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USAID LESTARI FOURTH ANNUAL WORK PLAN OCTOBER 1, 2018 TO SEPTEMBER 30, 2019

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

USAID LESTARI Year 4 Annual Work Plan: October 2018 – September 2019 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: Bornean orangutan rehabilitation in Nyaru Menteng, Central Kalimantan; Camera trap setting during SMART Patrols in Cyclops Nature Reserve, Papua; Participatory mapping workshop held by LESTARI Grantee InProSuLa in Aceh. .

mailto:[email protected]

USAID LESTARI Year 4 Annual Work Plan: October 2018 – September 2019 P a g e | iii

USAID LESTARI

FOURTH ANNUAL WORK PLAN

OCTOBER 1, 2018 TO SEPTEMBER 30, 2019 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 4 Annual Work Plan: October 2018 – September 2019 P a g e | iv

TABLE OF CONTENTS

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

Ringkasan Eksekutif ...................................................................................................................... 3

Introduction .................................................................................................................................... 7

LESTARI Technical Themes ....................................................................................................... 14

Technical Theme 1: Forest & Land Use Governance & Advocacy ................................................ 14 LESTARI 1 – Awareness and Advocacy ........................................................................................... 14 LESTARI 2 & 3 – Sustainable Forest and Land Use Governance ................................................... 16

Technical Theme 2: Improved Conservation & Forest management ............................................ 17 LESTARI 4 – Improved Forest Management Through Co-Management and FMU Strengthening .. 18 LESTARI 5 – Protected Area Management and Key Species Conservation ................................... 19

Technical Theme 3: Private Sector Engagement ............................................................................. 22 LESTARI 6 – Green Enterprises ....................................................................................................... 22 LESTARI 7 – Private Sector Best Management Practices (BMPs) .................................................. 22 LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management ........................ 23

Landscape Initiatives ................................................................................................................... 25

Leuser Landscape ............................................................................................................................... 25 Landscape Profile ............................................................................................................................. 25 Landscape Initiatives ......................................................................................................................... 25

Katingan-Kahayan Landscape ........................................................................................................... 37 Landscape Profile ............................................................................................................................. 37 Landscape Initiatives ......................................................................................................................... 37

Papua Landscapes .............................................................................................................................. 48 Papua Provincial Initiatives ............................................................................................................... 48 Lorentz Lowlands Landscape ........................................................................................................... 52 Mappi-Bouven Digoel Landscape ..................................................................................................... 62 Cyclops Landscape ........................................................................................................................... 68

Amplification of LESTARI Models ............................................................................................. 73

Grants Fund .................................................................................................................................. 74

Gender integration ....................................................................................................................... 76

Project Managment, Coordination, and Communications ...................................................... 77

Appendix 1: Performance Indicators ......................................................................................... 85

Appendix 2: Roadmap to Achievement For Indicator #13: Funding Leveraged ................... 89

Appendix 3: Results Framework ................................................................................................ 91

Appendix 4: LESTARI Theory of Change Diagrams ................................................................ 92

Appendix 5: Map of Technical Components and Tasks to Strategic Approaches ............. 100

Appendix 6: LESTARI Team...................................................................................................... 103

Appendix 7: Year 4 Staffing Plan ............................................................................................. 104

USAID LESTARI Year 4 Annual Work Plan: October 2018 – September 2019 P a g e | v

FIGURES Figure 1. LESTARI Landscapes Map .................................................................................... 6 Figure 2. Leuser Operational Landscape ............................................................................ 29 Figure 3. Katingan-Kahayan Operational Landscape .......................................................... 41 Figure 4. Lorentz Lowlands Operational Landscape ........................................................... 55 Figure 5. Mappi-Bouven Digoel Operational Landscape ..................................................... 64 Figure 6. Cyclops Operational Landscape ........................................................................... 70

USAID LESTARI Year 4 Annual Work Plan: October 2018 – September 2019 P a g e | vi

ACRONYMS AND ABBREVIATIONS AMEP Activity Monitoring and Evaluation Plan ATR Ministry of Agrarian Affairs and Spatial Planning BAPPEDA Regional Development Planning Agency 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 BUMK Village-owned Enterprise CA Conservation Area CDK Jayapura District Forestry Branch Office CLA Collaborating, Learning, and Adapting CMMP Conservation Management and Monitoring Plan CSO Civil Society Organization DAK Special Budget Allocation Fund DBH-DR Special Budget for Reforestation DED Detailed Engineering Design DISKOMINFO Information and Communications Agency DPMK/DPMPK Village Empowerment Agency DPMPTSP One-Stop-Shop / Dinas Penanaman Modal Dan Pelayanan Terpadu Satu Pintu DPRD People’s Representative Council of Indonesia 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 HPH Natural Forest Timber Concession KEE Essential Ecosystem Area KLHK Ministry of Environment and Forestry LCP Landscape Conservation Plan LEDS Low Emission Development Strategy LMS Learning Management System LOP Life of Project LTTA Long-Term Technical Assistance M&E Monitoring and Evaluation METT Management Effectiveness Tracking Tool MIS Management Information System MMP Community-based forest patrol unit / Masyarakat Mitra Polisi Kehutanan MOU Memorandum of Understanding MSF Multi-Stakeholder Forum MSU Michigan State University NGO Non-Governmental Organization NP National Park NTFP Non-timber Forest Product OU Orangutan PA Protected Area PES Payment for Environmental Services PPP Public-Private Partnership RIL-C Reduced Impact Logging RKT Provincial Development Plan RPJM District Development Plan RPJMD Regional Development Plan RPJMDes / Kampung Village-level Development Plan RPJP Long-Term Management Plan RTRWK / RTRWP District / Provincial Spatial Plan

USAID LESTARI Year 4 Annual Work Plan: October 2018 – September 2019 P a g e | vii

SDI / IDS Spatial Data Infrastructure (Infrastruktur Data Spasial)

SEA / KLHS Strategic Environmental Assessment SIAT Aceh Integrated Spatial Information System SIMTARU Management Information System for Spatial Planning SKPD Regional Working Unit / Satuan Kerja Perangkat Daerah SMART Spatial Monitoring and Reporting Tool SOP Standard Operating Procedure SST Sustainability Screening Tool STTA Short-Term Technical Assistance UNPAR University of Palangkaraya UPPB Natural Rubber Processing and Marketing Unit 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 4 Annual Work Plan: October 2018 – September 2019 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 (USAID) that aims to reduce land-based 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 4 Work Plan summarizes the strategy, planned activities, and intended outcomes of the USAID LESTARI project for the October 2018 – September 2019 fiscal year. Its purpose is to support both USAID and the LESTARI project team 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. The LESTARI Year 4 Work Plan objective is to achieve greater amplification and sustainability of project interventions initiated within the first three years of the project. Amplification refers to taking a successful tool or approach implemented by the LESTARI team at the landscape level and expanding its application to other districts, to the provincial level, or to the national level. Sustainability refers to whether the intervention supported by LESTARI will continue to persist after the LESTARI project is completed. Both require supporting the development of enabling policies, advocacy for sufficient government budget allocation, capacity development for key counterparts, and stakeholder engagement to foster a sense of local ownership. Therefore, these activities are embedded within all Year 4 landscape initiatives. Orienting activities towards greater amplification and sustainability will ensure that the impact from the tool or approach will be maintained, owned, and carried forward by local government, community, and private sector stakeholders. Amplification and sustainability activities will also contribute to achieving project targets. The key Year 4 target is to achieve 3.60 million hectares of biologically significant forest under improved management. This will be in addition to the 3.51 million hectares achieved in Years 1-3, bringing the total to 7.1 million hectares. The project remains on track to meet its contractual LOP target of 8.42 million hectares under improved management. The Year 4 target is broken down per landscape and approach below (see Appendix 1 for details).

AREAS UNDER IMPROVED MANAGEMENT – YEAR 4 TARGETS

Landscape Area (ha) Key Approaches

Leuser 519,737 Improved management in FMU V and VI areas

Katingan-Kahayan 1,892,252

Improved management in FMU III, XVII, XXIX, XXX, XXXI, and XXXII areas Collaborative forest management through social forestry Improved management in private sector concessions

Papua Landscapes 1,189,029

Improved spatial planning with conservation setasides Collaborative management agreements between communities, government, and/or private sector Land use rationalization in oil palm concessions

TOTAL 3,601,017


This Work Plan was developed by the LESTARI team and partners following a series of partner consultations and then a workshop in Jakarta in August 2018. The workshop was led by LESTARI senior management and technical staff and included field staff from Aceh, Central Kalimantan, and Papua landscapes, and USAID. The workshop involved a review of progress to date and Year 4 targets, and the development of detailed landscape activities designed to meet these targets. These activities are organized into landscape initiatives, which are smaller in number and more tightly focused compared to previous years: Leuser Landscape:

1. Provincial Land Use & Licensing Monitoring And Enforcement – SST/SIAT

2. Provincial Program & Budget Leveraging

3. FMU, Co-Management & Sustainable Livelihoods, Orangutan Conservation

4. PA METT Co-Management Support & Key Species Conservation in Leuser NP And Singkil Wildlife Reserve

Katingan-Kahayan Landscape: 1. Sub-National Program and Budget Leveraging

2. FMU, Co-Management & Sustainable Livelihoods

3. PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and Bukit Baka Bukit Raya NPs

4. Private Sector Best Management Practices (BMPs)

Papua Landscapes:

1. Provincial Level Land-use Planning & Land Governance

2. Spatial Plan Review, Revision, Monitoring, and Enforcement (Lorentz Lowlands)

3. Mangrove and Cultural Heritage Sites Co-Management Agreements (Lorentz Lowlands)

4. Lorentz Co-management for Conservation (Lorentz Lowlands)

5. Land Use Rationalization through Spatial Plan Review, Monitoring, and Reporting (Mappi-Bouven Digoel)

6. Land Use Rationalization with the Private Sector (Mappi-Bouven Digoel)

7. Conservation Co-management and Sustainable Livelihoods Development (Cyclops)

The landscape initiatives are cross-cutting by design, integrating work across LESTARI’s technical themes: forest and land use governance, conservation co-management, and private sector engagement. This aims to facilitate staff to think strategically and cohesively in implementing activities. Advocacy towards key government decision-makers and civil society engagement also continues to be an important tool to support the implementation, amplification, and sustainability of technical activities. 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 4 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 specific 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 4 targets per indicator, the overall project Results Framework, Theory of Change diagrams, and the Year 4 Staffing Plan.


RINGKASAN EKSEKUTIF USAID LESTARI adalah proyek kerjasama pembangunan antara Pemerintah Indonesia dan pihak United States Agency for International Development (USAID) yang bertujuan menurunkan emisi gas rumah kaca (GRK) dan melestarikan keragaman hayati yang berada di hutan yang kaya akan simpanan karbon dan bermakna secara biologis serta melestarikan ekosistem hutan mangrove. Kegiatan LESTARI dilaksanakan di enam lansekap strategis yang terletak di provinsi Aceh, Kalimantan Tengah, dan Papua. LESTARI dimulai pada Agustus 2015 hingga Juli 2020. Rencana Kerja Tahun ke 4 ini merangkum strategi, rencana kegiatan dan hasil yang diharapkan dari proyek USAID LESTARI selama tahun fiskal Oktober 2018 – September 2019. Tujuan rencana kerja ini adalah untuk mendukung USAID maupun Tim Proyek LESTARI dalam melaksanakan dan memantau kegiatan selama satu tahun ke depan. Hasil dari kegiatan ini akan secara berkala dimonitor melalui Rencana Kegiatan Monitoring dan Evaluasi dan akan dilaporkan dalam bentuk laporan triwulanan dan tahunan. Sasaran Rencana Kerja Tahun ke 4 LESTARI adalah untuk mengamplifikasi dan memastikan keberlanjutan dari intervensi proyek yang telah dimulai dari tiga tahun pertama proyek ini. Yang dimaksud dengan amplifikasi adalah memastikan perangkat atau pendekatan yang digunakan oleh tim LESTARI di tingkat lanskap yang telah terbukti keberhasilannya, untuk kemudian dapat direplikasi dan digunakan di tingkat kabupaten, di tingkat provinsi atau bahkan tingkat nasional. Yang dimaksud dengan keberlanjutan adalah memastikan bahwa program yang didukung LESTARI akan terus berlanjut sesudah proyek LESTARI selesai. Untuk mencapai kedua sasaran ini diperlukan dukungan kebijakan, dukungan anggaran yang cukup dari pihak pemerintah, pengembangan kapasitas para mitra kerja kunci, dan pelibatan para pemangku kepentingan dalam upaya meningkatkan rasa kepemilikan. Hal ini telah diintegrasikan ke dalam semua kegiatan di tingkat lanskap pada tahun ke 4. Dengan mengarahkan kegiatan proyek agar fokus pada amplifikasi dan keberlanjutan dampak proyek, maka diharapkan semua perangkat atau pendekatan yang telah digunakan dalam proyek ini akan terus dipelihara, dijaga dan dilaksanakan oleh pemerintah, masyarakat dan pemangku kepentingan dari pihak swasta. Kegiatan yang berfokus pada amplifikasi dan memastikan keberlanjutan akan mendorong pencapaian target proyek. Target utama tahun ke 4 adalah perbaikan pengelolaan kawasan hutan untuk 3,60 juta hektar hutan yang memiliki nilai biologi tinggi. Hal ini merupakan tambahan dari 3,51 juta hektar yang dicapai dalam Tahun 1-3, sehingga mencapai 7,1 juta hektar. Proyek ini telah berjalan sesuai rencana untuk mencapai target LOP yang telah dijanjikan yaitu 8,42 juta hektar kawasan hutan yang berada dalam perbaiki pengelolaan. Target Tahun ke 4 dirinci per lansekap dan disusun berdasarkan pendekatan sebagai berikut (lihat Lampiran 1 untuk informasi lebih lanjut).

KAWASAN YANG BERADA DI BAWAH PENGELOLAAN YANG DIPERBAIKI TARGET TAHUN KE 4

Lanskap Luas Wilayah (ha) Pendekatan Utama

Leuser 519.737 Perbaikan pengelolaan hutan di kawasan KPH V dan VI

Katingan-Kahayan 1.892.252

Perbaikan pengelolaan hutan di kawasan KPH III, XVII, XXIX, XXX, XXXI, dan XXXII Pengeloaan Hutan secara kolaboratif melalui perhutanan sosial Perbaikan pengelolaan hutan di kawasan konsesi sektor swasta


Lanskap Papua 1.189.029

Perbaikan rencana tata ruang dengan memasukkan unsur konservasi Perjanjian pengelolaan kolaboratif antara masyarakat, pemerintah, dan/atau sektor swasta Rasionalisasi pemanfaatan lahan di dalam wilayah konsesi kelapa sawit

TOTAL 3.601.017

Rencana kerja ini disusun oleh Tim LESTARI dan para mitra kerja melalui serangkaian konsultasi dan lokakarya di Jakarta pada Agustus 2018. Lokakarya dipimpin oleh manajemen senior LESTARI dan staff teknis serta mengikutsertakan staff lapangan dari Provinsi Aceh, Kalimantan Tengah, dan Papua, dan melibatkan USAID. Lokakarya ini bertujuan untuk meninjau kemajuan terkini dan target kegiatan tahun ke 4, serta untuk merancang kegiatan lanskap yang dapat mencapai target tersebut. Kegiatan ini dituangkan dalam program lanskap, yang lebih kecil dari segi jumlah dan lebih terfokus dibandingkan kegiatan tahun-tahun sebelumnya: Lanskap Leuser:

1. Pemantauan dan Penegakan Peraturan Pemanfaatan Lahan dan Perizinan Tingkat Provinsi– SST/SIAT

2. Program & Pemanfaatan Anggaran Tingkat Provinsi

3. Kesatuan Pengelolaan Hutan, Pengelolaan Bersama & Mata Pencaharian yang Berkelanjutan, Konservasi Orangutan

4. Dukungan Pengelolaan Bersama PA METT & Konservasi Spesies Kunci di Taman Nasional Gunung Leuser dan Cagar Alam Singkil

Lanskap Katingan-Kahayan: 1. Program dan Pemanfaatan Anggaran Tingkat Kecamatan

2. KPH, Pengelolaan Bersama & Mata Pencaharian yang Berkelanjutan

3. Dukungan Pengelolaan Bersama PA METT & Konservasi Spesies Kunci di Taman Nasional Sebangau dan Bukit Baka Bukit Raya

4. Praktik Terbaik Sektor Swasta (Private Sector Best Management Practices atau BMPs)

Lanskap Papua:

1. Perencanaan dan Tata Kelola Pemanfaatan Lahan Tingkat Provinsi

2. Peninjauan Rencana Tata Ruang, Revisi, Pemantauan dan Penerapan (Lorentz Lowlands)

3. Kesepakatan Pengelolaan Bersama Situs Hutan Bakau dan Warisan Budaya (Lorentz Lowlands)

4. Pengelolaan Bersama untuk Konservasi (Lorentz Lowlands)

5. Rasionalisasi Pemanfaatan Lahan melalui Peninjauan Rencana Tata Ruang, Pemantauan, dan Pelaporan (Mappi-Bouven Digoel)

6. Rasionalisasi Pemanfaatan Lahan dengan Sektor Swasta (Mappi-Bouven Digoel)

7. Pengelolaan Bersama untuk Konservasi dan Pengembangan Mata yang Berkelanjutan (Cyclops)

Program Lansekap dirancang untuk saling terhubung dengan mengintegrasikan semua tema teknis program: tata kelola hutan dan lahan, pengelolaan bersama untuk konservasi, dan keterlibatan sector swasta. Hal ini dilakukan dengan tujuan untuk memfasilitasi para


staff agar dapat berpikir secara strategis dan kohesif dalam melaksanakan kegiatan program. Kegiatan advokasi kepada para pengambil keputusan di pemerintahan dan keterlibatan masyarakat juga tetap akan menjadi perangkat yang penting untuk mendukung implementasi, amplifikasi, dan keberlanjutan dari kegiatan teknis proyek. Tim LESTARI berencanakan untuk mengadakan konsultasi dengan para mitra mengenai Rencana Kerja di tingkat nasional, provinsi, dan lanskap setelah Rencana Kerja disetujui oleh USAID. Rencana Kerja ini pertama-tama menyajikan gambaran umum proyek dan target utama Tahun ke 4. Kemudian, Rencana Kerja ini menjelaskan tema teknis dan pendekatan strategis pendukung dengan menguraikan strategi dan perangkat yang digunakan proyek dalam kegiatannya, yang masing-masing didukung Teori Perubahan. Rencana Kerja Lansekap kemudian menguraikan secara khusus intervensi, tanggung jawab, alokasi sumber daya, dan urutan kegiatan proyek di masing-masing lanskap. Pada bagian yang tersendiri disajikan matriks kegiatan per program untuk Lanskap Aceh, Kalimantan Tengah dan Papua. Terakhir, dalam laporan ini terdapat bagian yang membahas manajemen proyek, komunikasi, dan koordinasi, serta integrasi gender dan hibah. Bagian lampiran mencakup matriks mengenai target Tahun ke 4 berdasarkan indikator, Kerangka Kerja Hasil Proyek secara umum, diagram teori perubahan, dan rencana struktur organisasi di Tahun ke 4.


Figure 1. LESTARI Landscapes Map


INTRODUCTION

OVERVIEW USAID LESTARI partners with 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. During Year 3, the focus shifted to more targeted landscape initiatives guided by a Political Economy Analysis. These initiatives were sharpened to become more strategically aligned with entry points and opportunities, integrated among technical approaches, and oriented towards achieving results at scale. In Year 3, the project also began to focus more on ensuring the sustainability of project interventions through improved aligning and leveraging of budgets and resources from national and local governments. In Year 4 of this five year project, amplification and sustainability of project interventions are the central themes of the Work Plan. Both concepts lie at the heart of the LESTARI team’s focus and strategy and will also contribute to the mission of USAID/Indonesia to assist develop partners to transition to greater self-reliance. Overall, the LESTARI Year 4 approach is more focused in scope compared to previous years. Activities will involve building on, amplifying, and sustaining the successful models, tools, and approaches implemented within the first three years of the project.

PROGRESS TO DATE Within the first three years of the project (August 2015 – September 2018), LESTARI, in collaboration with our partners, has achieved the following high-level outcomes across key indicators.

Indicator #2: 3.51 million hectares of biological significance and/or natural resources under improved management. Highlights include:

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; Bukit Baka Bukit Raya National

Park – 128,858 hectares)

o Forest Management Units (KPH-P) areas improved in Katingan-Kahayan

Landscape (KPH XIV – 108,199 hectares)


o Co-management Agreements (Leuser Landscape – 3 HKm of total 1,183

hectares; Katingan-Kahayan Landscape – 5 HD & 5 HKm of total 12,467

hectares)

o Adaptive management demonstrated (in Orangutan habitat in Manggamat

Protected Forests – 61,000 hectares)

o Co-management and watershed protection between community and local

government in Lorentz Lowlands Landscape (Nayaro Village - 191,000

hectares; Yepem/Agats Village – 13,343 hectares)

o 3 timber concessions with improved management practices through

implementation of RIL-C and CMMP in Sarmi Landscape (538,010 hectares)

Indicator #3: 35% reduction of active poaching in Leuser National Park and Singkil Wildlife Reserve

Indicator #4: 15 sub-national public policies introduced, adopted and repealed consistent with citizen input (Leuser, Katingan-Kahayan and Cyclops Landscape)

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

Indicator #6: 3 SEAs/LEDs recommendations related with land clearing without burning (PLTB), community land management, institution of village forest management incorporated into government planning and program (Strategic plan of Dinas Pekerjaan Umum, Dinas Pertanian dan Peternakan & Dinas Kehutanan)

Indicator #7: 19 Multi Stakeholder Initiatives (MSIs) on various advocacy issues

Indicator #8: 358 champions engaged

Indicator #9: 495,000 people reached to improve awareness of LEDS

Indicator #10: 3 Conservation Areas (CAs) with at least 70 points in METT score

Indicator #11: 1 FMU strengthened (FMU XVI in Gunung Mas)

Indicator #12: 7,184 people received trained in natural resource management

Indicator #13: 5.71 million USD in investment mobilized for forest and biodiversity conservation and climate change

Indicator #14: 27,485 people receive livelihood co-benefits (sustainable livelihoods – rubber, cacao, nutmeg, vanilla, others agroforestry commodities; secured access for livelihood from social forestry permits; PADITAPA canal development give better access to farmers, human-wildlife conflict mitigation)

Indicator #15: 3 private sector firms have improved best management practices (PT Wapoga Mutiara Timber, PT. Salaki Mandiri Sejahtera & PT Bina Balantak Utama)


Indicator #16: 12 new PPPs formed in support for LEDS (Leuser and Katingan Kahayan Landscape)

Note that the calculations and analysis for Indicator #1: GHG emissions reduction are currently being performed by the LESTARI team and will be reported in the Year 3 Annual Report.

