《WEF & GAEA:2023公私慈善伙伴关系在推动气候和自然转型中的作用白皮书(英文版)(17页).pdf》由会员分享,可在线阅读,更多相关《WEF & GAEA:2023公私慈善伙伴关系在推动气候和自然转型中的作用白皮书(英文版)(17页).pdf(17页珍藏版)》请在三个皮匠报告上搜索。
1、The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature TransitionsW H I T E P A P E RN O V E M B E R 2 0 2 3In collaboration with McKinsey&Company Images:Getty Images 2023 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitt
2、ed in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed h
3、erein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ContentsForeword 3Executive summary 4Introduction 51
4、Climate and nature challenges lend themselves to multistakeholder 7 collaborations 2 Materiality,suitability and feasibility provide aframework for evaluating 9 priority areasfor 4Pmodels 3 Applying the framework approach reveals that 31 out of 134 4P 11 models are primed for impact through 4P model
5、s now Conclusion:4P models will require careful implementation,building on 13 past lessons while focusing on opening windows ofopportunity Appendix 14Contributors 15Endnotes 16The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions2ForewordAt the time of this
6、papers publication,we are almost four years into the United Nations“Decade of Action”,whose goal is to accelerate sustainable solutions to the worlds biggest challenges from eradicating poverty to tackling climate change.Yet,progress has to-date not been commensurate with the ambition.On the climate
7、 front,the world needs to halve carbon emissions by 2030 if the objectives of the Paris Agreement are to be met.However,four years in,emissions are still rising,the climate finance gap is growing(especially for emerging economies),the loss of critical nature systems and species continues,and lives a
8、nd livelihoods are increasingly impacted by extreme weather events and environmental degradation.The need for action has never been clearer.This action can only succeed through collaboration on an unprecedented global scale,including new,innovative partnerships,bringing together a more diverse set o
9、f stakeholders and making use of their respective strengths.That is exactly what the World Economic Forums Giving to Amplify Earth Action(GAEA)initiative seeks to stimulate especially as it relates to the unique strengths of public-private-philanthropic partnerships.This paper was created as a partn
10、ership between McKinsey&Company and the World Economic Forum as part of the GAEA initiative.It is part of a growing body of research examining ways to advance a more orderly,climate and nature transition.It focuses specifically on partnerships between public,privateand philanthropic actors or“4P mod
11、els”.These partnerships,which often also feature social sector anchors and executors,are an emerging model designed to address the complex,multistakeholder and systems shifts required to support climate and nature transitions.Creating these models can be complex,requiring significant collaborative e
12、fforts and runway.Our research aims to support the creation,sustenance and scaling of these partnerships by exploring where to focus their efforts and how to ensure their success.We hope this paper will help leadersacross the private,public and philanthropic spectrum identify opportunities for high-
13、impact partnerships for just climate and nature solutions.We hope it gives them the confidence to partner with others for outsized impact and,crucially,save time in forming partnerships,as its time that we can scarcely afford to lose.Gim Huay Neo Managing Director,Centre for Nature and Climate,World
14、 Economic ForumDaniel Pacthod Global Co-Leader,McKinsey Sustainability McKinsey&CompanyThe Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature TransitionsNovember 2023The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions3Partnersh
15、ips bringing together the public sector,the private sector and philanthropies(4P models)are emerging to address climate and nature challenges.This research suggests a framework to help identify solution focus areas where 4P constructs are most needed,well-suited and justify the coordination effort.T
16、he paper presents a point-in-time view,recognizing that solution focus areas will evolve.It does not preclude other ideas that already have momentum or high potential for impact,including those specific to particular geographies or markets.Key findings include:As cross-sectoral and multistakeholder
17、collaborations,4P models are well-suited to address complex climate and nature challenges.System-level transformation requires a broad set of actors coming together around well-defined objectives,with a longer-term perspective,and appetite for experimentation.The more than 50 4P models that have eme
18、rged in the past 20 years(ranging from a debt-for-nature swap in the Seychelles to energy initiatives in Sub-Saharan Africa)indicate progress but also highlight scaling and other challenges.A framework resting on three pillars of materiality,suitability and feasibility can help identify or assess pr
19、iority areas of focus for 4P models.A systematic approach based on the analysis of existing 4P models highlights three main categories of pre-conditions.Materiality emphasizes directing 4P models towards areas with the greatest societal needs and potential for benefit.Materiality focuses on countrie
