USAID LESTARI · USAID LESTARI THIRD ANNUAL WORK PLAN October 1, 2017 to September 30, 2018 This publication was produced for review by the United States Agency for International

USAID LESTARI THIRD ANNUAL WORK PLAN October 1, 2017 to September 30, 2018

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech ARD.

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | ii

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: Leuser forest; SMART Patrol in Lorentz Lowlands; Participatory mapping with traditional communities and MSF in Mappi-Bouven Digoel Landscape; and FPIC process in Buntoi Village, Katingan-Kahayan Landscape.

mailto:[email protected]

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | iii

USAID LESTARI

THIRD ANNUAL WORK PLAN

October 1, 2017 to September 30, 2018 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.

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | iv

TABLE OF CONTENTS

Executive Summary ....................................................................................................................... 1

Ringkasan Eksekutif ...................................................................................................................... 2

Introduction .................................................................................................................................... 4

LESTARI Technical Themes ....................................................................................................... 13

Technical Theme 1: Forest & Land Use Governance & Advocacy ................................................ 13 LESTARI 1 – Awareness and Advocacy ........................................................................................... 14 LESTARI 2 & 3 – Sustainable Forest and Land Use Governance ................................................... 15

Technical Theme 2: Improved Conservation & Forest management ............................................ 16 LESTARI 4 – Improved Forest Management Through Co-Management and FMU Strengthening .. 17 LESTARI 5 – Protected Area Management and Key Species Conservation ................................... 17

Technical Theme 3: Private Sector Engagement ............................................................................. 21 LESTARI 6 – Green Enterprises ....................................................................................................... 21 LESTARI 7 – Private Sector Best Management Practices (BMPs) .................................................. 22 LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management ........................ 22

Landscape Initiatives ................................................................................................................... 24

Leuser Landscape ............................................................................................................................... 24 Landscape Profile ............................................................................................................................. 24 Landscape Initiatives ......................................................................................................................... 24

Katingan-Kahayan Landscape ........................................................................................................... 35 Landscape Profile ............................................................................................................................. 35 Landscape Initiatives ......................................................................................................................... 35

Papua Landscapes .............................................................................................................................. 50 Papua Provincial Initiatives ............................................................................................................... 50 Lorentz Lowlands Landscape ........................................................................................................... 52 Mappi-Bouven Digoel Landscape ..................................................................................................... 58 Sarmi Landscape .............................................................................................................................. 62 Cyclops Landscape ........................................................................................................................... 65

Amplification of LESTARI Models .............................................................................................. 69

Project Managment, Coordination, and Communications ...................................................... 70

Grants Fund .................................................................................................................................. 76

Gender integration ....................................................................................................................... 78

Appendix 1: Performance Indicators ......................................................................................... 79

Appendix 2: Results Framework ................................................................................................ 83

Appendix 3: Theory of Change ................................................................................................... 84

Appendix 4: Landscape SItuation Models ................................................................................ 92

Appendix 5: Map of Technical Components and Tasks to Strategic Approaches ............... 98

Appendix 6: LESTARI Team...................................................................................................... 101

Appendix 7: Staffing plan .......................................................................................................... 102

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | v

FIGURES

Figure 1. LESTARI Landscapes Map .................................................................................... 3 Figure 2. Current and projected yearly progress towards key target #2 (cumulative) ............ 7 Figure 3. Leuser Operational Landscape ............................................................................ 27 Figure 4. Katingan-Kahayan Operational Landscape .......................................................... 39 Figure 5. Lorentz Lowlands Operational Landscape ........................................................... 53 Figure 6. Mappi-Bouven Digoel Operational Landscape ..................................................... 59 Figure 7. Sarmi Operational Landscape .............................................................................. 64 Figure 8. Cyclops Operational Landscape ........................................................................... 68

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | vi

ACRONYMS AND ABBREVIATIONS

AMEP Activity Monitoring and Evaluation Plan ATR Ministry of Agrarian Affairs and Spatial Planning BAPPENAS Ministry of National Development Planning BIG Geospatial Information Agency BKPRD Regional Spatial Planning Coordination Agency BKSDA Nature Conservation Agency BMP Best Management Practice BRG National Peatland Restoration Agency CA Conservation Area CLA Collaborating, Learning, and Adapting CMMP Conservation Management and Monitoring Plan DAK Special Budget Allocation Fund DAU Regular Budget Allocation Fund DED Detailed Engineering Design DPMPTSP One-Stop-Shop / Dinas Penanaman Modal Dan Pelayanan Terpadu

Satu Pintu FMU / KPH Forest Management Unit FPIC Free, Prior, and Informed Consent GHG Greenhouse Gas GOI Government of Indonesia HCS High Carbon Stock HCV High Conservation Value KLHK Ministry of Environment and Forestry LCP Landscape Conservation Plan LEDS Low Emission Development Strategy LMS Learning Management System LOP Life of Project LPHD Village Forest Management Institution / Lembaga Pengelola Hutan

Desa

LTTA Long-Term Technical Assistance M&E Monitoring and Evaluation METT Management Effectiveness Tracking Tool MIS Management Information System MOU Memorandum of Understanding MSF Multi-Stakeholder Forum MSU Michigan State University NP National Park PA Protected Area PES Payment for Environmental Services PHKA Directorate General of Forest and Nature PPP Public-Private Partnership RDTR Detailed Spatial Plan / Rencana Detail Tata Ruang RIL Reduced Impact Logging RIPDAL Master Plan for Forest and Land Fire Control / Rencana Induk Pengedalian Kebakaran Hutan dan Lahan RKT Provincial Development Plan RPJM District Development Plan RPJMD Regional Development Plan RPJMDes Village-level Development Plan RTRWK / RTRWP District / Provincial Spatial Plan SDI / IDS Spatial Data Infrastructure (Infrastruktur Data Spasial) SEA / KLHS Strategic Environmental Assessment

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | vii

SIMTARU Management Information System for Spatial Planning SKPD Regional Working Unit / Satuan Kerja Perangkat Daerah SMART Spatial Monitoring and Reporting Tool STTA Short-Term Technical Assistance UNPAR University of Palangkaraya USAID United States Agency for International Development USDOI United States Department of the Interior USFS United States Forest Service USG United States Government WCS Wildlife Conservation Society WWF World Wildlife Fund

USAID LESTARI Year 3 Annual Work Plan: October 2017 – September 2018 P a g e | 1

EXECUTIVE SUMMARY

USAID LESTARI is a development partnership project between the Government of Indonesia and the United States Agency for International Development that aims to reduce greenhouse gas emissions and conserve biodiversity in carbon rich and biologically significant forest and mangrove ecosystems. LESTARI activities are targeted in six strategic landscapes in the provinces of Aceh, Central Kalimantan, and Papua. LESTARI runs from August 2015 through July 2020. This Year 3 Work Plan summarizes the strategy, planned activities, and intended outcomes of the USAID LESTARI project for the October 2017 – September 2018 fiscal year. Its purpose is to support both USAID and LESTARI to clearly program activities for the upcoming year and monitor their implementation. The results from these activities will be regularly monitored through the LESTARI Activity Monitoring and Evaluation Plan and reported through quarterly and annual reports to USAID. This work plan was developed by the LESTARI Team and partners in close consultation with USAID through a series of meetings and workshops in Jakarta, Central Kalimantan, Aceh, and Papua. Throughout August 2017, workshops were held in Palangkaraya for the Katingan-Kahayan Landscape, Banda Aceh for the Leuser Landscape, and Jayapura for Papua Landscapes. Each workshop involved a review of progress to date and Year 3 targets, as well as the development of detailed landscape activities designed to meet these targets. Notably, Year 3 focuses on a fewer number of total activities, while sharpening and continuing with those that have proven to be efficient and effective. These activities are organized into a small number of cross-cutting priority initiatives per landscape. This intends to encourage better integration across technical components and achieve impact at sufficient scale. The LESTARI Team plans broad partners consultation of the work plan at the national, provincial, and landscape levels once it has been approved by USAID. The work plan first presents the project overview and key Year 3 targets within the introduction section. Next, the technical themes and supporting strategic approaches explain the strategies and tools the project applies to its activities, each supported by a Theory of Change. 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 per initiative. Finally, there are sections on project management, communication, and coordination, including gender integration and grants. The appendices include matrices for the Year 3 Performance Indicators, the overall project Results Framework, and the Theory of Change and Landscape Situation Model diagrams.


RINGKASAN EKSEKUTIF

USAID LESTARI adalah sebuah proyek kerjasama antara Pemerintah RI dan Badan Pembangunan Internasional AS (USAID) yang bertujuan untuk mengurangi emisi GRK dan melestarikan keanekaragaman hayati di berbagai ekosistem hutan dan mangrove yang kaya karbon dan signifikan secara biologis. LESTARI beroperasi di enam lanskap strategis yang tersebar di Aceh, Kalimantan Tengah, dan Papua. LESTARI dimulai pada Agustus, 2015, hingga Juli, 2020. Rencana Kerja Tahun Ketiga ini merangkum berbagai strategi, kegiatan, dan capaian yang telah direncanakan bagi Proyek USAID LESTARI periode Oktober 2017 – September 2018. Tujuan dari dokumen ini adalah memandu USAID dan LESTARI untuk mengimplementasikan dan memantau program-programnya yang akan datang. Capaian berbagai program tersebut akan dipantau sebagaimana tertera di Activity Monitoring and Evaluation Plan dan dilaporkan secara rutin kepada USAID lewat laporan triwulan dan tahunan. Rencana kerja ini merupakan hasil serangkai pertemuan dan lokakarya antara Tim LESTARI dan mitra-mitranya di Jakarta, Kalimantan Tengah, Aceh, dan Papua. Selama Agustus 2017, berbagai lokakarya diadakan di lanskap-lanskap LESTARI: Lokakarya lanskap Katingan-Kahayan di Palangkaraya, lokakarya Lanskap Leuser di Banda Aceh, dan lokakarya lanskap-lanskap Papua di Jayapura. Lokakarya tersebut mencakup kajian kemajuan yang telah dicapai dan perumusan target-target Tahun Ketiga beserta perincian berbagai kegiatan di lanskap untuk mencapainya. Secara umum, meskipun Tahun Ketiga memiliki jumlah kegiatan yang lebih sedikit dibandingkan dengan tahun-tahun sebelumnya, berbagai kegiatan yang telah terbukti efisien dan efektif akan terus dilanjutkan. Kegiatan-kegiatan tersebut diorganisasi menjadi sejumlah kecil inisiatif prioritas yang saling beririsan per lanskap. Hal ini dilakukan untuk mendorong integrasi yang lebih baik antarkomponen teknis sehingga proyek bisa memberikan dampak yang cukup besar. Tim LESTARI akan mengadakan konsultasi besar dengan berbagai mitra saat Rencana Kerjanya telah disetujui oleh USAID. Di bagian pengantar, akan dijelaskan gambaran umum proyek dan berbagai target kunci di Tahun Ketiga. Di bagian selanjutnya, akan dirinci berbagai strategi dan alat yang akan digunakan di dalam proyek beserta relevansinya dengan Teori Perubahan. Rencana kerja tiap-tiap lanskap akan menjabarkan intervensi, tanggung jawab, dan alokasi sumber daya di masing-masing lanskap. Ada bagian khusus bagi Lanskap Aceh, Kalimantan Tengah, dan Papua yang akan sekaligus memaparkan matriks kegiatan per inisiatif. Terakhir, akan ada beberapa bab terkait manajemen proyek, komunikasi, dan koordinasi, termasuk integrasi gender dan dana hibah. Bagian apendiks akan menunjukkan matriks Indikator Kinerja Tahun Ketiga, Kerangka Hasil, peta komponen teknis dan pendekatan strategis, Tim LESTARI, dan susunan kepegawaian proyek.


Figure 1. LESTARI Landscapes Map


INTRODUCTION

OVERVIEW 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 the USAID 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 works in close collaboration with the Indonesian Ministry of National Development Planning (BAPPENAS) as well as the Directorate General of Natural Resources and Ecosystem Conservation (KSDAE) of the Ministry of Environment and Forestry. The project 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 South Pole Indonesia, Michigan State University, and the FIELD Foundation. LESTARI runs from August 2015 through July 2020. In the first two years of LESTARI, the core of the strategy was to lay a foundation for sustainable impact by operationalizing various tools and approaches and developing landscape level models and networks that foster broadscale buy-in for the project. Towards the end of Year 2, an internal mid-term assessment was conducted that included the development of Landscape Situation Models and a Political Economy Analysis to better understand the unique threats and opportunities facing each landscape. The mid-term assessment also examined risks and assumptions within each approach in order to determine how to achieve sufficient scale and impact through project interventions moving forward. Based on these findings, LESTARI will implement its Year 3 approach through a number of tightly focused and integrated landscape initiatives. These initiatives have been sharpened to become more strategically aligned with entry points and opportunities, integrated among technical approaches, and oriented towards achieving results at scale. Beginning in Year 3, there will also be a greater focus on ensuring the sustainability of project interventions through improved aligning and leveraging of budgets and resources from national and local governments. Given that Law 23/2014 places greater authority on forest management at the provincial level, LESTARI will pivot towards greater program alignment and policy advocacy at the provincial level in order to codify the work accomplished at the landscape level. In line with LESTARI’s adaptive management approach, activities that have not proven efficient at producing measurable results will be discarded or deemphasized. Major, high-level priorities will include:

Implement key policy initiatives per landscape. One key initiative will involve program alignment and leveraging linked to the GOI annual budget calendar.

Establish focused advocacy agendas in each landscape based on the findings of the Political Economy Analysis conducted during the Mid-term Assessment in Year 2. This will be an important integrated approach that supports work across technical themes. It has been lacking thus far.

Engage more consistently with local political leaders, especially at the provincial level, with a focus on aligning LESTARI and local government priorities to leverage funds and resources.


Strengthen FMU policy and management support in close partnership with USFS and BIJAK as a key entry point for improved forest and land management.

Evolve community-level engagement into a palette approach that can draw on the various tools, such as RPJMDes, sustainable livelihoods, FPIC, and zonation as appropriate. Building buy-in from staff and partners will be crucial to reduce silos.

Leverage village, district, and provincial government support for LESTARI’s community-level engagement tools in order to foster amplification and sustainability of impact.

Support the establishment of clear and actionable land use licensing and enforcement mechanisms, leveraging the progress made with SIMTARU and SST.

Ensure cost efficiency of LESTARI budget and labor investments by closer analysis of cost effectiveness of all programming and especially community engagement initiatives. Key parameters include attribution to contract results and deliverables, and leverage potential for amplification and sustainability within and beyond LESTARI landscapes.

PROGRESS TO DATE Within the first two years of the project (August 2015 – September 2017), LESTARI, in collaboration with our partners, has achieved the following high-level outcomes across key indicators:

Indicator #2: 2.42 million hectares of biological significance and/or natural resources under improved management

o Significant Increase in METT score (Leuser National Park – 627,000 hectares; Singkil Wildlife Reserve – 81,000 hectares; Sebangau National Park – 596,000 hectares; Lorentz National Park – 1,019,000 hectares; Cyclops Nature Reserve – 31,480 hectares)

o Land under improved management through Co-management Agreements (Katingan-Kahayan Landscape – 4 village forests 2,016 hectares)

o Adaptive management demonstrated (in Orangutan habitat in Manggamat Protected Forests – 61,000 hectares)

Indicator #4: 10 sub-national public policies introduced addressing climate change and/or biodiversity conservation (Leuser, Katingan-Kahayan, and Cyclops)

Indicator #5: 1 provincial government with improved licensing and permitting mechanisms (SST adopted by the Papuan Provincial government)

Indicator #6: 1 provincial government assisted to incorporate SEA-LEDS plans into the spatial or development plans (Central Kalimantan Province KLHS for RTRWP)

Indicator #7: 3 MSFs operationalized and 7 MSFs have Bupati Decree for institutionalization

Indicator #8: 120 Community Champions engaged


Indicator #9: 339,925 people reached to improve awareness of LEDS

Indicator #10: 2 Conservation Areas (CAs) with at least 70 points in METT scores

Indicator #11: 5 co-management agreements signed that secure community rights and benefits (Cyclops NR Declaration for Co-Management and 4 Hutan Desa in Pulang Pisau)

Indicator #12: 3,927 people received trained in natural resource management

Indicator #13: 3.72 million USD in investment mobilized for forest and biodiversity conservation and climate change

Indicator #14: 579 people receive livelihood co-benefits (Leuser and Katingan-Kahayan)

Indicator #15: 11 MoUs between LESTARI and concessionaries signed and followed by RIL-C training to improve management practices private sector firms that have improved management practices (RIL and CMMP implementation in Katingan-Kahayan and Sarmi Landscapes)

Indicator #16: 9 new PPPs formed in support for LEDS

ACHIEVING RESULTS TO SCALE: YEAR 3 TOOLS AND APPROACHES

Roadmap to Hectares In Year 3, LESTARI will continue to build upon results from Years 1 and 2 to impact broader areas within the landscapes. The key Year 3 target is to increase the area of biological significance and/or natural resources under improved the management by an additional 1.65 million hectares to bring the total to 4.1 million hectares aggregated across landscapes (indicator #2). The project remains on track to meet its key LOP target of 8.7 million hectares under improved management. Moreover, this outcome in improving forest and land management will directly contribute to LESTARI’s overarching goal of reduced land-based GHG emissions. This key Year 3 target is a 45 million tCO2-eq reduction from the baseline level, aggregated across landscapes (indicator #1). Details of the methodology and targets per landscape are available in the updated Landscape Baseline Analysis Plan currently under review by USAID.


Figure 2. Current and projected yearly progress towards key target #2 (cumulative)

The Year 3 improved hectares target per landscape is shown in the table below and further detailed within the activity matrices in the landscapes section of this document.

AREAS UNDER IMPROVED MANAGEMENT – YEAR 3 TARGETS

Landscape Approach

Area (ha) Provincial FMU / site level

Leuser

Improved RENSTRA Dinas Kehutanan

Improved Management in FMU III 108,279

FMU workforce policy Co-Management Agreements with communities and FMU V and VI

35,000

Katingan-Kahayan

Program and budgeting pilot

Improved Management in Block C through facilitating effective canal

blocking 105,000

Toolkits development Co-Management Agreements with

communities through social forestry

20,000

Bukit Baka Bukit Raya National

Park 128,858

RIL-C and Conservation

Management and Monitoring in Timber Concessions

165,750

Lorentz Lowlands

Toolkits development Improved Spatial Planning 35,000

Co-Management Agreements between communities and the private sector, FMUs, or local

government

250,000

Mappi Bouven-Digoel

Spatial Planning revision to protect areas of HCV

497,000

Rationalization of land use in the private sector

6,000

Sarmi BMPs in Timber Concessions 298,710

TOTAL

1,649,597

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3000000

4000000

5000000

6000000

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8000000

9000000

10000000

End of Y2 Projected End ofY3

Projected End ofY4

Projected End ofY5

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Y5 Contribution

Y4 Contribution

Y3 Contribution

Y2 Contribution


Law no. 23/2014 stipulates transferring the authority of management, production and protected forests from district to provincial government. With this structure, the FMU organizations will be under authority of Provincial Forest Service (Dinas Kehutanan) and Governor. Consequently, LESTARI support on improved forest management at the provincial level will be impacted to the all FMU areas inside and outside of the LESTARI Value Landscapes. A total of 1,594,000 hectares of forest lie outside of the LESTARI landscape in Aceh and will gain better management practices through adoption of USFS toolkits by the provincial government and implementation throughout all 6 FMUs. Similarly, FMUs will likely gain positive benefits from the adoption of FMU toolkits in Papua that have been adapted to the local context. However, most FMUs in Papua are not operational and only FMU VII and VIII that cover the highland mountains in Dogiyai and Deyiai are being targeted by KLHK during 2018. An additional 702,395 hectares outside (and 211,418 hectares inside) LESTARI landscapes may benefit from adoption. The toolkits will help provincial governments and FMU operate basic forest management. In addition, three of the Conservation Areas have some sections that lie outside of the LESTARI landscapes. These include 165,675 hectares of Leuser National Park that lies in North Sumatra, 109,749 hectares of Bukit Baka Bukit Raya National Park that lies in West Kalimantan and 1,174,683 hectares of Lorentz National Park that lies in the highland districts of Papua. These areas will benefit indirectly through activities with the national parks to improve their Management Effectiveness, especially through the development of management plans and trainings. Other areas outside of the landscapes that will be affected through LESTARI intervention include up to 10,000 hectares of concessions areas that have not been developed by companies in Bouven Digoel. LESTARI is encouraging these companies to commit to rationalizing their concessions, safeguarding areas for environmental and socio-cultural value.