ROADMAP TO HECTARES In Year 4, LESTARI will continue to build upon results from Years 1-3 to impact broader areas within the landscapes. The key Year 4 target is to increase the area of biological significance and/or natural resources under improved the management by an additional 3.60 million hectares to bring the total to 7.1 million hectares aggregated across landscapes (indicator #2). The project remains on track to meet its contractual LOP target of 8.42 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 4 target is another 15.1 million tCO2-eq reduction from the baseline level, aggregated across landscapes (indicator #1). This will be assessed using the Forest Reference Emission Level (FREL) methodology as used by the Ministry of Environment and Forestry. Details of the calculation methodology and allocation of targets per landscape are available in the approved LESTARI Landscape Baseline Analysis Plan and Activity Monitoring and Evaluation Plan (AMEP).

The Year 4 improved hectares target per landscape is shown in the table below and further detailed within the activity matrices in the landscapes section of this Work Plan.

AREAS UNDER IMPROVED MANAGEMENT – YEAR 4 TARGETS

Province Landscape Approach Area (ha)

Aceh Leuser

Collaborative management for watershed protection 1,050

Improved management in FMU V area 281,134

Improved management in FMU VI area 237,553

Central Kalimantan

Katingan-Kahayan

Collaborative management through social forestry 32,083

Improved management in FMU III area 57,130


Improved management in FMU XVII area 432,239

Improved management in FMU XXX area 251,945

Improved management in FMU XXXI 341,841

Improved management in FMU XXXII 185,567

Improved management in private sector concessions through RIL-C 591,447

Papua

Lorentz Lowlands

Improved spatial planning with conservation setasides in Mimika District

86,500

Collaborative management agreements between communities, government, and/or private sector

215,000

Land use rationalization in oil palm concessions 9,000

Mappi-Bouven Digoel

Improved spatial planning with conservation setasides in Mappi and Bouven Digoel Districts

877,529

Cyclops Collaborative management agreements in buffer zone area outside Cyclops Nature Reserve 1,000

TOTAL 3,601,017

OTHER YEAR 4 TARGETS In line with the LESTARI Results Framework, the key results for indicators 1 and 2 will be supported by various Year 4 outcome and output-level targets listed below. These targets are broken down per landscape and presented in the Year 4 Performance Indicators matrix in Appendix 1. For further details please refer to the LESTARI Activity Monitoring and Evaluation Plan (AMEP), which explains the criteria, targets, and assessment periods for each project indicator.

Indicator #3: 40% reduction in poaching in Leuser National Park, Sebangau National Park, Bukit Baka Bukit Raya National Park, Lorentz National Park and Cyclops Nature Reserve from a baseline developed in Year 2.

Indicator #4: 14 sub-national public policies introduced, adopted, repealed, changed or implemented consistent with citizen input (social forestry, SIAT regulation, Qanun for strategic planning of agency, village rights and authority, fire mitigation, biodiversity conservation, mangrove local regulation, essential ecosystem areas, zonation in national parks, RPJMK and Village Fund for conservation, FPIC)

Indicator #5: 2 sub-national governments with improved licensing and permitting mechanisms (SST – Aceh Province and Mimika District). Note that this target was originally focused at the district level. However given the implementation of Law 23/2014, which designates greater authority for natural resource licensing at the provincial level, the LESTARI team is re-focusing SST integration efforts at the provincial level.

Indicator #6: 6 SEAs/LCPs recommendations incorporated into sub-national government policy, planning and programs (recommendations for social forestry and FMUs, improved conservation and sustainable management proposed under spatial and development plans, including hydrological, biodiversity, and socio-cultural protection)


Indicator #7: 16 Multi-Stakeholder Initiatives (MSIs) on various advocacy issues (sustainable and land management in national park, SST development, RPHJP of FMUs, Tahura, FPIC for peatland restoration, FMU Center, social forestry working group, forest patrol, rubber investment, mangrove partnership and monitoring, Yepem clean water)

Indicator #8: 142 Champions engaged (e.g local government, communities, academia, farmers, journalist, media, NGOs, private sector, adat leaders)

Indicator #9: More than 5,000 people reached by LESTARI communications programs

Indicator #10: 3 CAs with improved METT score (Lorentz Lowlands National Park, Cyclops Nature Reserve, and Singkil Wildlife Reserve)

Indicator #11: 7 FMUs strengthened (FMUs V & VI in Leuser Landscape and FMUs III, XVII, XXX, XXXI, XXXII, in Katingan-Kahayan Landscape)

Indicator #12: More than 2,800 people trained in natural resources management and/or biodiversity conservation

Indicator #13: USD 11.6 million in investment mobilized for forest conservation and climate change (through PPP sources, DLHK’s budget, rehabilitation budget, fire mitigation, BRG, BUMK allocation budget)

Indicator #14: 2,515 people receive livelihood co-benefits (sustainable livelihoods and co-management, social forestry, agroforestry, PPPs, mangrove and forest protection, BUMK, protection of traditional livelihoods and customary rights)

Indicator #15: 9 private sector firms have improved management practices (timber concessions adopt RIL-C and conduct routine HCV monitoring)

Indicator #16: 5 new PPPs formed in support for LEDS (Leuser, Katingan-Kahayan and Lorentz Lowlands Landscapes)

ACHIEVING AMPLIFICATION AND SUSTAINABILITY In the context of LESTARI, amplification refers to taking a successful tool or approach implemented by the LESTARI team at the landscape level and elevating its application to other districts, to the provincial level, or to the national level. Sustainability refers to whether the intervention supported by LESTARI will continue to persist after the LESTARI project is completed. Successful amplification and sustainability require:

Enabling policies to formalize or enable the tool/approach and serve as a legal basis for its continued implementation post-project (e.g., the development district regulations that allow a proportion of village funds to be used on priority conservation activities proposed by communities)

Sufficient budget allocation to ensure that government, private sector, and donor funds are made available to support ongoing implementation of the tool/approach so that it is not reliant on the temporary funding from LESTARI (e.g., budget allocations for FMUs and protected areas to effectively patrol high conservation value forests)


Local ownership through stakeholder engagement around the design, maintenance, and use of the tool/approach. This includes the development of knowledge management products co-written and co-branded with government agency counterparts to ensure buy-in (e.g., the adoption of pro-forest village development planning guidelines at the national, provincial and district levels)

Capacity development of government, private sector, and CSOs/community-based organizations so that they understand the value of the tool/approach and take part in its implementation. This includes raising the voices of Community Champions and building and supporting well-informed constituencies that continue to advocate for policy reform and sustainable land use after the life of the LESTARI project (e.g., training in application of Free and Prior Informed Consent in the land-based private sector)

The Year 4 Work Plan addresses these needs explicitly throughout all initiatives and Technical Themes. In each landscape initiatives matrix, an amplification and sustainability plan is presented. It identifies the sustainability objective required for the corresponding technical activity, and the specific steps that will be taken by the LESTARI team to ensure its achievement. Advocacy, through both formal and informal engagements, will continue to be an important means to further these sustainability objectives. Importantly, amplification and sustainability approaches are also crucial to supporting the achievement of project indicators, particularly hectares under improved management (#2) and amount of funding leveraged (#13).

KEY YEAR 4 PRIORITIES Some of the specific LESTARI tools/approaches that will be priorities for amplification and sustainability within Year 4 include:

Facilitate private sector partnerships that are broader and more impactful, contributing to improved community livelihoods and reduced encroachment pressures.

Continue capacity building for FMUs through technical and management trainings and incorporating the principles of the USFS multi-use forestry toolkit.

Ensure good conservation area management through: SMART Patrols, the Management Effectiveness Tracking Tool (METT), and long-term financing planning.

Support broader adoption of the Village Development Planning (RPJMDes) Module developed by LESTARI that guides planning towards conservation and sustainable land use through a bottom-up, participatory approach. The module aims to leverage financing from the Village Fund – a significant potential source for financing.

Support communities to develop and implement sustainable forest-based businesses in locations where social forestry permits have already been secured.

Produce knowledge management products co-written and co-branded with key government counterparts to ensure the long-term adoption of the above tools/approaches.


CHALLENGES AND OPPORTUNITIES LESTARI continues to seek national-level policy, guidance, targets and financial

incentives to support climate change mitigation efforts at the sub-national level. Such incentives would dramatically increase LESTARI’s ability to assist GOI in achieving its national targets in key landscapes.

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.

Greater political engagement with local leaders coupled with a targeted advocacy agenda for Year 4 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.

In Aceh, the Bupati of Gayo Lues District has a vision to expand coffee cultivation within his district to 5,000 hectares within 5 years. This presents an opportunity for the LESTARI team to collaborate with FMU V, potential private sector partners, and district government to develop an impactful PPP for scaling up the coffee agroforestry initiative that is currently being implemented through LESTARI grantee Inprosula.

In Central Kalimantan, FMUs LESTARI is engaged in the provincial Working Group for Social Forestry. The Working Group is a multi-stakeholder body that seeks to accelerate implementation of social forestry objectives, which are supported by the President via national targets. LESTARI will support the Working Group on key activities, strengthen civil society involvement, and engage government and civil society in advocacy for increased budget allocations.

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.


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 Engagement. 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 (SA) used to operationalize it. Each strategic approach is built upon a fully developed Theory of Change diagram (see Appendix 4), which illustrates the approach for the life of the project and also demonstrates linkages to other strategic approaches. Each technical 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. This section summarizes the overall approach and intended outcomes under each technical theme. Details of how the approach is contextualized and implemented, including amplification and sustainability considerations, are presented in the landscape initiatives section of this Work Plan.

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. Key Year 4 indicator targets related to this technical theme include: 14 sub-national public policies introduced (#14); 2 sub-national governments with improved licensing and permitting mechanisms (#5); 6 SEA/LCP recommendations incorporated into government policy, plans, and programs (#6); and 16 multi-stakeholder initiatives implemented on various advocacy issues (#7).

LESTARI 1 – Awareness and Advocacy This cross-cutting strategic approach integrates activities to ensure all local stakeholders, including underrepresented and marginalized groups, are equipped to contribute to sustainable land use practices and policy through informed action. During Year 4, advocacy and communications activities continue to be important not just in achieving successful


impact from initiatives, but also amplifying initiatives where possible (elevating from district to provincial level, to other LESTARI landscapes, or to national level) and ensuring sustainability of LESTARI initiatives beyond the life of the project. In line with this, the following principles guide the implementation of advocacy and communications work:

Advocacy and communications activities are carried out by all LESTARI staff and are embedded into each landscape initiative.

LESTARI communications work primarily focuses on reaching key decision makers and stakeholders so that initiatives will be successful, and in support of sustainability strategies. LESTARI focuses on maximizing utilization of existing LESTARI communications products; new communications products will be created as needed to reach key audiences. The focus is on successful communication processes rather than creating products.

Building constituencies who will continue to advocate on LESTARI issues beyond the life of the project remains a key priority this year. Coalition building and investing in the capacity of local champions, leaders, and CSOs (including women and indigenous representatives) are important components of this work.

In order to enhance impacts on budgeting, LESTARI will bring in budget advocacy expertise (STTA) to raise the capacity of LESTARI staff and partners in achieving improved government budget allocations for conservation needs, and to strengthen local coalitions advocating for improved budgeting for conservation and forest management needs.

During Year 3, LESTARI partner INFIS/Mongabay raised public attention on key conservation issues in each province through media exposure and video production, strengthened local media coverage of these issues, engaged civil society stakeholders in advocating, and built constituents for conservation. LESTARI will carry this work forward in Year 4 by further developing constituents and supporting civil society coalitions, utilizing INFIS products, and continuing to work with local media previously engaged by INFIS/Mongabay. During year 4, each province has a key focus for amplifying LESTARI initiatives and ensuring sustainability beyond the project through the adoption of LESTARI tools and approaches into government programming and budgeting, thus ensuring relevant partners ‘own’ and can then drive this work forward. These are described more fully in the Landscape Initiatives sections, but a summary is as follows. In Aceh, the main provincial focus is on Strengthening Forest Management Units (FMU) and social forestry, by supporting budgeting for and implementation of the Forestry Strategic Plan, supporting the Social Forestry Working Group with capacity and technical assistance to accelerate social forestry progress, raising the capacity of FMU staff, and facilitating increased attention on these issues from CSO networks, journalists, and LESTARI media champions. In addition, LESTARI will support Improving land use licensing and monitoring, by working with the province’s One Stop Shop for Permits to implement the Sustainability Screening Tool (building from LESTARI experience in Papua), and link it to the province’s land use license database in order to improve license allocation. LESTARI will engage CSO stakeholders to utilize these tools for improved license monitoring and submission of monitoring reports, and support the provincial government to build responsiveness to these complaints, so that concrete action is taken. In Central Kalimantan, the focus is also on strengthening Forest Management Units (FMU) and social forestry. This will be pursued by building stakeholder engagement and capacity building through the FMU Center and the Social Forestry Working Group. The objectives are to accelerate operationalization of FMUs, to enhance their engagement with


communities and other stakeholders, to increase their effectiveness at forest monitoring and fire prevention, to increase their focus on social forestry as opposed to licensing land to companies, and to support their work on sustainable livelihoods. In Papua Province, the focus is on improving land use licensing and monitoring. In Year 4, LESTARI will focus on supporting increased use of the SIMTARU and the Sustainability Screening Tool (SST) systems by multiple stakeholders, community leaders, and champions in order to submit monitoring reports to the provincial government. BAPPEDA has a role in spatial plan monitoring and coordination of government action to handle problems. LESTARI will support BAPPEDA to improve their effectiveness in monitoring and responding to issues, including in their capacity to respond to public reporting of spatial planning problems. This will likely include strengthening a grievance reporting portal which currently exists but is not active, so that public reports more reliably lead to action to address problems. Use of these systems is expected to lead to further improvement of the systems themselves, and will link into public discussions through Papua’s Multi-Stakeholder Forum on Papua’s provincial spatial plan which is being reviewed this year. Capacity building for CSOs, community leaders, and champions will be an important part of this work. Aside from the main advocacy focus, as indicated above communications and advocacy are integrated into each initiative; more information can be found throughout the Landscape Initiatives section of this Work Plan. For more information on which initiatives LESTARI is prioritizing for amplification/sustainability at the national level and how that will be undertaken, please refer to the Amplification section. It should be noted that 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. Communications work in Year 4 will adhere to the LESTARI Integrated Communications Strategy (approved by USAID August 2018).

LESTARI 2 & 3 – Sustainable Forest and Land Use Governance Strategic Environmental Assessments (SEA) are operationalized either through incorporation of LESTARI-supported Landscape Conservation Plans in revised spatial plans or embedding recommendations in Medium Term Development Plans and Forestry/Environment Strategic Plans. The focus of forest and land use governance activities during Year 4 will pivot to advocacy for consolidating impacts, amplification across all landscapes, and sustaining those achievements for improved forestry and peatland management at the provincial level (and national if needed) including safeguarding important areas from external threats. The key activities will be related to ensuring recommendations from SEA influence development plans/programs and budgets, and improved spatial planning and monitoring, including use of the Sustainability Screening Tool (SST) for monitoring of licensing implementation. SEA recommendations will also be utilized to advocate for increased budget allocations for related forestry and peatland policies and/or programs. The main focus for incorporating results of LCPs and SEAs into spatial plans will be in Mappi, Boven Digoel and Mimika districts, with associated inputs into Papua’s provincial spatial plan which is being reviewed this year also. For incorporating results of SEAs into development planning, advocacy will focus on influencing Strategic Plans for Provincial Forestry Agencies, which cover five years and are then detailed in annual work plans and budgets. LESTARI will focus on strengthening programming and budgeting for social forestry, FMUs, co-management in general, safeguarding of improved forest management at high risk from illegal encroachment and extraction as well as from threats of road building across and adjacent to vulnerable areas. Overall, SEA recommendations will be used to strengthen argument for and content of policies to benefit forest management especially the related use of provincial, district and village budgets.


SEAs now require a validation process which ensures that their recommendations are integrated into the relevant policy. LESTARI has developed a matrix to describe integration of SEA recommendations, useful not only for LESTARI to document impact but also for government partners to use in the validation process itself. The present set of SEA, both from IFACS and LESTARI, already completed and those in progress now, will be sufficient to guide policies, plans and programs in year 4 for amplification and sustainability. In short, there will be no new SEA or LCP undertaken in Year 4. To enhance spatial planning and licensing systems and monitoring, the SST is being developed in Papua province. Following the launching of the SST in Papua in September 2018, Papua will be used as a learning center for other landscapes for improved licensing and monitoring. SST will be deployed by the One Stop for Licensing (Dinas DPM-PTSP) as part of new license approval, and can also be used to review existing licenses. Support to geospatial databases such as SIMTARU in Papua and SI’AT in Aceh will be provided only insofar as they underpin SST development, but the SST systems will be linked to SIMTARU / SIAT databases to allow spatial planning monitoring by multi-stakeholders. Increased public involvement in licensing and monitoring is being supported through public consultations on SST design, and will contribute to demands for greater transparency in licensing (which can be provided by SST and SIMTARU). Engagement with CSOs and local communities will be facilitated, so that (with the consent of local communities and their CSO representatives) participatory traditional area maps can be uploaded to SIMTARU/SIAT. LESTARI will support the development of grievance mechanisms, and their use, so that the public can report problems to the government via SIMTARU/SIAT. LESTARI will also support links between SST-SIMTARU/SIAT and the Geospatial Information Board’s (BIG) One Map, One Portal initiative, which embeds these systems in this key national spatial governance reform initiative. Depending on provincial or district government uptake, the SST will be expanded to three tiers. Currently, Tier 1 focuses on enabling monitoring and enforcement of license alignment with spatial and non-spatial regulatory requirements, and Tier 2 SST addresses external determinants of sustainable landscape licensing such as proximity to vulnerable areas and cumulative effects of excess concentrations of licenses. Tier 3, not yet developed, will focus on internal zonation of license areas, in response to the need to safeguard natural forest areas for water resource, livelihood and cultural values; and the free, prior and informed consent (FPIC) of local communities. The Boven Digoel district government has recently shown interest in this approach by proposing the development of new district regulations requiring such zonation. LESTARI is supporting a pilot private sector engagement with KORINDO, which has an oil palm concession in Boven Digoel, in order to develop such an internal zonation, as a step in advocating for uptake of this approach by district and provincial governments.

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 4 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 LESTARI Year 2 Work Plan (page 41-42), but which remains relevant. Key Year 4 indicator targets related to this technical theme include: 40% reduction in poaching in conservation areas within LESTARI landscapes (#3); 3 conservation areas with improved METT scores (#10); and 7 FMUs strengthened (#11).

LESTARI 4 – Improved Forest Management Through Co-Management and FMU Strengthening LESTARI supports building capacity and commitment for co-management among relevant stakeholders in areas adjacent to CAs. This is essential for threat reduction on the conservation areas through more transparent, negotiated agreements where roles and responsibilities between stakeholders (local communities, local government, national park, FMU) 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 forestry partnerships. Social forestry – a formal mechanism that ensures local communities’ secure access to forests and forest resources as well as a key policy priority of the Jokowi administration – emerged as a favorable, high-impact opportunity. Since Year 2, LESTARI has been assisting targeted villages in Aceh and Central Kalimantan to obtain social forestry licenses (Hutan Kemasyarakatan, Hutan Desa, Hutan Adat, and Hutan Tanaman Rakyat). In Year 4, co-management activities in these landscapes will continue to focus on accelerating and amplifying the social forestry initiative. LESTARI will provide technical assistance to communities to obtain social forestry permits; in locations where permits have already been received, LESTARI will assist communities to improve their livelihoods through sustainable community-based forest enterprises. For further amplification and sustainability, LESTARI will provide technical assistance and capacity building for the Social Forestry Working Group – the body tasked with facilitating social forestry initiatives with communities and assisting KLHK to verify proposals. In Papua, co-management agreements will focus on facilitating partnerships between communities and managers of conservation areas, FMUs, and the private sector, as they can secure large areas for improved management on the ground and have less administrative burden. Moreover, LESTARI acknowledges that supporting Provincial Governments’ policy and capacity on FMU management becomes increasingly essential since the management of forest located outside conservation areas is primarily under provincial level control. 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. Therefore, LESTARI will leverage and advocate for improved management at the provincial level through operationalization of FMUs within LESTARI landscapes. Strengthening for 2 FMUs in Aceh that cover large areas surrounding Leuser National Park, 5 FMUs in Central Kalimantan, and 2 FMUs in Papua are a priority for Year 4.

