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This briefing outlines the Terms of Reference (TORs) for developing a strategic plan and priorities for the Inter-American Institute for Global Change Research (IAI) for the following decade. The document identifies key areas for institutional improvement, including governance, funding, communication, and the IAI's relationship with member countries and global organizations.

The 24th SAC Meeting, held in December 2006, focused on transitioning IAI science from individual projects to broader research programs and increasing the societal relevance of global environmental change (GEC) research. The committee identified priorities for 2007-2008, including the development of an overarching strategic plan, the integration of human dimensions research via a US$800K fund, and the need to balance scientific excellence with informed action and policy relevance. The meeting also outlined the criteria for renewing SAC membership to ensure interdisciplinary expertise in areas such as meteorology, biodiversity, urban/energy, and environment/economy.

The 24th SAC meeting, held in December 2006 in Cuernavaca, Mexico, focused on transitioning the IAI from individual projects to broader research programs. The committee emphasized increasing the social relevance of global change research, promoting interdisciplinary work between natural and social sciences, and developing a general strategic plan. The meeting also outlined the criteria for renewing SAC membership to ensure coverage of key areas such as meteorology, biodiversity, urbanization, and economics.

The 23rd SAC meeting focused on evolving the IAI's mission to better bridge the gap between scientific research and policy application. Key discussions centered on a new strategic plan, the integration of social and natural sciences, and the development of a human subject research policy. The committee also reviewed the allocation of approximately USD 1.0 million in remaining CRN II funds and established performance metrics to evaluate the SAC's mandate regarding integrated science, collaboration, and informed actions.

The 23rd SAC meeting in Toronto focused on evolving the IAI's mission to better bridge the gap between global environmental change science and policy. Key discussions included the need for a 10-year strategic plan, the integration of social and natural sciences, and the importance of ecosystem services as a unifying theme. The committee also addressed ethical frameworks for human research, the allocation of approximately USD 1 million in remaining CRN II funds, and the transition of leadership to Michael Brklacich as the new SAC President.

The IAI's 2006/07 annual plan focuses on transitioning from a purely scientific excellence program to one that integrates policy relevance and adaptation to global change. Key initiatives include the launch of the Cooperative Research Networks II (CRN II), the conclusion of CRN I, and the implementation of six strategic goals approved in 2002. The plan emphasizes administrative rationalization, the expansion of the Data Information System (DIS), and increased cooperation with Argentina, Brazil, and Canada. Capacity building will be driven by 'seed grants' and multidisciplinary training institutes focused on the science-policy interface, including collaborations with organizations like the UN's ISDR and the IICA.

The report details a March 2006 workshop in Arusha, Tanzania, involving 48 stakeholders to identify interventions for four EAC energy access targets. The primary findings emphasize the need for decentralized planning at district and municipal levels, increased regional cooperation to share costs, and the development of public-private partnerships. The workshop resulted in 14 recommendations adopted by the EAC Council of Ministers and Heads of State in April 2006, focusing on harmonizing energy policies, mobilizing resources, and mainstreaming energy access into national planning frameworks.

The report outlines South Africa's strategy to address climate change, emphasizing the need to balance environmental response with national priorities like poverty alleviation and job creation. It identifies high-vulnerability sectors—including health, water resources, and agriculture—and proposes adaptation measures such as improved water management and the development of drought-resistant crops. For mitigation, the strategy focuses on diversifying the energy economy away from coal, promoting renewable energy, and utilizing the Kyoto Protocol's Clean Development Mechanism (CDM). The document advocates for a coordinated inter-departmental approach, enhanced public awareness, and the integration of greenhouse gas monitoring into national air quality legislation.

The IAI ad hoc Committee for Relations with Member States met in February 2004 to develop strategies for improving engagement with member countries. Key actions included creating 'Partnership' documents for member states, identifying 3-5 key contacts per country across science implementation, policy, and funding, and sending formal letters to recover overdue budget contributions. The committee prioritised countries that were previously active but are now delinquent or inactive, specifically noting Bolivia for special contact. It also recommended that the next phase of the Cooperative Research Networks (CRN) program be a primary incentive for participation, emphasizing open calls for proposals and a focus on policy relevance.

The 18th SAC meeting focused on reviewing the IAI's scientific agenda, managing Core Research Network (CRN) projects, and planning future funding calls. Key outcomes included the formation of working groups to rewrite the scientific agenda, the recommendation of a new Small Grants Program (SGP) with a US $600,000 budget, and the appointment of Walter Fernández as the new SAC President. The committee also discussed collaborations with the Asia-Pacific Network for Global Change Research (APN) and the International Geosphere-Biosphere Programme (IGBP).

The document analyzes the carbon footprint of a typical American single-family home, which it estimates emits 26,028 lbs of CO2 annually. It proposes a tiered strategy of no-cost, low-cost, and long-term investments—such as improving the building envelope, upgrading appliances, and purchasing green power—to reduce these emissions. The author argues that a combination of efficiency retrofits, solar water heating, and carbon offsets can lead a household to net zero emissions, potentially reducing emissions by 68% before applying offsets.

