A Decade of Growth and Reflection: The Conservation International - Global Environment Facility (CI-GEF) Agency

On a decade-long journey marked by determination, innovation, and a resolute focus on environmental conservation, the Conservation International-GEF Project Agency (CI-GEF) team has reached a milestone as they celebrate their 10th anniversary as an Agency of the GEF. Members of the team share a closer look at the challenges they have faced and how the bonds of the team have sustained their unwavering commitment to preserving our planet.

From its inception in 1992, the Global Environment Facility (GEF) has been at the forefront of tackling pressing environmental issues such as climate change, biodiversity loss, and pollution. With over $23 billion distributed and $129 billion mobilized in co-financing for more than 5,000 projects worldwide, the GEF has emerged as a crucial financial resource for various environmental conventions, such as the UN Framework Convention on Climate Change and the Minamata Convention on Mercury.

At the helm of implementing these initiatives are dedicated GEF Implementing Agencies who work closely with governments, civil society organizations, and other stakeholders to design, develop, and execute impactful projects and programs. Prior to their accreditation, CI had been involved in only a few projects with the GEF. But in November of 2013, towards the end of the GEF’s 5th funding cycle, Conservation International (CI) became one of the first nonprofit organizations to be accredited as a GEF Agency.

Overcoming Obstacles and Navigating the Portfolio

This new designation had completely reshaped CI; “[moving us from] focusing on one-off funding opportunities with other Agencies, to thinking in a holistic way about how we approach working with a country; to discuss their needs for the GEF while also generating conservation impacts for the institution”, says Orissa Samaroo, Vice President of the CI-GEF Agency. Becoming an Agency allowed CI opportunities such as preserving mangrove forests in Liberia and becoming the host of the Critical Ecosystem Partnership Fund (CEPF). With this shift towards a more comprehensive country approach, Samaroo, who led the organizations’ accreditation, noted how CI was able to “combine the work of our biodiversity policy experts with our field programs to co-design projects with governments that tackle complex topics like subsidy reform or designing large scale sustainable financial mechanisms to narrow the biodiversity financing gap.”

In order to differentiate themselves and show their capability to handle the increasing workload, CI had to come up with strategies to set themselves apart. “It was challenging [at the beginning] to demonstrate our ability to deliver,” says Charity Nalyanya, Director of Project Management and Technical Oversight for CI-GEF's African portfolio. “We were being compared to Implementing Agencies that have existed for more than 50 years and who have had longer relationships with governments.”

CI-GEF devised a team of regional leads who would be experts in their respective cultural and ecological environments. “Being a “young” GEF Agency meant we had to find entry points and gaps, while problem-solving and working harder and faster than other agencies,” shares Nalyanya. “This resulted in the team’s culture of open communication and a diligent work ethic. Having regional leads to oversee engagement with countries and pursue opportunities has resulted in the growth of [our] GEF portfolio, whilst ensuring stronger partnerships and effective and efficient project management.”

The drive developed by CI’s GEF team garnered a reputation of trust and hard work within the institution and that of respect and the capability at the GEF to handle a large portfolio of work, leading to CI tripling its projects and grant funding over the course of the GEF’s 6th funding phase. As the portfolio grew, the team began leveraging the institution's influence in their field operations, not only to implement GEF funding, but to provide ongoing guidance to governments regarding their public funding portfolios.

“Gradually building the capacity of CI field staff on GEF operational modalities has enabled them to understand what is needed to tap GEF funding,” relayed Nalyanya. “Field Teams have also become better at complying with GEF reporting requirements and proactively pursuing new opportunities."

As the culture around GEF projects shifted, CI was able to take on a new variety of work, such as a series of projects across Africa that focus on enhancing institutional capabilities to meet transparency requirements outlined in the Paris Agreement. They also initiated the GEF's first Non-grant Instrument project, leveraging private sector investment for environmental goals.

The difficulties of opening and growing our portfolio were “overcome by focusing on delivering on high-quality projects and [becoming] known as an efficient agency, building good working relationships with external partners and governments and CI programs”, shared Daniela Carrión, Senior Director of Project Design and Oversight for CI-GEF's Latin America and Caribbean portfolio. According to Carrion, as the portfolio grew, it became clear that aligning the portfolio to other work happening at CI to scale the impact, and taking advantage of the innovation CI can offer through strategic partnerships with external organizations and governments, would be the most effective approach for Agency advancement.

A major milestone was reached for CI-GEF in GEF-7, as their portfolio tripled again to over $200 million and encompassed more than 30 projects.

CI flourishes through collaborative approaches and the network the institution has built over its 30-year history shows that CI-GEF could continue leveraging relationships and discovering new opportunities in the GEF-7 cycle.

