USAID LESTARI

USAID LESTARI SECOND ANNUAL WORK PLAN October 1, 2016 to September 30, 2017

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: Pak Hamdani, nutmeg farmer in Aceh; Mama Belinda, Mangrove Tea producer from Mimika; Boats at Danau Begantung, Pulang Pisau, Central Kalimantan; SMART Patrol at Cyclops Nature Reserve.

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USAID LESTARI Year 2 Annual Work Plan: October 2016 – September 2017 P a g e | 3

USAID LESTARI

SECOND ANNUAL WORK PLAN

October 1, 2016 to September 30, 2017 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.


TABLE OF CONTENTS

Tables and Figures ............................................................................................................. 6

Acronyms and Abbreviations ............................................................................................ 7

LESTARI Background ......................................................................................................... 9

Executive Summary ............................................................................................................ 9

Ringkasan Eksekutif ......................................................................................................... 15

Introduction ....................................................................................................................... 22

Theory of Change ................................................................................................................................ 22

LESTARI Team .................................................................................................................................... 22

Building From IFACS .......................................................................................................................... 24

LESTARI Technical Themes ............................................................................................. 26

Technical Theme 1: Forest & Land Use Governance & Advocacy ................................................ 26 Introduction........................................................................................................................................ 26 LESTARI 1 – Awareness and Advocacy ........................................................................................... 27 LESTARI 2 – Operationalize SEAs/LCPs to Improve Land Use Governance .................................. 31 LESTARI 3 – Sustainable Landscape Governance .......................................................................... 35

Technical Theme 2: Conservation Co-Management ....................................................................... 41 Introduction........................................................................................................................................ 41 LESTARI 4 – Co-Management ......................................................................................................... 42 LESTARI 5 – Protected Area Management ...................................................................................... 48

Technical Theme 3: Private Sector Engagement ............................................................................. 53 Introduction........................................................................................................................................ 53 LESTARI 6 – Green Enterprises ....................................................................................................... 54 LESTARI 7 – Private Sector Best Management Practices (BMPs) .................................................. 59 LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management ........................ 62

Project Managment, Coordination, and Communications ............................................. 66

Project Management ........................................................................................................................... 66

Project Coordination ........................................................................................................................... 68

Project Communications .................................................................................................................... 70

Gender integration ............................................................................................................ 75

Grants Fund ...................................................................................................................... 77

National Initiatives ............................................................................................................ 79

Landscape Initiatives ........................................................................................................ 84

Introduction ......................................................................................................................................... 84

Leuser Landscape ............................................................................................................................... 84 Landscape Profile ............................................................................................................................. 84 Leuser Landscape Initiatives ............................................................................................................ 84

Katingan-Kahayan Landscape ......................................................................................................... 104 Landscape Profile ........................................................................................................................... 104


Landscape Initiatives ....................................................................................................................... 104

Papua Landscapes ............................................................................................................................ 128 Papua Provincial Initiatives ............................................................................................................. 128 Lorentz Lowlands Landscape ......................................................................................................... 128 Mappi-Bouven Digoel Landscape ................................................................................................... 132 Sarmi Landscape ............................................................................................................................ 135 Cyclops Landscape ......................................................................................................................... 137

Appendix 1: Performance Indicators ............................................................................. 163

Appendix 2: Results Framework .................................................................................... 171

Appendix 3: Map of Technical Components and Tasks to Strategic Approaches ..... 172

Appendix 4: Staffing Plan ............................................................................................... 175


TABLES AND FIGURES Table 1. LESTARI Implementation Partners’ progress and Year 2 focus............................. 23 Table 2. Key LESTARI Tools .............................................................................................. 24 Table 3. LESTARI Strategic Approach 1, Year 2 ................................................................. 29 Table 4. Strategic Approach 2 geographic focus, Year 2 ..................................................... 31 Table 5. LESTARI Strategic Approach 2, Year 2 ................................................................. 33 Table 6. Strategic Approach 3 geographic focus, Year 2 ..................................................... 35 Table 7. LESTARI Strategic Approach 3, Year 2 ................................................................. 39 Table 8. Alignment between MoEF Priorities 2015-2019 and LESTARI Technical Theme 2 41 Table 9. Types of Co-Management in Each Landscape and Estimated Ha ......................... 43 Table 10. LESTARI Year 2 FMU Capacity Building Activities .............................................. 45 Table 11. LESTARI Strategic Approach 4, Year 2 ............................................................... 46 Table 12. LESTARI Year 2 METT-related Priorities ............................................................ 49 Table 13. LESTARI Strategic Approach 5, Year 2 ............................................................... 51 Table 14. TT3 Alignment with MoEF Priorities 2015-2019 ................................................... 53 Table 15. Local commodities targeted for green enterprise development, Year 2 ............... 54 Table 16. Sustainable livelihoods support and targets, Year 2 ............................................ 56 Table 17. LESTARI Strategic Approach 6, Year 2 ............................................................... 57 Table 18. LESTARI Year 2 Technical Assistance for BMP collaboration ............................. 59 Table 19. LESTARI Strategic Approach 7, Year 2 ............................................................... 60 Table 20. Ecotourism Potential Sites Identified in Year 1 .................................................... 63 Table 21. LESTARI Strategic Approach 8, Year 2 ............................................................... 64 Table 22. LESTARI Year 2 Communications Summary ...................................................... 72 Table 23. LESTARI Grants 001-005 Update ....................................................................... 77 Table 24. LESTARI National Initiatives ............................................................................... 80 Figure 1. LESTARI Landscapes Map .................................................................................. 14 Figure 2. LESTARI 1 Theory of Change .............................................................................. 30 Figure 3. LESTARI 2 Theory of Change .............................................................................. 34 Figure 4. LESTARI 3 Theory of Change .............................................................................. 40 Figure 5. LESTARI 4 Theory of Change .............................................................................. 47 Figure 6. LESTARI 5 Theory of Change .............................................................................. 52 Figure 7. LESTARI 6 Theory of Change .............................................................................. 58 Figure 8. LESTARI 7 Theory of Change .............................................................................. 61 Figure 9. LESTARI 8 Theory of Change .............................................................................. 65 Figure 10. LESTARI Offices...................................................................................................66 Figure 11. Leuser Operational Landscape .......................................................................... 87 Figure 12. Katingan-Kahayan Operational Landscape ...................................................... 108 Figure 13. Lorentz Lowlands Operational Landscape........................................................ 131 Figure 14. Mappi-Bouven Digoel Operational Landscape ................................................. 134 Figure 15. Sarmi Operational Landscape .......................................................................... 136 Figure 16. Cyclops Operational Landscape ....................................................................... 139


ACRONYMS AND ABBREVIATIONS AMEP Activity Monitoring and Evaluation Plan ASEAN Association of Southeast Asian Nations ATR Ministry of Agrarian Affairs and Spatial Planning BAPPENAS Ministry of National Development Planning BIG Geospatial Information Agency BCC Behavior Change Communication BKSDA Nature Conservation Agency BMP Best Management Practice BRG National Peatland Restoration Agency CBO Community Based Organization CBS Constituency Building Strategy CCA / KKM Community Conservation Agreements / Kesepakatan Konservasi Masyarakat CCLA Community Conservation and Livelihood Agreement CLA Collaborating, Learning, and Adapting CMMP Conservation Management and Monitoring Plan COP Chief of Party CSO Civil Society Organization DAK Special Budget Allocation Fund DAU Regular Budget Allocation Fund DCOP Deputy Chief of Party DSC Destination Stewardship Council EU European Union FIP Forest Investment Program FMU Forest Management Unit (or KPH) FSC Forest Service Council GFW Global Forest Watch GHG Greenhouse Gas GOI Government of Indonesia HCS High Carbon Stock HCV High Conservation Value ICCTF Indonesia Climate Change Trust Fund ICT Information and Communication Technologies IDIQ Indefinite Delivery, Indefinite Quantity contracting mechanism IDS Spatial Data Infrastructure (Infrastruktur Data Spasial) IFACS Indonesia Forestry and Climate Support Project IPCC Intergovernmental Panel on Climate Change ISCC International Sustainability and Carbon Certification ISPO Indonesian Sustainable Palm Oil Foundation KADIN Indonesian Chamber of Commerce KfW German Development Bank KLHK Ministry of Environment and Forestry KM Knowledge Management LCP Landscape Conservation Plan LEDS Low Emission Development Strategy LOP Life of Project LTTA Long-Term Technical Assistance LULUCF Land Use, Land Use Change and Forestry M&E Monitoring and Evaluation METT Management Effectiveness Tracking Tool MIS Management Information System MOU Memorandum of Understanding

http://www.ipcc.ch/


MRV Monitoring, Reporting, and Verification MSF Multi-Stakeholder Forum MSU Michigan State University MTD Monthly Thematic Discussion NGO Nongovernmental Organization NP National Park NRM Natural Resource Management NTFP Non-Timber Forest Product PA Protected Area PCN Project Concept Note PDD Project Design Document PES Payment for Environmental Services PHKA Directorate General of Forest and Nature PPP Public-Private Partnership BPPTSP One-Stop-Shop (Badan Pelayanan Perizinan Terpadu Satu Pintu) RDMA Regional Development Mission for Asia RDTR Detailed Spatial Plan / Rencana Detail Tata Ruang REC Review and Evaluation Committee REDD+ Reducing Emissions from Deforestation and Forest Degradation,

including conservation, sustainable management of forests, and enhancement of forest carbon stocks

REL Reference Emission Level REPLACE Restoring the Environment through Prosperity, Livelihoods and

Conserving Ecosystems RFTOP Request for Task Order Proposal RKT Provincial Development Plan RPJM District Development Plan RPJMD Regional Development Plan RPJMDes Village-level Development Plan RSPO Roundtable on Sustainable Palm Oil RTRWK District Spatial Plan RTRWP Provincial Spatial Plan SDI Spatial Data Infrastructure SEA / KLHS Strategic Environmental Assessment SMART Spatial Monitoring and Reporting Tool SP Spatial Planners SRAP REDD+ Agency’s Strategic Action Plan for REDD+ STI Sustainable Travel International STTA Short-Term Technical Assistance TBI The Borneo Initiative TFA Tropical Forest Alliance UKCCU UK Climate Change Unit UNPAR University of Palangkaraya USAID United States Agency for International Development USDA United States Department of Agriculture USDOI United States Department of the Interior USFS United States Forest Service USG United States Government WCS Wildlife Conservation Society WDC Washington, DC WWF World Wildlife Fund


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. 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.

EXECUTIVE SUMMARY Summary of Year 2 Strategy In Year 1 of LESTARI, the core of the strategy was to lay a foundation for sustainable impact by operationalizing various tools and approaches in landscape initiatives while developing a single stakeholder vision for the project. In Year 2, LESTARI will sharpen its initiatives to become more technically-driven and results-focused, building upon the various assessments, experiences, and lessons learned from Year 1.

LESTARI applies the Theory of Change (ToC) for each of the 8 Strategic Approaches in order to guide activity design and implementation, produce intermediate results, and eventually lead to a reduction on the threats and drivers impacting the focal interests – forests and biodiversity. For Year 2, the ToC for each Strategic Approach was revised together with partners in the landscapes. This primarily consisted of adding new activities (yellow boxes), creating more explicit linkages to other strategic approaches for greater synergy, and minor changes to naming and wording for better clarity. The higher level outcomes and results remain unchanged compared to Year 1.

Hence in Year 2, LESTARI will exert a greater overall emphasis on the landscape approach by identifying and scaling up areas of program synergy between all three technical themes: (1) Land Use Governance, (2) Conservation Co-Management, and (3) Private Sector Engagement.


Technical Theme 1 will continue operationalizing Strategic Environmental Assessments (SEAs) and Landscape Conservation Plans (LCPs); build out a Sustainability Screening Tool for improved licensing and permitting with stakeholder engagement; focus Multi-Stakeholder Forum (MSF) discussions on technical issues related to landscape sustainability; support synchronized landscape zonation in Conservation Areas (CAs), Forest Management Units (FMUs), areas designated for other land use, and private sector concessions; and support spatial planning in Papua through SIMTARU, including expanding its reach to the Provincial One-Stop-Shop for natural resource licensing.

Given administrative realities, improved land use governance of selected landscapes must intersect seamlessly with improved district-level land use management decision-making. This is achieved primarily through ensuring higher quality and integrated spatial and development planning. Hence LESTARI interventions will continue to support the operationalization in regional planning and policymaking through the operationalization of SEAs/LCPs. Moreover, to obtain crucial public support for improved landscape governance, MSFs will continue to be supported as effective broad-based, citizen-based institutions for bringing about more responsible and better coordinated behavior among government agencies, the private sector, and local communities. Technical Theme 2 will develop and implement co-management agreements at community, FMU, and CA levels; and continue to mainstream the application of Management Effectiveness Tracking Tool (METT) for improved CA management capacity. Technical Theme 3 will implement current and new public-private partnerships in support for Green Enterprises that reduce pressures on forests; support Best Management Practices involving Reduced Impact Logging that Reduce Carbon Emissions (RIL-C) with timber companies in Central Kalimantan and Papua; possibly explore new opportunities with mining and palm oil companies for promoting more sustainable practices; and prepare for piloting innovative financing initiatives involving PES and ecotourism. Advocacy and awareness activities will utilize a range of innovative, impactful, and landscape-specific communication channels to build awareness, identify champions, and foster strong and enduring constituencies for conservation. LESTARI will continue to deepen media advocacy work with Mongabay in Central Kalimantan, while adapting this model to support advocacy efforts in Aceh and Papua landscapes. Grants under Contract will focus on rolling out grants from RFA-004 that supports projects focusing on co-management and sustainable land use practices, combined with sustainable livelihoods development, with a strong gender integration aspect. Project management will continue to promote team synergy and efficiency in program implementation, while focusing on ensuring that all landscape staff and partners understand LESTARI’s implementation of the landscape approach. Project communication will continue to focus on sharing LESTARI’s progress, challenges, and opportunities to a wide audience at both the national and landscape levels. Project coordination activities will involve collaboration with fellow USAID, USG, and other donor-funded initiatives (particularly BIJAK, MAJU, DOI, and USFS) to promote synergy and impact. Finally, LESTARI will focus on more routine and regular engagement activities with USAID, GOI, and other government partners at the landscape, provincial, and national levels. 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. This will enable the project to meet and sustain its ambitious goals.


Key Results for Year 1 Within Year 1, LESTARI achieved a range of key results in line with the ToC and aimed at improving both land use governance and forest management over time. Key results, per AMEP indicator, are highlighted below. A more thorough discussion is available in the LESTARI Year 1 Annual Report.

2 public policies introduced addressing climate change and/or biodiversity conservation (indicator #4)

1 high quality KLHS developed for Central Kalimantan Province and 1 updated for Mimika District and actively being used to revise RTRW Mimika (indicator #6)

6 MSFs have Bupati Decree for MSF institutionalization (indicator #7)

25 community champions engaged (indicator #8)

6,556 people reached to improve awareness of LEDS (indicator #9)

971 people received training in natural resource management (indicator #12)

3,401,167 USD in investment mobilized for climate change (indicator #13)

The first milestone for private sector firms’ improved management practices achieved through signing of 11 MoUs between LESTARI and concessionaries (indicator #15)

3 new PPPs formed in support for LEDS (indicator #16)

Key Results for Year 2

In Year 2, LESTARI will continue to build upon this foundational work, scaling up impact and producing measurable results, including in indicators not assessed within the first year (indicator #2 - hectares and under improved management and indicator #3 percentage reduction in poaching). Hence in Year 2, LESTARI’s key target is to improve the management of 1.7 million hectares of biological significance and/or natural resources, aggregated across its landscapes. The breakdown of this target per landscape is shown in the table below and further detailed in Appendix 1. This outcome in improving forest and land management will directly contribute to LESTARI’s overarching goal of reduced GHG emissions, which will be measured in Year 3 and beyond.

AREAS UNDER IMPROVED MANAGEMENT (HA) – YEAR 2

Leuser Leuser NP – 627,000 (Indicator #10) Co-management agreements – 38,064 (Indicator #11)

Katingan-Kahayan Sebangau NP – 596,000 (Indicator #10) Co-management Agreements – 43,714 (Indicator #11) Timber Concessions – 223,370 (Indicator #15)

Lorentz Lowlands Co-management Agreements – 8,282 (Indicator #11)

Sarmi Timber Concessions – 130,755 (Indicator #15)

Cyclops Cyclops – 31,480 (Indicator #10) Co-management Agreements – 1,200 (Indicator #11)

TOTAL ~1,700,000


The improved management key result will be supported by various lower level Year 2

targets, including:

Indicator #3: 10% reduction in poaching in focus areas (Leuser, Lorentz, Cyclops, Singkil, Sebangau developing baseline in Year 2)

Indicator #4: 9 sub-national public policies on climate change and/or biodiversity conservation introduced for discussion (including environmental management and Village Fund distribution, spatial plan, and development plan regulations)

Indicator #5: 2 provincial/district governments with improved licensing and permitting mechanisms (Sustainability Screening Tool – Pulang Pisau and Papua Province)

Indicator #6: 6 districts/provinces assisted to incorporate SEA-LEDS plans into the spatial or development plans (Mimika, Pulang Pisau, Central Kalimantan Province, Aceh Tenggara and Aceh Selatan, Aceh Province)

Indicator #7: 7 Multi-Stakeholder Forums operationalized (priority MSF: Pulang Pisau, Palangkaraya, Mimika, Bouven-Digoel, Mappi, Aceh Selatan, and Aceh Tenggara)

Indicator #8: 175 community champions engaged (community development facilitators, journalists, adat leaders, fire and dam champions, private sector managers)

Indicator #9: More than 3000 people reached by LESTARI communications programs

Indicator #11: 10 co-management agreements signed (focusing on Leuser and Katingan-Kahayan in areas outside PAs, and Cyclops Nature Reserve)

Indicator #12: More than 4000 people trained in natural resources management and/or biodiversity conservation (all landscapes)

Indicator #13: 4.75 million USD in investment mobilized for forest and biodiversity conservation and climate change (largely through the allocation of village funds and canal blocking funds from public and private sources)

Indicator #14: 7500 people receive livelihood co-benefits (livelihoods and co-management grants, direct implementation for sustainable livelihoods and PPPs)

Indicator #15: 2 private sector firms that have improved management practices (RIL and CMMP implementation in Katingan-Kahayan and Sarmi Landscapes)

Indicator #16: 6 new PPPs formed in support for LEDS (Leuser, Katingan-Kahayan, and Lorentz Lowlands Landscapes)


LESTARI-GOI Priority Alignment LESTARI targets a 41% reduction in GHG emissions 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 has set specific targets for protection of key endangered species such as orangutan, tigers, and rhinos. This clear alignment in goals and interests gives LESTARI strong buy-in and support from all stakeholders and contributes to the project’s successes in protecting Indonesia’s forest and biodiversity resources. In addition, LESTARI’s objectives in Year 2 and beyond align closely with specific KLHK priorities regarding METT score improvement in PAs, improved conservation area zonation, KPH capacity building, village co-management in CA buffer zone areas, and PPP development. Peatland restoration efforts in Central Kalimantan are in clear alignment with the National Peatland Agency’s (BRG) priorities, while LESTARI’s support for spatial data infrastructure (SDI) units and One Map supports Badan Informasi Geospasial (BIG). At the local level, LESTARI engagement involves close alignment and coordination with provincial and district governments. This is particularly relevant for operationalizing SEAs/LCPs to improve land use governance. LESTARI will assist local governments and the MSF to develop, revise and/or update IFACS-supported SEAs and LCPs (or produce new assessments and plans where needed), and incorporate recommendations into spatial and development plans (RPJMD, RTRW, Renstra) and new local regulations (PERDA, PerGub, PerBup, Qanun). Further details of the overlap between GOI and LESTARI priorities and targets can be found in the technical themes section of this Year 2 Work Plan. Description of this Document The purpose of the second annual work plan is for USAID and LESTARI to clearly program activities for the upcoming year (October 2016 – September 2017) and monitor their implementation. The timing, sequencing, and resource allocation for activities will be regularly monitored through the LESTARI Activity 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 in Jakarta, Central Kalimantan, Aceh, and Papua. Throughout August 2016, workshops were held in Palangkaraya for the Katingan-Kahayan Landscape, Banda Aceh for the Leuser Landscape, and Jayapura for Papua Landscapes. Each workshop involved intensive discussion and refinement of the Theory of Change as well as the building out of detailed landscape activities and sub-activities to support each ToC. A small technical team finalized the work plan in September 2016. The LESTARI team intends to conduct a broad partners consultation of the work plan in the landscapes once it has been approved by USAID. This document is organized by technical themes, strategic approaches, and landscape work plans for LESTARI Year 2. Within each technical theme, various strategic approaches explain the strategies and tools the project applies to its activities, each supported by a ToC. This is followed by sections on project management, communications, and coordination; gender integration; grants; and national level initiatives. The landscape work plans detail the interventions, responsibilities, resource allocation, and sequencing in the project landscapes themselves. Separate sections are presented for Aceh, Central Kalimantan, and Papua Landscapes along with detailed activity matrices. Performance Indicators, Results Framework, and the project staffing plan can be found in the appendices.


Figure 2. LESTARI Landscapes Map


LATAR BELAKANG LESTARI Proyek USAID LESTARI mendukung upaya pemerintah Indonesia untuk menurunkan emisi gas rumah kaca (GRK) dan melestarikan keragaman hayati yang berada di hutan yang kaya karbon dan bermakna secara biologis termasuk ekosistem hutan bakau. Proyek USAID LESTARI, yang dibangun di atas landasan yang sudah dirintis oleh proyek USAID IFACS, berusaha menerapkan pendekatan lansekap untuk mengurangi emisi GRK dan memadukan kegiatan konservasi hutan dan konservasi lahan gambut dengan pembangunan beremisi rendah (LEDS) pada lahan-lahan rusak. Hal tersebut dilakukan dengan memperbaiki tata kelola pemanfaatan lahan dan pengelolaan wilayah hutan lindung, melindungi satwa/flora spesies penting, memastikan keberlanjutan praktik - praktik industri dan sektor swasta, dan memperoleh dukungan dan partisipasi dari masyarakat luas dan seluruh pemangku kepentingan yang terlibat dalam kegiatan konservasi. LESTARI beroperasi di bawah pimpinan Tetra Tech dan kerjasama suatu konsorsium kemitraan termasuk 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 dan FIELD Foundation. Proyek LESTARI dilaksanakan mulai Agustus 2015 hingga Juli 2020. Kegiatan LESTARI dipusatkan pada enam lansekap strategis yang terletak di tiga pulau terbesar Indonesia di mana terdapat hutan primer yang sebagian besar masih terjaga dan merupakan penyimpan karbon terbesar. Di Sumatra Utara, lansekap Leuser terdiri dari bagian wilayah yang termasuk Kabupaten Aceh Selatan, Gayo Lues, Aceh Tenggara, dan Aceh Barat Daya yang mencakup Taman Nasional Gunung Leuser yang dan Taman Suaka Margsatwa Singkil. Di Kalimantan Tengah, LESTARI bekerja di daerah Lansekap Katingan-Kahayan, yang terdiri dari Kabupaten Pulang Pisau, Katingan, dan Gunung Mas; Kotamadya Palangkaraya; Taman Nasional Sebangau dan Bukit Baka Bukit Raya. LESTARI juga beroperasi di empat lansekap berbeda di Papua. Lansekap Sarmi dan Cyclops terletak di pesisir utara dan terdiri dari Kabupaten Sarmi serta Kabupaten dan Kotamadya Jayapura. Lansekep Dataran Rendah Lorentz, terdiri dari Kabupaten Mimika dan Asmat ditambah sebagian besar Taman Nasional Lorentz. Sedangkan Lansekap Mappi-Bouven Digoel terletak di pesisir selatan Papua. Kantor pusat LESTARI berada di Jakarta, dengan kantor-kantor operasional di setiap lansekap dan di Ibukota Provinsi Aceh, Kalimantan Tengah dan Papua.

RINGKASAN EKSEKUTIF Ringkasan Strategi Tahun Kedua Pada tahun pertama, Program LESTARI membangun landasan untuk menciptakan dampak yang berkelanjutan dengan mengoperasikan berbagai perangkat dan pedekatan melalui program-program yang dilaksankan di tingkat lansekap. Selain itu, proyek ini juga berupaya untuk menyamakan visi antara para pemangku kepentingan yang terlibat dalam proyek ini. Pada tahun ke dua, LESTARI akan mempertajam inisiatif program agar dapat lebih didorong secara teknis dan berorientasi pada hasil, serta mengembangkan hasil dari berbagai kajian dan dari pengalaman serta dari pembelajaran Tahun 1. Berdasarkan Teori Perubahan yang dimutakhirkan dan disempurnakan, intervensi LESTARI akan menggunakan pola hubungan (yakni pola hubungan antara mata pencaharian dan konservasi hutan) dan menjadikannya sebagai target yang pada akhirnya akan memberi kontribusi pada hasil proyek untuk mengurangi kerusakan hutan dan memperbaiki konservasi keragaman hayati. LESTARI akan menekankan sebagian pendekatan lansekap dengan mengidentifikasi dan memperluas wilayah sinergi antara tiga tema teknis: (1) Tata


Kelola Pemanfaatan Lahan, (2) Pengelolaan Bersama Konservasi, dan (3) Keterlibatan Sektor Swasta. Tema Teknis 1 akan dilanjutkan dengan menerapkan Kajian Lingkungan Hidup Strategis (KLHS) dan Rencana Konservasi Lansekap (RKL); mengembangkan Perangkat Uji Keberlanjutan untuk memperbaiki pengurusan izin dengan melibatkan para pemambgku kepentingan; fokus pada pembahasan dalam Forum Multi-Pemangku kepentingan mengenai masalah teknis terkait keberlanjutan lansekap; mendukung sinkronisasi zonasi lansekap Kawasan Konservasi (CAs), Unit Pengelolaan Hutan (FMUs), kawasan untuk pemanfaatan lahan lain , dan konsesi sector swasta; dan mendukung perencanaan tata ruang di Papua melalui SIMTARU, termasuk memperluas jangkauannya untuk mencakup One-Stop-Shop tingkat provinsi untuk perizinan pegelolaan sumber daya alam. Dengan mempertimbangkan kondisi birokrasi saat ini, maka diperlukan perbaikan tata kelola pemanfaatan lahan dari beberapa lansekap yang terpilih yang harus diselaraskan dengan perbaikan pengambilan keputusan mengenai pemanfaatan lahan di tingkat kabupaten. Hal ini bisa dicapai terutama dengan memastikan perencanaan tata ruang dan pembangunan yang lebih berkualitas dan secara terpadu. Dengan demikian intervensi LESTARI dapat terus mendukung proses perencanaan daerah dan penyusunan kebijakan melalui Kajian Lingkungan Hidup Strategis /Rencana Konservasi Lansekap. Selanjutnya, untuk menggalang dukungan masyarakat yang penting bagi tata kelola lansekap, maka Forum Multi Pemangku Kepentingan akan terus diperkuat sebagai lembaga berbasis masyarakat yang efektif untuk mempengaruhi lembaga pemerintah, pihak swasta dan masyarkat setempat agar bisa bersama-sama lebih bertanggung jawab dan menain koordinasi yang lebih baik. Tema teknis 2 akan menyusun dan melaksanakan Perjanjian Pengelolaan Bersama di tingkat masyarakat, Forum Multi Pemangku-Kepentingan, dan di tingkat Kawasan Konservasi; dan kemudian selanjutanya mengarusutamakan Perangkat Management Effectiveness Tracking Tool (METT) yang digunakan untuk memperbaiki kapasitas pengelolaan Kawasan Konservasi. Tema Teknis 3 akan melaksanakan program kemitraan antara pihak pemerintah dan swasta yang sudah berjalan maupun yang baru untuk mendukung perusahaan yang ramah lingkungan (Green Enterprises) yang mengurangi tekanan pada hutan; mendukung Praktik Pengelolaan Terbaik yang melibatkan perusahaan kayu di Kalimantan Tengah dan Papua yang mengurangi Penebangan Kayu yang berdampak pada penurunan Emisi Karbon atau Reduced Impact Logging that Reduce Carbon Emissions (RIL-C); menjajaki kemungkinan peluang baru dengan pihak perusahaan tambang dan perusahaan kelapa sawit guna meningkatkan praktik berkelanjutan; dan mempersiapkan program pembiayaan yang inovatif yang melibatkan PES dan ekowisata. Kegiatan advokasi dan peningkatan kesadaran akan memanfaatkan saluran komuniksai yang inovatif dan berdampak pada lansekap terkait untuk membangun kesadaran, mengidentifikasi para kader unggul (champion), dan membina konstituen yang kuat dan loyal bagi usaha konservasi. LESTARI akan terus memperdalam pembinaan media di Mongabay di Kalimantan Tengah, sementara juga mengadaptasi model ini untuk mendukung upaya pembinaan di lansekap Aceh dan Papua. Hibah Berdasarkan Kontrak akan difokuskan pada pemberian hibah dari RFA-004 yang mendukung proyek untuk praktik pengelolaan lahan secara bersama dan berkelanjutan, yang digabung dengan pengembangan mata pencaharian yang juga berkelanjutan, dengan aspek integrasi gender yang kuat.


Pada akhirnya, kegiatan komunikasi dan koordinasi proyek akan terus berlanjut dengan berfokus pada berbagi pengalaman mengenai kemajuan, tantangan dan peluang LESTARI secara eksternal dengan para pemangku kepentingan. Sementara secara internal LESTARI akan meningkatkan sinergi, efisiensi dan dampak - dampaknya. LESTARI juga akan lebih fokus pada kegiatan rutin dan kegiatan berkala yang melibatkan USAID, Pemerintah RI, dan mitra pemerintah lainnya pada tingkat lanskep, provinsi, dan tingkat nasional. Kunci dari semua kegiatan LESTARI tahun ini dan tahun-tahun berikutnya adalah membangun dan memelihara hubungan yang kuat dengan pemerintah Indonesia di semua jenjang–baik di tingkat nasional mapun di tingkat kabupaten–dan menyelaraskan kegiatan LESTARI dengan kegiatan tingkat nasional serta dipadukan dengan hasil-hasil dari rencana pembangunan RI sehingga LESTARI dikawal dan dihargai oleh mitra Pemerintah RI. Dengan demikian proyek akan dapat mencapai target dan menjaga sasarannya yang memang cukup ambisius. Hasil Utama pada Tahun Pertama Pada tahun pertama, LESTARI berhasil mencapai hal-hal besar yang sesuai dengan Teori Perubahan dalam meningkatkan tata kelola pemanfaatan lahan dan pengelolaan hutan. Hasil-hasil utama tersebut dirinci berdasarkan indikator AMEP dan tertulis di bawah. Dikusi yang lebih komprehensif tersedia di Laporan Tahun 1 LESTARI.

Dua kebijakan publik yang berhubungan dengan perubahan iklim dan/atau keanekaragaman hayati dibuat (indikator #4)

Satu KLHS yang berkualitas telah dikembangkan bagi Provinsi Kalimantan Tengah dan satu lainnya di Mimika telah dimutakhirkan dan digunakan secara aktif untuk merevisi RTRW Mimika (indikator #6)

Enam MSF telah mendapatkan kebijakan bupati setempat mengenai institusionalisasinya. (indikator #7)

25 komunitas kader unggul telah terlibat (indikator #8)

6.556 orang telah tercapai untuk meningkatkan kesadarannya mengenai LEDS (indikator #9)

971 orang telah menerima pelatihan mengenai pengelolaan SDA (indikator #12)

3,401,167 USD in dikucurkan sebagai investasi bagi isu perubahan iklim (indikator #13)

Sebelas MoU ditandatangani oleh LESTARI dan berbagai pemegang konsensinya yang menandai batu loncatan pertama dalam hal peningkatan praktik manajemen pihak swasta

Hasil Utama pada Tahun Kedua Pada tahun kedua, LESTARI akan terus bekerja berdasarkan pondasi utamanya, memperluas dampak dan mencetak keluaran-keluaran yang dapat diukur, termasuk indikator-indikator yang sebelumnya belum diukur pada tahun pertama (indikator #2 yaitu luas lahan yang pengelolannya sedang diperbaiki dan indikator #3 yaitu persentase berkurangnya perburuan satwa liar illegal. Mempertimbangkan hal tersebut, target utama LESTARI pada tahun kedua adalah untuk meningkatkan pengelolaan 1,7 juta hektar total luas lansekap-lansekpap LESTARI yang memiliki nilai biologis tinggi dan kaya akan


SDA. Rincian target dari tiap lansekap dapat dilihat di tabel berikut ini dan lebih detilnya dapat dilihat di Appendix 1. Perbaikan pengelolaan hutan dan lahan pada akhirnya akan memenuhi tujuan utama LESTARI yaitu mengurangi emisi gas rumah kaca yang akan diukur di tahun ketiga dan selanjutnya.