Other Year 3 Targets In line with LESTARI’s Results Framework, the key results for indicators 1 and 2 will be supported by various Year 3 outcome and output-level targets listed below. These targets broken down per landscape are presented in the Year 3 Performance Indicators matrix in Appendix 1.

Indicator #3: 20% reduction in poaching in Leuser National Park from a baseline (9.59 incidents / 100 km) developed in Year 1 and in Lorentz National Park (25 incidents / 100 km) and Cyclops Nature Reserve (5.3 incidents / 100 km) from a baseline developed in Year 2

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

Indicator #5: 4 provincial/district governments with improved licensing and permitting mechanisms (Sustainability Screening Tool – Pulang Pisau and Papua Province)

Indicator #6: 9 districts/provinces assisted to incorporate SEA-LEDS plans into the spatial or development plans (Mimika, Pulang Pisau, Kalimantan Tengah Province, Aceh Tenggara and Aceh Selatan, Aceh Province)


Indicator #7: 6 Multi-Stakeholder Forums operationalized (Pulang Pisau, Palangkaraya, Mimika, Cyclops, Aceh Selatan, and Aceh Tenggara)

Indicator #8: 230 community champions engaged (e.g., community development facilitators, journalists, adat leaders, farmers, local government, private sector)

Indicator #9: More than 55,500 people reached by LESTARI communications programs

Indicator #10: 2 CA’s maintaining ≥ 70 METT Scores and additional 1 CA improving their beyond 70

Indicator #11: 26 co-management agreement signed

Indicator #12: More than 3,000 people trained in natural resources management and/or biodiversity conservation (all landscapes)

Indicator #13: 9 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: 11,721 people receive livelihood co-benefits (livelihoods and co-management grants, direct implementation for sustainable livelihoods and PPPs)

Indicator #15: 7 private sector firms that have improved management practices

Indicator #16: 7 new PPPs formed in support for LEDS (Leuser, Katingan-Kahayan, and Lorentz Lowlands Landscapes)

Theory of Change and Situation Models LESTARI activities are designed in accordance with the comprehensive Theory of Change (ToC) 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 – forests and biodiversity. This ensures that the activities will ultimately contribute to the project’s key targets for reduced GHG emissions and forest areas under improved management. The ToC also demonstrates how and where the various strategic approaches are integrated in order to foster greater collaboration, efficiency, and impact amongst project staff and partners. From a project planning perspective, the ToC continues to guide technical activity design and implementation. However, given the unique threats, challenges, and opportunities present within each landscape, during Year 2, the LESTARI team also built landscape-specific situation models (LSM) for Aceh, Central Kalimantan, and Papua. As part of this process, the LESTARI team conducted political economy analyses (PEA) within each landscape to better understand the local factors contributing to weak forest governance. Together the findings of the LSMs and PEA contributed to the LESTARI Year 3 Work Planning processes by helping to devise more impactful, focused, and integrated initiatives that address key landscape threats. These assessments were especially key to


understanding entry points for advocacy work and helped the LESTARI team to design a broader and more effective advocacy strategy that will be rolled out in Year 3.

Collaborating, Learning and Adapting (CLA) LESTARI applies a CLA approach to project management both in Jakarta and the landscapes. This involves a continuous assessment of key assumptions and learning from project activities. The approach also considers effective entry points and opportunities for engagement with national and local government partners, communities, and the private sector in order to maximize buy in and support for LESTARI. Strategies are revised where necessary to build on successes and make corrections when investments are unproductive. Within the first two years of the project, a broad range of activities and assessments were initiated. An internal Mid-term Assessment was conducted in Year 2 that reviewed the risks and assumptions within each strategic approach, as well as challenges and opportunities to achieving sufficient impact and scale. Based on these findings, Year 3 activities will tend to be more limited yet focused strategically in areas to maximize impact. The focus will be on deepening existing activities that have proven to be effective instead of launching new ones.

Targeted Landscape Level Policy and Advocacy Within the first two years of the project, LESTARI developed strong working relationships with provincial and district level government officials. In Year 3, LESTARI will prioritize more regular communication with governors, bupatis, and other senior government officials. This is an important opportunity to drive forward LESTARI’s policy agenda as well as align LESTARI programming with local government priorities to leverage funds and resources. Within Year 3, and through the end of the project, LESTARI staff will schedule focused leveraging meetings with local government leaders, especially at the provincial level, at key points in the GOI annual budget calendar, bringing a menu of specific programming opportunities for alignment. Crucially, aligning with and leveraging GOI funds and resources will support the sustainability of LESTARI interventions beyond the lifetime of the project. Similarly, drawing from the lessons learned from the PEA, LESTARI will prioritize advocacy initiatives in each landscape. These will extend beyond media outreach and general awareness raising to become more cross-cutting, supporting the project in key technical areas such as effective forest and land use policy design, monitoring and enforcement of spatial plans, and improved licensing and permitting processes. These advocacy initiatives will tend to be focused at the provincial level due to Law 23/2014. Therefore, this advocacy engagement aims to provide a bridge between the landscapes and provinces, ensuring greater program alignment, budgeting, policies, and amplification of LESTARI’s tools and approaches. Moreover, LESTARI will continue to raise the voices of Community Champions and build and support well-informed constituencies that continue to advocate for policy reform and sustainable land use after the life of the LESTARI project. Year 3 advocacy initiatives are embedded within each landscape initiative matrix. This is expected to drive forward a more integrated approach to achieving key landscape results. Please refer to the matrices in the landscapes section of this work plan for more details.

Adapting Community Engagement Tools for Amplification and Sustainability Over the first two years of the project, LESTARI has developed and refined a range of tools for community-level engagement in support for sustainable forest and land use governance and management. This includes:


Village development plans (RPJMDes) that incorporate a vision for conservation and sustainable land use through a bottom-up, participatory approach and aimed at leveraging sustainable financing from Village Fund

Free, Prior, and Informed Consent (FPIC) that clearly notifies communities of development plans, allows for their inputs, and obtains their willing consent prior to moving forward with the plan

Sustainable livelihoods development through technical training, equipment provision, and enhanced market access for commodities that are produced sustainably and reduce pressures for deforestation

Social forestry permit acquisition and other co-management arrangements that secure communities’ rights to access and manage natural resources within their village areas

In Year 3, LESTARI will continue to work at the community level, and emphasize leveraging this work to government and non-government partners at the district and provincial levels in order to amplify and sustain impact of this important work. Further, LESTARI will only work at the community level when there are significant aggregations of settlements/villages within a watershed, peatland restoration system and/or FMU. LESTARI will also apply a palette approach to community engagement, applying a blend of the most effective community engagement tools to achieve cost-efficient impact. Finally, LESTARI will experiment with a masterplan approach to a few select community aggregations, applying landscape engineering principles in a participatory manner in order to demonstrate integrated landscape planning at the sub-landscape level.

CHALLENGES AND OPPORTUNITIES There continues to be a clear lack of national government leadership, policy,

guidance, and financial incentives to support climate change mitigation targets at the sub-national level. This also represents an ongoing constraint for LESTARI’s climate change mitigation efforts at the landscape level.

The regular shuffling of personnel at GOI partner institutions is an ongoing challenge for LESTARI regarding both coordination efforts and long-term advocacy aimed at inspiring government champions. However, this also presents an opportunity to build new bridges and improve engagement with new government staff.

Regular access to senior GOI decision-makers at the national, provincial, and district levels represents an ongoing challenge. LESTARI has allocated greater staff resources at the provincial level and will focus more on cultivating relationships with provincial partners to facilitate improved access.

Greater political engagement with local leaders coupled with a targeted advocacy agenda for Year 3 present important opportunities for LESTARI to better integrate its technical work, build constituencies, scale up impact, and further the sustainability of LESTARI interventions through greater local level ownership and buy-in.

Aceh’s new provincial administration renews hope for improved forest management at the provincial level. Both the new governor and a newly appointed head of forestry agency have a strong commitment to support the operationalization of forest management units and communities’ partnership with the FMUs.


In Katingan-Kahayan landscape, given that BRG is struggling to achieve its planned expenditure and implementation goals at the local level, there may yet be increased pressure for LESTARI to expand FPIC beyond the villages thus far reached. The MSF “team-9” has expressed reticence to take on this task before an evaluation of the extent to which PU and BRG have indeed adapted the canal blocking process and dam designs as agreed during FPIC.

The recent implementation of Law 23/2014, which takes the authority to management forest area to the provincial government requires re-orientation of LESTARI working

relationships. Notably, there is a capacity gap in provincial government offices.

Developing a sustainable investment model that is suitable for Papua is a complex task since there are unique environmental, social-cultural, and economic aspects. Based on certain standards, a company might claim to implement sustainable practices, but it might not be the case for their suppliers operating in Papua

Bouven Digoel District represents a major opportunity for LESTARI to safeguard large tracts of land from ecosystem degeneration. The reaction of vested interests against zonation or even the loss of their licenses for inactivity should, however, not be underestimated. Simply revoking licenses for inactivity will not prevent the re-allocation of new licenses.

Understandably, attention diverted for the upcoming Papua Provincial elections in 2018 may slow down collaboration with the local government but represents an opportunity to build new alliances.


LESTARI TECHNICAL THEMES

LESTARI is implemented through three integrated, synergistic technical themes: Forest and Land Use Governance and Advocacy, Improved Conservation and Forest Management, and Private Sector Coordination. In areas within the LESTARI landscapes where all three technical themes intersect, there are 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 (SA) is built upon a fully developed Theory of Change diagram (see Appendix 3), which illustrates the approach for the life of the project and also demonstrates linkages to other strategic approaches. While each Technical Theme is presented individually within this section, a major Year 3 focus will be to ensure that technical themes are better coordinated and synergized in their implementation. A key strategy to support this will be the scaling up of advocacy initiatives within each landscape (see SA1 below). In previous work plans, the landscape activity matrices were broken down by strategic approach. This often led staff and partners to implement activities in isolation from other technical themes. In Year 3, activity matrices are presented per cross-cutting landscape initiative, with no mention of technical themes and strategic approaches. This aims to facilitate staff to think more strategically and cohesively in implementing activities. These landscape initiatives matrices are presented in the landscapes section of this work plan. 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 Technical Theme 1 focuses on supporting effective forest and land use governance practices while building strong constituencies that can advocate for their communities’ rights and interests. It recognizes that (1) improved land use governance, 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 and (3) improved private sector and industry practices. However, none of these will succeed without building and supporting (4) constituencies for conservation in order to instill greater local ownership of LESTARI’s objectives and achievements and ensure the sustainability of its interventions. 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 During Year 3 there will be a substantial re-organization of activities under Strategic Approach 1 in order to respond to a number of conclusions from LESTARI’s internal Mid-Term Assessment, including:

Mobilization of a long-term advocacy advisor

Clear separation between communication and advocacy activities, with advocacy activities oriented towards achieving specific changes in policy formulation or implementation (and supported by appropriate communication activities, separate from ‘project communications’)

Advocacy and communication activities integrated across all technical work conducted by the project in order to strengthen impact

The MSF supported to be more effective in channeling aspirations from community stakeholders to policymakers, taking place through multi-stakeholder processes rather than necessarily fora

Advocacy strategies built upon political economy analysis in order to design advocacy activities and approaches with the greatest potential impact

More focus devoted to strengthening constituencies for change in project landscapes, as this would likely contribute to more effective advocacy approaches – and leave a legacy of active constituencies for conservation after the project ends

These guidelines form a basis for Advocacy and Awareness work for Year 3. In addition, there are key advocacy objectives and approaches for Year 3. These will be refined and implemented by the new LESTARI Advocacy Advisor due to start September 2017. Key advocacy objectives in the landscapes are oriented around the relevant landscape initiatives and are likely to include:

Aceh Province: the prioritization of forest management in the new Governor’s mid term development plan and its implementation; Provincial policy support informed by KPH rollout of USFS toolkit

Leuser Landscape: feasible and effective FMU and PA co-management

Central Kalimantan Province: Provincial policy support informed by KPH rollout of USFS toolkit

Katingan-Kahayan Landscape: integrated fire prevention strategy adopted and implemented by local government in Pulang Pisau; feasible and effective PA co-management in Sebangau and BBBR NPs

Cyclops Landscape: integrated solution to Cyclops encroachment adopted and implemented by local government, including monitoring, law enforcement, livelihood support, tenure clarity, and co-management

Mappi-Bouven Digoel Landscape: land use rationalization for prioritized concession areas

Lorentz Lowlands Landscape: improved land use monitoring and co-management in mangrove areas

Papua Province: multi-stakeholder spatial plan monitoring building from the SIMTARU/SST tools; provincial policy support informed by KPH rollout of USFS toolkit

National: adoption of RIL-C via a ministerial regulation The key advocacy approaches for Year 3 will include:

Increased investments in prioritized village clusters (especially in buffer or highly threatened areas). In seeking to ensure that villages are supported as needed, advocacy efforts will aim to leverage community engagement models (village


development master plans at the sub-landscape / village cluster level, sustainable livelihoods, tenure clarity and co-management of forest areas) for greater local government budget allocation. This required capacity investments, in order to increase the ability of village champions, leaders, and women to interact with CSO networks and local government, in order to affect policies and implementation.

Enhancing the role of MSF (multi-stakeholder fora) or other MSP (multi stakeholder processes) in enabling constituencies to interact with policy makers. This requires changing the format of MSF, or working through alternative mechanisms. It may involve stakeholder mapping in order to strategize how to strengthen CSO alliances (NGOs, church, etc.) for particular objectives. It may involve empowering other stakeholders (including from priority villages) to participate in MSPs.

Strengthening the project’s relationships and interactions with key government leaders (e.g. Bupati, Governor, parliament members) in order to enhance policy impact. The development of communication materials (e.g. policy briefs) will be supported as needed.

Ensuring LESTARI’s media work supports key advocacy objectives. This will involve linking in the work of INFIS/Mongabay with the key advocacy objectives of each landscape team, and adapting media approaches based on progress.

There will also be supporting activities for strengthened advocacy. This includes training and capacity building for LESTARI staff and grantees, based on an assessment of current capacities and needs. It may also involve developing improved indicators and milestones specifically for advocacy activities, to ensure that the project is able to obtain data on progress and adjust course as needed. It should be noted that advocacy approaches will be developed suited to LESTARI’s position (e.g., where suitable grantees exist, appropriate activities may be allocated to them). Secondly, advocacy approaches need to be flexible, as their impacts are inherently unpredictable, and the needs and interests of the stakeholders empowered to take part will determine the ongoing focus. Third, strategies will involve trade-offs between short term activities (e.g. events, media coverage) and longer term investments (e.g. leadership programs, alliance building). To handle these challenges, an iterative approach will be taken, with attention to capacity and strategy development in the first part of Year 3, and strong monitoring of progress and impacts as activities move forward.

LESTARI 2 & 3 – Sustainable Forest and Land Use Governance In Year 3, SA2 and SA3 will be primarily focused on improved land use monitoring and enforcement through more sustainable natural resource licensing/permitting as well as closer engagement with the budget cycle to leverage much greater financial support for forest management. To be better aligned with changes related to UU 23/2014, there will be more effective province-level engagement and special attention placed on ensuring that this be tightly linked to decision-making at the district level in LESTARI landscapes. SEAs from Year 2 will explicitly recommend LESTARI landscape initiatives and budget allocations required for them, notably, FMU support and the sustainability screening tool (SST) for improved natural resource licensing and permitting. No new major SEA initiatives are anticipated, only the completion of what was begun in Year 2, namely, SEA RPJMD Aceh and Gayo Lues, and SEA updating for RTRWK revisions in Mimika, Mappi and Bouven Digoel. These ongoing SEAs will recommend sufficient budget allocation for forestry resource management. Evidence for SEA influence will be noted in the dedicated matrix in the Annual Report. Awareness, accessibility, and therefore utility of SEA recommendations will be enhanced through visualization of development scenarios and related recommendations. Advocacy initiatives will refer to SEAs as one means of raising the profile


of recommendations with decision-makers. To achieve land use rationalization between and within licenses, the SST will be based upon up-to-date geo-spatial information for provincial one-stop shops for licensing that are well-linked to licensing decision-making at the landscape level. Regional policy initiatives will be aimed at strengthening the adoption of the SST and channeling sufficient budgets for forestry resource management. The priority for Multi-stakeholder Fora (MSF) for citizen-based influence will be less as formal institutions and more as processes that are targeted at specific strategic landscape initiatives, hence MSI (multi-stakeholder initiatives). MSI can include non-MSF multi-stakeholder engagement. The focus of MSI will be co-management solutions for reducing deforestation, for example advocating forest and land use monitoring and enforcement based upon SEA recommendations, spatial plans and sustainability screening. SEA recommendations, the role of SST and co-management will be more effectively and explicitly communicated to MSI participants. Multi-stakeholder processes will not be restricted to the activities of present MSF but deploy other means such as the empowerment of Champions to further the citizen-based agenda. This is in alignment with the updated AMEP. Recognizing that some landscapes have progressed further than others, models of sustainable forest and land use governance will be used for cross-learning in Year 3 to bring all to the same level, e.g., SST-SIMTARU integration in Papua for landscapes in Aceh and Kalteng and FPIC for peatland restoration in Kalteng as a model for land use rationalization in concession licenses in Mappi-Bouven Digoel and improvement of management in Rawa Singkil. In addition to serving as cross-learning opportunities, models in sub-landscapes will be scaled up through policy-enabling conditions, e.g., FPIC of land use rationalization becoming the norm for the entire district through governor’s decree and for all landscapes through adoption of the SST at the provincial one-stop shop for licensing in Papua.

