agencies and other donor entities adopt and execute investment and lending policies that account for natural capital and social concerns.

6. Sustainable Institutions: Public and civil society institutions have policies and capacity to ensure that sustainable development plans are implemented with good governance and social equity.

Scales of intervention and an integrated approach

Within South Africa, CSA principally focuses on two different scales of work – the landscape scale and national scale. At both scales, CSA addresses priority ecosystem services through an integrated approach that builds the green economy as well as resilience to the impacts of climate change. For example, in a landscape, CSA works with farmers to conserve unique flora and fauna (biodiversity); restore wetland or riparian systems for improved water quality and quantity (freshwater); and explore best ecosystem-based management practices that will build more robust resilience to potential droughts, floods, or increased fires for their crops and livestock (food and climate). Similarly, at the national scale, CSA promotes integration and alignment of land-management policies. For example, by mainstreaming the role of biodiversity in building disease resistance in livestock as part of a “Climate Smart Agriculture” policy for the country; or the role that ecosystem restoration plays in extending the life of water infrastructure by reducing sedimentation levels in the “Water Pricing” policies of the country. As a civil society agent, CSA is able to bring the value of an integrated perspective to institutions and sectors that often work in silos - allowing us to adapt and intervene in the most relevant and efficient way, at the most appropriate scale.

Rights-based approach

Conservation South Africa respects human rights and within the scope of our work, we: 1. Respect human rights: CSA respects internationally proclaimed human rights[1] and

takes no action that contributes to the infringement of human rights; 2. Promote human rights and human well-being within conservation programs: CSA

supports and promotes the protection and realization of human rights within conservation programmes, while also respecting the cultural values of local populations and the sovereignty of States within which we work;

3. Protect the vulnerable: CSA protects the peoples who are most vulnerable to infringements of their rights and the ecosystems that sustain them;

4. Encourage good governance: CSA supports the improvement of governance systems, including elements such as legal, policy and institutional frameworks, and procedures for equitable participation, conflict resolution and accountability;

5. Work in partnership: CSA seeks to incorporate the knowledge and contributions of partners to ensure that our Rights-based Approach results in lasting and fundamental improvements for nature and human well-being;

[1] As contained in the Universal Declaration on Human Rights and other applicable international instruments.


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Climate change adaptation

CSA promotes an ecosystem-based approach to climate change adaptation, working with decision-makers as part of national climate planning; incorporating assessment and reduction of risk from climate change into our conservation efforts; and using our landscape level programs to demonstrate how ecosystem-based adaptation can make communities more resilient to climate change. Our adaptation work follows a general model that begins with a vulnerability assessment to convene experts from the scientific, conservation and development communities to determine the likely impacts of climate change and identify high-priority actions for protecting natural systems and vulnerable communities within targeted landscapes. Resulting recommendations are then translated into actions to be taken by CSA and our partners and incorporated into local and national governments’ climate policies and adaptation plans.

CONTEXT

HISTORY AND MAJOR ACHIEVEMENTS

Conservation South Africa (CSA) evolved from Conservation International’s (CI) regional branch office in South Africa, which over the last decade has developed into one of South Africa’s eight major conservation organizations. In 2001, the branch office, known as CI’s Southern African Hotspots Programme (SAHP), was created with the aim of contributing technical and financial resources to support conservation action by local partners in the region. During this initial phase, CI-SA developed investment strategies and proposals which led to the mobilization of $16.2 million which was used by hundreds of civil society organizations to support the conservation of 2.6 million hectares in the Succulent Karoo and nearly 400,000 hectares in the Cape Floristic Region Hotspots. In 2005, SAHP developed a five-year strategy that maintained a partnership focus, but included interventions to directly engage business and communities in key corridors in the Biodiversity Hotspots that were not being addressed by other organizations. A major achievement of this strategy was the creation of the Green Choice Alliance, an initiative that sought to mainstream biodiversity considerations and promote biodiversity stewardship on agricultural lands in South Africa. In 2010, 280 farmers were active members of the Green Choice Alliance, following guidelines which promote healthy ecosystems on over 412,000 hectares. By December 2010, SAHP had achieved 95% of its original strategic goals and with the confidence and respect of its local partners began the transition to an independent, local affiliate of Conservation International to capitalise on new relationships, funding opportunities and gaps in the implementation landscape of South African conservation NGO’s. In response to the success of the initial five year strategy, CI’s South Africa programme developed a second five year strategy (2010-2015), and based on that plan and an associated business plan became a fully fledged South African NGO and affiliate of CI in October 2010. CSA hence became Khusel’indalo (Nature’s Stewards) but continues to do business as Conservation South Africa (CSA). CSA’s 2010-2015 strategy articulates a detailed plan to create an enabling


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policy environment and build demonstration projects to support climate change resilience, food security and land reform, and greener economic development. To align more closely with CI’s global programme of work and ensure continued collaboration between CSA and other CI country programmes, CSA has revisited and updated the 2010-2015 strategy to produce this 2012-2017 strategy. A summary of the key moments of the last decade of work in South Africa are highlighted below:

2001

•CI drafts Ecosystem Profile Investment Strategy for the Critical Ecosystem Partnership Fund (CEPR) and secures $6 million for civil society mobilisation through the CAPE Programme in 3 priority "mega-reserve landscapes" and priority lowland habitat fragements in the Cape Floristic Region. Southern Africa Hotspot Programmelaunched

2002

•CI drafts investment strategy for Succulent Karoo Hotspot, and catalyses the Succulent Karoo Ecosystem Programme (SKEP) for the long term conservation of the Hotspot. CEPF provides $8 million for mobilising civil society in the region and CI hosts the coordination function for 2 years.

2005-2009

•5 yr Strategic plan developed 2005-2010, CI-SA begins to play an implementation role in Namaqualand. Secures $2 million to link the existing Namakwa National Park to the coast. Also provides funding to purchase land for the creation of the Nieuwoudtville National Botanical Garden at the northern extension of the Cederberg landscape. Green Choice launched and evolves to support the development of best farming practice in 6 agricultural sectors. Communal stewardship and land reform engagements undertaken.

2010

•Green Choice provides technical support for agricultural standard and best practice guidelines for 7 other sectors, CSA supports DeBeers to develop a pioneering closure plan for its Namaqualand Mine (the Living Edge of Africa Project),

2010

•Achieved 95% of targets

•Began transition to becoming an independent affiliate of CI,

• Conservation South Africa launched, October 2010

2011

•Conservation South Africa supports SA national government efforts at COP-17

•Biodiversity and Red Meat Association catalysed in Namaqualand and eco-ranger project of using shepherds to gather ecological data and reduce livestock loss to predators launched

•Umzimvubu Catchment Conservation Programme Strategy developed and launched with supporting NGOs, CBOs, and local government

2012

•21,000 ha Three-Peaks Conservancy officially proclaimed,

• 5yr Strategic Plan reviewed to include CI’s new focal areas


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COUNTRY PROFILE

South Africa has both a strong governance and economic foundation and numerous important drivers that have provided the impetus to transform its economy along the lines of greener principles. The total population of the country is nearly 50 million, and its GDP in 2010 was $354 billion, making it 27th largest economy in the world and the largest in Africa by nearly 40%. Major exports come from mineral and agricultural sectors, although tourism - including tourism to its national parks, is the fourth largest income earner in the country. South Africa has some of the best human rights, social development, and environmental legislation in the world as a result of major legislative reforms in 1995 with the end of apartheid system. As a stable country with generally good governance, it receives significant global funding to address gross historic imbalances in its economic and social conditions (South Africa still has one of the world’s highest Gini coefficients). Finally, not insignificantly, it is the only African country representative on the G20 and as a major investor and purchaser of products in Africa, South Africa also became a member of the BRIC economic alliance in April 2011. This exposure as well as experience as a regular host to major world development and environment conferences (WSSD 2002, WPC 2005, WTO 2009, World Cup 2010, UNFCCC COP17, 2011), has resulted in a broad section of the government and civil society that understand and strive for global best practices for improved environmental efficiencies and management in South Africa. Other drivers of the GE movement within South Africa are not as positive. The opening of South African markets in 1995 has resulted in huge rates of land transformation for agricultural products, base metals, and other natural resources. While these activities have increased the size of SA’s middle class, the country’s unemployment rate hovers around 40% and the majority of the rural population continues to live on less than $100 a month. Large populations continue to live in former homelands from the apartheid era that are severely degraded and land redistribution policies are failing to build the necessary skills for the development of sustainable farming in either of these land tenure categories. Private farms, though often well managed for sustainable production, fail to recognize larger ecosystem management needs and inadvertently degrade these larger landscape scale services. Invasive plant species on communal and private land represent one of the most significant threats to South Africa’s ecosystems and have significant economic implications. The pursuit of a greener economic development strategy is being promoted as a vehicle for simultaneously addressing these social and ecological challenges.


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Sustainable Places

CSA works within three ‘biodiversity hotspots’ located at the southern tip of Africa that together cover an area the size of California. The conservation of South Africa’s hotspots is vital not only for the inherent value of their species and natural areas, but because sustainable resource use and development is directly tied to political, social and economic stability in South Africa. South Africa is the third most biodiverse country in the world and together the three hotspots contain more than 20,000 plant species. About half of these species are found nowhere else on Earth and many hold economic potential for the horticultural, cut flower, food and medicinal markets. These plant species, combined with the region’s charismatic species such as lion, leopard, elephant, black rhino, white rhino, giraffe, caracal and mountain zebra are at risk of extinction as their habitats shrink due to mining, agricultural expansion and unsustainable coastal, rural and urban development. Reductions in water run-off, loss of biodiversity and ecosystem resilience, loss of productive land, increased costs of fire protection and management, and erosion following fires in heavily invaded areas are all explicit economic costs to the development of South Africa’s economy and the robustness of its ecological infrastructure. A comparison of ecosystem threat status in the terrestrial, river, wetland, estuarine, coastal and inshore, and offshore environments in the 2011 National Biodiversity Assessment shows

40% of South Africa’s terrestrial ecosystems are classified as vulnerable and 20% as endangered – leaving a large portion of the country at risk of being classified as critically endangered if the current rate of biodiversity loss and habitat transformation are not curbed.

0% 20% 40% 60% 80% 100%

Offshore

Coastal & inshore

Estuaries

Wetlands

Rivers

Terrestrial

% of ecosystem types

Critically endangered

Endangered

Vulnerable

Least threatened


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Despite high levels of ecosystem vulnerability, a comparison of ecosystem protection levels in the terrestrial, river, wetland, estuarine, coastal and inshore, and offshore environments across South Africa show that almost 40% of all ecosystem

types are not protected at all, nearly 80% of all ecosystem types (excluding coastal and estuaries) are only poorly protected and less than 20% of all ecosystem types are considered well protected. Those areas highlighted as dark green in the map below are existing protected areas, with coloured areas being focus areas for land-based protected area expansion.

The National Biodiversity Assessment 2011 has synthesized all available biodiversity and ecosystem related information into a second map depicting areas important for ecosystem based adaptation in South Africa. These areas overlap directly with the countries three Biodiveristy Hotspots, and are under represented in the national protected areas network. CSA focuses their work on these scientifically defined priority areas to ensure species conservation and habitat restoration activities outside of protected areas that directly contribute to building climate change resilience in South Africa.

