ANNUAL Multi-Donor Trust Fund for Integrated Landscape REPORT Management 2 0 1 8 ANNUAL REPORT Integrated Landscape Management Portfolio 2018 Multi-Donor Trust Fund Acronyms ABC Brazilian Cooperation Agency ISR Implementation Status and Results CBNRM Community-based Natural Resources Report Management IUCN International Union for Conservation of CC Climate Change Nature CCTAP Climate Change Technical Assistance LAUREL Land Use Planning for Enhanced Resil- Project ience of Landscapes CF Climate Finance MDTF Multi Donor Trust Fund CIF Climate Investment Funds MDTF Multi Donor Trust Fund Technical Assis- CRGE Climate Resilient Green Economy TAP tance Program DGM Dedicated Grant Mechanism for Local MEF Ministry of Economy and Finance Communities MITADER Ministry of Land, Environment and DINAB National Directorate of Environment Rural Development DINAF National Directorate of Forestry MozFIP Mozambique Forest Investment Pro- DINOTER National Territorial Planning and Reset- gram tlement Directorate NACSO Namibia Association of Community DNMA National Directorate for Monitoring and Based Natural Resources Management Evaluation (Ministry of Economy and Support Organizations Finance) NDA National Designated Authority for DPC National Planning and Cooperation the Green Climate Fund and Climate Directorate, MITADER Financing Coordination (MEF) FAO Food and Agriculture Organization of NDC Nationally Determined Contribution the United Nations NFI National Forest Inventory FIP Forest Investment Program NGO Non-Government Organization FNDS National Sustainable Development PEOT Special Land Use Plan Fund PNDT National Territorial Development Plan GCF The Green Climate Fund SASSCAL Southern African Science Service Cen- GHG Greenhouse Gases tre for Climate Change and Adaptive GRM Grievance Redress Mechanisms Land Management IDA International Development Association SSKE South South Knowledge Exchange ILM Integrated Landscape and Landscape SEK Swedish Krona (Currency of Sweden) Management UEM Eduardo Mondlane University IIED International Institute for Environment WB World Bank and Development WWF World Wildlife Fund Contents Summary2 Bank-Executed Activities (BE) 2 Recipient-Executed (RE): Mozambique’s Forest Investment Project 4 Background on Integrated Landscape Management in Mozambique  5 ILM MDTF Progress Review for 2018 7 Bank-Executed Activities (BE) 7 Recipient Executed Activities (RE) 13 Client Satisfaction Survey 15 Integrated Landscape Management and Rural Development in Mozambique  16 BE MDTF to the ILM portfolio – Results Matrix 19 Summary This Annual Progress Report presents progress, Bank-Executed Activities (BE) achievements, challenges and a proposed way forward of the Multi-Donor Trust Fund (MDTF) for Integrated Landscape and Management (ILM) in Mozambique for 2018. Pillar One Pillar Two The ILM MDTF was created in 2016 with the objective Technical Analytical to support the Government of Mozambique’s Assistance Work strategic efforts to reduce deforestation and to FNDS environmental degradation, strengthen resilience to climate change, and improve rural livelihoods through an integrated landscape management approach. The ILM MDTF has two funding windows: Pillar Three Pillar Four Partnerships & Trust Fund i.  Bank Executed Activities (BE): allocated Outreach Management & to a World Bank executed trust fund that Coordination provides technical assistance, capacity building and analytical work to support the efforts of Ministry of Land, Environment and Rural Development (MITADER). ii.  Recipient Executed Activities (RE): allocated Pillar 1: Technical Assistance to the National to MITADER to co-finance the MozFIP Sustainable Development Fund (FNDS) Project, in particular to enhance forest sector governance at the national level and promoting Technical Assistance (TA) to further strengthen climate-smart agriculture, sustainable FNDS’ organizational structure, so as to meet biomass energy and sustainable forest international standards, resulted in an updated management in targeted landscapes and Financial Management Manual, a revision and set up of FNDS new organogram, a final Human The two windows were created to provide a Resources Manual and an accompanying training on comprehensive mechanism that can absorb and competency-based evaluation system of staff and the channel other potential additional partner resources set-up of an online results-based project management to support and extend the Government’s ambitious system. These significant improvements led to FNDS efforts in the forest and landscape sector. fulfilling the requirements of the Green Climate Fund (GCF). In 2018, FNDS was approved for a US$500,000 Along 2018, the MDTF has supported a diverse GCF Readiness Grant and is being accredited by the set of strategic activities and provided Technical GCF as Mozambique’s National Accredited Agency. Assistance focusing on strengthening capacities of the Government and other stakeholders Four South-South Knowledge Exchange Missions that can contribute to better practices and an were organized, two with Namibia and two enabling environment for improved forest and with Brazil. The exchanges with Brazil aimed to land management in Mozambique. The WB team operationalize the tripartite MoU signed between the managed to timely deliver the planned activities Government of Mozambique and Brazil and the World and, in some cases, upon implementation Bank in 2017, and led to the development and approval requests, include new activities and initiatives. of a Project on rural development, natural resources The main achievements of 2018 are summarized and forest management, whose implementation below, while further details are provided in will be financed by MITADER. For Namibia, the throughout this Report and in the Annexes. SSKEs focused on strengthening capacity for Mozambique to launch its National Program on Community Based Natural Resources Management Right: Map of Mozambique showing the areas (CBNRM) (further details provided on page 7). that the Multi-Donor Trust Fund for Integrated Landscape Management is working. 2 Safeguards training to FNDS staff at the (different line ministries) and development partners national and provincial levels was continued to identify opportunities to mobilize climate throughout 2018, strengthening their overall funds. The NDC Roadmap was approved by the capacity to ensure safeguards compliance Council of Ministers on December 11, 2018; throughout their growing project portfolio. To also strengthen the national legislation related Mainstreaming Gender in Natural Resources to safeguards, TA was provided to the National Management in Mozambique: The development and Territorial Planning and Resettlement Directorate inception mission for a new gender pilot Program (DINOTER) on social and environmental aspects was done in late 2018, with the support and of the Resettlement Law; and co-organization participation of FNDS. The Program will be initiated of the National Annual Resettlement Meeting. in 2019 to improve the involvement of and outcomes for women beneficiaries of the ILM portfolio; Pillar 2: Analytical Work Pillar 3: Partnerships with Civil Society, Academia and Outreach Mozambique Country Forest Note: A publication that articulates the status, vision and relevant The MDTF Program has enabled both the World Bank policies and investments in the forest sector and GoM teams to organize and participate in events in Mozambique was developed by the WB to showcase the ongoing work, and to monitor, report in collaboration with the Government; and disseminate best practices and lessons learned, aiming at advocating for sustainable transformation Agenda 2035 for the Forest Sector: The and mobilize resources. Some examples are: development of an action-oriented government- led long-term vision and strategy for the •  Organization of the Nature-Based Tourism forest sector in Mozambique was initiated; Conference, in Maputo, in June 2018; Community Based Natural Resource Management •  Participation in the Africa Carbon Forum / (CBNRM): Support was provided to the conception Africa Climate Week in Nairobi in April 2018 of a National Working Group on Community Based and the Global Landscapes Forum in Bonn, in Natural Resource Management (CBNRM), with November 2018. In both events, the Mozambique the aim to consolidate and institutionalize the ILM Portfolio was internationally praised and CBNRM approach as a tool to strengthen local recognized for applying best practices; communities’ capacity to manage natural resources •  Organization of the 5th National CBNRM for sustainable rural development and maximizing Conference, in Maputo, in March 2018; their benefits while conserving biodiversity; •  Organization of the NDC national validation Support to the Miombo Network (MN): The Miombo session, in Maputo, in November 2019; Network1 was supported by strengthening its secretariat and by supporting the development of two The ILM webpage and the publication of policy briefs; i) Promoting Sustainable Management of communication and knowledge materials, the Miombo Woodlands and ii) Land Use Planning: a Tool complemented the showcase of best practices, to Minimize the Environmental and Social Impacts of fostered private sector and institutional partnerships, Agricultural Expansion in Southern Africa. The Miombo contributing to sustaining the transformational Forest Policy Analysis: Research Report was also changes supported by the portfolio. The dynamic produced, comparing policies across the Miombo region work of the Mozambique ILM Portfolio has received with the goal to advocate for policy harmonization. important recognition within the World Bank, as These briefs and report contributed to facilitating demonstrated by the team being awarded several policymaking decisions in Mozambique in 2018. awards since 2016. In 2018, the ILM Team was awarded the 2018 World Bank Sustainable Development VPU Climate Change Adaptation, Mitigation, and Team Awards and the Stories of Impact Award. The Financing: TA has been provided to the Government contribution of the MDTF has been pivotal to enable the in developing its Nationally Determined Contribution team to implement such a comprehensive approach of (NDC) Roadmap. A series of capacity building investments, TA and analytical work to Mozambique. workshops and multisectoral meetings were also organized throughout 2018 to allow the Government 1 The Miombo Network is an organization dedicated to providing scientific information and policy guidance for a better future of the Miombo forests across their range countries. We conduct research and policy analysis aiming at improving the benefits and human livelihoods from miombo forest ecosystem. 3 The printed and disseminated knowledge and •  Community land delimitation is ongoing as communication materials concluded in 2018 include planned, with 8 communities delimited in 2018, brochures, knowledge briefs, an infogrpahic and a and over 2,000 individual DUATs titles awarded series of publications produced in collaboration with to households in the Zambezia province. partners. All publications can be found on the ILM Portfolio webpage: worldbank.org/mozambique/ilm •  The Multi-Stakeholder Landscape Forums in Zambézia and Cabo Delgado are operational, and have their with thematic groups meeting regularly. •  Beneficiaries of the planted forests grant scheme and agroforestry systems have been identified and georeferenced. Contracts with the planted forests grant scheme beneficiaries are expected to be signed in early 2019. Agroforestry systems will be established in both provinces in the 2019 planting season. •  Partnership between 2 communities and forest operators in Zambezia have been advancing, with the forest management plans almost finalized and capacity building commencing in 2019. •  Activities to promote sustainable charcoal production in Cabo Delgado has begun, through training to beneficiaries. Pillar 4: Trust Fund Management and The main achievements of 2018 related to Coordination the Strengthening the Enabling Conditions for Sustainable Forest Management were: The World Bank maintains dedicated staff to manage the TF and ensure continued dialogue and support to the •  The fourth National Forest Inventory and Government of Mozambique, particularly MITADER and deforestation data analysis have been FNDS. The MDTF has been adequately managed, and completed, and results publicly disseminated, Government and partners have expressed appreciation the first time in Mozambique’s history. to the assistance provided, as demonstrated by the results of a Client Satisfaction Survey conducted in June •  The preparation of the National Land Use Plan 2018 in which the overall response was very satisfactory has initiated, and territorial development model and positive as to the importance and relevance of scenarios have been publicly presented in the the TA, with over 80% of responses rating overall first round of the national consultations. satisfaction equal to, or above, 8 out of 10. More info •  As for the law enforcement activities, a on the Client Satisfaction Survey is found on page 22. Senior Advisor for the law enforcement agency has begun work and will be implementing a pilot program and training in Zambézia. Recipient-Executed (RE): Mozambique’s •  The United Nations Food and Agriculture Forest Investment Project Organization (FAO) has initiated activities The MDTF provides funding for the Mozambique’s for sustainable forest management, with the Forest Investment Project. This is a US$47 million Agenda 2035 for the Forest Sector and National project that aims to improve the practices and enabling Forest Program well under way. The design of environment for forest and land management a Forest Information System has been initiated in Zambezia and Cabo Delgado Provinces. The and an institutional capacity building plan for project was declared effective in August 2017 the forest administration is being developed. and, as of January 2019 its implementation is rated as moderately satisfactory. The main achievements of 2018 related to the promotion of Integrated Landscape Management were: 4 Background on Integrated transparent, complete and in overall accordance Landscape Management in Forests of Mozambique Mozambique a snapshot In Mozambique, where most of the population live in Forest composition: rural areas, economies and livelihoods rely upon natural resources, such as forests, fisheries and healthy soils. Forests cover 340,000 km2 These resources provide income to the government, vital or 43% of the country Semi-deciduous (trees that lose foliage for services to local communities, and global benefits such short periods - including the miombo species) But 370,000 km2 have been lost as climate regulation and habitat for biodiversity. since 1980, an area greater than 67% the size of Germany Recognizing the need to promote the conservation, restoration, valorization and sustainable use of forests, Evergreen the Government of Mozambique (GoM), led by the 2,670 km2 (0.79%) 20% of forests are lost annually Ministry of Land, Environment and Rural Development (MITADER), is implementing a growing portfolio of That is approx. 1000 soccer fields every day Integrated Landscape Management (ILM) investment 12% urban activities and policy reforms. An integrated landscape expansion Other The majority of 12% management approach recognizes the inextricable 8% timber deforestation and forest links between forests, natural resources and the value 65% slash and burn agriculture 7% charcoal degradation is caused by chains that depend on them, such as agriculture, 4% commercial unsustainable timber and tourism. Using a combination of policies and 4% agricultural other practices Mangrove practices, the approach brings stakeholders together 1% around a common vision to manage trade-offs across Mozambique’s forests are critical to the country’s different land use sectors within a given area. ILM seeks social, environmental and economic well-being to ensure an equitable and sustainable use of land to support rural livelihoods, while strengthening the health and resilience of the surrounding landscapes. Design, planning and implementation of the MDTF were informed by and aligned with the following GoM initiatives: •  The Government of Mozambique is showing an Source: all data is taken from the report: Deforestation in Mozambqiue unprecedented level of commitment to reducing 2003-2016. Produced by the Government of Mozambique in partnership with the World Bank. deforestation and forest degradation, and to improving forest governance. Mozambique’s National Reducing Emissions from Deforestation and Forest Degradation + (REDD+) Strategy with the guidelines for submissions of information aims to reduce deforestation by 40% and on FRELs/FRLs. The FREL presented in this second restore 1 million ha of forests by 2030. submission for the reference period 2003–2013, corresponds to 38,956,426 tCO2eq/year as post •  Mozambique will sign an Emission Reduction deforestation carbon stocks for conversions to Payment Agreement (ERPA) with the Carbon agriculture and grassland were employed as Fund of the Forest Carbon Partnership Facility in recommend by the UNFCCC technical team. January 2019. This will be the second ERPA signed in the world, and will allow Mozambique’s Zambezia •  A series of reforms are being undertaken Integrated Landscape Program to receive up to by Mozambique in the sector, including the $50M in payments for Emission Reduction. revision of its policy and legal frameworks. •  The UNFCCC has submitted the Mozambique´s Funding for this approach is provided from multiple Forest Reference Emissions Level (FREL) sources, including resources mobilized domestically and assessment and has commend the Government of internationally (government budget, climate and Mozambique for presenting such as robust development finance) and other types of blended document. The information used by Mozambique finance, including performance-based payments. Funds in constructing its FREL for the activity is largely provided by the Bank can be found in the following table. 5 Summary of funds provided by the Bank Project Goal Amount (US$) Duration ILM Programmatic Strengthen the GoM institutional capacity ~2M 2016-2022 Technical Assistance in managing forests and landscapes Technical while promoting rural development. Assistance FCPF REDD+ Readiness Advance the REDD+ agenda 8.8M 2012-2018 MozFIP Improve the practices and enabling 47M 2017 – 2022 (Series of Projects) environment for forest and land management in targeted landscapes MozDGM Strengthen the capacity of target 4.5M 2018 - 2023 communities and community-based organizations to participate in Investments integrated landscape management MozBio 1 and 2 Increase the effective management 46.3M 2015 – 2019 (Series of Projects) of Conservation Areas (CAs) and 55M 2019-2023 enhance the living conditions of communities in and around them Sustenta 1 and 2 Integrate rural households into sustainable 40M 2015 – 2021 (Series of Projects) agriculture and forest-based value chains 40M 2019 – 2024 Results-based Zambezia ER Results-based payments for emission Up to 50M 2019 – 2024 Finance Payments Project reductions in the Zambezia landscape Agenda 2035 for To develop a strategic long-term 0.3 M 2018 the Forest Sector vision for the forest sector Analytical work Land Use Planning for Support integrated decision making for 1.5 M 2017-2019 Enhanced Resilience of landscape management across sectors Landscapes (LAUREL) and levels of government through improved spatial data on land degradation Below: A small-holder farmer in Nampula looks out across his agricultural plots and surrounding forests. Local people play an essential role in the sustainable management of natural resources, particularly forests, which is why the World Bank is working to promote Community Based Natural Resource Management (see pg 8) (World Bank, 2019) 6 ILM MDTF Progress Review for 2018 Bank-Executed Activities (BE) Resources Manual and an accompanying training on competency-based evaluation system of staff The Bank Executed activities are and the set-up of an online results-based project implemented under three major pillars: management system. These significant improvements Pillar 1: Technical assistance to the National led to FNDS fulfilling the requirements of the GCF. In Sustainable Development Fund (FNDS) 2018, FNDS was approved for a US$500,000 GCF Readiness Grant and is being accredited by the GCF Pillar 2: Analytical work; as Mozambique’s National Accredited Agency. The capacity building provided in 2018 further contributed Pillar 3: Partnerships with civil society to a better understanding by the FNDS team (at and academia & strategic outreach. national and provincial levels) on delivering on the The progress of activities during 2018 is World Bank’s portfolio of projects and responding to described below, and they are measured its transversal mandate as a national fund operating according to the indicators presented in with and mobilizing resources from international the Results Framework on Page 26. and national sources. The ML 2018 final report in Annex 1 presents more details on the achievements, and current strengths and weaknesses of FNDS. Pillar 1: Technical Assistance to FNDS South-South Knowledge Exchange (SSKE): South- South cooperation is a key activity under the MDTF that aims to strengthen the capacity of FNDS The purpose of this pillar is to establish continued through the exchange of experience and knowledge technical support for the organization and on integrated forest and landscape management. In functioning of the recently established FNDS. 2018, a total of four SSKE missions were organized; to The main objective is to provide strategic and from Brazil and Namibia. The SSKE missions have guidance and materials towards its efficient exposed FNDS (and other ministry directorates, such operationalization and ensure that its as DINAB, DINAF, ANAC as well as the NDA to the GCF functioning meets international standards in and the National Treasury Directorate with MEF) to terms of public financial management, including successful experiences and lessons learned globally, accreditation to the Green Climate Fund (GCF). from climate financing to sustainable rural business development, and non-timber forest products value chains. This has contributed to increased knowledge Progress and achievements: for decision makers, project teams and beneficiaries. Technical Assistance to FNDS: Approved by With Brazil, the SSKE missions led to operationalizing the Council of Minister in February 2016, FNDS the tripartite MoU signed in 2017, by developing is progressing as a core multisectoral entity, a Project Document that includes clear activities, promoting and coordinating a wide portfolio of timeline and targets related to sustainable programs and projects to promote sustainable forest management. The implementation of the and inclusive rural development. The World Bank Project, starting in 2019, will be financed by three technical assistance continued to be pivotal in of the WB-financed projects of FNDS, including providing the FNDS Board and staff with tailor- MozFIP, Mozbio and Sustenta. See Annex 2 and made capacity building to improve the functioning 3 for more information from the SSKEs. and skills within the different units. The TA included consulting and advisory services from the Social and Environmental Risk Management: consulting company ML Consultoria, Planejamento Safeguards policies are essential tools during e Gestão (ML), which helped FNDS operationalize project implementation, helping to effectively its managerial architecture and manuals. manage risks, enhance positive impacts and provide a platform for the participation of The main achievements include the revision and stakeholders and local populations in project set up of FNDS new organogram, a final Human design and implementation. In 2018, the MDTF 7 continued its support to strengthen the FNDS and The Agenda 2035 for the Forest Sector: The other Government entities’ safeguards capacity, Agenda 2035 for the Forest Sector consolidates by supporting systematic safeguards training a long-term vision and strategy for the forest to the staff of the Project Implementation Units sector in Mozambique and proposes an action at the national and provincial levels, including plan for achieving this vision and strategy. The the usage of a Grievance Redress Mechanism Agenda was developed through a participatory (GRM) for all projects in the ILM portfolio - called process, organized by seven thematic working the “Dialogue and Grievance Mechanism”. groups each led by key forest sector institutions. Each group conducted public consultations for the specific thematic areas, to ultimately inform an overall strategy for the sector. This work also Pillar 2: Analytical Work fed into the revision of the GoM’s National Forest Program. The MDTF financed analytical work, the The purpose of this pillar is to deliver analytical working groups, consultants and consultations, work in support of a range of cross-cutting issues and worked together with the Food and Agriculture relevant to the ILM portfolio and that can help Organization (FAO) who led the overall coordination enhance the responsiveness and implementation of this activity. The Agenda 2035 and National capacity of the Government. Described below Forest Program will be concluded in early 2019. are the activities and results to which the WB analytical work in 2018 contributed. Community-Based Natural Resources Management (CBNRM) Program: A network of civil society The Mozambique Country Forest Note is a World organizations , currently led by the Iniciativas Terras Bank led publication that articulates the status, Comunitárias (ITC) and government agencies are vision and relevant policies and investment of the currently in the process of developing a long-term forest sector in Mozambique and presents the National Community-Based Natural Resources integrated landscape management and forest- Management (CBNRM) Program for Mozambique. smart approach adopted by the country. It makes This Program’s objective is to define models for the case that strategic investments in the forest capacity building, create a CBNRM Network of and land use sectors are needed to reduce rural experts who would continuously support community poverty and ensure sustainable management organizations, and scale up the implementation of natural resources, particularly forests. The of CBNRM models in the country. This will Note will serve to further the dialogue within the advance the much-needed systematization and Government and with development partners institutionalization of CBNRM approaches as a and other stakeholders and to continue securing tool to for rural development, especially given the financing for advancing the integrated landscape high dependence on renewable natural resources management approach. The TA Program financed (forests, wildlife, fisheries) for local communities´ the publication of the Note in both English (Annex 4) livelihoods. The Program will also guide the national and Portuguese, and dissemination is underway. strategy for sustainable rural development, for Participants on a field trip during the SSKE in Namibia (World Bank, 2018) 8 which effective CBNRM is central. The MDTF has The WB TA to the Miombo Network was concluded in provided crucial support for this activity, in particular October 2018, achieving its overarching objective to through national and regional knowledge sharing leverage the knowledge acquired through integrative events and provision of in-depth technical expertise Miombo research, linking biological, ecological, social that has strengthened the operationalization of the and economic disciplines to provide a scientific CBNRM Working Group who is leading the work. basis for the conservation and sustainable use of With support from the MDTF, MITADER organized the Miombo woodlands in Southern Africa, and in February 2018 in Maputo, the 5th National making it available through a public knowledge and CBNRM Conference, which brought together about communication platform. The TA helped produce two 250 participants to share and discuss lessons and policy briefs; i) Promoting Sustainable Management ideas for designing an effective, functional and of the Miombo Woodlands and ii) Land Use Planning: efficient CBNRM strategy for Mozambique. Through a Tool to Minimize the Environmental and Social the Conference, a strong partnership was formed Impacts of Agricultural Expansion in Southern Africa. between Mozambican institutions and the Namibian The two policy briefs significantly contributed to Association of CBNRM Support Organizations facilitating policymaking decisions in Mozambique in (NACSO), with a commitment to translate Namibia’s 2018. The Miombo Forest Policy Analysis: Research recognized best practices for community-based Report was also produced, comparing policies across conservation and sustainable natural resources the Miombo region with the goal to advocate for policy management into a model that Mozambique can harmonization. See Annex 6, 7, 8 for the products. adopt. The MDTF thereafter supported an SSKE involving key stakeholders to Namibia, a workshop Climate Change Adaptation, Mitigation Financing: in Maputo to discuss ways forward to support the To support the GoM in operationalizing and development of the Mozambique CBNRM model implementing its Nationally Determined Contribution and two CBNRM specialists to work with the (NDC) commitments, the MDTF has supported Mozambican CBNRM team. See Annex 5 for more the Government with a series of capacity building information on the National CBNRM program. workshops, SSKE missions and multisectoral meetings to share knowledge of success cases (e.g. Support to the Miombo Network (MN): The Miombo Mexico, Namibia) and provided capacity building on Network (regional forest and ecosystems monitoring climate change mainstreaming, climate financing network) is an organization dedicated to providing opportunities and synergies between climate-smart scientific information and policy guidance for a better strategies and climate funds. The TA provided by future of the Miombo forests across the region, the WB through the MDTF has been pivotal for conducting research and policy analysis aiming at Mozambique’s accreditation to the Green Climate improving forest management, land use planning Fund (GCF), the establishment of National Designated and analysis of the trade-offs between agricultural Authority (NDA) to the GCF based at the Ministry of development and ecosystem service provision (with Finance and its advisory board, mission and vision an emphasis on spatial planning data and databases). as well as a finalized GCF project approval manual. Participants at the joint validation of the NDC Roadmap and Partnership Plan on November 15, the event was led by the MITADER Deputy Minister, NDC Partnership Director General and development partners (NDC Partnership, 2018) 9 With co-financing of an additional US$0.4 million from The Gender Pilot Program will be implemented the NDC Partnership Support Facility (NDCP-SF), a in three phases and includes firm was contracted in early 2018 to develop, under the leadership of the National Environment Directorate iii.  Identify gender barriers and knowledge gaps in (DINAB) the NDC Implementation Roadmap for the the ILM Portfolio in Mozambique, particularly sectors of Agriculture, Energy, Water, Transport in the management of forestry, biodiversity, and Early Warning Systems, as well as to assess agriculture, and fisheries at the community level. the national priority actions and training needs, to iv.  Design and pilot innovative gender complement the ratified NDC with an implementation mainstreaming actions/interventions and matrix. The firm´s work included the assessment develop practical guidance to address of the sectors mitigation and adaptation priorities, the gender gap and better mainstream training on GHG emissions and the design of a into current and future NRM projects Climate Change coordination structure, covering supported by the Mozambique ILM Portfolio, all sectors, both at national and provincial levels. particularly on CBNRM initiatives. The TA facilitated the establishment of a close dialogue v.  Improve monitoring and evaluation of gender- and partnerships with Sweden, Portugal (who funded related outcomes in the ILM Portfolio the Communication Strategy), FAO and UNCDF (UNCDF and Sweden developing the Local Adaptation This gender MDTF supported activities will also build Plans), which led to a combined approach to both the the knowledge and capacity of World Bank and PIU NDC Roadmap and the Partnership Plan and their joint staff on gender mainstreaming in WBG operations validation on November 15, in an event led by MITADER and help feed into material that will be tested and Deputy Minister, the NDC Partnership Director General used by the National CBNRM Program. To and highly participated by development partners complement resources from the MDTF for the Gender and sectors. The NDC Roadmap was approved by Pilot Program, the team successfully sought and the Council of Ministers on December 11, 2018. The obtained a co-financing from FCPF of $ 100,000 and TA and analytical work provided to the Government from CIF of $ 30,000. has strengthened its capacity to coordinate and communicate on Climate Change related mechanisms. Below: a Bank beneficiary in Cabo Delgado. The Bank It resulted in Mozambique´s selection by the NDC works to ensure gender dimensions into all activities Partnership as the country with the best partner throughout Mozambique (World Bank, 2019). engagement, leading to the development and approval of strategic documents that allow GoM sectors and development partners to better identify opportunities and approaches to mobilizing climate funds for the identified priorities. See Annex 9 for the NDC Roadmap Mainstreaming Gender in Natural Resources Management in Mozambique: The World Bank, and MITADER, recognizes the importance of incorporating gender dimensions in the ILM Portfolio and the potential that mainstreaming gender can have for development outcomes. Yet to effectively address this challenge, there is a need to increase the qualitative understanding of gender differences in ILM project- affected communities and to conceptualize practical interventions/activities that the Government can use to help address them. To support MITADER launch this process, the World Bank initiated a Gender Pilot Program in December 2018, which will provide its support to the development of an analysis, concrete and practical recommendations and tools, and to pilot the implementation of prioritized interventions in selected areas. It has the aim to improve outcomes for women beneficiaries and for selected projects and build evidence for a gender-targeted approach in natural resources management projects in Mozambique. 10 Pillar 3: Advocacy and Communications The strategic outreach and communication work covered by the TA Program has given Mozambique broad international exposure and increased MITADER’s capacity for outreach to stakeholders within the country. Through the TA Program, flagship events have been organized that have pushed national agendas forward and put Mozambique in the spotlight, and a large amount of content has been developed for knowledge sharing and raising the visibility of ILM. Events of note include: The Resettlement Annual meeting, held in November and led by MITADER, which gathered GoM representatives Nature-Based Tourism Conference: The International from all over the country, academia and civil society Nature-Based Tourism Conference, held in June representatives, for two days, to discuss resettlements 2018, gathered high-level participants from the legal requirements, safeguards and interlinkages to the region to discuss conservation and investment investment sectors and partners. The contributions opportunities in conservation areas. More than 500 included aspects on human settlements and proper people participated, and the conference was opened land use and land management analysis, linking by the President of Mozambique and attended by it to the National Territorial Plan for Development several Ministers from Mozambique (from MITADER (Plano Nacional de Desenvolvimento Territorial) and MICULTUR) and other countries in the region. exercise and contributing to the establishment of A key outcome was that over US$600M in private a dialogue platform, aiming at ensuring that all investment in nature-based tourism, including cross-cutting aspects such as climate change and co-management and investment activities, were population dynamics are brought into the analysis. announced. The event highlighted the environmental and economic value of nature-based tourism while Participation in international events: The TA Program also showcased to all international participants the has enabled both World Bank and GoM teams to richness of Mozambique conservation areas. The showcase the ongoing work, participate in knowledge Global Wildlife Program (GWP), a partner to the and scientific related events, and to monitor, report and conference and represented by 35 of its members, disseminate best practices and lessons learned. The mentioned this event as the best co-organized by teams participated in the Africa Climate Week/Africa GWP. The Minister of MITADER highly praised the Carbon Forum in Nairobi, in the Global Landscapes Forum World Bank´s support and technical assistance in in Bonn, where the Zambézia Landscape approach and general and to the sustainability of Mozambique’s results were presented and where praised as a success conservation areas and the conference organization. of integration and work. In Bonn, the ILM portfolio was See Annex 5 for a brochure on the conference. recognized for applying best practices for integrated landscape management, particularly in its application The three regional CBNRM conferences and the of spatial planning techniques, combination between 5th National CBNRM Conference mentioned in restoration and sustainable production activities, and the previous section, contributed to assessing enabling of private sector involvement and stakeholder challenges, opportunities, approaches and lessons participation. The team has also organized relevant learned of CBNRM and led to a partnership workshops and conferences in Mozambique throughout with Namibia’s NACSO for the development of a the year, many hosted in the Provinces of Nampula, National CBNRM Program and the strengthening Zambézia and Cabo Delgado that feed directly into of the Mozambique CBNRM legal framework. technical areas of the portfolio and its implementation. The NDC Roadmap Validation, held in November and Communications: The ILM website and the led by MITADER, led to the joint validation of the publications of communication and knowledge Roadmap, the Communications Strategy, and the NDC material complemented the showcase of best Partnership Plan. Presented as one document, this is practices and fostered partnerships mobilization. A the result of coordinated work between GoM rich diversity of publications has been produced and institutions and development partners and will provide distributed which contribute to sharing knowledge, guidance for aligned sectoral low carbon and resilient best practices and success stories to all stakeholders investment priorities. – all publications can be found on the ILM website. 11 Knowledge sharing: The Mozambique IFLM team has Pillar 4: Trust Fund Management and also sought to share knowledge from Mozambique Coordination and on ILM with other portfolios within the World Bank. The team has organized multiple knowledge This Pillar ensures efficient management and sharing events addressing target audience as NGOs, administration of the MDTF. The World Bank academia and development partners, on sustainable maintains dedicated staff to oversee the MDTF’s charcoal production, Miombo landscape practices, strategic implementation and to conduct the day- land use and land planning, community land tenure to-day planning, execution and monitoring of work and CBNRM, resilient rural development, and plans and budgets, supervision and coordination natural resources management in Mozambique. of the several consultants working with GoM institutions, fostering team and partnership building, The team has also been engaging with other mobilizing further resources and supporting the development partners to foster knowledge development and implementation of new activities, sharing and increase coordination and efficiency. contributing to strengthen the ILM portfolio results. It has promoted and facilitated cross-cutting discussions of transversal themes such as the The MDTF has been adequately managed throughout PNDT, the NDC, Rural Development, Climate Change 2018, and Government and partners have expressed (including the Local Adaptation Plans) and Gender, appreciation to the assistance provided, as aiming at fostering the use of the Integrated demonstrated by the results of a Client Satisfaction Landscape Management approach more widely. Survey conducted in June 2018 in which the overall response was very satisfactory and positive as to Recognition from the World Bank: The dynamic the importance and relevance of the TA, with over work of the Mozambique ILM Portfolio has not 80% of responses rating overall satisfaction equal only received important recognition from the to, or above, 8 out of 10. More info on the Client Government of Mozambique, but from within Satisfaction Survey is found in the following section. the World Bank, as demonstrated by the team being awarded several awards since 2016. Accumulated expenditures and available budget In 2018, the ILM Team was awarded the 2018 for the Bank Executed portion of the MDTF World Bank Sustainable Development VPU Team BE Grand Total Amount                             Awards for its results driven, collaborative and (of which $1,129,626 still 4,429,626.00 innovative approach to ILM and for its efforts in to be transferred) creating, applying and sharing knowledge to increase Accumulated expenditures (2,958,999.48) development impacts. The team was also awarded as of 30 December 2018 the Stories of Impact Award, for its remarkable use Registered commitments up (262,382.83) of community approach in project. The contribution to June 2019 (which is the of the MDTF has been pivotal to enable the team end of WB Fiscal Year) to implement such a comprehensive approach of Available budget as of 1,208,243.69 investments, TA and analytical work to Mozambique. 1 January 2019 Budget allocation - Pillar per Fiscal Year $2,000,000.00 $1,800,000.00 $1,600,000.00 Pillar 4 - Trust Fund Management and M&E $1,400,000.00 $1,200,000.00 Pillar 3 - Advocacy and $1,000,000.00 Communications $800,000.00 Pillar 2 - Analytical work $600,000.00 (includes NDC SF Grant, $400,000.00 $ 400k) Pillar 1 - Support to $200,000.00 FNDS $0.00 FY 17 FY 18 FY 19 * The budget allocation per pillar is reported according to the World Bank’s Fiscal year, which goes from July 1 to June 30. 12 Recipient Executed Activities (RE) The MDTF Recipient-Executed activities are •  At the end of 2018, 14 beneficiaries of the implemented under the US$ 47 million MozFIP planted forests grant scheme received support Project and are contributing to achieving the to develop business plans for a total of 600 project objectives. See Annex 11 for the MozFIP hectares. Agroforestry systems extensionists Implementation Status Report (ISR) January 2019. were trained, land preparation begun with 300 During the calendar year of 2018, the World Bank led beneficiaries in Zambezia and 156 beneficiaries two implementation support missions with MITADER, in Cabo Delgado, and seedlings were purchased and the project was rated as Moderately Satisfactory. and transported to planting sites. Planting under both schemes are expected in both provinces during this 2018/19 rainy season. Component 1: Promoting Integrated Landscape Management •  The MozFIP will support a water monitoring system of micro-watersheds where plantations •  Community land delimitation is ongoing as will take place, in partnership with the planned, with 8 communities delimited in Zambézia in 2018 and 7764 parcels registered. local government and the Unizambeze. A first Agenda Comunitária was completed •  The Multi-Stakeholder Landscape Forums in that contains community land and resource Zambézia and Cabo Delgado Provinces have use plans. Efforts are ongoing to link these a vision for their landscapes, are operational, community-level plans to district-level plans. and have their thematic groups meeting regularly. Capacity building activities on land management and geospatial planning targeted at provincial and district staff have been conducted through these Forums. Left: Fatima Samuel, •  Two Community-forest operator partnerships with her baby, is a are advancing in the Zambezia province. In Bank beneficary in Bazaruto Archipelago 2018, the forest inventories and management (World Bank, 2019). plans for both proposed concession areas were finalized, and capacity building commenced in both communities. The three main areas of training are: a) governance and community management; b) administration and finance; c) law enforcement and legislation. The next steps are to define the partnership model and negotiate the partnership between the parties. The communities will also be supported to access matching grants under the SUSTENTA project to develop other value chains. •  Activities to promote sustainable charcoal production in Cabo Delgado has begun. Beneficiaries received training and were supported in the formation of producer associations. 13 Component 2: Strengthening the Enabling implementation of the natural forest activities. Conditions for Sustainable Forest Management A local team was hired, and activities are being implement. The Agenda 2035 for the Forest •  The fourth National Forest Inventory and Sector and National Forest Program has been deforestation data analysis were completed, drafted and will be publicly consulted along with and were officially launched in December. the Forest Policy and Strategy in February 2019. These results will serve as the means for The Forest Information System was tested in reconciling available forest resources with January 2019, with the aim of operationalization the national priorities defined by the GoM. for the 2019 forest campaign. An institutional Simultaneously, and for the first time capacity building plan for the forest directorate in Mozambique, these results have been (DINAF) is being developed, and a plan for the made available online, representing a step concessions’ framework reform is underway. forward in forest governance. The GoM through FNDS is finalizing the development •  An assessment of the forest operators of the National Forest Monitoring System was prepared in the whole country and and associated emissions measurement, a forest governance assessment was reporting and verification (MRV) procedures. implemented in both provinces of the country. The results will contribute to better •  Work on the National Land Use Plan has forest management in the country. initiated, and territorial development model scenarios were publicly presented in the first •  A forest certification scheme is being developed round of national consultations. It is expected with the guidance of the FSC; and financed the final national land use plan to be ready by the MozFIP project. The goal is to have by mid-2019, and endorsed after that. national standards by beginning of 2020. •  The law enforcement agency (AQUA) has •  The project’s Grievance Redress Mechanism designed a pilot forest law enforcement is operational, and specialized training and program in Zambézia, in which a revised awareness-raising with FNDS staff and local provincial command structure and improved communities have been conducted, with the field procedures will be tested. This will include broad dissemination of communications a new Information and Planning department, an materials. On safeguards, a protocol for increased number of mobile brigades, and closer avoiding conversion of critical habitat was collaboration with other relevant agencies such tested with a focus on forest plantations as as Customs and the Attorney General’s office. well as a land protocol. Provincial safeguards specialists and extensionists will be trained •  The United Nations Food and Agriculture in the application of both protocols. Organization (FAO) was hired to lead the 14 Client Satisfaction Survey The TA on ILM has two indicators in its Results Baseline: 0; Target: 80%; Current result: 83% Framework, shown below. Overall, the targets have been met — and are expected to be exceeded – before Number of beneficiary institutions receiving TA. This the end of the Program. The first satisfaction survey indicator receives the number of institutions from to measure the first TA indicator was conducted in different sectors (Government at national, provincial June 2018 to assess the TA’s beneficiaries’ perception and district levels, NGOs, communities, private of its effectiveness. The survey was sent to 45 sector) directly benefitting from TA activities. focal points in 14 institutions and covers the TA Baseline: 0; Target: 15; Current result: 15 services delivered between June 2016 to 2018. 23 responses were received. The questions focused on The institutions benefiting from the TA include four indicators of effectiveness: Quality, Usefulness, multiple government ministries and agencies Relevance and Alignment. The overall level of (MEF, MITADER, FNDS, AQUA, ANAC, the National satisfaction was very high in all aspects of the survey Forest Directorate, the National Designated and the following key elements were specified: Authority), Biofund, WWF and IUCN. •  Quality: Reliable and timely, solutions- oriented and supports the transfer of knowledge to local teams •  Usefulness: Integrated Landscape Management and Safeguards noted as the most useful training received, SSKE mentioned as a practical method of learning from other experiences •  Relevance: Support is cross-cutting, always present and available, results- oriented, and the TA is consistent across projects and institutions/sectors •  Alignment: Bank’s support seen as aligned with the Government’s plans The overall response was very satisfactory and positive as to the importance and relevance of this TA, with over 80% of responses rating overall satisfaction equal to, or above, 8 out of 10. Level of satisfaction of targeted beneficiaries (government and strategic partners) about the implementation of the TA program. This indicator measures the level of satisfaction of Results from participants when asked how they targeted beneficiaries (government and strategic rate the relevance (left) and quality (right) of the partners) and is measured through a survey to be technical assistance provided by the World Bank. administered every two years. See following graphs for more details on the survey and its results. 