DAERAH DENGAN PERBAIKAN PENGELOLAAN (HA) – TAHUN KEDUA

Leuser TN Leuser– 627.000 (Indikator #10) Perjanjian Pengelolaan Bersama– 38,064 (Indikator #11)

Katingan-Kahayan TN Sebangau– 596.000 (Indikator #10) Perjanjian Pengelolaan Bersama – 43.714 (Indikator #11) Konsesi Kayu – 223.370 (Indikator #15)

Lorentz Lowlands Perjanjian Pengelolaan Bersama – 8,282 (Indikator #11)

Sarmi Konsesi Kayu – 130,755 (Indikator #15)

Cyclops Cyclops – 31.480 (Indikator #10) Perjanjian Pengelolaan Bersama – 1.200 (Indikator #11)

TOTAL ~1.700.000

Hasil utama dari perbaikan pengelolaan akan diperkuat oleh berbagai target pendukung di level bawahnya dalam tahun kedua termasuk:

Indikator #3: 10% penurunan perburuan liar di daerah fokus (Leuser, Lorentz, Cyclops, Singkil, Sebangau menetapkan patokan dasar pada tahun kedua)

Indikator #4: Diterbitkan 9 kebijakan pemerintah daerah mengenai perubahan iklim dan/atau memperkenalkan konservasi keragaman hayati sebagai bahan pembahasan (termasuk pengelolaan lingkungan dan distribusi dana desa, rencana tata ruang dan peraturan rencana pembangunan)

Indikator #5: 2 pemerintah provinsi/kabupaten memperbaiki proses perizinan (Perangkat Uji Keberlanjutan (screening) – Pulang Pisau dan Provinsi Papua)

Indikator #6: Terdapat 6 kabupaten/provinsi yang dibantu untuk menerapkan rencana KLHS-rencana strategis Pembangunan Rendah Emisi di dalam rencana tata ruang atau rencana pembangunan (Mimika, Pulang Pisang, Provinsi Kalimantan Tengah, Aceh Tenggara and Aceh Selatan, Provinsi Aceh)

Indikator #7: 7 Forum Multi-Pemangku Kepentingan dioperasikan (prioritas MSF: Pulang Pisau, Palangkaraya, Mimika, Bouven-Digoel, Mappi, Aceh Selatan, dan Aceh Tenggara)

Indikator #8: Terdapat 175 tokoh berpengaruh dari masyarakat dilibatkan (para fasilitator pembangunan daerah,wartawan, pemimpin adat, kader pemadam kebakaran dan bendungan, manajer sektor swasta)

Indikator #9: lebih dari 3000 orang dijangkau oleh program komunikasi LESTARI


Indikator #11: 10 Perjanjian Pengelolaan Bersama ditandatangani (terfokus pada daerah Leuser dan Katingan-Kahayan di wilayah luar PA, dan Taman Suaka Alam Cyclops)

Indikator #12: Lebih dari 4000 orang mengikuti pelatihan dalam mengelola sumber daya alam dan/atau konservasi keragaman hayati (di semua lansekap)

Indikator # 13: Investasi senilai 4,75 juta USD dikerahkan untuk konservasi hutan dan keragaman hayati dan perubahan iklim (terutama melalui alokasi dana desa dan dana blok untuk pengelolaan kanal dari sumber dana pemerintah maupun dari swasta)

Indikator #14: Terdapat 7500 orang yang menerima bantuan untuk meningkatkan hasiil dari mata pencaharian (hibah untuk mata pencaharian dan pengelolaan bersama, pelaksanaan langsung untuk mata pencaharian yang berkelanjutan dan KPS/PPP)

Indikator #15: Dua (2) perusahaan swasta telah memperbaiki praktik pengelolaan sumber daya nya (implementasi RIL dan CMMP di Lansekap Katingan-Kahayan dan Sarmi)

Indikator #16: Enam KPS baru dibentuk guna mendukung Strategi Pembangunan Rendah Emisi (LEDS) (di Lansekap Leuser, Katingan-Kahayan, dan Dataran Rendah Lorentz)

Kesesuaian Prioritas LESTARI dengan Pemerintah RI LESTARI menargetkan 40% pengurangan emisi pada tahun 2020. Hal tersebut sesuai dengan komitmen Pemerintah RI pada pengurangan emisi sebesar 26% secara unilateral atau 41% dengan bantuan bilateral atau multilateral pada tahun yang sama. Indonesia juga menandatangani Konvensi Keberagaman Biologis and telah menetapkan berbagai spesies langka dan terancam punah sebagai target-target spesifik untuk perlindungan. Spesies yang dimaksud termasuk orangutan, harimau dan badak. Kesesuaian kepentingan Pemerintah Indonesia dengan LESTARI tersebut memberikan persetujuan dan dukungan bagi proyek ini dari semua pemangku kepentingan sehingga berkontribusi terhadap kesuksesan proyek ini dalam menjaga sumber daya hutan dan keanekaragaman hayati Indonesia. Lebih dari pada itu, sasaran-sasaran LESTARI pada tahun kedua juga sangat sesuai dengan prioritas-prioritas KLHK mengenai peningkatan skor METT dalam PA, peningkatan zonasi pada area konservasi, peningkatan kapasitas, pengelolaan bersama tingkat desa di area-area penyangga (buffer zones) dan pembangunan PPP. Usaha restorasi lahan gambut di Kalimantan Tengah sangat sesuai dengan prioritas Badan Restorasi Gambut. Sedangkan dukungan LESTARI bagi unit-unit data spasial infrastruktur dan program Satu Peta membantu Badan Informasi Geospasial (BIG). Pada tingkat daerah, LESTARI bekerja sama dengan pemerintah provinsi dan kabupaten. Hal tersebut sangat relevan terutama dalam operasionalisasi SEA/LCP untuk meningkatkan tata kelola lahan. LESTARI akan membantu pemerintah daerah dan MSF setempat dalam mengembangkan, merevisi atau memutakhirkan SEA atau LCP yang didukung oleh IFACS (atau membuat asesmen-asesmen dan rencana-rencana baru jika dibutuhkan) dan menggabungkan rekomendasi-rekomendasi ke dalam rencana-rencana pembangunan dan spasial (RPJMD, RTRW, RENSTRA) dan peraturan lokal baru (PERDA, PerGub, PerBup, Qanun).


Uraian mengenai Dokumen ini Tujuan dari rencana kerja tahunan ke dua ini adalah agar USAID dan LESTARI menyusun kegiatan program secara jelas untuk tahun berikutnya (October 2016 – September 2017) dan memantau pelaksanaannnya. LESTARI secara rutin akan memantau jadwal waktu, urutan dan alokasi sumber daya yang ditetapkan dengan menggunakan Rencana Monitoring dan Evaluasi LESTARI, dan memutakhirkannya bila perlu, melalui laporan triwulan kepada USAID. Rencana kerja ini disusun oleh Tim LESTARI dengan para mitra kerja melalui serangkaian pertemuan dan lokakarya di Jakarta, Kalimantan Tengah, Aceh, dan Papua. Selama bulan Agustus 2016, lokakaryanya diadakan di Palangkaraya untuk lansekap Katingan-Kahayan, di Banda Aceh untuk lansekap Leuser, dan di Jayapura untuk lansekap Papua. Setiap lokakarya terdapat pembahasan intensif untuk penyempurnaan Teori Perubahan (ToC) pada setiap Pendekatan Strategis LESTARI. Diagram pada ToC yang sudah dimutakhirkan menunjukkan adanya sinergi yang lebih besar antara Pendekatan-pendekatan Strategis dan kegiatan tambahan yang mendukung hasil jangka menengah, serta memuat sedikit klarifikasi penggunaan istilah di dalam diagram yang disusun. Outcomes dan hasil pada level yang lebih tinggi tidak berubah dibandingkan Tahun 1. Kegiatan Lokarkarya juga melibatkan pengembangnan kegiatan lansekap yang rinci guna mendukung setiap ToC. Suatu Tim Teknis kecil menyelesaikan rencana kerja tersebit pada bulan September 2016. Tim LESTARI akan melakukan konsultasi dengan banyak pihak mitra mengenai rencana kerja lansekap yang sudah disetujui oleh USAID. Dokumen ini merangkai tema teknis, pendekatan strategis, dan rencana kerja lansekap yang digunakan untuk program LESTARI tahun 2. Pendekatan teknis memerinci pendekatan yang digunakan untuk mencapai target Tahun kedua, yang disusun berdasarkan tema teknis. Di dalam setiap tema, terdapat berbagai pendekatan strategis dan perangkat yang digunakan yang dijelaskan untuk setiap kegiatan, dengan didukung diagram ToC. Terakhir, rencana kerja lansekap memuat secara rinci intervensi, tanggung jawab, dan urutan kerja dari masing-masing lansekap. Secara terpisah dibuat matriks untuk masing-masing lansekap Aceh, Kalimantan Tengah, dan lansekap-lansekap Papua. Indikator Kinerja, Kerangka Hasil, dan rencana rekrut pegawai dirinci pada lampiran.


Figure 1. LESTARI Landscapes Map


INTRODUCTION This introductory chapter of the Year 2 Work Plan is organized into three key sub-sections: Theory of Change, LESTARI Team, and Building from IFACS. Details of how the various tools and approaches are embedded into Year 2 activities can be found in both the Technical Themes and Landscape sections of this document.

THEORY OF CHANGE All LESTARI activities are built upon a comprehensive Theory of Change for each of the 8 strategic approaches implemented. The ToC illustrates the connections between LESTARI activities and intermediate results, based on causal linkages and assumptions, and eventually leading to a reduction on the threats and drivers impacting the focal interests – biodiversity and forest resources. Blue boxes indicate intermediate results that are brought about through the LESTARI interventions indicated by the yellow boxes. Arrows connect one intermediate result to another while also demonstrating linkages and synergies with other strategic approaches. Assumptions, relevant indicators, and outcomes are detailed in the Activity Monitoring and Evaluation Plan (AMEP). The LESTARI ToC was originally developed through close coordination with USAID during a ToC Workshop prior to the Year 1 launching of LESTARI. They required revision based on Year 1 lessons learned and input from landscape staff and lead Jakarta-based technical staff, many of whom were not yet mobilized when the ToC was first developed. Therefore, revisions to the ToC diagrams were made during Year 2 Work Planning sessions through close collaboration and input from the landscape teams. Sessions were held in August 2016 in Palangkaraya for the Katingan-Kahayan Landscape, Banda Aceh for the Leuser Landscape, and Jayapura for Papua Landscapes. Day 1 activities entailed breakout sessions per technical theme to discuss and update the ToC diagrams for each strategic approach. Day 2 activities involved building out the detailed activities and sub-activity tables per strategic approach and in line with the ToC. The revised ToC diagrams will serve as the blueprint for LESTARI in Year 2 and beyond. All LESTARI activities outlined within this Year 2 Work Plan align with the relevant ToC diagrams’ results (blue boxes) and contributing activities (yellow boxes). They are presented in the Technical Themes section for each of the 8 Strategic Approaches. Progress towards each ToC stream will be reported on in Annual Reports and Quarterly Progress Reports. Notably, the ToC diagrams apply for the life of the project. Progress will not likely be achieved at a linear rate, as foundational interventions in the early years will lead to more substantial progress, particularly for the GHG emissions reduction target, in the later years.

LESTARI TEAM LESTARI is implemented by Tetra Tech in conjunction with a consortium of international and Indonesian organizations with proven management experience with prior USAID projects, technical capacity in climate change and conservation, and trusted and established relationships and networks. A summary table of implementation partners, including Year 1 progress and Year 2 focus, is shown below.


Table 1. LESTARI Implementation Partners’ progress and Year 2 focus

Partner Role

Tetra Tech

Overall technical and administrative project management

Lead donor and government coordination, communication, and local capacity development activities

Monitoring, evaluation, and learning

Winrock International

Year 1: Gathered data, engaged stakeholders, and built prototype version of Sustainability Screening Tool for improved provincial and district-level natural resource licensing and permitting

Year 2: Continue building stakeholder buy-in and develop the actual tool with requested functionalities

Michigan State University

Year 1: Met with stakeholders and explored opportunities for partnership with various Indonesian universities. Focused on educational capacity building in support for community mapping, forest management, and LEDS-based curricula.

Year 2: Work with UNPAR, MU, and IPB to build capacity, develop curricula, create distance-learning toolkits, and implement a university-based service learning program

Sustainable Travel International

Year 1: Exploration, data gathering, and initial discussions in Leuser and Katingan-Kahayan Landscapes for potential ecotourism opportunities and partnerships

Year 2: Develop a shortlist for ecotourism opportunities, including a business model and implementation plan for an ecotourism pilot project

WWF-Indonesia

Year 1: Improved management effectiveness of Bukit Baka Bukit Raya, Sebangau, and Cyclops; supported multi-stakeholder engagement in human-wildlife conflict mitigation

Year 2: Improve management effectiveness of Lorentz, Bukit Baka Bukit Raya, Sebangau, and Cyclops; improve biodiversity conservation through SMART patrols; innovative financing for conservation

Wildlife Conservation Society

Year 1: Improve management effectiveness of Leuser National Park and Singkil Wildlife Reserve; improve biodiversity conservation through SMART patrols, Wildlife Response Unit, and Wildlife Crime Unit

Year 2: Provide capacity building and support for SMART patrols, anti-poaching and combating wildlife trafficking, and human-wildlife conflict mitigation efforts

FIELD

Year 1: Conducted livelihood assessments in Aceh and Central Kalimantan

Year 2: Facilitate communities in developing and implementing co-management agreements in Aceh and Central Kalimantan

Yayasan Sahabat Cipta (Swiss Contact-Indonesia)

Year 1: Conducted market access and value chain assessment for sustainable livelihood development in Aceh

Year 2: Continue implementing PPP for cacao and explore new PPP opportunities involving nutmeg and patchouli in Aceh

PT Hydro Indonesia (South Pole Carbon Asset Management, Ltd)

Year 1: Produced PES/REDD+ Finance Assessment and built draft PES Toolkit

Year 2: Finalize PES Toolkit, produce rapid feasibility assessment of PES potential in the landscapes, and secure funding for PCNs

Blue Forests

Year 1: Produced social, economic, and ecological resiliency assessment and action plan for Mimika and Asmat

Year 2: Support the development of local commodities in Papua with a focus on co-management and market access


BUILDING FROM IFACS LESTARI builds on and operationalizes 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), and Conservation Management and Monitoring Plan (CMMP). While they represent important achievements of IFACS, their findings and recommendations need to be followed up under LESTARI and integrated into government and private sector policies and programs to bring about meaningful, sustainable change to forest and land use. MSFs in particular are of foundational importance to LESTARI’s objectives of enhancing citizen-based mechanisms for public input on land use and building constituencies for conservation. LESTARI builds upon the MSFs developed under IFACS while considering the key recommendations from IFACS Lessons Learned Technical Briefing for MSFs. This assessment found four key challenges to MSFs developed under IFACS:

Ensure stakeholders work towards a shared vision and purpose

Ensure the sustainability of MSFs beyond the life of the project

Include the “right” mix of stakeholders that can work across government, civil society, and the private sector

Consider future resourcing needs and maintain relationship with local government Hence LESTARI works to revitalize MSFs as an established institution with government recognition and truly broad-based and balanced membership (across government, civil society, and private sector, with greater involvement of women). LESTARI MSFs are to be managed by a secretariat and with local government budgetary support. Further details of LESTARI’s MSF approach, including Year 2 focus, can be found in the sub-section on Strategic Approach 3: Sustainable Landscape Governance. LESTARI also implements various new and innovative tools to address the complex challenges facing its landscapes, including: Integrated Fire Management (IFM) and Peatland Restoration, Management Effectiveness Tracking Tool (METT), and Sustainability Screening Tool (SST). 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.

Table 2. Key LESTARI Tools

TOOL YEAR 2 FOCUS

Operationalizing from IFACS

Multi-Stakeholder Forum (MSF)

Continue building upon IFACS-supported MSFs by providing platform for inclusive dialogue while shifting discussion to relevant technical areas to garner support for LESTARI’s landscape goals (e.g., dam construction and canal blocking in Pulang Pisau)

Strategic Environmental Assessments (SEAs) and Landscape Conservation Plans (LCPs)

Assist local governments and MSF to revise and update existant IFACS-supported SEAs and LCPs (or produce new assessments and plans where needed) and incorporate recommendations into spatial and development plans (RPJMD, RTRW, Renstra), and new local regulations (PERDA, PerGub, PerBup).

Conservation Management and Monitoring Plan (CMMP)

Implementation of HCV monitoring for former IFACS partners that received support for CMMP development and update CMMP through adaptive management.


New LESTARI Tools

Integrated Fire Management (IFM) and Peatland Restoration

Support canal blocking efforts to restore >30,000 hectares of degraded peatlands in Block C / KHG14, Central Kalimantan in an effort to mitigate fire and flood risks

Management Effectiveness Tracking Tool (METT)

For each PA in LESTARI’s landscapes, implement capacity building activities and other priority activities based on its action plan to improve the METT score

Sustainability Screening Tool (SST)

Conduct stakeholder engagement and bring tool from prototype to product, building in the requested functionalities (i.e., licensing and permitting, participatory mapping, land suitability, fire frequency mapping, and HCV/HCS tool)


LESTARI TECHNICAL THEMES LESTARI is implemented through three integrated, synergistic technical themes: Forest and Land Use Governance and Advocacy, Conservation Co-Management, and Private Sector Coordination. In areas within the LESTARI landscapes where all three technical themes intersect, there are powerful synergies through increased likelihood of sustainability, logistical efficiency of intervention, and effectiveness (mutually-reinforcing activities) that make transformative changes more likely and therefore more able to persist beyond the lifetime of the project. Each technical theme consists of various core strategic approaches used to operationalize it. Each strategic approach is built upon a fully developed Theory of Change diagram, which illustrates the approach for the life of the project and also demonstrates linkages to other strategic approaches. The activity tables presented in this section capture the results and activities from each strategic approach’s ToC that will be implemented in Year 2. The detailed sub-activities, including when and how they are implemented in each landscape, can be found in the matrices in the Landscapes section. Each theme is managed by a Jakarta-based technical theme leader who is responsible for management and technical oversight while identifying and scaling up integration with other technical themes. Through consistent travel and engagement with all landscapes, they also play an important mentoring and capacity building role for staff and partners at the landscape level.

TECHNICAL THEME 1: FOREST & LAND USE GOVERNANCE & ADVOCACY

Introduction Achieving Transformative Landscape Governance. Technical Theme 1 is an integrated approach that focuses on supporting effective forest and land use governance practices while building strong constituencies that can advocate for their communities’ rights and interests. It recognizes that (1) improved land use governance (SA 2 & 3), while focused on forest Value Landscapes, must address the sources of threats and draw on opportunities from within the surrounding wider Operational Landscape as articulated in the Landscape Baseline Analysis. Improved landscape governance enables action on the ground that is driven by (2) collaborative conservation management (SA 3 & 4) and (3) improved private sector and industry practices (SA 5, 6, 7, & 8) but that none of these will succeed without (4) improving constituencies for conservation (SA1 & 3). (1) and (4), through more effective advocacy and communication, enable the drivers (2) and (3). Where all four intersect in identified sub-landscapes, there are powerful synergies through increased likelihood of sustainability, logistical efficiency of intervention, and effectiveness (mutually-reinforcing activities) that make transformative changes more likely and therefore more able to persist beyond the lifetime of the project. Furthermore, sub-landscape development provides opportunities for replication across the entire landscape as well as M&E counterfactual comparisons with similar areas biophysically and socially not yet reached by the project. In Year 2, a representative typology of sub-landscape governance will be identified, mobilized and consolidated in readiness for roll-out and scaling up in Year 3 across entire landscapes. In parallel with the sub-landscape approach, landscape-wide approaches to landscape governance will continue in Year 2, notably operationalization of SEA/LCP, IDS, SST, MSF, as well as advocacy and communications.


The 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 monitoring and enforcement), biodiversity will be conserved and emissions ultimately reduced in LESTARI landscapes.

LESTARI 1 – Awareness and Advocacy 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. In its first year of implementation, LESTARI did not have a comprehensive awareness and advocacy strategy. Instead, individual communication and public outreach activities for each strategic approach were implemented based on immediate needs in each landscapes. However, LESTARI has been working to improve its engagement with multi-stakeholders including the media in all landscapes. In Central Kalimantan, LESTARI worked with Mongabay, a local organization, to advocate for environment issues in media, sharpen LESTARI’s advocacy messages, and identify target audiences. In Papua, LESTARI has been working closely with media through a number of activities, including media visits. One of the key results of the activities is the media exposé of LESTARI’s work on mangrove ecosystem sustainability in TEMPO English Weekly Magazine, a highly reputable media outlet in Indonesia. In Aceh, LESTARI started to improve engagement with local journalists by forming the Concerned Environmental Journalist Network. Based on lessons learned in the first year of implementation, LESTARI believes a comprehensive communication and outreach strategy for the project will help achieve more clarity, consistency, and overall higher quality in project communications. In the Year 2, LESTARI will be more focused towards result-oriented activities that are responsive to the newly updated Theory of Change. To streamline and better manage LESTARI awareness and advocacy activities and expected results as outlined in the contract and AMEP indicators, LESTARI has consolidated activities so that they are mainly aimed to map the key audience, deliver effective messaging, and media channeling. Alongside efforts to address accountability issues on forest management, land use governance, spatial planning, and other conservation-related policies (rules and procedures) that traditionally have focused on improving the “supply side”, LESTARI is also cognizant of the need to increase “demand side” efforts through an emphasis on “social accountability” – a complementary approach to “supply sides” measures. Using this approach, LESTARI will work to broaden its outreach to a variety of activities such as social media campaigns, story pitching, interactive dialogues, off air events. Strategic Approach 1, in many instances, is expected to build constituencies for conservation including with academia, media and journalists. Therefore, in Year 2 LESTARI plans to continue increasing journalists’ knowledge and capacity through activities such as training and journalist fellowships, while strengthening university partnerships to support LEDS-based curricula. LESTARI also aims to improve public information access on forest management. In Central Kalimantan, for instance, LESTARI will be working with local government institutions to implement public information access training. The training will be mainly based on the Indonesia Freedom of Information Act (Undang-undang Keterbukaan Informasi Publik) No.


14/2008. In Aceh and Papua, a series of discussions on the most pressing issues will be held to create more pressure on policymakers. LESTARI will also support outreach to a younger audience by working with bloggers, social media activists, and artists through a popular culture approach while continuing to work with a specific task force in the MSF to disseminate and distribute relevant information to increase public awareness on issues relevant to LESTARI. To build stronger commitment among communities, LESTARI is cognizant of the pivotal role of women regarding forest resource utilization and biodiversity conservation. Thus, LESTARI will ensure that communication activities are addressing gender issues. In Aceh, LESTARI plans to work with women’s organizations to advocate for women’s and environmental issues in the media (e.g., role of women in social forestry initiatives). LESTARI will also continue to work with MSFs, including promoting its achievements, best practices, lessons learned, and help to advocate for the most pressing issues through any available communication channel. Through the continuing Knowledge Management process, LESTARI will identify and collaborate with the champions in each landscape. The champions are the people whose leadership drives the community to more sustainable development practices, commit to change through lengthy processes, and promote the benefits of what he/she is doing to the broader community. In general, the advocacy material will be quite similar across all landscapes and will be adapted to cover a range of relevant issues. In Leuser Landscape, overall advocacy efforts will promote improving forest management through village planning development and co-management with forest authorities. Some of the advocacy materials that will be used include: 1) 3D visualization of forest management vision during the process of village planning development as well as during the process of KPH/National Park planning development; 2) publication of articles in the media local and national to promote issues concerning collaborative forest management; 3) LESTARI Briefs on specific issues to be used in series of discussions/workshops at the district and provincial level to ensure stakeholder’s coordination; 4) production of videos that showcase best practices in implementing collaborative forest management and shared in strategic events from community level up to district/provincial level; and 5) post articles, infographics, and technical references in our website and social media (per landscape fanpage) on issues relevant to those being advocated for. For Katingan-Kahayan, similar advocacy materials will be adapted to support the integrated fire management and peatland restoration landscape vision. For Papua, main advocacy themes will include co-management around CAs (Cyclops and Lorentz Lowlands) and conservation of HCV and HCS forest (Mappi Bouven Digoel). As a cross-cutting approach, LESTARI advocacy efforts will work alongside and in support of other technical themes and approaches. The advocacy team will take the messages from the technical themes, identify whom the target audiences are, and produce and disseminate materials through strategic channels. The advocacy team will also provide direct support for activities as appropriate. If the need of target audiences is skills for advocacy, then SA 1 will conduct activities such as public speaking training, legal drafting training, and policy analysis training. If, however, the need of target audiences is GIS training, then this will be delivered under that relevant technical theme. SA 1 will also facilitate a series of discussions in all landscapes to discuss themes that are contained in our regular Journal. In addition, working with our MSF coordinator, SA 1 will involve and encourage regular MSF thematic meetings to equip MSF folks with technical knowledge. The matrix below identifies the key results and activities from the SA 1 ToC that will be implemented within Year 2. Detailed, landscape-specific sub-activities for each of the listed activities can be found in the landscape matrices of this Year 2 Work Plan Document.


Table 3. LESTARI Strategic Approach 1, Year 2

LESTARI 1 – AWARENESS AND ADVOCACY

Result (blue box in ToC) Activities (yellow Box in ToC)

Target audience, desired behavior, appropriate media identified

1.1 Condition Analysis

In Katingan-Kahayan, continue to work with Mongabay to sharpen and strengthen the communication strategy, improve messages, and broaden campaign through diverse channels. In Leuser, hire a social media specialist to expose VL. In Lorentz Lowlands and Cyclops, engage with media and institutionalize regular meeting.

Target audience receive message

1.2 Communication Outreach

Implement variety of communication outreach including: social media campaign, story pitching, videos, contest, interactive dialogues in broadcast media, off-air events that will involve larger audience including youth and women. In Aceh, support Gayo Lues government to promote Rafting Championship and Saman Dance event and use it as entry point to leverage LESTARI key issues.

1.3 Journalist capacity building

Build capacity through trainings and fellowships, encouraging journalists to produce in-depth written pieces afterwards.

1.4 Series of public discussions on most pressing issues

Work with MSF to conduct regular discussions on issues such as: fire management, forest management, wild-life trafficking, illegal logging/poaching; and landscapes values.

Target audience has and retains desired knowledge. Target audience attitudes & values consistent with desired behavior Target audience adopts, implements, or continues desired behavior

1.5 Ongoing campaign based on KM, lesson learned, and best practices to create demand for public information access

Produce project communication products (factsheet, story from the field, success stories, and papers). In Katingan-Kahayan, assist policy makers with pocket guides on issues. In Leuser, work with parliament member/caucus to improve policies on biodiversity, forests, and climate change. Hold MSF summits as a fora for knowledge exchange and sharing.

1.6 Community based media engagement and development

In Katingan-Kahayan, work with local organizations/individuals to strengthen community-based media including citizen journalism. In Leuser, initiate new approach by advocating women-biodiversity issues through media. In Lorentz Lowlands, work with local NGOs and help improve communication and advocacy strategy.

Constituent (including academics) for conservation formed

1.7 Advocacy capacity building

In Leuser, work with Aceh Climate Change Initiative (ACCI) and Sustainable Development Caucus of Aceh and use this channel for improved policies.

In Katingan-Kahayan, initiate a training of public information access based on the Law No. 14/2008; launch educational partnership initiatives with MSU for improved low carbon forest management and LEDS-based curricula.

In Lorentz Lowlands, use the result of village mapping to MSF that includes visualization of village maps, village map competition, and vilage’s business plan competition.

1.8 Identify and collaborate with community champions

Work closely with MSF to institutionalize the organization and building their capacity in policy making including technical communication skills and legal drafting.

Improve public policies addressing climate change and/or biodiversity through inclusive processes

1.9 Advocacy and lobbying

Work closely with sub-national policy makers (governments and parliament) through serial discussion and visualize proposed changes.


Figure 3. LESTARI 1 Theory of Change


LESTARI 2 – Operationalize SEAs/LCPs to Improve Land Use Governance Table 4. Strategic Approach 2 geographic focus, Year 2

LESTARI 2 – Year 2 Priorities

Activity Landscape Province / District Policy Outputs

Informing rationalized landscape zonation

Leuser Aceh Barat Daya Peraturan zonasi in kawasan strategis, zonation/blocking in FMU VI, revised TNGL zonation

Katingan-Kahayan Pulang Pisau Palangka Raya

KHG-14 zonation, pola ruang for RTRWK

Lorentz Lowlands Mimika Zonation/blocking in FMU VI

Informing KPH zonation

Leuser All LESTARI Districts Zonation/blocking in RJP KPH

Lorentz Lowlands Mimika Zonation/blocking in FMU VI

SEA/LCP Operationalization

Leuser

Gayo Lues Aceh Tenggara Aceh Selatan Aceh Barat Daya Aceh Province

SK Bupati, Qanun, New SEA, zonation (as above)

Katingan-Kahayan Province Pulang Pisau

SK Bupati

Lorentz Lowlands Mimika Asmat

Revised RTRWK

Mappi-Bouven Digoel

Mappi SK Bupati

Strategic Approach (SA) 2 – Operationalize SEAs/LCPs to Improve Land Use Governance – improved and rationalized spatial planning of land use functions that are aligned with sustainable development goals from the village to the district level in LESTARI landscapes provide greater spatial certainty and natural resource values for all stakeholders committed to low emission development, be they in the state or private sector. To achieve sustainable land use governance in practice requires that improved land use and related zonation be informed by multi-stakeholder ownership as well as supported by transparent geospatial information systems, the subject of Strategic Approach 3 – Sustainable Landscape Governance. SA 2 further informs advocacy and communications, is informed by activities under conservation co-management (SA 4 & SA 5, especially by conservation area zonation) and private sector engagement (SA 6, 7, & 8) about spatial dimensions relevant to their immediate goals. LESTARI aims to operationalize existing or updated Strategic Environmental Assessments (SEAs) and Landscape Conservation Plans (LCPs) drafted under IFACS to inform spatial and development plan rationalization that will ultimately reduce large scale pressures, such as oil palm, mining, and infrastructure, on forests in order reduce GHG emissions from the landscape. High quality SEAs will need to be developed in LESTARI districts that were not covered under IFACS, and existing SEAs updated and reviewed through a multi-stakeholder process. LESTARI will continue to assist local governments to produce publically-available assessments to inform new or revised spatial and development plans as well as new local regulations of landscape importance (PERDA, PerGub, PerBup). For example, while the original SEA for Pulang Pisau recognized the importance of effective fire responses, there was scant mention of fire prevention through canal blocking to improve peatland hydrology. Year 1’s rapid hydrological and social-economic surveys will be utilized to fill that gap in the SEA recommendations. New SEA drafting will be supported in Aceh for the new Governor’s


RPJMD after the 2017 election, and where there was not an IFACS-supported SEA such as in Aceh Barat Daya District (Abdya) to complement and run in parallel with zonation initiatives. LCPs produced by IFACS have had minimal utility, but the concept of promoting a development and spatial vision through the LCP remains important and can strengthen the MSF at the district level to advocate for landscape sustainability. LCPs will be drafted in new LESTARI districts, and where developed under IFACS, revised with improved MSF to help bring about their sustainable landscape vision. Specific SEA and LCP utility is focused on spatial scenarios of land use functional zones and management that is needed to support sustainable outcomes – what land use is desirable where, and who is institutionally responsible for management and enforcement. Therefore, working closely with BAPPEDA and/or BPLHD, SEA/LCPs will be systematically reviewed by LESTARI to determine whether they need updating to achieve high quality or formal recognition of supplementing, e.g., in the case of Block C / KHG14, with the results of hydrological assessments from Year 1, and Mimika for revision of the RTRW. Recommendations from these two important documents will be used to guide spatial planning zonation and development plan revisions, and also be used as a basis to inform sectoral service agency (SKPD) strategic plans Renstra and budgets as well as to serve as reference for evaluation of the actual impact of such regional government planning on the landscape. These core activities capitalize on the advantages presented in different districts and will include spatial plan revision (such as has begun in Year 1 in Mimika and will occur in Asmat during Year 2), development plan revision (planned from Aceh province such as that which has been completed in Kalteng), detailed spatial planning (RDTR) in urban and strategic areas that impact LESTARI landscapes with special emphasis on forest boundary villages within the sub-landscape of Abdya. Visioning and visualization exercises with the MSF to promote their sustainable development plans will encourage incorporation of MSF recommendations into the spatial planning zonation, development plans, Rentsra, and budget. Where necessary, LESTARI will encourage spatial and development plans that follow the SEA/LCP and MSF sustainable landscape vision recommendations and promote sufficient funding for their implementation through the development of district regulations. This will be focused on finalizing and developing the Village Fund regulation on environmental spending in Aceh Tenggara as well as the new regulation (Qanun) on environmental management in Aceh Selatan. All spatial planning rationalization support will take into account the One Map aim of synchronization among land use functions and management. LESTARI will support national and government institutions to improve and rationalize zonation at multiple levels in the state forests, private land (APL), and private sector concessions. In Year 2, spatial rationalization will focus first on manageable signature sub-landscapes based upon socially and biophysically-unifying criteria such as watersheds (daerah aliran sungai) and peatland hydrological units (kawasan hidrologis gambut, KHG). Important two-way linkages between SA 2 and other LESTARI activities include:

1. SA 5’s Conservation Zonation, where inputs will be provided for selected areas of national park zonation reviews (Leuser National Park), wildlife sanctuaries (Singkil) and nature reserves (e.g., Cyclops)

2. SA4’s Forest Management Unit zonation in Aceh where assistance will be provided to improving the spatial management plan in KPH 5 and 6 linked to their long-term development plans


3. District strategic areas / kawasan strategis and urban areas with significant rural land inside LESTARI landscapes, notably, Block-C Ex-Mega Rice Project (Palangka Raya) and SA5’s Cyclops (Jayapura & Sentani)

4. SA 4’s Village areas mapping (kawasan perdesaan) with input from RPJMDes; 5. SA 3’s Private sector licenses in Papua and Kalimantan Tengah (with input from

the Sustainability Screening Tool) Focus on better land use in such sub-landscapes encourages synergy with other LESTARI activities within the same areas, thereby increasing the likelihood of sustainable impacts and as spatial management units that can be replicated across the wider landscape in subsequent years. The value of improved and rationalized zonation at the above levels will be demonstrated to decision-makers through an evaluation of critical areas retained under forest and well-managed peatland. While the emphasis will be on regional planning and policy outputs, there will be continued appropriate engagement with national decision-making agencies, primarily KLHK, Baplan, DG PHPL, and Dir PIKA, as well as ATR and BRG to support their development of zonation standards. The matrix below identifies the key results and activities from SA 2 ToC that will be implemented within Year 2 Table 5. LESTARI Strategic Approach 2, Year 2

LESTARI 2 – OPERATIONALIZE SEAS/LCPS TO IMPROVE LAND USE GOVERNANCE

Result (blue box in ToC) Activities (yellow box in ToC)

High Quality SEAs developed or updated for all districts

2.1 SEA development, revising, or updating with supplementary assessment (Aceh Barat Daya – Abdya, Aceh Province, Central Kalimantan Province, Mimika, Mappi Bouven Digoel ,and Asmat)

SEAs/LCP recommendations included in district/provincial governments spatial plan zonation

2.2 LCP development or revision (Mappi-Bouven Digoel, Gayo Lues)

SEAs/LCP recommendations included in district/provincial governments spatial plan zonation District/provincial governments include high quality SEAs/LCP recommendations in development plans and sectoral budgets

2.3 Informing development plans to be spatially-based (Gayo Lues) 2.4 Informing spatial plans revision/review (Mimika, Mappi-Bouven Digoel, Asmat) 2.5 Informing spatial rationalization of FMU, conservation area and private sector license zonation (Abdya district, 5 villages in Pulang Pisau district, KPH V and VI Aceh, TNGL, KPH XXXI Central Kalimantan) 2.6 MSF used for public consultation to improve spatial and development planning (Abdya)

Regional and village government allocate budget for implement SEA/LCP recommendations

2.7 Budget analysis capacity-building for district government (Aceh Selatan, Gayo Lues, Pulang Pisau, and Mimika)

Assurance spatial and development plans follow SEAs/LCP recommendation

2.8 Draft specific spatial and development plan regulations based on SEA and/or LCP recommendations (Gayo Lues, Central Kalimantan Province, Pulang Pisau District, Mimika)

Major reduction of critical areas not converted to APL land by MOEF (KEQ)




LESTARI 3 – Sustainable Landscape Governance Table 6. Strategic Approach 3 geographic focus, Year 2

LESTARI 3 – Year 2 Priorities

Activity Landscape District(s) Policy Outputs

Multi-stakeholder Forum (MSF)

Katingan-Kahayan

Pulang Pisau, Palangkaraya Gunung Mas Katingan

SK Bupati

Leuser

Aceh Tenggara Aceh Selatan Gayo Lues Aceh Barat Daya

PerBup, Qanun

Cyclops (Sahabat Cyclops Forum)

Jayapura District & Municipality

SK Bupati

Lorentz Lowlands Mimika and Asmat Revised RTRWK

Mappi-Bouven Digoel Mappi, Bouven Digoel SK Bupati

Information System for Spatial Planning (SIMTARU)

Lorentz Lowlands Sarmi

Mimika Sarmi Papua Province

SK Governor

Sustainability Screening Tool for Natural Resource Licensing (SST)