20、s,systems and sectors that have the greatest needs,the lowest capacity to respond and most to gain in terms of impacts on livelihood and well-being.Suitability ensures that 4P solutions chosen match the strengths of this form of collaboration and align with the interests of the partners.Focus areas
21、are chosen based on their stage(beyond exploratory but not yet ready for commercial adoption)and on their impact and scalability potential(including socioeconomic co-benefits).Feasibility ensures a proposed 4P model aligns with its ambitions and intended outcomes.This depends on defining an appropri
22、ate scope,attracting an“anchor”stakeholder,allocating capital and resources commensurate with its ambitions,and for the partners to align on questions of risk,return and impact.31 solution focus areas emerge from applying this framework to over 130 potential climate and nature solution sets and six
23、sectors globally.The analysis is informed by four planetary boundaries:climate change mitigation,biodiversity loss,forest cover loss and freshwater consumption.Resulting solutions are concentrated in power,agriculture and forestry,and land conservation.The full report contains six deep dives from th
24、e Philippines(phasing out coal);Indonesia(restoring degraded mangroves);Brazil(improving pasture and animal health);United States(ensuring equitable access to electrified transport);Thailand(mitigation of rice production);and India(expanding clean cooling).The analysis suggests five learnings for su
25、ccessfully implementing 4P models:Establishing an anchor partner for robust governance and initial funding.Combining opportunistic and longer-term strategies to support lasting change.Building on pre-existing models to accelerate start-up and validation.Highlighting and exploiting how climate and na
26、ture solutions can address other sustainable development goals including health,poverty and equity.Ensuring adequate resources and runway to support innovative 4P constructs.Executive summaryThe Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions4Introduction4
27、P models could drive 31 solution areas,which account for 30%of global emissions and total land area.The pressing need for climate and nature action is increasingly felt across the world.In response,governments and companies have been multiplying commitments and actions in areas such as the net-zero
28、transition,biodiversity loss prevention and broader natural capital preservation.1 These have,in turn,accelerated the momentum for public-private partnerships that combine the public sectors ability to create enabling conditions with the private sectors scaling ability.For their part,philanthropies
29、are increasingly turning their attention to climate and nature as key challenges in their own right and as intimately linked to the core issues of equity and development that have long been at the heartoftheir agenda.There are early signs of the public,private and philanthropic sectors often alongsi
30、de the social sector,including non-profit organizations(NGOs),non-profits and community organizations embracing such partnerships to tackle systemic climate and nature challenges.These public-private-philanthropic partnerships or“4P models”have ranged from transactional financing to industry-targete
31、d initiatives to wide-ranging knowledge-sharing platforms.They often(but not exclusively)focus on emerging economies.This paper is part of an effort by the Giving to Amplify Earth Action(GAEA)initiative at the World Economic Forum,together with its knowledge partner McKinsey&Company,to develop a fra
32、mework for such multistakeholder models based on a data-driven analysis of more than 50 existing partnerships and hundreds of climate and nature solutions,alongside dozens of expert interviews.The full framework,which can be accessed here,is intended to help ensure that time,energy and resources are
33、 directed towards solution focus areas that justify the significant collaborativeeffort.A total of 31 solution focus areas were identified among almost 135 global climate and nature solution sets that are primed for high and immediate impact through 4P models.Solution areas within the power,agricult
34、ure and forestry,and land conservation sectors consistently demonstrate high potential for impact across multiple geographies,this analysis found.This should not come as a surprise as these sectors are central to climate and nature transitions,have cascading influence across all parts of the global
35、economy,and feature proven(but not yet widely adopted)climate and nature solution focus areas with high socioeconomic co-benefits and potential for scale.Collectively,these 31 identified areas globally account for an estimated 30%of global emissions and 30%of total land area.Thus,effective action by
36、 4P models could have significant positive impact.2 To illustrate the high-level takeaways from the analysis,the full framework report delves deeper into six cases that highlight how solutions ranging from supporting energy transitions to mangrove restoration can benefit from 4P models.The Role of P
