Add sections to the bookbuilder: Policy That Works for Forests and People (James Mayers)

 

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Policy That Works for Forests and People
Foreword
Key messages
Forests and people on the world stage
The policy play – a deceptively simple plot
Recurring themes – conflicting intentions, murky practices and muddling through
International forestry shows – hot tickets and dull side- events
Policy instruments – argument is healthy
Characteristics of good policy
Seven desirable processes to achieve good policy, and four key steps to put them in place
Summing up – linking the corridors of power to local reality
Acknowledgements
Acronyms and abbreviations
1 Introduction
1.1 What this report is about
1.2 Why focus attention on policy?
2.1 Forests– why people get so fired up about them
2.2 People– the policy players and the spectators
A typical ‘cast of characters’
2.3 Global changes and uncertainties in the forest-people relationship
2.4 Changing the forestry plot
3 Policy That Works for Forests and People – a collaborative project approach
3.1 Aims and approach
3.2 The project’s perspectives on policy
3.3 Methods
Central government institutions * Local government
Business chambers * Forest industry
Community institutions * Environmentalists
Smallholder forestry organisations * Forest technicians
Social-environmental groups * Academics
Eco-tourism enterprises * Consumer organisations
Donors
4 Policy in the real world
4.1 Changing power… over time
Challenging the historical legacy framing land and forestry options, Zimbabwe
From consultation to diktat to collaboration, Ghana
The evolution of policy space, Costa Rica
Growing momentum for changes in land tenure and forestry ownership, Scotland8
4.2 Pushing formal policy reform approaches – a mixed blessing
Attempted reform of forestry policy, Papua New Guinea
Regional Forest ‘Agreements’ as attempts to manage escalating conflict in Australian forest policy12
TFAPs, FSMPs, NCSs, NEAPs, NSDSs, etc. – planners’ dreams or unifying frameworks?
4.3 Reinventing state roles
Dilemmas concerning state roles in forestry, Zimbabwe
Government as coach – not player, manager, owner and referee, Sweden18
4.4 Linking the people who change things
Conservators and change agents, Ghana
NGOs and innovative managers, Zimbabwe
4.5 Looking beyond the forest reserves
Managing the farm-forest landscape – the off-reserve challenge, Ghana
Getting smallholder forestry on the agenda, Costa Rica
Private forests and woodlands in Australia – farmers taking responsibility whilst governments avoid it?21
Reactivating the commons, Portugal22
4.6 Improving learning about policy
Linking learning processes to policy and capacity development, Ghana
Participatory projects and strategies breaching entrenched policy, Pakistan
4.7 Dealing with tensions in devolution
Tensions in devolving resource management authority – the state retaining powers through language, budgets and rights, Zimbabwe
Forest policy experiments in a ‘planned market economy’, China27
Regenerating both trees and problems through joint forest management, India
4.8 Building policy communities
Finding common ground in Papua New Guinea
Formal policy stalemate and informal active negotiation, India
One hundred and fifty years of consensus, Sweden29
5 International policy trends and initiatives – their implications for forests and people
5.1 Setting the international scene
5.2 Intergovernmental forest initiatives – global change and international games
The actors in intergovernmental initiatives and the processes they adopt
The story: from ‘top-down’ TFAP to ‘bottom-up’ Criteria and Indicators
The forest convention dilemma – identifying the limits to intergovernmental processes?
5.3 ‘Soft policy’ – international civil society initiatives and the case of certification
The story – certification as a ‘soft’ forest convention
5.4 Multi-national private sector influences – policies for investment in SFM, or for asset-stripping?
The context and the actors
Processes of private sector engagement with policy, and integrating institutions48
The key private sector challenges
5.5 What future roles for international processes?
6 Conclusions
6.1 The significance of context
6.2 Opportunities amongst the problems
6.3 Policy processes that work
6.4 Policy instruments that work
6.5 Summing up – get into policy work!
A1 Introduction
A1.1 What policy work is, and why it is worth doing
A2 Recognise the political game: theory, value, language and power
A2.1 Policy is a slippery concept
A2.2 Problems with the ‘rational systems’ model
A2.3 Irrational alternatives?
A2.4 Policies as ‘myths’, ‘dominant symbols’ and ‘demons’
A2.5 Policy as language and discourse
A2.6 Policy as ‘political technology’, oversimplifying and stereotyping people
A2.7 So, ‘policy is a power thing’... but there may be room for manoeuvre
A3 Develop a strategy: objectives, framework, key steps
A3.1 Identify the issues – the problems and the opportunities
A3.2 Develop initial understanding of five groups of factors: context, actors, process, contents and impacts
A3.3 Develop a framework: piecing together the key policy elements of the problem/ opportunity
A3.5 Match scope of work to available time and resources
A3.6 Select team members, investigators, advisors
A3.7 Formulate specific objectives, research questions and methodology
A3.8 Conduct analysis, develop findings, analyse their potential for impact, and revise
A3.9 Prepare findings in optimal output form, communicate and influence policy!
A4 Analyse policy – some methods
A4.1 Early and regular consultation with current holders of policy
A4.2 Analysis of policy statements and laws
A4.3 Policy instrument analysis
A4.4 Surveys of attitudes and perceptions
A4.5 Participatory appraisal – to identify stakeholder vision and priorities
A4.6 Mapping policy influences
A4.7 Stakeholder analysis
A4.8 Stakeholder narrative interviews
A4.9 Institutional analysis
A4.10 Power analysis
A4.11 National debate/ stakeholder validation workshops – developing conclusions and recommendations
A5 Influencing policy – some tactics
A5.1 Revisit communication channels and uses of policy analysis information
A5.2 Target and package outputs
A5.3 Select and pursue tactics: some possibilities
A6 Track the impact
A6.1 Develop policy impact indicators
A6.2 Treat outcome indicators with caution
Country team action frameworks