Katingan-Kahayan Pulang Pisau / Central Kalimantan Papua Province

SK Governor SK Bupati

Sustainable land use governance in practice requires that rationalized and interconnected spatial and development planning is guided by up-to-date SEAs and LCPs informed by transparent and publicly-accessible geospatial information systems owned by a broad base of stakeholders in the LESTARI landscapes. This strategic approach works in parallel with SA 2, SA 4, and SA 5, developing geospatial information systems and strengthening stakeholder ownership and capacity through multi-stakeholder forums (MSFs). Geospatial tools of spatial data infrastructure units, some developed under IFACS, will be orientated to specific and explicit landscape challenges so that they will have utility and therefore not fall into disuse. Informed social legitimacy provides support for implementation of plans and enforcement of land use functions. In the past de facto land use has played little regard to formal land use functions which has also suffered from boundary inaccuracies that improved and rationalized spatial and development planning will inform. To conform to land use zonation functions, natural resource licensing processes will be screened for sustainability through the development with stakeholders of a Sustainability Screening Tool (SST) with public oversight of both permitting and monitoring of actual land use. While systems for geospatial transparency and management systems such as spatial data infrastructure and SST, and the functional land use zonation designations on which they are based are foundational, they cannot alone lead to transformative change towards actual land use sustainability until citizen-based mechanisms for public input on land use are strengthened. MSFs represent a neutral venue for discourse amongst otherwise competing agencies for land use decision-making that represents a major obstacle to achieving sustainable landscape governance which is needed to halt and reverse biodiversity degradation driven by individual sectoral agencies. MSFs will continue to identify and tackle strategic technical issues that threaten landscape sustainability, e.g., drainage and use of


fire in peatlands, illegal logging and agricultural encroachment in natural forest areas, and wildlife trafficking as well as human-wildlife conflict. LESTARI-supported MSFs will continue to build mutual understanding, respect, and trust among stakeholders including the establishment of working groups to pursue substantive technical challenges reporting back to the MSF, thereby increasing community stakeholder participation and sense of ownership in forest governance, providing key stakeholders with a platform to participate more fully in district, Conservation Area, and other land use decision-making. MSFs while not decision-making bodies in competition with the government executive and legislature will continue to provide reassuring and independent space valued by citizens of diverse backgrounds to discuss together challenging and contentious technical themes of relevance to the sustainability of LESTARI landscapes. Strengthen Citizen-based Multi-stakeholder Fora for Public Input on Land Use Decision-Making. LESTARI has revived MSFs initiated under IFACS that were facing challenges due to internal inconsistencies, e.g., overly-narrow set of members (mostly civil servant and selected NGO members) and operational structures representing project implementation units. In Year 2, LESTARI will continue to ensure broader-based MSF membership, especially from the private sector, and nurture mutual understanding, respect and trust among stakeholders in the LESTARI landscapes so that they willingly collaborate and reduce sectoral isolation. Consensus about the role of the MSF will be developed and institutionalized in line with MSF guidelines produced in Year 1 for implementation including reporting, further strengthened through formal recognition (formalized) from local government for all MSF in LESTARI landscapes. The guidelines (background paper) from Year 1 will be used to formulate SOP to better structure and schedule MSF meetings and their reporting managed by a Secretariat, identify core principles (e.g., gender integration and dispute resolution), support Pokja activities to inform the MSF, and achieve sustainable financing by building on Annual Work Plan arrangements with LESTARI that explicitly phase out LESTARI support, providing capacity building as needed. Emphasis will continue to be placed on the MSF as a forum, not a project implementation body, encouraging relevant collaboration between private sector, local community, and local government through their respective roles (e.g., reducing ego-wilayah and ego-sektoralisme in landscapes where inter-sectoral actions are crucial such as in peatlands and critical watersheds that share common water resource interests). Landscape envisioning and visualization will be especially important to enhance MSF members’ understanding of the need to coordinate and collaborate, especially in specific sub-landscapes. The example of the MSF in Pulang Pisau and support for canal blocking of peatlands across the KHG14 sub-landscape is based on a strong sustainable vision for the landscape in the future. During Year 2, this envisioning and visualization will be developed with application to all MSF based upon input from SEAs and revised or newly developed LCPs (SA 2). Training and capacity building (through involvement in all aspects of LESTARI activities and initiatives), MSF meeting facilitation and dispute resolution, and a stronger role for women will result in MSFs capacity to bridge collaboration gaps between stakeholders. Technical themed discussions at the district level and the formation of ad hoc “technical teams” from within the MSF membership will continue to be developed to implement specific actions at the ground level, such as regulation development (e.g., in process, Bupati decree on Village fund use in Aceh Tenggara), investigation of critical issues (e.g., in process, blocking of major canals and the use of fire in Pulang Pisau), and dispute resolution (e.g., overlapping community and plantation land). MSF results from these actions (recommendations,


agreements, and action plans) will then be channeled through appropriate communications and advocacy to effectively encourage better decision and policy making based on multi-stakeholder support for improved forest and peat land management, conservation, and sustainable development for communities. MSF have been shown to influence decision-makers not only through their constituent government members, but also through news media reports of their recommendations, e.g., news media article on the consensus of the third MSF of Pulang Pisau District to block all major canals in Block C / KHG14. Continued capacity will be provided for MSF members to channel citizen voices to decision makers more effectively. The MSF approach will also be used whenever public consultation for LESTARI initiatives is required (e.g., multi-stakeholder dialogue for Sahabat Cyclops; Mimika and Asmat SEA for RTRW revisions; land rationalization and sustainable investment for local commodities in Mappi-Bouven Digoel; PES, sustainable livelihood,co-management, PerBup Dana Desa, and Qanun Lingkungan Hidup in the Leuser Landscape; and canal blocking and fire-free land clearing in the Katingan-Kahayan Landscape). Increased citizen-based influence on national policy-making. Now that USAID BIJAK is operational, MSF “voice and choice” as well as LESTARI studies will be channeled to BIJAK to influence national level policy-makers to bring about reform that (1) increases spatial certainty aligned with sustainability goals (e.g., rationalized land use zonation in and between adjacent forest areas and private land), (2) strengthens KPH FMU institutions to be both responsible and sufficiently autonomous especially with respect to the management of forest use licenses, (3) raises forestry resource values currently undervalued by structural constraints such as onerous export bans (e.g., rattan and timber) and domestic trade restrictions, (4) internalizes negative externalities (e.g., socially-irresponsible water use in peatlands) and (5) nurtures positive externalities (e.g., PES such as water service incentives for upstream communities). Sustainability Screening Tool for Improving Licensing Processes. LESTARI will support better-informed and more sustainable natural resource licensing processes at the district and provincial level that ensures more equitable and sustainable economic development through participative design and roll out of a Sustainability Screening Tool (SST) with public oversight of both permitting and monitoring of actual land use. After exploratory work in Year 1, the SST under development by Winrock International is now focused on the Katingan-Kahayan Landscape where more carbon emissions occurred in 2015 than in all other LESTARI landscapes combined, and to further focus on Pulang Pisau District where 27% of all GHG emissions occurred. While natural resource license / permitting authority was recentralized to the province in accordance with Law 23 of 2014, district inputs to the process will be required. Therefore, SST design and development as well as rollout will continue to engage at both levels. The SST will continue to develop as a web-based tool aligned with the intent of BIG to achieve Indonesia’s One Map policy. This consists of geospatial data compilation (collation of land and forestry thematic maps) – integration (superimposition of thematic maps) – synchronization (resolution of overlapping thematic and licensed areas) as promoted by BIG in line with Presidential Decree 9 of 2016 as well as the Cabinet Meeting of 7 April 2016 and inter-ministerial meeting of 10 June 2016. Tool development will involve multi-stakeholder feedback through FGD’s and eventual thematic discussion at the MSF. The SST will transform its compilation of licenses overlaid on thematic and formal land use zonation by request to a dynamic automatically-updated system and proceed to an integration phase that informs licensing processes (with special emphasis on consistency with integrated fire prevention and response in peatlands in Pulang Pisau). SST will be incorporated formally into the one-stop-shops for licensing at the Provincial level and their


relationship to the RTRWP/K. For example, in Central Kalimantan, the SST will be incorporated into the Provincial Information System for Monitoring Revenue and Control of Regional Development (SIMP3D) Subsequent to the compilation and integration phases of SST, more sophisticated synchronization (sensu BIG) of geospatial information for licensing will involve estimation of cumulative effects and improper boundaries of licenses as well as their internal zonation to correspond with functional land use and riparian areas. Stakeholder participation with government sectoral agencies, especially those involved in licensing processes as well as affected village communities, will be emphasized. This will include technical land use dispute resolution protocols to address conflicts between proposed and actual licenses. A web-based tool will be developed for the entire Katingan-Kahayan Landscape and rolled out to other landscapes in Year 3. Systematic and Transparent Monitoring of Land Use in Line with Spatial Plans. More scientific and participatory monitoring at the landscape level depends upon basic and publicly-accessible spatial data infrastructure (SDI). Year 2 will continue to build on IFACS work to develop this capacity by linking it with the SST. In Papua, LESTARI will continue to support the Provincial Sistem Informasi Tata Ruang (SIMTARU), expanding its reach systematically and dynamically to the Provincial One-Stop-Shop for nature resource licensing. Information linkages with Sarmi and Mimika Districts, including the uploading of a decade of community mapping results into the system, will be enabled as required under the One Map policy following the principles of geospatial data compilation, integration, and synchronization. By the end of Year 2, SIMTARU and SST will be ready for integration in Year 3. The matrix below identifies the key results and activities from the SA 3 ToC that will be implemented within Year 2



LESTARI 3 – SUSTAINABLE LANDSCAPE GOVERNANCE


SDI formalized

3.1 Build monitoring capacity of SDI

3.2 Geospatial information linkages (inter-services agency) and (vertically between National and Village)

3.3 Initiate required and selected regulation for formalized SDI

SIMTARU operationalized for planning, implementation, monitoring and reporting

3.4 Improve SIMTARU utility and functionality in Papua Province with linkages to Sarmi and Mimika Districts

Sustainability Screening Tool (SST) developed as web-based tool for dynamic data compilation and integration in Central Kalimantan (Pulang Pisau District focus)

3.5 Establishing SST infrastructure, completing GIS and data server installation and web-hosting

3.6 Focus group discussions with related SKPD for SST module development

3.7 Assisting BAPPEDA for SST implementation

SST operationalized for systematic data compilation, integration, and synchronization in Central Kalimantan (Pulang Pisau District focus).

3.8 Strengthen BAPPEDA function as data coordinator

3.9 Build agreement across all SKPD (including SDI) for spatial data compilation and integration (SOP/Guidelines)

3.10 Collaborate with MSF for developing land-use dispute resolution protocols using SST (SOP/Guidelines)

Multi-stakeholder vision and mission (new or revised) agreed

3.11 Build consensus among MSF members about vision and mission (SOP/Guidelines)

The issuance of government decree/policy to formalize/institutionalize MSFs

3.12 Propose local government to formalize MSFs in a way that ensures its effectiveness and independence

MSF capacity to bridge gap in mutual understanding, respect and trust between stakeholders increased

3.13 Equip MSF with needed skills toward establishing lasting network for change: MSF facilitation, dispute adjudication resolution, etc

3.14 Strengthening the role of women

MSFs effectively encourage better decision making and policy making among citizen, local government and private sectors

3.15 Technical theme discussions and related working groups formed on demand for landscape and sub-landscape management as well as dispute resolution informed by adequate visualization of landscape goals

3.16 Channel MSF results to advocacy and communication strategy (SA 1) on most pressing issues, especially MSF recommendations, agreements and action plans

Citizens able to effectively advocate for their rights (if identified by MSF members as strategic, to be pursued through collaboration with MAJU)

3.17 Capacity building for MSF members on channeling other citizen voices to decision makers, e.g. from RPJMDes, communities excluded from conservation areas, communities losing land to corporate concessions (direct support from MAJU)




TECHNICAL THEME 2: CONSERVATION CO-MANAGEMENT

Introduction LESTARI’s success at the landscape level is dependent on effective management of conservation areas and other critical areas. This requires implementing an integrated approach. For co-management and zonation, this approach is closely aligned with strategic approach 2 for spatial planning and strategic approach 6 for Green Enterprise development and the connection between livelihoods and successful co-management. 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. The Year 2 target for area under improved management for Conservation Co-Management covers 1,343,480 hectares that is located in the conservation area, and forests around villages around critical areas. To achieve this target with broadscale support and buy-in, LESTARI strives to ensure closer alignment with MoEF Priorities of 2015-2019, shown in the table below. Table 8. Alignment between MoEF Priorities 2015-2019 and LESTARI Technical Theme 2

Strategic Plan of DG Natural Resources and Ecosystem Conservation

LESTARI Support

METT score improved by minimum 70% in priority conservation areas

Facilitate participatory METT score evaluation in 6 conservation areas in LESTARI Landscapes and support the implementation of strategies to improve METT score in those areas

Number of conservation forest management (KPHK) – non national park – established and operationalized

Support the development and operationalization of 2 units of KPHK (Rawa Singkil and Cyclops-Yuteva)

Number of domestic and foreign tourist visitors to conservation areas increased

Support ecotourism in TNGL, Sebangau National Park, Bukit Baka Bukit Raya, and potentially Cyclops and Lorentz National Park

Number of partnership in conservation established (ecotourism, ecosystem services)

Support the development of partnership between conservation area managers with communities and private sectors

Percentage of species population increased for 25 endangered species

Improve management effectiveness of the overall habitat of endangered species, particularly in 6 conservation areas under LESTARI Landscapes Grants to support Orangutan species in Leuser and Katingan-Kahayan Landscapes

Ecosystem restoration in number of degraded conservation areas

Implement pilots for community-based ecosystem restoration

Number of villages in bufferzone received technical assistance

Implement pilots for communities’ facilitation in bufferzone area and

Number of traditional zone managed through partnership agreement with communities

Implement pilots for community based traditional zone management

Strategic Plan of DG Social Forestry and Environmental Services

LESTARI Support


Improved number of forest area managed by communities through HKM, HTR, HD, and Hutan Adat

Provide capacity building and technical support for communities to obtain secure access to forest through social forestry scheme and partnership agreements

Strategic Plan of DG WSM and Protected Forest

LESTARI Support

Number of KPHL operationalized up to 2019 Provide capacity building and technical supports for selected KPHL in Aceh and Papua for completing forest long term management

LESTARI 4 – Improved Forest Management Through Co-Management 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 conservation areas or critical areas through more transparent, negotiated roles and responsibilities. LESTARI works to improve the management of critical areas and areas around CAs1 through improving participation of communities living in and around critical areas in forest management and conservation and ensure their secured access to forests by developing co-management agreements. The co-management agreements could be in forms of social forestry initiatives (Hutan Kemasyarakatan (HKm), Hutan Desa, Hutan Adat, and Hutan Tanaman Rakyat) and partnership agreements between communities and managers of conservation, FMUs, private sectors, and other relevant entities. In the first year, LESTARI identified priority villages, key stakeholders for co-management, and types of co-management to be implemented; and facilitated dialogue between communities and relevant stakeholders for discussing co-management. Some pilot projects have been initiated in several villages in Leuser, Katingan-Kahayan, Cyclops, and Lorentz Lowlands Landscape. LESTARI worked to deepen community engagements in forest management engaging communities and leaders that represent both men and women and other disadvantaged groups to ensure differing gender considerations and viewpoints were addressed through a co-management approach. In the second year, LESTARI will scale up the initiative by focusing the work to develop and implement co-management agreements. It will be done in two different levels: First, in the community level, the following approaches have been implemented in several villages in all landscapes and will be scaled up in priority villages in Leuser and Katingan-Kahayan Landscapes:

1. Facilitate communities to build their capacity in integrating sustainable forest management and sustainable livelihoods in RPJMDes and village zonation (zonasi perdesaan). The inclusion of co-management and village zonation vision in RPJMDes is essential to ensure sustainable financing for sustainable livelihoods and forest management/conservation at the village level. Currently, the Indonesian government allocates approximately 1-2 billion IDR per year in each village for village development.

2. Carry out participatory mapping and planning for forest management in the area to be proposed for co-management.

3. Identify types of co-management to be pursued.

11 In several conservation areas such as Lorentz and Bukit Baka Bukit Raya National Parks, some communities are residing

inside the Park. LESTARI will pilot traditional zone utilization and partnership between communities and the government.


4. Facilitate the communities to develop co-management agreements. This will include agreeing on a common vision to be achieved for the area to be managed, defining roles and responsibilities of each, and ensuring equitable benefits.

5. 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.

6. Implement co-management agreements and key aspects of forest management 7. Ensure communities get benefits from forests through facilitating green enterprises,

sustainable livelihood activities (closely connected to SA 6), and ecotourism (connected to SA 8).

In Cyclops and Lorentz Lowlands Landscapes, the LESTARI team utilizes a slightly different approach considering the importance of strengthening adat communities and institutions in Papua Province. In the areas where Community Conservation and Livelihood Agreements (CCLAs) has been developed by the IFACS project, LESTARI will use this as a foundation to leverage community commitment for forest management and ensure secured access to forest resources. In addition, LESTARI will take more proactive measures for gender integration in this initiative by promoting and ensuring women’s access to decision making processes and benefits from forests and livelihoods. Detailed information is described in the Gender section. Table 9. Types of Co-Management in Each Landscape and Estimated Ha

Landscape Forest

Classification Types of Co-Management

to be Developed No. Villages

Targeted for Year 2

Estimated Area

Managed Through

Co-Management (ha)

Leuser

Conservation Areas

Partnership with Gunung Leuser National Park (eg. Community based ecosystem restoration)

1 village 500

Bufferzone (mostly production, APL and protected forest/hutan lindung)

Partnership with TNGL

Partnership with FMU in bufferzone area

Direct implementation: 10 villages Grant: 5 villages

6,638 2,185

Production Forest, Protected Forest (Hutan Lindung), and other forest types

Social Forestry Initiative (Hutan Desa/ Hutan Kemasyarakatan)

Partnership with managers of FMU III, V and VI

Direct implementation: 17 villages Grant: 10 Villages

14,347 14,894

Katingan – Kahayan

Conservation Areas

Partnership with national park managers to support communities’ engagement in utilizing traditional zone and/or MDK in the area around the park

Direct implementation: 4 villages

3,313

Bufferzone (production, APL, protected forest)

Social forestry in the bufferzone

Grant: 6 Villages 9,438


Production Forest, Protected Forest (Hutan Lindung), and other forest types

Social Forestry Initiative (Hutan Desa/ Hutan Kemasyarakatan/ HTR)

Partnership between communities and private sectors

Community Plantation Forest

Direct implementations: 13 villages Grant : 8 Villages 7 villages

24,403 5,269 4,604

Cyclops

Conservation area

Partnership with the manager of Cyclops Nature Reserve (eg. community-based restoration

3 villages 398

Bufferzone area

Partnership with the manager of Cyclops Nature Reserve/

Provincial Forest Agency

Direct implementation: 4 villages Grant : 3 Villages

803 398

Lorentz Lowlands

Conservation Area

Partnership with national park managers to support communities’ engagement in utilizing traditional zone/ utilization zone inside the national park area

Direct implementation: 3 villages inside the park

596

Bufferzone (mostly protected forests)

Partnership with the national park

Direct implementation: 1 village in buffer zone

2,231

Production Forest Areas/ Adat forest and other types of forests

Co-management among different adat communities

Partnership with KPHL

Direct implementation: 4 villages Grant : 4 Villages

1,209 4,246

ESTIMATED TOTAL AREA 95,472

Second, at the FMU and CA levels, LESTARI will continue to promote a more inclusive approach to protected area management and critical areas through carrying out capacity building for forest management units (FMUs) and PA managers and developing and implementing partnership agreements between communities and protected area/FMU managers. LESTARI acknowledges that supporting FMU operationalization becomes increasingly essential since the management of forest located outside the conservation area will be managed by FMUs. Despite regulatory and institutional barriers at the national and local levels, FMUs have been established throughout Indonesia. Yet, many steps need to be taken to enable FMUs to manage forests sustainably. Many FMUs, including those in LESTARI landscapes, suffer from not only insufficient staffing and budgeting but also limited capacity in forest management. LESTARI will continue support for FMUs’ capacity and institutional building by providing technical assistance for the completion of the long-term forest management plan and zonation system (interlinked with LESTARI Strategic Approach 2). An important element of our support for FMUs is ensuring the adoption of the co-management approach in FMU


forest management that needs to be reflected in their long-term management plan and zonation system. Some co-management initiatives described in Table 9 will require developing partnerships between communities and FMU managers. In addition, LESTARI will carry out capacity building activities, particularly on sustainable forest management, in several priority KPHs described in Table 10. In the Katingan-Kahayan Landscape, the second year priority will be an initial assessment on KPH development and identification of potential entry points for LESTARI to support the initiative. In addition, LESTARI has closely coordinated with USFS to create more synergy on the ground. In the second year, LESTARI will explore opportunities to align our work on FMUs, particularly in the Leuser Landscape, with USFS’ initiative. Table 10. LESTARI Year 2 FMU Capacity Building Activities

Landscape FMU Estimated ha

Impacted Priority Year 2 Activities

Leuser

Identify entry points for supporting FMU development in the provincial level Close coordination with other donors and partners to support FMU development in Aceh

Province

FMU III 112,000 Capacity building activities on sustainable

forest management and inclusive approach to forest management

FMU V 214,000

Capacity building activities on sustainable forest management and inclusive approach to forest management

Completion of Management and Zonation Plan

FMU VI 274,000

Capacity building activities on sustainable forest management and inclusive approach to forest management


Katingan-Kahayan

FMU XXXI/KHG XIV

368,000 Identify entry points for supporting FMU XXXI

Lorentz Lowlands

FMU VI 194,000 Forest management and inclusive approach to

forest management


TOTAL AREA 1,162,000 (to be reported in Year 3)

The matrix below identifies the key results and activities from the SA 4 ToC that will be implemented within Year 2. Co-management activities will be carried out in all landscapes with the exceptions of Mappi-Bouven Digoel and Sarmi. Detailed sub-activities are described in the landscape initiatives section.



LESTARI 4 – IMPROVED FOREST MANAGEMENT THROUGH CO-MANAGEMENT


Dialogue between key stakeholders and communities

4.1 Facilitate dialogue between key stakeholders and communities

Co-management vision included in FMU management plan and zonation

4.2 Technical assistance to complete Forest Management/Zonation plan of FMU

4.3 Capacity and institutional building for FMUs on forest management

Key stakeholders understand the benefit of co-management and commit to collaboratively manage forest

4.4 Capacity building for FMUs and PAs for inclusive approach for forest management and conservation

4.5 Build capacity of communities to negotiate with government and companies

Co-management agreement formalized Community entitlement and responsibilities for management are secure

4.6 Advocacy and support policy coordination between government in provincial and national level for enabling policies to support co-management

4.7 Facilitate dialogues with stakeholders to reach co-management agreements

4.8 Help communities to develop forest management plan and co-management agreement

4.9 Implement co-management agreement and forest management plan

4.10 Develop RPJMDes/Regulation that incorporates environmental and sustainable forest management vision

Communities have capacities to sustainably management natural resources

4.11 Capacity building for communities for forest management and sustainable livelihood

Communities get values from forest Communities get long term benefit from forest and are motivated to conserve

4.12 Build capacity of communities to adopt sustainable livelihood practices

4.13 Identification and implementation for sustainable financing for co-management

4.14 Innovative financing plan development and implementation

Increase conservation stewardship (communities participate in forest protection

4.15 Scale-up best practices in facilitating RPJMDes that include co-management and zonation vision

4.16 Facilitate MSF for monitoring the agreements




LESTARI 5 – Protected Area Management LESTARI works to support the management effectiveness of protected areas by using the baseline METT score to prioritize LESTARI’s support for protected area management improvement. In the first year, LESTARI supported CA managers in all conservation areas in LESTARI landscapes to establish the METT baseline and develop action plans to improve the METT score. Some key activities to improve the METT score were implemented, including patrols to improve conservation enforcement and trainings and capacity building for CA managers. Public consultations have also been held to obtain public inputs for key CA documents. In the second year, LESTARI will continue to mainstream the application of the METT2 tool to assess management effectiveness in protected areas embedded in its landscapes by engaging multi stakeholders in the landscapes. LESTARI strives to ensure broader public participation in the process of METT evaluation and enable public access to the result of the evaluation (see Figure 7 ToC). LESTARI will also provide more programmatic support for CAs in implementing key aspects of PA management plans and establishing effective partnerships with communities, NGOs, and other relevant stakeholders. Some key activities will include:

1. Training and roll out smart patrol. In the first year, LESTARI has implemented SMART patrols in Leuser National Park, Rawa Singkil Wildlife Reserve, and Cyclops Nature Reserve to improve the effectiveness of habitat protection and monitoring to enable the PA managers to be more adaptive and timely in their responses. In the second year, LESTARI will scale up the adoption of SMART Patrol in 4 other conservation areas in LESTARI Landscapes, which includes Bukit Baka Bukit Raya, Sebangau, and Lorentz National Parks and FMU 6 located adjacent to Rawa Singkil Wildlife Reserve. This will include activities for SMART Patrol training and roll out as well as facilitate the adoption of applied technology for SMART. By the end of the second year, LESTARI will promote nation-wide adoption of SMART by organizing a national workshop in Jakarta with relevant government institutions to disseminate the lessons learned from SMART Patrol adoption in all CAs under LESTARI.

2. Improve species conservation though carrying out surveys to provide evidence-based species conservation recommendations and assist CAs to develop species-based conservation strategies, and operationalize wildlife response units to mitigate human-wildlife conflicts.

3. Reduce wildlife trafficking through operationalizing wildlife crime units and joint patrols with relevant stakeholders.

4. Improve CA zonation by reviewing zonation plans (when applicable) and integrating into One Map Policy .

5. Facilitate communities’ other stakeholders to engage in CA protection and management. This will be implemented through utilization of traditional zones within Pas (most notably in Papua) and engagement of Masyarakat Mitra Polhut (MMP) in SMART patrols.

6. Pilot innovative conservation financing (see the description below).

In addition, LESTARI has closely coordinated with DOI to create more synergy on the ground. In the second year, LESTARI will support Sebangau National Park to develop Hydrology Data Management to follow up hydrology training that has been implemented by

2 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.


DOI. A similar approach can potentially be implemented for Cyclops Nature Reserve and Rawa Singkil Wildlife Reserve as DOI plans to widen its support in both CAs. In each PA, LESTARI will also implement capacity building activities and other priority activities based on their action plan to improve the METT score. Detailed sub-activities are described in the landscape initiatives section. Table 12. LESTARI Year 2 METT-related Priorities

Conservation Area

METT Baseline

Main Activities for Year 2 Estimated

ha Impacted

Gunung Leuser National Park

67%

Carry out participatory METT assessment

Roll out SMART Patrol (4 teams)

Operationalize Wildlife Crime Unit (WCU) (1 team)

Operationalize Wildlife Response Unit (WRU) (1 team, 2 model villages) to mitigate human-wildlife conflicts

Improve Orangutan conservation through grant

Pilot innovative conservation financing through ecotourism

Implement community-based ecosystem restoration

627,000

Rawa Singkil Wildlife Reserve

55%


Roll out SMART Patrol (3 teams, additional 2 teams to patrol in neighboring KPH VI)

Operationalize WRU (1 unit)

Operationalize WCU (1 unit)

Support the completion of management plan/ blocking

82,000 (reported in year 3)

Sebangau National Park

62%


Roll out SMART Patrol METT (2 teams)

Support the development of hydrology data management

Develop sustainable financing for conservation

Pilot innovative conservation financing through ecotourism business plan and Sebangau REDD+ project (connected to SA 8)

Facilitate community engagement in traditional zone

Pilot community based ecotourism

596,000

Bukit Baka Bukit Raya National Park

64%


Roll out SMART Patrol (2 teams)

Pilot innovative conservation financing through ecotourism (connected to SA 8)

Facilitate community engagement in traditional zone (connected to SA 4)

125,000 (reported in year 3)

TWA Tangkiling 51% Carry out participatory METT assessment

Support the development of Medium Management Plan/Blocking system

533 (reported in year 3)

Cyclops Nature Reserve

43%


Roll out SMART patrol (5 teams)

Support the completion of management plan and blocking

Community based ecosystem restoration

Carry out survey for key species and develop conservation strategy for the species

31,480

Lorentz National Park

43%


Roll out SMART patrol (4 teams)

Review for zonation system

Carry out survey for key species and develop conservation strategy for the species

Facilitate community engagement in traditional zone (connected to SA 4)

Pilot ecotourism initiative (connected to SA 8)

1,017,000 (reported in year 3)

TOTAL AREA 2,479,013


Pilot innovative financing in Conservation. 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. In the second year, LESTARI will initiate the implementation of sustainable financing in several conservation areas. In Sebangau National Park, for instance, the LESTARI team will carry out a cost-benefit analysis and develop and operationalize a grand strategy for innovative financing for conservation. In Lorentz National Park, LESTARI will support the establishment of the Friends of Lorentz Foundation as an institution to support sustainable financing for conservation. The institution will serve as a multi stakeholder institution to mobilize broader financial and programmatic support to improve PA management. In order to support sustainable financing for conservation in Cyclops, LESTARI will initiate an assessment for ecotourism in this area and establish Friends of Cyclops (Sahabat Cyclops) to improve coordination among different institutions and actors to support Cyclops management and garner financial support to ensure sustainable financing for the nature reserve and its buffer zone. Ecotourism initiatives and REDD+ in conservation areas is described in Strategic Approach 8. In alignment with this plan, LESTARI will facilitate a learning visit that takes all protected area managers in LESTARI landscapes to a national park in Asia or beyond (TBD) to allow them to learn directly from conservation area managers who have successfully implemented ecotourism as an avenue for sustainable conservation financing. 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 conservation area management, in which the authority for management is still held by the central government institutions. LESTARI will continue the first year work on policy coordination to ensure vertical linkages to the national level and inform policy issues based on our field activities and models. This will involve relevant line ministries work in roundtable discussions, policy feasibility and impact analyses, and facilitating advocacy based upon compelling findings from the LESTARI landscapes. LESTARI will provide support for policy coordination to several priority policy areas that includes:

Nationwide adoption for METT and SMART

Policies related to co-management such as social forestry

Operationalization of forest management units by taking lessons learned from the landscape level to provide inputs to policy and institutional arrangement at the national level

Integration of PA zonation into one map policy

Testing out the implementation of community engagement in managing and utilizing traditional zone

The matrix below identifies the key results and activities from the SA 5 ToC that will be implemented within Year 2. Activities will be conducted for all Protected Areas within LESTARI landscapes.



LESTARI 5 – PROTECTED AREA MANAGEMENT


CA managers see the need for help for co-management CA Managers takes ownership of METT score

5.1 Facilitate METT workshop to establish METT baseline

Public pressures to CA authority to effectively manage CA

5.2 Organize activities/ events to raising public awareness and advocacy on biodiversity conservation issues

CA managers commit to improve their management weakness

5.3 Facilitate CAs to develop an action plan to improve their management weakness

GOI holds accountable to effective CA management

5.4 Organize public consultation of key PA documents and provide technical support for the documents completion

Effective partnership established with NGOs, Public, etc

5.5 Facilitate communities and other stakeholders’ involvement in PA protection and management

CA managers have capacities to better manage their CAs

5.6 Capacity building/technical assistance to improve CA management based on METT Evaluation

CA capacity improves and implement key aspects of management plan

5.6 Capacity building to improve conservation areas management based on METT evaluation

5.7 Improve PA’s habitat and species protection through adoption and roll out of SMART Patrol

5.8 Improve priority species conservation strategies

5.9 Reduce wildlife trafficking

5.10 Improve PA Zonation Plan

5.11 Participatory METT Assessment (Mid-term Review)

5.13 Develop and implement Innovative Financing for Conservation (Sebangau, Leuser, Lorentz NPs)

CA management is more effective

5.12 Advocacy for adoption of participatory METT, SMART, and other initiatives in the national level

5.14 METT final evaluation




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 is focused on the development of Green Enterprises, BMP adoption, and innovative financing. In Year 1, several initial assessments were conducted to provide solid, evidence-based starting points in developing activities under Technical Theme 3. Follow-up activities included establishing public-private partnerships for Green Enterprises through which LESTARI supports alternative livelihoods while reducing pressures on forests. LESTARI has also been engaging private sectors within the landscapes (timber concessions, palm oil plantations, and mining companies) to apply BMPs focused on improving efficiency and sustainable land management (through implementing RIL and operationalize CMMPs). Furthermore, LESTARI has been working on developing innovative financing schemes and sources with a focus on ecotourism and Payment for Environmental Services (PES) sectors. Building from Year 1, the overall focus for Year 2 will be on developing, strengthening, and synergizing the implementation of the current and new PPPs, implementation of the BMP collaboration with private sector partners, and further on-the-ground activities to prepare for piloting of innovative financing initiatives. These steps are clearly reflected in the respective ToC diagrams for Strategic Approaches 6, 7, and 8. The following table demonstrates alignment between LESTARI Technical Theme 3 and GOI priorities of RENSTRA. Table 14. TT3 Alignment with MoEF Priorities 2015-2019

Strategic Plan of DG Natural Resources and Ecosystem

Conservation LESTARI Support

Improved capacity of local community for environmental issue

Technical assistance to the community through livelihood and co-management initiatives

Reducing number of hotspot & hectare of non-conservation area & land

Integrated fire management capacity building in Pulang Pisau, Central Kalimantan

Increase in NTFP production and PES investment

Providing support in sustainable NTFP production to the community and exploring the pilot potential for PES model

Number of villages in bufferzone receive technical assistance

Implement pilots for communities’ facilitation in bufferzone area through livelihood projects

Our Theory of Change for Technical Theme 3 is that if partnership with private sector entities are developed for green enterprises, private sectors adopt best management practices for sustainability, and community-based sustainable financing schemes are implemented, then emissions will be reduced and biodiversity conservation will be improved.


LESTARI 6 – Green Enterprises Initiatives under SA 6 Green Enterprises are divided into two main initiatives – Public-Private Partnership (PPP) for Green Enterprises and Sustainable Livelihood development. Detailed information on each of the main Year 2 activities is provided below.

Public-Private Partnerships for Green Enterprises

LESTARI worked directly with businesses and business associations during Year 1 to foster their support and to broaden impact to increase economic benefits while reducing deforestation pressures and related GHG emissions. Several potential local commodities have been identified to be developed under PPP schemes. This was identified after a thorough screening/assessment process of all potential partners as well as potential local commodities or services. At result, PPPs were established and have started to be implemented in Leuser (for organic cacao) and Katingan-Kahayan (for community rubber). These PPPs support community-scale businesses critical to local livelihoods, including those of both men and women, by providing linkages to finance, markets, and technologies. LESTARI will continue the implementation of the current PPPs in the landscape (within Leuser and Katingan-Kahayan) as well as strengthen the sub-landscape approach to create significant impact in support for conservation/reducing deforestation in the region. Activities will be a follow up from the first year and will focus on providing specific technical assistance to the local smallholder business and facilitation of joint monitoring of the PPP among LESTARI, private partners, and the farmers. We will also develop stronger synergy with the livelihood/village intervention and co-management (SA 4) activities to achieve the Year 2 hectares under improved management target. Furthermore, to expand investment outreach and marketing for scaling up PPPs for Green Enterprises, LESTARI will organize a national investment gathering event in Year 2 with the main objective to outreach PPP facility under LESTARI and communicate opportunities for green investment in the landscapes. This will be held in coordination with a relevant national institution. Table 15. Local commodities targeted for green enterprise development, Year 2

No

Potential

Local

Commodities

Potential Partner

Estimated number of

people receiving USG

supported training in

natural resources

management

Landscape

1 Nutmeg (Pala) PT. Givaudan

Pt Supra Supa Niaga Approx 500-1000 Leuser

2 Nilam PT. Givaudan See no.1 above Leuser

3 Getah Pinus PT. Kencana Approx 300-500 Leuser

4 Rubber Crumb rubber factories Approx 200-500 Katingan-Kahayan

5 Sago TBD TBD (depending on the

assessment result) Lorentz Lowlands

6 Crab TBD TBD (depending on the

assessment result) Lorentz Lowlands

Focus on new PPP establishment will be on local commodities such as nutmeg, pine resin (getah pinus), and nilam within the Leuser landscape. In the Katingan-Kahayan Landscape, LESTARI will scale up implementation of the new PPP for community-level rubber while exploring new related PPPs in support for integrated fire and land management. The LESTARI PPP model will also be disseminated to Papua landscapes, especially within Lorentz Lowlands, where potential commodities such as sago and crab are potential targets


for PPP development. These new PPPs aim to improve the sustainable production of the local commodities, enhance access to markets, and complement and strengthen the sub-landscape approach to reducing deforestation pressures and supporting conservation. The LESTARI team will engage private sectors that support conservation initiatives by providing premium price and special treatment to the farmers in exchange of good agricultural practices on their land. The farmers also have to agree to practice zero deforestation-based activities, especially for farmers that live adjacent to the forest area. In Leuser landscape, the LESTARI team has also been establishing ICS (Internal Control System) in each district that manages activities of all farmer groups for all commodities under LESTARI including activities that contribute to conservation. By end of Year 2, LESTARI targets the establishment of at least six PPPs that contribute to the target of at least 7,500 individuals receiving benefits from sustainable livelihoods and provide capacity building for at least 4,000 individuals in natural resources management and/or biodiversity conservation.