NICHE

The pursuit of a green economy in South Africa, as elsewhere in the world, is part of a revolution to ensure that sustainable resource use supports the country’s political, social, and economic development. An analysis undertaken during the development of the National Framework for Sustainable Development in 2009 concluded that the natural resource base as a major resource for SA’s development is under severe pressure. As a result, the South African government is actively pursuing strategies to reduce pressure on ecosystems while continuing

0% 20% 40% 60% 80% 100%

Offshore

Coastal & inshore

Estuaries

Wetlands

Rivers

Terrestrial

% of ecosystem types

Not protected

Poorly protected

Moderately protected

Well protected


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to develop in an equitable and sustainable manner. There is a tremendous depth of capacity of scientific knowledge, economic drivers, and development finance and expertise in the country. National authorities and institutions in South Africa are global leaders in many new approaches to ecosystem management and socio-economic development. Against this backdrop, CSA’s niche is to be the intermediary between CI’s global networks, experience and initiatives, and a targeted programme of national and landscape level interventions that promote a holistic Green Economy. Drawing on CI networks CSA is able to brokering deals, facilitate the development and adoption of best practices for industry, and act as a liaison between grassroots project, national government programmes and the private sector. As a locally registered affiliate, CSA also has the ability to work more nimbly with the GE movement in South Africa and to bring lessons from local and the national scale policies and programmes back to CI. While South Africa evolves to become a regional and global model for a broad-scale green economy, CSA has the opportunity to generate and capture real lessons on enabling and implementing ecosystem-based GE from South Africa and, through CI, to amplify these continentally in Africa, within countries of similar economic and governance capacity (e.g. Brazil, India, China, Mexico), and through the entire global CI network. Within South Africa, CSA’s global networks with CI have placed it at the forefront on community based adaptation policy development and demonstration projects – giving CSA a distinct niche amongst other conservation NGO’s in South Africa.

STRATEGY 2012-2017

CSA’s mission is to promote and support conservation, restoration, and sustainable land use in South Africa’s Hotspots as an essential element of food security and land reform; human and economic development; and climate change resilience. CSA pursues this objective through influencing local and national government to implement appropriate and proactive policies, laws, and programmes; through developing appropriate tools and guidelines; and by empowering individuals, communities, and corporations to become active stewards of their land and water resources using the principles of Ecosystem Based Adaptation (EBA) and green economic development. Through our affiliation with CI, CSA also seeks to share our learnings to support CI’s global mission and programmes. In line with CI’s Healthy Sustainable Ecosystems (HSE) approach to Green Economies CSA’s implementation strategy for the next five years will be guided by explicit targets relating to all six of CI’s dimensions of sustainable development: ecological infrastructure, sustainable production, sustainable consumption, sustainable markets, sustainable investments and sustainable institutions at the implementation and enabling level. Due to difficulty in measurement, targets for contributing to sustainable consumption are measured at the corporate rather than consumer level and emphasis is on indirectly contributing to sustainable consumption through a more robust focus on efforts to ensure sustainable production practices and the development of sustainable markets in high value sectors and landscapes within South


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Africa’s hotspots. Within each dimension, CSA aims to support CI-defined outcomes, with explicit outputs for both the enabling (national) and implementation (landscape) level. CI recognizes that there are several key components that will be involved iteratively as countries transition to “green economies.” These factors provide a framework in which interactions between the “enabling” actions of policy, market, knowledge, and sustainable financing mechanisms and the “implementation” actions where conservation and sustainable economic development alternatives take place—create green economic transformation. CSA’s overall strategy is therefore best described as being driven by a reciprocal interaction between the creation of an enabling national policy environment; the development of sector specific tools; and the implementation of integrated landscape level demonstration projects within South Africa’s hotspots. Targeted landscapes are selected based on the convergence of social, economic and environmental stressors within critical biodiversity areas where tools and policies can best be put to work. CSA works across six landscapes with a range of partners, driving landscape level demonstrations in two of these six landscapes. Work at the national scale with policy makers in government and industry bodies interacts directly with lessons from work with the land users at the landscape scale and vice versa. In this way, CSA uses experiences from demonstration projects to amplify its impact by acting as a liaison between grassroots projects, science, global best practice, and national government programmes.

Additionally, in recognition of the fact that the concepts and practices related to valuing nature and its services in economic development (i.e. green economic transition), CSA will consciously


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view 2012-2017 as a period of development and learning. While filling its unique niche of liaison between CI global, national, and local experience and capitalizing on South Africa’s diverse biological resources, heterogeneous governance structures and wide economic spectrum, CSA will test CI’s conceptual framework and generate demonstrations for further uptake. Our interventions at both the national and landscape level will be driven by action learning research; participatory social development processes; scientifically based monitoring and evaluation systems; and interactive policy formulation. Through this learning period, CSA will focus on experiences and engagements that can provide case studies of integrated landscape demonstrations as well as tools, guidelines, training materials, and financial mechanisms that support GE and can be amplified through grassroots projects, science, private sector best practice, national government programmes, and international conventions in the future.

CSA promotes conservation AS a land-use—fundamentally believing that the only way we will ensure the future for humans

and nature is by finding new ways of integrating a conservation approach to the way we utilize our land and water resources.


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Strategic Focal Areas and Activities from CSA 2010-2015 Strategy (See Fact Sheets in Annexure for More Detail)

Greening Economic Development: CSA provides government development planning efforts with environmental information and encourages and

supports the corporate sector to create healthy ecosystems, particularly with regard to sustainable land

management and adaptation to climate change and water scarcity. CSA works at both a national policy level

and landscape level to showcase options for greener economic development in South Africa. In the enabling

environment CSA contributes to industry guidelines and government policies that improve the ability of

business and government to better integrate environmental concerns into economic sustainability. CSA also

works with various government and business entities to develop incentive options for maintaining natural

capital. For example, CSA plays an instrumental role in policy thinking on the development of a national

Payment for Ecosystem Service scheme and other incentive and job creation programmes to support green

economic development such as South Africa’s Green Fund, Drylands Fund, and Jobs Fund. At a landscape level,

CSA manages the SKEPPIES fund—a small grants fund that supports entrepreneurs to develop businesses that

contribute to conservation within the Namaqualand landscape. CSA is seeking to expand and evolve this effort

into a social enterprise institution that can support green entrepreneurship in all landscapes where we are

involved.

Contributing to Food Security & Land Reform At an industry (enabling) level, CSA promotes sustainable food strategies and standards to government and

retailers. At an implementation level, the CSA technical and landscape teams assist farmers to transition to

known better practice, research best practices and monitor impacts. Wine, potato, rooibos tea, citrus, cut

flower, sugar, mohair, barley, and fishing sectors have been supported by CSA through the Green Choice

Alliance, a partnership with WWF-SA and others. Current initiatives to address red meat, dairy, fruit, and

sweet potatoes are underway. Within each landscape, CSA works with rural communities to understand their

needs and to enter into conservation agreements that help communities achieve their development and food

security goals in exchange for agreed upon conservation outcomes. With demonstration experience, CSA has

partnered with the SA National Biodiversity Institute to promote environmental stewardship as a key

opportunity for land reform in agricultural landscapes in the Hotspots. Building resilience to climate change: CSA seeks to ensure that environmental services are part of climate change adaptation and mitigation

strategies that are adopted by government, civil society and the private sector. At the enabling level, CSA plays

a leading role on advising government and major corporations on the importance of and specific opportunities

for ecosystem-based approaches to be integrated into their policies and programmes related to climate

change. Based on both the global experience of CI and the policy environment, at the implementation level

CSA also supports local governments to develop relevant land-use, economic development, and climate

change response strategies and policies. Through the development of District Municipality vulnerability

assessments, and the support and integration of other ecological and social research and stakeholder

engagement, practical adaptation recommendations and programmes are designed and implemented with

landscape land-users.

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NATIONAL STRATEGY

Policy and Institutional Alignment

At the national level, CSA’s fundamental goal is to ensure that the restoration and maintenance of healthy ecosystems is fully integrated within all relevant policy, and that EbA principles that generate multiple benefits for communities are mainstreamed into national sustainable developmental climate change response; agriculture; land-reform; and water-related implementation frameworks and programmes. To facilitate this objective, CSA formally collaborates on the conceptualization of policy drawing on CI’s global experience and CSA’s landscape-level experience to inform our recommendations and inputs into national legislation (and from there into local government plans at the landscape level as described later in this document). To support better policy development, CSA also facilitates international policy exchanges and supports South Africa’s role as an international leader in climate change and biodiversity policy development for emerging markets - supporting national efforts at the UNFCCC convention, particularly focusing on the Nairobi Work Programme, Adaptation, and Agricultural Programmes. CSA also seeks to support better policy and programme alignment on the fundamental importance of ecosystem health and high concentration of globally unique species for its economic development by promoting the national systems of land use planning, development regulation, and the monitoring mandates of the Department of Water and Environmental Affairs and the SA National Biodiversity Institute (one of only four countries in the world with such a dedicated unit) into other departments and local government. By assisting these entities to promote policy alignment and implementation of their policies and processes (recognizing that these are continually being refined and augmented) CSA aims to improve the implementation of South Africa legislation across the six dimensions of the Green Economy.

Sectoral Tools and Capacity Building

CSA also influences the national enabling environment through the development of tools, guidelines, training materials and supporting investment mechanisms (funds and enterprise development institutions) in the Green Economy and Food Security sectors. These outputs support strategic human and financial resource capacity building, and effectively link the enabling and implementation levels. These initiatives are developed and continually refined by a Technical Team who draw on global best practice and broad consultation and iterative development phases with local implementers within CSA’s GE landscapes. Implementers (either CSA or a partner institution’s local landscape team) have the mandate and responsibility for developing and implementing landscape level plans that best integrate the approaches and support of the Technical Team. Finally, the Technical Team is responsible for monitoring the impact across landscapes and producing outputs in the form of policy inputs; scientific papers or reports; and lessons learned documents. As per CI’s HSE framework, CSA’s strategic outcomes at the national level are as follows:.


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National Goals

Goal Statement: By 2030, government, key industry bodies/companies and donors have integrated ecological approaches that promote social upliftment and alleviate poverty into their strategies for developing a green economy, ensuring food security and successful land reform, and adapting to climate change.

Dimension 1: Ecological Infrastructure Goal: Outcome Statement: By 2017, CSA has created enabling conditions leading to a minimum of five natural and sustainably managed landscapes (1 833 000 hectares) targeted to maximize biodiversity protection and secure ecosystem services flows by integrating ecological infrastructure and EbA principles into all relevant South African national legislation and international commitments. Dimension 2: Sustainable Productions Goal: Agriculture Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the adoption of policies related to healthy ecosystems in sustainable agriculture and land reform and in a minimum of eight production sectors (e.g.small stock, ostrich, dairy, potato, sweet potato, rooibos, citrus and mohair) with significant footprints in South Africa's three biodiveristy hotspots. Mining Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the Dept of Mineral Resource and Chamber of Mines adoption of policies related to healthy ecosystems in mining (including no-go areas in SA's protected areas and utilising BBOP-standard biodiversity offsets for mining impacts in Nationally identified Critical Biodiversity Areas), with companies with significant footprints in South Africa's three biodiversity hotspots and elsewhere in CI-AMFD priorities being particularly engaged in integrating the policies into their corporate policies.

Dimension 3: Sustainable Markets Goal: Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across the securities and other targeted benefits to humanity through the pursuit of an environmentally based low carbon approach to economic development with a particular focus on the ongoing refinement of the National Green Economy and Climate Change Response Strategies and establishing a foundation for a new national payment for ecosystem services scheme in the water sector through ensuring PES language and concerns are integrated into appropriate strategies in the water, agriculture and land use sectors. This work aims to increase the monetized value of natural capital and particular ecosystem services targeted by CSA and lay the foundation for further PES work. Dimension 4: Sustainable Consumption Goal: Outcome Statement: By 2017, CI has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the promotion of sustainable consumption through the development and adoption of a new national environmental


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standard for the Consumer Goods Council of SA and specific expanded green marketing and labeling by Woolworths, Nestle and Massmart - thus increasing the market share (in terms of volume or revenue) of sustainably-produced goods consumed vs. unsustainably produced goods by 30%. Dimension 5: Sustainable Investments Goal: Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the adoption of policies, incentives, and safeguards that promote the conservation, restoration, and sustainable use of natural capital in the SA National Green Fund, Drylands Fund, Adaptation Fund, and Jobs Fund and various corporate social investments - thus annually increasing by 20% the percent of investments in nationally defined critical biodiversity and ecosystem-based adaptation vs other investments. Dimension 6: Sustainable Institutions Goal: Outcome Statement: By 2017, CSA has created enabling conditions, specifically greater capacity and alignment within key land use management institutions and private sector businesses to manage ecosystem based adaptation and more than 100 officials have directly been trained by CSA led interventions and more than 500 people have been indirectly trained through CSA developed tools and courses.

