Lessons Learned for Lessons Learned for Implementing Large-Scale Implementing Large-Scale

REDD ProgramsREDD Programs

Lex Hovani, Forest Carbon Lex Hovani, Forest Carbon Advisor, TNC IndonesiaAdvisor, TNC Indonesia

REDD eXREDD eXJuly 13-16, 2010July 13-16, 2010

REDD“I wouldn’t give a fig for the simplicity on this side of complexity, but I would give my life for the simplicity on the far side of complexity.”

-Oliver Wendell Holmes (former U.S. Supreme Court Justice)

Outline

• Current situation• Overview of what needs to be

done• 3 key points

– Strong core teams– Smarter joint problem solving– Breakthrough knowledge

management

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0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

CO2e Tons Millions

The Goal: 3 billion tons REDD+ by 2020

3 G tons

Halving deforestation and degradation by 2020 is an ambitious yet achievable goal, as part of a comprehensive approach to reducing emissions from all sectors

Expected Results????

Opportunities

– Market forces taking hold (Lacey, European agreement, oil palm, etc.)

– Leadership from key countries (e.g. Indonesia, Brazil) not contingent on carbon finance—at least in short-term

– There are low-cost ways to increase the pace of development (even growth) while reducing exploitation of natural resources

Outline

• Current situation• What needs to be done• 3 key points

– Strong core teams– Smarter joint problem solving– Breakthrough knowledge

management

REDD+ Program

Management & Leadership

Forest Sector Dynamics

Conservation Strategies

Carbon Accounting/MRV

Biodiversity and Ecosystem Services

Financing

Low Carbon Development

Plan

Legal and Institutional Frameworks

Stakeholder Involvement & Benefit Sharing

Bringing it all Together

Outline

• Current situation• Overview of what needs to be

done• 3 key points

– Strong core teams– Smarter joint problem solving– Breakthrough knowledge

management

REDDStrong core teams

Strong core teams

• Who needs them– Developing country governments—all levels– Donor agencies– Large-scale programs– International organizations – NGOs

• Why? Because REDD Programs: – Are complex—require expertise – Are intricate—pieces need to fit, phasing

important– Involve many partners—need a hub– Require adaptive management

• need to learn by doing • stay aligned with shifting context as uncertainties get

resolved

Main BFCP Implementation

Capacity Berau District Government

Seconded staff

Bupati

District Agencies

•Sekda•Bappeda•Kehutanan•Tata Ruang•Perkebunan•Pertanian•Pekerjaan umum•Pertanahan•Pertambangan

BFCP Technical Teams

•REL•DA•Planning

Berau Pokja REDD

Technical Assistance UnitManagement and Admin: (10)

Supervisory Council

REDD Site Activities

MRV

(3)

Land Use Planning

(3)

Governance & Enforcement

(3)

Stakeholder involvement

(3)

Timber Concessions

(2)

Protection Forest

(1)

Oil Palm

(1)

Secretariat

(4)

Communities

(3)

Sub-contract

Sub-contract

Sub-contract

BFCP collaborationPartners

• District Government REDD Working Group

• Ministry of Forestry• Provincial Government

REDD Working Group• ICRAF• Mulawarman University• Winrock International• World Resources Institute• Sekala• University of Queensland• U.S. Forest Service• Daemeter Consulting• World Education• Baker & McKenzie• Forest Carbon, Inc.• IHSA

TNC Operating Units

• Indonesia Terrestrial Program

• Responsible Asian Forest and Trade

• Global Climate Team• Global Science Team

(measures program)

REDDSmarter joint problem-solving

Types of problems

• Unresolved governance issues (land tenure, conflicting regulations, unclear roles)

• REDD Approach/REDD policy/REDD Institutions

• Low-carbon development strategy• Program/project implementation

Why joint problem solving?• When decision quality is

important and followers possess useful

information

• When the problem is unstructured and the

leader lacks information / skill to make the decision

alone,•

• When decision acceptance is important and followers

are unlikely to accept an autocratic decision,

• • When decision acceptance

is important but followers are likely to disagree

• Decision acceptance is critical

Autocratic

Consultative

– Individual

– Group

Group decision

Vroom, V.H. and Yetton, P.W. Leadership and decision-making. Pittsburg: University of Pittsburg Press

Problem-solving

• Mechanisms– Institutions created for problem solving– Informal working groups – Workshops/conferences– Learning networks

• Actors– Central, provincial, district government– Private sector– NGOs– Communities/public

Coordination mechanisms

Ministry of Forestry Liason Officer

Secretariat

Secretariat

REDDBreak-through knowledge management

Don’t worry, guys, I downloaded a lessons learned document on

how to build a bivouac

Key areas of knowledge management

Examples of outputs to support implementation

• National laws and regulations clarified, organized

• Spatial data integrated

• BMP articulated and codified and effective assistance programs designed

• Model local institutions and regulations

•Integrated planning processes mapped out for large scale LCD programs

•Generic/adaptable project design documents for on the ground projects (e.g. community protected area project)

•TORs for various project elements that do have to be replicated (e.g. TOR for provincial field inventories or community baselines

Information to make good decisions for REDD

Decision-makers

Planning Process

Internal data management system

Data management system pilot

Reference scenario

Boundary maps

Village develop. plans

Threat assessment

Land use profitability

Carbon stocks

HCVF

Management unit plans

All data

Primary data

Data users/ integrators

Data management

Oil palm

Mining

Sector analysis

Timber

Pulp and paper

DECISIONS

•Spatial plan

•Allocation of permits and licenses

•Planning within license areas

•Development investments

•REDD investment decisions

•Stronger core teams

•Smarter joint problem-solving

•Breakthrough knowledge management

Questions?

