usaid lestari

Transcription

usaid lestari

USAID LESTARI
FIRST ANNUAL WORK PLAN
October 1, 2015 to September 30, 2016
This publication was produced for review by the United States Agency for International Development. It was prepared
by Tetra Tech ARD.
This publication was prepared for review by the United States Agency for International
Development under Contract # AID-497-TO-15-00005.
The period of this contract is from July 2015 to July 2020.
Implemented by:
Tetra Tech
P.O. Box 1397
Burlington, VT 05402
Tetra Tech Contacts:
Reed Merrill, Chief of Party
[email protected]
Matthew Edwardsen, Project Manager
[email protected]
Cover Photograph: Clockwise from left: organic farming in Central Kalimantan, Papuan women
collecting sago from sago palm, Katingan-Kahayan landscape, rubber farmer drying rubber in
Kalimantan, Papuan men navigating ironwood log raft.
USAID LESTARI Year 1 Annual Work Plan – September 25, 2015
P a g e | ii
USAID LESTARI
FIRST ANNUAL WORK PLAN
SEPTEMBER 25, 2015
DISCLAIMER
This document is made possible by the support of the American People through the United
States Agency for International Development (USAID). The contents of this document are
the sole responsibility of Tetra Tech ARD and do not necessarily reflect the views of USAID
or the United States Government.
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TABLE OF CONTENTS
TABLES AND FIGURES ...................................................................................................... 6
ACRONYMS AND ABBREVIATIONS .................................................................................. 7
EXECUTIVE SUMMARY ...................................................................................................... 9
RINGKASAN EKSEKUTIF ................................................................................................. 14
INTRODUCTION ................................................................................................................ 20
Context .................................................................................................................................................20
Geographic Focus ...............................................................................................................................22
Key Results ..........................................................................................................................................24
LESTARI Team ....................................................................................................................................26
Staff ...................................................................................................................................................26
Implementation Partners ...................................................................................................................27
LESTARI’S STRATEGY ..................................................................................................... 29
Landsape Approach ............................................................................................................................29
Adaptive Management ......................................................................................................................31
Common Concern Entry Point ..........................................................................................................31
Clarification of Roles and Responsibilities ........................................................................................31
Multiple Scales and Multi-stakeholders .............................................................................................32
Multiple Functionality and Resilience ................................................................................................32
Theory of Change ................................................................................................................................33
Tools for LESTARI ..............................................................................................................................35
IFACS Foundational Tools ................................................................................................................35
New Tools .........................................................................................................................................37
LESTARI TECHNICAL THEMES ....................................................................................... 42
Technical Theme 1: Forest & Land Use Governance & Advocacy ................................................42
Introduction........................................................................................................................................42
LESTARI 1 - Awareness and Advocacy ...........................................................................................43
LESTARI 2 - Operationalize Strategic Environmental Assessments (SEAs) and Landscape
Conservation Plans (LCPs) ...............................................................................................................46
LESTARI 3 - Environmental Governance .........................................................................................49
Technical Theme 2: Conservation Co-Management .......................................................................54
Introduction........................................................................................................................................54
LESTARI 4 - Co-Management ..........................................................................................................54
LESTARI 5 - Protected Area Management .......................................................................................58
Technical Theme 3: Private Sector Engagement .............................................................................61
Introduction........................................................................................................................................61
LESTARI 6 - Green Enterprises ........................................................................................................61
LESTARI 7 - Private Sector Best Management Practices (BMPs) ...................................................66
LESTARI 8 – PES and REDD+ Innovative Finance .........................................................................70
Project Coordination, Managment, and Communications ..............................................................73
Coordination and Management .........................................................................................................73
AMEP Integration ..............................................................................................................................74
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Gender integration ..............................................................................................................................75
Grants Fund .........................................................................................................................................76
Goals for Year 1 Request for Applications ........................................................................................77
EMMP Integration ................................................................................................................................78
LESTARI INITIATIVES ....................................................................................................... 79
National Initiatives ..............................................................................................................................79
Landscape Initiatives ..........................................................................................................................83
Introduction........................................................................................................................................83
Leuser Landscape .............................................................................................................................83
Katingan-Kahayan Landscape ..........................................................................................................92
Lorentz Lowlands Landscape .........................................................................................................100
Mappi-Bouven Digoel Landscape ...................................................................................................107
Sarmi Landscape ............................................................................................................................112
Cyclops Landscape .........................................................................................................................116
APPENDICES................................................................................................................... 120
Appendix 1: Environmental Mitigation and Monitoring Plan (EMMP) .........................................121
Appendix 2: Performance Indicators ..............................................................................................130
Appendix 3: Results Framework .....................................................................................................136
Appendix 4: Map of Technical Components and Tasks to Strategic Approaches.....................137
Appendix 5: Spatial Planning and SEA Document Status in LESTARI Landscapes .................141
Appendix 6: Staffing Plan .................................................................................................................146
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TABLES AND FIGURES
Table 1 LESTARI Implementation Partners......................................................................... 10
Table 2 LESTARI Landscapes ............................................................................................ 23
Table 3 Key LESTARI targets at the landscape level .......................................................... 26
Table 4 LESTARI Implementation Partners......................................................................... 27
Table 5 LESTARI fire management approach ..................................................................... 38
Table 6 METT ..................................................................................................................... 39
Table 7 LESTARI Strategic Approach 1 .............................................................................. 44
Table 10 LESTARI Strategic Approach 4 ............................................................................ 56
Table 15 LESTARI Offices .................................................................................................. 73
Table 16 LESTARI National Initiatives ................................................................................ 80
Figure 1 LESTARI Landscapes Map ................................................................................... 13
Figure 2 Ecosystem services from forests ........................................................................... 20
Figure 3 Illustrative diagram of synergy between LESTARI and GOI emissions reductions
targets ................................................................................................................................. 25
Figure 4 Elements of a Landscape approach ...................................................................... 30
Figure 5 Value and Operational Landscapes definition ....................................................... 33
Figure 6 LESTARI diagrammatic results framework ............................................................ 34
Figure 7 LESTARI technical themes ................................................................................... 42
Figure 8 LESTARI 1 Theory of Change ............................................................................... 45
Figure 9 LESTARI 2 Theory of Change ............................................................................... 48
Figure 10 Strategy for land use monitoring.......................................................................... 50
Figure 11 LESTARI 3 Theory of Change ............................................................................. 53
Figure 12 Generalized implementation framework for co-management ............................... 55
Figure 14 Generalized approach for LESTARI protected area management ....................... 58
Figure 16 Green enterprise development process............................................................... 62
Figure 20 LESTARI Leuser Operational Landscape ............................................................ 91
Figure 21 Katingan-Kahayan Operational Landscape ......................................................... 95
Figure 22 Lorentz Lowlands Operational Landscape ........................................................ 106
Figure 23 Mappi-Bouven Digoel Operational Landscape .................................................. 111
Figure 24 Sarmi Operational Landscape ........................................................................... 115
Figure 25 Cyclops Operational Landscape........................................................................ 119
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ACRONYMS AND
ABBREVIATIONS
ADB
AMCHAM
ASEAN
BCC
BKSDA
BMP
C4J
CBO
CBS
CCA/KKM
CCLA
CDM
CLA
CMMP
COP
CSO
DAK
DAU
DCOP
DSC
EGAT
ESP
EU
FIP
FMU
FREDDI
FSC
GESP
GFW
GHG
GOI
HCS
HCV
ICCTF
ICT
IDIQ
IFACS
IPCC
ISCC
ISPO
KADIN
KfW
LCP
LEDS
LOP
LTTA
Asian Development Bank
American Chamber of Commerce
Association of Southeast Asian Nations
Behavior Change Communication
Nature Conservation Agency
Best Management Practice
Changes for Justice
Community Based Organization
Constituency Building Strategy
Community Conservation Agreements / Kesepakatan Konservasi
Masyarakat
Community Conservation and Livelihood Agreement
Clean Development Mechanism
Collaborating, Learning, and Adapting
Conservation Management and Monitoring Plan
Chief of Party
Civil Society Organization
Special Budget Allocation Fund
Regular Budget Allocation Fund
Deputy Chief of Party
Destination Stewardship Council
Environmental Governance Assessment Tool
Environmental Services Program
European Union
Forest Investment Program
Forest Management Unit (or KPH)
Indonesia’s Fund for REDD+
Forest Service Council
Green Enterprise Sustainability Program
Global Forest Watch
Greenhouse Gas
Government of Indonesia
High Carbon Stock
High Conservation Value
Indonesia Climate Change Trust Fund
Information and Communication Technologies
Indefinite Delivery, Indefinite Quantity contracting mechanism
Indonesia Forestry and Climate Support Project
Intergovernmental Panel on Climate Change
International Sustainability and Carbon Certification
Indonesian Sustainable Palm Oil Foundation
Indonesian Chamber of Commerce
German Development Bank
Landscape Conservation Plan
Low Emission Development Strategy
Life of Project
Long-Term Technical Assistance
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LULUCF
M&E
METT
MIS
MOU
MRV
MSF
MSU
MTD
NGO
NP
NRM
NRMP
NTFP
PA
PCN
PDD
PES
PHKA
PMP
PPP
RDMA
REDD+
REL
REPLACE
RFTOP
RKT
RPJM
RSPO
SDI
SEA
SMART
SP
SRAP
STI
STTA
TBI
TFA
TFCA
TOMS
UKCCU
UNPAR
USAID
USDA
USDOI
USFS
USG
WCS
WDC
WWF
Land Use, Land Use Change and Forestry
Monitoring and Evaluation
Management Effectiveness Tracking Tool
Management Information System
Memorandum of Understanding
Monitoring, Reporting, and Verification
Multi-Stakeholder Forum
Michigan State University
Monthly Thematic Discussion
Nongovernmental Organization
National Park
Natural Resource Management
Natural Resource Management Program
Non-Timber Forest Product
Protected Area
Project Concept Note
Project Design Document
Payment for Environmental Services
Directorate General of Forest and Nature
Performance Management Plan
Public-Private Partnership
Regional Development Mission for Asia
Reducing Emissions from Deforestation and Forest Degradation,
including conservation, sustainable management of forests, and
enhancement of forest carbon stocks
Reference Emission Level
Restoring the Environment through Prosperity, Livelihoods and
Conserving Ecosystems
Request for Task Order Proposal
Provincial Development Plan
District Development Plan
Roundtable on Sustainable Palm Oil
Spatial Data Infrastructure
Strategic Environmental Assessment
Spatial Monitoring and Reporting Tool
Spatial Planners
REDD+ Agency’s Strategic Action Plan for REDD+
Sustainable Travel International
Short-Term Technical Assistance
The Borneo Initiative
Tropical Forest Alliance
Tropical Forest Conservation Act
Total Ozone Mapping Spectrometer
UK Climate Change Unit
University of Palangkaraya
United States Agency for International Development
United States Department of Agriculture
United States Department of the Interior
United States Forest Service
United States Government
Wildlife Conservation Society
Washington, DC
World Wildlife Fund
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EXECUTIVE SUMMARY
Context
Indonesia’s forests are of significant value to Indonesians and the global community. Ranked
the third largest expanse of tropical forest in the world, these areas are treasured for the wide
ranging social, environmental, and economic benefits provided by their goods and services.
From sequestering carbon and combating climate change to providing freshwater for local
communities, these forests represent a precious and vital resource. Important terrestrial
ecosystems include mangroves, lowland forests, peat/swamp forests, and montane forests.
Indonesia’s 17,493 tropical islands also contain some of the highest levels of biological diversity
across the globe. This includes key, globally valued species such as the orangutan, tiger, rhino,
elephants, and birds of paradise.
At least 30 million people depend directly on Indonesia’s forests for their livelihoods.
Unfortunately, these forests continue to be under serious threat, with Indonesia’s deforestation
rates ranking the highest in the world. Deforestation is especially critical in carbon rich peat and
swamp forests of Sumatra, Kalimantan, and Papua. A history of weak governance combined
with opportunistic private sector actors has created unsustainable economics based on natural
resource exploitation.
Civil society, particularly forest-dependent communities, are increasingly advocating for more
responsible land and forest governance. The private sector is also demonstrating substantial
leadership toward reducing large-scale deforestation. LESTARI targets a 41% GHG emissions
reduction in its landscapes by 2020. This is in alignment with GOI ‘s climate change
commitments to reduce GHG emissions, by 26% unilaterally or 41% with bilateral or multilateral
support, by the year 2020. Indonesia is also a Party to the Convention on Biological Diversity
and as such, has made commitments to achieve the Aichi Biodiversity Targets by 2020.
Indonesia has set specific targets for protection of key endangered species such as tigers,
rhinos, and orangutan. This clear alignment in goals and interests is expected to give LESTARI
strong buy-in and support from all stakeholders and contribute to the project’s successes in
protecting Indonesia’s forests and biodiversity resources.
LESTARI Background
USAID LESTARI supports the Government of Indonesia (GOI) to reduce greenhouse gas
(GHG) emissions and conserve biodiversity in carbon rich and biologically significant forest
and mangrove ecosystems. Built on the strong foundation of USAID’s IFACS project,
LESTARI applies a landscape approach to reduce GHG emissions, integrating forest and
peatland conservation with low emissions development (LEDS) on other, already degraded
land. This is achieved through improved land use governance, enhanced protected areas
management and protection of key species, sustainable private sector and industry
practices, and expanded constituencies for conservation among various stakeholders.
LESTARI is implemented under the leadership of Tetra Tech and a consortium of partners
including WWF-Indonesia, Winrock International, Wildlife Conservation Society (WCS), Blue
Forests, Yayasan Sahabat Cipta, PT Hydro South Pole Carbon, Sustainable Travel
International (STI), Michigan State University, and the FIELD Foundation. LESTARI runs
from August 2015 through July 2020.
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Table 1 LESTARI Implementation Partners
Partner
Role
Tetra Tech
 Overall technical and administrative project management
 Lead donor and government coordination, communication and local
capacity development activities.
 Monitoring, evaluation & learning
Winrock International