A high-level exchange visit to Costa Rica influenced South Africa’s deliberations on the development of a National Payment for Ecosystem Services scheme.

National level interventions have an iterative relationship with landscape level demonstrations. This relationship is best explained in Appendix 2 which outlines the relationship between local, provincial, national and international policy work within CSA.


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Some examples of CSA’s work at the national scale are included in the case study boxes below:

Consumer Goods Council of South Africa Within the emerging paradigm of a global green economy, there is a both an opportunity and a need for impactful models of private sector leadership. Sustainability is not a new concept to business, but with increasing uncertainty around future climate and environmental resilience and scarcities affecting potential supply/resources required for production and consumption, there is a new context for sustainability that has made adoption of the principles both more urgent and more complex. To support private sector leadership and self-regulation with regards to environmental sustainability, CSA is proposing to support the development of a Sustainability and Climate Change Resilience Initiative within the Consumer Goods Council of South Africa in collaboration with partners in the conservation, government and industry. The initiative will seek to provide a common environmental standard for consumer goods in South Africa, pilot the potential for a specialized unit to provide external and independent consulting services to aid CGCSA businesses comply with this standard, as well as design an efficient external independent auditing system to measure compliance that best integrates with existing CGCSA systems. With support from a new unit dedicated to supporting the CGCSA standard, member businesses will receive new guidance to uphold sustainability requirements of SA Companies Act and the UN Global Compact, ultimately enhancing the measurable positive contribution the sector is making to society while also making their own businesses and the sector more resilient to uncertainty.

South-South Learning Exchanges A visit by Carlos Manuel Rodriguez, former Costa Rican Environmental Minister, and Senior Policy Advisor to Conservation International, to South Africa, stimulated a learning exchange between South Africa and Costa Rica hosted by CI and CSA March 28-1 April 2011. Those who attended the exchange included senior officials from government departments and the Development Bank of Southern Africa in order to build an understanding and the political champions for the design and implementation of a national ‘Payments for Ecosystem Services’ (PES) program in South Africa that focuses on water services. The objectives of the exchange visit were:

To improve understanding and support for PES and its potential for natural resource conservation and sustainable development in SA;

To develop detailed understanding of national PES valuation methodologies;

To raise awareness of the range of technical tools, mechanisms, institutional structures and critical success factors for a national PES program;

To develop a framework for political championing of PES within SA and ongoing lesson sharing between Costa Rica and SA on PES models and implementation, particularly at the regional level.

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GREEN ECONOMY LANDSCAPES

While recognizing the importance of good policies, policy alignment, and capacity for a green economy, CSA’s vision will only be realized when these are applied on the ground. CSA has chosen to support the implementation and testing of economic development approaches that value nature at a landscape scale, with a strong connection/amplification with the District Municipality level of local government - where many land use decisions are made and national and provincial resources are channeled.

In the next five years, CSA is proposing to develop a Learning Network of Green Economy Landscapes across a spectrum of South Africa’s climatic and socio-economic conditions to scale up the impact of our engagements as well as to better inform policy, tool, and funding mechanism development. CSA has been, and will continue to be, directly involved in facilitating GE implementation strategies in the entire Namakwa District (within the Succulent Karoo and an amplification of over a decade of implementation engagements in the region); and in the Umzimvubu Catchment Corridor (within Pondoland). In 2012, CSA will also formalize Learning Network partnerships with three other landscape-scale conservation efforts with whom it has current ongoing engagements around sustainable agriculture in the Cape Floristic Region: Cederberg, Gouritz, and Baviaankloof. No more than two additional landscapes within the Maputaland area are likely to be added to this network through new collaborations and extensions of CSA’s municipal climate vulnerability assessments, as well as our sustainable meat and potato work in partnership with Wildlands Conservation Trust. It is possible, that if capacity or partnership arrangements allow, additional landscapes may be integrated into the CSA Learning Network of GE Landscape Demonstrations where partners and CSA staff will be able to learn and draw on each other’s expertise for building regional green economies (for example, given the importance of ecosystem-based tourism to the national green economy, CSA may want to seek out a landscape where tourism is being established for its GE Landscape Learning Network). All of the current, proposed, and potential landscapes for CSA’s Learning Network will be located within SA’s biodiversity hotspots where conservation, restoration, and sustainable use efforts will provide the greatest range of multiple benefits for people and nature.


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Cape Floral

Kingdom

Maputaland-Pondoland

Hotspot

Succulent

Karoo Hotspot

Namaqualand

Wilderness

Corridor

Greater

Cedarberg

Biodiversity

Corridor

Umzimvubu

Watershed

Gouritz Biosphere

Baviaanskloof

Megareserve


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Each Green Economy Landscape Demonstration seeks to create core conservation areas and restore critical ecosystem functioning for long-term economic development and resilience to climate change through community and private, business, and local government stewardship. Within each demonstration site, CSA’s strategy is to develop an integrated portfolio of projects that will:

Engage and build public awareness and understanding of the green economy, its facets, the rationale behind it and examples of successful implementation.

Engage and build farmer support for implementation of better land management practices through training, technical, and financial support to overcome opportunities costs of the transition.

Engage and build local green entrepreneurship that achieves conservation and development goals through the roll out of a coordinated approach to engagement of the local business community and the evolution of the SKEPPIES small grants fund into a social enterprise development institution in partnership with the Development Bank of SA and potentially WCT.

Engage and build local government capacity for appropriate land use planning and policy development for the GE, including support for the Vulnerability to Climate Change Assessments, Disaster Risk Management Strategies, Integrated Development Plans (IDPs) all of which spatially and thematically provide guidance to economic development activities within local and district municipalities and can inform District-level GE plans.

Engage and build major corporate commitments to best practice implementation and corporate social investments that support healthy ecosystems and provide technical and monitoring assistance where required.

Sixteen communal farmers from the Leliefontein commonage in Namaqualand became the first members of the

Biodiversity and Red Meat Initiative in 2010. This group has grown to 47 and is currently being established as its own local cooperative that will pursue growing market opportunities for sustainably-ranged lamb. (Photo T Mildenhall)


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CSA’S five current demonstration landscapes are: Namakwa District Landscape: The Namakwa District falls within the Succulent Karoo Hotspot, an arid region with the highest succulent plant diversity in the world, and with an average annual rainfall of less than 300 mm. Forty percent of the plant species in the District occur nowhere else on earth, and communal or commercial livestock farming is practiced throughout the region. The Namakwa District landscape includes over a million hectares of semi-arid rangeland that is under pressure from a variety of human activities, in particular mining, unsustainable agricultural practices, overgrazing, and climate change. This initiative is hosted by Conservation South Africa. (www.conservation.org/southafrica) Greater Cederberg Biodiversity Corridor: The Cape Floristic Region (CFR) spans three provinces of South Africa, and comprises the largest non-tropical flora in the world, with 69% of its 9,000 species unique to the region. The Greater Cederberg Biodiversity corridor is a partnership project that seeks to conserve and restore the biodiversity of the Cape Floral Kingdom, covering a vast area stretching from the Karoo to the adjacent marine environment of the West Coast, while delivering significant benefits to the people of the region. This landscape represents a significant part of the Cape Floral Kingdom, covering a wide altitude range and extending across climatic and habitat gradients. The region is under pressure from the expansion of potato and rooibos farming primarily, though small stock farming is often integrated in the production system. This initiative is hosted by Cape Nature, a provincial agency within the Western Cape Province and has the involvement of WWF-SA. (www.cederbergcorridor.org) The Gouritz Cluster Biosphere Reserve: The Gouritz Cluster Biosphere Reserve is South Africa’s newest member of a group internationally designated as ‘UNESCO Biosphere Reserves’ - and the first in Africa to be designated as a ‘Cluster Biosphere Reserve’. These are internationally-recognized regions dedicated to sustainable development in the 21st century. Environmentally, the Cluster spans the transition zone between the Cape Floristic Region and the Succulent Karoo. The Biosphere Initiative seeks to accommodate and manage growth and development for the well-being of their human communities, while strengthening agriculture and natural resource conservation in ways that make ‘sustainability’ the dominant practice. Ostrich and small stock farming is the greatest land use in this region. This initiative is also hosted by Cape Nature. (www.gouritz.com) The Baviaanskloof Megareserve: The Baviaanskloof Mega Reserve covers a landscape of over 400,000 hectares, and includes both protected areas and agricultural lands. The Baviaanskloof region is arguably one of the most biodiverse areas within southern Africa, with representation of all seven of South Africa's biomes. It is at the convergence of three of the world's top 34 biodiversity hotspots (Cape Floristic Region, Succulent Karoo and Maputaland-Pondoland-Albany). The vision of the Baviaanskloof Mega-reserve is to expand and consolidate the existing protected area and create a mega-reserve in which the conservation of the region's biodiversity and natural resources is aligned with rural and agricultural development needs. While citrus is a major land use in the region, small livestock for meat and mohair production are also common in the landscape. This initiative is hosted by the Eastern Cape Parks and Tourism Authority in

http://www.gouritz.com/


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partnership with Living Lands, an NGO focused on social learning for sustainability (www.baviaanskloofmegareserve.org.za)

The Umzimvubu Catchment: The Umzimvubu catchment and river system lies along the northern boundary of the Eastern Cape. It extends from the rugged Lesotho escarpment the northern Wild Coast adjacent to the Indian Ocean and receives an average rainfall of 1000-1700mm a year. The watershed landscape covers more than 2 million hectares and is comprised of almost 70% communal land. The Umzimvubu River System has been prioritized nationally as being one of the few remaining “near‐natural rivers” but is classified as vulnerable as a result of rapid rates of degradation in the watershed. In addition to the freshwater system, the adjacent matrix of grassland, forest, thicket, and dune vegetation are some of the most bio-diverse in the world, representing some of the key diversity of the third Hotspot in South Africa, the Maputaland-Pondoland-Albany Hotspot. The landscape initiative seeks to restore and maintain the natural environment to support the largely rural and peri‐urban settlements with water provision, erosion control, infrastructure protection, fodder for livestock and food security, and materials for household and community use. Extensive degradation and loss of habitat from communal and commercial farming, urban development, selected species harvesting and mining threaten this landscape. This newest landscape initiative is hosted by Conservation South Africa. Kwa-Zulu Natal: In 2012, CSA will be working with Wildlands Conservation Trust on a new partnership that will apply the same landscape model in Maputaland corridors (likely to be Umgeni or Thukuela). Some examples of CSA’s work in green economy landscapes are briefly summarized below:

Biodiversity and Red Meat Initiative and EcoRanger Programme: Over the last three years CSA launched a Biodiversity and Red Meat Initiative (BRI) that set out to pilot and roll-out best practices for livestock grazing in Namaqualand. The BRI pilot successfully catalysed new partnerships and garnered local participation, consolidated and promoted regional best practice guidelines, piloted a variety of non-lethal predator management methods, and launched a new communication vehicle for raising awareness and promoting the wider understanding of the links between livelihoods and the health of Namaqualand’s ecosystems. A key component of the BRI is the development of eco-rangers. EcoRangers are shepherds that not only protect stock, but also make use of CyberTracker technology to collect data on stock numbers, wildlife numbers, habitat condition and predator control methods. Pilot results showing a 320% decrease in stock loss using shepherding, demonstrating the need for an in-depth study of the viability of the EcoRanger model as a way to deter predators, assist in integrated farm management, and generate livelihoods across the rangelands of South Africa. With SA’s need for job creation, CSA also hopes to promote the programme, as well as other “working for rangeland restoration” opportunities as part of government’s Expanded Public Works Programme.