15 Integrated Landscape Management and Rural Development in Mozambique The Way Forward Mozambique has progressed towards the dual goals engaged in logging are being supported in seeking new of reducing rural poverty and managing its renewable markets for their timber, through the development natural resources (forestry and wildlife) sustainably of national minimum criteria for sustainable forest in the past years three years. The Integrated management, and promotion of forest certification. Landscape Management (ILM) portfolio2, partially funded through Multi-Donor Trust Fund (MDTF) for Results in promoting sustainable natural resources ILM, has provided funding to investment projects such management include forest and protected areas as Mozambique Forest Investment project (MozFIP) conservation, which contribute to climate change and Sustenta, and supported continued technical mitigation. Deforestation rates in Mozambique have assistance to the Government and other stakeholders. consistently dropped over the past three years. The This has played a significant role in the social and country has experienced an average of 82.000 hectares environmental achievements so far, but the needs of forests lost every year from 2014-2017, as opposed are much larger, and ongoing work needs to be scaled to an average of 267.000 hectares / year from 2003 – up with additional funding from different sources. 2013. This is explained by several reasons but providing alternatives to local communities to slash and burn The ILM portfolio has contributed to reducing rural agriculture (such agroforestry, conservation agriculture poverty in Mozambique through the promotion of and forest plantations), and increased awareness and new rural business, increased agriculture yields, strengthened law enforcement against illegal forest and non-farm jobs (including in tourism). Preliminary removal (such as the operationalization of the national results from the Sustenta and MozFIP projects how law enforcement agency AQUA, and the evaluation that over 6,500 rural households (about 20 percent of forest operators) have certainly played a key role3. headed by women) have adopted new agriculture Strengthened management of some protected areas such techniques, including conservation agriculture and the as the Gilé Reserve in Zambezia also contributed to these use of inputs, and are now involved in agriculture and results. While success is by no means assured, what has forest-based value chains in the Nampula, Zambezia been achieved so far in Mozambique is already impressive, and Cabo Delgado provinces. This has led to increased makes it more likely that Mozambique may be paid for income and resilience to shocks, including climate. This reduced emissions from deforestation. Mozambique is number is expected to grow significantly during the the second country in the world to sign an Emissions ongoing 2018/2019 agricultural season. As another Reductions Payments Agreement (ERPA) for Reduced example, charcoal makers in Cabo Delgado have Emissions from Deforestation and Forest Degradation adopted more effective charcoal making techniques, (REDD+) for the Zambezia Landscape Program4, which reducing forest waste. Access to land has been secured makes the country eligible now to receive payments in the targeted provinces – over 36,000 individual for its contribution to mitigating climate change, of up titles have been issued, and 68 communities have been to US$50 million, in case deforestation continues to delimited, with this number to reach 150,000 and 420, reduce. Still related to forests, Mozambique successfully respectively by 2022. Finally, private sector companies completed the fourth national forest inventory, and is 2 As discussed above, the ILM Portfolio is made up of several operations that promote with rural development and sustainable natural resources management, and include Sustenta, the Forest Investment Project, Biodiversity for Development project (MozBio), MozLand, among others. The full report presents more details. 3 Note that deforestation refers to the change of land use form forest to other land use, such as agriculture. In Mozambique, almost 70% of deforestation is linked to slash and burn agriculture. Removal of trees for timber, such as for the Chinese market, is normally associated with degradation – a reduction in forest cover – but with no land use change. 4 The Zambezia Landscape Program is financed through several projects, including MozFIP, and aims to reduce rural poverty and deforestation in 9 districts in northwest Zambezia. The Program is coordinated by a project management unit based in 16 now able to monitor its forest cover almost in real time. jurisdiction. MozFIP could also encompass other The country has finalized its Nationally Determined sectoral areas where its current support is limited, Contribution to the UNFCCC and engaged with the such as sustainable charcoal production and the Green Climate Fund (GCF) on funding opportunities. substitution of charcoal use by gas in urban areas. Finally, the country managed to improve the This would allow the expansion of the ILM model management of 1.8 million hectares of protected geographically and scale up its demonstrable areas, with support from the MozBio Phase 1 project. impacts in improving livelihoods in rural areas and sustainable natural resources management. Mozambique’s Ministry of Environment, Land and Rural Development (MITADER) has led the ILM portfolio, •  The Sustenta project, which has been repeatedly which is implemented by the National Sustainable presented by the President as a priority initiative Development Fund (FNDS)5. The FNDS has established for the country, is currently implemented in significant capacity to manage international funds and selected districts in Zambezia and Nampula. deploy them to initiatives that promote rural development Again, there is significant interest in other and the sustainable management of natural resources. provinces. Sustenta is financing small-emerging The FNDS works with several departments within commercial farmers, and associated small farmers, MITADER (land, forests, land use planning, protected to have access to agriculture inputs, technical areas agency, etc.) and other ministries – including assistance, and supporting with market access agriculture and public works. The FNDS has been through basic infrastructure construction or positively evaluated by the GCF and is expected to rehabilitation. The number of targeted farmers, lead the implementation of GCF funding in the future. and the targeting and inclusion of more female beneficiaries, could be significantly increased The ILM MDTF has been critical in achieving the results should additional resources be available. above. As a new Fund, the FNDS has required (and still requires) support to implement such an ambitious •  FNDS institutional and human capacity also needs multi-sectoral portfolio, and coordinate with multiple continued strengthening. The FNDS could become a Government departments and provinces. The ILM key national institutional to support rural business MDTF has provided organizational support for FNDS initiatives through access to finance, technical to strengthen its capacity – from HR management, to assistance, support to basic infrastructure and fiduciary, to strategic planning, through the recruitment others. The FNDS can also play a role in mobilizing of specialized management support firms and, perhaps and deploying climate finance, including from the more significantly, the day to day support from the World Green Climate Fund. However, its capacity needs Bank team. The ILM MDTF has allowed the World Bank to continue being strengthened, in key areas to forge strategic partnerships, with non-governmental such as procurement, financial management, actors, such as with the World Wildlife Fund (WWF) monitoring and evaluation, gender integration in the forest sector, and with Fundação Iniciativa and mainstreaming in project implementation para Terras Comunitárias (ITC-F) around community- and human resources management. based natural resources management (CBNRM). Finally, the ILM MDTF has been co-financing MozFIP, •  Over half of the resources allocated to the a key project in the ILM portfolio, focused on reducing ILM MDTF have been used up to the end of deforestation and promoting forest-based value chains 2018, particularly the funds for the technical (including small-scale commercial forest plantation). assistance program (bank-executed funds). Additional funding is needed to allow the The ILM portfolio needs to be continued and World Bank team to continue providing the scaled up to continue supporting reduced rural same level of technical assistance to the poverty and sustainable natural resources Government, conduct relevant analytical and management, and the ILM MDTF can be used for communication and dissemination activities. that. The needs in rural areas in Mozambique are Additional funding could also be absorbed enormous. Three initiatives make the point. by the projects implemented by FNDS – such as MozFIP or Sustenta – and allow its reach •  The MozFIP project is currently implemented and depth to be strengthened. This would only in selected districts of Zambezia and Cabo also allow for continued and strengthened Delgado. There has been significant interest from donor coordination in key strategic areas other provinces, particularly Manica, Sofala and for the Government of Mozambique. Nampula, for the project to be expanded to their Mocuba, and reports to the Governor and MITADER / FNDS. 5 FNDS was established in 2016 to channel domestic and international funds for rural development and sustainable natural resources management. 17 Below: A woman and her children in the northern province of Cabo Delgado (World Bank, 2019). 18 BE MDTF to the ILM portfolio – Results Matrix 19 20 21 22 23 24 Annexes ANNEX ONE Report on ML Consultoria´s TA for FNDS 1 ANNEX TWO SSKE Mission to Brazil report 37 ANNEX THREE SSKE Mission to Namibia report 65 ANNEX FOUR Mozambique Country Forest Note 83 ANNEX FIVE CBNRM National Conference Leaflet 124 ANNEX SIX Miombo Network Policy Brief 2 Promoting Sustainable Management of the Miombo Woodlands 127 ANNEX SEVEN Miombo Network Policy Brief Land Use Planning a Tool to Minimize Environmental and Social Impacts 137 ANNEX EIGHT Miombo Network Report Miombo Miombo Forestry Policy Analysis Research Report 147 ANNEX NINE NDC Roadmap English Summary 171 ANNEX TEN DGM CBNRM Policy Brief 2017 201 ANNEX ELEVEN MozFIP Implementation Status and Results Report January 2019 209 Page 1 in Annexes ANNEX ONE Report on ML Consultoria´s TA for FNDS Page 2 in Annexes # Apoio Organizacional ao Fundo Nacional de Desenvolvimento Sustentável de Moçambique – FNDS/MITADER Contrato Banco Mundial #7185346 Relatório 4 05.06.2018 - 1- Page 3 in Annexes Apresentação O presente relatório tem por objeto a etapa final de execução do Contrato # 7185346 firmado entre o Banco Mundial e a ML Consultoria para Apoio Organizacional ao Fundo Nacional de Desenvolvimento Sustentável – FNDS, vinculado ao Ministério da Terra, Ambeinte e Desenvolvimento rurla de Moçambique – MITADER. Esse contrato representou continuidade e complementação ao Contrato # 7181732, e, por esse motivo, faz algumas remissões, ao longo do texto, ao contrato inicial. O relatório tem uma estrutura singela, constituída pelo capítulo I, que traz um sumário executivo do relatório, e pelo capítulo II, que compreende uma avaliação sintética das entregas feitas em cada uma das cinco etapas de trabalho, dos resultados obtidos pelo FNDS em cada uma delas e dos desafios que se colocam para a instituição a partir desses resultados. Um terceiro capítulo traz a listagem dos principais produtos dos dois contratos, cujos arquivos são entregues em disco rígido, anexo ao presente volume. Maputo, junho de 2018 - 2- Page 4 in Annexes Índice I. SUMÁRIO EXECUTIVO 4 II. AVALIAÇÃO DE RESULTADOS E IDENTIFICAÇÃO DE DESAFIOS 12 Etapa 1 – Estrutura de Governança 13 Etapa 2 – Implementação de macroprocessos 17 Etapa 3 – Apoio à gestão do plano estratégico e à capacitação gerencial 13 3.1. Monitoramento e capacitação para implementação do sistema de 20 avaliação de desempenho dos recursos humanos 3.2. Monitoramento dos indicadores estratégicos 21 Etapa 4 – Manual de gestão financeira 24 Etapa 5 – Gestão estratégica de projetos 25 Quadro Síntese 29 III. RELAÇÃO DOS PRINCIPAIS PRODUTOS DOS CONTRATOS 32 - 3- Page 5 in Annexes 1. Título 1 Xxx  Xxx o XXX 1.1. Título 2 I Xxx  Xxx Sumário Executivo o XXX 1.1.1. Título 3 Xxx  Xxx o XXX TÍTULO DE FIGURA/TABELA XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX - 4- Page 6 in Annexes I. Sumário Executivo O presente relatório é relativo ao quarto e último conjunto de entregas previsto no Contrato do Banco Mundial #7185346 (quinto, se considerada a programação detalhada de trabalho como a primeira entrega formal), que tem por objeto a prestação de serviços de consultoria para Apoio Organizacional ao Fundo Nacional de Desenvolvimento Sustentável de Moçambique – MITADER. O quadro a seguir sintetiza o conjunto dos componentes, etapas e atividades executadas no contrato. Componentes / Estapas / Atividades do Contrato Componente 1 – Continuidade e consolidação do ano fiscal de 2017 Etapa 1 – Estrutura de governança Atividade 1.1 – Estruturação do Conselho Deliberativo / Comitês Atividade 1.2 – Código de ética Atividade 1.3 – Políticas, diretrizes e regras Etapa 2 – Implementação de macroprocessos Atividade 2.1 – Implementação, gestão e melhoria dos macroprocessos detalhados Atividade 2.2 – Manual de gestão de processos Atividade 2.3 – Capacitação para o mapeamento dos 18 macroprocessos restantes Etapa 3 – Apoio à gestão do plano estratégico e à capacitação gerencial Atividade 3.1 – Monitoramento e capacitação para implementação do sistema de avaliação de desempenho dos recursos humanos Atividade 3.2 – Monitoramento dos indicadores estratégicos das unidades organizacionais Atividade 3.3 – Acordos de resultados entre as Unidades e o CA Atividade 3.4 – Implementação e capacitação da rede de monitoramento dos indicadores estratégicos Atividade 3.5 – Primeiro ciclo de monitoramento dos indicadores estratégicos – apoio técnico e metodológico Etapa 4 – Manual de gestão administrativa e financeira Atividade 4.1 – Elaboração, discussão e aprovação do manual Componente 2 – Gestão de Projetos Etapa 5 – Gestão estratégica de projetos Atividade 5.1 – Modelagem do método e ferramenta e capacitação da equipe Atividade 5.2 – Acordos de resultados e template de monitoramento dos projetos Atividade 5.3 – Rede de monitoramento dos projetos - 5- Page 7 in Annexes As entregas formalmente previstas no contrato constituíram-se em: ENTREGA CONTEÚDO 1 1.1. Plano de trabalho detalhado 2.1. Melhores práticas de governança de fundos ambientais 2.2. Abordagem detalhada de gestão de processos 2 2.3. Resultados do workshop de recursos humanos 2.4. Modelo de gestão de projetos e protótipo da ferramenta de apoio 3.1. Proposta de estrutura do Conselho Deliberativo e comitês de apoio 3.2. Identificação de efeitos indesejados e priorização de tratamento para os macroprocessos 3 3.3. Desenho do dashboard de indicadores das unidades organizacionais 3.4. Orientações iniciais detalhadas para gestão administrativa e financeira 3.5. Modelo de gestão dos projetos e ferramenta de apoio implantada 4.1. Código de ética e políticas de governança (incluindo capacitação da equipe) 4.2. Planos de melhoria dos macroprocessos 4 4.3. Acordos de resultados das unidades organizacionais 4.4. Orientações detalhadas para gestão administrativa e financeira 4.5. Acordos de resultados dos projetos celebrados e gestão estratégica implantada 5.1. Relatório final de gestão estratégica dos projetos 5 5.2. Relatório final de avaliação da consultora No período de trabalho a que se refere o relatório – 15 de março a 31 de maio – foi dada continuidade e conclusão à execução das cinco etapas de trabalho previstas, em especial à etapa 5, conforme pode ser verificado no cronograma geral apresentado na página 10. Em razão de do presente relatório ser conclusivo do contrato, optou-se por uma abordagem abrangente de todo o trabalho, fazendo-se, no capítulo II, a retrospectiva de todo o desenvolvimento ocorrido em cada etapa, a avaliação dessa evolução e dos resultados obtidos, e as recomendações ao FNDS para manutenção, apropriação e desenvolvimento futuro dos produtos e resultados. Ao cronograma geral de execução efetivamente seguido ao longo do trabalho, apresentado na página 10, segue-se a definição do cronograma e escopos de conclusão de cada uma das etapas do contrato, conforme definida na reunião de coordenação e balanço realizada entre o CA e a Direção da Consultora, em 06.02.2018, com a participação do Banco Mundial. Sinteticamente, Na etapa 1, voltada para a governança:  foi desenvolvido pela consultora um estudo sobre as melhores práticas de governança (em nível mundial) de fundos ambientais, que veio a ser utilizado na etapa - 6- Page 8 in Annexes imediatamente posterior, a saber, a proposição da estrutura, atribuições, composição e funcionamento do Conselho Deliberativo e dos Comitês do FNDS;  foi desenvolvida uma proposta da consultora para a Estrutura de Governança do FNDS, compreendendo o seu Conselho Deliberativo, Conselho Fiscal e comitês de apoio, com a sugestão de uma estratégia de médio prazo para sua implantação; e  foi concluída a proposta da consultora para o Código de Ética e as Políticas de Governança do FNDS, além da elaboração de um “Manual de Governança do FNDS”. Na etapa 2, de implementação de processos do FNDS,  foi desenhada, discutida e aprovada a abordagem detalhada de gestão de processos a ser utilizada nas etapas subsequentes, a iniciar pela identificação de efeitos indesejados e priorização de tratamento para os macroprocessos;  foi feita a identificação de efeitos indesejados e priorização de tratamento para cinco dos seis macroprocessos selecionados, sendo que o trabalho em relação ao sexto processo foi substituído por uma análise e avaliação específicas a respeito do dimensionamento e desempenho da equipe de Procurement do FNDS;  foram concluídos os planos de melhoria dos cinco macroprocessos objeto de trabalho, além da conclusão da análise e avaliação do dimensionamento e desempenho da equipe de Procurement do FNDS; e  foi ainda desenvolvida uma ferramenta de Business Inteligence (não prevista no contrato) para a gestão do desempenho da área de Porcurement. Na etapa 3, voltada para a gestão estratégica e capacitação gerencial dos recursos humanos do FNDS,  foi realizado um alinhamento com os níveis técnico e gerencial referente aos modelos de competências e de gestão de desempenho e elaborada a agenda e os conteúdos do treinamento a ser realizado com os líderes do Fundo;  foi realizado um workshop com o nível gerencial do Fundo referente à implementação dos modelos de competências e de gestão de desempenho;  foi feito o teste do modelo em relação ao nível gerencial do FNDS;  foi feita a capacitação dos Administradores do Conselho de Administração para aorientar a discussão dos acordos de resultados a serem negociados entre eles e os gerentes;  foi desenvolvido um manual de gestão de desempenho (não previsto) para orientação da aplicação do modelo;  foi desenvolvido pela consultoria, em conjunto com as unidades organizacionais do FNDS, o desenho do dashboard de indicadores e metas do Plano Estratégico 2017-2021; e - 7- Page 9 in Annexes  foi concluído pela consultoria, em conjunto com as unidades organizacionais do FNDS, o dashboard de indicadores e metas do Plano Estratégico 2017-2021 relativas ao exercício de 2017 Na etapa 4, de elaboração do Manual de Gestão Financeira do FNDS:  foi discutida e negociada a subcontratação pela ML de consultoria local para o desenvolvimento do manual de gestão financeira do FNDS. A equipe da área administrativa e financeira do Fundo elaborou uma proposta de termos de referência, que foi discutida com a consultora e a subcontratada, revisada e formalizada entre as três partes;  foi feito o desenvolvimento do manual de gestão financeira do FNDS e, ao cabo de diversas reuniões de trabalho com a área administrativa e financeira do FNDS, foi disponibilizado e analisado pelo Fundo um primeiro esboço do documento, com orientações iniciais detalhadas para gestão administrativa e financeira da Instituição; e  foi concluído o desenvolvimento do manual de gestão financeira do FNDS, tendo também se realizado a capacitação da equipe do FNDS para sua utilização. Na etapa 5, voltada para a gestão estratégica da carteira de projetos do FNDS:  foi proposto e discutido um modelo de gestão estratégica de projetos e um protótipo de sistema de informações de apoio à gestão, através da realização de um workshop com as equipes dos projetos Sustenta e FIP e de uma reunião com o coordenador de M&E do projeto Mozbio. Tanto o modelo quanto o protótipo foram objeto de ajustes, e as equipes dos projetos empenharam-se, com o apoio da ML, no cadastramento dos respectivos componentes e atividades no software de apoio;  foi definido o modelo de gestão estratégica de projetos a ser utilizado pelo FNDS e foi implantada a ferramenta de apoio a esse modelo – o SIGEPRO, o qual continuou a ser objeto de ajustes e aperfeiçoamentos até o final do contrato;  foram realizados três ciclos de monitoramento estratégico dos projectos do FNDS, tendo por objeto, conforme acordado com o CA, os projectos SUSTENTA, MOZFIP, BANCARIZAÇÃO RURAL E SOLUÇÃO HABITAÇÃO. Em uma avaliação geral e abrangente de todo o período de trabalho do contrato, a consultora destaca como aspectos positivos:  A facilidade de trato e de interlocução entre o cliente e a consultora, facilitados pela atitude positiva da equipe do FNDS em relação ao trabalho;  A facilidade de comunicação e entendimento dos objetos e abordagens trabalhadas, pelo bom nível de preparo e formação da equipe técnica do FNDS; e  O interesse, motivação e engajamento de algumas equipes e pessoas nos trabalhos. - 8- Page 10 in Annexes Por outro lado, a consultora destaca como dificuldades de execução – que inclusive tiveram impactos significativos no cronograma do projeto: Na etapa 2:  As indefinições e mudanças de rumo e/ou escopo acontecidas em relação a alguns macroprocessos objeto de trabalho; Na etapa 3:  Atrasos na elaboração do dashboard de métricas estratégicas, causados pela falta de dados e séries históricas confiáveis e, em alguns casos, pela cultura ainda incipiente de trabalhar orientado para resultados e metas;  Retardo na implantação-piloto no novo modelo de gestão de desempenho devido à reduzida disponibilidade de parte significativa dos líderes das unidades organizacionais; Na etapa 5:  Dificuldades de cadastramento no SIGEPRO dos projectos selecionados, que causaram atrasos significativos em relação ao cronograma original, além das dificuldades de agendamento e execução das reuniões de decisão dos componentes / projectos / pelouro / CA, decorrentes das restrições de agenda dos envolvidos.  Evolução não muito controlada do modelo adotado para o Sigepro no sentido desejado pelo FNDS de refletir mais diretamente as práticas de acompanhamento do projectos do banco mundial em um nível maior de detalhamento;  A não responsabilização clara pela gestão do processo, atribuída aos gerentes de M&A do Sustenta e MozFIP de modo informal;  A dificuldade de consideração das PIUs no modelo de gestão estratégica e do Sigepro através da responsabilização dos especialistas de sede;  O não engajamento na íntegra do projecto Mozbio. Na sequência é apresentado o cronograma original do contrato, que em termos gerais foi atendido em conformidade com a previsão, e também a síntese dos entendimentos quanto a prazos e entregas feito entre o Banco Mundial, CA do FNDS e Consultora em reunião de meio termo do contrato realizada em 06/02/2018. No capítulo seguinte do presente relatório é feita uma análise de progresso específica de cada uma dessas etapas, acompanhada da avaliação dos avanços obtidos pelo FNDS e dos desafios que se colocam para o FNDS na continuidade e aperfeiçoamento dos produtos. Dado que o presente contrato (#7185346) foi desenvolvido em continuidade ao contrato 7181732, o capítulo III traz a relação de entregas de ambos os contratos, sendo que os arquivos correspondentes aos produtos efetivos integram disco rígido que acompanha este relatório. - 9- Page 11 in Annexes - 10 - Page 12 in Annexes - 11 - Page 13 in Annexes 6. Título 1 Xxx  Xxx o XXX 6.2. Título 2 II Xxx  Xxx Avaliação de Resultados e o XXX Identificação de Desafios 6.2.1. Título 3 Xxx  Xxx o XXX TÍTULO DE FIGURA/TABELA XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX - 12 - Page 14 in Annexes Nos itens subsequentes são apresentados, de forma sintética:  o desenvolvimento e principais entregas feitas pela Consultora em relação a cada etapa de trabalho;  os resultados obtidos pelo FNDS em decorrência dessas entregas; e  os desafios que se colocam para o FNDS no sentido de consolidar e aperfeiçoar os produtos do trabalho. Etapa 1 – Estrutura de Governança Desenvolvimento e Entregas Foi desenvolvido pela Consultora um estudo de melhores práticas, em âmbito mundial, de governança de fundos ambientais. Ele teve por finalidade servir de referência para o desenvolvimento de todas as demais atividades da etapa. A partir do estudo de melhores práticas, em âmbito mundial, de governança de fundos ambientais, e da interação com alguns integrantes do Conselho de Administração do FNDS para obtenção de recomendações e sugestões, a consultora desenvolveu uma proposta para o Fundo, transcrita em um documento denominado “Estatuto da Governança do FNDS”, que compreende:  os objetivos, constituição e estrutura da governança;  princípios e valores;  estrutura básica da governança;  Conselho Deliberativo;  Conselho Fiscal;  Comissão de Ética;  Auditoria Independente;  Comitês Técnicos;  Comitê de Investimento; e  Conselho de Administração. Em particular, a consultora sugeriu uma estratégia de médio prazo para o ajuste da estrutura de governança do FNDS, com a introdução de novos organismos de administração superior, dada a necessidade desta alteração precisar ser homologada pelo Conselho de Ministros, que aprovou os diplomas de criação do FNDS há bem pouco tempo, em 2016. Na sequência, a consultora desenvolveu a proposta do Código de Ética do Fundo, compreendendo: - 13 - Page 15 in Annexes  Apresentação;  Diretrizes Básicas;  Abrangência do Código de Ética;  Compromissos Institucionais do FNDS: Compromissos Gerais; Compromissos quanto à Governança; Compromissos quanto aos Empregados; Compromissos quanto aos Fornecedores e Prestadores de Serviço; Compromissos quanto aos Clientes; Compromissos quanto às Comunidades; e Compromissos quanto à Sociedade, Governo e Estado;  Compromissos dos Integrantes do FNDS: Compromissos Básicos; Compromissos com a Eficácia e Eficiência dos Trabalhos; Compromissos quanto ao Conflito de Interesse;  A Gestão da Ética: Organização da Ética; Canais de Acesso; Sanções, Advertências e Recomendações. Os integrantes do CA, na reunião de 06 de fevereiro, comprometeram-se com a análise do documento, para discussão e aprovação no período compreendido entre 01 e 10 de março. Foi também desenvolvida pela Consultora e submetida ao CA a proposta das Políticas de Governança do FNDS, com o seguinte conteúdo:  Apresentação;  A Política de Comunicação institucional (Objetivos, Estrutura e Diretrizes da Política; A Gestão da Política de Comunicação Institucional);  A Política de Transparência e Responsabilização (Introdução; Objetivos da Política; Conceitos Básicos; Princípios de Transparência e Responsabilização; Diretrizes Gerais; Diretrizes Específicas de Transparência e Responsabilização; Instrumentos de Transparência e Responsabilização). Esse produto, além do Código de Ética, encontra-se pendente de aprovação por parte do Conselho de Administração do FNDS. Em razão da sobrecarga de trabalho da equipe do FNDS e também por ser considerada uma solução mais efetiva, o CA optou, ao invés de uma capacitação da equipe do FNDS a respeito dos conteúdos de Governança, pela produção, por parte da ML, de um Manual de Governança (a partir desse conteúdo), a ser repassado para o Gabinete de Planificação Estratégica e Desenvolvimento de Pessoas para que este o disponibilize como material de referência relativo aos assuntos de Governança a todos os integrantes da equipe do FNDS. Constitui, entretanto, uma condição para a divulgação desse manual que os dois instrumentos citados – Código de ética e Políticas de Governança sejam previamente aprovados pelo Conselho de Administração. - 14 - Page 16 in Annexes Avanços O novo modelo de governança do FNDS, com uma estratégia de implantação gradual, conforme ilustrada pelo diagrama a seguir, em dois estágios – curto e médio prazos – foi aprovado internamente ao FNDS pelo seu Conselho de Administração. A implantação dessa estrutura certamente se constitui em condição necessária para a acreditação do FNDS junto a fundos ambientais multilaterais, como, por exemplo, o Green Climate Fund – GCF. A implantação da estrutura de curto prazo depende apenas da aprovação do Ministro do MITADER, enquanto a de médio prazo precisa passar pelo Conselho de Ministros. FNDS – Estrutura Organizacional de Curto Prazo FNDS – Estrutura Organizacional de Médio Prazo - 15 - Page 17 in Annexes Desafios Entende-se como os principais desafios a serem superados pelo FNDS para continuidade da implantação da nova estrutura de governança da instituição Iinclusive com vistas à acreditação junto a fundos multilaterais):  Aprovação e implantação:  da estratégia de curto prazo, que depende da aprovação do Ministro do MITADER; e  da estratégia de médio prazo, que depende da aprovação do Conselho de Ministros;  Aprovação pelo Conselho de Administração do Código de Ética e das Políticas de Governança; e  Adoção do Manual de Governança para uso interno. - 16 - Page 18 in Annexes Etapa 2 – Implementação de macroprocessos Desenvolvimento e Entregas No período inicial, os trabalhos desenvolvidos pela Consultora tiveram como principal objetivo o detalhamento da abordagem metodológica a ser empregada na frente de otimização de processos e criar as condições necessárias para iniciar os trabalhos e o diagnóstico detalhado dos macroprocessos priorizados. No período subsequente, os trabalhos tiveram como principal objetivo a identificação de efeitos indesejados e priorização de tratamento para cinco dos seis macroprocessos do FNDS previamente selecionados, a saber; 1. F02 – Arrecadação de receitas públicas 2. F04 – Gerenciamento administrativo e financeiro das aquisições dos projetos dos financiadores 3. F05 – Monitoramento dos programas e projetos dos financiadores 4. F06 – Elaboração de programas de financiamento 5. F07 – Enquadramento e seleção de contratos de financiamento para entidades não públicas Em relação ao sexto macroprocesso (F01 – Mapeamento e mobilização de recursos), foi acordado, em reunião com representantes do Banco Mundial realizada em 23/11/2017, a substituição do trabalho relativo a esse macroprocesso por uma análise de dimensionamento da força de trabalho da Unidade Gestora Executora das Aquisições (UGEA). A etapa de identificação de efeitos indesejados e priorização de soluções para implantação imediata foi muito intensa em termos de levantamento de informações, reuniões, dinâmicas e análises. Para cada macroprocesso, foi possível desenhar a relação de causa e efeito entre as percepções de problemas (efeitos indesejados) e suas causas. As ferramentas de análise diagnóstica escolhidas para este trabalho foram a Árvore de Realidade Atual (ARA) e o Mapa de Alavancas. Em sequência, os trabalhos desenvolvidos pela Consultora tiveram como principal objetivo a elaboração dos planos de melhoria dos cinco macroprocessos do FNDS objeto do trabalho. O macroprocesso F01, conforme comentado, foi substituído por uma análise e dimensionamento expeditos da Unidade Gestora Executora das Aquisições (UGEA). Para tanto, a consultoria realizou uma análise quantitativa, visando avaliar a demanda de trabalho versus a oferta de recursos humanos atualmente disponível na unidade. Essa análise foi acrescida por uma avaliação qualitativa da estrutura atual da unidade, com a finalidade de identificar pontos positivos e negativos e propor melhorias. Por final, a consultora faz algumas recomendações - 17 - Page 19 in Annexes com vistas a endereçar os pontos negativos e potencializar os pontos positivos que foram constatados. Já fora constatado em etapas anteriores do método que os macroprocessos selecionados se encontram em estágios diferentes de maturidade. Nesta fase de implementação assistida isso se tornou ainda mais evidente. Alguns macroprocessos apresentaram avanços maiores que outros, a depender da disponibilidade e engajamento da equipa envolvida. Merece destaque o processo F04 – Gerenciamento administrativo e financeiro das aquisições dos projetos dos financiadores – com bastante abertura para o trabalho pela equipa. O processo F05 – Monitoramento dos programas e projetos dos financiadores – teve sua implementação paralela aos trabalhos da frente de projetos, para que não houvesse risco de esforços serem duplicados, mas sim, fossem convergentes ao que já vinha sendo tocado nesta frente, como a implantação de um novo modelo de gestão e monitoria dos projetos, envolvendo o desenvolvimento e carregamento de um sistema informatizado (Sigepro), a implementação de um primeiro ciclo de tomada de decisões estruturadas e a pactuação de resultados. Os processos F06 e F07 – Elaboração de programas de financiamento e enquadramento e seleção de contratos de financiamento para entidades não públicas, respectivamente, tiveram evolução inicial, mas, em função de mudança de orientação do FNDS, que passou a se empenhar na consulta ao MITADER sobre o desenvolvimento de um Mecanismo de Financiamento Rural, foram interrompidos. A consultora acompanhou o FNDS nesse processo de consultas até onde ele se desenvolveu, e deu sua contribuição para o documento produzido sobre o Mecanismo. Em relação ao processo F02 – Arrecadação de receitas públicas – foi redefinido que a Consultora iria apoiar no mapeamento de novas fontes de receitas consignadas, notadamente as receitas cobradas a nível central, o que representou um recomeço em relação ao diagnóstico inicial focado no recebimento das receitas atuais a nível provincial. A consultora apoiou os técnicos responsáveis junto ao Pelouro Financeiro, desenhando uma matriz de receitas a fazendo conjuntamente o preenchimento de algumas linhas da matriz quanto a essas receitas, conforme pactuado com o Pelouro Financeiro, de modo que a equipa possa dar continuidade ao trabalho. Foi ainda realizada a capacitação em mapeamento e gestão de processos de um núcleo técnico constituído para essa finalidade pelo FNDS por recomendação da consultora (embora a presença à capacitação por parte das pessoas indicadas tenha sido da ordem de 50% do previsto), tendo ainda sido entregue ao FNDS um manual de mapeamento e gestão de processos produzido “sob medida” pela consultora. Avanços Em síntese, foram objeto de reorientação, ao longo da execução do contrato, os seguintes macroprocessos: - 18 - Page 20 in Annexes  F2 – mapeamento de fontes de receitas consignadas a nível central em substituição à otimização das receitas cobradas à nível provincial  F6 e F7 – paralisados, substituído pelo apoio ao desenvolvimento de um Mecanismo de Financiamento Rural (MFR) Foram efetivamente concluídos, conforme previsão original, os trabalhos relativos a:  F4 – Processo de aquisições  F5 – Gestão de projetos  Dimensionamento da UGEA  Capacitação da equipe em mapeamento e gestão de processos E constituiu uma entrega extra, não prevista originalmente:  Ferramenta de business intelligence da UGEA Desafios Apesar dos diferentes níveis de progresso da fase de implementação, por questões contextuais dos macroprocessos e suas equipas responsáveis, foi possível elaborar, para todos os processos em questão, o plano de melhorias, assim como a análise de resultados relacionados. Estes documentos são de posse do Fundo Nacional de Desenvolvimento Sustentável e devem ser utilizados como instrumentos de consulta e apoio ao avanço dos trabalhos quando o contrato com a consultoria for encerrado. Em síntese, coloca-se como desafios para o FNDS  Concluir e implantar:  F2 – otimização do processo de arrecadação de fontes de receitas consignadas a nível central;  F6 e F7 – Mecanismo de Financiamento Rural (MFR);  Efetivação do núcleo constituído para o mapeamento e gestão de processos  Fazer a gestão dos processos:  UGEA / processos de aquisições; e  Gestão estratégica de projetos do FNDS. - 19 - Page 21 in Annexes Etapa 3 – Apoio à gestão do plano estratégico e à capacitação gerencial 3.1. Monitoramento e capacitação para implementação do sistema de avaliação de desempenho dos recursos humanos Desenvolvimento e Entregas O apoio à implementação do sistema de gestão de desempenho e avaliação dos recursos humanos do FNDS englobou, dentre outros, o treinamento para a unidade de recursos humanos e líderes de todas as unidades do Fundo, com foco na negociação, contratação, monitoramento e avaliação do desempenho. Incluiu também o desenvolvimento, teste e implantação piloto de ferramentas de contratação e avaliação de desempenho e a definição de procedimentos e ferramentas detalhados. No período incial, os trabalhos desenvolvidos pela Consultora tiveram como principal objetivo (i) alinhar com os níveis técnico e gerencial a visão geral dos modelos de competências e de gestão de desempenho e (ii) elaborar a agenda e os conteúdos do treinamento em gestão de desempenho a ser realizado com os integrantes do Conselho de Administração e líderes das unidades. A apresentação dos modelos envolveu a realização de duas reuniões e abrangeu um total de 23 pessoas entre coordenadores e técnicos. Foram abordados os principais conceitos, benefícios, premissas e fatores críticos de sucesso e apresentada a visão geral e os principais elementos que compõem cada um dos modelos. Em sequência, a preparação dos gestores foi concebida pela Consultora como um workshop de 18h com participação de todos os gestores, de Administradores a Coordenadores, em um total de 22 pessoas, em regime de imersão para promover maior conhecimento mútuo e integração. O evento, que foi realizado nos dias 17 e 18/11/2017, teve duração de 9 horas (5 na tarde do primeiro dia e 4 na manhã do segundo) e contou com a participação de dez gestores no primeiro dia e nove no segundo. Os Administradores estavam envolvidos em outras atividades ou afastados e não participaram. Em função da redução da carga horária, foram eliminadas atividades e reduzido o número de exercícios propostos em alguns tópicos. Os Administradores têm papel importante como patrocinadores na implantação da gestão de desempenho e precisam estar preparados para realizar o processo com seus diretos e acompanhar a atuação destes diante de suas equipes. Portanto, a implantação-piloto do novo modelo iniciou com o planejamento do desempenho desejado e a obtenção do comprometimento entre os Administradores e seus diretos. Isso permitiu que os - 20 - Page 22 in Annexes Administradores pudessem inteirar-se do modelo em maior detalhe, bem como reconhecer e exercer seu importante papel no processo. A preparação dos membros do CA foi concebida pela Consultora como um workshop de 8h, em regime de imersão para promover maior conhecimento mútuo e integração. O evento, que foi realizado no dia 13/03/2018, contou com a participação do PCA, dos membros do CA e da chefe do departamento de recursos humanos. Em síntese, a entrega realizada pela consultora foi o desenvolvimento e implantação do modelo de gestão de competências, incluindo um manual de recursos humanos, que constituiu entrega extra, não prevista originalmente no contrato. Resultados De modo sintético, o principal resultado obtido pelo FNDS com essas entregas foi a disponibilidade de um modelo de gestão de competências desenvolvido, aprovado e aplicado em relação aos gerentes Desafios O principal desafio que se coloca para o FNDS em relação à questão diz respeito à continuidade do esforço desenvolvido em prazo oportuno, incluindo:  a negociação e formalização dos Acordos de Desempenho que já se encontram propostos entre os Administradores e os gerentes das áreas respectivas – em prazo imediato;  a aplicação do modelo de gestão de desempenho para todo o efetivo do FNDS – também de imediato, de modo a contemplar o período restante de 2018; e  a finalização do ciclo de contratação, acompanhamento, avaliação e revisão de todo efetivo para planificar o desenvolvimento de cada colaborador e conceder eventuais reajustes/promoções – em janeiro/fevereiro de 2019. 3.2. Monitoramento dos indicadores estratégicos Desenvolvimento e Entregas Essa atividade englobou o desenvolvimento e o apoio à implantação do modelo de monitoramento estratégico do Fundo. No período inicial os trabalhos desenvolvidos pela Consultora tiveram como principal objetivo desdobrar e apurar os indicadores do FNDS relacionados ao Plano Estratégico 2017-2022 desenvolvidos no contrato anterior. O modelo de monitoramento do FNDS visa monitorar as realizações do Fundo voltadas ao cumprimento dos objetivos estratégicos. Ele é composto de duas avaliações: uma avaliação - 21 - Page 23 in Annexes quantitativa, focada nos indicadores e no cumprimento das metas estabelecidas, e uma avaliação qualitativa, focada em determinado desempenho institucional frente ao objetivo. A Consultora elaborou uma ferramenta que permitisse a realização de ambas as avaliações supracitadas. Para tanto, foram definidas as informações a serem monitoradas, as atribuições e responsabilidades da equipe responsável e os prazos do processo de monitoramento. Para cada indicador, as unidades organizacionais do FNDS realizaram a coleta e consolidação das informações quantitativas e qualitativas junto às fontes fornecedoras. A coleta de informações quantitativas seguiu uma especificação própria para cada indicador (método de cálculo, polaridade, periodicidade e fonte, dentre outros). Já a avaliação qualitativa foi feita mediante identificação das principais realizações e dificuldades que justificam o desempenho obtido, as sugestões de ações necessárias para o cumprimento da meta planejada, prazos e responsáveis correspondentes. Em seguida, a Consultora consolidou as informações coletadas na forma de gráficos e tabelas, de forma a facilitar a compreensão e a comunicação do desempenho estratégico. Realizou também uma análise de consistência indicando pontos de melhoria visando aprimorar a identificação e interpretação dos problemas e oportunidades para a gestão estratégica do FNDS. Durante o período de análise, a consultora interagiu com a rede de monitoramento com membros de cada Pelouro no sentido de aprimorar as métricas de desempenho, instituir uma sistemática de coleta de informações de base sobre as condições atuais e elaborar as análises e relatórios de suporte à tomada de decisões. Resultados O principal resultado do trabalho é a disponibilidade, por parte do FNDS, de um dashboard de indicadores estratégicos definidos no Plano Estratégico 2017 -2021 do FNDS desenvolvido e preenchido com as informações relativas a 2017, que se constitui em um importante instrumento de divulgação, em termos estratégicos, da atuação da instituição, e também em um instrumento essencial de apoio à avaliação, revisão e atualizaçõres da Estratégia e do Plano estratégico do FNDS. Desafios O desafio que se colocam ao FNDS são a sistematização da elaboração e a divulgação do dashboard; e a sua utilização efetiva na avaliação e revisão da Estratégia do FNDS. Para tanto, sugere-se que a unidade de M&A seja fortalecida pelo Conselho de Administração em seu papel institucional de orientar tecnicamente na definição e análise do desempenho dos indicadores estratégicos, incluindo a avaliação crítica das metas. Dada a incipiência do processo, sugere-se que a rede seja empoderada e cobrada continuamente em seu papel de instituir e coordenar a rotina operacional de coleta de dados para apuração dos indicadores no âmbito da unidade responsável. São os integrantes da rede, - 22 - Page 24 in Annexes em última instância, que irão garantir a qualidade das informações. Visando dar credibilidade e gerar o comprometimento do corpo gerencial com o processo, sugere-se que o responsável por cada indicador, após recolher os dados quantitativos, promova uma avaliação qualitativa com todo o grupo envolvido diretamente no alcance do mesmo. Desta forma, consolida-se um processo sistemático de avaliação de desempenho estratégico, disseminando os conceitos de planejamento e gestão por resultados em toda a organização. - 23 - Page 25 in Annexes Etapa 4 – Manual de Gestão Financeira Desenvolvimento e Entregas No período inicial do contrao, por solicitação da ML, o Pelouro de Finanças do FNDS elaborou Termos de Referência para o desenvolvimento do manual de gestão financeira do FNDS. Com base nesses Termos de Referência foi iniciada e concluída a negociação entre o Fundo, a ML e uma consultora local – MzC&C – para o desenvolvimento desses serviços. Os Termos de Referência do trabalho foram discutidos e acordados entre a equipe da área de administração e finanças do FNDS e diretores da ML Consultoria e da MzC&C. Na sequência, a consultora local contratada – MzC&C – realizou diversas reuniões de trabalho com a equipe do Pelouro de Finanças e desenvolveu uma primeira versão do manual de gestão financeira do FNDS. A elaboração do manual foi concluída com a inclusão das recomendações que a equipe do FNDS fez em relação à versão preliminar, e executou a capacitação dessa equipe para sua utilização. Houve uma interação positiva da consultoria com os colaborades do FNDS, tendo os mesmos se mostrado disponíveis em responder todas as questões que surgiam ao longo do projecto, o que permitiu com que as actividades fossem desenvolvidas com eficiência e eficácia. As principais dificuldades de execução registradas pela MzC&C foram: • Logistica dos consultores no que diz respeito à disponibilidade de escritório no FNDS na execução das suas actividades; • O mapeamento da informação financeira do FNDS com as Normas Internacionais do Relato Financeiro (NIRF). Resultados Elenca-se como principais resultados para o FNDS: • Manual concluído em conformidade com as especificações e expectativas do FNDS; • Equipa do Pelouro Financeiro do FNDS capacitada para utilização do manual. Desafios: Os desafios que se colocam para a plena implementação do manual de gestão financeira do FNDS constituem-se em: • Implantar as contas de 2016, 2017 e 2018 do FNDS em conformidade com o modelo do Plano de Contas do manual; e • Implantar a gestão financeira em tempo real das contas do FNDS através do software Primavera. - 24 - Page 26 in Annexes Etapa 5 – Gestão Estratégica de Projetos Desenvolvimento e Entregas A gestão estratégica de projetos seria implantada no FNDS, de início, em relação aos três principais projetos da instituição financiados pelo Banco Mundial, sendo que toda a modelagem, por princípio, seria geral e pode ser aplicada a quaisquer outros projetos do Fundo. Para iniciar a implantação, em caráter de teste, foram realizados workshops iniciais com as equipes do Sustenta, MozFIP e MozBio para apresentação e discussão do modelo – em versão preliminar – para gestão estratégica dos projetos. Em que pese algum insucesso na convocação da reunião com as equipes do Sustenta e FIP, em razão de dificuldade de convocação das pessoas responsáveis pelos componentes e atividades de cada projeto, foi possível, com o apoio das respectivas equipes de M&E, fazer uma “repescagem” das equipes e realizar uma segunda reunião que se demonstrou bastante produtiva na discussão e ajustes do modelo proposto pela Consultora. A maior dificuldade foi com relação à equipe do Mozbio – a reunião foi realizada apenas com o gerente do projeto, o gerente do M&E e uma pessoa da área financeira. Em que pese a discussão ter sido produtiva, não se envolveu a equipe de implementação propriamente dita. O software de apoio à gestão dos projetos foi apresentado e discutido, e um protótipo foi disponibilizado às equipes dos projetos. Com uma certa dificuldade de identificação de quem é o responsável pelas informações de cada projeto, componente e atividade, o trabalho de cadastramento das informações foi iniciado em relação aos projetos Sustenta e FIP e, em ritmo lento, no projeto Mozbio. Além disso, o desenho inicial feito pela ML e pelos responsáveis pelo monitoramento dos projetos sobre a sistemática de reuniões de decisão foi validada e ajustado pelo Administrador do Pelouro de Gestão de Projectos. Houve considerável dificuldade na entrada de dados dos projectos no Sigepro pelos responsáveis pelos componentes e atividades, e até o presente a bse de dados não está completamente concluída. Nas fases subsequentes de trabalho foi envolvido o Conselho de Administração do FNDS na gestão estratégica dos projetos vinculados ao Pelouro de Gestão de Projectos:  em um primeiro momento através da análise e discussão da proposta de sistemática de reuniões de decisão e também através do acesso ao software para conhecimento e acompanhamento do trabalho de cadastramento dos projetos que vinha sendo feito pelos técnicos; e  na sequência, através da participação regular e oportuna nas reuniões de decisão. - 25 - Page 27 in Annexes Conforme orientação do CA definida na reunião de meio termo do contrato, em 06 de fevereiro, o cadastramento dos projectos SUSTENTA, MOZFIP, UM DISTRITO UM BANCO E SOLUÇÃO HABITAÇÃO passou a ser o foco de trabalho da Consultora e equipe técnica do FNDS, conseguindo-se executar o primeiro ciclo de monitoramento estratégico desses projectos, concluído com a reunião de 08.03.2018 do Conselho de Administração. A principal dificuldade da equipa nos primeiros esforços de cadastramento das informações dos projectos no SIGEPRO foi conseguir cumprir os prazos combinados para tal. Percebe-se que as equipas de projecto do FNDS lidam com muitas demandas paralelas e foi difícil para a maioria delas separar o tempo necessário para fazerem o cadastro no sistema. De toda forma, uma vez familiarizadas com o sistema, não foi percebida dificuldade em entender suas funcionalidades e conceitos, pelo contrário. Todos se engajaram no preenchimento e o fizeram correctamente. Um outro fator de dificuldade foi a necessidade de ajustar a estrutura adotada originalmente para o cadastramento dos projectos, estruturada segundo componentes. Em função das dinêmcias de trabalho e das responsabilizações da equipa do FNDS com que os projectos são atualmente executados, constatou-se a necessidade de estruturar o cadastro de acordo com sub-componentes, no nível de competência de cada especialista da equipa. Essa mudança, embora tenha gerado re-trabalho considerável, foi essencial para a adequada utilização do sistema. Foram realizados mais dois ciclos de monitoramento estratégico, sempre apoiados – na extensão do possível – pelos dois responsáveis de Moniutormaneto e Avaliação dos projectos Sustenta e Mozfip, concluindo-se o último ao final do contrato da ML. O Sigepro ainda não teve sua transferência para a área de Tecnologia da Informação do FNDS iniciada, em razão da instituição não dispor ainda de um firewaal que lhe permita “abrir” a informação para utilização aberta pela Internet. Resultados Em síntese, ao final dessa etapa de