designing redd+ projects johnp
Post on 11-May-2015
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DESIGNING REDD+ PROJECTSLessons from the Past
John Pielemeier
Independent Consultant
Types of Programs to Learn From
Integrated Rural Development (late 60s-70s)
Integrated Conservation and Development (mid-1980s – today)
Landscape projects (mid-1990s-today) Payment for (non-environmental) Services Global Initiatives
Integrated Rural Development
“Extending development to low-income subsistence populations”
Province or District-wide. Ag focus, but a wide range of productive and social services
$50-100M over 5-10 years Often managed via Project Management
Units
Lessons Learned-Lele
Tried to accomplish too much too fast Too complex for recipients Too complex for donors Inadequate knowledge of socio-political and
administrative environment
IRD Recommendations (1)
Complex projects need careful phasing Consider a planning year Start with:
- local capacity building - careful data collection - identification and resolution of policy
constraints.
IRD Recommendations (2)
Begin with “only the simplest interventions to remove the most critical constraints”
Train field and administrative staff Develop local and regional human,
institutional and financial capability Strengthen regional administration systems
Created to “move beyond fines and fences” & work with people in and around the PAs (buffer zones)
50+ by 1995; estimated 300 ICDPs today “BD conservation projects with rural
development components”. Activities: Social Development, Alternative
Livelihoods
Integrated Conservation and Development
ICDP Lessons Learned-Brandon and Wells
Tenuous linkage between development and conservation
Difficult to measure conservation impact ICDPs too limited in size to resolve many
“external” threats PAs too small to effect national/sub-national
conservation needs
ICDP Lessons Learned- Madagascar
Conservation NGOs unable to respond effectively to multiple community priorities
Limited Community management capacity Hard to avoid elite capture/internal conflict
ICDP Recommendations
Longer project cycle needed to change behavior
Implement a few prioritized activities, ideally with local participation and leadership
Start small, learn and scale-up gradually as capacity improves
Approach conservation and development within the broader context of regional planning
Address wider policy/legal/market constraints
Landscapes – What is it?
Large-scale regions with particular biological importance for conservation investment
The landscape approach is all about ensuring that land is optimally used for various purposes—from protected areas to agriculture, including restoration
Central Africa Regional Program for the Environment (CARPE): Lessons Learned (1)
Need sufficient resources and time Establish adequate overarching legal and
policy framework Use macrozone and microzone land use
planning Figure out stakeholder relationships Establish the incentive system as close to
the deforestation problem as possible
CARPE – Lessons Learned (2)
Need participatory approaches and local capacity building
Integration into markets is critical for promoting improved livelihoods
Establish systems to share information for decision making. See http://carpe.umd.edu/ for CARPE mapper. CARPE Data Explorer and CARPE Information Management
Madagascar Landscape Development Initiative: Lessons Learned
Lead with sustainable development, not BD conservation. Economic benefits are key
Get quick, visible results in order to build trust with communities
Must work at multiple scales: spatial, temporal and institutional
Ensure linkages and coordination between these scales
Cross-sectoral approaches appeal to clients and are cost-effective
Landscapes – Lessons Learned
Local participation is a key ingredient, perhaps THE key ingredient, in long-term success
Local capacity is very weak and its strengthening requires early attention.
Good policies mean little if not implemented
Implementing NGOs can work in more than one sector with “value added” (e.g. conservation, basic health services, micro-credit)
Landscapes – Recommendations
Work at multiple scales (regional, district, community). Address jurisdictional issues
Have a holistic vision and accompanying land-use plans
Focus on specific zones within the landscape e.g. PAs, Indigenous Lands, concessions
Keep management systems as simple as possible (especially donor requirements)
Payment for (non-environmental) Services or Conditional Cash Transfer
Initially in Brazil and Mexico, now more than 12 countries
These programs provide money to poor families, conditional on certain behavior
-school attendance -visits to health centers on a regular
basis
Payment for (non-environmental) Services: Lessons Learned (1)
Clear evidence of success from the first generation of programs
Increased enrollment rates Improved preventive health care Increased household consumption.
Still new: many questions remain unanswered about longer-term impact and sustainability
Payment for (non-environmental) Services: Lessons (2)
The most important questions of program design are:
defining the target population selecting the appropriate conditions and
size of the transfer setting entry and exit rules deciding on complementary interventions
Donor overload and donor competition Competing donor requirements led to “the
three 1s”: one strategy, one M&E system, one national coordination office
Scarce human resources “stolen” from other health programs
Donor/NGO staff also concentrated on one issue
Vertical program management (HIV only)
Global Initiatives: HIV/AIDS: Lessons Learned (1)
Global Initiatives: HIV/AIDS: Lessons Learned (2)
2nd phase focus in now on broader health systems strengthening
Wherever you have a major initiative, the auditors will be close behind. Be prepared.
Recurring Themes (1)
Adequate project timeframe and funding How to work at multiple scales: spatial,
institutional, temporal Decide degree and means of coordination
needed between scales Sequencing Policy and legal framework; policy
implementation capacity
Recurring Themes (2)
Capacity at community, district, regional and national levels
Capacity and flexibility of funding agencies and NGOs. Need for partners.
How to find/develop leadership and local “champions”
How to gain “trust” and provide incentives Use of cross-sectoral approaches
Thank you!Questions and Reactions Please
Questions and Reactions Please
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