TECHNICAL THEME 2: IMPROVED CONSERVATION & FOREST MANAGEMENT

Introduction Given the extent of primary forest cover and key species habitat (especially orangutan, elephant, rhino, and tigers) within conservation areas, LESTARI’s success at the landscape level is dependent on their effective management, including reducing deforestation pressures from surrounding buffer zone 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. For protected area management, this approach requires building the capacity of park management staff to more effectively track, monitor, and mitigate threats to encroachment and wildlife poaching and trafficking. To achieve the Year 3 hectares under improved management target with broadscale support and buy-in, LESTARI strives to ensure closer alignment with MoEF Priorities of 2015-2019, detailed in the Year 2 Work Plan (page 41-42), but which remains relevant. 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.


LESTARI 4 – Improved Forest Management Through Co-Management and FMU Strengthening LESTARI supports building capacity and commitment for co-management among relevant actors in areas adjacent to CAs. This is essential for pressure reduction on the conservation areas through a more transparent, negotiated agreement where roles and responsibilities between actors (local communities, local government, national park, FMU) l are clearly defined (see AMEP). LESTARI works to improve the management of these critical areas1 through ensuring participation of communities and promoting conservation stewardship. In the first two years, LESTARI identified priority villages, key stakeholders for co-management, and types of feasible social forestry initiatives, although there is continued difficulty in obtaining large numbers of agreements covering significant areas of forest. Dialogue between communities and relevant stakeholders has been facilitated for discussing co-management, including forms of social forestry initiatives (Hutan Kemasyarakatan (HKm), Hutan Desa, Hutan Adat, and Hutan Tanaman Rakyat). Notably, partnership agreements between communities and managers of conservation areas, FMUs and the private sectors are proving to be the instrument of choice as they can secure large areas for improved management on the ground and have less administrative burden. Pilot projects initiated in Year 2 will reach fruition in Year 3. Focus will be on co-management agreements between FMUs, communities and the local government in Leuser Landscape, and communities, the private sector and local government in Lorentz Lowlands Landscape. LESTARI acknowledges that supporting Provincial Governments’ policy and capacity and FMU management becomes increasingly essential since the management of forest located outside conservation areas should be managed primarily under Provincial Government and being operated by FMUs. Yet, many steps need to be taken to enable FMUs to manage forests sustainably and overcome barriers. These include developing FMU mission and purpose, forestry plans, required human resources and budgeting. LESTARI will leverage and advocate for improved management at the Provincial level through operationalization of FMUs within LESTARI landscapes. FMUs in Aceh that cover large areas surrounding Leuser National Park are a priority. There are potential opportunities in Papua and Central Kalimantan. Capacity development will center on the implementation of management modules currently being developed by the USFS. LESTARI will augment these training modules through engaging stakeholders at the local and provincial levels (Aceh, Central Kalimantan, and Papua) to support effective management, including the development and implementation of partnerships between communities and FMU managers. In addition, through collaboration with USAID BIJAK and USFS, multiple use forestry including co-management reflected in the long-term management plan and zonation system will be advanced to secure sustainable management over these large areas of biologically significant forest.

LESTARI 5 – Protected Area Management and Key Species Conservation LESTARI will continue collaboration with KSDAE and the Directorate of Protected Areas to improve management in the Conservation Areas (CAs) within LESTARI landscapes. This primarily includes focused activities to improve management effectiveness as measured by the METT. At the end of the second year, LESTARI supported CA managers in 6 conservation areas re-evaluate their METT with broad public participation. Year 3 key

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.


activities are based on gaps remaining or areas where intensive management is still needed. These include increased and maintained conservation enforcement patrols (SMART), additional training and capacity building, CA zonation and improved engagement with local and adat communities to establishing effective partnerships with communities, NGOs, and other relevant stakeholders. Detailed sub-activities are described in the landscape initiatives section. There are no silver bullets to long-term financing of CAs 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 started initiatives to secure sustainable financing. While at the preliminary stages, cost-benefit analyses and grand strategy for innovative financing for in Sebangau National Park is being carried out involving multi-stakeholder input at the national, regional, and local level. Sustainable financing strategies will also be developed for Leuser National Park, Cyclops Nature Reserve, and Lorentz National Park in Year 3 based on management and budget needs for each park. In addition, key species protection efforts will continue to be prioritized and scaled up, with a focus on orangutan conservation. This will be carried out through human-orangutan conflict mitigation efforts in concession areas in Katingan-Kahayan and Leuser Landscapes and include technical support for BKSDA. There will also be two major grants for orangutan habitat protection in Leuser Landscape and the rehabilitation and release of captive orangutans in BBBR National Park.. The following is a summary of activities that will be implemented with LESTARI support in Conservation Areas:


Conservation Area

Activities Carried out in Year 2 and Mid-term METT score evaluation result

METT categories that require continued support or improvement (and METT category #)

Gunung

Leuser

National Park

(METT

Baseline

66%)

Management Planning and Public

consultations for finalization of National

Park Zonation and Integration of

zonation plan into one map policy

Involvement of Adat and local

communities in management (zonation,

restoration and planning)

SMART Patrol trainings and roll out of

4 teams in SPTN II and III

Wildlife Crime Unit for Leuser (1 team)

Wildlife Response unit to mitigate and

manage wildlife-Human Conflicts (1

team, 2 model villages)

Collaborative Orangutan conservation

through a grant to OIC

METT score after Year 2 – 75%

Park Protection (#10); Monitoring and Evaluation

(#26) and Staff Capacity (#14) through continuation

of SMART patrols of conservation area (including

integration of database and staff training)

Collaboration with Local government and private

sector (#22), Adat Communities (#23) and Local

Communities (#24) through Wildlife Conflict

management (WCU), Desa Mandiri, multi-

stakeholder collaboration for park management,

continuation of collaborative Orangutan conservation

through a grant to OIC.

Law Enforcement (#3) through continuation of

wildlife crime unit to further develop law enforcement

system in Leuser National Park to combat wildlife

trafficking

Natural Resource inventory (#9) and Management

(#12) through continued monitoring of key species

(orangutan, tiger, elephant and rhino) during SMART

patrols and camera traps.

Land and water planning (#21) through spatial

planning and collaboration with MSF and local

government

Suaka

Margasatwa

Rawa Singkil

(METT

Baseline

55%)

SMART Patrol training and roll out 3

teams

Wildlife Crime Unit for Rawa Singkil (1

unit)

Support for BKSDA Aceh to develop

SMRS Management Plan


Park Protection System (#10); Monitoring and

Evaluation (#26) and Staff Capacity (#14) and Law

Enforcement (#3) through continuation of SMART

patrols of conservation area (including integration of

database and staff training) and wildlife crime unit

(WCU) to combat wildlife trafficking.

Collaboration with Local government and private

sector (#22), Adat Communities (#23) and Local

Communities (#24) through Wildlife Conflict

mitigation (WRU), and multi-stakeholder

collaboration for park management.

Peat land conservation regulations, (#2),

Conservation Purpose (#4) and Management Plan

(#7) through the finalization of the mid and long-term

plan management plans (in collaboration with DOI)

and public consultations about plans (#7a)

Land and water planning (#21) for peat land

management

Sebangau

National Park

(METT

Baseline

62%)

Technical support for zonation plan

Integration of zonation plan into one

map policy

Participatory action research on canal

blocking in the national park and its

impacts to fishery


Conservation area design (#5) and management

planning (#7) through finalization of zonation in-line

with 1-map, and short-term planning assistance

(PRJPn), and ecotourism master plan through

Grantee.

Research (#11) and Natural Resource Management

(#12) in hydrology to maintain the hydrological

conditions in the park (#30)


(#26) and Staff Capacity (#14) through continuation




Bukit Baka

Bukit Raya

National Park

(METT

Baseline

64%)

Review of park zonation

Captive Orangutan rehabilitation and

release into the wild (grantee: BOSF)

METT score after Year 2 – Not reported

in Year 2


planning (#7) through finalization of Park Zonation in

collaboration with adat communities (#23) and local

government and private sector (#22)

Park Protection System (#10); Monitoring and

Evaluation (#26) and Staff Capacity (#14) and Law

Enforcement (#3) through continuation of SMART

patrols of conservation area (including integration of

database and staff training).

Natural Resource management (#12) through

Grantee (BOSF) to support specific park Values

(#30)

Cyclops

Nature

Reserve

(METT

Baseline

43%)

SMART Patrol training and roll out (4

teams)

Public consultation for management

plan and blocking

Public consultation for a district

regulation on Cyclops buffer zone

management

Training on spatial data and zonation

plan

Training on Multidisciplinary Landscape

Assessment and implementation

Participatory mapping

Develop Village Regulations Kampung



planning (#7) through finalization of management

plans

Adat Communities (#21) and local government /

private sector (#23) involved in finalization and

implementation of buffer zone management plan

(based on adat village regulations)


(#26) and Staff Training (#14) through continuation



Inventory (#9) and Research (#11), Staff Training

(#14) and Natural Resource Management (#12) to

maintain key species in reserve (#30).

Lorentz

National Park

(METT

Baseline

43%)

Participatory mapping on important

areas in Lorenz national park to be

integrated in the park zoning system

Zonation system socialization and

wildlife conservation campaign in

several adat communities in Asmat

Multi-stakeholder workshop and signing

of agreement on collaborative

biodiversity conservation in Mimika

District

Assessment for spatial data

infrastructure

Assessment for SMART Patrol

Biodiversity monitoring and baseline

development

Park awareness and wildlife campaigns



planning (#7) through finalization of zonation (than

align with participatory adat area maps) and

management plans

Local government and Private sector collaboration

(#22) through the continued development of “friends

of Lorentz” to achieve sustainable Financing (#16).


(#26) and Staff Training (#14) through continuation



Inventory (#9) and Research (#11), Staff Training

(#14) and Natural Resource Management (#12) to

maintain key species in reserve (#30)

Education and Awareness (#20) support through

above activities


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 Years 1 and 2, several initial assessments were conducted to provide solid, evidence-based starting points in developing activities under Technical Theme 3. These included sustainable commodity and value chain development in Leuser Landscape; support for community rubber as a key LEDS in Katingan-Kahayan Landscape, and sustainable livelihoods in Lorentz Lowlands Landscape. LESTARI has also been engaging private sectors operating within the landscapes (timber concessions/HPH and palm oil plantations) to apply BMPs focused on improving efficiency and sustainable land management. These included implementation of Reduced Impact Logging (RIL), operationalization of Conservation Management and Monitoring Plans (CMMPs), and application of the landscape approach to better manage concession areas. Furthermore, LESTARI has been working on developing innovative financing schemes and sources with a focus on ecotourism and Payment for Environmental Services (PES). 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 Building from Years 1 and 2, several PPP initiatives will continue and expand into Year 3, especially for Leuser and Katingan-Kahayan Landscapes, to support sustainable community livelihoods. However, starting in Year 3, the development of new sustainable livelihood initiatives will only be conducted under co-management. This is expected to produce better integration between these technical approaches, resulting in greater long-term impact for communities and reduced deforestation pressures in critical areas. LESTARI will continue to diversify the Public Private Partnership work in the landscape that are not only restricted to agriculture supply chain . The objective is to explore more innovative partnerships with more diverse private sector partners, not only to support sustainable livelihood initiatives but also directly collaborating with other initiatives such as SMART Patrols and WCU. For Leuser Landscape, the focus will be on the continuation and scaling up of the organic cacao initiative, integrated watershed management-PES, and additional sustainable livelihood opportunities advanced through NTFP development under co-management. A similar approach is also planned for Katingan-Kahayan Landscape where the focus will be on continuing to support the upgrade of community rubber – a key LEDS – while scaling up the initiative to impact wider areas. As for Papua landscapes, sustainable livelihood activities will also be streamlined and developed under co-management initiatives in Cyclops and Lorentz Lowlands Landscapes. During Year 3, LESTARI team will continue to work closely with the grantees in implementing LESTARI program in the field. In total, there will be over 15 grantees


implementing various initiatives in the landscapes with the focus in co-management and sustainable livelihood activities for the local communities. More details of the LESTARI Grants program is provided under the grants section and landscape initiatives matrices.

LESTARI 7 – Private Sector Best Management Practices (BMPs) During Year 3, work under the Private Sector BMPs strategic approach will continue to focus on two major initiatives: technical training in RIL-C for timber concession partners and operationalization of CMMP/HCV monitoring including land use rationalization. The RIL-C initiative is a continuation from the activities that have been initiated during the previous two years, collaborating with 9 natural forest timber concessions in Katingan-Kahayan (7 concessions) and Sarmi (2 concessions) Landscapes. During Year 3, the RIL-C activities will also include preparations for the concessions’ annual work plans (RKT), which should incorporate RIL-C in field practice as reflected in the companies’ budgets. In addition, the LESTARI team will continue to support the Ministry of Environment and Forestry under Directorate General of PHPL to develop a Minister Regulation (PerMen) mandating all natural forest concessions across Indonesia to adopt the practice of RIL-C. The draft PerMen has received inputs from the public consultation that took place on September 14, 2017. The draft has been submitted to the MoEF legal bureau for review prior to its issuance. In parallel with the RIL-C initiative, LESTARI will start field activities for operationalizing CMMP documents that were previously developed under USAID IFACS. The initiatives will commence with three natural forest timber concessions/HPH in Katingan-Kahayan Landscape and one HPH concession in Sarmi. The operationalization of the CMMP documents aims to improve the overall concession management, especially in conservation areas with HCV and alongside communities in a participatory manner. In Mappi and Bouven-Digoel, activities will focus on facilitating BMP adoption through the implementation of a landscape approach for opening new plantation blocks. Part of a land use rationalization initiative, it will encourage the protection of environmentally and culturally significant forest areas through engagement with multi-stakeholders. This is a follow up from the Roundtable Discussion that was facilitated by LESTARI on September 5, 2017 where key stakeholders met for discussion on sustainable investment and development opportunities in Papua. The focus was primarily on the Merauke and Bouven-Digoel areas where significant land-use investments are currently taking place.

LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management The Innovative Financing strategic approach focuses on three main initiatives: implementation of Payment for Environmental Services (PES) schemes to incentivize conservation, support for ecotourism development, and sustainable financing for Sebangau National Park. The work under PES is implemented in collaboration with LESTARI’s sustainable livelihoods and co-management approaches. Activities in Year 3 will focus on site model development and implementation involving watershed conservation in Leuser and Lorentz Lowlands Landscapes. The PES scheme will address the conservation for water catchment area through a payment mechanism for water usage from the upstream and downstream areas. LESTARI will also provide technical assistance for the establishment and operationalization of the PES management institution as well as for related conservation initiatives through various channels including advocacy and partnerships with FMU, NP or other land


managers. Details of the potential mechanisms are provided in the landscape sections for Leuser and Cyclops. For ecotourism, Year 3 work will be targeted in Katingan-Kahayan Landscape for Sebangau National Park and Dwima Group, including technical assistance for the site model master plan, capacity building, and partnership development. In Papua, Friends of Lorentz is a multi-stakeholder organization created to mobilize broader financial and programmatic support for Lorentz NP from local government and the private sector. In order to support sustainable financing for conservation in Cyclops, LESTARI will initiate an ecotourism initiative and establish Friends of Cyclops (Sahabat Cyclops) to improve coordination among different institutions and actors to support Cyclops management and garner financial support for nature reserve and buffer zone management. Lastly, LESTARI will support Sebangau National Park in implementing a long term restoration plan including improved management and protection of the park and its buffer zone area. LESTARI is currently working with the local and national government as well as other key stakeholders to identify the optimal mechanism. This will be integrated with the Protected Area Management strategic approach under Technical Theme 2.


LANDSCAPE INITIATIVES

INTRODUCTION This chapter includes the detailed Year 3 Work Plans for each LESTARI landscape. For each of the 6 landscapes, profile, key initiatives, landscape maps, and detailed activity matrices 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, together with the Theories of Change, Landscape Situation Models, and Political Economy Assessment were used to guide planning sessions with LESTARI staff and partners in the field. This resulted in the development of cross-cutting Year 3 landscape initiatives, which apply an integrated approach to achieving key results. Notably, Year 3 initiatives in each landscape include a pivot to greater provincial level engagement. Each activity matrix is organized per landscape initiative and includes information on intermediate outputs, technical activities, advocacy requirements, and resources required.

LEUSER LANDSCAPE

Landscape Profile The Leuser Landscape encompasses an area of 1.6 million hectares in Aceh that is rich in natural resources and an economy that is dominated by the agriculture smallholders. Crops such as cacao, nutmeg, rubber, and oil palm are important contributors to the region’s development and community livelihoods as well as export markets, including the U.S. The value landscape is largely defined by two protected areas, Leuser National Park and Singkil Wildlife Reserve, which support Sumatran mega diversity and critically endangered key species (tiger, elephant, rhino, and orangutans). The operational landscape includes the districts of Gayo Lues, Aceh Tenggara, Aceh Selatan, and Aceh Barat Daya. According to the LBA, projected land transitions in the Leuser Landscape are dominated by primary and secondary dryland forest converted to 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, Singkil Wildlife Reserve, protected forest (hutan lindung) 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.

