Forests Sourcebook - HCV Resource Network

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Figure 4.1 Necessary Ingredients for Project Success Success! Accurate assumptions Used to design Wellimplemented project Leads to Desired results Theory failure Inaccurate assumptions Used to design Wellimplemented project Does not lead to Desired results Program failure Accurate assumptions Used to design Poorly implemented project Does not lead to Desired results Total failure! Inaccurate assumptions Used to design Poorly implemented project Does not lead to Desired results sures Partnership (CMP) (2004) that has several of the same elements of other project management cycles. Adaptive management is an integral part of each step in a project cycle. The main steps in adaptive management in a project management cycle are outlined in figure 4.2. There are six major steps in the adaptive management process before the process may be repeated: ■ ■ Clarify group’s mission. Design a conceptual model based on local site conditions. Figure 4.2 General Project Management Cycle 1. Conceptualize • Define team • Define purpose • Understand context • Model situation 5. Learn • Document what you learn • Share what you learn • Create learning environment Project management cycle 2. Plan • Develop goals and objectives • Select activities • Focus on needs • Develop formal M&E plan 4. Analyze/Adapt • Analyze data • Analyze interventions • Communicate results to team • Adapt action and M&E plans 3. Implement • Develop short-term plans • Implement plans • Refine 144 CHAPTER 4: OPTIMIZING FOREST FUNCTIONS IN A LANDSCAPE
■ ■ ■ ■ Develop a project plan that includes goals, objectives, and activities. Develop a monitoring plan. Implement project and monitoring plans. Analyze data and communicate results. Project teams that want to use adaptive management need to be explicit about who is on their team, where or on what they intend to work, and what is happening at their project site (see box 4.15). This information lays the groundwork for developing good goals and objectives, choosing the right strategies, and developing a sound monitoring and evaluation plan. Adaptive management requires that teams implement their action plans and monitoring plans, analyze the extent to which they are achieving their goals and objectives, and adapt based on what they learn. Thus, adaptive management is a continuous process that involves going through the project management cycle (or parts of it) multiple times. Box 4.15 Conceptual Models: A Tool for Portraying a Site’s Context and Determining Strategies A conceptual model is a visual tool for depicting the context within which a project is operating and, in particular, the major forces that are influencing what the project is trying to achieve. A conceptual model is a diagram that uses a series of boxes and arrows to succinctly represent a set of causal relationships among factors that are believed to impact one or more targets (what one is ultimately trying to affect). Conceptual models are useful planning tools for project teams because they can help the teams determine what actions are needed to influence the factors at their site and what factors they should be monitoring to determine if those factors are changing with project implementation [Margoluis and Salafsky 1998; Morgan and Foundations of Success 2005 (see note in reference section)]. The following conceptual model schematic is adapted from a real-world conservation project at a watershed site: Media campaign Improve land-use planning Lobby gov’t on development policies Objective Gov’t policies favorable to urban development Failure of rural economy Traditions and consumer preferences Limited gov’t capacity for land use planning Need to generate income Rapid urbanization Population growth Objective Demand for caviar Cheap land Objective Inadequate zoning regulations High price for caviar Need for electricity Demand for second homes Global warming Dams Objective Harvesting for caviar Objective Pollution from domestic sewage Objective Clearing for new home construction Reforestation with native species Scope: Blue River watershed Goal Sturgeon Goal Blue River and tributaries Riparian forest Goal Forest corridors Key: Strategy Indirect threat or opportunity Direct threat Target In this example, the team chose the strategy of “Improve land-use planning” because it would influence multiple factors at their site. The conceptual Source: Foundations of Success 2005. model helped the team be strategic about the activities they chose and those they omitted. NOTE 4.3: USING ADAPTIVE MANAGEMENT TO IMPROVE PROJECT IMPLEMENTATION 145
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INTRODUCTION OPPORTUNITIES AND CHAL
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Forest law enforcement and governan
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■ Protecting vital local and glob
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Figure 3 Commitment from the World
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Figure 6 Regional Distribution of I
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management and biodiversity conserv
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PART I Priority Themes and Operatio
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Angelsen and Wunder 2003; and Malli
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harvesting forest products that are
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forest management and ownership hav
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Institutional development of capaci
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Contreras-Hermosilla, A., and M. Si
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Box 1.4 Poverty-Forest Linkages Too
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Box 1.6 An Overview of the Tools fo
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NOTE 1.2 Community-Based Forest Man
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the biophysical resource through fo
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Box 1.12 Andhra Pradesh Community F