37、ublic-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions5These partnerships are evolving rapidly,and collaboration with the GAEA initiative continues to build a library of use cases and high-impact solution focus areas.While this paper seeks to be neither prescriptive nor a
38、 comprehensive assessment,nonetheless,it is hoped it will contribute to the growing debate about the best way for different societal actors to collaborate on essential questions relating to the future of the planet.Scope and limitations of materiality and suitability analysisBOX 1This paper presents
39、 a point-of-time view of 4P models and their areas of focus,which may change over time.The global solution focus areas identified by the analysis are not meant to preclude the potential of new models to succeed nor to exclude other ideas that already have momentum.In some geographies and markets,the
40、 answers will be different.Rather,this analysis seeks to highlight solution areas requiring urgent intervention and where 4P models could serve as major systems change unlocks.Further,this research has limitations and continues to evolve,and this paper should not be taken as the final word on the to
41、pic.For example,this analysis prioritizes the largest areas for 4P model intervention.This inherently requires setting thresholds for the various criteria.Changing these thresholds(particularly as new information becomes available)would affect solution focus areas that areprioritized.Moreover,this a
42、nalysis has been ordered sequentially,which is not always how ideas are prioritized in the real world.Solution focus areas that may seem less suited based on one part of the framework but more suited based on the remaining criteria could still result in a successful 4P model.For example,some 4P mode
43、ls focus on decarbonizing shipping.Although shipping did not pass the first stage of the suitability analysis,existing 4P models show that it would pass through the remainder of the framework.Similarly,a number of 4P models focus on early-stage technologies,which would also not pass the first stage
44、of the suitability threshold.Accordingly,this list of solution focus areas is not meant to be exclusionary.Ideas that have emerged organically could be taken through the rest of the framework to ensure impact,particularly those areas that attract significant interest across the public,private and ph
45、ilanthropic sectors.The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions6Climate and nature challenges lend themselves to multistakeholder collaborations1More than 50 4P models launched over the past two decades show promise but also challenges of the const
46、ruct.Solving climate and nature challenges entails deep,system-level transformation.This,in turn,requires an understanding of the needs and constraints of a broad and diverse set of actors,the ability to bring them to act together around well-defined objectives,the willingness to take a long-term pe
47、rspective to allow for action today with benefits in the future,the ability to run a robust day-to-day operation with a team whose duties include ensuring the partnership stays on track with its initiatives,and an appetite for experimentation and risk-taking.4P models which by their nature bring tog
48、ether many actors,each with different capabilities and strengths are well suited to address these issues.The public sector can enact policies,put in place incentives and support mechanisms,and invest funds to support solutions and create stable and positive enabling conditions for further investment
49、s.The private sector can establish business models and mobilize resources to grow and deploy solutions at scale,as well as change procurement and sourcing practices.Philanthropies can make use of their higher risk tolerance,longer time horizons and knowledge of intergenerational and equity issues to
50、 invest in solutions that are not yet widely adopted.The social sector,when brought into the partnership,can ensure solutions are delivering impact for all stakeholders,including women,children,indigenous communities and other marginalized groups.More than 50 such 4P models within the climate and na
51、ture space have emerged in the last decade,providing a sign of early progress in tackling some issues jointly.The 2022 Belize debt-for-nature swap,for example,brought together the government of Belize,the International Monetary Fund and the United States International Development Finance Corporation
52、 in the public sector;Credit Suisse in the private sector,alongside The Nature Conservancy in the social sector.By reducing Belizes external debt by 10%of gross domestic product(GDP),the swap allowed fiscal resources to be reallocated towards marineprotection.3 The social sector can ensure solutions
53、 are delivering impact for all stakeholders,including women,children,indigenous communities and other marginalized groups.The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions7In Sub-Saharan Africa,the decade-old Power Africa is a US-government-led partnersh
54、ip that brings together political leaders,companies and financial institutions to increase energy access and low-carbon economic growth in the region.4 In the last 10 years,Power Africa has supported 37.5 million new connections and has closed on 14,000 megawatts(MW)of clean energy projects.5The 4P