 Establish university linkages and build capacity of key provincial
universities to play more practical, applied role in support of local
government in reduced GHG emissions & expansion of LEDS
 Identify and lead development of community-based tourism activities,
mentor local organizations related to ecotourism, and create PPPs with
international businesses
WWF-Indonesia
 Manage Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi and Cyclops
landscape activities
 Improve management of Lorenz and Sebangau NPs, including comanagement of surrounding areas
 Improve management of Leuser and Singkil CAs
 Provide leadership on anti-poaching and wildlife enforcement
 Leverage financial resources to improve CA management
FIELD
 Lead village constituency and advocacy activities
 Develop Lestari Boot Camp training
 Provide field staff to Aceh Tenggara, Aceh Selatan, and Central
Kalimantan landscapes
Sahabat Cipta (Swiss ContactIndonesia)
 Foster livelihood expansion and co-management in the Aceh landscapes
 Develop PPPs to foster value chain consolidation in cocoa, nutmeg, and
NTFPs
PT Hydro Indonesia (South Pole
Carbon Asset Management, Ltd)
 Provide national climate finance experts
 Lead support to provincial and district governments in REDD+-related
activities
Blue Forests
 Expand mangrove management activities from Mimika to Asmat
 Develop REDD+ or PES package for mangrove conservation
 Leverage financial resources to improve CA management
Provide Private Sector Engagement Coordinator and Component 3 Lead
Develop provincial and district sustainability tools
Implement Sustainability Reporting Toolkit for private sector companies
Develop baseline and REL
Geographic Focus
LESTARI activities are targeted in six strategic landscapes on three of Indonesia’s largest
islands, where primary forest cover remains most intact and carbon stocks are greatest. In
northern Sumatra, the Leuser Landscape comprises significant portions of Aceh Selatan,
Gayo Lues, Aceh Tenggara, and Aceh Barat Daya districts, and includes the Aceh portion of
Leuser National Park and Singkil Wildlife Sanctuary. In Central Kalimantan, LESTARI works
in the Katingan-Kahayan Landscape, comprising Pulang Pisau, Katingan, and Gunung Mas
districts; Palangkaraya municipality; and Sebangau and Bukit Baka Bukit Raya National
Parks. LESTARI also works in four landscapes in Papua. Sarmi and Cyclops Landscapes
are located along the northern coast and comprise Sarmi district as well as Jayapura district
and municipality. The Lorentz Lowlands Landscape, comprising Mimika and Asmat districts
plus a large portion of Lorentz National Park, and the Mappi-Bouven Digoel Landscape are
located along Papua’s southern coast. LESTARI is managed from its headquarters in
Jakarta, with offices in each landscape as well as the provincial capitals of Aceh, Central
Kalimantan, and Papua.
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Key Results
The two primary, overarching key results involve GHG emissions reductions and improved
conservation area management. They are supported by activities to improve forest
management and land use governance.
This year, key targets that LESTARI will achieve are:
1. Train at least 2,000 people in improved natural resource management and
conservation;
2. Assist to incorporate SEA-LEDS plans into the spatial plans for at least three districts
3. Develop at least 2 model best management practices or co-management practices
that are applicable across all levels of Indonesian governance;
4. Operationalize at least 2 multi-stakeholder forums in its landscapes;
5. Introduce at least three policies into the public sphere for comment;
6. Improve private sector best practices in at least two companies;
7. Demonstrably improve biodiversity conservation as measured by reduced poaching
and capacity of protect area managers;
8. Leverage at least 2 million USD for conservation from innovative finance and/or
REDD+
Over five years, LESTARI’s targets are:
1. At least 41% of total CO2-equivalent emissions reduced from land use, land use
change and deforestation averaged across all landscapes within the project scope;
2. At least 8.42 Million hectares of primary or secondary forest, including orangutan
habitat, under improved management;
3. Management of at least six conservation areas improved, resulting in the
conservation of valuable orangutan and other key species habitat, and the reduction
in poaching of threatened and endemic species;
4. At least ten public-private partnerships (PPPs) promoting low-emissions conservation
oriented development established;
5. Funding leveraged from public and private sources, representing co-investment
in project outcomes;
6. Increased commitment of key private sector, government, and community
stakeholders regarding the positive benefits of conservation and sustainable use of
forests and the species they encompass;
7. Policies, laws, regulations, and procedures in support of low emission development
and forest conservation and management increased, promulgated, and enforced at
all levels; and
8. Models for successful integration of district, provincial, and national low emissions
development and forest conservation strategies developed and shared at all levels of
government and with other key stakeholders
Summary of Year 1 Strategy
LESTARI means ‘Everlasting’ in Bahasa Indonesia. This year, the core of LESTARI’s
strategy is to lay a foundation for that everlasting impact by operationalizing its tools and
approaches in landscape initiatives, ensuring national level policy and budget support, and
developing a single stakeholder vision for the project. That vision should bridge needs and
goals from the landscape and district levels up to the provincial and national levels.
Based on the experience of IFACS, the tools and approaches that the project employs will
lead to success if stakeholders understand and agree with the project’s ends and means.
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Communicating internally to partners and externally to stakeholders will thus be crucial. The
core staff will be mindful to align incentives with and anticipate both opportunities and
obstacles from stakeholders. This will be done by partners as well, and will be an important
motivator for grants.
Description of Major Expected Outcomes for this Year
LESTARI’s first year work plan aims to build a solid foundation of partnerships, networks,
landscape-level field activities and national-level policy support that will enable the project to
meet and sustain its ambitious goals. Bridging from the recently completed IFACS project,
LESTARI will operationalize important IFACS tools and approaches while also introducing
new initiatives including a comprehensive landscapes approach and an entire technical
theme dedicated to conservation area management. Keys to all LESTARI activities this year
and going forward are building and maintaining strong GOI relationships at all levels –
national, district, and national – aligning LESTARI activities and results to GOI development
plans and strategic plans so that LESTARI is wholly owned and valued by our GOI partners.
Description of this Document
The purpose of the annual work plan is for USAID and LESTARI to clearly program its
activities for the upcoming year and monitor their implementation. The timing, sequencing,
and resource allocation for activities will be regularly monitored through the LESTARI
Monitoring and Evaluation Plan, and updated as needed through the quarterly reports to
USAID.
This work plan was developed by the LESTARI Team and partners through a series of
meetings and workshops. Initial island-based (Aceh, Kalimantan, and Papua) meetings with
staff and subcontractors were held in Jakarta in late August. This was followed by a series of
LESTARI partner consultation meetings held in early September in Aceh and Medan;
Palangkaraya, Central Kalimantan; Jayapura, Papua; and in Jakarta. A two-day national
LESTARI workshop meeting was held in Jakarta on September 17-18; and a small technical
team finalized the work plan on September 25. LESTARI intends to conduct a broad
partners consultation of the work plan in Jakarta and the landscapes in October-November,
once it has been approved by USAID.
This document is organized by strategic approach, technical themes, and landscape work
plans for LESTARI. The strategic approach explains the strategies and tools the project
applies to its activities. The technical approach details the approach to achieve the contract’s
required outputs, organized by the technical themes. Finally, the landscape work plans detail
the interventions, responsibilities, and sequencing in the project landscapes themselves. The
document’s appendices include information on the Environmental Mitigation and Monitoring
Plan, Performance Indicators, Results Framework, and the project staffing information,
which may be useful for management.
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Figure 1 LESTARI Landscapes Map
P a g e | 13
RINGKASAN EKSEKUTIF
Konteks
Hutan Indonesia sangat berharga bagi Indonesia dan masyarakat dunia. Indonesia yang
memiliki peringkat hutan tropis terbesar ketiga di dunia, maka wilayah hutan tropis ini
menjadi kekayaan dunia karena manfaat sosial, lingkungan, ekonomi dari produk dan jasa
yang dihasilkan dari hutan. Mulai dari penyimpanan karbon hingga mengatasai perubahan
iklim hingga menyediakan air bersih bagi masyarakat setempat merupakan sumber daya
yang sangat berharga dan penting. Ekosistem lahan yang penting mencakup hutan bakau,
hutan dataran rendah, lahan gambut/hutan rawa, dan hutan pengunungan. Kepulauan
Indonesia yang berjumlah 17.493 kepulauan tropis juga memiliki keanekaragaman hayati
yang tertinggi di dunia. Keragaman hayati ini mencakup spesies satwa penting dan spesies
satwa yang berharga bagi dunia seperti orangutan, harimau, badak, gajah, dan burung
cendrawasih.
Setidak-tidaknya terdapat 30 juta orang yang secara langsung tergantung pada hutan
Indonesia untuk mata pencahariannya. Sayangnya, hutan-hutan ini terus menerus
terancam kerusakan yang serius akibat laju kerusakan hutan yang termasuk tertinggi di
dunia. Deforestasi terutama sangat penting di hutan yang kaya carbon dan hutan rawa di
Sumatra, Kalimantan, dan Papua. Akibat kebijakan pemerintah yang lemah ditambah
dengan para pelaku bisnis swasta yang memanfaatkan kesempatan (opportunistic) telah
mengakibatkan terciptanya ekonomi yang tidak berkelanjutan yang didasarkan pada
eksploitasi sumber daya alam.
Masyarakat sipil, terutama komunitas yang bergantung penghidupannya pada hutan,
semakin meningkatkan kegiatan advokasi agar para pemangku kepentingan lebih
bertanggung jawab dalam tata kelola lahan dan hutan. Sektor swasta juga terlihat menjadi
pelopor penting dalam menurunkan laju kerusakan hutan secara besar-besaran. Proyek
LESTARI menargetkan penurunan 41% emisi GHG pada semua lanskap dalam proyeknya
hingga tahun 2020. Rencana ini sejalan dengan komitment pemerintah RI dalam
menghadapi perubahan iklim dengan menurunkan emisi GHG hingga 26% secara unilateral
atau 41% secara bilateral atau multilateral hingga tahun 2020. Indonesia juga merupakan
salah satu Pihak dalam Konvensi Keragaman Hayati dan oleh karena itu, Indonesia telah
berkomitmen untuk mencapai Target Keragaman Hayati Aichi pada tahun 2020. Indonesia
telah menetapkan target spesifik untuk melindungi satwa yang terancam punah seperti
harimau, badak, dan orangutan. Dengan keselarasan tujuan dan kesamaan kepentingan,
maka proyek LESTARI memiliki posisi yang kuat dan didukung oleh semua pemangku
kepentingan serta memberi kontribusi pada keberhasilan proyek dalam melindungi hutan
Indonesia dan sumber daya alamnya.
Latar Belakang LESTARI
Proyek USAID LESTARI adalah proyek yang mendukung Pemerintah Indonesia (RI) dalam
upaya menurunkan emisi gas rumah kaca (GHG) dan melestarikan keanekaragaman hayati
yang kaya karbon dan melestarikan ekosistem hutan dan hutan bakau yang bermakna
secara biologis. Dibangun di atas fondasi proyek USAID IFACS proyek sebelumnya yang
sudah kuat, proyek LESTARI menerapkan pendekatan lanskap untuk menurunkan emisi
GHG, mengintegrasikan konservasi hutan dan lahan gambut dengan pembangunan emisi
rendah (LEDS) pada lahan lain yang sudah mengalami kerusakan. Upaya ini bisa dicapai
melalui perbaikan tata kelola pemanfaatan lahan, perbaikan pengelolaan hutan lindung dan
perlindungan spesies hewan utama, praktik sektor swasta dan industri yang berkelanjutan,
dan perluasan dukungan bagi kegiatan konservasi di antara berbagai pemangku
kepentingan. LESTARI dilaksanakan dipimpin oleh Tetra Tech dan suatu konsorsium
kerjasama kemitraan WWF-Indonesia, Winrock International, Wildlife Conservation Society
P a g e | 14
(WCS), Blue Forests, Yayasan Sahabat Cipta, PT Hydro South Pole Carbon, Sustainable
Travel International (STI), Michigan State University, dan FIELD Foundation. LESTARI
bekerja dari Agustus 2015 hingga Juli 2020.
Tabel 1 Mitra Pelaksana LESTARI
Mitra
Peran
Tetra Tech
 Manajemen teknis dan administrasi proyek
 Melakukan koordinasi antara donor dan pemerintah, melakukan
kegiatan komunikasi dan pengembangan kapasitas di daerah.
 Monitoring, evaluasi & pembelajaran
Winrock International
 Menyediakan Koordinator Sektor Swasta dan Pimpinan Komponen 3
 Mengembangkan/menyusun perangkat untuk menentukan keberlajutan
di tingkat provinsi dan kabupaten
 Melaksanakan perangkat pelaporan keberlanjutan untuk perusahaan
swasta
 Menyusun data dasar dan REL
 Membangun hubungan dengan universitas dan mengembangkan
kapasitas universitas di tingkat provinsi agar mereka dapat berperan
secara lebih praktis dan dapat menerapkan peran mereka sebagai
pendukung pemerintah daerah dalam menurunkan emisi GHG &
memperluas LEDS
 Melakukan identifikasi dan menggerakkan pengembangan kegiatan
pariwisata berbasis masyarakat, membina organisasi local terkait
ekowisata dan menciptakan kemitraan pemerintah-swasta dengan bisnis
internasional
WWF-Indonesia
 Mengelola kegiatan di lanskap Dataran Rendah Lorentz, Mappi-Bouven
Digoel, Sarmi dan Cyclops
 Memperbaiki manajemen Taman Nasional Lorenz dan Sebangau,
termasuk pengelolaan bersama wilayah sekitarnya
 Memperbaiki manajemen Wilayah Konservasi Leuser dan Singkil
 Memimpin dalam gerakan anti-perburuan liar dan perlindungan satwa
hutan
 Menggalang sumber dana untuk memperbaiki manajemen wilayah
konservasi
FIELD
 Memimpin para penduduk desa dalam melakukan kegiatan pembinaan
 Mengembangkan Pelatihan Lestari Boot Camp
 Menyediakan/mengirim staff lapangan ke lanskap Aceh Tenggara, Aceh
Selatan, dan Kalimantan Tengah
Sahabat Cipta (Swiss ContactIndonesia)
 Mengembangkan mata pencaharian di lanskap Aceh dan melakukan
pengelolaan secara bersama
 Mengembangkan kemitraan Swasta-Pemerintah (PPP) agar
meningkatkan nilai mata rantai produksi kakao, pala, dan NTFPs
PT Hydro Indonesia (South Pole
Carbon Asset Management, Ltd)
 Menyediakan tenaga ahli keuangan iklim dari Indonesia
 Menjadi pelopor dalam mendukung pemerintah provinsi dan kabupaten
dalam kegiatan terkait REDD+ Lead
Blue Forests
 Memperluas kegiatan manajemen hutan bakau dari Mimika hingga ke
Asmat
 Menyusun paket REDD+ atau PES untuk konservasi bakau
 Menggalang sumber keuangan untu memperbaiki pengelolaan
konservasi alam
Fokus Geografis
Kegiatan LESTARI dilaksanakan di enam lanskap strategis di tiga pulau terbesar Indonesia,
yang memiliki sebagian tutupan hutan primer yang masih utuh dan memiliki simpanan
karbon terbesar. Di Sumatra bagian utara, Lanskap Leuser mencakup Kabupaten Aceh
Selatan, Gayo Lues, Aceh Tenggara dan Aceh Barat Daya, termasuk Taman Nasional
Leuser dan Suaka Margasatwa Rawa Singkil. Di Kalimantan Tengah, LESTARI bekerja di
P a g e | 15
Lanskap Katingan-Kahayan, yang mencakup Kabupaten Pulang Pisau, Katingan dan
Gunung Mas, Kotamadya Palangkaraya, dan Taman Nasional Sebangau dan Taman
Nasional Bukit Baka Bukit Raya. LESTARI juga bekerja di empat lanskap di Papua. Lanskap
Sarmi dan Cyclops terletak sepanjang pesisir utara. Lanskap Lorentz Lowlands, mencakup
Kabupaten Mimika dan Asmat ditambah sebagian dari Taman Nasional Lorentz, dan
Lanskap Mappi-Bouven Digoel yang terletak di pesisir selatan Papua. LESTARI memiliki
kantor pusat di Jakarta, dengan kantor cabang di setiap lansekap dan di ibukota provinsi
Aceh, Kalimantan Tengah dan Papua.
Hasil Utama
Terdapat dua hasil utama yang terkait penurunan emisi GHG dan memperbaiki pengelolaan
wilayah konservasi. Hasil yang diperoleh ini didukung oleh kegiatan yang ditujukan untuk
meningkatkan pengelolaan hutan dan tata kelola pemanfaatan lahan.
Tahun ini, target utama yang ingin dicapai LESTARI adalah:
1. Melatih paling sedikit 2.000 orang untuk meningkatkan pengelolaan dan konservasi
sumber daya;
2. Membantu agar dokumen rencana KLHS-LEDS dimasukkan dalam rencana tata
ruang paling sedikit pada tiga kabupaten
3. Mengembangkan paling sedikit model untuk praktik manajemen terbaik atau praktik
pengelolaan bersama yang dapat diterapkan lintas jenjang di kalangan pemerintah;
4. Melaksanakan paling sedikit 2 kali pertemuan forum berbagai pemangku
kepentingan di lanskap;
5. Memperkenalkan paling sedikit tiga kebijakan kepada masyarakat untuk mendapat
tanggapan masyarakat;
6. Memperbaiki praktik terbaik di sector swasta paling sedikit pada dua perusahaan;
7. Secara nyata memperbaiki konservasi keanekaragaman hayati dengan menilai
penurunan perburuan satwa liar dan peningkatan kemampuan manajer wilayah
konservasi;
8. Menggalang dana paling sedikit 2 juta USD untuk konservasi dari inovasi keuangan
dan REDD+
Setelah lima tahun, target LESTARI adalah:
1. Paling sedikit terjadi penurunan total emisi CO2 ekuivalen sebesar rata-rata 41 %
yang diakibatkan oleh kegiatan pemanfaatan lahan, perubahan pemanfaatan lahan
dan deforestasi di seluruh wilayah lanskap proyek;
2. Setidak-tidaknya terdapat 8,42 juta hektar hutan primer atau sekunder, termasuk
habitat orangutan, dikelola lebih baik;
3. Perbaikan manajemen paling tidak, di enam wilayah konservasi, yang menghasilkan
penyelamatan dan pelestarian orangutan yang berharga dan habitat spesies, dan
mengurangi perburuan hewan spesies endemik;
4. Paling tidak terdapat sepuluh kemitraan antara swasta-pemerintah (PPP) yang
mendorong pembangunan yang berorientasi pada konservasi beremisi rendah;
5. Penggalangan dana dari sumber pemerintah dan swasta, mencerminkan investasi
bersama dalam menentukan keberhasilan proyek;
6. Meningkatnya komitmen dari para pemangku kepentingan dari sektor swasta,
pemerintah dan masyarakat untuk konservasi yang hasilkan manfaat positif dan
pemanfaatan hutan yang berkelanjutan berikut spesies yang hidup di hutan;
P a g e | 16
7. Terdapat kebijakan, undang-undang, peraturan, dan prosedur -yang mendukung
pembangunan emisi rendah dan mendukung perbaikan konservasi dan pengelolaan
hutan- disahkan dan dijalan kandi semua jenjang; dan
8. Terdapat model untuk integrasi pembangunan di tingkat kabupaten, provinsi dan di
tingkat nasional dan menyusun strategi konservasi yang dibagi pada semua jenjang
tingkat pemerintah dan pemangku kepentingan kunci lainnya.
Rangkuman Strategi Tahun 1
LESTARI berarti “langgeng” dalam Bahasa Indonesia. Tahun ini, inti strategi LESTARI
adalah untuk meletakkan fondasi dasar yang akan berdampak panjang terus menerus
dengan menggunakan perangkat dan pendekatan dalam kegiatan di lanskap, dengan
memastikan adanya dukungan kebijakan pemerintah dan pendanaan dari pemerintah pusat
serta menyatukan satu visi dari semua pemangku kepentingan proyek. Visi ini harus bisa
menjembatani kebutuhan dan sasaran dari pemerintah di tingkat lanskap dan kabupaten
hingga pemerintah provinsi dan pusat.
Berdasarkan pengalaman dari proyek IFACS, perangkat dan pendekatan yang digunakan
proyek akan berhasil jika para pemangku kepentingan memahami dan menyetujui tujuan
dan sasaran proyek. Komunikasi secara internal dengan para mitra kerja dan secara
eksternal kepada para pemangku kepentingan merupakan hal penting. Staff inti akan
berusaha menyelaraskan insentif dan mengantisipasi peluang dan hambatan para
pemangku kepentingan. Hal ini juga akan dilakukan dengan para mitra, dan akan menjadi
motivator penting dalam mengelola hibah.
Deskripsi Hasil Utama yang diharapkan untuk tahun ini
Rencana kerja LESTARI tahun pertama ditujukan untuk membangun fondasi yang kokoh
untuk memperkuat kemitraan, jejaring, kegiatan lanskap di tingkat lapangan dan mendapat
dukungan kebijakan di tingkat nasional yang akan memungkinkan proyek mencapai
sasaran dan mempertahankannya. Berfungsi sebagai “jembatan” dari proyek IFACS, maka
proyek LESTARI akan menggunakan perangkat dan pendekatan penting IFACS sambil
memperkenalkan program baru termasuk memperkenalkan pendekatan lanskap yang
komprehensif dan tema tehnis keseluruhan yang didedikasikan untuk pengelolaan wilayah
konservasi. Kunci utama dari semua kegiatan LESTARI pada tahun ini dan selanjutnya
membangun dan membina hubungan baik dengan pihak pemerintah di seluruh jenjang –
nasional, kabupaten, dan nasional – adalah menyelaraskan kegiatan LESTARI dan
menghasilkan rencana pembangunan dan rencana strategis pemerintah Indonesia sehingga
LESTARI sepenuhnya dimiliki dan dihargai oleh mitra pemerintah RI.
Deskripsi Dokumen
Tujuan dari rencana kerja tahunan adalah agar USAID dan LESTARI dapat secara jelas
menyusun progam kegiatan untuk tahun berikutnya dan memonitor implementasi.
Pengaturan waktu, urutan, dan alokasi sumber daya untuk kegiatan akan secara rutin
dimonitor melalui Rencana Monitoring dan Evaluasi LESTARI, dan dimutakhirkan bila perlu
melalui laporan triwulanan kepada USAID.
Rencana kerja ini disusun oleh Tim LESTARI dibantu para mitra melalui beberapa kali
pertemuan dan lokakarya. Pertemuan yang berbasis kepulauan (Aceh, Kalimantan, dan
Papua) dengan para staff dan sub-kontraktor juga diadakan di Jakarta pada akhir Agustus.
Hal ini diikuti dengan serangkaian pertemuan konsultasi dengan para mitra LESTARI yang
diadakan pada September di Aceh dan Medan; Palangkaraya, Kalimantan Tengah;
Jayapura, Papua; dan di Jakarta. Pertemuan lokakarya LESTARI selama dua hari diadkan
di Jakarta pada September 17-18; dan tim teknis kecil berhasil menyelesaikan rencana kerja
pada September 25. LESTARI berkeinginan mengadakan konsultasi antar para mitra kerja
P a g e | 17
secara luas untuk membahas rencana kerja di Jakarta dan lanskap pada bulan OktoberNovember, apabila telah disetujui oleh USAID.
Dokumen ini disusun berdasarkan pendekatan strategis, tema teknis, dan rencana kerja
lanskap untuk LESTARI. Dokumen pendekatan strategis menjelaskan strategi dan
perangkat yang digunakan oleh proyek dalam kegiatan proyek. Pendekatan teknis
menjelaskan tema teknis. Pada akhirnya, rencana kerja lanskap menjelaskan kegiatan
intervensi, tanggung jawab, dan urutan kegiatan dalam proyek sendiri. Lampiran dokumen
mencakup informasi dari PMP dan informasi perekrutan staff proyek, yang dapat digunakan
oleh manajemen proyek.
P a g e | 18
Figure 1 LESTARI Landscapes Map
P a g e | 19
INTRODUCTION
USAID LESTARI supports the Government of Indonesia to reduce greenhouse gas (GHG)
emissions and conserve biodiversity in carbon rich and biologically significant forest and
mangrove ecosystems. Built on the strong foundation of USAID’s IFACS project, LESTARI
applies a landscape approach to reduce GHG emissions, integrating forest and peatland
conservation with low emissions development (LEDS) on other, already degraded land. This
is achieved through improved land use governance, enhanced protected areas management
and protection of key species, sustainable private sector and industry practices, and
expanded constituencies for conservation among various stakeholders. LESTARI is
implemented under the leadership of Tetra Tech and a consortium of partners including
WWF-Indonesia, Winrock International, Wildlife Conservation Society (WCS), Blue Forests,
Yayasan Sahabat Cipta, PT Hydro South Pole Carbon, Sustainable Travel International
(STI), Michigan State University, and the FIELD Foundation. LESTARI runs from August
2015 through July 2020.
This introductory section to the LESTARI First Annual Work Plan establishes a backdrop for
LESTARI’s approach in executing its goals in synergy with GOI policies. The section begins
with a brief background overview of the value, threats, and trends in Indonesia’s forest
resources. Next, the geographic focus of the six LESTARI landscapes is highlighted. The
section then discusses the eight key results of LESTARI, including how such results are
designed to align with GOI’s policies and climate change commitments. The introductory
section concludes with a rundown of the LESTARI team, including the specific role of each
of the 10 LESTARI partner organizations.
CONTEXT
Indonesia’s forests are of significant value to Indonesians and the global community. Ranked
the third largest expanse of tropical forest in the world, these areas are treasured for the
wide ranging social, environmental, and economic benefits provided by their goods and
services. From sequestering carbon and combating climate change to providing freshwater
for local communities, these forests represent a precious and vital resource. Important
terrestrial ecosystems include mangroves, lowland forests, peat/swamp forests, and
montane forests. Indonesia’s 17,493 tropical islands also contain some of the highest levels
of biological diversity across the globe. This includes key, globally valued species such as
the orangutan, tiger, rhino, elephants, and birds of paradise.
Ecosystem Services
Provisioning
Regulating
Supporting
Cultural
Food
Freshwater
Fuelwood
Watershe
d
Protection
Climate
Regulation
Soil
Formation
Nutrient
Cycling
Tourism
and
Recreation
Education
Figure 2 Ecosystem services from forests
P a g e | 20
At least 30 million people depend directly on Indonesia’s forests for their livelihoods.
Unfortunately, these forests continue to be under serious threat, with Indonesia’s
deforestation rates ranking the highest in the world. Deforestation is especially critical in
carbon rich peat and swamp forests of Sumatra, Kalimantan, and Papua. A history of weak
governance combined with opportunistic private sector actors has created unsustainable
economics based on natural resource exploitation. Land clearing for oil palm plantations is
one of the key drivers of deforestation. Palm oil is also an important element of Indonesia’s
national development strategy, as it is the world’s largest producer and exporter of crude
palm oil. Oil palm plantation area has doubled in Indonesia in the past decade, and
pressures for expansion continue as GOI has instituted targets for doubling CPO production
to 40 million tons by 2020.
Other commodity-driven pressures on land include unsustainable industrial scale logging
and conversion for pulp, rubber, and coffee/cacao plantations. An inequitable system of land
use decision-making is threatening forests, as smallholders that cannot compete for access
with large private sector actors are forced to encroach onto forested areas. Finally forest
fires, especially those on carbon rich peat lands, are a major source of Indonesia’s GHG
emissions and a threat to the health and well-being of forests. Fires also hold direct,
negative consequences for the respiratory health of local and regional communities. Fires on
peat lands are particularly difficult to both detect and extinguish. The situation is made worse
by human activities such as the draining of peat forests for land use, which result in peat
decomposition and CO2 release, as well as increased vulnerability to fire. This underscores
the need for an integrated fire management program.
Enabling conditions for a shift to more equitable and sustainable forest and land use
management are emerging after years of contradictory talk about forest clearing
moratoriums while oil palm and industrial forest plantations rapidly expanded. The Jokowi
administration is taking clear, firm, and ambitious steps to improve forest and land use
governance in a sustainable and equitable manner. Three new ministries have been formed
to elevate and reinforce the goals of better governance of natural resources and the rural
poor who depend upon them most for livelihoods: Environment and Forestry; Agrarian and
Spatial Planning; and Villages, Development of Backward Regions, and Transmigration. The
new president also confirmed his administration’s commitment to the REDD+ Agency.
The private sector is also demonstrating substantial leadership toward reducing large-scale
deforestation. The US Ambassador recently facilitated the Palm Oil Pledge, signed by CEOs
of Asian Agri, Cargill, Golden Agri Recourses, Wilmar, and Indonesian Chamber of
Commerce (KADIN). Reaching all the way to their third-party suppliers, the pledge aims to
make palm oil supply chains more sustainable. Further, Sinar Mas’ Asia Pulp & Paper has
committed to halt deforestation in their concessions and to conserve 1,000,000 hectares of
High Conservation Value (HCV) and High Carbon Stock (HCS) landscapes in and around
their operations across Sumatra and Kalimantan; it has undergone an independent audit of
these areas by Rainforest Alliance. Increasingly, companies are demonstrating that good
business integrates sustainable landscape and conservation management into their
operations.
Civil society, particularly forest-dependent communities, are increasingly advocating for
more responsible land and forest governance. This is demonstrated in Central Kalimantan,
where communities have become disenchanted with the empty promises of economic
benefits from oil palm expansion while suffering from the omnipresent haze of land clearing
and peatland fires. Forest-dependent communities across Indonesia are initiating actions to
counter this situation—mapping customary (adat) forests, integrating these maps into the
OneMap initiative, and negotiating boundaries with concession holders and spatial planners.
USAID LESTARI aims to catalyze such positive change, and is strategically designed to do
so. LESTARI targets a 41% GHG emissions reduction in its landscapes by 2020. This is in
P a g e | 21
alignment with GOI ‘s climate change commitments to reduce GHG emissions, by 26%
unilaterally or 41% with bilateral or multilateral support, by the year 2020. Indonesia is also a
Party to the Convention on Biological Diversity and as such, has made commitments to
achieve the Aichi Biodiversity Targets by 2020. Indonesia has set specific targets for
protection of key endangered species such as tigers, rhinos, and orangutan. This clear
alignment in goals and interests is expected to give LESTARI strong buy-in and support from
all stakeholders and contribute to the project’s successes in protecting Indonesia’s forests
and biodiversity resources.
GEOGRAPHIC FOCUS
Through IFACS, Tetra Tech developed strong working relationships, networks, and tools that
are deeply valued by local government officials and other partners. Through a refined
geographic focus for LESTARI, Tetra Tech’s team will build on the momentum of this
progress to strengthen confidence and capacity to ensure long-standing, sustainable results
in GHG emissions reduction and biodiversity conservation and also expand into a new
Papua landscape to capitalize on unique opportunities to rationalize land use and potentially
conserve significant areas of HCV and HCS forest and land.
LESTARI activities are targeted in six strategic landscapes on three of Indonesia’s largest
islands, where primary forest cover remains most intact and carbon stocks are greatest. In
northern Sumatra, the Leuser Landscape comprises significant portions of Aceh Selatan,
Gayo Lues, Aceh Tenggara, and Aceh Barat Daya districts, and includes the Aceh portion of
Leuser National Park and Singkil Wildlife Sanctuary. In Central Kalimantan, LESTARI works
in the Katingan-Kahayan Landscape, comprising Pulang Pisau, Katingan, and Gunung Mas
districts; Palangkaraya municipality; and Sebangau and Bukit Baka Bukit Raya National
Parks. LESTARI also works in four landscapes in Papua. Sarmi and Cyclops Landscapes
are located along the northern coast and comprise Sarmi district as well as Jayapura district
and municipality. The Lorentz Lowlands Landscape, comprising Mimika and Asmat districts
plus a large portion of Lorentz National Park, and the Mappi-Bouven Digoel Landscape are
located along Papua’s southern coast. LESTARI is managed from its headquarters in
Jakarta, with offices in each landscape as well as the provincial capitals of Aceh, Central
Kalimantan, and Papua.
P a g e | 22
Table 2 LESTARI Landscapes
ACEH
Landscape
Focal Districts / Conservation
Areas
Landscape Area (ha)
Aceh Tenggara
Aceh Selatan
Aceh Barat Daya
Leuser Landscape
1,593,657
Gayo Lues
Leuser National Park
Singkil Wildlife Sanctuary
CENTRAL KALIMANTAN
Landscape
Areas
Landscape Area (ha)
Katingan District
Pulang Pisau District
Gunung Mas District
Katingan-Kahayan Landscape
4,517,549
Palangkaraya Municipality
Bukit Baka Bukit Raya National
Park
Sebangau National Park
PAPUA
Landscape
Areas
Landscape Area (ha)
Mimika District
Lorentz Lowlands Landscape
Asmat District
4,795,848
Lorentz National Park
Mappi-Bouven Digoel
Landscape
Mappi District
3,303,933
Bouven Digoel District
Sarmi District
Sarmi Landscape
Mamberamo-Foja Wildlife
Reserve
1,017,078
Jayapura District
Cyclops Landscape
46,683
Cyclops Nature Reserve
P a g e | 23
KEY RESULTS
The 8 key results of LESTARI over the life of the project are:
1. At least 41% of total CO2-equivalent emissions reduced from land use, land use
change and deforestation averaged across all landscapes within the project scope;
2. At least 8.42 Million hectares of primary or secondary forest, including orangutan
habitat, under improved management;
3. Management of at least six conservation areas improved, resulting in the
conservation of valuable orangutan and other key species habitat, and the reduction
in poaching of threatened and endemic species;
4. At least ten public-private partnerships (PPPs) promoting low-emissions conservation
oriented development established;
5. Funding leveraged from public and private sources, representing co-investment
in project outcomes;
6. Increased commitment of key private sector, government, and community
stakeholders regarding the positive benefits of conservation and sustainable use of
forests and the species they encompass;
7. Policies, laws, regulations, and procedures in support of low emission development
and forest conservation and management increased, promulgated, and enforced at
all levels; and
8. Models for successful integration of district, provincial, and national low emissions
development and forest conservation strategies developed and shared at all levels of
government and with other key stakeholders
The two primary, overarching key results involve GHG emissions reductions and improved
conservation area management. They are supported by activities to improve forest
management (key results 3-5) and land use governance (key results 6-8).
The LESTARI Results Framework is included in the Theory of Change and Performance
Indicators section in the Appendix.
This year, LESTARI will:
1. Train at least 2,000 people in improved natural resource management and
conservation;
2. Assist to incorporate SEA-LEDS plans into the spatial plans for at least three districts
3. Develop at least 2 model best management practices or co-management practices
that are applicable across all levels of Indonesian governance;
4. Operationalize at least 2 multi-stakeholder forums in its landscapes;
5. Introduce at least three policies into the public sphere for comment;
6. Improve private sector best practices in at least two companies;
7. Demonstrably improve biodiversity conservation as measured by reduced poaching
and capacity of protect area managers;
8. Leverage at least 2 million USD for conservation from innovative finance and/or
REDD+
P a g e | 24
Figure 3 Illustrative diagram of synergy between LESTARI and GOI emissions reductions targets
The GHG emission reductions that must be reported up from the focal districts to the
province and national levels will be measured across all sectors and land types by local
governments. The 3 main strategies for the government to achieve its emissions reduction
targets by 2020 in the Agriculture, Forestry and Other Land Use Sector (AFOLU) are
through:
1. Sustainable peatland management
2. Reduction of deforestation and land degradation levels
3. Carbon sequestration development
LESTARI shares the same goals as GOI. The governance and advocacy building technical
theme of LESTARI may not directly impact land use or management, but will promote the
three main strategies above. These strategies deliver assistance in the wider operational
landscape (including the value landscape) where GHG emission reductions as a whole are
to be measured, contributing to the 26% GHG emission reduction commitment. Reducing
emissions by 26% below the baseline is an enormous task. The sustainable landscape
vision developed through Multi-stakeholder Forums and other local partners will be key in
encouraging the government to achieve this commitment within LESTARI operational
landscapes. Grants and subcontracts working on community livelihoods that indirectly
impact reduced emissions will also be measured within this commitment bracket.
Areas that are directly impacted by the project by improving the capacity and management
of stakeholders charged with land management will be monitored for reduction in GHG
emissions that contribute to the 41% commitment bracket. This will predominantly be where
themes 2 and 3 of LESTARI interface with National Park authorities, BKSDA, local
communities and the private sector through direct technical assistance and project
implementation, or through grants and subcontracts. As land managers are only indicative at
present (i.e. national park authorities and certain private sector entities), reduced emissions
through LESTARI direct interventions with these actors will be measured as and when
P a g e | 25
partnerships are developed and thus attributed to the project. A breakdown of emissions
reductions and areas under improved management by LESTARI landscape is detailed in the
table below.
Table 3 Key LESTARI targets at the landscape level
Key LESTARI Landscape Outcomes
LESTARI Landscape
Areas Under Improved
Management (ha)
Reduced Emissions
(Mio t.CO2-eq)
Leuser Landscape
1,257,650
7,980,758
Katingan – Kahayan Landscape
2,938,786
55,644,567
4,533,299
16,716,299
Mappi – Bouven Digoel Landscape
2,240,882
13,847,379
Sarmi Landscape
986,328
1,368,478
Cyclops Landscape
36,056
111,367
TOTAL
11,993,001
95,668,848
LESTARI TEAM
Staff
The success of LESTARI requires mobilization of diverse government, private sector, and
civil society partners to understand and commit to a sustainable development vision that
balances LEDS and biodiversity conservation to reduce GHG emissions at the landscape
level. LESTARI staff have technical capacity in climate change and conservation, trusted
and established relationships and networks with stakeholders at all levels, and leadership to
inspire staff and partners to achieve results.
All but three long-term staff are Indonesian professionals, and our entire team has strong
technical and management expertise in Indonesia. Regional coordinators (Aceh and Papua
Provincial Coordinators, and Central Kalimantan Landscape Coordinator) are from their
respective landscapes, bringing established relationships and networks with local language
capacity and cultural sensitivities.
All key staff and the senior management team have worked together successfully on
previous projects—many on IFACS and on previous USAID programs. The three long-term
expatriates—COP Reed Merrill, DCOP Nev Kemp, and Forest Governance Advisor Chris
Bennett—demonstrate their fluency in Bahasa, cultural sensitivity, established networks, and
professional capacity through previous achievements in climate change and conservation in
LESTARI’s Aceh, Kalimantan, and Papua landscapes and at the national level.
P a g e | 26
Implementation Partners
Table 4 LESTARI Implementation Partners
Partner
Role
 Overall technical and administrative
project management
 Lead donor and government
coordination, communication and local
capacity development activities.
 Monitoring, evaluation & learning
Description
Vermont-based consulting firm for 35+
years, Tetra Tech is a highly experienced
USAID partner in the forest sector, currently
taking a leading role on implementing the
Agency’s efforts to support REDD+
strategies globally
Winrock
International
 Provide Private Sector Engagement
Coordinator and Component 3 Lead
 Develop provincial and district
sustainability tools
 Implement Sustainability Reporting
Toolkit for private sector companies
 Develop baseline and REL
Leading international NGO in NRM, carbon
measurement, and MRV; implementer of the
Indonesia CIRCLE project working on oil
palm sustainability and best management
practices
Michigan State
University
 Establish university linkages and build
capacity of key provincial universities to
play more practical, applied role in
support of local government in reduced
GHG emissions & expansion of LEDS
US academic institution, REPLACE partner,
with strong ties to Indonesian academic
institutions; hosts leading center on global
climate change with in-depth experience in
carbon MRV worldwide
 Identify and lead development of
community-based tourism activities,
mentor local organizations related to
ecotourism, and create PPPs with
international businesses
An NGO and REPLACE partner with
extensive experience in Indonesia that helps
communities and businesses develop tools
and relationships to make tourism more
beneficial for everyone; experience working
on Indonesia tourism policies and PPPs
National NGO with over 400 staff and strong
presence in Papua, with a budget of $1.1M
in Papua alone; facilitated creation and
supports Sebangau NP and peatland
restoration; IFACS subcontractor in Asmat
Tetra Tech
Sustainable
Travel
International
WWF-Indonesia
 Manage Mimika, Asmat and Sarmi
landscapes and Cyclops Mountain
Nature Reserve activities
 Improve management of Lorentz and
Sebangau NPs, including comanagement of surrounding areas
 Leverage financial resources to
improve PA management
Wildlife
Conservation
Society
 Improve management of Leuser and
Singkil PAs
 Provide leadership on anti-poaching
and wildlife enforcement
International NGO renowned for its science
and technology related to wildlife
conservation, protected area management,
and controlling illegal wildlife trade; actively
engaged in Leuser NP and work on wildlife
trafficking in Indonesia
FIELD
 Lead village constituency and advocacy
activities
 Develop Lestari Boot Camp training
 Provide field staff to Aceh Tenggara,
Aceh Selatan, and Central Kalimantan
landscapes
Strong national NGO renowned for its work
with farmer field schools, participative
community organization, and livelihood;
IFACS subcontractor working on CCLAs in
over 400 villages
Sahabat Cipta
(Swiss ContactIndonesia)
 Foster livelihood expansion and comanagement in the Aceh landscapes
 Develop PPPs to foster value chain
consolidation in cocoa, nutmeg, and
NTFPs
National NGO with strong experience in
Aceh and cocoa value chains; growing
experience in climate change adaptation;
IFACS subcontractor on livelihoods in Aceh
PT Hydro
Indonesia (South
Pole Carbon
Asset
Management, Ltd)
 Provide national climate finance experts
 Lead support to provincial and district
governments in REDD+-related
activities
 Provide national level policy support
National consulting firm working on CDM
and REDD+ projects, advisors to Ministry of
Forestry and REDD+ Agency, and IFACS
subcontractor working on concept notes for
REDD+
Blue Forests
 Expand mangrove management
activities from Mimika to Asmat
 Develop REDD+ or PES package for
mangrove conservation
National NGO with strong expertise in
mangrove co-management and
conservation. IFACS subcontractor working
in Mimika on Mangrove Action Plans.
P a g e | 27
Partner
Role
Description
Tetra Tech has cultivated strong partnerships with the GOI at all levels, as well as with other
stakeholders in the LESTARI landscapes and at the provincial and national levels. These are
based on trust and respect that have taken many years to develop. They are now paying off
under IFACS and are vital to the successful implementation of LESTARI. We will build on
these partnerships to increase impact on LESTARI by involving our partners from the onset
in the Landscape Baseline Analysis Plan and our initial work planning. LESTARI will work
through the MSFs and government working groups and engage CBOs that represent
constituents that may not be adequately represented in the MSF. It will deepen relationships
at the provincial and national levels by co-locating the Kalimantan Landscape Coordinator,
Aceh Provincial Coordinator, and Papua Provincial Governance Specialist in provincial
government offices.
P a g e | 28
LESTARI’S STRATEGY
This chapter introduces LESTARI’s overall strategy for achieving its emissions reduction and
biodiversity conservation objectives. It begins with a discussion of the Landscape Approach,
which is LESTARI’s overarching approach to engaging stakeholders and fostering a shared
vision for sustainable land use. Next, the chapter explains the various successful tools that
were developed under IFACS and will be operationalized under LESTARI. This
demonstrates the strong bridge between the previous and current project, as well as
LESTARI’s commitment to producing lasting and sustainable impact. Lastly, the chapter
discusses the various new tools chosen and adapted for LESTARI in order to address the
unique and pressing challenges to emissions reduction and biodiversity conservation facing
its landscapes.
LANDSAPE APPROACH
LESTARI applies a landscape approach – a land use management framework that seeks to
integrate policies and actions across sectors in order to harmonize development and
conservation objectives. In other words, the landscape approach is integrated, aiming to
ensure that all the uses of land and all the users of that land are being addressed.
Based on the lessons learned from USAID IFACS, LESTARI develops a clearer and more
effective landscape approach. IFACS was working in regions (termed IFACS landscapes)
and had activities that attempted to aggregate results into landscape-scale actions on
climate change. GHG emission reductions were measured in carbon benefits applied to the
specific areas where activities were implemented. Although this approach was effective, it
was difficult to impact the landscape as a whole. Where initiatives did take a large
geographic scale (a proxy of the geographic ‘landscape’), such as the SEA-LEDS, these
were confined to a specific jurisdiction and not necessary effective in impacting a contiguous
landscape where social, biological, and physical factors interact.
LESTARI is tasked with reducing GHG emissions by 41% within the landscapes. This will
contribute to the GOI GHG emissions reduction commitment of 26% unilaterally and 41%
with international assistance by 2020 (plus aiming for 7% growth). In order to achieve these
ambitious targets (that cover the entire landscape for the 26% contribution of GHG
emissions reduction, as well as sites within these landscapes where additional GHG
emissions reduction up to 41 % should be achieved), the project must use landscape
approach principles.
Elements of a landscape approach needed for success have been synthesized by Sayer et
al1. As they put it, landscape approaches seek to provide tools and concepts for allocating
and managing land to achieve social, economic, and environmental objectives in areas
where agriculture, mining, and other productive land uses compete with environmental and
biodiversity goals. They have summarized landscape approaches based on published
literature, and a consensus-building process to define good practices validated through
surveys with practitioners. The authors found that the landscape approach has been refined
in response to increasing societal concerns about environment and development tradeoffs.
They provide 10 principles to support implementation of a landscape approach as currently
1
Jeffrey Sayer, Terry Sunderland, Jaboury Ghazoul, Jean-Laurent Pfund, Douglas Sheil Erik Meijaard, Michelle
Venter, Agni Klintuni Boedhihartono, Michael Day, Claude Garcia, Cora van Oosten, and Louise E. Buck. 2013.
Ten principles for a landscape approach to reconciling agriculture, conservation, and other competing land uses.
Available at www.pnas.org/cgi/doi/10.1073/pnas.1210595110 PNAS
P a g e | 29
interpreted by practitioners. Although the principles do not provide a panacea, they can
provide a starting point for an improved landscape approach to challenges such as those
faced by the LESTARI project. Elements of a landscape approach needed for success
include:
1. Adaptive Management / Continual Learning
2. Common Concern Entry Point
3. Multiple Scales
4. Multi-Functionality
5. Multi-Stakeholder
6. Negotiated and Transparent Change Logic
7. Clarification of Rights and Responsibilities
8. Participatory and User-friendly Monitoring
9. Resilience
10. Strengthened Stakeholder Capacity
Figure 4 Elements of a Landscape approach
Below are some of the essential landscape approach elements contextualized for LESTARI.
P a g e | 30
Adaptive Management
Landscape processes are dynamic, and changes in landscapes must inform management.
The landscape is often exposed to shocks and unintended impacts that expose previously
unknown or ignored interactions. These are learning opportunities and serve as the basis for
revised landscape strategies. Learning from multiple sources and revision of strategies
requires continual adjustment that leads to
Adaptive Management Framework
adaptive management. A principle aspect of
governance, collaborative management in
national parks, and building constituencies
will benefit from the application of adaptive
management. Tools developed under USAID
IFACS such as KLHS, and Collaborative
Management Frameworks for Mangroves and
National Parks all apply these principles.
LESTARI’s management structure is based
on an adaptive management framework, with
the goal of learning from the activity’s
successes and failures over the activity
lifetime. LESTARI will use quantitative and
qualitative analysis of success at a timescale
of sufficient temporal resolution to build on
successes and make corrections when
investments are unproductive.
While the contract requires that LESTARI
achieve the required results for all objectives at a minimum, there is significant flexibility to
design and implement activities that address the required scope of work.
Common Concern Entry Point
Solutions to landscape scale problems need to be based on shared objectives and values.
However, stakeholders always have different values, beliefs, and objectives; so, aligning
these from the start is unlikely. Therefore, LESTARI identifies ‘entry points’ that bring
landscape stakeholders together and upon which short-term progress can be built. IFACS
tried to build common entry points for the landscapes – low emission development visions –
with the MSF charters. These need to be revisited and consolidated to define how multiple
stakeholders can work together to achieve a landscape approach to conservation and
development. The mangroves along the southern coast of Papua, in the Lorentz Lowlands
Landscape, is one example of a common entry point that stakeholders have identified as a
priority. The issue of fire and its management is another example of a common entry point
for multiple stakeholders in the Katingan – Kahayan Landscape.
Clarification of Roles and Responsibilities
Rules on natural resource access and land use have a large impact on the social and
conservation outcomes in the landscape in Indonesia. These need to be clear and
understood to be the basis for good landscape management. This is often not the case in
landscapes; for example, unfamiliarity with boundaries of conservation areas and ignorance
of the land use zonation under the spatial plan are common. An important aspect of the
landscape approach will involve the communication of these plans and the regulations
associated with them. However, this also needs to be coupled with a fair and accessible
process for managing conflict where it arises. Very often, spatial plans in Indonesia do not
take into account the traditional land use and rights to resources held by local communities.
A balancing mechanism through tools such as the Community Conservation Agreement and
P a g e | 31
participatory mapping is important to resolve conflicts and strengthen spatial plans that are
supported by multiple stakeholders in the landscape.
Multiple Scales and Multi-stakeholders
Outcomes in the landscape are shaped by many processes operating at various scales. An
awareness of these higher- and lower-level processes can improve local interventions and
inform higher-level policy and governance that affects the landscape. Failure to engage the
many different actors in decision-making processes will lead to suboptimal, and sometimes
unethical outcomes. All stakeholders should be recognized, even though the pursuit of
negotiated solutions may involve only a subset of these stakeholders. District awareness of
local interventions through MSF / cross-sectoral working groups has shown promise in
changing policy. The impact of large-scale developments or higher level policies on the local
landscape is where provincial governance and communication efforts have an important part
to play in LESTARI.
Multiple Functionality and Resilience
Landscapes have multiple uses, each of which is valued in different ways by different
stakeholders. Tradeoffs among differing land uses need to be first recognized and quantified
before they can be reconciled. Resilience is an important underlying factor for sustainable
landscapes. Resilience can be expressed in terms of ecological, social, and economic
stability to external pressures, such as those caused by climate change. The SEA-LEDS
developed under IFACS attempted to reconcile different land uses and proposed scenarios
that were more acceptable to multiple stakeholders, reduced GHG emissions and promoted
low emission development. LESTARI is synchronized with GOI’s emissions targets and also
seeks to promote economic, ecological, and social resilience as a climate change mitigation
and adaptation strategy.
The delineation of landscapes is a critical process that affects where and how LESTARI
activities will be implemented on the ground, and where the impact of these activities is
measured. LESTARI proposes the application of the term “value landscapes” and
“operational landscapes”.
•
•
2
Value Landscapes (VL) lie within operational landscapes and are defined as the
areas where the impacts of LESTARI activities—to reduce deforestation and
degradation—are measured. The VL is defined and delineated by the current2 extent
of primary and secondary forest and all peatlands.
Operational Landscapes (OL) are defined as where landscape level LESTARIsupported actions will take place. The OL is also used to define the historical landbased Reference Emission Level (see below) where deforestation and degradation
have been experienced during the base years used.
The latest available ‘current’ base year used to map the extent of primary and secondary forest and
peatlands in the LESTARI landscape was 2013.
P a g e | 32
Figure 5 Value and Operational Landscapes definition
THEORY OF CHANGE
LESTARI is implementing and integrating the framework required by all USAID projects with
a biodiversity objective, termed USAID’s “Biodiversity Code”. All project activities that are
designed to improve biodiversity are designed with a systematic enumeration of the threats
and drivers of biodiversity loss, and a corresponding “Theory of Change” that articulates how
interventions are expected to address threats to biodiversity, drivers of biodiversity loss, and
lead to positive biodiversity outcomes. The LESTARI monitoring and evaluation framework is
built using indicators to monitor the postulated outcomes, and will allow the project to adjust
its theory and interventions if outcomes are not as expected. The results framework for the
project is shown in the Theory of Change and Performance Indicators section at the rear of
this document, and the full results chains for each Strategic Approach in the Technical
Themes chapter.
P a g e | 33
Figure 6 LESTARI diagrammatic results framework
P a g e | 34
TOOLS FOR LESTARI
LESTARI will build on and operationalize many of the foundational tools developed under
IFACS. These include: the Multi-stakeholder Forum (MSF), Strategic Environmental
Assessment and Low Emissions Development Strategies (SEA – LEDS), Landscape
Conservation Plan (LCP), Conservation Management and Monitoring Plan (CMMP), and
Community Conservation and Livelihoods Agreement (CCLA). LESTARI will also implement
various new and innovative tools in its landscapes, including: Integrated Fire Management,
Management Effectiveness Tracking Tool, Sustainability Investment Screening Tool, and
Theory of Change. Together, these tools provide a broad range of options that cut across all
three technical themes and allow the LESTARI team to implement strategies and achieve
results in a targeted manner.
IFACS Foundational Tools
Multi-stakeholder Forums
A key successful and lasting initiative developed under IFACS, MSFs give a voice to all
vested parties in the land use decision-making process. MSF members come from local
government agencies, NGOs, cultural or religious organizations, private sector entities,
universities, media, and local communities. All MSF members are committed to promoting a
more inclusive and transparent governing process that conserves forest and biodiversity
resources and improves overall welfare. MSFs focus on including underrepresented social
groups, such as women and minority groups, so that they can advocate for and assert their
rights. They are a key mechanism for strengthening citizen-based mechanisms for public
input on land use. A strong and inclusive MSF, in conjunction with LCPs and SEA-LEDS, will
allow for greater engagement with district governments on creating spatial plans and
medium term development plans that incorporate equitable and sustainable land use.
In building from IFACS, LESTARI will continue to implement MSFs in each of its focal
districts as a cornerstone to improving constituencies for conservation. Currently, IFACS’
MSFs in Aceh Selatan, Gayo Lues, Pulang Pisau, Mimika, and Sarmi have received
recognition via Bupati decree (SK), while MSFs in Aceh Tenggara and Asmat are still
awaiting approval. All IFACS’ MSFs in Aceh, Central Kalimantan, and Papua have been
trained in and are capable of producing LCPs.
The overall vision for MSFs under LESTARI is to foster a dynamic and open platform for
local stakeholders to be heard and be accountable for the commitments they make. To
encourage stakeholder expression of concerns and expectations, MSFs will be places for
reasoned public discourse (sensu Amarya Sen, The Idea of Justice) where different, even
usually-opposing stakeholders find a conducive setting to talk through problems that too
often are polarizing. While we recognize that MSFs are not decision-making bodies, we will
institutionalize their roles through regularized work plans and annual meetings. This will
increase their political and government recognition, pressuring policymakers to acknowledge
the MSFs role to enhance transparent and accountable environmental governance.
In bridging the MSFs impact up from the district level to provincial level, LESTARI will
implement a phased approach. Even as decision-making shifts formally to the provinces, the
“voices” of the districts must not be silenced. The provinces must depend upon districts’
input or be accused of making uninformed decisions that impact district communities.
Therefore, there will be the need for MSFs at the provincial level where district
representatives are heard following a similar approach to those at the district level.
P a g e | 35
Strategic Environmental Assessment and Low Emissions
Development Strategies (SEA – LEDS)
SEAs are a key part of the spatial planning process and required by Law No. 32 / 2009 on
Environmental Protection and Management. Written by a team within the district
government, they assess how government policies, plans, and programs are likely to be
affected by climate change, poverty, social cohesion, ecosystems, and biodiversity. A
comprehensive and accurate SEA is crucial to developing a spatial plan that incorporates
LEDS. Hence IFACS provided the necessary technical support for district governments to
complete high-quality SEAs.
Landscape Conservation Plan (LCP)
In conjunction, LCPs were developed under IFACS as a tool to give local communities
quality information about the conservation value of their land and ensure that government
plans consider local conservation needs. The LCP highlights areas of HCV, identifies threats
to these areas (i.e., deforestation for agriculture, wildfires), and suggests interventions to
mitigate these threats. IFACS supported the development of quality LCPs and SEA-LEDS to
guide district spatial planning that encompasses a vision for integrated land use, sustainable
and equitable LEDS, and conservation of critical environmental services. Although IFACS’
work in supporting LCPs and SEA-LEDS was a critical first step in building capacity and
awareness for conservation and LEDS, much more technical support is required. None of
the SEA-LEDS supported by IFACS have been incorporated into district spatial plans and
on-the-ground results are negligible due to long periods required for approval across the
various levels of government. Hence LESTARI will operationalize both LCPs and SEA-LEDS
through the following:




Work through local government and the MSF to integrate district-level spatial
planning work with the provincial level
Expand impact at district and landscape levels by integrating spatial planning into
RPJMs’ planning and budgeting as well as licensing
Influence policy at the national level
Leverage budget support through facilitating dialog between focal district/landscape
and provincial to national-level government agencies so that their recommendations
are officially incorporated into district and provincial spatial plans
Conservation Management and Monitoring Plan (CMMP)
CMMPs established under IFACS provide a framework for private sector entities to develop
and implement their corporate responsibilities in land use and conservation. IFACS
supported CMMP development by partnering with companies to identify areas of HCV and
HCS within their concessions and subsequently developing strategies to manage threats to
these areas/assets. LESTARI will build upon this work by engaging with the private sector to
operationalize CMMPs. This will involve supporting the implementation of best management
practices and acquisition of third party sustainability certification such as FSC and RSPO.
LESTARI will also support companies in developing public-private-partnerships for green
enterprises. This will target both new ventures into eco-friendly businesses, and support
existing business such as palm oil or fiber firms adapting emission-reducing technologies.
Community Conservation and Livelihoods Agreement (CCLA)
CCLAs developed under IFACS are contracts under which the community agrees to
undertake activities aimed at rehabilitating and conserving their natural resources in
exchange for training or support for sustainable livelihood development. The CCLA also
establishes a community-based monitoring system to make sure that all community
P a g e | 36
members comply with the agreed rules. IFACS successfully established 181 CCLAs in target
villages. These agreements, now referred to as Community Conservation Agreements /
Kesepakatan Konservasi Masyarakat (CCAs/KKMs) will be expanded under LESTARI
through the following:
 Expand CCAs/KKMs to cover 400 villages
 Through the Grants Fund, identify and then set aside critical areas that contribute to
sustainable livelihoods development for women and men alike
 Train representatives from villages with CCAs/KKMs, including women and
indigenous groups, on their rights related to land use with a focus on the new policy
developments
New Tools
LESTARI applies a range of new and innovative tools to accomplish its key results of
reducing greenhouse gas emissions and conserving biodiversity in its target landscapes.
These tools cut across all technical themes and help the LESTARI team to improve
protected area management, engage with the private sector, incentivize ecosystem
preservation among stakeholders, and build capacity among constituencies for sustainable
land use decision-making.
Integrated Fire Management for Kalimantan
Approximately 80% of Indonesia’s GHG emissions is from land based activities, and of those
land based activities 80% is from fires. It is estimated that from those fires, 95% of the
smoke haze is from peatlands, which are especially prevalent in Central Kalimantan
Province. Using this analysis as a backdrop, it is clear that considerable effort into peatland
fire prevention will return significant benefits toward GHG emissions targets, as well as
reduce human health impacts, reduce economic losses, and mitigate further environmental
degradation.
Indonesia is recognized as hosting two wet and dry seasons across the each year,
commonly referred to as the southern monsoon and the northern monsoon (referring to the
rainfall directional patterns). The intervening dry period is when land use change activities
are at their peak, and the use of fire is often used as part of that process. When considering
fire management activities across a year, the use of a seasonal calendar to guide the timing
and duration for activities can be of benefit to schedule work and specific activities to fit
within the seasonal patterns.
Integrated Fire Management (IFM) is being introduced to LESTARI as a core set of fire
management activities, elaborated within a robust and recognized model of management.
IFM is a holistic approach to fire management where multiple agencies, private, and
community teams can join together during fire prevention and suppression efforts to support
each other. Integrated Fire Management recognizes that fire cannot be managed by one
single agency or landholder. It is a shared responsibility across all land managers in the
public and private sector, both small holder and large land holders.
Community Based Fire Management (CBFiM) is an offshoot of Community Based Natural
Resource management (CBNRM). Aimed at working with people and communities, it
highlights the need to properly engage with communities who are both igniting fires (for
livelihood sustainability) and being impacted by fires. It is appreciated that 100% of fires in
Indonesia are human caused, so a people engagement process is an essential part of the
planning and implementation process within an IFM plan.
LESTARI integrates both of these established frameworks for addressing fire-related
challenges in its Central Kalimantan landscapes. IFM is the overall guiding framework used
P a g e | 37
to characterize circumstances and formulate strategies, within which CBFiM is used to
capture insights from community stakeholder groups. In addition to preventing and
suppressing fire, this tool will also incorporate peatland restoration, which is especially
critical in the Katingan-Kahayan Landscape. Hence restoration activities will go beyond fire
prevention to include silviculture, replanting, and rewetting.
Table 5 LESTARI fire management approach
Fire Management Approach for LESTARI
USAID LESTARI will utilize the guiding frameworks of Integrated Fire Management
(IFM) and Community Based Fire Management (CBFiM) concurrently.
The IFM framework will characterize and capture the landscape scale fire circumstance,
planning and activities. The scale of an IFM plan and set of activities will be
approximately a sub-district scale.
The CBFiM framework will characterize and capture community level insight,
information and decisions relating to fire management in their sphere of influence. The
scale of a CBFiM component input could be a single village or cluster of villages
together, dependent upon consistency or disparity of information and perspectives
between villages.
Integrated Fire Management
Event Analysis
Fire Cause and Fire Behavior assessment.
Describe the fire type and characteristics,
ignition source, fire behavior, recurrence and
history.
Impact Analysis
Analyze Fire Impact on human and other
values impacted by fire, including; livelihood
sustainability, social, cultural, economic,
ecological, and environmental impact
Context Analysis
Analyze the current and planned land use
pattern in order to predict changing events
and impacts
Community Based Fire Management
Scene Setting
Introductory meetings with Local
Government, stakeholders and community
participants
Fire and livelihood Assessment
Discussion of Fire and Livelihood Assets and
the response of residents and government to
fire, and discussion on Impact of Fire on
Capital Assets and Livelihoods (Calendar
related to fire, historical context of fire, fire
and capital assets)
Village Mapping
Map development, transects and validation
of maps
Vulnerability and Resilience
Analysis including assets and livelihoods
IFM Strategies and Actions