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

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


Capacity development for FMUs will center on the implementation of management toolkits currently being developed by USFS. LESTARI will augment these toolkits 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) located within LESTARI landscapes. This primarily includes focused activities to improve management effectiveness as measured by the Management Effectiveness Tracking Tool (METT). At the end of the Year 2, LESTARI supported CA managers in 6 conservation areas to re-evaluate their METT score with broad public participation. Year 3 key activities were based on gaps remaining or areas where intensive management was still needed. In Year 4, LESTARI will focus support towards conducting a participatory METT assessment as well as work towards budget allocation from regional and national government budgets for regular METT evaluations. It is expected that all conservation areas receiving LESTARI support can achieve METT scores above 70. Specific areas of LESTARI support in Year 4 include increased and maintained protection of the CA through patrols (SMART), biodiversity monitoring (Sumatran tiger, rhino, orangutan, and multi-taxa in Papua) to update distribution and population status, additional training and capacity building for CA staff, CA zonation and improved engagement with local/adat communities, and facilitating effective partnerships with communities, NGOs, and other relevant stakeholders. Moreover, LESTARI support for SMART patrols will orient towards greater sustainability by assisting KLHK in centralizing SMART data management and advocating for greater government budget allocation for effective SMART implementation. Detailed sub-activities are described in the landscape initiatives section. Each CA provides unique opportunities and challenges for leveraging conservation finance, while requiring different levels of funding to mitigate threats. While currently at the preliminary stages, a grand strategy for innovative financing for Sebangau National Park will continue to be carried out involving multi-stakeholder input at the national, regional, and local level. Sustainable financing strategies to develop innovative financing schemes for Leuser National Park, Cyclops Nature Reserve, and Lorentz National Park based on management and budget needs will also continue in Year 4. Finally, key species conservation 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 the Katingan-Kahayan Landscape, including technical support for BKSDA and conflict mitigation training in the human-orangutan conflict prone villages. Rehabilitation and release of captive orangutans in BBBR National Park will also be continued in the next year. In Leuser Landscape, there will be two major grants for orangutan habitat protection. In the Singkil area, LESTARI will work with communities to increase their role in orangutan conservation and habitat restoration. In Aceh Selatan, LESTARI will support the conservation of the Sumatran orangutan and their precious habitat by strengthening established community forestry groups in Manggamat protected forest, managing human-orangutan conflict, and developing local customary regulations in support for key species conservation. In the Trumon Wildlife Corridor, an area critical for Sumatran elephant movement, LESTARI will continue supporting BKSDA Aceh to more


effectively manage the Conservation Response Unit (CRU) Trumon. This will consist of assisting the CRU team in habitat protection, community-wildlife conflict mitigation, feeding ground development, and securing funding for the sustainability of the CRU team. The following is a summary of technical assistance provided by LESTARI in Years 2 and 3 and assistance to be provided in Year 4 for improved conservation area management:

Conservation Area METT Baseline

(2015)

Activities in Years 2 and 3 METT categories that require continued

support/improvement in Year 4 (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) through Kemitraan Konservasi

SMART Patrols 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.

Supporting the management of CRU Trumon and improve elephant conflict mitigation

METT score after Year 2 – 70% (revised from 75 by KLHK)

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 Response Unit (WRU), 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.

Rawa Singkil Wildlife Reserve (METT Baseline 55%)

Support for BKSDA Aceh to develop Management Plan

SMART Patrol for better protection of the reserve (3 teams) Wildlife Crime Unit for Rawa Singkil (1 unit)

METT score after Year 2 – 66%

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%)

Participatory action research on canal blocking in the national park and its impacts on fisheries

SMART Patrol in Sebangau NP with 8 resorts

Sustainable Financing for peat restoration

Technical support on Ecotourism masterplanning


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)

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).

Bukit Baka Bukit Raya National Park (METT Baseline 64%)

Captive orangutan rehabilitation and release into the wild (grantee: BOSF)

Co-management collaboration in BBBR NP traditional zone

SMART Patrols METT score after Year 2 – 71%

Conservation area design (#5) and management 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 roll out and evaluation(4 teams)

Biodiversity survey in Cyclops Data collection training using

drones METT score after Year 2 – 61%

Conservation area design (#5) and management 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)

Park Protection (#10); Monitoring and Evaluation (#26) and Staff Training (#14) through continuation of SMART patrols of conservation area (including integration of database and staff training) 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%)

Initiation the Friends of Lorentz group for sustainable financing

Participatory mapping of important areas in Lorentz NP to be integrated in the park zoning system

Zonation system socialization and wildlife conservation campaign in several adat communities in Asmat

Biodiversity monitoring NP awareness and wildlife

campaigns SMART Patrols scaled up in

highlands of Lorentz. Collaborative SMART patrol with BKSDA to tackle wildlife trade.


Conservation area design (#5) and management 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).

Park Protection (#10); Monitoring and Evaluation (#26) and Staff Training (#14) through continuation of SMART patrols of conservation area (including integration of database and staff training)

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. Since Year 3, LESTARI has been working towards scaling up these initiatives to broaden the impact and ensure their sustainability. This includes the sustainable development of commodities and their value chains in Leuser Landscape; support for community rubber as a key LEDS in Katingan-Kahayan Landscape, and sustainable livelihoods in Lorentz Lowlands Landscape. LESTARI also continues to work with private sector entities operating within the landscapes (timber concessions/HPH and palm oil plantations) to apply Best Management Practices (BMPs) focused on improving land and forest management. Furthermore, the LESTARI team continues working towards developing innovative financing schemes for the long term restoration for Sebangau National Park. Key Year 4 indicator targets related to this technical theme include: 2,515 people receive livelihood co-benefits (#14); 9 private sector firms have improved management practices (#15); and 5 new PPPs are formed in support for LEDS (#16).

LESTARI 6 – Green Enterprises For Leuser Landscape, the focus for Year 4 is to scale-up implementation of the sustainable cacao certification initiative with local farmers by engaging with private sector partners in Gayo and Aceh Tenggara Districts. Similarly, LESTARI will also focus on scaling up the coffee agroforestry initiative by engaging FMUs, private sector, and community stakeholders in Gayo Lues District. A similar approach is also planned for Katingan-Kahayan Landscape where the focus will be on continuing to support and scale up the initiative on community rubber by developing a partnership model among the rubber processing unit (UPPB), FMUs, and private sector that covers wider areas and includes a long term plan with these stakeholders. In addition, livelihoods work within this landscape will continue in conjunction with the co-management strategic approach. This will involve assisting communities to plan and launch community-based forestry enterprises in locations where social forestry permits have been received. In Papua landscapes, sustainable livelihood activities will operate under the co-management umbrella and focus on sustainable vanilla (Cyclops) and sago (Lorentz Lowlands) production. This strategic approach will also be supported to a significant extent through the work of Grantee partners. In total, there will be over 15 grantees implementing various initiatives in the Leuser, Katingan-Kahayan, Cyclops, Lorentz Lowlands Landscapes with a focus on co-management and sustainable livelihood activities with local communities. Further details of are provided under the landscape initiatives section.

LESTARI 7 – Private Sector Best Management Practices (BMPs) During Year 4, work under this strategic approach will focus on two major initiatives with the private sector: (1) technical training in Reduced Impact Logging (RIL-C) for timber


concession partners and (2) implementation of Conservation Management and Monitoring Plans (CMMP) and land use rationalization. Trainings in RIL-C, initiated in Year 3, will be completed for all 9 timber concessions partners in the Katingan-Kahayan and Sarmi Landscapes. All concessions will adopt RIL-C as a Standard Operating Procedure (SOP) through the signing of a formal SOP document. Subsequently, LESTARI will work with the concessions to conduct monitoring of RIL-C implementation. This will commence with the two concession partners in Sarmi because they finalized the trainings by the end of Year 3; the concession partners in Katingan-Kahayan are expected to finalize the trainings in December 2018. In addition, the LESTARI team will advocate for the issuance of the Ministerial Decree (PerMen) mandating all natural forest concessions across Indonesia to adopt RIL-C practices. In parallel with the RIL-C initiative, LESTARI will work with timber concessions in these landscapes to conduct monitoring of high conservation value (HCV) areas through the implementation of their CMMPs. This will include the engagement of local communities in a participatory manner. In Mappi and Bouven-Digoel, activities will focus on continuation of sustainable landscape planning with private sector partner KORINDO. The objective is to implement FPIC verification with all relevant stakeholders (community, company, local government) that will lead to a transparent negotiated zonation of a block within the company’s concession in a manner which balances conservation and development objectives.

LESTARI 8 – Innovative Financing for Sustainable Land and Forest Management Strategic Approach 8 focuses on leveraging innovative financing mechanisms in support for sustainable land and forest management within LESTARI landscapes. The approach includes leveraging alternative or additional financing for conservation and ecosystem restoration, Payment for Environmental Services (PES), and ecotourism development. In Year 4, LESTARI will focus on finalization of alternative conservation financing work for Leuser National Park in Aceh, and establishment of an ecosystem restoration strategy for Sebangau National Park in Central Kalimantan. LESTARI will also support ecotourism development opportunities in and around Sebangau National Park in Central Kalimantan. In the context of PES, LESTARI may explore funding possibilities through the Green Climate Fund (GCF), though bankable opportunities through this mechanism are unclear at this time. LESTARI is supporting KLHK’s KSDAE Dir. Kawasan Konservasi on a systematic assessment and strategy to address suboptimal conservation financing for Leuser National Park in Aceh. This assessment includes analysis of optimal financing for effective conservation management and also looks at efficiency and effectiveness of current financing. Working in collaboration with National Park staff and KSDAE officials in Jakarta, LESTARI will facilitate the development of a NP conservation financing strategy that should enable the Park to leverage additional financial resources while more effectively spending financial resources currently available to it. Alternative or additional conservation financing options may include international, national and sub-national opportunities. It is expected that this pilot initiative for Leuser National Park can be adapted and amplified to other priority National Parks across Indonesia. LESTARI will continue to support a long-term financing strategy for restoration of Sebangau National Park in Central Kalimantan. Home to the world’s largest population of wild orangutans, this Park covers an area of more than 500,000 ha of largely degraded forest on deep peatland that requires substantial investment to restore key ecosystem functions especially related to peatland hydrology and orangutan conservation. Progress toward


preparation of a business strategy was made during LESTARI Years 2 and 3. In order to meet enabling conditions for a sustainable park restoration plan, LESTARI must work closely with KLHK’s KSDAE Dir. Kawasan Konservasi and local stakeholders to launch a legally and politically viable institution that is able to raise and manage restoration financing. Currently dubbed the Sebangau Forum, LESTARI will work with relevant national and local stakeholders to formalize this institution and then roll-out a business plan to raise international, domestic, and local resources to finance it. LESTARI notes that successful leveraging of restoration financing first requires legal and political legitimacy of the Sebangau Forum. As the Sebangau Forum work continues, LESTARI will also support the expansion of ecotourism opportunities in and around Sebangau NP, focusing especially on opportunities along the Katingan River (west) side of the Park. In Year 4 LESTARI will make additional investments and track opportunities to leverage additional private and public investment (indicator #13) mobilized from national, private sector, and multilateral funding sources. This includes tailored advocacy strategies in each LESTARI province to leverage tools, models, and approaches into government programming with budget support. It also includes actively tracking and then pursuing additional private and public sector opportunities that emerge over the next year. This might include the Green Climate Fund (GCF).


LANDSCAPE INITIATIVES

INTRODUCTION This chapter includes the detailed Year 4 Work Plans for each LESTARI landscape: Leuser Landscape in Aceh; Katingan-Kahayan Landscape in Central Kalimantan; and the Lorentz Lowlands, Mappi-Bouven Digoel, and Cyclops Landscapes in Papua. Note that field activities in Sarmi Landscape (training in Reduced Impact Logging for two timber concession partners) in Papua were finalized within Year 3. The landscape initiatives and supporting activities were designed through a collaborative process with Jakarta technical and management staff, field staff from each landscape, and USAID. Overall, the initiatives are smaller in number, yet more detailed and focused compared to previous years. Sustainability and amplification activities are embedded within each initiative. For each of the 5 landscapes, profile, key initiatives, landscape maps highlighting key areas of work, and detailed activity matrices are presented. Each activity matrix is organized per landscape initiative and includes information on targets per indicator, technical activities, amplification and sustainability plan, and resources required.

LEUSER LANDSCAPE

Landscape Profile The Leuser Landscape encompasses an area of 1.6 million hectares in Aceh Province that is rich in natural resources and an economy that is dominated by agroforestry. 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 United States. The landscape is largely defined by two protected areas, Leuser National Park and Singkil Wildlife Reserve. They serve as habitat for the globally-valued, yet critically endangered species unique to this landscape: Sumatran orangutan, tiger, elephant, and rhino. The landscape still faces threats from encroachment and conversion for agriculture, illegal logging, habitat destruction, and biodiversity loss. This, in turn, also threatens the livelihoods of local communities that depend upon the environmental services provided by forested areas, particularly freshwater provision. The landscape includes the districts of Gayo Lues, Aceh Tenggara, Aceh Selatan, and Aceh Barat Daya.

Landscape Initiatives LESTARI’s overall vision for this landscape is to advance collaborative and sustainable management practices in forested sub-watersheds facing significant encroachment pressures. The key Year 4 target for Leuser Landscape is to achieve an additional 519,737 hectares of biologically significant forest and/or natural resources under improved management.

Land Use Approach Year 4 Target (hectares)

FMU III Co-management for watershed protection 1,050

FMU V Capacity and institutional strengthening for FMU V 281,134

FMU VI Capacity and institutional strengthening for FMU VI 237,553

TOTAL 519,737


The following are the Year 4 integrated landscape initiatives that will contribute to this target: 1. Provincial Land Use & Licensing Monitoring And Enforcement – SST/SIAT

2. Provincial Program & Budget Leveraging

3. FMU, Co-Management & Sustainable Livelihoods, Orangutan Conservation

4. PA METT Co-Management Support & Key Species Conservation in Leuser NP And Singkil Wildlife Reserve

Initiative 1: Provincial Land Use & Licensing Monitoring And Enforcement – SST/SIAT In Aceh, land use and licensing monitoring and enforcement will be strengthened through technical assistance to provincial government to establish the Sustainability Screening Tool (SST) and link it to the new on-line licensing initiative (SAPA) and Aceh’s new information management system (SIAT). This will be combined with facilitating increased public attention and pressure on land use monitoring using these systems. Together, those two aspects will lead to an ongoing impact beyond 2020. The key government agency for this work is the province’s One Stop Shop for Permits (DPM-PTSP), but the SST system must also be linked with the Information Agency which is building SIAT and BAPPEDA (for spatial data management). The SST system will be designed with multi-stakeholder input, built and made operational, and government staff trained on its use. SST once operationalized will be a mandatory check during new license issuance, in order to prevent spatial plan infractions and license overlaps. The second component of this work will be to engage CSOs to be able to utilize the new systems to access information about licenses, monitor their implementation, and submit reports or grievances to provincial government. LESTARI will engage the Women’s Communication Network and the Journalist’s Environmental Forum in this work, as well as other LESTARI champions, to support a media campaign. Technical support will be offered to provincial government to deal with these reports, by creating a system for responding to public inputs on licensing implementation. The intention is to support more effective handling of public complaints in order to contribute to more compliant spatial plan implementation. Initiative 2: Provincial Program & Budget Leveraging The second key provincial initiative is on strengthening FMU and social forestry implementation through policy and budget advocacy. This initiative aims to support an increased budget allocation this year via the Forestry and Environment Agency’s (DLHK) Strategic Plan (which is for five years); and facilitate a multi-stakeholder coalition with capacity to advocate for forestry budgets into the future, in order for the allocations to continue and increase in subsequent years. LESTARI has utilized recommendations from the Strategic Environmental Assessment of the Provincial Mid-term Development Plan (SEA-RPJMD) to influence the draft Forestry Strategic Plan, strengthening emphasis on FMUs and social forestry. In order to ensure the Strategic Plan is passed with those elements intact, and that key elements receive budget allocations, LESTARI will support DLHK to formulate solid budget allocations and defend them through the long and complex budget negotiation stages until the provincial budget is passed. A budget advocacy coalition will be built through CSO engagement and training, joint formulation of a budget brief, hearings with parliament, public dialogue and a media campaign. Initiative 3: FMU, Co-Management & Sustainable Livelihoods, Orangutan Conservation LESTARI will continue to provide technical assistance to FMUs V and VI to develop or revise their long-term forest management plans (RPHJP) and annual forest management plans (RPHJPd), and subsequently assist them to obtain KLHK endorsement of these plans. LESTARI will facilitate a series of trainings to improve FMUs institutional capacity. The trainings will adopt KLHK curriculum and FOERDIA Forest Management Toolkit for


workforce management, and the implementation of social forestry program within FMU areas. LESTARI will also provide technical assistance to formulate a SOP for conducting SMART patrols and handling cases of illegal activities, as well as to more effectively manage and utilize patrol data. In support for co-management through social forestry or forest partnerships, LESTARI will facilitate a series of trainings to improve the knowledge and skills of FMUs, local government facilitators, and NGOs in assisting forest communities to pursue and utilize social forestry/forest partnership permits. To support the integration of FMU and social forestry, LESTARI will provide technical assistance for communities to formulate, implement and monitor their forest management plans and for FMUs and communities to develop and run sustainable forest-based enterprises. LESTARI will assist the social forestry working group with improved skills to access potential funding for social forestry acceleration (e.g., APBN, donor funding), and facilitate institutionalization of district level Coaching Clinic for village planning and budgeting, followed by a series of technical assistance to advocate for village fund allocation for social forestry initiatives and improved forest management. Sustainable livelihoods initiatives will be continued and integrated within co-management and FMU initiatives as well as additional PPPs. Focus will be given to implement the coffee agroforestry initiative in Gayo Lues District and facilitate UTZ certification for cacao farmers in Gayo Lues and Aceh Tenggara Districts. The coffee agroforestry initiative involves collaboration among the community, farmers, FMU V, and private sector. This is in line with the vision of the Bupati in Gayo Lues district to expand the production of Gayo Coffee as well as supporting the rehabilitation plan of FMU V as part of national mandate from KLHK. Meanwhile the UTZ certification for cacao will focus in Aceh Tenggara and Gayo Lues Districts in locations that buffer FMU V and Leuser National Park. The UTZ certification will be financed by the private sector partner which will also serve as the buyer of the cacao product from the farmers. In addition to providing improved income for farmers, this certification scheme also aims to reduce encroachment pressures since the requirements stipulate that cultivation must be strictly outside of conservation/protected areas. Furthermore, the LESTARI team will also work on the implementation of PPP agreements through forest honey, dammar, and other non-timber forest product (NTFP) development in Gayo Lues and Aceh Selatan Districts. Activities will focus on the development of business plan, market access, and training on institutional capacity and business management for the community-based enterprises. Initiative 4: PA METT Co-Management Support & Key Species Conservation in Leuser NP and Singkil Wildlife Reserve Rawa Singkil Wildlife Reserve is an area of peatland lowland forest that has high biodiversity value and is an integral part of the larger unified ecosystem in Leuser Landscape. Technical assistance from LESTARI will continue to focus on improving the effectiveness of the conservation area management by supporting active and on-site interventions. LESTARI will build the capacity of managers and staff in each resort to actively manage the conservation area as the habitat of Indonesia’s flagship and key species such as Sumatran orangutans, tigers, elephants and rhinos. A key part of this involves assisting conservation area staff to develop partnerships for conservation with surrounding communities and local government. Orangutans, like other key species inhabiting these areas, are distributed in pockets with Singkil supporting the highest known Sumatran orangutan population density (1.7 individuals / km2). LESTARI will continue supporting the safeguarding of these habitats by running 3 SMART patrol teams together with BKSDA Aceh. In Leuser National Park, which is adjacent to FMUs V and VI, LESTARI will continue supporting human-wildlife conflict mitigation and 4 SMART patrol teams. Technical assistance will also include improved SMART patrol


database utilization, analysis, and management. For amplification, LESTARI will provide inputs to the national level SMART Taskforce in developing the national level of SMART Patrol strategy and institutionalize the implementation of SMART patrols in Indonesia. In Putri Betung Subdistrict, Gayo Lues District and in Alur Baning Subdistrict, Southeast Aceh District, LESTARI will collaborate with Leuser National Park and the district governments in carrying out conservation partnership schemes. These areas are of significance because several communities are living in and/or conducting agricultural activities within the boundaries of the national park. This conservation partnership program is a long-term scheme to ensure that Leuser National Park management can work effectively alongside local communities. Both communities and the conservation area will benefit from a fair partnership that reduces further encroachment.


