plantation companies participating in the ERP. Therefore, OP/BP 4.09 on pest management may apply to this Sub-Component; and
Intervention to increase capacity of indigenous peoples poses the risk of ―modernisation‖ that causes the indigenous communities to abandon their traditional values. This is relevant with OP/BP 4.10 on indigenous peoples.
7.3 COMPONENT 3: PROJECT MANAGEMENT, MONITORING
Provincial government
o Forest Management Unit (FMU); and o Grand Forest Park (TAHURA) management.
District government for ERP activities in APL, or at village level.
Component 3 of the PDO consists of the following two Sub-components:
Sub-Component 3.1: Result-based payments and benefit sharing; and
Sub-Component 3.2: Program Management and Monitoring & Evaluation.
7.3.1 Sub-Component 3.1 and 3.2: Program Management, Monitoring and Evaluation, and Reporting
Project management is an overarching component to ensure that other components are impelemented properly. All of the activities under this Sub-component deal with managerial concern such as policy, data, institution, and other instruments. The significance of this sub-component is to support functions such as coordination, management, monitoring, evaluation, and communication.
Summary of analysis related to the key issues is provided in Table 25.
Table 25 Summary of analysis relevant with Sub-component 3.1 and 3.2
Issues Context Analysis Source of Data &
Information Social and
tenurial conflict potential
Effective program
management will reduce the risk of social conflics
Social conflict can be prevented or resolved using a dedicated mechanism. Social conflict is addressed by Indonesian Law (Undang-undang) No. 7/2012 regarding resolution of social conflict. This include the establishment of preventive measures (i.e., early warning system on social conflict), and the
responsibility to keep a peaceful and conducive situation. Involvement of village and sub-district government in the ERP will facilitate the prevention of social and tenurial conflicts.
In forestry sector, regulation from Minister of
Environment and Forestry No. 84/2015 shall be used as guidance to resolve tenurial conflict in forest estate. Involvement of Independent team for tenurial conflict resolution in forest estate (IPKKTH team) is crucial for handling tenurial conflicts. Plantation and mining sectors are also equipped with regulation and technical guidance for resolving tenurial conflict.
These should be included in program management and monitoring to help prevent or resolve social and tenurial conflicts.
Law No. 7/2012 Regulation Minister of Environment & Forestry 84/2015
Pedoman Teknis penanganan gangguan dan konflik usaha perkebunan. Ministry of Agriculture. 2016
Lack of community participation
Effective program management, reporting, monitoring and evaluation requires
Public accountability is seen in the intervention of Peatland Restoration Agency (BRG). This agency worked in an area of 2.4 million hectares in 731 fire- prone villages nationwide. Performance and lessons learned of BRG intervention are documented, and are disseminated to public. This approach is expected to increase awareness of public on
Grand Design Pencegahan Kebakaran Hutan, Kebun dan Lahan 2017-2019
involvement of relevant stakeholders, including local communities.
This also applies for the FGRM mechanism to be implemented as part of the ERP
peatland fire.
Communication strategy needs to be developed to ensure that information reach the targeted audience.
Similarly, communication system should also include a mechanism to allow feedback from the audience.
This can be facilitated in a dedicated FGRM
For this sub-component, coordination and management will bring positive indirect impact in environmental aspect, for this program will fill in the weakness and challenges in some of the related issues (e.g., social/tenurial conflict and disputes that urgently needed strong coordination among stakeholder). In the process of forest governance and program implementation, conflict and institutional issues would arise, and would need to be addressed. The lack of participation during coordination might be caused by the lack of capacity, incentives, and information related to forest governance and environmental sustainabilitiy.
Potential negative impact on social aspect would include informal (i.e., ―under the table‖) agreement as illegal procedure between stakeholders in accelerating problem solving in the field. Ideally, the structure of coordination and management mechanism among stakeholders should be well-defined and well-structured to ensure clear and proper role sharing. Such mechanism is expected to minimise the risk of colution and/or corruption.
The implementation of monitoring and evaluation is predicted to help improve social and environmental governance. Therefore, it is expected to have positive indirect impacts in reducing tenurial conflicts; coping with risk of governance system; and tackling the lack of participation of official that might come from constraint in capacity for monitoring and evaluation.
Moreover, this sub-component provides data that stakeholders can use to formulate strategies and actions (adpative mangement), and encourage stakeholders‘ involvement to reduce deforestation. In parallel, the capacity of government officials needs to be increased, in order to implement monitoring and evaluation orderly with the standard competence to formulate and implement follow up actions.
There is a risk of inadequate quality of data resulting from activities in components 1 to 4. To prevent this, capacity building and proper training are required prior to conducting monitoring and evaluation activities.Communication is a key for success of program implementation. A good communication strategy is expected to bring many indirect positive advantages. Knowledge management and program communication will allow documentations of success and failures in addressing environmental and social risks. Knowledge management system and communication would enhance lessons learned and the knowledge sharing experience. Ultimately, this would provide opportunities for improving the strategies (learning from previous implementations). Program communication would specifically support efforts for resolving tenurial conflicts, as well as increasing participations.
Additionally, program communication will allow participation of stakeholders in formulating approaches to prevent deforestation and degradation.
Details of communication process need to be adjusted to ensure comprehensions by stakeholders (that may come from vary type of socio-cultural backgrounds). For this reason, program
communication is predicted to support mediation in social conflicts or facilitate resolution process.
Ultimately, program communication will encouraege active participation of stakeholders.
Accomplishment of emission reduction requires communication pattern among the stakeholders, as this pattern would facilitate them to solve and find solution for issues and discourses in achieving emission reduction objectives. Additionally, this process also needs knowledge and proper understanding from government authorities, since the substance as communication material should align with policy, plan and program prevailed in the local, district, provincial, national, and international scale. Communication process needs persuasive ability from these authorities as well.