55、model,while most often deployed in emerging economies,can also be effective in advanced economies:Breathe London,whose pilot was funded by the Clean Air Fund,aims to improve air quality in the City of London.Current partners include the Social Innovation Partnership,Clarity,Bloomberg Philanthropies
56、and the Mayor of London.6 The work from Breathe London and other cities will be expanded on through Breathe Cities,an initiative between Bloomberg Philanthropies,Clean Air Fund and C40 Cities to improve air quality across cities globally.7 For all their successes,the examples to date also bring to l
57、ight the challenges of properly defining and executing such partnerships.Among the issues are the time and resources inherent in bringing multiple stakeholders to the table.By their very design,4P models require multiple actors to come together simultaneously with aligned interests and a willingness
58、 to roll up their sleeves to act and experiment with novel approaches.Many 4P models have taken years to get off the ground or found it hard to maintain both funding and action momentum over the many years it can take to seed 4P model action and see its fruits.These challenges highlight how 4P model
59、s are not a universally effective mechanism only when the right conditions are met.In the face of the huge climate and nature issues that must be addressed in this decade,4P partnerships can make important contributions.Still,they must be carefully targeted to where they are most critically required
60、 and best suited.The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions8Materiality,suitability and feasibility provide aframework for evaluatingpriority areasfor 4Pmodels2Effective 4P models can achieve alignment across all partners by pushing towards positi
61、ve market tipping points inprovensolutions.Based on the findings of the analysis of 4P models,a framework is proposed to evaluate the materiality,suitability and feasibility of such partnership concepts(see Figure 1).Materiality and suitability are assessed at the level of the solution focus area of
62、 a potential partnership,while feasibility is evaluated in the context of a particular partnership concept,considering the geography,scope and other design choices the partnership will entail.4P model concepts are evaluated through a framework of materiality,suitability and feasibilityFIGURE 1Identi
63、fying industry and geographic hotspots with the highest return on the action,with meaningful co-benefits for resiliency,livelihoods and well-beingIdentifying solution focus areas that are in proximity to a tipping point,with impact potential,scalability and additionalityConfirming the proposed 3P mo
64、del has a motivated anchor stakeholder,is appropriately scoped and has alignment of expectationsSuitabilityFeasibilityMaterialitySource:McKinsey&CompanyThe Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions9Prioritizing materiality ensures that any 4P models
65、which come with high transaction costs to form and run partnerships in terms of time,energy,and financial and human resources are directed towards areas with the greatest need and potential for positive impact on people and the planet.Analysis suggests that one dimension is most critical here:choosi
66、ng solution focus areas that have the highest return on the action,with meaningful co-benefits for resilience,livelihoods and well-being.4P models can maximize impact return relative to effort by focusing on the most significant climate and nature challenges in geographies with the lowest capacities
67、 to address them.Existing 4P models illustrate this prioritization,with 87%focused on emerging economies,which can be less able than advanced economies to deliver solutions independently.The analysis also suggests that solution focus areas that spur progress on co-benefits,including climate adaptati
68、on,economic development and health in addition to mitigation could give rise to broader coalitions of stakeholders and greater receptivity by local communities.They also have the potential to better use or expand existing efforts that aim to address present economic development,infrastructure or hea
69、lth efforts.About 40%of existing climate-and nature-focused 4P models,for example,reference socioeconomic co-benefits in their mission statements reflecting the growing interest of all three sets of stakeholders in finding solutions that address both people and the planet.The second part of the thre
70、e-part framework is suitability.Focusing on suitability ensures that the time,energy and resources invested in developing and scaling partnerships are well matched for the strengths of this form of collaboration and where interests are aligned.Critically,solution areas that are proven but still buil
71、ding towards positive tipping points of adoption and scale are mostly likely to align commercial and impact interests across each of the partners interests and,therefore,constitute the most commonly seen examples of 4P models.Underscoring this alignment,more than 95%of reviewed 4P models focused on
72、rolling out established technologies rather than on innovating.These partnerships mainly seek to address challenges by unlocking investment(71%)or supporting the creation of new markets(31%)based on proven solutions.Additional proxies for suitability include the capacity and potential to scale and r