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Vulnerability assessment mapping helps local government officials identify and design strategies for supporting greater ecosystem resilience in the most vulnerable areas and communities.

District Level Climate Vulnerability Assessments CSA worked with the Namakwa District Municipality and the SA National Biodiversity Institute experts to prepare a comprehensive vulnerability assessment on the spatial distribution of climate impacts within the municipality. Utilising the latest science on regional climate change risks and impacts and profiling social, economic, and institutional conditions and local adaptive capacity, CSA helped local government identifying priority areas and actions for Ecosystem-based Adaptation (EbA). Two key outputs from this process were an EbA priority areas map and a comprehensive Vulnerability Index. The map provides a spatial tool to guide land-use planning and promote sustainable local economic development. The Index evaluates ecological, socio-economic, and institutional vulnerabilities against a set of parameters and indicators to derive a summary index of overall vulnerability for the District and suggest priorities for action and resource allocation and allows for explicit target setting to reduce vulnerability across government departments. The Vulnerability Assessment model developed for the Namakwa District is replicable in other sites in South Africa and further afield and CSA aims to facilitate at least 3 more district-level assessments by 2017.

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Overarching GE Landscape Goal Statement:

Dimension 1: Ecological Infrastructure CSA has supported the maintenance and restoration of ecosystem services, particularly water catchments and habitat linkages for optimal flora and faunal persistence, through the empowerment of private and communal land stewards in five mega-corridors (>300,000 ha each), and at least 70% of targeted communities in CSA demonstration projects show socioeconomic benefits, thus contributing to the persistence of 50% of species (per CBD target #12); and sustaining the extent, intactness, and function of 15% of terrestrial ecosystems (CBD Target #11) important for climate, freshwater, food, and health security, cultural services and other benefits to humanity.

Geography 1: Namaqualand Green Economy Landscape

Goal Statement: By 2030, people living in the Namaqualand GE Landscape are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA has created enabling conditions leading to 31 000 hectares (21 000 private, 10 000 communal) of natural areas under greater protected status and 530 000 hectares of sustainably managed landscapes in mining (30 000) and small stock (500 000) production sectors to maximise biodiversity protection and secure ecosystem service flows within the Namakwa District Landscape in the Succulent Karoo Biodiversity Hotspot - thus contributing to the persistence of 85% of species and sustaining the extent, intactness and function of 85% of the terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in Namakwa District. Dimension 2: Sustainable Production

Agriculture Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the adoption and successfully audited implementation of the Biodiversity and Red Meat Guidelines by landowners representing 30% of the market share within the Namakwa District Landscape - thus increasing the market share (in terms of both volume and revenue) of sustainably produced red meat vs unsustainably produced goods in the Succulent Karoo Biodiversity Hotspot.

Mining Outcome Statement: By 2017, CSA has created enabling conditions through policy engagements with Namakwa District to achieve CI goals across securities and other targeted benefits to humanity through the adoption and implementation of the Biodiversity and Mining Guidelines and Biodiversity and Renewable Energy Guidelines by key companies operating within the Namakwa District Landscape - thus increasing the market share (in terms


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of both volume and revenue) of sustainably produced mineral and energy resources from the Succulent Karoo Biodiversity Hotspot.

Dimension 3: Sustainable Markets

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets within the small stock red meat sector( in partnership with Woolworths) that properly reflect the value of natural capital in goods and services across the small stock red meat value chain, and allow for efficient and equitable market exchange - thus increasing the monetized value of natural capital within rangeland ecosystem services in the Succulent Karoo Biodiversity Hotspot targeted by CSA in the Namakwa District. Dimension 5: Sustainable Investments

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the influencing and/or creation of financial vehicles that promote the sustainable use of natural capital in investment and enterprise development finance decisions - thus increasing the percent of investments (by $500 000) in green (vs. unsustainable) economic activities that support payment for ecosystem services and the development of green entrepreneurship activities with direct land management and restoration outcomes within the Namakwa District Landscape. Dimension 6: Sustainable Institutions

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through good governance and the adoption of appropriate local land-use planning and policy frameworks by the Namakwa District and training of a minimum of 20 municipal officials to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the climate change, food security and green economic development targets within the Namakwa District.

The Namakwa District is known for its incredible diversity in an arid area. Livestock grazing and mining are the two

primary land uses, but CSA has been involved in setting up numerous ecotourism initiatives and other enterprises, such as biodiesel from used cooking oil that was otherwise dumped in this fragile landscape. (photo I van Niekerk)


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Geography 2: Greater Cedarberg Biodiversity Corridor

Goal Statement: By 2030, people living in the Greater Cedarberg GE Landscape are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA, in partnership with CapeNature has created enabling conditions leading to 20 000 hectares of natural areas under greater protected status and 200 000 hectares of sustainably managed agricultural landscapes within the Cedarberg Wilderness Corridor in the Cape Floral Kingdom Biodiversity Hotspot - thus contributing to the persistence of species and sustaining the extent, intactness and function of terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in the Greater Cedarberg Biodiversity Corridor. Dimension 2: Sustainable Productions

Outcome Statement: By 2017, CSA, in partnership with CapeNature, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the adoption and implementation of the Biodiversity and Red Meat Guidelines, the SA Right Rooibos Guidelines, and the Biodiversity and Potato Best Practice Guidelines by landowners from an annual increase in market share within the Greater Cedarberg Biodiversity Corridor - thus increasing the market share (in terms of both volume and revenue) of sustainably produced potatoes, rooibos and red meat vs unsustainably produced goods in the Greater Cedarberg Biodiversity Corridor. Dimension 3: Sustainable Markets

Outcome Statement: By 2017, CSA, in partnership with the World Wildlife Fund South Africa and CapeNature, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets within the rooibos and potato sectors that properly reflect the value of natural capital in goods and services across the potato and rooibos value chains, and allow for efficient and equitable market exchange - thus increasing monetized value of natural capital within ecosystem services in the Cape Floristic Region Biodiversity Hotspot targeted by CSA in the Greater Cedarberg Biodiversity Corridor. Dimension 6: Sustainable Institutions

Outcome Statement: By 2017, CSA, in partnership with SANBI CAPE Programme and CapeNature, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through CSA led training initiatives (5 officials per landscape for 5 yrs) leading to good governance and the improvement of implementation capacity in local West Coast District Municipality and CapeNature to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the


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respective targets of each targeted institution within the Greater Cedarberg Biodiversity Corridor.

The Cederberg catchment is the source of several important river sources for important agriculture and urban areas around CapeTown in the Cape Floristic Region. It is home to the endemic and endangered Clanwilliam Cedar Tree (Widdringtonia cedarbergensis) and CSA works with landowners in the catchment and lower coastal stretches of the corridor to conserve

critical natural habitat and modify farming practices that impact ecosystem health. (Photo J Venter)

Geography 3: Gouritz Cluster Biosphere Reserve

Goal Statement: By 2030, people living in the Gouritz Cluster GE Landscape are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA, in partnership with CapeNature, has created enabling conditions leading to 20 000 hectares of natural areas under greater protected status and 400 000 hectares of sustainably managed landscapes in the ostrich (350 000ha) and dairy (50 000) production sectors to maximise biodiversity protection and secure ecosystem service flows within the Gouritz Cluster Biosphere Reserve within the transition zone between the Cape Floristic Region and the Succulent Karoo Biodiversity Hotspots - thus contributing to the persistence of species and sustaining the extent, intactness and function of terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in the Gouritz Cluster Biosphere Reserve. Dimension 2: Sustainable Productions


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Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the development and adoption of Biodiversity and Dairy Guidelines (in partnership with Nestle), and Biodiversity and Ostrich Guidelines (in partnership with the South African Ostrich Board) by landowners with an annual increase in market share within the Gouritz Cluster Biosphere Reserve - thus increasing the market share (in terms of both volume and revenue) of sustainably produced milk and ostrich products vs unsustainably produced goods in the Gouritz Cluster Biosphere Reserve. Dimension 3: Sustainable Markets

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets within the dairy and ostrich sectors that properly reflect the value of natural capital in goods and services across the dairy and ostrich value chains, and allow for efficient and equitable market exchange - thus increasing monetized value of natural capital within ecosystem services in the transition zone between the Cape Floristic Region and the Succulent Karoo in the Gouritz Cluster Biosphere Reserve. Dimension 6: Sustainable Institutions

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through CSA led training initiatives (5 officials per landscape for 5 yrs) leading to good governance and the improvement of implementation capacity in the Outdshoorn District Municipality Cape Nature, and the SA Ostrich Business Chamber and Nestle SA to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the respective targets of each targeted institution within the Gouritz Cluster Biosphere Reserve .

The Gouritz Biosphere lies in a crucial transition zone between the Cape Floristic Region and Succulent Karoo Hotspots. The diversity of the region rivals that of the Andean rainforests, but it is at a scale that one has to get on one’s

hands and knees to see the complex inter-relationships and dependencies. Under pressure by ostrich farming, mining, and dairy production in the lowlands, CSA will support local partners and government to explore new ways of linking job creation

to better land use with these sectors. (photo J Vlok)


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Geography 4: Baviaanskloof MegaReserve

Goal Statement: By 2030, people living in the BaviaansKloof GE Landscape are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA, in partnership with Eastern Cape Parks and Tourism Authority and the Living Lands NGO, has created enabling conditions leading to 20 000 hectares of natural areas under greater protected status and 200 000 hectares of sustainably managed mixed use agricultural landscapes to maximise biodiversity protection and secure ecosystem service flows within the Baviaanskloof MegaReserve at the meeting point of the Cape Floristic Region, the Succulent Karoo and the Maputaland-Pondoland Albany Biodiversity Hotspots - thus contributing to the persistence of species and sustaining the extent, intactness and function of terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in the Baviaanskloof MegaReserve. Dimension 2: Sustainable Productions

Outcome Statement: By 2017, CSA, in partnership with Eastern Cape Parks and Tourism Authority and the Living Lands NGO, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the development and adoption of Biodiversity and Citrus Guidelines, Biodiversity and Potato, and Biodiversity and Red Meat Guidelines, plus the successfully audited implementation of the Biodiversity and Mohair Guidelines by landowners representing 50% of the market share within the Baviaanskloof MegaReserve- thus increasing the market share (in terms of both volume and revenue) of sustainably produced agricultural goods vs unsustainably produced goods at the meeting point of the Cape Floristic Region, the Succulent Karoo and the Maputaland-Pondoland Albany Biodiversity Hotspots . Dimension 3: Sustainable Markets

PES Outcome Statement: By 2017, CSA, in partnership with Eastern Cape Parks and Tourism Authority and local NGOs and research entities, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the implementation of an Eastern Cape PES mechanism in the Bavianskloof MegaReserve to properly reflect the value of natural capital in goods and services across the water sector value chain and support for current carbon restoration initiatives, allowing for efficient and equitable market exchange - thus increasing the monetized value of natural capital and ecosystem services at the meeting point of the Cape Floristic Region, the Succulent Karoo and the Maputaland-Pondoland Albany Biodiversity Hotspots targeted by CSA in the Baviaanskloof MegaReserve.


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Retail Outcome Statement: By 2017, CSA, in partnership with Eastern Cape Parks and Tourism Authority and other local NGO and research entities, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets that properly integrate the value of natural capital in goods and services across the citrus and mohair value chains, and allow for efficient and equitable market exchange - thus increasing monetized value of natural capital within ecosystem services at the meeting point of the Cape Floristic Region, the Succulent Karoo and the Maputaland-Pondoland Albany Biodiversity Hotspots targeted by CSA in the Baviaanskloof MegaReserve. Dimension 6: Sustainable Institutions

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through CSA led training initiatives (5 officials per landscape for 5 yrs) leading to good governance and the improvement of implementation capacity in the Eastern Cape Parks and Tourism Authority, Local Municipality, and local farming associations to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the respective targets of each targeted institution within the Baviaanskloof MegaReserve.