Improved Sustainable Livelihoods and Alternative Livelihoods for Communities Adjacent to Critical Areas

LESTARI has identified locations and livelihood potential through a commodity analysis in Aceh and from previous work under IFACS in other landscapes. IFACS initiated sustainable livelihoods in villages where communities committed to conserve their forests and biodiversity, primarily through subcontracts and grants, and established 233 CCLAs in target villages. These villages are the starting point for improved livelihood interventions under LESTARI and will be expanded to clusters of villages around these priority nodes. This strategic approach synergizes with the co-management in critical areas (SA 4) since it is tied to conservation commitments and environmental safeguard development to reduce deforestation and degradation, and biodiversity conservation identified through the RPJMDes and zonation process (in Katingan-Kahayan and Leuser) or mapping of important places (in Papua landscapes). In Year 2, LESTARI will aim to move forward with engaging key stakeholders, especially the private sectors through a series of business to business meetings to attract and scale up green investment for (alternative) livelihood initiatives and also introduce business models through the MSF to secure buy-in from the local communities. LESTARI will facilitate the integration of livelihood development into the village development plans (RPJMDes) for continued and sustainable finance assistance from the village fund. Potential livelihood sources to be developed during Year 2 in the Leuser landscape include fresh water fisheries for watershed conservation and sustainable wild honey for NTFP production. In the Katingan-Kahayan Landscape, the focus will be on the development of community-based rattan, rubber, and integrated fire and land management. In Cyclops, focus will be on vanilla and orchids; in the Lorentz Lowlands, on sago, crab, mangrove tea, and cultural art. Sustainable livelihoods is not a primary focus for Mappi-Bouven Digoel in Year 2. Overall, this work aims to provide significant contribution to the LESTARI target of achieving 7,500 livelihood beneficiaries as well as at least 4,000 individuals trained in natural resource management and/or biodiversity conservation.


Table 16. Sustainable livelihoods support and targets, Year 2

No Potential Livelihood

Estimated number of people

receiving USG supported

training in natural resources

management

Landscape

1 Freshwater fisheries for watershed

conservation Approx 500-1000 Leuser

2 Sustainable wild honey production

for NTFP development Approx 500-1000 Leuser

3

Freshwater fisheries for integrated

fire management / rubber / rattan /

IFM

Approx 500-1000 Katingan-Kahayan

4 Vanilla/orchid industry development Approx 200-500 Cyclops

5 Asmat art village TBD (depending on the assessment

result) Lorentz Lowlands

6 Mangrove commodities Approx 250-500 Lorentz Lowlands

During this second year, LESTARI will provide grants to local NGOs and businesses. As described in the Grants section, grantees will implement livelihoods programs that are discretely connected to conservation commitments in Leuser, Katingan-Kahayan, Cyclops, and Lorentz Lowlands Landscapes. An estimated 14 to 15 grants will be awarded on co-management and support for livelihood projects for local communities. The matrix below identifies the key results and activities from the SA 6 ToC that will be implemented within Year 2. Activities under this ToC are closely synergized and collaborated with SA 4 (Co-Management), especially activities related to improvement of community livelihoods. This is to ensure that the activities directly support the conservation and reducing deforestation objectives of LESTARI.



LESTARI 6 – GREEN ENTERPRISES


Result of initial assessment of PPP potential

6.1 Market Assessment / Value Chain analysis for potential commodities

6.2 Identification of potential private sectors partners for PPP development

Public & Private sector demand for investment opportunities increased

6.3 Investment outreach, and marketing for potential green enterprise PPPs

6.4 Enabling business environment

PPP is formed, business is realized & join monitoring mechanism in place

6.5 Facilitate formalization of PPP agreement that integrates LESTARI mission and vision

6.6 Facilitate procedure monitoring PPP

6.7 Implementation of PPP program

Economic benefits realized

Job based on sustainable NRM increased

6.8 Technical assessment & support where appropriate

6.9 Disseminate model to other PPP

(Critical) area & key stakeholder identified

6.12 Identification of (critical) area & threats & relevant stakeholders

6.13 Identification of relevant potential livelihood

More appropriate & sustainable economic activities identified

6.14 Market & finance analysis

6.15 Develop livelihood models

Key stakeholders agree to engage in program

6.16 Outreach to communities

6.17 Facilitate and provide input for RPJMD that integrates with LESTARI’s goals

All stakeholders try new techniques

6.18 Targeted technical assistance

6.19 Development of joint monitoring mechanism

Below is the ToC for SA 6, which illustrates the interconnection between results and activities shown in Table 17. 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.




LESTARI 7 – Private Sector Best Management Practices (BMPs) The focus of Strategic Approach 7 – Private Sector Best Management Practices in Year 1 involved the identification of suitable private sector companies within LESTARI landscapes. The private sector can be categorized into three types: timber companies (IUPHHK concessions / HPH), mining companies, and oil palm companies. Based on this assessment, landscapes such as Katingan-Kahayan, Sarmi, and Lorentz Lowlands exhibit higher numbers of large private sector companies compared to other landscapes. They drive local economies but also, to a large extent, create degradation and deforestation driving increases in GHG emissions. The LESTARI team has communicated extensively with a number of potential private sector companies during Year 1 to initiate and explore opportunities for potential BMP collaboration. Initial focus has been given to timber companies, several of which had partnership agreements with IFACS in the Katingan-Kahayan and Sarmi Landscapes. 11 companies have signed MOUs with LESTARI to collaborate on BMPs. Table 18. LESTARI Year 2 Technical Assistance for BMP collaboration

No Private Sectors

Area (ha)

BMP Collaboration Status Landscape

1 PT. Dwima Jaya Utama

127,300

RIL-C technical assistance; CMMP operationalization/HCV monitoring

IFACS and LESTARI partners

Katingan-Kahayan

2 PT. Carus Indonesia

72,110 RIL-C technical assistance

LESTARI partners Katingan-Kahayan

3 PT. Hutan Mulia

51,100



Katingan-Kahayan

4 PT. Hutan Domas Raya



5 PT. Graha Sentosa Permai

44,970



Katingan-Kahayan

6 PT Sarana Piranti Utama



7 PT Fitamaya Asmapara



8 PT Sikatan Wana Raya



9 PT Kayu Waja



10 PT. Wapoga Mutiara Timber

130,755



Sarmi

11 PT. Salaki Mandiri Sejahtera


LESTARI partners Sarmi

TOTAL AREA 786,365

LESTARI will continue to move forward with the 11 private sector partners to implement the program during Year 2 starting with technical assistance for Reduced Impact Logging for Reduced Carbon Emissions (RIL-C). This RIL-C engagement will seek to improve company commitments for LEDS and biodiversity conservation. The RIL-C activities will be followed up with CMMP collaboration


with the 4 timber companies that were IFACS partners (Table 18), as an initiative to improve HCV forest management within their concessions and establish LEDS-based community partnerships (i.e., co-management agreements) with villages adjacent to their concessions (SA 4 – Co-management). The total combined area for Year 2 BMP activities is 354,125 ha, which is expected to significantly contribute to the key LESTARI Year 2 target of 1,700,000 ha improved hectares under management. LESTARI will also expand collaboration beyond these 11 timber companies to include oil palm and mining companies in Katingan-Kahayan, Lorentz Lowlands, and Mappi-Bouven Digoel Landscapes. Most of the oil palm and mining companies within LESTARI landscapes unfortunately exhibit some critical issues involving permits and licenses, land tenure, conflict with communities, and wild life conflict. LESTARI is proceeding cautiously in communicating with these companies. Land use rationalization utilizing the MSF platform to engage these companies in best management practices is being developed in Mappi-Bouven Digoel. Land use rationalization of undeveloped concessions will utilize spatial data on the distribution and abundance of high conservation values (biodiversity, ecosystem services, community needs and cultural significance) and land suitability to guide a multi-stakeholder vision for their landscape (linked to Strategic Approach 3). Our Theory of Change for SA 7 is that if companies apply BMPs, then emissions will be reduced and biodiversity conserved. The matrix below identifies the key results and activities from the SA 7 ToC that will be implemented within Year 2. Table 19. LESTARI Strategic Approach 7, Year 2

LESTARI 7 – PRIVATE SECTOR BMPs


Key private sector partners assessed 7.1 Assessment for potential BMP collaboration 7.2 Potential private sector identification

Key private sector partners understanding BMPs & CMMPs

7.3 Identify the appropriate BMPs collaboration with the private sector partners 7.4 Develop plan with private sector partners to implement the monitoring/implementation of CMMPs/HCV-HCS

Appropriate BMPs put into MoU 7.5 Develop common interest to be included in the BMP MOU

Key private sector partners formally adopt BMPs

7.7 Provide technical assistance 7.8 Provide management advisory

Key private sectors employ BMPs 7.9 BMP Implementation

CMMP operationalization plan put into MoU

7.6 Develop CMMP operationalization plan into MOU

Key private sector partners formally adopt CMMPs operationalization plan


Key private sector partners operationalize CMMPs

7.9 CMMP implementation




LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management Strategic Approach 8 focuses on leveraging innovative financing mechanisms in support for sustainable land and forest management within LESTARI landscapes. The approach is divided into two streams that involve identifying and scaling up Payment for Environmental Services (PES) and Ecotourism initiatives. Building from IFACS, Year 1 involved initial screening and identification of priority opportunities. This will be followed up in Year 2 by piloting a PES feasibility toolkit, securing donor funding for previously developed Project Concept Notes, and identifying pilot ecotourism sites in Aceh and Central Kalimantan.

Payment for Environmental Services

LESTARI has completed an assessment that outlined current financial architecture for PES/REDD+ and possible financing options from both domestic and international funding sources for sustainable rural landscapes in Indonesia. This report has been utilized to shape LESTARI activities in year 2. LESTARI has developed a draft toolkit for assessing PES feasibility that will be utilized by stakeholders to identify future PES/REDD+ activities in the landscapes, and explores possible PES options including carbon/forest, water, and biodiversity. Furthermore, LESTARI is committed to secure funding to finance the community-based forest conservation activities outlined in the Project Concept Notes (PCNs) that were originally developed under IFACS. In Year 1, LESTARI revised and updated the budgets and technical approaches and developed project information sheets for each of the four proposals. LESTARI will focus on developing an actionable funding plan for each of the PCNs early in Year 2. LESTARI will continue to focus on piloting the PES feasibility toolkit in the LESTARI landscapes to refine the toolkit and produce regional feasibility reports for Aceh, Central Kalimantan, and Papua landscapes. LESTARI will also synergize PES/REDD+ related programs with local government plans, (e.g., Renstra) as well as continue to work closely with other LESTARI initiatives from Technical Theme 2, especially related to innovative financing for PAs (Sebangau, Cyclops, and Lorentz). LESTARI aims to secure buy-in from stakeholders for the establishment of a PES scheme by introducing the results of the regional PES feasibility studies, followed by the establishment of project specific working groups to flesh out a PES design where it is feasible. Long-term financing mechanisms are required for peatland restoration in Sebangau National Park and forest conservation in Cyclops and Lorentz. LESTARI have started to engage with local actors to determine the requirements for such as system, including a benefit transfer mechanism for possible performance-based finance. The LESTARI team will also develop an initial analysis of the technical feasibility for carbon market opportunities both inside and outside the national park.

Ecotourism

During the first year the LESTARI team worked with the landscape teams in the Leuser and Katingan-Kahayan Landscapes to identify and short-list high potential opportunities for developing ecotourism as an innovative financing tool for conservation. From this foundation, the team conducted a comprehensive analysis of current and potential visitor flows within and to Central Kalimantan and Aceh, and their competing destinations, so that local, domestic, and international product positioning opportunities and challenges could be identified. The team also developed a Product Evaluation Tool (PET), which they used to 1) collect baseline visitation and economic impact data; 2) assess and rank the ecotourism potential of the prioritized opportunities; 3) screen the priority areas for conservation value, local, domestic and international market demand, socio-economic value, PPP prospects and


investment risks. The team also developed a draft ecotourism impact monitoring framework and visitor and resident survey to collect baseline data and inform progress on key results and ecotourism performance. Below are the identified locations for potential ecotourism initiatives that will be further assessed during Year 2. Table 20. Ecotourism Potential Sites Identified in Year 1

No Initial Ecotourism Potential Landscape

1 Agusen (Gayo Lues), Ketambe, Trumon Leuser

2 Sebangau National Park Katingan-Kahayan

3 HPH concessions in Central Kalimantan (Dwima group) Katingan-Kahayan

4 Cyclops Cyclops

5 Lorentz National Park Lorentz Lowlands

LESTARI will continue to focus on short-listing ecotourism opportunities and partnerships that will have the highest impact on leveraging a larger local economy and developing constituents for conservation. This will involve continued work with the local government as well as private sectors including National Park managers, HPH concessionaires, and other relevant stakeholders in developing the ecotourism initiative to ensure strong synergy in supporting landscape connectivity and a green economy. Furthermore, LESTARI will continue to coordinate the synergy of this ecotourism-related work with other linked LESTARI activities (PPPs, Alternative Livelihoods, SEAs and LCPs, MSFs, Co-Management, Awareness and Advocacy). Our Theory of Change for SA 8 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 GHG emissions. The matrix below identifies the key results and activities from the SA 8 ToC that will be implemented within Year 2.



LESTARI 8 – INNOVATIVE FINANCING FOR SUSTAINABLE LAND AND FOREST MANAGEMENT


Innovative Financing for Sustainable Land and Forest Management (PES)

Potential payment for environmental services (PES) identified

8.6 Initial assessment (feasibility study) on PES

Stakeholders (including government) agree to engage in PES program Project working group established

8.7 Stakeholder engagement

PES PCNs and safeguards developed 8.8 Technical assistance to the working group

PES is synergized with Local Govt Plan (SEA, LCP, Renstra) Environmental services related regulations formulated or improved

8.9 Technical assistance and advocacy to government

Government budget for environmental services allocated

8.10 Advocacy and lobbying at the district level

Donors agree to fund project concept notes (PCNs) developed previously under IFACS

8.11 Outreach and marketing to funding sources

Innovative Financing for Sustainable Land and Forest Management (Ecotourism)

Ecotourism opportunities identified 8.1 Initial Ecotourism Assessment

Integrated business models for ecotourism developed

8.2 Develop integrated business models 8.3 Market linkage development

Growth of Ecotourism Increased government support for ecotourism

8.4 Capacity building and Training

Ecotourism incorporated in government budget, plan and policy (including RPJMDes and SEA)

8.5 Development of district ecotourism plan




PROJECT MANAGMENT, COORDINATION, AND COMMUNICATIONS

PROJECT 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. Within the project, the COP facilitates 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. Each technical theme is managed by a Jakarta-based technical lead who is responsible for management and technical oversight while identifying and scaling up integration with other technical themes. This is especially crucial in Year 2 as aggressive start-up in Year 1 has resulted in the emergence of technical silos. Year 2 management efforts will ensure that staff amplify the interconnection between activities to ensure coherent, synergized, and integrated programming. A focus will also be placed on ensuring that all landscape staff and partners understand LESTARI’s implementation of the landscape approach that optimizes development and conservation objectives. Senior technical staff are required to spend a minimum of two weeks per month working in the landscapes, thereby playing an important mentoring and capacity building role for landscape-level staff and partners. Notably, more clearly defined activities in this Year 2 Work Plan and beyond will reduce the reliance on project-based SOWs and will thus ensure more routine, technical content-driven work in line with the ToC. This year, LESTARI is also introducing an additional DCOP position in order to provide greater programmatic support at the landscape level and to alleviate any tendency for emergence of silos among technical themes. DCOPs report directly to the COP and, together, meet with the COP on a weekly basis to discuss routine programmatic and technical issues as well as on an ad hoc basis for addressing any emerging concerns or opportunities. Ms. Linda Ekaputri will join Neville Kemp as a LESTARI DCOP. Ms. Ekaputri will oversee LESTARI’s Aceh and Central Kalimantan landscapes as well as the Forest Governance and Advocacy technical theme and overall project monitoring and evaluation. Nev Kemp will be responsible for Papua’s 4 landscapes as well as the Conservation Co-Management and Private Sector Engagement technical themes. LESTARI is a technically complex and geographically disparate project that requires extensive, routine opportunities for coordination. Routine LESTARI meetings include:

COP-Home Office Support Team Weekly Skype – Weekly

COP-DCOP Programmatic and Technical Meeting – Weekly

Jakarta Senior Management Meeting – Weekly

Landscape-level Team Meetings – Biweekly

Landscape-Technical Senior Management Meetings – Quarterly

LESTARI landscape/province Work Plan Meetings – Annually Project Operations are managed from Jakarta, with major financial management, human resources management, administration, and procurement led in Jakarta through by the Operations Team. A number of administrative staff are stationed in field offices and support LESTARI’s robust field activities. A number of Finance staff – reporting directly to the Finance Officer – are based in the field and ensure compliance and cost-effectiveness of all


expenditures. The Operations Manager ensures that he and/or other members of the Operations Team visit field offices on at least a quarterly basis to provide required support, training, and oversight. Starting this year, LESTARI will also conduct and document periodic financial reviews as well as inventory assessments on at least an annual basis for each field/landscape office. Monitoring and Evaluation. LESTARI’s Monitoring, Evaluation, and Learning Coordinator works with USAID and partners to ensure timely quarterly and annual reporting of results. This Year 2 Work Plan is closely integrated with LESTARI’s Activity Monitoring and Evaluation Plan (AMEP), which is utilized to set work plan targets, and to monitor and evaluate LESTARI activities outlined in this and subsequent work plans. The AMEP is a living document that outlines Monitoring & Evaluation (M&E) systems, protocols, and data collection methodologies. This framework ensures continuous learning while improving coordination and collaboration to track, evaluate, and articulate results and impacts. Meanwhile, the fully operational MIS ensures efficient day-to-day monitoring and administration of landscape field activities. Early in Year 2, LESTARI will work with USAID to update and refine some minor aspects of the AMEP. This might include re-distributing targets at the landscape level as well as modifying milestones of specific indicators based on LESTARI’s experience gained implementing the project over the first year. Neither total targets nor indicator wording is expected to change, and thus it is unlikely that formal USAID approval will be required. Nevertheless, LESTARI will consult closely with our USAID COR prior to putting any changes into practice. Staffing. LESTARI ramped-up the majority of its anticipated staffing over Year 1. In reviewing LESTARI workloads and staff capacity during the recent Year 1 Annual Report & Year 2 Work Plan meetings, it was determined that additional staff are required to more professionally ensure successful achievement of LESTARI results and deliverables. For example, LESTARI will turn the current landscape based Communications and Advocacy Specialist position into two separate positions in order to make more progress specifically on LESTARI advocacy work. LESTARI is also working closely with WWF, especially in Papua, to mobilize more qualified staff for work in Mappi-Bouven Digoel as well as Cyclops. LESTARI is also working with WCS to expand the SOW of their subcontract to amplify work in Leuser National Park and then expand into Singkil Wildlife Reserve. As mentioned above, LESTARI is also establishing a second DCOP position to provide more strategic and systematic support to all landscapes and technical components in Year 2 and through the life of the project. The staffing tables for all landscapes (Jakarta, Aceh, Central Kalimantan, and Papua), including titles and positions of STTA and LTTA personnel, can be found in the appendix. The locations of all LESTARI offices are shown in the figure below.

Head Office Jakarta

Aceh Offices

Banda Aceh Tapaktuan Gayo Lues

Central Kalimantan Office

Palangkaraya

Papua Offices

Jayapura Timika Agats

Mappi-Bouven Digoel

Figure 11. LESTARI Offices


Subcontractor Management. LESTARI includes 9 institutional subcontractors built into the project budget as well as additional contractors – like Mongabay Indonesia – that provide support services for the project. In all instances, subcontractors are accepted as significant members of the LESTARI family and are expected to represent LESTARI accordingly. For the 9 institutional subcontractors, LESTARI has and will continue to provide regular operational and technical training and support to ensure their effective and efficient functioning. This includes operational and financial management training and support in Jakarta and the field. It also includes regular engagement in all LESTARI planning meetings in Jakarta and/or the field. In Year 2, LESTARI will provide continued support including additional financial management training. LESTARI will also conduct and document periodic technical and financial reviews on at least an annual basis, and remind subcontractors of required financial audits. Under the leadership of the COP, a DCOP or Technical Theme Leader will provide technical oversight of each subcontractor to ensure professional and high quality delivery of their work. EMMP. LESTARI activities will continue to operate in full compliance with USAID’s regulations and requirements regarding the environmental impact of project activities. An Environmental Mitigation and Monitoring Plan (EMMP) will be submitted separately from this Year 2 Work Plan. Reporting on the EMMP outcomes, including identified environmental impacts, mitigation measures, and monitoring indicators, will occur yearly in the Annual Report.

PROJECT COORDINATION GOI Coordination. LESTARI coordinates and works with GOI agencies at the national, provincial, and district levels. At the national level, LESTARI coordinates regularly with the Ministry of Environment and Forestry’s Director of Protected Areas as our official counterpart. This includes routine formal and informal coordination and communication. When requested by USAID, LESTARI also coordinates and provides reports to BAPPENAS as well as other Ministry of Environment and Forestry directorates. At the provincial level, formal partners are the provincial level Dinas Kehutanan. Besides regular coordination with and reporting to these agencies, LESTARI regularly coordinates and works with a wide range of GOI agencies at both the provincial and district levels. LESTARI has signed MOUs with the Governor of Papua and Aceh’s Dinas Kehutanan. LESTARI does not expect to enter into any additional MOUs, though may do so if requested by specific GOI agencies in order to ensure effective working relationships. In Year 2, LESTARI will institutionalize a minimum of quarterly meetings with key GOI counterparts in Jakarta and the field to ensure alignment of LESTARI activities with GOI priorities, ensure full transparency of LESTARI programming, and seek opportunities to amplify LESTARI best practices beyond our landscapes. LESTARI will also organize and facilitate quarterly Tim Teknis meetings with Ministry of Environment and Forestry, Bappenas, Ministry of Finance, and other GOI agencies to be determined by USAID. 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. USAID & USG Coordination. In order to amplify the impact of USG – and especially USAID – investments for biodiversity conservation and sustainable landscapes in Indonesia, LESTARI strives to be an open and active partner. Regular coordination with USAID includes weekly meetings between the USAID COR and the COP. Frequently, these meetings also include other senior technical and operational staff, notably the DCOP, Operations Manager, and Technical Theme leaders. Further, LESTARI arranges and hosts


field visits for USAID so the COR and other USAID/US Embassy officials generate a better understanding of the project’s work at the landscape level. LESTARI also strives to build and implement effective coordination with other USAID projects and USG investments. Priorities for Year 2 include:

1. BIJAK. LESTARI will work with BIJAK to identify national-level policy opportunities and constraints that can enhance the effectiveness of LESTARI work at the landscape level, and then amplify positive impact at the national level. While discussions between BIJAK and LESTARI are still underway, notional opportunities include effective revision of UU/5 1990; and national policy support for effective implementation of Forest Management Units, Social Forestry, and One Map. LESTARI anticipates regular coordination meetings with BIJAK especially during work planning, as well as mutual participation on various working groups.

2. MAJU. LESTARI is coordinating with MAJU to integrate their interest in traditional land tenure in support of forest conservation in Papua. Initial coordination meetings have been held in Jakarta, and LESTARI looks forward to identifying 1-2 on-the-ground opportunities in Papua to collaborate. This might include incorporation of Adat groups in co-management of Cyclops Nature Reserve, Lorentz National Park, and possibly community-protected areas in Asmat.

3. Department of the Interior (DOI). LESTARI started collaborations with DOI specifically around their Sister Park work in Sebangau NP during Year 1. In Year 2, LESTARI seeks to work with DOI in Sebangau in support of ecotourism development, peatland hydrology, and national park management. LESTARI will also coordinate with DOI on their potentially expanded work with BKSDA Aceh and BKSDA Papua. In Aceh this might include ecotourism development in/around Singkil Wildlife Reserve or broader wildlife management. In Papua this might include co-management of Cyclops Nature Reserve or broader wildlife management at the provincial level. Details of this collaboration will be refined after submission of this Year 2 Work Plan.

4. USFS. LESTARI will continue to coordinate with USFS. This will include identifying and mobilizing participants for USFS training programs in Indonesia or the United States. It may also include further ecological and/or carbon analysis of southern Papua mangroves as well as technical support for Forest Management Unit training materials.

LESTARI also continues to regularly communicate with and seek opportunities for collaboration with GOLS, PPP-ASLI, GAMBUT and other USAID/Indonesia, USAID/RDMA and USAID/WDC initiatives. Donor Coordination. In coordination with our USAID COR, LESTARI maintains and will deepen coordination ongoing relationships with diplomatic and donor initiatives as well as their implementing partners. At the national level, this involves participating in – and often hosting Donor Working Groups on Climate Change, Aceh and Papua. It also includes regular coordination with UKCCU, Norway’s REDD+ Partnership Program, World Bank and ADB FIPs, EU and KfW. In Aceh, LESTARI coordinates closely with GIZ on various KfW initiatives, as well as EU implementing partners for their work.


PROJECT COMMUNICATIONS Year 2 Communications Strategy. Under guidance and leadership of LESTARI’s Monitoring, Evaluation, and Learning Coordinator, LESTARI communications and knowledge management staff ensure regular, effective documentation of LESTARI project achievements, results, best practices, and lessons learned to a broad audience at the international, national, and local levels. The overall Communications Strategy in Year 1 was to build foundational support for LESTARI, communicating its various strategic approaches and landscape initiatives to local and national government, civil society, and private sector stakeholders both within and outside the landscape. Year 1 also involved designing and initiating a range of communications products and channels in order to build a presence and establish proper outreach mechanisms. The Year 2 Communications strategy is focused on deepening the foundational work of the previous year by continuing the routine production and dissemination of communications products through a range of innovative channels and aimed at both general and specifically targeted audiences. General audiences are aimed at when broadscale awareness raising and support is needed. This is relevant on topics such as the impacts of forest and land fires and the need for increased public pressure on policymakers to implement better policies. Targeted audiences include local government, MSF, local community leaders, and local NGOs/CSOs. They are aimed at in order to raise awareness and support for landscape-specific issues and interventions among local stakeholders (e.g., the need for canal blocking to mitigate fire and flood risk for local communities). As a cross-cutting component, Communications work in Year 2 will continue to rely on technical theme leaders, packaging and amplifying the messages of the Governance, Co-Management, and Private Sector Engagement teams both in Jakarta and the landscapes. The Communications team will, in particular, support the work of Strategic Approach 1: Awareness and Advocacy. In line with the ToC for SA1, Communications will support outreach, capacity building, and public discussions aimed at target audiences, eventually resulting in behavior change and the formation of constituencies for conservation. Content for Communications will span a wide range of topics including:

Socialization on the LESTARI project and its approach

Project progress/achievements/impacts

Findings from LESTARI technical assessments/studies

Visualizations of the Value Landscape and related challenges and outcomes

Links to wider news/studies/articles on relevant issues in Indonesia: deforestation, palm oil, forest and land fires, threats to key species, etc.

Capacity building materials

Outreach Mechanisms. LESTARI utilizes several innovative and broad-reaching products and channels to deliver its key messages. Products package content in a particular style and form. The major communications products are summarized below:

1. Factsheets, Posters, and Infographics are used to socialize a general audience on the LESTARI project and its approach, including important data/metrics.

2. Briefs present a case study on a technical issue, provide analysis, and issue a set of

recommendations consistent with LESTARI’s advocacy work. They are primarily


aimed at MSF and government decision makers, and also relevant NGOs/CSOs to equip them with knowledge to better advocate for sustainable land use.

3. Papers are written by LESTARI staff to provide further elaboration on a technical

approach or concept implemented by LESTARI. The target audience is similar to those of Briefs.

4. The LESTARI Journal is part of an engagement strategy that provides room for

external researchers to present their research results and thinking on issues determined by LESTARI. It is academic in style and targets a general audience.

5. Stories From the Field are human-interest stories produced from the landscapes

that showcase the challenges, opportunities, and positive impacts of LESTARI interventions on the lives of real people. They target a general audience.

6. Videos and Visualizations are multimedia products used as part of advocacy efforts

where providing messages visually is more effective than in written form. They are used to showcase the biodiversity and forest values of the landscape, depict threats, as well as illustrate how the landscape will be impacted by LESTARI interventions (e.g. through canal blocking). The purpose is primarily to inform and garner support from local communities and the MSF, and secondarily to raise awareness with a general audience.

Communications channels are the mediums through which products, as well as other key messages, are disseminated. Major communications channels are summarized below:

The LESTARI Website is used broadly to share all of the communications products listed above, in addition to project reports (quarterly, annual, and technical assessments). It targets a general audience and is available in both English and Bahasa Indonesia. It can be accessed at the following URL: http://www.lestari-indonesia.org/en/

The LESTARI YouTube channel is used share documentary-style video clips showcasing landscape values and threats. Links to this channel are shared via Facebook channels, Twitter, and Email Blast, as necessary.

6 Facebook pages exist for LESTARI: at the national level and for Katingan-Kahayan, Leuser, Lorentz Lowlands, Cyclops, and Mappi Bouven-Digoel Landscapes. They are utilized to showcase LESTARI landscape-level activities, share compelling visual imagery of the value landscape, and raise awareness through sharing links to news articles/multimedia/stories on wider issues. Landscape pages primarily target stakeholders within that landscape, while the national page targets a general audience.

Twitter and Instagram will be operationalized in Year 2 to raise awareness through sharing links to articles/multimedia/stories and visually reveal the value landscape, respectively. They will both target a general audience.

Email Blast is used to share LESTARI Briefs, Stories From the Field, technical assessments, and project reports with USAID, KLHK, BAPPENAS, local government, and subcontractor partners.

http://www.lestari-indonesia.org/en/

http://www.lestari-indonesia.org/en/


Media Gathering / Journalist Visits are regularly conducted within all landscapes to build capacity of journalists to report on the landscape issues relevant to LESTARI (e.g. mangrove ecosystem sustainability in Papua), as well as encourage publicizing the challenges being addressed by LESTARI.

Offline Events – LESTARI will regularly support and actively participate in local, national, and international events on social forestry, biodiversity conservation, and other relevant issues organized by KLHK and other government partners. Relevant communications products (I.e. factsheets, posters, briefs) will be used to raise the profile of LESTARI and its initiatives. This channel also includes organizing competitions, contests, and exhibitions, particularly with youth groups.

Table 22. LESTARI Year 2 Communications Summary

LESTARI YEAR 2 COMMUNICATIONS ACTIVITIES

Outreach Mechanism Function Audience Production Schedule

Products

Factsheet Socialize LESTARI General Reviewed and updated yearly; additional as needed

Brief Present case study on technical issue and provide recommendations

Targeted Monthly

Paper Elaborate on technical approach or concept

Targeted As required by technical team

Journal

Academic-style publication including external researchers and thought leaders

General Semiannually

Videos Reveal VL and Challenges General As required by technical team

Stories From the Field

Share human-interest stories

General Weekly

Visualizations Illustrate landscape challenges and potential outcomes

Targeted As required by technical team

Poster Socialize LESTARI General Initially in Year 2 and updated as needed

Infographic Depict meaningful data/metrics

General As required by technical team

Channels

Website Broad sharing of LESTARI content and activities

General Biweekly Update

Facebook Share relevant news stories, issues, multimedia products, and landscape activities

General Weekly Update

YouTube Share video products General As videos are produced


LESTARI YEAR 2 COMMUNICATIONS ACTIVITIES

Outreach Mechanism Function Audience Production Schedule

Twitter Share relevant news stories, issues, multimedia products, and landscape activities

General Weekly Update

Instagram Reveal VL General Weekly Update

Email Blast Share Project Documents Targeted As Comms products are produced

Media Gathering / Journalist Visit

Capacity development Targeted Quarterly

Offline Events Support GOI partners; raise awareness of LESTARI

Targeted As required

Priority Themes. In order to deliver a more coherent and consistent message through the various communications channels, Year 2 communications activities will prioritize key themes (subject to change) per quarter:

Sustainable Landscapes

Improved Forest Management

Private Sector Role in Climate Change Mitigation

LEDS

Approximately 60% of communications products and channels will focus on these priority themes per quarter, while the remaining 40% will continue to involve other issues, findings, events, and activities. Moreover, LESTARI will utilize Earth Day (April 22), International Day of Forests (March 21), International Day for Biological Diversity (May 22), World Environment Day (June 5), Gerakan Satu Juta Pohon (January 10), Hari Air Sedunia (March 22), Hari Tani (September 24), Hari Hewan Sedunia (October 4), and Hari Menanam Pohon Indonesia (November 28) as opportunities for amplifying key messages to a broad audience via social media outlets. Knowledge Management. The Communications team will work in collaboration with the Monitoring and Evaluation (M&E) team to introduce a more systematic approach to results measurement and review for each communication initiative, knowledge sharing activities, and communication products. Monthly and quarterly review meetings and post-event meetings will be conducted as part of the efforts to feed into the annual project performance report.

LESTARI will institutionalize systematic project sharing and learning management with technical leaders and landscape coordinators in generating evidence-based knowledge. The evidence will be the basis for annual assessments that will provide lessons learned and best practices to feed back to annual work plans, with a view towards improving performance and influencing long-term development policy. Linkage between Individual Communication Activities with Broader Project Objectives. By implementing a landscape approach, LESTARI’s communication team understands that individual communication activities should achieve broader project goals. It is important to evaluate which activities worked well and which should be improved in future.


The Communications team will work closely with technical leaders, M&E, and landscape coordinators to gain useful feedback. M&E tools include pre and post-test, observation, and interview with participants to measure the success of individual activities and broader project goals. Building Constituents and Advocacy. The Communications team will provide substantial direction and initiate activities relating to strengthening MSFs and engagement with external constituencies. In doing so, LESTARI’s stakeholders, partners, and champions will be supported and leveraged to influence policy change. LESTARI’s effort to build constituencies and advocacy will be indicated by the improvement of stakeholders’ (including public-private sectors, media, and community) level of support for conservation for each communication activity. More detailed awareness and advocacy activities can be found under Strategic Approach 1 as well as the landscape activity matrices in this Year 2 Work Plan. Resources and Reporting. LESTARI will also continue to leverage new opportunities as they arise to garner momentum for LESTARI campaigns. This may utilize STTAs, Service Agreements, Subcontractors, and direct implementation via Jakarta and landscape-based staff. Communications progress will be reported on in dedicated sub-sections within LESTARI Monthly, Quarterly, and Annual reports. All LESTARI communications activities will continue to operate in full compliance with USAID branding and marking requirements, as outlined in ADS 320.


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 and gender 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 has developed a deliberate approach to social inclusion informed by evidence-based research to achieve project outcomes that benefit all community members. In the first year, LESTARI completed a gender assessment in all landscapes and developed a LESTARI gender strategy to ensure gender mainstreaming in overall project activities. We have also carried out initial capacity building activities for staff and local partners in all landscapes on gender integrated planning. In the second year, LESTARI will hire a fulltime gender specialist to work under the guidance of biodiversity conservation advisor, Dr. Abidah Setyowati, to ensure implementation of LESTARI’s gender strategy. In addition, LESTARI has closely coordinated with BIJAK and MAJU projects and will potentially hold a joint national event together to promote gender integration in climate change and forest management. There are 5 main activities to be implemented in the second year:

Build capacity for project implement staff and partners. It will include training for LESTARI grantees (particularly RFA #004 co-management and livelihood) to integrate gender in overall project activities and enable them to monitor the progress of project achievements in terms of women empowerment.

Build capacity of women champions. It will include leadership training and

networking events for women champions in LESTARI landscapes and ensure women’s equal access to all technical capacity building activities organized by LESTARI.