Landscape Initiatives The key Year 3 target for Leuser Landscape is to achieve an additional 143,279 hectares of biologically significant forest and/or natural resources under improved management. Principle interrelated initiatives that will contribute to this target are: :

Provincial and district LESTARI integration and scaling through engagement in annual budgeting (including Aceh Green leveraged incorporating SEA recommendations into RPJMA and RENSTRA)

Provincial Forest Management and FMU Collaboration With Sustainable Livelihoods Development

Protected Area conservation co-management in Leuser National Park, Singkil Wildlife Reserve, and Trumon Corridor (including orangutan conservation)


The SEA will explicitly recommend that RPJMD Aceh (RPJMA) and RENSTRA Dinas Kehutanan Province and RPJMD Gayo Lues be spatially-based with reference to the existing RTRW and improved landscape plans such as the LCP. Recommendations will include the forestry sector as high priority development sector in Aceh Province. With reference to the LESTARI-BAPPEDA LoA, special advocacy efforts will be placed on ensuring that all SEA recommendations are included in the main text of both RPJMA. Advocacy will also be provided for capacity building to ensure SEA recommendations are incorporated into RENSTRA SKPD. LESTARI will provide technical assistance to Dinas Kehutanan Province to ensure that the RENSTRA incorporates multiple use and multi-stakeholder forest management principles, referring but not restricted to SEA recommendations (see updated AMEP). Building on the existing Aceh Integrated Information System (SIAT), mid-level decision-makers have welcomed SST adoption as for the SST-SIMTARU in Papua with linkages to the district level. The SST will be incorporated into Dinas PTSP systems linked to PDGA (Aceh Geospatial Data Center), recently validated by PerGub 63/2017. When it is sufficiently developed, there will be cross-learning to the Papua SST-SIMTARU. Following enactment of district-level regulations (Qanun and PerBup), national and regional budgets for villages will be mobilized for the development of programs for forestry and related environmental activities in the landscape. Support for public discussions on Aceh's Qanun 7/2016 on Forestry will be provided because there are key issues regarding authorities which have not been settled and which hold back development of provincial forest management (including KPH). Supporting discussions on this Qanun is a way to bring together stakeholders to raise the profile of forestry issues in Aceh, to contribute to resolution of policy ambiguities related to Aceh's Special Autonomy, and to respond to a government request for small-scale assistance which thereby contributes to a positive working relationship with the provincial Forest and Environment Agency, a key partner for ongoing KPH and other forest management work in Aceh. Pivoting towards greater engagement at the provincial level, the Sustainable Development Caucus (SDC) of Aceh provincial parliament will be used as an effective multi-stakeholder process to advocate for increased budget allocations for forestry and biodiversity conservation. LESTARI has regularly engaged with SDC members. Recognizing the importance of Qanun 7/2016 for forestry, the attention of the Caucus will be directed to identifying gaps and needs for improvement that can be addressed through implementing regulations. Improved management of the FMU will be achieved through supporting the adoption of FMU issues in the RPJMA document at the provincial level and facilitation of FMU integrated plan from district to provincial level. This will involve providing technical assistance and advocacy efforts in the planning, drafting, and finalization process for adoption of the USFS toolkits into the RENSTRA document, and adapting the FMU toolkits to be used at Provincial and FMU level. LESTARI and USFS will collaboratively build the 12 essential toolkits including mission and purpose, forest plan, workforce management, availability of resources, community and stakeholders engagement (Kemitraan), supplemental funding sources, income generation and retained receipts, immediate response protocols, ethic and conduct, sustainable recreation For this year, LESTARI will support piloting the toolkit for developing forest plans (RPHJP) that apply multiple use and multi-stakeholder forest management in FMU V and VI. Specific activities to develop the RPHJPs include participatory input for improved blocking (land use zonation) for FMU V and VI that will be adapted from the Abdya harmonized land use zonation initiative. Thus far zonation maps have been completed in 2 villages comprising 10% of KPH V. They have already been integrated into the draft RPHJP and may trigger


further progress in the completion of the RPHJP. LESTARI will also work with USFS and KPH V on preparation of outcome/performance-based program proposals as part of the 2019 budget preparation process. LESTARI will then assist with this implementation. Sustainable livelihoods initiatives (organic cacao, forest honey, coffee, nutmeg, essential oils) will be continued and integrated within co-management and FMU plans as well as additional PPPs. Payment for Environmental Services will be piloted to support conservation and protection of the forest and freshwater resources in Aceh Tenggara (sub-das Alas 3). The PES scheme will include Leuser NP as upstream stewards and local communities, farmers, freshwater fisherman, and local government as the downstream beneficiaries. The objective is to instill a sustainable and integrated watershed management mechanism within this area. It will seek to improve the quality of freshwater by reducing erosion and deforestation. LESTARI will facilitate the establishment and implementation of the agreement between stakeholders. As part of this initiative, LESTARI will provide technical assistance to improve local livelihoods to ensure that they can honor their commitment to this agreement for the long-term. Improved management achieved in Year 2 will be maintained in Conservation Areas through continuing staff capacity development for regular SMART patrols and enforcement, wildlife crime units and conflict mitigation units (WCU and WRU), as well as the finalization of the management plan and zonation of Singkil Wildlife Reserve. In Leuser, LESTARI will trial new patrolling techniques using advanced technology and develop co-management agreements between the park and 11 villages in the buffer zone. Because of its strategic conservation corridor value, particularly for Sumatran elephant migration routes, the Trumon Corridor will be strengthened through advocacy for funding and collaboration between BKSDA, FMU, and local government. Conservation efforts for orangutan and orangutan habitat will in Leuser will also be ramped up, primarily through the Grants mechanism. 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 3. Leuser Operational Landscape

IN D I A N O C E A N

Alas

River

N O R T H S U M A T R A

Gu n un g L eu s er

Nat i on a l P ar k

R aw a Si n gk i l

Wi ld l i fe R e s er v e

Gu n un g L eu s er

Nat i on a l P ar k

Gu n un g L eu s er

Nat i on a l P ar k

Klu

et River

Batee

Rive

r

Sin

gk

ilR

iverTripe River

R aw a K lu e t

Men gg amat

Jambo Papeun

AgusenAlue Jerjak

Kayee Aceh

Lawe Cimanok

Alur Baning

Uring_Gajah

Bukit Meuh

Koto

Pepalah_Pintu Rimo

Canebaru_Kenyeran_SuriMusara_AtuKapur

Palok_Penggalangan

Adan_PanteGelumpang

Sentang_Bustanussalam

K a b . L a n g k a t

K a b . D a i r i

K a b . K a r o

K a b . P a k p a k B h a r a t

K a b . T a p a n u l i T e n g a h

SINGKIL

KUTACANE

TAPAK TUAN

BLANG PIDIE

SUBULUSSALAM

KUALA SIMPANG

BLANG KEJEREN

A C E H T A M I A N G

A C E H T E N G A H A C E H T I M U R

N A G A N R A YA

K O T A L A N G S A

S I M E U L U E

G A Y O L U E S

A C E H S E L A T A N

A C E H T E N G G A R A

A C E H S I N G K I L

A C E H B A R A T D AY A

S U B U L U S S A L A M

UNIT III KPHL

Sources: Esri, GEBCO, NOAA, National Geographic, DeLorme, HERE, Geonames.org, and other contributors

98°0'0"E

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97°45'0"E

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SU

MA

TR

A

Legend

!. District Capital

Provincial Boundary

District Boundary

River

Leuser Operational Landscape

Conservation Area boundary

FMU Unit III boundary

Co-Management (15,000 ha)

! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !

FMU Unit III (112.000 ha)

! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !

Rawa Singkil Wildlife Reserve (81.000 ha)

Forest cover

AREAS UNDER IMPROVED MANAGEMENT IN

LEUSER LANDSCAPE

OCTOBER 2017 - SEPTEMBER 2018

:0 10 20 30 40 505

Km


LANDSCAPE: LEUSER INITIATIVE 1: PROVINCIAL AND DISTRICT LESTARI INTEGRATION AND SCALING THROUGH ENGAGEMENT IN ANNUAL BUDGETING (INCLUDING ACEH GREEN LEVERAGED INCORPORATING SEA RECOMMENDATIONS INTO RTRW AND RPJMD)

HIGH-LEVEL OUTCOMES INTERMEDIATE OUTPUTS

& SCHEDULE TECHNICAL ACTIVITIES

ADVOCACY & COMMUNICATION REQUIREMENTS

SPECIFIC INPUTS

Sub national governments

incorporating high quality SEA-

LEDS & LCPs into mid term

development plan and Renstra (#5)

(1 provincial, and 2 districts)

2 KLHS with forestry sector

recommended as a priority sector

with sufficient budget allocation (Q2)

KLHS recommendations and multiple

use forest management adopted in

Renstra Dinas LHK

1. Coordination between RPJMA & RPJMD

team and KLHS team

2. Scoping

3. Analysis

4. Formulating recommendation

5. Public consultation

6. Integration into RPJMA/ RPJMD and

Renstra SKPD, especially Renstra Dinas

LHK Province for RPJMA

Direct

Implementation

STTA

1 Sub-national government

improved licensing and permitting

mechanism (#5)

1 licensing system for natural

resource management is developed

and implemented based on SIAT

(Sistem Informasi Aceh Terpadu)

(Q4)

1. Cross-learning to SST-SIMTARU Papua

when it is sufficiently developed

2. Adaptation of SST to SIAT with linkages to

district level supported by appropriate

technical assistance

Direct

Implementation

Policies addressing climate change

and/or biodiversity conservation

introduced, changed, or adopted

consistent with citizen input (#4)

(3 provincial level , 7 district level,

and 10 village level)

1 million USD leveraged for new

activities in forestry and biodiversity

programs in 2018 annual plan and

budget (RKPD and APBD) (#13) (Q1)

2 MSF operational as citizen-based

input on public policies

1. Hearing with provincial and district

legislative bodies in line with SEA

2. Develop position paper based on pilot

village proposal for forestry and

biodiversity programs

3. Multi stakeholder advocacy through

“Kaukus Pembangunan Berkelanjutan”

4. Meeting with technical institutions (SKPA

and K/L)

Position paper, Infographics Direct

Implementation

STTA


1 million USD leveraged for new

activities in district and provincial

forestry and biodiversity programs in

2018 annual plan and budget (RKPD

and APBD) (Q4)

3 MSP operational as citizen-based

process for public input on land use

Advocacy for increased budget and citizen-

based input for land use decision-making

1. Landscape design and

master plan development

2. Developing priority and

sharing plan

3. Developing site plan and

DED

4. Operational

Direct

Implementation

STTA

4 sub-national regulation draft are

developed: #4

1. Bupati Regulation on Dana Desa

(Aceh Tenggara dan Gayo Lues)

(Q2)

2. Local regulation/ Qanun on

Environment Service (Gayo

Lues) (Q4)

3. 2 Qanuns on RDTR Das Susoh

and Kawasan Strategies Das

Susoh (Q3)

1. Legal drafting with reference to

LESTARI’s RPJMDes manual

2. Public consultations through multi-

stakeholders processes

3. Hearing with local legislative and

executives

Public dialogue using local

media, module development,

and socialization.

Direct

Implementation

STTA

1 sub national regulation on forestry

developed is scaled up (Qanun Aceh

No. 7 Tahun 2016) (Q4)

Workshop to identify gap and needs for the

Qanun Aceh No.7 Tahun 2016

implementation.

Drafting district regulation to support Qanun

Aceh No. 7 Tahun 2016 on delegation of

authority bewteen district and province

consistent with UUPA 11/2006 implementation

at district level

Public dialogue using local

media, socialization at district

level.

Advocacy for operationalizing

the qanun based upon

identification of issues

relevant to LESTARI

Direct

Implementation


LANDSCAPE: LEUSER INITIATIVE 2: PROVINCIAL FOREST MANAGEMENT AND FMU COLLABORATION WITH SUSTAINABLE LIVELIHOODS DEVELOPMENT

HIGH-LEVEL OUTCOMES

INTERMEDIATE OUTPUTS & SCHEDULING

TECHNICAL ACTIVITIES ADVOCACY &

COMMUNICATION REQUIREMENTS

SPECIFIC INPUTS

Improved forest

management in

FMU III 108,279 ha

Co-management

arrangements in

FMU V and VI

Policy issued supporting the adoption of

sustainable forestry management in the RPJMA at

provincial or district level (Q1-Q4)

RENSTRA Dinas Kehutanan promoting Multiple

Use Forestry

Champions engaged in advocacy from

government (Q4)

10 people trained for natural resource

management (Q4)

IDR 3,000,000,000 amount of investment

mobilized (Q4)

1. Technical assistance for background study

and RENSTRA development

2. Technical assistance in planning, drafting

and finalization process for adoption of

USFS tool into the RENSTRA document

3. Technical assistance in the development,

implementation, mentoring, and monitoring

of KPH manual including partnership

guidance/process (kemitraan)

1. Advocacy for policy

adoption in the RPJMA

2. Advocacy for adoption

of USFS tool in the

RENSTRA

Direct Implementation

5 champions engaged in advocacy from

government (Q4)


management (Q1-Q4)

2,500,000,000 IDR in amount of investment

mobilized (Q1-Q4)

RPHJP development in KPH V and VI that

includes assessments to define:

- Forest conditions

- Social context

- Potential for co-management

- Implementation of participatory land

management with government

Document the integrated

plans from various districts

for higher level inputs




government & local community (Q1-Q4)


management (Q1-Q4)

IDR 2,500,000,000 amount of investment

mobilized (Q1-Q4)

2000 beneficiaries (Q1-Q4)

6 PPP signed between LESTARI or public entity

and private sector partners in development of

sustainable livelihoods (Q1-Q4)

Sustainable livelihoods2 (to support co-

management implementation & Multi

Stakeholder Processes / MSP):

- Development of sustanable commodities (e.g.,

organic cacaco, forest honey, coffee, nutmeg,

citroenella, patchouli)

- Synergize LESTARI’s support for the

commodities with FMU or area managers’

program/agenda

- Engagement with local government to obtain

support through program alignment and

leveraged funding

- Development of partnerships with private

parties for (improved/new) market access and

enhanced value chains (linked to US markets

where possible)

Need to document all lesson

learned/success story at the

grassroots level for tool input

Advocacy for MSP


STTA/SA as NTFP

expert


government & local community (Q1-Q4)


management (Q1-Q4)

IDR1,500,000,000 amount of investment

mobilized (Q1-Q4)

1,000 beneficiaries (Q1-Q4)

Development of PES mechanism for integrated

watershed management:

- Identification of all relevant stakeholders and

activities for water usage at upstream and

downstream areas

- Implementation of WTP-PES (Willingness To

Pay for PES) mechanism

- Development of potential PES payment

mechanism based on WTP result

Advocacy for PES regulation

issuance by government


2 The main sustainable livelihood initiative that LESTARI is currently implementing in Leuser landscape involves organic cacao. The ultimate goal is to achieve sustainable landscape certification to

support green investment. Cacao was selected for support because the initiative started successfully under USAID IFACS. Cacao is also a significant export commodity from Indonesia to the US market. This initiative will be linked to the roll-out of SST in Leuser landscape that will address green investment requirement at the provincial level.


- Technical assistance for establishment and

operationalization of PES management

institution

- Technical assistance for improvement of

sustainable livelihood practice to support the

implementation of PES

- Technical assistance for improvement of

sustainable livelihood practices to support

implementation of PES


government (Q1-Q4)


management (Q1-Q4)


Forest protection and enforcement

- Area monitoring (SMART patrol introduction &

implementation) in collaboration with KPH III

- Enforcement of regulation (WCU, WRU, FCU)

in coordination with SA5/TT2


10 champions from government, local community

(Q1-Q4)

7 co-management signed (Q1-Q4)


management (Q1-Q4)

2,500,000,000 amount of investment mobilized

(Q1-Q4)


Social Forestry & Partnerships:

Develop social forestry and/or partnerships

for protected area conservation & co-

management of forest

- Asel (16 villages) for 3 co-management

- Gayo (16 villages) for 4 co-management

Capacity building to ensure implementation

of license/permits and area management

permits, including strengthening village

forest managers, organizations (including

bumdes), and partnerships

Advocacy for adoption and

improved implementation of

social forestry licenses and

co-management agreements

by local government (FMU,

village clusters / mukim)


Grant under Contract


LANDSCAPE: LEUSER INITIATIVE 3: PROTECTED AREA CONSERVATION CO-MANAGEMENT IN LEUSER NATIONAL PARK, SINGKIL WILDLIFE RESERVE, AND TRUMON CORRIDOR (INCLUDING ORANGUTAN CONSERVATION)

HIGH-LEVEL OUTCOMES INTERMEDIATE OUTPUTS &

SCHEDULE TECHNICAL ACTIVITIES


SPECIFIC INPUTS

Maintain 81,000 ha of Rawa

Singkil Wildlife Reserve

(SMRS) under improved

management (#2)

Decrease of poaching in region by 20%

(cumulative) (Q1-Q4)

Increase METT value from 66% to 68%

(Q1-Q4)

Management Plan and Blocking

(zonation) of SMRS is acknowledged by

the District / City Government and

authorized by the KSDAE-Ministry of LHK

(Q1-Q4)

1. Technical assistance through

spatial analysis in Management

Plan and Blocking Area of SMRS.

2. Facilitation for conducting public

consultation

3. Ensure the implementation of

regular patrols

4. Facilitation of conducting METT

monitoring and evaluation

Workshop (2018)

5. Technical assistance from WCU,

FCU and WRU

1. Awareness of the

importance of SMRS

related Management Plan

from Local Government.

2. Media Advocacy to

encourage law enforcement

and the importance of

conservation areas.

3. Advocacy for improved law

enforcement carried out by

BKSDA Aceh


STTA

Maintain 627,000 ha of Leuser

National Park under improved

management (#2)

Maintain and improve METT score ≥ 75 %

(Q1-Q4)

1 Co-management agreement between 11

villages in Kecamatan Darul Hasanah,

Kab. Aceh with Leuser National Park

(LNP) (Q1-Q4)

300 people get livelihoods co-benefits

(Q4)

1 policy (district or provincial) for

orangutan conflict mitigation

1. Conducting regular SMART

patrols

2. Technical assistance in improving

collaboration activities between

NP and private sector (such as

Telkomsel) in developing

technological patrol without "crew"

(unmanned patrol)

3. Series of discussions with

stakeholders about data collection

4. Technical assistance in WCU,

WRU and FCU activities

5. Facilitation of Co-management

development through the Water

1. Advocacy at national level

on TN management system

2. Advocacy at the national

level on public financing for

TN

3. Awareness of the

importance of the area and

the potential of NP to related

parties (PEMKAB)

Management Plan.

4. Awareness of NP protection

to the community

5. Awareness raising and

capacity building products



Resources Protection Partnership

scheme between the Community

and NP

6. Survey to acquire data on

orangutan distribution, inventory,

and incidents of conflict to inform

management

7. Capacity building for TN staff,

local government, and FMU for

human-orangutan conflict

mitigation

8. Coordination with local

government, BKSDA, and FMU to

determine designated areas for

orangutan habitat conservation

within the NP or FMU area

for local government to

implement human-orangutan

conflict mitigation

Forest Management for

Trumon Corridor through

collaborative processes:

2,700 ha of Trumon in Aceh

Selatan under improved

management (#2)

1 co-management agreement developed

between disttirct government and BKSDA

Aceh related to Trumon Corridor and CRU

management

Capcity building for communities and

local government to recognize the

value of the corridor

Facilitate development of mutual

commitment between BKSDA, District

Government, and community partners

Technical assistance on the

development of collaborative

management of the area through

ecotourism, conservation education,

and human-wildlife conflict mitigation /

CRU

Technical assistance for the

implementation of the agreement

Advocacy for sustainability of

funding and recognition for

Trumon Corridor management by

provincial and district

governments and BKSDA


Grant Under Contract


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, conversion for oil palm plantations, habitat destruction, and biodiversity loss. 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. In addition, the landscape is home to a range of endemic and endangered key species. Of particular importance is the critically endangered and globally-valued Bornean Orangutan which faces threats from both habitat destruction and poaching. The Central Bornean Orangutan is the most numerous sub-species with approximately 35,000 individuals spread out over West and Central Kalimantan.