The Baviaanskloof Megareserve is a mosaic of habitats from grassland topped mountains, fynbos, succulent karoo, and spekboom thicket. The area is a major region for both citrus and mohair production in South Africa. CSA works with both

sectors to develop best practice guideline development and technical and monitoring and evaluation support with farmers. (photo M Norval)

Geography 5: Umzimvubu Catchment

Goal Statement: By 2030, people living in the Umzimvubu GE Landscape are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA has created enabling conditions leading to 85 000 hectares of natural areas under greater protected status (35 000 private, 50 000 communal)


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and 300 000 hectares of sustainably managed landscapes in the red meat, dairy and sweet potato production landscapes on private and communal land to maximise biodiversity protection and secure ecosystem service flows within the Umzimvubu Catchment in the Maputaland-Pondoland Biodiversity Hotspot - thus contributing to the persistence of species and sustaining the extent, intactness and function of the terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in the Umzimvubu Catchment. Dimension 2: Sustainable Productions

Outcome Statement: By 2017, CSA, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the development and adoption of Biodiversity and Sweet Potato Guidelines, and the adoption and implementation of the Biodiversity and Red Meat Guidelines and the Biodiversity and Dairy Guidelines by landowners annually increasing their market share within the Umzimvubu Catchment - thus increasing the market share (in terms of both volume and revenue) of sustainably produced red meat, milk and sweet potatos products vs unsustainably produced goods in the Maputaland Biodiversity Hotspots targeted by this intervention in the Umzimvubu Catchment. Dimension 3: Sustainable Markets

PES Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the implementation of an Eastern Cape PES mechanism in the Umzimvubu Catchment to properly reflect the value of natural capital in goods and services across the water sector value chain, allowing for efficient and equitable market exchange - thus increasing the monetized value of natural capital and ecosystem services in the Maputaland-Pondoland Biodiversity Hotspot targeted by this intervention in the Umzimvubu Catchment.

Retail Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets within the red meat, dairy and sweet potato sectors that properly reflect the value of natural capital in goods and services across the red meat, dairy and sweet potato value chains, and allow for efficient and equitable market exchange - thus increasing monetized value of natural capital within ecosystem services in the Maputaland-Pondoland Biodiversity Hotspots targeted by this intervention in the Umzimvubu Catchment. Dimension 5: Sustainable Investments

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the influencing and/or creation of financial vehicles that promote the sustainable use of natural capital in investment and enterprise development finance decisions - thus increasing the percent of investments (by $500 000) in green (vs. unsustainable) economic activities that support payment for ecosystem services and the development of green entrepreneurship activities with direct land management and restoration outcomes within in the Umzimvubu Catchment.


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Dimension 6: Sustainable Institutions Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals

across securities and other targeted benefits to humanity through CSA led training initiatives (5 officials per landscape for 5 yrs) leading to good governance and the improvement of implementation capacity in the Alfred Nzo District Municipality and the Port St Johns Local Municipality, as well as within two local or relevant national businesses (Coke, Walmart potential) to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the respective targets of each targeted institution within the Umzimvubu Catchment.

In addition to the main Umzimvubu River, several smaller rivers in the catchment play a crucial role both as a water source for the >1 million people living in the area as well as for coastal fisheries which are dependent on healthy estuaries as

spawning grounds. High sedimentation from historic overgrazing and alien plant infestation threaten the health of these systems. CSA works with local communities on innovative programmes that restore rangelands as a way of improving the

quality and quantity of water available for their livelihoods. (photo S Frazee)

Geography 6: KwaZulu Natal CEPF Partnership Sites

Goal Statement: By 2030, people living in the Umgeni & Umkuzi GE Landscapes are benefiting from a vibrant green economy that is sustained by ecological infrastructure and supported by national level interventions in building sustainable production, markets, investments and institutions. Dimension 1: Ecological Infrastructure

Outcome Statement: By 2017 CSA, in partnership with Wildlands Conservation Trust and WWF-SA , has created enabling conditions leading to 15 000 hectares of natural areas under greater protected status and 6 000 hectares of sustainably managed mixed use landscapes in the potato production landscape to maximise biodiversity protection and secure


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ecosystem service flows within the Upper Thukela Catchment and Umgeni Catchments in Maputaland- thus contributing to the persistence of species and sustaining the extent, intactness and function of the terrestrial ecosystems important for climate, freshwater, food, and health security, cultural services and other benefits to humanity amongst rural and previously disadvantaged communities in the Maputaland-Pondoland-Albany Hotspot. Dimension 2: Sustainable Productions

Outcome Statement: By 2017, CSA, in partnership with Wildlands Conservation Trust, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the adoption and successfully audited implementation of the Biodiversity and Potato Guidelines by landowners representing 30% of the market share within the Umgeni - thus increasing the market share (in terms of both volume and revenue) of sustainably produced potatoes vs unsustainably produced goods in the Maputaland-Pondoland-Albany Biodiversity Hotspot. Dimension 3: Sustainable Markets

Carbon & Waste Outcome Statement: By 2017, CSA, in partnership with Wildlands Conservation Trust and SANBI, has supported amplification of the implementation of Community Ecosystem Based Adapation (CEBA) to properly reflect the value of natural capital in goods and services across, allowing for efficient and equitable market exchange for carbon and recycled waste products - thus increasing the monetized value of natural capital and ecosystem services throughout KBAs in Maputaland.

Retail Outcome Statement: By 2017, CSA, in partnership with Wildlands Conservation Trust and WWF-SA, has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through the creation of retail markets within the potato and red meat sectors that properly reflect the value of natural capital in goods and services across the red meat and potato value chain, and allow for efficient and equitable market exchange - thus increasing monetized value of natural capital within ecosystem services in the Maputaland Biodiversity Hotspot targeted by CSA in the Umgeni and Upper Thukuela Catchments. Dimension 6: Sustainable Institutions

Outcome Statement: By 2017, CSA has created enabling conditions to achieve CI goals across securities and other targeted benefits to humanity through CSA led training initiatives (5 officials per landscape for 5 yrs) leading to good governance and the improvement of implementation capacity in the Wildlands Conservation Trust to sustain natural capital, promote green economies, and support cross-sector integration - thus increasing achievement of the respective targets of each targeted institution within the Umgeni and Upper Thukuela.


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Grassland catchment areas in KZN are heavily transformed by forestry and agriculture. However, there is a strong provincial

stewardship programme and major corporate landholders can become important partners for conservation. Both the Umgeni and Thukela catchments provide water to major urban areas which creates a spectrum of opportunities for the

development of innovative PES or Investments for Ecosystem Services by government in catchment conservation and restoration. (Photo S Frazee)

OPERATIONS

Goal Statement: CSA aims to become South Africa’s leading institution in promoting conservation and sustainable land-use in SA’s biodiversity hotspots by 2017. CSA aims to achieve this objective in a way that is recognised for:

1. Innovation and efficiency; 2. Dynamic, and aspiring staff; 3. A model for BEE application in conservation NGOs; 4. Sharing lessons through national and international networks and alliances; and 5. Diverse funding sources supported by a core endowment.

In order to achieve CSA’s institutional development objectives, the following outcomes have been identified for the period 2012 – 2017: Outcome Statement 1: By 2017, at least 50% of CSA implementation funding enables effective stewardship of biodiversity and ecosystem services on priority areas in communal lands Outcome Statement 2: By 2017, 100% of CSA projects possess baseline data and indicators and monitor and report against approved logical frameworks. Outcome Statement 3: By 2017, overall program, including all activities and financial management, effectively monitored and in compliance with CSA Operational Manual. Outcome Statement 4: By 2017, CSA is effective at hiring and retaining 95% of staff, particularly at manager level and above.


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Outcome Statement 5: By 2017, CSA has effective team structures implementing focused projects with clear opportunities for cross-team interactions facilitated by a manager's forum. Outcome Statement 6: By 2017, CSA’s overall programme is growing and financially sustainable. Outcome Statement 7: By 2017, CSA is achieving its Black Economic Empowerment targets and is recognized as a leader in transformation within the conservation sector in South Africa.

Engagement across CI

In support of its niche within South Africa, CSA will draw on the international experience of CI in the following ways:

Division name Type of collaboration Support focus

Africa and Madagascar Field Division

Strategic and operational alignment as articulated in CSAs affliliate agreement and through CSA board engagements. Potential for hosting a AMFD Business Engagement Unit that services the continent within CSA structures.

Mutually beneficial alignment and support on continental issues, sharing of tools and lessons, fundraising support.

Science + Knowledge Peer review and support, global collaborations

Climate Vulnerability Assessments, Ecosystem Based Adaptation M&E

Ecosystem Finance Peer review and support, global collaborations, joint fundraising, conservation stewardship engagements

Endowment establishment, Business engagements with Nestle, Walmart, and Mining sector, sustainability for CSP engagements and lessons sharing

Centre for Conservation Governance

Ministerial level engagement and exchange visit hosting,

Water based PES and freshwater system climate


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support for South African positions on the UNFCCC convention on EbA and Climate Smart Agriculture

resilience, National Green Accounting, Landscapes for People Food and Nature, inputs into South African positions on international conventions

News and Publicity Media outreach Mining engagement, Green Choice products and news

Global Operations Finance

Guidance on Ops and Finance Transition

Compliance with CI-CSA affiliate agreement

Development Fundraising Fundraising engagements multi-national companies and multi and bilateral agencies

PARTNER ENGAGEMENT

CSA focuses on projects that have both an enabling impact (influencing policies, markets, knowledge and funding) and an implementation impact (demonstrating tangible outcomes on the ground). Our enabling work is generally carried out through alliances with other NGOs, the government or donor organizations, and is informed by our implementation work on the ground. Our implementation work is carried out within nationally recognized and scientifically defined landscape-scale corridors and directly supports larger policies or targets. Addressing South Africa’s conservation challenges depends on partnerships and the ability to work at both the local and the national scale to integrate environmental and sustainable development concerns into all decision-making and land use activities. CSA has played, and will continue to play, an instrumental role in brokering deals, facilitating the development and adoption of best practices for industry, and acting as a liaison between grassroots projects and national government programmes.

Partner type Name of partner Description of partnership

Academia University of Cape Town & ACDI

Inter-disciplinary research on climate change impacts and low emission development. This may include some additional engagement with UCT Grad School of Business.

University of Stellenbosch

Research on sustainable agriculture practices and the development of a National post-grad curriculum for sustainable agriculture.

Rhodes University Research on climate change adaptation and overlaps with rangeland management in the Umzimvubu Corridor

University of KZN Research on watershed resource modeling and


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watershed management within the Umzimvubu Watershed. Institutional change monitoring and evaluation.

Nelson Mandela Metropole University

Research on grazing impacts, rangeland restoration and erosion benefits, and spekboom restoration.

Civil society (incl. NGOs)

Wildlands Conservation Trust

CSA and WCT have acknowledged a common approach and opportunity to scale up impacts through stronger collaboration. Over the next five years, we will seek to consolidate and replicate successful approaches and combine efforts and staff capacity to address greater sectoral challenges (e.g. mining/potatoes)

World Wildlife Fund CSA and WWF-SA have partnered for 5 years on the development of the Green Choice initiative. In the next five years, CSA hopes to re-ignite and strengthen this partnership, particularly on water, red meat, and engagements with retailers and consumer goods companies.

Cambridge Programme for Sustainability and Leadership

CSA and CPSL have partnered on initiatives to enhance sustainability in private sector business. CPSL leads regular corporate engagements and calls CSA support in on ecosystem based interventions a corporation can make as well as to showcase some of the CSA models as case studies for their programmes and consulting work. CPSL and CSA will also partner on the development and implementation of a sustainability course for businesses in each of the CSA-supported landscapes.