The Fund Raising Working Group (FRWG) met on May 18, 2001, to address funding challenges and identify new donor opportunities for the IAI. Key concerns include the rise of debt in voluntary contributions from member countries, leading to proposals for penalties such as restricting voting rights or program participation. The group explored partnerships with the Global Environment Facility (GEF) via UNEP, the Inter-American Development Bank (IADB), and the Organization of American States (OAS). While the European Commission was ruled out as a cooperation partner, the group aims to engage Spanish and Portuguese authorities and maintain links with the International Group of Funding Agencies for Global Change Research (IGFA) to reach European and Japanese agencies. The report also notes a need to improve the IAI Directorate's capacity for writing strong proposals by involving researchers (PIs and CoPIs) more effectively.

The IAI Scientific Advisory Committee (SAC) met in May 2001 to review the first-year progress of various Collaborative Research Network (CRN) projects, discuss the upcoming Human Dimension open science meeting, and plan for an ISP Synthesis Conference in 2002. The committee identified a critical need for a standard reporting format to better track scientific outputs and human dimension impacts. The meeting also addressed SAC membership vacancies, the development of the IAI Data Information System (IAI-DIS), and the failure of a proposal for the Millennium Ecosystem Assessment to secure funding for Latin America.

The IAI Communications Task Force met in Miami in April 1999 to review communication activities from June 1997 to April 1999. The group concluded that initial mandates were met, including the improvement of the Newsletter, the creation of an independent homepage, and the publication of annual reports and brochures. To sustain progress, the Task Force recommended extending its mandate for one year, appointing a Communications Officer, and developing a long-term communication strategy. Specific operational goals include reducing annual report costs by exploring publication in Brazil, USA, or Canada, and enhancing the digital presence of the IAI through better homepage integration and reader surveys for the Newsletter.

The document reviews the IAI's progress since 1995, noting an increase in member countries and the implementation of collaborative research programs. It identifies a critical dependency on US government funding via NSF grants and outlines a strategy to diversify financial sources, increase participation from new member countries, and enhance regional capacity building through targeted scientific projects and training.

The report outlines a strategic vision for Canada to become a global leader in knowledge sharing by 2010, emphasizing the integration of ICTs into foreign policy. It proposes 'packaging' Canadian expertise in health, environment, and governance for international use and calls for a shift toward a knowledge-based approach to sustainable development. Key recommendations include building partnerships with the private sector, enhancing capacity for global dialogue, and focusing on primary education and health care systems.

The report presents four narrative scenarios for the future of U.S. municipal water systems in 2010, structured around two critical uncertainties: the extent of the federal government's regulatory and managerial role and the availability and cost of capital. The scenarios—'Mandate', 'Approaching Apocalypse', 'Seeking Camelot', and 'Off to Market'—explore how different combinations of these drivers, alongside factors like public health concerns, technological advances, and demographic shifts, could shape water infrastructure, quality, and management. The document emphasizes that these are not predictions but tools to help water managers and policymakers identify risks and develop robust strategies.

The Clean Air Task Force (CATF) has established a Land & Climate Program to address the complexities of land competition and its role as both a source and sink of greenhouse gas emissions. The program focuses on three pillars: Ecosystem-Based Carbon Removal, Climate-Beneficial Bioenergy, and Land-Smart Clean Energy Deployment. CATF intends to create a global hub of scholars and organizations to map land conflicts and develop solutions. While currently most active in the U.S., the program is expanding into Europe and focusing on forested areas in the Global South. To implement these strategies, CATF is seeking $2.5 million per year for the next three years.

Plan 4C is a strategic framework designed to make Cartagena de Indias the first coastal city in Colombia to implement a long-term vision for climate compatible development by 2040. The plan addresses the city's high vulnerability to sea level rise, coastal erosion, and extreme weather, which threaten its critical port, industrial, and tourism sectors, as well as its UNESCO World Heritage status. It proposes five core strategies: creating climate compatible ports and industries, committing the tourism sector to climate action, protecting historic heritage, adapting neighborhoods, and implementing ecosystem-based adaptation. To support these, the plan identifies 36 projects and three cross-cutting axes focused on information, education, and planning. The total estimated cost for adaptation, including complementary city projects, is approximately COL$1.5 trillion. Implementation is to be managed by the Cartagena Climate Action Center (CACC) and supported by the Inter-Institutional Commission on Climate Change (CICCC).

This briefing is a submission to the Eskom Board Social Ethics and Sustainability (SES) Committee for the approval of the revised Eskom Environmental Management Strategy (2017/18 — 2021/22). The document outlines the strategic objectives to reduce Eskom's environmental footprint and position the company as a sustainable business, while detailing specific targets for emissions, water usage, waste, and biodiversity.