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Box 1.14 Community Forestry in Mexi
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World Bank, 1978. Forestry. Sector
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[Indigenous Peoples’] rights of o
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inappropriate. Thus, development pr
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nity territory into individual plot
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LESSONS LEARNED AND RECOMMENDATIONS
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Borrini-Feyerabend, G., M. Pimbert,
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In what are considered public fores
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Figure 1.1 Toward Tenure Security:A
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Box 1.21 Opportunities to Advance C
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NOTE 1.5 Making Markets Work for th
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■ environmental groups to produce
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Box 1.25 Medicinal Plants as NTFPs
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CHAPTER 2 Engaging the Private Sect
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dred to tens of thousands of new jo
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Box 2.2 Since 1995, Brazilian small
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Macqueen, D., N. Armitage, M. Jaeck
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NOTE 2.1 COMPANY-COMMUNITY PARTNERS
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inputs (communities), and cost savi
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community arrangements, such as eth
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NOTE 2.2 Small and Medium Enterpris
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must be distinguished from products
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overregulation falls most heavily o
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da Amazônia (IPAM) and the Interna
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NOTE 2.3 Innovative Marketing Arran
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Table 2.2 World Bank Projects with
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payments for reforestation can enco
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Wunder, S. 2005. “Payments for En
Page 94 and 95: Box 3.1 Technical Definitions Wood
Page 96 and 97: Table 3.2 Wood Fuel Data for Select
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Page 100 and 101: operations (such as community-based
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Page 104 and 105: NOTE 3.1 Mainstreaming Conservation
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Page 108 and 109: Box 3.7 Applying HCVF in Papua New
Page 110 and 111: Finally, any existing protections,
Page 112 and 113: However, these general rules are se
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Page 116 and 117: management practices in selected en
Page 118 and 119: Reforms) provide the framework for
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Page 123 and 124: CHAPTER 4 Optimizing Forest Functio
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Page 129 and 130: Box 4.5 Tradeoffs Framework Used in
Page 131 and 132: Sector and Thematic Evaluation, Ope
Page 133 and 134: Identify planning team members and
Page 135 and 136: Involve relevant stakeholders in de
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Page 139 and 140: NOTE 4.2 Assessing Outcomes of Land
Page 141 and 142: Box 4.13 Possible Indicators for As
Page 143: NOTE 4.3 Using Adaptive Management
Page 147 and 148: Another important and useful proces
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Page 151 and 152: CHAPTER 5 IMPROVING FOREST GOVERNAN
Page 153 and 154: Improving forest governance and leg
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Page 159 and 160: NOTE 5.1 Decentralized Forest Manag
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Page 163 and 164: Box 5.5 Nicaragua: Asymmetries Betw
Page 165 and 166: Parker, A. 1995. “Decentralizatio
Page 167 and 168: ■ ■ ■ Management of forests (
Page 169 and 170: such as designing a transparent con
Page 171 and 172: Box 5.11 Citizen Report Cards: Benc
Page 173 and 174: NOTE 5.3 Strengthening Legal Framew
Page 175 and 176: Box 5.13 Working on the Law with La
Page 177 and 178: In addition, the process of public
Page 179 and 180: ANNEX 5.3B SIX DRAFTING PRINCIPLES
Page 181 and 182: forestry policy or to promote other
Page 183 and 184: The most common fiscal incentives i
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Page 187 and 188: ANNEX 5.4A A SUMMARY OF THE DIFFERE
Page 189 and 190: NOTE 5.5 ADDRESSING ILLEGAL LOGGING
Page 191 and 192: Box 5.17 Measures Specific to Comba
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enterprises may be motivated to joi
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NOTES 1. This note is based on Worl
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ANNEX 5.5B TYPICAL CONTEXTS OF ILLE
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Typical contexts Potential drivers
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Box 6.1 Indonesian Structural Adjus
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Box 6.2 Upstream Analyses on Energy
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Box 6.3 Positive Impact of Agrarian
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Box 6.4 Use of the Rapid CEA Approa
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———. 2005. “Development Pol
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NOTE 6.1 Using National Forest Prog
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Box 6.6 Basic Principles of NFP Pre
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Implementation. The implementation
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allow for each country’s differen
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limited in the coverage and duratio
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Box 6.12 The Use of DPLs to Support