Prevention
Preparedness
Response and
Recovery
Approvals and Budget Resourcing
Seek Government endorsement for the plan
and suitable budget and resources to
implement
Community Actions
Local fire management actions, nesting
these within the local Government IFM plan,
for joint initiative and support
Socializing the Plan
Field day and field exercises to build
engagement and ownership
P a g e | 38
Management Effectiveness Tracking Tool (METT)
The Management Effectiveness Tracking Tool (METT) was developed by the World Wildlife
Foundation and The World Bank to track and monitor the effectiveness of protected area
management. It provides a rapid and replicable assessment designed to reveal trends,
standardize assessment and reporting, and aid in adaptive management.
METT’s straightforward questions allow park management authorities to complete the
assessment without requiring outside research. It consists of two primary sections –
datasheets and an assessment form. The datasheets contain contextual information such as
size and location, local designation, and budget, as well as a ranking of threats. The
assessment form consists of a 30-question scorecard that quantifies performance based on
a 4-point scale (0-3). Each question also requires an explanation for qualitative judgments,
such as detailing the level of staff knowledge or results from external studies. A sample
section of the assessment form is depicted below:
Table 6 METT
Issue
Criteria
1. Legal status
Does the
protected area
have legal
status (or in
the case of
private
reserves is
covered by a
covenant or
similar)?
Context
Score:
Tick only
one box
per
question
The protected area is not
gazetted/covenanted
0
There is agreement that the
protected area should be
gazetted/covenanted but the
process has not yet begun
1
The protected area is in the
process of being
gazetted/covenanted but the
process is still incomplete
(includes sites designated
under international
conventions, such as Ramsar,
or local/traditional law such as
community conserved areas,
which do not yet have national
legal status or covenant)
2
The protected area has been
formally gazetted/covenanted
3
Comment/
Explanation
Next steps
Overall METT encompasses 6 key elements (context, planning, inputs, process, outputs,
and outcomes) crucial to effective protected area management. METT allows park managers
to identify needs, constraints, and priority actions to improve protected area management.
This is illustrated in the following diagram.
P a g e | 39
CONTEXT
Values and
threats
PLANNING
Vision of
where we
want to be
INPUTS
Allocation of
resources
PROCESS
Management
actions
OUTPUTS
Products and
services
OUCOMES
Impacts
achieved
METT is one of the key strategic tools utilized in implementing LESTARI’s technical theme 2:
conservation co-management. In addition to its thoroughness and user-friendly design,
METT was selected because it allows the LESTARI team to monitor a portfolio of sites with a
single, cost-effective tool.
Specifically, LESTARI will work with the Directorate General of Forest Protection and Nature
Conservation (PHKA) to further refine METT and apply it to each Conservation Area. The
LESTARI team will also hold training and capacity-building events for PA managers, patrol
managers, and other staff on monitoring, co-management, ecotourism, wildlife trafficking and
poaching, gender issues, and others as appropriate and informed by the METT for each PA.
Further details on how and where METT will be implemented can be found in the Landscape
Work Plans.
Sustainability Investment Screening Tool
Companies that are engaged in unsustainable business practices, especially in resourceintensive sectors such as palm oil, are left exposed to greater regulatory, reputational, and
operational risks. Hence there is a growing appetite among the private sector for integrating
best management practices for sustainability, such as measuring and reporting emissions,
setting quantifiable targets to reduce impacts, and adopting third party certification schemes.
At the same time the national government in Indonesia is setting conservation and
sustainability targets for industries. Initial guidance on how to account for these conservation
and sustainability targets, and acquire licensing and permitting are emerging, but practical
systems for implementation are yet to be tested at the provincial and district level.
To promote private sector engagement and pilot provincial and district level accounting of
emissions and conservation targets, Winrock will develop a Sustainability Reporting Tool
(private sector focused) and an Environmental Assessment and Monitoring Tool (public
sector focused). These toolkits build off Winrock’s Sustainability Investment Screening Tool
that was developed under the CIRCLE Project and screens oil palm mills against
sustainability criteria. The new toolkits will work across all major private land use sectors (oil
palm, forestry, mining, agroforestry, and agriculture), and will provide a spatially explicit GIS
platform that will enable monitoring and planning at the district and provincial level.
The goal for private sector Sustainability Reporting Tool is to enable different sectors to
follow simple and consistent methods, have access to appropriate data, all facilitated by a
set of user-friendly tools that will allow licensing and permitting for conservation and
sustainability targets in Indonesia and for third-party standards (e.g. FSC, RSPO).
The goal for the public Environmental Assessment and Monitoring Tool is to work closely
with district and provincial governments, asses their existing systems for land use
management, work to integrate conservation and sustainability involving licensing and
P a g e | 40
permitting into these existing systems, and to develop a GIS platform that presents existing
data in a format that enables better land use planning and monitoring tool.
LESTARI will operationalize these tools in its engagement with district governments and the
private sector to identify and promote best management practices. The toolkit will enhance
licensing and permitting processes by assessing the viability and sustainability of proposed
land use investments. It will enable transparency, consistency, and meet national,
international, and third party sustainability standards. It will ultimately support decisionmakers to transparently determine if licenses should be given for proposed investments.
P a g e | 41
LESTARI TECHNICAL
THEMES
LESTARI is implemented through three integrated, synergistic technical themes, each with
core strategic approaches used to operationalize it (see Appendix for LESTARI Results
Framework). These themes integrate the contract’s technical components, with the
contract’s intermediate results included within the appropriate theme for each (see Appendix
4: Map of Technical Components and Tasks to Strategic Approaches). Strategic approaches
in turn integrate the foundational and new tools and are used as appropriate in project
landscapes.
1 Forest land
use
governance
and advocacy
Lestari
Technical
Themes
3 Private
sector
engagement
2
Conservation
CoManagemetn
Figure 7 LESTARI technical themes
TECHNICAL THEME 1: FOREST & LAND USE
GOVERNANCE & ADVOCACY
Introduction
Technical Theme 1 focuses on supporting effective forest and land use governance
practices while building strong constituencies that can advocate for their communities’ rights
and interests. We will implement a range of strategic approaches to support this theme and
foster a shared vision for sustainable land use. This will include increasing media,
government, and local level awareness; operationalizing LCPs and SEAs; and enhancing
environmental governance practices at the district level. Our theory of change for this
technical theme is that through strengthened governance and advocacy (including inclusive
and transparent planning, budgeting and increased funding, natural resource licensing, and
P a g e | 42
monitoring and enforcement), biodiversity will be conserved and emissions ultimately
reduced in LESTARI landscapes.
LESTARI 1 - Awareness and Advocacy
Leaders and public alike are becoming more attuned to their natural resource management
(NRM) problems given decades of rampant deforestation, the choking haze of land and peat
fires across Sumatra and Kalimantan, and unmet promises of improved rural livelihoods.
Advocacy is essential to the success of the overall project. It builds on awareness developed
through IFACS and integrates activities to ensure all local stakeholders, especially
underrepresented and marginalized groups, are equipped to contribute to sustainable land
use decisions and policy through informed action. Stakeholders will be engaged through
MSF communication and outreach campaigns, which will give them a voice about the
efficacy of past tools (such as CCLA, CMMPs and BMPs) and other initiatives that should be
implemented in support of conservation and reducing deforestation. Our theory of change is
that better-informed constituencies for conservation3 will both reduce the level of
deforestation and lobby for policy that supports forest conservation (see Figure 8 LESTARI 1
Theory of Change). The awareness and advocacy strategic approach includes the following
(contractual) tasks:
C1.1 Increase Government Level Awareness, Appreciation, and
Advocacy; C4.1 Improve Local Level Awareness, Appreciation, and
Advocacy; and C4.2 Empower Media Coverage of Environmental
Issues
Increasing stakeholder’s awareness and appreciation of LEDS and biodiversity conservation
has been a major part of IFACS. LESTARI will deepen and expand previous MSF
communication initiatives in focal districts, and integrate this into results-driven dialogue
between communities, district decision-makers, and regional and national levels. Different
than a communications strategy, the awareness and advocacy strategic approach includes a
wide set of activities to build broad-based awareness, appreciation, and advocacy on LEDS
and biodiversity conservation, and generate the demand for increased and diversified
participation in land use decision making and benefit sharing that leads to government
decision-makers embracing a conservation and sustainable vision for land use.
Because every district is unique, LESTARI will develop awareness and advocacy strategies
with the MSF in each district although the general aims will be the same—the formation of
strong sustainability visions based on broad-based constituencies. The strategic approach
will identify target audiences, messages, and desired behavior changes, both in community
level constituents and decision-makers. In particular, the strategy will identify potential local
resources and organizations capable of playing a role in constituency building, particularly
those underrepresented in the MSFs, where support through grants, subcontracts, or PPPs
can be provided. As such, implementation of the awareness and advocacy strategies can be
an ideal entry point for the revitalization of the MSF, and the revision of their core objectives
that can be facilitated over the course of LESTARI, including the advocacy for government to
adopt sustainable development visions that impact land use and reduce deforestation and
degradation. The strategy will be augmented through the effective use of the media through
frequent engagement with media representatives, training, and provision of accurate,
evidence-based, and engaging stories, both successes and problematic cases such as NRM
3
Including men, women, youth, and indigenous groups in targeted landscapes, and including groups with secured rights,
benefits and responsibilities through NRM co-management, and derive co-benefits from conservation and sustainable use
of forest resources.
P a g e | 43
conflicts between communities and third parties, to develop constituencies for sustainable
development. LESTARI will launch a green governance award campaign this year, bringing
positive recognition and modest monetary rewards for good practice among the government,
NGOs, and private sector.
Table 7 LESTARI Strategic Approach 1
LESTARI 1 - AWARENESS AND ADVOCACY
Activities
1.1. Awareness and advocacy
strategy analysis
Inputs
LESTARI staff
Milestones
Target audience, message, desired
behavior, and appropriate media identified
Potential local resources and
organizations capable of playing a role in
constituency building identified
1.2 Formation of community-civil
society champions
LESTARI staff
Civil society champions trained and
advocated for strong sustainability vision
1.3 Awareness and advocacy
strategy implementation
LESTARI staff
Advocacy campaigns conducted starting
in 1st year in each landscape; leading to
target audiences receiving message,
retaining knowledge, changing attitudes,
values, and behaviors – constituencies for
conservation developed
1.4 Empowerment of media
coverage
LESTARI staff
Formation of Aceh, Papua and Central
Kalimantan journalist networks, Q4
At least 2 journalist field visits to
encourage reporting on LESTARI
landscape, LEDS, climate change
mitigation and biodiversity conservation
issues in 1st year
1.5 Advocacy and lobbying
LESTARI staff
Sustainable development vision
developed by government advocacy
campaigns conducted in 1st year in each
landscape
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Figure 8 LESTARI 1 Theory of Change
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LESTARI 2 - Operationalize Strategic Environmental
Assessments (SEAs) and Landscape Conservation Plans
(LCPs)
The strategic approach to operationalize Strategic Environmental Assessments (SEAs) and
Landscape Conservation Plans (LCPs) builds from the tools developed under IFACS. IFACS
facilitated preparation of SEA-LEDS with government agencies and LCPs with MSFs in 11
focal districts. SEAs-LEDS assess the environmental impact of policies, plans, and
programs, providing alternative development options and impact mitigations to ensure
sustainable development. Crucially, they require public consultation to enable transparency
and improved governance. LCPs augment SEAs-LEDS by including priority HCV and HCS
forest areas in the landscape in a plan for conserving these areas. Together they set the
framework for improved forest management.
Major planning instruments (RPJM/P, RTRW, annual APBD, etc.) are supposed to take into
account the findings of SEAs that are the responsibility of a government agency, usually
BAPPEDA. SEAs are assessment tools, not plans and therefore not legalized which would
unnecessarily restrict ongoing and iterative revsions when new data and results of partial
assessments become available. That being said, LESTARI will rigorously promote their use
and verify that the formal planning instruments take the SEA-LEDS recommendations for
conservation into account. Of particular concern is the recommendations for changes in the
spatial plan that the SEA-LEDS have highlighted in the optimum scenario, and areas of HCV
and HCS forest throughout the landscape that are at threat and located in areas designated
for development.
Our theory of change is that the incorporation of SEA-LEDS and LCPs recommendations
into government planning documents will lead to more sustainable land use policy, which
contributes to conserving biodiversity and reducing emissions (see Figure 9 LESTARI 2
Theory of Change).
C1.2 Operationalize Strategic Environmental Assessments (SEAs)
and Landscape Conservation Plans (LCPs)
LESTARI will assist local governments to produce publically available information on the
status and availability of all strategic assessments and plans (SEA and RENSTRA) as well
as development plans (RPJM, RTRW, RAD, etc.). Once the RPJMD has been completed, it
is not changed for that period. A later SEA, however, can be used as a reference for the
RPJMD to be evaluated and a future RPJMD (next cabinet) changed accordingly. Please
refer to the Appendix for the table on Spatial Planning and SEA document status in
LESTARI Landscapes.
While the most effective regulations that impact HCV and high carbon stock forest are the
spatial plan and mid-term development plan, other regulations may prove effective as
LESTARI unfolds in the landscape. The flow of activities in table 8 includes the development
of regulations that incorporate recommendations from the SEA-LEDS, LCP and position
papers produced under IFACS. We have widened the scope of regulations that may be
developed or updated with these recommendations.
In the first year, LESTARI will conduct assessments to evaluate the status of the SEAs and
LCPs and the incorporation of their recommendations into policies, plans, and programs
affecting the environment; and the appropriate form of working group needed to update
SEAs and LCPs. Every effort will be made to ensure that responsible local agencies have a
resilient sense of ownership in LESTARI through aligning LESTARI and their goals. A work
plan for the thorough integration of SEA and LCP will be developed by the end of the year.
P a g e | 46
LESTARI 2 - OPERATIONALIZE SEAs AND LCPs
Activities
Inputs
Milestones
2.1 SEA-LEDS and LCP
recommendation analysis
LESTARI staff
2.2 Formation and facilitation of
appropriate level SEA-LEDS
working groups
LESTARI staff
Appropriate level SEA-LEDS working
groups formed (involving elements of
MSF) to drive forward operationalization
activities
2.3 LCP revision and LCP-SEALEDS integration plan (updated
position paper produced under
IFACS)
LESTARI staff
Updated LCP and operationalization work
plan for incorporation of LCP and SEALEDS recommendations into provincial
and district spatial plans and mediumterm development plans and budgets
identified
2.4 Regulation development
that incorporates SEA and LCP
recommendations
LESTARI staff
District and Provincial spatial plans and
medium-term development plans and
budgets that incorporate SEA and LCP
recommendations
2.5 Capacity building for district
government for planning and
management in accordance
with SEA and LCP
recommendations
LESTARI staff
RENSTRA (annual strategic plans) that
incorporate activities in line with SEA and
LCP recommendations
STTA
Status analysis of SEA-LEDS and LCP
recommendations and their incorporation
into provincial and district spatial plans
and medium-term development plans and
budgets identified
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LESTARI 3 - Environmental Governance
Land use planning and licensing of natural resource use is the single largest contributor to
GHG emissions in the LESTARI landscapes. Environmental governance is a principle
strategic approach that contributes to improved planning, permitting, and enforcement of
natural resource use within landscapes. It is an interlinked approach that combines
introducing citizen-based mechanisms for input on land use, as well as increasing the
districts’ willingness to adopt such input, with improved mechanisms for licensing,
monitoring, and enforcing the use of natural resources. The strategic approach also links to
operationalizing SEA and LCP recommendations and awareness and advocacy strategic
approaches. Our theory of change is that strengthening community participation while
improving licensing, monitoring, and enforcement processes will lead to more effective land
use and forest governance, which will conserve biodiversity and reduce emissions (see
Figure 11 LESTARI 3 Theory of Change). The environmental governance strategic approach
includes the following (contractual) tasks:
C1.3 Improve Licensing and Permitting Processes
LESTARI will drive license and permitting reform at the district and provincial level that
ensures more equitable and sustainable economic development while achieving emissions
reduction and conservation targets in each landscape. The mechanisms for input on land
use is interlinked with this task and coordination between the district and province is
essential, as much of the permitting authority previously mandated to the district level has
been recentralized to the province (in accordance with Law 23 of 2014). Many authorities
across Indonesia have established “one-stop shops” and similar licensing transparency
initiatives that will provide benchmarks and models for similar initiatives that affect the
LESTARI landscapes.
LESTARI will identify the formal process of shared permitting responsibilities between
provinces and districts, distinguishing between procedural approval of a stage in permitting
and who actually signs off, as well as how this is working and undoubtedly varying across
regions. While provinces will now sign most permits, district approval will be sought because
districts will be expected to oversee results and be responsible for results.
During the first year, LESTARI will work with district governments to review and align
licenses and permits (legally approved and in process) impacting forest and land use with
their spatial plan. This work will include identifying communities, HCV, and HCS forest areas
(already identified during IFACS) that lie within the concessions and other potential conflicts
between high value forests and the spatial plan, and make these data and analyses
available to the public at the village, district, and provincial levels.
LESTARI will then work with district governments to establish protocols and procedures for
ensuring informed public participation in reviewing applications for licenses and permits. A
transparent, publicly accessible investment screening tool – Environmental Assessment and
Monitoring Tool – will be developed by Winrock. It will assess the viability and sustainability
of proposed land use projects to determine if licenses should be given for proposed
investments. A dispute resolution protocol to address conflicts between proposed and actual
licenses and stakeholders will be developed. This will build upon any dispute resolution
mechanisms that currently exist as well as the judicial system for cases where illegal
activities are found. Concurrently, we will advocate and support for the regular and
transparent use of the existing regulatory processes such as environmental impact analysis
(AMDAL) and environmental monitoring and management plans (UKL-UPL)
Improving the licensing and permitting process is advanced in Papua — a priority given the
high level of interest in conversion of this “last frontier” of HCV forest for plantations and
P a g e | 49
other extractive interests. LESTARI will build on the standard operating procedures (SOPs)
developed by the UKCCU Protarih project and ensure their operationalization. This process
will be quickly expanded to Central Kalimantan and Aceh to manage licensing and permitting
and reduce the incidence of fires on peatlands.
C1.4 Monitor and Enforce Land Use
Indonesia’s recent history of forest loss and its undesirable position as a global leader in
GHG emissions and air pollution from the land use sector is largely attributable to ineffective
and inequitable monitoring and enforcement of the spatial plan as well as a general
undervaluation of forestry resources. LESTARI will tap into the enthusiasm to support an
informed and transparent overhaul of monitoring and enforcement of the spatial plan while
encouraging value-added development. This includes building capacity for more scientific
and participatory monitoring at the landscape level, and linking this to provincial and national
targets.
Indentify parties for
collaberation with SDI
Build monitoring
capacity of SDI
Facilitate land
use
monitoring
Figure 10 Strategy for land use monitoring
As monitoring and enforcement of land use under Technical Theme 1 is that related to
administrative and governance aspects of land use planning LESTARI will continue to build
upon IFACS progress on developing SDI units, linked to OneMap, to improve the accuracy,
consistency, and availability of land use information. We will define needs for each district to
carry out semi-annual monitoring of land use change to assure it is legal and consistent with
the current spatial spatial plan and inline with the recommendations from the SEA-LEDS if
the current spatial plan has not been revised or ratified. Meanwhile, the GIS-based tool,
developed as part of the investment screening tool, will support an informed, consistent, and
transparent monitoring of emissions reduction and conservation targets.
C4.3 Strengthen Citizen-based Mechanisms for Public Input on
Land Use
LESTARI will work with district and provincial governments to create space and opportunities
for citizens to engage on land use issues, especially licensing and permits and monitoring of
enforcement efforts. Activities aimed at strengthening spatial data use and dissemination will
involve community stakeholders and enable and inform public discourse. This task links with
awareness and advocacy to build stronger constituencies for LEDS where citizens are better
informed and appreciative of their natural resources and the environment. To further
strengthen citizens’ ability to interact with government officials and provide public input on
land use issues, LESTARI will identify groups of leaders in communities and train them in
relevant policy developments in Indonesia regarding community rights and responsibilities of
natural resource utilization, as well as in facilitation and public speaking to increase their
effectiveness as spokespersons to advocate for these rights and responsibilities.
P a g e | 50
C1.6 Increasing District Governments’ Willingness to Adopt Input
from Citizen-based Mechanisms
The willingness to adopt input from citizen-based mechanisms is based on trust between
government and civil society. Under LESTARI, we propose to continue to use and further
strengthen (and revitalize where needed) the MSFs to serve as a bridge between citizens
and local government and foster trust-based relationships built upon mutual respect.
LESTARI will develop and implement a program of training activities for district government
officials and other MSF members on topics such as participatory development, conflict
resolution, and civil society engagement, to equip the MSF with the capacity to act as a
citizen-based input mechanism that reports to the government on land-use issues. This
mechanism will be promoted to communities through public outreach campaigns, regular
public audiences, and other appropriate channels to allow citizens to provide input on land
use and report illegal activities. Concurrently, LESTARI will strengthen constituencies
through awareness and advocacy strategies so that they are better prepared to provide
valuable input to the district government and offer informed engagement in conservation and
LEDS activities.
LESTARI 3 - ENVIRONMENTAL GOVERNANCE
Activities
3.1 Analysis of licensing and
permitting processes directly related
to land use
Inputs
Milestones
STTA
Licensing and permitting assessment report
clarifying BAU issues, roles and
responsibilities, procedures and
requirements under an improved licensing
and permitting process
LESTARI staff
STTA
Spatial plan analysis report detailing status
of spatial plan, Ministry of Agrarian and
Spatial Planning, spatial plan monitoring
systems, and permitting and licensing
issues that will lead to environmental
degradation and increased GHG emissions
from HCV and HCS forest areas and
potential conflicts with communities
MSF
MSF/working group recommendations for
more transparent and environmentallyfriendly procedures
3.2 Development of licensing
transparency protocols
(Environmental Assessment and
Monitoring Tool) and procedures at
the provincial level
LESTARI staff
Gather all relevant data, develop methods,
work with public and private partners,
create a Toolkit that will enable
transparency, consistency, and meet
national, international, and third-party
sustainability standards
3.3 Dispute resolution mechanism
development
LESTARI staff
Mechanism developed and implemented to
resolve land-based disputes
3.4 Development of publicly
accessible database registry for
spatial planning, permitting, and
licensing linked to OneMap,
LESTARI staff
Database with accurate, consistent, and
publically available information on land use
launched
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LESTARI 3 - ENVIRONMENTAL GOVERNANCE
Activities
Inputs
Milestones
3.5 Capacity building for more
scientific and participatory
monitoring at the landscape level
STTA
Monitoring implemented and data linked to
provincial and national levels
3.6 Identification and training of
leaders in each landscape from
CBOs (women, youth, and
indigenous populations) on land use
issues, rights and responsibilities
LESTARI staff
Cadres of community leaders capture,
understand, and articulate land use issues
and can communicate these effectively to
advocate for their rights and responsibilities
3.7 Revitalizization or formation of
MSFs to serve as a bridge between
citizens and local government
LESTARI staff
MSF as a mechanism for citizen based
input recognized by district leaders
3.8 Development and
implementation of training activities
for district government officials and
other MSF members (e.g.
participatory development, conflict
resolution, and civil society
engagement)
FIELD
MSF with the capacity to act as a citizenbased input mechanism that reports to the
government on land-use issues
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TECHNICAL THEME 2: CONSERVATION COMANAGEMENT
Introduction
LESTARI’s success at the landscape level is dependent on effective management of PAs
and other critical areas. LESTARI defines the term critical area as an area identified for
conservation because of its high conservation value or high carbon value. Both PA and
critical area co-management will target the preservation of high-carbon forests as well as
habitat for key species such as the orangutan. Our theory of change for this technical theme
is that through improved governance, protection and management, innovative finance,
expanded and empowered constituencies for conservation, and co-management of adjacent
and critical areas, PA management will be improved, emissions reduced, and biodiversity
conserved (see Figure 13 LESTARI 4 Theory of Change and Figure 15 LESTARI 5 Theory
of Change). We will work to support and improve conservation co-management by working
at three levels: increasing capacity of the NP staff responsible for their conservation area
management with partners WWF and WCS, piloting innovative financing for PAs, and
improving co-management adjacent to the PA and in critical areas4.
As with all of the Technical Themes, this is an integrated approach, particularly to Green
Enterprise development and the connection between livelihoods and successful comanagement (see p.61).
LESTARI 4 - Co-Management
LESTARI uses an IUCN definition of the term co-management which includes “a situation in
which two or more social actors (parties) negotiate, define and guarantee amongst
themselves a fair sharing of the management functions, entitlements, and responsibilities for
a given territory, area, or set of natural resources” – in this case for conservation and
sustainable NRM utilization. The co-management strategic approach includes the following
(contractual) tasks:
C2.3 Improve Co-management Adjacent to Conservation Areas and
C4.4 Improve Co-management Adjacent to Critical Areas
Key to project success is building capacity and commitment for co-management among
relevant actors in areas adjacent to PAs and critical areas. This is essential for pressure
reduction on the PA through more transparent, negotiated roles and responsibilities.
Relevant actors will include Ministry of Environment and Forestry Park Staff, provincial and
district governments, relevant CSOs, and villages living adjacent to and dependent on PA
and critical areas resources and services.
Many critical forest areas within LESTARI landscapes are poorly managed and experience a
high rate of deforestation and degradation as a result. With the absence of effective
management, a high level of local social capital, including cohesive communities, is essential
for conservation of these important resources. LESTARI proposes to develop the capacity of
priority villages to be able to negotiate with District, Provincial and National governments,
comply with, and benefit from co-management agreements to protect their local natural
resources.
4
In Papua, where communities live within the Lorentz National Park co-management will be a strategy for the improved
management of the park core area.
P a g e | 54
LESTARI will work with leaders that represent both men and women and other
disadvantaged groups to ensure differing gender considerations and viewpoints are
addressed through co-management. Where relevant, the co-management approach will
build on CCAs to forge agreements between communities and government (or the private
sector) through a participative approach, identifying the issues, agreeing on a common
vision and corresponding theory of change for the area to be managed, defining roles and
responsibilities of each, and ensuring equitable realization of benefits. LESTARI will promote
co-management at the level that allows for the most direct participation of involved
communities.
Stakeholder
analysis
Identify areas
and types of comanagement for
promotion
Facilitate
dialogues
Develop comanagement
(partnership)
agreements
Support an
implementation
and monitoring
agreement
Support policy
coordination
between
government in
provincial and
national level
Figure 12 Generalized implementation framework for co-management
GOI has shown promising support for co-management through its commitment to allocate
12.7 million hectares of forest areas (2015-2019) for social forestry initiatives through
different schemes such as Hutan Kemasyarakatan (HKm), Hutan Desa, Hutan Adat, and
Hutan Tanaman Rakyat. This commitment will enable the engagement of adat and local
communities as well as village governments in forest management. LESTARI will closely
align conservation co-management initiatives with the government’s commitment for social
forestry initiatives as described above. In addition, other types of co-management initiatives,
such as developing partnership agreements with Protected Areas, will also be identified. In
the first year, an assessment will be carried out to identify existing types of co-management
agreements, or those to be potentially promoted, in each selected site. LESTARI will carry
out institutional and capacity building activities by engaging communities to develop forest
management plans to be integrated and agreed upon in the co-management agreements.
Finally, LESTARI will also identify new areas and communities that are appropriate for and
amenable to co-management, and will initiate the development of new co-management
agreements in selected pilot areas.
C3.2 Pilot Innovative Financing for Critical Areas
Our approach to innovative financing for critical areas mirrors our approach to investment
packages and will bundle investment opportunities to attract major financial support from
multiple sources. However, financing critical areas outside of a PA has important
differences—primarily the presence of private sector companies and the area’s population
that are directly involved both in the management—and destruction—of natural resources.
Nevertheless, many private sector entities, especially multinational companies, are
increasingly prioritizing an improvement in their social and environmental sustainability
performance. LESTARI will leverage this trend and engage with the private sector to
increase funding for co-management. This year, an assessment will be carried out to identify
potential private sector entities to be engaged with for this activity and collaboration will be
initiated with them. Concurrently, we will support the financing for sustainable community
P a g e | 55
livelihoods through Green Enterprise Development. These activities are closely linked to
Technical Theme 3.
As this work is predicated securing co-management agreements, this year’s work will be
largely exploratory. Winrock will lead this process, with PT Hydro assisting with REDD+ and
other conservation finance opportunities. STI will begin phase I of its work to explore
opportunities for ecotourism.
LESTARI 4 - CO-MANAGEMENT
Activities
4.1 Stakeholder mapping, area
analysis, and need assessments
for co-management model
(adjacent to conservation areas
and critical HCV forests)
Inputs
STTA and LESTARI
team
Milestones
Landscape stakeholders for potential comanagement identified
Villages and co-management initiatives
defined in consultation with relevant
stakeholders (based on feasibility study
and needs assessment)
Need assessments of selected areas
4.2 Dialogue between
stakeholders
LESTARI team
Letters of Intent signed between comanagers
4.3 Facilitation of process to
resolve conflicts and build
capacity of stakeholders for comanagement
LESTARI team
Mechanisms for conflict resolution
identified
4.4 The development of
partnership agreements and
stakeholder (such as community)
management plans
LESTARI team and
grantees
Dialogues held between stakeholder and
PA management to initiate comanagement agreements
Stakeholder management plans
established
4.5 Implementation of
management plans
LESTARI team and
grantees
Communities have capacity to
sustainably manage natural resources
and get value from the forest (income,
livelihoods, security, etc)
4.6 Support policy coordination
between government in
provincial and national level
LESTARI team
Assessment of national level and
provincial level policies and programs
that encourage or support improved comanagement
Follow up plan
4.7 Identification of innovative
financing opportunities for
conservation areas
LESTARI team
Targetting feasible opportunities primarily
private sector funds including CSR as
well as targeting government funds that
reduce pressure on CAs
4.8 Innovative financing plan
development
LESTARI team
Site-specific investment packages
developed
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LESTARI 5 - Protected Area Management
Indonesian PAs typically receive funding (about $1-2 million/year) from government and
have hundreds of staff. Despite this, deforestation and poaching rates are high, and PA
management capacity and implementation is poor. Indonesia’s iconic wildlife—tigers, rhinos,
orangutans in particular—are now restricted to small areas harboring tens to hundreds of
individuals, and are highly threatened by local extinction. A significant increase in PA
capacity and on-the-ground action is necessary to prevent this scenario. The Protected area
management strategic approach includes the following (contractual) tasks:
C2.1 Improve Conservation Area Management Capacity
Key to success in improving conservation areas management capacity is building political
leadership; implementing improved management approaches including protection of core
areas to combat poaching and deforestation; and adopting M&E systems to assess the
effectiveness of management interventions and adapt approaches as needed.
This year, LESTARI will focus on the socialization and application of the METT5 tool to
assess management effectiveness in protected areas embedded in its landscapes, and to
begin a program of training—with a focus on technical skills and modern tools that managers
and PA staff require for effective day-to-day duties—to build capacity based on the outcome
of the METT assessments.
METT
socialization
Training
Communication
and adovacacy to
influence policy
Advocacy for
adoption
METT
Application
Managment Monitoring
Innovative
finance
Facilitated
dialogues
Capacity Building
Scale models
Figure 14 Generalized approach for LESTARI protected area management
C2.2 Pilot Innovative Financing for Conservation Areas
There are no silver bullets to long-term financing of PAs across the LESTARI landscapes.
Each CA provides unique opportunities and challenges for leveraging conservation finance,
while requiring different levels of funding to mitigate threats. LESTARI is well positioned to
identify and develop effective innovative financing plans for CAs through partners WWF,
WCS, and Blue Forests having experience and contacts for a range of financing options.
Ecotourism development will be led by partners STI.
In the first year LESTARI will implement innovative financing assessments for each PA and
develop site-specific “investment packages” targeting identified feasible opportunities.
Current potential conservation finance includes access to donor and private sector funds
(Corporate Social Responsibility funds) and focusing government budgets to reduce
pressures on PA and relieve direct PA management budgets.
5
METT is the Management Effectiveness Tracking Tool developed by WWF and the World Bank and used by the Indonesian
Parks Service to measure improved capacity within their protected areas.
P a g e | 58
C1.7 Enhance National-level Policy Coordination
The success of LESTARI in implementing a landscape approach requires effective policy
engagement at multiple levels across multiple stakeholders. This is especially true for
improving Protected Areas Management. LESTARI will coordinate with the national level
government (primarily with BAPPENAS and MOEF) and provincial level to ensure local
impact sustainability, particularly since Law 23 of 2014 recentralizes a significant amount of
natural resource decision-making to the province. LESTARI will supplement successful
IFACS interventions with vertical linkages to the national level and inform policy issues
based on our field activities and models, and involve relevant line ministries work in
roundtable discussions, policy feasibility and impact analyses, and facilitating advocacy
based upon compelling findings from the LESTARI landscapes.
Activities
LESTARI 5 - PROTECTED AREA MANAGEMENT
Inputs
Milestones
5.1 METT dissemination and
socialization
LESTARI team,
MOEF (Puslitbang)
Application of METT socialized with
multiple actors for the evaluation of
protected areas management
effectiveness.
5.2 Advocacy for adoption of
participatory METT in the
national level
LESTARI team
Acceptance by MoEF for a participatory
approach to METT
5.3 Participatory METT
assessment
LESTARI team
Participatory METT assessment
conducted in each PA involving all levels
of PA staff (including resort staff
members)
5.4 Capacity building to improve
conservation areas management
LESTARI team
Targeted training, and delivery of technical
skills and modern tools to build capacity
for PA managers implemented6
5.5 National and Provincial
coordination
LESTARI team
Assessment of national level and
provincial level policies and programs that
encourage or support improved PA
management
Follow up plan
5.6 Identification of innovative
financing opportunities for
conservation areas
LESTARI team
Targetting feasible opportunities such as
access to donor and private sector funds
including CSR as well as targeting
government funds that reduce pressure on
Cas
5.7 Innovative financing plan
development
LESTARI team
Site-specific investment packages
developed
6
Activities will be based on METT assessment and other considerations, which include initiatives to support PA managers
to adopt collaborative approaches.
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TECHNICAL THEME 3: PRIVATE SECTOR
ENGAGEMENT
Introduction
As with all other Technical Themes, Private Sector Engagement takes an integrated
approach to the development of livelihoods, responsibilities of environmental governance,
and shared roles in co-management of natural resources. This theme will be executed by
supporting green enterprise development BMP adoption, and innovative financing. Through
establishing public-private partnerships for green enterprises, LESTARI will support
alternative livelihoods while reducing pressure on forest resources. LESTARI will also
engage with timber concessions, palm oil plantations, and other private sector actors
operating in its landscapes to apply BMPs focused on improving efficiency and acquiring
sustainability certification. This work will also focus on operationalizing CMMPs developed
under IFACS. Thirdly, our work innovative financing approach will entail finding new
financing schemes and sources. Our theory of change for Technical Theme 3 is that if
private sector entities develop PPPs for green enterprises, adopt best management
practices for sustainability, and create additional sustainable financing access, then
emissions will be reduced and biodiversity conserved.
LESTARI 6 - Green Enterprises
Increasingly, smallholders are expanding their influence and impact on forest resources in
Indonesia. 40% of the current planted oil palm is smallholder owned and operated and
planted often in areas not designated for conversion. Other commodities in the LESTARI
landscape, such as cacao also assert pressure on conservation areas. However, pressure
for land can be reduced through improving community livelihoods, developing Green
Enterprises through public-private partnerships (PPPs), and coupled with commitments to
safeguards for forest resources (such as through co-management) and improved
environmental governance.
Green Enterprises can be developed by the private sector alone, or between the private
sector and the public (community). In cases where the private sector and community join
together, it falls under PPP for Green Enterprise and will operate in the CA or buffer zone
around the conservation area as a means to support alternative livelihoods.
LESTARI will develop Green Enterprises through a parallel approach in LESTARI
landscapes—Green enterprises that promote BMPs or certification and provide an incentive
for conservation through the establishment of PPPs (either with public sector investment,
recognition programs with GOI involvement, or improved market access); and the support for
community-scale businesses critical to local livelihoods by providing linkages to finance or
technology to realize economic benefits. This will target both new and existing businesses.
Our theory of change for Green Enterprises is that if companies and smallholders enter into
PPPs for green enterprises or improving sustainable / alternative livelihoods, the improved
economic benefit and value of managed resources will reduce pressure on forests (see
Figure 17 LESTARI 6 Theory of Change). The Green Enterprises Strategic Approach
consists of the following contractual tasks:
C3.1 Develop Public Private Partnerships for Green Enterprises
LESTARI will work directly with businesses and business associations from the onset in the
creation of the PPPs to foster their support and to broaden impact to increase economic
P a g e | 61
benefits while reducing GHG emissions and deforestation. The location of the green
enterprise will be identified after a thorough screening process of all potential partners from
the operational and value landscapes. Small businesses that currently feed into the supply
chains of oil palm and natural resource industries that have made zero deforestation pledges
(and others that are considering such moves) will be identified. Other enterprises that have
not yet benefited from formalized arrangements with companies seeking conservationbanded commodities will also be sought. LESTARI will promote PPPs for green enterprises
to support community-scale businesses critical to local livelihoods, including those of both
men and women, by providing linkages to finance, in part through grants to local producer
associations, markets, and technologies through corporate partners. Technical assistance
will be provided for investment outreach and marketing, and PPPs formalized where
opportunities exist.
Cocoa
Oil
Palm
Implemention
& Monitoring
Partners
identification
rubber
rattan
Market assessment
analysis
business agreement
Figure 16 Green enterprise development process
C4.5 Improved Sustainable Livelihoods and Alternative Livelihoods
for Communities Adjacent to Critical Areas
To thwart small-scale encroachment and forest degradation, LESTARI will work with
communities to improve and sustain their livelihoods in a manner consistent with LEDS.
IFACS initiated this process by supporting communities to improve their livelihoods (often
through partner CSOs and grants) while committing to conserve their forests and biodiversity
through establishing 233 CCLAs in target villages.
LESTARI will improve local livelihoods through community facilitators (partners FIELD,
Yayasan Sahabat Cipta, and WWF) and the use of Grants to deliver targeted technical
assistance for improved and alternative livelihoods. This will likely include improved
cultivation, better market access, and introduction to certification or standards of potential
local commodities such as cocoa, rubber, rattan, horticultural crops, oil palm, nutmeg and
other NTFPs as well as ecotourism. Improved sustainable livelihoods or alternative
livelihoods for communities adjacent to critical areas will be tied to conservation
commitments and environmental safeguard development to reduce deforestation and
degradation and biodiversity conservation. Capacity building and technical assistance will be
provided for these activities especially related to improved cultivation, certification, and
accessing new (more lucrative) markets.
Moreover, it is important to note that site selection for livelihoods assistance will integrate
biodiversity threats assessments and prioritize site selection accordingly. This will lead to
sites in key buffer zone areas around PAs as well as sites in sensitive areas impacting other
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CAs. Further, our project management approach strives to foster a LESTARI team rather
than a group of subcontractors working independently. This is exemplified by LESTARI’s site
selection process that incorporates biodiversity threats, community selection, and commodity
assessments into a single study.
LESTARI 6 - GREEN ENTERPRISES
Activities
Inputs
Milestones
PUBLIC PRIVATE PARTNERSHIPS
6.1 Market Assessment/Value Chain
analysis for potential commodities
and community needs assessment
STTA
LESTARI team
Identification of potential private
sectors partners for green
enterprises (especially within or
close to critical area)
Comprehensive map of potential
local commodities for each
landscape (especially for critical
area), identified market access with
the potential barriers and need
assessment results
List of potential partners for green
enterprises for each landscape
from timber companies, oil palm
companies and mining companies
with related information which
includes latest status, certification,
size of area, policy, etc.
Development of criteria for
selection
6.2 Technical assistance and
investment outreach, and marketing
for potential green enterprise PPPs
LESTARI team
Enabling conditions in place and
private sector demand for
investment opportunities increased
6.3 PPP development (including
multi-stakeholder coordination)
LESTARI team
Green enterprise PPP schemes
formed through multi stakeholder
dialogue at local level
6.4 Technical evaluation and
additional support where appropriate
LESTARI team
PPPs operational with technical
support delivered and economic
benefits realized
SUSTAINABLE LIVELIHOODS AND ALTERNATIVE LIVELIHOODS
6.6 Smallholder commodity, market
and environmental threat analysis
LESTARI team,
STTA
Critical areas, appropriate
sustainable economic (LEDS)
practices, and environmental
safeguards identified
6.7 Supply chain model
development
LESTARI team, Grants
Private sector demand for
commodities identified (link to 6.2)
and screening criteria for potential
grant schemes defined
6.8 Community outreach program
LESTARI team, Grants
Community members engaged in
program through media outreach
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6.9 Village development plan and
environmental safeguards
LESTARI team
Commuities engaged and low
carbon emssion development
pathways plans developed
6.10 Targeted technical assistance
LESTARI team
Successful sustainable and or
alternative livelihood techniques
adpoted
6.11 Technical evaluation and
additional support where appropriate
LESTARI team
Economic benefit realized by
communities that comply with
environmental safeguards
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LESTARI 7 - Private Sector Best Management Practices
(BMPs)
There are numerous private sector companies in LESTARI landscapes, ranging from large,
multi-national, publicly traded Tropical Forest Alliance (TFA) members to smaller Indonesian
privately held firms. Firms include forestry concessions, oil palm and fiber plantations, mining
and agroforestry/ commodity producers, and their buyers. They drive local economies but
also, to large extent, deforestation and emissions. LESTARI must harness their resources
and influence, gaining their commitment to LEDS and biodiversity conservation, to meet
project objectives. Companies, especially those involved in international trade, are under
growing pressure to establish and meet sustainability and reduced emissions standards.
Most companies lack the tools to assess potential GHG impacts, costs, and efficacy of these
emerging goals, nor do they necessarily incorporate best management practices (BMPs) to
meet these goals. We will work to establish green enterprises through PPPs, create
innovative financing for critical areas through investment packages, and promote and
support private companies to adopt BMPs and become certified.
As part of this strategic approach, LESTARI will develop the Sustainability Reporting Toolkit
that will expand the applicability of the existing Agricultural Sustainability Screening Protocol
and Sustainability Roadmap developed under the USAID CIRCLE project. This will allow the
private sector to identify key steps to increase its sustainability performance and
transparently monitor and demonstrate the impact of its commodity production on emissions.
This will be integrated with the Environmental Assessment and Monitoring Tool in an attempt
to make a system that is consistent with equitable and publically-informed licensing and
permitting. Subsequently, LESTARI will expand on its work under IFACS to promote BMPs
and certification (FSC, RSPO, ISPO, Gold Standard, etc.) for natural forest concessions and
fiber and oil palm plantations leading to HCV forest set-asides, as well as for value chains
critical to improved livelihoods such as rubber, cocoa, nutmeg and NTFPs.
Our Theory of Change is that if companies apply BMPs, then emissions will be reduced and
biodiversity conserved (see Figure 18 LESTARI 7 Theory of Change).
C3.3 Private Sector Best Management Practices
The private sector provides significant opportunities for conservation of biodiversity and
reduction of deforestation and degradation within LESTARI landscapes. LESTARI will build
on its relationship with natural forest timber concessions engaged through IFACS (Alas
Kasuma Group, Dwima, and Kayu Mas concessions) in the Katingan-Kahayan landscape,
recognizing them as champions and partners (although notably not as recipients of
assistance under LESTARI). This engagement will seek to improve management of HCV
forests within their concessions, and establish LEDS-based community partnerships (comanagement agreements) with villages adjacent to their concessions (see Technical Theme
2 – Co-management). In particular, Alas Kasuma Group will be a key partner in BBBR
National Park co-management as well as HPH (forest concession license) policy
engagement. Further, APHI (the Indonesian Association of Forest Concessionaires) and
their company members in LESTARI landscapes will be key in defining integrated
conservation and sustainable business management models. A gap analysis to determine
additional concessions that should be engaged within the LESTARI landscape to support
LEDS and sustainable landscape development visions developed through the MSFs.
We will also engage local government to support sustainable business models for forest
management units (FMU or KPH) within the LESTARI landscapes. Currently there are no
active FMUs within the landscapes but it can be expected that some will emerge within the
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life of LESTARI. We will support FMUs as they emerge to develop forest management and
land use plans, and policies to maintain HCVs and HCS.
In terms of oil palm plantations, LESTARI will identify opportunities to set aside HCV forest
and conservation corridors, and verify and report on these results in support of the Indonesia
Palm Oil Pledge. We will work with other oil palm companies in these and other landscapes
as described above and attempt to move them toward signing onto the Palm Oil Pledge. To
the extent that RSPO or ISPO certification provides market access benefits to oil palm
producers, we will work with them to move toward certification. Further, we will work with
producers to adapt BMPs under a no-regrets scenario based on the increased efficiencies
and profits BMPs provide.
Mining companies are also part of the significant private partners for the BMPs
implementation. LESTARI will identify the list of potential mining owners and develop specific
approaches in engaging them in adoption and implementation the BMPs.
Finally, LESTARI will work to operationalize the CMMPs developed under IFACS, while
incorporating the key findings from the IFACS Lessons Learned Technical Briefing for
CMMPs. This includes a more thorough screening and selection process for private sector
partners. It also includes engaging in wider policy support and outreach at the national level,
as CMMPs can potentially be utilized by GOI for establishing national standards and
regulations.
LESTARI 7 - PRIVATE SECTOR BMPs
Activities
Inputs
7.1 Identification of private sector
entities within the landscapes
LTTA (mining)
7.2 Development of Sustainability
Screening/Selection Criteria (as
part of sustainability tool)
STTA (Sustainability
tool expert)
7.3 Stakeholder engagement
(private sectors, association,
government institutions) on
national level and landscape
level
LESTARI team
LESTARI Team
LESTARI team
Milestones
List of potential partners for improved
BMPs for each landscape from timber
companies, oil palm companies and
mining companies with related
information which includes latest status,
certification, size of area, policy, etc.
Shortlisted potential partners screened
through tool and analysis of Lessons
Learned from IFACS
Inputs on shortlisted partners from multistakeholder consultations (related
ministries, associations, big buyers)
Results of field-check for shortlisted
potential partners
Public consultation at national and
landscape level (coordination related
stakeholders)
Private Sector Stakeholder engaged
through MOUs
7.4 CMMP status analysis and
follow-up
LESTARI team
Screening process of current CMMPs
conducted to categorize progress
Agreement formed to pursue next step on
CMMP operationalizing
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7.5 BMP implementation
LESTARI team,
Subcontracts, STTA
BMP implementation documented
7.6 Sustainability Reporting
Toolkit and BMP monitoring and
evaluation
LESTARI team
Impacts on deforestation and
degradation, and peatland management
documented
7.7 BMP monitoring and
evaluation
LESTARI team
Impacts on deforestation and
degradation, and peatland management
documented
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LESTARI 8 – PES and REDD+ Innovative Finance
With the creation of Indonesia Climate Change Trust Fund (ICCTF), Global Environment
Fund, and the Green Climate Fund, there is increased opportunity for districts to access
funds to reduce emissions from deforestation and degradation. This is linked in part to the
Strategic Action Plan for REDD+ (SRAP) at the provincial level. All of the provinces in which
LESTARI landscapes exist have completed SRAPs and are in the process of completing the
other requirements.
An important and more omnipresent source of funding is from government budgets. The
Innovative Financing strategic approach will work closely with the Forest and Land Use
Governance and Advocacy Technical Theme to access GOI budget for green enterprises
and activities that support the GOI commitment for reduced emissions by 2020. Our theory
of change is that mobilizing national and international climate change financing resources
will develop capacities for sustainable land use and forest management, and ultimately
conserve biodiversity and reduce emissions (see Figure 19 LESTARI 8 Theory of Change).
C1.5 Payment for Ecosystem Services and REDD+ Innovative
Finance
IFACS produced five project concept notes (PCNs) for Reducing Emissions from
Deforestation and Degradation (REDD+) and submitted them to the ICCTF. LESTARI now
has received a preliminary indication that those concept notes will receive multi-year
significant funding leveraged through USAID investment. LESTARI will identify additional
opportunities for similar funding. In addition, a review of existing Climate Change Action
plans (SRAP) for Aceh, Central Kalimantan, and Papua provinces and engagement of the
provincial level government will identify the potential for accessing government funds.
If funding can be accessed, REDD+ projects design documents will be developed based on
the targets areas within the Landscape Baseline Analysis Plan, SEA-LEDS, and LCPs and
contribute to reducing emissions at the district level. Training and establishment of a MRV
mechanism through which the projects can report results will be developed in the
subsequent stages so that these projects can be ultimately taken to market if the opportunity
arises.
To target increased financing from government agencies, LESTARI will work with central
and local (provincial & district) government officials to include LEDS, forest conservation,
and climate change mitigation programs to meet reduced emission commitments, especially
through Payment for Environmental Services (PES). LESTARI will also identify and engage
related ministries to gain more access and support additional financing sources and to
explore potential collaboration with similar programs from the government in optimizing the
benefits to the communities and environment. IFACS has already started this work for
mangrove conservation in Mimika District and for fire prevention and management in
Katingan’s focal districts in Central Kalimantan. Besides lobbying for secured funding for
these programs, LESTARI staff will identify DAK funding sources to magnify impact. This
additional funding is key to catalyzing local government leadership in climate change
mitigation and forest conservation.
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LESTARI 8 - PES AND REDD+ INNOVATIVE FINANCE
Activities
Inputs
Milestones
PES
8.1 Initial assessment for
potential Payment for
Environmental Services
initiatives
LESTARI team
STTA
List of potential Payment for
Environmental Services (potential
partners, beneficiaries, related
stakeholders) and finding in the landscape
PES Legal Draft produced
8.2 Support the development of
provincial regulations and
strategic plan (RENSTRA)
related to PES including
engagement, consultation, and
advocacy with provincial level
Public Consultation of regulation at the
provincial level
LESTARI team
STTA
Issuance of policy at provincial level on
PES
RENSTRA (which includes PES)
developed
DPRD and other government bodies
engaged, and supportive of PES
REDD+
8.3 REDD+ funding mechanism
identification
LESTARI team
STTA
Funding (primary enablling condition for
project development) confirmed
8.4 REDD+ working group
establishment
LESTARI team
Project scale working groups established
through coordination with REDD+ team at
provincial level
8.5 Project design documents
and safeguards development
LESTARI team
PDD and Safeguards developed
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PROJECT COORDINATION, MANAGMENT,
AND COMMUNICATIONS
Coordination and Management
Success and sustainability of LESTARI hinges on effective horizontal and vertical
coordination and communication both within and beyond the project. LESTARI uses a
mixed-matrix management approach, as landscapes staff are supported technically by the
Jakarta office but report to staff inside the landscape offices (p.141). Within the project, the
COP will facilitate integration and collaboration among staff and subcontractors to ensure
synergy among technical themes, and work with partners to ensure landscape-level best
practices and lessons learned inform provincial and national-level policy. Beyond the project,
the COP will ensure effective coordination and communication with USAID/Indonesia,
RDMA, and Washington, and USG investments that contribute to or draw from LESTARI’s
success. This includes new and ongoing DOI and USFS initiatives, TFCAs, various USAID
procurements, and the MCC/MCA-I Green Prosperity Program. Further, in coordination with
the USAID COR, the COP will deepen ongoing relationships to leverage impact from
diplomatic and donor initiatives including but not limited to Norway’s REDD+ Partnership
Program, World Bank and ADB FIPs, KfW and EU work in Aceh, and UKCCU’s Protarih
project in Papua. Finally, LESTARI will strengthen coordination and communications with the
private sector at the association and firm level. This includes working with AMCHAM, APHI,
KADIN, other associations, and ongoing partners like Freeport to leverage financial and
technical support for sustainable financing of Papua conservation initiatives. We will
regularly communicate on LESTARI achievements, and make relentless efforts to identify
opportunities for amplifying LESTARI results in the landscapes and at the national level.
The LESTARI offices are strategic, giving landscape coordinators and staff reach from the
community to the provincial government. Jakarta staff will plan quarterly meetings in each
landscape, giving them opportunity to meet and interact with a wider variety of stakeholders.
This year, LESTARI roll-out is planned for October and November, bringing USAID staff and
LESTARI Jakarta staff to the landscape to meet the key stakeholders and see the need for
the landscape initiatives chosen for each.
Risks and assumptions for this year include planned district elections in some landscapes,
which can disrupt and delay planned activities for some time, as well as the disruption
caused by the fires in Kalimantan, which in September was making flights impossible out of
the Palangkaraya base there, and is a significant risk for health and wellbeing of staff and
partners there and in Aceh.
Table 15 LESTARI Offices
LESTARI OFFICES
LESTARI Head Office
Jakarta
Central
Kalimantan
Palangkaraya
Banda Aceh
LESTARI Regional
Offices
Aceh
Tapak Tuan
Gayo Lues
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Medan
Jayapura
Sarmi
Papua
Merauke
Timika
Quarterly Tim Teknis Meetings. Under COP leadership, we will ensure regular day-to-day
coordination with Ministry of Environment and Forestry, Bappenas, Ministry of Finance, and
other GOI agencies to ensure effectiveness of quarterly Tim Teknis meetings. LESTARI
project and technical documents and meeting agendas will be distributed and discussed with
participants well ahead of all meetings. LESTARI will facilitate presentations from landscape
partners to build awareness of field-level impact. With USAID, LESTARI will facilitate field
trips for Tim Teknis members at least once each year.
Coordinate and collaborate with other USAID-funded activities. LESTARI will continue
and amplify coordination and collaboration opportunities among USAID and USG partners
working in Indonesia on landscape and forest conservation issues. We will facilitate a USAID
Partners Quarterly Meetings at the LESTARI office to share lessons learned and best
practices. We will share a quarterly email, highlighting specific events and opportunities for
collaboration. Our Monitoring, Evaluation, and Learning Coordinator will work with USAID
and partners to ensure timely annual reporting of results.
Document and disseminate best practices and lessons learned. Ms. Ekaputri, working
with LESTARI communications staff, will ensure regular, effective documentation of
LESTARI successful integration models, best practices, and lessons learned, and regularly
feed this documentation into a variety of platforms to ensure efficient sharing of information
at and among landscapes, provincial and national-level government agencies, and the
donor, NGO, and project community. Toward the final year of IFACS, USAID’s leadership in
innovation in sustainable landscapes management and conservation has resulted in models
(MSF, CCLA, CMMP, LCP), tools, and approaches that contribute to development
innovations and need to be widely shared among a variety of stakeholders.
LESTARI will use project communication materials, social media outlets, short videos,
seminars, meetings, and workshops as forums from the landscape to national levels to
ensure USAID LESTARI achievements are shared in a manner that amplifies the impact of
USAID’s investment and influences GOI, NGOs, the private sector, and donors and their
projects to use and adapt these resources. A best practices and lessons learned section will
be presented clearly in all LESTARI work plans and reports.
AMEP Integration
This Year 1 Work Plan is closely integrated with LESTARI’s Activity Monitoring and
Evaluation Plan (AMEP), which will be utilized to monitor and evaluate LESTARI activities
outlined in this work plan as well as subsequent work plans. The AMEP is a living document
that outlines Monitoring & Evaluation (M&E) systems, protocols, and data collection
methodologies. Throughout implementation, this framework will ensure continuous learning
while improving coordination and collaboration to track, evaluate, and articulate results and
impacts.
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The AMEP incorporates a theory of change approach to define all building blocks required to
bring about positive change whereby multi-stakeholders’ interests and actions are better
aligned with sustainable outcomes. LESTARI’s theories of change not only illustrate the
causal linkages between project interventions, but also how these interventions address
drivers to deforestation to reduce high level threats to ecosystems, species, and human wellbeing targets. In addition, performance indicators have been selected to monitor progress
toward achievement of outcomes and impacts along each Results Chain. Theories of
Change will also serve as a project management tool to review critical assumptions driving
LESTARI strategic approaches, facilitate early identification of technical challenges, manage
stakeholder expectations, and serve as a framework for gathering evidence.
GENDER INTEGRATION
The economic, political and cultural attributes associated with being a man or a woman in
Indonesian society vary considerably throughout the country. These attributes can facilitate
or hinder the ability of individuals, households, and communities to access and assert their
rights to benefit from ecological services and natural resources. LESTARI’s approach to
gender will ensure that all local stakeholders (men, women, girls, and boys) improve their
understanding, awareness, and ability to act together to conserve biodiversity in the selected
landscapes and reduce GHG emissions for the benefit of their communities.
Increased devolution of land use planning and co-management in proposed LESTARI
program areas ostensibly offers avenues for increased citizen participation and inclusion of
marginalized groups such as women and indigenous people so that they can realize their
rights. In practice, however, devolution of NRM tends to exacerbate existing power
hierarchies in the absence of proactive policies and interventions to safeguard the interests
of disenfranchised groups. Indonesia has attempted to address these issues by
mainstreaming gender into provincial development plans, and establishing provincial gender
focal points and local gender mainstreaming working groups (Pokja PUG). However, World
Bank and ADB report that discrimination against women and other disenfranchised groups
persists.
In this context, LESTARI will develop a deliberate approach to social inclusion informed by
evidence-based research to achieve project outcomes that benefit all community members.
We will do this by improving our understanding of how economic, political, and cultural
attributes and related dynamics of the different social groups within each landscape may
affect achievement of the desired project results. Led by the Biodiversity Conservation
Specialist, Dr. Abidah Setyowati, we will conduct gender assessments as part of the
Baseline Analysis to define obstacles, opportunities, and decision-making dynamics related
to the access, use, and management of natural resources. Based on this improved
understanding, we will integrate gender and other marginalized group responsive strategies
and related activities across activities. Even though these will be integrated into the overall
work plan post-gender analyses, some or all of the following activities will be mainstreamed
into LESTARI:


The CBS approach will ensure that underrepresented constituencies are engaged
and integral to the success of the project. CCAs will also specifically support the
development of livelihood options that benefit the disadvantaged.
Where feasible, MSFs will be enriched with leaders that effectively represent
stakeholder groups traditionally underrepresented. Where this is not possible, we will
identify and develop the capacity of potential leaders and CBOs dedicated to
improving their constituencies understanding of their rights and ability to advocate.
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

Where feasible, LCPs will include activities that address major concerns of these
groups. If not feasible, supplementary activities will be designed/implemented to
address concerns.
We will promote BMPs as codified in CMMPs to engage the private sector that
respect the rights of the entire population within local communities.
GRANTS FUND
LESTARI will employ a Grants under Contract (GUC) program that supports project
objectives, leverages funding from other non-USG resources, and builds the capacity of local
partners. The grants program will be used to achieve the overall results and targeted
outcomes of the LESTARI project. Criteria for awards and grantees include those that:






Support a process of constructive engagement and planning between communities,
NGOs, local government, the private sector, and other relevant institutions to work
collaboratively towards sustainable landscapes management and effective
biodiversity conservation
Pilot private sector engagement activities in support of the project’s objectives,
including but not limited to innovative partnerships with landscape communities for
Green Development initiatives, stimulating payment for environmental services
opportunities, and catalyzing responsible tourism development
Support LEDS-based sustainable development initiatives to catalyze community
support for conservation co-management in areas adjacent to protected areas in
LESTARI landscapes
Support LESTARI’s goals through communications and advocacy campaigns led by
NGOs, MSFs, civil society or the private sector to build informed constituencies for
conservation
Support via activities, equipment, materials to develop citizen-based district level
mechanisms for monitoring compliance with existing land use regulations and
planning processes, especially in carbon rich and biologically diverse forests in target
landscapes
Provide innovative opportunities to support, engage and empower women to
participate in and benefit from decisions related to their access to natural resources
In an effort to leverage additional non-USG funds and foster networking among its partners,
LESTARI may seek opportunities to develop Public-Private Partnerships (PPPs) with grant
recipients and a third party. These partnerships are in line with the Global Development
Alliance (GDA) initiative that promotes strategic alliances between USAID and private
and public sector partners as a business model for achieving development objectives. 7
These parties may include the host government, private foundations, businesses, or
individuals that provide financial or programmatic resources that complement or further
enhance the work of the grant recipient. The grant recipient is not responsible for
meeting the leveraging amounts/resources and leveraging is not subject to audit under
the grant.
7
AAPD 04-16: Public-Private Alliance Guidelines and Collaboration Agreement (December 30, 2004)
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Grant funds will not be used for the following activities:







Activities that duplicate the activities of other USG-supported program or programs
conducted by other organizations in LESTARI target regions8
Activities that are inconsistent with international standards of human rights or with
democratic goals of racial and ethnic tolerance and harmony
Activities that support or promote the expansion of industrial scale logging or any
other industrial scale extractive activity into areas that were primary/intact forests as
of December 30, 2013
Ceremonies, parties, celebrations, or “representation” expenses except for those that
are specified in the grant (for example, opening ceremonies) to promote the visibility
of USAID in the eyes of the communities USAID is trying to serve
Involuntary sterilization programs9
Abortion-related activities and biomedical research relating to abortion10
Activities not approved by USAID
The full procedure for the selection of grantees is detailed in the Grants Management
plan for LESTARI. The full criteria for selection of grantees will be detailed in the RFAs
released biannually.
Goals for Year 1 Request for Applications
In this first year, the second quarter RFA will be focused on assessments of stakeholders
necessary to lay the groundwork for LESTARI’s engagement in the landscapes. This will
serve the dual purpose of serving to identify the better CSOs active in the landscapes. A
second RFA will focus on advocacy, particularly related to the fires in Kalimantan, and to
environmental governance related to land use rationalization in the other landscapes.
The second round of RFAs in the third quarter of the project will be tailored to the needs of
landscape activities as they mature, and as national dialogue progresses. Undoubtedly the
themes will continue to be advocacy and governance, however.
In an effort to leverage additional non-USG funds and foster networking among its partners,
LESTARI may seek opportunities to develop Public-Private Partnerships (PPPs) with grant
recipients and a third party. These partnerships are in line with the Global Development
Alliance (GDA) initiative that promotes strategic alliances between USAID and private and
public sector partners as a business model for achieving development objectives.11
These parties may include the host government, private foundations, businesses, or
individuals that provide financial or programmatic resources that complement or further
enhance the work of the grant recipient. The grant recipient is not responsible for meeting
the leveraging amounts/resources and leveraging is not subject to audit under the grant.
8
In the event that an application reveals such duplication, the applicant will be advised appropriately of other US program or
other potential funding sources for such activities.
9
MSP16.a Requirements for Voluntary Sterilization Programs.
10
MSP16.b Prohibition on Abortion-Related Activities.
11
AAPD 04-16: Public-Private Alliance Guidelines and Collaboration Agreement (December 30, 2004)
P a g e | 77
EMMP INTEGRATION
All LESTARI activities will operate in full compliance with USAID’s regulations and
requirements regarding the environmental impact of project activities. As noted in the Initial
Environmental Examination (IEE), a Categorical Exclusion is recommended for LESTARI
activities involving: training and technical assistance; academic analyses and studies;
document and information transfers; and development planning assistance. A Negative
Determination with Conditions is recommended for LESTARI activities involving: small-scale
field studies or research; forest, mangrove, or other rehabilitation; wildlife corridor protection;
non-timber forest product harvesting and agroforestry; identification, promotion and
implementation of best management practices; fire management; microenterprise and
microfinance; market linkages; ecotourism; spatial and resource management plans; and
policy development.
For all LESTARI activities under the Negative Determination with Conditions designation,
throughout the life of the project, we will ensure that a thorough Environmental Mitigation
and Monitoring (EMMP) Plan is developed and submitted. We will screen all sub-program
and sub-grant activities using the Environmental Screening Form (ESF) and complete a full
environmental assessment when necessary. Moreover, we will ensure that LESTARI subcontractors and sub-grantees have the capacity to adhere to IEE requirements and provide
trainings when necessary. Finally, the EMMP will be integrated into our regular monitoring
and reporting processes, including the Activity Monitoring and Evaluation Plan and current
and subsequent Annual Work Plans, with any necessary adjustments to activity
implementation in order to minimize adverse impacts to the environment.
Appendix 1 of this document contains the full LESTARI EMMP for Year 1, including tables
illustrating the results of the environmental screening of activities, identified environmental
impacts, mitigation measures, and monitoring indicators.
P a g e | 78
LESTARI INITIATIVES
NATIONAL INITIATIVES
Adapting from lessons learned through IFACS project implementation, LESTARI places
greater emphasis on building and nurturing national-level relationships in order to increase
impact at the landscape level; amplify tools, approaches, models, and lessons learned from
LESTARI landscapes to other critical areas; and ensure sustainability of LESTARI climate
change mitigation and biodiversity conservation beyond the life of project through necessary
policy reform and budget support. This is essential to clarify and resolve ongoing gaps in
roles and responsibilities under decentralization reform between the national, provincial, and
district level governments as well as work with highly centralized natural resource extraction
companies (natural forest concessions, large palm oil companies, and large mining
operations) whose key decisions are made from Jakarta. Building these bridges from the
landscapes to the national level is especially important in national park management and
other instances where the national government maintains significant authority through
deconcentrated rather than decentralized institutional arrangements.
Over the course of LESTARI implementation, the project intends to build strong relationships
between landscape-level partners and national-level government officials, private sector
players, and NGO activists so that lessons learned from the LESTARI landscape experience
can inform Indonesia’s climate change mitigation and biodiversity conservation policy. A twoway communication flow ensures national-level learning and support at the landscape level
and, simultaneously, regular landscape partner engagement with national-level leaders in
Jakarta. While LESTARI emphasizes and works within existing legal and institutional
frameworks, it will identify evidence-based policy constraints to optimizing outcomes and
note options for reform summarized in a policy matrix. Thus, LESTARI will seek to inform
plans (notably RTRW, RPJM/P, RAD), programs (RENSTRA) and policies through
enhanced evidence-based public discourse (MSFs and SEAs).
In LESTARI’s first year, emphasis is placed on building necessary relationships, fostering
meaningful links, and creating shared visions for more effective integration. This will include
drawing from existing networks to support national-level campaigns, such as haze
prevention advocacy in collaboration with community organizations SIKAP (Indonesia
Solidarity for Children Affected by Smoke) and Thamrin School.
P a g e | 79
Table 16 LESTARI National Initiatives
National Level LESTARI Initiatives
Strategic Approach
Project Coordination,
Management, and
Communications
LESTARI 1 –
Awareness and Advocacy
LESTARI 2 –
Operationalize SEALEDS and LCPs
LESTARI 3 –
Environmental
Governance
Activities
Inputs
Q1
Q2
Q3
Q4
Comments
LESTARI Launch
Meetings and
workshops in Jakarta,
provinces, and
landscapes
In close coordination with USAID &
BAPPENAS
LESTARI Tim Kecil Meetings
Quarterly meetings
In close coordination with USAID &
BAPPENAS
LESTARI Green Governance
Awards
LTTA; journalist
network; PPP; national
outreach event; grant
Partner with national-level media group or
other partner
Interfaith Dialog on Climate
Change & Conservation
LTTA; journalist
network; national
outreach event; grant
Coordinate with US Embassy; hot at
@america
Analysis of Spatial Planning
policy opportunities for
integration of LEDS &
conservation
recommendations
STTA in collaboration
with Ministry of
Agrarian and Spatial
Planning; workshop
Assess status of relevant district and
provincial spatial plans; analyze procedures
for efficiently incorporating SEA-LEDS and
LCP recommendations
Analyze current licensing and
permitting policies and
procedures; adapt
sustainability screening tool to
strengthen this process
LTTA; STTA; analysis;
meetings
Ensure applicability of sustainability
screening tool and effective targeting at
national, provincial or district level; creation
of model for broader adaptation
Analyze existing Spatial Plan;
adapt LEDS land-use tool to
strengthen monitoring
LTTA; STTA; analysis;
meetings
Creation of monitoring tool as model for
adaptation at provincial and district levels,
within and beyond landscapes
P a g e | 80
Strategic Approach
Activities
Inputs
Q1
Q2
Q3
Q4
Comments
LESTARI 4 – CoManagement
Coordination with Social
Forestry DG to align GOI
social forestry targets with
LESTARI co-management
conservation objectives;
Explore FMU-Conservation
opportunities
LTTA; international
workshop and training;
development of field
models
Leverage GOI commitment for significant
allocation of forest through social forestry;
agree on model FMU-Conservation targets
for Cyclops and Singkil
LESTARI 5 – Protected
Area Management
Coordination with PHKA to
establish working relationship
at national and field
(BTN/BKSDA) levels; roll-out
METT at the PA level to be
adopted as a model at national
level
LTTA; WWF; WCS;
meetings; workshop
Ensure effective working relationship;
establish national model applied in LESTARI
PAs
LESTARI 6 – Green
Enterprises
Public consultation with
related stakeholders and
investment outreach and
marketing for potential green
enterprises PPPs
LTTA; STTA; meetings
LESTARI 7 – Private
Sector BMP
Coordination with KLHK, APHI
and natural forest concessions
to improve policy framework to
incentivize concessionaires to
invest in SFM and
conservation set-asides
Explore FMU-Production PPP
model to catalyze investment
in these FMUs
LTTA; STTA; meetings;
field trips; workshop
LTTA; STTA; policy
analysis
Carry-on important work started under
IFACS to clarify policy opportunities for
HPHs to be more effective forest stewards;
pre-condition for operationalization of
CMMPs;
FMU-Production PPP model established
P a g e | 81
Strategic Approach
Activities
Inputs
Q1
Q2
Q3
Q4
Comments
Submission of at least 4
LESTARI PCNs to ICCTF in
first-round proposal requests
STTA; meetings
Complete PCN work commenced under
IFACS; results in financial leveraging
Analysis of emerging climate
change and conservation
finance opportunities
STTA (PT Hydro);
meetings; proposal
development
Provide longer-term framework for PES,
climate change mitigation, and conservation
financing
Gender Integration
Gender assessment in all
landscapes
STTA and Lestari
Team
Gender Integration
Trainings for gender integrated
planning involving selected
team members in all
landscapes
T STTA and Lestari
Team e
Gender Integration
Initiate the implementation of
action plan
Lestari Team e L
LESTARI 8 – PES and
REDD Innovative Finance
Milestone: action plan for gender integration
in each landscape developed
P a g e | 82
LANDSCAPE INITIATIVES
Introduction
This chapter explains the LESTARI Work Plan to be implemented at the landscape level.
Each of the 6 LESTARI landscapes is discussed with regards to profile and initiatives. The
landscape profile illustrates the unique socioeconomic and environmental features of the
land and its communities. It also briefly discusses the land use transition projections and the
GHG emissions profile of the landscape, which were revealed by the Landscape Baseline
Analysis. This information, in conjunction with consultations with LESTARI team members in
the field, was used to design the landscape initiatives. The landscape initiatives section
highlights the core initiatives to be implemented in each landscape, such as supporting comanagement of a national park or green enterprise development involving ecotourism. Each
initiative is tackled through the implementation of various strategic approaches and is
designed to address the challenges underlying deforestation, degradation, and GHG
emissions that are unique to each landscape. The section concludes with summary tables of
actionable activities and inputs to support each of the core initiatives per landscape.
Leuser Landscape
Landscape Profile
The Leuser Landscape encompasses a region in Aceh that is rich in natural resources and
dominated by the agriculture industry. Crops such as cacao, nutmeg, rubber, and oil palm
are important contributors to the region’s development and community livelihoods. This
landscape in Aceh has combined the IFACS Aceh Tenggara and Aceh Selatan landscapes
into one. Management from one area can affect other areas, and so it is strategic to treat the
Leuser National Park and surrounding areas as a single landscape. As well as being at the
request of local stakeholders to improve social and political cohesion, Leuser National Park
provides a shared focal point for both of the former IFACS landscapes. Other areas where
there is deviation from the IFACS landscape are described below.
The Leuser value landscape is largely defined by the Leuser National Park and contains
large tracts of lowland and montane forests supporting Sumatran mega diversity and key
species (tiger, elephant, rhino, and orangutans). The landscape includes at least 375,000 ha
of orangutan habitat. Forested buffer zones surrounding the national park are delineated by
watersheds and are currently gazetted as protection and production forests. While the
national park is located in two provinces, the 627,000 ha of park located in Aceh province is
included within the value landscape and areas within North Sumatra are excluded. The
Singkil Wildlife Reserve in its entirety is included in the VL as well as forested areas
connecting the reserve to the national park (that also encompasses the Trumon corridor).
Gayo Lues has significant areas of pine forests that are to be managed commercially in the
near future. These pine forests and forested uplands in northern Gayo Lues are also
included in the VL.
The operational landscape is largely defined by the district boundary of Gayo Lues, Aceh
Tenggara, and Aceh Selatan. A significant proportion of Aceh Barat Daya and the adjacent
villages that have an impact on forest conservation within the VL are also included in the OL
and will be targeted for activities to reduce pressure on the national park and surrounding
forested watersheds. A small fraction of Singkil and Subussalam districts are included in the
operational landscape to allow activities in villages and communities that may impact the
Singkil Wildlife Reserve and are located along the Singkil River.
P a g e | 83
According to the Landscape Baseline Analysis, projected land transitions in the Leuser
Landscape are dominated by primary and secondary dryland forest converted for agriculture,
brush, agroforestry, mixed agriculture, and some transmigration projects. Such transitions
are responsible for the vast majority of projected emissions in the Leuser Landscape.
Moreover, the majority of these emissions are projected to occur within Leuser National Park
and Singkil Wildlife Reserve, and other use zones (APL). Nearly half of all land-based
emissions in the Leuser Landscape occur on peat lands that are restricted to the areas along
the coast.
Landscape Initiatives
Core initiatives that will relieve pressure on forest resources and reduce GHG emissions in
this landscape are:



Collaborative management of Gunung Leuser National Park and Trumon-Singkil
Corridor
Green Enterprise Development (nutmeg, cacao, tourism)
Payment for Environmental Services (water, carbon)
Collaborative management of Gunung Leuser National Park, surrounding protection forest,
and wildlife reserve is an important initiative to be implemented in the LESTARI Leuser
Landscape. LESTARI will improve management in these areas by applying innovative tools
such as METT in order to enhance the capacity of park management authorities to measure
and address threats to conservation. LESTARI will also support park management
authorities in improving data and geospatial tools to monitor and enforce wildlife
encroachment and poaching. Within this initiative, co-management of areas adjacent to
these PAs will also be a focus, as plantation expansion and lack of available land continue to
put pressure on forests and their biodiversity resources. This will occur through a
continuation, improvement, and implementation of community conservation agreements. In
conjunction, LESTARI will support park management authorities to build better relations with
districts and communities inside or adjacent to CAs to reduce the threat of encroachment.
Overall, such efforts to improve the co-management of these areas will directly improve the
welfare and protection of key species, such as the orangutan, which are under threat from
both habitat loss and poaching/trafficking. LESTARI will also support orangutan conservation
initiatives in Rawa Singkil Nature Reserve through the Grants Fund. This initiative will be
executed through Technical Theme 2, its corresponding strategic approaches, and grants
under contract.
Within the Leuser Landscape, Green Enterprise Development will focus on supporting new
and existing enterprises that benefit conservation as well as local communities living within
or adjacent to conservation forests. This will involve supporting small businesses based on
the sustainable use of crops such as nutmeg and cacao that directly contribute to alternative
livelihood development. LESTARI will also work with STI to design ecotourism opportunities
that can generate revenue and support the sustainable financing of conservation areas. The
Green Enterprise initiative will also involve engaging with private sector concessionaires
operating in the Leuser Landscape. It will promote the adoption of best management
practices and operationalization of CMMPs so that companies are able to effectively reduce
their land use impacts and enhance their performance on sustainability.
Finally, LESTARI will focus on scaling up payment for environmental services as a
mechanism to support sustainable financing for conservation in the Leuser Landscape. PES
involves incentivizing conservation by connecting beneficiaries and stewards of
environmental services through formalized agreements. The focus this year will be the
P a g e | 84
support of the Trumon Corridor Management for Reduced Deforestation Project, the design
of which was funded by IFACS and which is congruent with LESTARI’s geographic and
technical scope. This project is expected be funded by the ICCTF this year. The project will
reduce forest loss and incidence of fire, and begin some forest restoration activities. To do
this, it will be necessary to obtain authorization and approval from the stakeholders in
government, concession holders, and communities in the zone of the project. These
stakeholders will need to be in concurrence with the project implementation before the
project can move into implementation, and so this year’s activities will be aimed at reaching
agreement on the work plan as well as production of an initial map of the proposed corridor’s
boundaries. Moreover, through LESTARI’s support, local partners have received donations
from philanthropic sources to carry out surveys on orangutan population and habitat. This
will eventually contribute to the improvement of orangutan conservation.
A lower-priority initiative within this operational landscape is on improving spatial planning
implementation, as it is clear that deforestation is occurring outside of the protected areas
and the forest estate. There is a need for strengthening local partners’ commitment for low
emission development through sustainable visions that conserve water resources.
P a g e | 85
PRIORITY INITIATIVE: COLLABORATIVE MANAGEMENT OF GUNUNG LEUSER NATIONAL PARK AND TRUMON-SINGKIL CORRIDOR
SA
Activities
Inputs
Q1
Q2
Q3
Q4
Comments
Protected Area
Management
Co-management
Capacity building of the UPTD KPH
4.1
Needs assessment of UPTD KPH 5 and
6
4.3
Capacity building program based on
needs assessment involving MSF
4.5
Implement program plan
LESTARI Team
Collaborate with other projects that are working
with KPH
Co-management with communities adjacent to TNGL & critical areas
4.1
Identify areas, needs assessment, and
type of co-management
4.3
Initiate a co-management agreement
4.4
Develop a capacity development
program based on needs assessment
4.5
Implement program plan (e.g.,
livelihood, village plan, campaign &
awareness, etc)
5.1
Dissemination & Capacity Building on
METT for LESTARI Team, MSF,
BKSDA Aceh, GL National Park
5.3
KLHK experts and
LESTARI team
Involving all levels of staff and local stakeholders
to develop collaborative strategy plan to enhance
the effectiveness of NP management
P a g e | 86
Capacity building for improved
conservation area management
(SMART Patrols)
LESTARI Team in
collaboration with
YLI and Leuser
Comm Forum
Patrol mechanism developed (preventive,
repressive, etc) jointly with GL National Park &
SM Rawa Singkil Reserve; team formed and
regular patrols and evalaution carried out
5.4
conservation (Enforcement)
LESTARI Team
External resource
persons (e.g.,
Police HQ, Public
Prosecutors Office,
etc)
Target group identified, curriculum/module
developed, Training executed and law enforcers
supported in investigation process and
prosecution
5.4
conservation (Mitigate conflicts between
wildlife and communities)
LESTARI Team
HWC Team established; relevant party
coordination established; human wild conflict
reduced
5.4
Environmental Governance
Revitalization of MSF in 3 district
3.7
Revitalization of MSF to serve as bridge
between citizens and local government
3.7
Support the recognition of the MSF by
the provincial government
LESTARI team
A series of multi-party coordination with other
districts such as Aceh Barat Daya, Singkil,
Subulussalam, included ways of working (SOP)
and guidelines on how the MSF is involved and
invite inputs from the community at the target
village
LESTARI team
MSF in 3 districts
Potetial SK Bupati for MSF role as input
mechanism
STTA
3.8
Capacity building of the MSF
LESTARI team
MSF with cpacity to act as citizen-based input
mechanism that reports to the government on
land-use issues. Capacity including mapping
technique, faciltitating technique /advocacy,
leadership, communication method, etc
P a g e | 87
LESTARI team
3.5
Capacity building for more scientific and
participatory monitoring of land use
Team IDS
BKPRD
Monitoring implemented and data linked to the
Central
Government
Operationalize SEA & LCPs
Operationalize SEAs & LCPs
2.1
Needs assessment for authorized
officials in law enforcement on land
utilization
LESTARI team
2.5
Updating SEAs in compliance with the
Regional Medium Term Development
Plan by incorporating inputs from LCP
(follow up of the position paper), CCLA,
MSF
LESTARI team
2.6
Improve system in law enforcement on
land utilization
LESTARI team
2.6
Managerial and Technical Capacity
development for civil servants
LESTARI team
Dissemination of the SEAs to the Line Agencies
Advocacy and Campaign Strategy
1.1
Awareness and advocacy strategy
analysis
LESTARI team
Target audience, message, desired behavior,
and appropriate media identified
1.2
Formation of community-civil society
champions
LESTARI team
Civil society champions trained and advocate for
strong sustainability vision
LESTARI team
Constituencies for improved conservation and
land use management developed
LESTARI team
Formation of journalist networks
1.3
1.4
Advocacy campaign implementation
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PRIORITY INITIATIVE: GREEN ENTERPRISE DEVELOPMENT (CACAO, NUTMEG, TOURISM)
Sustainable Livelihoods and
Alternative Livelihoods
Green Enterprises
6.1
Market Assessment & Value Chain
Analysis for potential commodity and
community needs assessment.
LESTARI Team,
STTA
Potential commodities: cacao, patchouli, candle
nut, pine trees, lemon grass, nutmeg
6.2
Identify and select potential players
within the landscape
LESTARI Team
Potential partnering with big private sectors in
the landscape (oil palm companies, mining
companies & timber companies)
6.3
Identify criteria and necessary
methodology
LESTARI team
Business agreement to be adjusted with the
authority and prevailing mechanism
6.4
PPP development Program Plan
LESTARI Team
Capacity building (access to various business
services) for various farmers of local
commodities
6.6
Smallholder market, and
envoroinmnetal threats analysis
LESTARI Team
6.7
Supply chain model development
LESTARI Team,
Private sector demand for commodities identified
6.8
Comunity outreach program
LESTARI Team
Communities and individuals join program based
on need
6.9
Targeted technical assistance (with
focus on women)
Critical areas and appropriate sustainable
economic practices identified
Environmental Safeguards identified
Grants
Financial Institutions
Economic benefits realized by communities and
comply with environmental safeguards
Private companies
PRIORITY INITIATIVE: PAYMENT FOR ENVIRONMENTAL SERVICES
P a g e | 89
Innovative Finance
8.3
8.2
Coordination Meeting (District, Province
and National levels).
LESTARI team
Technical Meeting at the District level and
Provincial level with relevant stakeholders
resulting in support for current PCNs (Trumon
and Gayo Lues – PES)
Technical support for Implementation of
climate change projects in Trumon and
Gayo Lues – PES
LESTARI team
Two key pilot initiatives working as PES models
for scaling up and replication in the landscape
P a g e | 90
Figure 20 LESTARI Leuser Operational Landscape
P a g e | 91
Katingan-Kahayan Landscape
Landscape Profile
The Katingan-Kahayan Landscape in Central Kalimantan covers more than 4 million
hectares and includes both deep peat land and Sebangau National Park. The region’s
economy depends on forestry, agriculture, commodities, trade, services, and mining sectors.
Much of the landscape is vulnerable to forest fires, illegal logging, forest degradation, and
conversion for oil palm plantations. Such unsustainable land use management continues to
release large emissions while also negatively impacting the health and livelihoods of local
communities.
The Katingan-Kahayan Landscape is largely based on the IFACS Katingan landscape but
has incorporated several key differences. First, the landscape has been designed on sound
hydrological and forest connectivity approaches. Listening to local stakeholders that wanted
to have more inclusivity, the landscape has been extended. Factors important in maintaining
sustainable landscapes such as local stakeholder and community distribution patterns have
also been included. In total, the landscape in Central Kalimantan is very different from the
IFACS landscape and also from that discussed in the Tetra Tech proposal.
The value landscape in Central Kalimantan is dominated by the Sebangau National Park
that is included in its entirety, and surrounding peatlands adjoining it. Because of local
stakeholder requests, the Katingan-Kahayan Landscape has been extended to include the
Central Kalimantan portion of the Bukit Baka Bukit Raya National Park (BBBR). IFACS
worked with three concessions surrounding this PA, and thus the VL has been expanded to
include the cluster of private sector timber concessions that will be managed as a ‘nested
sub-landscape’ within the broader Katingan-Kahayan Landscape.
Other dominant features of the Central Kalimantan landscape are the Katingan and Kahayan
Rivers that give the landscape its name. The value landscape therefore includes important
forest and peat lands within river catchments that provide connectivity between the
Sebangau and BBBR National Parks sub-landscapes. This means that a large part of
Gunung Mas District is included in the VL.
Another important private sector partner for IFACS in the Katingan watershed was PT Rimba
Makmur Utama (RMU). This company has been granted a 103,000-hectare ecosystem
restoration (ER) license on the eastern half of peat dome that lies between the Katingan and
Seruyun Rivers. The Katingan-Kahayan VL includes the western half of this peat dome as
an important target for conservation until an ER license can be granted for this area.
Important areas of forest contiguous with the BBBR National Park, and that connect with the
Sebangau National Park in the south, are included in the VL. A large portion of these forests
is located in Gunung Mas District. This is a departure from the Tetra Tech proposal and
IFACS landscape. It is designed to provide sustainable impacts to the interconnected value
landscape.
The operational landscape is defined by Katingan and Pulang Pisau districts as well as
Palangkaraya municipality. Gunung Mas district is also included within the operational
landscape, for the reasons above. Similar to the Leuser Landscape, villages surrounding
important conservation targets in adjacent neighboring districts are included in the
operational landscape. Villages located along the Seruyun River and that impact the
proposed extension of the ER site west of RMU are included in the Katingan-Kahayan
operational landscape.
P a g e | 92
Projected land transitions in this landscape, as determined in the Landscape Baseline
Analysis, are dominated by the following:



Secondary swamp forest to brush and open land (often caused from fire) on peat
lands – most likely to occur within conservation areas (HSAW), production forest
(HP), and production conversion forest (HPK).
Secondary swamp forest (on mineral soils) lost to brush and open land, farming land,
and plantations – most likely to occur within production forests (HP) and to a lesser
extent limited production forests (HPT), conversion production forest (HPK), and
other use areas (APL).
Secondary dryland forest lost to brush, open land, and agricultural land predicted to
occur within production forests (HP) and to a lesser extent limited production forests
(HPT), conversion production forest (HPK), and other use areas (APL)).
Secondary forest to plantations are predicted at a low rate of ~400 hectares per year.
Degradation of primary forest to secondary forest at a rate of ~3,000 hectares per annum is
mostly likely to occur where it is planned – in forest concessions with production forest types.
Projected emissions within the landscape for Katingan-Kahayan constitute 58% of all
baseline emissions over LESTARI landscapes. As the landscape contains significant
amounts of peat (31% of the landscape), all of which is modified to some extent, emissions
from peat account for 62% of all land based emissions, even when there is no land cover
transition. As expected from the analysis of land cover transitions mentioned above,
significant additional emissions come from deforestation of secondary swamp forest on peat
lands.
The emissions baseline analysis has significant consequence for the design of LESTARI in
the Katingan-Kahayan Landscape. Maximum effort should be placed where expected
emissions are greatest – peat lands. Hence the core initiatives to be implemented in the
Katingan-Kayahan Landscape are:


Integrated Fire Management (IFM)
Bukit Baka Bukit Raya co-management
IFM will be a core, broad initiative implemented in this landscape. This will involve enhancing
awareness and advocacy with communities in understanding the environmental, health, and
economic detriments to fire and haze. IFM will also focus on enhancing environmental
governance by developing capacity among government agencies in preventing and
suppressing fires, as well as monitoring and enforcing laws and regulations. LESTARI will
also go beyond fire to directly support peatland restoration activities (silviculture, replanting,
rewetting) in order to mitigate emissions and prevent further loss of secondary swamp forest
to brush and open land. Such efforts will be complemented by working with rubber farmers
to improve the quality of their crops, which will serve as an economic incentive to reduce fire
hazard and maintain peat moisture. Finally, the IFM initiative will include the co-management
of Sebangau National Park with WWF. This will include capacity building for park
management staff, sustainable financing mechanisms for conservation, and enhanced
relations with adjacent communities to reduce the threat of encroachment. In year two,
LESTARI will begin to work on the SEA-LEDS plan in this landscape.
Congruent to the initiative on integrated fire management is the proposed REDD+ Project in
Pulang Pisau District, which will focus on the development of integrated forest management
that reduces the threats to forest and peat land (reduces illegal logging and clearance and
reduces peatland fires), primarily through increasing agricultural production and developing
P a g e | 93
the local economy. This year, LESTARI will support this project begun under IFACS by
developing participatory community-based village-forest management for the implementation
of REDD+ and training in community-based forest and peatland fire management in village
forests. This will leverage funds from the ICCTF.
BBBR co-management will focus on improving the management of areas both within and
adjacent to the protected area. METT will be used as a tool to enhance the capacity of park
authorities to monitor and detect threats. Sustainable financing mechanisms will be designed
and implemented to generate revenue that feeds back into conservation efforts. In
communities adjacent to BBBR, LESTARI will support the operationalizing of LCPs and
SEA-LEDS so that district spatial plans are constructed with a shared vision of sustainable
and equitable land use. Finally, LESTARI will engage with private sector concessions around
BBBR so that best management practices are implemented and CMMPs are
operationalized.
P a g e | 94
Figure 21 Katingan-Kahayan Operational Landscape
P a g e | 95
PRIORITY INITIATIVE: INTEGRATED FIRE MANAGEMENT
IN AND AROUND SEBANGAU NATIONAL PARK
PES and REDD+
Innovaitive Finance
SA
Inputs
Q1
Q2
Q3
Q4
Comments
1.1
analysis
LESTARI team
Target audience, message, desired behavior and
appropriate media identified
1.2
Formation of commnuity-civil society
champions
LESTARI team
1.3
LESTARI team
Constutuencies for improved peat land
management developed
1.4
LESTARI team
1.5
PES Policy Advocacy
8.1
Assessment for potential Payment for
Environmental Services initiative for fire
prevention
8.2
8.3
8.4
Environ
mental
Governa
nce
Activities
3.1
Grants
Support for development of provincial
regulations and strategic pan related to
PES
Engagement, consultation and
advocacy with provincial and national
level
Technical support for Implementation of
climate change project in Pulang Pisau
including community-based forest and
peatland fire management in village
forests
Conduct analysis of licensing and
permitting related to land use on
peatland
LESTARI team
LESTARI team
LESTARI team
LESTARI team
STTA
(see PES and REDD+ Innovative Financing
below)
Asssessment of budget details used in fire
management (primarily in fighting fires) and
prevention and examine models that can reduce
fire through incentive schemes
Pioneer PES initiative (incentive) for communities
to implement Integrated Fire Management
Gain support from National and regional levels
Key pilot initiatives working as REDD / PES
models for scaling up and replication in the
landscape
Spatial plan and licensing analysis that details
issue leading to GHG emissions and MSF
recommendations for more transparent and
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Co-Management
Protected area management
LEDS friendly process
3.2
Licensing transparency protocol
development
LESTARI staff
3.3
Dispute resolution mechanism
development
LESTARI staff
3.5
Capacity building for scientific and
participatory monitoring
LESTARI staff
Build monitoring capacity of SDI / BKPRD /
PPNS and facilitate regular land use monitoring
3.6
Identify and train leaders in each
landscape on land use issues, rights
and responsibilities
LESTARI staff
Community members that understand and can
articulate rights and responsibilities effectively
3.7
Revitalize MSF to serve as bridge
between citizens and government
LESTARI staff
5.1
Dissemination and socialization on the
application of METT to evaluate
effective management of conservation
areas
5.3
LESTARI team
(WWF)
5.4
Capacity building activities to improve
LESTARI team
4.1
Stakeholder mapping, areas analysis
and needs assessment for comanagement models
LESTARI team
Multi-stakeholder dialogue
LESTARI team
4.2
Expert from KHLK
& LESTARI team
STTA
Clarifying and resolve conflicts around
boundaries of protected areas and company
concessions
Initiate collaboration with the Directorate for
Conservation, MOEF
Publish and publicize the METT assessment
identifying areas of improvement
Supports to enable conservation area managers
to adopt collaborative measures to address areas
for improvement.
Potetial areas and villages, needs of
stakeholders identified
Dialogue betwen UPT and relevant parties;
support for local initiatives on forest management
by local communities (village forest, city forest,
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Private Sector BMPs
conservation village etc); Letters of intent signed
4.4
Development of co-management
(partnership) agreements
4.3
Develop a capacity development
program based on needs assessment
Grants
7.1
Identify potential private sectors
(timber, palm oil concession, mining) in
order to select potential partner
LESTARI team
STTA
7.2
Develop Sustainability
Screening/Selection Criteria
STTA
LESTARI team
7.3
Stakeholder engagement (private
sectors, association, government
institutions) on national level and
landscape level
LESTARI Team
LESTARI team
(e.g. MoU, Joint Declaration, Joint Commitment,
Joint Program)
Capacity building (e.g., village forest in Buntoi
Village, strengthen educational and customary
forest in Palangkaraya, advocating conservation
village in the buffer region)
See IFACS previous achievements
PRIORITY INITIATIVE: BUKIT BAKA BUKIT RAYA CO-MANAGEMENT
Co-management
4.1
Stakeholder mapping, areas analysis
and needs assessment for comanagement models
4.2
Initiate discussion with concession
holders to begin the process of
connecting Sebangau NP and Bukit
Baka/Bukit Raya NP
4.4
Development of co-management
(partnership) agreements
STTA
LESTARI team
Potetial areas and villages, needs of
stakeholders identified
LESTARI team
LESTARI team
Facilitate the development of KPH in each District
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Protected area
manage-ment
Private Sector BMPs
5.1
Dissemination and socialization on the
application of METT to evaluate
effective management of conservation
areas
5.3
LESTARI team
(WWF)
7.1
Identify potential private sectors
(timber, palm oil concession, mining) in
order to select potential partner
LESTARI team
STTA
7.2
Develop Sustainability
Screening/Selection Criteria
STTA
LESTARI team
7.3
Stakeholder engagement (private
sectors, association, government
institutions) on national level and
landscape level
LESTARI Team
Expert from KHLK
& LESTARI team
Publish and publicize the METT assessment
identifying areas of improvement
See IFACS previous achievements
T
P a g e | 99
Landscape Profile
The IFACS Asmat and Mimika landscapes have been combined into a single Lorentz
Lowlands Landscape. The areas included in these two districts are superficially similar to the
IFACS landscape. Previously, Tetra Tech proposed to extend the Asmat landscape east into
Mappi and Bouven Digoel. However Asmat and Mimika share many common characteristics
such as ecosystems and similar cultures that are not found in Mappi and Bouven Digoel.
Further, the Lorentz National Park provides a shared centerpiece in the landscape. The
proposal to treat Mimika- Asmat and Mappi-Bouven Digoel as separate landscapes was
made.
Defining landscapes in Papua has been simpler than in Aceh and Kalimantan. IFACS
followed a simple district approach, with one focal district in each landscape. The LESTARI
value landscapes in southern Papua are a significant revision of IFACS Mimika and Asmat
landscapes. As there is a focus on and contiguity with mangroves and Lorentz National Park
CAs between Mimika and Asmat districts, the “Lorentz” Lowlands (defined by an arbitrary
upper elevation of 200m above sea level) combines the forest within the two districts into a
single value landscape. The Lorentz Lowlands therefore consist of largely intact upland (free
draining, mineral soil) forests in the northern parts of the landscape, extensive lowland
swamp forests, and mangrove ecosystems. The operational landscape is defined by the
Mimika and Asmat districts.
A unique aspect of this landscape is the Mimika and Asmat Mangroves that stretch along
500 km of coastline and cover over 400,000 ha of mangroves. The bordering freshwater
swamp forest covers an additional approximately 1M ha. These mangrove and backwater
swamps are a world-class asset and harbor some of the highest carbon stock per hectare of
any forest on the planet. They need to be managed sustainably to mitigate vast GHG
emissions and conserve important biodiversity and environmental services that local
communities enjoy.
Emissions from inside the national park account for only 4.7% of total landscape emissions
Nevertheless, it is crucial that key initiatives implemented directly in the value landscapes
should take into account forward-looking pressures and potential emissions that can impact
the park. Improved collaboration will be key, but targeted to address future planned and
unplanned pressures that will impact the park. An important part of the initiative in the
Lorentz Lowlands will include more intensive focus on small-scale extractive industries and
their adoption of BMPs, as forested areas around the economic centers of Mimika and Agats
are increasingly being exploited for timber. Improved community based management is also
key for these large ‘wilderness’ areas in order to enhance community aspirations for the
sustainable management of these forest resources and the environmental resources that
they provide.
The conversion of swamps to oil palm plantations threatens the hydrological sustainability of
the system, and future conversion of mangroves for fishponds aquaculture may cause
significant ecosystem loss. While only 171 hectares of mangrove is degraded each year, a
unique aspect of LESTARI in this landscape will be the establishment of an internationally
recognized South Papua Mangrove Conservation Corridor (such as through the
establishment of an Essential Ecosystem Area (Kawasan ekosistem esensial) and potential
support for a nomination for Lorentz mangroves and wetlands as a RAMSAR site. These
initiatives will cover 500,000 ha of mangroves and approximately 1M ha of bordering
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freshwater swamp forest along the coast. It will be managed through a regional mangrove
management coordination body currently being set up under the IFACS project.
P a g e | 101
PRIORITY INITIATIVE: LORENTZ NATIONAL PARK; SOUTH PAPUA MANGROVES; ASMAT CULTURAL HERITAGE SITES
Activities
4.1
Stakeholder mapping to identify area and
type of co-management inside and
adjacent to Lorentz National Park, Rawa
Baki-Vriendschap and Mimika-Asmat
Mangroves critical areas
Inputs
Q1
Q2
Q3
Q4
Comments
LESTARI
team
Participatory approach with stakeholders to;
Mimika & Asmat are designated as pilot areas (4
villages outside NP and 1 within)
4.2
Dialogue to promote collaboration at all
levels of Mimika and Asmat District
governments and Papua Provincial
Government
LESTARI
team
Regularly held dialogues and support policy
coordination between provincial and national
government to operationalize the Mimika
Mangrove Management Plan through the KKMD
and expand the initiative to Asmat
4.3
Facilitate process to resolve conflicts and
build capacity of stakeholders for comanagement
LESTARI
team
Mechanism for conflict resolution identified,
especially for villages inside the Lorentz National
Park and Mimika-Asmat Protected Mangrove
areas
4.4
Develop co-management partnerships
agreements (between the Lorentz NP and
communities), Freeport and communities
and the District Government (KPH) and
Communities; and develop management
plans under each agreement
LESTARI
team
Asmat & Mimika: max 2 villages
4.5
Support agreement implementation and
monitoring
LESTARI
team
To include institutional strengthening KPH as well
as community actors
Prote
cted
Area
Mana
geme
nt
Co-Management
SA
5.1
Dissemination and socialization on
application of METT with the Lorentz
LESTARI
team; STTA
Simultaneously held with stakeholder mapping
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Awareness and
Advocacy
National Park
5.3
METT application in Lorentz National Park
through participatory assessments
LESTARI
team
5.4
Capacity building activities based on
METT
LESTARI
3.8
Revitalizing / forming MSF and build
mechanism through MSF to engage
citizens
LESTARI
team
3.9
Develop and Implement Training activities
for district government officials and other
MSF members
LESTARI
team
Advocacy training through monthly thematic
meeting series focusing on land use decisions
being made that affect the Mimika-Asmat
Mangroves,
3.7
Identify & train community leaders on land
use rights and responsibilities (especially
within Mimika-Asmat mangroves and
Lorentz National Park)
LESTARI
team
Starts during stakeholder mapping and results in
cadre of comm. leaders that capture, understand
and can articulate land use issues and
communicate these effectively
3.6
Build Monitoring capacity of SDI, BKPRD
& PPNS for more scientific and
participatory monitoring; facilitate regular
monitoring
LESTARI
team
Identify parties for collaboration with SDI and
monitoring implemented and linked to provincial
and national levels
1.1
Awareness and Advocacy Strategy
Analysis
Grantee
Target audience, message, desired behavior,
appropriate media and local resources and
organization capable or with potential important
role in constituency building identified
This activity will be based on the METT and the
needs of the Lorentz NP to improve management
effectiveness.
Asmat: legalization of MSF priority.
MSF will be developed as the mechanism through
which citizen-based input can be provided and is
recognized by district leaders
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1.2
champions
Grantee
Linked to 3.7 training in advocacy for strong
sustainability vision in the Mimika and Asmat
focusing on the sustainable use and protection of
mangroves, and shared responsibility for the
management and protection of Lorentz
1.3
implementation
LESTARI
team
Implementation of above strategy prioritizing
media and champions to communicate message
1.4
Empower media coverage
LESTARI
team
Journalist networks, training and field visits to
Lorentz, Rawa Baki and Mimika-Asmat
Mangroves
1.5
Advocacy and Lobbying through media
and champions
LESTARI
team
CS champions lobbying for government owned
sustainable development vision that reduces
emissions and deforestation
Status of SEA-LEDS and LCP recommendations
that have been incorporated for the protection the
Mangroves and Lorentz National Park through
series of workshops
2.1
SEA-LEDS and LCP recommendation
analysis
2.2
Formation and facilitation of appropriate
level SEA-LCP working groups
LESTARI
team
Permanent groups that can revise and maintain
SEA utility for policies, plans and programs.
2.3
SEA-LEDS revision
LESTARI
team
Updated SEA considering new threats to the
landscape
STTA
Entry-points for operationalization in district (and
provincial) spatial and development plans and
budgets defined. SEA, spatial plan and LCP
guidelines development
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PES and REDD
Innovative Finance
Green Enterprises
2.4
Capacity building for district government
for planning and management in
accordance with SEA and LCP
recommendations
LESTARI
team
Ensure that SEA (and LCPs) are operationalized
through RENSTRA and new regulations that
assure reduced pressure on Mangroves and
Lorentz National Park. Potential regulations
include the establishment of Essential Ecosystem
Areas (Kawasan Ekosistem Esensial) and
nomination of Lorentz Lowlands as a RAMSAR
site.
6.1
Market Assessment & Value chain
analysis for every potential commodities
and community needs assessment
STTA
Assessment will include food security for local
communities, sustainability of mangrove
commodities (such as crabs) and potential
marketability of alternative commodities. HIPKAL
(small timber license association) is categorized
as Green Enterprises
6.2
Identification of potential private sector
partners for green enterprises within the
landscape partners
STTA
List of partners from timber, oil palm and mining
companies
Enabling conditions for project
development for PCNs in Mimika
LESTARI
team
Mimika already has a PCN for the Mimika
Mangrove project with potential funding through
the ICCTF. LESTARI will facilitate the
implementation of Mimika Mangrove Climate
Mitigation project
Asmat already has an assessment, only needs to
develop a SRAK and possible projects in year 2
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Figure 22 Lorentz Lowlands Operational Landscape
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Mappi-Bouven Digoel Landscape
Landscape Profile
The Mappi-Bouven Digoel Landscape is a new area for USAID projects. It covers a large
undeveloped expanse of lowland forest on a lowland mineral terrace, and extensive peat
lands, swamps and some mangrove in the lower reaches towards the coast. The landscape
is characterized by Papua’s largest river, the Digul, which forms the eastern boundary of the
landscape.
Southeast Papua has long been the focus of large development plans for the expansion in
agricultural and land-based energy estates. The MIFEE (Merauke Integrated Food and
Energy Estate) project that was initiated under the SBY government has been revisited and
supported by the Jokowi administration. The actual impact of MIFEE spreads beyond the
Merauke district, as large parcels of land have long been designated for conversion to oil
palm and pulp plantations in Bouven Digoel and Mappi districts. We propose an extension to
the Lorentz value landscape to encapsulate the forested areas slated for conversion within
the ‘location license’ of these oil palm and industrial timber plantation companies. These
companies are not operating in the landscape to date and LESTARI has the opportunity to
provide local stakeholders and plantation developers’ information to mitigate impact from the
plantations.
The operational landscape is defined by Mappi district and a significant portion of Bouven
Digoel district bounded by the Digul River.
The core initiative in the Mappi-Bouven Digoel Landscape is to rationalize current and
proposed plantations to ensure conservation of HCV and HCS forest. Whilst embracing
peatland management and efforts to reduce deforestation, this will be carried out via private
sector engagement, including investment screening for companies that have yet to start
operation in the landscape. LESTARI has the opportunity to provide local stakeholders and
plantation developers information to mitigate impacts from plantation development.
Information that can be developed through LESTARI includes land use and tenure patterns,
community and biodiversity values within the license areas, and proposal development
scenarios that aim to mitigate GHG emissions and the loss of biodiversity while directing
development towards areas where socio-economic and cultural impact is minimized.
Communicating initiatives to encourage multi-functional landscapes that have had little
development to date will be key to applying a successful landscape approach strategy.
When developing a strategy to mitigate impacts of oil palm and industrial pulp plantations,
communications and advocacy will be key activities to build constituencies for conservation
and a low emissions development approach. As these are new areas for USAID project
implementation, establishing MSFs, creating a sustainable landscape vision, and improving
spatial planning through a foundational SEA-LEDS will be potential key activities throughout
the districts.
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PRIORITY INITIATIVE: MAPPI-BOUVEN DIGOEL LAND-USE RATIONALIZATION TO ENSURE CONSERVATION OF
HCV AND HCS FOREST
Operationalize
SEAs & LCPs
SA
3.7
Activities
Stakeholder mapping and Forming MSF and
build mechanism through MSF to engage
citizens
Inputs
Q1
Q2
Q3
LESTARI team
Q4
Comments
MSF will be developed after a thorough participative
stakeholder mapping has been completed identifying
key actor that can become a mechanism through
which citizen-based input can be provided, and is
recognized by district leaders
Lessons learned from the process in Mimika, Sarmi
and Asmat
3.8
Develop and Implement Training activities for
district government officials and other MSF
members
LESTARI team
Advocacy training through monthly thematic meeting
series focusing on land use decisions being made
that affect primary forest and livelihoods in MappiBouven Digoel
3.6
Identify & start to train community leaders on
land use rights and responsibilities
(especially in relation to licenses that have
been issued on traditional lands)
LESTARI
team; STTA
cadre of comm. leaders that capture, understand and
can articulate land use issues and communicate
these effectively
2.1
SEA-LEDS recommendation analysis
STTA
Status of SEA-LEDS and identification of entry-points
for improving SEA-LEDS for operationalization of
recommendations into district (and provincial) spatial
and development plans and budgets defined. SEA,
spatial plan and LCP guidelines development
2.2
Formation of appropriate level SEA-LCP
working groups
LESTARI team
Permanent groups that can revise and maintain SEA
utility for policies, plans and programs.
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Green Enterprises
Private Sector BMPs
Awareness and
Advocacy
LESTARI team
Updated SEA considering data already available for
Mappi, and collection of important places (HCV 5&6)
for Bouven Digoel to be included in SEA for the
district.
LESTARI team
through RENSTRA and any new regulations (spatial
plans) and reduce pressure on the forest resources
in Mappi-Bouven Digoel landscape
6.1
Market Assessment & Value chain analysis
for every potential commodities and
community needs assessment
STTA
communities, sustainability of current exploited
commodities and potential marketability of alternative
commodities.
6.2
landscape partners
STTA
List of partners from timber and oil palm companies
that can potential support Green Enterprises through
PPP
2.3
SEA-LEDS revision including data collection
(participative mapping) where needed
2.5
Capacity building for district government for
planning and management in accordance
with SEA and LCP recommendations
7.1
Private Sector Identification
STTA
List of potential partners for improved BMPs in the
landscape identified including data on status,
certification, area of concession and sustainability
policy
7.2
Sustainability Screening / Selection Criteria
development
STTA
Shortlisted potential partners screened through tool
Inputs on shortlisted partners from multi-stakeholder
consultations (with local, provincial and national
levels); Field verification; Public consultation leading
to MOU for BMP implementation with private sector
7.3
Private sector stakeholder Engagement
1.1
Awareness and advocacy strategy analysis
LESTARI team
1.2
champions
LESTARI team
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1.3
LESTARI team
Constutuencies for improved conservation and land
use management developed
1.4
LESTARI team
P a g e | 110
Figure 23 Mappi-Bouven Digoel Operational Landscape
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Sarmi Landscape
Landscape Profile
The LESTARI Sarmi Landscape in northern Papua is similar to that of IFACS. Almost all of
its area – ranging from the low coastal land up to the Foja Mountain in the hinterlands – is
covered with natural forests. This includes extensive areas of lowland peat swamp forest as
well as mangrove forests along the 200 km coast. 97% of the landscape is still forest
covered, with 74% of that amount in a pristine state. The region is known for its rich
biodiversity in all forest types including tree-kangaroos, the enigmatic Northern Cassowary,
16 species of parrot and cockatoos, and 6 species of birds of paradise – all of which are
relatively common throughout the landscape. As 96% of the Sarmi Landscape is forestcovered, the operational landscape is almost identical to the VL.
At present, Sarmi’s emerging economy relies on the development of large-scale palm oil and
some mining of iron sands. Although historical deforestation and degradation rates have
been low, the accessibility of Sarmi and Papua in general through ever-improving
infrastructure could lead to rapid and unsustainable expansion in areas designated for
development, especially in the palm oil sector. The entire northern coastline has been
designated for industrial activities. If not managed carefully, these developments will pose a
threat to biodiversity, the loss of large tracts of currently intact forest, and local community
livelihoods.
The core initiative in the Sarmi Landscape is to ensure high conservation value (HCV) and
high carbon stock (HCS) conservation. Historical deforestation and degradation rates are
relatively low, and 70% of the landscape is currently within natural forest timber concessions.
These companies are therefore important managers of the northern Papua lowland forests
and the adoption of Best Management Practices (BMPs) could further minimize GHG
emissions and forest loss. Potential large-scale deforestation and associated GHG
emissions will come from future development of industrial scale plantations. As such, the
primary LESTARI initiative in the landscape is to improve environmental governance and
ensure that impacts of these developments are mitigated.
Moreover, extensive areas of this landscape have been designated for oil palm
development. Therefore, LESTARI activities within the operational landscape will focus on
engaging these companies to embrace low-emissions plantation development and
incorporate Community Conservation Agreements developed under IFACS. LESTARI will
also support the monitoring and enforcement of land use decisions through operationalizing
SEA-LEDS and LCPs and strengthening the MSF and other local partners’ landscape vision
and commitment for low emissions development (Theme 1). By applying this approach, it is
expected that there would be shared responsibility in conserving the area and maintaining a
balance between development and conservation objectives.
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PRIORITY INITIATIVE: SARMI HCV & HCS CONSERVATION
Operationalize SEAs &
LCPs
SA
Activities
Inputs
Q1
Q2
Q3
Q4
Comments
3.7
Revitalization of MSFs to serve as a bridge
between citizens and local government
LESTARI team
MSF will be revitalized to become a mechanism
through which citizen-based input can be provided,
and is officially recognized by district leaders
3.8
Development and implementation of training
activities for district government officials and
other MSF members (e.g. participatory
development, conflict resolution, and civil
society engagement)
LESTARI team
Advocacy training through monthly thematic meeting
series focusing on land use decisions being made
that affect the currently intact forest in Sarmi
3.6
Identification and training of leaders in each
landscape from CBOs (women, youth, and
indigenous populations) on land use issues,
rights and responsibilities
LESTARI
team; STTA
cadre of comm. leaders that capture, understand and
can articulate land use issues and communicate
these effectively
3.5
Capacity building for more scientific and
participatory monitoring at the landscape
level
2.2
Formation of appropriate level SEA-LCP
working groups
LESTARI team
Permanent groups that can revise and maintain SEA
utility for policies, plans and programs.
2.3
SEA-LEDS revision including data collection
(participative mapping) where needed
LESTARI team
Updated SEA considering data already available for
Sarmi, and integration of important places mapped
through CCLA.
2.5
Capacity building for district government for
planning and management in accordance
with SEA and LCP recommendations
LESTARI team
through RENSTRA and any new regulations (spatial
plans) and reduce pressure on the forest resources
in Sarmi landscape
MSF and SDI lead monitoring of spatial plan
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Green
Enterprises
6.1
Market Assessment & Value chain analysis
for every potential commodities and
community needs assessment
STTA
communities, sustainability of current exploited
commodities and potential marketability of alternative
commodities.
6.2
landscape partners
STTA
List of partners from timber and oil palm companies
1.1
LESTARI team
1.2
champions
LESTARI team
1.3
LESTARI team
Constutuencies for improved conservation and land
use management developed
1.4
LESTARI team
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Figure 24 Sarmi Operational Landscape
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Cyclops Landscape
Landscape Profile
Another small but valuable landscape in northern Papua is the Cyclops Landscape. USAID
has been providing assistance to local stakeholders for the conservation of this unique
natural reserve for 15 years. The proximity of the mountain range to the provincial capital
provides a focal point for conservation of environmental services. Due to the proximity of
Papua’s largest population center, the mountain range is under threat from illegal logging,
charcoal making, wildlife poaching, and encroachment for agricultural land by mountain
communities migrating to the capital. The value landscape is defined by the remaining forest
within and surrounding the nature reserve.
The operational landscape contains the bordering buffer zone to the reserve. There is no
peat in the Cyclops Landscape. Emissions are derived from land use change and are
expectedly low compared to other LESTARI landscapes.
The data used in the Landscape Baseline Analysis cannot identify emerging and increasing
threats to the nature reserve. The mountain range is important for biodiversity (containing
several endemic species restricted to this mountain range) and forests provide important
environmental services. The actual rate of degradation is likely to be higher than that
reported here. There is provincial awareness of the pressures on the reserve from
communities living around it such as unsustainable charcoal making from Sowang
(Xanthosthemon novaguineense).
Since this is a strict nature reserve where activities are not allowed inside the PA, key
activities will be focused on co-management within the buffer zone. Stopping deforestation in
the Cyclops Landscape will only be effective if multiple stakeholders are fully engaged.
Voices of local community members located in and around the forest area, government
entities, and the private sector that benefits from the environmental and ecosystems services
must all be included in a collaborative management effort. A Cyclops Nature Reserve
collaborative management master plan has already been developed by Universitas
Cendrawasih. This is intended to reduce encroachment pressure and gain broader support
for conservation from local communities and municipal, district, and provincial governments.
LESTARI also supports enhancing protected area management in the Cyclops Landscape.
This includes facilitating dialogues and conservation agreements with local communities, as
well as capacity building for park management authorities to utilize modern tools such as
METT to monitor and address threats to forest and biodiversity resources.
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PRIORITY INITIATIVE: CYCLOPS CO-MANAGEMENT
(Conservation FMU / KPH-K)
Co-Management
SA
Inputs
4.1
Identify areas, needs assessment, and type of comanagement
STTA
4.4
Develop a capacity development program based on
needs assessment
LESTARI Team
4.2
Facilitate series of thematic dialogues to improve
co-management
4.5
Implement program plan (e.g., livelihood, village
plan, campaign & awareness, etc)
4.3
Initiate a co-management agreement
4.2
Protected Area
Management
Activities
5.1
5.3
Q1
Q2
Q3
Q4
If possible, establish a collaborative
forum for Cyclops coordinated by
BKSDA and KPHK
LESTARI Team
Grants
LESTARI Team
and Grants
To support database management
of Cyclops center
To support the government’s plan
to establish a botanical garden in
the buffer zone of cyclops
Involving LESTARI Team, KPHK,
BKSDA, MSF, Provincial and
District Forestry Unit in Papua, and
others I
Support dialogues for policy coordination
Dissemination & Capacity Building on METT
METT assessment involving from the management
to the front-line staff
Comments
Technical experts
from KLHK and
LESTARI Team
LESTARI Team
P a g e | 117
5.3
5.3
Collaborative development of strategy to enhance
the effectiveness of Cyclops conservation areas
management
Develop Collaborative Program Plan
LESTARI Team
LESTARI Team
1.1
LESTARI Team
1.2
Formation of community-civil society champions
LESTARI Team
1.3
LESTARI Team
1.4
LESTARI Team
Target audience, message, desired
behavior and appropriate media
identified
Civil society champions trained and
advocate for strong sustainability
vision
Constutuencies for improved
conservation and land use
management developed
P a g e | 118
Figure 25 Cyclops Operational Landscape
P a g e | 119
APPENDICES
P a g e | 120
APPENDIX 1: ENVIRONMENTAL MITIGATION
AND MONITORING PLAN (EMMP)
The EMMP builds upon the LESTARI Initial Environmental Examination (IEE) and
Environmental Threshold Decisions contained therein, and defines practical steps for
LESTARI to mitigate and monitor possible environmental impacts. Given the development of
the IEE pre-award it is worth noting the following:

The IEE included both (i) Categorical Exclusion (CE) and (ii) Negative Determination with
Conditions (NDw/C) for illustrative activities outlined in the LESTARI Scope of Work.

