Forests Sourcebook - HCV Resource Network

Identify planning team members and define individuals’
specific roles. The composition (see box 4.6) and size
of the team should be based on a rapid needs assessment for
successful landscape plan development. The roles and
responsibilities of the planning team must be defined early to
reduce confusion, focus staff time, avoid duplication of effort,
and ensure that all aspects of the planning process are
addressed. If any necessary skills are missing, it will be important
to mention how these gaps will be filled and when.
The team may be distinct from or overlap with the team
working on macro-zone plans. Any alteration in roles when
working on the various plans should be expressed.
Develop a public participation strategy. The planning
team needs to develop a strategy for effective stakeholder
participation for the plan and the landscape concept to be
successful (box 4.7). Sound strategies for landscape planning
will incorporate multiple opportunities for involvement
and concurrence by local communities, government,
relevant industry, and other stakeholders. Creating a sense
of ownership among local community members and a
wider audience of stakeholders by involving them in planning
discussions and decision making improves the likelihood
that the plan will be supported and its implementation
will be successful (box 4.8). An important part of the
strategy is stakeholder identification.
Box 4.6
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team leader or program manager
biologist(s)
hydrologist(s)
social scientist(s)
economist(s)
forester(s)
mineral or mining specialist(s) (if mining activities
impact the landscape)
It may not be necessary to have all of these specialists
on the planning team throughout the
entire process; rather, some could be brought in as
needed to advise on certain issues.
Responsibilities and tasks must be assigned to
each planning team member and new staff or consultants
hired to fill voids.
Source: USFS 2006.
Commonly Required Skills in a Planning
Team
Box 4.7
Landscape planning is broader in scope than sitespecific
planning and therefore requires a wide range
of stakeholder perspectives to assess and develop priority
strategies. Stakeholders can include:
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government representatives at the national,
regional, and local levels
government ministry representatives that have
authority over lands in the landscape
traditional leaders
extractive industry representatives operating in
or near the landscape
local and international NGO representatives
operating on the landscape
marginalized groups that may not have a voice
as part of the above groups
military leaders
individuals claiming ancestral rights to lands
community members that are able to represent
resource users
local hunters and fishermen
others to be determined
Source: USFS 2006.
Box 4.8
The Tongass National Forest, covering most of
southeast Alaska in the United States, is managed
under the guidance of the Tongass Land and
Resource Management Plan, first completed in
1979, revised in 1997, and clarified and amended
since then. Projects are planned with help from
interested citizens: Proposed projects are listed
quarterly in the district in which they will take
place; contact people are provided to help citizens
participate; and in some districts, draft documents
are posted for review. All decisions are later posted
for public viewing. All projects aim to foster the
continued health of the forest and to provide commodities
and experiences to people who depend
on or visit the forest. Tongass employees work to
balance multiple uses of the forest resources: fish
and wildlife populations, clean water, trees to support
local industry, and recreation opportunities.
Source: USFS 2007.
Who Are the Landscape Stakeholders?
Participating in the Management of the
Tongass National Forest
NOTE 4.1: INTEGRATED FOREST LANDSCAPE LAND-USE PLANNING 133