trabalho, o FNDS conta:  com um modelo de decisão estratégica em relação à gestão de seus projectos testado e implantado em caráter preliminar, tendo realizado 3 ciclos completos de decisão estratégica em relação aos projectos qua atualmente integram a base de dados: Sustenta, Mozfip, Solução Habitação e Um Distrito um Banco, conforme representado no quadro a seguir: - 26 - Page 28 in Annexes  com um software acabado e documentado, customizado em relação ao conjunto de demandas formuladas pelo FNDS ao longo do contrato, com a base de dados dos projectos de referência (Sustenta, Mozfip, Um Distrito um Banco e Solução Habitação) praticamente concluída e com alguns outros projectos em estágio intermediário de implantação. Desafios Colocam-se como desafios para o FNDS no tocante à consolidação da gestão estratégica de projectos:  A criação / formalização de um núcleo de gestão específico para a finalidade de dar apoio ao processo, com responsabilização direta pela gestão e aperfeiçoamento - 27 - Page 29 in Annexes contínuos do software, pelo apoio às equipas dos projectos, pela elaboração das agendas e gestão das reuniões de decisão estratégica. Essa função foi desempenhada ao longo do contrato pela consultora, com apoio dos responsáveis pelo Monitoramento& Avaliação dos Projectos Sustenta e Mozfip. Mas a carteira de projectos do FNDS é bastante robusta e complexa e o processo de gestão estratégica demanda uma pequena equipa qualificada e com dedicação exclusiva para dar suporte;  A expansão da abordagem para toda a carteira de projectos do FNDS;  A consolidação da atualização do Sigepro em tempo real por todos os responsáveis por projectos, componentes e atividades;  O aperfeiçoamento do Sigepro de acordo com a intenção da Administração do FNDS, de modo a dar suporte também à gestão operacional dos projetos – em especial os do Banco Mundial;  A consolidação da execução dos ciclos de decisão estratégica no âmbito do FNDS; e  Uma possível expansão do modelo para contemplar todo o conjunto de projectos do MITADER e das diversas instituições e organismos a ele associadas. - 28 - Page 30 in Annexes Quadro Síntese O quadro a seguir sintetiza as principais entregas feitas ao longo do contrato e os resultados obtidos pelo FNDS em decorrência dessas entregas, bem como os desafios que se colocam para a instituição a partir deste ponto. - 29 - Avaliação de Resultados e Identificação de Desafios – Quadro Síntese Etapa Entregas Avanços Desafios  Aprovação e implantação (inclusive com  Estrutura da Governança (Conselhos, vistas à acreditação junto a fundos Comitês) multilaterais):  Código de Ética  Novo modelo de governança aprovado o Ministro: estratégia de curto prazo 1. Governança internamente (nível do CA), incluindo  Políticas de Governança (Comunicação, estratégia gradual de implantação o Conselho de Ministros: estratégia de Transparência/Responsabilização) médio prazo  Manual de Governança (extra)  Adoção do Manual de Governança para uso interno  Reorientações: o F2 – mapeamento de fontes de receitas consignadas a nível central em substituição à otimização das receitas  Concluir e implantar:  Identificação de efeitos indesejados e cobradas à nível provincial o F2 – otimização do processo de elaboração de planos de melhoria para o F6 e F7 – paralisados, substituído pelo arrecadação de fontes de receitas os macroprocessos priorizados apoio ao desenvolvimento pela nova consignadas a nível central Page 31 in Annexes  Dimensionamento da UGEA e Administradora de um Mecanismo de o F6 e F7 – Mecanismo de Financiamento implantação de ferramenta de business Financiamento Rural (MFR) Rural (MFR) 2. Processos intelligence  Concluídos: o Efetivar o núcleo constituído para o  Capacitação da equipe em o F4 – Processo de aquisições mapeamento e gestão de processos mapeamento e gestão de processos o F5 – Gestão de projetos  Fazer a gestão dos processos:  Manual de mapeamento e gestão de o Dimensionamento da UGEA o UGEA / processos de aquisições processos o Capacitação da equipe em o Gestão estratégica de projetos do FNDS mapeamento e gestão de processos o Ferramenta de business intelligence da UGEA - 30 - Identificação de Resultados e Identificação de Desafios – Quadro Síntese (concl.) Etapa Entregas Avanços Desafios  Negociação e formalização dos Acordos de Desempenho entre os Administradores e respectivos coordenadores –  Desenvolvimento e implantação imediatas do modelo de gestão de  Modelo de gestão de  Aplicação do modelo de gestão de desempenho para todo competências competências desenvolvido, o efetivo – 2018 3. RH e Gestão aprovado e aplicado em relação  Manual de recursos humanos aos gerentes  Finalização do ciclo de contratação, acompanhamento, do Plano (extra) avaliação e revisão de todo efetivo para planificar o plano Estratégico de desenvolvimento de cada colaborador e conceder eventuais reajustes/promoções – fevereiro de 2019  Dashboard desenvolvido e  Sistematizar a elaboração e divulgação do dashboard  Dashboard de indicadores preenchido com informação de  Utilizar o dashboard na avaliação e revisão da Estratégia estratégicos 2017 do FNDS 4. Gestão  Implantar contas de 2016, 2017 e 2018 no modelo do  Manual aceito pelo FNDS Plano de Contas Administrativa  Manual de Gestão Financeira concluído Page 32 in Annexes  Equipe do FNDS capacitada  Implantar gestão financeira em tempo real pelo Primavera e Financeira  Consolidação da prática de gestão estratégica de projetos no FNDS: o Criação / formalização de núcleo de gestão com  Projetos de teste implantados no responsabilização direta software o Expansão da abordagem para toda a carteira de 5. Gestão  Modelo de decisão estratégica concebido e implantado  Software em transferência para o projetos Estratégica de  Software de apoio customizado e FNDS o Consolidação da atualização do software em tempo Projetos real por todos os responsáveis implantado  Modelo de decisão estratégica testado (3 ciclos completos) o Aperfeiçoamento do software o Consolidação da execução dos ciclos de decisão estratégica  Expansão do modelo para o MITADER - 31 - Page 33 in Annexes 7. Título 1 Xxx  Xxx o XXX 7.2. Título 2 Xxx Xxx  III Xxx 7.2.1. Título 3 o XEntreagaXX Relação de Produtos dos Contratos  Xxx o XXX TÍTULO DE FIGURA/TABELA XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX - 32 - Page 34 in Annexes Contrato 7181732 1. Planejamento detalhado do trabalho 1.1. Cronograma 1.2. Plano de trabalho detalhado do projeto 2. Capacitação inicial, levantamento de dados e análise diagnóstica 2.1. Capacitação da equipe de contrapartida 2.2. Análise diagnóstica 3. Planejamento estratégico 2017-2021 3.1. Análise do ambiente interno 3.2. Análise do ambiente externo 3.3. Caderno de trabalho 3.4. Plano Estratégico do FNDS (ppt) 3.5. Plano Estratégico do FNDS (texto) 4. Estrutura e desenvolvimento organizacional 4.1. Estudo de Benchmarking 4.2. Estrutura organizacional do FNDS 5. Planejamento e gestão de RH 5.1. Modelo de competências 5.2. Modelo de gestão de desempenho 6. Levantamento e otimização dos processos de trabalho 6.1. Cadeia de valor de macroprocessos 7. Sistema integrado de monitormaneto e avaliação 7.1. Manual de monitoramento estratégico 8. Manual de Seleção de Projetos 8.1. Manual de enquadramento, análise e seleção de projetos 9. Apoio à acreditação junto ao GCF 9.1. Roadmap for GCF acreditation – gap analysis 9.2. Roadmap for GCF acreditation – action plan 9.3. Financial management capacity assessment – FMCA 10. Relação das entregas 10.1. Contrato 7181732 – Apoio organizacional ao FNDS – Relação das principais entregas 10.2. Contrato 7181732 – Apoio organizacional ao FNDS – book - 33 - Page 35 in Annexes Contrato 7185346 1. Plano de trabalho detalhado 1.1. Plano de trabalho detalhado 1.2. Cronograma 2. Governança 2.1. Melhores Práticas na Gestão de Fundos Ambientais e Subsídios à Governança 2.2. Estrutura da Governança do FNDS 2.3. Código de Ética do FNDS 2.4. Políticas de Governança do FNDS 2.5. Manual de Governança do FNDS 3. Implementação de Macroprocessos 3.1. Abordagem Metodológica 3.2. Capacitação em Mapeamento e Gestão de Processos 3.3. Manual de Mapeamento e Gestão de Processos 3.4. Diagnóstico do Macroprocesso F2 3.5. Diagnóstico do Macroprocesso F04 3.6. Diagnóstico do Macroprocesso F05 3.7. Tool Kit de Ferramentas de Diagnóstico dos Macroprocessos F06 e F07 3.8. Plano de Melhorias do Macroprocesso F02 3.9 Plano de Melhorias do Macroprocesso F04 3.10 Plano de Melhorias do Macroprocesso F05 3.11 Plano de Melhorias dos Macroprocessos F06 e F07 3.12 Parecer Técnico: Dimensionamento da Área de Procurement do FNDS 3.13 Power BI – Monitoramento e Controle dos Processos da UGEA 4. RH e Gestão da Estratégia 4.1. Dashborad de Indicadores Estratégicos 4.2. Planilha de Indicadores e Metas Institucionais 4.3. Manual de RH 4.4. Formulário de Gestão de Desempenho 4.5. Matriz de Competências 5. Manual de Gestão Financeira 5.1. Manual de Procedimentos da Administração Financeira 5.2. Manual de Procedimentos da Administração Financeira – Anexos 5.3. Manual de Procedimentos da Administração Financeira – Relatório Final 6. Gestão Estratégica de Projectos 6.1. Gepro e Sigepro – workshop 11.10.2017 6.2. Sigepro – workshops 30 e 31.10.2017 6.3. Sigepro – Manual do Usuário 6.4. Sigepro – Manual de Sistema 7. Relatórios de execução 7.1. Relatório 1 7.2. Relatório 2 7.3. Relatório 3 7.4. Relatório 4 - 34 - Page 36 in Annexes - 35 - Page 37 in Annexes ANNEX TWO SSKE Mission to Brazil report Page 38 in Annexes South -South Knowledge Exchange Mission On Rural Development and Biodiversity Conservation to Brazil August 27 to September 1, 2018 FIELD VISIT REPORT CONVENED BY: Mozambique’s Integrated Forest and Landscape Management Portfolio Page 39 in Annexes 1 Contents Overview --------------------------------------------------------------------------------------------------------------------- 02 Background Information --------------------------------------------------------------------------- 02 Objectives --------------------------------------------------------------------------------------------- 02 List of Participants ---------------------------------------------------------------------------------- 04 Agenda ------------------------------------------------------------------------------------------------ 05 Summary of Discussions ------------------------------------------------------------------------------------------------- 06 Overview of The Protected Areas System and Biodiversity in Brazil ------------------- 06 Financial Sustainability of Biodiversity Conservation -------------------------------------- 09 Conservation Benefits to Local Communities ----------------------------------------------- 10 Private Concessions in Protected Areas ------------------------------------------------------ 11 Results-Based Management of Protected Areas ------------------------------------------- 14 Presentations from The Visiting Delegation ------------------------------------------------- 15 Concluding Remarks ------------------------------------------------------------------------------------------------------ 23 Next Steps -------------------------------------------------------------------------------------------- 23 Page 40 in Annexes 2 Overview Background Information Countries around the world are increasingly recognizing the importance of improving the conservation and enhancement of renewable natural resources, such as biodiversity, forests and fisheries, while promoting rural development. The southern African countries of Angola, Botswana, Mozambique, Tanzania and South Africa, all part of the Southern Africa Development Community (SADC) are actively testing and implementing different models to achieve these twin goals. Brazil is often used as a role model for other developing countries dealing with challenges related to conservation area management, sustainable natural resource management and community initiatives that bring economic benefits to local communities in and around Protected Areas (PAs). The country is home to one-third of the world’s tropical forests, 20% of the world’s fresh water and the Cerrado, a tropical savanna with the highest level of biodiversity in the world. A significant part of Brazil’s economy relies on the use of natural resources. Moreover, Brazil’s forests hold enormous carbon sinks and are an important asset to maintain the global climate in balance. With years of experience in addressing challenges similar to those currently facing the SADC countries, Brazil is well suited to share its knowledge and lessons learned. To that effect, Brazil and Mozambique signed a Memorandum of Understanding (MoU) in May 2017, which spans a broad range of issues, from land management and biodiversity to climate change mitigation and adaptation. The World Bank is supporting the Programmatic South-South Collaboration, and has recently helped scale up the initiative to include other countries in the southern Africa region. Under this umbrella, a knowledge exchange mission on rural development and biodiversity conservation to the Federal Republic of Brazil, took place between August 27 to September 1, 2018. The delegations to the country were comprised by participants from Angola, Botswana, Mozambique, South Africa and Tanzania, who worked with the Brazilian countreparts and visited the states of Rio de Janeiro, Federal District and Goiás. The mission took place over 5 days and included visits to relevant institutions and parks, as previously decided jointly with participants and representatives of the World Bank in Washington, Mozambique and Brasilia and local government and institutions representatives. Objective The main objective of the south-south learning trip was to promote knowledge exchange on rural development and biodiversity conservation across the five SADC countries. The specific learning objectives were to: • Strengthen knowledge and create space for discussion on innovative and sustainable financing models for Protected Areas (PAs); • Expose participants to firsthand experiences on successful models for management of PAs, including results based management, and community engagement initiatives; Page 41 in Annexes 3 • Connect participants to key stakeholders engaged in conservation that could transform into long- lasting partnerships; • Share experiences on different types of partnerships with private operators, NGOS and communities that lead to improved management and biodiversity conservation results; • Share knowledge related to the establishment and success of Transfrontier Conservation Areas. The exchange will support the preparation and implementation of several initiatives in the respective countries that relate to improving the management of conservation area landscapes and enhancing the living conditions of communities in and around these areas. “The weeklong exchange is just one piece of a larger programmatic south-south knowledge exchange initiative, which started with Mozambique and Brazil, and is now being scaled to other countries in Africa.” “South-South Exchange can be a powerful tool for technical assistance in complex issues such as renewable natural resources management, rural development, and inclusive value chains”. André Aquino, World Bank Senior Natural Resource Management at the World Bank office in Mozambique Page 42 in Annexes 4 List of Participants Mozambique National Administration for Conservation Mateus José Mutemba ANAC Areas Armindo João Araman BIOFUND Foundation for Biodiversity Conservation Luis Bernardo Honwana FNDS National Sustainable Development Fund Agostinho de Nazaré Mangueze FFP The Fishing Promotion Fund Miguel Micas Langa South Africa PPF Peace Parks Foundation Moscow Marumo Tanzania TANAPA Tanzania National Parks Allan Herbert Kijazi Angola Aristófanes Romão da Cunha Min Amb Ministry of Environment Pontes Botswana BTO Botswana Tourism Organization Tafa Gobe Tafa World Bank André Aquino WB Mozambique Bartolomeu Soto WB Tanzania Daniel Mira-Salama The delegation during a visit to the Protected Area of Guapi-Mirim and the Guanabara Ecological Station (ESEC) Page 43 in Annexes 5 Agenda ACTIVITY PLACE • Visit to FUNBIO – Welcome and initial introduction • Working session on PA financial sustainability (Funbio + Botswana Tourism Organization) Rio de Janeiro • Visit to the National Park of Tijuca Forests (Meeting with park managers & (FUNBIO) concessionaries) • Visit to Arraial do Cabo Overnight in Arraial do Cabo Tuesday - August 28 • Visit Arraial do Cabo Marine Extractive Reserve Rio de Janeiro Overnight in Arraial do Cabo Wednesday – August 29 • Visit Protected Area of Guapamirim and ESEC Guanabara • Boat ride Rio de Janeiro • Trip to Brasilia Overnight in Brasilia (Hotel Vision) Thursday – August 30 • Visit to ICMBio, discussion on Brazil’s Protected Areas System, and ICMBio management • Meeting with World Bank Brazil team Brasilia Overnight in Brasilia (Hotel Vision) Friday – August 31 • Visit to FunBiop: Workshop on Results-Based Conservation Management • Panel 1 – Management models of Protected Areas Mozambique + Tanzania + Min. Environment of Brazil + ICMBio Brasilia • Panel 2 – Concession and co-management (SEMEIA Institute + IPE + South Africa ) Presentation GITEC/NEXUCS – Results Management Program (PGR) • Transfer to Chapada dos Veadeiros National Park Overnight in São Jorge (GO) (Hotel Pousada Camelot) Saturday - September 1 Chapada • Visit to Parque Nacional Chapara dos Veadeiros • Return to Brasilia Overnight in Brasilia (Hotel Pousada Camelot) Sunday – September 2 • Departure of the delegation Brasilia Page 44 in Annexes 6 Summary of Discussions This Report summarizes the main topics covered, and is divided into the following sections: 1) Overview of the Protected areas and biodiversity in Brazil; 2) Financial sustainability of biodiversity conservation; 3) Conservation benefits to local communities; 4) Concessions in Protected Areas; 5) Results-based Management of Protected Areas. 1) Overview of the Protected Areas System and Biodiversity in Brazil Brazil is one of the world’s most biodiverse countries. Its rich variety of biomes, ranging from tropical dense forests, dry forests, wetlands, savannas, to grasslands, is home to over 70% of the world’s catalogued animal and plant species, and with a high level of endemism. Brazil signed the Convention on Biological Diversity (CBD) in 1992, which was the starting point for the subsequent establishment of a system of protected areas to protect biological diversity. Brazil’s National System of Protected Areas (Sistema Nacional de Unidades de Conservação, SNUC) was established in 2000 (by Law No. 9985/2000) and currently includes 2,201 Conservation Units (CUs) at different government levels (federal, state and municipal), covering 2,554,917 km2 or 18% of the national territory (which represents an area large as the combined size of Germany, France, Spain, Italy, the UK, Sweden and Portugal). The system encompasses all biomes: Amazon (tropical rainforest), Caatinga (semiarid dryland), Cerrado (savanna), Atlantic Forest (coastal rainforest), Pampa (grassland), Pantanal (wetland), and the coastal and marine areas. The SNUC is divided into two classification categories: i) strictly protected areas (PIs); ii) sustainable use. One of the main objectives of the SNUC, is the effective participation of local populations in the creation, implementation and management of the CUs. The SNUC is managed by Brazil’s Ministry of Environment (MMA) and the Chico Mendes Institute for Biodiversity Conservation (ICMBio), which was created in 2007, as an independent agency, linked to the MMA. ICMBio’s mandate is to promote biodiversity conservation through research, education, and promoting ecologically sound management practices. It is responsible for proposing, implementing, and managing and monitoring CUs primarily at the federal level. The system of CUs receives a combined 10,7 million visitors each year. Yet challenges facing the SNUC include lack of sufficient coordination and integration between the systems’ CUs; difficulties in creating new CUs in biomes with low representation; gaps in integrated planning efforts and insufficient dissemination of the environmental, social and economic importance of CUs to the general public. Page 45 in Annexes 7 Although some CUs have seen an increase in funding and access to financing through new innovative measures for increasing financial sustainability, many PAs also still struggle with insufficient funding to generate effective management. Key Takeaways: • Brazil has developed a clear vision for how biodiversity and protected areas should be managed through SNUC. SNUC has guided several investment projects, which contributed to its ambitious goal. Having a clear vision for the future of biodiversity in the country is key to ensure coordination of efforts across levels and sectors of governments, and coordination with other civil society and private sector entities. • Brazil has developed an intricate network of partnerships to support the management of PAs, and the sustainable development of surrounding communities. Government institutions at different levels, academia, private sector, civil society organizations, volunteers, all come to the table for discussions and decision-making, and play their respective roles for the benefit of the areas. • Brazil is piloting a new way to prepare general management plans. Instead of the more traditional lengthy, very technical processes that usually give rise to comprehensive, but also academic plans with little appropriation by stakeholders, abbreviated plans are now being pursued. Key stakeholders decide on main topics of the plans, and the specifics are decided in sub-plans by working groups. “A key aspect of what we did in the Amazon through the “Amazon Protected Areas Project” was to strengthen rights of local communities to land and to natural resources, particularly through the establishment of Extractive Reserves (RESEX). It is almost a land reform project disguised as conservation!” Adriana Moreira, Senior Natural Resources Management Specialist at the World Bank office in Brasilia Page 46 in Annexes 8 The case of the APA Guapi-Mirim – How Integrated Management maximizes resources and improves management and conservation results At the end of the 1970s, Guanabara Bay had serious pollution problems caused by the historic disorderly occupation of its banks by industries and people. To halt the pollution of the bay, the Brazilian Society for the Advancement of Science (SBPC) together with civil society started a movement in 1978, for the creation of a Conservation Unit to protect the area. Since then, the main objective of the APA Guapi-Mirim CU has been to protect the remaining mangroves located in the Guanabara Bay reservoir as well as to preserve the human populations that maintain a traditional lifestyle in a close relationship with the environment. In an effort to preserve mangroves in the APA Guapi-Mirin, the federal government created the Guanabara Ecological Station (ESEC) in 2006, which is a CU of complete protection. ESEC focuses on research and environmental education and it covers around 2,000 hectares, in both the municipalities of Guapimirim and Itaboraí. The establishment of ESEC has enabled successful conservation efforts of the Guanabara Bay, which now presents ecological and biological characteristics compatible with mangroves that are free of human and aggressive intervention. It is the last area of the Guanabara Bay that holds scenic features similar to those prior to the colonization of the country. The successful biodiversity conservation efforts in the APA Guapi-Mirim and ESEC are due to the integrated manner in which the two adjacent areas are managed. The integrated management model entails sharing of technical, material and financial resources, which has led to an optimization of resources, the joint responsibility to tackle any deficiencies in the two areas and an overall cohesive approach to achieving management goals. Key Takeaways: An area under severe urban pressure such as the Guanabara Bay can be managed for multiple uses, and even be restored (case of mangrove restoration) with proper management, staff capacity and financial resources. Participation of different stakeholders and research is key. Page 47 in Annexes 9 2) Financial Sustainability of Biodiversity Conservation Scaling up and diversifying funding for biodiversity conservation and Protected Area Management is a challenge in most countries, and for Brazil. Innovative financing mechanisms and approaches are required to generate the additional funding required for many CUs to ensure conservation efforts. Funbio, the Brazilian Biodiversity Fund, is a highly innovative financial mechanism that has transformed management and financing for biodiversity conservation in Brazil. It was created in 1996, through a donation of USD $20 million from the Global Environment Facility (GEF) to a group of representatives of the Federal Government, academia, civil society and the business sector. Since then, Funbio has managed to mobilize and disburse more than USD $600 million and supported 284 projects in all Brazilian biomes. Funbio’s innovative approach to increase conservation funding include: • Through vigorous partnership-building and outreach efforts, Funbio leverages national and international donations, including private donations and resources from bilateral and multilateral agreements with the Brazilian government; • It makes use of legal obligations to maximize additional streams of financing. This includes for example environmental compensation deposits for companies, offset measures, fines, and environmental licensing conditions formalized through terms of commitment or conduct adjustment agreements (consent decrees). Currently FunBio is used as the fiduciary institution to receive the money paid for biodiversity compensation. The money is then in coordination with ICMBIO directed to implement activities. Although the payment for compensation is regulated to serve the purposes of conservation, there are no Government mechanisms to guarantee that the money is directed to conservation, therefore the ICMBIO agreed with FunBio to host the funds; • Through ‘Special Projects’, Funbio conducts financial environment diagnostics to CUs and projects, and thereafter helps design mechanisms and instruments that can operationalize new and sources of funding for conservation projects. Key Takeaways: • To reduce dependency on public budget and international donations, PAs need to explore alternatives financing sources and among the ones most discussed at the exchange include endowment funds, environmental offsets, donor funding, private sector funding (blue fund). • A high-capacity, low-cost, innovative national institution can help mobilize significant financing. Clear rules for funds allocation is fundamental to ensure funds generate results on the ground. Demonstrating results is needed for further funding from different sources. Page 48 in Annexes 10 3) Conservation Benefits to Local Communities Ensuring inclusive and sustainable long-term benefits to communities in and around Protected Areas is a high priority for all countries engaged in conservation. In Brazil, many protected areas are inhabited by traditional communities, who rely on natural resources for their livelihoods. Therefor meaningful economic opportunities for these communities usually need to be part of conservation efforts. In Brazil innovative types of government-community collaborative management regimes are being tested – one example is Extractive Reserves. The RESEX Model entails that traditional populations living in biodiverse areas, in forests or along the coast and rivers can apply for the creation of a RESEX. If accepted the government cedes the rights of use of land and sea and the population receives a collective title for land use. The concession also guarantees access for future generations of the local community. The delegation visited one of the Marine Extractive Reserves, Arraial do Cabo, which was established in 1997 to protect the coastal area and its natural resources while sustaining local livelihoods of communities. As a RESEX, the area is categorized as a Protected Area for sustainable use, including for livelihoods that are based on extraction, subsistence agriculture and small-scale animal raising. The model is entirely built on the long-term participation of resource users. Management Plans are for example being developed in participatory manners including the affected and relevant groups of stakeholders such representatives from communities and fishermen, the local public sector and tourism and trade actors. Key Takeaways: • RESEX is a governance and land use model that could be used in other contexts as a way to fully establish and implement ‘Community Conservancies’ in Mozambique, or Community Trusts in Botswana, that can bring tangible benefits to communities. • Volunteering programs have the potential to work in southern African countries as cost- effective ways to address certain challenges in PAs and to achieve conservation results, while also engaging young people and broadening the awareness of biodiversity conservation. • Brazil systematically includes community leaders and civic society representatives in the management councils of PAs. Paraphrasing government managers of PAs, this results in heated discussions during meetings, but stronger, more robust agreements and better implementation. Page 49 in Annexes 11 Multi-stakeholder Management Councils and Volunteering as ways to engage communities In the Chapada dos Veadeiros National Park (655km2), located in state of Goias on the top of an ancient 1.8 billion years old plateau, the delegation learned about how participatory management models and volunteering could is bringing management benefits to the Park. The Park, which is a UNESCO World Heritage site close to Brasilia, is home to rich scenic biodiversity, including waterfalls and hiking trails. Yet tourism potential still remains untapped. The Management Council of the Park is made up out of people that represent various local interests. The Council is an important forum for these stakeholders to convene, discuss issues related to the Park and to minimize the risk of conflicts in management of natural resources. The Park also has a volunteer program, administered by ICMBio, which engages volunteers from both outside the Park and from other parts of the country, to engage in different management, research and restoration efforts. Volunteer activities range from tourism facilitation, which has greatly improved the visitation experience of the Park, often highlighted by tourists and visitors, park staff, drivers and by residents themselves, to addressing the challenges related to wildfires in the Park. By offering accommodation, and issuing certificates to the volunteers, it is an attractive opportunity for those who are interested in contributing to conservation efforts. The Park provides ground for scientific research, environmental education and public visits. By partnering with universities and research institutions, to conduct specific research that aim to improve the Park, the development of the buffer zone, and explore tourism opportunities. Although the Management Plan currently doesn’t allow establishment of any resort or accommodation inside the Park to benefit the hotel business in S. Joao a village next to the Park, the people in the village has small hotels with makes a good demonstration of the benefits that the Park provides to the local communities through eco-tourism. 4) Private Concessions in Protected Areas The delegation learned about various approaches to promoting investments and concessions in PAs. Semeia, a non-profit institution, that supports facilitation between public and private sectors to develop innovative and sustainable management models in PAs presented their approach and lessons learned. The approach entails working on two different fronts. On the one hand, Semeia engages in a lot of the background and legwork needed to identify partnership opportunities, and help to identify the actions needed to improve the investment environment that would facilitate the concessions and partnerships. Once identified, Semeia support governments in structuring the partnerships and innovative management models. Page 50 in Annexes 12 Key aspects to improve the enabling environment to promote concessioning: • Ensuring there is a clear visibility of business opportunities for investors, which entails first working to identify opportunities and then supporting the dissemination of these in a transparent broad manner; • Creating a positive agenda for the sector, including addressing bottlenecks to investments and proposing concrete policies and actions that improve the investment climate; • Strengthening the network of private actors that could potentially be interested in investing, through organizing networking events, bilateral meetings between private agents/potential investors. The mission also was exposed to Instituto de Pesquisas Ecologicas (IPE). This institute is part in a co- management of federal protected areas of Amazonia. IPE’s work covers the following: (i) Landscape and species conservation (ii) Community involvement and partnerships (iii) Environmental education and awareness (iv) Applied research and conservation (v) Subsidies for public policies. The IPE is working with ICMBIO to promote an integrated management of protected areas, supporting the development of corridors and manage them as a landscape. The facilitation also includes the inclusion of partners for conservation development of tourism and other economic activities. By partnering with local institutions and partners with different profiles, such as community associations, non-profit entities, government entities, companies and universities, CUs have experienced positive results in management and improved relationships with partners. Together with ICMBio IPE is also working with partners on institutional strengthening, administrative and financial management, and fund-raising, which means that the model also strengthens the local partners themselves, and helps develop the adequate activities needed to achieve the strategic objectives of the UC. The following activities were also discussed as ways to strengthen partnerships once co-management arrangements are in place: different types of remuneration to those concessionaires that also develop other kind of value chains, particularly those that integrate local people; establishment of volunteer programs or environmental education campaigns to raise awareness; working with partners to engage in restoration activities of historical and architectural heritage; pilot a performance based compensation system for concessionaires, based on the quality of their biodiversity management. Page 51 in Annexes 13 Learning about concessions and co-management agreements in the Tijuca National Park In the Chapada dos Veadeiros National Park (655km2), located in state of Goias on the top of an ancient 1.8 billion years old plateau, the delegation learned about how participatory management models and volunteering could is bringing management benefits to the Park. The Park, which is a UNESCO World Heritage site close to Brasilia, is home to rich scenic biodiversity, including waterfalls and hiking trails. Yet tourism potential still remains untapped. Located in the heart of Rio de Janeiro, the Tijuca National Park protects the largest urban forest in the world, replanted by man, with an extension of 3,953ha of Atlantic Forest. It is the most visited National Park in Brazil, receiving more than 3 million visitors per year. Concessions to private operators have played a key role in boosting tourism, as they are the ones who have built essential tourism infrastructure, transportation inside the park and enabled and provided for leisure services such as hiking trails, picnic areas, climbing and other activities. The operators have also launched sensitization campaigns to increase awareness of visitors of the importance of conservation. Key Takeways: • Concessions to private operators usually play a key role to fill the financial and technical gap of the public sector to really protect, develop and maintain tourism assets in Parks and add the extra services needed for increasing visitors and boosting tourism; • Concessions can bring innovation and services to tourism that regular government activity would struggle to provide. Concession contracts can be prepared in a way such that benefits the surrounding communities and the Government’s plans and agendas ; • Co-management arrangements do not happen overnight, but are developed over time, in a trust-building environment where active measures are taken to address investment promotion constraints. Co Management can also be defined for specific field of management of a Park eg: research; community involvement etc. Although many governments agree that creating partnerships and concessioning arrangements are fundamental to accelerating tourism and improved management in PAs, they usually need support to implement their partnership programs; • Clear rules and regulations for concessioning are needed to manage expectations of all parties, and govern the relationship once it is happening. Page 52 in Annexes 14 5) Results-Based Management of Protected Areas There are several different approaches and models that aim to improve management of PAs. As many countries of the visiting delegation are looking to, or are in the process of introducing or reforming their PA management systems, there are a number of common issues and challenges that can be actively shared and learned from, particularly in Results-based management. The GITEC-NEXUCS presented their model for Results-based management for CUs, which they have worked with ICMBio to implement for the Brazilian protected area system. They have a Program that engages Managers from various levels of CUs to improve their managerial skills. The training program spans the whole field of management, including theory and history to practical applicable exercises. It also delves into social aspects of management and consultative processes, providing capacity building on leadership, team building, organizational culture and organizational change management as well as performance measurement systems and results. The Program started in 2006 and since then four training cycles have been completed, with 84 managers trained. All the CUs from which managers have participated have seen management improvements. Results based management also plays a key role in how ICMBio manages federal CUs; CUs have a largely independent decision-making power, execution capacity and responsibility at the level of each CU. ICMBios Centers for Science and Research for conservation are also encouraged to perform applied scientific research, that is aligned with the specific biodiversity goals of each CU. The Institute for Ecological Research (IPE) shared their experience on an innovative approach to CU management, based on managing CUs through a network of diverse partners. By partnering with local institutions and partners with different profiles, such as community associations, non-profit entities, government entities, companies and universities, CUs have experienced positive results in management and improved relationships with partners. Together with ICMBio IPE is also working with partners on institutional strengthening, administrative and financial management, and fund-raising, which means that the model also strengthens the local partners themselves, and helps develop the adequate activities needed to achieve the strategic objectives of the UC. Key Takeaways: • Results-based management can significantly improve the management of protected areas; • This management philosophy requires high commitment from top management and a change in organization culture, and particularly among civil servants; Page 53 in Annexes 15 • Annual work plans, with clear indicators and milestones are the cornerstone of results-based management; • HR decisions should be based on staff performance, which can be measured through RBM. 6) Presentations from the Visiting Delegation An overview of Mozambique’s biodiversity and National System of Conservation Areas: • Mozambique is home to rich biodiversity and has a network of conservation areas (CAs) that cover around 23% of the country’s land surface. The system consists of 7 national parks, 10 national reserves, one environmental protection area, 17 controlled hunting blocks (coutadas), over 50 privately run game farms (fazendas de bravio), and two community reserves. CAs are further classified into two different types; a) Areas of Total Conservation, which includes the Nature Reserves, National Parks and Natural and cultural monuments, and then b) Sustainable Use Conservation Areas which include Special Reserves, Environmental Protection Areas, Official Coutada (hunting blocks), Community conservation areas, Sanctuaries, Game Farms and a municipal ecological park. • Mozambique has an excpetionaly rich flora and fauna, with more than 10,000 species of flora and fauna cataloged, including 5,743 plant species, of which 250 are endemic, and 4,271 species of terrestrial fauna, including insects, birds, mammals and amphibians. • Mozambique has a strong legal and regulatory framework around CAs, with several laws, policies and regulations that govern the existence of CAs. The CAs have a clear mandate to: ensure the conservation of national biodiversity and the contribution to economic growth and the eradication of poverty in the country. • The management of the National CA System depends on several actors. The National Protected Areas Administration (Administração Nacional das Áreas de Conservação, ANAC) is the main entity in charge of managing CAs and of overseeing the work of entities in charge of co- managing CAs in partnership with ANAC. It was established in 2011 as a parastatal and is guided by its Strategic Plan 2015–2024 which has the following strategic objectives: - Institutional Development - Raising national capacity for conservation - Biodiversity Conservation - Establish a network of conservation areas - Economic-Financial - Economic Sustainability of CA and contribution in the country's Economy - Community Development - Contribute to improving the living conditions of local communities Page 54 in Annexes 16 • BIOFUND (The Foundation for the Conservation of Biodiversity) is a private foundation established in 2011 to promote conservation in Mozambique. BIOFUND manages a Conservation Endowment Fund to ensure long-term financing of biodiversity conservation as well as sinking funds that provide operating resources to the CA system. • BIOFUND works against three strategic pillars, which aim, to BIOFUND being an effective and efficient institution in the financing of conservation and the National System of Conservation Areas in Mozambique. BIOFUND has had an impressive performance since its inception in 2014 and now manages an endowment of US$24 million, making it a key institution for Mozambique’s biodiversity conservation efforts. • CAs in Mozambique face several challenges that threat their long-term integrity and sustainability, including the following: insufficient funds and low financial sustainability of CAs; low institutional capacity and human resources to address the needs of the diverse areas; uncontrolled wild fires; slash and burn agriculture; human encroachment and poverty around CAs, illegal hunting, and illegal mining in CAs. • CAs receive minimum levels of funding and are severely underfinanced. The average state funding of US$34 per km2 is well below the average in the region. The ideal financing would be between USD 63-135 million per year for optimized management. The Government strongly recognizes partnerships and co-management arrangements as mechanisms to attract the technical capacity and finance needed for its conservation strategy. “Stressed that it is possible to maintain the commitment to conservation despite the difficulties that may arise in the process of establishment of protected areas and their management. We are interest in learning more on the compensation of biodiversity, as Mozambique has little no experience although it is part of its legal framework.” Mateus Mutemba, head of Mozambique’s National Administration for Conservation Areas (ANAC) Page 55 in Annexes 17 The role of CBNRM in Botswana: • CBNRM as applied in Botswana and elsewhere in the southern Africa Region is a rural development strategy that provides incentives for biodiversity conservation. CBNRM was introduced in Botswana to address the following: - The threat of species extinction due to over utilization of wildlife resources and poaching; - The inability of the central government to protect its declining wildlife populations; - Land use conflicts between rural communities and the Government; and - The need to link wildlife conservation and rural development • The objectives of CBNRM in Botswana are to: - Promote sustainable use of natural resources and biodiversity conservation; encourage communities to develop skills and experiences to sustainably run their projects; create opportunities for enterprise development and income generation; and promote good governance by that community based organizations (CBOs) must be accountable, participatory and democratic and protects the rights of all members. • CBNRM in Botswana was established through Government allocating communities especially in Wildlife Management Areas in Northern Botswana, concessions to provide incentives for management and protection of natural resources, with certain rights being devolved to them to access and use wildlife for economic gain. • The devolution of rights to communities was done through Registered Accountable Legal Entities termed Community Based Organizations or Community Trust (formed around 1985). These were permitted access and use of natural resources (Primarily wildlife through trophy hunting and/or photographic tourism). • There are different types of CBOs, with differing activities and focus. Some of the main ones include: - CBOs who enter into joint venture partnership or joint venture agreements with safari companies to earn income mainly from photographic rights and land rentals. - CBOs where members harvest veld products process and package them and thereafter also markets and distributes them. - CBOs where members market the heritage or monument sites and earn income mainly from photographic rights and camp sites. • There are different ways in which communities with Concessions charge the lease fees, including the following three options: Page 56 in Annexes 18 - Percentage of gross revenue earned from commercial activities (Consumptive/Non-Consumptive) - Fixed fee (usually with an annual escalation) - Hybrid of the above two, with the latter becoming payable if the % turnover falls below an agreed threshold. • The overall benefits of the CBNRM model in Botswana include Employment, Community Upliftment, Social Safety Nets and Increased protection of wildlife resources. • Challenges still remain, including some poor management of CBOs, lack of entrepreneur skills, fragmented coordination, political interference, funds misue and weak joint venture partnerships. These are actively being addressed and some of the main lessons learned include: - The lack of realization of opportunities and benefits to the ordinary person; Fixed fees that are not adequate for all; participation through being beneficiaries alone is not enough; the management of the fact that not all can be employed within the concession. Overview of Tanzania’s network of Protected Areas and the challenges and opportunities of tourism: • Tanzania National Parks and Ngorongoro Conservation Area do not receive any funding from the Government. They instead generate own funds and pay dividends and taxes to the Government • Tanzania Wildlife Authority, Tanzania Forest Services and Marine Parks and Reserves receive subsidies from the Government • Tanzania is richly endowed with biodiversity and has successfully network of conservation areas, where most national parks are ecologically intact. Currently there are 16 National Parks, with 5 more areas soon to be upgraded to National Park status. Only three of the 16 existing National Parks are financially stable, due to increasing number of tourists and revenue. The rest of the National Parks are “subsidized” by the revenues created by those three. • The PAs still struggle with challenges related to: - High population growth that leads to land use conversion, disappearance of wildlife and livestock incursion in protected areas. - Climate change is also affecting availability of water and forage/habitat change, coupled with high population growth it leads to increased Human-wildlife conflicts - Invasive alien plant species suppress and sometimes replace native or indigenous species hence negatively affect biodiversity, and ecosystems functions and processes - Poaching for commercial and subsistence purposes is threatening Tanzania’s elephant population which has always been documented to be one of the continent’s largest. Elephant population declined Page 57 in Annexes 19 from 109,051 in 2009 to 43,330 in 2015, while the birth rate is 5%. Poaching is aggravated by habitat shrinkage. - High concentration of tourism in the northern sector despite potential in the southern and western circuits • Inadequate scientific data for policy and management purposes entails that funding for wildlife research activities is limited, thus making it difficult to make informed decisions • The Strategies to address these challenges include: • Disappearance of corridors: by partnering with communities to provide alternative uses of the corridors (conservation compatible activities) • Alien Invasive Species-TANAPA has been taking various actions to deal with IAS, with varying success levels. Ongoing prevention, detection and control/eradication for these species is ongoing, while trial programs and research continue. Guidelines for addressing the challenge in order to provide actions that are desirable, feasible and acceptable have been developed. • Climate change: working with local authorities to map and develop strategies to protect water catchments • Human-wildlife conflicts: establishing a fund for mitigating impacts of destruction • Anti-poaching: To address commercial poaching, community engagement and intelligence networks are strengthened and to address subsistence poaching the guidelines for local tourism hunting are being revised to make them affordable, as well as facilitating establishment of Wildlife Management Areas • High concentration of tourism in the northern circuit: improving infrastructure in the southern and western circuits, partnering with the private sector to increase number of accommodation facilities and increase marketing efforts. As currently only two National Parks generate surplus for managing eleven National Parks, a product diversion strategy has been developed to package products in a much better way to improve competitive edge and optimize revenues • Inadequate scientific data: establishing research fund from tourism revenues in order to increase financial capacity for the Tanzania Wildlife Research