APPROACHES

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Approaches

1

STRATEGY CONSULTING APPROACH

a. Government & Public Sector Strategy Development

Our teams help governments and public sector organizations achieve long-term sustainability and ESG (environmental, social, and governance) values through strategy, restructuring, privatization, PPP, and portfolio optimization.

We help clients define strategic opportunities by aligning the country's strategy with the organization's strategic plan. We provide a holistic view of current capabilities and integration options, as well as customer insights and asset value. We then help clients execute their strategic vision by applying financial and operational insights across their organization. Our government and public sector strategic support and services include the following:

  • Ensuring alignment of the organization's vision, mission, and objectives with the national priorities and strategies.
  • Developing the organization's capabilities, culture, and governance to enable long-term sustainability and impact of its strategy.
  • Reinventing the organization's business model and exploring public-private partnerships to optimize resources and efficiency.
  • Defining and executing portfolio and strategic programs to manage complex initiatives and ensure effective outcomes.
  • Identifying and pursuing new market entry opportunities to diversify revenue streams and enhance competitiveness.
  • Designing and implementing digital transformation strategies to leverage technology and innovation for service excellence.

b. Government & Public Sector Portfolio, Program, Project Management

Our teams offer Portfolio, Program, and Project Management (PPPM) consulting services to clients in the government and public sectors. We help them optimize their portfolios, manage risks, align with organizational and national goals, measure performance, design and use portfolio dashboards, set feasibility criteria, allocate resources, and realize benefits. We also assist them in designing, planning, and executing programs. Moreover, we build capacity and establish SMOs (Strategy Management Offices) and PMOs (Program and Project Management Offices) that follow international best practices. We support them in planning and controlling projects. The services of the PMO covers three (3) areas:

 

i. Strategic Transformational Support

The Strategic Transformational Support Team is responsible for helping the governments to:

  • Make smart and effective decisions about its policies and investments. It uses a flexible and rigorous method to manage and prioritize its portfolio of projects and programs, following the best practices of the Strategy Management Office, PMO, and other international standards.
  • Ensure that the delivery of projects and programs is aligned with the desired outcomes and benefits and that these are identified and measured clearly.
  • Engage major stakeholders to address their needs and concerns regarding strategy, investment, and governance.
  • Provide guidance and direction to the XYZ Steering Committee on matters related to project and program management.
  • Offer advice and support on new opportunities and partnerships that may arise.

 

ii. Program & Project Management

The Programs and Projects Support Team is responsible for helping the governments to:

  • Provide guidance and support for developing and implementing ideas and proposals throughout the project life cycle, as well as preparing business cases for XYZ.
  • Execute, manage, and control projects in terms of time, cost, and quality, ensuring that they deliver the expected outputs and benefits for XYZ.
  • Act as the central point of contact for project and program management standards, guidelines, templates, and toolkits, and ensure that they are followed and updated as needed.
  • Oversee and assist projects and project teams in complying with project governance procedures, making sure that roles, responsibilities, and accountabilities are clearly defined and aligned with organizational practice.
  • Apply effective and dynamic risk (threat and opportunity) management, assumptions, issues, decisions, and dependencies to identify and mitigate potential problems and enhance project outcomes.
  • Create, manage, or supervise project plans, scopes, and timelines (in accordance with program, portfolio, and strategic objectives), taking into account technical feasibility, critical dependencies, stakeholders, and resources.
  • Monitor project and program progress and use appropriate verification processes to track and manage changes in project scope, schedule, and cost.
  • Use suitable systems, tools, and methodologies to measure and report on project and program performance, using relevant indicators and metrics.
  • Advocate for change management and transformation, focusing on the benefits and results of projects rather than the activities or processes.
  • Maintain and strengthen stakeholder relationships with existing and potential funding sources, as well as strategic partners.

 

iii. Capability Development

  • To establish and maintain a robust and adaptable PMO organization that can support the diverse and complex needs of the XYZ delivery context.
  • To build and leverage a network of change agents who can collaborate and communicate effectively with various stakeholders and partners within and outside the Government of XYZ, using a common and consistent framework for project and program management.
  • To equip, educate, and certify key personnel in the essential skills and competencies required for leading and managing change in a dynamic and uncertain environment.
  • To develop and disseminate a comprehensive set of resources, including a handbook, tools, templates, and examples, that cover the critical aspects of project and program management, such as risk management, benefit realization, change management, stakeholder management, and so on.
  • To raise awareness and recognition of the PMO's role and contribution, as well as the value and importance of the project and program management profession, and to inspire and attract young people and other professionals to pursue career opportunities in this field.
  • To forge local, regional, and global partnerships to create a community of excellence in XYZ, to share best practices and lessons learned, and to foster continuous professional development.
  • To support, mentor, and coach individuals who are involved in change or project delivery, by providing advice, feedback, and encouragement.