73、eplicate across multiple sectors and geographies.A total of 71%of 4P models have either evolved or aimed at the outset to have a multinational focus,enabling successful models and learnings from one geographic context to be spread to other countries.The third part of the framework is feasibility.Thi
74、s layer of the framework starts to evaluate whether a 4P model in consideration is set up for success once materiality and suitability are already established around its intended ambition.Three high-level dimensions of feasibility are most critical:first,the presence of at least one anchor partner w
75、ho is willing to put real time and resources into forming and driving the partnership;second,whether the capital,governance and resources that each of the partners provides are aligned with the scale of solution(s)in focus;and third,formal alignment across all participants on what constitutes succes
76、s,including acceptance of associated risk,return and impact.These questions bring into view whether the 4P model will have adequate runway and momentum and whether itis“right-sized”to its ambitions.On the question of anchor stakeholders,analysis suggests that at least one motivated actor is needed t
77、o put 4P models together and/or drive action.Philanthropic actors play this role frequently but not exclusively.This“anchor”must be willing to experiment with approaches and models beyond what they have historically attempted.For example,the Drive Electric Campaign emerged from ClimateWorks Foundati
78、ons work in transport.It made significant investment to convene key stakeholders,which ultimately led to the formalization of the campaign with a broader coalition of philanthropic partners.8 In the case of larger 4P models,either at the outset or soon following the partnerships establishment,a soci
79、al sector actor or jointly established operating body drives action through funding from the public,private and/or philanthropic sectors.Second,partnerships need to ensure that the scale of capital and efforts are matched with the scale of impact and solutions at hand.For instance,a smaller-scale 4P
80、 model may be better suited to address a single challenge in a specific market.For example,the Seychelles Conservation and Climate Adaptation Trust,a fund created from a debt-for-nature swap in the Seychelles,supports ocean conservation and adaptation through the disbursement of typically less than$
81、1 million in annual grants.9 That initiative operates at a much smaller scale than,for example,Initiative 20 x20,which seeks to restore 50 million hectares of land in Latin America and the Caribbean by 2030,and has more than 85 partners that represent more than$3 billion in private investment.10 The
82、 third dimension underscores the need to align on a joint definition of success at the outset and preparing for the risk,return and impact implications for each actor.To scale or manage larger 4P models that feature multiple partners with varying objectives and tolerances,flexible participation stru
83、ctures can help address inevitable misalignment.For example,the Food and Land Use Coalition(FOLU)has established multiple core partnership platforms but also welcomes affiliate platforms to encourage a diversity of collaborators and participants.11 To scale or manage larger 4P models that feature mu
84、ltiple partners with varying objectives and tolerances,flexible participation structures can help address inevitable misalignment.The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions10Applying the framework approach reveals that 31 out of 134 4P models are
85、primed for impact34P models are well suited to address solutions in power,agriculture,forestry and land conservation across multiple geographies.The analysis in this paper covers climate change mitigation,biodiversity loss,forest cover loss and freshwater consumption four planetary boundaries for wh
86、ich sufficient data for quantitative comparisons exists.12 A review of six country archetypes and 18 industries in six economic sectors identified 29“hotspots”that met the materiality indicator of featuring high-need areas with low capacity to meet these challenges and significant socioeconomic co-b
87、enefits.Within these 29 hotspots,134 potential solution sets were identified and evaluated for suitability with4P models.These included 102 climate and 32nature solution focus areas.Of these,31 solution sets were found to have high potential at aglobal level,primarily in the power sector,agriculture
88、 and forestry sector,and land conservation space.(see Table 1).The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions11Source:McKinsey&CompanyOverview of focus areas close to positive tipping and suitable for 4P model interventionTABLE 1These 31 areas account
89、 for an estimated 30%of global emissions and 30%of total land area.Thus,effective action by 4P models in these focus solution areas could have a significant impact.Long list of focus areasAt tipping pointImpact potential(including urgency,unit impact and socioeconomic co-benefits)Scalability of solu