Center for Environmental Rights

CSA and CER work together to understand and enforce environmental laws in priority landscapes. Specifically, we have and will continue to collaborate on addressing non-compliance in the mining sector in Namaqualand.

Government bodies

South African National Biodiversity Institute

CSA’s strategy is most aligned to support the SANBI policy, research, and communication objectives. As part of the Bioregional Programmes partnerships of CAPE and SKEP, CSA is a signatory of an MOU with over 80 institutions who are agreed to work together to support a conservation and development vision hosted by SANBI.

National Department of Environmental Affairs

CSA engages DWEA on the development of a national Climate Change Response, Adaptation, and PES programme. We are also increasingly engaging with


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DWEA on development of appropriate guidelines for GE development (e.g. mining, renewable energy), as well as support for the Umzimvubu Catchment restoration efforts (NRM Unit) .

Provincial Structures in the Eastern and Northern Cape

Provincial Dept of Agriculture involvement in technical tool development and roll-out

Municipal Structures (Namakwa District, Alfred Nzo, and OR Tambo)

Each landscape initiative engages in policy, capacity building, and implementation support with its respective District Municipal Structures.

Private sector and corporations

Woolworths Partnership on best-practices for small-stock farming and the development of a unique “succulent lamb” brand for eco-friendly meat from Namaqualand

Nestle Developing partnership on best-practices for dairy farming in the Gouritz Initiative

Massmart/Walmart Developing partnership on best practice pilot for red meat production in the Umzimvubu Upper and Middle Catchments.

Consumer Goods Council of South Africa

Developing partnership around the creation of a new unit within the CGCSA on environmental sustainability and climate change.

SOCIAL POLICY AND PRACTICE

Conserving the globally unique biodiversity of the Southern African Hotspots requires a holistic approach to conservation and development, as well as a wide array of partners. CSA is committed to a strategy that:

o Brings previously disadvantaged people, particularly women, into the South African conservation sector and extends a cooperative hand to sectors of the economy not traditionally active in environmental issues;

o Empowers people living in the hotspots to improve their livelihoods; o Builds the capacity of CSA and its partner organizations and institutions; o Generates sustainable conservation and development benefits at all levels of society.

CSA strongly believes in and pursues rights-based approaches to conservation, partnerships, social responsibility, gender, stakeholder engagement, and engagement with development organizations. CSA follows the CIHR set of common principles:

o Respect human rights o Promote human rights within conservation programs


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o Protect the vulnerable o Encourage good governance; and o CI’s additional principle of “Work in partnership.”

As a result of the legacy of apartheid in South Africa, the national legislative framework as well as several policies and programmes provide clear guidance and opportunities to generate and measure CSA’s contribution to social upliftment. CSA follows all standard social policies of CI and all national regulations. With regards to the latter, CSA supports and is committed to the following national programmes that align with the CIHR principles. It should be noted that within each of these, CSA also seeks to empower women as beneficiaries of CSA initiatives.

CSA regularly provides job and training opportunities for women in all aspects of our work. In the decade of our operations

>85% of our staff have been women. (Photo T Mildenhall)

1. National Land Reform Strategy and Programme: This programme seeks to support black farmers to regain the land they lost during apartheid and to strengthen their social and economic rights by assisting them with extension and business development support. Due to capacity constraints and a poor understanding of sustainable land management however, most land reform projects have not significantly improved livelihoods or resulted in productive land use. CSA and the SA National Biodiversity Institute catalysed and continue to support a Land Reform Stewardship Programme that aims to assist land reform beneficiaries to manage their land sustainably (gaining livelihood benefits such as increased water supply, quality soil and grazing and fire reduction and reduced vulnerability to climate change) and to establish sustainable nature-based enterprises on their land, thereby realising its economic potential.

2. National Black Economic Empowerment (BEE) Policies: As a local South African entity, CSA is subject to SA’s BEE legislation which seeks to promote preferential sourcing, grant-making, and hiring of non-white South Africans. CSA aims to be a leader in the conservation sector for supporting BEE objectives and in 2012, received an audited BEE rating of level five (with 1 being outstanding and 10 being non-compliant). The rating is based on a detailed audit of procurement, control and ownership, enterprise and skills development investments by CSA. By 2017, CSA aims to have a BEE rating of Level 3. In 2012, specific targets for each of the 8 criteria audited will be defined and agreed to by


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the staff of the company. These will then be officially registered and monitored with the national authorities.

3. National Skills Development Strategy: South Africa also has a skills National Skills Development Strategy (NSDS III—2011) which outlines key activities government and civil society should support to “ensure increased access to training and skills development opportunities and achieve the fundamental transformation of inequities linked to class, race, gender, age and disability in our society.” To support the NSDS III, CSA seeks to expand the breadth of conservation capacity into previously disadvantaged segments of society. CSA has and will intentionally develop a multi-disciplinary team of staff with a wide-range of skills and backgrounds to implement projects. We will continue to support a holistic capacity building approach in all staff development activities, resulting in the creation of a dynamic and committed team of conservation leaders from the local communities where they work. Of the organisation’s operating budget, over 15% will be committed for skills training and mentorship activities of staff, interns, and previously disadvantaged individuals living in the Hotspots—including the hosting of national “Jobs Fund” recruits on behalf of SANBI. By hosting these “gap-year students” to intern with our projects either before or after going to university, CSA will give them practical experience and encourage them to pursue careers in conservation.

MONITORING & EVALUATION

CSA applies a hierarchy of monitoring and evaluation indicators and tools for measuring progress towards our goals and adapting our strategies accordingly. We gather and provide detailed information to CI’s work planning and outcomes database, as well as to the following South African national frameworks: 1. SANBI CAPE and SKEP Bioregional Programme M&E Frameworks (compiled annually and

every five years on ecological, social, and institutional indicators) 2. UNFCCC National Report (with specific inputs on Ecosystem-based Adaptation and

Climate Smart Agriculture) 3. National State of Biodiversity Report (compiled every 5 years: all CSA-signed

stewardship sites are mapped and integrated through the Northern Cape Dept of Environment and Nature Conservation).

To inform the above, CSA conducts the following monitoring at the landscape level: 1. Critical biodiversity features under conservation or improved management through the

Green Choice Sustainable Agriculture Initiatives (Baseline Assessment 2006, Post Baseline Assessment 2010 completed)

2. Ecological, social, and economic benefits of implementing sustainable agriculture techniques at the farm level (Green Choice Farmer Field Book. Baselines 2012-2013)

3. Socio-economic monitoring of Namaqua GE Landscape interventions (SKEPPIES and BRI Stewardship).


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Having derived significant strategic insights from the M&E, this is an activity we aim to dedicate increased resources to between 2012-2017. With general consensus having been built with a wide range of technical experts and partners on our monitoring tools, we are now able to apply these both with internal staff capacity and through partners. As part of our expanded effort on M&E, we also have developed several new partnerships with academic institutions (as described in the partnerships section) that will help us apply better M&E across a wide range of interventions and landscapes. Expanding M&E will focus on expanding existing systems and there are no plans as yet to develop additional M&E frameworks.

OPERATIONAL MANAGEMENT

CSA’s management structure reflects the integrated nature of its strategy with staffing components aligned to support enabling policy level activities; the development of tools and best practice guidelines; and the implementation of green economy demonstration projects across six landscapes. In order to actualise CSA’s integrated strategy, staff across all three areas of work directly support each other to ensure ongoing alignment and rapid and efficient uptake of lessons learned or contextual changes. Technical and implementation staff are led by senior managers reporting directly to the CEO, and supported by a central operations and communications team.


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The current CSA staff compliment was designed to operationalize the 2010-2015 Strategic Plan. To align CSA with the updated CI strategic framework and ensure there is sufficient capacity to support the new programme of work and the inclusion of additional partner landscapes, CSA anticipates three phases of staffing growth for the 2012-2017 timeframe. Phase 1 (2012) reflects the current staffing structure as per June 2012. Phase 2 reflects urgent staffing requirements needed in 2012-2013 to align the existing organizational capacity with the 2012-2017strategy. Phase 3 reflects an ideal staffing structure needed to fully implement the 2012-2017 strategic plan. Implementing Phase 3 will depend on the success of the 2012/2013 fundraising strategy, failing which certain aspects of the 2012-2017 strategy will have to be rationalized to better suite existing organizational capacity.

Phase 1: Existing Management Structure 2012

CSA currently has a staff compliment of 23 full time staff members, of which 6 form the senior management team, and the remaining 17 are support staff assigned to specific technical or implementation units. To facilitate smooth management of the integrated operation strategy, CSA’s existing decision-making structure is designed around a central executive management team (lead by the CEO and including senior operational, technical and landscape managers); and a series of technical and/or project specific support teams working under the respective senior managers. All of these teams are supported by a central operations and communications team. The Central Management Team is made up of 6 senior managers, including the CEO (Sarah Frazee); Operations and Communications Director (Tessa Mildenhall); Financial Manager (Ghalied Kriel); Policy and Markets Director (Sarshen Marais); Sustainable Agriculture Manager (Heidi Hawkins) and the NGED Manager (Ronald Newman). The remainder of the CSA team is divided between the Program Implementation Team and the Operations Support Team. The Operations Support Team, led by Operations and Communications Manager Tessa Mildenhall, comprises of the Finance Manager (Ghalied Kriel); Finance Assistant (Colleen Janssen); Communications Coordinator (Melinda Governder); IT Coordinator (Rindra Ranaivoarison); Operations and HR Coordinator (Tenniele Rode); and Program Assistant (Janine Smith). The Program Implementation Team, currently led by the CEO, comprises of senior managers responsible for Policy and Markets, Sustainable Agriculture and the NGED programme and their support staff. The Policy and Markets Director is supported by a Policy and Markets Intern (Farayi Madziwa) and the need for an additional assistant has been identified. The Sustainable Agriculture Manager is supported by the Green Choice Co-ordinator, the Biodiversity and Red


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Meat Coordinator (vacant) and the Biodiversity and Business Assistant (vacant). The NGED Manager is supported by a full staff compliment technical and implementation staff.

Executive Team

CEO Ops & Comms Lead

Finance Manager

Sustainable Agriculture Manager

Policy and Markets Director

NGED Landscape Director

Operations Team Technical Implementation Teams NGED Landscape Team

Finance Manager- Sustainable Agriculture Manager

Policy & Markets Director

NGED Landscape Manager

Deputy Landscape Manager

Ops Co-ordinator

BRI Co-ordinator Policy & Markets Intern

Skeppies Fund Manager

Climate Adaptation Co-ordinator

Programme Assistant

Eco-ranger Officer

Community Officer

Finance Assistant Biodiversity & Business Assistant

Policy & Markets Assistant

Finance + Admin Assistant

Eco Rangers X 10 Climate Researcher


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Phase 2: Management Structure 2012 – 2013

In order to ensure there is sufficient capacity to implement urgent priorities in the 2012-2017 strategy the internal management structure will be reorganized and additional capacity sought during 2012-2013. The inclusion of additional posts and a realignment of existing organizational structures towards the 2012-2017 Strategic Plan will add the additional posts of Technical and Research Director and Green Economy Landscape Director and split the existing management team into an executive team (including the CEO, Operations and Communications Director, Technical and Research Director, Policy and Markets Director and a Green Economy Landscape Director); an operations team (led by the Operations and Communications Director); a technical team (led by the Technical and Research and Policy and Markets Directors); and a series of landscape implementation teams (led by the Green Economy Landscapes Director). The new staff structure will be more closely aligned with the CI Field Programme model, but will still operate in the integrated CSA manner with direct interaction across activities at the enabling, tool development and demonstration levels.