2

PROTECTED AREA MANAGEMENT APPROACH

c.  Protected Areas Management Planning

  • Develop the national protected areas strategies and strategic plans that will guide the management of natural resources at the regional and national levels.
  • Support the development of a comprehensive and coherent protected areas system at the national level, identifying and filling the gaps within the existing networks of protected areas.
  • Ensure the integrity and engagement of stakeholders and local communities are maintained throughout the planning and management processes of protected areas.
  • Formulate and implement plans and programs of action for the conservation of habitats and ecosystems within protected areas, using relevant indicators and monitoring tools.
  • Adopt adaptive and collaborative approaches in protected areas management, taking into account the challenges and opportunities in the operating environment.
  • Align with the global standards and best practices for protected areas, applying the IUCN guidance for protected areas categories, zoning systems, and governance types.
  • Build the capacity of protected areas staff in planning and management skills, as well as deliver services related to the day-to-day management of natural resources within protected areas.
  • Support the recognition and accreditation of protected areas at the international level, such as UNESCO World Heritage, MAB, GeoPark, Green List, Protected Areas World Database, etc.

 d.  Protected Areas Management Effectiveness Evaluation

One of the main challenges for protected area management is to ensure that it is effective, adaptive, and responsive to changing environmental and social conditions. To achieve this, our Protected Areas Support team adopts and applies global methods, standards, criteria, and indicators that can measure and evaluate the performance of protected areas and their governance systems, while also allowing for national adaptation and contextualization with a specific focus on:

  • Implement different methods for management effectiveness evaluations (METT4 - RAPPAM EoH – IUCN Green List Standards) at the national protected area systems and at the OECM networks, to assess the strengths and weaknesses of protected area management and governance, as well as the threats and opportunities they face.
  • Use the results from the evaluation of protected areas management effectiveness to inform and improve the planning process, seeking effective adaptive management that can address the identified gaps and challenges, and enhance the positive outcomes and impacts of protected areas.
  • Apply key recommendations arising from site-level and system-level management effectiveness evaluations, as an integral part of adaptive management strategies, to ensure that protected areas are well-managed, well-governed, and well-connected and that they deliver their conservation objectives and contribute to sustainable development goals.
  • Monitor and assess the status and trends of biodiversity within protected area systems and sites, using appropriate indicators and methods, to track the progress and achievements of protected areas in conserving biodiversity and ecosystem services, as well as the pressures and threats they face.
  • Stimulate interdisciplinary research, to improve understanding of the ecological social, and economic aspects of protected areas, including methods and techniques for valuation of goods and services from protected areas, to support evidence-based decision making and policy development for protected area management.

 e.  Strategic Management Policies and Guidelines

  • Assess, update, and develop national biodiversity strategies and action plans (NBSAPs) that reflect the current status and trends of biodiversity in protected areas and set clear goals and targets for their conservation.
  • Develop and integrate climate change adaptation measures in protected area planning, management strategies, and the design of protected area systems to enhance their resilience and reduce their vulnerability to the impacts of climate change.
  • Design and implement guidelines and measures for the rehabilitation and restoration of the ecological integrity of protected areas that have been degraded or damaged by human or natural causes.
  • Develop plans and measures to control risks associated with invasive alien species within protected areas that may threaten the native biodiversity or ecosystem functions.
  • Assess key threats to protected areas and develop and implement strategies to prevent and/or mitigate such threats, such as poaching, illegal logging, mining, pollution, or infrastructure development.
  • Develop policies and measures to reduce the extensive exploitation of natural resources from protected areas while considering the sustainable customary resource use of local communities living inside and around protected areas.
  • Develop policies and institutional mechanisms that ensure the full participation of local communities in the planning and management of protected areas, respecting their rights, knowledge, and interests.
  • Guide the national policies related to access to genetic resources within protected areas to ensure fair and equitable sharing of benefits arising from their utilization in accordance with related global agreements and standards, such as the Nagoya Protocol on Access and Benefit-sharing.

3

NATURE CONSERVATION AND BIODIVERSITY APPROACH

f.  Conservation of Biodiversity

  • To conduct analysis of opportunities for the protected area to contribute to conservation and sustainable use of biodiversity at local and regional scales as well as an analysis of threats and means of addressing them.
  • To implement actions related to rehabilitation and restoration of habitats and degraded ecosystems, as appropriate, as a contribution to building ecological networks, ecological corridors, and/or buffer zones.
  • To use the most advanced and innovative tools in biodiversity spatial planning and management processes to ensure respect for nature and ecological integrity at all levels.
  • To develop and implement conservation plans related to endemic and threatened species to improve their conservation status on the IUCN Red List and to maintain and restore the genetic diversity of these species.
  • To guide the national measures to mitigate the impacts of invasive alien species on biodiversity and ecosystem services by identifying and managing pathways of the introduction of alien species, and controlling invasive alien species, especially in protected areas.

 g.  Status Assessment and Monitoring

  • To develop effective monitoring systems talented to assess the ability of the natural resources, such as species, habitats, ecosystems, and ecological processes, to withstand and recover from disturbances and stressors, such as climate change, invasive species, pollution, overexploitation, etc.
  • Support the development of resilience indicators can include measures of diversity, redundancy, connectivity, functionality, adaptability, etc.
  • Provide the needed technical support for the identification and evaluation of the factors that make the natural resources more vulnerable or susceptible to degradation or loss.
  • To assess the potential and actual impacts of human activities and infrastructure development on the natural resources and ecosystem services in protected areas.
  • Measure the carrying capacity to the maximum level of use or visitation that a protected area can sustain without compromising its conservation objectives and values.
  • To the analysis of the likelihood and consequences of potential hazards or threats to the natural resources and ecosystem services in protected areas helping in the identification of the most critical risks, prioritizing mitigation actions, allocating resources efficiently, and preparing contingency plans.