90、tion focus areasAdditionality of solution focus areaSolution focus areas well-suited for 4P modelsPotential solution focus areas for 4P modelsPowerFossil fuel decarbonization(5)53211 Phase out unabated coal electricity generationSolar(3)32222 Increase utility scale solar capacity Increase distribute
91、d solar capacityWind(2)22222 Increase onshore wind capacity Increase offshore wind capacityOther low-carbon power(7)6Enabling technologies and infrastructure(6)62211 Increase number of microgrids and overall microgrid capacityDemand measures(1)11TransportVehicle switching(7)74322 Increase adoption o
92、f passenger and commercial light-duty EVs Increase adoption of medium-and heavy-duty commmmercial EVsFuel switching and efficiency(4)322Enabling infrastructure and systems(4)21111 Expand EV charging infrastructureMode shift and demand measures(4)2Agriculture and forestryLivestock(4)41111 Improve ani
93、mal healthCrops(9)92222 Increase seed efficiency Increase irrigation efficiencyForest management(6)66222 Improve forest management Prevent forest firesDemand measures(4)42111 Reduce food waste and lossIndustryCement(9)81111 Reduce demand for cement through use of alternative building materialsIron a
94、nd steel(6)51111 Electric arc furnace(EAF)use in steel productionOil and gas(5)51111 Increase leak detection and repair to reduce fugitive emissionsWaste(11)9Mining(5)511Agriculture and forestryLand protection or restoration(4)43333 Improve management and effectiveness of protected areas and other e
95、ffective area-based conservation measures(OECMs)Expand protected areas and OECMs Restore degraded landEcosystem protection from outside threats(2)22111 Expand invasive species controlIrrigation efficiency(3)33322 Expand drip irrigation Expand other water conservation agricultural practices(such as r
96、eservoir covers)Land use efficiency(7)64222 Increase agroforestry(crops)Expand advanced seed technologyPollution reduction(6)64333 Reduce crop fertilizer use(due to overuse)Incease use of nitrogen inhibitors Expand regenerative agriculture(cover crops,crop rotation,no-till,etc.)Credit markets(1)1111
97、1 Expand credit marketsSupplyFreshwater conservation(9)84111 Expand rainwater harvesting(utility and distributed)Services-based economiesDownstream-emissions manufacturersAgriculture-based economiesForestry-intensive countriesEmissions-intensive producersFossil fuel resource producersFocus area prog
98、resses to next filterSelected for prioritizationNumber of focus areas(x)The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions12Conclusion:4P models will require careful implementation,building on past lessons while focusing on opening windows ofopportunityEx
99、amining the range and variety of 4P models already in operation today reveals five key (but not exhaustive)lessons:First,it is important to establish an anchorstakeholder and robust governance.Forming novel 4P models in high-need geographies and systems will require an anchor partner who can take a
100、long-term view and provide some of the start-up capital and runway to the multi-year process of getting a 4P model off the ground and into action through a strong central“secretariat”and a set of robust operationalprocedures.Second,it is judicious to seize the moment and momentum of change.4P model
101、strategy and results frameworks are not well established given the nascency of the model itself,but best practice entails creating a dual-pronged strategic model.This combines a shorter-term opportunistic strategy that takes advantage of moments when political will and funding momentum come together
102、 and,at the same time,a long-game strategy to building the infrastructure,enabling conditions and behavioural shifts to support lasting change.Third,4P models should ideally build on a pre-existing base.Refining,expanding or scaling existing 4P models to meet emerging strategic priorities may be mor
103、e effective than starting from scratch and more conducive to harnessing smaller pockets of funding from new sources such as family offices,corporate foundations,city and regional governments,and small-and medium-sized enterprises.Fourth is the value of building a wide tent.To harness a wider pool of
104、 funding and channels of impact,4P models should consider and communicate the potential of climate and nature solutions to address other Sustainable Development Goals,including those on health,poverty and equity.This is not merely a matter of communication,but can affect both the“what”and the“how”of
105、 the partnership.Fifth,first-of-their-kind constructs require significant resources to build,including capital and institutional capacity.Not all structures can scale appropriately,so the right resources must be deployed in order to achieve impact.This lesson is particularly relevant for novel Just
106、Energy Transition Partnerships(JETPs),which have attracted significant interest and capital towards transforming the globe to low-carbon pathways while promoting an equitable transition for the people affected by this pathway,energy access but have so far managed to enable the decommissioning of onl
107、y a single plant responsible for 5%of the projects 2035 target.By building on the most effective elements of public-private partnership models,making use of the distinctive strengths of each actor,and incorporating broader knowledge of intergenerational and equity issues,these multistakeholder colla
