ICCWC’s approach focuses on mobilizing a variety of tools and services to build long-term capacity among national agencies responsible for wildlife law enforcement to effectively combat wildlife crime.
Delivery of the Consortium’s activities is overseen by its Senior Experts Group (SEG) and supported by its Technical Experts Group (TEG), in which each of the five partner organizations are represented. The SEG identifies priorities for the implementation of activities, takes decisions on initiatives to support, and oversees overall effectiveness of delivery.
The Consortium uses a light administrative model, with different ICCWC partners leading individually or collectively on key initiatives as agreed within the Consortium. ICCWC's current Strategic Programme for 2016-2020 guides the delivery of its work to combat wildlife crime in a comprehensive and coordinated manner. The current Strategic Programme was built upon the ICCWC Strategic Mission 2014-2016 which, together with the Letter of Understanding, provided a guiding framework for the implementation and delivery of ICCWC activities since the formation of the Consortium.
ICCWC has just launched the ICCWC Vision 2030 and its associated Strategic Action Plan for 2023-2026 that will guide the Consortium's work in the decade to come, working towards a world free of wildlife crime. The Vision was built on successes achieved and lessons learned through the implementation of the ICCWC Strategic Mission 2014-2016 and ICCWC Strategic Programme 2016-2020, and taking into consideration inputs received from a broad range of stakeholders.
In accordance with the Vision 2030, the Consortium works following a Theory of Change to support wildlife authorities, police, customs and entire criminal justice systems, building capacity and further strengthening responses to wildlife crime. ICCWC recognizes the importance of both proactive and reactive responses to combating wildlife crime, and consequently, the Theory of Change identifies five critical ICCWC outcomes:
a) reduced opportunity for wildlife crime;
b) increased deterrence of wildlife crime;
c) increased detection of wildlife crime;
d) increased disruption and detention of criminals; and
e) evidence-based actions, knowledge exchange and collaboration, as a basis for the achievement of the first four outcomes and to drive ICCWC’s impact.
The five outcomes generate 13 sub-outcomes on which ICCWC will focus its interventions. This outcome framework of the ICCWC Vision 2030 provides a roadmap that will be implemented through two four-year Strategic Action Plans (2023-2026 and 2027-2030). The Strategic Action Plans outline the approaches that ICCWC will take to achieve the five outcomes identified in the Vision and indicate the types of activities that ICCWC could deliver against each approach.
The ICCWC Strategic Programme 2016-2020 is the comprehensive strategy pursued by the Consortium.
- enhanced awareness of wildlife crime;
- increased institutional analysis and support;
- strengthened capacity of national institutions, sub-regional and regional enforcement organizations, taking into consideration the whole range of investigative and prosecutorial techniques;
- enhanced coordinated enforcement actions;
- comprehensive analytic reviews of countries' preventative and criminal justice responses, in particular through the ICCWC Wildlife and Forest Crime Analytic Toolkit and ICCWC Indicator Framework for Combatting Wildlife and Forest Crime;
- mainstream wildlife crime across relevant national agencies;
- increased understanding of drivers of wildlife crime and opportunities to address them, including anti-corruption prevention measures;
- promote natural resource management and development.
A Strategic Vision 2030, as a continuation of the Consortium's work beyond 2020 is currently under development.
The role of ICCWC in supporting efforts and strengthening responses to address wildlife crime
Since its creation the important role of ICCWC has been widely recognized, as demonstrated by the graphic below.