Figure 2. Leuser Operational Landscape


LANDSCAPE: LEUSER INITIATIVE 1: PROVINCIAL LAND USE & LICENSING MONITORING AND ENFORCEMENT – SST/SIAT

HIGH-LEVEL OUTCOMES

(HECTARES BASED)

INTERMEDIATE OUTPUTS (LOW-LEVEL INDICATOR)

TECHNICAL ACTIVITIES AMPLIFICATION/ SUSTAINABILITY

PLAN

SPECIFIC INPUTS

Secured 1,335,388 Ha forest area (FMUs, CAs) within Leuser Landscape from land use conversion

#4: 2 public policies (Governor Regulation on Integrated Aceh Information System/Sistem Informasi Aceh Terpadu/SIAT; and SOP for integration and implementation of Sustainable Screening Tool/SST) introduced and adopted consistent with citizen input #5: 1 sub-national government with improved licensing and permitting mechanism #7: 1 MSI on SST development #8: 10 champions engaged in advocacy for improved licensing and permitting mechanism #12: 100 people (government staff, NGO/CSO) receiving USG supported training in the use of SST-SIAT

1. Formulation of LoA between LESTARI and Dinas Penanaman Modal & Pelayanan Terpadu Satu Pintu (DPMPTSP) as lead dinas for permitting &

licensing to develop and implement SST system (October 2018)

2. Series of technical assistance and coordination involving DPMPTSP (responsible for licensing & permitting), Dinkominfo (responsible for managing SIAT) and Pusat Data Geospasial Aceh/PDGA under BAPPEDA (responsible for spatial data management) to develop SST system (October 2018-March 2019)

3. Facilitate the formulation of Governor Regulation for SIAT to ensure the incorporation of spatial analysis for land use decision making as the basis for SST use (October-December 2018)

4. Production of SOP (outlining stakeholders’ role and responsibilities) for SST integration into SIAT and e-licensing system, and manual for SST operationalization followed by series of trainings (April-July 2019)

5. Facilitation of public dialogue, NGO coalition and media campaign to promote access, utilization and monitoring of improved licensing & permitting system (October 2018-August 2019)

6. Assist DPMPTSP (and other related dinas) with improved data management and complaints handling mechanism (June-September 2019)

Sustainability objective: For Aceh Government to enhance transparency and accountability for land use governance, via an operational SST system which is used by stakeholders for monitoring. Actions:

Support increased public attention and pressure, and strengthen CSO coalition for land use monitoring & enforcement using the new system

Assist government stakeholders to formulate and implement policies, programs and allocate budget to ensure the system continues

Direct implementation (STTAs for policy writing, SST development and stakeholder engagement)


LANDSCAPE: LEUSER INITIATIVE 2: PROVINCIAL PROGRAM & BUDGET LEVERAGING

HIGH-LEVEL OUTCOMES

(HECTARES BASED)



PLAN

SPECIFIC INPUTS

Advocacy for Annual Provincial Budget and Programming for FMU and social forestry strengthening

Secured provincial budget for 552,033 Ha of FMU V (289,256 Ha) and FMU VI (262,077) area under improved management (include social forestry area within FMU)

#4: 1 provincial policy on Strategic Plan of Forestry Office for year 2017-2022 endorsed and implemented #8: 10 champions engaged in program & budget advocacy interventions #12: 50 people (government staff, CSO) receiving training in forestry budget analysis & advocacy #13: USD 800,000 mobilized to support operationalization of FMU & acceleration of social forestry

1. Training on budget analysis and advocacy for government staff (DLHK), FMUs, social forestry working group, CSOs and journalists – training materials will be adjusted for different partners and purposes (October 2018-January 2019)

2. Formulation of budget brief and program proposals (co-written with partners) to be delivered to BAPPEDA and DPRD (October-December 2018)

3. Facilitate public hearing to relevant commissions in DPRD (B Commissions & Budget Commissions) (November-December 2018)

4. Facilitate public dialogue & media campaign for budget allocation to strengthen FMU and social forestry (November 2018-January 2019)

5. Assist Forestry Office to formulate programs & budget allocations, advocate them to Bappeda and DPRD, and monitor the finalization of the forestry program and budget allocation (Renja and RKA) until the budget is passed (December 2018-January 2019)

Sustainability objective: For Forestry Office to allocate an annual budget allocation for FMU & social forestry strengthening in Aceh. Actions:

Build a budget advocacy collaboration at provincial level, with FMU, social forestry working group and civil society (e.g., journalists, NGOs) (adapted to government budget cycle)

Strengthen Forestry Agency’s ability to set adequate budget allocations and lobby BAPPEDA/DPRA to defend them

Engage directly with DPRA to advocate for forest management and sustainable livelihoods

Direct implementation (STTA for budget advocacy specialist)


LANDSCAPE: LEUSER INITIATIVE 3: FMU, CO-MANAGEMENT & SUSTAINABLE LIVELIHOODS, ORANGUTAN CONSERVATION

HIGH-LEVEL OUTCOMES

(HECTARES BASED)



PLAN

SPECIFIC INPUTS

FMU management and enforcement

552,033 Ha of FMU V (289,256 Ha) and FMU VI (262,077) area under improved natural resource management as a result of USG assistance

#11: 2 FMUs strengthened as a result of USG assistance #12: 400 FMU staff receiving training in forest management and enforcement

1. Technical assistance for FMUs to develop or refine long-term forest management plan (RPHJP) and annual forest management plan (RPHJPd) and assist FMUs to obtain MoEF endorsement upon the plans (October-December 2018)

2. Series of trainings to improve FMUs institutional capacity – training will adopt MoEF curriculum and FOERDIA Forest Management Toolkit for workforce management (January-September 2019)

3. Support the implementation of social forestry program within FMU area from permit up to post permit (October 2018-September 2019)

4. Formulation of SOP for SMART patrols and illegal case handling management (October-December 2018)

5. Routine SMART patrols in 2 FMUs area (Nov 2018, Feb, May, Aug 2019)

6. Assist FMUs with improved patrol data management and use (December 2018-September 2019)

Sustainability objective: For FMUs to have institutional capacity to manage forest with multi-use and multi-stakeholder forest management principles as guided by government regulation or other references (e.g., FOERDIA Forest Management Toolkit). Actions:

At the provincial level, sustainability will be secured through a program and budget advocacy for FMU strengthening

Support increased public attention and pressure for improved forest management and law enforcement in FMU

At the national level, for LESTARI to work with BIJAK to promote incentive/disincentive mechanism for improved FMU performance through the formulation of score-card, and assist BAPPENAS with formulation of FMU program and budget guidelines for RPJMN (2020-2024)

Direct implementation

Co-management through Social Forestry/Forest Partnership Program

552,033 Ha of FMU V (289,256 Ha) and FMU VI (262,077) area under Improved natural

#7: 3 MSIs (Social Forestry Working Group and districts level forum) actively engaged in social forestry acceleration

1. Series of trainings to improve FMUs, local government facilitators and NGOs knowledge and skill in assisting forest communities to proceed social forestry/forest partnership permit and

Sustainability objective: For FMUs to have institutional capacity to assist, manage, and monitor social forestry/partnership initiatives within their area.

Direct implementation, Grant program


resource management as a result of USG assistance (include social forestry/partnership area within FMU)

#12: 200 people (FMU staff, local government facilitators, NGOs and communities) receiving training in social forestry, village planning & budgeting, and forest management #13: USD 300,000 mobilized from non APBD budget to support acceleration & implementation of social forestry program #14: 2,000 people receiving livelihood co-benefits (monetary or non-monetary) from social forestry initiatives

implement post permit program (October 2018-September 2019)

2. Facilitate community socialization to increase knowledge on social forestry/forest partnership schemes and assist communities to propose proper scheme to MoEF/Forestry Office to obtain permits (October 2018-June 2019)

3. Technical assistance for communities to formulate, implement and monitor their forest management plans (January-September 2019)

4. Technical assistance for FMUs and communities to develop and run forest based enterprises (January-September 2019)

5. Assist social forestry working group with improved skill to access potential funding for social forestry acceleration (e.g., APBN, donor funding) (October 2018-August 2019)

6. Facilitate institutionalization of district level Coaching Clinic for village planning & budgeting, followed by series of technical assistances to advocate for village fund allocation for social forestry/forestry initiatives and improved forest management (October 2018-July 2019)

Actions:

At the provincial level, sustainability will be secured through a program and budget advocacy for social forestry program which include budget allocation for FMU to run their responsibilities on social forestry

Empower Social Forestry Working Group to be knowledge management center for social forestry program with multi-stakeholder involvement

Institutionalized LESTARI model of Village Planning & Budgeting for forest sector (RPJMDes/APBDES) at district level

Sustainable Livelihoods Development

552,033 Ha of FMU V (289,256 Ha) and FMU VI (262,077) area under improved natural resource management as a result of USG assistance (include social forestry/partnership area within FMU)

#12: 1,000 people receiving training in improved natural resources management #13: USD 3,250,000 mobilized from government budget and private sector investment #14: 2,000 people receiving livelihood co-benefits (monetary or non-monetary) #16: 2 new USG-supported public-private partnerships (PPPs) formed: 1) PPP between FMU, coffee

1. Facilitate coffee farmers for legal land access within FMU area through social forestry/partnership scheme – with restriction for coffee farmers to further encroachment (October-December 2018)

2. Technical assistance for the development, implementation and monitoring of PPP between FMU, coffee farmer groups, and private sector for sustainable coffee agroforestry - this includes series of trainings to strengthen farmer cooperative management (October 2018-September 2019)

3. Technical assistance for the development, implementation and monitoring of PPP between UTZ and cacao farmer groups - this includes training series and enforce monitoring system to reduce pressures surrounding FMU area (October 2018-September 2019)

Sustainability objective: For FMUs and communities to get benefit from the forest, promote multi-use forest management and reduce pressure to forest. Actions:

Promote collaborative forest management (multi-use and multi-stakeholders) within FMU area

Engage private sector in scaling up the initiative of creating and/or improving value chain and demonstrate profitable forest partnership



company, and coffee farmer groups; and 2) PPP between UTZ and cacao farmers – with agreement that cacao plantation will not encroach FMU area

4. Facilitate the implementation of PPP signed under Year 3 for forest honey between Dian Niaga, JMHI and farmer groups within FMU III area (October 2018-September 2019)

OU Conservation within FMU area

552,033 Ha of FMU V (289,256 Ha) and FMU VI (262,077) area under improved natural resource management as a result of USG assistance (include social forestry/partnership area within FMU)

#12: 100 people receiving training in improved natural resources management #13: USD 100,000 mobilized from potential funding (government or private sector) to support OU conservation within FMU area #14: 500 people receiving livelihood co-benefits from reduced human-orangutan conflict #16: 1 new USG-supported public-private partnerships (PPPs) formed between FMU, private sector and community to support OU conservation

1. Series of trainings for FMU and community groups

to conserve the Sumatran orangutan (Pongo abelii)

habitat and mitigate conflict (January-June 2019)

2. Facilitate formulation of customary regulation or

village regulation to conserve OU habitat (March-

June 2019)

3. Assist village to integrate protection of OU habitat

and human-wildlife conflict mitigation into their

village plan, program and budget (January-July

2019)

4. Support operationalization of HOCRU (Human

Orangutan Conflict Response Unit) and strengthen

HWCMTGF (Human Wildlife Conflict Mitigation

Task Force Group)

5. Facilitate PPP and improvement of community

forest livelihoods through the responsible use of

non-timber forest product within OU habitat

(January-September 2019)

Sustainability objective: For FMUs to have institutional capacity to conserve OU habitat with multi-stakeholder forest management principles. Actions:

Assist FMU and village stakeholders to integrate OU conservation and human-OU conflict mitigation into plans, program, and budget

Engage private sector to scale up OU conservation initiatives

Assist community to have responsible livelihood that promote OU conservation



LANDSCAPE: LEUSER INITIATIVE 4: PA METT CO-MANAGEMENT SUPPORT & KEY SPECIES CONSERVATION IN LEUSER NP AND SINGKIL WILDLIFE RESERVE

HIGH-LEVEL OUTCOMES

(HECTARES BASED)

INTERMEDIATE OUTPUTS

(LOW-LEVEL INDICATOR)


PLAN

SPECIFIC INPUTS

708,000 Ha of conservation area (consist of 627,000 Ha of Leuser NP and 81,000 Ha of Singkil WR) under improved natural resource management as a result of USG assistance

#3: 30% reduction in poaching in focus area #10: 2 Conservation Areas (Leuser NP and Singkil WR) with at least 70 point in METT scores (note: to be maintained for Leuser NP, to be increased for Singkil WR from 66 to 70) #12: 200 people (CA staff, communities, local government) receiving training in forest management, human-wildlife conflict mitigation and law enforcement

1. Formulation of LESTARI-CAs Year 4 Work Plan (January 2019)

2. Technical assistance for Leuser NP to refine long-term management plan (RPJP 2019-2029) and annual management plan (RPJPd), and assist NP to obtain MoEF endorsement upon the plans (October 2018-March 2019)

3. Technical assistance for Singkil WR to develop annual management plan (RPJPd) (October 2018-March 2019)

4. Technical assistance for SMART Patrols implementation and improved data management in CAs (e.g., SITROOM) – for Elephant habitat, implementation of SMART Patrol will include population counting (October 2018-August 2019)

5. Technical assistance for CAs and law enforcers to reduce wildlife and forest crime incidents – this includes support for establish informant network system; strengthen and/or improved reporting, monitoring, and illegal cases handling management; judicial process assistance and series of trainings for civil investigators (PPNS), police investigators, prosecutors and judges (October 2018-September 2019)

6. Facilitate the implementation of Role Model pilot (i.e., Conservation Partnership) to mitigate tenure conflict in Leuser NP (October 2018-September 2019)

7. Technical assistance for villages and district governments to institutionalize and scale up Desa Mandiri Konflik (to be acknowledged by local government) and reduce reliance on Wildlife Response Unit (WRU) – this includes technical assistance to advocate for village fund allocation for mitigating human-wildlife conflict (October 2018-July 2019)

8. Technical assistance for BKSDA to enhance Sumatran orangutan (Pongo abelii) conservation in Singkil WR – this includes improved

collaboration and synergy between conservation objectives and local government policies and plans; facilitate implementation of conservation partnership for restoration of OU habitat; and improved OU database management (October 2018-September 2019)

Sustainability objective: For CAs to have institutional capacity to manage forest and enhance species conservation with multi-stakeholder forest management principles. Actions:

Support increased multi-stakeholders’ attention and pressure for improved forest management, enhanced species conservation and law enforcement within CAs

At the national level, for LESTARI to work with BIJAK to promote ecological fiscal transfer and/or other environment fund schemes; improved an integrated management information system (MIS/SITROOM) for CAs; strengthen the implementation of conservation partnerships and enhanced law enforcement

Direct implementation, Grant program for OU


9. Facilitate the institutionalization of CRU Trumon as Elephant Education and Conservation Center (October-December 2018)

10. Assist CRU Trumon with improved capacity to sustainably manage Trumon (wildlife) Corridor (October 2018-August 2019)

11. Technical assistance for CAs to access potential funding, improved financing management and governance (October 2018-September 2019)

12. Facilitate public dialogue & media campaign to increase pressure for improved forest management, species conservation and law enforcement within CAs (October 2018-September 2019)

13. Facilitate METT training and evaluation (July-August 2019)


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 (BBBR) 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. 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. For the peat sub-landscape, LESTARI’s overall vision is to reduce GHG emissions from peat degradation, deforestation, and fire through improved peatland management for sustainable livelihoods and conservation, and/or improved CA management. For the mineral soil sub-landscape, LESTARI’s overall vision is to reduce deforestation and improve biodiversity conservation through sustainable co-management, forest management, or CA management.

Landscape Initiatives The key Year 4 target for the Katingan-Kahayan Landscape is to achieve an additional 1,892,251 hectares of biologically significant forest and/or natural resources under improved management as well as maintain areas achieved in previous years.

Land Use Approach Year 4 Target (hectares)

HPK Co-management agreement 32,083

FMU III Capacity and institutional strengthening for FMU III 57,130

FMU XVII Capacity and institutional strengthening for FMU XVII 432,239

FMU XXX Capacity and institutional strengthening for FMU XXX 251,945

FMU XXXI Capacity and institutional strengthening for FMU XXXI 341,841

FMU XXXII Capacity and institutional strengthening for FMU XXXII 185,567

FMU XV

Improved private sector best management practices through RIL-C

591,447

FMU XVI

FMU XVII

Other Areas

TOTAL 1,892,251


The following are the Year 4 integrated landscape initiatives that will contribute to this target:

1. Sub-National Program and Budget Leveraging

2. FMU, Co-Management, & Sustainable Livelihoods

3. PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and Bukit Baka Bukit Raya NPs

4. Private Sector BMP

Initiative 1: Sub-National Program and Budget Leveraging During Year 3, LESTARI has already supported the establishment of the Social Forestry Working Group, including its annual work planning. LESTARI also currently supports FMU operationalization in the Katingan Kahayan Landscape. During Year 4, the focus will be on further strengthening FMUs and their social forestry work, including by advocating for larger budget allocations from the provincial government. The advocacy objectives are to support accelerated operationalization of FMUs, to enhance their engagement with communities and other stakeholders, to increase their effectiveness at forest monitoring and fire prevention, to increase their focus on social forestry as opposed to licensing land to companies, and to support their work on sustainable livelihoods. The roadmap to sustainability for this initiative is oriented around achieving increased budget allocations for FMUs and social forestry, as well as public awareness of the need and stakeholder involvement in social forestry implementation. To achieve this, LESTARI will provide technical assistance to the Forestry office, FMU center and social forestry working group, and facilitate a multi-stakeholder coalition including CSOs to be able to better advocate for budgets for programs related to FMUs and social forestry. LESTARI will also engage with the Governor’s Kalteng Berkah team, which is tasked with accelerating implementation of his vision and mission into provincial programming. The technical assistance will focus on formulation of programs and budgets, including via inputs to Forestry Agency’s Strategic Plan (Renstra), annual work plan (Renja) and budgets (RKA), but also on how to lobby during the provincial governments budget finalization and approval process to protect these budget allocations. The recommendations of the provincial SEA-RPJMD from 2016 will be utilized in supporting this. CSOs (including journalist) involvement in public discussion on forestry needs and budgets will be supported; this coalition will produce a budget brief outlining the needs and recommendations and deliver it to Bappeda and provincial parliament. Key stakeholders include villages which will be affected by these budgets, including villages with social forestry permits or aspirations. Public dialogue and media campaign will also raise these issues for increased public awareness and support. On fire prevention and preparedness, the sustainability objective is for government stakeholders at province, district and village levels to integrate fire prevention & preparedness (rather than just fire extinguishing) into planning and budgeting, including via FMUs, with public support and pressure. To achieve this, LESTARI will support increased public attention to the issue, support government stakeholders to be able to program and budget accordingly, and support a CSO coalition to advocate on the issue. Technical support will include training and Standard Operating Procedure (SOP) development for FMUs on fire prevention, and training on the Fire Danger Rating System (supported by USAID IFACS) in Katingan, and for a multi-stakeholder process leading to Standard Operating Procedure (SOP) on roles in fire management. Advocacy for increased budgets for preparedness will include a focus on reallocating reforestation funds (DBH-DR) for peatland restoration activities, including an FPIC component building on LESTARI’s earlier work on this issue. Alongside the technical work, LESTARI will use a media campaign


to facilitate public dialogue and CSO involvement in advocating for programs and budgets needed for effective fire prevention. Initiative 2: FMU, Co-Management, & Sustainable Livelihoods LESTARI will provide technical assistance to improve management in the 5 FMUs (FMU III, XVII, XXX, XXXI, and XXXII) in Katingan-Kahayan Landscape. This will involve providing support to develop or revise long-term forest management plans (RPHJP) and annual forest management plans (RPHJPd), as well as assist FMUs to obtain KLHK endorsement of these plans. LESTARI will provide a series of trainings to improve FMUs institutional capacity, which will adopt KLHK curriculum and Forest Management Toolkit for workforce management and the implementation of social forestry program within FMU area. Technical assistance will be carried out to formulate SOP for forest patrols and illegal activity case handling. LESTARI will also provide technical assistance to conduct routine collaborative forest patrols in 5 FMUs area and assist FMUs with improved patrol data management and utilization. LESTARI will facilitate collaboration with local universities (under the LESTARI-MSU program) to strengthen social forestry initiatives through evidence-based research. This includes a pilot community carbon stock assessment in a community forestry (HKm) area. Support for sustainable community livelihoods and PPPs will be continued and integrated within co-management and FMU strengthening work. This will focus on the scaling up of rubber initiatives to cover wider areas. LESTARI will facilitate the partnership model among rubber farmer group (UPPB), social forestry permit holders, FMU, and the private sector to further improve the rubber sector as well as overall forest and land-use management in Pulang Pisau District. In addition to the initiative within the rubber sector, sustainable livelihoods support will also include the utilization of social forestry permits. LESTARI will work closely with the Social Forestry Working Group under KLHK as well as local government, FMU, and communities in developing the capacity and awareness of communities regarding social forestry schemes, identification for potential commodities, and the development of business plans and market access. Initiative 3: PA METT Co-Management Support & Orangutan Species Conservation in Sebangau and Bukit Baka Bukit Raya NPs LESTARI has developed a similar intervention for the two national parks in this landscape – Bukit Baka Bukit Raya and Sebangau. This includes conducting SMART Patrols while ensuring that the patrol procedures are effective and that data can be managed and analyzed by national park staff. The availability of conservation area data is expected to become the foundation for the strategic and effective development of conservation programs in Indonesian national parks in the future. LESTARI will collaborate with BIJAK to build an integrated information management system at the regional to national levels. LESTARI will also support the management of these national parks in traditional and utilization zones through conservation partnership schemes that engage communities in villages around the conservation area. This conservation partnership will provide benefits to the community while securing their support in managing and protecting the conservation areas. Multi-stakeholders around the conservation area will be facilitated to a form of communication forum. In Sebangau, LESTARI will support the establishment of the Sebangau Forum as a basis for developing sustainable financing for the conservation area. In addition to initiating this forum, LESTARI will also implement the sustainable financing strategy to support the Sebangau National Park peat restoration program. In addition,


LESTARI will facilitate a KEE (Kawasan Ekosistem Esensial) Forum which will focus on conserving important forest blocks around the Sebangau National Park as orangutan corridors. The orangutan reintroduction program in the Bukit Baka Bukit Raya National Park will continue in the fourth year of LESTARI. This program is also supported by safeguarding orangutan habitat through SMART Patrols and collaboration activities with the community to improve carrying capacity of conservation areas as orangutan habitat. LESTARI will support the assessment of the effectiveness of conservation area management in both Sebangau and Bukit Baka Bukit Raya NPs using METT as the evaluation tool. It is expected that both conservation areas can achieve a METT score above 70. Initiative 4: Private Sector BMP Trainings in Reduced Impact Logging (RIL-C) for the 7 partner timber concessions (HPHs) will be finalized by the end of 2018. This will be followed by monitoring of the implementation of RIL-C as well as evaluating the impact beyond the training location. This aims to verify the commitment from the HPHs to implement RIL-C throughout their concessions, which was stated in the MoU with LESTARI prior to the RIL-C trainings. In parallel, the LESTARI team will work with Dwima Group to implement their conservation management and monitoring plans (CMMP) that were postponed from Year 3 due to the preparedness of the companies. Activities will focus on two HPHs under Dwima Group that developed CMMP documents through support from USAID IFACS. The monitoring is required by the HPHs to maintain FSC certification.