Institute “One of main objectives in the strategic plan of TANAPA is to restore degraded areas to their original state, but there is limitation in financing and in technical expertise and we can learn from Brazil on how they are doing this.” Allan Kijazi (TANAPA) Page 58 in Annexes 20 The Community Development Approach of Peace Parks Foundation, South Africa: • PPF has a vast experience of community development in Transfrontier Conservation Areas (TFCAs). The business development approach for TFCAs is focused on working across four focal areas; - Ensuring Commitment for the TFCA in terms of support from Governments and secure of land and investments to TFCAs; - Doing conservation at scale, focusing on ecosystem functionality and habitat integrity, - Commercial development focused on wildlife economy, tourism growth and mobilizing investments - Community development focusing on improving socio-economic conditions, growth in the local economy, social cohesion and resilience and security. • Four experiences of PPFs work was presented and discussed: - Herding for Health (Great Limpopo TFCA) which is based on addressing issues related to rangelands, animals, people, policy, and entails creating opportunities to use livestock for the regeneration of landscapes. - Conservation Agriculture (Kavango-Zambezi TFCA) in which farmers are provided training over several years on more sustinable agricultiure practices, which lead to increase in food production, less stress on land, as less is required - from 8ha per household to 0.5ha. It also leads to reduced deforestation for both agriculture purposes and for alternative income purposes, siuch as charcoal, etc. - Wildlife Economy (Kgalagadi TFCA) which focuses on supporting the whole economy around sustainable eco-toruism that benfits communities, entailing support to community ranches, improving multi-partnerships and fundraising, support to CBNRM efforts, promotion of eco-tourism and efforts to restore the biodiversity and tourism assets through for example wildlife translocations. Page 59 in Annexes 21 ““Brazil’s success in promoting multi-stakeholder participation in protected-areas management and this is something South Africa has a lot to learn from as we grapple with the consequences of apartheid, which influenced our people’s perception of conservation. It was refreshing to hear from the fisherman himself what participating in the management councils mean, particularly as he spoke about the conflicts related to the use of marine resources.” Moscow Marumo Peace Parks Foundation Member Angola’s commitment and increasing efforts for biodiversity conservation : • The responsible Ministry for conservation is the Ministry of Environment (MINAIB), which has established a National Strategy and Plan of Action for Biodiversity that aims to conserve natural resources and raise the level of protection of ecosystems throughout the country; • Currently around 13% of Angola (156,909.9km2) is under formal protection, through 9 National Parks, 2 Integral Natural Reserves, 1 Regional Natural Park and 2 Partial Reserves. Angola is also part of 4 TFCAs. • The rich biodiversity of Angola spans rainforest, equatorial forest, desert, savannas and steppes. Its long coastline encompasses different types of marine ecosystems. It is home to 8,000 plant species of which 1,260 are endemic, and to 275 species of Mammals; 78 species of Amphibians of which 19 are endemic, 915 avifauna species and 227 species of Reptiles. • Angola is currently ramping up its efforts to conserve its biodiversity and improve management of its Protected Areas. Some of the efforts include the development of Laws for Environmental Crimes; the Review and Development of New Laws on Biodiversity Management; Creating partnerships with National and International Scientific, Public and/or Private Institutions for the creation of the database that captures Angola’s rich biodiversity; the Creation of a National Force to Combat Environmental Crimes; the roll-out of a protocol on Ecotourism in Conservation Areas; and management improvements to CAs. Page 60 in Annexes 22 • Some of the activities that have already been successfully rolled out includes: training of park inspectors and rangers; provision of equipment for park staff; rehabilitation of park infrastructure; elaboration of a community study; the completion of Wildlife surveys; elaborations of Park Management Plans; Exchanges with Namibia on conservation; Preparation of a Strategic Plan for the National Institute for Conservation Areas (INBAC) (in progress); an assessment of the current status and preparation of rehabilitation plans for 6 parks (in progress); development of community tourism (in progress). • The main challenges facing Angola’s CAs include poaching and illegal trafficking of species, illegal logging and other wildlife crimes, deforestation, Illegal fires and human encroachment. • Angola is actively working to address these barriers through reinforcement of legislation and legal proceedings; Reinforcement of fiscal staff and equipment; Integration of local communities; and the shared and sustainable use of natural resources; and increasing the overall monetization of CAs. • MINAMB has the highest commitment to continue working to: - Train and encourage local communities to use good practices as a reliable coping mechanism to address food shortages; - Work with public information and communication agencies to sensitize populations on more sustainable practices and customs in natural resource management well as the importance of species conservation; - Ensuring a sustainable use and balance of ecological systems that will ensure the conditions for a long- term renewal of resources for the country's development in a responsible manner. “As a country starting the development of its environment and conservation institutions, Angola can learn a lot about past errors and successes, and benefit from Brazil’s capacity to strengthen ours.” Aristófane Pontes, head of the Angola’s Biodiversity Institute Page 61 in Annexes 23 Concluding Remarks The overall outcome of the trip was very positive, with all countries reaffirming its commitment to continue to work w ith each other to establish concrete follow-up collaboration activities that can boost progress in the countries’ existing conservation related initiatives. The mission was particular helpful in achieving some of the following results, among others: • To establish and improve relationships between conservation professionals of SADC and Brazil on both an individual and an institutional basis, which will enhance future exchange of knowledge and experiences; • To strengthen collaboration among the African countries and promote similar types of exchanges in the Southern Africa region; • To identify potential training opportunities that Brazil and South Africa, as countries with advanced experiences in some areas, can offer training for African countries in terms of planning, results-based management, mobilizing and applying environmental compensation, contracting and managing concessions • To share experiences on community development in transfrontier conservation areas, including how to engage communities in business opportunities (particularly presented by the PPF). Next Steps The World Bank is already actively working with all of the countries on initiatives that protect natural capital and biodiversity and we therefore look forward to continue building on the lessons from this Exchange with the Governments of Angola, Botswana, Mozambique, South Africa and Tanzania and other stakeholders. In Mozambique, lessons will feed directly into the implementation of the Mozbio 2 Project, in which similar activities to those explored in Brazil will be piloted, for example the support to multi-stakeholder Management Councils. Mozbio 2 will also establish a Conservation Leadership Program that aims to increase the cohort of skilled professionals in biodiversity conservation expected to work for the different organizations in Mozambique’s CA system. One of the main features of the program will be to continue these kinds of south-south partnerships, including between ANAC and ICMBio for training purposes, including on concessioning, with Botswana’s Tourism Organization to learn lessons related to tourism promotion and marketing, with PPF for community development approaches as well as with other regional partners such as South Africa’s Parks (SANParks) and the Southern Africa Wildlife College (SAWC). Page 62 in Annexes 24 In Angola, the Bank is engaging in the preparation of an investment project to support biodiversity conservation and rural development. In Botswana, the Bank is discussing a potential project to promote CBNRM nationally, and analytical work about the tourism sector. In South Africa, the Bank has been discussing how to advance the Biodiversity Economy through investments in inclusive value chains based on natural resources. In Tanzania, a new World Bank-financed biodiversity and Protected Areas project has just begun, the Resilient Natural Resources Management for Tourism and Growth (REGROW). The project includes interventions at all levels, from strengthening of TANAPA to promotion of PPPs, rural development and creation of opportunities for alternative livelihoods. Several of the lessons learned in Brazil are particularly relevant for TANAPA, and REGROW will explore ways to test them out. These include: (i) how to design and implement effective and collaborative frameworks for engaging stakeholders in conservation; (ii) innovative financing options, such as public and private funds, since currently there is no framework for Tanzania to ensure leverage of resources for conservation; (iii) development of effective planning tools, such as the abbreviated general management plans; (iv) development of research priorities, funding mechanisms for them and developing capacity for researchers so that they can do research meaningful for decision making; (v) learn experiences of the volunteers programs in Brazil, and explore their applicability in Tanzania; (vi) community-based natural resources management: what are other leading countries in the region doing? How can the approach be tailored to Tanzania; (vii) concessions, how they are prepared and what are some of the lessons learned value added to surrounding communities. Page 63 in Annexes 25 Our appreciation and thank you to: FUNBIO, In particular to Manoel Serrão, Suelen Marostica, Andrea Martins and Leonardo Geluda ICMBio, In particular to Danielle Challub World Bank team in Washington Amanda Jerneck World Bank team in Maputo Amelia Cumbi, André Aquino World Bank team in Brasilia Caroline Moreira World Bank travel agency based in Brasilia, In particular to Layse Page 64 in Annexes Page 65 in Annexes ANNEX THREE SSKE Mission to Namibia report Page 66 in Annexes Ensuring Benefits to Rural Communities From Wildlife and Forestry - A Dialogue Between Mozambique and Namibia April 23 – 27, 2017 FIELD VISIT REPORT CONVENED BY: Mozambique’s Integrated Forest and Landscape Management Portfoli o Page 67 in Annexes 1 CONTENTS Overview .................................................. 2 Background Information ........................... 2 Objectives ...........................................................................................................2 Atendees .............................................................................................................3 Agenda................................................................................................................4 Photos.................................................................................................................5 background............................................... 6 Long-term Rights .................................................................................................6 Impressive Development of Conservancies .........................................................7 The Growth of Joint Ventures Tourism ................................................................8 Value Chains .......................................................................................................9 Long-term Capacity Building..............................................................................10 Lessons for Mozambique ........................ 12 Next Steps: ........................................................................................................14 Annex................................................................................................................14 Page 68 in Annexes 2 OVERVIEW Background Information Namibia is a good example of how conservation and the sustainable management of natural resources can bring economic benefits to local communities. Twenty years ago, hostility towards wildlife was prevalent among communities, as this was a state-controlled asset from which local people received no benefits. Namibia is now a pioneer in the sustainable management of wildlife through community based natural resources Management (CBNRM). This positive shift has occurred through community empowerment on a large scale, supported legislation that links environmental management with economic opportunity. For this reason, between, 23 and 27 April 2018, a team of 9 people from government (FNDS, PIUs, Rural Development, ANAC at national and local levels), civil society (ITC) and the WB all involved in the Bank Landscape portfolio travelled to Namibia to meet with key stakeholders engaged in the environmental governance and visit some conservancies in the Zambezi region. Objectives In the framework of the south-south knowledge exchange, a WB/GoM involve in the WB Landscape Portfolio visited to Namibia to learn about: • Environmental governance and the legal framework that allows communities to access economic benefits directly from wildlife and natural resources • Partnerships with private operators to create and manage community based tourism market • Benefit sharing mechanisms and community base natural resources management In order to apply the knowledge acquired in the preparation and implementation of the MozBio 2 project and the Benefit Sharing Mechanism of the Emission Reduction Programme in Zambezia. Both projects have a strong focus on improving the living standards of communities whose livelihoods depend on the adequate and sustainable management of natural resources. Page 69 in Annexes 3 Atendees There were ninie participants from government (FNDS, PIUs, Rural Development , ANAC at national and local levels) all involved in the Bank Landscape portfolio. Tiago Luis – Rural Development National Directorate (DNDR) Sonia Nordez – National Sustainable Development Fund (FNDS) Catariana Chidiamassamba - FNDS/MOZBIO project Mario Candeia – FNDS/ PIU Cabo Delgado Tomas Bastique – FNDS/ PIU Zambezia Joaquim Langa- ITC Binit Varajidas - ITC Andre Aquino – World Bank Carmen Lahoz – World Bank Page 70 in Annexes 4 Agenda Date Activity 23 April 2018 Arrival at the Hosea Kutako International Airport, at 13:25 Check in at Hillside Meeting with Head of Wildlife and Parks (Ministry of Environment and Tourism) Dinner at Pepata (Traditional Cuisines) with the NACSO team 24 April 2018 CBNRM Workshop with NACSO Members and Partners including: Overview of CBNRM activities within Ministry of Environment and Tourism NACSO Working Groups: “Natural Resources”, “Institutional Development” and “Business, Enterprise and Livelihoods” KAZA TFCA Joint Venture Presentation Community Forest by Ministry of Agriculture, Water and Forestry Dinner meeting with CBNRM partners at Joe’s Beer House 25 April 2018 Fly to Katima, arrival 12:00 Lunch meeting with IRDNC Zambezi office Drive to Namushasha Arrival 15:40 at Namushasha Boat Drive at 16:00 Dinner and overnight at Namushaha 26 April 2018 Breakfast at Namushasha Mashi Traditional Village at 08:30 Meeting with Wuparo Conservancy and the Lodge Operator (09:00 – 10:15) Drive to Salambala Conservancy Arrive at Mubala Camp at 14:00 Dinner at Mubala Camp and over night 27 April 2018 Breakfast at Chobe River with the Salamabala Conservancy Chairperson and one Committee member Meeting with Salambala Conservancy 08:30-09:30) at the conservancy office, Drive to Katima Fly back to Windhoek 28 April 2018 Fly back to Maputo Page 71 in Annexes 5 Photos Mozambique Team Workshop with NACSOC and Partners Visit to Conservancy Kwandu Together with management team de Kwandu Page 72 in Annexes 6 BACKGROUND “Unless local communities and rural households have benefits from wildlife, they will not be stewards of these resources. National Parks’ and overall biodiversity’s future hinge on effective engagement with local communities”. - Colgar Sikopo (The head of Wildlife and Parks in Namibia) Communal Conservancies in Namibia Communal conservancies are self-governing, democratic entities, run by their members, with fixed boundaries that are agreed with adjacent conservancies, communities or land owners. Conservancies are recognized by the MET, but not governed by the Ministry, which does, however, have powers to de-register a conservancy if it fails to comply with conservation regulation. Communal conservancies are obliged to have game management plans, to conduct annual general meetings, and to prepare financial reports. They are managed under committees elected by their members. Figure 1. The distribution of conservancies and community forest across Namibia Long-term Rights Following Namibia’s independence in 1990, the then Ministry of Wildlife, Conservation and Tourism found that many communities on communal land wanted the same rights over natural resources enjoyed by freehold farmers, who could hunt game and establish tourism enterprises on their land. In 1996 an amendment was made to the Nature Conservation Ordinance of 1975, which devolved rights to communities over natural resources, which includes wildlife, and established rights for communities to set up tourism enterprises. Page 73 in Annexes 7 These rights were to be exercised through communal conservancies. The first four communal conservancies were formed in 1998. Impressive Development of Conservancies To date, there are 82 registered communal conservancies and 1 community conservation association in a national park of which 23 conservancies hold 19 concessions in national parks and other state land. There are also 32 registered community forests and 2 community fish reserves. There are an estimated 200,000 people living in conservancies Community conservation covers 1.6 million hectares, which is about 53% of all communal lands and over 20% of Namibia. The total cash income and in-kind benefits generated in conservancies grew rapidly from less than N$1 million (USD 90 thousand) in 1998 to N$ 111 (USD 10 million) in 2016. In this period, community conservation contributed about N$ 6 billion (USD 500 million) to Namibia’s net national income Return from wildlife and other natural resources generated through community conservation have proven to be substantial, including direct income to conservancies from tourism and conservation hunting, jobs created and benefits including distribution of game meat. Joint venture tourism and conservation hunting make the greatest financial contribution to communal conservancies. Page 74 in Annexes 8 SOURCE OF INCOME VALUE IN N$ PERCENT OF BENEFITS Conservancy Income & Benefits Joint Venture Tourism 49 858 093 48.8 Sustainable Wildlife Use 45 065 570 44.1 Tourism/Craft Enterprises 3 817 323 3.7 Natural Plant Products 1 820 020 1.8 Miscellaneous 1 622 039 1.6 Total Conservancy Benefits 102 183 045 100.0 Conservancy benefit sources in 2015 The Growth of Joint Ventures Tourism The growth in the number of joint venture lodges has been enhanced by the awarding of tourism concessions to conservancies by MET. A good example are the joint ventures between several conservancies and Gondwana Collection, a private company engaged in karakul skins production until Page 75 in Annexes 9 the 90s when it started being involved into the tourism business. Currently, Gondwana Collection runs more than 14 lodges and hotels in Namibia. The Mozambican delegation visited the Namushasha lodge in the Mashi Conservancy. This joint venture in the Zambezi region was created in 2012. The lodge is located in a dense forest on the banks of the Zambezi River and offers a good choice of activities: river cruises, trip to the Bwabwata National Park and visits to the traditional heritage centre. The lodge employs 53 staff, the majority from the Mashi Conservancy – many of them moving now into management positions. Annual payments to Mashi Conservancy are derived from occupancy, which increased dramatically in the past year (over USD 100K in 2016/2017). There has also been a significant and increasing capital investment in the lodge. Gondwana Collection has the trust that the tourism sector will do fine in the country, highlighting the importance of a conducive enabling environment for the country. Value Chains Another valuable source of income – although to a much lesser extent - for the conservancies is adding value to different products (wildlife, forests) and crafts. The Mashi Conservancy is involved in two income-generating activities: harvesting of Devil’s Claw and the Mashi Craft centre (US$50,000 in revenues every year). Devils Claw products are used throughout the world as herbal products with anti‐inflammatory and digestive properties. The Mashi community harvests the tubers and processes them (slicing and drying) before selling the final product. Page 76 in Annexes 10 The Mashi Craft Centre is supplied by 11 community groups who were trained by IRDNC who provided them with training in the use of natural resources for making various crafts and also quality control to ensure that their products were up to standard. The crafters make a range of products including using grasses to make reed mats and baskets, beaded necklaces made from natural seeds, woodcarvings and drums, and fish traps. Long-term Capacity Building The Namibian Association of Community Based Natural Resource Management Support Organisations (NACSO) is an association comprising 8 NGOs and the University of Namibia. The NACSO concept was developed in 1998 with the aim of providing quality services to rural communities seeking to manage and utilise their natural resources in a sustainable manner. Many of the activities of NACSO are carried out through focussed working groups. There are three active working groups: (i) Institutional Development Working Group that works to develop and improve conservancies' democratic governance, management and financial operations, (ii) Natural Resources Working Group that works with conservancies and government to gather, Page 77 in Annexes 11 analyse and publish data on wildlife and other natural resources, and (iii) Business, Enterprise and Livelihoods Working Group that assists conservancies to develop businesses and to manage joint venture tourism operations. NACSO working groups are comprised of specialists from NGOs, government and consultancies, whose role is to support and develop CBNRM through the three pillars of business, governance and natural resource management. Page 78 in Annexes 12 Lessons for Mozambique The main lesson learned from the exchange visit to Namibia is that an enabling legal framework and substantial economic benefits to local communities can significantly revert environmental degradation. For instance, the black rhino population has dramatically increased (from 100 in 1965 to 2,000 in 2016) and the elephant population has more than doubled (from 7,500 in 1995 to 22,500 in 2016) in Namibia since the CBNRM program started. Other lessons learned are the following: • Wildlife is a key aspect of an integrated rural development strategy to achieve the dual goals of improving the livelihoods of rural communities and ensuring sustainable management of natural resources • Tourism can generate significant income to local communities. Joint venture is a tool but tourism in general is highly volatile. There is a need of an enabling environment to attract tourists on which the revenues rely. • Other sources of financing, such as conservation hunting, non-timber forest products and art crafts need to be promoted to complement the income generated by the tourism business. • Partnerships can play a key role. The benefit sharing arrangements vary widely, and have to evolve over time, as communities learn more. Better to have it based on variables readily understood by communities (such as # bed night) than on turn-over. • Continued capacity building, awareness raising and empowerment of rural communities are key elements to achieve sustainable community-based conservation. To this end, there is a need of developing a well-structured and comprehensive programme and creating a network of experienced civil society organizations to provide support to community based natural resources organizations. Page 79 in Annexes 13 A comparison between Mozambique and Namibia is shown in the table below: Issues Mozambique Namibia Legal framework - Land Law and Policy - Nature Conservation Amendment – 1996 - Forest Law and Policy - National Policy on Tourism and Concessions on State - Conservation Law and Land – 2007 (allow for joint ventures) Regulations - National Policy of CBNRM – 2013 (rules of benefit Conducive to CBNRM, with sharing) some gaps about - National Policy on HWC – 2018 implementation Capacity building ITC and other NGOs Systematic, well structured support (NACSO & support to communities Provincial Forest Department partners) through: (business, governance Non coordinated, non - Natural resources– conservation and hunting and natural resources) systematic, very little funds (patrolling, monitoring, counting, quota setting) available. - Business development, negotiation, contracts Landscape platforms to be - Governance – committees, transparency, benefit consolidated sharing Tools and instruments developed over years Access to finance for Very limited, not commercial. NACSO Business WG provides TA on business models, sustainable business Access to finance to assets from contracts, negotiations. Access to financing from donors (case of Zenguelemo, commercial banks to acquire asset still limited Covane and Chemucane) Community governance Existing confusion (CGRN x CLs). Conservancies Committees, elected members. NACSO Most CGRNs non functional / MET monitors and reports on performance. Benefits to local 20% from forests, hunting Significant, and increasing. Around US$10 million in communities concessions and CA – very 2016 limited Source of revenues Limited (hunting and forestry). Tourism and hunting, SMES on natural products (less important). Number of CBNRM CGRNs - ? 83 conservancies, 32 communal forests organizations No community protected area, a few dysfunctional community forests Monitoring Limited and non-systematized Annual audits of conservancies’ performance data collection. Annual systematized data collection by government No joint system in place and partners Page 80 in Annexes 14 Next Steps: National level Responsinbility Finalization of a ppt with high level recommendations to be presented to RD and CM Integrated decision makers group Preparation of a budget to implement a systematic capacity building RD and CM Integrated programme for rural communities group Fund raising for the capacity building programme MITADER Strengthening the relationship between community land delimitation and MoU between ITC e identification of potential income sources at community level, and search FNDS for partners Elaboration of a proposal of a CBOs assessment system ITC and DNDR Launching the first CBOs systematic assessment in 2019 ITC and DNDR Elaboration of a National Programme to Support Communities in Natural RD and CM Integrated Resources Management group Put forward the idea of a national fund to finance National Programme to FNDS and ITC Support Communities in Natural Resources Management Fund raising to capitalize the fund MITADER At landscape level Share the ppt with the Zambezia and Cabo Delgado platforms and discuss PIUs the implementation of the pilot initiatives Meeting with NGOs to define their potential involvemet in the pilor ITC/PIUs experiences Identification of Conservation community areas in the 3 target MOZBIO/FNDS conservation areas of MozBio2 Monitoring and systematization of the landscape pilot experiences FNDS/ITC Annex PPT Presentation Workshop Namibia Page 81 in Annexes 15 Page 82 in Annexes Page 83 in Annexes ANNEX FOUR Mozambique Country Forest Note Page 84 in Annexes Mozambique Country Forest Note October 2018 This Mozambique Country Forest Note articulates the status, vision and relevant investment and policies of the forest sector in Mozambique and presents the forest-smart approach adopted by the country of integrated landscape management. It makes the case that strategic investments in the forest and land use sectors are needed to reduce rural poverty and ensure the sustainable management of natural resources, particularly forests. This Note is intended to serve as the basis for dialogue within the government and with development partners and other stakeholders on the sector’s policy priorities and future investments. This includes policies for securing additional financing for advancing integrated landscape management. André Aquino, Celine Lim, Karin Kaechele, and Muino Taquidir The World Bank Page 85 in Annexes SUMMARY Mozambique has 34 million hectares (ha) of natural forests, covering 43% of its area.1 The predominant forest ecosystem is the miombo, covering about two thirds of the total forest area. Other forest ecosystems include internationally recognized biodiversity hotspots, such as the coastal forests in the south, afro-montane forests in central Mozambique, and coastal dry forests in the north; and the second- largest area of mangroves in Africa. Forests are an important contributor to the country’s economy and a source of employment, income, and livelihoods in Mozambique’s rural areas. The sector contributed about US$330 million to GDP in 2011 and directly employed 22,000 people (FAOSTAT, 2011). Forests provide goods and services to local communities, including food, energy, medicine, construction materials and furniture. In some rural communities, miombo woodlands contribute almost 20% of household cash income and 40% of subsistence (non-cash) income.2 Forests provide ecosystem services of both local and global value. These include climate regulation through carbon sequestration and storage, watershed protection through soil erosion control, water quality and quantity provision, as well as habitat for globally important species, such as Africa’s iconic large mammals and unique endemic species, such as the Gorongosa Pygmy Chameleon and Vincent’s Bush Squirrel. Based on the recent National Forest Inventory (NFI, 2018), the country’s above- and below-ground carbon stock totals more than 5.2 billion tCO2. This carbon store is central to the country’s climate change mitigation commitments. Although Mozambique’s forests have tremendous value and unrealized potential, they are being rapidly depleted. The NFI 2018 indicates that 267,000 ha of forests were lost each year from 2003 to 2013, a historical deforestation rate of 0.79%. This led to almost 40 million tCO2 being emitted each year, 57% of the country’s total greenhouse gas emissions of 67 million tCO2. From 2014 to 2016, around 86,000 hectares of forests were lost each year, half the rate of the previous period. The underlying causes of deforestation and forest degradation are poverty, high population growth, and international demand for valuable timber. Rural poverty and population pressure mean alternative sources of income are limited, leading to unsustainable forest use. Conversion to small-scale agriculture is the main direct driver of deforestation, accounting for 65% of forest loss. The main drivers of degradation are extraction for biomass, and unsustainable, sometimes illegal, harvesting of timber. Deforestation and forest degradation levy high costs on local communities, the national economy, and global community. With forest loss, local communities lose access to forest products they depend on, reducing their resilience to the impact of climate and the water flows that forests regulate so well. National revenue is lost because of the suboptimal use of forest resources: opportunities for sustainable use (such as nature-based tourism or sustainable forest management) are reduced, while illegal activities lead to much-needed state revenue being siphoned-off. The global community faces biodiversity loss and the impact of increased GHG emissions. 1 Based on the definition of forests of 30% canopy cover, minimum 3-meter height in an area of over 1 hectare. 2 Hedge and Bull. Socio-economics of miombo woodland resource use: a household level study in Mozambique. In: Managing the Miombo Woodlands of Southern Africa Policies, incentives and options for the rural poor (2011) 2 Page 86 in Annexes Although forests cover 41% of Mozambique, these areas are severly threatened by illegal logging and deforestation (World Bank, 2018) The Government of Mozambique is showing an unprecedented level of commitment to reducing deforestation and forest degradation, and to improving forest governance. Mozambique’s National Reducing Emissions from Deforestation and Forest Degradation + (REDD+) Strategy aims to reduce deforestation by 40% and restore 1 million ha of forests by 2030. Mozambique’s Nationally Determined Contribution (NDC), submitted to the United Nations Framework Convention on Climate Change (UNFCCC) in 2016, sets targets for greenhouse gas emission reductions of 23 MtCO2 from 2020 to 2024, and 53 MtCO2 from 2025 to 2030. A series of reforms are being undertaken by Mozambique in the sector, including the revision of its policy and legal frameworks, the creation of a new institution for forest law enforcement, a moratorium on new forest concessions, and a ban on log exports. These reforms aim to confront challenges faced in sector and move it towards greater sustainability. The World Bank has given these reforms a total of over US$300 million in support since 2013 through investments, technical assistance, analytical work, and results-based payments. The Bank seeks to provide opportunities for the country’s poorest citizens (the “bottom forty”) through the sustainable use of forest resources, including forest and wildlife management, conservation agriculture, and nature-based tourism. The Bank has supported the government to help it gain access to multiple sources of financing, including climate finance from the Climate Investment Funds, Global Environmental Facility, and Forest Carbon Partnership Facility (FCPF) Carbon Fund for performance-based payments. It has also found other dev development partners through the establishment of a Multi-Donor Trust Fund for Landscapes and Forests management. The Government of Mozambique is using World Bank investments to support the adoption of integrated landscape management, while generating benefits for local communities. The integrated landscape approach entails working on larger geographic areas, made up of multiple land uses, involving several stakeholders. It calls for investments and enabling policies within and beyond the forest sector. It aims to achieve livelihood diversification, sustainable forest management, and climate change mitigation. The Bank’s investments include the promotion of sustainable forest and agriculture value chains, agroforestry, sustainable charcoal production, community forest concessions, community-based tourism, and commercial forest plantations. In terms of strengthening the enabling environment, the Bank supports the securing of community rights to land, reforming forest concessions, and strengthening forest governance and land use planning. Promoting sustainable forest management in Mozambique requires significant financing, as it entails changing the land use behavior of millions of smallholders and creating incentives among national stakeholders to manage forests sustainably, as opposed to extracting the most from them in the short-term. Mozambique has developed a Forest Investment Plan that identifies how resources would be used. Further resource mobilization is needed to scale it up and replicate it in other landscapes. 3 Page 87 in Annexes CONTENTS Contents Box 1: Actors in the landscape—Private sector 10 Box 2: Reforestation—Multiple use 15 Box 3: Parks and Wildlife as Economic Engines 15 Box 4: Endemic biodiversity in Mozambique’s Forests - the afro-montane Mabu and Lico forests and coastal forests of Northern Mozambique 17 Box 5: Actors in the Landscape – Government 25 Box 6: FNDS and Technical Assistance through the Multi-Donor Trust Fund (MDTF) for Integrated Forest and Landscape Management 26 Box 7: Forest Sector Reforms under MITADER 27 Box 8: Actors in the Landscape – Civil Society 29 Box 9: Actors in the Landscape—Academia 29 Box 10: Emission Reduction Payments under the Zambezia Integrated Landscape Program (ZILMP) 32 Box 11: Maximizing Finance for Development (leveraging private sector finance) with ILM support 33 This report was made possible by the contributions of many. We would like to thank colleagues from the World Bank’s Mozambique Environment and Natural Resources team, the National Forest Directorate (DINAF), the National Sustainable Development Fund (FNDS), and the Food and Agriculture Organization (FAO) for their valuable contributions. 4 Page 88 in Annexes Contents Summary 2 Forests in Mozambique: A Snapshot 6 Forests: Local Communities, National Economy, and Global Environmental Services 8 Forests and Rural Poverty Among Local Communities 8 Forests and the National Economy: The Timber and Wildlife Industry 10 The Timber Industry 10 National Wood Production and Consumption 13 Commercial Forest Plantations 14 The Wildlife Industry 15 Forests and Global Ecosystem Services 16 Ecosystem Services 16 Forests, Biodiversity and Tourism 18 Current Challenges and Opportunities for Forests in Mozambique 20 Challenges 20 Opportunities 26 World Bank Engagement: Sustainable Rural Development through Integrated Landscape Management 30 Recommendations and Conclusion 34 Policy Recommendations 34 Resource Mobilization 36 Conclusion 37 Annex 1: World Bank Engagement 38 Annex 2: Priority Landscapes in Mozambique 39 5 Page 89 in Annexes Forests in Mozambique: A Snapshot Mozambique’s natural forests cover an area of about 34 million ha: equivalent to 43% of the country’s territory, these forests store approximatly 5.2 billion tCO2eq of carbon. The forest sector contributes greatly to Mozambique’s GDP. In 2011 the sector contributed about US$330 million to Mozambique’s GDP in 2011, directly employing 22,000 people, and in 2016, it represented about 13.7% of GDP. There are two forms of commercial harvesting for natural forests: forest concessions and simple licenses. In 2017, 193 forest concessions and 624 simple licenses were issued. The average Annual Allowable Cut for precious and first-class species in 2017 was about 446,000m3. Figure 1: Forest cover in Mozambique. Source: Land Use and Land Cover, MITADER (2018) Mozambique has an estimated 300,000 ha of mangrove forests but from 2003 to 2013, about 156 ha was lost annually. Mangrove loss is caused by urban and agricultural expansion, coastal erosion, and the extraction of fisheries and wood for commercial use. 6 Page 90 in Annexes Forest Definition: 30% canopy cover with a minimum height of 3m height, covering an area of over one ha. Deforestation shows a declining trend. From 2003 to 2013, 267,000 ha were lost each year, at a rate of about 0.79% and accounting for 57% of the country’s total GHG emissions. From 2014 to 2016, 86,000 ha were lost each year, at a rate of about 0.36%. Figure 2: National deforestation between 2003-2016 An average of 267,000 ha of forest were lost Mozambique’s National REDD+ Strategy aims annually between 2003–2013 due to: to reduce deforestation by 40% and restore one million ha of forests by 2030. 4% Other The NDC sets targets for greenhouse gas 65% 4% Commercial agriculture emission reductions of 23MtCO2 from 2020 to Slash and burn agriculture 2024 and 53 MtCO2 from 2025 to 2030. 7% Fuelwood A series of reforms have been undertaken in the sector since 2015, including the revision of the 8% Wood policy and legal framework, creation of a new products institution for forest law enforcement, and a ban 12% Urban expansion on log exports. Figure 3: Deforestation drivers. Source: Winrock and Ceagre (2016). 7 Page 91 in Annexes Forests: Local Communities, National Economy, and Global Environmental Services Forests and Rural Poverty Among Local Communities Poverty in Mozambique is concentrated in the rural areas and in the Central and Northern regions. Zambezia and Nampula, two target provinces of the government’s integrated landscape management programs, experience both the highest rates of poverty (IOF-2014/2015) and high rates of forest loss (Figure 4). Poverty reduction and inclusive growth require the sustainable use of natural resources, particularly in rural areas. Forests are a key resource for rural communities, providing goods and services that meet their needs and can foster the growth of their income. The miombo forests have the potential to improve livelihoods by providing essential food, energy, shelter and medicines for local communities.3 Construction materials, like timber for houses, fences, and granaries and grasses for thatched roofs, can be sourced. Natural fibers provide the raw materials for necessities like baskets, ropes, clothing, nets, brooms, and mats. Non-timber products have income-generation potential. Forests also act as a safety net for populations by offering secure access to resources and services critical to their food security. Wood and charcoal are critical for household Figure 4: Bivariate map of poverty and forest cover loss. The provinces of energy needs, with biomass accounting for 80% Cabo Delgado, Zambezia, and Nampula are priorities for MITADER. The latter two experience high poverty levels and forest loss. of total energy consumption in Mozambique. Fuelwood is used in rural areas, while charcoal is utilized in peri-urban areas, supplying energy for 76% of households in Mozambique’s capital of Maputo and Matola, an urban center neighboring it. Charcoal is an important source of income derived from forests. Mozambique’s National Biomass Strategy (EUEI 2012) indicates that the charcoal industry generates jobs in rural areas for 136,000 to 214,000 people. Agriculture, a major source of livelihood and a land use predominant in rural areas, is highly dependent on natural resources. About 3.9 million households cultivate an area of about 5.1 million ha (out of 36 million ha), mostly practicing subsistence agriculture on plots that average about 1.3 ha.4 3 Campbell, B M et al. Miombo Woodlands—Opportunities and Barriers to Sustainable Forest Management in Observatory (2007) 4 IAI (2012) and Agriculture and Livestock Census (CAP) (2010) 8 Page 92 in Annexes Forests provide essential services on a local, regional, and global scale (World Bank, 2017) The most important food crops are cassava and maize, followed by sorghum and rice. Only an estimated 16% of rural households engage in cash crop production. Agricultural value chains can form the backbone of a rural economy as they create jobs, increase rural income, strengthen food security, and facilitate better nutrition. Agricultural production benefits from a range of environmental services generated by forests, such as maintaining steady flows of water. Sustainable agricultural practices, such as conservation agriculture and agroforestry, take this interdependence into account and seek to increase agricultural productivity while strengthening the resilience of natural resources. Non-timber forest products (NTFPs) are a resource for livelihoods of the rural poor. About 6,850 formal and 189,000 informal small and medium enterprises trade in NTFPs, such as honey, handicrafts, charcoal, and firewood.5 NTFP trade occurs primarily in the informal sector through family- or community- based initiatives but is an important activity in the sustainable production of forest goods and income generation. There remains a wide range of products that have potential entry to commercialization. A study in Zambezia, Nampula, and Cabo Delgado found a wide range of 47 NTFPs with varying degrees of need for investment, market potential, and requirements for research and development.6 They cover value chains for food, essential oils, cosmetics, construction, handicrafts, and hygiene products. Common examples are baobab, moringa, and bamboo. Community-based natural resource management is a necessary strategy to promote the dual objectives of sustainable natural resource management and rural development. The majority of Mozambique’s rural communities depend on natural resources for their livelihoods. The active engagement of communities in natural resources management—in forests, wildlife, and fisheries—has shown to be an efficient and effective tool in ensuring the sound management of these resources. Strong local institutions and rules that govern the resources are needed—in particular, the recognition of the rights communities have to the resource, so that community members can benefit from the management of it. Security of resource access allows a balance of rights and obligations, tying benefits from the resource to the quality of its management. In Mozambique, community rights to land and to natural resources have been strengthened through community land delimitation. As of 2017, a total of about 1,020 communities have been delimited, and about 500,000 individual land use licenses (Direito de Uso e Aproveitamento da Terra—DUATs), have been issued.7 5 Nhancale, B. et. al, Small and medium forest enterprises in Mozambique, IIED (2009) 6 Assessment of Non-Timber and Non-Wood Forest Products Value Chain in the Zambezia, Nampula and Cabo Delgado Prov- inces, Mozambique, PhytoTrade (2016) 7 MITADER (2018) 9 Page 93 in Annexes Forests and the National Economy: The Timber and Wildlife Industry The Timber Industry At the national level, forests are an important contributor to the economy, generating income and employment, as well as important raw materials to fuel Mozambique’s growth and development. In 2011, the forest sector contributed about US$330 million to Mozambique’s GDP and directly employed 22,000 people. In 2016, the sector contributed about 13.7% to Mozambique’s GDP. The World Bank conducted a global analysis in 2018 on the importance of various types of wealth— produced capital, human capital, and natural capital—to a country’s economy.8 In Mozambique, renewable natural capital—that is, wealth from renewable resources—forms the largest component of national wealth. This means that renewable natural resources such as forests, protected areas, and cropland are significant assets that can support further growth and wealth accumulation in the long-run, if managed sustainably now. Other sources of natural capital include non-renewable resources, such as fossil fuels and minerals. Box 1: Actors in the landscape—Private sector The private enterprises in the forest sector are predominantly small and medium businesses (each employing less than 50 people), which account for 95% of formal sector businesses and 99% of informal sector operations.1 Forest enterprises operate across different stages of the timber value chain. There are timber producers, primary processors (sawmills), and secondary processors (such as carpentry workshops, furniture factories). National and international forest enterprises operate in Mozambique. Obtala Limited is one large international firm operating in Zambezia province and it has a Memorandum of Understanding signed with FundInvest SA, a state-owned enterprise, for the export of timber. There are about 120 Chinese companies across the country, including concessionaires and traders. Larger national enterprises include LevasFlor and TCT Indústrias Florestais. These companies tend to have more integrated value chains, incorporate sustainability in their operations, and engage in initiatives beyond timber that involve local communities. LevasFlor is the only FSC-certified company in the country. Smaller national enterprises tend to be focused on short-term gains, with little consideration for sustainability integrated into their management. Forest operators are organized into associations at several levels, although the sector is not sufficiently consolidated for the associations to be effective, and how representative the associations are of their members is debatable. At the national level, the Mozambican Association of Timber Operators (AMOMA) engages frequently with the government. 