Multi stakeholder engagement through MSFs. Increase public awareness on

gender issues in climate change and natural resources management by engaging MSFs to hold a thematic discussion on gender.

Campaign and awareness raising on gender issues by: 1) developing a guideline

on gender integrated planning; 2) developing policy papers to promote gender integration in biodiversity conservation, forest management and climate change


policy; 3) disseminating stories on women champions in LESTARI landscapes. In addition, a workshop at the national level, potentially co-organized with the BIJAK project, will be held towards the end of Year 2 to bring lessons learned from the LESTARI landscapes in order to advocate for gender integration in forestry and climate change policy.

Operationalize LESTARI Gender strategy. Key activities include developing gender

and social safeguards for LESTARI and developing indicators for monitoring and evaluation that integrate gender.


GRANTS FUND LESTARI employs 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 is 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

Starting Year 2, the Grants Program has two grantees operating actively in Leuser and Katingan-Kahayan Landscapes. Table 23. LESTARI Grants 001-005 Update

Grant Grantee/Lead

Grantee Landscape Focus

LESTARI Commitment

Status

G-001 RFA-001

Save Our Borneo (SOB)

Kahayan-Katingan

Communications & advocacy

IDR 242,174,400 Completed

G-002 RFA-002

Yayasan Orangutan Sumatera Lestari-Orangutan Information Centre (YOSL-OIC)

Leuser Species conservation; co-management

IDR 1,999,750,950

Ongoing

G-003 RFA-003

Borneo Orangutan Survival Foundation (BOSF)

Kahayan-Katingan

Species conservation IDR 2,999,053,694

Ongoing

G-004 RFA-004

Forum Pala Aceh (Forpala)

Leuser Co-management; sustainable livelihoods

IDR 1,940,241,500

Under USAID review


G-005 RFA-005

INProSuLA Leuser Co-management; sustainable livelihoods

IDR 1,882,937,000

Under USAID review

The focus of Q1 in Year 2 is on rolling out grants from RFA-004. It is expected that 13 more grants will be rolled out as the pre-award process with potential grantees coming out of RFA-004 continuing throughout Q4 Year 1 and Q1 Year 2. RFA-004 was designed to generate grant projects that focus on co-management and sustainable land use practices, combined with sustainable livelihoods development, with a strong gender integration aspect. LESTARI understands that there is a varying degree of understanding and capacity between the selected grantees to perform a grant project with focus on co-management. In addition, the importance and mechanisms for gender integration as well as grant financial and administrative management also need to be instilled early in the project to increase the likelihood of success. In Q1, LESTARI plans to hold grantee workshops in Aceh and Central Kalimantan, as well as distribute a Grantee Handbook for their reference in managing the grants, with the main objective of strengthening the grantees’ work on collaborative management (including social forestry), gender integration, and overall capacity in managing the grant funds. In late Q2 through to Q4, it is expected that a few more RFAs will be developed, in line with LESTARI’s thematic approaches. A few identified focus areas that will be developed are:

Grants that develop and work with women’s groups

Grants that work with local organizations in Papua

Grants that support species conservation

Grants that develop sustainable livelihoods to support LESTARI’s specific landscape strategies and targets

Grants that support LESTARI’s strategy of land use rationalization in Mappi-Bouven Digoel Landscape or other PPP strategy

During the process of selecting applications for RFA-004, it became apparent that there is a need to provide capacity building for local organizations in Papua when releasing an RFA to improve proposal development as well as grant management. In Q4, when most of the signed grants are midway through the implementation phase, LESTARI plans to hold an internal midterm evaluation for some of the grant projects to garner lessons learned and improve on the way LESTARI manages its grant program. 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.


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. 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. Hence Year 2 national level priorities fall primarily under the Conservation Co-Management technical theme. LESTARI will work under continuous coordination with KSDAE and other relevant KLHK agencies to support the improvement of protected area management and multilevel policy coordination to foster co-management agreements and implementation. LESTARI will focus on promoting the scaling up of some initiatives at the national level such as:

1. For SMART Patrol – by focusing on bringing lessons learned from the landscape level to promote the nation-wide adoption of SMART Patrol and a reflection session for the second year to improve the SMART patrol roll out in the third year

2. For METT – by supporting the development and effective use of guidelines for participatory METT assessments

3. For RPJMDes that integrates environmental and sustainable forest management vision – to focus on scaling up at the district and other levels by developing and disseminating guidelines and sharing lessons learning through workshops

Cross learning from other successful initiatives will motivate local champions to adopt the approach in their landscapes. This will include study visits for sustainable conservation financing (e.g., ecotourism) involving CA managers and successful social forestry initiatives involving local champions. Land Use Governance work will also continue to engage at the national level with regards to informing spatial rationalization on zonation, One Map support with BIG, impacting spatial planning policy (along with BIJAK) with ATR/BPN and KLHK, supporting SDI Units and SIMTARU with BIG, and SST coordination with KLHK. Finally, LESTARI will provide regular support, coordination, and collaboration with the new national-level focused USAID BIJAK project in Year 2 and beyond. Given the significant thematic overlaps between LESTARI and BIJAK, supporting BIJAK at the national level will facilitate progress at the landscape level and amplify LESTARI’s overall impact.


Table 24. LESTARI National Initiatives

NATIONAL LEVEL LESTARI INITIATIVES

Strategic Approach Activities Mechanism Q1 Q2 Q3 Q4 Comments

LESTARI 1

National-level awareness raising on key issues, including: Sustainable Landscapes, Social Forestry, Peatland Restoration, Private Sector Role in Climate Change Mitigation, LEDS, etc.

Social media; Offline events;

Workshops

LESTARI 2

Informing spatial rationalization on zonation coordinated with ATR/BPN, BIG, BRG, Kemendes, Kemendagri, KLHK

Field visit with designated agencies

National level meetings and necessary workshops

Influencing policy making for rationalization of spatial planning with ATR/BPN and KLHK (work with BIJAK)

Field visit and capacity building with designated agencies


LESTARI 3

SDI/SIMTARU coordinated with ATR, BIG and LAPAN.



SST coordinated with KLHK, ESDM, BKPM



MSFs in collaboration with DKN, KLHK, Kemendagri to strengthen citizens’ voice to influence policy making (work with BIJAK)

Capacity building with designated agencies

National and local level meetings and necessary workshops

LESTARI 4

Coordination with Social Forestry DG to align GOI social forestry targets with LESTARI co-management conservation objectives and foster speed process for




social forestry application from communities in LESTARI landscape

Coordination with relevant DG to support institutional and capacity building of FMU

Scale up RPJMDes that include co-management and environmental vision through organizing share-learning workshop and develop guideline for the RPJMDes development

Workshop; guidelines development

Cross-learning / study visit for community forestry for local champions in LESTARI landscape

Study visit

LESTARI 5

Regular coordination with KDSAE to ensure synergy and collaboration between LESTARI and KSDAE to establish working relationship at national and field (BTN/BKSDA) levels

Ensure effective working relationship; establish national model applied in LESTARI PAs

Support the development of guideline book to evaluate METT to be used by CAs in Indonesia

STTA; Workshop Ensure completion of the guideline and effective use of METT guideline in CAs




Promote nationwide adoption of SMART patrol through organizing a national workshop for sharing lesson learns on SMART patrol from LESTARI Landscape

Workshop; LESTARI team

Training/study tour for CA managers on sustainable financing for conservation (e.g. Ecotourism)

Study tour; LESTARI team Connected to SA 8

LESTARI 6

Public consultation/national investment gathering with related stakeholders and investment outreach and marketing for scaling up green enterprise PPPs

Direct implementation, STTA, sub-contract through meetings/workshop

LESTARI 7

Coordination with KLHK, APHI, GAPKI, GAPKINDO, APHI on issue BMP practice, BMP regulation & policies

Coordinate & Explore FMU-Production PPP model to catalyze investment in these FMUs

Direct implementation/STTA through meetings, field trips, workshop, policy brief

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

LESTARI 8

Expert input on the ecotourism business model and master plan

STTA; sub-contact; meetings Pilot project for ecotourism

PES tool assessment and revision STTA (PT Hydro); meetings; proposal development

Provide longer-term framework for PES, climate change mitigation, and conservation financing




Gender Integration

Trainings on gender integrated planning involving grantee of LESTARI in all landscape

STTA and LESTARI team

Thematic discussion in MSFs that include issues on gender and climate change and natural resources

STTA and LESTARI team e

Publish guideline/paper/briefs to promote gender integration in natural resources management and document stories on women champions

LESTARI team

Pilot women champions network in selected landscape in co-management and sustainable livelihoods

LESTARI team

Leadership training for women champions on co-management and sustainable livelihood

STTA and LESTARI team

Operationalize gender strategy for LESTARI

LESTARI team


LANDSCAPE INITIATIVES

INTRODUCTION This chapter includes the detailed Year 2 Work Plans for each LESTARI landscape. For each of the 6 landscapes, profile, initiatives, and landscape maps highlighting locations of activities are presented. The profile illustrates the unique socioeconomic and environmental features of the landscape and its constituent communities. It also briefly discusses land use transition projections and the GHG emissions profiles that were revealed by the Landscape Baseline Analysis (LBA). This information, in conjunction with close consultations with LESTARI team members in the field, was used to design the landscape initiatives. The initiatives section highlights the core approaches for each landscape, such as supporting co-management of a national park or green enterprise development. Each initiative is tackled through various inter-related strategic approaches and is designed to address the challenges underlying deforestation, degradation, and GHG emissions that are unique to each landscape. Each landscape section concludes with detailed summary tables of actionable activities and inputs per strategic approach. Items in italics indicate areas of synergy with other strategic approaches.

LEUSER LANDSCAPE

Landscape Profile According to the LBA, 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. 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 peatlands that are restricted to the areas along the coast.

Leuser Landscape Initiatives Principle interrelated initiatives that will relieve pressure on forest land resources and reduce GHG emissions are:

Improved governance to provide enabling conditions for conservation co-management and private smallholder farmers and community forests

Enhanced sense of ownership in maintaining forest values through the revitalization of MSF and establishment of technical working groups for the development of environmental regulations and advocacy

Integration of SEA and LCP recommendations for spatial plan zonation through RDTR in Aceh Barat Daya, “blocking” zonation in FMUs (V and VI), and the review of Leuser National Park Zonation

SEA-LEDS at the Provincial scale for anticipation of new Governor’s mid-term development plan (RPJMD), including incorporation into RENSTRA of the SKPDs, especially Provincial Dinas Kehutanan

Improved management of Gunung Leuser National Park and Singkil Wildlife Reserve primarily through SMART patrols, wildlife crime reduction, and human-wildlife conflict mitigation

Strategic partnership with Forum Konservasi Leuser for national park protection and restoration

FMU (KPH) management planning and capacity building


Co-management agreement development between the community and FMU protection forests

Green Enterprise Development (cacao, nutmeg, patchouli, freshwater fisheries, citronella and pine resin) in the 4 districts of the landscape through direct implementation and in conjunction with 6 grant awards to Indonesian NGO organizations

Ecotourism development in and around Leuser National Park

Payment for Environmental Services (water, carbon) development in Gayo Lues and Aceh Tenggara

Aggressive communications strategy advocating the conservation of forests and sustainable low-emission development capitalizing on prominent events in the Landscape emphasizing water resource services

Improving environmental governance in the Leuser landscape will be achieved through (1) increasing the extent to which recommendation from the SEA and LCP developed under IFACS are incorporated into policy, plans and regulations, and (2) increasing the effectiveness of MSF in the landscapes to improve the sense of ownership and stewardship of the Leuser ecosystem. SEAs and LCPs will be reviewed and updated where necessary and utilized for the zonation (or blocking) of FMUs and conservation areas (SM Singkil) that cover the majority of the forest estate outside of Leuser National Park. LESTARI will continue to focus on increasing strategic spatial awareness and related zonation by identifying critical zones for conservation, restoration, or sustainable utilization within the current spatial plan in Aceh Barat Daya and develop an SEA in parallel to guide this process. MSF revitalization in Aceh will incorporate a more diverse member-base and establish a neutral place for discussion among diverse stakeholders rather than an as a project operational unit as experienced at present. MSF, nonetheless, will initiate technical working groups consisting of MSF members that can be tasked with actions such as drafting regulations for improved environmental management or advocacy for funding support, and then reporting back to the MSF. Co-management of areas adjacent to these PAs to reduce agricultural expansion pressure on forests and biodiversity will use the village mid-term development approach (RPJMDes) in another 10 priority villages building off of community conservation agreements developed under IFACS and expanding into village in adjacent areas (village clusters). Co-management of these areas will be directed towards improving the welfare of local communities with shared responsibility for the protection of forests and key species such as the orangutan, for instance through the Menggamat Community Forestry scheme. LESTARI will continue to support orangutan conservation initiatives in the Kluet watershed through the Grants Fund. This year, LESTARI also plans to implement more programmatic support to improve the capacity of selected FMU staff/managers for sustainable forest management and support institutional building of the FMUs. Improved management of Gunung Leuser National Park and Singkil Wildlife Reserve will enhance the capacity of conservation management authorities to address threats to conservation. LESTARI will continue to support park management, ramping-up monitoring and preventing encroachment and wildlife poaching through SMART patrols. New opportunities to stop encroachment have emerged and a strategic partnership developed with Forum Konservasi Leuser who are spearheading this initiative. LESTARI will also support park management authorities to build better relations with districts and communities inside or adjacent to CAs to reduce the threat of encroachment primarily through messages for water and watershed conservation that depends upon intact forest ecosystems. Within the Leuser Landscape, Green Enterprise Development has started to develop opportunities for organic cacao (through a PPP) that benefit forest conservation and local


community welfare. Small environmentally sustainable growers will be supported for organic certification, where community responsibility to halt deforestation is a prerequisite. This will be scaled-up to 1,000 growers primarily at the forest margin. LESTARI will expand green enterprises to include commodities such as nutmeg, patchouli, citronella, freshwater fisheries, and pine resin to impact another 1,000 farmers in Year 2, either through developing PPPs, direct interventions and training, or through grants awarded to Indonesian NGOs. These green enterprises will support and be strengthened through interlinkages with the forest resource co-management, village development plans, and regulations. LESTARI will also design ecotourism opportunities (business model and implementation plan) that can generate revenue and support the sustainable financing of conservation areas through close coordination with the local government in developing the District Tourism Plan. This will be guided by the findings of two ecotourism feasibility reports produced under IFACS as well as Year 1 field surveys conducted by LESTARI. Under this technical theme, LESTARI also looks at the feasibility of developing Payment for Environmental Services (PES) schemes. PES will incentivize natural resource conservation by connecting beneficiaries and stewards of environmental services through formalized agreements. All of the above initiatives will be supported by increased awareness and advocacy campaigns that use social and formal media in support of forest and biodiversity conservation and low emissions development. In particular, LESTARI will expand its successful relationship with InFis in Central Kalimantan to include the Leuser Landscape.


Figure 12. Leuser Operational Landscape


AWARENESS AND ADVOCACY

Result (blue box) Activities (yellow box) Sub-activities Output Delivery Mechanism


1.1 Condition Analysis

Issue mapping, stakeholder analysis, communication assessment, media mapping: i.e., identification of value landscape, forest management (KPH) positive coverage of landscape ecology and human

A brief of communication & advocacy strategy based on landscape values (mainstreaming gender)

How: Direct implementation & Subcontract (ACCI)

When: Q1



Visual campaign through video making, contests, public screening

Optimize local culture/wisdom (e.g., “budaya ngopi”, saman dance, faith based campaign etc) to disseminate messages

Story pitching in the form of article, infographics, advertorial to raise awareness

Social media campaign (e.g., facebook, twitter, instagram, etc)

Media monitoring and analysis

6 videos produced

18 video screenings, 30 preaching materials, with expected 5000

12 in-depth stories, 6 infographics, 5000 number of people reached

Expected total 300 posts, 1000 new fans

Quarterly report of media monitoring and analysis

How: Sub-contract, 1 STTA, 2 SA

When: Q1-Q4


In-depth reporting training for most pressing issues

30 journalists trained; 12 in-depth articles published in prominent local media outlets

How: Sub-contract (ACCI)

When: Q2


Series formal and informal discussions Notes, recommendations How: Sub-contract (ACCI)

When: Q1-Q4

Target audience has and retains desired knowledge

Target audience attitudes & values consistent with desired behavior

Target audience adopts, implements, or continues desired behavior

1.5 Ongoing campaign based on KM, lesson learned, and best practices

Producing and disseminating technical information (evidence and experience-based materials) for intended audience (e.g. decision makers, kaukus pembangunan berkelanjutan)

10 briefs (co-management, RPJMDes, Ecotourism, water protection, Qanun)

Number of 25 member of parliaments accessing tools and information

Notes, presentations, talking points, draft speech

How: Direct Implementation & Sub-contract (ACCI )

When: Q2-Q3


Citizen-journalism training (e.g., youth, village communities, teachers, etc)

Media advocacy for women

30 citizen journalists created, 1 news portal developed.

How: 1STTA

When: Q3


Constituent for conservation formed


Strengthen kaukus pembangunan berkelanjutan Aceh at the provincial level (using inputs from MSF at district level)

Community organizing training for champions

10 briefs accessed by caucus, 4 public discussion on most-pressing issues with member of caucus.

3 trainings conducted, 60 potential constituencies identified.

How: Direct implementation, Sub-contract (ACCI)

When: Q1-Q3

1.8 Identify and collaborate with community’s champions

Working with Aceh Climate Change Initiative (ACCI) to provide communication and advocacy training to Kaukus Pembangunan Berkelanjutan Aceh Parliament

Collaborate with ACCI to equip the caucus with new knowledge and skill on advocacy and legal drafting

Community organizing training for identified community’s champions

One communication and advocacy training, participated by 20 member of Aceh parliaments

One advocacy and legal drafting training, participated by 20 member of Aceh parliament

Implemented one community organizing training for 20 community organizers from sub-landscapes

How: Sub-contractor (ACCI) & 1 STTA (legal drafting trainer)

When: Q1-Q3



Providing technical assistance for policy improvement for intended audience

2 policies improved (budgeting, Bupati’s decree/Qanun on Dana Desa and PPLH)

How: Direct Implementation

When: Q4

OPERATIONALIZE SEA/LCP TO IMPROVE LAND USE GOVERNANCE


High Quality SEAs / LCPs developed or updated for all districts

2.1 SEA development, revision or updating with supplementary assessments

Develop SEA document for Aceh Barat Daya RDTR

SEA Document of Abdya

How: Direct implementation with MSF and relevant SKPDs with SEA Expert support (1 STTA)

When: Q2-Q4

SEAs/LCP recommendations included in district/provincial governments spatial plan zonation #6 #12

District/provincial governments include high

2.2 LCP development or revision

Review of existing integration of SEA recommendation in spatial and development plan in Gayo Lues

Document–SEA review

How: Direct implementation, SEA expert support and development planning expert (1 STTA)

When: Q1-Q2

2.3 Informing development plans to be spatially-based

Review SEA in Gayo Lues planning Document report on SEA review

How: Direct implementation, SEA expert support (1 STTA)

When: Q2-Q4


quality SEAs/LCP recommendations in development plans and sectoral budgets 2.5 Informing spatial

rationalization of FMU, conservation area and private sector license zonation

RDTR in sub DAS Susoh

KPH Blocking and conservation area zonation

Coordinating and harmonizing zonation between KPH, SM Rawa Singkil and TNGL

Zonation map in DAS susoh

Blocking map in KPH V and VI

Harmonized zonation between KPH, SM Rawa Singkil and TNGL

Draft Penetapan Kawasan Strategis

KPH Management Plan

RKTP/RKTK

Draft revision spatial plan

Draft zonation regulations

How: Direct implementation and Forestry Planner Expert for FMUs, SEA, Economic resource valuation, carbon emission, and development planning 7 STTAs

When: Q1-Q4

2.6 MSFs used for public consultation to improve spatial and development planning

MSF development in Aceh Barat Daya and thematic public consultation on specific issues (conservation area blocking, RDTR, FMU and village zonation)

MSF RDTR Abdya developed with SK Bupati issued

Public input for sustainable landscape through RDTR and zonation

Draft RENSTRA and RKPD

Draft revised spatial plan

Draft zonation regulations

How: Direct implementation

When: Q1-Q3


2.7 Budget analysis capacity-building for district government

Planning and budgeting analysis based on SEA Aceh Selatan

Program and activities recommendation for RKPD based on SEA Aceh Selatan

How: planning and budgeting analyst (STTA), SEA expert (STTA), data technical support (SA), direct implementation

When: Q1-Q4

Assurance that plans follow SEAs/LCP recommendation

2.8 Draft specific plan regulations based on SEA and/or LCP recommendations

Analyze and integrate RJPMD of Gayo Lues in line with SEA recommendations

Finalize Qanun on environmental management and protection in Aceh Selatan

Socialization of governor decree on village budget regulation for Aceh Tenggara

RPJMD in line with SEA

Qanun Aceh Selatan on environmental management and protection

Number of village leaders acknowledge the governor decree on village budget regulation

How: Direct implementation, planning and budgeting analyst (1 STTA), SEA expert (1 STTA)

When: Q3-Q4


SUSTAINABLE LANDSCAPE GOVERNANCE

Result (blue box) Activities (yellow box) Sub-activities Output Delivery mechanism



MSF provincial level initiation meetings Multi-stakeholder pledge for MSF

Provincial initiation


When: Q1-Q4



Development MSF in Aceh Barat Daya SK Bupati How: Direct Implementation

When: Q2-Q4


3.13 Equip MSF with needed skills toward establishing lasting network for change: MSF facilitation, dispute adjudication, resolution, etc.


Forming Gender Working Group in MSF Aceh Selatan

Gender Working Group established

How: Direct implémentation

When: Q1-Q2

Training on Women Leadership and Climate Change

Number of women have improved their awareness and participation in climate change dialogues

How: Direct Implementation and Trainers

When: Q3-Q4

MSFs effectively encourage better decision making between among citizen, local government and private sectors


Thematic Discussions Topics (e.g., Ecotourism, PES, Co-management, Sustainable livelihoods)

Gayo Lues: Review and integration of SEA

Aceh Selatan: Social Forestry

Aceh Tenggara: FMU and Village development plans and zonation

Aceh Barat Daya: RDTR

Public inputs for sustainable landscape through RDTR and zonation

Better multi-stakeholder understanding on issues and concepts, and their implications

Potentially new ad hoc working group


When: Q1-Q4

Development of Qanun environmental Draft Qanun How: Direct Implementation


3.16 Channel MSF results to advocacy and communication strategy on most pressing issues, especially MSF recommendations, agreements, and action plans

management (Aceh Selatan) When: Q1-Q2

Public consultations on Qanun Perlindungan dan Pengelolaan Lingkungan Hidup Kabupaten (Aceh Selatan)

Recommendation for draft Qanun Perlindungan dan Pengelolaan Lingkungan Hidup Kabupaten Aceh Selatan


When: Q1

Citizens able to effectively advocate for their rights

3.17 Capacity building for MSF members on channeling other citizen voices to decision makers

IMPROVED FOREST MANAGEMENT THROUGH CO-MANAGEMENT

Result (blue box) Activities (yellow box) Sub-activities Output Delivery

Co-Management agreement formalized (when applicable based on RPJMDes zonation)

4.10 Develop/Review Village planning document (RPJMDes/RKPDes) that incorporates co-management vision and zonation

RPJMDes/RKPDes:

1. Capacity building facilitators (TOT, module)

2. Socialization in villages

3. Review of RPJMDes/RKPDes (series of discussion, technical assistance,etc.) to incorporate forestry issues

4. Visualization of village planning

26 village plans (RPJMDes/RKPDes) which include activities focused on sustainable management of natural resources

Allocated budgets for implementation of village plans

How: Direct implementation with Village motivator support (SA) and RPJMDes Expert support (STTA)

When: Q1-Q2 (Aceh Selatan 7 villages), Q3--Q4 (Abdya 4 villages).

Q1-Q4 : Aceh Tenggara (9 villages) Gayo Lues (6 villages)

Activity / results informs SA 6:Green enterprises

Preparation of zoning map

1. Training for village zoning map preparation team including the use of zoning maps (where available – use CCLA participatory mapping result)

2. Mapping survey at village level

3. Completion of zoning map

26 village zoning maps based on village plans (RPJMDes)

How: Direct implementation with Village motivator support (SA)

When: Q1-Q2 (Aceh Selatan 7 villages), Q1-Q4 : Aceh Tenggara (9 villages) Gayo Lues (6 villages)

Q3-Q4 (Abdya 4 villages)

Activity informs SA 2:


4. Presentation of zoning map to village Operationalizing SEA-LCP

Co-Management agreement formalized (when applicable based on RPJMDes zonation)

4.8 Help communities to develop forest management plan and co-management agreement

1. Village-level coordination meeting to discuss steps of developing co-management agreements

2. Coordination meeting with stakeholders of the area

3. Facilitate dialogue between local people with the remaining stakeholders to develop co-management further

4. Survey the location and its potential

5. Draft the agreement

6. Draft the work plan

7. Discuss, finalize and sign the agreement

8. Forest stewardship training for the community in addition to only define rights and responsibilities in social forestry

3 co-management and monitoring plans with clear division of roles, responsibilities, and benefits for the parties, location of the co-management area and draft of cooperation work plan


When: Q1-Q2 (Aceh Selatan 7 villages), Q3-Q4 (Abdya 4 villages)

Q1-Q4 : Aceh Tenggara (9 villages) Gayo Lues (6 villages)

4.6. Facilitation and advocacy for enabling policy for co-management

Multi-party workshop promote and scale up RPJMDes and Co-management

Support for multi-village forum for strengthening co-management at the district level


When: Q4 onwards

Menggamat Case:

Analyze situation, condition and identify problems in Kemukiman and strengthen roles and functions of Kemukiman in managing

Situation analysis report qanun mukim perlindungan hutan, peta wilayah dan rencana perlindungan?

How: Sub-contract

When: Q1-Q4


natural resources and supervising ecological functions

Producing short movies about RPJMDes— Co-management and Zoning

1 short but detailed movie about the Co-management approach based on RPJMDes and management zonation

How: Communications outreach sub-contract

When: Q4 onwards

Input for SA 1: Awareness & Advocacy

Co-management vision is included in FMU management plan and zonation

4.2 Technical assistance to complete Forest Management/Zonation plan of FMU

Needs assessment for KPH V and VI – analyze RPHJM and KPH forest governance

Collecting necessary data for RPHJP and forest governance book

Support the revision of RPHJP

Support the completion of RPHJP KPH V and VI and approval from the government

2 RPHJP finalized and submitted to MOEF

How: FMU/KPH Expert (STTA)

When: QI- Q4

4.3 Capacity and institutional building for FMU to improve forest management

Technical assistance to complete forest management/zonation plan of FMU

Basic forest management training (internal KPH V and VI)

Training to strengthen KPH institutionally

Develop forest management protocol in KPHL

Explore entry points and develop standard competency for FMU at provincial level

2 spatial forest management plan drafted

100 KPH staff trained

Sister FMU established

How: Collaboration with USFS

When: Q2-Q4

Is informed by SEA and LCP (SA 2)

Key stakeholders understand the benefit of co-management and commit to collaboratively manage forest

4.4 Build capacity for forest managers (FMU/CA) to adopt inclusive approach to forest management

Collaborative management training Additional 100 KPH field staff trained How: Collaboration with USFS

When: Q2-Q4


PROTECTED AREA MANAGEMENT

Result (blue box) Activities (Yellow Box) Sub-activities Output Delivery Mechanism

CA capacity improves and implement key aspects of management plan


Provide technical assistance to PA management to develop blocking (SM Singkil)

Provide technical assistance on the approval of blocking and management plan in the MoEF

Draft management plan of SM Rawa Singkil

Draft blocking document of SM Rawa Singkil

How: Direct implementation with support from CA Zonation Expert (4 STTA)

When: Q1-Q4

GOI holds CA accountable to effective management


Consultation and coordination to establish a working group for management plan document

Review document and management plan

Organize public consultations for blocking and management plan

Workshop to complete finalize the draft

Draft management plan and blocking document for SM Rawa Singkil

How: Direct implementation with support from CA management Expert (3 STTA)

When: Q1-Q4

CA improve and implement key aspects of management plan

CA improve and implement key aspects of

5.7 Adoption and roll out of SMART Patrol

Refreshment/Training for SMART patrol (operating SMART, photography, standardization of wildlife marks, etc) TNGL and Rawa Singkil

120 are trained from TNGL, Rawa Ringkil and KPH 5 and 6

SK for SMART patroli at Rawa Singkil and KPH 6


When: Q1-Q2

Routine SMART patrol in TNGL, awa Singkil and KPH 6

4 teams in TNGL

3 teams in Rawa Ringkil

2 teams in KPH 6


When: Q1-Q4

Monthly SMART evaluation and data management

TNGL, Rawa Singkil (and KPH 6) maintain the database


When: Q1-Q4

Interlinkage with SA4: Co-management involving KPH

Refreshment/advance training for SMART Data operator

Increasing the capacity of 20 data operators

SK for data operator at TNG,, Rawa Singkil and KPH 5 and 6


When: Q2

Interlinkage with SA4 (KPH)

Pilot applied forest monitoring technology in SMART patrol

Monitoring technology adopted in rolling out SMART patrol activities


When: Q1-Q2

5.8 Improve priority WRU Aceh Tenggara carries out routine WRU team operational and carry out How: Direct implementation


management plan

CA improve and implement key aspects of management plan

species conservation strategies

activities for mitigating conflicts routine activites When: Q1-Q4

Wildlife response unit training in Aceh selatan and roll out routine activities for human-wildlife conflict mitigation

1 WRU in Aceh Selatan and 1 WRU in Aceh Singkil established


When: Q1-Q4

Training for communities to independently mitigate conflicts (Lesten and Terlis Village)

2 Desa Mandiri established in WRU area in Aceh Tenggara


When: Q1-Q4

Location : Desa Terlis and Lesten in Gayo Lues

Connection to SA 4 (RPJMDes)

Training for communities to independently mitigate conflics in 2 villages in Aceh Selatan

2 Desa Mandiri established in WRU area in Aceh Selatan


When: Q1-Q4

Location : Desa Panton Luas and Alur Keujuren

Connection to SA 4 (RPJMDes work)

Training for communities to independently mitigate conflics in 2 villages in Subulussalam

2 Desa Mandiri established in WRU area in Aceh Singkil


When: Q1-Q4

Connection to SA 4 (RPJMDes work)

Location : Batu Napal and Namo Buaya

Training for veterinarians in Leuser landscape

30 veterinarians trained to handle wildlife conflict victims


When: Q1

Socialization of permenhut 48 on human-wildlife conflict mitigation to stakeholders in Leuser Landscape

Socialization report How: Direct implementation

When: Q1-Q4

Key species survey using camera traps

Detailed report of species distribution

Recommendations for management plan and zonation revision

Species conservation implementation plan


When: Q1-Q4

Location : DAS (Cluster) Kluet, Sub-DAS Gulo.

Informs SA 2: (SEA and LCP revision)

Support the operationalization of CRU Trumon

CRU operation with sustainable management and funding mechanism

2 Desa Mandiri established in CRU

How: Subcontract to CRU

When: Q1-Q4

Location :Cluster Kluet (Lawe



area in Aceh Selatan Cimanok), Kapa Sesak

5.9 Reduce wildlife trafficking (operationalization of WCU)

Support informant networks to gather information on illegal poaching and trading sites

Information on illegal poaching and trading sites


When: Q1-Q4

Identify poachers, local dealers, intermediaries/middlemen, to understand the scale of their organized criminal groups that operate illegal wildlife trafficking

Perpetrators identified How: Direct implementation

When: Q1-Q4

Provide strong information and evidence gathered by informant network to law enforcement officers in targeted areas for operation to arrest the perpetrators

Information readily available How: Direct implementation

When: Q1-Q4

Assist TNGL and BKSDA Aceh, Aceh Provincial Police and Aceh District Police to arrest the poachers, dealers and middlemen

Number of arrest How: Direct implementation

When: Q1-Q4

Provide judicial process assistance to civil investigators (PPNS), police investigators, procecutors and judge to ensure that perpretators will be sentenced

Monitoring of the progress of cases How: Direct implementation

When: Q1-Q4

5.13 Develop and implement Innovative Financing for Conservation

Ecotourism development in Leuser Landscape

Trumon corridor

Ecotourism development plan to be incorporated further into district development plan

How: Sub-contractor

When: Q1-Q4

Location : Trumon Corridor

mplementation under SA 8: Innovative Financing


Community based ecosystem restoration in Alur Baning Area in TNGL

1,000 hectares on national park land

How: LESTARI support from FKL (sub-contract); support through a local organization

When: Q1-Q4

Partner coordination meeting on SM Rawa Singkil

Identification of partner’s roles in supporting SM Rawa Singkil conservation

Collaborative action plan produced


When: Q1, Q2,Q3, Q4

5.11 METT Participatory Assessment

ParticipatoryMETT in SM Rawa Singkil and TNGL

Improvement METT score for SM Rawa Singkil and TNGL in 2017


When: Q4


(mid-term review) documented

Routine coordination with CA managers

Routine coordination meeting for 4 months

Update activity

Successes of 2017 collaboration documented and reported to KSDAE, BAPPENAS

2018 collaboration between LESTARI and KSDAE agreed


When: Q1, Q2, Q3,Q4

GREEN ENTERPRISES


Public Private Partnerships for Green Enterprises


6.2 Identification of potential private sectors partners for green enterprises

Develop common interest and conduct initial scoping with Givaudan and Supa Supra Niaga for Pala and Nilam and PT Kencana Hijau Bina Lestari for PPP development

Scoping report

How: Direct implementation & coordination with grantee (FORPALA) for nutmeg commodity

When: Q1



Implement communication and advocacy for private sector and communities promoting potential PPP scheme

Compile feasibility data

3 Letter of Interest for collaboration with Givaudan (nutmeg and Patchouli essential oils), Supa Supra Niaga (spices), and PT Kencana (Pine Resin).

How: Direct implementation & coordination with grantee (FORPALA) for nutmeg commodity

When: Q1


Draft legal framework for PPP in Gayo Lues

Legal framework for PPP in Gayo Lues (Rancangan PerBup to support PPP scheme)

How: Direct implementation When: Q2-Q4

Legal framework and governance mechanism implemented under SA 3 through MSF working groups



Develop PPP scheme agreements including the implementation framework

Signing the MOU between PPP partners

3 PPP (MOU) document signed with Givaudan, Supa Supra and PT Kencana

How: Direct implementation with coordination with grantee (FORPALA) for nutmeg commodity

When: Q1-Q2


6.6 Facilitation on monitoring PPP procedure

Setting up monitoring system of PPP implementation involving relevant MSF members

Internal system for monitoring progress established for new PPs and Cacao PPP already signed


When: Q3-Q4


Starting implementation of PPP for local commodities (patchouli, nutmeg, cacao)

Trainings for farmers How: Direct implementation

1 STTA (Patchouli)When: Q2-Q4


6.8 Technical evaluation and additional support where appropriate (and based on monitoring results)

Follow up training with the farmer groups on ICS in all location for organic cacao PPP

7 modules training for farmer & group farmers

At least 1000 individual farmer trained

How: Direct implementation (& might need STTA on certification training) in Aceh Tenggara, Gayo Lues and Aceh Selatan

When: Q1-Q4

Facilitate pricing negotiation between farmer and buyers for cacao organic

Established agreement for pricing system & market scheme How: Direct implementation in

Aceh Tenggara, Gayo Lues and Aceh Selatan

When: Q2

Develop demo-plots for post harvest for cacao

Develop demo-plots for multi-crop system for cacao

Established 10 demo plots for post harvest in Aceh Tenggara, Gayo Lues and Aceh Selatan.