Landscape Initiatives The key Year 3 target for the Katingan-Kahayan Landscape is to achieve an additional 419,608 hectares of biologically significant forest and/or natural resources under improved management as well as maintain areas achieved in Year 2. Principle interrelated initiatives that will contribute to this target are:

Provincial and district LESTARI integration and scaling through engagement in annual budgeting and policy advocacy

Landscape restoration and improved natural resource management through FPIC and sustainable livelihoods

CA co-management and orangutan conservation in Sebangau and Bukit Baka Bukit Raya National Parks

Private sector BMP, RIL-C, and ecotourism

FMU provincial-level policy support and social forestry co-management

MSU university partnership

Allocation of budgets for sustainable forest and land use activities will be one of the main foci for multi-stakeholder processes at the district level and supported heavily through advocacy efforts (e.g., maintenance of canal blocking and fire prevention and control as part of sustainable peatland restoration). Maintaining the momentum from Year 2 for forest and land fire policymaking and planning, LESTARI will promote enactment of PerGub Karhutlah (governor’s regulation on forest and land fires), and in parallel at the district level (Pulang Pisau and Palangka Raya) LESTARI will promote RIPDAL (Rencana Induk Pengendalian


Kebakaran Hutan dan Lahan or Master Plan for Forest and Land Fire Control) plans to leverage regional budgets accordingly. Currently, district level planning does not focus on fire prevention but instead views fire as a ‘disaster’ issue to be handled after fires ignite. Given the high potential emissions reductions if fires are prevented, contributing to district and provincial level policy on fire prevention, which is attached to budgets, is a very high priority. In Pulang Pisau District, the program will support the development of the RIPDAL, the main policy document which could reorient government efforts towards prevention, involving actions by multiple agencies (including agriculture and public works which should have key roles). Fires in Central Kalimantan are multi-dimensional and require solutions that cut across issues of water management, land tenure, spatial planning, sustainable agriculture, as well as response mechanisms to put out fires. There is an opportunity to ensure that a high quality RIPDAL is integrated into the upcoming 5-year Medium Term Development Plan of 2018, which would mean that fire prevention would be budgeted across key agencies, and this support would last beyond the life of the project. Additionally, efforts will be made to facilitate closer coordination and collaboration between village communities and forestry agencies including FMU. Based on the FPIC for canal blocking across the five villages of sub-block C2 (30,000 Ha) in Year 2, a module will be developed to guide FPIC implementation across KHG14 enforced by regional regulation, e.g., PerBup. In Year 3, LESTARI will provide technical and financial support for the district-level MSF to administer FPIC in Sub-Block C1 (99,000 Ha). Commitments made as part of FPIC will be audited to ensure compliance at the canal blocking stages including reporting of any new canals in the area. To ensure that the gains are maintained from FPIC as specified in the Berita Acara from Year 2 for each village (notably, commitment to location and design of dams), support will be provided for a FPIC commitment oversight approach (Pemantauan komitmen pelaksanaan Padiatapa). This will take place under the auspices of BRG’s regional peatland restoration team (TRGD), as well as direct reporting by each village to BRG, as necessary. Advocacy for a Bupati’s Decree to strengthen adherence to the FPIC principles for canal blocking will conducted. Moreover, LESTARI will provide multi-stakeholder support for the development of a restoration plan for KHG14, including visualization of alternative landscape development pathways (sustainability versus business-as-usual). SST for natural resource licensing will be adopted with linkages to the district level, provided there is more institutional support as in Papua and Aceh. Minimally, subject to local government approval, license information transparency will be provided to the public using a web-based tool. Sustainable livelihood development activities will be extended to reach communities potentially affected by the canal blocking, including technical assistance and development of PPPs for small-scale rubber farmers and strengthening the Village-Owned Enterprise (BumDes) for rubber. This work will support the overall master plan for Block C restoration and will be guided by local needs. Green enterprises will also be expanded beyond the restoration areas into Katingan and Gunung Mas Districts for sustainable livelihoods under co-management. . An ambitious initiative this year is to provide provincial-level support to strengthen the FMU policy framework, with links to social forestry co-management. This will focus on 7 KPHs in the landscape FMU III, IV, XIII, XV, XVI, XVII, XVIII, XXX, XXXI and provide capacity building through the USFS modular toolkits for multiple use forestry, and developing co-management agreements (social forestry) within them. Notably, LESTARI will provide technical assistance for communities to ensure the effective implementation and monitoring of social forestry permits after they are received.


Technical assistance will be maintained and enhanced in Sebangau and Bukit Baka Bukit Raya National Parks through enhancing community collaboration in park management, SMART patrols to combat encroachment and wildlife trafficking, orangutan and orangutan habitat conservation, and developing monitoring baselines (for hydrology of forested peatlands in Sebangau in collaboration with USDOI and poaching in BBBR). An important initiative will be the continuation in development of a sustainable financing mechanism for Sebangau, bolstered by advocacy efforts, that will provide long-term support to multi-stakeholders in advancing restoration. This restoration initiative, facilitated by LESTARI, will ultimately be managed by a separate entity (e.g. NGO). Proportional technical assistance will be delivered to Tangkiling Tourism Park, and the continued support for the Grand Forest Park in Gunung Mas. Private Sector Best Management Practices will focus on the continued delivery of Reduced Impact Logging for reducing emissions (RIL-C) training to 7 companies in Katingan-Kahayan landscape that will result in companies applying the sustainable harvesting method throughout their concession area. In conjunction, an important component on achieving BMPs and improved management of forest within private sector concession is the management and monitoring of HCVs that will be implemented internally together with the concession staff. For ecotourism, Year 3 work will be targeted in Katingan-Kahayan Landscape for Sebangau National Park and Dwima Group, including technical assistance for the site model master plan, capacity building, educational awareness, and partnership development. The MSU-led university partnerships initiative with local universities in Central Kalimantan will continue with the development of module content for the online course, training on engaging communities in forest carbon measurement and reporting, development of a demonstration forest carbon project with university managed forest properties, and deployment of an online forest carbon MRV tool. This MRV tool could eventually support district and provincial government needs as well as be tied into the Learning Management System to support capacity building and training. Further details of this Year 3 initiative are presented on the next page. 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.


LESTARI – MSU Year 3 Work Plan

The Year 2 efforts of the LESTARI – MSU team on the university linkages initiative accomplished the following: establishment of formal agreements between MSU – UPR and MSU – UMP; defined structure and content for the four-module LMS course; implementation of the Moodle-based application (LMS) on an Amazon Web Services (AWS) platform in Singapore; the capture of field videos and documentation material for use in the LMS course; and a 15-day University Exchange Tour to MSU with two participants each from UPR and UMP. Year 3 activities will continue to rely on close collaboration with UPR, UMP and IBP and focus on five specific areas described below: Activity 1: Learning Management System Development leading to Four Module Demo Version 1.0. MSU will work with UPR, UMP, IPB and the LESTARI Kalteng team to implement a four-module, on-line course through a Moodle-based, Amazon Web Services (AWS) platform Learning Management System. Year 2 work defined the four-modules and university leads and also established the Moodle-based LMS hosted on AWS at their Singapore node. The consortiums aims to develop module content for the LMS and a demo version for review by stakeholders in January 2018. Activity 2: Learning Management System Certificate Program. Following on the development of the four-module LMS, the consortium will work to institutionalize the LMS through a Certification process at the institutional level. This will require working through university administration procedures and likely involve curricula review to ensure quality of the material. The development of additional LMS material may also be required. MSU will need to work closely with UPR, UMP, and IPB to implement the Certificate Program. Activity 3: Actionable Research – Training in Community Measurement and Monitoring of Forest Carbon. MSU will co-develop with UMP and UPR a five-day training on engaging communities in forest carbon measurement and monitoring. The team will then implement a “training-of-trainers” practicum in the field with one or more communities in the Katingan-Kahayan Landscape. Material will be developed in Bahasa Indonesia and will also then be used in the LMS. Activity 4: Actionable Research – Training in Developing a Forest Carbon Project. MSU will work with both UPR and UMP to develop demonstration forest carbon projects with University managed forest properties such as the UPR Natural Peat Lab/ Sebangau and the UMP KHDTK Rakumpit forest areas. The team will utilize Remote Sensing/GIS tools and the MSU developed on-line Forest Carbon MRV to map Activity Data and compute Emission Factors. Verified Carbon Standard (VCS) and Climate, Community & Biodiversity (CCB) protocols will be followed. Training material and results will then be incorporated into the LMS. Activity 5: REDD+ MRV System Deployment in Central Kalimantan. The MSU developed on-line Forest Carbon MRV tool is a portable system that can be deployed as a stand-alone, single computer application or through various on-line (VPN or Public access) networked configurations. MSU will work with the technical faculty and staff at UPR and UMP to deploy a version of the MRV Toolbox in Kalteng. Deployment requires an Ubuntu platform and the compiling of various software libraries – all freeware. This Kalteng Node of Forest Carbon MRV Toolbox could be further deployed to support local and provincial government agency or NGO needs. It may also be tied into the LMS to support hands-on capacity building and training.

Activity Oct – Dec

2017 Jan – Mar 2018

Apr – Jun 2018

Jul – Sept 2018

1. LMS Development DEMO 1 x Jan

2. LMS Certificate Program x x x

3. Actionable Research – Training 1

x x

4. Actionable Research – Training 2

x x

5. MRV Deployment in Kalteng x x


Figure 4. Katingan-Kahayan Operational Landscape

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W E S T K A L I M A N TA N

P R O V I N C E

J AVA S E A

Bukit Baka - Bukit Raya

National Park

Sebangau National Park

Tanjung PutingNational Park

Mentay a

River

Katin

gan

Rive r

Kah

ay

an

Riv

er

Seban

gau

R

iver

BL

OC

K

C

Tahura Lapak Jaru

UNIT XVI - KPHP

Garung

Kec Kamipang

Tumbang Miwan

Bawan

Tusang Raya_Tumbang kuayan_Rabambang

Mangkawuk_Rambang

TambakTumbang Tarusan

UNIT XXXI - KPHP

Dwima Jaya Utama

Hutan Mulya

Dwima Jaya Utama

Graha Sentosa Permai

Sampit

Kasongan

Kuala Kurun

Pulang Pisau

Kuala Pembuang

S e r u y a n

K a p u a s

M u r u n g R a y a

K o t a w a r i n g i n B a r a t

K a t i n g a n

G u n u n g M a s

P u l a n g P i s a u

K o t a w a r i n g i n T i m u r

P a l a n g k a r a y a

Palangkaraya

114°0'0"E

114°0'0"E

113°30'0"E

113°30'0"E

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113°0'0"E

112°30'0"E

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0 20 40 60 80 10010

Km

:

Legend

"/ Provincial Capital

!. District Capital

Provincial Boundary

District Boundary

River

FMU Boundary

Concession Boundary

National Park Boundary

Tahura Lapak Jaru (4,130 ha)

Village Co-Management (17,200 ha)

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FMU_KPHP XXXI (349.800 ha)

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FMU KPHP XVI (269,000 ha)

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3 Logging Concession (227.000 ha)

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BukitBaka BukitRaya NP (128.000 ha)

Katingan-Kahayan Operational Landscape

Forest Cover

KALIMANTAN

TENGAH


IN KATINGAN-KAHAYAN LANDSCAPE



LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 1: PROVINCIAL AND DISTRICT LESTARI INTEGRATION AND SCALING THROUGH ENGAGEMENT IN ANNUAL BUDGETING AND POLICY ADVOCACY

HIGH-LEVEL OUTCOMES INTERMEDIATE

OUTPUTS & SCHEDULE



SPECIFIC INPUTS

Number of public policies addressing

climate change and/or biodiversity

conservation introduced, changed or

adopted consistent with citizen input

Emphasis on preventive

measures in RIPDAL

for Pulang Pisau District

and Central Kalimantan

Province that allocate

multi-agency action and

budgets to reduce the

amplification and

spread of fire events

(Q1-Q4)

APBD annual budget

on Forest and Land Fire

Control (Karhutlah) app.

At least IDR 2 billion

per year (Q1-Q4)

Evaluation and oversight of government

policies and plans for control of forest and

land fires (Karhutla) that are strengthened

by effective prevention measures (e.g.

improvements to peatland hydrology)

Work closely with government to ensure

the PPAS (Kebijakan Umum Anggaran –

Prioritas Plafon Anggaran Sementara) is

included in the annual planning on

Karhutlah management prior RIPDAL

enactment

Form task force to develop draft of

RIPDAL and Karhutlah regulation (SK)

Develop regulation document for RIPDAL

Develop Pergub Karhutla

Public consultations for Pergub Karhutla

and RIPDAL

MSF engagement to

ensure stakeholders are

involved in the process of

policy making in particular

public consultation and

thematic discussion

LESTARI advocacy team

to ensure the

operationalization for

Karhutla funding in APBD

by working closely with

district government

Advocacy for stipulation of

Perda regulations through

public consultation


Number of public policies addressing

climate change and/or biodiversity

conservation introduced, changed or

adopted consistent with citizen input

3 policy on village authority for

funding utilization on environment

and forestry related conservation

activities (continuation from Y2) -

(Katingan, Gunung Mas, Pulang

Pisau)

Finalize draft of Bupati

decrees on village

authority for Dana Desa

utilization on

environment and

forestry related

conservation activities

with public input (Q1 -

Q2)

Public consultation for the Bupati decree

on village authority

Enactment of Bupati decree on village

authority

MSF engagement to

ensure stakeholders are

involved in the process of

policy making in particular

public consultation and

thematic discussion

Packaging and

dissemination of the draft

Bupati decrees

SA


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 2: LANDSCAPE RESTORATION WITH FPIC AND SUSTAINABLE LIVELIHOODS

HIGH-LEVEL OUTCOMES

INTERMEDIATE OUTPUTS & SCHEDULE



SPECIFIC INPUTS

Blok C2 (5 Desa)

30,000 ha and C1

99,000 ha under

improved

management (#2)

Number of public

policies addressing

climate change

and/or biodiversity

conservation

introduced,

changed or

adopted consistent

with citizen input

(#4)

1 district policy on FPIC

9 champions (Q1)

700 beneficiaries (from total 23

canals (handel) (Q2-Q3)

RPJMDes operationalized into

village and district annual work

plans (Q1-Q3)

FPIC commitments kept and any

non-compliance resolved by TRGD

(Q4)

Handbook on FPIC process

(Q4)

Form the module development team(SK)

Develop module on FPIC

Develop regulation on FPIC

Evaluation of FPIC commitment at the canal

blocking stage

Develop village task force for inventory of

RPJMDes and RKPD in district level

Village task force involve in Musrembang

process at village, sub-district, forum SOPD,

and district level implementation of RPJMDes

Public consultation

FHL involvement and ensure

stakeholders involve in the

process of policy making

Position paper on adopting

RPJMDes into RKPDes

Supervision to ensure the

budgeting in the regional council

Direct Implementation,

STTA and SA


89,000 ha under

improved

management (#2)

10 community champion engaged for

advocacy (Q1-Q4)

1500 people trained in natural

resource management (Q1-Q4)

IDR 5,000,000,000 Amount of

investment mobilized from local

government and private sector (Q1-

Q4)

3000 beneficiaries

5 PPP signed between LESTARI or

public entity (facilitated by LESTARI)

and private sectors in improvement of

sustainable livelihoods (Q1-Q4)

Pulang Pisau:

1. Continue on scaling up community

engagement interventions through rubber

2. Further coordination with private sector in promoting sustainable livelihood 3. Collaboration and partnership with relevant local government fro scaling up strategy Katingan: 1.Expansion for community rubber program in 5 sub-districts (Sanaman Mantikei, Katingan Hilir, Central Katingan, Tewang Sanggalang Garing, Malan Island) 2. The assessment of partnership with private sector (PPP) potential. Coordination with private sector partner for the development & strengthening of BUMDES in promoting sustainable livelihood. 3. Coordination with grantees for sustainable livelihood expansion Gunung Mas: 1. Technical assistance on the development and implementation of RPHJPd based on principles of multiple use forestry 2. Development of co-management between communities and KPH XVI 3. Implementation of the co-management agreement including the development of sustainable livelihoods

Advocacy to prevent land use

change in Gunung Mas and

Katingan with sustainable

livelihood assistance

Advocacy for reducing fires in

Pulang Pisau and Katingan

Success story documentation,

best practices, and facilitate

knowledge exclusion for

dissemination and scale up to

relevant stakeholders

Note for advocacy work: 1. Bottleneck: rubber is regarded as an unfavorable commodity (rubber needs daily production cost while palm oil only needs production cost twice a month) 2. Need to look for a study that compares the cost benefit between rubber, palm and other commodities


SA/ STTA for natural rubber

cultivation expert

Grant potential for

partnership with KPH XVII in

Gunung Mas (10.000 ha

community rubber)

Grant potential for Petuk

bukit: HD & sustainable

livelihood


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 3: FMU PROVINCIAL-LEVEL POLICY SUPPORT AND SOCIAL FORESTRY CO-MANAGEMENT

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

Improve KPH XVI

Gunung Mas

268,000 hectares (+

KPH XV 208,524 Ha =

KPHP Kahayan Hulu)

KPHP Kahayan Hilir

XXXI (369,958 Ha)

and KPHL Kapuas-

Kahayan IV (7,805

Ha)

KPH Katingan Hilir

XXX (251,944 Ha);

KPH Katingan Hulu

XVII (711,379 Ha);

KPHP Kahayan

Tengah III + XIII +

XVIII (= 374,893 Ha)

Toolkit for province and KPH

level based on USFS toolkit

(multiple uses, multi

stakeholders) (Q2)

65 staffs of Forestry Services (5)

and FMU (60) trained FMU

Visioning and Sustainable

Forest Management (Q3)

1. Transfer knowledge for provincial forestry services

and FMU

2. Facilitation learning exchange with multi-

stakeholders in province level.

3. Capacity building on toolkits test

4. Facilitation and assistance:

o FMU governance strengthening

o Partnership between FMU and community

o Partnership between private Sector

(concession companies/ HPH & HTI) with

Community (Link with TT3)

Advocacy on how FMU Establish

at the provincial level through

forest management approach

principle based on multiple uses

and multi-stakeholder.



11,000 ha under

improved land

management (#2)

8 champions engaged in

advocacy from local community

(Q1-Q4)

300 people people trained in

valuable non-timber forest

products development and

institutional capacity

development (Q1-Q4)

2,260,000,000 IDR in

investment mobilized from

government or private

sector(Q1-Q4)

1,500 beneficiaries from 4

villages in Banamatingang (Q1-

Q4)

Implementation of social forestry initiatives in

Banamatingang

1. Technical assistance for institutional strengthening

& improved technical capacity for co-

managements in Banamatingang (4 villages

2. Training on Forest Village management system

and business management for LPHD (village

forest management institution) in Pulang Pisau,

including the development of proposals for

sustainable livelihood potential in each region

3. Technical assistance to LPHD for potential

partnership (PPP) / market access

Development of two potential village forests and two co-management agreements under PPP with RMU:

- Initial field coordination between LESTARI and RMU teams

- Preparation & implementation of technical assistance for legal aspect of the co-management activities

1. Village funding support,

APBD for community forest

management (links with TT1)

2. Media tool to promote

valuable non-timber forest

products

3. Advocacy of SK issuance for

the establishment of LPHD

4. Advocacy of KTH formation

(Perdes)


Grant

STTA / SA

Hectares under

improved

management (#2)

4,268 (Gunung Mas)

7,272 ha (Katingan)

7 Co Management agreements

signed (Social Forestry) (Q4)

- Gunung Mas: 2 HKm

- Katingan: 4 HD

- Pulang Pisau:1

5 Forest management plans and

business plans developed in

locations where permits already

obtained (Q4)

1. Facilitation of training on Social Forestry

management (multiple use & multi stakeholders

principle), and training on Social Forestry proposal

process up to verification in the field.