 

Conservation Plans and Strategies

  • To address the biodiversity conservation priorities, by identifying and safeguarding the most representative and diverse ecosystems, species, and genetic resources within the site boundaries.
  • To address outstanding natural phenomena or places of exceptional natural significance, by preserving and enhancing the aesthetic, scientific, and cultural values of the site's natural features and processes.
  • To address remarkable instances of major stages in Earth's history, including the record of life, significant ongoing geological processes in landform formation, or notable geomorphic or physiographic features, by documenting and interpreting the site's geological and paleontological heritage.
  • To address remarkable examples of ongoing ecological and biological processes in the formation and development of terrestrial, freshwater, coastal, and marine ecosystems and plant and animal communities, by monitoring and assessing the site's ecological dynamics and resilience.
  • To comprise the most important and crucial natural habitats for the in-­situ conservation of biological diversity, especially those containing threatened species of exceptional universal worth in terms of science or conservation, by implementing effective measures to prevent, control, or eradicate threats such as habitat loss, fragmentation, degradation, invasive species, overexploitation, pollution, climate change, or human-wildlife conflict.

4

ECO-TOURISM APPROACH

Our Ecotourism Support Team strives to conserve and enhance natural resources while providing benefits to the local communities and visitors through the following:

  • Provide diverse ecotourism activities and packages to enhance visitors' experience in natural sites and within protected areas.
  • Develop tailored programs for the development and welfare of local communities inside and outside protected areas aiming to support local businesses, improve infrastructure, and promote cultural heritage.
  • Support the design process of environmentally friendly visitor services and amenities in protected areas (e.g., accommodation, transportation, food and beverage, guides, interpretation, etc.).
  • Develop awareness and education programs in protected areas and natural reserves to raise environmental awareness among visitors and locals, and to foster conservation attitudes and behaviors.
  • Help with the identification of ecotourism investment opportunities for the private sector and facilitate partnerships between public and private entities, offering incentives and regulations, ensuring quality standards, etc.
  • Provide technical support for the protected area management unit regarding sustainable financing mechanisms, generating revenues from entrance fees, concessions, and donations, and allocating them to conservation and management activities.
  • Help the development of the contracts or agreements between the protected area authority and a private entity that grants the right to provide certain visitor services and amenities in exchange for a fee or a share of revenues.
  • Develop a master plan for protected areas and ecotourism concessions with the provision of recommendations and guidelines for the development and management of ecotourism concessions in protected areas.

5

HERITAGE APPROACH

Out Natural Heritage Support Team works closely with clients to protect and improve the quality of the natural environment while delivering benefits to the people who live in and visit the area:

  • Develop and implement capacity-building initiatives in the field of World Heritage aiming to help stakeholders understand and apply the World Heritage Convention and its related documents, such as the Operational Guidelines, the World Heritage List, and the Tentative Lists.
  • Provide technical support for the identification, protection, and management of outstanding universal values (OUV) for natural and cultural heritage sites, as well as the assessment of potential impacts and risks from development projects on their integrity and authenticity.
  • Provide guidance and support for preparing nomination dossiers for various UNESCO programs, such as the World Heritage List.
  • Develop programs to promote the involvement and empowerment of local communities in the conservation and promotion of their heritage, as well as the integration of heritage values into sustainable development policies and practices.

6

CAPACITY BUILDING

The BC company had the ability to develop capacity building at various levels:

 Individual level: The extent to which protected area staff possesses the necessary skills, knowledge, and competencies to effectively manage a protected area site or system.

Institutional level: The extent to which a protected area institution has the internal and external structures and processes in place to manage a protected area system effectively.

Societal level: The extent to which the laws, policies, and practices of various environmental, social, and economic sectors foster the establishment and management of a protected area system.

Training

  • Protected area Management Effectiveness Tracking Tool. (METT)
  • World heritage sites Management Effectiveness Tracking Tool. (WHMETT)
  • Geopark leadership
  • World heritage sites criteria and nomination
  • Marine Protected Areas Planning
  • Strategic & Economic Planning of Protected Areas
  • Protected Areas Planning and Management
  • Basics of Stakeholders Engagement in the Planning Process of World Heritage Sites
  • Protected Areas Threats Identification
  • World Heritage Sites and Museums
  • Local community engagement in the management and conservation of world heritage sites
  • Uniform biodiversity monitoring programs and indicators, key flag and key stone species in protected areas.
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