108、borations known as 4Ps can make a significant contribution to tackling the most pressing issues of the time.The Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions13AppendixA1 BibliographyPlease see the full report here for the full bibliography.The Role of Pu
109、blic-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions14ContributorsAcknowledgementsLead authorsAdam KendallPartner,McKinsey&CompanyMekala KrishnanPartner,McKinsey&CompanyTracy NowskiPartner,McKinsey&CompanyDaniel PacthodSenior Partner,McKinsey&CompanyHamid SamandariSenior
110、 Partner,McKinsey&CompanyShally VenugopalPartner,McKinsey&CompanyWorld Economic Forum Luis AlvaradoHead,GAEA Programme,Strategic PPP Partnerships,Centre for Nature and ClimateYvonne LeungGlobal Strategic Engagement Lead,Strategic PPP Partnerships,Centre for Nature and ClimateGim Huay NeoManaging Dir
111、ector,Centre for Nature and ClimateRob van RietSenior Adviser,Strategic PPP Partnerships,Centrefor Nature and ClimateMcKinsey&CompanyJared GoodmanAssociate PartnerPiers Rosholt Engagement ManagerThe research team was led by Nick Kingsmill alongside Maya Berlinger,Lennart Joos,Devin Lee,Floris Leijte
112、n,Noma Moyo,Elizabeth Rolfes and Markus Walther.Many experts within McKinsey provided valuable input and expertise:Rui Chen,Charlie Dixon,Duko Hopman,Joshua Katz,Jake Wellman and Dee Yang.The authors wish to thank the many individuals representing public,private and philanthropic perspectives,includ
113、ing members of the World Economic Forums GAEA initiative who generously contributed their time,expertise and perspectives.Special thanks are extended to World Economic Forum collaborators,including,Alfredo Giron,Pedro Gomez,Jack Hurd,Akanksha Khatri,Braulio Morera,Nicole Schwab,Tania Strauss and Ann
114、a Zampa.ProductionRose Chilvers Designer,Studio MikoLaurence DenmarkCreative Director,Studio MikoMartha HowlettEditor,Studio MikoThe Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions151.McKinsey has published extensively on these topics.Recent reports includ
115、e:McKinsey&Company,The net-zero transition:What it would cost,what it could bring,2022;McKinsey&Company,The global energy transition:A region-by-region agenda for near-term action,2022;McKinsey&Company,Nature in the balance:What companies can do to restore natural capital,2022.2.The emissions number
116、 was calculated based on the emissions associated with the relevant sub-sector in prioritized geographies.For example,the calculation includes emissions from fuel combustion in fossil fuel resource producers,services-based economies and downstream-emissions manufacturers for the transport solution f
117、ocus areas.The land number was calculated based on the relevant land area covered by the prioritized hotspots.3.Under the agreement,a subsidiary of The Nature Conservancy lent funds to Belize to buy back a$553 million bond,representing the governments entire stock of external commercial debt,at a di
118、scounted price.It financed this by issuing$364 million in“blue bonds”in a sale arranged and underwritten by Credit Suisse.The United States International Development Finance Corporation provided insurance.This allowed the loan to have a low interest rate,a 10-year grace period during which no princi
119、pal is paid,and a long maturity of 19 years.In return,Belize agreed to spend about$4 million a year on marine conservation until 2041.For details,see:Owen,Nicholas,“Belize:Swapping Debt for Nature”,IMF Country Focus,4 May 2022.Given the role of philanthropy among The Nature Conservancys donors,this
120、social sector presence is considered to be relevant for the philanthropic sector.4.“Power Africa”,Power Africa,n.d.,https:/www.usaid.gov/powerafrica.5.Ibid.6.“Breathe London”,Breathe London,n.d.,https:/www.breathelondon.org/.7.“Breathe Cities:New initiative to tackle air pollution in cities around t
121、he world”,Clean Air Fund,26 June 2023,https:/www.cleanairfund.org/news-item/breathe-cities-new-initiative-to-tackle-air-pollution-in-cities-around-the-world/#:text=Breathe%20Cities%20builds%20on%20existing,global%20commitments%20to%20clean%20air%2C.8.“Ending polluting road transport in time to avoid
122、 a climate crisis”,The Audacious Project,20 September 2021,https:/www.audaciousproject.org/grantees/drive-electric#:text=Convened%20by%20ClimateWorks%20Foundation%2C%20the,impacts%20we%20face%20without%20intervention.9.“SeyCCAT”,SeyCCAT,n.d.,https:/seyccat.org/.10.“Restoring Latin Americas landscape
123、s”,Initiative 20 x20,n.d.,https:/initiative20 x20.org/restoring-latin-americas-landscapes#:text=Initiative%2020 x20%20is%20a%20country,and%20other%20landscapes%20by%202030.11.“Food and Land Use Coalition”,Food and Land Use Coalition,n.d.,https:/www.foodandlandusecoalition.org/.12.For details of prio
124、r research on planetary boundaries,see McKinsey&Company,Nature in the balance:What companies can do to restore natural capital,2022,https:/ Role of Public-Private-Philanthropic Partnerships in Driving Climate and Nature Transitions16World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSw
125、itzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.