Theme Topic Tools/ R&D Systems/ Institutions Individuals

Planning Multi-stakeholder decision-making on land use

FPIC

Planning data

Development planning

REDD

NRM

Community development HCVF

FPIC

Legal Law enforcement

REDD policy development

NRM policies and regulations

Best practices land management

Forestry

Agriculture

Protection

Mining

Measures Carbon inventory GIS/RSCrew leaders

Benefit sharing

Private sector development

Information for decision-making TYPES OF INFORMATION

• Biophysical• Forest cover• Carbon stocks• Land suitability

• Economic analysis• Opportunity costs of land

uses• Macroeconomic analysis• Fiscal Flows

• Social • Legal status/boundaries• Conservation priorities• Economic development

goals

• Biodiversity • High conservation values• Connectivity assessments• Orangutan Action Plan

Priorities

• Programmatic Focus

• Generating information

• Integrating information

• Refining processes for using information

Challenges

– Have not yet really grasped the scale of the implementation challenge

– Longstanding governance/decentralization issues• Weak institutions and weak linkages between institutions• Narrowly perceived incentives, institutions that are biased• Land tenure: uncertain now, and no easy solutions

– Financing • Mechanisms in countries are weak• Public and private donors aren’t ready to move large-

scale REDD funds effectively– Capacity

• Local NGO capacity weak• International NGOs not as strong as they need to be

– Project mentality• Carbon project• Donor projects

Phasing

PRIORITIZATION

• Pre-requisites – Real understanding of

drivers– Getting planned

deforestation under control

– Law enforcement – Data generation and

management – Policy process

• Most important– Moratorium on

conversion• No-regrets

– Pre-existing goals– Useful in different

scenarios

Phases

• Scoping• Design• Early

implementation• Demonstration• Full

implementation• Post-REDD

Programs, project types, sitesProgram area Project type Goals for sites

Industrial production forestry

Industrial natural forest production 11 concessions

** Industrial timber plantation production

1-3 concessions

Palm Oil Palm oil production 3-5 concessions

Conservation

Conservation in KBK 1 concession?

Protection Forest 3-5 areas

Protection in KBNK 3-5 areas

Governance KPH 1-2 KPH

Community production

Community Forestry 20-30 villages

Agroforestry

Small scale agriculture

Other industrial production

Coal production 1 company

Shrimp farming

Sectoral and site-strategies:

BFCP Management Challenge

Project Management Unit:

Joint team of government staff, consultants, NGOs leading program implementation and supporting natural resource governance and management

Supervisory Council• Multi-stakeholder• Strong secretariat

Timber Concessions

Oil Palm

Protection Forest

Mining

Advisory Groups

Joint working group

Create Enabling Conditions:

Integrated planning, effective governance, community involvement

HTI Other

Do now—no regrets

Limited scale Explore over time

•Community

•Technical

Financing

•Substantial upfront donor funds

•Invest in low-carbon development

•Sell emission reductions and reinvest in low carbon growth

Close work with main institutions of governance

•PMU is technical resource

•Will work closely with many government institutions

•Governement institutions are the decision-makers

Intensive focus on communities

•Involved in program governance and creating enabling conditions

•Involved in all sectoral and site strategies

Villages in the area of forest concessions

Villages in the area of Plantation concessions

Villages in the are of

Mining concession

s

Villages in the

coastal

Transmigrant villages

Traditional

Long Duhung, Long Pai (Pu nan Mah kam), Merabu, Lesan Dayak, Long Boy, Long Lanm cin, Long Sului

SamburakatSemanting, Matarintib

Transitional

Long Ayan,Merasak, Merapun

Tepian Buah, Long Lanuk

Kasai Melati Jaya

“Modern” Sido Bangen Bena Baru Tanjung BatuLabanan Makarti

UPPER KELAY• Most traditional Punan

Dayak people • High dependence on

forests• 20-30 families per village• All within timber

concessions • Destruction of burial

grounds, sago palms, fruit trees, honey trees by companies

• Recent road openings changing transportation access

35

UPPER SEGAH• Mixture Punan Dayak and

Gaai villages• Lower dependence on

forests; better transportation

• Shifting agriculture, gold mining primary economic activities

• Stronger village institution as a result of previous conflict resolution process

LOWER KELAY • Ambitious plans for

agricultural conversion

• Ethnic diversity and conflict, inter-group competition

• Diverse employment: plantations, logging, bird nest collection rotational agriculture

• Opportunistic and excessive land claims

LOWER SEGAH• Various Dayak groups,

transmigrants from Java, Lombok

• Agriculture important; • Oil palm expansion

communities divided; many conflicts

• Ineffective community development program led by oil palm companies

• Land speculation increasing

COASTAL • Fishing communities;

mostly recognize importance of mangroves

• Heterogeneous-various ethnic groups from Sulawesi (Bone, Makassar, Toraja, Banjar, Bugis)

• Significant infrastructure development plans

• Expected immigrants will likely put more pressure on mangroves

WORLD EDUCATION/ TNC