Figure 3. Katingan-Kahayan Operational Landscape


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 1: SUB-NATIONAL PROGRAM AND BUDGET LEVERAGING

HIGH-LEVEL OUTCOMES (HECTARES BASED)



PLAN

SPECIFIC INPUTS

Advocacy for Annual Provincial Budget and Programming for FMU and social forestry strengthening

Secured provincial budget for 1,300,805 Ha of FMU area under improved management (include social forestry area within FMU)

#7: 2 MSIs (FMU Center and Social Forestry Working Group) formulate and deliver policy-relevant inputs on sustainable forest management to decision makers #8: 20 champions engaged in program & budget advocacy interventions #12: 50 people receiving training in forestry budget analysis & advocacy #13: USD 300,000 mobilized to support operationalization of FMU & acceleration of social forestry

1. Training on budget analysis and advocacy for member of Forestry Office, FMU center, social forestry working group, CSOs and journalists – training materials will be adjusted for different partners and purposes (October 2018)

2. Formulation of budget brief and program proposals (co-written with partners) to be delivered to BAPPEDA and DPRD (October-November 2018)

3. Facilitate public hearing to relevant commissions in DPRD (B Commissions & Budget Commissions) (November 2018)

4. Facilitate public dialogue & media campaign for budget allocation to strengthen FMU and social forestry (November-December 2018)

5. Assist Forestry Office to formulate programs & budget allocations, advocate them to Bappeda and DPRD, and monitor the finalization of the forestry program and budget allocation (Renja and RKA) until the budget is passed (December 2018)

6. (In parallel) facilitate revision of Renstra of Forestry Agency to incorporate FMU and social forestry programs (December 2018-May 2019)

Sustainability objective: For Forestry Office to allocate an annual budget allocation for FMU & social forestry strengthening in Central Kalimantan. Actions:

Build a budget advocacy collaboration at provincial level, with FMU center, social forestry working group and civil society (e.g., journalists, NGOs) (adapted to government budget cycle)

Strengthen Forestry Agency’s ability to set adequate budget allocations and lobby BAPPEDA/DPRD to defend them

Engage directly with Governor’s new team for accelerating implementation of his vision and mission (Kalteng Berkah) to advocate for forest

management, sustainable livelihoods, and fire prevention

Direct implementation (STTA for budget advocacy specialist)

Advocacy for Fire Prevention & Preparedness

Secured 1,300,805 Ha forest area from fire

#4: 1 public policy in the form of SOP for fire prevention & preparedness introduced & adopted in Katingan district

1. Training on introduction, utilization and data management of Fire Danger Rating System (FDRS) in Katingan for district level down to sub-district level (November 2018-February 2019)

Sustainability objective: For government stakeholders at province, district and village levels to integrate fire prevention & preparedness (rather than just fire extinguishing) into planning and budgeting,



#7: 1 district level MSI formulate and deliver policy-relevant inputs on fire prevention and preparedness to decision makers #8: 20 champions engaged in program & budget advocacy interventions for fire prevention & preparedness #12: 100 people receiving training in fire prevention & preparedness #13: USD 500,000 mobilized to support implementation of fire prevention & preparedness

2. Training on utilization of fire monitoring system (using pdf map) for community patrol (January-March 2019)

3. Formulation of district SOP for reporting, communication, and fire handling management outlining multi-stakeholders tasks and responsibilities (March-June 2019)

4. Facilitate budget advocacy for fire prevention & preparedness following government budget cycle – for the preparedness aspect, this will include budget allocation for FPIC implementation on peatland restoration (January-September 2019)

5. At the provincial level, training on fire prevention & preparedness for FMUs (January-March 2019)

6. Assist FMUs to formulate SOP and incorporate fire prevention & preparedness in their Management Plan - for the preparedness aspect, this will include incorporation of FPIC principles in the Plan (March-August 2019)

7. Facilitate public dialogue & media campaign to strengthen civil society monitoring on fire management (October 2018-August 2019)

including via FMUs, with public support and pressure. Actions:

Support increased public attention and pressure for fire prevention and preparedness rather than just fire extinguishing

Strengthen CSO coalition for monitoring fire prevention and preparedness, including program and budgeting (also for FPIC implementation)

Assist government stakeholders to formulate and pass plans, programs and budgets for fire prevention and preparedness

LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 2: FMU, CO-MANAGEMENT, & SUSTAINABLE LIVELIHOODS




PLAN

SPECIFIC INPUTS

FMU management and enforcement

1,300,805 Ha of FMU III, XVII, XXX, XXXI, XXXII area under improved natural resource management as a result of USG assistance

#11: 5 FMUs strengthened as a result of USG assistance #12: 100 FMU staff receiving training in forest management and enforcement

1. Technical assistance for FMUs to develop or refine long-term forest management plan (RPHJP) and annual forest management plan (RPHJPd) and assist FMUs to obtain MoEF endorsement upon the plans (October 2018-March 2019)

Sustainability objective: For FMUs to have institutional capacity to manage forest with multi-use and multi-stakeholder forest management principles as guided by government regulation or other references (e.g., Forest Management Toolkit).



2. Series of trainings to improve FMUs institutional capacity – training will adopt MoEF curriculum and Forest Management Toolkit for workforce management (October 2018-September 2019)

3. Support the implementation of social forestry program within FMU area from permit up to post permit (October 2018-September 2019)

4. Formulation of SOP for forest patrols and illegal case handling management (October-December 2018)

5. Routine collaborative forest patrols in 5 FMUs area (Nov 2018, Feb, May, Aug 2019)

6. Assist FMUs with improved patrol data management and use (December 2018-September 2019)

Actions:

At the provincial level, sustainability will be secured through a program and budget advocacy for FMU strengthening and the endorsement of SOP for forest patrol & illegal case handling management

Support increased public attention and pressure for improved forest management and law enforcement within FMU area

Empower FMU Center to be knowledge management center for FMUs

At the national level, for LESTARI to work with BIJAK to promote incentive/disincentive mechanism for improved FMU performance through the formulation of score-card, and assist BAPPENAS with formulation of FMU program and budget guidelines for RPJMN (2020-2024)

Co-management through Social Forestry/Forest Partnership Program

1,300,805 Ha of FMU III, XVII, XXX, XXXI, XXXII area under improved natural resource management as a result of USG assistance (include social forestry area within FMU area)

#7: 3 MSIs (FMU Center, Social Forestry Working Group, and a district level social forestry forum) actively engaged in social forestry acceleration #12: 200 people receiving training in social forestry and forest management #13: USD 500,000 mobilized from non APBD budget to support acceleration &

1. Series of trainings to improve FMUs, local government facilitators and NGOs knowledge and skill in assisting forest communities to proceed social forestry permit and implement post permit program (October 2018-September 2019)

2. Facilitate community socialization to increase their knowledge on social forestry schemes and assist communities to propose proper scheme to MoEF to obtain permits (October-December 2018)

3. Technical assistance for communities to formulate, implement and monitor their forest management plans (January-September 2019)

Sustainability objective: For FMUs to have institutional capacity to assist, manage, and monitor social forestry initiatives within their area. Actions:

At the provincial level, sustainability will be secured through program and budget advocacy for social forestry program which includes budget allocation for FMU to run their responsibilities on social forestry

Empower FMU Center and Social Forestry Working Group to be

Direct implementation, on-going Grant Program (YTS, Karsa)


implementation of social forestry program #14: 2,000 people receiving livelihood co-benefits (monetary or non-monetary) from social forestry initiatives

4. Technical assistance for FMUs and communities to develop and operationalize forest based enterprises (January-September 2019)

5. Assist social forestry working group (provincial & district level) with improved skill to access potential funding (e.g., APBN, BRG, donor funding) (October 2018-September 2019)

6. Facilitate collaboration with local universities (under MSU program) to strengthen social forestry initiatives through evidence-based research – this includes the development of a pilot carbon community in community forest (HKm) area (October 2018-April 2019)

knowledge management center for social forestry initiatives


1,300,805 Ha of FMU III, XVII, XXX, XXXI, XXXII area under improved natural resource management as a result of USG assistance (include social forestry area within FMU area)

#12: 1,000 people receiving training in rubber processing #13: USD 4,250,000 mobilized from private sector investment in FMU area for rubber business development and management #14: 3,000 people receiving livelihood co-benefits (monetary or non-monetary) from rubber initiatives #16: 1 new USG-supported public-private partnership (PPP) formed between FMU, rubber company, and rubber farmer groups

1. Technical assistance to operationalize government-owned rubber initiative, i.e., UPPB (Unit Pengolahan dan Pemasaran Bokar) – this

include obtain legal status for UPPB, business plan development, financial and market access, and strengthen UPPB management (October 2018-March 2019)

2. Assist FMUs and relevant Dinas with improved collaboration, improved technical knowledge and skill to enable them to provide government technical assistance for rubber farmers (October 2018-June 2019)

3. Facilitate the development of Public Private Partnership (PPP) between community/UPPB, private sector and FMUs for integrated replanting and rehabilitation of rubber (October 2018-March 2019)

4. Track and potentially pursue private or public sector funding or credit opportunities to enable scaling up of partnership models within FMU area (October 2018-August 2019)

Sustainability objective: For FMUs and communities to get benefit from the forest and manage forest sustainably. Actions:

Promote transformation from project-owned rubber initiative (i.e., KUBK) into government-owned rubber initiative (i.e., UPPB) to secure sustainable assistance from local government

Engage private sector in scaling up the initiative of creating and/or improving rubber value chain and demonstrate profitable forest partnership

Direct implementation (STTA for forest business enterprise, STTA for climate change project proposals)


LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 3: PA METT CO-MANAGEMENT SUPPORT & ORANGUTAN SPECIES CONSERVATION IN SEBANGAU NP AND BUKIT BAKA BUKIT RAYA NP




PLAN

SPECIFIC INPUTS

Conservation Area Management and Enforcement

697,558 Ha of conservation area under improved natural resource management as a result of USG assistance

#3: 20% reduction in poaching in focus area #7: 2 MSI (Sebangau Forum, KEE Forum) actively advocate for sustainable forest management in Sebangau NP, Bukit Baka Bukit Raya NP (and the orangutan corridor area connecting both CAs) #8: 20 champions engaged in advocacy for improved forest management within conservation area #10: 2 Conservation Areas (Sebangau NP and Bukit Baka Bukit Raya NP) with at least 70 point in METT scores (note: to be maintained) #12: 100 people (NP staff, community, NGO/CSO) receiving training in conservation area management and enforcement #13: USD 200,000 mobilized from government and non-

1. Formulation of LESTARI-CAs Year 4 Work Plan (January 2019)

2. Production of SOP for SMART Patrols and illegal case handling management in CAs (October-December 2018)

3. Technical assistance for SMART Patrols implementation and improved data management in CAs (e.g., SITROOM) (October 2018-August 2019)

4. Facilitate the establishment, endorsement and empowerment of Sebangau Forum (as a basis for institutionalization of sustainable financing) and KEE (Kawasan Ekosistem Esensial) Forum (for the management of orangutan corridor) (October 2018-March 2019)

5. Support the establishment and implementation of conservation partnership (kemitraan konservasi) between CAs and communities in

accordance with government regulation – this will include series of trainings (October 2018-September 2019)

6. Technical assistance for Borneo orangutan (pongo pygmaeus) conservation in Bukit Baka Bukit Raya NP – this will include 96 orangutan released (based on remaining carrying capacity in Blok C and D BBBR NP) and assisting villages with knowledge and skills for orangutan-human conflict mitigation (October 2018-September 2019)

7. Technical assistance for CAs to access potential funding, improved financing

Sustainability objective: For CAs to have institutional capacity to manage forest and enhance species conservation with multi-stakeholder forest management principles. Actions:

Support increased multi-stakeholders’ attention and pressure for improved forest management, enhanced species conservation and law enforcement within CAs

At the national level, for LESTARI to work with BIJAK to promote ecological fiscal transfer and/or other environment fund schemes; improved an integrated management information system (MIS/SITROOM) for CAs; strengthen the implementation of conservation partnerships and enhanced law enforcement

Direct implementation, on-going Grant program (BOSF)


government budget for improved conservation area management

management and governance (October 2018-September 2019)

8. Facilitate METT training and evaluation (July-August 2019)

LANDSCAPE: KATINGAN-KAHAYAN INITIATIVE 4: PRIVATE SECTOR BMP




PLAN

SPECIFIC INPUTS

591,447 Ha of concession area under improved natural resource management as a result of USG assistance

#12: 100 concessionaires staff, FMU, and communities receiving USG supported training in High Conservation Value (HCV) monitoring #15: 9 concessionaires have improved management practices as a result of USG assistance

1. Completion of RIL-C technical assistance package for 7 concessionaires in Katingan and Gunung Mas (October-December 2018)

2. RIL-C impact monitoring and evaluation (December 2018)

3. Production of SOP for RIL-C and integration of SOP into concessionaires business operation (October-December 2018)

4. Technical assistance on the implementation and monitoring of Conservation Management and Monitoring Plan (CMMP)/HCV for 2 concessionaires, involving FMU, communities, and local government (October 2018-June 2019)

5. Production of SOP for RIL-C and integration of SOP into concessionaires business operation (March-June 2019)

Sustainability objective: For concessionaires to establish and meet sustainability and reduced emissions standards. Actions:

Support increased multi-stakeholders’ attention and pressure for improved forest management within concessionaires

At the national level, for LESTARI to advocate the issuance of Ministerial Regulation for RIL-C mandatory adoption

Direct implementation, on-going subcontracts (LWA, TFF)


PAPUA LANDSCAPES

Papua Provincial Initiatives LESTARI operates in 4 landscapes in Papua Province – Lorentz Lowlands, Mappi-Bouven Digoel, Sarmi, and Cyclops. As in Year 3, approaches, activities, and results will be considered in aggregate for Year 4. This activity aggregation across all landscapes highlights the similarity of approach within a single province, providing for an improved focus on provincial intervention affecting all landscapes. This is exemplified by governance at the village level with provincial support for improved RPJM Kampung to leverage budget for conservation from the village funds. Papua Provincial initiatives during Year 4 will focus on improved land-use planning and land governance, with support provided to BAPPEDA for finalizing the Provincial RPJMD SEA for securing recommendations in the mid-term plan and strategic plans (Renstra); Alignment of District and Provincial spatial plans; and institutionalizing SST / SIMTARU for improved licensing and permitting. Provincial SEA, RPJMD and Forestry and Village Empowerment Agency Renstra

Through this initiative the Provincial SEA for the Provincial RPJMD will be completed. Technical support has been provided to Provincial BAPPEDA in response to requests for strengthening a self-reliant SEA. LESTARI will facilitate multi-stakeholder advocacy for SEA recommendations produced to be incorporated into the RPJMD and Strategic Plans. During Year 2, LESTARI developed innovative guidelines for village level mid-term development planning including village zonation and planning for natural resource management and conservation activities. The LESTARI Provincial team will lead adaption for these modules to the Papua context in partnership with the Village Empowerment Agency, and advocate for their adoption province-wide for budget allocations from the village fund to help communities protect and management their natural resource assets. This work will include workshops that scrutinize budgets and advocate where needed for forest management, conservation and monitoring budget allocations during budget deliberations. Alignment of District and Provincial Spatial Plans Mimika, Mappi and Bouven Digoel District will revise their spatial plans during Year 4, as will the Province. The LESTARI provincial team will facilitate meetings and workshops between government technical teams (district and provincial) and the Provincial Sustainable Development MSF to ensure the revisions in the district spatial plans that safeguard forests are acknowledged and accepted during the review process of district and provincial spatial plans. SST and SIMTARU tools institutionalized and used for improved licensing and permitting in Papua Province The main emphasis of SST-SIMTARU development has been technical alignment between the two platforms. With this established, LESTARI support will shift from technical capacity (offline utilization of SST-SIMTARU, data updating, training in use with manuals and SOPs) towards large scale adoption and use of the tools the by local government, traditional land owners, and CSOs. Thus the SST will have a dual function, 1) to improve license issuance in line with the spatial plan and 2) to monitor licenses issued and land zoned under the spatial plan. Ultimately, multi-stakeholders will be able to monitor their areas and produce reports if issues regarding licenses and spatial plan implementation arise. LESTARI was unable to facilitate the uploading of community maps into SIMTARU in Year 3 because of persistent public uncertainties about how this would enhance the utility of the spatial database.


However, with a useful and functioning SST, there will be increased impetus for CSOs and traditional communities to do so.

Key Elements of Sustainability Plan

The sustainability objective for SEA-related work is to make sure that key recommendations for the conservation and sustainable use of forests are incorporated into the RPJMD by BAPPEDA, and followed through to programs and/or increased budget allocations for forest conservation. This will require increased stakeholder engagement, production of communication materials and mentoring to government agencies to defend and justify their programs for increasing budgeting for forest conservation. In parallel, LESTARI will advocate for the adoption of its pro-forest village planning approach to help leverage village funds for conservation. LESTARI will work together with the provincial Village Empowerment Agency (DPMK) to attain buy-in, providing training and technical manuals that help the agency achieve its development targets. LESTARI will facilitate technical coordination meetings between district and provinces, coordinate with the Sustainable Development MSF, and develop accessible communication products to strengthen public interest and alignment of district and Provincial spatial plans. If national level coordination is required, LESTARI will coordinate with USAID BIJAK and other interested donors (such as UKCCU and TAF) to facilitate engagement with national level government agencies to ensure sustainability of the spatial plans.

LESTARI must ensure that SIMTARU/SST function effectively, contain updated data, and grievances are responded to by working closely with BAPPEDA, DPMPTSP and Kominfo. To ensure sustainability, LESTARI will support CSOs in the use and ownership of SST/SIMTARU to produce grievance reports on zonation, licensing, and permitting that the government and accountability agencies can act upon.


LANDSCAPE: PAPUA PROVINCE INITIATIVE 1: LAND-USE PLANNING & LAND GOVERNANCE

HIGH-LEVEL OUTCOMES (HECTARES

BASED)



TECHNICAL ACTIVITIES AMPLIFICATION / SUSTAINABILITY PLAN SPECIFIC INPUTS

Provincial SEA, RPJMD and Forestry and Village Empowerment Agency Renstra

Provincial program and budget leverage through RPJMD Papua Province

#13: USD 750,000 increased investment for improved forest management budgeted in in 2019. #9: 5000 people (village government level) improved awareness about pro-forest village planning through distribution of LESTARI / DPMK RPJM Desa Hutan modules

1. Technical assistance for completion of SEA for RPJMD Papua province, and two public consultations on scenarios and recommendations (Oct-Dec’18)

2. Multi-stakeholder advocacy (MSI meetings and discussions) to ensure SEA recommendations accommodated into policy documents - RPJMD and the Forestry Strategic Plan (Renstra) (Oct-Dec ’18)

3. Engagement with provincial DPMK (Village Empowerment Agency) for adoption of LESTARI approach to pro-forest village planning (RPJM Desa Hutan) and revision of LESTARI modules with DPMK and Forestry Agency, for adat / community based conservation (Oct-Dec ’18)

4. Budget scrutiny workshops (Bedah APBD) for forest management, conservation and monitoring (including funding for KPH), and technical assistance to provincial agencies to formulate and defend budget allocations as the budget is debated/finalized (May-Jun ’19)

Sustainability Objective: SEA recommendations are incorporated into the RPJMD by BAPPEDA, and followed through to programs and/or increased budget allocations for forest conservation. Actions:

Facilitate increased stakeholder attention on programs and budgets for forest conservation, producing communication materials (e.g. about the SEA and adoption into RPJMD) as needed.

Assist government agencies in increasing budgeting for forest conservation

Sustainability Objective: LESTARI’s approach to pro-forest village planning is employed by the provincial Village Empowerment Agency (DPMK) in other villages in LESTARI landscapes, with village funds thus leveraged Actions:

Achieve buy-in by the Provincial Village Empowerment Agency, and multi-stakeholder involvement in this issue

Support capacity of the Agency to implement the approach (modules, training)

Direct Implementation STTA (SEA expert) STTA budget advocacy

Alignment of District and Provincial Spatial Plans

Improved Management of over 980,000 hectares in Mappi, Bouven Digoel, and Mimika

#7: Multi Stakeholder Initiatives to achieve approval of improved District level spatial plans

1. Facilitate meetings and workshop between government technical teams (district and Provincial) and multi-stakeholder groups (Provincial Sustainable Development MSF) to integrate revised district spatial plans in Mappi, Bouven Digul and Mimika into

Sustainability Objective: Revised district spatial plans for Mappi, Bouven Digoel and Mimika (with areas for improved sustainable management and conservation) are accepted/approved at provincial (and national level, if required).


#8: 10 champions active in promoting District level spatial plans at Provincial level

the review process for the provincial spatial plan (Jan, April, Jun ’19)

2. Facilitate technical coordination between Asmat District and province to provide inputs to Coastal and Small Island Zonation Plan (Rencana Zonasi Wilayah Pesisir dan Pulau-Pulau Kecil (RZWP3K) Provinsi Papua) (Oct ’18).

Actions:

Ensure technical coordination occurs between district and provinces

Strengthen advocacy for the revisions involving CSOs, and provide accessible communication products (print and radio dialogue) to strengthen public interest.

Coordinate with USAID BIJAK and other interested donors such as UKCCU to facilitate engagement with national level government agencies and CSOs (if required)

Coordinate with USAID SEA and Fisheries and Maritime Agency (DKP) for coastal and small island spatial planning (RZWP3K) to impact better mangrove zonation (protection)

SST and SIMTARU tools institutionalized and used for improved licensing and permitting in Papua Province

# 5: Papua Provinces adopts improved licensing and permitting mechanism

#8: 10 champions active in promoting SST for improved licensing #7: Multi Stakeholder Initiatives to achieve improved licensing in Papua province #12: 40 People trained in SST and license / Spatial Plan monitoring

1. Technical synchronization of SIMTARU at province level with SST with offline capacity for use at Province and District level (Oct-Dec ’18).