Executive Team

CEO

Ops & Comms Director

Technical and Research Director


GE Landscape Director

Ops Team Technical Teams Implementing

teams Per landscape

Finance Manager-

Capacity Building Co-ordinator

Sustainable Agriculture Coordinator

Business/Markets Coordinator

GE Landscape Managers


Ops Co-ordinator

Green Enterprise Fund/Social Enterprise Manager

Green Enterprise coordinator

Programme Assistant Socio-

economic/economic development Coordinator

Policy (Climate Adaptation EbA) Coordinator

Biodiversity and Red Meat Manager

Stewardship/BBI/Ecoranger coordinators

Finance Assistant


Ecologists

Phase 3: Management Structure 2014 – 2017

The ideal management structure needed to achieve the 2012-2017 requires that in addition to the changes made in 2012-2013, an additional executive team member is required to act as technical lead (technical director) as per CI’s definition of a technical lead. Additionally, based


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on a five-year plan, a new unit to support the Africa and Madagascar Division may be developed and hosted by CSA, based in Johannesburg. If/when this occurs, the CSA Technical Director position will also act as the liaison between CSA’s team and work and this new unit, ensuring alignment and maximizing synergies and amplification opportunities for the continent.

Executive Team

CEO Ops & Comms Director

Technical Director

Research Director


GE Landscape Integration Manager

Ops Team Technical Team Implementing

team Per landscape

Finance Manager

Capacity Building Co-ordinator

Sustainable Agriculture Coordinator

Business Engagement Coordinator

GE Landscape Manager


Ops Co-ordinator

Green Enterprise Fund Manager

Green Enterprise coordinator

Programme Assistant

Socio-economic development coordinator Freshwater/Climate Adaptation Coordinator

Policy (Climate Adaptation EbA) Coordinator

Stewardship Manager

Stewardship/BBI officers

Finance Assistant


Ecologist

Communication and Outreach Plan

Due to the extensive nature of community engagement through CSA’s demonstration projects, CSA’s Communication and Outreach Plan 2012-2017 focuses on two main objectives: 1. Building CI’s brand in South Africa through the development of a strong Conservation

South Africa brand; 2. Implementing communications initiatives that support the programmes & projects at an

national and sub national scale that contribute to achieving outcomes in the 3 strategic directions of the organization;

o Greening Economic Development o Building Resilience to Climate Change o Contributing to Food Security & Land Reform

As a new, dynamic organization, CSA and its board will focus on building the CSA brand to support the organisations fundraising activities and to build support for the organisations


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strategy with local and international donors, high level decision makers in the private sector, and with government. To achieve the above purpose, CSA is developing a branding/messaging strategy along with a suite of messages for various audiences that make the case for activities that contribute to the attainment of our 5 year strategy. The messaging will be produced in a way that also helps the organization amplify its messaging and communicates its position on various conservation & development priorities with both local and national decision makers as the organization takes on a larger focus on influencing policy decision making at the enabling level in the three Southern African Biodiversity Hotspots. At a minimum CSA will produce a suite of communication materials that can build on those materials produced to support CSA’s efforts during the COP17. It is envisaged additional tools and activities will be added to this plan as a result of recommended actions that will be required to roll out a new branding/messaging strategy. The initial communications activities will support our overall conservation outcomes in CSA’s 3 focal areas and share lessons that demonstrate effective implementation of our projects contribute to conservation and development of the country. They will:

1. Share lessons about the CSA’s five year strategy and past achievements 2. Be designed in a way to allow for tailoring for specific audiences; 3. Reflect CSA’s standard of excellence in published and communication materials. 4. Share lessons of CSA activities in materials produced by CI-Head Office

Long Range Financial Plan

CSA's long-term financial plan has been developed on the most conservative model. Over the

last five years, our organization grew 146%, from a total budget of $577 042 in 2007 to a total

budget of $1 416 870 in 2012. Within this growth, salaries and fringe benefits doubled, with

the largest proportional growth being in the Professional Serves category and the Grants

category. This growth is directly in line with funding sourced to procure additional services on a

project by project basis without resulting in massive organizational growth within the same

period.

Categories for 5-

Year Financial Projections

FY07-FY12 EXPENSES (Actuals)

Primary category for financial projections

FY07 FY08 FY09 FY10 FY11 FY12

Budget

Salaries And Fringe Benefits

$339 896 $502 961 $530 904 $746 417 $654 656 $725 581


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Professional Services $47 702 $108 363 $180 767 $280 285 $183 572 $234 040

Occupancy $5 826 $14 807 $16 963 $19 885 $25 432 $25 323

Furniture And Equipment

$29 019 $68 870 $45 558 $45 346 $22 621 $75 642

Travel, Meetings And Events

$82 231 $134 661 $105 122 $111 967 $112 932 $155 470

Other Direct Costs $61 902 $99 105 $76 548 $160 181 $61 362 $133 624

Grants $10 466 $52 469 $20 790 $369 $19 612 $67 191

Total $577 042 $981 237 $976 653 $1 364 44

8 $1 080 188 $1 416 870

In the next 5 years, CSA is set to undergo significant growth again, driven largely by the effects

of becoming a local NGO with a massively expanded footprint through partner networks in

additional demonstration landscapes and the development of a second integrated landscape

level demonstration project in the Umzimvubu Catchment. In becoming local, our growth

between FY12 and FY13 saw a 93% increase in our budget, with only 10% of that growth not

either secure or in prospect pipeline of proposals already under discussion with various

national and international funders.

Our calculated growth for FY14 and FY15 is based on the continuation of long-term

programmes currently funded or 3 year projects in the pipeline with a 6.5% increase in staff

costs and 10% inflation assumed for all other costs. In FY16, several of the key existing

programmes come to an end, and the staff and professional costs associated with those are

currently not assumed to continue.

Categories for 5-Year Financial Projections

Financial Projections

Primary category for financial projections

FY13 FY14 FY15 FY16 FY17

Salaries And Fringe Benefits

$1 577 913 $1 869 641 $2 015 067 $1 956 269 $2 084 748

Professional Services $318 801 $309 783 $166 181 $90 164 $109 199

Occupancy $50 534 $87 179 $98 951 $98 552 $107 478

Furniture And Equipment

$336 355 $220 547 $71 588 $52 143 $45 000

Travel, Meetings And Events

$230 836 $235 908 $197 207 $146 956 $162 403

Other Direct Costs $178 130 $264 274 $257 826 $245 487 $265 110

Grants $44 357 $132 596 $182 857 $138 286 $190 143

Total $2 736 927 $3 119 928 $2 989 677 $2 727 856 $2 964 081


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It is possible that new projects will emerge given CSA's historic success of delivery, and so basic

core costs of key staff in those programmes are assumed to continue with greater proportion of

current un-funded expenses included in the projection. These are reflected in our fundraising

plan as part of a core set of expenses for which we would like to secure through the

development of an unrestricted pool of funders, our Nature's Stewards described in more

detail in our Fundraising Plan. Overall, this plan should be viewed as a financial strategy for

core growth related to the development articulated in this strategy-the basic minimum. It will

be reviewed and adjusted annually to integrate and reflect other funding CSA is able to

generate through its efforts.

Fundraising Plan

The current fundraising environment is tight, however, CSA’s strategy aligns with all of the top

interests of international and national funders. In the past, CI-SAHP has had a diverse portfolio

of funders, but relied most heavily on a private benefactor and the Critical Ecosystem

Partnership Fund’s (CEPF) support for core and large programmes. CSA will continue to pursue

a strategy that includes a diverse range of funders, and will include bilateral donors as a more

focused target for project funding and local funding for SKEPPIES grant-making. CSA is also,

however, building a long-term “network of champions” to commit to regular contributions to

ongoing operations and/or the development of an endowment (optimal at ZAR 35 million) from

which long term costs can be secured through the Natures Stewards Programme. In addition to

already providing 18% of secured funding for the 2012 financial year, Natures Stewards also

play a vital role in serving as CSA’s ambassadors, raising awareness about important

conservation issues, raising funds to support CSA’s mission, and introducing potential new

supporters through special events, trips and other activities. Council members also provide

invaluable guidance to CSA’s senior staff about challenges and opportunities for

conservationists today. In order to expand the circle of nature’s stewards, CSA will use existing

networks, list serves and funding databases to identify potential stewards and actively pursue

them.

Currently, CSA still relies on CI for 31% of its overall funding, but a significant increase in support from private individuals (18%), non-US Governments (23%) and Foundations (18%) gives CSA a dynamic funding portfolio that has been designed to be risk averse and robust in the face of global economic stress. The South African conservation fundraising fraternity is very active and supportive and many fundraising opportunities are reffered directly to CSA through government, corporate and civil society partners. CSA will continue to draw on these networks to identify fundraising opportunities as well as pursue new networks both nationally and abroad.


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CSA operates with funds that it raises from various donors and project execution fees. CSA aim to generate at least 50% of its income from donations, and 20% from fees while a final 30% will be secured through corporate social investment (i.e. nationally required corporate spend on enterprise development and training) that will immediately disbursed in small grants/enterprise support through the green enterprise fund. CSA hopes to maintain a balance of 50% of its funding from international sources and 50% from local sources in the 2012-2017 period. CSA currently has significant funding applications out to several national government funding sources, however, to recruit new local funding sources our BEE rating must improve and local relationships must still be cultivated. In addition to their internal work, CSA hopes to strengthen their fundraising partnerships with CI – particularly in finding additional nature’s stewards and corporate and multi-lateral sponsors.

In order to achieve their long range financial plan, CSA will need to raise $2 736 926 in 2013, $3

119 928 in 2014; $2 989 677 in 2015; $ 2 727 856 in 2015 and $2 964 081 in 2016. Through firm

commitments from private individuals in the Natures Stewards Circle as well as several multi-

year donor funds CSA has already secured 30% of funds needed for the next 3 years. A detailed

fundraising plan is in place to consolidate these commitments for 2013-2015, with 44% of funds

already secured and 56% of funding applications considered more than 80% secure for 2013.

For 2014 27% of funds have already been secured and 47% are considered more than 80%

secure; while 23% of funds for 2015 are secured and 45% considered more than 80% secure.

Foundation18%

Other2%

Multilateral8%

Non US Government23%

HQ Allocation31%

Private Contribution18%

Foundation Other Multilateral Non US Government HQ Allocation Private Contribution


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Risk Assessment

Type of Risk Description Likelihood Potential Impact

Risk Response

Notes on Risk Mitigation

Decline in Org. Effectiveness

*Lack of management capacity to effectively manage growth. *Conflict and negative publicity due to engagement with Walmart (due to in-country vocal resistance by SA organized labour); and with BHP Billiton if the rumours that they are behind heavy mineral mining on the Pondoland Coast are true. *Mission-drift tension due to CI policies/programmes not being suitable for non-forested, rapidly developing/ed country.

Possible Medium-High

Accept *Seek to immediately bring on additional mng’t capacity to ensure smooth growth path. *Design engagement strategies with Walmart with minimal public face or policy support, focus on demonstration first! *Continued due diligence on BHP.

Loss of Confidence by Donors

Low Medium Avoid

Loss of Corporate Standing

*CI avoiding transparent hiring processes for SA-based hires and hiring of foreign white males affects gov’t perception of CSA and as their legal representative in country, this could affect our BEE rating/legal compliance.

Likely High Avoid CI should seek to fill all SA-based positions with SA nationals and proceed with a rigorous in-country recruitment and head-hunting before hiring foreign nationals. CSA should be involved in the selection process for any SA based hires

44%

56%

0%FY13

Secure

Prospect

Unfunded

27%

47%

26%

FY14Secure

Prospect

Unfunded

23%

45%

32%

FY15Secure

Prospect

Unfunded


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Maintaining Corporate Integrity/ Protecting Assets

Additional field offices increase risk of asset abuse and/or fraud.

Possible Medium Mitigate Rigourous recruitment and systems that support integrity in asset and financial management. Peer mentorship programme with explicit ethics component.

Catastrophic Events/ Safety & Security

Civil unrest due to poor service delivery and delays in land reform emerges.