Facilitate the establishment of ICS and ICS member for nutmeg and patchouli

ICS system and member established (including SOP developed)

How: Direct implementation and ICS expert (STTA) with coordination with grantee (FORPALA) for nutmeg commodity

When: Q3

Provide training for improved post-harvest techniques for nutmeg and patchouli

Training for post harvest for each commodity at least 500 farmers

Facilitate pricing negotiation between farmer and buyers for nutmeg and patchouli

Established agreement for pricing system & market scheme

How: Direct implementation with coordination with grantee (FORPALA) for nutmeg commodity

When: Q3-Q4

6.9 Disseminate model to other potential PPPs

Identification of location (villages, in coordination with KPH and PT Kencana in Gayo Lues)

Location identified

Target: at least 500

How: Direct implementation and STTA

When: Q4

Activity integrates with SA 4: improving co-management with FMU

Training on GAP (good agriculture practices)

SOW Developed

Workshop on result of the training on district level



(Critical) area & key stakeholder identified

6.12 Identification of (critical) areas, threats & key stakeholders

Risk assessment to identify priority village for alternative and sustainable livelihood development

Priority villages identified in and adjacent to critical areas where alternative livelihoods is required to reduce deforestation


When: Q1-Q2

Location: throughout Leuser Landscape in priority villages developing co-management and improved spatial zonation (SA 4 & 2)

6.13 Identification of potential livelihoods

Rapid assessment of potential alternative livelihoods in priority villages including wild honey, fisheries, citronella and, NTFP

Detailed production capacity and assessment

3 STTAs

When: Q1,Q2

Location: Cluster Kluet, Cluster Alas, Cluster Tripe Bate dan DAS Tamiang


6.14 Market and Analysis Finance

Assess real market access & explore potential for additional PPP for identified commodities

Access to market developed (with additional potential PPP)


When: Q3

6.15 Develop livelihood models

Identification of green technology for Citronella (sereh wangi) processing

Feasibility study on potential green technology

How: Direct Implementation with support from Appropriate Technology Expert (STTA) and

When: Q2

Develop business model integrated with co-management initiatives for identified and feasible livelihood interventions

Detail program (TOR) developed for fresh water fisheries, wild honey and citronella development.


When: Q3

All stakeholders agree to engage program

6.16 Community outreach program

6.17 Village development planning (integrate LESTARI vision and mission with RPJMDes)

Provide planning assistance to LESTARI grantees

Regular progress report from each PIC of the grantees (INPROSULA, JAVLEC, AGC, YELPED, FORPALA, AID) demonstrating integrated grantee interventions with LESTARI direct implementation (e.g. PPPs)

How: Direct implementation integrated with awarded grants (estimated 6 grantees in Aceh)

When: Q1-Q4

Integrate the livelihood plan with the work under RPJMDes

Integrated RPJMDes (community agreement, potential for social forestry)


All stakeholder try new techniques


Provide technical assistance to pilot programs identified in critical locations

20 village level integrated livelihoods schemes running with new techniques

How: Direct Implementation with support from Village motivators (SA) and Aquaculture Expert (STTA)

When: Q2-Q4


Setting internal monitoring system Monitoring system in place

Regular progress report


When: Q4

6.22 Disseminate sustainable NRM model to other locations in landscape

Establish farmers forum peduli air at district level (coordinating with MSF & RPJMDes) for district wide capacity building for sustainable fresh water fisheries

Forum Peduli Air in 4 districts

10 potential champions each district

Kelompok Belajar / learning groups

How: Direct implementation with support from Aquaculture Expert (STTA)

When: Q4

Identify village level champions (coordinating with KPH & MSF) for each commodity and each district

Provide training for disseminating new techniques and conserving forest resource

10 potential champions identified in each district

Estimated total 10 days trainings for each sub-district


When: Q3

INNOVATIVE FINANCING FOR SUSTAINABLE LAND USE AND FOREST MANAGEMENT





Piloting the PES toolkit in 2 target areas (Gayo Lues, Southeast Aceh) in the landscape

Introduce the result of PES feasibility study to the stakeholders (including local government)

Develop necessary advocacy and awareness for PES implementation at the provincial level

PES feasibility assessment report for 2 areas in the landscapes completed Gayo Lues and Southeast Aceh with inputs from other strategic approaches


When: Q1-2

Input from SA 6 & SA 4; Results feed into SA1: Awareness and Advocacy

Project working group established


Private sector engagement (local governments, private sector partners and other key stakeholders) workshops

Prepare engagement plan/scopes of work with the private sector

Letter of commitment by stakeholders on PES development and project working group agreed (1-2 depending on the result of PES feasibility study)


When: Q3

Awareness raising and advocacy to government and other key


Design and setting up of the working groups

Stakeholders (including local government) endorse identified PES programs

stakeholders services provided under SA1: Awareness and Advocacy

PES PCNs and safeguards developed

8.8 Technical assistance to the working group

Capacity building (training and site visits / study tours) for PES development

Identification of project proponent

PES scheme development in targeted areas

Training reports

Project proponent identified

PES scheme design developed


When: Q3-Q4

PES is synergized with Local Govt Plan (SEA, LCP, Renstra)

Environmental services related regulations formulated or improved


Review of SEA, LCP using PCN and PES feasibility study (supplementary study)

Coordination with Village Development Plans (RPJMDs)

Updated recommendations for LCPs and SEAs produced for Gayo Lues and Aceh Tenggara


When: Q2-Q3

Regulatory requirements provided under SA 2 and 3



Advocacy and awareness linked to PES at provincial, district levels

Proportion (%) of village fund allocated for environmental sector


When: Q4

Awareness raising and advocacy to government and other key stakeholders services provided under SA1: Awareness and Advocacy

Donors agree to fund project concept notes (PCNs) developed previously under IFACS

8.11 Outreach and marketing to funding sources

Outreach to donors that fund carbon and other performance-based PES projects

Rewriting the proposals in a new donor format for 2 PCN from IFACS (dependent on results of outreach)

Proposals in a new donor format completed (Gayo Lues, Trumon – Singkil Corridor)


When: Q2-Q3

Crosscutting with SA 4 – C3.2 Pilot innovative financing for critical areas


Ecotourism opportunities identified

8.1 Initial Ecotourism Assessment

Shortlist of opportunities and clusters identifying key shortfalls, PPP opportunities, interventions required and investment risks

Map of existing and potential ecotourism product locations and tourism routes and project synergies

Review IFACS feasibility report on ecotourism potential

Plan for development of business model and implementation of activities based on shortlist of opportunities

How: Direct implementation When: Q1


Development of a draft monitoring framework

Draft monitoring framework How: Direct implementation When: Q1

Integrated business models for ecotourism developed Public-private sector partnerships identified

8.2 Development of business models

Conduct a viability, environmental and community impact/benefit assessment to select the most viable projects with the highest impact

Viability and impact assessments for shortlisted opportunities

How: Direct implementation and Ecotourism assistance support (STTA) When: Q1-Q2

Identification of required interventions to actualize ecotourism development (including PPPs, training, capacity building, MSF dialogues, attraction cluster, advocacy and awareness raising)

Outline of required interventions for each project

How: Direct implementation When: Q2 Awareness raising and advocacy to government and other key stakeholders services provided under SA1

Develop and coordinate ecotourism synergies e.g. PPPs (SA6); Livelihoods (SA6); SEAs and LCPs (SA2); Co-management target villages and Village Development Plans (SA4)

Coordination plan with Aceh landscape teams


Develop draft integrated business model for the highest impact project/s

2 draft integrated ecotourism business models for Leuser landscape (may be combined where appropriate with the development of PPPs)


8.3 Market linkage development

Private sector and tour operator outreach Database of potential project

partners

How: Direct implementation When: Q4 If PPPs are possible the development of PPP agreements will follow the approach taken by SA6: Green Enterprises

Identification of organizations to support/implement required interventions (e.g. training and capacity building)

List of preferred subcontractors

Growth of Ecotourism Increased government support for ecotourism

8.4 Capacity building and Training

Develop tailored training for capacity building for each of the ecotourism initiative

Trainings How: Direct implementation When: Q4

Advocacy & lobbying List of strategies

How: Direct implementation When: Q4 Linked to SA 1 Advocacy & Communication

Ecotourism incorporated in government budget, plan and policy (including RPJMD, RENSTRA, and RKPD)


Development detail plan for each identified district in Gayo Lues

Government initiates and supports the implementation plan on ecotourism

Policy issued on ecotourism



KATINGAN-KAHAYAN LANDSCAPE

Landscape Profile The Katingan-Kahayan Landscape in Central Kalimantan covers more than 4 million hectares in Katingan, Pulang Pisau, Gunung Mas Districts; a small part of Kotawaringin Timur; and Palangkaraya municipality. It includes both deep peatland of the ex-mega rice project and Sebangau National Park as well as mineral soils including Bukit Baka Bukit Raya National Park. The region’s economy depends on forestry, agriculture, commodities, trade, services, and mining sectors. Much of the landscape is vulnerable to forest and peatland 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. Most significantly, land and forest fires in 2015, mostly in the peatlands, contributed to higher daily emissions than the whole of the European Union, resulted in IDR 221 trillion in damages, and sparked urgency at all levels of government to prevent this kind of disaster from happening again. Even without fire, the primary source of landscape GHG emissions are degraded peatlands, followed by the conversion of forest for agriculture. The primary interventions are therefore aimed at improved peatland management through various levels of intervention and regulatory reform to slow the rate of expansion of deforestation for plantations.

Landscape Initiatives Principle interrelated initiatives that will relieve pressure on forest resources and reduce GHG emissions in this landscape are:

Consolidation of the Provincial SEA for the mid-term development plan (RPJMD)

Updating of SEAs to incorporate improved peatland hydrological management to reduce the risk of fire

Promotion for the establishment of KPH XXX1 to manage peatlands in the peatland hydrological unit (KHG) 14 (Block C) and assessment of capacity needs

Establishment of a demonstration set of compacted peat dams across the Kahayan Hilir sub-landscape in KHG 14 through participatory construction and maintenance and with full free, prior, and informed (FPIC) consent from communities

Institutionalization of MSF in 2 districts (Pulang Pisau, Palangkaraya), establishment of new MSFs in Gunung Mas and Katingan Districts

Coordination of village, district, and provincial authorities action plans and budgets for integrated peatland fire management

Drafting regulations on village planning (RPJMDes) to support funding of low emission development (dana desa)

Development and roll-out of the Sustainability Screening Tool in Pulang Pisau integrated with province-level geospatial data management for natural resource licensing

Scaling up of village development plans and zonation to identify and develop co-management (social forestry) agreements as well as sustainable livelihoods including co-management with the 2 national parks in the landscape

Improving the management of Sebangau National Park and Bukit Baka Bukit Raya National Park to improve METT score through introduction of SMART patrols, orangutan conflict mitigation training, improved capacity for peat land / canal management, and field level plan (rencana tapak) in National Parks

Innovation financing for the long-term management of Sebangau National Park and development of a grand design for peat forest restoration


Continued development of community rubber work and expansion into additional potential local commodities through PPPs that are integrated into the village development plans

Development of alternative livelihoods through grants program (linking to co-management of forest resources) in the four districts that will be coordinated and synergized with village development plans

Introduction of Reduced Impact Logging (RIL-C) to the timber companies operating around Bukit Baka Bukit Raya National Park to reduce GHG emissions, and operationalize HCV monitoring/CMMPs produced under IFACS for 3 concessions in the landscape

Ecotourism development and identification of potential Payment for Environmental Services (PES) in the landscape

Roll out of collaboration between MSU and universities in Palangkaraya to introduce a certificate program on REDD; training of master trainers in carbon related disciplines; an overseas training program; and providing a sabbatical academic expert in Palangkaraya

Continued strong communications campaign of climate change and forest conservation through subcontractor Infis that supports all aspects of the landscape activities

Land use governance within the Katingan-Kahayan Landscape will build on the rapid hydrological survey and related assessments from Year 1 to indicate where peat canal dams should be constructed to raise water levels during the dry season while managing floodwaters during the wet season. LESTARI will support construction of a demonstration of compacted dams in the C2 sub-landscape in Kecamatan Kahayan Hilir in Year 2. This process will consist of a comprehensive action plan that draws on the SEA and LCP produced under IFACS and takes into account provincial and national plans for peatland restoration. The action plan will include free, prior, and informed consent (FPIC) at the village level together with participatory planning, construction, and maintenance to ensure sufficient sense of local ownership in canal blocking. It will delineate appropriate land use zonation derived from SEA/LCP, the 2008 Masterplan and government spatial planning instruments (notably Ministry of Environment and Forestry and BRG) as well as bottom-up perceptions of land use and zonation through LESTARI support for enhanced RPJMDes. FPIC safeguards will follow those of USAID and BRG. The actual construction, under the auspices of the District Government, is planned for the next dry season around June 2017. In parallel, LESTARI will support effective grassroots action to raise awareness and advocacy on integrated fire management at the community level by working with InFis and social media outlets as well as engaging with the MSF and other community-based organizations. Efforts are being made to coordinate these activities with the increasing number of other donors operating in the KHG14 landscape (see Introductory section on Landscape Approach). Co-management of areas inside and adjacent to PAs within the Katingan-Kahayan Landscape will be developed to reduce pressure of agricultural expansion to forests and on biodiversity resources as well as secure communities’ access to forest areas. To ensure sustainable impacts of this initiative, LESTARI will facilitate communities to include co-management visions in the RPJMDes in the villages described SA 4. LESTARI also works to foster partnerships and collaboration of CA managers with local partners, especially communities, through co-management agreements and community-based ecotourism. Moreover, several grants will be implemented to support social forestry initiatives in the landscape. An initial assessment will be carried out in FMUs XXXI and VI to identify strategic entry points for LESTARI to support FMUs’ capacity and institutional building.


In support for protected area management improvement, LESTARI works closely with Bukit Baka Bukit Raya (TN BBBR) and Sebangau National Park (TNS) managers and BKSDA Central Kalimantan to build their capacity in CA management, reduce illegal wildlife trafficking and human-wildlife conflicts, and promote sustainable financing for conservation. In Year 2, LESTARI will start rolling out SMART patrols in TN BBBR and TNS to address threats to conservation. Following up capacity building activities carried out by US-DOI on hydrology, LESTARI will support TNS to develop data management practices to improve hydrology management in the national park. In addition, a crucial initiative this year involves designing and implementing sustainable conservation financing for Sebangau National Park. A Green Enterprise initiative has commenced through development of community rubber (through a PPP) that benefits local farmers in improving their agricultural practices as well as marketing process of the products. This PPP initiative also provides technical assistance in minimizing fire risk in rubber plantations and neighboring areas, as fires represent an annual major threat to local communities’ livelihoods and a massive source of GHG emissions. This will be scaled up to 1,000 rubber farmers within the Pulang Pisau District. During Year 2, LESTARI will also expand the rubber PPP by engaging more private sectors (crumb rubber factories) and other potential public institutions to get wider and more significant impact. Several grants in developing co-management and sustainable livelihoods that were awarded to local NGOs are in the pipeline. Implementation will be closely coordinated and strengthened with the village development plan activities and MSF plans. Another key initiative during Year 2 is the implementation of Reduced Impact Logging (RIL-C) training with six timber companies around Bukit Baka Bukit Raya National Park and operationalization of CMMP/HCV documents with three timber companies in the same area to improve the land use management within the concessions as well as the areas around them. Furthermore, LESTARI will continue to identify ecotourism opportunities that can generate revenue and support the sustainable financing of conservation areas and look at the feasibility of developing Payment for Environmental Services (PES). LESTARI team will provide continuous support for the innovative financing initiative for the Sebangau National Park restoration, led by WWF. This initiative seeks a long-term sustainable funding mechanism to support restoration work for Sebangau and its buffer zone.


LESTARI – MSU Year 2 Work Plan The LESTARI-MSU team completed a July 2016 – September 2017 work plan for its educational capacity development work relevant to the Katingan-Kahayan Landscape. Year 2 initiatives will rely upon close collaboration with the University of Palangka Raya (UNPAR), Muhammadiyah University (MU), and Bogor Agricultural University (IPB). The 15-month work plan will focus on 5 key activities:

Activity 1: Institutional Linkages | Memorandum of Understanding (MOU) or General Agreement (GA) Formal Relationships. MSU will work with UNPAR, MU, IPB and the LESTARI team to formalize the academic relationships between MSU’s Department of Forestry and each of the three academic institutions. This will be accomplished through the institutional processes for developing and signing an MOU or GA between the agreeing institutions. These MOU/GA documents will specify key LESTARI focus areas of work and activities. Activity 2: Certificate Program. MSU will work with IPB and UNPAR to develop curricula material and a short-course or online program that would include a certificate of academic record for participation from IPB with MSU linkage. The curricula and program would be focused in the REDD+ Design Elements: National Forest Monitoring System (NFMS), Forest Reference Emission Levels (FREL/REL) and Safeguard Information Systems (SIS). The initial program would be implemented through UNPAR and if successful, this would serve as a model for other institutions across Indonesia and in particular those academic institutions in the LESTARI landscapes. Activity 3: Training of Master Trainers for Service Learning. MSU will work with the LESTARI Field Office in Palangkaraya, UNPAR and MU to develop and hold two or three short course programs for training master trainers in the following program topical areas: (1) Forest Carbon Accounting, (2) Spatial Analyses (Remote Sensing and GIS) for Mapping Forest Carbon, and (3) Participatory Community-Mapping and Measurement of Forest Carbon. These topic areas were identified in the May 24, 2016 Workshop with UNPAR, MU and the LESTARI Field Office. Training will include practicum in the LESTARI Katingan-Kahayan landscape in Central Kalimantan, and if possible specifically in Block C / KHG 14, Sebangau National Park, and/or Bukit Baka Bukit Raya National Park. Activity 4: MSU Academic Training Program for UNPAR and MU (Short Course). MSU will develop and implement a two-week training program for two to four academic faculty from UNPAR and MU. The training will take place at the GOES laboratory, Department of Forestry, Michigan State University in East Lansing, MI. The focus of the two week program will include (1) establishing Professor-to-Professor linkages to facilitate institutional strengthening and enhanced faculty skills and (2) training in spatial modeling/analysis and tools for computing emission factors and activity data. Activity 5: Sabbatical/US Academic Expert at UNPAR. An Academic expert from the US will be placed at UNPAR to work directly with UNPAR staff on institutional strengthening, educational training

and capacity-building along the core elements of the LESTARI project. The first year person will start in September or October 2016 and support the MSU-LESTARI-UNPAR logistics for all activities, especially in the development of the Certificate Program with IPB. A second year person will be identified to start in September 2017.

Activity Jul – Sep

2016 Oct – Dec

2016 Jan – Mar

2017 Apr – Jun

2017 Jul – Sept

2017

1. Institutional Linkages

2. Certificate Program

3. Training Master Trainers – Service Learning

4. Training and Institution Strengthening at MSU

Late March

Early

April

5. Academic Expert at UNPAR


Figure 13. Katingan-Kahayan Operational Landscape


AWARENESS AND ADVOCACY



1.1. Condition Analysis Issue mapping, stakeholder analysis,

communication assessment, media mapping

A brief of communication & advocacy strategy based on issue (mainstreaming gender)

How: Direct implementation with support from Subcontractor (Infis)

When: Q1



Story pitching in the form of article, advertorial, graphics to raise awareness (print media)

Interactive dialogue in local radio and TV stations (electronic media)

Off-air events for example: a) collaborate with youth and/or other communities to showcase film, photos; b) music campaign; c) thematic events (e.g., environmental day, Earth day) d) pop-culture events

Social media campaign (e.g., facebook, twitter, instagram)


40 number of articles; 4 different messages of PSAs aired for 2000 times; 12 infographics

24 on-air/interactive dialogues; 15,000 listeners.

5000 number of people reached

600 fans for FB fanpage; 300 posts; average viewing 300 per post


How: Direct implementation with support from Subcontractor (Infis) and Grants that utilize campaign approach

When: Q1-Q4


Journalist fellowship program (i.e., collaborate with PWI, Komunitas Jurnalis Harian)

10 selected journalists as fellows; 30 in-depth articles published in prominent media outlets


When: Q3-Q4


Series of formal and informal discussions Reports and recommendations for

implementation


When: Q1-Q4





Producing and disseminating technical information (evidence and experience-based materials) for intended audience (e.g. decision makers)

Facilitating technical assistance for intended audience

Lobbying for tools and information utilization

10 Pocketguides (e.g., FDRS, SEA-LEDS, IFLM)

Number of individuals accessing tools and information


How: Direct Implementation with support from subcontractor (InFis)

When: Q2


Citizen-journalism training (bloggers, social media, buzzer, youth groups, women organizations)

50 citizen journalists created How: Subcontractor (InFis)

When: Q2-Q3




Award/promotion for champions (e.g., journalists, fire hero)

Series of advocacy training as needed to advocate specific issue (e.g., advocacy writing article training, legal drafting)

Public information access training for intended audience (e.g., government, community)

20 awards granted for champions

10 number of advocates created

60 number of people trained


When: Q4

1.8 Identify and collaborate with community’s champions

Promoting MSF’s role in improved policy changes

Supporting MSF in building the action plan.

Equip MSF with new knowledge and skills to extent its role on policy changes.

Produced three videos that promote role and function of MSF in improved policy on specific issues.

Help produce one document of communication strategy to promote MSF.

Facilitated one advocacy and communication training for policy changing.


When: Q3-Q4



Providing technical assistance for policy improvement

FPIC at compacted peat dam pilot villages

2 policies improved (budgeting, Bupati’s decree on fire management)


When: Q3





Facilitate creation of SEA technical working group to produce technical report on SEA

Facilitated FPIC for compacted peat dam

Participatory planning, construction, and maintenance of demonstration set of appropriate compacted peat dams

Provincial report on SEA

Provincial SEA

RPJMD 2016-2021

Compacted peat dam

How: Direct implementation, SEA Expert, STTAs and SAs for compacted peat dam expert and compacted peat dam engineers

When: Q1


SEAs/LCP recommendations included in district/provincial governments spatial plan zonation #6 #12

District/provincial governments include high quality SEAs/LCP recommendations in development plans and sectoral budgets

2.5 Informing spatial rationalization of FMU, conservation area and private sector license zonation

Zonation on conservation area management by ground survey and visibilities study

Tenurial resolution (IP4T and Perhutanan Sosial)

Facilitate the establishment of KPH XXXI – KHG 14 through (FGD)

Zonation on village level (RPJMDES) including participatory mapping, Results used for zonation related to canal blocking by appropriate compacted peat dams in sub-block C2

Agreement on establishment of KPH XXXI-KHG 14

Draft land use zonation regulation for wilayah strategis in RTRWK

KPH XXXI established with governor decree

Detailed village spatial planning with land use zonation in sub-block C2, including appropriate visualization

How: Direct implementation and STTA (SEA expert, development planning expert, forestry management expert, with MSF support)

When: Q1-Q4



Analysis on SEA based planning and budgeting at Pulang Pisau

Develop government regulation (perbup) on supporting village autonomy to implement low emission and sustainable village development

Recommendation for RKPD on program, activities, and budgeting based on SEA of Pulang Pisau

Perbup on village planning

Perbup on village budgeting APBDes including IFLM, Perhutanan Sosial and SEA recommendation

How: planning and budgeting analyst (STTA), SEA expert (STTA), data technical support (SA), direct implementation

When: Q1-Q3

Assurance that plans follow SEAs/LCP recommendation

2.8 Draft specific plan regulations based on SEA and/or LCP recommendations

Assist provincial government to implement SEA into development plan

Workshop for government to ensure recommendation and strategic issues in the SEA incorporated to RJPMD

Facilitate provincial government to adopt SEA

Workshop to Ensure SEA in provincial strategic plan (renstra and renja)

Assessment to Ensure SEA in provincial strategic plan (renstra and renja)

Facilitation on Renja SKPD Pulang Pisau

KRP RPJMD plan referring SEA (province)

Academic assessment for government regulation on fire

Recommendation for Renja 2018 to adopt SEA recommendation

Recommendation on program and activities for DPA 2017 based on SEA Pulang Pisau

How: Direct implementation, planning, and budgeting analyst (STTA), SEA expert (STTA)

When: Q1-Q2


SUSTAINABLE LANDSCAPE GOVERNANCE

Result (Blue box) Activities (Yellow box) Sub-activities Output Delivery mechanism

SDI formalized

3.1 Build monitoring capacity of SDI

Formalization of IDS Team Pulang Pisau

Develop decrees needed (Bupati Decree on IDS and IDS Forum (Structure and membership), Kepala Dinas Decree on IDS (penugasan)

Training and capacity development of IDS team

Peraturan Bupati, SK Bupati, PerKa Kepala Dinas/Badan


When: Q2


Complete data integration of village participatory mapping for spatial planning at district level

Finalize data land use and concession in district, provincial and national level (one map policy)

Linked thematic data (land cover, land governance, disaster etc) between village and national levels

How: Direct implementation, STTA

When: Q4

Sustainability Screening Tools (SST) developed as web-based tool for dynamic data compilation and integration in Central Kalimantan (Pulang Pisau District focus).

3.4 Establishing SST infrastructure, completing GIS and data server installation and

ESRI Online server installation and customization

ESRI Online server installed and running

How: Direct implementation When: Q1 - Q2

3.6 Focus group discussions with related SKPD for SST module development.

Series of FGDs for the development of Provincial/District’s Plantation Office and Agriculture Office modules

Two SST modules developed and being used

How: Direct implementation When: Q1 - Q2

3.7 Assisting BAPPEDA for SST implementation

Training on SST Usability and Data Management for BAPPEDA technical support unit.

Training report How: Direct implementation When: Q1 - Q2

SST operationalized for systematic data compilation, integration, and synchronization in Central Kalimantan (Pulang Pisau District focus).

3.8 Strengthen BAPPEDA function as data coordinator

Engage with key relevant person to attain SK Bupati for SST implementation coordinated by BAPPEDA

One SK for BAPPEDA on SST implementation is issued.


3.9 Build agreement across all SKPD (including SDI) for spatial data compilation and integration (SOP/Guidelines)

Facilitate SKPD for cross-topics information compilation and integration.

SOPs on data compilation and integration are issued

How: Direct implementation When: Q1 – Q4


3.10 Collaborate with MSF for developing land-use dispute resolution protocols using SST (SOP/Guidelines)

Series of discussion with BAPPEDA and related SKPD for formulating permitting and licensing dispute resolution protocols.

SOP permitting and licensing related dispute resolution protocol

How: Direct implementation When: Q1 – Q4



Series of FGDs for MSFs’ development in Katingan, Gunung Mas and provincial level (4 GFDs maximum)

Multi-stakeholder charters developed for 2 MSF

How: Direct implementation, STTA

When: Q1-Q4

The issuance of government decree/policy to formalize / institutionalize MSFs


Engage with Bupati and key relevant persons to attain SK Bupatis for MSFs Palangkaraya and Pulang Pisau

2 SK Bupatis of MSF are issued How: Direct implementation

When: Q1-Q2


3.13 Equip MSF with needed skills toward establishing lasting network for change: MSF facilitation, dispute adjudication resolution, etc

Training on internal MSF dispute resolution

50 Number of people have conflict resolution and mediation skills

Better understanding and awareness raised in LESTARI’s thematic issues and stronger collaboration among stakeholders

How: Direct Implementation and Expert on internal MSF dispute resolution (STTA)

Selected champions participate in regional and National Forestry Congress VI

Improved champions understanding on technical issues and strengthened their networking at sub national and national level


When: Q1-Q2


Forming Gender Working Group within MSFs in all landscapes

Gender Working Group established How: Direct implementation

When: Q1



How: Direct implementation and trainers

When: Q3-Q4


3.15 Technical theme discussions and related working groups formed on demand for landscape and sub-landscape management as well as dispute

Monitoring of agreements from thematic 2-3. i.e., to facilitate the agent of Working Group Social Forestry

Public consultation conducted, awareness raised and consensus built


When: Q2

MSF Dialogue series (crossed thematic issues). I.E Co-management in social forestry, private sector engagement in protection of Orang Utan, sustainable

Stakeholder understanding and awareness of LESTARI thematic issues improved


When: Q1-Q4


resolution informed by adequate visualization of landscape goals

livelihood for sustainable future, integrated fire and land management, eco-tourism development in Katingan

(Note: Any other pressing issues that required multi-stakeholder dialogues

IMPROVED FOREST MANAGEMENT THROUGH CO-MANAGEMENT


Co-management Agreement formalized (when applicable based on RPJMDes zonation)

4.8 Help communities to develop co-management plan and agreements

4.9 Implement co-management and forest management plan

Perhutanan Sosial (Kamipang) – 5 villages

Obtain recommendation from the district head

Recommendation from district head sent to PSKL


When: Q1-Q4

Partnership between the National Park in Sebangau Kuala Sub-district (2 villages – Paduran Sebangau and Sebangau Mulia):

Facilitate dialogues between communities and BTNS

Co-management agreements are developed

Community based reforestation

Capacity building for implementation (TBD)

Draft co-management agreement

How: Direct implementation with support from co-management expert (STTA)

When: Q2-Q3

Connected to SA 5 (Activity 5.5)

Partnership agreement between Kereng Bangkirai with TNS through Model Desa Konservasi

1. Facilitate dialogues between communities and BTNS

2. Develop agreement on co-management

3. Pilot for sustainable livelihood

Partnership agreement signed

15 people are trained for sustainable livelihood

How: Direct implementation with support from co-management expert (STTA)

When: Q1-Q4



Communities based ecotourism (Karuing Village and BTNS)

1. Facilitate dialogues between communities and BTNS

2. Agreement signed

3. Agreement implemented: capacity building activities to develop ecotourism in Karuing

Co-management agreement signed

20 people are trained for ecotourism

Connected to STI initiative in TT 3


Social forestry initiative in Banama Tingang Sub-district (6 villages), Pulang Pisau:

1. Facilitation process for obtaining PAK

2. Develop forest management plan

3. Facilitate process HPHD from the governor

4. Forest management plan implemented

Social Forestry for Village Forest covering 6 villages in Banama approved and under implementation

How: Direct implementation with support from social forestry expert (STTA) and collaborative support with PSKL, Provincial and District Forest Agency, PS working group

When: Q1-Q4

Operationalization of collaboration agreement between BTN BBBR and 4 villages:

1. Study on potential commodities and its carrying capacity

2. Development of detailed agreement on the utilization of selected commodities and its quota

3. Regular resource monitoring

4 villages in Bukit Baka Bukit Raya buffer zone have detailed collaboration agreement and monitoring plan


When: Q1-Q4


Co-management Agreement formalized (when applicable based on RPJMDes zonation)

4.10 Develop RPJMDes or village regulation that incorporates co-management vision and zonation

Training RPJMDes for 6 additional villages in RPJMDes (6 training packages for 10 people). The following steps are carried out in 11 desa

1. Socialize RPJMDes Development/Review and conduct dusun level assessment meetings (11 meeting packages)

2. Prepare draft document

3. Share draft with community (meeting package)

4. Edit document and finalize document

5. Present to village government council

6. Socialization in village and district level

7. Documents finalized

11 village plans (RPJMDes) which include activities focused on sustainable management of natural resources

Number of people trained in RPJMDes development

How: Direct implementation with support from village motivators (SA)

When: Q1-Q4

RPJMDes informs and Green Enterprises.

Preparation of zonation map

1. Training for zoning map preparation team including use of zoning maps

2. Mapping survey at village level

3. Completion of zoning map

4. Presentation of zoning map to village

11 village zoning maps based on village plans (RPJMDes)

How: Direct implementation with support from village motivators (SA)

When: Q1-Q4

Activity informs with Improved governance (zonation)

4.6 Advocacy and support policy coordination between government in provincial and national levels for enabling policies to support co-management

Coordination meeting between Forestry Agency, PSKL and Pokja PS to collaborate to foster social forestry achievement in Kalimantan Tengah

Formalize SK

Joint commitment to stimulate social forestry progress


When: Q1

Support Social Forestry Working Group to verify PS applications in LESTARI Landscape

PS application is verified How: Direct implementation

When: Q1-Q4

Key stakeholders understand the benefit of co-management and commit to manage forest

4.5 Build capacity of communities to negotiate with government and companies

Facilitation of dialogue and commitments government / companies and community for sustainable access and management of forest resources

Documentation of commitment from 14 communities and authorities / companies supporting co-management

How: To be managed by Grants

When: Q1-Q4


collaboratively 4.4 Build capacity for forest managers (FMU/CA) to adopt inclusive approach to forest management

Need assessment for KPH XXXI (Pulang Pisau) and KPH XVI (Gunung Mas)

Assessment report with recommendation for future co-management


When: Q2


4.2 Technical assistance to complete forest management/ zonation plan of FMU

Support the formation of Tahura in Pulang Pisau District

Feasibility study for Tahura in the previously-decided location

Apply Tahura status to the governor

Assessment for Tahura establishment

How: Direct Implementation with support from Tahura management plan expert (STTA)

When: Q3-Q4

Where: Katingan-Kahayan Landscape

PROTECTED AREA MANAGEMENT


CA Managers to have better capacity to manage their areas


SMART patrol Training in Palangkaraya (TNBBBR, Sebangau and BKSDA Kalteng).

54 people (Polhut and community) in BBBR, Sebangau, and BKSDA Kalteng are trained to implement SMART patrol & data management


When: Q1

SMART Patrol roll outs in TNBBR dan TNS

2 Patrol team in TN Sebangau and 1 patrol team in TNBBBR operational

Database for poaching


When: Q1-Q4

Monthly evaluation and data management coaching in Kalimantan

2 National Park (Sebangau and BBBR) maintain the database


When: Q1-Q4

Refreshment/advance training for SMART Data operator (Sebangau, BBBR)

Increasing the capacity of 8 data operators from TNS and TN BBBR


When: Q3

CA improve and implement key aspects of

5.8 Improve priority species conservation

Develop the orangutan conflict mitigation strategy in Kalimantan Tengah (BKSDA)

Human-Orangutan Conflict Mitigation Strategy Document


When: Q1-Q3


management plan strategies

Capacity building for Orangutan conflict mitigation

Module for orangutan-conflict migitation

SOP draft

30 BKSDA, TNS, TN BBBR and Pusdiklat staffs are trained for conflict migitation

How: Direct implementation with support from Ornag utan mitigation experts (STTA and SA)

When: Q1

Operationalization of 1 conflict mitigation team (wildlife response unit) in BKSDA Kalimantan Tengah

Reduce the number of orangutan removal due to conflict

Final draft of SOP based on lessons learned


When: Q2-Q4

Facilitating meetings with private companies to build commitment to support Orangutan conflict mitigation

Financial support generated for conflict mitigaiton


When: Q2-Q3

Socialization for SOP human-orangutan conflict mitigation to communities in TNBBR

Increased capacity of 4 communities to deal with human/OU conflicts

How: Grant - BOSF

When: Q1-Q4

5.6 Capacity building to improve conservation area management based on METT evaluation

Pilot project for canal blocking SOP for canal blocking inside TNS How: Direct implementation

When: Q2-Q3

Improve hydrology data management center and ensure it is operational (following up DOI’s capacity building activities)

Server procurement and data utilized

2 persons assigned to manage hydrology


When: Q3-Q4

To develop a strategy for fire management in TNS (to be integrated with IFML)

A strategy for fire management in TNS

How: Direct implementation with Integrated Fire Managemnt expert support (STTA)

When: Q2

Capacity building for MPAs for fire management in TNS

8 MPA groups (15 participants each) How: Direct implementation

When: Q3

Provide technical support for the completion of medium management plan

Draft management plan for TWA How: Direct implementation

When: Q2


for TWA Tangkiling Tangkiling

GoI hold CA accountable to effective management


Provide technical support for zonation plan completion in TWA Tangkiling

Zonation plan TWA Tangkiling How: Direct implementation

When: Q3

Expert Review longterm management plan for TNS and TN BBBR

Recommendations for improved long-term management plan for TNS and TN BBBR

How: Direct implementation with CA management expert (STTA)

When: Q1-Q2

5.4 Organize public consultation of key PA documents and provide technical support for the documents’ completion

Public consultation for longterm management plan for TNS and TN BBBR

Stakeholder recommendations for improved long-term management plan for TNS and TN BBBR


When: Q3

Finalization and approval by KSDAE Long term management for TNS and

TN BBBR approved

How: Direct implementation with CA management expert (STTA)

When: Q4

Effective Partnership Established with NGOs, public etc.