8 The Changing Wealth of Nations 2018: Building a Sustainable Future. https://www.worldbank.org/en/news/infographic/2018/01/30/the-chang- ing-wealth-of-nations 10 Page 94 in Annexes Miombo woodlands, dominated by species from the genera Brachystegia, Julbernardia and Isoberlinia, are found throughout Mozambique (World Bank, 2018) Of the renewable natural resources possessed by Mozambique, forests are the second-largest contributor to natural capital after cropland. Figure 5 shows that natural capital from forests has over time constituted a smaller share of the total due to the higher growth of wealth from other resources, especially cropland. However, the absolute value of forest natural capital has increased over time, showing it remains a resource for the country. Figure 5: The value of national capital in Mozambique between 1995 and 2014 Mozambique’s high-quality timber is valued on international markets, but more recently has been exported mostly to the Chinese market. Exports are in the form of logs (74% of timber/wood exports 2013), followed by sawn wood (21% in wood exports), and chips and particles (remaining 4%).9 About 90% of timber exports went to China in 2013. The export market is dominated by Chinese companies and is highly selective, focusing on: Dalbergia melanoxylon (local name pau preto); Pterocarpus angolensis (umbila); Afzelia quanzensis (chanfuta), and Millettia stuhlmannii (jambire). In the domestic market a slightly wider range of species is accepted, although preference is still given to the premium species.10 Chanfuta, umbila, and jambire are the most-used species, forming 85% of the wood used in domestic consumption, followed by metonha, metil, messassa, missanda, and messinge.11 However, more than 100 species are listed as having the potential for commercial timber. The average Annual Allowable Cut (AAC) for precious and first-class species in 2017 is about 446,000m3, based on the recently concluded National Forest Inventory.12 Presently two forms of commercial harvesting exist for natural forests: forest concessions and simple licenses. The number of forest operators varies annually. In 2017, 193 forest concessions and 624 simple licenses were issued.13 Licensed concessionaires have the right to harvest and transport timber according to the AAC specified in the approved management plan. The management of timber 9 Global Development Solutions (2016) 10 Financial analysis of the natural forest management sector of Mozambique, UNIQUE (2016) 11 Assessment of harvested volume and illegal logging in Mozambican natural forest, Faculty of Agronomy and Forest Engineering (FAEF), Uni- versity of Eduardo Mondlane (2013) 12 NFI report, DINAF, 2018 13 DINAF, 2017 11 Page 95 in Annexes varies considerably with respect to the area licensed to forest concessionaires. The actual productive area can range from 50% to 90% of the whole concession area. Likewise, the AAC varies substantially but is generally very low (< 0.2 m3/ha per year), reflecting the low density of the miombo forest. Investments in assets and infrastructure vary between the two license types, with forest concessionaires usually investing more substantially in heavy machinery to harvest and transport logs, and in the facilities required by regulation for forest concessionaires only. Mozambique has about 200 sawmills, of which 47% are complemented by artisanal carpentries.14 Sustainable forestry operations are not financially viable under current market conditions and because of illegality in the sector, with limited incentives for the integration of sustainability measures, such as silviculture, reforestation, or value- Figure 6: Characteristics of simple licenses and forest concessions. added processing. Unsustainable practices Source: DINAF (2017) remain profitable, thus there is little incentive to improve the management of timber or increase the value of the resource locally. Economic analysis of the value chain of wood has confirmed there is net profit along the entire value chain, with prices varying only by product and point of sale, estimated at US$32/ m3 in the forest, US$44–81/m3 of sawn timber for the domestic market, and US$61–115/ m3 of sawn timber for the export market.15 This illustrates that it is equally profitable to sell logs to sawmills or to sell sawn timber, thus discouraging operators from doing any processing. This profit scenario is based on the case commonly the norm that no costs are being incurred for silvicultural treatments or for other practices that could add to the sustainability of the operation. Improving the sustainability of the sector will require interventions in three areas: strengthening the enabling environment; supporting improved management practices; and developing value chains and markets for a new range of products. Government capacity needs to be strengthened to monitor forest management standards Figure 7: Current timber value chains. Source: Adapted from UNIQUE (2016) 14 Global Development Solutions (2016) 15 UNIQUE (2016) 12 Page 96 in Annexes and regulations (and ensure they are implemented), to curtail illegal logging (and any unfair competition associated with it), and to review the licensing system (including the ‘chain of custody’ systems). Long-term planning should determine areas for specific uses, such as for conservation units, national forest reserves, and those available for commercial licensing. Harvesting volumes need to be licensed based on sustainable yields, and on the projections made for future stocks, which should be ascertained with the best science available. Sustainable forest management practices, which could be certified by third parties, need to be promoted, and private operators provided with incentives and technical support toward sustainability, as well as incentives for value addition. Private sector management decisions need to be based on sound data and planning, maximizing forest utilization and the integration of silvicultural practices. New, viable value chains and markets should be explored for value-added products and certified timber. Searches for a wider range of species, not currently considered marketable, could be undertaken. New markets for certified wood should also be explored. This is because investment in value addition and infrastructure can sustain or even raise their profitability despite the additional costs involved, if these are accompanied by technical know-how, access to finance, and market development. As shown in Figure 7, the current timber production system is limited in terms of the types of products and export destinations, with little investment being made in processing facilities for higher-value wood products. In terms of utilized wood volume, charcoal is probably the most important product of Mozambique’s forests. The charcoal value chain is highly important for local communities, although the charcoal business is largely informal– only about 5% of the charcoal sector is thought to be formal.16 When license fees and the government’s reforestation tax are not being paid, the net revenue for a ton of charcoal ranges from about US$5-21, depending on whether the point of sale is along a forest road or farther away in an urban center. By law, charcoal producers and transporters or wholesalers are required to have a license. For producers, this costs about US$1 per 70kg bag produced, and a single producer can legally produce a maximum of 1,000 bags per year, earning them a total annual income of up to US$1,000 from charcoal. Most producers, however, do not have licenses and operate informally. Production is diffuse and decentralized, and the enforcement of even the limited number of rules in place hardly occurs. Transporters are more likely to have licenses, as the movement of trucks is easier for government authorities to control, largely through checkpoints on the roads. Transporters with no license or those carrying volumes of charcoal exceeding the volumes permitted are fined about US$667 a load. Current charcoal value chains are therefore inadequately controlled and unsustainable, and a major driver of forest degradation. First-, second-, and third-class species of trees are often harvested, which the law prohibits. National Wood Production and Consumption The volume of wood licensed as good as doubled from 130,000 m3 in 2015 to almost 250,000 m3 in 2017.17 These figures indicate the growing trend of timber harvesting and do not even include volumes that are illegally harvested, which are estimated at about six times the volume licensed.18 It should be noted that the largest number of licenses are issued in the provinces of Cabo Delgado, Zambezia, Tete, and Sofala. Domestic wood consumption is estimated at about 257,000 m3/year, an amount close to the volume licensed in 2017. Domestic timber markets are expanding, with the fast-growing construction industry and the expansion of the electricity grid the largest consumers of timber in the country. The current domestic timber supply is insufficient to cover these growing demands, making it necessary to import poles for transmission lines and construction timber. Since most timber produced is exported in logs (not poles), most processed forestry products consumed in Mozambique are imported. Domestic consumption of 16 Sustainable Charcoal Value Chain Mozambique, Energy Engineering Solutions (2014) 17 DINAF reports (2017) 18 Avaliação das perdas de receitas devido a exploração e comércio ilegal de madeira em Moçambique no período 2003 – 2013, WWF (2015) 13 Page 97 in Annexes processed wood is comprised mainly of imports from neighboring South Africa and Portugal. In 2013, Mozambique imported US$16 million in slabs, panels, plywood, and ceiling boards; US$9 million in plywood and laminates; US$8.5 million in doors and window frames; US$6 million worth of particle board; and US$5 million in boxes and pallets, especially paper, particle board, plywood, and other furniture.19 The supply gap for timber products continues to grow. Analyses project that Mozambique’s consumption of harvested wood products (sawn wood, wood-based panels, paper and paperboard, and industrial round wood) will have grown from 2.4Mm3 in 2014 to 6.3Mm3 in 2040. The projected industrial round wood supply gap is 3.7Mm3 by 2040 (Figure 8).20 This dynamic highlights the opportunity to improve the country’s production capacity, the quality of its natural forest products, and its potential for commercial plantations, which could reduce the amount of pressure currently being placed Figure 8: Expected demand for harvested wood products in 2040 and the corresponding on natural forests and help meet domestic productive forest area needed. Source: Harnessing the Potential of Productive Forests and Timber Value Chains for Climate Change Mitigation and Green Growth: demand for timber products. Opportunities for Private Sector Engagement, UNIQUE (2016) Commercial Forest Plantations The plantation sector in Mozambique is promising and has been identified as a focal area for economic development by the government. The National Reforestation Strategy targets restoring one million ha by 2030. An estimated 3.5 million ha are considered suitable for forest plantations in the central and northern areas of the country.21 Mozambique has adequate conditions for expanding multipurpose plantation forestry, including a growing demand for forest products and the availability of land. Increasing the country’s forest plantation area from the current 60,000 ha to more than one million has by 2030 would have the potential to create 250,000 jobs and produce US$1.5 billion worth of manufactured products and exports.22 Mozambique is well positioned to supply the markets in neighboring countries in Southern and Eastern Africa, and has a comparative advantage accessing key markets in Asia. However, key conditions for investment—production costs, market access, and the enabling environment—can be improved to increase the business climate and competitiveness of the sector. Production costs are affected by growth potential, land access, and labor availability. Natural, climatic conditions and geography lead to low productivity per ha of 20 to 35 m3 per ha per year, lower than in neighboring South Africa and much lower than the highest rates achieved in Latin America. Growth rates can however be increased with proper research. An already high and still growing domestic demand for wood products provides a domestic market, but an environment must be created to enable the sector to produce at internationally comparable costs. Managing company–community relations is a challenge— companies have to undergo long and intense negotiations with communities in order to get a land use license and the correct procedures for doing so remain tenuous and lacking in government orientation.23 19 Global Development Solutions (2016) 20 A historical, 10-year analysis of wood consumption, population growth, and industrial sector GDP resulted in correlation factors that were used for the projection of wood product consumption until the year 2040. Policy assumptions were quantified to develop a green growth scenario for consumption of wood products until 2040. Source: Harnessing the Potential of Productive Forests and Timber Value Chains for Climate Change Mitigation and Green Growth: Opportunities for Private Sector Engagement. UNIQUE (2016) 21 National Reforestation Strategy, MITADER (2009) 22 National Reforestation Strategy, MITADER (2009) 23 Improving the Business Climate for Planted Forests in Mozambique, UNIQUE (2016) 14 Page 98 in Annexes Investors reflect on the need for clarity concerning the rules on forest conversion, as well as on the rights of companies to access land and the process for obtaining a license or DUAT. Such risks related to land have deterred investors. Mozambique lacks skilled labor and adequate technologies. Developing a thriving, planted forests sector is a long collaborative process that will require inputs and commitment from all stakeholders: the public sector to improve the enabling environment and framework for investments; and private actors including smallholders to provide the investment. Portucel and the International Finance Corporation, which is part of the World Bank Group, are collaborating with the Government of Mozambique and World Bank through the planted forests grant scheme under the Mozambique Forest Investment Project, in particular in the design of models for technical assistance to outgrowers. Box 2: Reforestation—Multiple use The Government of Mozambique is promoting reforestation for multiple use. The National Reforestation Strategy (2009) identifies the role of reforestation for energy, conservation, and community use Mozambique has signed up to the African Forest Landscape Restoration Initiative (AFR100), a regional land restoration initiative, and pledged to restore 1 million ha of degraded lands. In June 2018, the Ministry of Land, Environment and Rural Development (MITADER) finalized an assessment based on the Restoration Opportunities Assessment Methodology (ROAM)24 across the 10 districts in Nampula and Zambezia targeted by Sustenta Project. The assessment resulted in the prioritization of about 995,019 ha in Nampula and 644,942 ha in Zambezia for restoration. The results demonstrate that about 60% of Mozambique’s NDC commitment to the UNFCCC could be achieved in seven years if landscape restoration takes place across the suggested intervention areas. The analysis showed that new forest plantations offer more opportunities of employment and more carbon sequestration potential, while agroforestry and natural forest rehabilitation have high employment but medium carbon sequestration potential. MITADER is promoting forest restoration through technical assistance and the provision of inputs for emerging farmers—as a condition for gaining access to matching grants for value chain development. It is also making performance-based payments for the development of sustainable plantations by small and medium growers. The Wildlife Industry While the potential of the wildlife industry in Mozambique has not been fully explored, Box 3: Parks and Wildlife as Economic Engines it could well benefit conservation, local The potential for direct income generation for communities, and the national economy. The communities from wildlife in Mozambique can sustainable use of wildlife through activities such gain inspiration from Namibia and Zimbabwe, as trophy hunting, game sales, and tourism could two countries that have seen great success in lead to the higher valuation of forests as habitat and community-run wildlife management programs. thus incentivize their protection while generating In Namibia, community-owned businesses and jobs and revenue for local communities involved in joint ventures, particularly in tourism and hunting, the management of wildlife resources. The wildlife have been highly profitable. The total cash income economy could become a significant growth area and in-kind benefits generated in community for the national economy (Figure 5 and Box 3). conservancies grew from less than US$90,000 Mozambique has eleven hunting concessions in 1998 to US$10 million in 2016. In this period, community conservation contributed about US$500 (coutadas) and a number of wilderness farms, most million to Namibia’s national income. In Zimbabwe, of them managed privately or through partnership the CAMPFIRE program has increased direct arrangements between the government, private revenue to communities since its inception in 1989. operators, and communities. These areas could be CAMPFIRE generated about US$12 million from developed into community-managed enterprises, 2009 and 2016, with communities receiving US$6.4 with strong partnerships offering opportunities for million, about 54% of the total. multiple benefits from wildlife. 24 More information on ROAM may be found at: https://www.iucn.org/theme/forests/our-work/forest-landscape-restoration/restoration-opportuni- ties-assessment-methodology-roam. 15 Page 99 in Annexes Forests and Global Ecosystem Services Ecosystem Services Mozambique is richly endowed with natural resources. Of its total area of 80 million ha, 36 million ha is arable land, and 34 million ha is natural forests, of which 17 million ha is categorized as productive forest. These cover a variety of forest ecosystems, including the coastal forests in southern Mozambique, afro-montane forests in central Mozambique, and coastal dry forests in northern Mozambique. Miombo woodlands represent the most extensive forest ecosystem in Mozambique, comprising about two-thirds of the country’s forested land. Miombo is the dominant forest type in several central and northern provinces, including Zambezia, Nampula, and Cabo Delgado, where most of Mozambique’s poor reside and rely on the woodlands for basic necessities.25 Forests provide significant ecosystem services of global value, including carbon sequestration and storage. Due to its unique ecology, the climate mitigation potential of miombo woodland has global significance. Dominated by species from the genera Brachystegia, Julbernardia, and Isoberlinia, miombo grows slowly due to low rates of nitrogen and phosphorus uptake (constrained mainly by soil moisture, largely from rainfall) with net primary production capped at 900–1,600 g m2 per year. Miombo resists moisture loss and its leaves have high tannin content. This constrains use by herbivores; only large ungulates, like elephants, can process the material. Unless completely uprooted, miombo regenerates readily by coppicing from stumps and rootstock after disturbance. Given that dry season fires burn a third of the miombo landscape on average every year, this resilience is exceptional.26 For this reason, the woodlands can act as a stable carbon sink. Miombo forests constitute important reservoirs of above- and below-ground carbon (at 227 total carbon dioxide (tCO2)/ha27) and have the potential to act as a carbon sink. The total above- and below-ground carbon stock in Mozambique is estimated at more than 5.2 billion tCO2.28 This carbon store is central to the country’s climate change mitigation commitments. Forests reduce the probability and effect of natural disasters, as has been documented in the Licungo (Zambezia) watershed. Hence, well-managed forests can increase local communities’ resilience to climate risks. The woodlands play an important role in regulating natural water supplies by maintaining water flow and water quality and protecting land from soil erosion. As most of Mozambique’s major river basins are located or have their headwaters in forests, hydrology underpins the country’s actual and potential agricultural productivity, and enhances the adaptive capacity of rural communities to climate- related stressors such as drought and floods. 5 Forests have a key role in filtering the water that enters streams, and thus play a key role in the quality and quantity of water. 25 The Earth Scan Forestry Library. The Dry Forests and Woodlands of Africa. Ed. Chidumayo, E N and D J Gumbo, London: Earth Scan Pub- lishing (2010) 26 Scholes, M C and M O Andreae. Biogenic and Pyrogenic Emissions from Africa and their Impact on the Global Atmosphere in Ambio. 29(1) (2000) 27 Study on the Zambezia Integrated Landscape Management Program, EtcTerra (2016), figures being updated. 28 From Linha de Referência, Monitoria, Relatório e Verificação para o REDD+ em Moçambique, Sitoe et al. 2013, based on the 2004 national forest inventory, using IPCC Tier 1 calculations. 16 Page 100 in Annexes 46 million tons of greenhouse gases are emitted annually from deforestation, well over half of the country’s total emissions (World Bank, 2018) Box 4: Endemic biodiversity in Mozambique’s Forests - the afro-montane Mabu and Lico forests and coastal forests of Northern Mozambique Scientific expeditions to Mt. Mabu, a montane inselberg in Northern Mozambique led to the discovery of a 7,880ha block of undisturbed rainforest of a forest type not well represented elsewhere. Ten new species (plants, mammals, reptiles, and butterflies) have been discovered, based on biological surveys done of only 20% of the forest. Hence it is expected that with further investigation more species will be found. Mt Mabu is important for rare birds and supports a variety of endemic and restricted-range species. The forests on Mt Mabu store significant forest carbon.29 In 2018, a rainforest in a volcanic crater of Mount Lico was explored for the first time, leading to the discovery of new plant and animal species.30 The coastal forests of Eastern Africa stretching along the Indian Ocean coastline from Somalia to Mozambique, and the largest remaining extent of which is reported to be found in Mozambique, are considered by Conservation International to be a global biodiversity hotspot. This is an area of high diversity and endemism being placed under increasing threat. A study conducted in Cabo Delgado in 2011 concluded that the high proportion of range-restricted species, the limited extent of the forest patches, and the increased threat to the area show these forests deserve international conservation concern.31 A landscape or ecosystem-level conservation response is needed to conserve the full range of forest types and species. Mozambique has an estimated 300,000 ha of mangroves,32 about 28% of which occurs in the Zambezi Delta, constituting the largest mangrove area in Africa and the 13th globally.33 Mangroves boast a diversity of marine life and are vital for their role as a highly productive nursery for fish and prawns, cultivated by coastal communities for subsistence and profit.34About 850,000 households, or 20% of the population, rely on fisheries for some part of their income, and employment in the sector has increased by 260% since 2002, due in part to the development of processing and commercialization. Fish is a key component of the Mozambican food basket, comprising 27% of protein consumption. Mangroves enhance neighboring ecosystems like coral reefs and seagrass beds, offering opportunities for eco-tourism. 29 The discovery, biodiversity and conservation of Mabu forest—the largest medium-altitude rainforest in southern Africa, Bayliss et. al., Oryx, 48(2), 177–185 (2014) 30 Mozambique: the secret rainforest at the heart of an African volcano, The Guardian, 17 June 2018 31 Coastal dry forests in northern Mozambique, Timberlake et. al, Plant Ecology and Evolution 144 (2): 126–137 (2011) 32 NFI, MITADER (2018) 33 Status and distribution of mangrove forests of the world using earth observation satellite data. Global Ecol. Biogeogr., 20,154159. Giri et al. Giri, C., Ochieng, E.,Tieszen, L.L. (2011) and Landscape-scale extent, height, biomass, and carbon estimation of Mozambique’s mangrove forests with Landsat ETM+ and shuttle radar topography mission elevation data, Journal of Geophysical Research, 113: G02S06, Fatoyimbo, T. E., M. Simard, R. A. Washington-Allen & H. H. Shugart (2008) 34 World Wide Fund for Nature (WWF). East African Mangroves in The Global 200: The most outstanding and representative areas of biodiversi- ty (2017). 17 Page 101 in Annexes Figure 9: Mangroves play a critical role in coastal protection and food security in the Quirimbas Archipelago, in the northern provnce of Cabo Delagao. Source: World Bank (2017) However, mangrove forests are experiencing loss: up to 2010, there has been mangrove loss but a registered increase in mangrove cover since 2010. Between 2003 and 2013, about 156 ha was lost annually.35 Mangrove loss is caused by urban and agricultural expansion into coastal areas, coastal erosion, and the extraction of fisheries and wood resources for commercial use. The forest ecosystems are internationally recognized biodiversity hotspots and habitat for a variety of plants and animals, including birds and large terrestrial mammals, some of which are endangered and endemic to Mozambique. However, wildlife numbers of species such as elephants have declined and continue to be under threat from poaching. At the same time, as humans move into elephants’ range and habitat, the risk of human–wildlife conflict increases, which further threatens their numbers. Forests, Biodiversity and Tourism There is a very strong nexus in Mozambique between tourism’s potential, prospects for poverty alleviation, and biodiversity conservation—for which forests are key. Mozambique’s travel and tourism industry is the third largest investment sector in the country, contributing to 3.2% of GDP in 2013 but expected to grow exponentially, with the country predicted to be one of the ten fastest-growing destinations for leisure travel spending between 2016–2026, and visitor arrivals to increase by 8% annually. The industry relies heavily on its rich natural resource base and, given that nature-based tourism (sometimes known as NBT) is anticipated to be one of the largest global tourism growth areas in coming decades, the sector is regarded as a key economic priority for Mozambique. Nature-based tourism could contribute more to GDP, boosting export and tax revenues, employment opportunities for the rural population, income to communities involved in the supply chain, and indirect benefits through the spending of direct income. 35 Historical Activity Data Analysis in Mozambique, MITADER (2018) 18 Page 102 in Annexes Figures 10 and 11. Forest map of Zambezia province, showing low deforestation in the Gilé Reserve. Deforestation rates in the Reserve and surrounding districts show the contrast in and outside of the Reserve’s boundaries. Source: Historical Activity Data Analysis in Mozambique, MITADER (2017) Mozambique is covered by a network of Conservation Areas (CAs)36 that make up 25% of its land surface and of which forests are an essential component. Conservation Areas constitute a unique asset in terms of biodiversity, ecosystem services, and support to livelihoods of the many rural communities living in these landscapes. This network of CAs represents a clear comparative advantage for Mozambique to develop nature-based tourism, which could help the country generate sustained economic returns from its rich biodiversity and ultimately ensure the preservation of natural assets the industry depends on, while supporting the financial sustainability of the management of CAs and generating benefits for the poor. Nature-based tourism is potentially linked to poverty alleviation, as it generates labor-intensive employment, and often contributes to gender equality due to the high proportion of women employed. It can also create new market opportunities for local producers, demand for locally produced inputs, and scope for off-farm diversification. It builds on assets linked to local communities, so that adequate compensation for protection of these natural assets serve as a safety net for some of society’s poorest communities. In addition, CAs can be an effective strategy for forest protection, as in the case of Gilé National Reserve: deforestation within the Reserve was found to be lower than the area outside of the Reserve’s boundary (Figures 10 and 11). Given the mutual dependence of nature-based tourism and biodiversity, it is important that tourism- related policies and investments are formulated in ways that also lead to conservation and, as such, ensure the parallel achievement of pro-poor, environmentally sustainable goals. The World Bank is supporting this agenda through the MozBio Program37, aimed at ensuring the sustainability and protection of Mozambique’s natural resources, including its rich forests. Nature-based tourism is promoted as a means to preserve Mozambique’s valuable natural assets, and a key contributor to the financial sustainability of CAs, generating economic and social returns for the country. 36 Specifically, the network of Conservation Areas consists of seven National Parks, ten National Reserves, one Environmental Protection Area, seventeen Controlled Hunting Blocks (coutadas), over fifty privately-run Game Farms (fazendas de bravio), and two Community Reserves. 37 MozBio2 is currently under implementation, with a follow-on MozBio2 project due.. 19 Page 103 in Annexes Current Challenges and Opportunities for Forests in Mozambique Challenges Although Mozambique’s forests have tremendous value and there is potential to maximize benefits locally and globally, they are being rapidly depleted. The country has lost around 267,000 ha of forests every year from 2003 to 2013, which represents a historical deforestation rate of 0.79%.38 This has led to around 40 million tons of greenhouse gases being emitted every year into the atmosphere, which represents 57% of Mozambique’s overall emissions. From 2014 to 2016, annual loss declined to about 86,000 ha, a rate of 0.36%.39 Trends in recent years show a decrease in deforestation. 38 Data from the 2018 NFI, under validation 39 Deforestation data is based on the time period of 2003-2013 and then 2014-2016, because this is an update from the 2007 National Forest Inventory which covers the period of 1991-2002. The National REDD+ Strategy was then approved in 2015 taking into account data until 2013. The most recent deforestation data available is from 2016. 20 Page 104 in Annexes Strengthening forest management is critical the sustainable use of the country’s natural resources (World Bank, 2017) Figures 12 and 13: National deforestation in Mozambique from 2003-2016 and Deforestation by province. Source: MITADER (2018). Forests are lost because of a combination of direct An average of 267,000 ha of forest were lost and indirect drivers linked to several sectors, primarily annually between 2003–2013 due to: small-scale agriculture. Forest conversion to agriculture 4% Other is the dominant driver of deforestation (65% of total 4% Commercial deforestation), led by shifting subsistence cultivation (slash- 65% agriculture Slash and burn and-burn agriculture, often resulting in the uncontrolled agriculture 7% Fuelwood spreading of fires), followed by urban expansion and infrastructure development (12%). As for forest degradation, 8% Wood the key drivers include forest extraction for biomass energy products (particularly charcoal for urban use), and unsustainable 12% Urban expansion timber harvests (including illegal logging) to supply both Figure 14: Deforestation drivers. Source: Winrock and Ceagre (2016). domestic and international markets. 40 The indirect drivers that contribute to deforestation and forest degradation in Mozambique include insecurity over land tenure, inadequate planning for land use, and demographic pressure. Land tenure insecurity discourages investment in longer-term assets with limited to no immediate returns, including forests and other natural resources. This dynamic is made worse by demographic pressure, particularly when agriculturally based population density increases in and close to forested areas, which is happening in several areas of Mozambique. While deforestation rates have fluctuated, forest loss has occurred over time. There has been a large decrease of forest cover since 1980, when around 89%41 of the country was covered by forest, compared to 43% today (Figure 15). 40 Identificação e análise dos agentes e causas directas e indirectas de desmatamento e degradação florestal em Moçambique, Winrock and CEAGRE (2016) 41 Based on the first National Forest Inventory in 1980. The definition of forests has changed over the different inventory periods, so the values are not directly comparable, but they provide a means for general comparison. 21 Page 105 in Annexes Inventory Forest Area Forest Cover AAC (m3/year) Percentage NFI1 (1980) 70,922,980 88.6% - NFI2 (1994) 66,128,229 77.6% 527.866 NFI3 (2007) 40,068,000 50% 515,672 NFI4 (2017) 34,171,686 42.7% 446,728 Figure 15 and 16: Historical forest cover and forest cover percentage in Mozambique over time and the associated AAC, as determined in the National Forest Inventory. Source: NFI (1980, 1994, 2007, 2017) The Annual Allowable Cut (AAC) should provide a critical piece of information to help the Government of Mozambique make informed decisions on forest management. The decreasing AAC value over time suggests that the availability of harvestable forest resources has reduced. The forest sector in Mozambique suffers from chronically weak governance, further fueling forest loss. A participatory forest governance assessment was conducted in 2016 in two provinces using the PROFOR-FAO tool (see Results in Figure 17). The assessment showed there was consensus among stakeholders that governance was weak, particularly around institutional capacity and the implementation of laws and regulations. Forest law enforcement is absent and forest crimes often go unpunished, permitting widespread illegality. Forest sector policies contradict those in other sectors, and measures to combat corruption are not systematically applied. Stakeholder participation in planning and decision-making in the sector is low, particularly when it comes to the inclusion of women. This has resulted in limited trust among stakeholders and limited benefit sharing with local communities. Illegal logging is widespread. Forgone tax revenues were estimated at US$540 million between 2003 and 2013 from unreported wood exports (mostly logs), which meant mainly to Asian markets.42 MITADER, the Ministry of Land, Environment and Rural Development, conducted a separate assessment of forest operators43 that revealed a low level of compliance with even the minimum forest management and legal, environmental, and social standards. Current forest management practices undermine the sustainability of the resource base. Current practices focus only on a few species and the volumes harvested of these selected species are not 42 Avaliação das perdas de receitas devido a exploração e comércio ilegal de madeira em Moçambique no período 2003 – 2013, WWF (2015) 43 This evaluation was conducted in 2016 with involvement of the local university and civil society groups. Co-financed by the World Bank and WWF, it serves as a key indicator for the sector. 22 Page 106 in Annexes sustainable. The resource degrades and devaluates gradually. Investments in silviculture are virtually absent, and the efficiency of operations is low. Most businesses do not employ forest technicians and use outdated equipment and processing techniques with the exception of a few operators who are making a serious effort to improve the efficiency, recovery, and value addition of timber harvesting. The government’s capacity to enforce the law is limited. Its information management system is currently analog, but a digital system is under development that would improve the reliability of statistical data and data transparency. Weak governance hinders effective public participation and social accountability, which leads to non-inclusive decision- making around natural resource use and the erosion of trust among stakeholders. A forest forum is being created that could increase the participation of stakeholders in forest-related issues. Another challenge to the sustainable management of resources is the low levels of land rights’ registration. The land administration agency’s capacity to issue land licenses and monitor their use— and to register land occupancy—is low, a problem that is partly due to insufficient Figure 17: Results of the forest governance assessment, by Pillar of the resources, both human and financial. assessment framework Community delimitation has been delivered through financing provided by bilateral donors, but with elevated costs and limited impact (so far, a total of 950 communities have been delimited, and about 500,000 licenses or DUAT recorded). The lack of, or inadequate, decentralized registration services at district level, with poor or no coordination between relevant actors, has inhibited efforts to systematically execute the cadastre (property registry) and register land rights. Few land administration and management services in municipalities and rural areas provide effective administrative responses or are accessible to most citizens. Acquiring a DUAT is lengthy and costly, and can involve many steps over several years. There is little direct communication, formal integration, or harmonization of systems and procedures. The absence of a common methodology has led to mixed results of previous efforts, an ineffective control of the process of occupation, and the distribution of land resources by public institutions. This has contributed to an increased level of land-related conflicts and the expansion of the informal land market, which is particularly dynamic in growing urban centers.44 44 Mozambique Land Administration Project (Terra Segura), World Bank Project Appraisal Document (2017) 23 Page 107 in Annexes The benefits that communities can gain from forests are limited and made worse by the lack of the full recognition of their rights to natural resources. The law mandates that communities residing within licensed timber areas receive 20% of the logging taxes paid to the government by operators. About 50% of the value of fines collected from forest law enforcement should also be shared with stakeholders who participate in the enforcement effort and issuance of fines. However, communities receive little or no benefit either because of unlicensed wood harvesting, or the cumbersome process and weak enforcement of the benefit sharing mechanism. There are 1,089 communities that receive a portion of the 20% of taxes collected from forest licenses.45 Even when their rights are conveyed, the local communities concerned often do not have enough capacity to govern, manage, and develop their resources. Unfortunately, the general perception of benefits from resources is the sharing of revenues, rather than creating economic benefits and well-being through active engagement in management. Communities also have limited negotiating power with third parties. The participation of local communities and community-based organizations in decisions related to resource management is weak, leading to their limited influence in resource management. This is due to a combination of institutional weaknesses, low capacity for expertise and technology, and the lack of partnerships and finance.46 45 DINAF annual report (2015) 46 Community Based Natural Resource Management: Reformulating and strengthening current approaches in Mozambique, World Bank policy brief (2016). 24 Page 108 in Annexes Mozambique’s rural livelihoods rely heavily on forests and forest products (World Bank, 2017) Intersectoral collaboration and coordination can be greatly improved. Even as the landscape approach is gaining importance, there is much room for coordination amongst sectors at the policy level and in terms of initiatives on the ground. An example is the case of forest law enforcement, where coordination among the forest administration, law enforcement agency, police and customs is paramount, yet this collaboration is not effective. Another important example of collaboration needed is between MITADER and the Ministry of Transport on the integration of spatial forest data into the national database managed by the Ministry of Transport. Or the coordination between agriculture and forestry activities, as commercial agriculture development has the potential to significantly reduce forest cover. Box 5: Actors in the Landscape – Government The management of productive forests falls under the jurisdiction of two ministries—MITADER, which is responsible for the use and conservation policies of natural forest resources and wildlife in so- called productive forests, as well as for multiple use, forest conservation and carbon stock; and the Ministry of Agriculture and Food Security (MASA) responsible for the establishment, management and administration of forests planted for commercial and energy purposes. MITADER is responsible for managing forest resources for energy purposes, although the country’s energy development policies and strategies are placed under the Ministry of Mineral Resources and Energy (MIREME). 25 Page 109 in Annexes Opportunities The current government has created an institutional set up that places a strong emphasis on reducing rural poverty and sustainable management of natural resources. MITADER was established with a broad mandate over land, forests, rural development, climate change, environment and conservation, facilitating cross-sectoral coordination. It set up the National Sustainable Development Fund (FNDS) to mobilize and manage domestic and international financing, including climate finance, and to foster activities on rural development and sustainable natural resource management (Box 6). FNDS has provincial units, currently in Nampula, Zambezia, and Cabo Delgado. MITADER adopted the National Sustainable Development Program, aimed at improving the livelihoods of rural populations and the management of natural resources through promoting small and medium enterprises in rural areas, and in value chains linked to agriculture, forestry, and tourism. Forests are recognized as an instrument for poverty reduction under this Program. Box 6: FNDS and Technical Assistance through the Multi-Donor Trust Fund (MDTF) for Integrated Forest and Landscape Management FNDS was established to mobilize and manage financing to support the National Sustainable Development Program. The Bank has supported institutional capacity building of FNDS through the following areas: 1) Leadership and Project Management Coaching. ML Consultoria provided strategic guidance to FNDS on institutional organization arrangements and developed management systems for the institution. 2) Social and Environmental Risk Management. FNDS’s social and environmental safeguards capacity has been strengthened. FNDS developed a common safeguards framework and tools for all their projects, to ensure efficiency and quality control, including a Grievance Redress Mechanism (GRM). 3) South–South collaboration and knowledge exchange. South–South cooperation activities aim to strengthen the capacity of FNDS and partner institutions through the exchange of experience and knowledge with other countries concerning integrated landscape and forest management. The government’s high-level priorities and the targets it has expressed in its Five-Year Plan (PQG 2015-19) recognize the importance of rural development and forests. Priority V emphasizes the sustainable and transparent management of natural resources and the environment, which includes improving land-use planning and strengthening the implementation of these land-use plans. Land tenure security is described in PQG 2015–19 as key to promoting the rights of local communities and their livelihoods and a more business-enabling environment in Mozambique. The current government has also publicly recognized forest-related challenges and shown commitment to addressing them. MITADER has been implementing forestry sector reform since 2015 to address challenges in the forestry sector, including institutional changes and a review of the national forest policy and legal framework (Box 7). The World Bank has closely followed and supported these reforms and engaged in policy dialogue, including just-in-time technical advice on these measures. The momentum built around the forest sector reforms led the Bank to increase its support to the sector. As the largest investment in the forest sector, MozFIP is providing the financing needed to implement the reforms. The government has also set goals for carbon emission reductions. Mozambique submitted its Nationally Determined Contribution (NDC) to the UNFCCC in 2016. The NDC targets for total reductions are 23MtCO2 from 2020 to 2024 and 53.4 MtCO2 from 2025 to 2030. The NDC is being updated in 2018, with the National Climate Change Adaptation and Mitigation Strategy guiding NDC implementation. In 2015, MITADER approved the National REDD+ Strategy, which aims to reduce deforestation by 40% and to restore 1 million ha of forests by 2030, equivalent to annual emission reductions of 170MtCO2. 26 Page 110 in Annexes The creation of a National Forest Monitoring System was concluded in 2018, Box 7: Forest Sector Reforms under MITADER capable of monitoring forest cover and measuring, reporting and verifying (MRV) • Revision of the national forest policy, strategy, and emission reductions annually. This included law (ongoing) the submission of the Forest Reference • Two-year suspension on new licenses and Emissions Level (FREL) to the UNFCCC. concessions (Decreto 40/2015) The FREL is the baseline against which • Nation-wide audit of licensed areas (forest to assess Mozambique’s performance in concessions and simple licenses) (2015) climate change mitigation through forests • Moratoria on exploration of pau ferro for five years (DM as well as the impact of polices and 10/2016) measures taken by the Government to • New law on timber exports, including log export ban achieve NDC goals. on all native species (Law 14/2016) Mozambique is currently developing a • Operação Tronco (2016), an intelligence and methodology to calculate emissions from enforcement operation that led to massive timber seizures (reported 150,000m3 and estimated fines forest degradation. The government is due of more than US$1.4 million) that was a signal of to sign an Emission Reductions Purchase government action to confront illegal logging. Agreement in 2018 with the FCPF Carbon Fund, a commitment to paying up to US$50 • Transfer of forest law enforcement mandate to the newly-created National Agency for Environmental million for demonstrable and verifiable Control (AQUA) and the National Enforcement Service emission reductions within the Zambezia (Serviço Nacional de Fiscalização) (ongoing) Integrated Landscape Management Program. • New export regulation of processed wood (Decree 42/2017, following Law 14/2016), to ensure better Having recognized systematic control of the timber export business and promote greater added value to timber community land delimitation as part of a wider strategy to promote sustainable • Creation of FundInvest (2017, published in BR 172 III rural development, the government Serie), an entity affiliated with the State to facilitate the export of processed timber has been clarifying land rights. The government’s Terra Segura program • Minimum standards for sustainable management aims to register five million individual (2018), to be translated into a legal instrument for parcels of land and delimit four thousand evaluation of operators’ performance to inform any suspension of licenses, with potential for a national communities. The World Bank is supporting certification standard to be developed. this goal through the MozFIP and Sustenta projects, as well as through the MozLand • Update of the National Forestry Inventory (2017), project. The delimitation process comes as which was critical input to the definition of the AAC for 2017. The NFI should be used to inform the allocation a packet of interventions, often involving of forest licenses and potential moratoria on certain the participatory preparation of local land species. use plans, Community Development Action • Establishment of the Unit for Monitoring, Plans (CDAPs),47 the creation of a Natural Measurement, Reporting and Verification of REDD + Resources Management Committee, as Activities (2016). well as capacity building activities for the community. • REDD+ Decree approved (2018) • Update of the National Forest Program (2018) • Exploration ban on nkula, pau ferro, and mondzo, export ban on chanfuta, umbila and jambire (Despacho 47 Also known as Agenda Comunitárias, these action plans express the aspirations of communities (including 29/3/18) different social groups) about their development in a pre- defined period and prioritize the various initiatives the com- • Revitalization of the National Forum on Forests (2018) munities believe are possible within their delimited area. This • MoU signed with China on sustainable forest provides the basis on which a community negotiates its inter- ests or intentions/plans with different actors (such as NGOs management (2018) and investors). 27 Page 111 in Annexes The legal registration of land use rights is a first step towards the protection of communities and individual land rights and is seen as a fundamental criterion for engaging in Community-Based Natural Resources Management (CBNRM) initiatives, particularly if there is a trajectory towards attracting investors. There are ways forward to increase the benefits to communities from forests, beginning with key stakeholders recognizing that CBNRM is a key element of a national rural development strategy. The recently concluded 5th National Conference on Community-Based Natural Resources Management, financed by the Bank, initiated a national strategy and Action Plan for advancing CBNRM in the country. Recommendations moving forward should include creating a national program dedicated to CBNRM that could institutionalize long-term capacity building for communities and pursue long-term partnerships for communities to harness the market potential for forest and agriculture products. To do this, the government should endorse a coherent package of interventions with well-tested tools and approaches that can be replicated and scaled up in CBNRM initiatives nationwide. The MozDGM project (see Box 8) will serve as a vehicle of financing through which the Action Plan and such a national program can be implemented. The government has recognized the need for spatial planning and is developing land use plans at the national and local levels. Of note is the National Land Use Plan, which is a strategic and programmatic instrument that provides a mid- to long-term organizational vision for territorial planning and use, articulated with a socio-economic development model and strategy and which provides information, data, and scenarios for the evaluation of the country´s natural resources and infrastructure. Comprehensive spatial planning at the national level will orient land use decisions and provide a long-term development scenario. The strategic planning at this level will first involve a diagnosis of the national territory, its natural and physical elements, climate change and human impacts (population growth and effects on land use and land degradation), and the identification of strategic options for spatial development. A dynamic modeling platform simulating future trajectories of land use and land use change, including future levels of degradation and land use demand by population growth, is a component of the National Land Use Plan. The planning process will also allow an evaluation of interventions for sustainable management of land and natural resources, providing the government with information to make policy decisions. At provincial and district levels, the government is developing spatial plans such as the recently launched Special Land Use Plan for the Costa dos Elefantes area, which covers part of the Matutuine District and Inhaca Island. This Special Land Use Plan and its corresponding district urban plan will contribute to the sustainable and resilient long-term development of one the fastest growing areas of the country, where there are major urban infrastructure developments but also rich biodiversity areas— the Maputo Special Reserve and Ponta do Ouro Partial Marine Reserve—with a potential for high-end ecotourism development. This plan will allow greater protection of the mangroves on the Maputo Bay and the Licuati Forest Reserve, among the few remnants of coastal sand forests in the whole southern Africa. At the community level, the GoM is also promoting and financing the preparation of local land use plans through participatory, community-led processes. A clear definition of land use opportunities is an important foundation upon which communities can be empowered and informed to sustainably manage their resources and pursue economic opportunities. 