As a result, the EMMP first screened these activities with the work plan to determine
which should be subject to a CE or an NDw/C. Activities with Moderate and Unknown
Risk that triggered Negative Determination with Conditions (NDw/C) threshold decisions
were subject to environmental review and mitigation and monitoring actions.
This EMMP addresses environmental compliance as set out in section C.11 of Contract AID497-TO-15-00005. This EMMP is to be used in conjunction with the Activity Monitoring and
Evaluation Plan (AMEP). As project activities evolve over time, the EMMP will be updated.
The results of the environmental screening of LESTARI Year 1 activities within the work plan
to determine which should be subject to a CE or an NDw/C are summarized in table below.
X
X
1.2 Formation of community-civil society champions
X
X
1.3 Awareness and advocacy strategy implementation
X
X
1.4 Empowerment of media coverage
X
X
U
1.5 Advocacy and lobbying
X
2.1 SEA-LEDS and LCP recommendation analysis
X
X
2.2 Formation and facilitation of appropriate level SEALEDS working groups
X
X
2.3 LCP revision and LCP-SEA-LEDS integration plan
(updated position paper produced under IFACS)
U
X
2.4 Regulation development that incorporates SEA and
LCP recommendations
U
X
P a g e | 121
Significant
Adverse Impact
No significant
adverse impact
(CE)
Moderate (M) or
unknown risk (U)
1.1. Awareness and advocacy strategy analysis
High-Risk
(By Strategic Approach)
Very Low Risk
LESTARI Activities
With specified
mitigation, no
significant adverse
impact (NDw/C)
Recommended
Determinations
Screening result
2.5 Capacity building for district government for planning
and management in accordance with SEA and LCP
recommendations
X
X
3.1 Analysis of licensing and permitting processes directly
related to land use
X
X
3.2 Development of licensing transparency protocols
(Environmental Assessment and Monitoring Tool) and
procedures at the provincial level
X
X
3.3 Dispute resolution mechanism development
X
X
3.4 Development of publicly accessible database registry
for spatial planning, permitting, and licensing linked to
OneMap,
X
X
3.5 Capacity building for more scientific and participatory
monitoring at the landscape level
X
X
3.6 Identification and training of leaders in each landscape
from CBOs (women, youth, and indigenous populations)
on land use issues, rights and responsibilities
X
X
3.7 Revitalization or formation of MSFs to serve as a
bridge between citizens and local government
X
X
3.8 Development and implementation of training activities
for district government officials and other MSF members
(e.g. participatory development, conflict resolution, and
civil society engagement)
X
X
4.1 Stakeholder mapping, area analysis, and need
assessments for co-management model (adjacent to
conservation areas and critical HCV forests)
X
X
4.2 Dialogue between stakeholders
X
X
4.3 Facilitation of process to resolve conflicts and build
capacity of stakeholders for co-management
X
X
4.4 The development of partnership agreements and
stakeholder (such as community) management plans
U
X
4.5 Implementation of management plans
U
X
4.6 Support policy coordination between government in
X
X
4.7 Identification of innovative financing opportunities for
conservation areas
X
X
4.8 Innovative financing plan development
X
X
5.1 METT dissemination and socialization
X
X
5.2 Advocacy for adoption of participatory METT in the
national level
X
X
5.3 Participatory METT assessment
X
X
P a g e | 122
5.4 Capacity building and implementation of improved
U
X
5.5 National and Provincial coordination
X
X
5.6 Identification of innovative financing opportunities for
conservation areas
X
X
5.7 Innovative financing plan development
X
X
X
X
X
X
6.1 Market Assessment/Value Chain analysis for potential
commodities and community needs assessment
Identification of potential private sectors partners for green
enterprises (especially within or close to critical area)
6.2 Technical assistance and investment outreach, and
marketing for potential green enterprise PPPs
6.3 PPP development (including multi-stakeholder
coordination)
U
X
6.4 Technical evaluation and additional support where
appropriate
U
X
6.6 Smallholder commodity, market and environmental
threat analysis
X
X
6.7 Supply chain model development
X
X
6.8 Community outreach program
X
X
6.9 Village development plan and environmental
safeguards
U
X
6.10 Targeted technical assistance
U
X
6.11 Technical evaluation and additional support where
appropriate
U
X
7.1 Identification of private sector entities within the
landscapes
X
X
7.2 Development of Sustainability Screening/Selection
Criteria (as part of sustainability tool)
X
X
7.3 Stakeholder engagement (private sectors, association,
government institutions) on national level and landscape
level
X
X
7.4 CMMP status analysis and follow-up
X
X
U
7.5 BMP implementation
X
7.6 Sustainability Reporting Toolkit and BMP monitoring
and evaluation
X
X
7.7 BMP monitoring and evaluation
X
X
8.1 Initial assessment for potential Payment for
Environmental Services initiatives
X
X
P a g e | 123
8.2 Support the development of provincial regulations and
strategic plan (RENSTRA) related to PES including
engagement, consultation, and advocacy with provincial
level
U
X
8.3 REDD+ funding mechanism identification
X
X
8.4 REDD+ working group establishment
X
X
8.5 Project design documents and safeguards
development
X
X
P a g e | 124
The table below summarizes mitigation and monitoring measures proposed by USAID LESTARI in response to the potential major negative
environmental impacts and issues.
Activities and
Processes
1.5 Advocacy and
lobbying
Advocacy and
lobbying for better
land use will involve
identifying
champions, working
with the MSF and
affecting local,
District, Provincial or
National level
policies, programs
and plans.
2.3 LCP revision
and LCP-SEA-LEDS
integration plan
(updated position
paper produced
under IFACS), and
2.4 Regulation
development that
incorporates SEA
and LCP
recommendations.
Identified Environmental
Impacts
Do Impacts Require
Further
Consideration?
Mitigation Measures
Monitoring Indicators
USAID has deemed activities
that affect spatial plans, policy
development etc as NDw/C. If
there are unknown
consequences of policies, plans,
and programs reform this could
potentially harm the
environment, and livelihoods
and promote further
environmental damage.
Yes
LESTARI will only support
advocacy and lobbying
activities when the
consequences of policies,
plans, and programs reform is
known.
Impact assessment of
policies, plans, and
programs reform
carried out before
embarking on advocacy
and lobbying activities
USAID has deemed activities
that affect spatial plans, policy
development etc as NDw/C.
However, the LCP and SEALEDS are designed to promote
sustainability and biodiversity
conservation.
Yes. The SEA-LEDS is
governed by law
32/2009, which has
built in safeguards to
ensure
recommendations from
SEA promote
sustainable
development. LCP are
a scientifically-based
document that
describes the status of
conservation and
No specific measures needed,
as long as SEA and LCP are
carried out in the manner in
which they were designed.
LESTARI will not support
desktop and non-participatory
approaches.
Proper implementation
of SEAs and LCP
(participatory, inline
with regulations etc.).
P a g e | 125
needs for improvement.
4.4 The
development of
partnership
agreements and
stakeholder (such
as community)
management plans
and 4.5
Implementation of
management plans.
The development and
implementation of partnership
agreements (co-management) is
designed negotiate, define and
guarantee a fair sharing if
management, entitlements and
responsibilities over natural
resources. While aimed at
conservation and sustainable
NRM utilization, thus may
encourage unsustainable use
where parties are granted new
access to forests.
Yes.
5.4 Capacity
building and
implementation of
improved
conservation areas
management.
Even though resource
management, implementation of
best management practices is
determined as NDw/C in the
IEE, the capacity building and
implementation will bring no
negative environmental impacts.
No. In line with National
Park and Protected
area management and
will increase the
authorities ability to
protect these areas.
6.3 PPP
development
(including multistakeholder
coordination) and
6.4 Technical
evaluation and
additional support
where appropriate.
PPP development aims to link
the two parties in an agreement
for improved management of a
resource that benefits both
parties. In all cases the
monitoring of the impacts of
these partnerships is important
especially where parties are
given access to natural
resources or provide products
that could potentially cause
Yes.
Co-management agreements
must include commitments for
NR use and strong monitoring
that measures performance for
NRM use with future rights and
access.
Co-management
agreements with
performance based
incentives /
disincentives and their
implementation based
on conservation /
sustainable NR use
commitments.
All PPP development must
discuss and finalize
commitments of both parties
for conservation and
sustainable NR use before
being promoted by LESTARI.
PPPs must include
commitments for conservation
and sustainable NR use and
strong monitoring that
measures performance for
PPPs with performance
based incentives /
on conservation /
sustainable NR use
commitments.
P a g e | 126
deforestation (such as
agricultural crops grown on
previously forested land.
NRM use with future
partnerships.
6.9 Village
development plan
and environmental
safeguards, 6.10
Targeted technical
assistance and 6.11
Technical evaluation
and additional
support where
appropriate.
This strategic approach is
designed to improve local
livelihoods of communities living
in and around the protected
areas. Development Plans an
associated technical support
must be based on commitments
for conservation and sustainable
NR use such as those in CCA.
Yes.
All technical livelihood support
for communities for advancing
village development plans
must be based on strong
such as in a functioning CCA.
Technical livelihood support for
communities must include
and sustainable NR use and
strong monitoring that
measures performance for
NRM use with future technical
support. These commitments
should be included in CCAs or
village spatial plans and
zonation regulations (RTR Kws
Perdesaan).
Technical livelihood
support with
performance based
incentives /
on conservation /
sustainable NR use
commitments contained
within CCAs or Village
Spatial Plans and
zonation regulations
7.5 BMP
implementation.
BMP implementation is
designed to reduce impact on
the environment while allowing
the company to carry out their
core business (including
harvesting of timber, growing oil
palm and mining). Best
management practices are
measure against a business-asusual baseline that does not
consider forest and biodiversity
Yes.
The environmental impact of
BMP implemented by
companies should be
measured to assure a reduced
impact on the environment.
BMP can be measure through
a 3rd party (such as a
certification body for
companies under certification
schemes) or through direct
monitoring with the company
Reduced impact on
environment (forest,
GHG emissions and
biodiversity) through
the implementation of
BMPs compared to the
BAU scenario.
P a g e | 127
conservation or impacts on
climate change.
8.2 Support the
development of
provincial
regulations and
strategic plan
(RENSTRA) related
to PES including
engagement,
consultation, and
advocacy with
provincial level
Even though policy development
(including fiscal incentives and
/or reforms) is determined as
NDw/C in the IEE, regulations
that will allow the use of PES for
improved environmental
management, especially the
protection of forests and
biodiversity to reduce GHG
emissions will be performance
based mechanisms and not
exacerbate environmental
damage
to measure their reduced
impact.
No. regulations will
support performance
based payments.
Monitoring will be an
essential component of
the PES
For grants and subcontracts disbursed under this contract, LESTARI will use the impact assessment tools found in the USAID/ABC
Environmental Review Form to screen grant proposals. This will help ensure that funded proposals do not result in adverse environmental
impacts, help develop mitigation measures as necessary, and specify monitoring and reporting for grantees and subcontractors. If activities are
not currently covered under the approved IEE and ETD, the project will write an Environmental Review Report. Mitigation and monitoring
requirements will be included in agreements and contract.
Monitoring Indicators
Impact assessment of policies,
plans, and programs reform
carried out before embarking on
advocacy and lobbying activities
Monitoring and Reporting
Frequency
Prior to any advocacy and
lobbying activities
Responsible Parties
Records Generated
Communications and governance Assessment report considering
staff
wider implications of policy,
program, and plan change
P a g e | 128
Proper implementation of SEAs
and LCP
As needed with all activities
where SEA and LCP are involved
Forest Governance Advisor
Brief assessment report of
compliance regarding good
environmental governance
principles
Co-management agreements
with performance based
incentives / disincentives and
their implementation based on
conservation / sustainable NR
use commitments.
Prior to co-management
agreements being finalized
Biodiversity Conservation
Specialist
Assessment of the commitment
from both parties to adhere to
conservation and sustainable NR
use
PPPs with performance based
incentives / disincentives and
their implementation based on
use commitments.
Prior to PPP finalization
Private Sector Specialist
use
Technical livelihood support with
performance based incentives /
implementation based on
use commitments contained
within CCAs or Village Spatial
Plans and zonation regulations
Prior to technical livelihoods
support
Biodiversity Conservation
Specialist
use
Reduced impact on environment
(forest, GHG emissions and
biodiversity) through the
implementation of BMPs
compared to the BAU scenario.
Annually after engagement with
private sectors that are
implementing BMPs
Forestry Private Sector
Engagement Advisor
Monitoring report of
environmental compliance
P a g e | 129
APPENDIX 2: PERFORMANCE INDICATORS
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Y1
Y2
Y3
Y4
Y5
LOP
LESTARI Goals
Reduced GHG
emissions from
land-use sector
1. Percentage reduction in GHG
emissions as a result of USG
assistance measured using
actual emissions compared to
REL (disaggregated by reduced
emission from deforestation and
degradation, peatlands
management, fire per landscape
and district) (KR 1)
Comparison of actual
emissions to REL following
GOI methodology for LandBased GHG Emission and
Sequestration Baseline
Calculations. The REDD
Abacus SP program is
used to calculate land
cover changes and related
emissions.
Reductions in deforestation
and degradation will lead to
reductions in GHG emissions.
0%
red
ucti
on
Not
meas
ure
Not
meas
ure
30%
reducti
on
40%
reduc
tion
41%
reduc
tion
41%
reducti
on
Key species
protected
See #3
See #3
See #3
See
#3
See
#3
See
#3
See #3
See
#3
See
#3
See #3
Carbon rich
forest, peatland,
mangrove
ecosystems and
the habitat of
key species
conserved
2. Number of hectares of biological
significance and/or natural
resources under improved
natural resource management
as a result of USG assistance
(disaggregated by district, CA,
concessions area, and key
species habitat) (FACTS 4.8.126) (KR 2)
District: Co-management
plan in place and under
implementation as
evidenced by incorporation
into government program
and budget.
Improved management will
lead to the conservation of key
species habitats as well as
contribute to reduction in GHG
emissions.
0
Not
meas
ure
1.7 M
2.5 M
3M
1.5 M
8.7 M
CA: Increased METT score
Concessions: CMMP in
place and under
implementation as
evidenced by incorporation
in business SOP and
company budget
P a g e | 130
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Reduced rate of
deforestation
and degradation
Reduced threat
on key species
See #1
3. Percentage reduction in
poaching in focus area
Y1
Y2
Y3
Y4
Y5
LOP
See #1
See #1
See
#1
See
#1
See
#1
See #1
See
#1
See
#1
See #1
Analysis of Spatial
Monitoring and Reporting
Tool (SMART) data
Reduction in poaching will lead
to conservation of key species
in focus area
TB
D
10%
reduc
tion
10%
reduc
tion
10%
reducti
on
10%
reduc
tion
10%
reduc
tion
50%
reducti
on
Intermediate Result 1: Improved Land Use Governance
Technical Theme 1: Forest & Land Use Governance & Advocacy
Awareness and
Advocacy
(C1.1; C4.1;
C4.2)
Operationalize
SEA-LEDS &
LCPs (C1.2)
4. Number of stakeholders
participating in communication
programs to improve awareness
and understanding of LEDS and
biodiversity conservation.
Sign-in sheet from
communication trainings
and meetings.
Communication products
developed by stakeholders.
Increase awareness and
understanding, supported by
continuous advocacy will lead
to increased commitment of
key stakeholders regarding the
positive benefits of
use of forests and the species
they encompass, which in turn
lead to improved land use
decision making, thus
contributes to improved land
use governance.
0
1,000
4,000
5,000
3,500
1,500
15,000
5. Number of districts incorporating
high quality SEA-LEDS & LCPs
into draft spatial plans and midterm development plan.
Comparison of SEA-LEDS
& LCPs recommendation
to draft of spatial plans and
mid-term development plan
using the method of
citation analysis
Incorporation of SEA-LEDS &
LCPs recommendation into
government planning
documents will lead to
improved land use policy,
which contributes to improved
land use governance.
0
2
5
5
0
0
12
P a g e | 131
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Environmental
Governance
(C1.3, C1.4,
C4.3, C1.6)
Y1
Y2
Y3
Y4
Y5
LOP
6. Number of models for successful
integration of district, provincial,
and national low emissions
development and forest
conservation strategies
developed and shared at all
levels of government and with
other key stakeholders (KR 8)
Evaluation of the
effectiveness of models
developed
Successful integration of
district, provincial and national
LEDS and forest conservation
strategies will lead to removal
of policy and procedural
barriers to LEDS and
conservation based land use
decisions, thus create
improved land use
governance.
0
2
5
10
10
3
30
7. Number of Multi Stakeholder
Forum (MSF) operational as
citizen based mechanisms for
public input on land use
Review of the process of
public consultation, review
Bupati decree of MSF,
qualitative assessment to
learn the effectiveness of
MSF
The success of MSF to bridge
communication between local
government and wider public
in land use will lead to more
transparent, participatory and
accountable land use
decisions. Those principles are
prerequisite of good
governance.
0
2
4
4
3
0
13
8. Number of community
champions participating in
advocacy activities (meetings,
participatory mapping)
disaggregated by sex
Reports from facilitators,
sign-in sheets, minutes of
public consultation
meetings
Better informed constituencies
including men, women, and
indigenous groups in targeted
landscapes, who have secured
rights and benefits through comanagement, and derive cobenefits from conservation and
sustainable use of forest
resources, will improve land
use decisions and reduce the
level of encroachment in CA
and critical areas.
0
100
300
400
200
0
1000
P a g e | 132
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Y1
Y2
Y3
Y4
Y5
LOP
9. Number of public policies
introduced, adopted, repealed,
changed or implemented
consistent with citizen input
(FACTS 2.4.1-12) (KR 6, KR 7)
– contribute to FACTS 4.8.2-28
Review the process of
policies development,
minutes of public
consultation meetings,
comparison of policies
introduces with citizen
input (citation analysis)
When stakeholder’s voices
continue to be heard by their
government, it will ensure
sustainability of MSF and lead
to improved land use
regulatory framework as
prerequisite of improved land
use governance
0
3
5
10
10
2
30
10. Percentage of new licenses that
follow the SOP / screening
process (KR 7)
Review the licensing
process, interview licensing
officers and business
enterprises
Improved licensing process will
ensure the certainty of land
use and transparency
0%
Not
meas
ure
Not
meas
ure
100%
100%
100%
100%
Review the content of comanagement agreements,
evaluation of the
effectiveness of their
implementation
Co-management agreement
that secure community rights
and benefits will lead to
reduction in land use conflicts
and increase commitment to
better forest management
0
3
12
15
10
5
45
Intermediate Result 2: Improved Forest Management
Technical Theme 2: Conservation Co-Management
CoManagement
(C2.3, C3.2,
C4.4)
11. Number of co-management
agreements formed that secure
community rights and benefits
P a g e | 133
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Protected Area
Management
(C2.1, C2.2,
C1.7)
Y1
Y2
Y3
Y4
Y5
LOP
12. Number of CAs with at least 70
point in METT scores across
LESTARI landscapes (KR 3)
METT baseline and endline
assessment
To maximize the potential of
protected areas, it is important
to understand the strengths
and weaknesses of their
management and the threats
that they face. Addressing the
weaknesses and reducing
threats will lead to increase
effectiveness of CAs
management.
TB
D
0
1
2
2
2
7
13. Number of people receiving
USG supported training in
natural resources management
and/or biodiversity conservation
(FACTS 4.8.1-27)
Sign-in sheets, training
reports
Increased capacity to manage
natural resources and/or
biodiversity conservation will
lead to improved land use
governance and forest
management
0
1,000
2,000
3,000
3,000
1,000
10,000
14. Number of people
(disaggregated by sex) with
improved (social, ecological, and
economic) co-benefits derived
from conservation and
resources – contribute to FACTS
4.8.1-6
Random survey and onsite observations
Co-benefits derived from
resource will provide
incentives for people to be
committed to LEDS and forest
conservation.
0
0
7,500
7,500
7,500
7,500
30,000
15. Number of new USG-supported
public-private partnerships
(PPPs) formed (FACTS PPP 5)
(KR 4)
PPP document signed by
both public and private
entities
PPP will provide incentives
both for governments, private
sectors and communities to
embrace LEDS and
conservation oriented
practices.
0
3
5
5
5
2
20
Technical Theme 3: Private Sector Engagement
Green
Enterprises
(C3.1, C4.5)
P a g e | 134
STRATEGIC
OBJECTIVES
AND TASKS
MEANS OF
VERIFICATION
INDICATOR
ASSUMPTION
TARGETS
B
Y1
Y2
Y3
Y4
Y5
LOP
16. Amount of investment mobilized
(in USD), from public and private
sources for climate change as a
result of USG assistance
(disaggregated by CA, district
and landscape, source and type
of financing) (FACTS 4.8.2-10)
(KR 5)
Finance documents (e.g.,
APBD, finance reports,
etc). Interviews the
financers.
LESTARI programs should
attract additional funds that are
necessary to increase
capacities for addressing land
use and forest conservation.
Such funds represent
knowledge and commitment of
local stakeholders to, and
institutionalization of, the
issues being addressed with
the funds.
$0
2M
4M
4M
5M
5M
20 M
Private Sector
BMP (C3.3)
17. Number of private sector firms
that have improved
management practices as a
result of USG assistance
(FACTS 4.6.2-9)
Review the
CMMP/conservation plan
document, incorporation
into SOP and budget line
item allocated by
concessionaires to
implement the plan. Spotcheck to observe field
implementation
Implementation of
CMMPs/conservation plan will
ensure that HCV areas in
concessions are managed in
sustainable manner.
0
2
2
2
2
2
10
PES and REDD
Innovative
Finance (C1.5)
See #16
See #16
See #16
See
#16
See
#16
See
#16
See
#16
See
#16
See
#16
See
#16
P a g e | 135
APPENDIX 3: RESULTS FRAMEWORK
P a g e | 136
APPENDIX 4: MAP OF TECHNICAL COMPONENTS AND TASKS TO
STRATEGIC APPROACHES
LESTARI Strategic Approaches
Tasks included in Strategic Approaches
(RFP Technical Components: 1. Land Use Governance; 2. CAs &
Species; 3. Private Sector; 4. Constituencies)
C1.1. Increasing government level awareness, appreciation, and
advocacy to ensure that government decision-makers embrace a
conservation and sustainable use vision for land use planning
C4.1. Improve local level awareness, appreciation, and advocacy.
Improve key stakeholders’ awareness, appreciation and advocacy for
healthy ecosystems, leveraging increased availability of mobile and
internet based technology
Technical Component
1, 4
C4.2. Empower media coverage of environmental issues. Strengthen
the ability of media and citizen journalists to monitor, document, and
publicize the positive and negative consequences of land use decisions,
including those made by private sector actors in the landscapes
C1.2. Operationalizing Strategic Environmental Assessments (SEAs)
and Landscape Conservation Plans (LCPs) developed by USAID IFACS
within land use plans
C1.3. Improving licensing and permitting processes so they are public
and accessible, subject to public oversight, compliant with laws and
regulations, and violations are enforced
C1.4. Monitoring and enforcing land use, including increasing district
government prosecution and adjudication capacity, building on USAID
C4J activities, and capacity to use remote sensing and other geospatial
tools, building on the spatial data infrastructure units established
previously by USAID IFACS
P a g e | 137
1,4
1,4
C4.3. Strengthen citizen based mechanisms for public input on land use.
Building on the multi-stakeholder forums established under USAID
IFACS, support citizen-based mechanisms for public input and
monitoring of land use decisions by key groups, especially local
communities, indigenous groups, and women. This task is closely
aligned with the Component 1 task to encourage districts to solicit and
adopt input from citizen based mechanisms
C1.6. Increasing district governments’ willingness to adopt input from
citizen-based mechanisms. This is connected to the work with multistakeholder forums under Component 4.
Co-Management
C2.3 Improve co-management adjacent to Conservation Areas by
building staff knowledge and implementation of improved collaborative
management strategies with adjacent districts and local communities.
This task is closely linked to Component 4’s collaborative management
task.
C3.2. Pilot innovative financing for critical areas. Mobilize financing
opportunities, including payments for ecosystem services, to incentivize
sustainable enterprises that meet required criteria for environment and
social soundness
C4.4. Improve co-management adjacent to critical areas. Provide
technical assistance to establish co-management arrangements
between communities living in and near critical areas and the
appropriate government entities. Includes defining acquiring clear
tenure. Closely linked to LESTARI 2. SEAS. See IUCN definition of
"co-management".
P a g e | 138
2
Protected Area Management
Green Enterprises
C2.1. Improve Conservation Area management by determining priority
needs and actions for addressing threats specific to each CAs and the
species they harbor in consultation with key stakeholders. Once these
have been identified, support the implementation of priority actions to
address threats and strengthen the protection and/or management of
CA and the species they harbor. These may include management
planning; improving data, monitoring and information systems;
increasing the use of technology to monitor and enforce wildlife
encroachment and poaching; enhancing patrols; improving public
relations with districts and communities inside or adjacent to CAs; and
other capacity building
C2.2. Pilot innovative financing for Conservation Area by identifying and
trailing CA sustainable financing and revenue-generating strategies
C1.7. Enhance national level policy coordination Component 2
C3.1. Develop public private partnerships for green enterprises. This
includes reviewing existing or conducting new market and feasibility
studies to explore the potential for ecotourism and other environmentfriendly sustainable enterprises that will directly benefit conservation and
local communities living within and adjacent to high conservation area
forests. Equality important is cultivating relationships with key private
sector actors in the project’s landscapes to identify sources of coinvestment in the above conservation efforts. Finally, the Contractor
should develop and pilot sustainable business models that can have
broad impacts, including outside the specified landscapes, and
disseminate the results of pilots
P a g e | 139
2
3
C4.5. Improved sustainable livelihoods and alternative livelihoods for
communities adjacent to critical areas. Provide technical assistance to
communities living in or near critical areas to improve sustainable
natural resources management practices, including those that might
lead to eventual third party certification, that enhance productivity and
income or adopt locally appropriate alternative livelihoods or green
enterprises in order to reduce encroachment. Communities receiving
livelihood support must acknowledge and agree to reduce
encroachment through formal agreements such as the Community
Conservation and Livelihoods Agreements (CCLAs) developed under
the USAID IFACS project
Private Sector BMP
C3.3. Industry certification, best management practices (BMPs) and
Conservation Management and Mitigation Plans (CMMPs). Support
private sector-led efforts to make explicit commitments towards zero
deforestation and conservation of HCV and other critical areas including
support for third party certification, implementation of BMPs and CMMPs
3
PES and REDD Innovative
Finance
C1.5.Enhance district readiness to access financing (DAK, REDD+, etc.)
by building necessary capacity, supporting MRV systems, and informing
policies, rules, and systems for the equitable distribution of funds
generated from payments for carbon or other ecosystem services
3
P a g e | 140
APPENDIX 5: SPATIAL PLANNING AND SEA DOCUMENT STATUS IN
LESTARI LANDSCAPES
No.
Landscape /
Province /
District
Leuser
I.
Province of
Aceh
District of
Aceh Selatan
SPATIAL PLAN
SEA SPATIAL PLAN
Medium
Term Dev.
Plan
SEA Medium
Term
Development
Plan
Position
Paper
 Technical Material for Provincial
Spatial Planning, to be completed with
PDF and shape map
 Medium Term Provincial Development
Plan and one example of the Medium
Term Development Plan of a District
that has issued relevant Regional
Regulation
Technical Material for
Spatial Planning:
 Qanun: no.19/2013
 PDF Map:
 Shape Map: not yet
available
 Technical Material: 20122032, incomplete
 Qanun:
 PDF Map:
available
1.
District
of South
East
Aceh




2.
District
of Gayo
Lues
 Technical Material: 20102030
 Qanun:
 PDF Map:
 Shape Map: available
3.
District
of Aceh
Barat
Daya
(South
 Technical Material for
Spatial Planning:
 Regional Regulation:
 PDF Map:
Technical Material:
Qanun: no.1/2013
PDF Map:
Shape Map: available
Documents to be Completed
SEA Draft Regional
Regulation on Spatial
Planning 2014-2034
Available
SEA Regional
Planning 2012-2032
Available
SEA Regional
Planning 2013-2033
Available
 Technical Material for Spatial Plan for
new districts, Technical Material for
Spatial Planning, complete with PDF
and shape map
 Document and status of Regional
Regulation on Spatial Planning
 Technical Material for District Spatial
Planning, Technical Material for
and shape map
new districts if any after 2010-2030,
Technical Material for Spatial
Planning, complete with PDF and
shape map
and shape map
P a g e | 141
No.
Landscape /
Province /
District
4.
5.
West
Aceh)
District
of Aceh
Singkil
Subulus
salam
City
SPATIAL PLAN
SEA SPATIAL PLAN
Medium
Term Dev.
Plan
SEA Medium
Term
Development
Plan
Position
Paper
available
Spatial Planning:
 PDF Map:
available
and shape map
Spatial Planning:
 PDF Map:
available
and shape map
Spatial Planning:
no.5/2015
 PDF Map: available
available
Spatial Planning, Technical Material
for Spatial Planning, complete with
PDF and shape map
Katingan-Kahayan
II.
Province of
Central
Kalimantan
6.
District
of
Katinga
n
Spatial Planning:
(not yet updated)
7.
Kota
Palangk
araya
8.
District
of
Spatial Planning:
SEA Draft Regional
Planning 2014-2034
Available
new districts if any after 2010-2030,
Technical Material for Spatial
Planning, complete with PDF and
shape map
SEA Draft Regional
Planning 2013 - 2033
SEA Draft Regional
and shape map
Regional
Available
P a g e | 142
No.
Landscape /
Province /
District
SPATIAL PLAN
SEA SPATIAL PLAN
Medium
Term Dev.
Plan
SEA Medium
Term
Development
Plan
Position
Paper
Pulang
Pisau
(but not updated)
Gunung
Mas
District
Spatial Planning:
 PDF Map:
available
and shape map
10. Kotawar
ingin
Timur
District
Spatial Planning:
 PDF Map:
available
and shape map
9.
Planning 2014-2034
Regulation
no.2/2014
(2013-2018)
and shape map
Lorentz Lowlands
III.
Papua
Province
11. District
of
Mimika
 Technical Material:
available
no.23/2013
available
Spatial Planning:
 Regional Regulation
no.15/2011
Regional
Regulation
no. 14/2013
SEA Regional
Planning 2011-2031
Spatial Planning, complete with Shape
Map
SEA RPJMD
2013
SEA Regional
Regulation
No.3/2009
Available
P a g e | 143

Technical Material for District Spatial
Planning, complete with Shape Map
No.
Landscape /
Province /
District
12. District
of
Asmat
Mappi-Boven Digoel
13. District
of Mappi
14. District
of
Boven
Digoel
SPATIAL PLAN
SEA SPATIAL PLAN
Medium
Term Dev.
Plan
SEA Medium
Term
Development
Plan
Position
Paper
v.2010, incomplete
no.6/2013 (not yet
available material for
Regional Regulation)
 PDF Map:
available
and shape map
Spatial Planning:
 Regional Regulation: no.
3/2012 (not yet available
material for Regional
Regulation)
 PDF Map:
available
and shape map
 Regional Regulation on Spatial
Planning
Spatial Planning:
no.14/2012 (not yet
available material for
Regional Regulation)
 PDF Map:
available
and shape map
Planning
no.21/2009
 PDF Map:
(not yet complete)
 Technical Material for Revised District
Spatial Plan (if any), Technical
Material for Spatial Planning,
complete with PDF and shape map
Cyclops
15. District
of
Jayapur
a
P a g e | 144
No.
Landscape /
Province /
District
SPATIAL PLAN
16. Kota
Jayapur
a
 Technical Material: 2013,
complete
no.1/2014
 PDF Map: complete
available
17. District
of Sarmi
 2011, Complete
no.2/2014, not yet
available material
Regional Regulation
 PDF Map: complete
SEA SPATIAL PLAN
Medium
Term Dev.
Plan
SEA Medium
Term
Development
Plan
Position
Paper
Sarmi
SEA Draft Regional
Planning 2013-2033
Year 20122016
Draft
REGIONAL
REGULATIO
N 2012-2016
Available
P a g e | 145
Planning
APPENDIX 6: STAFFING PLAN
P a g e | 146
P a g e | 147
P a g e | 148
P a g e | 149
LESTARI
Wisma GKBI, 12th Floor, #1210
Jl. Jend. Sudirman No. 28, Jakarta 10210, Indonesia.
Phone: +62-21 574 0565
Fax: +62-21 574 0566
Email: [email protected]

usaid lestari

Transcription

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