2. Types of Programs to Learn From Integrated Rural Development (late 60s-70s) Integrated Conservation and Development (mid-1980s – today) Landscape projects (mid-1990s-today) Payment for (non-environmental) Services Global Initiatives
3. Integrated Rural Development “Extending development to low-income subsistence populations” Province or District-wide. Ag focus, but a wide range of productive and social services $50-100M over 5-10 years Often managed via Project Management Units
4. Lessons Learned-Lele Tried to accomplish too much too fast Too complex for recipients Too complex for donors Inadequate knowledge of socio-political and administrative environment
5. IRD Recommendations (1) Complex projects need careful phasing Consider a planning year Start with: - local capacity building - careful data collection - identification and resolution of policy constraints.
6. IRD Recommendations (2) Begin with “only the simplest interventions to remove the most critical constraints” Train field and administrative staff Develop local and regional human, institutional and financial capability Strengthen regional administration systems
7. Integrated Conservation and Development Created to “move beyond fines and fences” & work with people in and around the PAs (buffer zones) 50+ by 1995; estimated 300 ICDPs today “BD conservation projects with rural development components”. Activities: Social Development, Alternative Livelihoods
8. ICDP Lessons Learned-Brandon and Wells Tenuous linkage between development and conservation Difficult to measure conservation impact ICDPs too limited in size to resolve many “external” threats PAs too small to effect national/sub-national conservation needs
9. ICDP Lessons Learned- Madagascar Conservation NGOs unable to respond effectively to multiple community priorities Limited Community management capacity Hard to avoid elite capture/internal conflict
10. ICDP Recommendations Longer project cycle needed to change behavior Implement a few prioritized activities, ideally with local participation and leadership Start small, learn and scale-up gradually as capacity improves Approach conservation and development within the broader context of regional planning Address wider policy/legal/market constraints
11. Landscapes – What is it? Large-scale regions with particular biological importance for conservation investment The landscape approach is all about ensuring that land is optimally used for various purposes—from protected areasto agriculture, including restoration
12. Central Africa Regional Program for the Environment (CARPE): Lessons Learned (1) Need sufficient resources and time Establish adequate overarching legal and policy framework Use macrozone and microzone land use planning Figure out stakeholder relationships Establish the incentive system as close to the deforestation problem as possible
13. CARPE – Lessons Learned (2) Need participatory approaches and local capacity building Integration into markets is critical for promoting improved livelihoods Establish systems to share information for decision making. See http://carpe.umd.edu/ for CARPE mapper. CARPE Data Explorer and CARPE Information Management
14. Madagascar Landscape Development Initiative: Lessons Learned Lead with sustainable development, not BD conservation. Economic benefits are key Get quick, visible results in order to build trust with communities Must work at multiple scales: spatial, temporal and institutional Ensure linkages and coordination between these scales Cross-sectoral approaches appeal to clients and are cost-effective
15. Landscapes – Lessons Learned Local participation is a key ingredient, perhaps THE key ingredient, in long-term success Local capacity is very weak and its strengthening requires early attention. Good policies mean little if not implemented Implementing NGOs can work in more than one sector with “value added” (e.g. conservation, basic health services, micro-credit)
16. Landscapes – Recommendations Work at multiple scales (regional, district, community). Address jurisdictional issues Have a holistic vision and accompanying land-use plans Focus on specific zones within the landscape e.g. PAs, Indigenous Lands, concessions Keep management systems as simple as possible (especially donor requirements)
17. Payment for (non-environmental) Services or Conditional Cash Transfer Initially in Brazil and Mexico, now more than 12 countries These programs provide money to poor families, conditional on certain behavior -school attendance -visits to health centers on a regular basis
18. Payment for (non-environmental) Services: Lessons Learned (1) Clear evidence of success from the first generationof programs Increasedenrollment rates Improved preventive health care Increasedhousehold consumption. Still new: many questions remain unanswered about longer-term impact and sustainability
19. Payment for (non-environmental) Services: Lessons (2) The most important questions of program design are: defining the target population selecting the appropriate conditions and size of the transfer setting entry and exit rules deciding on complementary interventions
20. Global Initiatives: HIV/AIDS: Lessons Learned (1) Donor overload and donor competition Competing donor requirements led to “the three 1s”: one strategy, one M&E system, one national coordination office Scarce human resources “stolen” from other health programs Donor/NGO staff also concentrated on one issue Vertical program management (HIV only)
21. Global Initiatives: HIV/AIDS: Lessons Learned (2) 2nd phase focus in now on broader health systems strengthening Wherever you have a major initiative, the auditors will be close behind. Be prepared.
22. Recurring Themes (1) Adequate project timeframe and funding How to work at multiple scales: spatial, institutional, temporal Decide degree and means of coordination needed between scales Sequencing Policy and legal framework; policy implementation capacity
23. Recurring Themes (2) Capacity at community, district, regional and national levels Capacity and flexibility of funding agencies and NGOs. Need for partners. How to find/develop leadership and local “champions” How to gain “trust” and provide incentives Use of cross-sectoral approaches