2. Facilitate coordination between agencies for updating data according to Pergub SIMTARU (Oct-Dec ’18)

3. Training for staff of Dinas PTSP and other agencies for SST operation (through developed SOP) (Nov ’18)

4. Facilitate use of SIMTARU-SST through simple manual provided to civil society stakeholders to support transparency and monitoring of spatial plan and permitting and submission of grievance reports to SIMTARU portal (Nov ’18)

5. Technical assistance to develop SOPs and protocols for Provincial Government to handle grievances about licensing and spatial plan implementation (Mar, June, Sept ’19)

6. Facilitate multi-stakeholder input and use of monitoring system (SST and SIMTARU CONNECT) to report issues with licensing and spatial plan implementation (Feb-Jun ’19)

7. Facilitate multi-stakeholder discussion via MSF on the need for community maps in SIMTARU and SST, and how to integrate and use these maps

Sustainability Objective: PTSP, Diskominfo and Bappeda ensure that SIMTARU/SST function effectively, contain updated data, and grievances are responded to; CSOs use SST / SIMTARU to report grievances on licensing and permitting. Actions:

Support functionality of SST and SIMTARU (updating data, training, inclusion of community maps, SST budget) and capacity of government agencies to handle reports/grievances

Support use of SST/SIMTARU by CSOs, resulting in reports/grievances, and interactions with government and accountability agencies (Ombudsman, Papua Information Commission, KPK) on report handling

Direct Implementation GIS and SST programmer expertise Coordination with BIG


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 natural 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 4 target for Lorentz Lowlands Landscape is to achieve 335,870 hectares of biologically significant forest and/or natural resources under improved management and maintain or enhance that achieved in Years 2 and 3 (within the Lorentz National Park and Nayaro adat forest area). Initiatives in Year 4 remain the same as in Year 3 with increased interrelated initiatives at the provincial level (spatial planning, SST, co-management through a RPJM Kampung approach. Landscape initiatives are:

1. Spatial Plan Review, Revision, Monitoring, and Enforcement

2. Mangrove and Cultural Heritage Sites Co-Management Agreements

3. Lorentz Co-management for Conservation

Initiative 1: Spatial Plan Review, Revision, Monitoring, and Enforcement

LESTARI is currently assisting the Mimika District government with a SEA for the revision of the spatial plan and will ensure that recommendations produced in this assessment are incorporated into the spatial plan. Although the spatial plan is being developed by a consultant, LESTARI and the SEA working group have developed close relations and are confident that 112,000 hectares of forests and mangrove will be rezoned for conservation management. These recommendations also need to be integrated into the mid-term development plan (RPJMD). Activities include monitoring implementation of SEA recommendations in the new spatial plan by the consultant, development of justification documents for the working group to present for SEA Mimika during spatial plan review at the provincial level, public consultations and technical meetings to integrate these recommendations into RPJMD, and capacity building of Regional Spatial Planning Coordination

Agency (BKPRD) to implement the new spatial plan in line with SEA recommendations. The spatial plan also has zoned an area of mangrove as an eco-tourism area as well as a TAHURA. LESTARI will provide technical assistance and advice for their creation based on similar work in Central Kalimantan and Aceh. Detailed zonation and development of a strategic plan for mangrove protection to operationalize the USAID IFACS Integrated Mangrove Management Plan (IMMP) in-line with the spatial plan will also be started in Year 4. The Mimika District Government has developed a Spatial Planning Management System (SIMTARU) but needs additional technical assistance for it to be operational, and for participatory maps produced by IFACS and LESTARI to be uploaded and included. The development and application of the Sustainability Screening Tool (SST) has been difficult to actualize during Year 3. However, with development of the SST nearing completion at the


provincial level, SST will be promoted as a spatial plan and license monitoring tool with local stakeholders to contribute towards improved transparency. LESTARI will develop a manual for its use (including reporting and grievance mechanism) in coordination with provincial efforts, and train the MSF, CSOs and community leaders in its use.

Initiative 2: Mangrove and Cultural Heritage Sites Co-Management Agreements

The majority of LESTARI’s work in this landscape will be concentrated on developing co-management agreements for improved forest and mangrove management. Formal recognition of community rights of access to natural resources and forests has proven difficult to achieve on a large scale (such as through social forestry schemes). Informal but effective arrangements, transparently negotiated between stakeholders, with monitored implementation are the preferred mode of ‘co-management’ in Papua. LESTARI will be working in 7 areas in Year 4 and will sustain improved management in Year 3 areas (Nayaro - 191,000 ha). Co-management in the Lorentz Lowlands Landscape focuses on the development of high quality mid-term village planning (RPJM Kampung) to access village funds (Dana Desa) for conservation and forest management programs, village zonation and regulations for land and natural resource use. Focal areas in Year 4 include completion of work in Rawa Baki cultural heritage site (123,000 ha) and Ewer / Saw (61,000 ha), and expansion of the ‘Yepem water catchment’ that supplies Agats town (an additional 35,600 hectares), 31,000 ha in Yamas Yeni Villages, a cluster of villages in the Lorentz National Park buffer zone (41,000 ha), and a cluster of villages around Kokonao (125,000 ha). A grant to LEI / YAAPAPUA will focus on Atuka, Keakwa Villages with a similar approach covering approximately 100,000 ha. Where possible, village business units (BUM Kampung) will be developed for the coordinated management of resources (such as mangrove fisheries) and partnerships with the private sector for villages that are affected by the PT. PAL oil palm concession. Now that FMU VI has staff that have been officially inaugurated, LESTARI will assist in the finalization of the mid-term and annual management plans using the FOERDIA toolkit as a reference, including improved multi-stakeholder participation and co-management. Co-management agreements between the community, FMU VI, and PT Diadiani (a timber company with an approximately 200,000-hectare concession) will be developed with monitoring of forests within the concession area to safeguard important areas. Initiative 3: Lorentz Co-Management for Conservation

LESTARI will continue to provide support for improving the management of the Lorentz National Park while narrowing activities to management gaps informed from the 2017 METT evaluation. LESTARI will assist in the socialization of revised zonation that ensures access to natural resources and protection of traditional livelihoods and customary rights compared to the previous zonation plan (co-benefits for local communities form conservation), and assist in the development of a Long-term Management Plan (RPJP) for the park that places co-management front and center for sustainable management of this World Heritage site. The RPJP will draw from monitoring of village development plans and village regulations already developed up in Year 3, and leverage support from the Village Empowerment Agency in Mimika and Asmat for pro-conservation RPJM Kampung for villages which overlap with that the national park. The SMART patrol approach has been adopted by Lorentz National Park and LESTARI will develop SMART Standard Operating Procedures for the Park and provide training in its data management and use. LESTARI and the Park will establish 2 community-based patrol units (MMP) covering 12 villages and train in the methodology and carry out routine patrols throughout the year. The METT score will be evaluated at the end of Year 4.



Priority aspects to ensure sustainability of LESTARI initiatives in Lorentz Lowlands Landscape include close coordination with LESTARI Provincial initiatives. The spatial plan developed in Mimika District needs to be approved at the provincial level and the LESTARI team in Jayapura will assist in facilitating this process to safeguard the recommendation for conservation and improved forest protection are acknowledged. The sustainability objective for co-management through the RPJM Kampung approach is to include conservation programs, regulations for forest utilization and management in the plans and secured budgets from Dana Desa. The LESTARI provincial initiative will take the lead on developing Papua-contextualized RPJM Kampung modules with DPMK Papua and include inputs from DPMPK Asmat and DPMK Mimika representatives and landscape teams. The Lorentz Lowlands landscape team will ensure their application by DPMPK through advocacy for Bupati decrees. For improved sustainable management in the National Park, LESTARI will develop a ‘lessons learned’ brief on SMART effectiveness, costs and benefits (with other LESTARI landscapes) and advocate for effective budgets for SMART implementation throughout the Park (in collaboration conservation NGOs and BIJAK at national level). LESTARI implementing partners WWF have already established the Collaborative Management Forum for Lorentz National Park (Forum Kolaboratif Pengelolaan Taman Nasional Lorentz – FPKTNL) that includes government representatives form districts affected by the park, as well as provincial government and CSO members. LESTARI will continue to informally support this forum and push for the direction of government funds towards sustainable development and conservation (through Forestry Branch offices, and FMU in districts) for biodiversity conservation and ecosystem protection.


Figure 4. Lorentz Lowlands Operational Landscape


LANDSCAPE: LORENTZ LOWLANDS INITIATIVE 1: SPATIAL PLAN REVIEW, REVISION, MONITORING, AND ENFORCEMENT


BASED)



#2: 86,500 hectares under improved management through integration of SEA recommendations into District Spatial Plan (RTRWK)

#6: Mimika district Spatial Plan (RTRWK) review follows the recommendations of the SEA #7: Multi-stakeholder initiative for mangrove protection in spatial plan including new zone for ecotourism and TAHURA to increase awareness and support for mangrove conservation #4: Old Bupati decree for Spatial Plan repealed and revised decree submitted #12: 50 persons trained in Spatial Planning and regulations #8: 5 champions formed that follow the SEA and spatial planning process and can assure supporting programs are incorporated into the RPJMD

1. Monitoring implementation of SEA recommendations in the new spatial plan (Oct-Dec ’18)

2. Development of justification documents for SEA Mimika to be presentation during spatial plan review (provincial) (Nov ’18)

3. Public consultations and technical meeting to integrate SEA RTRW recommendations related to forest, mangroves and land use into RPJMD (Oct ’18 - Mar ‘19)

4. Series of technical meetings and training for increasing capacity building of BKPRD to implement the new spatial plan in line with SEA recommendations (Feb-Sept ’19)

5. Technical assistance for the Establishment of Eco-tourism Area of Mangrove and TAHURA in Mimika (Oct ‘18-Sep ‘19)

6. Assist DKP develop zonation and Renstra for Mangrove protection following Integrated Mangrove Management Plan (IMMP) and spatial plan (Feb-Mar ’19)

Sustainability of this initiative will depend on SEA recommendations being sufficiently incorporated into the Spatial plan, then into the RPJMD and agency strategic plans (renstra) and budgets. Actions: Public consultations, technical meetings and monitoring door-to-door with primary partners (Bappeda, DLH, CDK, KPHL VI, Dinas Pertanian), when they are preparing for the Musrembangkab in Mar ‘19 Advocacy through local media and champions will ensure that the new RPJMD is in line with the recommendations of SEA for Spatial Plan Advocacy at provincial and national level to safeguard conservation gains in the new draft spatial plan as it is reviewed by provincial/national government (engagement with provincial Sustainable Development MSF, and technical meeting with BAPPEDA province, BAPPENAS, ATR and KLHK) is described under the Provincial initiatives section Coordinate with USAID SEA and Fisheries and Maritime agency (DKP) for coastal and small island spatial planning (RZWP3K) to impact better mangrove zonation (protection)

Direct Implementation STTA for SEA and Policy Analysis expert Support for Study Tour

#5: Improved licensing mechanisms through the improvement of SIMTARU-

#8: 5 champions actively engaged in advocating conservation activities to be included in the local government programs #13: USD 20,000 leveraged for SIMTARU/SST

1. Assist Pemda Mimika (Bappeda, Kominfo and BIG) to negotiate technical roles and responsibilities related to SIMTARU Mimika (such as Kominfo mirror server for SIMTARU Mimika) (Oct ’18)

2. Input participatory mapping data into SIMTARU-Mimika (Oct ’18 and ongoing when available)

SIMTARU-Mimika still requires some final touches before it is operational. These include the input of more data currently held by LESTARI such as participatory maps. Sustainability Objective: 1) Operationalization of SIMTARI-Mimika and 2) for DPMPTSP to adopt the SST system for improved license transparency, and 3)

STTA, Study Tour, Policy Analysis


Mimika and adoption of SST

#12: At the minimum of 20 people trained #4: SOP regulation for BKPRD related to licensing and permitting

3. Develop manual for spatial planning and

license monitoring (through SST) including reporting and grievance mechanism (in coordination with Provincial efforts)

4. Training workshops in use of SST for CSOs and community leaders to ensure monitoring system is used and reports submitted

BKPRD to monitor the spatial plan - and for all agencies to take action based on grievance monitoring reports submitted from multi-stakeholders. Actions:

Close engagement with DPMPTSP, BAPPEDA, BKPRD, Kominfo and PDUPR to advocate for the adoption of SST as a transparency and monitoring tool

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

High-Level Outcomes (Hectares

Based)

Intermediate Outputs (Low-Level Indicator)

Technical Activities Amplification / Sustainability Plan Specific Inputs

#2: 35,600 ha of Yepem Buffer Zone Under Improved Management (Per, Bow, Us, Beriten, and Powetsi villages)

#4: 2 policies (Bupati decrees) and implementing guidelines on RPJMK (and BUMK) #12: 150 people trained in natural resource monitoring #14: 500 people with improved co-benefits from forest conservation #9: 1000 people reached though RPJMK communications materials #13: USD 33,000 leveraged from village funds or District funds for conservation #8: 20 champions involved in conservation and budgeting for Dana Desa

1. Facilitate collaboration between community, village government and other related stakeholder for Yepem watershed and mangrove protection through RPJM Desa Hutan approach to form funded community

natural resource monitoring groups and supporting programs (Oct-Dec ’19)

2. Facilitate development of 2 BUMK where possible (Mar-Sep ’19)

3. Assist regular monitoring of forest (Mar, Jun, Sept ’19)

Sustainability objective: RPJMKampung that include conservation programs, regulations for forest utilization and management and secured budgets from Dana Desa. Ideally, community business units (BUMK) should be developed to can act as conservation / forest management hubs, however, not always feasible. Actions:

Facilitate coordination between DPMPK Asmat and DPMK Prov Papua for application of pro-forest RPJMKampung modules

Engage key partners for sustaining improved forest management are DPMPK, P3MD (Kemendes), Bappeda, Program KOMPAK-Landasan, Keuskupan Agats, MSF Asmat, Pokja Air Yepem.

Develop village regulations for forest protection (Bupati decrees for their use and amplification).

Direct Implementation

#2: 31.000 ha of mangrove and swamp forest under improved Management in Yamas and Yeni Village

2 conservation-based mid-term village development plans (RPJM Kampung) developed and 2 Village Business Units (BUMK) formed #12: 60 people trained in forest monitoring

1. Facilitate collaboration between community, village government and other related stakeholder for Yamas-Yeni mangrove and swamp forest protection through RPJM Desa Hutan approach to form funded community natural resource monitoring groups and supporting programs (Jan-Mar ’19)



#14: 200 with improved livelihoods from NTFP #8: 6 champions formed to support and scale up program #13: USD 15,000 leveraged from Village fund #9: 500 people reach through conservation communication materials

2. Facilitate development of 2 BUMK where possible (Mar-Sep ’19)

3. Assist regular monitoring of forest (Mar, Jun, Sept ’19)

4. Develop village regulations for forest protection (Aug-Sep ’19)

#2: 123,000 ha under improved management in Rawa Baki Vriendskap (RBV), Asmat

#4: Bupati recommendation on the change of “Rawa Baki” as Essential Ecosystem Area or Protected Area #13; Approval of long-term management plan of Rawa Baki conservation area and USD 20,000-65,000 from Village Fund from 4 villages #8: 26 champions from 4 surrounding villages #9: 1500 people reached through LESTARI communications

1. Facilitating MSF discussions and workshop to discuss revised management plan attain support for Bupati recommendation for RBV (Nov ’18)

2. Technical Meeting with BP-DAS, Forestry and BAPPEDA / DPMPTPS to verify existing licenses in RBV area (Sep-Oct ‘18).

3. Application to Papua Governor and KLHK for KEE status in RBV.

4. Facilitate community and village government to establishment of a local forest protection group detailed work plan (monitoring and forest protection) supported through Dana Desa (Feb, Mar, Jun, Sept ’19)

5. Technical assistance Asistensi Penyusunan RPJMK Kabupaten Asmat (Jan-Mar ‘19)

Sustainability objective: Declaration of RBV as a KEE and 2) regular monitoring by communities support through RPJMKampung and Dana Desa. Actions:

Integration of KEE management plan in RPJMKampung and funded under ABK

Development of village regulations for natural resources management in 4 villages surrounding RBV

Engagement with the CDK Asmat, BKSDA and Dinas Pariwisata, and MSF to assist in monitoring


#2: 41,288 under improved management in Lorentz National Park Buffer zone (Kampung Yakapis, Eroko, Esmapam, Weo)

#8: 10 champions that support and scale up program #9: 500 people reached through conservation communication materials #12: 100 people trained in forest monitoring and improved natural resource use #13: USD 13,000 leveraged from village fund #10: METT score for Lorentz National Park improves

1. Facilitate community and village government through conservation focused RPJM Kampung to form community conservation and monitoring groups with supporting programs and budget (Nov ‘18-Dec ’19)

2. Support work plan implementation of Pig-nosed Turtle and Parrot conservation through monitoring, socialization and protection (Mar, Jun, Sep ’19)

Sustainability objective: RPJMKampung that includes conservation programs, regulations for natural resource and forest utilization and management and secured budgets from Dana Desa.

Actions:

Engagement of key government partners (CDK, BKSDA, Lorentz National Park, or DKP) for additional program and budget.

Facilitate coordination between DPMPK Asmat and provincial DPMK for application of pro-forest RPJMKampung modules


#2: 61,000 ha under improved management in Asmat (Ewer and Saw)

#14: 500 people in Ewer and Saw Kampung #13: USD 15,000 leveraged from Village Fund

1. Facilitate community and village government through conservation focused RPJM Kampung (including zonation) to form

community mangrove and fisheries


# 8: 8 champions that support and scale up program

monitoring groups with supporting programs and budget (Nov ‘18-Dec ’19)

2. Support work plan socialization, implementation and monitoring ((Mar, Jun, Sep ’19)

#2: 125,000 ha of mangrove and swamp forest protected through adaptive management in Mimika, Atapo, Kiura, Migiwia, Kokonao, Apuri villages (Year 5 target)

#8: 20 champions formed to support and scale up program #9: 600 people reach through conservation communication materials #12: 100 people trained in forest monitoring and improved natural resource use #13: USD 30,000 leveraged from Village Fund and other sources #14: 500 receiving improved livelihoods from mangrove fisheries #16: PPP between Kokonao communities and PT. PAL (Oil Palm concession). 2 Forest Monitoring groups formed (MMP) and village level regulations on forest and natural resource use developed and implemented

1. Facilitate community and village government through conservation focused RPJM Kampung to form community natural resource

monitoring groups and supporting programs with budget from Dana Desa (Nov ‘18-Mar ’19)

2. Develop Farmers Field School (FFS) for mangrove fisheries (Feb-Sep ’19)

3. Develop village regulations for forest protection (Jul-Aug ’19)

4. Develop PPP with communities to monitor HCV areas in PT. PAL oil palm concession sub-landscape (Jun-Sept ’19)

Sustainability objective: RPJMKampung that include conservation programs, regulations for forest utilization and management and secured budgets from Dana Desa. Actions:

Facilitate coordination between DPMK Timika and DPMK Prov Papua for application of pro-forest RPJMKampung modules

Budget advocacy to key government partners (CDK, Bappeda, BKSDA) for sustaining improved forest management (MMP approach to provide accurate and up-to-date information about this area (which lies outside of registered FMUs), and Dinas Perikanan for scaling up mangrove fisheries program.

Engage PT.PAL (Oil Palm Concession) to leverage CSR program funding to support monitoring in areas affected by the Oil Palm expansion.

Engage Catholic Church to integrate their GERTAK program in-line with the LESTARI approach.

Develop implementation guidelines for forest monitoring (with CDK), and field farm school modules (with Dinas Perikanan).

Direct Implementation Budget Advocacy Specialist

100,000 ha LEI Grants (Focus on kampung Atuka, Keakwa, Timika Pantai (Year 5 target)

#8: 20 Champions formed to support and lead future program #9: 1000 people reached through conservation communication materials #14: 500 receiving improved livelihoods from mangrove fisheries and forest resources #12: 100 people trained in improved natural resource use

1. Facilitate community and village government through RPJM Kampung approach to form funded community natural resource monitoring groups and supporting programs (Sep ‘18-Mar ’19)

2. Develop village regulations for forest protection (Jul’19 – into year 5)

This program is an extension of the work that LESTARI has been developing in Mimika and implemented by our grantee partners. Sustainability of the approach will be achieved through developing capacity of local NGO YAAPAPUA

Grant


#2: maintain

191,000 ha under improved management in Nayaro

#7: 1 Multi-stakeholder initiative for sago protection

#8; 4 champions

#13: USD 15,000 in leveraged funding from PT.FI and Catholic Church

1. Revise RPJM Kampung to accommodate monitoring group and sustainable livelihoods initiatives (Oct ‘18-Mar ’19)

2. Exposé of Nayaro through exhibitions about LESTARI approach to develop “Nayaro Learning Centre” for biodiversity conservation and sustainable development (Hari Pagang, Hari Bumi, Hari Lingkungan)

3. Draft local regulation for Sago protection with Dinas Tanaman Pangan, Pertanian & Hortikultura

Sustainability object: 1) RPJMKampung that includes conservation programs, regulations for natural resource and forest utilization and management and secured budgets from Dana Desa. 2) commitment for developing “Biodiversity conservation and sustainable development Learning Centre” Actions:

Engage Catholic Church, PT.FI, Dinas Tanaman Pangan, Perkebunan & Hortikultura, BKSDA and CDK to develop commitment for developing Nayaro as a learning center.

Develop learning materials from Nayaro experience

Engage with Dinas Tanaman Pangan, Perkebunan & Hortikultura to develop commitment for sago protection regulation


#2: 194,000 ha under improved management in KPHL VI Mimika (Year 5 target)

#11: KPHL VI operationalized through approval of RPHJP and RPHJPd and co-management with communities formalized #12: 100 people trained (KPHL staff & community rangers) in forest monitoring and reporting #9: 600 people reached through conservation communication materials #8: 10 champions formed to support and lead future program #13: USD 30,000 from government funding for KPH activities in field

1. Facilitate development and finalization of RPHJP with input from FOERDIA toolkits (Oct ’18)

2. Facilitate development RPHJPd with input from FOERIDA toolkits (Jan ’18)

3. Facilitate co-management agreements between the community, KPH and PT. Diadiani (Jan-Feb ’19)

4. Training on SMART Patrol approach management of data ( Mar ’19)

5. Implement monitoring and protection patrols (Apr; Aug ’19) and data used for adaptive management of the follow years’ RPHJPd

Sustainability objective: a high quality, approved management plan for the KPH (RPHJP / RPHPd) with strong emphasis on co-management linked to pro-forest RPJMKampung and 2) FMU staff with capacity to work with communities for effective management. Actions:

FMU and PT. Diadiani must be engaged and commitment for co-management, secured

Advocacy to Provincial government for budget allocation (from Oct ’18)

Direct Implementation Procurement of SMART patrol hardware


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

High-Level Outcomes (Hectares

Based)



#2: 1,019,000 ha of Lorentz NP maintained

#10: Score METT reaches a minimum of 70 points #4: Zonation for national park accepted and approved by KSDAE #8: 10 champions active in management of national park and advocacy for multi-stakeholder involvement #9: 500 people reached through communications to raise awareness about importance of conservation and biodiversity in Lorentz National Park #13: USD 30,000 for conservation leveraged from Provincial Funds #14: 1,500 people receive co-benefits (access to natural resources and protection of traditional livelihoods and customary rights) under the improved zonation plan #12: 20 champions (conservation cadres) that socialize and promote the revised zonation

Socialization Zonation and RPJP

1. Socialization of zonation to local communities (Dec ’18)

2. Socialization of zonation and advocacy for integration of the park zones into local Mimika development plans (Feb – Mar 19)

3. Provide technical assistance for the development of Long-term management Plan (RPJP) (Apr ‘19)

4. Audience with the governor of Papua to secure approval of the RPJP (Jul ’19)

Monitoring Implementation of RPJMK and PERKAM

5. Monitoring RPJM Kampung programs and PERKAM within the national park to ensure conservation outcomes (Feb, Aug ’19)

6. Facilitate Training for DPMK village facilitators for drafting pro-forest RPJMK and PERKAM (Nov - Dec ‘18)

SMART Patrol in Lorentz National Park

7. Production of Standard Operating Procedures for SMART patrols (October ‘18)

8. Assist LNP with improved SMART patrol data management and use (Oct-Nov ’18)

9. Facilitate 2 establishment of MMP covering 12 villages and train in SMART methodology (Nov ’18)

10. Routine SMART patrols in 12 villages (Feb, May, Aug ‘19)

Evaluation of METT

11. Formulation of LESTARI-LNP Year 4 Work Plan (Oct ’19)

12. Facilitate METT evaluation workshop (Sept ’19)

Sustainability objective: Zonation and long-term development plans supported by communities and local government Action: Develop infographics/communication material that

describe compatibility of zonation with access to natural resources and protection of traditional livelihoods and customary rights

Advocacy to BAPPEDA, District, DPUPR, Dinas Perhubungan to align development plans with zonation.