5.5 Facilitate communities and stakeholders’ involvement in CA protection and management

Dialogue between CA managers and communities on the usage of traditional zone in Sebangau National Park in 2 location (sebangau REDD+ and Sungai Bulan

Agreement between TNS and communities for traditional zone usage


When: Q2

CAs improve and implement key management aspect


Grand Design for Sustainable Financing of TN Sebangau

Cost-Benefit Analysis

Multistakeholder meeting to disseminate the result of cost-benefit analysis and gain public inputs

Design governance for sustainable financing for Taman Nasional Sebangau and finalization

Fund raising

Grand Design for Sustainable Financing of TN Sebangau

Fund mobilized

How: Direct implementation with a team of sustainable conservation financing experts (STTAs)

When: Q1-Q4

Grand design for ecotourism in TNS Grand design document Conducted under SA 8

Site plan (design tapak) for ecotourism in TN BBBR

Siteplan document Conducted under SA 8


GREEN ENTERPRISES


Public Private Partnerships for Green Enterprises


6.1 Market Assessment/Value Chain analysis for potential commodities

Identification of potential partners with common interest and local commodities/services for PPP green enterprises development in Katingan district.

List of potential partners & local commodities/services for PPP green enterprises in Katingan district (focusing on the area around HPH concessions, working area of the grantees & area with ecotourism potential)

How: Direct implementation private Sector Specialist (STTA)

When: Q2

Location: Katingan

6.2 Identification of potential private sectors partners

Update PPP potential based on the recent work/assessment related to peatland (hydrology assessment & socio-eco assessment) in Pulang Pisau district.

Scoping report with updated potential partners & local commodities/services for PPP development in Pulang Pisau to improve fire mitigation, reducing deforestation & land).


When: Q1

Location: Pulang Pisau



Develop common interest and TOR/drafting agreement with the potential private partner

3 PPP letters of Interest for collaboration


When: Q1-Q2

Location: Pulang Pisau, Katingan


Key stakeholder engagement (awareness and advocacy) & coordination

Advocacy material and awareness campaign implemented

Implemented through SA1: Awareness and Advocacy

Marketing Sebangau potential REDD+ project (note to check – validation)

Buyer commitment secured Conducted under SA 8

5.11 Participatory METT assessment (Mid-term review)

Participatory assessment of METT of TN BBBR and TNS

METT asssesment How: Direct implementation

When: Q4


PPP is formed, business is realized & joined monitoring mechanism in place

6.5 Facilitate formalization of PPP agreement that integrates LESTARI goals

Develop potential PPP schemes agreements and implementation frameworks in Pulang Pisau and Katingan


3 PPP (MOU) documents signed between LESTARI & PPP partners (2 in Pulang Pisau & 1 in Katingan district)


When: Q1-Q2

6.6 Facilitate monitoring of PPP implementation progress


Internal system for monitoring progress established, in coordination between LESTARI and the private sector partners


When: Q3


Provide specific technical assistance for each PPP initiative

Workshops, trainings, demplot development


When: Q2-Q4


6.8 Technical evaluation and additional support where appropriate

Roll out the PPP program in the field with regular evaluation to improve and refine the on-going implementation

Providing technical assistance to the beneficiaries from all PPP partners

1,500 beneficiaries received training and benefit

USD 200,000 investment leveraged from private and public sector

2,000 ha area with improved management


When: Q3-Q4

Continue providing technical assistance for the rubber farmers in Pulang Pisau

5 new KUBK established in Pulang Pisau

Training for strengthening KUBK and potentially supporting the establishment of BUMDes


When: Q1-Q4


Critical area & key stakeholder identified

6.12 Identification of critical area, threats & relevant stakeholders

Risk assessment to identify priority villages for alternative and sustainable livelihoods development in Katingan and Gunung Mas

Priority villages identified in and adjacent to critical areas where alternative livelihoods are required to reduce deforestation

How: Direct Implementation and grants (Pulang Pisau); Katingan and Gunung Mas through grants

When: Q2-Q4 6.13 Identification of relevant potential livelihood

Rapid assessment of potential livelihoods (from kajian desa report) including those with PPP and co-management potential in Katingan & Gunung Mas region

Commodity assessment report and potential PPP and co-management scheme identified in Katingan and Gunung Mas


6.15 Develop intervention models

Designing model for each potential livelihood

Develop intervention with existing grants awarded where possible

Design model for each specific intervention for livelihood, integrated with co-management (including potential link to PPP in Katingan and Gunung Mas)

How: Direct implementation private Sector Specialist (STTA) and Grants

When: Q1-Q4


All stakeholders agreed to engage program


6.17 Village development planning (integrate LESTARI vision and mission with RPJMDes)

Engage key stakeholders on the program (socialization)

Integrate & synergize the livelihood intervention during Musrenbangdes / RPJMDes

Synergize the progress with grant mechanism

Progress report/monitoring report from grant implementation and additional intervention programs in Katingan & Gunung Mas

Integrated RPJMDes (RKPDes & APBDes) with community agreement on inputs from village funds livelihood development (inputs, role distribution etc.)

How: Direct implementation and Grants

When: Q1-Q4

All stakeholder try new techniques


Providing technical assistance (training, field school, etc.)

1,500 of farmers received training and benefits

USD 50,000 investment leveraged from the village funds for livelihoods development

500 ha area with improved management

How: Direct implementation and Grants with support from village motivators (SA)

When: Q2-Q4 6.19 Development of joint monitoring mechanism

Setting up the monitoring system

6.9 Disseminate model/concept to other potential locations

Internal evaluation for training, field schools and other relevant technical assistance under the livelihood program

Revised implementation plan for livelihood program

Revised implementation program by grantees based on the input from LESTARI team


Progress evaluation for grantees

PRIVATE SECTOR BMP


Key Private Sector Partner assessed

7.1 Assessment for potential BMP &CMMP collaboration

7.2 Potential private sector partner identification

Explore previous work under IFACS (CMMP/HCV HCS) to be further developed or revised or operationalized.

Introduction of potential BMP options (e.g., RIL, HCV, FSC, HCS) and develop common interest for potential BMPs with new potential private sectors

List of potential program continuation under IFACS (CMMP/HCV HCS) with detailed agreement with engaged private sectors

List of new engaged private sector, potentially from oil palm sector or mining sector


When: Q1


Key Private Sector Partners understanding of BMPs and CMMPs

7.3 Identify appropriate BMP collaboration with private sector partners

7.4 Develop the plan with private sector partners to implement the CMMP/HCV-HCS

Develop shortlist for new potential partner for different type of BMP collaboration

Develop intensive and extensive communication with the new potential private sector partners for BMPs collaboration

Conduct due diligence on the new potential private sector partners especially capacity to change practices

Follow up communication and coordination with engaged private sectors to start detailing the plan for CMMP/HCV-HCS collaboration

Advocacy efforts for scaling up BMPs through video campaigns, policy briefs, and socialization and dissemination of training results

Inputs on shortlisted partners from multi-stakeholder consultations (related ministries, associations, big buyers)

Results of field-check for shortlisted potential partners with suitable BMP collaboration for the new private sectors

Detailed agreement from engaged private sectors on the CMMP/HCV-HCS operationalization plan

Videos, policy briefs, and information on results from BMP training


When: Q1-Q4

Social aspects of HCV will contribute and link to potential Co-management agreements (with communities in and around the concession)

Connected to SA 1: Awareness and Advocacy

Appropriate BMPs put into MoU

7.5 Develop common interest to be included in the BMP MOU

Signing MOU with the new committed private sectors

Information transparency in demonstrating BMP collaboration

Signed MOU documents

How: Direct implementation for agreements and through subcontract for delivery of required capacity such as RIL-C training

When: Q1-Q4


7.7 Provide technical assistance

7.8 Provide management advisory

Develop baseline analysis for each of the new private partners on the readiness to receive and implement the BMP trainings


Result on GAP-baseline analysis on the potential BMP collaboration

How: Direct implementation for agreements and through subcontract for delivery of required capacity such as RIL-C trainings

When: Q1-Q4

Key Private Sector Partners employ BMPs

7.7 BMPs implementation

Continued technical assistance and management advisory BMP especially for development and implementation of appropriate SOPs, budget and working plans

Coordinate regularly with the private sector partner and the sub-contract

SOP which adopt BMPs

Budget which adopted cost of new BMPs

Progress report that demonstrates ongoing implementation





Signing MOU with the committed private sectors

Development of detail operationalization CMMP plan


CMMP operationalization plan

How: Direct implementation for agreements and through subcontract for delivery of required capacity building/training

When: Q1-Q4

Key private sector partners formally adopt CMMPs operationalization plan

7.7 Provide technical assistance

7.8 Provide management advisory

Develop baseline analysis for the current situation on the CMMP and readiness level to operationalize for the engaged private sectors

Information transparency in demonstrating CMMP implementation


How: Direct implementation for agreements and through subcontract for delivery of required capacity such as CMMP monitoring trainings

When: Q1-Q4

INNOVATIVE FINANCING FOR SUSTAINABLE LAND AND FOREST MANAGEMENT

Results (blue box) Activities (yellow box) Sub-activities Output Delivery Mechanism



8.6 Initial assessment

(feasibility study) on PES

Piloting the PES toolkit in 2 target areas

(Sebangau National Park and/or BBBR

National Park)

Introduce the result of PES feasibility study

to the stakeholders (including local

government)

Develop necessary advocacy and

awareness for PES implementation at the

provincial level

Feasibility study for 2 areas in the

landscapes completed (Village

Forests around Sebangau National

Park and/or watershed protection in

and around BBBR National Park)

Findings of the three reports are

used as inputs for PES feasibility

assessment with inputs from other

strategic approaches


When: Q1-2

Input from SA 6 & SA 4;

Results feed into SA1:

Awareness and Advocacy


8.7 Stakeholder

engagement

Private sector engagement (local

governments, private sector partners and

other key stakeholders) workshops

Prepare engagement plan/scopes of work

with the private sector

Design and setting up of the working

groups

Letter of commitment by

stakeholders on PES development

and project working group agreed (1-

2 depending on the result of PES

feasibility study)

Stakeholders (including local

government) endorse identified PES

programs


When: Q3

Awareness raising and

advocacy to government and

other key stakeholders

services provided under SA1:



PES PCNs and

safeguards developed

8.8 Technical assistance

to the working group

Capacity building (training and site visits /

study tours) for PES development


PES scheme development in targeted

areas

Training reports




When: Q3-Q4

PES is synergized with Local Govt Plan (SEA, LCP, Renstra, RPJMD/RKPD)

Environmental services

related regulations

formulated or improved

8.9 Technical assistance

and advocacy to

government

Review of SEA, LCP using PCN and PES

feasibility study (supplementary study)

Coordination with Village Development

Plans (RPJMDs)

Updated recommendations for

Pulang Pisau and Katingan through

RPJMD or RKPD on PES initiative

PES integrated village plans


When: Q2-Q3

Regulatory requirements

provided under SA 2 and 3


8.10 Advocacy and

lobbying at the district

level

Advocacy and awareness linked to PES at

provincial, district levels

Proportion (%) of village fund

allocated for environmental sector


When: Q4






Donors agree to fund

project concept notes

(PCNs) developed

previously under IFACS

8.11 Outreach and

marketing to funding

sources

Outreach to donors that fund carbon and other performance based PES projects

Rewriting the proposals in a new donor format for 1 PCN from IFACS (dependent on results of outreach)

Proposals in a new donor format

completed (Buntoi Village

Forest)

Implementation (funding

dependent)


When: Q2-Q3

Crosscutting with SA 4 – C3.2

Pilot innovative financing for

critical areas



8.1 Initial Ecotourism

Assessment

Shortlist of opportunities and clusters

identifying key shortfalls, PPP

opportunities, interventions required and

investment risks

Map of existing and potential

ecotourism product locations and

tourism routes and project synergies

Shortlist of opportunities


When: Q1

Development of a draft monitoring framework

Draft monitoring framework How: Direct implementation

When: Q1

Integrated business models

for ecotourism developed 8.2 Develop integrated business models

Work closely with SA 5: Protected Area

Management, C2.2 Pilot Innovative

Ecotourism blueprint for Sebangau

National Park How: Direct implementation

and Ecotourism assistance


8.3 Market linkage development

Financing for Protected Areas to develop

an ecotourism blueprint for Sebangau

National Park, and an ecotourism master

plan for BBBR National Park

Ecotourism master plan for BBBR

National Park

support (STTA)

When: Q1-Q3

Identification of required interventions to

actualize ecotourism development

(including PPPs, training, capacity building,

MSF dialogues, attraction cluster,

advocacy and awareness raising)

Outline of required interventions for

each project



support (STTA),

When: Q3






Private sector and tour operator outreach

Database of potential project

partners

Scope of work for at least 1 project in

Central Kalimantan



support (STTA),

When: Q2-Q3

Identification of organizations to

support/implement required interventions

(e.g. training and capacity building)

List of preferred subcontractors



support (STTA),

When: Q3

Development of PPP TORs, MOUs PPP MOUs (including potential PPP

with Dwima Group on ecotourism

implementation)

Partnerships implemented to

incentive and fund conservation

If PPPs are possible the

development of PPP

agreements will follow the

approach taken by SA6: Green

Enterprises

Implement the identified PPP interventions

in collaboration with identified public-

private and nonprofit sector partners and

stakeholders

Growth of Ecotourism 8.4 Capacity building and Training

Develop tailored training for capacity building for each of the ecotourism initiative

Trainings How: Direct implementation

When: Q4

Increased government support for ecotourism


Advocacy & lobbying List of strategies


When: Q4

Linked to SA 1 Advocacy &


Communication

Ecotourism incorporated in government budget, plan and policy (including RPJMDes and SEA)

Development detail plan for each identified district in Katingan-Kahayan (Dwima area or Sebangau NP or other identified location)

Developed actionable plan


When: Q4


PAPUA LANDSCAPES

Papua Provincial Initiatives LESTARI operates in 4 landscapes in Papua Province – Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi, and Cyclops. While treated as discrete units for implementation during Year 1, approaches, activities, and results have been considered in aggregate for Year 2. Apart from improved brevity of the work plan, this activity aggregation across all four landscapes highlights the similarity of approach within a single province, providing for an improved focus on provincial coordination and intervention (especially for governance and protected area management) and effectiveness of implementation by the LESTARI team. Papua Provincial initiatives during Year 2 will focus on:

Continued development and strengthening of the Spatial Planning Data System (SIMTARU) through regulations and operational ratification

Extending the Sustainability Screening Tool to Papua for improved data analysis for government offices (most notably, the One-Stop-Shop for investment – BPTSP and BAPPEDA

Initiation of a Provincial MSF that crosses Landscapes / Districts to discuss climate change, forest conservation and biodiversity issues and targeted activities to improve Provincial MSF capacity

Lorentz Lowlands Landscape

Landscape Profile

The IFACS Asmat and Mimika landscapes have been combined into a single Lorentz Lowlands Landscape. These two districts and the landscape are characterized by a large area of the Lorentz National Park that defines the landscape name. The Lorentz Lowlands Landscape consists of largely intact upland (free draining, mineral soil) forests in the northern parts of the landscape, extensive lowland swamp forests, and the world’s most rich and intact mangrove ecosystems. These mangroves, that are the focus of much of the LESTARI activities in the landscape, stretch along 500 km of coastline and cover over 400,000 ha. The bordering freshwater swamp forest (approximately 1M ha) is important for maintaining the mangroves and together harbor some of the highest carbon stock and biodiversity per hectare of similar forests on the planet. These assets need to be managed sustainably to mitigate vast GHG emissions and conserve its important endemic biodiversity and environmental services that local communities enjoy.

Landscape Initiatives

Principle interrelated initiatives that will relieve pressure on forest resources and reduce GHG emissions in the Lorentz Lowlands Landscape are:

Scaling-up of awareness raising communications and campaigns with the subcontract support of InFis / Mongabay and journalist training to increase public exposure and understanding of climate change, forest conservation, and biodiversity issues

Reviewing and updating SEAs and LCPs produced under IFACS to inform spatial planning revisions

Strengthening the SDI developed under IFACS with improved data (land suitability and modeling of threats and impacts, HCVs and Sustainability Screening Tool development) and SOPs


Continuation of capacity building for the MSF through routine meetings and technical discussions about climate change, forest management, governance, and gender issues

Formalizing and implementing co-management agreements at the community level that are developed from participatory mapping of important places

Assisting the KPHL VI in Mimika to finalize its RPHJP and forest zonation plan and provide training

Promoting a Forest Park (Tahura) in the mangroves of Mimika through management plan development

Improving the management in Lorentz National Park through introducing SMART patrols, assessing illegal activities (logging and wildlife trade), implementing biodiversity surveys and developing conservation plans, and a review / revision of the zonation plan

Establishing an Adat Community Forum in Lorentz to improve communication, collaboration and management effectiveness

Implementing a value-chain and market assessment for crab and sago, and identify and develop a Private Public Partnership for a low emission / green enterprise that provides incentives to conserve forests

Designing field-schools for green livelihoods based on the resilience assessment and village typology approach and providing technical assistance

Integrate the livelihoods programs initiated with village funds and development plans

Explore private sector best management practices development with timber concessions (and potentially Oil Palm) in Mimika district.

LESTARI improved governance efforts in Year 1 focused on the revision of the spatial plan with the incorporation of SEA and LCP recommendations. This work will continue and expect to achieve more sustainable land use planning for the future. A key issue that is being tabled by the current Bupati is a large area of forest land (35,000 hectares) proposed for development as an industrial park, town expansion, and energy crops. The SEA and LCP will be updated and recommendations to mitigate impacts from proposed developments incorporated in the spatial plan. Strengthening of the Spatial Data Infrastructure developed under IFACS, with updated data from mapping and assessments, and Sustainability Screening Tool development used to improve the environmental sustainability of decisions being made in the landscape. Co-management agreements between communities and authorities in charge of forest management are an important aspect of improving the management of the value landscape. Participatory mapping will inform these agreements with formalization through social forestry (hutan desa / HKm) schemes or developing partnerships with CA manager/FMUs to improve access and sustainable use of forest resources. These co-management agreements will be piloted in areas where forest resources are relatively secure and under traditional management. Lorentz National Park has ineffective management to date and the introduction on community-based patrolling using the SMART approach to reduce illegal pressures on the accessible parts of the park, and species conservation plans supported through effective awareness building communications will be rolled-out. An important aspect of improving the management of the park is to improve communication and coordination with adat communities through the establishment of an adat community forum as a formal part of park management. An important part of the initiative in the Lorentz Lowlands will be to continue to explore small-scale extractive industries and support their adoption of more sustainable practices. Areas close to the economic centers of Timika and Agats are increasingly being exploited for timber and crabs for export. Potential private-public partnerships and local community-based


green enterprises will be developed to improve resource management and increase communities’ perception of forest and mangrove value while fulfilling the demands for development. Sustainability of these initiatives will be improved through integration with village development plans and budgeting through the village funds. Private sector engagement will fully scope out the potential for collaboration with timber and oil palm companies currently operating in the landscape, as well as with Freeport.


Figure 14. Lorentz Lowlands Operational Landscape


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. Most of these companies are not yet operating in the landscape to date, and the LESTARI presents an opportunity to rationalize conversion and mitigate negative environmental and social impacts from plantations development.


Principle interrelated initiatives that will relieve pressure on forest resources and reduce GHG emissions in the Lorentz Lowlands Landscape include:

Continuing capacity building for the MSF through routine meetings and technical discussions about climate change, forest management, governance, and gender issues

Developing SEA for Bouven Digul district, and review and revise the SEA document in Mappi

Developing a landscape conservation plan in parallel to the SEA based on participative mapping and HCV assessment carried out in Year 1 and through WWF previous activities in the area

Initiating the spatial plan review process in Mappi and Bouven Digul districts

Building SDI capacity in Mappi and Bouven Digul districts with improved data (land suitability and modeling of threats and impacts, HCVs) and SOPs, to compliment the SEA and LCP development

Identifying and developing PPP models for green enterprises based on rubber and gaharu

Identifying potential private sector partners and securing their commitment for the implementation of BMP based on the rationalization of land

The core initiative in the Mappi-Bouven Digoel Landscape is to rationalize current and proposed plantations to ensure conservation of HCV and HCS forest. This will be advanced in Year 2 through developing the capacity of MSF and SDI to manage the data already collected in Year 1 and from WWF’s previous activities in the region, and incorporating these into SEAs and LCP documents. Recommendations from these documents will then be used in the LESTARI initiated spatial planning review process at the district level. Awareness raising and advocacy to build constituencies for conservation and a low emissions development approach are key activities that will be amplified in Year 2. The MSF members, including those from the private sector, will discuss and advocate for more sustainable


patterns of development in the districts and create the social pressures needed for locally operating companies to embrace BMPs. At the small-holder level, the LESTARI team has conducted assessments for local commodities that will be combined with a land suitability analysis. This will highlight the potential low emission development strategies (LEDS) to be scaled up.


Figure 15. Mappi-Bouven Digoel Operational Landscape


Sarmi Landscape At present the political situation in Sarmi involving rival factions from within the government has negatively affected LESTARI governance initiatives and work with communities to safeguard forests. Governance initiatives implemented under IFACS and in the first part of Year 1 of LESTARI (such as strengthening the MSF) have had to be postponed.

Landscape Profile

The LESTARI Sarmi Landscape is ~97% covered by forests, with 74% of in a pristine state. The area is renowned for its high levels of endemic biodiversity. Historical deforestation and degradation rates are relatively low, and 70% of the landscape is currently within natural forest timber concessions.


Principle initiatives that will relieve pressure on forest resources and reduce GHG emissions in the Sarmi Landscape include:

Best management practices with timber companies (HPH) in conducting RIL-C practices

CMMP Operationalization based on the CMMP doc produced during IFACS

Development of PPP with the private sectors and communities to support the conservation activities.

The sole purpose of LESTARI in the Sarmi Landscape is to ensure high conservation value (HCV) and high carbon stock (HCS) conservation. As 70% of the landscape is under timber concessions, these companies are important managers of the northern Papua lowland forests where adoption of Best Management Practices (BMPs) can mitigate GHG emissions and forest loss, as well as safeguard biodiversity from illegal poaching and decline. LESTARI has signed MOU with two HPHs in Sarmi and will be implementing Reduced Impact Logging (RIL-C) technical assistance as well as supporting the operationalization of CMMP or HCV monitoring. This will involve implementation of RIL-C training orientated to reduce GHG emissions and providing management advice for BMPs, especially for development and implementation of appropriate SOPs, budgets, and working plans.


Figure 16. Sarmi Operational Landscape


Cyclops Landscape

Landscape Profile

According to the LBA, projected land transitions in the Cyclops Landscape are dominated by primary and secondary moist forest converted at the margin for agriculture. Such transitions, especially adjacent to the urban arc of Sentani through to Jayapura are responsible for the vast majority of projected emissions. Northern and remote coastal areas, however, tend to be less at risk. Moreover, the majority of these emissions are projected to occur within Cyclops Nature Reserve.

Cyclops Landscape Initiatives

Principle interrelated initiatives that will relieve pressure on forestry land resources and reduce GHG emissions are:

Improved governance to provide enabling conditions for conservation co-management and private smallholder farmers

Enhanced sense of ownership in maintaining forest values through the creation of a provincial MSF, Sahabat Cyclops, and establishment of technical working groups for the development of environmental regulations and advocacy

Updating of SEA to inform nature reserve zonation with economic resource valuation

Improved management of nature reserve through SMART patrols, wildlife crime reduction, and human-wildlife conflict mitigation

Co-management agreement development between the community and FMU protection forests (KPHK) operationalized

Green Enterprise Development (vanilla)

Ecotourism development in and around the nature reserve

Payment for Environmental Services (water, carbon)

Aggressive communications strategy advocating the conservation of forests and sustainable low-emission development capitalizing on prominent events in the Landscape emphasizing water resource services

Improving environmental governance in the Cyclops landscape will be achieved through (1) updating existing SEA with economic resource valuations focused on direct and indirect use values to inform nature reserve zonation, and (2) increasing the effectiveness of MSF through the Sahabat Cyclops initiative. LESTARI will continue to focus on increasing strategic spatial awareness and related zonation by identifying critical zones for conservation, restoration, or sustainable utilization within current spatial plans. MSF will initiate technical working groups consisting of MSF members that can be tasked with actions such as drafting regulations for improved environmental management or advocacy for funding support, and then reporting back to the MSF. Co-management in Cyclops Landscape will focus on facilitating communities to adopt sustainable livelihood practices and co-management plan in the bufferzone area of Cyclops Nature Reserve. This will include working with communities to develop vanilla as a green enterprise that relieves encroachment pressures on the nature reserve. In addition, communities will be facilitated to implement community- based ecosystem restoration in close engagement with CA managers. At the policy level, LESTARI will closely support the finalization of local regulation draft on buffer zone management. Improvement of protected area management in this landscape will be achieved through rolling out SMART patrol to reduce threats, improving species conservation strategies, and


implementing relevant capacity building activities for CA staff members/managers based on METT evaluation. LESTARI will continue work in identifying the PES potential within Cyclops, especially for water and carbon. Furthermore, potential for ecotourism in the area will be furthered assessed. These initiatives should generate revenue and support the sustainable financing of the conservation area. All of the above initiatives will be supported by increased awareness and advocacy campaigns that use social and formal media in support of forest and biodiversity conservation and low emissions development. .


Figure 17. Cyclops Operational Landscape


AWARENESS AND ADVOCACY (Lorentz Lowlands, Mappi-Bouven Digoel, Cyclops, and Sarmi Landscapes)



1.1 Condition Analysis Issue mapping, stakeholder analysis,

communication assessment, media mapping

A brief of communication & advocacy strategy based on issue (mainstreaming gender)


When: Q1



Education campaign for protective species in collaboration with KSDA Timika, Enviro, and Freeport (involving youth)

Story pitching in the form of articles to raise awareness

PSA in electronic media

Dialogue interactive in electronic media

Off-air events for example: a) thematic events (e.g., environmental day, earth day, etc); b) pop-culture events (e.g., comedy/mob, film and photo showcase); c) video/photography/writing contests

Social media campaign (e.g., facebook/fanpage, twitter, instagram, blog etc.)

Visualization program for envisioning sustainable landscape


1,000 number of people reached

4 issues published in mass media; 8 articles published in LESTARI platform

3 messages of PSAs aired for 5 times a day in local radio within 6 months

2 on-air/interactive dialogues

1000 number of people reached

400 fans for FB fanpage; 180 posts

6 visualization products for planning (e.g., 3D architectural design, infographic, video etc)



When: Q1-Q4


Journalist training for biodiversity conservation issues for local media (through serie of informal discussions, sharing information)

Journalist fellowship program (i.e., collaborate with PWI, Komunitas Jurnalis Harian)

Editorial meeting

8 LLL based journalists and 10 journalists from Cyclops and 5 from Mappi-Bouven Digoel. Three journalist networks on biodiversity conservation created.

10 selected journalists as fellows; 30 in-depth articles published in prominent media outlets in Papua.

3 editorial discussion meetings in each landscapes


When: Q2-Q3

1.4 Series of Series formal and informal discussions Three discussions conducted, How: Direct implementation


public/stakeholders discussions on most pressing issues

produce 3 notes/recommendations for policy makers

When: Q1-Q4





Collaborate with specific task force in MSF to producing and disseminate technical information (evidence and experience-based materials) for intended audience (e.g. decision makers)

Facilitating technical assistance for intended audience

Lobbying for tools and information utilization

6 technical guides (e.g., SEA-LEDS, METTS, SMART Partrol, PPP, Co-management, ilegal poaching)

Number of individuals accessing tools and information


How: Direct implementation adding advocacy function in Papua and empowering MSF members, with support from Subcontractor (Infis)

When: Q3


Citizen-journalism training (bloggers, social media, buzzer, youth groups, women organizations)

“Camera for people/ Photo-VoiceTM” program

50 citizen journalists created

How: Direct implementation with support from Subcontract

When: Q3-Q4



Training for community organize.

Working with faith based organization (church)/religious and cultural leaders to build constituenc.

Supporting “Sahabat Cyclops” as conservation constituent for younger audience

30 potential champions from sub-landscapes are trained

10 thematics preaches (sermon sheets) will be conveyed to religious community and outreaches 1000 people

One annual event that promotes cyclops, two visits to cyclops to promote Cyclops as protected area. Quarterly discussion issues fased by Cyclops. The activities will target 500 people


When: Q2-Q3

1.8 Identify and collaborate with community’s champions.

Community organizing training for Papua’s sub-landscapes community organizers

Communication and advocacy training for Papua based NGOs on biodiversity conservation

One training implemented, participated by 20 community organizers.

One training implemented, participated by 15 representatives from Papua-based NGOs on communication and advocacy


When: Q3




Providing technical assistance for policy improvement.

Integrating village mapping to MSF that includes visualization of village maps, village map visual competition, and vilage’s business plan competition.

2 policies improved (budgeting, Bupati’s decree on fire management)

5 best village maps are selected and awarded


When: Q4





Developing Bupati decree on working group for SEA revision in Asmat

Provide technical assistance and support to the SEA Working Group for the revision of SEA in Mimika and Asmat

Facilitate stakeholder consultations for the SEA revisions in Mimika

Preparing input for TN Lorentz Zonation based on districts in Mimika and Asmat

Bupati decree on SEA working group in Asmat (already secured in Mimika)

SEA updated in Mimika and Asmat for revision of RTRWK

Revised zonation for FMUs and conservation areas (Lorentz, Cyclops), and plantation licenses (Mappi-Bouven Digoel)

How: Direct implementation with SEA Expert support (STTA)

When: Q1-4

Where: Lorentz lowlands (Mimika and Asmat)

Input from MSF (SA3)

Establishing SEA working groups in Mappi and Bouven Digul

Provide technical assistance and support to the SEA Working Group for the review of SEA in Mappi and Bouven Digoel

Training in SEA scenario development for decision makers based upon economic resource valuation

Facilitate stakeholder consultations for the SEAs

Bupati decree on SEA working group Mappi and Bouven Digul

SEA updated in Bouven Digoel and Mappi

How: Direct implementation with SEA Expert support (STTA)

When: Q1-4

Where: Mappi-Bouven Digoel


2.2 LCP development or revision

Finalizing LCP development in Mappi and Bouven Digul

LCP adopted in draft revised zonation for RTRWK Mappi Bodi

How: Direct implementation involving MSF

When: Q3-Q4



LCP Review in Mimika Updated LCP for Mimika

How: Direct implementation involving MSF

When: Q1-Q2

Where: Lorentz Lowlands (Mimika)

Input from SDI (SA3)

SEAs/LCP recommendations included in district/provincial governments spatial plan zonation

District/provincial governments include high quality SEAs/LCP recommendations in development plans and sectoral budgets

2.4 Informing spatial plans revision/review

Lobby for LESTARI team to be included in RTRWK evaluation working group in Mimika and Asmat

Provide technical inputs for revision of RTRWK based on the RTRWP and LCP and SEA recommendation in Mimika and Asmat

Bupati Decree on working groups to revise RTRWK in both Asmat and Mimika

Gap between RTRWK dengan RTRWP, LCP and SEA are identified in Mimika and Asmat

Technical input for RTRWK evaluation based on SEA in Mimika and Asmat


When : Q1-Q4

Where: Lorentz lowlands (Mimika and Asmat)


Lobby for LESTARI team to be included in RTRWK review working group in Mappi and Bouven Digul

Developing technical input for RTRWK review based on SEA in Mappi and Bouven Digul

Bupati Decree on working groups to review RTRWK in both Mappi and Bouven Digul

Completed review RTRWK based on RTRWP, and incorporating LCP and SEA recommendations in both Mappi and Bouven Digul


When : Q3-Q4



Regional and village government allocate budget for implementing SEA/LCP recommendations


FGD on synchronizing RPJMD programs with RTRWK (Mimika)

Development planning and budgeting analysis based on SEA/LCP (Mimika)

Input for RPJMD’s program and activities based on RTRWK (Mimika)

Input for Renstra SKPD program and activities based SEA/LCP (Mimika)

How: Direct implementation, When: Q1-Q4


Assurance that plans follow SEAs/LCP recommendations

2.8 Draft specific plan regulations based on SEA and or LCP recommendations

FGD on synchronizing district regulations on licensing

Finalizing SOP for BKPRD

Developing draft of Bupati Decree on BKPRD’s SOP

Developing draft of Governor Decree on BKPR Province’s SOP

Recommendation to integrate and synchronize regulations on licensing produced

BKPRD’s SOP and Bupati Decree on BKPRD’s SOP (District)

BKPR Papua Province SOP developed

How: Direct implementation, Spatial Planning and Resource Licensing Specialist (STTA)

When: Q1-Q4

Where: Province, Lorentz Lowlands (Mimika, Asmat, Mappi & Bouven Digoel)


Facilitating BKPR Province to develop the SOP referring to BKPRN (National Spatial Planning Coordination Board) SOP

SUSTAINABLE LANDSCAPE GOVERNANCE (Lorentz Lowlands, Mappi-Bouven Digoel, Cyclops, and Sarmi Landscapes)

Result (Blue box) Activities (Yellow box) Sub-activities Output Delivery mechanism

SDI and SIMTARU

SDI formalized 3.1 Build monitoring capacity of SDI

HCV mapping (1-6) in Mappi, Bouven Digoel, Asmat and data verification

Updated data essential for sustainable development and conservation of significant and critical resources in the landscape available within the SDI.

20 people with improved data management skills

How: Direct implementation with support from Social / Anthropologist (STTA) and involving indicative District SDI (and MSF) members

When: Q1-Q2

Where: Lorentz Lowlands, Mappi-Bouven Digoel

Synchronized with SEA / LCP development and revision activities

Evaluation on land suitability and site selection in Mimika, Mappi, Bouven Digoel, Asmat

Model builder development, and sustainability screening tool for Papua Province

Deforestation and value degradation models developed and published for the landscapes

How: Direct implementation with support from Trainer (STTA) and involving indicative District SDI (and MSF) members

When: Q2

Where: Mimika, Asmat, Mappi and BoDi and Province

Synchronized with SEA / LCP development and revision activities

Data Management and verification on SIMTARU spatial data in Mappi, Bouven Digoel, Sarmi, Asmat, and Papua province

Updated data essential for sustainable development and conservation of significant and critical resources published at the provincial level.