28 Page 112 in Annexes Box 8: Actors in the Landscape – Civil Society Civil society organizations have Structure of the Zambezia Integrated Landscape Management Forum the essential responsibility of holding the government accountable. NGOs are also the main implementers of CBNRM projects that involve working with communities. There are few civil society organizations in Mozambique with significant direct experience in forest management and governance. The majority of these organizations are focused on community development aspects, such as on community organization and planning, and promoting activities for livelihoods and income generation—but which are often related to resource management. They are key institutions for the continued strengthening of community capacity for CBNRM. The Bank has close partnerships with many of them, such as the World Wildlife Fund for Nature (WWF) Mozambique, Iniciativa para Terras Comunitárias (iTC), Micaia Foundation, Radeza, and ORAM. The Multi-Stakeholder Landscape Forums in Zambezia, Cabo Delgado, and Nampula are important spaces for dialogue and landscape-level decision-making among a diverse set of stakeholders, with a large role for civil society. The forums have structured thematic working groups to discuss technical issues of priority in the landscape. In Zambezia, the platform led to the creation of a civil society working group that signed an MoU with Portucel to provide advisory services on social and environmental issues. The Mozambique Dedicated Grant Mechanism for Local Communities Project (MozDGM) is a project within the ILM portfolio managed directly by and for communities, community-based organizations and civil society organizations. Led by WWF Mozambique and a National Steering Committee, comprised of civil society members, MozDGM is an unprecedented opportunity focused on strengthening the capacity and participation of communities in natural resource management that can influence a national approach to capacity building. Box 9: Actors in the Landscape—Academia The forest sector counts on the support of local universities as well as national and regional research agencies. Universities that partner on Bank projects include Universidade de Eduardo Mondlane (UEM), UniZambezi in Zambezia, and UniLurio in Cabo Delgado. Instituto de Investigação Agrária de Moçambique (IIAM) is the main research institution on agroforestry. The role of academia could be expanded to provide applied technical assistance and capacity building to other actors in the sector. 29 Page 113 in Annexes World Bank Engagement: Sustainable Rural Development through Integrated Landscape Management To secure the contribution of forests to sustainable rural development, an integrated landscape management approach is critical. The threats to forests come from multiple sources and sectors, primarily outside of the forest sector, involving multiple actors through competing demands on the land and resources. As such, an integrated landscape approach is required, with interventions within and beyond the forest sector engaging multiple stakeholders at various levels. This approach is key to sustainable rural development in Mozambique. A sustainable landscape will simultaneously meet local needs (for example, water availability for households) while contributing to Mozambique’s national commitments and international targets, such as protecting biodiversity and reducing GHG emissions. The World Bank’s Environment and Natural Resources Management engagement in Mozambique, through the Integrated Landscape Management portfolio, adopts a programmatic landscape approach and promotes forest-smart investments. The integrated landscape approach recognizes the link between agricultural development and natural resource management, both in terms of institutional management and of implementation on the ground, so as to combine investments in a geographic area (landscape) to maximize their impact. The central focus of engagement with the Government of Mozambique is sustainable rural development, which captures the programmatic approach well and is an important topic for the country’s national agenda. In this way, the Bank’s support is integrated with the government’s strategic priorities and investments are mainstreamed into its programs in line with approaches advocated in the Forest Action Plan. The portfolio can be organized into four main areas: investments, analytical work, technical assistance, and performance-based payments. Detailed information can be found in Annex 1. The government and the Bank have established a high-level partnership to promote rural development and the sustainable management of natural resources. The Bank’s Integrated Landscape Management portfolio, in support of the government’s sustainable development agenda, provides a platform for drawing together a diverse range of financing sources and continues to grow. Figure 18 demonstrates the evolution of the Bank’s engagement and illustrates the blending of several sources of financing, including a robust International Development Association allocation, along with trust funds, most of which relate to climate finance (such as the Climate Investment Funds, Forest Carbon Partnership Facility and Global Environment Fund). The Government of Mozambique has asked the Bank to lead the coordination of Development Partners around natural resources management. Key partners have affirmed and supported this role through the establishment of the Multi-Donor Trust Fund for Integrated Landscape and Forest Management, with contributions from Sweden and potential contributions from other partners. Galvanizing support from partners and other stakeholders, the Bank has been able to rally strong backing for the government’s bold efforts to deal with politically sensitive issues, such as combating illegal logging. 30 Page 114 in Annexes By collectively managing projects, The World Bank is taking an integrated approach to rural development and natural resource protection (World Bank, 2017) Figure 18: Evolution of financing and sources in the Bank’s support to the GoM on integrated landscape and forest management To grow development partnerships and support for Mozambique’s vision, the Bank is actively promoting South–South knowledge exchange on rural financing mechanisms (with Brazil, Mexico, South Africa and Namibia), and signed a tripartite agreement with Mozambique and Brazil to further promote programmatic exchanges on rural development and natural resource matters. Such partnerships with local, regional, and global networks should continue to be expanded to maximize learning and the sharing of experiences to enrich Mozambique’s own programs. Figure 19: Global, regional and local knowlege exchanges are important tools for building networks, disseminating new ideas and sharing best practices (World Bank, 2017). 31 Page 115 in Annexes There are expanding opportunities for climate finance, the commitment from the FCPF Carbon Fund for performance-based payments in the Zambezia province being the first vote of confidence of demonstrable results in emission reductions (Box 10). Mozambique is actively seeking opportunities under the Green Climate Fund, a key resource identified early in the Investment Plan. Mozambique is also one of the few countries that has implemented a climate change Development Policy Operation which achieved progress on key policy initiatives. This partnership leverages financing from the private sector, including from the IFC. Private actors are becoming a growing source of financing, increasing their investment in sustainable resource management through partnerships, both with the public sector and with communities (Box 11). Box 10: Emission Reduction Payments under the Zambezia Integrated Landscape Program (ZILMP) An Emission Reductions Purchase Agreement (ERPA) will be signed between the government and the FCPF Carbon Fund in 2018 for payments of up to US$50 million for verifiable emission reductions made within the nine districts of the ZILMP. If emissions are reduced, payments will be triggered to those who contributed to generating the results in accordance with the stakeholder-approved Benefit Sharing Plan. The Plan will allocate 70% to communities, 20% to the private sector, 2% to the provincial government, 4% to the district government and 4% to Gilé National Reserve, to be reinvested in sustainable management practices and actions that will sustain emission reductions in the long term. 32 Page 116 in Annexes (World Bank, 2017) Box 11: Maximizing Finance for Development (leveraging private sector finance) with ILM support • Strengthening commercial resource mobilization for agriculture and forestry value chains: A matching grants scheme under the US$80 million (IDA) Sustenta project provides financing to ‘emerging commercial smallholders’. It enabled Mozambique’s National Investment Bank to establish in 2017 a concessional credit line to co-finance smallholders in climate-smart agriculture and forestry. • Leveraging private equity and technical expertise to enable PPP in protected areas management. Renowned multinational operators have engaged with the GoM on PPP for Protected Areas management, in the Bazaruto Archipelago Park, and the Maputo Special Reserve. They have brought over US$20 million from private resources and technical expertise (including on nature-based tourism), supported by the US$46 million MozBio project. • Promoting community-private partnerships for natural forest management and plantation. Through the FCPF, cashew farmers are benefitting from a cashew market information service that provides prices and market evaluations, helping them make informed business decisions. MozFIP (US$47 million) is supporting communities such as Uapé and Nipiode to create community forest concessions in partnership with forest companies to have access to market and timber processing technology and expertise. MozFIP also established a performance-based commercial plantation scheme to incentivize smallholders to engage in commercial forestry and facilitated market access and technical support from IFC-owned Portucel. 33 Page 117 in Annexes Recommendations and Conclusion Policy Recommendations The World Bank has been working closely with the Government of Mozambique to pursue priority policy actions in certain key areas, some of which are highlighted below. Many of these are already supported through the World Bank’s operations, but there is room for expansion and additional support from development partners. There are also many opportunities to support forest-smart and climate-smart activities through mainstreaming these principles into other sectoral interventions. 1. Natural forest management and forest governance a. Re-envision the concept of sustainable forest management—change the idea of forests as a source of timber only to an idea that includes their non-economic and non-market uses in order to capture the full value of the forests, particularly for local communities b. Promote the multiple uses of forests and values that can be added to them, including the sustainable use of wildlife (trophy hunting, game farming), non-timber forest products, and ecosystem services to maximize their value c. Reform the framework of forest concessions to ensure the existence of only financially and environmentally sustainable enterprises. This would require a significant reduction in the number of operating concessions and the elimination of simple licenses as they are difficult to control and easily manipulated for illegal use. Forest concessions should be allocated based on sustainable yields and future stock d. Conduct the long-term planning and allocation of forest resources for different uses, such as for commercial use and conservation, including the establishment of permanent forest areas to maintain a permanent productive forest heritage e. Increase transparency and access to data on the forest supply chain, including data on concessions, as well as on timber allocation, licensing, transport, processing and export, through timber tracking technology. Develop a Forest Information System using the best available technology and improve tools for monitoring deforestation and land use cover change f. Build and invest in institutional capacity to improve resource allocation planning, concession management, and the application of forest management regulations by forest concessionaires at all levels g. Provide incentives and technical assistance to the private sector for the adoption of sustainable forest management practices and to add value to timber products h. Develop new, better-paying markets for forest products, including the promotion of certification for access to new markets, and research and development on new forest products 34 Page 118 in Annexes The sustainble use and protection of Mozambique’s forests requires require continued political will and significant financing from different sources (World Bank, 2017) i. Enhance law enforcement with appropriate technology and tools that allow real-time alerts, improve the law enforcement agency’s protocols for compliance control, develop a system for complaints and investigation of forest crimes, and improve collaboration amongst relevant institutions, such as customs and the police. Improve or introduce regional agreements for cross- border control, and train judiciary agents in the judgment and prosecution of forest crimes j. Promote meaningful multi-stakeholder participation on decision-making through consultation platforms at all levels 2. Biomass energy - Charcoal a. Increase the sustainability and efficiency of charcoal production (such as with more efficient kilns, and through better use of existing kilns) b. Reduce dependency on wood energy by promoting alternative biomass and non-biomass sources—establish wood fuel plantations for charcoal production, accelerate and incentivize the adoption of alternative options for fuel in urban areas, such as gas, solar, and mini-hydro c. Reduce the use of natural forests for charcoal production, and promote improved, more efficient stoves to reduce pressure on wood fuel sources 3. Agriculture a. Promote climate-smart and conservation agriculture, including agroforestry systems, to encourage small farmers to invest in stable agricultural systems and move away from shifting agriculture b. Support value-added activities in more productive and better spatially planned value chains that integrate sustainable practices and engage rural households c. Restore degraded lands to become productive areas again 4. Plantation forestry a. Create incentives for the promotion of commercial forest plantations, particularly for small-scale producers using out-grower schemes with private companies b. Improve the enabling environment for company–community–government relations and facilitate community consultations, particularly on access to land 35 Page 119 in Annexes 5. Land use planning a. Develop spatial land use plans at the national and local levels aligned across their scales and based on future land use scenarios, such as degradation and urbanization b. Support land use and resource planning at the community level and integrate Community Development Action Plans into district plans to improve local governance c. Ensure compliance with land use regulations 6. Secure land tenure security a. Secure the allocation of individual and community land rights (community land certificates and DUATs) b. Systematize the formalization and official registration of land titles 7. Community-Based Natural Resources Management a. Establish a national CBNRM Program that systematizes long-term capacity building for local communities, access to finance to develop local business, and support on natural resources management (particularly forests and wildlife) b. Promote partnerships between communities and the private sector for the development of community businesses, and develop models for the necessary support and benefit-sharing structures for such partnerships Resource Mobilization To realize Mozambique’s ambitious landscape management approach fully, good practices and demonstrated local successes need to be scaled up and replicated across other districts and provinces. To achieve this transformation, additional finance needs to be leveraged. Mozambique’s Forest Investment Plan (2015) lays out a large-scale, phased framework and the direction for expanding investments outside and within the sector that will advance and scale up the landscape approach. The Investment Plan considers the existing allocation from the Forest Investment Program and other World Bank operations as the initial phase of the framework. Subsequent phases of financial support will expand FIP approaches and sector-related activities to other landscapes, as well as deepen and sustain existing activities and policy reforms. 36 Page 120 in Annexes The Investment Plan, coupled with the Bank’s convening and technical support, led to the creation of the Multi-Donor Trust Fund for Integrated Forest and Landscape Management, which has the potential to attract other development partners. While significant resources have already been dedicated to the Investment Plan, to implement it across the entire country would require additional resources of well over US$500 million. The phased approach is designed to demonstrate the strength of the institutional and implementation structures to deliver concrete results in the sector, which would facilitate the leveraging of additional finance from other international instruments and donors. The Government of Mozambique is strengthening its capacity to attract, manage, and efficiently utilize additional funds, particularly with the establishment and continued strengthening of the National Sustainable Development Fund (FNDS) (Box 6). A full range of financing sources should be pursued, beyond climate finance, to include private sector financing through partnerships with communities for sustainable enterprises (Box 11) and other innovative approaches. The effective disbursement of funds, particularly at the local level, is a capacity that is being developed, demonstrated, and improved through the current portfolio of investment projects. Financing mechanisms, such as matching grant schemes and benefit sharing mechanisms for disbursing benefits to local communities, are for example being tested. The Benefit Sharing Plan developed under the Emission Reductions Payments Project in Zambezia is one such model (Box 10). Conclusion Forests in Mozambique have the potential to generate benefits to local communities through employment, revenue (timber, non-timber forest products, wildlife) and ecosystem services, to the national economy through taxes on forest products (particularly timber), and to the global community through environmental services, particularly carbon storage and biodiversity protection. Realizing this potential will take a bold medium- to long-term program of reforms, backed up by investments. Such reforms will require continued political will and significant financing from different sources, including domestic sources (national government and the private sector), markets (timber, tourism), and from the international community (climate finance, payment for environmental services such as REDD+, and development aid). Continued resource mobilization from multiple sources is needed to ensure that these efforts can be sustained. 37 Annex 1: World Bank Engagement The Bank’s engagement can be organized in four main areas: investments, Performance-Based analytical work, technical assistance and performance-based payments. Payments Investments Technical Assistance Page 121 in Annexes Analytical Work Annex 2: Priority Landscapes in Mozambique Cabo Delgado Landscape Total Area: 4 million ha Population: 611,538 Rural Population: 78.4% Total Forest Area: 1,756 ha Deforestation Rate: 0.32% The Cabo Delgado Landscape hosts a variety of key terrestrial and marine biodiversity habitats, each with different geographic features. The area includes the Quirimbas National Park, which is home to 135,000 people, as well as a rich array of terrestrial and marine fauna and flora such as elephants, turtles and miombo forests. Working with civil society and community-based organizations, the ILFM Portfolio is helping communities who depend on potentially destructive practices, such as slash-and-burn agriculture and charcoal exploration, find alternative income-generating activities that decrease deforestation and forest degradation. Nampula Landscape Total Area: 3 million ha Population: 926,621 Rural Population: 79% Poverty: 49% below the poverty line Total Forest Area: 797,000 ha Page 122 in Annexes Due to its fertile soils, high altitude and multiple river heads, the Nampula Landscape has great agriculture and forestry potential. Since many rural households still use traditional and often inefficient agriculture practices, the ILFM Portfolio is helping to direct substantial private investments into sustainable agriculture and forest-based value chains. Zambezia Landscape Total Area: 6 million ha Total Population: 2,286,988 Rural Population: 74% Poverty Level: 56% below poverty line Forest Area: 3,225 ha Deforestation rate: 0.62% The Zambezia Landscape hosts forests and woodlands, agricultural lands and the Gile National Reserve, protecting several biodiversity hotspots. The ILFM portfolio is helping to mitigate key threats to the landscape by strengthening natural and planted forest management, increasing land tenure security, enhancing the sustainability and productivity of agriculture and biomass energy, and improving spatial planning. This landscape has been chosen as an Emissions Reduction Program Area under the Forest Carbon Partnership Facility’s Carbon Fund. Page 123 in Annexes Page 124 in Annexes ANNEX FIVE CBNRM National Conference Leaflet Page 125 in Annexes REPÚBLICA DE MOÇAMBIQUE MINISTÉRIO DA TERRA, AMBIENTE E DESENVOLVIMENTO RURAL Va CONFERENCIA Comunidades locais no centro da gestão sustentável MANEIO COMUNITARIO dos recursos naturais para o DOS RECURSOS NATURAIS desenvolvimento 19 e 20 de Fevereiro, 2018 local e nacional Centro de Conferencias Hotel Glória Maputo, Mozambique • Esta é a quinta (V) Conferência desde a institucionalização do MCRNs em 1997. • A V Conferência de Maneio Comunitário dos Recursos Naturais é um evento que visa juntar diversos actores que directa ou indirectamente promovem iniciativas de gestão comunitá-ria dos recursos naturais, para um debate franco sobre as principais limitações do MCRNs em Moçambique e proposta de soluções para a melhoria do desempenho desta aborda-gem, rumo ao desenvolvimento rural e nacional. • As contribuições dos participantes baseadas em experiências gestão comunitária tanto na-cionais como internacionais e resultados de pesquisas nesta área, irão contribuir para a adequação de matérias relevantes nos instrumentos legais sobre gestão dos recursos natu-rais em revisão, bem como a revisão da proposta da Estratégia do MCRNs elaborada em 2009 sob financiamento da WWF- Moçambique. • Durante a realização da V Conferência, far-se-à o Lançamento do Projecto MozDGM, uma iniciativa facilitada pelo Banco Mundial e que comporta cerca de 4,5 milhões de dólares pa-ra promoção do maneio comunitário ao nível das paisagens de Cabo-Delgado e Zambézia. Através do MozDGM pretende-se fortalecer as capacidades das comunidades e organiza-ções de base comunitária (OCBs) e financiamento de projectos comunitários através da alocação de um fundo competitivo para as OCBs orientadas para a promoção da gestão sustentável dos recursos naturais. • Espera-se que esta Conferência constitua mais um momento soberano para ampliar as oportunidades de debate sobre aspectos importantes e actuais do Maneio Comunitário dos Recursos Naturais visando a promoção do desenvolvimento local. • Como resultado deste evento, pretende-se desenhar um plano de acção para orientar os fo-cos do Governo e dos parceiros no desempenho das suas actividades nos próximos anos. Page 126 in Annexes Proposta dos Temas para o debate... O objectivo deste tema de debate é de partilhar Organizações informação sobre que entidades representam as Comunitárias comunidades locais, a legitimidade dessas entidades, de Base, sua como as representam, funcionam, sua sustentabilidade representatividade, para a gestão racional e sustentável dos recursos funcionamento e naturais. A questão chave é: Quais são as limitações, os sustentabilidade desafios e oportunidades das OCBs? O objectivo deste tema é partilhar experiências sobre as parcerias, partilha de benefícios e desenvolvimento local e fornecer elementos essenciais que devem ser tidos em Parcerias, partilha conta no estabelecimento/promoção nas parcerias entre de beneficios e as comunidades e o sector privado de modo a que ambas desenvolvimento partes sejam beneficiadas no processo. O painel para local este tema se irá debruçar sobre as limitações, desafios e oportunidades relativas às parcerias, geração e partilha de benefícios e o desenvolvimento local. O debate sobre este tema centrar-se-á na identificação de lacunas na proposta de Estratégia já elaborada, Estratégia reunião de consensos sobre os elementos a melhorar e de Maneio propostas concretas para as lacunas identificadas, de Comunitário dos modo a facilitar a sua revisão para submissão para a Recursos Naturais aprovação, mantendo o foco no MCRN como instrumento de desenvolvimento local. Este tema irá sumarizar as directrizes que irão orientar o MCRNs nos próximos anos, tendo em conta as oportunidades que existem de aprovação de um instrumento que oriente as acções do MCRNs nos próximos anos, isto é, a Estratégia do MCRNs e o Perspectivas e plano de acção. A operacionalização destes instrumentos, criação Futuro do Maneio de capacidades e habilidades nas OCBs, arranjos institucionais comunitário em para lidar com a gestão integrada de recursos (várias tutelas Moçambique ministeriais numa única acção) e estratégias de financiamento contínuo para o MCRNs e sustentabilidade das iniciativas, são elementos que poderão ajudar a perspectivar o futuro. Page 127 in Annexes ANNEX SIX Miombo Network Policy Brief 2 Promoting Sustainable Management of the Miombo Woodlands Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Page 128 in Annexes 2018 Page 129 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ The Miombo Network with contributions from Syampungani S1, Ribeiro N2 and Archibald S3 1 Copperbelt University, Box 21692 Kitwe, ssyampungani@yahoo.com 2 Eduardo Mondlane University, Faculty of Agronomy and Engineering, Box 257, Mozambique 3 Centre for African Ecology, School of Animal, Plant and Environmental Sciences, University of the Witwatersrand, Johannesburg 2050, South Africa Key Policy Pointers The timber harvesting in the Miombo region involves selective harvesting of preferred timber species (such as Pterocarpus angolensis, Afzelia angolensis, Dalbergia melanoxylon) without opening up of the woodland. Selective harvesting decreases the likelihood of conspecific replacement and increases the risk of collapse of the natural successional pathway. This method is unsustainable in that it does not support recruitment of timber species, as these species are light demanders. This has the ability to result in total collapse of the population that are being harvested if the situation persists for a long time as there would be no recruitment with time into the higher size class when individuals die. To ensure sustainable harvesting, policymakers across the region must take into account a number of factors, including: • Development and implementation of woodland management plans based on growth rates of timber species. This should provide for regulation of initial harvesting and subsequent cutting cycles. • Silvicultural prescriptions for major vegetation types and species based on their functional traits and disturbance factors. • Integrated silvicultural systems that accommodate different commercial applications (e.g charcoal, timber, honey). P ag e 2 Page 130 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ The Miombo Network: Science in action The Miombo network (http://miombonetwork.org/) is composed of scientists and policy makers from across east and Southern Africa working on Miombo woodlands. The network also comprises scientists working on Miombo woodland from outside the Miombo ecoregion. It aims to provide science-based information on management policy and practice in the region through the use of field- based approaches, remote sensing and other geospatial information technology. It aims at contributing to achieve effective and appropriate management policies and practices by providing science-based information produced through the use of field-based approaches, remote sensing and other geospatial information technology which is currently missing in Miombo woodland management. Figure 1: Map of the Miombo ecoregions The woodland is mainly composed of Brachystegia spp, Isoberlinia angolensis and Julbernadia spp as dominant species. Miombo woodland is a significant biome covering 10% of the Africa land mass (ca. 2.5 km2). It is the most extensive woodland in Africa covering Angola, Zimbabwe, Zambia, Mozambique, Malawi, Tanzania and southern parts of the Democratic Republic of Congo. Miombo supports livelihoods of over 150 million people through the provision of many products including wood and its related products. Miombo woodland is rich in valuable timber species that are widely traded both locally and internationally. Regional trade in natural forest timber has grown over the last 10 years and has reached hundreds of millions of USD (USD162, USD10 and USD186 million P ag e 3 Page 131 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ Tanzania, Zambia and Mozambique, respectively1). China is the main importer overseas, with Mozambique being Africa’s fourth-largest timber exporting country to China and is the largest exporter in the east and southern Africa region. The domestic consumption in natural forest timber (e.g. Pterocarus angolensis, Afzelia quanzensis, Dalbergia melanoxylon) in the region, although not properly monitored, is estimated to be more than 10 times the amount that is exported internationally1. In addition, timber from Miombo is largely important to sustain local livelihoods and small enterprises. Poles are harvested by cutting down small trees selectively, based on their height, diameter and straightness2. Small-sized poles have been observed to be more preferred as they work in both fencing and roofing, although bigger poles provide house support3. Unsustainable use: current timber harvesting in Miombo Despite the economic importance of the timber industry in the region, there are several factors that undermine its sustainability namely political, silvicultural and institutional issues. Political and institutional factors have been largely analyzed in the literature14567. In this brief we analyze the silvicultural aspects of timber production and its implication for the sustainable management of Miombo woodlands in the region. Even though a few examples of sustainable harvesting exist (e.g. TCT Dallman in Caia, Mozambique), logging in the Miombo woodland is unsustainable for a number of reasons namely: i) It does not involve developing woodland management plans or their implementation, if they exist ii) Lacks pre-logging inventories and silvicultural prescriptions for major forest types and species; iii) Lacks regulation of initial harvesting and subsequent cutting cycles and management of transition from first to second cutting cycles; iv) Non availability of clear and official harvesting rules; and v) Inadequacy of monitoring of residual growing stock after logging. Consequently, most of the timbers species are becoming extinct economically. Overview of Miombo ecology: a resilient ecosystem Domestic markets within the region target a few species such as Pterocarpus angolensis, Khaya anthotheca, Erythrophloeum africanum and Afzelia quanzensis, whereas international destinations, such as China, target heavy timbers with a reddish hue, such as Swartzia madagascariensis, Baphia kirkii, Pterocarpus tinctorius and Baikiaea plurijuga. For instance, in 2008, 90% of the licensing in Mozambique belonged to only 9 species (Millettia stuhlamanii, Afzelia quanzensis, Pterocarpus angolensis, combretum imberbe, Brachsystegia spiciformis, Swartzia madagascariensis, Guibourtia conjungata, Pericopsis angolensis, Bridelia micrantha, Dalbergia melanoxylon, Colophospermum mopane, Sterculia quinqueloba, Julbernardia globiflora, Androstachys Johnsonnii, Acacia 1 Lukumbuzya, K. and Sianga, C. 2017. Overview of the timber trade in East and Southern Africa: National Perspectives and Regional trade linkages. TRAFFIC/WWF. 66p. 2 Sitoe, A.; Salomao, A. and Wertz-Kanounnikoff, S. 2012. O Contexto de REDD+ em Moçambique: causas, actors e instituições. CIFOR 76. Bogor 3 Abbot, P. G. & Lowore, J. D. 1999. Characteristics and management potential of some indigenous firewood species in Malawi. Forest Ecology and Management 119:111–121. 4 Dewees, P. A. 1994. Social and Economical Aspects of Miombo Woodland Management in Southern Africa: Options and Opportunities for Research; 5 Bloomley, T. and Iddi, S. 2009. Participatory Forest Management in Tanzania: 1993 – 2009 - Lessons learned and experiences to date. Ministry of Natural Resources and Fisheries, Tanzania; 6 Salomao, A. and Matose, F. sine die. owards community-based forest management of miombo woodlands in Mozambique; 7 Schaafsma, M.; Burguess, N.D.; Swetnam, R.D.; Ngaga, Y.M.; Turner, R.K. and Treue, T. (2014). Market Signals of Unsustainable and Inequitable Forest Extraction: Assessing the Value of Illegal Timber Trade in the Eastern Arc Mountains of Tanzania. World Development Vol. 62, pp. 155–168; P ag e 4 Page 132 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ nigrescens and Amblygonocarpus andongensis)1. This situation imposes a major pressure over a few species, which already have major silvicultural limitations. Some of the silvicultural limitations of Miombo timber species include low individual densities, slow growth especially if not properly managed (~0.24 cm/year; Ribeiro et al., in prep.), dieback of new shoots, sensitivity to fires in the young stages and low seed dispersibility associated with low germination rates. Table 1 presents the regional average values of those silvicultural traits for some Miombo timber species. Table 1: Average regional values of silvicultural traits of some Miombo timber species Species Density of trees Growth Germination rate in the (stems/hectare) field (%) Pterocarpus angolensis 3.7 0.35 cm/year 25 Afzelia quanzensis 32 50-60 cm/year* 88.4 Millettia stuhlmannii - 0.33 cm/year - Dalbergia melanoxylon 7 - * In height while the rest are in diameter, cm Despite the silvicultural limitations, Miombo timber species have evolved with disturbances such as slash and burn agriculture, fires and herbivory and can resprout vigorously, and recruit from clonal root suckers8. Thus, global initiatives to create sustainable harvesting are particularly likely to be effective in Miombo woodlands but they need to be adjusted to species silvicultural needs as well as, seen in the context of disturbances occurring in this ecosystem. The key attributes of Miombo woodland include its adaptation to the long dry season and associated fires and also the clonal nature of most of the woodland species. Other major attributes include the following910: • Most species sprout (re-grow vegetatively, or coppice) from a persistent underground rootstock, or the stem base, as an adaptation to a variety of browsers (fire as non-selective browser, and mammals, insects and people as selective browsers). This allows them to persist on site through vegetative regrowth from underground rootstocks and cut stems to produce fast-growing shoots after a fire, (Figure 2) or when damaged or harvested; • Most species need good light conditions for their regeneration from seed or sprouting, and to grow fast in height and stem diameter, i.e. they cannot grow well under the canopy of other trees. Opening up Miombo woodlands results in exposure of stumps to sunlight, which enhances coppicing effectiveness of most of the Miombo woodland species; 8 Miombo Network. 2016. Using and restoring the Miombo woodlands: needs for an integrated and holistic approach in ecosystem management for long –term sustainability. Policy Brief. 9 Geldenhuys J. C., 2015. Ecological Basis for Integrated, Multiple-Use Management of Mozambique Forest and Woodland Areas: SESA Report to deal with REDD+. Report Number FW-04/15 10 Syampungani, S., Geldenhuys, C.J., and Chirwa, P.C. 2015. Regeneration dynamics of miombo woodland in response to different anthropogenic disturbances: forest characterisation for sustainable management. Agroforestry Systems. DOI10.1007/s10457-015- 9841-7 P ag e 5 Page 133 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ Figure 2: Coppice regrowth is fast from the underground rootstocks, also of species that were not part of the cleared stand but that were dormant in the rootstocks, thereby increasing above-ground species richness (Photo source9). Figure 3: Miombo woodland species persist on site through vegetative regrowth from root stocks & seedlings (Photo source: Geldenhuys). • Additionally, opening of the Miombo woodland stimulates germination and seedling establishment of the soil seed reserves of most preferred timber species ( Figure 3, next page) as the temperature an d light intensity reaching the woodland floor increase; • Extensive horizontal root systems and clonal reproduction from root-suckers (Figure 4) facilitates rapid recuperation after cutting. New individuals may get recruited several meters from the parent tree; • The majority of species are semi-deciduous to deciduous because of the long dry season, and regeneration strategies are associated with the seasonal changes in rainfall, soil moisture and temperature; P ag e 6 Page 134 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ Figure 4: Horizontal root system of Brachystegia spiciformis (Photo source: Syampungani) • Low vulnerability to xylem collapsing of some Miombo species (Julbernardia and Brachystegia), which allow them to survive under drier and warmer conditions11; and • Although young saplings and coppice resprouts are susceptible to fire, larger trees are fire- resistant as they are protected with a thick bark. The above key attributes of the Miombo woodland ecology and species has direct implication on developing a sustainable silvicultural system for the Miombo woodland. Improved silviculture: an option for sustainable use and management Understanding the key attributes of Miombo can inform and improve silvicultural practices to address unsustainable timber harvesting. The key attributes of the Miombo woodland ecology and species have direct implication on developing a sustainable silvicultural system for the ecosystem. A silvicultural system that integrates utilization aspects that opens up the woodland and timber harvesting can be developed. Since opening up of the woodland results in enhanced seedling recruitment of timber species on cessation of the disturbance impacts over an area, their regrowth stands may be managed for selected trees of timber to grow into good-sized trees. Because different commercial applications (e.g charcoal, timber, honey) require different stem sizes, a mixed-use system could be developed, where thinning to enhance the stem size of timber species is used for other aspects such as for fuelwood and poles. Coppice stumps need to be protected from fire, but fires could be applied effectively in stands with larger stems to reduce competition. Adhering to optimum diameter classes12 within which particular species have high coppicing effectiveness can enhance coppicing of such species. Additionally, increased stump heights during felling as observed by Grundy (1995)13 can enhance the survival of stumps and coppicing. In implementing such a 11 Vinya R (2010) Stem hydraulic architecture and xylem vulnerability to cavitation for Miombo woodland canopy tree species. University of Oxford, Oxford, p 220. 12 Handavu F., Syampungani S., Chisanga E., 2011. The Influence of stump diameter and height on coppicing ability of selected key miombo woodland tree species of Zambia: A guide for harvesting foe charcoal production. Journal of Ecology & the Natural Environment 3 (14): 461-468. 13 Grundy, I., 1995. Regeneration and management of Brachystegia spiciformis and Julbernadia globiflora in Miombo woodland. Unpublished DPhil Thesis, University of Oxford P ag e 7 Page 135 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ management system it is key to integrate other factors such as: population growth, unsustainability of charcoal production practices and existing policies, through appropriate land use planning. Acknowledgments The Miombo Network would like to thank the Southern African Science Service Centre for Climate Change and Adaptive Land Management (SASSCAL) and World Bank for the role they played in supporting the production of this policy brief. Specifically, SASSCAL was responsible for designing the layout of this policy brief in addition to providing technical input needed for the policy while World Bank funded the production and publication of the policy brief. We would like to thank Ms. Grace Coguillo at the University of Virginia, USA for her support in compiling some of the data used in this document. P ag e 8 Page 136 in Annexes Page 137 in Annexes ANNEX SEVEN Miombo Network Policy Brief Land Use Planning a Tool to Minimize Environmental and Social Impacts Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Page 138 in Annexes 2018 Page 139 in Annexes ~ promote sustainable management of the Miombo woodlands ~ The Miombo Network with contributions from Archibald S1, Syampungani, S2, Kamoto, J3, Ryan, C4, and Ribeiro N5 1 Centre for African Ecology, School of Animal, Plant and Environmental Sciences, University of the Witwatersrand, Johannesburg 2050, South Africa, sally.archibald@wits.ac.za 2 Copperbelt University, Box 21692 Kitwe 3 University of Agriculture and Natural Resources, Box 219, Lilongwe, Malawi 4 School of GeoSciences, University of Edinburgh, Edinburgh EH9 3FF, UK 5 Eduardo Mondlane University, Faculty of Agronomy and Engineering, Box 257, Mozambique Key Policy Pointers Agricultural production is expected to increase across the miombo region of southern Africa, but it is possible to plan this in a way that minimizes impacts on rural livelihoods and the environment. There are tools available that can quantify the costs and benefits of different development pathways to the environment and to human wellbeing. This “full cost accounting” is necessary for planning where and how to promote agriculture in Miombo. This analysis indicates that support for small-holder agriculture, combined with clear guidelines about how to farm in an ecologically sensitive way, can increase agricultural productivity in Africa with the least environmental cost. P ag e 2 Page 140 in Annexes ~ promote sustainable management of the Miombo woodlands ~ The Miombo Network: Science in action Miombo woodlands are the dominant land cover in southern Africa. These mixed tree-grass ecosystems stretch across seven countries and have been termed “social woodlands” as they support upwards of 150 million people and contribute about US$ 9 billion to rural livelihoods 1. The miombo is also largely untransformed by cultivation or urbanisation and is one of the few remaining expanses of natural vegetation in the globe, providing important climate regulation and biodiversity services. These woodlands therefore represent a valuable economic and environmental resource. The Miombo Network (http://miombonetwork.org/) is composed of scientists and policy makers from across the southern African region. It aims to provide science-based information on management policy and practice in the region through the use of field-studies, remote sensing and other geospatial information technology. Agricultural development in the Miombo ecoregion The Food and Agriculture Organisation (FAO) predicts that sub-saharan Africa needs to add more than 100 million hectares (ha) of cropland by 2050 and has the potential to add over 400 million ha2. Thus, there is pressure for both intensification and expansion of agricultural activities in Africa. This is driven by increased local demand from growing populations whose diets are changing, as well as need to increase Gross Domestic Product (GDP) through exports. Food production is a priority, but it can negatively impact biodiversity and the vital ecosystem services on which so many people depend. For example, commercial cropland expansion in South America has resulted in loss of natural resources to local people, and large CO2 emissions through land use change3. Governments in southern Africa are therefore faced with some important decisions – how to ensure food security to a growing population and encourage economic investment and growth, without taking away life-lines for the poorest of the poor or damaging the environment. Research has the potential to influence these development pathways by providing policy-relevant information about the environmental and socio-ecological costs and benefits of different development options. What type of agriculture? Traditional agriculture in the Miombo ecoregion is shifting cultivation, where people cut down Miombo trees, burn them, and grow crops in the resulting high-nutrient ash soils for a few years, before moving onto a new patch of woodland. As minimal ploughing is involved the vegetation recovers 1 Ryan, C. M., Pritchard, R., McNicol, I., Lehmann, C. & Fisher, J. 2016 Ecosystem services from Southern African woodlands and their future under global change. Philos. Trans. R. Soc. Lond. B. Biol. Sci. (doi:10.1098/rstb.2015.0312) 2 Alexandratos, N. & Bruinsma, J. 2012 World agriculture towards 2030 / 2050 The 2012 Revision. 3 Martinelli, L. A., Naylor, R., Vitousek, P. M. & Moutinho, P. 2010 Agriculture in Brazil: impacts, costs, and opportunities for a sustainable future. Curr. Opin. Environ. Sustain. 2, 431–438. P ag e 3 Page 141 in Annexes ~ promote sustainable management of the Miombo woodlands ~ quickly (within ~35 years), and it is therefore not incompatible with conservation goals or provision of other ecosystem services. However, with increasing populations the miombo patches receive less rest between agricultural periods, lowering productivity, decreasing sustainability, and taking up more and more land4. Some countries in the region have successfully promoted a more intensive form of small-holder agriculture, where inputs of industrial fertilizer and improved seedstock can compensate for reduced soil conditions. This form of agriculture can result in higher return and as most of these farms do not use mechanical ploughs and do not spread into riverine areas the environmental impacts are still contained. In contrast, large-scale, high input commercial agriculture is spreading in many regions. High capital inputs – often from foreign investors - are required and commodity crops such as maize and soybeans are grown using improved germplasm and high fertilizer inputs5. Commercial agriculture can achieve similar yield per unit area under cultivation as smallholder agriculture6. However, as these crops are often intended for export this pattern of production may reduce local food security by depriving people of smallholder opportunities and wild food resources7. Figure 1: Demonstrating how Miombo landscapes change with different levels of land use intensity. On the left, intact landscapes utilized for shifting cultivation, in the middle, an example of small-holder intensification, but with some landscape features retained. On the right, commercial intensification and mechanization. Several key issues need to be considered to assess the consequences of different agricultural development options for Africa. 1. Agricultural yield: this increases with intensification (fertilizer additions, better seed, land preparation) but large-scale agriculture is not necessary to maximise yield. Studies in Africa and elsewhere show that small-holder farms are at least as productive and efficient as large ones6. 2. Non-crop products: woodland products are used for fuel, food and medicine1. These provide household incomes of 100-500 US$ per year, totaling 9 billion US$ across the region. Mixed, or inter-cropping systems can still provide some of these products, but wholescale transformation to commercial agriculture eradicates these resources, depriving local communities of income. 3. Carbon emissions and radiative forcing: ploughing is a major source of greenhouse gas emissions as it reduces soil carbon. Traditional agriculture in Miombo uses hoes, not ploughs, 4 Campbell, B. D. 1996 The Miombo in Transition: Woodlands and Welfare in Africa. CIFOR. 5 McIntire, J. M. 2014 Transforming African Agriculture. Glob. J. Emerg. Mark. Econ. 6, 145–179. 6 Smart, T & Hanlon, J. 2014. Galinhas e cerveja: uma receita para o cresimento. Maputo: Kapikua. 7 Wily, L. A. & Mbaya, S. 2001 Land, People and Forests in Eastern and Southern Africa at the Beginning of the 21st Century: The Impact of Land Relations on the Role of Communities in Forest Future. P ag e 4 Page 142 in Annexes ~ promote sustainable management of the Miombo woodlands ~ which have minimal impact on soil carbon8. Intensifying production inevitably increases emissions, but most of the soil carbon is in the dambo’s, or wetlands, and when these are drained and transformed by large-scale agricultural operations carbon emissions skyrocket (from 20 000 to 140 000 tons CO2 per km2 per year)9. 4. Pollution from fertilizer use: increased production requires fertiliser addition, which can result in air and water pollution. 5. Biodiversity: African woodlands are naturally dynamic ecosystems, and the biodiversity of Miombo is resistant to certain levels of land transformation. Corridors and patches of indigenous vegetation within the farmland are key to maintaining high bird, insect and mammal numbers10. Many forms of smaller-scale intensive agriculture maintain these corridors and keep landscapes ‘intact’. 6. Resilience/speed of recovery: Miombo woodlands are highly resilient to biomass removal, but very sensitive to ploughing and soil disturbance. This is because the dominant tree species grow clonally from root buds, but do not easily germinate and recruit once their roots have been disturbed. i.e. the vegetation can recover from heavy utilization within 10 to 30 years, but not from ploughing associated with some smallholder and all commercial agriculture. Figure 2: Quantifying all the impacts/benefits of different land use intensities in the Miombo allows for informed decisions about the most appropriate development options for the region. For example, smallholder intensification avoids some of the more extreme costs of intensive commercial agriculture, while still producing high yields. Data on yield, carbon emissions and fertiliser use from11. Data on charcoal and other forest products from1, data on landscape intactness from10, data on resilience from8. As illustrated in Figure 2, the information now exists to quantify the socio-economic, conservation, and environmental impacts of different agricultural development options. This indicates that 8 McNicol, I. M., Ryan, C. M. & Williams, M. 2015 How resilient are African woodlands to disturbance from shifting cultivation? Ecol. Appl. 25, 2320–2336. 