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Box 6.13 Using DPLs in Lao PDR for
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OPCS. 2004. “Good Practice Notes
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OPERATIONAL ASPECTS Prioritizing th
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orientation of the DPL operations c
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Indicators are helpful in these sit
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ANNEX 6.3A SELECT TOOLS TO ASSIST S
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NOTE 6.4 Assessing Cross-Sectoral I
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Box 6.16 The Forests Component in t
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Considering the above issues, an in
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Box 6.19 Implementation of the Keny
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World Bank SEA Web resources: http:
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Box 7.1 Monitoring Promotes Changes
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collected via remote sensing rather
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Discussions and proposals on how to
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Assessment (www.millenniumassessmen
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FAO. 2004. “Manual for Environmen
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■ ■ ■ enables implementation
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selecting the technology. Technolog
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USFS Field Guides: www.fia.fs.fed.u
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Box 7.13 System Architecture of a S
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Box 7.14 FMIS in Bosnia and Herzego
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and client-rich system, which would
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ANNEX 7.2A MODEL TERMS OF REFERENCE
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■ ■ ■ ■ ■ ■ ■ ■ ■
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NOTE 7.3 Spatial Monitoring of Fore
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■ ■ ■ ■ Availability of ref
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Box 7.19 Selecting the Appropriate
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Table 7.4 Existing Satellite Remote
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Tropical Ecosystem Environment Obse
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PART II Guidance on Implementing Fo
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forestry activities was counterprod
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waterways, or the quantity or quali
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■ ■ ■ ■ ■ an independent
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■ In the case of forest harvestin
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■ ■ harvesting supported by Wor
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However, some of the World Bank’s
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■ ■ ■ ■ ■ ■ Examine the
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Box 9.2 Participation Strategy To m
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Box 9.5 Process Framework for Invol
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Box 9.8 Market Analysis A market an
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“no-project” option); and recom
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Box 9.16 Environmental Management P
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■ ■ ■ ■ ■ ■ ■ ■ ■
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the detailed Biodiversidade Brasile
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■ ■ management plan—prepared
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CHAPTER 10 Consultation and Communi
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media, NGOs, other interest groups,
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Box 10.4 Consultation in the Democr
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Box 10.6 Elements of Communication
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Table 10.2 Listening to the Public
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■ - Preliminary research should i
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Box 10.8 Managing Risks through Str
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Bank project cycle related to Commu
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CHAPTER 11 Forest Certification Ass
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carried out under a specific certif
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once more practical experience has
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ANNEX 11A MODEL TERMS OF REFERENCE
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ANNEX 11B PROCEDURES AND TERMS OF R
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CHAPTER 12 Applying OP 4.10 on Indi
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lack of opportunities relative to o
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Box 12.2 When a project affects Ind
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ples receive social and economic be
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Bank’s supervision team must incl
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ANNEX 12A ELEMENTS OF AN INDIGENOUS
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forest monitoring, 275b social and
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FOMAS. See National Forest Sector M
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and forest certification, 335 toolk
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applying to Indigenous Peoples, 347
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strategic partnership, LFI example,
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Eco-Audit Environmental Benefits St
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