Awareness advocacy through radio/public media Advocacy to provincial government through FKPTNL to

integrate provincial and national programs in-line with zonation and RPJP

Sustainability objective: RPJM Kampung include conservation programs, regulations for forest utilization / management and secured budgets from Dana Desa. Actions: Facilitate coordination between DPMK Timika and

DPMK Papua Province for application of pro-forest RPJM Kampung modules

Produce infographics to ease implementation of RPJMK Potential for collective regulation for natural resource

management if needed

Sustainability objective: LNP endorse and implement SMART patrols throughout the national park, and obtain budget for them from central government. Actions: Budget advocacy collaboration at national level, with

conservation NGOs and BIJAK Produce ‘lessons learned’ brief on SMART

effectiveness and costs / benefits (covering all LESTARI landscapes)



Mappi-Bouven Digoel Landscape

Landscape Profile

The Mappi-Bouven Digoel Landscape covers 3.3 million hectares in southeast Papua. It consists of a large undeveloped expanse of lowland forests on a lowland mineral terrace and extensive peatlands, 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.

Landscape Initiatives

Due to external factors with spatial planning revision in the landscape, the key Year 3 target for Mappi Bouven-Digoel Landscape was not achieved. However, significant progress has been made, and in Year 4 the key target is to achieve 877,529 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

o Government – SEA for RTRW review with focus on improved licensing and permitting as well as monitoring and enforcement through the SIMTARU / SST

o Private Sector – conservation set-asides and co-management agreements with communities through FPIC process and rationalized concession plans

LESTARI Year 4 activities will continue to target rationalization of land use and integrate conservation and sustainable development through the spatial plan review and revision process through the SEA. LESTARI will continue to provide technical support to the SEA working groups to ensure regulatory compliance, advocate for Landscape Conservation Plan recommendations (LCP) produced in Year 2 to be incorporated into the revised spatial plan and coordinate with spatial planning consultants, and facilitate district-provincial-national coordination to guarantee synergy between plans. LESTARI will develop an SST manual and deliver training in its use to facilitate multi-stakeholder monitoring of the spatial plan. The manual will include a reporting and grievance mechanism (in coordination with Provincial efforts) that local government and transparency agencies can react to. Work with the private sector will be continue the Sustainable Landscape Planning (SLP) approach with engaged private sector partners as long as commitments between parties are maintained. In addition, the SLP approach, which embeds FPIC principles into land-use planning within private sector concessions, has been socialized with the Environment Agency at the provincial level. LESTARI will develop a policy brief for regulatory implementation of SLP before Environmental License issuance. If successful in developing


an additional regulation for SLP, that aims at defining sustainability in the landscapes as well as reducing conflict among stakeholders through open FPIC, the regulation will socialized with private sector investors. An additional initiative linked to land-use rationalization will be technical assistance and training for FMU #53 to prepare and submit long term (RPHJP) and short term (RPHJPd) forest management plans, incorporating co-management, multiple-use and multi-stakeholder monitoring principles for improved forest management. LESTARI will develop co-management agreements (between communities and FMU #53) in production forest for rubber, and advocate for increased FMU budget allocation.


Sustainability objective: Improved spatial plans to be adopted by local government and passed by parliament, and for subsequent development plans to support their implementation, with support of stakeholders. As with Lorentz Lowlands landscape the priority to ensure sustainability of LESTARI initiatives in the Mappi Bouven Digoel landscape include close coordination with LESTARI provincial team as district spatial plans must be approved at the provincial level. The LESTARI team in Jayapura will assist this process to safeguard recommendations for conservation and improved forest protection are acknowledged. Communication using posters / visualizations / summaries of SEA recommendations incorporated into the spatial plan will be used to increase public awareness and support for sustainable management of areas important for hydrology, biodiversity and cultural values. Sustainability for the SST utility for license and spatial plan monitoring at the district level relies on its adoption by DPMPTSP (Bouven Digoel) and BAPPEDA, BKPRD and DPUPR, and action taken based on grievance monitoring reports. For the Sustainable Landscape Planning Approach and FPIC to be used beyond the project and embraced by government, companies and communities, provincial policy and support as well and district level regulation is required. LESTARI will advocate for adoption of SLP through development of a policy brief / technical manual and engage with companies, communities, and district and provincial level government.


Figure 5. Mappi-Bouven Digoel Operational Landscape


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


BASED)




SEA and Spatial Plan Review

#2: 462,529 hectares of important forest / biodiversity habitat (biologically and socio-cultural important areas) in Bouven Digoel District under improved management #2: 415,000 of important forest / biodiversity habitat (hydrologically and socio-cultural important areas) in Mappi District under improved management

#6: At least 4 recommendations from SEA (KLHS) incorporate into the Spatial Plan #8: 40 champions active in the advocacy of recommendations from SEA (KLHS) incorporate into the Spatial Plan #13: $150,000 everaged from Governmnet funds for SEA, PK, and spatial planning

1. Technical assistance for Spatial Plan SEA Working Groups in Mappi and Bouven Digoel District, to ensure process complies with new regulations, and biologically important and socio-culturally important areas identified in the LCP are incorporated (includes stakeholder engagement through public consultations, supporting champions for advocacy to district and provincial government, SEA training). (Oct-Dec ’18)

2. Support coordination between district and provincial governments to ensure synergy between SEA “strategic conservation areas” in the Mappi and Bouven Digoel District and SEA Provincial Spatial Plan (Nov-Dec ‘19)

3. Technical assistance and advocacy during spatial plan review in Mappi (PK-RTRWK) process to ensure recommendations from the SEA are used as justification for spatial plan review (Oct ’18)

4. Coordination with consultants to ensure SEA recommendations and PK justification are incorporated into revised Spatial Plan for Provincial Government review in Mappi and Bouven Digoel (Jan-May ’19)

5. Support coordination between district, provincial and National governments (BAPPENAS) to ensure synergy between “strategic conservation areas” in the Mappi and Bouven Digoel District Spatial Plans and Provincial Spatial Plan (Mar-Jun ‘19)

6. Technical workshops to integrate management plans for hydrological and cultural areas (strategic conservation areas) in associated plans and budgets (Feb, May, Aug ’19)

Sustainability objective: Improved spatial plans to be adopted by local government and passed by parliament, and for subsequent development plans to support their implementation, with support of stakeholders. Actions:

• Support coordination between district and provincial governments to ensure synergy between “strategic conservation areas” in the District Spatial Plan and Provincial Spatial Plan (Jan-Mar ’19) (detailed in provincial matrix)

• Technical coordination and advocacy at provincial and national level for passing of the improved spatial plans (detailed in provincial matrix)

• Communications and stakeholder engagement in order to increase public awareness and support for sustainable management of hydrological, biodiversity and cultural areas (including posters / visualizations /summaries with associated local media stories/radio)

Primarily through Direct Implementation with STTA support for KLHS Collaboration with Silva Papua Lestari (a Merauke-based NGO) Graphics expert Legal consultants for inputs into draft spatial plan


Spatial Plan Monitoring and Reporting (SST)

#5: Improved monitoring of spatial planning and permitting in Mappi and Bouven Digoel

#8: 10 champions active in promoting SST for improved licensing #7: Multi Stakeholder Initiatives to achieve improved licensing in Papua province

1. Develop manual for spatial planning and license monitoring (through SST) including reporting and grievance mechanism (in coordination with Provincial efforts) (Nov ’18)

2. Training workshops in use of SST for CSOs and community leaders to ensure monitoring system is used and reports submitted (Jan ’19)

Sustainability Objective: 1) for DPMPTSP to adopt the SST system for improved license transparency, and 2) BAPPEDA, BKPRD and DPUPR to monitor the spatial plan. All agencies to take action based on grievance monitoring reports submitted from multi-stakeholders, and Actions:

• Close engagement with DPMPTSP, BAPPEDA, BKPRD and PDUPR to advocate for the adoption of SST as a transparency and monitoring tool

Direct implementation STTA legal consultant for Academic Paper for Bupati Regulation

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


BASED)




130,000 hectares in Oil Palm concessions under improved management through Sustainable Landscape Planning Approach (Year 5 target)

#4: Bupati Regulation on process of land acquisition that prioritizes proper implementation of FPIC #8: 30 champions trained in proper implementation of FPIC (including heads of clans affected by oil palm concessions) #12:150 people trained in Sustainable landscape planning approach #13: $100,000 leveraged from government and

1. Technical support to develop a district regulation for Sustainable Landscape Planning within concession landscapes (that embeds FPIC) that is implemented before Environmental License issuance (Oct-Jan ‘18)

2. Socialization of regulation (Mar ’19) 3. Engagement with companies on sustainable

landscape planning approach and FPIC, and the any new regulations in force, to produce rational and sustainable landscape plan balancing priorities for economic development, conservation and socio-cultural needs (Oct-Dec ’18)

4. FPIC training for LMA, local government, and private sector, including development of FPIC verification manuals (Nov ’19)

5. Engagement with villages inside concession areas, including FPIC training and public discussions, with communications tools (radio dialogue, poster), to

Sustainability Objective: For the Sustainable Landscape Planning Approach and FPIC to be embraced by government, companies and communities, and DPMPTSP to develop a district level regulation for mandatory SLPA mapping of go /no-go areas before the environmental license is issued. Actions:

• Advocate for adoption of SLP regulation at district and provincial levels through developing a policy brief and technical manual for the SLPA approach

• Engage with companies, communities, and local government to spread knowledge of the SLPA pilot and up-take

• Develop knowledge management materials including a manual and a policy brief to develop regulation (see above)

Direct Implementation In Boven Digoel with STTA facilitators and independent observers


private sector for FPIC verification

prepare communities to be able to interact with companies

6. Workshops to develop SLPA objective hierarchies and agree on methodologies

7. Training and facilitation of participatory mapping for communities inside oil palm concession areas to identify sites that should be protected, and negotiated with companies

8. Training and facilitation for village regulations on adat-based sustainable natural resources management, based on participatory maps

9. Biodiversity and crop field surveys and subsequent development of Sustainable Landscape Plans scenarios for public consultation and agreement

25,000 Ha in FMU 53 under improved forest management

# 11 : Forest Management Unit (FMU) strengthened #12: 8 staff of FMU and 30 multi-stakeholders trained #13: $50,000 leverages from Provincial government for FMU activity implementation

1. Technical assistance and training for preparation and submission of long term (RPHJP) and short term (RPHJPd) management plans for FMU #53 (that includes co-management, development, multiple use and multi stakeholder principles, monitoring participation, effective protected forest management) (Nov ’18 – Mar ’19)

2. Stakeholder engagement and public participation in co-management plan development (between communities and FMU in production forest for rubber commodity) (Jan-April ’19)

3. Advocacy for FMU budget allocation (to be included in RPHJPd) (Feb ’19)

Sustainability Objective: For FMU#53 to have high quality management plans (endorsed by provincial and national governments) and the technical capacity and budget to implement them, with community involvement from the start. Actions:

• Support stakeholder engagement and public participation in co-management plan development (between communities and FMU in production forest for rubber commodity) (Jan-April ’19)

• Advocacy for FMU budget allocation (to be included in RPHJPd) (Feb ’19)



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 a potential 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 communities 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 land-based GHG emissions and, importantly, the loss of ecosystem services such as the stable flow of water supplies and erosion control. The core of the landscape is defined by the remaining forest within and surrounding Cyclops Nature Reserve – a conservation area managed by the Papua Natural Resources Conservation Agency (BKSDA). Areas bordering the buffer zone to the reserve are also part of the landscape.

Cyclops Landscape Initiatives

The principle Year 4 Cyclops Landscape initiative that will relieve pressure on forestry land resources and reduce GHG emissions is: Improved Conservation Co-management and Sustainable Livelihoods Development.

As with other Conservation Area support through LESTARI, the Cyclops Nature Reserve has seen an increase in management effectiveness score over the last 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 namely enforcement to reduce illegal encroachment (community based and joint SMART patrols). In addition, due to the support for conservation from communities but the lack of resources at the management (BKSDA) level, co-management agreements between the adat communities and BKSDA will be expanded to include local government and define roles and responsibilities for management of the buffer zone of the Nature Reserve. LESTARI will continue to expand development of community base vanilla agroforestry and decorative flowers to relieve encroachment pressures on the nature reserve.

Key Elements of the Sustainability Plan

BKSDA is the primary partner for management of the Cyclops Nature Reserve. As such, the priority to ensure initiative adoption and sustainability of conservation efforts is endorsement of SMART through BKSDA policy together with additional budget leveraged from central government. While an internal SOP for SMART implementation is a relatively straightforward task, budgeting will require engagement at the national level (together with BIJAK) and national conservation NGOs to advocate for SMART patrol financing. Lessons learned and the effectiveness of SMART and an examination of the costs and benefits of the approach will be complied in a position paper (jointly for all LESTARI landscapes). Another key strategy is the continued support of community forest patrols teams (similar to MMP, Masyarakat Mitra Polhut) that can be funded directly through Village Funds where conservation is shown to benefit adat communities. LESTARI will advocate for routine financing from Jayapura District and Jayapura City to support community-based watershed protection and buffer zone management, and develop capacity for potential ‘payments for environmental services’-like schemes, if community-based protection is shown to be effective.


Key partners for multi-stakeholder support of the Cyclops Nature Reserve include the Village Empowerment Agency (Jayapura district and municipality), BAPPEDA, BBKSDA, DLH, DISHUT Prov, CDK, as well as the traditional community representatives (Dewan Adat Suku), the MMP patrol units, PDAM, Universities and local NGOs. However, coordinating with this wide range of stakeholders has always been challenging. LESTARI will focus its approach. Data from activities in Year 1-3 (hydrology assessments, biodiversity surveys and SMART patrols) needs compiling into an evidence-based policy brief for specific and targeted advocacy with BAPPEDA, the Village Empowerment Agencies (District and municipality) for supporting conservation and sustainable buffer zone development funds. The policy brief will be developed by LESTARI and BKSDA Papua. Amplification of sustainable agroforestry rests with the Jayapura District Forestry Branch Office (CDK) and Jayapura City Environmental Agency (DLH). To achieve uptake, LESTARI and UNCEN-PUSDAE will facilitate training of trainers, and advocate for CDK and DLH budget for continuation and expansion of this work while restoring the buffer zone. Advocacy communications materials will be used to spread knowledge more broadly. Production and use of these products on buffer area management (especially the cultivation of vanilla) will be aimed at communities.


Figure 6. Cyclops Operational Landscape


LANDSCAPE: CYCLOPS INITIATIVE: CO-MANAGEMENT & SUSTAINABLE LIVELIHOODS

High-Level Outcomes

(Hectares Based)



Reserve Management and Enforcement

Improved Management Effectiveness of Cyclops Nature Reserve (31,480 ha) #10: Increase METT score of Protected Areas

#3: Reduced poaching by 30% in the reserve #12: Additional 20 people trained in community based surveys #13: USD 30,000 in investment for Cyclops management mobilized

1. Formulation of LESTARI-BKSDA Year 4 Work Plan (Jan ’19)

2. Production of Standard Operating Procedures for SMART patrols (October ‘18)

3. Assist BKSDA with improved SMART patrol data management and use (Oct-Nov ’18)

4. Routine SMART patrols in 5 adat regions of

CA Cyclops (Nov ’18; Feb, May, Aug ‘19), 5. Two Joint SMART patrols in all sectors of

Cyclops (April, July ’19), 6. METT evaluation activity (Aug ’19)

Sustainability objective: For BKSDA to endorse SMART patrols, and obtain budget for them from central government. Actions:

• budget advocacy collaboration at national level, with conservation NGOs and BIJAK

• produce ‘lessons learned’ brief on SMART effectiveness and costs / benefits (covering all LESTARI landscapes)

Direct Implementation Budget Advocacy Specialist

Multi-stakeholder Support for Cyclops Nature Reserve Management

Improved Management Effectiveness of Cyclops Nature Reserve (31,480 ha) #10: Increase METT score of Protected Areas

#7: Multi-stakeholder support for Cyclops Nature Reserve management and water protection #8: 20 champions active in leading Cyclops buffer zone management #9: 5000 people with improved awareness and knowledge about Cyclops #13: USD 65,000 in investment mobilized

1. Traditional Council convention to endorse buffer area management plan prior to Cycloop Festival Nov 2018 to agree on roles and responsibilities for Cycloop buffer zone management (Oct-Nov ’18)

2. Public awareness campaign about the damage/threats to Cyclops using SMART results (print and radio media) (after each SMART patrol period)

3. Follow-up facilitation with 5 adat areas for implementation of agreements through Dana Desa where possible (Jan-Sept ’19)

Sustainability objective: For the District Village Empowerment Agency to support local communities on conservation planning, and for district and city agencies to devote programs/budgets to Cyclops management. Actions:

• Enhance multi-stakeholder support for Cyclops management through continued public campaign

• Follow-up advocacy to district and city agencies to allocate budget to Cyclops watershed management, as follow up to World Water Day for forest and watershed protection (Apr-Aug ‘19)

• Collaborate with BKSDA to produce an evidence-based policy brief for advocacy to BAPPEDA and the Village Empowerment Agencies for supporting conservation and sustainable buffer zone development funds.



• Advocacy to the District Village Empowerment Agency to use LESTARI village planning approach (RPJM Desa Hutan) in all villages around Cyclops (Oct-Nov ’18)


Improve Management over 1,000 ha in Cyclops buffer zone area

#12: 100 people trained in natural resource management (vanilla and cut-flowers) #10: Contribution to improving the METT score for CNR through collaboration and buffer zone management #13: USD 13,000 leveraged from village funds to support activities #14: At least 500 people receive co-benefits from natural resource management or conservation

Sustainable livelihood development through vanilla agroforestry (via PUSSDAE grant and handover of LESTARI supported farmer groups to District and Municipality Agencies:

1. Support capacity development of 15 vanilla and cut-flower farmer groups (throughout year)

2. Training of trainers for extension workers (Feb ‘19)

Sustainability objective: for the Jayapura District Forestry Branch Office (CDK) and Jayapura City Environmental Agency (DLH) to program and budget a continuation and expansion of this work (in collaboration with NCBA) to support Cyclops conservation. Actions:

• Budget advocacy to government agencies together with UNCEN-PUSSDAE (alongside the training of trainers)

• Production and use of communication materials on buffer area management (especially vanilla cultivation) aimed at communities and government (Oct-Nov ’18)

Grant with initial Direct Implementation assistance


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 4 are presented in the matrix below.

Model Activity / Focal Area Landscape and/or National-level Amplification in Year 4

RPJMDes

Revision of RPJMDes Modules to guide village level planning to incorporate the principles of sustainable forest management and conservation, and access financing from the Village Fund for these programs

Modules revised, co-branded, and adopted by the Ministry of Villages and the Ministry of Environment and Forestry

METT / SMART

Improved management effectiveness in CA 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

Provide inputs to the national level SMART Taskforce in developing the national level of SMART Patrol strategy and institutionalize the implementation of SMART patrols in Indonesia.

Data sharing to support KSDAE national database on SMART

SST Integration of Sustainability Screening Tool (SST) for improved natural

resource licensing and permitting in Papua and Aceh Provinces

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

FMU

Continue capacity building for FMUs in Aceh and Central Kalimantan through technical and management trainings

Provide support to Central Kalimantan FMUs through the GGGI-funded FMU Center, focusing on amplifying targeted support to LESTARI landscape-based FMUs to other FMUs in the province

Collaborate with USAID BIJAK and USFS to incorporate the principles of the USFS multi-use forestry toolkit into FMU management planning

Empower Central Kalimantan FMU Center to be knowledge management center for FMUs

Work with BIJAK to promote incentive/disincentive mechanism for improved FMU performance through the formulation of score-card

Assist BAPPENAS with formulation of FMU program and budget guidelines for RPJMN (2020-2024)

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

Partner HPH in Katingan-Kahayan and Sarmi Landscapes

Support ratification of the Ministerial Regulation on the mandatory implementation of RIL-C for all natural forest concessions in Indonesia

Facilitate training for HPH performance auditors from KLHK


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. Examples of current grants under LESTARI include:

Support an NGO to release orangutans in Bukit Baka Bukit Raya NP from their rehabilitation site, and to increase the capacity of national park staff, the communities and private sector on human-orangutan conflict mitigation.

Support a process of constructive engagement and planning between communities, NGOs, FMU, the private sector, and other relevant institutions to work collaboratively towards the management and protection of forests in Gayo Lues District, including the development of coffee agroforestry.