2. Technical assistance in Project Proposal for Social

Forestry preparation (documentation, licensing,

verification, and policy support)

3. Technical assistance in forest management plan

development and NTFP business plan

development



LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 4: CONSERVATION CO-MANAGEMENT AND ORANGUTAN CONSERVATION IN SEBANGAU AND BBBR

HIGH-LEVEL OUTCOMES


TECHNICAL ACTIVITIES ADVOCACY & COMMUNICATION

REQUIREMENTS SPECIFIC INPUTS

542,189 ha under

improved

management in

Sebangau National

Park (#2)

1 innovative financing model to

support restoration in Conservation

Areas (Q1-Q4)

1. Continuation of finacing and business

model development

2. Technical assistance in preparation of

restoration plan

3. Facilitation of capacity building on NP

collaboration

4. Public consultation of institutional

establishment within the framework of

restoration on Sebangau NP

5. Technical assistance in forming and

establishment of NP restoration agency

(Sebangau Trust Fund)

6. Technical assistance in institutional

empowerment by WWF / LESTARI

7. Organize fundraising event

- Facilitation funding commitment to support restoration on SNP (conservation donors & private sector)

1. Sebangau NP is more open to

receive programs / support coming

from various institutions

2. Advocacy Material:

o site plan

o NP development plan


Grant under Contract

10% reduction in poaching from the

baseline (#3) (Q1-Q4)

1 Conservation Area under

improved management (#10) (Q1-

Q4)

2 Co-management agreements

signed (#11) (Q1-Q4)

1. Technical Assistance in building &

developing Community Partnerships with

NP:

a. Traditional management Zonation (links

with Thematic 3)

b. Ecotourism management (supported

by RFA 005)

2. Support hydrology data baseline in

collaboration with USDOI

3. Monitoring SMART Patrol (Building

System)

Availability of Sebangau NP protection

budget, by establishing collaboration

between Local Government and Private

Sector (via CSR)


STTA



16 Sebangau NP staffs obtain

training on conservation

management (#12) (Q3)

400 people acquire livelhoods co-

benefits (#14) (Q4)

4. Technical assistance through advanced

training and capacity building in piloting

application technology to support SMART

Patrol:

a. Build a piloting plan

b, Facilitate the partnership process in

piloting implementation

5. Inventory of Sebangau NP biodiversity

6. Poaching baseline data

7. Grant initiative for orangutan conflict

mitigation, rescue, rehabilitation, and

translocation with BKSDA, private sector,

community

122,822 ha under

improved

management in

Bukit Baka Bukit

Raya National

Park (#2)

10% reduction in poaching from

baseline data (#3) (Q1-Q4)


improved management through

METT score increase (#10) (Q1-Q4)

4 co-management agreements

(#11) (Q3)

14 staffs of BBBR National Park

attend a conservation area

management training facilitated by

LESTARI (#12) (Q3)

1,000 people acquire livelihood co-

benefit (#14) (Q1-Q4)

1. Facilitate dialogue and develop co-

management agreement between BBBR

NP and related parties (Local

Government, Private Sector and

Community)

a. Identification Traditional Zone

management (link with TT3)

b. Ecotourism development in BBBR-NP

(supported by RFA 005)

2. Developing SMART Patrol

3. Update the biodiversity inventory of BBBR

NP and conduct public consultation .

4. Poaching baseline data

1. Availability of BBBR NP protection

budget, by establishing collaboration

between Local Government and

Private Sector (via CSR)

2. Data base transparency in support of

BBBR NP protection




346 ha under

improved

management in

Tangkiling Nature

Tourism Park (#2)


improved management through

METT score increase (#10) (Q1-Q4)

1 co-management agreement

signed (#10) (Q3-Q4)

Site plan for ecotourism developed

(Q4)

3 management staff trained (#12)

(Q1-Q4)

1. Technical assistance in developing

community partnership with Tangkiling

Nature Tourism Park

2. Sustainable livelihoods (link with TT 3)

3. Biodiversity inventory of Tangkiling Nature

Tourism Park

Advocacy for Tangkiling Nature Tourism

Park protection, such as building

collaboration with Local Government and

Private sector (via CSR)


4,119 ha under

improved

management in

Tahura Lapak

Jaru, Gunung Mas

(#2)

1 co-management agreement

between community and Tahura

(#11) (Q1-Q4)

Tahura management and zonation

plans developed (Q4)

Facilitate the strengthening of Tahura via:

- Biodiversity survey for structuring the

management zonation and site plan

- Tahura partnerships developed with the

community and/or private sector (Link to TT

3)

- Evaluation of Tahura function

Advocacy for Tahura management using

principles of multiple use, multi-

stakeholders and envisioning



LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 5: PRIVATE SECTOR BMP AND ECOTOURISM

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

3 timber

companies that

have improved

management

practices as a

result of USG

assistance (#15)

1 policy (Permen issuance for

mandatory RIL-C) (#4) (Q1-Q4)

5 community champion engaged for

advocacy (#8) (Q1-Q4)

50 people trained in natural resource

management (#12) (Q1-Q4)

IDR 1,500,000,000 amount of


concessions (#13) (Q1-Q4)

RIL-C technical assistance:

1. Continuing the assistance of RIL-C field

practice on 7 concessions in Katingan and

Gunung Mas

2. Assistance to the development of RIL-C

SOP and the Annual Work Plan / RKT 2019

document for 7 concessions including

budgeting

3. Faciliate the development of the Ministerial

Regulation (Permen) on the mandatory

adoption of RIL-C for all natural forest

concessions in Indonesia

4. Socialization of the Permen

1. Supporting media tools

(video, factsheet,

infographics, etc.) for

introduction & benefit

RIL-C to relevant

stakeholders at the

landscape level

2. Advocacy & public

consultation to the RIL-C

Permen

Sub-Contract

203,000 ha under

improved

management (#2)

in 3 HPHs:

(DJU-127,000;

GSP-34,000 ha;

HM-42,000 ha)

5 community champion engaged in

advocacy (Q1-Q4)


management (Q1-Q4)

Operationalization of CMMP from 3 HPHs (DJU,

GSP, and HM):

1. Participatory monitoring with HPH,

communities, local government (district, sub-

district, village levels)

2. Revised CMMP documents based on

findings in the field

3. Develop SOPs for HCV monitoring

4. Implementation of community engagement

(sustainable livelihood & co-management)

1. Advocacy for awareness

on collaborative

management for

conservation efforts

(companies,

communities) and also

socialization on Permen

LHK 83/2016 on Social

Forestry to companies.

2. Public consultation for

CMMP document

revision


SA/STTA for HCV/SMART

patrol


MoU between BKSDA and

concessionaires (Q3)

SOP on human-orangutan conflict

mitigation implemented by

concessionaires and acknowledged by

BKSDA (Q4)

20 members of the BKSDA task force

on human-orangutan conflict mitigation

trained (Q3)

2 companies implementing BMPs for

human-orangutan conflict mitigation

(reflected in SOP) (Q4)

Conflict Mitigation between Private Sector

concessions and Orangutan

1. Workshop on Conflict Mitigation between

human and orangutan in cooperation with

BKSDA

2. Facilitation of Developing MoU (Perjanjian

Kerjasama ) between BKSDA with 2

plantation companies in in mitigation conflict

between human and orangutan.

Training of conflict management human and

orangutan solution for the task force of conflict

mitigation human with orangutans (Satuan Tugas

Penanggulangan Konflik Manusia dan

Orangutan)

Advocacy for SOP adoption

by plantation companies


Grantee (for Community

Development and orangutan

rehabilitation)

(Contributes

towards improved

management in

Sebangau NP)

10 community champion engaged in

advocacy (Q1-Q4)


management (Q1-Q4)

2000 beneficiaries

2 PPP signed between public entities

and private sectors (facilitated by

LESTARI) to advance the

development of sustainable tourism

(Q1-Q4)

Sebangau NP ecotourism master plan

Technical assistance on development of

ecotourism site model (education and tourism) &

Detailed Engineering Design (DED) in Sebangau

National Park

- Capacity building for local community in

ecotourism (related to MoU between

Punggualas, WWF and Sebangau National

Park – a 5 year program) - approximately 263

ha (covering Kruing, Jahanjang, Baun Bango in

utilization zone, 700 households)

- Revise & update Sebangau NP ecotourism

master plan

- Technical assistance for ecotourism business

model development within Dwima Group

concession areas

- PPP ecotourism facilitation with airlines and

tour operators

Sebangau NP ecotourism

promotion (billboards, videos,

media exposure, field trips,

bloggers engagement, 10

year festival of Sebangau

National Park) - cooperation

with the Tourism Office


Grantee


PAPUA LANDSCAPES

Papua Provincial Initiatives LESTARI operates in 4 landscapes in Papua Province – Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi, and Cyclops. In Year 3, approaches, activities, and results will be considered in aggregate. 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, budget leveraging, and protected area management) and effectiveness of implementation by the LESTARI team. Papua Provincial initiatives during Year 3 will focus on:

Improved land-use planning and land governance through KLHS for RTRW

Improve Provincial Forest Management and FMU pilot

Continued development and strengthening of SIMTARU/SST implementation with district linkages in Lorentz and Mappi-Bouven Digoel Landscapes

At the provincial level, the main emphasis of SST-SIMTARU development will be establishing a system for uploading traditional (wilayah adat) community maps with the consent of the communities to the SIMTARU so that any licensing processes recognize their existence. Even if such maps do not conform to BIG standards (e.g., not in effect when the maps were produced), nonetheless adat presence will be known if not formally registered. A dedicated SOP will be produced for the uploading of traditional maps so that the existence of customary communities can be identified and appropriately engaged with by anyone preparing a land use license for approval. The aim is for all license submissions to have been based upon FPIC. Additionally, advocacy efforts will work to ensure that all government agencies comply with the PerGub on licensing and keep the SIMTARU updated with geospatial information. Finally, an exit strategy for SIMTARU support will be articulated to ensure that it is not continually reliant on donor assistance. There will be further development of the SST to include zonation within concession licenses in Lorentz Lowlands and Mappi-Bouven Digoel Landscapes. This will comply with and go beyond the requirements stated in the AMDAL. Once such land use rationalization for a pilot concession site has been achieved through FPIC, there will be formal acknowledgement by local government with appropriate policy directive for application to all district licenses (e.g., SK Bupati) as a condition of approval of annual work plans. Such land use rationalization will also be recommended in the updated SEA. Limited support will be provided to the Provincial BAPPEDA in response to requests for strengthening of SEA for the newly elected Governor’s RPJMD (2018-2023), provided the approach is self-reliant (swadaya). In other words, any technical support will complement a process that is managed directly by Bappeda. In the first instance, there will be a cross-learning visit to Central Kalimantan related to the modality of SEA for RPJMD to ensure that it be spatially-based. Furthermore, after completion there will be capacity building to assist SKPD to formulate their Renstra in line with the SEA recommendations. In other words, assistance for SEA for RPJMD will be minimal and not repeat the high degree of support for KLHS RPJMD in Aceh and Kalteng. The reason for modest support (e.g., internal resource persons at specific SEA meetings) is that SEA support for the new RPJMD represents the single most important request for assistance by Bappeda and as such is considered worthwhile as part of constructive engagement at the provincial level.


LANDSCAPE: PAPUA PROVINCE INITIATIVE 1: LAND-USE PLANNING & LAND GOVERNANCE – SST/SIMTARU

HIGH-LEVEL OUTCOMES INTERMEDIATE OUTPUTS &

SCHEDULE TECHNICAL ACTIVITIES


SPECIFIC INPUTS

Improved licensing and permitting

mechanisms for Papua Province

through SST

(#5)

DPMPTSP’s decree for SST technical

team and SOP for SST business process

on licensing and permitting in provincial

and district level (#4) (Q1)

MoU on SST related data update

between SIMTARU with strategic OPDs

(Q3)

Series of meetings for the design and establishment

of SST technical team.

Engagement to the provincial

DPMPTSP

Direct

Implementation

Advocacy on formalization of SST in licensing and

permitting in provincial and district level (Mimika,

Mappi, and Boven Digoel)


DPMPTSP

Capacity building of DPMPTSP’s SST technical team SST user manual

FPIC spatial layer integrated to the SST

for licensing, in line with the governor’s

decree on IPR (Izin Pemanfaatan

Ruang/Land Use Permits) (Q3)

FPIC spatial layer synchronization onto SST analysis Advocacy media: FPIC

socialization trough MSF for

licensing

Improved licensing and permitting

mechanisms for Papua Province

through SIMTARU (#5)

SIMTARU geo-spatial participatory

mapping data incorporated (Q3)

1. Socialization of IPR (Izin Pemanfaatan

Ruang/Landuse Permits) and SIMTARU

regulations and their related SOP

2. SIMTARU technical capacity building

3. Integration of participatory mapping data on

important customary areas to SIMTARU

Printed and electronics

advocacy media; SIMTARU

and SST user manuals;

Radio/TV dialogs; MSF

regular meetings

SST data management in SIMTARU, technical

capacity building, and data updating


DPMPTSP, Forestry, and

Plantation Office

Demonstrated support of improved

licensing and permitting (and high

level forest management planning)

through a Multi-stakeholder process

Existing “Multi-stakeholder process”

revived and action plan focused on

licensing, forestry spatial planning

including FMU alignment

Provincial MSF Meetings to develop action plan

Implementation of high level advocacy to improve

licensing, spatial planning and forest management


DPMPTSP, Forestry, and

Plantation Office

Direct

Implementation


Lorentz Lowlands Landscape

Landscape Profile

The Lorentz Lowlands Landscape covers an extensive 4.8 million hectares, including the districts of Mimika and Asmat and Lorentz National Park. The landscape consists of largely intact dryland, mineral soil forests in the northern parts of the landscape, extensive lowland swamp forests along the central belt, and the world’s most rich and intact mangrove ecosystems on the southern coast. 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 depend on

Landscape Initiatives

The key Year 3 target for Lorentz Lowlands Landscape is to achieve 285,000 hectares of biologically significant forest and/or natural resources under improved management and maintain or enhance that achieved in Year 2 (within the Lorentz National Park). Principle interrelated initiatives that will contribute to this ambitious target are:

Spatial plan review, revision, monitoring, and enforcement

Mangrove and cultural heritage sites co-management agreements

Lorentz co-management for conservation

The updating of the SEA begun in Year 2 will be enhanced by visualization and advocacy initiatives so as to be better understood by stakeholders, especially citizen-based groupings, as opportunities to direct policies, plans and programs (PPP) including budget allocations towards sustained improvements in land management. The most immediate application of this approach will be the Mimika RTRW review due to be completed in the first quarter of Year 3. Already the draft revised RTRW has adopted recommendations from the original SEA (see SEA matrix in Year 2 Annual Report). The relationship between SST for natural resource licensing and spatial planning information in the SIMTARU database, especially the maps for land use functions, strategic areas and infrastructure, will also be validated in the optimal scenarios of the SEA and related recommendations. SST-SIMTARU integration and related advocacy (e.g., RTRWatch) will be instituted to contribute to monitoring and enforcement of land use. Co-management agreements in Mimika and Asmat’s pristine mangrove and high conservation cultural heritage sites will be achieved through a multi-stakeholder approach to achieve improved management on the ground. Formal recognition of community rights of access to natural resources and forests has proven difficult to achieve on a large scale. More flexible arrangements transparently negotiated between stakeholders with monitored implementation are preferred in Papua. Improved management will focus on the Rawa Baki cultural heritage site (to improve management above and beyond that achieved during USAID IFACS), establishment of a management of the Yepem water catchment that supplies Agats town, and a co-management agreement for traditional mangroves utilization in Ewer / Saw. LESTARI will continue to provide support for improving the management of the Lorentz National Park. Activities will be informed by the METT evaluation and fill gaps that remain in the management effectiveness of the park and maintain management to prevent a reduction of the METT score.


Figure 5. Lorentz Lowlands Operational Landscape

! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !

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WEST

PAPUA

A R A F U R A S E A

L o r e n t z N a t i o n a l P a r k

Saw

Yepem

SyuruEwer

Keakwa

Nayaro

Tiom

Kepi

Ilaga

Mulia

Dekai

WageteWamena

Elelim

Timika

Karubaga

Moanamani Enarotali

M A P P I

YA H U K I M ON D U G A

PA N I A I

N A B I R E

P U N C A K

D O G I Y A I

YA L I M O

L A N I J A YA

I N T A N J A Y A

T O L I K A R A

B O U V E N D I G O E L

D E I YA IJ A YAW I J A YA

P U N C A K J AY A M E M B E R A M O T E N G A H

K A B U P A T E N J A YA P U R A

A S M A T

M I M I K A


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Legend

!. District Capital

Provincial boundary

Kabupaten boundary

River

Village Co-management (61,000 ha)

! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !! ! ! ! ! ! !

Rawa Baki (123,000 ha)

Kawasan Ekowisata Mangrove (4,000 ha)

Operational Landscape

Conservation areas

Mangrove

Forest cover


LORENTZ LOWLANDS LANDSCAPE



LANDSCAPE: LORENTZ LOWLANDS (AND MAPPI-BOUVEN DIGOEL) INITIATIVE 1: SPATIAL PLAN REVIEW, REVISION, MONITORING, AND ENFORCEMENT

HIGH-LEVEL OUTCOMES INTERMEDIATE OUTPUTS & SCHEDULE TECHNICAL ACTIVITIES


SPECIFIC INPUTS

Integration of SEA into District

Spatial Plan (RTRWK) (#6)

35,000 hectares under improved

management (#2)

Mimika district Spatial Plan

(RTRWK) review is integrated with

SEA (#6) (Q2)

1. Scoping

2. Analysis



5. Integration into RTRWK

Multi-stakeholder advocacy for

the most suitable management

body for monitoring of

mangroves (i.e., FMU, co-

management with communities,

KKMD)


Improved licensing mechanisms

through the adoption of SST in

Mimika, Mappi and Boven Digoel

Districts (#5)

Activity roadmap of districts JDSD

to strengthen the regional spatial

planning (Q2)

Districts institutional strengthening on geo-

spatial data management, and IDS and SEA

technical teams coordination.

Printed and electronics

advocacy media on SST and

SIMTARU


MoU on districts SST/SIMTARU

development and integration (#5).

(Q2)

Series of meetings with districts related

executive linked to SST development.

High quality regional geo-spatial

data for SST available (Q1)

At the minimum of 60 people

trained (#12) (Q2)

Coordinating districts cross-sector data

following BIG standards for spatial data

compilation, integration, and synchronization.

Integrating regional spatial planning along with

SEA spatial data layers for SST analysis

SOP regulation for SST/SIMTARU

implementation for licensing and

permitting in 1 districts (#4)

(Q3)

Synchronization and coordination of provincial

licensing process with districts level licensing

operation.

Operational SST/SIMTARU web-

applications. (Q4)

SST/SIMTARU Launching


LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 2: MANGROVE AND CULTURAL HERITAGE SITES CO-MANAGEMENT AGREEMENTS

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

123,000 ha under

improved

management in

Rawa Baki, Asmat

(#2)

Bupati recommendation on the change

of “Rawa Baki” as Esential Ecosystem

Areas or Protected Areas (#4) (Q3)

Village co-management agreement to

protect “Rawa Baki” conservation

areas with government (#11) (Q2)

LHK Ministerial Decree on the

essential ecosystem area designation

or Protected Area (#4) (Q3)

Approval of long-term management

plan of Rawa Baki conservation area

and Rp. 1M annual funding leveraged

(#13) (Q4)

1. Facilitating MSF discussions

2. Spatial rationalization

3. Facilitation to get the regent's recommendation

4. Technical assistance in the preparation of The Village

Agreement

5. Facilitate the revised document on the management plan

of the "Rawa Baki" and hold public consultation.

6. Conduct dialogue with provincial and district and national

level.

