 ID: 95288
Added: 2006-03-23 15:22
Modified: 2006-03-23 16:47
Refreshed: 2007-03-23 08:16
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The IMFN has much to celebrate: its successes have been achieved with a great deal of time, resources, trial and error, and learning. In the early 1990s, the model forest idea was very much an untested prototype. As such, there was a steep learning curve involved in its application and a fair amount of risk. However, with each use of the approach, we were better able to see patterns in how model forests develop, which helped us understand what works and what does not, so that we could improve how they are supported. Among the main lessons that we have learned are: - SFM must be understood as a process not a project.
- Partnerships take time to demonstrate their full worth: Model forests are difficult to establish, with partnerships typically requiring 2, 3, or more years to demonstrate to each partner that they are accomplishing more together than they were on their own. An important risk mitigation strategy is time and ground rules for conduct.
- Model forests must be country-driven to succeed: Governments (national or sub-national) not only create enabling conditions for model forests, they are among the chief beneficiaries in terms of better management decisions, fewer conflicts, better policy options or execution, and better understanding of the nuances of NFP implementation.
- Networking works, but only with resources, a deliberate strategy and with participants clearly identifying how they wish to benefit and what each will contribute: Peer-to-peer networking among model forests is a cost-effective and efficient way to transfer knowledge.
- SFM needs to be made understandable to all stakeholders: With each partnership including members with different skills and familiarity with technical issues, an informed and open discussion on SFM options can only take place if the time and tools are made available to ensure that the concepts and options are fully understood. For traditionally marginalized groups, such as women and indigenous peoples, separate and focused support may be needed.
- Particularly in developing countries, SFM must provide tangible economic and social dividends: Consistently, the two issues at the top of model forest priorities in developing countries are issues of governance and economic opportunity within the resource sector.
- The partnership must set priorities: Not all issues can be tackled at once. This means the partnership has to make informed decisions about when or whether to support a given area of activity (certification, biodiversity, carbon trading, economic development, or others).
- Model forests need a “champion” to move the process forward: In all cases, champions helped generate interest, facilitate the process, and attract resources and political support.
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