a) Establish a firm baseline of historic and current income and expenditure levels, undertake an analysis, and make future projections for the respective MAs (Internal Expenditure Review); (using the GEF financial score card tool as a standard template that can be adapted as appropriate)
b) Train at least 10 stakeholders in implementing the finance scorecard and identify optimal finance mechanisms for protected areas
c) Assess financial requirement and facilitate financial gap analysis to achieve biodiversity and nature-based economy targets (Finance Gap Analysis).
d) Analyze operation models, identify gaps and areas of improvement to ensure efficient use of resources.
e) Produce a sustainable finance strategy for each of the four identified Management Authorities. The strategies should include (but not be limited to) ways to optimize and diversify revenue streams (with a suite of precise and realistic income generating activities), resource mobilisation and improve cost efficiencies.
f) Develop a finance plan for each Management Authority including detailed action plans to implement it Develop an advocacy plan with a focus on engaging key role players such as National Treasury.
METHODOLOGY AND SCOPE OF WORK:
In undertaking the work, it is critical that stakeholders must be engaged including National Treasury, DFFE, UNDP, relevant Protected Area Management Authority role players and other institutions and organizations which may be identified at the project inception stage. It is required that at least 1 Marine Protection Agency be included in the work.
It is required that the methodology will include gathering baseline data on key elements to be populated in the financial scorecards of the respective management authorities. This includes information related to Available finances, Expenditures and based on that determining a Financing needs and gap in order to meet biodiversity management imperatives and support nature-based tourism. Finance Scorecards for 2 Management Authorities have already been conducted through another project, the consultant will be required to populate the scorecards for the remaining 3 Management Authorities.
Where financial scorecards are available, the consultant will be required to validate the data before proceeding on to the next steps. Where such financial scorecards are not yet completed, the consultant will be required to complete in consultation with the respective Management Authorities. The consultant will also be required to recommend and outline any amendments to protected areas financing system, and financial analysis & reporting frameworks used.
For the purpose of understanding ongoing activities on income generation, the consultant will be required to complete a community of practice on commercialization strategies of Management Authorities in order to build a theory of change. This exercise will take into account desktop study undertaken and further review and analysis of commercialization strategies where they exist.
In order to develop sustainable finance strategies for the respective MAs, the consultant will be required to among others analyze Management Effectiveness Tracking Tool reports and work in consultation to undertake assessments of key operational income streams, identifying enabling mechanisms for the strategy implementation. This will include but not limited to mechanisms to that can lead to improving governance and financial and operational efficiencies and proposal for improving business models for Management Authorities, in addition to partnerships arrangements with the donors, philanthropies and communities and the private sector. The team should also produce an advocacy plan for the sustainable finance strategies.
The consultant will also be required to train stakeholders in the Management Authorities on the implementation of the finance scorecard and identification of optimal finance mechanisms for protected areas. This will enable continuity and adjustment of plans post the consultancy.
The appointed service provider will work under the supervision of the BIOFIN Core Team and report progress and deliverables to appropriate institutional structures such as the Project Task Team which will consists of the BIOFIN core team, DFFE, the respective Management Authorities and Working Group I of the Department of Forestry, Fisheries and Environment where other Management Authorities participate. The meetings will be arranged by the BIOFIN core team.
The team will be provided relevant national and provincial documentation compiled to date, where available and source additional information where required to complete the assignment.
TOR and other relevant application documents are accessible at this link