7. Technical assistance of preparing the long-term

management plan of Rawa Baki

8. Facilitation of obtaining approval and funding for long-term

management plan of Rawa Baki

- Awareness of the

importance of Rawa

Baki area as a cultural

and spiritual area of

society at the district,

provincial and national

levels through media

publications


Areas under

Improved

Management in

FMU VI (#2)

Multi-stakeholder recommendation for

evaluation and realignment of FMU

register in Papua (Q3)

USFS Toolkit adapted for Papua

province and KPH level (focusing on

multi-stakeholder / co-management )

(Q4)

65 staffs of Forestry Services (5) and

FMU (60) trained in FMU Visioning

and Sustainable Forest Management

(Q3)

1. Facilitating MSF discussions about gaps in forest

management that exist in Lorentz Lowlands Landscape

2. Transfer knowledge from provincial forestry services and

FMU

3. Facilitation learning exchange with multi-stakeholders at

the landscape and province level.

4. Capacity building using toolkits test

- Advocacy for evaluation

of FMU register in

Papua that was

established before the

revision of the Forestry

Spatial Plan SK

782/2012


and USFS


105,000 ha under

improved

mangement through

Co-Management in

Nayaro (#2)

3 Champions from local community

(#8)

15 Nayaro people trained in

institutional strengthening and forest

protection (#12) (Q2)

1. Facilitate the community and the village government to

discuss plans for the establishment of a local forest

protection organization and provide resources for work

plan implementation

2. Farmers Field School (FFS) assistance for the sago

management & marketing

3. Facilitate negotiations between Timika stakeholders and

the Nayaro community for sustained assistance and

collaborative agreements based on the NRM action plan

4. Facilitate potential signing of collaborative management

agreement of Natural Resources of Kampung Nayaro.

- Coordination and

communication with

village and district

governments related to

village institutions.

- Accompanying

customary institutions

and village governments

to establish local forest

and land protection

agencies

13,343 ha under

improved

management

(Yepem) (#2)

Formation of water management

working groups by MSF facilitation

(Q1-Q2)

20 people acquire knowledge water

resource management (#12) (Q2)

Co-management agreements signed

between multi stakeholders on

Yepem water resources management

(#11) (Q3)

1,600 people with livelihood co-

beneifts (#14) (Yepem Agats) (Q4)

1. Formulation of multi-stakeholder water management

working groups

2. Facilitation of work plan preparation, water resource

management scheme, threats & challenges, and business

plan

3. Comparative study

4. Capacity building on establishment of Badan Usaha Milik

Kampung (BUMK) on water resource management

- Establish constituents

from the younger

generation for

campaigns on water

management systems

- Publication of co-

management process

(Story of the Field, short

video, etc.)


10,000 ha under

improved

management in

Asmat (Ewer and

Saw) (#2)

2 Co-management agreements signed

(#11) (Q3)

2000 people in Ewer and Saw

Kampungs receive livelihood co-

benefits (monetary on non-monetary)

(#14) (Q4)

1. Identification Stakeholders and Areas for Co-management

2. Facilitate multi stakeholder dialogue

3. Technical assistance in Empowering local institutions in

Ewer and Saw

4. Facilitation of designing co- management agreement

5. Signing co-management between Kampung and Local

Government and the other institution.

6. Facilitate co-management work plan



LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 3: LORENTZ CO-MANAGEMENT FOR CONSERVATION

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

1,019,000 ha under

maintained and

improved

management in

Lorentz National

Park (#2)

METT score 5 point increase (#10)

(Q4)

Regent's decree about protection and

utilization of Wild Plants and Animals

in Mimika and Asmat (#4) developed

through citizen based input and the

MSF (#7) (Q3)

Village regulations (10 villages in

Mimika, 8 villages in Asmat) to

protect the area (#4) (Q2)

10 Community Champions active in

conservation based on (Q3)

Sustainable financing leveraged

funds for future co-management of

Lorentz National Park (#13) (Q3)

1. Technical assistance in facilitation and

implementation of Friends of Lorentz -

Forum Kolaborasi Pengelolaan Taman

Nasional Lorentz (FKPTNL)

2. Zonation review and dialogue with multi-

stakeholders for issuance on Regent’s

decree

3. Preparation and procurement of patrol

manuals

4. Facilitate ratification Village regulations in 10

villages in Mimika and 8 villages in Asmat.

5. Increasing community capacity in utilizing

natural resources (livelihood).

6. Initiative sustainable financing in Lorentz

National Park

- Publication and Socialization of

zoning review process.

- Campaign and Education protection

and TSL preservation

- Publication of SMART patrol results

- Socialization and publication of

village regulation process

- Advocacy of interested parties in the

protection of TN Lorentz through

“Yayasan Sahabat Lorentz”



Mappi-Bouven Digoel Landscape

Landscape Profile

The Mappi-Bouven Digoel Landscape 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.


The key Year 3 target for Mappi Bouven-Digoel Landscape is to achieve 503,000 hectares of biologically significant forest and/or natural resources under improved management. Principle interrelated initiatives that will contribute to this target are:

Land use rationalization for integrated conservation and sustainable development

- Government – SEA for RTRW review with focus on improved licensing and permitting as well as monitoring and enforcement

- Private Sector – conservation set-asides and co-management agreements with communities through FPIC process and rationalized concession plans linked to provincial-level SIMTARU/SST

The primary focus of LESTARI Year 3 activities aim to rationalize land use and integrate conservation and sustainable development through: (a) updating the spatial plan through the SEA, enhanced by visualization and advocacy initiatives centered around the HCV and LCP produced in Year 2 as input / recommendations for the Bouven Digoel and Mappi RTRW review, and, (b) advocating for conservation set-asides within granted concessions and development of co-management agreements through a FPIC process. Changes at the macro and concession level will be validated through the SST and Dinas PTSP (one stop shop for licensing) and SIMTARU (spatial planning information, especially the maps for land use functions, strategic areas and infrastructure) for support and potential changes to the spatial plan at the provincial level. SST-SIMTARU integration and related advocacy (e.g., RTRWatch) will be instituted to contribute to monitoring and enforcement of more sustainable and rational land use with inline or compliance to existing AMDAL for companies concerned.


Figure 6. Mappi-Bouven Digoel Operational Landscape

!.

!.

A R A F UR A

SE A

M A P P I

E D E R A

N A M B I O M A N B A PA I

M A N D O B O

S U B U R

J A I R

K I A

K A I B A R

O B A A

Y A N I R U M A

K A W A G I T

V E N A H A

A S S U E

K O U H

PA S S U E

H A J U

K O M B A Y

F O F I

B O M A K I A

F I R I W A G E

C I T A K M I T A K

A R I M O P

M I N Y A M U R

M A N G G E L U M

A M B A T K W I

Kepi

Tanah Merah

A S M A T

M E R A U K E

YA H U K I M O

B O U V E N D I G O E L

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PA P U A

Legend

!. District Capital

Kabupaten boundary

River


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Potential areas to protected area proposed (497,000 ha)

Forest cover


MAPPI-BOUVEN DIGOEL LANDSCAPE



LANDSCAPE: MAPPI-BOUVEN DIGOEL (AND LORENTZ LOWLANDS) INITIATIVE 1: LAND USE RATIONALIZATION THROUGH SPATIAL PLAN REVIEW, MONITORING, AND REPORTING (SST/SIMTARU)

HIGH-LEVEL OUTCOMES

INTERMEDIATE OUTPUTS & SCHEDULE TECHNICAL ACTIVITIES ADVOCACY & COMMUNICATION

REQUIREMENTS SPECIFIC INPUTS

Integration of 2 SEAs

into District Spatial

Plan (RTRWK) (#6)

497,000 hectares

under improved

management (#2)

Mappi district Spatial Plan (RTRWK)

review and SEA and LCP

recommendations incorporated in

revised Spatial Plan (#6) (Q2)

1. Scoping

2. Analysis



5. Integration into RTRWK


Improved licensing

mechanisms through

the adoption of SST

in Mappi and Boven

Digoel Districts (#5)

District roadmap for review of SEA to

revise the spatial plan (Q2)

Districts institutional strengthening on geo-

spatial data management, and IDS and SEA

technical teams coordination.

Printed and electronics advocacy

media on SST and SIMTARU


MoU on districts SST/SIMTARU

development and integration (#5) (Q2)

Series of meetings with districts related

executive linked to SST development.

High quality regional geo-spatial data

for SST available

A minimum of 60 people trained (#12)

(Q2)

Coordinating districts cross-sector data following

BIG standards for spatial data compilation,

integration, and synchronization.

Integrating regional spatial planning along with

SEA spatial data layers for SST analysis

SOP regulation for SST/SIMTARU

implementation for licensing and

permitting in 2 districts (#4) (Q3)

Synchronization and coordination of provincial

licensing process with districts level licensing

operation.

Operational SST/SIMTARU web-

applications. (Q4) SST/SIMTARU Launching

Printed and electronic advocacy

media on SST and SIMTARU


LANDSCAPE: MAPPI-BOUVEN DIGOEL INITIATIVE 2: LAND-USE RATIONALIZATION IN THE PRIVATE SECTOR

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

6,000 ha under

improved

management in

Bouven Digoel (#2)

5 Champions engaged in advocacy

(#8) (Q3)

50 people receive trained in FPIC for

sustainable resource management

(#12)(Q4)

200 – 300 beneficiaries receiving

benefits from changes in concession

plans (#14) (Q4)

IDR 200,000,000 amount investment

mobilized from private sector (#13)

1 pilot site with completed,

participatory land use zonation based

upon HCV studies

BOVEN DIGOEL

1. Socialization of roundtable meeting results

2. Develop FPIC compliance toolkit for Papua

3. Establish and train a Free and Prior Informed

Consent (FPIC) working group

4. Use FPIC compliance toolkit within plantation

licenses to rate compliance by the private sector

that is acknowledged by local government, local

communities, NGOs and private sector.

5. Develop multi-stakeholder targets for sustainable

development in a pilot concession

6. Identify areas for development, conservation and

social-cultural needs

7. Sign co-management agreement betweens

between communities and private sector based

upon the results of participatory land use

zonation process

8. Incorporation of participatory land use zonation

into SST

9. District policy for participatory land use zonation

in plantation licenses, e.g., SK Bupati

- Advocacy on FPIC

implementation

- Advocacy on issuance of

Perbup for Zoning &

participatory process for

licensing process in BoDi


FPIC Expert STTA / SA

Potential grantee for

working with community

development

1 pilot site with completed,

participatory land use zonation based

upon HCV studies

MAPPI

Integration of HCV studies into land use within

concessions (as with Boven Digoel, Q3-Q4)



Sarmi Landscape

Landscape Profile

The LESTARI Sarmi Landscape covers 1 million hectares in northern Papua and is almost entirely comprised of natural forests, from the low coastal land up to the Foja Mountains in the hinterlands. This includes extensive areas of lowland peat swamp forest as well as mangrove forests along the 200 km coast. The region is known for its rich biodiversity in all forest types including tree-kangaroos, Northern Cassowary, 16 species of parrot and cockatoos, and 6 species of birds of paradise – all of which are endemic (except four species of parrot) and relatively common throughout the landscape. 70% of the landscape is currently within natural forest timber concessions.


The key Year 3 target for Sarmi Landscape is to achieve 298,710 hectares of biologically significant forest and/or natural resources under improved management. This will be achieved by supporting the adoption of Best Management Practices by partner timber concessions (HPH) through training in Reduced Impact Logging (RIL-C) and operationalization of HCV Management and Monitoring Plans (CMMPs). Note that LESTARI activities within this landscape are restricted to private sector engagement as 70% of the landscape is under timber concessions, and therefore companies are important managers of the northern Papua lowland forests. Adoption of Best Management Practices (BMPs) can safeguard high conservation value (HCV) and high carbon stock (HCS) forests. LESTARI has signed MOU with two HPHs in Sarmi and have started to implement Reduced Impact Logging for reducing GHG emissions (RIL-C) through technical assistance. This 2 year process of providing management advice for BMPs and development and implementation of appropriate SOPs, budgets, and working plans will not achieve improved management in Year 3. However, LESTARI will support the operationalization of Conservation Management and Monitoring Plans (produced under USAID IFACS) through participatory HCV monitoring throughout the concessions to achieve improved management targets.


LANDSCAPE: SARMI INITIATIVE: PRIVATE SECTOR BMP & RIL-C

HIGH LEVEL OUTCOMES INTERMEDIATE

OUTPUTS & SCHEDULE

TECHNICAL ACTIVITIES ADVOCACY AND

COMMUNICATIONS REQUIREMENTS

SPECIFIC INPUTS

298,710 ha of timber

concessions under improved

management (#2)

2 community champions

engaged advocacy (#8) (Q3)


resources management

(#12) (Q4)

1 private sector that

implements BMP (#15) (Q4)

RIL-C technical assistance in WMT & Salaki:

1. Continuing the assistance of RIL-C field practice on 2

concessions.

2. Assistance to the development of RIL-C SOP and the

Annual Work Plan / RKT 2019 document for 2

concessions including budgeting.

Operationalization of CMMP in BBU:

1. Participatory monitoring with HPH, communities, local

government (district, sub-district, village levels)

2. Revised CMMP documents based on findings in the field

3. Develop SOPs for HCV monitoring

4. Implementation of community engagement (sustainable

livelihood & Co-Management)

- Supporting media tools (video,

factsheet, infographics, etc.) for

introduction & benefit RIL-C to

relevant stakeholders at the

landscape level

- Advocacy for awareness on

collaborative management for

conservation efforts

(companies, communities).

- Advocacy for illegal logging that

threaten the HPH operation

Direct

Implementation

Sub-contract


Figure 7. Sarmi Operational Landscape

!.

P A C I F I C O C E A N

M a m b e r a m o - F o j a

W i l d l i f e R e s e r v e

PT.BINA BALANTAK RAYA UTAMA

U N U R U M G U A Y

T O R A T A S PA N T A I T I M U R

K A U R E H Y A P S I

A PA W E R H U L U

B O N G G O

B O N G G O T I M U R

S A R M I S E L A T A N

PA N T A I T I M U R B A G I A N B A R A T

D E M T A

PA N T A I B A R A T

S A R M I T I M U R

S A R M I

N I M B O R A N

N I M B O K R A N G

Sarmi

M A M B E R A M O R A YA

T O L I K A R A

S A R M I



140°0'0"E

140°0'0"E

139°30'0"E

139°30'0"E

139°0'0"E

139°0'0"E

138°30'0"E

138°30'0"E

2°0

'0"S

2°0

'0"S

2°3

0'0

"S

2°3

0'0

"S

0 10 20 30 40 505

Km

:

P A P U A

Legend

!. District Capital

Kabupaten boundary

Mainroad

River


! ! ! ! ! !! ! ! ! ! !! ! ! ! ! !! ! ! ! ! !

Improve Management of Concession (338,000 ha)

Conservation Area

Forest cover


IN SARMI LANDSCAPE



Cyclops Landscape

Landscape Profile

The Cyclops Landscape in northern Papua is the smallest LESTARI Landscape (47,000 ha) but nevertheless rich in forest and biodiversity resources and has the potential to serve as a model for promoting good environmental governance for Papua Province. The large population centers in nearby Jayapura and Sentani depend directly upon Cyclops’ forests for their water supply. However, the mountain range is under increasing threat from illegal logging, charcoal making, wildlife poaching, and encroachment in forested areas for agricultural land by mountain migrating to the capital and local communities alike. Such land use transitions, especially adjacent to the urban arc of Sentani through to Jayapura are responsible for increased GHG emissions and, importantly, the loss of ecosystem services such as the stable flow of water supplies and erosion control. The value landscape is defined by the remaining forest within and surrounding the nature reserve. The operational landscape contains the bordering buffer zone to the reserve.

Cyclops Landscape Initiatives

The principle integrated initiative that will relieve pressure on forestry land resources and reduce GHG emissions is:

Improved Conservation Co-management and Sustainable livelihood development

As with other Conservation Area support through LESTARI, the Cyclops Nature Reserve has seen an increase in management effectiveness score over the last 2 years as measured by METT. LESTARI will continue to provide support for improving the management of the Cyclops Nature Reserve with activities directly informed by METT evaluation to fill gaps that remain in management effectiveness and maintain management efforts that may result in a reduction on the METT score if not implemented. In addition, due to the support for conservation from communities and lack of resources at the management (BKSDA) level, co-management agreements in Cyclops Landscape will be promoted. This will focus on facilitating communities to adopt sustainable livelihood practices in the buffer zone area of the Nature Reserve. This will include developing vanilla agroforestry that relieves encroachment pressures on the nature reserve, in collaboration with the NCBA sustainable livelihoods project. It will also include community-based ecosystem restoration in close engagement with CA managers. 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.


LANDSCAPE: CYCLOPS INITIATIVE: CO-MANAGEMENT & SUSTAINABLE LIVELIHOODS

HIGH-LEVEL OUTCOMES




SPECIFIC INPUTS

Co-management of

Cyclops Nature

Reserve maintained

and improved over

31,480 ha

Improved METT score

(minimal 70) (#10) (Q4)

20% reduction in poaching

and hunting (#3) (Q4)

1 policy (SK Bupati

Kabupaten Jayapura for

conservation based RPJMK

replication, focusing on

management of buffer zone

area (#4) (Q2)

10 Champions engaged in

advocacy for conservation of

the Cyclops (#8) (Q3)

1 Co-maangement

agreement signed (#11) (Q2)

12 people receiving training

in sustainable natural

resource management (#12)

(Q3)

At least IDR100,000,000 of


local government (#13) (Q4)

1. Establishment and Training of Masyarakat Mitra Polhut (MMP) in

Tepera River Basin (with future financing will be included in RPJMK

kampung)

2. Routine patrols by MMP in all 5 Traditional Clan areas of the Cyclops

3. Joint patrol (MMP, BBKSDA / polhut, TNI-POLRI) to support

protected area protection (2x a year)

4. Preparation of SOP / patrol guidelines

5. Hold Adat Convention to find solution for future water conservation &

utilization and develop collaborative management policy for Cyclops

and facilitate co-management between 2 villages and BKSDA

6. Monitoring implementation of PERKAM/ RPJMK in 2 villages DAS

Imbi Numbay, facilitate Bupati Decree on RPJMK based on

conservation and PERKAM, and develop RPJMK guidelines / module

for adoption in other villages in Cyclops landscape

7. Training in conservation-based RPJMK for village counselors and

monitoring the implementation of the conservation-based RPJMK

preparation in other villages in Cyclops

8. Hold Cyclops Ecosystem Restoration workshop for technical staffs

from local stakeholders

9. Initiate pilot restoration through joint funding and implementation and

conduct participatory monitoring

10. Update biodiversity inventory data through regular monitoring

11. Technical training on conflict mediation and FPIC for MMP and polhut

BBKSDA

12. Support BKSDA on providing technical assistance for the

development of Ecotourism and PES for water

- Community awareness

raising communication

products on importance of

protecting Cyclops

- Media advocacy for greater

coverage of threats facing

Cyclops

- Communication with

stakeholders: private sector,

local govt

Direct

Implementation

Direct

Implementation

Direct

Implementation

Direct

Implementation

Ecotourism and

PES STTA


Sustainable livelihood

development of vanilla

agroforestry:

300 people receiving

livelihood co-benefits

(monetary or non

monetary) (#14) (Q4)


resource management (Q2)


engaged in advocacy for

conservation and restoration

of Cyclops through green

enterprises (Q3)

At least IDR 100,000,000

amount investment mobilized

from government or private

sector (#13) (Q4)

1. Continue providing technical assistance for capacity bulding in vanilla

agroforestry in Kel. Hinekombe, Kampung Sereh and Toladan

2. Support the planting of endemic trees within the area of Cyclops that

already degraded

3. Stronger coordination with BKSDA & Disbun for potential leveraged

funding & inclusion of program (scaling Up & Replication program)

4. Develop partnership / collaboration between universities and

communities for sustainable financing of MMP (Masyarakat Mitra

Polhut)

Communication tool for

Cyclops conservation through

agroforestry (vanilla)

Manual for Vanilla agroforestry

- infografic

- short video

- Socialization of Perda on

buffer zone area

Direct

Implementation


Figure 8. Cyclops Operational Landscape

P A C I F I C O C E A N

C y c l o p s

N a t u r e R e s e r v e

Abepura

SE N TA NI LA K EYOU TE FA

GU LF


ORMUWARI

NECHEIBE (NEHIBA / NACHA TAWA)

W A I B U

S E N TA N I

R A V E N I R A R A

K E M T U K

D E PA P R E

S E N TA N I T I M U R

H E R A M

A B E P U R A

E B U N G FA U

J AY A P U R A S E L A TA N

S E N TA N I B A R A T

J AY A P U R A U TA R A

Sentani

K O T A J AY A P U R A

Jayapura


140°45'0"E

140°45'0"E

140°40'0"E

140°40'0"E

140°35'0"E

140°35'0"E

140°30'0"E

140°30'0"E

140°25'0"E

140°25'0"E

2°2

5'0

"S

2°2

5'0

"S

2°3

0'0

"S

2°3

0'0

"S

2°3

5'0

"S

2°3

5'0

"S

2°4

0'0

"S

0 2 4 6 8 101Km

:

P A P U A


CYCLOPS LANDSCAPE


Legend

"/ Provincial Capital

!. District Capital

Kabupaten Boundary

Road

River

Conservation Area

Cyclops Operational Landscape

! ! ! ! ! !! ! ! ! ! !! ! ! ! ! !! ! ! ! ! !! ! ! ! ! !