GEF-7 brought about a partnership with The Fashion Pact, utilizing Science-Based Targets to revolutionize the fashion industry and make positive impacts on biodiversity, climate, and oceans. Another significant endeavor was the launch of the Inclusive Conservation Initiative (ICI), in collaboration with IUCN and Indigenous and Local Community groups. This initiative empowers communities to protect their land, water, and natural resources to achieve global environmental benefits. Rocky Marcelino, Senior Manager of GEF/GCF's Monitoring and Evaluation, highlighted how the agency's expansion brought its share of challenges. In the ICI project, CI-GEF would begin its relationship with CI's Global Indigenous Peoples and Local Communities Center, which has extensive experience engaging local communities as partners in conservation efforts. This approach ensured the projects' success and fostered a sense of ownership and stewardship among the local population. In reflection, Rocky Marcelino stressed the importance of not only increasing project numbers in terms of growth, but also actively working towards solving pressing environmental concerns and improving daily life for those on the ground.

Additionally, CI-GEF joined forces with the Pew Charitable Trusts, Rob Walton Foundation, and the Minderoo Foundation to form the Blue Nature Alliance, whose ambitious goal is to conserve 18 million square kilometers of ocean within five years by partnering with local conservation areas and building upon existing efforts towards the global target of protecting 30% of the world's oceans by 2030.

In GEF-7, CI-GEF had the chance to mold their portfolio into a lens that aligned their interests and priorities. They could be more selective in picking partners for execution, with organizations who have established themselves in various countries for a significant amount of time, creating enduring partnerships that generate ongoing opportunities for unique CI-GEF projects in those areas.

As the GEF-8 cycle began, an opportunity to address urgent environmental issues on a larger scale appeared in the form of the Integrated Programs. The team saw this as an opportunity to push the boundaries of their work and make a lasting impact. After months of working on an application process and compiling a scope of material, in June of 2023, CI was designated as a leading agency for two of the GEF's Integrated Programs (IPs). The IPs involve large-scale conservation efforts led by various GEF-funded organizations. One of these IPs is the Ecosystem Restoration program, which seeks to identify key restoration areas worldwide that are valuable for their carbon reserves, communities, and biodiversity in 20 countries. CI is also leading the Guinean Forests IP, which focuses on promoting protecting and managing intact forest landscapes through methods such as forest governance, land use planning, and sustainable management practices for both commercial and subsistence agriculture. The comprehensive programs collectively aim to address the major factors contributing to environmental degradation while providing numerous advantages across various themes within GEF programming. These programs recognize the crucial connection between human well-being and a sound environment, whose interdependency is vital in directing GEF investments toward addressing issues within food, energy, and natural systems integral to human development. “As we mark Conservation International’s 10th anniversary as a GEF agency this year, we’re thrilled our partnership continues to grow as we take on the role of lead agency for the first time on two integrated programs,” said Samaroo. “These programs will allow CI to implement innovative strategies that will help curb climate change, prevent biodiversity loss, and support local livelihoods. By working closely with local communities, stakeholders, and partners, the integrated programs will allow us to achieve measurable results and make a tangible impact on critical ecosystems worldwide.”

Envisioning the Future: Opportunities and Aspirations

The CI-GEF’s growth over the past ten years was not only on the portfolio or financial side. The 16-member team is spread across various countries such as the US, Colombia, Ecuador, Kenya, and the Philippines. Each member brings their unique expertise and perspective, creating a diverse and dynamic team. The members have vast backgrounds in finance, activism, biology, law, and policy. With their collective knowledge and shared passion for conservation, they have successfully expanded CI's GEF portfolio and made a tangible impact on critical ecosystems worldwide. Despite the portfolio development, the Agency must be able to meet the increasing demand they are facing. “We need to adapt fast to the portfolio's growth and get ahead of challenges that come with big teams/ big teams and teething problems, joked Nalyanya.“ We need to increase the number of agency staff to keep up with the growing regional portfolios.”

Looking ahead, members of CI-GEF stressed the significance of utilizing their authority to guide government funds in order to achieve greater growth and progress. The agency's IPs have been a crucial milestone, opening up new possibilities for making a lasting impact on global conservation initiatives. Juliana Ríos Amaya (Ella/she/ her), Manager of the Environmental and Social Management Framework, believes there is potential to further enhance social benefits within their work by addressing social aspects. She advocates for a shift towards more inclusive and innovative projects, like the Inclusive Conservation Initiative (ICI), emphasizing gender equality and social inclusion. Such efforts can greatly benefit conservation programs.

“It is great to be part of this professional team of amazing human beings,” shares Free de Koning, Vice President of Project Development and Impact at the CI-GEF team. The key opportunities for our team lie in “focusing on big strategic initiatives that align well with CI's institutional strategies, like the Small Grants Program or work with Indigenous Peoples and Local Communities. Work that has large impact, like the IPs, that have broad institutional support, is how we keep evolving and tackle new challenges.”

As the agency looks to expand their projects in GEF-8 and begins planning for GEF-9, they hope that their efforts will continue to shape public perceptions and bring positive change to the communities they partner with, ultimately working towards a better world for all.