9 Wilson, S and RJ Scholes (2018). In prep: The climate regulation service provided by miombo landscapes. MScc Dissertation, University of the Witwatersrand 10 Tripathi, H.G., 2017. Biodiversity of the African savanna woodlands : How does it change with land use ? PhD thesis, University of Edinburgh. 11 Wilson, S and RJ Scholes (2018). In prep: The climate regulation service provided by miombo landscapes. P ag e 5 Page 143 in Annexes ~ promote sustainable management of the Miombo woodlands ~ smallholder intensification can avoid some of the more extreme costs of intensive commercial agriculture due to the different ways the landscapes are utilised. Importantly, the small scale of the farming parcels, and the limited soil disturbance mean that many biodiversity corridors remain intact, and the carbon losses are much lower. This, combined with the similar, or higher production obtained from small to medium-sized farms, provides a strong case for shifting national development strategies towards smaller-scale commercial farmers12. Where to locate the agriculture? The environmental costs of intensive agriculture vary spatially. It is therefore possible to plan future agricultural expansion in a way that minimizes the costs to biodiversity and climate regulation services. Spatial information on soil properties, carbon stocks, and biodiversity indicators are being developed across the region which allow for informed spatial planning. Decision-making tools such as Marxan13 can be used to quantify the impacts of different development scenarios and interact about the acceptable trade-offs and land use preferences. A case study from Zambia14 (Box 1) quantifies potential food production of different spatial configurations of commercial agriculture against other environmental impacts. They show that adjusting the location of commercial agriculture to reduce the CO2 costs of transport and biodiversity costs of transforming pristine land has only a small reduction in food production. i.e. a small reduction in productivity can result in a massive savings for biodiversity, carbon stocks, and transport costs. Optimizing productivity against other ecosystem services results in very different spatial development patterns that will be less costly to the environment. Agricultural expansion vs renewable energy production In South America commercial agricultural expansion has resulted in economic growth15, and the same is probably true for African countries. However, as detailed in Figure 2 above, it will also deprive local people of food, energy, and economic opportunities3,16. These trade-offs need to be quantified and planned for. In particular, a reduction in charcoal production due to land conversion to agriculture will require that alternative energy sources be found (Figure 5). Some countries can potentially replace this energy source with renewable sources like hydro- electric power, but if coal replaces charcoal then the carbon costs of intensive agriculture will be much higher. Figure 3: indicating the reduction in charcoal production associated with increased agricultural activity 11. Currently charcoal is a renewable energy source: the trees regrow after harvesting. The costs of finding alternative energy sources need to be considered with agricultural expansion. 12 Bank, W. 2009. Awakening Africa’s Sleeping Giant. 13 Watts, M. E., Ball, I. R., Stewart, R. S., Klein, C. J., Wilson, K., Steinback, C., Lourival, R., Kircher, L. & Possingham, H. P. 2009 Marxan with Zones: software for optimal conservation based land-and sea-use zoning. Environ. Model. Softw. 24, 1513–1521. 14 Estes, L. D. et al. 2016 Reconciling agriculture, carbon and biodiversity in a savannah transformation frontier. Philos. Trans. R. Soc. London B Biol. Sci. 371. (doi:10.1098/rstb.2015.0316) 15 Espírito-Santo, M. M., Leite, M. E., Silva, J. O., Barbosa, R. S., Rocha, A. M., Anaya, F. C. & Dupin, M. G. V. 2016 Understanding patterns of land-cover change in the Brazilian Cerrado from 2000 to 2015. Philos. Trans. R. Soc. London B Biol. Sci. 371. (doi:10.1098/rstb.2015.0435) 16 Chomitz. 2007 At loggerheads?: agricultural expansion, poverty reduction, and environment in the tropical forests. World Bank Publications. P ag e 6 Page 144 in Annexes ~ promote sustainable management of the Miombo woodlands ~ Box 1: Where to locate agriculture? A case study from Zambia Zambian population is set to triple by 2050, requiring an additional ~2500km 2 of land to be converted to crop production even if yields can be increased to FAO standards. Estes14 investigated exactly how much land needs to be converted, and where it should be placed using a decision-making tool that enabled trade-offs between yield, carbon, transport costs, and biodiversity to be quantified and visualized (Figure 3). They demonstrated that a very small compromise in total yield can result in large reduction in the other factors considered, and that an “optimized” spatial plan could be found which avoided 27 -47% of the carbon, transport and biodiversity costs while only increasing total crop area by 2.7%. Figure 4 (top): A case study for Zambia contrasting the spatial patterns of agricultural expansion when different aspects (maximising yield, minimizing carbon costs, minimizing transport costs, minimizing biodiversity loss) are given 100% weight. Areas with the highest productivity also have high transport, carbon, and biodiversity costs. Figure 5 (left): However, a spatial development plan that compromises only 5% on yield becomes much more aligned with other objectives and can avoid much of the costs. P ag e 7 Page 145 in Annexes ~ promote sustainable management of the Miombo woodlands ~ Conclusions Policy decisions made now about how to develop the Miombo region of Africa will have far-reaching consequences for the people living in this region and for the globe. This represents an opportunity for Africa, which is expanding and intensifying its agricultural production with far more information on the long-term consequences of this for the environment and the economy. There are currently conflicting viewpoints about the best way to ensure development goals and human livelihoods in the region, while also fulfilling conservation ideals and sequestering carbon. The information to quantify these trade-offs is becoming more available. These, and spatial decision-making tools must be leveraged to help make agricultural development more effective in southern Africa. Acknowledgments The Miombo Network would like to thank the Southern African Science Service Centre for Climate Change and Adaptive Land Management (SASSCAL) and World Bank for the role they played in supporting the production of this policy brief. SASSCAL assisted with design and layout, and the World Band funded the production. We would also like to thank Prof Lyndon Estes, Sally Willson and RJ Scholes for their inputs and ideas. P ag e 8 Page 146 in Annexes Page 147 in Annexes ANNEX EIGHT Miombo Network Report Miombo Miombo Forestry Policy Analysis Research Report Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized Page 148 in Annexes 2018 Page 149 in Annexes The Miombo Network with contributions from Chishaleshale M1, Syampungani S1, Ribeiro N2 and Archibald S3 1 Copperbelt University, Box 21692 Kitwe, mwale.chisha@gmail.com 2 Eduardo Mondlane University, Faculty of Agronomy and Engineering, Box 257, Mozambique 3 Centre for African Ecology, School of Animal, Plant and Environmental Sciences, University of the Witwatersrand, Johannesburg 2050, South Africa Table of Contents Introduction ___________________________________________________________________________ 3 Methodology __________________________________________________________________________ 4 Main Findings __________________________________________________________________________ 5 Presence of forest policies and regulations relating to indigenous forests _________________________ 5 Rules for harvesting of forest resources ___________________________________________________ 7 Licences and permits ________________________________________________________________ 8 Licensing conditions ________________________________________________________________ 10 Charcoal licensing __________________________________________________________________ 10 Enforcement of licence conditions _____________________________________________________ 11 Presence of harvesting rate/annual allowable cut (ACC) ____________________________________ 11 3.3 Community involvement in forest management _________________________________________ 12 3.4 Private Sector Involvement in Forest Management_______________________________________ 13 3.5 Measures promoting sustainable use of wood fuel/alternative energy sources_________________ 15 Conclusion ___________________________________________________________________________ 18 Acknowledgments _____________________________________________________________________ 18 Annex 1: Draft Questionnaire- Miombo Forest Policy Analysis ___________________________________ 19 Annex 2: Contact database for lead persons and potential respondents ___________________________ 22 Annex 3: Introductory Letter _____________________________________________________________ 23 Res e arc h R e por t 2 P ag e 2 Page 150 in Annexes Introduction Miombo woodlands support the livelihoods of millions of rural and urban dwellers through the provision of both wood and non-wood products across eastern and southern Africa (Figure 1). However, statistics show a continued decline in woodland cover in all the Miombo countries1. Woodland loss and degradation is largely driven by three processes: land clearing for agriculture, selective timber harvesting and wood extraction for energy. In many cases these forces work in tandem, with wood extraction followed by use of the land for agriculture2. Sustainable management of the Miombo is necessary in order to meet the needs of the present generation without compromising the ability of future generations to meet their needs3. Sustainable woodland management depends among other aspects, upon the extent and quality of enabling policy, legal and institutional frameworks within which that particular woodland exists4. The Miombo Network (http://miombonetwork.org/) is an alliance of scientists working together to respond to ecological and management issues of miombo woodlands in southern Africa. The network has identified a lack of clarity on regional policies related to the utilisation and sustainable management of these woodlands. Understanding of the forest policies and their implementation across the Miombo ecoregion would be a starting point towards the realisation of sustainable management of the Miombo woodlands. The overall aim of the study was to assess the forestry policies in the region in terms of rules for harvesting as Figure 1: Miombo woodland distribution in southern Africa well as policies promoting alternative wood sources. 1 FAO. 2007. State of the World's Forests 2007, Rome: Food and Agriculture Organization of the United Nations. 2Dewees, P.A., Campbell, B.M., Katerere, Y., Sitoe A., Cunningham, A.B., Angelsen. A., and Wunder, S. 2010. Managing the miombo woodlands of southern Africa: policies, incentives and options for the rural poor. Journal of Natural Resources. 2, 57–73 3 Geldenhuys, C.J. 2010. Managing forest complexity through application of disturbance-Recovery knowledge in development of silvicultural systems and ecological rehabilitation in natural forest systems in Africa. Journal of Forest Research. 1, 3-13. 4 Mayers, J., Bass S. and Macqueen, D. 2002. The pyramid: A diagnostic and planning tool for good forest governance. International Institute for Environmental and Development, London. Res e arc h R e por t 2 P ag e 3 Page 151 in Annexes All National Forest Policies and Acts used in this research are available from the Miombo Network webpage: http://miombonetwork.org/ Methodology Two approaches were deployed in collecting data, namely a questionnaire and a review of policy documents. A questionnaire with four main sections was developed (Appendix 1): • policies and regulations relating to the use of indigenous forests, • harvesting of forest resources; • stakeholder engagement in the management of indigenous forests; and • programmes promoting sustainable use of wood fuel or alternative energy sources. Through consultations with members of the Miombo network, and an independent online search on respective government departments responsible for managing woodlands and forests in the Miombo countries, a contact database for lead persons and potential respondents to the study was developed (Appendix 2). An introductory letter (Appendix 3) was then formulated and distributed to all the contacts in the database, who either participated in the study or provided a contact for the suitable respondent. The questionnaire was mainly administered telephonically or by Skype call. However, in cases where the two methods were not possible, it was sent via email to be completed by the appropriate respondent. Thereafter, a review of policy documents and regulations relating to forestry in the Miombo countries was conducted to compliment information from the respondents. The policy documents that were reviewed for all the countries, except Malawi, were obtained from the interviewed respondents, whereas the ones for Malawi were obtained via the internet. An outline of the number of interviews/questionnaires, completed in each Miombo country, as well as the policy documents reviewed, are shown in Table 1. Table 1: Number of interviews conducted, institutions consulted, and documents reviewed No of Institutions Country Literature consulted interviews/ consulted questionnaires 1. The Law of Forestry and Wildlife 2 1. Edwardo Montana 2. Regulation of the Forest and Wildlife Law University Mozambique 3. Ministerial Decree No 8 2007 on the 2. National classification of forest wood product species sustainable used for producing timber Development Fund 1. National Forest Policy, 2009 5 1. Forest Department Zambia 2. National Forest Act No 4 2015 2. Nature Conservancy 1. Second Draft National Forest Policy, 2016; 1 1. Forestry 2. Forest Act Chapter 19:05 Commission Zimbabwe 3. Communal Land Forest Act Chapter 19: 04 4. National Energy Policy 1. Draft National Forest Policy, 2018; 1 1. Ministry of Natural Tanzania 2. National Forest Policy, 1998 Resources and 3. Forest Act No 14 of 2002 Tourism Malawi 1. National Forest Policy, 2016; 1 1. Forest Department Res e arc h R e por t 2 * Democratic Republic of Congo P ag e 4 Page 152 in Annexes No of Institutions Country Literature consulted interviews/ consulted questionnaires 2. Forest Act No 4 of 1997 1. Forest Code No 011 of 2002 4 1. APRONAPAKAT 2. Diocesan Office of Development 3. Provincial DRC Coordination of Environment and Sustainable Development Angola None None Main Findings Presence of forest policies and regulations relating to indigenous forests Respondents from all the countries surveyed indicated the existence of national forest policies and national forest law in their respective countries (Table 2). However, after document review, the study established that the policies in all the countries were not specific to indigenous forests, but included all other forest types (e.g. forest reserves, forest plantations, bamboos, etc.) as well as wildlife resources in the case of Mozambique5. Similarly, the study also established that national forest regulations in the surveyed countries did not only cover indigenous forests but also had provisions for plantations, as well as for trees in forest reserves and on private land. Table 2: National policies/laws with provisions for indigenous forests in surveyed Miombo countries Country Name of national policy / laws with provisions for indigenous forests 1. Policy and Strategy for Development of Forestry and Wildlife 8/1997 Mozambique 2. Forestry and Wildlife Law 10/19995 3. Regulation of the Forest and Wildlife Law6 1. Zambia National Forest Policy, 20097 Zambia 2. Zambia National Forest Act No 4 of 20158 1. Forest Act Chapter 19:059 Zimbabwe 2. Communal Land Forest Act Chapter 19: 0410 1. Draft Forest Policy, 2018; Tanzania 2. National Forest Policy, 199811 3. Forest Act No 14 of 200212 5https://forestlegality.org/sites/default/files/country_documents/The%20Law%20of%20Forestry%20and%20Wildlife.pdf 6https://forestlegality.org/sites/default/files/country_documents/Regulation%20of%20the%20Forest%20and%20Wildlife%20Law.p df 7http://www.fao.org/forestry/18861-01dab2ad4d624b8b0ffe5560e27823487.pdf 8http://www.parliament.gov.zm/sites/default/files/documents/acts/The%20Forest%20Act%202015.pdf 9http://www.parlzim.gov.zw/acts-list/forest-act-19-05 10 http://extwprlegs1.fao.org/docs/pdf/zim8819.pdf 11 http://www.forestfund.go.tz/resources/view/tanzania-national-forest-policy-19981 12 https://www.tnrf.org/en/node/5512 Res e arc h R e por t 2 P ag e 5 Page 153 in Annexes 1. Forest Policy, 201613 Malawi 2. Forest Act No 4 of 199714 DRC 1. Forest Code No 011 of 200215 In Mozambique, the Forestry and Wildlife Law No 10 of 1999 is the principal legal instrument for forest and wildlife management. It establishes that forests and wildlife are in the public domain and are owned by the State. The categories of forests highlighted in the Law include: Production Forests, which are administered by the national Directorate of Lands and Forests (DNTF) of the Ministry of Lands; and Forests in national Parks and Game Reserves, which are under the Ministry of Tourism National Directorate for Conservation Areas (DNAC). The Law also establishes the principle of participatory management of forest resources, with provisions for the creation of local government councils. In Tanzania, the Forest Act No 14 of 2002 is the main law in place for the management of forests. However, the Village Land Act of 1999 and the Local Government Act of 1982 also have provisions that empower village councils and local authorities to preserve, maintain, improve and regulate the use of forests and forest produce on their respective land16. In Zambia, the Forest Act of 2015 categorises two main types of forests, namely local forests and national forests. The law provides for the establishment and declaration of joint forest management areas, botanical reserves, private forests and community forests. It also provides for the participation of local communities, local authorities, traditional institutions, non-governmental organisations and other stakeholders in sustainable forest management. The Act stipulates that “ownership of all trees standing on, and all forest produce derived from customary areas, National Forests, Local Forests, State Land, botanical reserves and open areas are vested in the President, on behalf of the Republic, until lawfully transferred or assigned under the Act or any other written law”. In the Democratic Republic of Congo (DRC), the Forest Code No 011 of 2002 is the main law regulating forest ownership and user rights. Three types of forests are recognised, namely: classified forests which are forests designated for environmental protection and have restrictions on their use and exploitation (these include nature reserves and national parks); protected forests which are subject to less stringent restrictions than classified forests, such as community forests and limited concessions; and permanent production forests which include forests that are already being exploited under long term concessions. According to the law, the exercise of user rights is always subordinate to the state, however, local people may use protected forests for subsistence needs and may clear the forest for crops on an area of not more than 2 hectares. Exploitation of forest products for commercial purposes should only be done under a licence. 13http://www.unpei.org/sites/default/files/dmdocuments/Malawi%20Government%20National%20Forest%20Policy%20- %20June%202016.pdf 14http://extwprlegs1.fao.org/docs/pdf/mlw10025.pdf 15http://www.leganet.cd/Legislation/Droit%20economique/Code%20Forestier/rdc-loiforets.pdf 16Lukumbuzyam K. and Sianga, C. 2017. Overview of the timber trade in East and Southern Africa: National Perspectives and Regional Trade Linkages. 53 pp. TRAFFIC and WWF. Cambridge, UK. TRAFFIC. Res e arc h R e por t 2 P ag e 6 Page 154 in Annexes Zimbabwe has two main legislative documents that govern the use and management of trees and forests, namely: the Forest Act (Chapter 19:05) and the Communal Lands Forest Produce Act (Chapter 19:04). The Forest Act, among others, provides for: “the setting aside of State forests and the protection of private forests, trees and forest produce; the conservation of timber resources and the compulsory afforestation of private land; and the regulation and control in trade of forest produce”. The Communal Land Forest Produce Act was enacted “to regulate the exploitation of and to protect forest produce within Communal Land; to regulate and encourage the establishment of plantations within Communal Land and to provide for matters connected with or incidental to the foregoing”. The Act clearly states that “the inhabitants of any Communal Land shall have the right within that Communal Land to exploit for their own use any forest produce”. Furthermore, “no forest produce exploited in the exercise of such right shall be sold to anyone or supplied to anyone who is not an inhabitant of that Communal Land”. Rules for harvesting of forest resources A review of the Forest Acts across the Miombo countries conducted to establish the rules for harvesting of forest resources revealed similarities across the region. In most of these countries a permit or licence is not required for use of forest produce on private land ( Table 3) except for Mozambique where the law does not categorise private land, and Zimbabwe where it is a requirement to notify the Forestry Commission prior to removal of any indigenous wood on private land6. In regard to transportation of forest produce, however, a permit/licence is required in all the countries of the region. Harvesting of forest produce on communal land is generally permitted to local inhabitants for domestic use in all the countries, whereas harvesting by non-members of the community, and/or for commercial purposes is prohibited unless with a licence or permit. Table 3: Rules for harvesting of forest produce on different land types Country Forest produce on private Forest produce on communal, Forest produce in forest land public or open spaces reserves, state land and protected forest Notice should be submitted to Under community management Licence/ permit required Forestry Commission and permit agreement, inhabitants of Zimbabwe should be granted communal land can exploit forest produce whereas outsiders require a permit/licence No permit required for removal No permit required for domestic Licence/permit required and use, however, transport of consumption by local forest produce to another area is communities. Licence required for Zambia prohibited unless with permit commercial use from the Director of the Forest Department No permit required for removal No permit required by village Licence/permit required and use, however, transport of inhabitants for domestic use. forest produce to another area is Permit and licence is required for Malawi prohibited unless with permit outsiders and for commercial from the Director of the Forest purposes Department Law does not categorise private No permit required for domestic Licence/permit required land consumption by local Mozambique communities. Licence required for commercial use No permit required for removal Members of village councils in Licence/ permit required Tanzania and use, however, transport of village land forest reserves have Res e arc h R e por t 2 P ag e 7 Page 155 in Annexes Country Forest produce on private Forest produce on communal, Forest produce in forest land public or open spaces reserves, state land and protected forest forest produce to another area is the right to use forest produce prohibited unless with permit governed by local bylaws, rules and agreements Licences and permits Various types of harvesting licences and permits exist in the countries surveyed. These include licences to harvest forest produce on public land (communal land), state land (forest reserves and protected forests) and private land. In Tanzania, a harvesting permit issued by the District Forest Officer (DFO), is required after screening in a District Harvesting Committee meeting, and harvesting must be done under the supervision from the DFO. A transit pass is also required for transportation of hammer marked logs. In practice, domestic harvesting and use of wood for subsistence utilisation are exempt from the terms and fees associated with forest regulations16. Two types of timber harvesting licences exist in the DRC, namely: simple felling permits for small- scale logging and large scale industrial logging permits15,16. Permits are granted subject to limitations, which are imposed by the types of species and the area to be harvested. An inventory must be done before applying for a logging permit and permit holders must submit quarterly reports of volumes felled17. In Zambia, similar to the DRC, two types of licences may be issued for exploitation of forest produce, namely: 1) a sawmill licence which authorises a sawmill owner to process timber using a sawmill or any other wood processing equipment for a period not exceeding five years; and 2) a concession licence which authorises a citizen to cut, fell or process timber from a specified forest area in a period not exceeding five years8. A forest officer must be present in the logging area and mark the trees for harvesting, after which both tree and stump must be hammer marked with a unique two or three digit hammer of a district. In addition, licence holders are required to report monthly on their logging operations to the District Forest Office. A harvesting licence, which specifies the physical location of the trees to be harvested, the tree species, the estimated volume, and also the revenue to be paid, is also required in Zambia8. These licences are required for timber harvesting in the country, both in forest reserves and in forested areas outside forest reserves. Under a forestry community management group, a community forestry agreement may confer rights to harvest timber or fuel wood for the group16. A conveyance licence is also required to transport forest produce from a forest to any other point. In Mozambique, two regimes for exploitation of forests exist, namely: 1) a simple annual licence for a maximum of 500 m3, exclusively for Mozambicans, who can demonstrate that they have the necessary equipment, that the area they propose to harvest has timber and that they have the approval of the local community; and 2) concessions, for up to 50 years, which require an inventory, approved management plan and local community approval16. A licence is required for exploitation 17http://www.leganet.cd/Legislation/Droit%20economique/Code%20Forestier/rdc-loiforets.pdf Res e arc h R e por t 2 P ag e 8 Page 156 in Annexes and processing of forest products in Mozambique, and a licence or permit is required for transportation of forestry and wildlife products. In Zimbabwe, the Minister may enter into an agreement or issue a licence to any person authorizing that person to exploit any forest produce situated in any natural forest on public land; or in any plantation controlled by the State10. The Minister may also issue a permit to an inhabitant of Communal Land who resides in a protected forest area, authorizing that inhabitant, to exploit any major forest produce situated on public land, within the protected forest area concerned10. In Malawi, unless under a licence, no person is allowed to cut, take, fell, destroy, uproot, collect and remove forest produce from a forest reserve, customary land, public land and protected forest areas14. However, a resident of any village is allowed to collect forest produce from customary land other than village forest areas for domestic use only. Res e arc h R e por t 2 P ag e 9 Page 157 in Annexes Licensing conditions In terms of requirements for issuance of licences, the similarities and differences in Table 4 below were established from the respondents of the study. Table 4: Similarities and differences in terms of licence issuance requirements Licence Requirement Country Zimbabwe Zambia Malawi Mozambique Tanzania DRC 1. Consent from Local √ √ √ √ √ √ authority 2. Delimitation and mapping of proposed √ √ √ √ √ √ area (forest zoning) 3. Conduct forest √ √ √ √ √ √ inventories 4. Registered company/business √ √ √ √ √ √ licence 5. Valid tax papers √ √ √ √ √ √ 6. Develop forest √ √ √ √ √ √ management plan 7. Pay associated fees and √ √ √ √ √ √ royalties 8. Socioeconomic survey √ 9. Approval by district √ harvesting committee 10. Registered as forest √ product dealer 11. Indication of foreseeable √ markets; 12. Indication of the number √ of jobs to be created 13. Record of community √ consultation Charcoal licensing The review of the national forest laws in all the Miombo countries established that charcoal licensing is only clearly stipulated in three of the countries in the region. In Malawi, for example, “no person shall make or sell charcoal from indigenous timber or tree species unless with a licence” 14. Commercial processing of any wood or forest produce without a permit from the Director of the Forestry Department is also not allowed in Malawi14. Similarly, in Zambia, a permit is required for charcoal production. “Unless with a permit or licence, manufacture, sale and removal of charcoal in and from State land or customary land is an offence”8. In Mozambique, production of firewood and charcoal from precious wood of 1st ,2nd and 3rd class, as well as from protected trees or those with historical and cultural value is prohibited unless with a licence6. Res e arc h R e por t 2 P ag e 1 0 Page 158 in Annexes Enforcement of licence conditions Most respondents mentioned that licence conditions are supposed to be enforced through verification and monitoring of operations by licence holders. Other enforcement measures mentioned include forest patrols and through road check points. However, the study established that enforcement of licence conditions was a challenge in most countries mainly due to insufficient funding and personnel to monitor use of forest produce by licence holders. According to one respondent from Zambia, the following challenges relating to licensing conditions and requirements are faced in the country: • Illegal utilization of forest resources (exploitation without licences) due to lengthy licensing procedures and difficulties in obtaining licences • Inadequate supervision of concession holders due to lack of transport and financial resources • Non-compliance with the conditions attached to the licence due to inadequate supervision and lack of penalties imposed on those contravening forest licence regulations • Lack of forest management plans The above finding is in agreement with other researchers who indicate that despite the existence of policies, laws and international protocols, most forestry departments in the region do not routinely monitor forest operations due to inadequate finances and human resources 2, 16. Presence of harvesting rate/annual allowable cut (ACC) The interviews conducted as well as the review of forest policies and legislation established that most countries in the region do not have a specified annual allowable cut (AAC) or harvesting rate except for Mozambique where the AAC for precious timbers as well as other timbers are provided in forest regulation and forest law5,6. In the other countries, an allowable cut (AC), which is not necessarily annual, is given to licence owners as a condition to the licence. The AC is dependent on the area (size of forest to be harvested) and the species inventories. According to one respondent from DRC, the AC in the country depends on the type of forest in a particular area in relation to the cutting permit. For example, for a plot of 50 hectares of the Miombo forest, a maximum limit in volume for all species combined is provided. Similarly, in Tanzania, Zambia and Zimbabwe, the AC is specific to a forest to be harvested, and depends on the species inventory. In these countries, the type of species and volume to be harvested is indicated in the harvesting permit issued by the forest officer in charge of the district. In Mozambique, based on data from the National Directorate of Land and Forestry, which indicate that the volumes of timber exploited in the country range from 25% to 38% of AAC, it can be concluded that timber exploitation in the country generally complies with the AAC16. In terms of enforcement of the AC, the study established that it is done through regular monitoring and verification of the area being harvested in all the countries. In Mozambique, the AAC is also enforced through the annual release of a legal document indicating species names and the allowable cut per province. Respondents to the study also outlined the challenges faced in enforcing the allowable cut ( Table 5). Inadequate funding is the main challenge that affects monitoring of areas being harvested. Inadequate staffing levels was also mentioned across all the countries except in Mozambique and Zimbabwe. Res e arc h R e por t 2 P ag e 1 1 Page 159 in Annexes Table 5: Challenges in enforcing allowable cut Country Challenges faced in enforcing Allowable cut Zimbabwe Inadequate funds Zambia Inadequate funds for monitoring and verification; inventories not conducted due to inadequate personnel and lack of resources Mozambique Inadequate funds Tanzania Inadequate funds for monitoring and assessment of forest area; limited funds for preparation of management plans; and inadequate staffing levels DRC Inadequate funds to conduct field audits in a timely manner Ultimately, the lack of adequate funds and staff means that forestry departments cannot implement forest policies, have limited capacity for regulation where it is needed, and provide limited services to communities and other stakeholders. In addition, forest officers in the region are reported to have low salaries, almost no equipment, no current maps, no transport and tiny operational budgets, but yet, are supposed to patrol large geographical areas2. 3.3 Community involvement in forest management Community involvement is widely viewed as a means to achieve sustainable forest management18,19. It is considered by some authors as an important turning point in forestry, resulting in the emergence of a new era18,20. It was evident from the review of forest policies and Acts, that community involvement in forest management is recognised in the countries of the region. Respondents from all the countries surveyed also indicated that communities are involved in forest management. Two respondents (one from Zimbabwe and one from Mozambique) mentioned that it was a requirement by law5,10 that communities are involved in forest management. One respondent from Zambia indicated that community involvement was only common in rural communities and not in urban areas of the country. Most respondents also indicated that incentives are given to communities involved in forest management. The incentives given varied across the countries (Table 6) with some being in form of revenue (e.g. 20% of forest revenue collected given to local communities in Mozambique) and in form of local community user rights of a particular forest in Zambia and the DRC. 18Nair, C. T. S and Tieguhong, J. (2004) ‘African forests and forestry: An overview’, Report prepared for the project: Lessons Learnt on Sustainable Forest Management in Africa, FAO and CIFOR, Bogor. 19 Barrow, E., and Rietbergen, S. 2002. Community involvement in forest management: an analysis of key opportunities and constraints to the responsible involvement of communities and rural people in forest management in Eastern and Southern Africa - Final technical report, ICUC-WCMC, Nairobi. 20Alden-Wily, L. and Mbaya, S. 2001. Land, People and Forests in Eastern and Southern Africa at the beginning of the 21 st Century. The impact of land relations on the role of communities on forest future. IUCN-The World Conservation Union. Nairobi. Res e arc h R e por t 2 P ag e 1 2 Page 160 in Annexes Table 6: Incentives for community involvement in forest management Country Community Incentive Zimbabwe User rights for local inhabitants; More than 90% of revenue from Communal Land Forests goes to local community through local authority Zambia Communities enjoy user rights such as collection of herbs, honey, timber, fuel wood, etc; Technical advice is given to communities; and material and financial support may also be given Mozambique 20% of tax revenue from exploitation of forest resources must be given to the local community Tanzania All revenue accrued from gazetted village forest reserves belong to the respective village DRC Allocation of forest concessions to local communities; continuous awareness on forest resources and management; Community sensitization on how local communities can obtain local community concessions One important response noted from Zambia was that community involvement was a challenge and was not being implemented in most areas of the country reason being that the incentives proposed to be given to local people were too low and were therefore discouraging to community members. Another respondent indicated that: “In Zambia, joint forest management groups in previous forest Act failed reason being that local communities were not getting incentives as prescribed in the law”. Similarly, reports from Zimbabwe indicate that even though provisions exist for communities to manage communal forest areas through community concessions, local communities are seldom involved, receive only limited benefits and have no control over the allocation or management of these concessions21. Unfortunately, weak incentives for community involvement in forest management trigger rural populations to opt for other activities such as small-scale agriculture, charcoal production and use of fire to clear lands for agriculture16 which in most cases lead to deforestation. 3.4 Private Sector Involvement in Forest Management The Forest Acts reviewed for most countries in the region (Zimbabwe, Zambia, Malawi, and Tanzania) had provisions for involvement of the private sector companies in forest management. For example, In Zambia, Tanzania and Malawi, private companies can apply and enter into agreements with the government department to manage a forest reserve or any other forest type. However, interviews conducted with officials in these countries established that very few private companies were involved in forest management. This could either be because this provision is not known or well communicated to private companies, or because the benefits as well as incentives for involvement are too low. Research has demonstrated that in most cases, the private sector will make investments in the forest sector if only the expected rates of return are sufficiently attractive and if a favourable business climate exists22. Thus, a lack of understanding of the benefits and 21 Katerere, Y., Guveya, E., & Muir K. 1999. Community forest management: lessons from Zimbabwe 22Chipeta, M.E. and Joshi, M. (Editors). 2001. Financing sustainable forest management. Report of the International Workshop of Experts, 22-25 January 2001, Oslo, Norway. CIFOR Publication, Indonesia Res e arc h R e por t 2 P ag e 1 3 Page 161 in Annexes incentives associated with involvement in forest management activities is a potential constraint to private sector involvement. Some reports show that the lack of incentives to the private sector and local communities to sustainably manage and use natural forest resources inhibits their involvement in sustainable forest management23,24 whereas others indicate that increased private sector involvement is hampered by factors such as the absence of a favourable institutional and legal framework, land tenure uncertainties, and other constraints which hinder the development of free and fair markets16,18. Table 7 shows the activities that private sector companies are involved in according to the respondents of the study. Important to note, however, is that in certain instances, respondents from the same country gave contradicting statements in terms of private sector involvement in forest activities. In Zambia for instance, one respondent indicated the presence of a private company involved in marketing of forest products, whereas others indicated the non-existence of such a company. Similarly in Mozambique, whereas one respondent indicated the existence of a private company promoting the establishment of carbon forests and plantations of indigenous species, the other respondent indicated otherwise. The incentives for involvement according to the reviewed Forest Acts are outlined in Table 8. Table 7: Private sector involvement in forest related activities across countries Country Establishment Establishment Management Marketing Forest of carbon of plantations and use of of forest industries forests of indigenous natural forest products development species resource Zimbabwe √ √ Zambia √ √ Mozambique √ √ √ √ √ Tanzania √ √ √ √ DRC √ √ √ Table 8: Incentives for private sector involvement Country Incentives given Zambia Offer of technical advice on management and conservation; Access to loans for development and management of forest Mozambique Access to forest concession systems; incentives given for those exporting wood Tanzania User rights of forest that they are involved in managing DRC Possibility of obtaining contract/licence to exploit forest resources 23 Lambooy, T. and Levashova, Y. 2012. Opportunities and challenges for private sector entrepreneurship and investment in biodiversity, ecosystem services and nature conservation, International Journal of Biodiversity Science, Ecosystem Services & Management, 7:4, 301-318 24World Bank. 2006. The Role of the Private Sector in Natural Resource Management: A Focus on Forests. International Finance Corporation. World Bank Group. Washington D.C Res e arc h R e por t 2 P ag e 1 4 Page 162 in Annexes 3.5 Measures promoting sustainable use of wood fuel/alternative energy sources Through review of National Forest Policies, the study established that the dependence of both rural and urban communities on wood fuel in all the countries in the region is heightened. The Zambian forestry policy, for example, states that 90% of rural and urban households depend on wood fuel for their energy needs and identifies wood fuel as the main cause of forest depletion and degradation. The Forest Policy of Zimbabwe reveals that wood fuel consumption will continue to increase with increasing population due to unavailability of appropriate affordable energy sources. Similarly, the forest policy of Malawi emphasises the importance of promoting sustainable production and utilization of biomass fuels in the form of firewood and charcoal in the wake of increased demand of biomass as a source of energy especially in urban areas of Malawi. In the DRC, apart from slash and burn agriculture, fuel wood collection is identified as one major cause for deforestation especially in densely populated rural areas and peri-urban areas of the country16. All the policies reviewed suggest increased future demand for wood for energy. This is because of the predicted increase in population growth which is likely to increase aggregate demand for wood energy, and urbanization which can lead to a switch from wood to charcoal (which requires more wood input for a given energy output)25,26. Governments in all the countries surveyed have thus come up with different strategies to curb the wood fuel crisis. Table 9 shows the strategies mentioned by respondents as currently being implemented in the countries of the region whereas Table 10 outlines the strategies extracted from the forest policies of the respective countries. Table 9: Measures promoting sustainable wood fuel utilisation as mentioned by respondents Country Measures Zimbabwe Increased tree planting programmes; formulation of renewable energy policy; woodlot establishment under Tobacco Wood Energy Programme Zambia Improved cook stoves; biomass briquette Mozambique Improved stoves; use of biofuel e.g. bio ethanol for cooking; use of solar cells; training in improved techniques such as casamance kilns Tanzania Improved cooking stoves; REDD+ Credits; Improved charcoal kilns; Use of kerosene, briquettes and coal DRC Improved stoves; Make and use of briquettes The use of improved cook stoves was mentioned by most of respondents in the countries surveyed, as a strategy being implemented to promote sustainable use of wood fuel. However, research shows that use of improved stoves (energy efficient stoves) is mainly common in urban areas where wood fuel has to be purchased, whereas in rural areas with better access to wood fuel and other biomass, their impact has been marginal18. Zulu, L.C. 2010. The forbidden fuel: charcoal, urban woodfuel demand and supply dynamics, community forest management and 25 woodfuel policy in Malawi. Energy Policy 38, 3717–3730. 26 Mwampamba, T.H. 2007. Has the woodfuel crisis returned? Urban charcoal consumption in Tanzania and its implications to present and future forest availability. Energy Policy 35, 4221–4234. Res e arc h R e por t 2 P ag e 1 5 Page 163 in Annexes In Zimbabwe, a Tobacco Wood Energy Programme aimed at encouraging tobacco farmers to establish woodlots of fast growing trees (such as Eucalyptus) for curing of tobacco instead of using indigenous Miombo firewood to cure tobacco was launched in 2005. The program was introduced mainly because approximately 20% of the 330,000 hectares of Miombo woodland in the country was being lost annually for tobacco curing. In Tanzania, Zambia and the DRC, the use of biomass briquettes was mentioned as a more efficient way of utilising wood fuel. The method involves collecting sawdust, wood bark and off-cuts, as well as other wood waste from Sawmills and across the timber processing chain to produce a briquette which can be used as a source of energy, displacing non-renewable biomass (such as charcoal) in cook stoves. The use of the biomass briquette on the domestic market instead of charcoal is envisaged to drastically reduce rampant deforestation. The use of improved kilns (casamance kilns) for charcoal production was mentioned by one respondent as a method being implemented in Mozambique. The casamance kiln is an earth mound kiln equipped with a chimney which can be made of oil drums. This chimney allows a better control of air flow27. In addition, the hot flues do not escape completely but are partly redirected into the kiln, which enhances pyrolysis28. Due to this reverse draft carbonization is faster than traditional kilns and more uniform giving a higher quality of charcoal and efficiency of up to 30 %. Comparative tests of the casamance kiln and traditional mound kilns confirm the advantages in terms of efficiency and shorter carbonization times due to the enhanced hot flue circulation27. However, disadvantages of this kiln type are that it requires some capital investment for the chimney and it is more difficult to construct. Thus even though use of improved kilns such as casamance kilns could contribute significantly to production efficiency, their use by most people in the Miombo countries is limited due to lack of capital for kiln construction29. Use of other alternatives to wood fuel such as kerosene, gas, electricity, coal or solar cells were also mentioned by some respondents. However, research indicate that the relative prices of these alternatives and the income of the households are the main factors determining the use by the local people18, and that in most cases, access to these options by rural poor people is considered to be very limited18. 27 https://energypedia.info/wiki/Charcoal_Production 28 Pyrolisis is defined as the decomposition of materials brought about by high temperatures Chidumayo, E., Zahabu, E., Kingazi, S., Misana, S., Luoga E., and Nduwamungu, J. 2010. “Woodfuel” In The dry forests 29 Malimbwi, R., and woodlands of Africa: managing for products and services (Chidumayo, E., and Gumbo, D. (eds)). Earthscan Publishers. London Res e arc h R e por t 2 P ag e 1 6 Table 10: Measures promoting sustainable wood fuel utilisation extracted from forest policies Zimbabwe Zambia Malawi Tanzania 1. Encouraging the establishment of private 1. Promote the growing of trees by all 1. Private individuals will be 1. Promote fuel wood plantations for down- sector driven investment in wood fuel sections of the communities in encouraged to establish woodlots stream agricultural and industrial activities plantations in wood deficit locations that order to achieve sustainable self- in their farms through research 2. Promote the planting of woodlots as a respond to the national sustainable sufficiency of firewood, charcoal and extension as well as through source of domestic fuel wood and the use of development criteria. and forest products and services. financial incentives. other renewable and alternative energy 2. Improving the efficiency and technology 2. Promoting green charcoal 2. Dissemination of information on sources to reduce deforestation. of charcoal production and utilisation that production and utilisation through appropriate technology for wood 3. Support research into alternative fuel have a minimal carbon footprint improved and efficient charcoal fuel production and use will be sources to reduce dependency on fuel wood 3. Encouraging the utilisation of forest kilns and clean cook stoves enhanced. and reduce deforestation levels. plantation species in charcoal 3. Promoting the development and 3. Private investment in establishing 4. Strengthen the resilience of communities to production. use of alternative sources of wood fuel plantations will be climate change through afforestation 4. Encouraging, through dialogue with energy for cooking for rural and promoted programmes, smart agriculture, planting other stakeholders, the development of urban areas. 4. Use of alternative affordable trees for fuel wood energy as well as alternative sources of energy as a way of 4. Promoting indigenous woodland sources of energy and energy economic activities that include wood and reducing greenhouse gas emissions and regeneration and the saving technologies will be non-wood forest products. consumption of charcoal. establishment of woodlots and promoted through research and Page 164 in Annexes 5. Support the Forestry Commission to 5. Encouraging and establishing an homestead planting specifically extension. increase the tree-planting rate from 10 incentive system for the expansion of for firewood. 