Unlikely Medium Accept

National & Political

National Policy shifts away from a focus on sustainable development and the green economy

Unlikely Medium Mitigate Providing tangible demonstration projects on the benefits of a GE approach to poor and marginalized communities

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ANNEXES

Table 1.Geographic attributes

Description Sources (see Appendix 1) To fill Total area (km2) Regional or world size ranking

CIA Factbook website 1,219,090 km2

Land area (km2) CIA Factbook website CI Country snapshot (FPM)

1,214,470 km2

Water area (km2) CIA Factbook website 4,620 km2

Arable land (km2) or % of land area

CIA Factbook website CI Country snapshot (FPM)

12.1%

Terrain / topography CIA Factbook website Vast interior plateau rimmed by rugged hills and narrow coastal plain

Coastline (km) CIA Factbook website 2,798 km

Climate types, main influences CIA Factbook website Mostly semiarid; subtropical along east coast; sunny days, cool nights

Natural hazards CIA Factbook website -Prolonged droughts. -Volcanism: the volcano forming Marion Island in the Prince Edward Islands, which last erupted in 2004, is South Africa's only active volcano

List of neighboring countries Field program data -Botswana (1,840 km) - Lesotho (909 km) -Mozambique (491 km) - Namibia (967 km) - Swaziland (430 km) - Zimbabwe (225 km)

Environmental Sustainability Index

Yale University and Columbia University

ESI: 46.2 Ranking: 93

Table 2.Wealth Estimate

Description Sources (see Appendix 1) To fill Wealth by capital (% allocated) World Bank website

CI Country snapshot (FPM) $ 48959

Natural Capital component World Bank website CI Country snapshot (FPM)

$ 3400


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Table 3.Natural Capital:

Description Sources (see Appendix 1) To fill

Biodiversity Hotspot in country CEPF website -Succulent Karoo

- Maputaland-Pondoland-Albany - Cape Floristic Region

Corridors in country Program data

# of KBAs (if few can list them) Program data -Succulent Karoo - Maputaland-Pondoland-Albany - Cape Floristic Region

# of AZEs (if few can list them) Alliance for Zero Extinction website

- Table Mountain: Table Mountain Ghost Frog -Port Nolloth : De Winton's Golden Mole - Cedarberg - Koue Bokkeveld complex : Cape Cedar

Highlight on species (# endemics per taxa)

Program data Mammals: 31 Birds: 15 Amphibians: 42 FW Crabs: 7 Conifers: 3 Cycads: 29

Highlight on species threats IUCN Red List website Number of threatened endemics: Mammals: 11 /31 Birds: 4/15 Amphibians: 17 /42 FW Crabs: 1 /7 Conifers: 2 /3 Cycads: 18 /29

GEF Benefit Indices -GBI for biodiversity (GBIBIO) -GBI for Climate Change (GBICC)

GEF website GBI for biodiversity: Initial GBI Biodiversity: 156 Initial Share of GBI Biodiversity: 2.0 % Revised GBI Biodiversity: 146.1 Revised Share of GBI Biodiversity: 1.9 % GBI for Climate Change: Initial GBI Climate Change: 120649 Initial Share of GBI Climate

http://www.cepf.net/where_we_work/regions/africa/succulent_karoo/Pages/default.aspx

http://www.cepf.net/where_we_work/regions/africa/maputaland/Pages/default.aspx

http://www.cepf.net/where_we_work/regions/africa/cape_floristic_region/Pages/default.aspx

http://www.cepf.net/where_we_work/regions/africa/succulent_karoo/Pages/default.aspx

http://www.cepf.net/where_we_work/regions/africa/maputaland/Pages/default.aspx

http://www.cepf.net/where_we_work/regions/africa/cape_floristic_region/Pages/default.aspx

http://www.zeroextinction.org/sitedata.cfm?siteid=10109









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Change: 1.7% Revised GBI Climate Change: 128742 Revised Share of GBI Climate Change: 2.0%

Renewable Natural Capital Freshwater -Total renewable water -Freshwater withdrawal

CIA Factbook website - Renewable water:50 cu km (1990) - Withdrawal: Total: 12.5 cu km/yr (31%/6%/63%) Per capita: 264 cu m/yr (2000)

Table 4. Management regime (adapt categories to national system and type of area described, i.e., forest area, marine and coastal areas…)

Category Hectares Protected areas

National PA

Regional PA

Private Conservation Area

Territorial reserves, Indigenous communities, and smallholders

Territorial reserves

Indigenous Community Titled lands

Smallholders

Other types

Conservation concession

Ecotourism concession

Other (wildlife, reforestation, extraction)

Area without designation

Other (e.g., wetlands)

TOTAL AREA

Table 5.Produced Capital

Description Sources (see Appendix 1) To fill Economy

GDP CIA Factbook website $554.6 billion (2011 est.)

GDP growth rate CIA Factbook website 3.4% (2011 est.)

GDP per capita CIA Factbook website $11,000 (2011 est.)

GDP composition by sector Agriculture:

Industry: Services:

CIA Factbook website Agriculture: 2.5% Industry: 31.6% Services: 65.9% (2011 est.)


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Table 6.Social Capital

Description Sources (see Appendix 1) To fill Government

Type of government (e.g., republic, presidential,

multiparty system…)

Program data / CIA Factbook website

Republic

Legal system (Type of legislature)

Program data / CIA Factbook website

Mixed legal system of Roman-Dutch civil law, English common law, and customary law

Administrative divisions (# province/states)

Program data/ CIA Factbook website

9 provinces: Eastern Cape, Free State, Gauteng, KwaZulu-Natal, Limpopo, Mpumalanga, Northern Cape, North-West, Western Cape

Explain dynamics and share of power between Central government and regional

Program data

Civil Society Characterize Civil society and

private sector institutions (freedom of press)

Program data

Governance

Voice and Accountability World Bank website 50th-75th Percentile (2010)

Political Stability and Absence of Violence/Terrorism

World Bank website 25th-50th Percentile (2010)

Government Effectiveness World Bank website 50th-75th Percentile (2010)

Regulatory Quality World Bank website 50th-75th Percentile (2010)

Rule of Law World Bank website 50th-75th Percentile (2010)

Corruption index

Corruption perception index Transparency Intl’ website Rank: 64 /183 Score: 4.1/10

Global corruption barometer Transparency Intl’ website Decreased %: 24 Same %: 14 Increased %: 62

Failed state index

Score Foreign Policy website 61

Ranking Foreign Policy website 117

Table 7.Human Capital


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Description Sources Data Indexes

HDI: UNDP website 0.619

Gini coefficient: (measure of inequality of income or wealth)

CIA Factbook website

65 (2005 est.)

People and Society

Population CIA Factbook website CI Country snapshot (FPM)

48,810,427 (July 2012 est.)

Population by ethnic group CIA Factbook website -Black African: 79% -White :9.6% -Colored :8.9% -Indian/Asian :2.5% (2001 census)

Population by group of age CIA Factbook website -0-14 years: 28.5% (male 6,998,726/female 6,959,542) -15-64 years: 65.8% (male 16,287,314/female 15,972,046) -65 years and over: 5.7% (male 1,125,709/female 1,660,694) (2011 est.)

Population below poverty line

CIA Factbook website CI Country snapshot (FPM)

50% (2000 est.)

Other (median age, sex ratio)

CIA Factbook website -Median age: Total: 25 years Male: 24.7 years Female: 25.3 years (2011 est.) -Sex ratio: At birth: 1.02 male(s)/female Under 15 years: 1.01 male(s)/female 15-64 years: 1.02 male(s)/female 65 years and over: 0.67 male(s)/female Total population: 0.99 male(s)/female (2012 est.)

Growth rate CIA Factbook website CI Country snapshot (FPM)

-0.412% (2012 est.)

Urbanization (as % of tot. CIA Factbook website 62% of total population


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pop.) (2010)

Urbanization (annual rate change)

CIA Factbook website 1.2% (2010-15 est.)

Education

Literacy rate CIA Factbook website CI Country snapshot (FPM)

Age 15 and over can read and write Total population: 86.4% Male: 87% Female: 85.7% (2003 est.)

Health

Life expectancy CIA Factbook website CI Country snapshot (FPM)

Total population: 49.41 years Male: 50.34 years Female: 48.45 years (2012 est.)

Table 8: CSA’s sectoral engagements across government, corporate and civil society sectors

Sector Government Corporate Sector Civil Society

Energy National Climate Change Response Strategy (2010)—P National Renewable Energy Feed in Tariff (REFIT)—FM Carbon Tax Green Paper--FM

National Business Initiative engaged in energy consumption reduction and transition to renewable = DD In CapeTown, businesses are able to purchase TRECs—FM Development Bank of SA loan facility for transition to low-carbon developments--FM

Over 50 NGOs involved in local or renewable energy pursuits –DD Weekly public or specialist events tied to low-carbon and climate change in follow up of hosting of UNFCCC-COP17

Urbanisation All major metrapoles have Environmental Management Plans, and Biodiversity Conservation Plans that inform urban expansion planning (updated every five years as part of the Integrated Development Planning Process of the Municipal

Retailers engaged with more informed and wealthier consumer base, responding with greener products and marketing—DD

ICLEI involved with four major SA metrapoles on valuing ES provided by green spaces (e.g. Durban Open Space Initiative, Cape Flats Nature, etc)--DD


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Systems Act 2004 --P

Land -Use Conservation Areas

Agriculture

Freshwater

Protected areas Act of 2005, endorsed Protected Areas Expansion Strategy (included ES and climate change modeling in design adopted in 2009)—P National Biodiversity Act of 2004 (formalizes and enables incentives for environmental stewardship outside of PAs, gives enforcement to the NBSAP, establishes SA National Biodiversity Institute for exploring links between biodiversity and development goals, provides for Bioregional Plans to be developed and enforced at local, district, or provincial level) --P Conservation of Agricultural Resources Act—creates Land Care Programme, legalizes capacity and environmental considerations—P Working for Land and Working on Fire--GPAP Water Management—P Water Pricing Policy White Paper provides for a resource management fee—P/FM Working for Water and Wetlands--GPAP

Value chain standards. Best practice requirements for suppliers--CP WWF Water Neutral Programme Participation (clear aliens for water used)--CP

Five of the eight major conservation NGOs involved in supporting implementation and enforcement of PAs, stewardship, and municipal planning support WWF and CSA working in improving science, guidelines and practice for sustainable agriculture—DD Freshwater PES pilot projects in Umzimvubu catchment.


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Coastal and Marine

Mining

Fisheries Quotas and MPA network exist Minerals and Petroleum Resource Development Act-P

Legal action has been successful in stopping mining in sensitive areas.

Table 9: CSA partnerships engagement and communications in existing demonstration landscapes

Stakeholder group Namakwa District GED Cape Floristic Region Umzimvubu GED

Public Veepos Newspaper Monthly radio

Engagement through retail marketing

Vubu-zela (in concept)

Farmers Eco-ranger project Biodiversity and Red Meat Initiative in the Kamiesberg

Green Choice Newsletter

In concept (as with Namakwa with communal livestock farmers)

Entrepreneurs SKEPPIES Fund Cambridge Business and Sustainability Partnership

Table Mountain Fund and Pioneer Stewardship Support

In concept (as with Namakwa, in concept with DBSA)

Government Bioregional, Growth and Development, Adaptation and Disaster Risk Management Planning, MOU on stewardship with Provincial Dept

Provincial Dept of Agriculture involvement in technical tool development and roll-out

In concept (as with Namakwa for Chris hani District/E Cape); MOU on stewardship with Provincial Dept in development

Corporations DeBeers/Namakwa Diamond Company engagement, AON and TPE Wind Farms

Rooibos Ltd, SA Potatos engagement

SA Toll Road offset (in concept) Coke (in concept)

csa strategy 2012 - 2017 - conservation international

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