Support the Trumon Conservation Response Unit (CRU) in contributing to more effective community-elephant conflict mitigation and regional policy development to establish a legal institution for the management of the Trumon Wildlife Corridor. This grant also includes mobilizing financing from the community and public and private sectors to ensure its sustainability.

Support the facilitation for the communities in Katingan District to apply for social forestry licenses and develop a sustainable livelihood initiative, and ensuring that the initiatives will become more sustainable through their incorporation in village development planning process and other implementation of Law on Villages.

As of the end of Year 3, the LESTARI Grants Program has 10 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 Completed

G-003 RFA- 003

Borneo Orangutan Survival Foundation (BOSF)

Katingan- Kahayan

Species conservation IDR

2,999,053,694 Ongoing

G-004 RFA- 004

Forum Pala Aceh (Forpala) Leuser Co-management;

sustainable livelihoods

IDR 1,940,241,500

Ongoing

G-005 RFA- 004

InProSuLA Leuser Co-management;


IDR 1,882,937,000

Ongoing

G-006 RFA- 004

Yayasan Tambuhak Sinta (YTS)

Katingan- Kahayan

Co-management; sustainable livelihoods

IDR 1,939,643,000

Ongoing


Grant Grantee/Lead Grantee Landscape Focus LESTARI

Commitment Status

G-007 RFA- 004

Yayasan Javlec Indonesia (Javlec)

Leuser Co-management;


IDR 1,925,503,000

Completed

G-008 RFA- 004

Atjeh International Development (AID)



IDR 1,973,474,000

Ongoing

G-009 RFA- 004

KARSA Kahayan- Katingan


IDR 1,944,340,000

Ongoing

G-010 RFA- 004

Aceh Green Community (AGC)



IDR 1,971,281,000

Ongoing

G-011 RFA-004

Yayasan Ekosistem Leuser dan Pemberdayaan Ekonomi

Daerah (YELPED) Leuser


IDR 1,992,781,000

Ongoing

G-012 RFA-006

Veterinary Society for Sumatran Wildlife

Conservation (VESSWIC) Leuser Species conservation

IDR 2,467,573,000

Ongoing

G-013 RFA-004

Forum Konservasi Leuser (FKL)



IDR 1,997,378,000

Ongoing

The focus of Q1 in Year 4 will be on rolling out the remaining grants from RFA-004 and RFA-007 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. (2 grants remaining to be rolled out in Papua).

RFA-007 was designed to support efforts to conserve Sumatran Orangutans through supporting and improving forest and biodiversity management for the forest authority in Singkil Wildlife Reserve in the Leuser Landscape. (1 grant to be rolled out).

Seven grantees will enter their closeout period in Year 4, and the focus of the Grants Team is to ensure that all activities are completed and results and grants administration are well-documented. LESTARI is also in discussion with two grantees on a follow-on award and a cost extension to increase the impact of their LESTARI-supported work in species conservation and collaborative management in Aceh Selatan and Gayo Lues. 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.

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. During Year 3, LESTARI built the Aceh Women’s Communication Network as a new constituency on environmental issues in Aceh. Within Year 4, LESTARI gender integration work will continue with the following priorities:

1. Ensure that each new initiative, detailed in its scope of work, has been reviewed with a gender lens, to consider involvement of women in the activity, involvement of women in decision making in the field and in policy formulation, and differential impacts of environmental policies/activities on women and men. This will be supported by the designation of a gender focal point in each LESTARI province.

2. Ensure that regular project reporting cover gender aspects of each ongoing or

completed initiative.

3. With the support of an STTA gender advisor, introduce a gender focus into the work of the provincial Social Forestry Working Groups in Aceh and Central Kalimantan.

4. Continue to include a strong focus on gender in developing constituencies for

conservation and landscape champions, so that women are strongly represented amongst these groups.

5. Ensure that women champions are highlighted in media work. Examples include

women involved in advocating for conservation, women involved in new social forestry initiatives, and women in key government positions who are furthering conservation.


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 4 project management priorities 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 measurable 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.

Implement a Sustainability Exit Strategy covering all landscapes and technical themes that facilitates greater ownership and support from district and provincial governments.

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

Incorporate Mid-Term Evaluation findings and recommendations, as well as those from Year 3 Knowledge Management and Communications STTAs, into LESTARI Year 4 Knowledge Management approach, ensuring adaptation and suitable resources where necessary.

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

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.

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 4 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 4 Work Plan. Reporting on the EMMP outcomes, including identified environmental impacts, mitigation measures, and monitoring indicators, will occur yearly in the Annual Report.

Head Office Jakarta

Aceh Offices

Banda Aceh Tapaktuan Gayo Lues

Central Kalimantan Office

Palangkaraya

Papua Offices

Jayapura Timika Agats

Mappi-Bouven Digoel


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 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 Environment and Forestry Agencies. 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 Environment and Forestry Agency. 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 4, 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. Under USAID leadership, LESTARI will also organize and facilitate regular 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, as well as LESTARI sub-contractor and grantee partners. 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 4 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. Priority will be on an incentive/disincentive mechanism for improved FMU performance through the formulation of a score-card; integrated management information system (SitRoom) for CAs; enhanced policy implementation for KEE; assisting BAPPENAS with formulation of FMU program and budget advocacy collaboration for RPJMN (2020-2024); amplification of LESTARI models such as RPJMDes and RIL-C; and collaboration on events such as for national/international awareness-raising days.

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 the FOERDIA toolkit to support the strengthening of FMUs operating within LESTARI landscapes. Priority will be on Aceh FMUs. In addition, LESTARI may jointly implement training with USFS forest management experts.

3. MAJU. LESTARI coordinates with MAJU to integrate their interest in traditional land tenure in support of forest conservation in Papua. Specific Year 4 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 4, LESTARI will seek to work with DOI in Sebangau and possibly Rawa Singkil in support of peatland hydrological monitoring, 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 Communications is an important cross-cutting component of the LESTARI project. It focuses on broad-based awareness raising and targeted advocacy initiatives aimed at strengthening the capacity of civil society, NGOs, and government partners. This is crucial not only to amplify LESTARI’s work and support the achievement of targets, but also to build local ownership and long-term constituents for conservation. The Year 4 Communications strategy is focused on deepening the foundational work of the previous years with a focus on strategically utilizing and disseminating the range of communications products previously developed. Communications work in Year 4 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. In Year 3, LESTARI collaborated closely with USAID/Indonesia to develop an Integrated Communications Strategy to guide all project communications and communications for advocacy work. The document clearly explains the communications objectives and approaches undertaken, helps the LESTARI team to reflect and strategize in order to ensure the achievement of targets and long-term impact, and facilitates smooth coordination and approval with USAID. It includes a matrix on branding and marking of products in line with ADS 320. USAID approved this document in August 2018. For behavior change communications, stakeholder mobilization, and policy advocacy efforts, communications needs are addressed within each initiative at landscape, provincial, and national levels. Key Year 4 high-level messages per province include:


Leuser

Aceh’s land use permitting system needs to be transparent and monitored by government and civil society stakeholders to prevent illegalities and threats to forests

Increased budget should be allocated to social forestry initiatives and to Forest Management Unit operationalization in order to protect Aceh’s forests and support improved sustainable livelihoods for forest-dependent communities

Forest Management Units and local communities should collaborate for improved forest management, including in allocating budgets for forest management. This should also include effective monitoring of deforestation and biodiversity threats and improved enforcement

Leuser National Park and Singkil Wildlife Reserve management authorities, local governments and communities should collaborate for improved forest conservation including law enforcement, and protect Aceh’s biodiversity especially endangered species such as orangutans

Katingan-Kahayan

Increased budget should be allocated to social forestry initiatives and to Forest Management Unit operationalization in order to protect Aceh’s forests and support improved sustainable livelihoods for forest-dependent communities

Government should allocate more programs and budgets to comprehensive prevention and preparedness rather than handling fires after they occur. Forest Management Units should collaborate with villages to do this

Forest Management Units and local communities should collaborate for improved forest management, including in allocating budgets for forest management. This should also include effective monitoring of deforestation and biodiversity threats and improved enforcement

Sebangau and Bukit Baka Bukit Raya National Park authorities, local governments and communities should collaborate for improved forest conservation including law enforcement, and protect Central Kalimantan’s biodiversity especially endangered species such as orangutans

Papua

Papua’s spatial planning and licensing system needs to be transparent and monitored by government and civil society stakeholders to prevent illegalities and threats to forests

Increased budget should be allocated to forest conservation, management and monitoring, including for Forest Management Units

Cyclops Nature Reserve and Lorentz National Park authorities, local governments and communities should collaborate for improved forest conservation including law enforcement, and protect Papua’s biodiversity

Village level development planning should support improved forest management according to local adat

Forest Management Units and local communities should collaborate for improved forest management, including in allocating budgets for forest management. This should also include monitoring concessions and improved law enforcement

Government authorities should ensure that Papuan communities are fully informed about economic and environmental impacts, and involved in decision making, regarding development options, and that the process to obtain community consent for large-scale land use concessions is regulated and independently monitored

At the national level, LESTARI will utilize international conservation-themed days to broadcast high-level messages to a wider audience. This could include, but is not limited to, Earth Day, International Day of Forests, World Water Day, International Day of Biological Diversity, World Environment Day, and World Orangutan Day. Events in support of these


days will be carried out under guidance from USAID and in coordination with BIJAK. Events may also be held based on requests from GOI partners. Although social media is not the primary tool for LESTARI to communicate with landscape audiences and stakeholders in the landscapes, LESTARI will continue to use the national and landscape level Facebook pages and YouTube channel primarily for public awareness, outreach, and project promotion. These accounts will be scaled down and closed out during Year 5. For further details see the Social Media section of the LESTARI Integrated Communications Strategy. LESTARI has already produced a number of communications products which are used to pursue landscape objectives; in addition, new communications products are created and utilized as needed in each landscape and for each initiative. The knowledge management section discusses communications products to be created for amplification purposes. The table below describes an indicative list of communications products to be produced under the landscape initiatives for Year 4. This draft list may be augmented due to developments in the field.

Indicative list of communications products for landscape initiatives

Initiative + Landscape

Product Audience + Objective

Leuser and Papua: land use permitting

media coverage public: to raise awareness and pressure for improved permitting

Leuser and Katingan-Kahayan: budgeting for FMUs/social forestry

budget brief media campaign

provincial government: to persuade to allocate more budget public: to raise public awareness and pressure for more budget for FMUs and improved social forestry, monitoring, law enforcement

Leuser and Katingan-Kahayan: social forestry

poster/infographic communities with potential for social forestry: to increase knowledge and buy-in for social forestry schemes

Leuser: biodiversity conservation

simple guide govt and villages: to understand elephant conservation needs and to program/budget for HWC mitigation

Katingan-Kahayan: fire prevention

budget brief media campaign

prov/district government and villages: to persuade to allocate more budget public: to raise public awareness and pressure for better fire prevention

All: CA protection educational materials public: to raise awareness of and support for forest + biodiversity protection needs, including enforcement (to raise pressure)

Papua: pro-forest village planning

modules; poster, infographic

public: raise awareness and capacity to do pro-forest village planning provincial and district govt (Bappeda+DPMK): to advocate for uptake+ budget

Papua: planning/budgeting for forests

poster/brief on SEA-RPJMD and programs/budgets needed

government: to convince to plan/budget accordingly public: to raise awareness and pressure


Indicative list of communications products for landscape initiatives

Initiative + Landscape

Product Audience + Objective

Cyclops: increased protection

lessons learned brief on SMART public campaign

BKSDA and KLHK: to persuade to budget more for SMART public: raise awareness of Cyclops threats and action needed, resulting in lowered damage and pressure on government to program/budget

Cyclops: buffer area management

policy brief technical brief on vanilla

prov/district govt: to persuade to provide budgets for buffer areas govt and local communities: to fund and develop vanilla

Mappi-Bouven Digoel: land use rationalization

posters/visualizations, media stories, radio position paper

public: awareness and support for hydrological protection and social-cultural areas national/provincial/district govt: to use SEA/LCP in revising spatial plan

Papua: FPIC and concessions

radio dialogues, posters, media stories policy brief

public: to understand FPIC and to prepare communities to be able to interact with companies government, communities and companies: for regulation on SLPA and FPIC

Lorentz Lowlands: zonation of the national park

media campaign, radio, infographics and posters

local communities: awareness of Lorentz National Park zonation implications for rights, livelihoods government: to encourage to align development plans with the zonation

All communications progress will continue to be reported in dedicated sub-sections within LESTARI Quarterly and Annual reports.

KNOWLEDGE MANAGEMENT In coordination with communications and technical teams, knowledge management will be prioritized as an important approach to support the uptake and sustainability of LESTARI tools and approaches in Year 4. LESTARI will strive to develop and/or revise knowledge products that effectively capture the approach in a manner that is accessible, useful, and owned by GOI counterparts. Where possible, products will be co-written and co-branded with GOI to ensure buy-in and adoption.


Guiding questions on knowledge management to develop roadmaps for amplification and sustainability will consider:

1) What resources (e.g. budget, champions, “ownership”, MSIs, etc.) are required to achieve LESTARI’s target level of amplification and sustainability?

2) What are the different possible ways (e.g. co-development, cost-share, etc.) we can effectively engage with partners to get buy-in on this approach?

3) What is our timeline for handing off responsibilities of this approach and to whom will it be handed off?

4) How will LESTARI mobilize the necessary financial and human resources (e.g., advocacy, resource mobilization plan, communications, etc.) to take over management of this approach?

Specific knowledge management priorities in Year 4 include the following:

RPJMDes Manual: a six-booklet manual developed by LESTARI that guides village planning towards sustainable forest management and conservation. Revise manual through coordination with the Ministry of Environment and Forestry and the Ministry of Villages; co-write and co-brand to ensure uptake and sustainability

SMART: a lessons learned brief that documents the effectiveness of SMART Patrols, including costs/benefits; use to leverage greater government budget allocation for SMART

SST/SIMTARU: facilitate use of SIMTARU-SST through simple manual provided to civil society stakeholders to support transparency and monitoring of spatial plan and permitting and submission of grievance reports to the SIMTARU portal

FMU: formulate an FMU budget brief for Forestry Office to allocate sufficient annual budget for FMU and social forestry strengthening in Aceh and Central Kalimantan


APPENDIX 1: PERFORMANCE INDICATORS

INDICATOR LOP

TARGET

Y1-Y3 ACHIEVEMENT (may be adjusted after Y3 results

finalized)

TOTAL Y4 TARGET

EXPECTED Y1-Y4

ACHIEVEMENT VS LOP TARGET

LANDSCAPE Y4 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 N/A

41% reduction

15,108,460 tCO2-eq

80% of the total LOP emissions

reduction

Leuser 907,147 tCO2-eq

Katingan-Kahayan 7,854,596 tCO2-eq

Lorentz Lowlands 2,413,380 tCO2-eq

Mappi-Bouven Digoel 3,409,685 tCO2-eq

Sarmi 513,621 tCO2-eq

Cyclops 10,031 tCO2-eq

2.

Number of hectares of biological significance and/or natural resources under improved natural resource management as a result of USG assistance (FACTS 4.8.1-26) (OUTCOME/IMPACT)

8.7 Million 3,517,780 3,601,017 82%

Leuser 519,737


Lorentz Lowlands 310,500

Mappi-Bouven Digoel 877,529

Sarmi -

Cyclops 1,000

3. Percentage reduction in poaching in focus area (OUTCOME)

40% reduction 35% 40% 100%

Leuser 40%

Katingan-Kahayan 40%

Lorentz Lowlands 40%

Mappi-Bouven Digoel N/A

Sarmi N/A

Cyclops 40%

4.

Number of public policies introduced, adopted, repealed, changed or implemented consistent with citizen input (FACTS 2.4.1-12/OUTCOME)

28 policies 15 14 104%

Leuser 3

Katingan-Kahayan 2

Lorentz Lowlands 7

Mappi-Bouven Digoel 1

Sarmi N/A

Cyclops 1


INDICATOR LOP

TARGET


finalized)

TOTAL Y4 TARGET

EXPECTED Y1-Y4



5. Number of sub-national government with improved licensing and permitting mechanism (OUTCOME)

8 sub-national governments

1 2 38%

Leuser 1

Katingan-Kahayan 0

Lorentz Lowlands 1


Sarmi N/A

Cyclops N/A

6.

Number of SEAs/LCPs recommendations related with land use, spatial plan, forest management, and biodiversity conservation incorporated into subnational government policy, planning and program (OUTCOME)

6 SEAs/LCPs recommendati

on 3 6 150%

Leuser 2

Katingan-Kahayan 0

Lorentz Lowlands 2


Sarmi N/A

Cyclops 0

7.

Number of Multi Stakeholder Initiatives (MSIs) or civil society advocacy initiatives which formulate and deliver policy-relevant inputs on sustainable forest and land management to decision makers (OUTCOME)

20 MSIs 19 16 175%

Leuser 4

Katingan-Kahayan 7

Lorentz Lowlands 4


Sarmi N/A

Cyclops 1

8. Number of champions engaged in advocacy interventions (OUTPUT)

500 landscape champions

358 142 100%

Leuser 20

Katingan-Kahayan 40

Lorentz Lowlands 40


Sarmi N/A

Cyclops 12

9. Number of people reached by LESTARI communication programs to improve

500,000 people

495,000 5,000 100% Leuser 1,500

Katingan-Kahayan 1,500


INDICATOR LOP

TARGET


finalized)

TOTAL Y4 TARGET

EXPECTED Y1-Y4



awareness and understanding of LEDS and biodiversity conservation (OUTPUT)



Sarmi N/A

Cyclops 1,000

10. Number of Conservation Areas (CAs) with at least 70 point in METT scores across LESTARI landscapes (OUTCOME)

6 CAs 3 3 100%

Leuser 1

Katingan-Kahayan 0

Lorentz Lowlands 1

Mappi-Bouven Digoel N/A

Sarmi N/A

Cyclops 1

11.

Number of Forest Management Units (FMU) strengthened as a result of USG assistance

7 FMUs 1 7 114%

Leuser 2

Katingan-Kahayan 5

Lorentz Lowlands 0


Sarmi N/A

Cyclops N/A

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 7,184 2,816 100%

Leuser 1,100


Lorentz Lowlands 340


Sarmi NA

Cyclops 176

13. Amount of investment mobilized (in USD) for climate change as supported by USG assistance (FACTS 4.8.2-10/OUTPUT)

USD 20,000,000

5,711,189 11,624,000 87%

Leuser 4,450,000




INDICATOR LOP

TARGET


finalized)

TOTAL Y4 TARGET

EXPECTED Y1-Y4



Mappi-Bouven Digoel 300,000

Cyclops 108,000

Papua Province 750,000

14. Number of people receiving livelihood co-benefits (monetary or non-monetary) (OUTCOME)

30,000 people 27,485 2,515 100%

Leuser 1,000


Lorentz Lowlands 400


Sarmi NA

Cyclops 115

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

3 9 120%

Leuser N/A

Katingan-Kahayan 9

Lorentz Lowlands 0


Sarmi N/A

Cyclops 0

16. Number of new USG-supported public-private partnerships (PPPs) formed (FACTS PPP 5) (OUTPUT)

20 PPPs 12 5 85%

Leuser 3

Katingan-Kahayan 1

Lorentz Lowlands 1


Sarmi N/A

Cyclops 0

*Please refer to the LESTARI Activity Monitoring and Evaluation Plan (AMEP) for further details on indicators, targets, and assessment methodology.


APPENDIX 2: ROADMAP TO ACHIEVEMENT FOR INDICATOR #13: FUNDING LEVERAGED (ALL FIGURES IN USD)

Landscape Province District Total Y1-

Y3 Achieved

Y4 Target Y4 Target (disaggregated) Remarks for Y4

Target Y5

Target Planned LOP Achievement

AMEP LOP

Target

Leuser Aceh

Aceh Selatan, Aceh Barat Daya, Gayo Lues, Aceh Tenggara

775,185 4,450,000

Provincial/National Govt

800,000 Non APBD budget for SF and Operationalization of FMU

1,000,000 6,225,185 7,950,000

NGOs 100,000

Mobilized from potential funding to support OU conservation within FMU area - i.e. grantee

Community 300,000

Advocate for village fund allocation for social forestry/forestry initiatives and improved forest management

Private sector 3,250,000 PPP for Coffee & Cacao

Katingan-Kahayan

Central Kalimantan

Pulang Pisau, Gunung Mas, Katingan and Palangkaraya

4,394,750 5,750,000

Provincial/National Govt

800,000 DLHK budget & program advocacy, Renstra revision

1,000,000 11,144,750 7,050,000

Local Govt 500,000 Assist sub national SF Working Group

Community 200,000

Village fund support for PPP development between community/UPPB with private & FMU for rubber

Private sector 4,250,000 PPP for Rubber


Papua Papua Papua Province

750,000 Provincial Govt 750,000

Budget advocacy in Provincial DLHK for forest management, conservation and monitoring (incl FMU)

750,000

Lorentz Lowlands

Papua Mimika & Asmat

447,627 266,000

Provincial Govt 60,000 FMU VI Operationalization and conservation in TNL

1,000,000 1,713,627 3,700,000

Local Govt 20,000 District SIMTARU/SST

NGOs 15,000 Funding from PT.FI and Catholic Church for Nayaro

Community 171,000

Village fund for conservation in Yepem, Yamas Yeni, Rawa Baki, TNL Buffer zone, Ewer, Saw, Kokonao, Nayaro Villages

Mappi-Bouven Digel

Papua Mappi & Bouven Digoel

92,066 300,000

Provincial Govt 50,000 FMU 53 Operationalization

392,066 950,000 Local Govt 150,000 Government funds for SEA, PK, and spatial planning

Sub National Govt & Private Sector

100,000 FPIC verification

Cyclops Papua Jayapura 1,561 108,000

National Govt 30,000 Cyclops management mobilized

50,000 159,561 350,000

Community 78,000 Village fund for buffer management

TOTALS 5,711,189 11,624,000 11,624,000 3,050,000 20,385,189 20,000,000


APPENDIX 3: RESULTS FRAMEWORK


APPENDIX 4: LESTARI THEORY OF CHANGE DIAGRAMS


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: YEAR 4 STAFFING PLAN

USAID 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

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