Village Co-Management (2,467 ha)

Forest cover


AMPLIFICATION OF LESTARI MODELS

LESTARI places great 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. Particular emphasis will be placed on coordinating and supporting BIJAK in this matter. Major LESTARI Models and modes of amplification within Year 3 are presented in the matrix below.

Model Activity / Focal Area Landscape and/or National-level Amplification in Year 3

FPIC

FPIC aligned with USAID and relevant Indonesian guidelines to ensure genuine local stakeholder approval of and feedback to projects that influence their livelihoods.

MSF Forum in Pulang Pisau District

FPIC for canal blocking transitioning to advocacy to ensure actual compliance at the time of construction, required by local government for all of KHG 14, and demanded by rubber smallholder groups wanting to ensure reduced fire risk to their farm assets.

RIL-C RIL-C adopted as SOP for partner natural forest timber concessions

Partner HPH in Katingan-Kahayan and Sarmi Landscapes

Faciliate the development of the Ministerial Regulation (Permen) on the mandatory adoption of RIL-C for all natural forest concessions in Indonesia

Socialization of the Permen

Facilitate training for HPH performance auditors from KLHK

RPJMDes Revision of RPJMDes to be spatially-oriented and encourage close

collaboration between forestry agencies, local communities, and private sector towards a vision for sustainable land use

Improved and participatory blocking (zonation) of KPH also strengthened by local-government approved guidelines for RPJMDes zonation

METT / SMART

Improved management efffectivness in PA across all LESTARI landscapes through broadscale implementation of METT tool with multi-stakeholders

Training and implementation of SMART-based patrols to improve monitoring, enforcement for wildlife protection

Engage in policy discussion and support KLHK to ensure all PA utilize SMART

Data sharing to support KSDAE national database on SMART

SST / SIMTARU Integration of Sustainability Screening Tool (SST) with SIMTARU in

line with One Map

All Papua landscapes

Elaboration of SST to include zonation within concession licenses, once such internal land-use rationalization for concessions has been achieved through FPIC in a pilot site, acknowledged by local government with appropriate policy directives, and recommended by the updated SEA for RTRW review


PROJECT MANAGMENT, COORDINATION, AND COMMUNICATIONS

PROJECT MANAGEMENT LESTARI applies a Collaborating, Learning, and Adapting (CLA) approach to project management within all landscapes. This involves a continuous assessment of key assumptions and learning from project activities. The approach also considers effective entry points and opportunities for engagement with local government and communities in order to maximize buy in and support for LESTARI. Strategies are revised where necessary to build on successes and make corrections when investments are unproductive. Key Year 3 project management priorities are based on the findings of the Mid-Term Assessment conducted in Year 2 and include:

Ensure cost efficiency of LESTARI budget and labor investments by closer analysis of cost effectiveness of all programming and especially community engagement initiatives. Key parameters include attribution to contract results and deliverables, and leverage potential for amplification and sustainability within and beyond LESTARI landscapes.

A fewer number of total activities. Deepen existing activities that have proven to be cost-effective at producing measureable results

Better program alignment and leveraging linked to the GOI annual budget calendar. This will support the sustainability of LESTARI interventions beyond the lifetime of the project

Design and roll out a Sustainability Exit Strategy in all landscapes that facilitates greater ownership and support from district and provincial governments

Mobilize the new Advocacy Advisor and identify and implement targeted advocacy initiatives within each province/landscape

In terms of personnel management, 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. 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. LESTARI is a technically complex and geographically disparate project that requires extensive, routine opportunities for coordination. Routine LESTARI meetings include:

National and provincial-level partners meetings – Quarterly (starting October 2017)

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 full project staffing plan is presented in Appendix 7. 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. LESTARI also conducts and documents periodic financial reviews as well as inventory assessments on at least an annual basis for each field/landscape office. In October 2017, Tetra Tech ARD will conduct an internal compliance review of finance and administration systems.

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 3 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. 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. 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. EMMP. LESTARI activities will continue to operate in full compliance with USAID 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 the official

Head Office Jakarta

Aceh Offices

Banda Aceh Tapaktuan Gayo Lues

Central Kalimantan Office

Palangkaraya

Papua Offices

Jayapura Timika Agats

Mappi-Bouven Digoel


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 through a dedicated partnerships specialist. 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 3, LESTARI will continue to hold 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 3 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. Opportunities include effective revision of UU 5/1990; and national policy support for effective implementation of FMUs, 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. USFS. LESTARI will continue to coordinate with USFS on identifying and mobilizing

participants for USFS training programs in Indonesia or the United States. LESTARI will augment these training modules through engaging stakeholders at the local and provincial levels to support effective management, including the development and implementation of partnerships between communities and FMU managers. Coordination will also involve adapting a USFS toolkit to support the strengthening of FMUs operating within LESTARI landscapes. Priority will be on Aceh FMUs.

3. MAJU. LESTARI coordinates with MAJU to integrate their interest in traditional land tenure in support of forest conservation in Papua. Specific Year 3 opportunities might include incorporation of Adat groups in co-management of Cyclops Nature Reserve, Lorentz National Park, and possibly community-protected areas in Asmat.


4. Department of the Interior (DOI). LESTARI started collaborations with DOI specifically around their Sister Park work in Sebangau NP. In Year 3, LESTARI will seek to work with DOI in Sebangau and possibly Rawa Singkil in support of ecotourism development, peatland conservation, and national park management.

5. NCBA. LESTARI will continue to coordinate with NCBA on its sustainable livelihoods

initiative in Papua through supporting sustainable vanilla cultivation in the buffer zone area of Cyclops Nature Reserve.

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 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 Year 3 Communications strategy is focused on deepening the foundational work of the previous years by continuing the routine production and dissemination of communications products through a range of effective channels. As a cross-cutting component, Communications work in Year 3 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. Based on the findings of the Mid-term Assessment, there will be a clearer division between project communications and advocacy work. Communications staff will continue to work on producing and sharing success stories and impacts, whereas advocacy will shift towards political engagement and policy support. Where necessary and appropriate, communications will support advocacy objectives, such as by creating effective marketing materials for LESTARI’s tools and approaches. Both communications and advocacy approaches continue to aim to built broad-based constituencies for conservation. Content for Communications spans a wide range of topics including:

Socialization on the LESTARI project and its tools/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 for MSF and other local partners

Priority Themes. In order to deliver a more coherent and consistent message through social media channels, Year 3 communications activities will prioritize key themes (subject to change) per quarter: (1) Sustainable Landscapes, (2) Improved Forest Management, (3) Private Sector Role in Climate Change Mitigation, and (4) LEDS.


Knowledge Management. The Communications team will work in collaboration with the Monitoring and Evaluation (M&E) team to measure results and review each communication initiative, knowledge sharing activities, and communication products. Monthly and quarterly review meetings will be conducted to feed into the annual project performance report. Outreach Mechanisms. LESTARI utilizes several innovative and broad-reaching products and channels to deliver key messages. This is summarized in the matrix below. All LESTARI communications activities continue to operate in compliance with USAID branding and marking requirements, as outlined in ADS 320.

LESTARI YEAR 3 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

Making a

Difference

Short success story on

LESTARI’s work and

impact

General Monthly

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


LESTARI YEAR 3 COMMUNICATIONS ACTIVITIES

Outreach Mechanism Function Audience Production Schedule

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

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


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

At the end of Year 2, the Grants Program has 9 grantees operating actively in Leuser and Katingan-Kahayan Landscapes.

Grant Grantee/Lead

Grantee Landscape Focus

LESTARI Commitment

Status

G-001 RFA-001

Save Our Borneo (SOB)

Katingan-Kahayan

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)

Katingan- Kahayan

Species conservation


G-004 RFA-004

Forum Pala Aceh (Forpala)

Leuser Co-management; sustainable livelihoods


G-005 RFA-004

INProSuLA Leuser Co-management; sustainable livelihoods


G-006 RFA-004

Yayasan Tambuhak Sinta (YTS)

Katingan-Kahayan

Co-management; sustainable livelihoods



Grant Grantee/Lead

Grantee Landscape Focus

LESTARI Commitment

Status

G-007 RFA-004

Yayasan Javlec Indonesia (Javlec)



G-008 RFA-004

Atjeh International Development (AID)



G-009 RFA-004

KARSA Kahayan-Katingan

Co-management; sustainable livelihoods


G-010 RFA-004

Aceh Green Community (AGC)



The focus of Q1 in Year 3 will be on rolling out the remaining grants from RFA-004, RFA-005 and RFA-006 that are currently in pre-award phase.

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. (5-6 grants remaining to be rolled out in all landscapes).

RFA-005 was designed to provide assistance to key stakeholders in Katingan-Kahayan Landscape, in this case the private sector (Dwima Group) and protected area (Sebangau NP), to develop nature-based tourism and education that will support conservation. (1 grant to be rolled out).

RFA-006 was designed to support the sustainable operation of CRU Trumon and management of the Trumon Corridor, which is an important elephant habitat in the Leuser Landscape. (1 grant to be rolled out).

In Q2 through to Q4, more RFAs will be developed, in line with LESTARI’s thematic approaches. A few identified focus areas include:

Grants that facilitate co-management through social forestry or other schemes and develop sustainable livelihoods to support co-management. E.g., community facilitation to support the sustainable dam maintenance after the FPIC process in Block C, Katingan-Kahayan Landscape, community facilitation to support a partnership with KPH XVII, and development of 10,000 ha community rubber in Gunung Mas.

Grants that support species conservation. E.g., community capacity building for mitigation of human-orangutan conflicts and orangutan rehabilitation in Katingan-Kahayan and Leuser Landscapes.

Grants that support LESTARI’s PPP/BMP strategy. E.g., community development to support land use rationalization in Mappi-Bouven Digoel Landscape.

In Year 3, most of the current ongoing grants will reach the halfway mark of their implementation phase. LESTARI plans to hold an internal midterm evaluation for such grant projects to garner lessons learned and improve the way that LESTARI manages its grant program. The full procedure for the selection of grantees is detailed in the LESTARI Grants Management plan for LESTARI. The full criteria for selection of grantees will be detailed in the RFAs.


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 strives to ensure that all local stakeholders (men, women, girls, and boys) improve their understanding, awareness, and ability to act together to conserve forests and biodiversity in the selected landscapes for the benefit of their communities. Increased devolution of land use planning and co-management in 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 natural resources management 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). Within 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 Year 1, LESTARI completed a gender assessment in all landscapes and developed a gender strategy to ensure gender mainstreaming in overall project activities. In Year 2, LESTARI gender-related activities closely followed the key recommendations of the gender assessment. This included capacity building for project staff, partners, and women champions; multi-stakeholder engagement through MSFs; gender awareness raising campaigns; and operationalization of the LESTARI Gender strategy. A gender specialist was recruited in April 2017. Within Year 3, LESTARI gender integration work will continue activities which were already initiated in Year 2. Key activity areas include:

1. Capacity building on gender for staff, partners, community organizers, and village facilitators

2. Gender training for women champions, including a series of trainings and workshops for women media champions

3. Operationalization of LESTARI gender strategy, including the development of guidance to implement the program to be more gender responsive

4. Coordination and collaboration with USAID BIJAK and MAJU projects on gender issue


APPENDIX 1: PERFORMANCE INDICATORS

INDICATOR LOP TARGET TOTAL Y3 TARGET

Y1-Y2 ACHIEVEMENT (may be adjusted after Y2

results finalized) LANDSCAPE Y3 TARGETS

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 CO2 equivalent

41% reduction 30% Will be measured in

Year 3

Leuser 2,709,302 CO2-eq

Katingan-Kahayan 23,535,996 CO2-eq

Lorentz Lowlands 7,063,326 CO2-eq

Mappi-Bouven Digoel 10,153,958 CO2-eq

Sarmi 1,526,926 CO2-eq

Cyclops 30,093 CO2-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 1,649,597 ha 2,417,496 ha

Leuser 143,279

Katingan-Kahayan 419,608

Lorentz Lowlands 285,000

Mappi-Bouven Digoel 503,000

Sarmi 298,710

Cyclops 0

3. Percentage reduction in poaching in focus area

(OUTCOME) 40% reduction 20%

Data available by end of Sept 2017

Leuser 20%

Katingan-Kahayan 20%

Lorentz Lowlands 20%

Mappi-Bouven Digoel n/a

Sarmi n/a

Cyclops 20%

4.

Number of public policies addressing climate

change and/or biodiversity conservation

introduced, changed or adopted consistent with

citizen input (OUTCOME)

28 policies 9 policies 10 policies

Leuser 2

Katingan-Kahayan 3

Lorentz Lowlands 3

Mappi-Bouven Digoel 1





Sarmi 0

Cyclops 0

5. Number of sub-national government with improved

licensing and permitting mechanism (OUTCOME)

14 sub-national governments


1 sub-national government

Leuser 1

Katingan-Kahayan 1

Lorentz Lowlands 1


Sarmi 0

Cyclops 0

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)



1 sub-national government

Leuser 2

Katingan-Kahayan 2

Lorentz Lowlands 2


Sarmi 0

Cyclops 1

7.

Number of Multi Stakeholder Forum (MSF)

operational as citizen based mechanisms for public

input on land use (OUTCOME)

14 MSFs 6 MSFs 3 MSFs

Leuser 2

Katingan-Kahayan 2

Lorentz Lowlands 1


Sarmi 0

Cyclops 1

8. Number of community champions engaged in

advocacy interventions (OUTPUT)




Leuser 56

Katingan-Kahayan 67

Lorentz Lowlands 13


Sarmi 0

Cyclops 45





9.

Number of people reached by LESTARI

communication programs to improve awareness

and understanding of LEDS and biodiversity

conservation (OUTPUT)

415,000 people 55,500 people 339,925

people

Leuser 15,000




Sarmi

Cyclops 15,500

10.

Number of Conservation Areas (CAs) with at least

70 point in METT scores across LESTARI

landscapes (OUTCOME)

6 CAs 0 CAs 4 CAs

Leuser 0

Katingan-Kahayan 0

Lorentz Lowlands 0

Mappi-Bouven Digoel n/a

Sarmi n/a

Cyclops 0

11.

Number of co-management agreements signed

that secure community rights and benefits

(OUTPUT)

40 agreements 26

agreements 5 agreements

Leuser 11

Katingan-Kahayan 10

Lorentz Lowlands 4


Sarmi 0

Cyclops 1

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 3,813 people 3,927 people

Leuser 361


Lorentz Lowlands 1263


Sarmi 0

Cyclops 116

13. USD 20,000,000 USD

9,082,759 USD 3,717,241

Leuser 4,151,424






Amount of investment mobilized (in USD) for

climate change as supported by USG assistance

(FACTS 4.8.2-10/OUTPUT)

Lorentz Lowlands 3,318,575


Sarmi -

Cyclops 350,000

14. Number of people receiving livelihood co-benefits

(monetary or non-monetary) (OUTCOME) 30,000 people 11,721 people 579 people

Leuser 5,349




Sarmi 0

Cyclops 100

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

7 private sector firms

0 private sector firms (11 MoU signed for

RIL-C)

Leuser 0

Katingan-Kahayan 7

Lorentz Lowlands 0


Sarmi 0

Cyclops n/a

16.

Number of new USG-supported public-private

partnerships (PPPs) formed (FACTS PPP 5)

(OUTPUT)

20 PPPs 7 PPPs 9 PPPs

Leuser 4

Katingan-Kahayan 3

Lorentz Lowlands 0


Sarmi 0

Cyclops 0


APPENDIX 2: RESULTS FRAMEWORK


APPENDIX 3: THEORY OF CHANGE









APPENDIX 4: LANDSCAPE SITUATION MODELS







APPENDIX 5: 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

Awareness and Advocacy

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 and

FMU Strengthening

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 6: LESTARI TEAM

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

Gather data, engaged stakeholders, build, and support implementation of the Sustainability Screening Tool for improved provincial and district-level natural resource licensing and permitting

Provide Private Sector Engagement Coordinator

Michigan State University

Establish university linkages with UNPAR, MU, and IPB to build capacity, develop curricula, create distance-learning toolkits, and implement a university-based service learning program

WWF-Indonesia

Manage Lorentz Lowlands, Mappi-Bouven Digoel, Cyclops, and Sarmi Landscape activities

Improve management effectiveness of national parks, support multi-stakeholder engagement in human-wildlife conflict mitigation, improve biodiversity conservation through SMART Patrols; innovative financing for conservation

Wildlife Conservation Society

Improve management effectiveness of Leuser National Park and Singkil Wildlife Reserve

Improve biodiversity conservation through SMART patrols, Wildlife Response Unit, and Wildlife Crime Unit

Leverage financial resources to improve CA management

FIELD Facilitate communities in developing and implementing co-

management agreements in Aceh and Central Kalimantan

Yayasan Sahabat Cipta (Swiss Contact-Indonesia)

Support livelihood expansion and co-management in Aceh

Develop and implement PPPs for improved sustainable livelihoods

PT South Pole Indonesia

Identify and secure innovative financing opportunities for landscape-level conservation

Support implementation of PES schemes in the landscapes

Blue Forests Support mangrove co-management activities in Lorentz Lowlands

Leverage financial resources to improve CA management

INFIS-Mongabay Indonesia

Produce and disseminate awareness-raising communications products covering forestry and biodiversity conservation issues within LESTARI landscapes

Design and implement media advocacy and media capacity building initiatives

Support the building of long-term constituencies for conservation


APPENDIX 7: 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] Website: www.Lestari-Indonesia.org

mailto:[email protected]