How: Direct implementation with support from Spatial Planning and Resource Licensing Specialist (STTA)

When: Q1

Where: District SDI (Mimika, Asmat, Mappi and BoDi)



Develop SDI institutional structure and membership

Structure of SDI institution and membership defined


When: Q1


Rationalization of SoP to integrate SDI at all levels

SOP documents ratified


When: Q1-Q4


Equip SDI Infrastructure Hardware, software, internet access,

and facilities provided

How: Procurement through lobbying government and providing supplementary assistance where needed

When: Q2


Integration of HCV data in SDI

Public consultation

HCV assessment data produced through regional efforts, NGO, private sector as well as landscape assessments (e.g. LCPs) publicly consulted and integrated into SIMTARU database


When: Q2

Where: Provincial

3.3 Initiate required and selected regulations for formalized SDI

Coordination and consultation on development of government decree and SoP to operationalize SDI team

Draft of government decree, SoP document


When: Q1


Advocacy on government regulation to operationalized

Government decree and/or relevant regulation needed

How: Direct implementation with support from Spatial Planning and Resource Licensing Specialist


Legalization of SDI team Decree and/or relevant document (STTA)

When: Q1-Q4

Where: Province; Lorentz Lowlands (Mimika, Asmat), Mappi-Bouven Digoel / District SDI

Advocating endorsement of SIMTARU SoP

Governor decree on SIMTARU SOP

SIMTARU operationalized for planning, implementation, monitoring and reporting

3.4 Improve SIMTARU utility and functionality (including SST)

Assist SIMTARU data management and update at provincial level

Updated thematic data (land cover, investment, social forestry)


When: Q1-Q4

Where: Provincial level

Technical assistance to support SIMTARU – data upload and update (provincial level) including all data from district SDI

HCV assessment data and other data produced through regional efforts, NGO, private sector as well as landscape assessments (e.g. LCPs) that has been verified by SDI at the District uploaded to Provincial database


When: Q1-Q4

Where: Provincial level

Regulation on licensing (Pergub)

Regulation on SIMTARU

Governor’s Decree on Licensing

Governor’s Decree on SIMTARU

Facilitate One-Stop-Shop on Licensing (BPTSP utilize SIMTARU)

Special working group (with decree from head of agency) for SIMTARU developed at BPTSP

BPTSP utilize SIMTARU for licensing

Linking BIG and SIMTARU in one map policy

Integrated SIMTARU in one map policy BIG


Multi-Stakeholder Forum



Preparation and development of MSF “Sahabat Cyclops” 1. Series of FGDs with SKPD and

relevant institutions (BKSDA, community, private sector, TNI-POLRI

2. Temporary secretariat for Forum Sahabat Cyclops

3. Development of MSF Sahabat Cyclops (Identification of Strategic issues, MSF management-vision mission, structure, etc.)

MSF charter developed for Cyclops MSF


When: Q1-Q2

Where: Cyclops

LCP (SEA)

Initiation of MSF Cross-District Landscapes (e.g., Mimika and Asmat in Lorentz Lowlands; Jayapura District and Kabupaten in Cyclops)

MSF charter as a foundation for MSF provincial development


When: Q3-Q4

Where: Provincial Level



Outreach and advocacy activities to formalize MSF in Asmat, Cyclops, and provincial level

MSFs formalized


When: Q1-Q2

Where: Asmat, Cyclops and Provincial


3.13 Equip MSF with needed skills toward establishing lasting network

Supporting MSF Regular Meetings on MSF development and strategic thematic issues in Mappi, Bouven Digoel, Asmat, Mimika and Cyclops

Trust built through joining efforts of multi-stakeholder approach in addressing specific issues in the sub-landscapes

How: Direct implementation,

When: Q1-Q4

Where: All landscapes

Training on Conflict Resolution and Mediation in Cyclops

Number of people have conflict resolution and mediation skills

How: Direct implementation, with support from conflict resolution expert (STTA)

When: Q3

Where: Cyclops

Joint effort with Dewan Kehutanan Nasional and other donors in supporting

National Forestry Congress VI in Papua region

Provided strategic inputs for National Forestry Congress VI in Jakarta ; Shared learning on technical issues on forestry;

Strengthened network


When: Q1-2

Where: District / Provincial

Selected champions participate in regional and National Forestry Congress VI

Improved champions understanding on technical issues and strengthened their networking at sub national and national level


When: Q1-Q2

Where: All landscapes MSF



Forming Gender Working Group within MSFs in all landscapes

Gender Working Group established


When: Q1




How: Direct implementation and Gender leadership trainer (STTA)

When: Q3-Q4




Including:

Revision or update of RTRWK through updating SEA in Asmat

In Mappi and Bouven Digoel i) Identification of Importance Local Commodities, ii) developing a LCP based on HCV, threat modeling, land suitability, iii) new initiatives and innovative funding for PES/REDD schemes

Broader stakeholder participation in discussion themes and stakeholder understanding and awareness of LESTARI thematic issues improved

Recommendations from themes publish / presented to government

Visualization of the landscape


When: Q2


Links to SA 1 & 2: Awareness and Advocacy; Operationalizing SEA and LCP for improved environmental governance

IMPROVED FOREST MANAGEMENT THROUGH CO-MANAGEMENT (Lorentz Lowlands and Cyclops Landscapes)


Co-management agreement formalized

4.8 Help communities to develop co-management plan and agreement

For 8 villages (Keakwa, Nayaro, Ohotya, Pece, Kanmapri, Ewer, Syuru, Yepem)

Provide assistance for collaborative management

Strengthen social institutions and tribunal laws to maintain and develop resilience in managing natural resources

Hold discussion(s) to develop work plan for forest and co-management

Stakeholder analysis

Location of the co–management defined and mapped

Draft co-management agreement (Village / sub-district)

Work plan for management of land and forest


When: Q1-Q4

Where: Lorentz Lowlands [Kekwa – social forestry (HKm or HD / forest village); Nayaro – MoU with Freeport; Ohotya, Pece & Kanmapri – MoU with TNL/ LEMASKO; Syuru, Yepem – MoU with DKP or Forestry Agency]

Co-management agreement formalized

4.10 Develop RPJMDes/Regulation that incorporates environmental and

Formulating regulation on natural resources management in indigenous Adat villages in Ormu/ Nechebe

2 Adat regulation on forest management developed


When: Q2-Q4

Where: Cyclops (Nechebe, Ormu Wari


sustainable forest management vision Formulating regulations on natural

resources management in grantee villages bordering the nature reserve

Co-management and livelihood

How: Grant (PUSDAEE)

When: Q2-Q4

Where: Angkasa, Gurabesi, Waena

Community-based ecosystem restoration

1. Ecosystem restoration assessment

2. Facilitate community groups’ training for the restoration

3. Implement the community-based restoration

Assist the development of co-management agreement between people and BKSDA Papua

Ecosystem restoration assessment

Agreement between communities and BKSDA Papua

100 ha in CA area and buffer-zone restored


When:

Q1-Q4

Where: Sereh and Angkasa

4.11 Capacity building for communities for forest management and sustainable livelihood

Cyclops participatory mapping in 12 villages in DAS Moi, Sentani and Tepera with MLA

Forest stewardship training for community in addition to management action plan

Participatory mapping - input for baseline blocking CA Cyclops and Supporting Area

How: Direct Implementation with student support team / village motivators

When: Q1-Q2

Where: Cyclops

Community entitlements and responsibilities for management are secure

4.9 Implement co-management and forest management plan

Signing the co-management agreement

10 co-management agreements signed

Social Forestry (Village Forest / HKm and co-management agreements with national park or private sector) under improved management (work plan implementation) covering at least 1,599 ha

Video documenting the process of assisting the collaborative management


When: Q1-Q4

Where: Cyclops, Lorentz Lowlands

Communities have capacity to sustainably manage natural resources

4.11 Capacity building for communities on forest management and sustainable livelihood

Implement field school(s) management action plan for development existing and alternative livelihood

Field school developing livelihoods (see SA6: Green enterprises)


When: Q3-Q4

See SA6: Green Enterprises. The


activities will be held together with LEMASKO — also possibly shared funding.


4.2 Technical assistance to complete forest management/ zonation plan of FMU

Assisting KPHL VI Mimika

Improving landscape data and geospatial information

GIS training to support KPH blocking

Assisting finalization and approval of RPHJP and forest zonation plan

Providing assistance for business plan

Finished and recognized RPHJP

Developed business plan

How: Direct Implementation with expert in KPH planning and blocking (STTA)

When: Q2-Q4


Support the formation of Tahura Mangrove in Timika Regency:

Feasibility study for Tahura in the previously-decided location

Applying Tahura status to the governor

Formulate Tahura management plant

Tahura management plan in Mimika reformatted from the existing integrated mangrove action plan developed under IFACS

How: Direct Implementation with support from Tahura management plan expert (STTA)

When: Q3-Q4


4.3 Capacity and institutional building for FMUs on forest management

Need assessment to strengthen KPH’s capacity

Training to strengthen institutionalization of KPHL

Regional and provincial Forestry Agency’s commitment to strengthen the institutionalization of KPH VI

How: Direct Implementation collaboration with USFS

When: Q3-Q4


Key Stakeholders understand the benefit of co-management and commit to collaboratively manage forest

4.4 Capacity building for FMUs and PAs for inclusive approach in forest management and conservation

Collaborative KPHL management training

Basic KPHL forest management training

Learning series between staff and KPH trainers with the people by using Rapid resilience assessment – for enrichment of information about KPHL

Monitoring mangrove by involving the community and disseminating the results to MSF

Develop strategy for long-term monitoring through co-management agreements

50 KPH staff trained in natural resource management

How: Direct Implementation collaboration with USFS / UNIPA, Uni. Ottow Geisler

When: Q3-Q4

Where: Lorentz Lowlands (Mimika, BKSDA)


Communities get values from forest Communities get long term benefit from forest and are motivated to conserve

4.13 Pilot innovative financing for co-management of critical area

PES model development in Cyclops (Ormu and Nechebe) for Water regulation

(i) Hydrology assessment and water consumption pattern in all locations

(ii) Identify the potential of PES mechanism to be developed Providing assistance to develop PES model by involving PDAM and (possibly) BKSDA Papua

PES model developed How: Implementation under SA 8 Innovative financing

PROTECTED AREA MANAGEMENT (Lorentz National Park and Cyclops Nature Reserve)



(TN Lorentz)

5.7 Improve PA’s habitat and species protection through adoption and roll out of SMART patrol

Refreshment/Training for SMART patrol in TN Lorenz


25 receive trainings in TN Lorentz

Increasing the capacity of 5 data operators How: Direct implementation

When: Q2-Q4

Where: Lorentz Lowlands SMART Patrol implementation in TN

Lorentz 2 Patrol team operational in TN

Lorentz

Monthly evaluation and data management TN Lorentz maintain SMART

database


Survey on habitat, population and threats of Carettochelys insculpta, parrot, and migrant birds (for monitoring site)

Disseminating survey results to develop a strategic plan for Carretochelys insculpta in Asmat-Mimika District

Develop a strategic plan draft for Carettochelys insculpta conservation

Data on population, distributon and habitat collected for the key species

A conservation strategy developed

Updated population and habitat monitoring plan for Carettochelys insculpta

How: Direct Implementation with support from PTFI, Forestry Agency, BKSDA, TNL

When: Q1

Where: Lorentz Lowlands

5.9 Reduce wildlife trafficking

Assessment on illegal logging route and legal loopholes of Carettochelys insculpta in Lorentz Lowlands

Recommendations for action plan to combat illegal wildlife trafficking


When: Q1,Q3



Awareness raising on combating illegal wildlife trafficking

Public campaign to halt illegal trade in wildlife

Implemented through SA1: Awareness and Advocacy



Review zonation of TN Lorentz

Zonation plan document reviewed based on participatory mapping and other planning documents (SEA and LCP)


When: Q2-4


Linked to Operationalizing SEA / LCP (SA2)

CAs improve and implement key aspects of management plan

(TN Lorentz)


Community based ecotourism grand design development

Direct implementation with financial support from local government institutions and national park. Implemented under the approach described in SA8: Innovative financing

When: Q2-Q4

Where: Ohotya, TN Lorentz, DKP

Established Friends of Lorentz Foundation including founding board members, structure and administration

Friends of Lorentz established (Badan Hukum)

Programme of action for conservation and sustainable livelihoods developed

USD 250,000 leveraged for activities in Lorentz that support program of action


When: Q3-Q4


Develop an action plan to mobilize the funding

Funding sourcing to support action plan

5.11 METT Participatory Assessment

Participatory METT assessment (midterm for Lorentz)

METT score Lorentz NP


When: Q4



(CA Cyclops)


Facilitate the establishment of community patrol in Ormu, Tepera and Tepera area (to be further trained in SMART patrol)

2 MMP established

How: Direct implementation with BKSDA

When: Q3

Where: Cyclops



(CA Cyclops)


Refreshment/Training for SMART patrol Skill for field SMART techniques, in Cyclops


50 receive trainings in TN Cyclops

Increasing the capacity of 5 data operators


When: Q1-Q4

Where: Cyclops

SMART Patrol roll outs in Cyclops 5 patrol teams operationalized

Monthly evaluation and data management CA Cyclops staff maintain the

database

Joint patrol with mutli-stakeholders to monitor bufferzone

Routine (monthly) joint patrol implemented


Carry out population and distribution survey of key species (Echidna, Victoria crown pidgeon, bird of paradise, Dendrolagus inustus) using multiple methods including camera traps)

Disseminating survey result

Design a grand strategy for species conservation including future population and habitat monitoring

Data on population and distribution of key speces

Document for a grand strategy for species conservation

How: Direct implementation with support from BKSDA

When: Q3-Q4

Where: Cyclops



Finalization of blocking document draft revision

Public consultation on CA blocking draft

Support finalization and approval of the management and blocking plan

CA blocking document adopting results of participatory mapping already finalized as of Nov 2016 in Cyclops and allow for co-management in deforested areas in the future


When: Q3-Q4

Where: Cyclops

Linked to Operationalizing and advocacy (SA4) SEA / LCP (SA2)



Community based ecotourism grand design development for Cyclops

Masterplan document for the ecotourism initiative

Direct implementation. The Implementation will follow the same approach described in SA 8: Innovative financing

When: Q2-Q4

Where: Cyclops – pilot in Taplasupa for bird watching

5.11 Participatory METT Assessment (Mid-term Review)

METT assessment in Cyclops Nature reserve

METT mid term score for Cyclops

How: Direct implementation with support from BKSDA

When: Q4

Where: Cyclops

Effective Partnership Established with NGOs, Universities, and communities

(TN Lorentz)

5.5 Facilitate communities involvement in PA protection and management

Establish Adat Communities Forum to represent adat communities in Lorentz NP

Adat communities representatives represented in National Park

How: Direct implementation with TN Lorentz

When: Q3


GREEN ENTERPRISES (Lorentz, Mappi-Bouven Digoel, and Cyclops)


Develop Public Private Partnerships for Green Enterprises


6.1 Market Assessment/Value Chain analysis for potential commodities

Identification for market access for potential local commodities (sago, mangrove tea, crab)

Report on identified market access & value chain, barrier to enter, how to access the market for identified local commodities .

How: Direct implementation with Papua Commodities Development expert (STTA)

When: Q1

Where: Lorentz lowlands and Cyclops

Includes Ecotourism under SA8

6.2 Identification of potential private sectors partners for green enterprises

Identify potential PPP that can be developed in Lorentz and Cyclops

Scoping report with updated potential partners linked to local commodities/services for PPP development in Lorentz and Cyclops


When: Q1

Where: Lorentz lowlands and Cyclops




Develop common interest and TOR/drafting agreement with the potential private partner

2 PPP letters of Interest for collaboration


When: Q2

Where: Lorentz lowlands and/or Cyclops


Key stakeholder engagement (awareness and advocacy) & coordination

Advocacy material and awareness campaign implemented

Implemented through SA1:Awareness and Advocacy



Develop potential PPP schemes agreements and implementation frameworks


2 PPP (MOU) documents signed for commodities in Lorentz and/or Cyclops


When: Q4

Where: Lorentz Lowlands and/or Cyclops

6.6 Facilitation on procedure for monitoring PPP implementation


Internal system for monitoring progress established, in coordination between LESTARI and the private sector partners


When: Q4

Where: Lorentz Lowlands and/or Cyclops


Critical area & key stakeholder identified

6.12 Identification of critical areas, threats and key stakeholders

Total Economic Valuation (TEV) identification of local commodities, stakeholders, and access to market taking into account important areas, resilience assessments and SEA

List of local commodities, key stakeholders, opportunities, and market access.

Potential livelihoods identified that lie within ecological carrying capacities and environmental threshold

How: Direct implementation in coordination with Papua Commodities Development expert, Value Chain and Commodity Experts (STTA)

When: Q1

Where: Lorentz lowlands


6.13 Identification of potential livelihoods

Identification of baseline based on SDGs (Sustainable development goals) to 5 villages

Present and discuss the result of development of local commodities & investment in MSF in combination with the result of kajian kesesuaian lahan/land suitability in Bouven Digoel and Mappi

Development of business plan for potential local commodities (rubber in Mappi and rubber/gaharu in Bouven Digoel

Baseline information on environment, NRM, economy, social, key stakeholders, watershed area, investment on local village

Result of discussion and follow up planning with MSF in Bouven Digoel and Mappi

Recommendation for potential green enterprise development


When: Q1-Q2


Identification critical areas suitable for livelihoods with high market value in Cyclops

Identify villages suitable for the introduction of new alternative livelihoods

List of local commodities, key stakeholders, opportunities, and market access.

How: Direct implementation in coordination with PT. CBI

When: Q1

Where: Cyclops

This will potentially be implemented as a PPP


6.14 Market & finance analysis 6.15 Develop intervention models

Design field school for development of local livelihoods using resilience assessment village typology approach (such as sustainable crab fisheries, development of Asmat arts)

10 village sustainable / alternative livelihoods models designed based on village typology


When: Q2-4


Linked to, informed by and supporting co-management SA4

Develop market access & explore potential for vanilla project

Access to market developed and potential for PPP identified (if available)

How: Direct implementation in coordination with PT. CBI

When: Q2

Where: Cyclops

This will potentially be implemented as a PPP

Develop market access & explore potential for PPP, if applicable

Marketing strategy development on potential commodity

Access to market developed

Support from the government in supporting sustainable livelihoods in Mappi and Bouven Digoel


When: Q3-4


Linked to, informed by and supporting co-management SA4


Key stakeholders agree to engage program


6.17 Village development planning (integrate LESTARI vision and mission with RPJMKam)

Engage key stakeholders on the program (socialization)

Integrate & synergize the livelihood intervention during Musrenbangdes / RPJMKam

Synergize the progress with grant mechanism (Cyclops and Lorentz)

Progress report/monitoring report from grant implementation and additional intervention programs

Integrated RKPDes & APBDes with community agreement and inputs for livelihood development


When: Q2-Q4

Where: Lorentz Lowlands and Cyclops

Integrate the livelihood plan with the work under MSF

Engage MoU with government for implementation of integrated livelihood program

Integrate the livelihood program with rationalization plan (spatial planning activity-see below box)

Integrated livelihood program in Bouven Digoel and Mappi

MoU available

RPJMKam in priority villages in Bouven Digoel and Mappi


When: Q2-Q4

Where: Mappi- Bouven Digul

Key stakeholder trial new techniques

6.18 Targeted technical Assistance

Providing technical assistance (training, field school, etc.) described in livelihoods design

500 local villagers with improved skills in Lorentz Lowlands

8 livelihoods groups established and strengthened with work plan

USD 25,000 investment leveraged from the village funds for livelihoods development


When: Q2-Q4


Selection of rubber and gaharu groups Rubber farmer groups that receive

training/capacity building in Mappi How: Direct implementation and potential future grantee assistance

When: Q2-Q4

Where: Mappi- Bouven Digul

Develop BMP plan for rubber and gaharu BMP plan for rubber and gaharu

Capacity building for the rubber farmer group through demo-plots development demonstrating sustainable agriculture practice

Rubber farmer groups that receive training/capacity building in Bouven Digoel


Providing training for on and off farm (coordinating with MSF & RPJMDes) for capacity building for the farmers, possibility for institutional and management training as well

Identification of potential champion for the vanilla project

100 Farmers trained

10 Champions identified

How: Direct implementation and potential future grantee assistance

When: Q3-Q4

Where: Cyclops


Develop internal monitoring system

Monitoring mechanism developed to measure the impact of livelihoods on reduced deforestation and biodiversity conservation

25,000 ha area with improved management (TBD)

1,000 people benefiting from livelihoods


When: Q2-Q4

Where: All impacted villages in Papua landscapes

PRIVATE SECTOR BMPs (Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi)


Key Private Sector Partner assessed

7.1 Assessment for potential BMP & CMMP collaboration

7.2 Potential private sector partner identification

Explore previous work under IFACs (CMMP/HCV HCS) to be further developed or revised or operationalized.

Introduction of potential BMP options, e.g., RIL, HCV, FSC, HCS and develop common interest for potential BMPs with new potential private sectors

List of potential program continuation under IFACS (CMMP/HCV-HCS) with detail agreement with engaged private sector (Freeport).

List of engaged private sector, potentially from oil palm sector or mining sector (including potentials PT PAL & Dyandiani Timber)


When: Q1

Where: Lorentz, Sarmi

Key Private Sector Partners understanding of BMPs and CMMPs

7.2 Identification the appropriate BMPs collaboration with the private sector partners

Finalization of the assessment of land suitability and HCV by GIS team as basis for rationalization planning (linked to zonation under SA 2)

In coordination with MSF, present the results and discuss the possible follow up on the rationalization plan

Develop common interest with private sector for the rationalization plan

Result of discussion with MSF on the rationalization planning and the follow up activities

List of potential private sector that has common interest for rationalization planning


When: Q1

Where: Mappi-Bouven Digul

Implemented under SA 2 & 3. Spatial and Development Planning Zonation


7.3 Private sector consultation & discussion on BMP and certification

Socialization on BMP practice & related policy on district/provincial or national level

Advocacy efforts for scaling up BMPs through video campaigns, policy briefs, and socialization and dissemination of training results

Understanding and commitment from private sector on BMP implementation (including certification)

Videos, policy briefs, and information on results from BMP training


When: Q1


Connected to SA 1: Awareness and Advocacy

7.4 Develop the plan with private sector partners to implement the CMMP/HCV-HCS

Follow up communication and coordination with engaged private sectors to start detailing the plan for CMMP/HCV-HCS collaboration

Draft agreements from engaged private sectors on the CMMP/HCV-HCS operationalization plan with 2 HPH concessions and potentially with 1 Oil Palm


When: Q1 (and additional private sector in Q4)

Where: Sarmi, Mappi-Bouven Digoel

Appropriate BMPs put into Collaboration Contract / commitment

7.5 Develop common interest to be included in the BMP MOU


Signing MOU with the new committed private sectors




When: Q1 (and additional private sector in Q4)

Where: Sarmi





Result on GAP-baseline analysis on the potential BMP collaboration


When: Q1-Q4

Where: Lorentz, Sarmi

Key Private Sector Partners employ BMPs

7.9 BMPs implementation

Providing technical assistance for training RIL-C for Wapoga and Salaki

Continued technical assistance and management advisory for BMP especially for development and implementation of appropriate SOPs, budget and working plans (for engaged private sector partners and new potential ones)


50 people training in BMPs

BMPs implemented

SOP which adopt BMPs

Budget which adopted cost of new BMPs


How: Direct implementation for agreements and through subcontract for delivery of required capacity (RIL-C trainings)

When: Q1-Q4

Where: Sarmi, Lorentz




Signing MOU with the committed private sectors

Development of detail operationalization CMMP plan



How: Direct implementation for agreements and through subcontract for delivery of required capacity building/training

When: Q1-Q4


Key private sector partners operationalize CMMPs

7.10 CMMPs implementation

Providing technical assistance for CMMP monitoring for Salaki


CMMP operationalized

SOP which adopt CMMPs

Budget which adopted cost of new CMMPs


How: Direct implementation for agreements and through subcontract for delivery of required capacity (CMMP monitoring for PT Salaki)

When: Q1-Q4


INNOVATIVE FINANCING FOR SUSTAINABLE LAND USE AND FOREST MANAGEMENT



Potential payment for environmental services (PES) identified (excluding ecotourism)


Piloting the PES toolkit in 2 target areas (Cyclops Nature Reserve and bufferzone)

Develop necessary advocacy and awareness for PES implementation at the provincial level

Feasibility study for PES scheme in villages around Cyclops Nature reserve


When: Q1

Where: Cyclops

Stakeholders (including local government) agrees to engage in PES programs

Awareness raising and advocacy (if positive potential for PES)

Introduce the result of PES feasibility study to the stakeholders (including local government)

Development of advocacy and awareness-linked to PES for provincial, district and local authorities

Endorsement of the proposed PES project from the local government

Agreement from stakeholders to move forward with the PES scheme


When: Q2

Where: Cyclops

Implemented as a part of SA1: Awareness and Advocacy



Private sector (and local governments, private sector partners and other key stakeholders) engagement workshops

Prepare engagement plan/scopes of work with the private sector

Design and setting up of the working groups

Letter of commitment by stakeholders on PES development and project working group agreed

Stakeholders (including local government) endorse identified PES programs


When: Q3

Where: Cyclops

Awareness raising and advocacy to government and


other key stakeholders services provided under SA1: Awareness and Advocacy

PES PCNs and safeguard developed

8.8 Technical assistance to the working group

Capacity building (training and site visits / study tours) for PES development


PES scheme development in targeted areas

Training reports




When: Q3-Q4

Where: Cyclops

LESTARI program related to PES is synergized with Local Government Plan (SEA, LCP, Renstra)

Environmental services related regulations formulated or improved


Review of SEA, LCP using PCN and PES feasibility study (supplementary study)

Coordination with Village Development Plans (RPJMDs)

Updated recommendations through RPJMD related to PES initiative

PES integrated village plans


When: Q2-Q3

Where: Cyclops

Regulatory requirements provided under SA 2 and 3



Advocacy and awareness linked to PES at provincial, district levels

Proportion (%) of village fund allocated for environmental sector


When: Q4

Where: Cyclops

Awareness raising and advocacy to government and other key stakeholders services provided under SA1: Awareness and Advocacy



8.1 Initial Ecotourism Assessment

Shortlist of opportunities and clusters identifying key shortfalls, PPP opportunities, interventions required and investment risks

Development of a draft ecotourism impact monitoring framework to inform progress on key results and ecotourism performance

Map of existing and potential ecotourism product locations and tourism routes and project synergies in Cyclops

Draft impact monitoring framework


When: Q3-Q4

Where: Cyclops; Yapero (Ohotya)


Integrated business models for ecotourism developed

8.2 Develop Integrated business model

8.3 Market Linkage development (if viable)

Conduct a viability, environmental, and community impact/benefit assessment

Identification of required interventions to actualize ecotourism development (including PPPs, training, capacity building, MSF dialogues, attraction cluster, advocacy and awareness raising)

Develop the draft integrated business model/ecotourism masterplan for the highest impact project/s in Cyclops

Viability and impact assessments for shortlisted opportunities

Outline of required interventions for the project

Coordination plan with landscape teams

Draft integrated ecotourism business model/ecotourism masterplans


When: Q4

Where: Cyclops, Yapero (Ohotya)


APPENDIX 1: PERFORMANCE INDICATORS

INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

1. Percentage reduction in

GHG emissions as a result of

USG assistance measured

using actual emissions

compared to REL

(OUTCOME/IMPACT)

Note: for the purpose of

FACTS reporting, quantity of

GHG emissions will be

reported in metric tons of

CO2equivalent

41% reduction

Not measured

Leuser 0%

Not measured

30% 40% 41% 41%

Not measured

5,839,579 7,786,105 7,980,758 7,980,758 M tCO2-

eq

Katingan-Kahayan

0%

Not measured

30% 40% 41% 41%

Not measured

40,715,537 54,287,382 55,644,567 55,644,567 M

tCO2-eq

Lorentz Lowlands

0%

Not measured

30% 40% 41% 41%

Not measured

12,231,438 16,308,584 16,716,299 16,716,299M

tCO2-eq

Mappi-Bouven Digoel

0%

Not measured

30% 40% 41% 41%

Not measured

10,132,229 13,509,638 13,847,379 13,847,379 M

tCO2-eq

Sarmi 0%

Not measured

30% 40% 41% 41%

Not measured

1,001,325 1,335,100 1,368,478 1,368,478 M tCO2-

eq

Cyclops 0%

Not measured

30% 40% 41% 41%

Not measured

81,488 108,651 111,367 111,367 M tCO2-

eq

2. Number of hectares of

biological significance and/or

natural resources under

improved natural resource

management as a result of

USG assistance (FACTS

4.8.1-26)

(OUTCOME/IMPACT)

8.7 Million 0

Leuser 0 665,064 262,163 314,596 157,298 1,399,121

Katingan-Kahayan

0 863,084 612,604 735,125 367,563 2,578,376

Lorentz Lowlands 0 8,282 944,988 1,133,986 566,993 2,654,249


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

Mappi-Bouven Digoel

0 0 467,123 560,547 280,274 1,307,944

Sarmi 0 130,755 205,605 246,726 123,363 706,449

Cyclops 0 32,680 7,517 9,020 4,509 53,726

3. Percentage reduction in

poaching in focus area

(OUTCOME)

40% reduction

0

Leuser TBD 10% 20% 30% 40% 40%

Katingan-Kahayan

TBD 10% 20% 30% 40% 40%

Lorentz Lowlands

TBD 10% 20% 30% 40% 40%

Mappi-Bouven Digoel

n/a n/a n/a n/a n/a n/a

Sarmi n/a n/a n/a n/a n/a n/a

Cyclops TBD 10% 20% 30% 40% 40%

4. Number of public policies

addressing climate change

and/or biodiversity

conservation introduced,

changed or adopted

consistent with citizen input

(OUTCOME)

28 policies 3 policies

Leuser 0 2 3 2 1 8

Katingan-Kahayan

0 2 2 1 1 6

Lorentz Lowlands 0 2 1 1 1 5


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

Mappi-Bouven Digoel

0 1 1 1 1 4

Sarmi 0 0 0 0 0 0

Cyclops 0 2 0 0 0 2

5. Number of sub-national

government with improved

licensing and permitting

mechanism (OUTCOME)

14 sub-national

governments

0

Leuser 0 0 1 2 1 4

Katingan-Kahayan

0 1 1 1 1 4

Lorentz Lowlands

0 0 1 1 0 2

Mappi-Bouven Digoel

0 0 0 1 0 1

Sarmi 0 0 1 0 0 1

Cyclops 0 1 0 1 0 2

6. Number of sub-national

government incorporating high

quality SEA-LEDS & LCPs

into draft spatial plans,

zonation regulation or draft

mid-term development plan

(OUTCOME)

14 sub-national

governments

0

Leuser 0 3 1 0 0 4

Katingan-Kahayan

0 2 1 1 0 4

Lorentz Lowlands

0 1 1 0 0 2

Mappi-Bouven Digoel

0 0 1 0 1 2


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

Sarmi 0 0 0 0 0 0

Cyclops 0 0 1 1 0 2

7. Number of Multi Stakeholder

Forum (MSF) operational as

citizen based mechanisms for

public input on land use

(OUTCOME)

14 MSFs 0

Leuser 0 2 1 1 0 4

Katingan-Kahayan

0 2 1 1 0 4

Lorentz Lowlands

0 1 1 0 0 2

Mappi-Bouven Digoel

0 2 0 0 0 2

Sarmi 0 0 0 0 0 0

Cyclops 0 0 1 1 0 2

8. Number of community

champions engaged in

advocacy interventions

(OUTPUT)

500 community champions

25 community champions

Leuser 0 50 50 50 0 150

Katingan-Kahayan

0 50 40 40 0 130

Lorentz Lowlands

0 25 20 20 0 65

Mappi-Bouven Digoel

0 25 20 20 0 65

Sarmi 0 0 0 0 0 0

Cyclops 0 25 20 20 0 65


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

9. Number of people reached by

LESTARI communication

programs to improve

awareness and understanding

of LEDS and biodiversity

conservation (OUTPUT)

15,000 people

120,551

Leuser 0 1,200 1,000 500 250 2,950

Katingan-Kahayan

0 1,000 1,000 700 300 3,000

Lorentz Lowlands

0 550 200 100 100 950

Mappi-Bouven Digoel

0 400 300 150 100 950

Sarmi 0 0 0 0 0 0

Cyclops 0 400 150 50 50 650

10. Number of Conservation

Areas (CAs) with at least 70

point in METT scores across

LESTARI landscapes

(OUTCOME)

6 CAs 0

Leuser See

PIRS 0 0 1 1 2

Katingan-Kahayan

See PIRS

0 0 2 0 2

Lorentz Lowlands

See PIRS

0 0 1 0 1

Mappi-Bouven Digoel

n/a n/a n/a n/a n/a n/a

Sarmi n/a n/a n/a n/a n/a n/a

Cyclops See

PIRS 0 0 1 0 1


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

11. Number of co-management

agreements signed that

secure community rights and

benefits (OUTPUT)

40 agreements

1 agreement

Leuser 0 4 6 4 2 16

Katingan-Kahayan

0 3 4 4 1 12

Lorentz Lowlands

0 2 2 2 1 7

Mappi-Bouven Digoel

0 0 0 0 0 0

Sarmi 0 0 0 0 0 0

Cyclops 0 1 1 1 1 4

12. Number of people receiving

USG supported training in

natural resources

management and/or

biodiversity conservation

(FACTS 4.8.1-27/OUTPUT)

10,000 people

971 people

Leuser 0 1500 1,100 600 250 3,450

Katingan-Kahayan

0 1500 1,000 700 200 3,400

Lorentz Lowlands 0 600 550 360 50 1,560

Mappi-Bouven Digoel

0 170 100 50 0 320

Sarmi 0 0 0 0 0 0

Cyclops 0 150 100 50 0 300


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

13. Amount of investment

mobilized (in USD) for climate

change as supported by USG

assistance (FACTS 4.8.2-

10/OUTPUT)

USD 20 Million

USD 3.4 Million

Leuser 0 1,700,000 1,500,000 1,500,000 1,000,000 5,700,000

Katingan-Kahayan

0 1,300,000 1,100,000 1,000,000 1,000,000 4,400,000

Lorentz Lowlands

0 1,000,000 1,500,000 1,200,000 1,000,000 4,700,000

Mappi-Bouven Digoel

0 500,000 450,000 300,000 200,000 1,450,000

Sarmi 0 0 0 0 0 0

Cyclops 0 250,000 100,000 0 0 350,000

14. Number of people receiving

livelihood co-benefits

(monetary or non monetary)

(OUTCOME)

30,000 people

0

Leuser 0 2,800 2,650 3,000 3,000 11,450

Katingan-Kahayan

0 2,500 2,650 3,000 3,000 11,150

Lorentz Lowlands

0 1,000 1,000 700 700 3,400

Mappi-Bouven Digoel

0 200 200 300 300 1,000

Sarmi 0 0 0 0 0 0

Cyclops

0 1,000 1,000 500 500 3,000


INDICATOR

TARGET OVER THE

LIFE OF PROJECT

ACHIEVEMENT Y1

LANDSCAPE

ANNUAL TARGETS

B Y2 Y3 Y4 Y5 TOTAL

15. Number of private sector firms

that have improved

management practices as a

result of USG assistance

(FACTS 4.6.2-9/OUTCOME)

10 private sector firms

0

Leuser 0 0 0 0 0 0

Katingan-Kahayan

0 2 3 3 0 8

Lorentz Lowlands

0 0 0 1 0 1

Mappi-Bouven Digoel

0 0 0 0 0 0

Sarmi 0 0 1 0 0 1

Cyclops n/a n/a n/a n/a n/a n/a

16. Number of new USG-

supported public-private

partnerships (PPPs) formed

(FACTS PPP 5) (OUTPUT)

20 PPPs 3 PPPs

Leuser 0 3 3 2 1 9

Katingan-Kahayan

0 2 1 1 1 5

Lorentz Lowlands

0 1 1 1 0 3

Mappi-Bouven Digoel

0 0 0 1 0 1

Sarmi 0 0 0 0 0 0

Cyclops 0 0 0 0 0 0


APPENDIX 2: RESULTS FRAMEWORK


APPENDIX 3: 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) Technical Component


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

1, 4

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

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

Operationalize SEAs/LCPs to Improve Land Use Governance

C1.2. Operationalizing Strategic Environmental Assessments (SEAs) and Landscape Conservation Plans (LCPs) developed by USAID IFACS within land use plans

1,4

Sustainable Landscape Governance

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

1,4 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


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 multi-stakeholder forums under Component 4.

Improved Forest Management Through 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.

2

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".

Protected Area Management

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

2


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

Green Enterprises

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 environment-friendly 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 co-investment 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

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

Innovative Financing for Sustainable Land and Forest

Management

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


APPENDIX 4: STAFFING PLAN









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]