5. Provision of alternative livelihood million to 20 million trees per year by 2015 small-scale entrepreneurs 5. Promote the implementation of the to charcoal production and sale in and to promote rural fencing using live trees. manufacturing energy saving cooking HIV Work Place Strategy for the the rural areas will be promoted so 6. Improve collaboration with other ministries braziers and stoves (i.e. consuming forestry sector. as to minimise environment to enforce existing and proposed limited quantities of charcoal). damage. regulations against the destruction of 6. Promoting and incentivizing the natural forests, e.g. the requirement for utilization of wood waste to generate tobacco growers and rural commercial energy such as Bio-gassifiers and 7. Promote the use of alternative heating and charcoal briquettes. cooking fuels such as coal, solar and biogas 7. Promoting a multi-sectoral approach to in rural households and institutions the establishment of forest resources for wood fuel. 17 Page 165 in Annexes Conclusion The study demonstrates similarities in terms of licensing requirements as well as rules for harvesting of forest resources. Moreover, it provides evidence that harvesting of forest resources is generally influenced by land ownership with more licences and permits required for use of forest produce on state land (forest reserves, protected forests) in most of the countries (except Zimbabwe) in comparison with the permits required to harvest and use forest produce on private land. Thus, the way in which the forest is owned, directly influences the status of the forest, its condition and the way in which it is managed19. Forest policies across the region encourage involvement of local communities and the private sector in forest management. However, the actual involvement of both communities and private companies on the ground, as indicated by most respondents is low, probably due to little or no benefits and incentives to the private sector and local communities. Another potential reason is the issue of land tenure security. It is possible that forest tenure uncertainties also discourage community and private sector involvement in forest management activities. Secure forest ownership is viewed as the most powerful stake a community may hold in forest future and the pivot upon which their involvement in forest future may be most profoundly and securely based19,20. It determines the parameters of the relationship of forest local communities with the forest, and it also provides a stable platform upon which the community may develop a regime of sustainable and sustained management19. Thus, the low participation of local communities and the private sector in forest management activities may ultimately affect the attainment of sustainable forest management in the region. The importance of implementing sustainable methods of utilising wood fuel as well as alternative wood fuel sources is realised across all the countries in the region as this is evidenced by the number of strategies proposed in the national forest policies that were reviewed. However, there is little record on the success of such strategies and whether or not there has been any impact in terms of reduction in wood fuel utilisation. This finding is in line with other scholars who indicate that the performance of different wood fuel demand reduction strategies across Africa has been patchy18. It is therefore important in future studies, to take stock of the situation, specifically addressing the actual implementation of different wood fuel demand reduction strategies on the ground and the impact of each individual strategies on wood fuel demand reduction in the Miombo countries. This is especially important because as population is expected to grow in the region, so is the demand for wood fuel. Increased demand for wood fuel such as charcoal for instance (which requires high wood input) can result in accelerating clearance of forests thereby threatening the sustainability of the resource for the benefit of the future generation. Acknowledgments The Miombo Network would like to thank the Southern African Science Service Centre for Climate Change and Adaptive Land Management (SASSCAL) and World Bank for the role they played in supporting the production of this report. Specifically, SASSCAL was responsible for design in addition to providing technical input, while World Bank funded the production and publication. We would like to thank Ms. Grace Coguillo at the University of Virginia, USA for her support in compiling some of the data used in this document. Page 166 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ Annex 1: Draft Questionnaire- Miombo Forest Policy Analysis Date_________________ Section A: General information about the respondent and institution/department Name of Respondent: ________________________________________________________________ Sex: Male □ Female □ Name of institution:__________________________________________________________________ Role of your institution/department in forest management ((policy, research, law enforcement, regulation/permit officer)), Position/ Official designation of respondent: ______________________________________________ Years on the job and turnover: ________________________________ Is your job a fixed term appointment.._________________________ Town name: ____________________________________ Country name: __________________________________ Section B: National/local policies and regulations relating to use of indigenous forests a) Does your country/district have the following? 1. Indigenous Forest policy? Yes □ No □ If yes, please kindly attach policy or summarise it and let us know where we can find more details _______________________________________________________________________________________________________ _______________________________________________________________________________________________________ 2. Indigenous Forest Law? Yes □ No □ If yes, when was it enacted? _____________ If yes, please kindly attach document or summarise it and let us know where we can find more details- _______________________________________________________________________________________________________ _______________________________________________________________________________________________________ b) What measures have been put in place to encourage formulation of forest legislation and regulations at district level? _______________________________________________________________________________________________________ _______________________________________________________________________________________________________ c) Who is responsible for the enforcement of the forest law at national and local levels? _______________________________________________________________________________________________________ _______________________________________________________________________________________________________ d) What is your institution’s role in ensuring that forest legislation is enforced? ___________________________________________________________________________________________________________ _________________________________________________________ Section C: Sustainable harvesting of forest resources a) Is your institution involved in the issuance of tree harvesting licences? Yes □ No □ If yes, what are the different types of harvesting licences and what are the requirements for each type Type of licence Requirements for issuance of licence Who applies for this licence b) How does your institution ensure that licence conditions are implemented by the licencee? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ c) Does your country have indigenous forest harvesting guidelines Yes □ No □ P ol ic y B r ief 2 P ag e 1 9 Page 167 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ If yes, please kindly attach copy of guidelines or summarise it and let us know where we can find more details. ___________________________________________________________________ _______________________________________________________________________________________________________ _____________________________________________________ d) Do the guidelines state the allowable harvesting rate/allowable cut? Yes □ No □ If yes, please indicate here the allowable harvesting rate/allowable cut ______________________________________________________________________________ c) Is the allowable harvesting rate/allowable cut for the whole country or is it specific to province or for districts?__________________________________________________________________________ d) Does the allowable harvesting rate/allowable cut depend on size, class, species or is it just the total amount harvested? ___________________________________________________________________________________________________________ _________________________________________________________ e) How is the allowable harvesting rate/allowable cut enforced in your country?___________________________________________ ___________________________________________________________________________________________________________ f) What is your institution’s role in ensuring that the allowable harvesting rate/allowable cut is enforced? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ________________________________ g) What challenges does your institution face in the enforcement of the allowable harvesting rate/allowable cut in your country?______________________________________________________ ___________________________________________________________________________________________________________ Section D: Stakeholder engagement in the management of the indigenous forests a) Are local communities involved in forest management? Yes □ No □ b) What mechanisms have been put in place to encourage community participation in the management of forest resources in the miombo? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ c) Do local communities receive any incentives for involvement in forest management? If yes, please state below the types of incentives given. ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ d) Are there any deliberate measures to encourage the involvement of women, youths, and people with special needs in the management of forest resources? ___________________________________________________________________________________________________________ _________________________________________________________ e) What measures have been put in place to encourage the involvement of the private sector in forest management and forest industry development? ___________________________________________________________________________________________________________ _________________________________________________________ __________________________________________________________________________________ f) Please state any private sector companies or civil society organisations that are currently involved in __________________________ i) Establishment of carbon forests________________________________________________________________________________ __________________________________________________________________________________ ii) Establishment of plantations of indigenous species________________________________________________________________ ___________________________________________________________________________________________________________ iii) Management and utilisation of natural forest resources_____________________________________________________________ __________________________________________________________________________________ iv) Marketing of forest products_________________________________________________________________________________ P ol ic y B r ief 2 P ag e 2 0 Page 168 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ __________________________________________________________________________________ v) Forest industries development_________________________________________________________________________________ __________________________________________________________________________________ g) What mechanisms have been put in place to ensure equitable cost and benefit sharing among stakeholders involved in the management of indigenous forest resources? ___________________________________________________________________________________________________________ ___________________________________________________________________________________________________________ ________________________________ Section E: Enforcement of forest management plans a) What are the basic requirements for approval of forest management plans? b) What measures have been put in place to ensure that the management plans are implemented in accordance to law requirements? Section F: Measures to promote sustainable use of wood fuel/ alternative energy sources a) Is your country promoting any sustainable methods of utilizing wood fuel? Yes □ No □ If yes, Please state here the methods being promoted ___________________________________________________________________________________________________________ _________________________________________________________ b) Does your country have any programs promoting use of fuel sources other than charcoal? Yes □ No □ If yes, please attach documents or state below names of the programmes and their objectives Programme (1) name:______________________ Objective:___________________________________________________________________ Year established____________ Source for more information:___________________________________________________ Programme (2) name:______________________ Objective:___________________________________________________________________ Year established____________ Source for more information:___________________________________________________ Programme (3) name:______________________ Objective:___________________________________________________________________ Year established____________ Source for more information:___________________________________________________ Section G: Other Contacts/Institutions/Departments responsible for forest management Please state the names of other people from your institution or other institutions/government departments involved in forest management (i.e. forest policy/law implementation/forest research/forest programme implementation) in your country Name of institution/department Role in forest Level of actions (central, Contact person and contact management provincial, district, local) details (telephone/email) 1 2 3 4 5 P ol ic y B r ief 2 P ag e 2 1 Page 169 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ Annex 2: Contact database for lead persons and potential respondents Country Name Organisation Role Email Phone Mozambique Carla Maria carlaraposopereira@gmail.com Pereira Mazambique Almeida Sitoe University of Professor almeidasitoe@gmail.com Zimbabwe Mozambique Macuacua joaquimmacuacua@gmail.com Joaquim Mozambique Carla Cuambe FAO carlacuambe@fao.org Mozambique Falcao Mario mariopaulofalcao@hotmail.com (258)828244130 Mozambique Darlindo d.pechisso@yahoo.com (258)824547920/ Pechisso (258)847731315 Mozambique Regina Cruz mariareginacruz@yahoo.com (258)828435350/ (258)847593186 Mozambique Nemane momadenemane@gmail.com (258)843124210 Momade Mozambique Isilda iied isilda.nhantumbo@iied.org Nhantumbo Mozambique Anabela WWF a.rodriques@wwf.org.mz Rodriques Mozambique Rito Mabunda WWF ritomabunda@wwf.org.mz Angola Fransisco fransisco.maiato@gmail.com Maiato Malawi Judith Kamoto judith kamoto@gmail.com Malawi Nyuma nyumamughogho@hotmail.com Mughogho Malawi Teddie Kamoto teddiekamoto@yahoo.co.uk Tanzania Alfan Rija alrija10@gmail.com Tanzania Tanzania Forest Tanzania Forest Tanzania mpingo@tfs.go.tz (255)(022)2864249 Service Agency Service Agency Forest Service Agency Zimbabwe Isla Grundy University of Forest (263)4332039 Zimbabwe Commission Zimbabwe Anderson anderson@frchigh.co.zw Muchawona Zimbabwe Stephen Forest Operations szingwena@gmail.com (263)772551274 Zingwena Commission Manager Zambia Mrs Chama Forest Rsearch (260)977584053 Department Officer Zambia Mrs Tembo Forest Forest Officer (260)966304855 Department Zambia Mrs Chongo Forest Forest officer (260)966 820737 Department Zambia Mr Gondwe Department of Director (260)978793309 Environment and Natural Resources Zambia Dr Siamudala Nature (260)966701239 Conservancy Zambia Mr Makumba Forest Director Department DRC Landing Mane OSFAC lmane@osfac.net P ol ic y B r ief 2 P ag e 2 2 Page 170 in Annexes ~ promoting sustainable management of the Miombo woodlands ~ DRC Innocent FAO Innocent.OmbeniCiribagula (243)823198599 Ombeni DRC Jean Muneng jeanmuneng@gmail.com Ilunga Annex 3: Introductory Letter Greetings, The Miombo Network is conducting a research on policies relating to the utilisation and sustainable management of Miombo woodlands in Southern Africa. The overall aim of the research project is to assess the forestry policies in the region in terms of rules for harvesting as well as policies promoting alternative wood sources. By way of this email, I am kindly requesting you to assist our researcher (Miss Mwale Chishaleshale) copied in above, by taking part in a telephone or Skype interview to help us complete a questionnaire on forest policy implementation in your country. The interview is designed to take not more than 20 minutes and the questionnaire has five main sections as follows: 1. General information about the respondent and institution/department 2. National/local policies and regulations relating to use of indigenous forests 3. Harvesting of forest resources 4. Stakeholder engagement in the management of the indigenous forests 5. Programmes promoting sustainable use of wood fuel/ alternative energy sources The findings of this research project will be made available to the public through published articles and written policy briefs, but this information will not be linked to any individual. Would you be willing to participate in this study? If so, please assist us with your contact number and kindly indicate the date and time that our researcher can get in touch with you. Thanking you in anticipation, P ol ic y B r ief 2 P ag e 2 3 Page 171 in Annexes ANNEX NINE NDC Roadmap English Summary Page 172 in Annexes NDC IMPLEMENTATION R OADMAP MOZAMBIQUE 2020-2025 (English Summary) Submitted by Caos – Borboletas e Sustentabilidade, Lda. to the Government of Mozambique November 2018 Page 173 in Annexes This document presents the Operationalization Plan of the Nationally Determined Contribution (NDC) of Mozambique under the Paris Agreement on Climate Change. It is the result of a thorough process of stakeholder consultation at the national and provincial level and also a successful case of collaboration and coordination of support between government entities and various cooperation partners, such as Camões - Institute of Language and Cooperation, IP, and the World Bank, as well as the shared work with the NDC Partnership. The Plan contributes to the operationalization of the country's Contribution to the pursuit of commitments under the Paris Agreement to limit greenhouse gas (GHG) emissions to a level that limits the maximum increase in the global average temperature ideally by 1.5 ºC and increase the population resilience, in line with the 2030 Agenda for Sustainable Development and, subsequently, its Sustainable Development Goals (SDGs). A set of 99 measures aligned with the National Strategy for Adaptation and Mitigation of Climate Change (NCCAMS) and sectoral strategies and plans, associated with both adaptation and reduction of climate risk as well as mitigation and low carbon development of low is then analyzed. These constitute, respectively, Mozambique's contribution to adaptation and mitigation and contribute to its objectives, namely: “establish the action guidelines to create resilience through climate risk reduction in communities and the national economy and promoting low-carbon development and the green economy through its integration in the sectoral and local planning process”. The specific objectives are: “(i) that Mozambique becomes resilient to the impacts of CC, reducing climate risks to people and property to a minimum, and restoring and ensuring the rational use and the protection of natural and physical capital; (ii) identify and make use of opportunities to reduce GHG emissions that simultaneously contribute to the sustainable use of natural resources and access to financial and technological resources at affordable prices, and reduce pollution and environmental degradation, promoting low-carbon development; and (iii) build institutional and human capacity, as well as explore opportunities to access technological and financial resources, for the implementation of the NCCAMS" and, therefore, the NDC. In what concerns adaptation and reduction of climatic risk the measures are organized in (i) communication, education, training and awareness, (ii) reduction of climatic risk, (iii) water resources, (iv) agriculture, forestry, fisheries, food and nutritional security, (v) social protection, (vi) health, (vii) biodiversity and (viii) infrastructure, urban areas, settlement and tourist and coastal areas. In low carbon mitigation and development, the sectors covered include (i) energy (with transport), (ii) industrial processes and uses of products, (iii) agriculture and forestry, and (iv) waste, as well education, training and awareness, already mentioned before. Through the implementation of these measures in the time period from 2020 to 2025, it is expected to increase the resilience of virtually all Mozambicans and limit GHG emissions by 31.2 MtCO 2eq by 2025. This limitation is mainly due to actions in forest and other land use, energy production and waste management. The increased resilience of Mozambicans through the implementation of NDC is not yet measurable, as the vulnerability index that will be created to do so is not yet available, as provided by the National System for Monitoring and Evaluation of Climate Change (SNMAMC). This document is now being revised to integrate the NDC and activities will be developed in the near future to define and begin measuring it, under the Capacity Building Initiative Transparency (CBIT). Page 174 in Annexes Table 1 systematizes Mozambique's NDC Operationalization Plan, including actions and measures to be implemented from 2020 to 2025, the stakeholders and partners, location, cost, and source of funding. More detailed information on each measure can be found in the sectoral appendices of the main, in particular in the fact sheets. For each measure, information is presented on the status, sector(s) targeted, entities involved in its implementation and its MRV, expected result (both in terms of increased resilience and reduction of GHG emissions), target, indicators, risks and measures for their minimization, costs, sources and financing needs, technology and capacity. Information on some measures is still incomplete and efforts to obtain it will be continued. As mentioned above, the capacity building needs of the sectors to be implemented between 2019 and 2021 are complementary and are being worked out in the Partnership Plan document and are considered as a means of implementation, as they will contribute to the creation of a favorable environment to individuals and institutions for the implementation of NDC. Regarding technology needs, an effort has already been made by the country to assess those in the sectors of agriculture, waste and electricity generation and coastal zones. This work is also in line with this exercise. The implementation of Mozambique's NDC is conditional on international support and presents an estimated cost of at least USD 11 billion. This cost is underestimated and an effort to determine the cost of all measures will also be made under the CBIT initiative. For its implementation, this Plan then requires the mobilization of resources to ensure the implementation of the actions and measures included in the NDC, with emphasis on climate financing mechanisms established under the UNFCCC and other multilateral mechanisms and bilateral partnerships, including those promoted by the NDC Partnership. Also contributing to this will be the close articulation and continued alignment with national planning processes, such as the preparation of the Government's next Five-Year Plan (2020-2024) and others such as the National Plan for Territorial Development (PNDT), the National Adaptation Plan (NAP), the Local Adaptation Plans (LPAs) and other planning and budgeting processes and sectoral monitoring and evaluation. This Plan results from the efforts of many Mozambicans for all Mozambicans. As Mozambique is one of the most vulnerable countries to climate change, its negative impacts endanger personal and national development objectives. The NDC presents itself as the country's golden opportunity to increase its resilience by reducing the negative effects of climate change and to take full advantage of the opportunities that low carbon development offers by promoting the use and development of clean technologies. Both will contribute to a significant improvement in the quality of life of Mozambicans in the near future. TABLE 1 – OPERATIONALIZATION PLAN OF THE NDC OF MOZAMBIQUE. Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Recursos Hídricos Aumento da Melhoria do MOPHRH (DNGRH) 2031 (Para o Todo o País 99,5 N 0 100 capacidade de conhecimento sobre a MISAU, MASA Centro de GIRH) (Locais específs.) (Para o gestão dos qualidade e quantidade Centro de recursos hídricos dos recursos hídricos GIRH) 4.6.1.2.1 4.6.1.2.1.3 Aumento da capacidade MOPHRH (DNGRH) 2021-2035 Todo o País 5668,7 N 0 100 Aumento do de armazenamento a MASA, MISAU, (Abastecimento (Locais específicos) (Para acesso e da todos os níveis MIREME, INGC de água e construção) e capacidade de 4.6.1.2.1.3 irrigação) 92,7 captação, (Reabilitação armazenamento, das obras tratamento e existentes) Page 175 in Annexes 1 Financiamento disponível: S – sim, N – não 2 Percentagem do financiamento que é garantida pelo Orçamento Geral do Estado; ND indica que não está disponível a percentagem que é apoiada por que via 3 Percentagem do financiamento que é garantido por apoio de Parceiros Internacionais; ND indica que não está disponível a percentagem que é apoiada por que via Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 distribuição da Aumento da capacidade MITADER 2018-2020 21 Comunidades 1,3 S 0 100 água 4.6.1.2.2 de armazenamento per SDPI, SDAE capita a todos os níveis (doméstico, comunitário, urbano, nacional) para garantir o abastecimento de água à população e sectores económicos 4.6.1.2.2.3 – PACA II – Planos de Acção Comunitários de Adaptação – nova PACA III – nova MITADER 2020-2024 35 Comunidades 1,7 N ND ND SDPI, SDAE Conservação da água MOPHRH (DNGRH) 2021-2015 Todo o País 7,4 N 0 100 das chuvas em e MASA (Locais específicos) reservatórios escavados INAM, MISAU, MEF Page 176 in Annexes e subterrâneos e AT principalmente na zona Sul 4.6.1.2.1.4 Construção de infra- MOPHRH (DNGRH) 2021-2025 Todo o País 1346,0 S 0 100 estruturas agro- MASA, (Locais específicos) hidráulicas nos MISAU, MIREME, principais cursos de INGC superfície e pequenas represas de fácil manutenção para fins de rega e bebedouro de animais 4.6.1.2.1.6 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Aumento do Promoção de sistemas MOPHRH (DNGRH, 2011-2020 Todo o País 295,3 S 0 100 acesso e da de baixo consumo de DOH, AIAS, FIPAG (Locais específicos) capacidade de água e reduzir o MIREME, MISAU, captação, desperdício existente na FIPAG, INE, MEF armazenamento, rede de distribuição da tratamento e água urbana 4.6.1.2.1.8 distribuição da água 4.6.1.2.2 Agricultura, Pesca e Floresta Disponibilização de MASA 2020-2025 Todo País 13,4 S 10 90 tecnologias e insumos adequados às mudanças climáticas Expansão da rede MIREME e MASA 2020-2025 Todo País 83,4 S 20 80 eléctrica e melhoria da qualidade de energia Page 177 in Annexes Aumento da para viabilizar os resiliência da empreendimentos agricultura e agrários e incentivar o pecuária 4.6.1.3.1 investimento nos seis corredores de desenvolvimento agrário – nova Transição para uma MIMAIP 202-2025 Região do Oceano ND4 S ND ND Economia Azul resiliente Indico Ocidental na região ocidental do Oceano Índico - nova 4 ND – Informação Não Disponível Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Difusão de tecnologias MASA 2020-2025 Todo País 5,0 N 10 90 melhoradas de produção agrária, sistemas agroflorestais, gestão de recursos naturais, agricultura de conservação, irrigação, vacinações, inseminação artificial, redução de perdas pós- colheita e processamento de produtos de origem vegetal e animal, e educação alimentar e nutricional – nova Incentivo à produção e MASA 2020-2025 Todo País 8,4 N 10 90 Page 178 in Annexes conservação de sementes – nova Regeneração de MIMAIP 2020-2025 Todo País 1000,0 N 30 70 mangais e implementação de Aumento da medidas de proteção de resiliência da algas e ervas marinhas, pesca 4.6.1.3.2 dos corais e outras zonas de reprodução e alimentação do pescado 4.6.1.3.2.2 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Desenvolvimento de MIMAIP 2020-2025 Todo País 3,0 S ND ND ferramentas para a integração da adaptação no processo de planificação e orçamentação na pesca – nova Promoção de MASA 2020-2025 Todo País 5,0 N 50 50 agricultura conservação/ agricultura sempre verde para produção de forragem e alimentos 4.6.2.3.1.1 Promoção de uso de MASA 2020-2025 Todo País 84,0 N 50 50 sistemas agroflorestais Page 179 in Annexes integrados para Desenvolvimento recuperação de áreas de práticas degradadas por agrárias de baixo agricultura itinerante carbono 4.6.2.3.1 4.6.2.3.1.2 Promoção de uso de MASA 2020-2025 Todo País 0,2 N 30 70 metano proveniente dos sistemas de cultivo do arroz para produção de energia/ sistemas melhorados de produção de arroz com baixa emissão 4.6.2.3.1.2 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Promoção de uso de MASA 2020-2025 Todo País 8,4 S 15 85 energias renováveis para sistemas de irrigação/ bombagem de água 4.6.2.3.1.3 Prevenção de MASA 2020-2025 Todo País 8,4 S 10 90 queimadas descontroladas associadas à agricultura itinerante Estabelecimento e MASA 2020-2025 Todo País 12,5 S 20 80 aumento da adopção de sistemas agroflorestais integrados (agro-silvo- pastoril); uso de espécies florestais de uso múltiplo: Page 180 in Annexes Redução da taxa sombra/fixação de de azoto/forragem (REDD+, desmatamento e MozBIO, FIP, Sustenta, de queimadas Pagamento por créditos descontroladas de Carbono na 4.6.2.3.2 Zambézia) - nova Reabilitação de MASA 2020-2025 Todo País 8,4 N 50 50 ecossistemas e pastagens degradados através da reabilitação de paisagens Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Energia Melhoria do Promoção da utilização MIREME/ EDM 2024-2025 Hídrica de Tsate - 100,0 S ND ND acesso às de fontes de energia Sofala energias renovável – hídrica MIREME/ EDM 2020-2025 Moamba Major - 30,0 S ND ND renováveis 4.6.2.2.1.1 Maputo 4.6.2.2.1 (Promoção do MIREME/ FUNAE 2023-2025 Luaice - Niassa 8,3 S 50 50 desenvolvimento de tecnologias de conversão e aproveitamentos energéticos ambientalmente benéficas – renovável hídrica) Melhoria do Promoção da utilização MIREME/ EDM 2021-2025 Namaacha - 72,0 S ND ND acesso às de fontes de energia Maputo Page 181 in Annexes energias renovável – eólica MIREME/ EDM 2022 -2025 Manhiça - Maputo 72,0 renováveis 4.6.2.2.1.2 4.6.2.2.1 (Promoção do desenvolvimento de tecnologias de conversão e aproveitamentos energéticos ambientalmente benéficas – renovável eólica) Melhoria do Promoção da utilização MIREME/ EDM 2020-2025 Metoro - Cabo 60,0 S ND ND acesso às de fontes de energia Delgado Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 energias renovável – PV EDM 2023-2025 Vilanculos - 25,0 renováveis 4.6.2.2.1.3 Inhambane 4.6.2.2.1 (Promoção do EDM 2021-2025 Dondo - Sofala 50,0 S ND ND desenvolvimento de EDM 2022-2025 Nacala - Nampula 30,0 tecnologias de EDM 2023-2025 Boane - Maputo 50,0 S ND ND conversão e EDM 2023-2025 Balama - Cabo 20,0 S ND ND aproveitamentos Delgado energéticos ambientalmente EDM 2020-2025 Cuamba - Niassa 22,0 S ND ND benéficas – renovável solar PV) Expansão da rede MIREME/ EDM 2020 - 2030 100% Zonas ND S ND ND urbana, realização de suburbanas. novas ligações – nova MIREME/ EDM 2022-2025 Chimuara-Nacala - 0,3 S ND ND (Redução das emissões Projecto de Expansão da rede por substituição do uso Transporte de urbana, de biomassa não Page 182 in Annexes Energia realização de renovável por MIREME/ EDM/HCB 2020-2023 Construção 500,0 S ND ND novas ligações - electricidade) (UTIP) Sistema de nova Transporte de Eenergia-STE, Fase 1-Temane-Maputo MIREME/ ENH/INP 2021-2025 FLNG na Área 4 em 4,0 S ND ND desenvolvimento Promoção do uso de FUNAE 2015-2025 50,000 sistemas de 177,0 S ND ND Eletrodomésticos iluminação Eficientes fotovoltaica, em (Promoção de práticas áreas isoladas(SIE) Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 da eficiência energética MIREME/ FUNAE 2020-2025 5000 Sistemas 16,7 ND ND e a utilização de Bombeamento equipamentos de agua para aproveitamento de Irrigação, em áreas Aumento da fontes de energia isoladas (SIE) eficiência renováveis) FUNAE 2015-2025 5000 geleiras (PV 12,5 S ND ND energética ou eólico), em 4.6.2.1.2 áreas isoladas(SIE) FUNAE/ IDEPA 2020-2025 Uso produtivo de 0,5 S ND ND Energia, conservação de pescado. Planificação e Promoção de uso de MASA/ MIREME 2020-2025 Todo País 500,0 ND ND gestão da energia de biomassa de biodiversidade e forma eficiente dos ecossistemas (alternativa ao carvão e Page 183 in Annexes costeiros lenha) 4.6.2.3.3.4 & 4.6.2.3.3 4.6.2.1.1.1 Promoção da produção MIREME/FUNAE 2019-2024 Mabalane/Gaza 7,2 S ND ND e uso sustentável de Greenlight (NAMA do carvão Transversais carvão vegetal vegetal sustentável) FUNAE 2011-2025 (100 000) Fogões 2,5 ND ND ND melhorados Nível Nacional Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Transportes Promoção da Promoção de iniciativas MIREME/ MTC Construção de 10 19,4 ND ND ND urbanização de de substituição de (PETROMOC/ Postos de baixo carbono combustíveis de alto Autogás) 2020-2025 Abastecimento de 4.6.2.1.4 teor de carbono e não- GNC; renováveis por Importação de 150 10,7 ND ND ND combustíveis de baixo Autocarros a GNV, teor de carbono ou Maputo e Gaza renováveis nos sectores de transportes (NAMA Autogás / MIREME Conversão de 1000 0,6 ND ND ND gás natural transportes) /MTC 2020-2025 automóveis para GN CMCM, CMM /MTC 2020- 2025 Reparação de 150 4,5 ND ND ND autocarros Page 184 in Annexes movidos a GN Aumento de Adopção de Sistemas de CMCM, CMM /MTC Expansão do 15,0 ND ND ND Eficiência Transporte Colectivo e Sir Motors/ Fleetrail 2020-2025 projecto Metrobus Energética nas Ambientalmente em Maputo e para viagens - nova Sustentável (Plano outros Municípios Director dos (Beira, Nampula) Transportes de Maputo - Estratégia para o Sector dos Transportes CMCM) Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Sistema de Alerta Prévio Reforço do Reforço da capacidade INAM 2020 - 2025 Sectores de 1,75 N ND ND Sistema de Aviso do INAM na prestação DNGRH, MASA, Energia, Marinha, Prévio 4.6.1.1.1 de informação MISAU, MIREME, Agricultura, Pescas meteorológica dedicada INGC, ARAs, IIP, e Transportes e adequada a cada INAHINA, MITADER utilizador 4.6.1.1.1.1 Aumento da escala do INAM 2020 – 2025 Todo o País 23,2 N ND ND sistema de aviso prévio, INGC, DNGRH, chegando ao distrito MASA, MISAU, 4.6.1.1.1.2 MITADER, ARAs Reforço dos sistemas de INAM 2020 - 2021 Maputo 0,5 N 0 100 armazenamento, INGC, DNGRH, UEM processamento de (CIUEM), MCTESTP, Page 185 in Annexes dados e disseminação de MASA, MISAU informação meteorológica e hidrológica em tempo útil 4.6.1.1.1.3 Reforço do Reforço do papel do INAM 2020 - 2024 Todo o País 0,5 N 0 100 Sistema de Aviso INAM na coordenação DNGRH, ARAs, Prévio 4.6.1.1.1 da colheita e monitoria MASA, MITADER, de dados climáticos – Visão Mundial nova 5 Existe uma parte de financiamento que será iniciado com a assistência Técnica da UK Meteo Office, cujo valor não está confirmado (4.6.1.1.1.1); O Banco Mundial vai financiar uma fase inicial para 22 Distritos a partir de Outubro de 2018. Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Estabelecimento de INAM 2020 - 2021 Maputo 0,1 N 0 100 normas para o INAHINA, DNGRH, desenvolvimento e MASA, MITADER, coordenação dos MISAU, INGC, ARAs sistemas de aviso prévio para múltiplos eventos – nova Reforço do sistema de INAM 2020 - 2022 Maputo 0,1 N 0 100 informação climática e DNGRH, MASA, meteorológica que MISAU, MITADER, permite antever a INGC, ARAs ocorrência de seca – nova Reforço da Melhoria da preparação INGC 2025 - 2025 Gaza, Zambezia, 1,7 N ND ND Page 186 in Annexes capacidade de sobre iminentes INAM, DNGRH, Nampula e Cabo preparação e de desastres climáticos INAHINA, MISAU; Delgado resposta a riscos 4.6.1.1.2.1 MITADER, Gov. climáticos Provinciais, 4.6.1.1.2 Autoridades Locais e Líderes Comunitários Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Reforço da Reforço do papel do INGC 2020 - 2015 Magude, 1,4 N 0 100 capacidade de INGC na coordenação de INAM, DNGRH, Chicualacuala, preparação e de operações de resposta e INAHINA, MISAU, Chigubo, resposta a riscos recuperação aos MITADER, Funhalouro e climáticos desastres climáticos MOPHRH, Gov. Mabote 4.6.1.1.2 4.6.1.1.2.2 provinciais, Sector Privado, Autoridades locais e líderes Comunitários Reforço do papel INGC 2022 - 2025 Magude, ND N ND ND coordenador do INGC e MASA, DNGRH, Chicualacuala, seus parceiros na MISAU, INAM, Chigubo, redução da MITADER, Gov. Funhalouro e vulnerabilidade à seca provinciais, Mabote nas zonas áridas e semi- Autoridades locais e Page 187 in Annexes áridas 4.6.1.1.2.3 líderes Comunitários Reforço do papel dos INGC 2020 - 2025 Mabote, Chigubo e 1,3 N 0 100 Centros de Recursos de MASA, MISAU, Changara Uso Múltiplo (CERUM) MITADER, ICS, no apoio às Autoridades locais e comunidades locais líderes 4.6.1.1.2.4 Comunitários Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Reforço da Aumento e reforço da INGC 2020 - 2025 Capacitados e 3,7 N ND6 ND capacidade de capacidade dos CLGRC, Gov. provinciais e equipados 250 preparação e de equipando-os com kits Distritais, CLGRC, i.e. 50 por resposta a riscos de Prontidão sociedade civil, ICS ano climáticos e líderes 4.6.1.1.2 Comunitários Melhoria do Sistema de INGC 2020 - 2025 Nível Nacional 0,2 ND ND disseminação dos avisos INAM, ICS, prévios a nível local – GABINFO, MISAU, nova MITADER, Gov. provinciais, Autoridades locais e líderes Comunitários Reforço do papel dos INGC 2020 - 2022 Maputo 0,1 N 0 100 CLGRC na redução do Gov. provinciais e Page 188 in Annexes risco climático a nível distritais, sociedade local civil; Autoridades locais e líderes Comunitários Reforço do sistema de MASA 2020 - 2025 Todo o País 2,8 N 0 100 aviso prévio para o INAM, INGC, ICS, sector de agricultura – MITADER, nova Autoridades locais e líderes Comunitários 6 O Estado garante parte do financiamento, mas não se sabe o valor exato Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Resíduos Gerir e valorizar Promoção da gestão MITADER 2021 - 2031 Intercement 21,7 S7 ND ND os resíduos sustentável de resíduos 4.6.2.4.1 em Moçambique AFD, FNDS, ANMM (NAMA de resíduos) Protecção Social Aumento da Desenvolvimento e MGCAS/INAS 2020-2024 24 Distritos em 0,9 ND ND ND capacidade aplicação de MITADER, MASA, todo o País adaptativa das abordagens para MITRESS, pessoas adaptação baseada na MAEFP, MIDEH, vulneráveis comunidade através dos MISAU 4.6.1.4.1 Planos Locais de Adaptação 4.6.1.4.1.1 Reforço das medidas de INAS/MGCAS 2020-2025 Todo o País 14,5 ND ND ND protecção social básica MITADER, MASA, Page 189 in Annexes no que concerne às MITRESS, mudanças climáticas MAEFP para que este contribua MIDEH, MISAU para a resiliência das populações vulneráveis 4.6.1.4.1.2 7 Financiamento da NAMA Facility Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Reforço da capacidade MGCAS/INAS 2020-2025 Todo o País 13,4 ND ND ND de orientação e MITADER, MASA, focalização do Programa MITRESS, Acção Social Produtiva MAEFP, MISAU, para aumentar a MIDEH resiliência dos grupos vulneráveis 4.6.1.4.1.3 Reforço das ligações INGC/INAS 2020-2025 Todo o País 0,2 ND ND ND entre o sistema de MGCAS protecção social e o MITADER, MASA, sistema de resposta a MITRESS, desastres naturais, MAEFP, MISAU, incluindo a articulação MIDEH com os sistemas de aviso prévio 4.6.1.4.1.4 Saúde Page 190 in Annexes Redução da Fortalecimento da MISAU/DNSP 2020 - 2023 Principais cidades 0,3 ND ND ND vulnerabilidade capacidade de do País das pessoas aos prevenção e controlo da OMS, INS, INE, vectores de propagação de doenças INAM transmissão de vectoriais através do doenças correcto mapeamento associadas às da sua distribuição e mudanças mobilidade espacial climáticas 4.6.1.5.1.1 4.6.1.5.1 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Realização de estudo de MISAU/INS 2020 - 2021 Maputo 0,3 ND ND ND base sobre as doenças que são favorecidas MISAU/DNSP, OMS, pelas mudanças BM, INAM, CISM climáticas 4.6.1.5.1.3 Estabelecimento de um MISAU/DNSP 2022 - 2025 Principais cidades 0,3 ND ND ND sistema de vigilância e do País medidas de controlo MISAU/INS, OMS, especifico sobre as CISM, INAM doenças favorecidas pelas mudanças climáticas 4.6.1.5.1.4 Biodiversidade Planificação e Reabilitação de áreas MASA 2020-2025 Todo País 8,3 ND ND ND gestão da desmatadas para Page 191 in Annexes biodiversidade e criação de pastagem, dos ecossistemas prática de agricultura e costeiros exploração de recursos 4.6.2.3.3 florestais 4.6.2.3.3.1 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Garantia da Aplicação de práticas de MITADER 2020-2025 Região do Grande 6,0 ND ND ND protecção da gestão que aumentem a Maputo biodiversidade capacidade adaptativa 4.6.1.6.1 dos ecossistemas - 4.6.1.6.1.5 (ligada à estratégia nacional de biodiversidade, meta 10: Até 2035, colocar, pelo menos 20%, de ecossistemas criticamente afectados pelas mudanças climáticas sob gestão ecossistémica adaptativa) Identificação e MITADER 2020-2025 Todo País 0,2 ND ND ND replicação de lições e Page 192 in Annexes boas práticas de mitigação e adaptação (Meta 10.3 da Estratégia Nacional de biodiversidade). Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Estabelecimento de MITADER/ANAC 2020-2025 Moçambique- 0,8 ND ND ND áreas de conservação BIOFUND Tanzânia transfronteiriças para manter as funções dos ecossistemas e permitir as migrações da fauna bravia - 4.6.1.6.1.3 (Em linha com a Meta 11.A.6 da Estratégia Nacional de Biodiversidade: Estabelecer ACTFs entre Zimbabwe, Moçambique, e Zâmbia (ZIMOZA), e entre Moçambique e Tanzânia Reclassificação e MITADER/ANAC 2020-2025 Áreas de 0,7 ND ND ND redimensionamento das BIOFUND Conservação Page 193 in Annexes áreas de conservação, identificando áreas de risco de perda de biodiversidade, em linha com a Meta 12.1 da Estratégia Nacional de Biodiversidade: Mapear e caracterizar a degradação em ecossistemas críticos tendo em conta as MC e a desertificação. Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Promoção do MITADER/DINAF 2020-2025 Todo o país, com 0,2 ND ND ND levantamento do /FNDS enfoque para conhecimento sobre a Zambézia, contribuição da Nampula e Cabo biodiversidade para o Delgado incremento do stock de carbono, tendo em vista a mitigação e adaptação às alterações climáticas. Nova (com base na Meta 15 da Estratégia Nacional de Biodiversidade) Infra-estruturas, Áreas Urbanas, Assentamentos e Zonas Turísticas e Costeiras Desenvolvimento Elaboração e MOPHRH 2015-2020 Todo o País 1,7 ND ND ND Page 194 in Annexes de mecanismos actualização dos de resiliência das instrumentos de áreas urbanas e planeamento e outros ordenamento territorial assentamentos climaticamente 4.6.1.8.1 robustos e reforço da sua implementação 4.6.1.8.1.1 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Mapeamento das infra- INGC 2015-2020 Todo o País 0,4 ND ND ND estruturas vulneráveis ou em risco, em função do tipo de fenómeno climático (cheias, ciclones, aumento do nível do mar) 4.6.1.8.1.2 Reformulação dos MOPHRH 2015- 2020 Todo o País 22,0 ND ND ND códigos de construção das infra-estruturas de transportes, telecomunicações, distribuição de energia, edifícios, infra- estruturas hidráulicas e de tratamento de águas residuais de modo a Page 195 in Annexes torná-las resilientes ao clima 4.6.1.8.1.3 Garantia de que os MOPHRH 2015-2020 Todo o País 0,7 ND ND ND investimentos, particularmente públicos, em áreas de risco, sejam à prova do clima 4.6.1.8.1.4 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Promoção do desenho e MOPHRH/Corrector 2015-2020 Todo o País ND ND ND ND implementação de de Seguros de potenciais mecanismos Moçambique de seguro contra riscos climáticos no património edificado 4.6.1.8.1.5 Fortalecimento da MOPHRH (AIAS) 2020-2025 Cidade de 0,7 ND ND ND resilência das cidades Quelimane e (erosão) de Quelimane e Nacala Nacala relativo ao controlo de cheias e erosão 4.6.1.8.1.6 Mapeamento das INGC 2015-2018 Todo o País 0,3 ND ND ND regiões propensas à ocorrência de erosão dos solos e Page 196 in Annexes deslizamento de terra 4.6.1.8.1.7 Elaboração de projectos ND ND ND ND ND ND ND para a construção infra- estruturas de abastecimento de água tendo em conta a ocorrência dos principais fenômenos naturais 4.6.1.8.1.8 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Adopção de medidas ND ND ND ND ND ND ND resilientes aos riscos naturais durante a implantação de infra- estruturas de abastecimento de água (captação, armazenamento, transporte e distribuição) 4.6.1.8.1.9 Adequação o Avaliação dos principais INGC 2015-2020 Todo o País ND ND ND ND desenvolvimento riscos climáticos sobre das zonas os recursos e zonas de turísticas e zonas interesse turístico costeiras para 4.6.1.8.2.1 reduzir os impactos das Aconselhamento dos MOPHRH ND ND ND ND ND ND Page 197 in Annexes mudanças operadores acerca dos climáticas códigos de construção 4.6.1.8.2 adequados 4.6.1.8.2.2 Promoção de boas MITADER 2015-2020 Todo o País ND ND ND ND práticas junto dos operadores e turistas, através de parcerias público-privadas, que visem a resiliência do sector e a conservação dos ecossistemas 4.6.1.8.2.3 Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Desenvolvimento de MITADER ND ND ND ND ND ND práticas de conservação e protecção costeira 4.6.1.8.2.4 Promoção da adopção ND ND ND ND ND ND ND do seguro climático para as actividades e infra- estruturas turísticas 4.6.1.8.2.5 Comunicação, educação, capacitação e sensibilização Comunicação, Implementação do MITADER 2020-2025 Todo País 1,9 N 0 100 educação, plano de comunicação e capacitação e sensibilização para a sensibilização adaptação e mitigação das mudanças Page 198 in Annexes climáticas Integração dos assuntos MINEDH Todo País 10,0 N 0 100 e desenvolvimento de 2020-2025 conteúdos programáticos de mudanças climáticas nos currículos escolares da 1.ª à 12.ª classe Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Promoção de estudos e UEM 2020-2025 Todo País 20,0 N 0 100 investigação sobre mudanças climáticas visando a redução do risco climático e o potencial de redução de emissões (ou potencial de desenvolvimento de baixo carbono) Integração dos assuntos UEM 2020-2025 Todo País 10,0 N 0 100 e desenvolvimento de conteúdos programáticos de mudanças climáticas no instituto de formação de quadros técnicos, cursos de pós- Page 199 in Annexes graduação, cursos de curta duração sectoriais específicos, curricula e capacitação técnico- profissional Acção Medida Líder Período de Local Custo Fin. %OE2 %Apoio3 Parceiros implementação (M USD) Disp.1 Estabelecimento de UEM Todo o País 15,0 N 0 100 infra-estruturas e 2020-2025 recursos humanos de suporte para laboratórios vocacionados a investigação, monitoria e verificação de projectos de adaptação e mitigação às mudanças climáticas Manutenção e MITADER 2020 - 2025 Todo o País 0,1 N 0 100 alimentação do portal de transparência da NDC. Institucionalização do MCTESEP 2020 - 2025 Todo o País 0,7 N 0 100 GIIMC, do CGCMC e da Page 200 in Annexes Rede de Mudanças Climáticas e seu reforço com vista à sua sustentabilidade Page 201 in Annexes ANNEX TEN DGM CBNRM Policy Brief 2017 Page 202 in Annexes MOZAMBIQUE DEDICATED GRANT MECHANISM FOR LOCAL COMMUNITIES Community Participation and Decision-Making in Natural Resource Management POLICY BRIEF December, 2017 Andre Aquino, Arnela Mausse, Robert Mwehe and Celine Lim • Despite a favorable legal environment for the implementation of community-based natural resource management (CBNRM) in Mozambique, inadequacies at various levels impact its full actualization. • MozDGM aims to increase the involvement of communities in decision-making and strengthen institutional capacity in natural resource management at different levels (national, provincial, local). • Community participation in decision-making at different levels can strengthen the performance of CBNRM and its contribution to rural development. Page 203 in Annexes Community Participation and Decision-Making in Natural Resource Management community are identified and registered. This process involves the participatory preparation of local land use plans and Community Development Action Plans (CDAP)3 as well as measures to strengthen local community capacity. To promote rural development through management of natural resources, the Community Participation in Natural Resource CDAPs guide investments within delimited community Management Decision-Making: Key institutions, land without constraining future community land policies and challenges uses. ‘Community consultations’ are mandatory when investors want land, as investors are required to Mozambique has progressive legislation for negotiate with local people and share the profits and participatory planning and management of land, benefits resulting from this investment4. Community forests and wildlife. The 1997 Policy and Strategy for land delimitation therefore aims to ensure the the Development of Forests and Wildlife stipulates devolution of land and natural resources management the devolution of resources to local communities functions to local communities, and foster sustainable on the assumption that clarity about the rights over use of natural resources. Even though the forest, the use of natural resources would stimulate their wildlife and land laws create channels through which sustainable management and create opportunities local communities can participate in natural resources for income generation. The 1999 Law on Forests and management (NRM), governance arrangements to Wildlife, and reinforced by the 2014 Conservation promote CBNRM are deficient. Law, consolidates the principle that the State should share revenues derived from the use of resources At the national level, devolution of authority over in community or adjacent areas through taxes and management of natural resources to communities has fees with the respective communities. The process not been fully implemented. Though strengthening for channeling these resources was established communities’ rights to land and natural resources is three years later, mandating local communities be a key element to promoting rural development and represented by a “management committee”, known sustainable use of natural resources, only 11% of as the Natural Resources Management Committee the country’s land has been delimited and certified (Comité de Gestão de Recursos Naturais – CGRN). to communities5 ; there is no strategy that identifies The CGRNs have progressively taken on more and aligns delimitation exercises with opportunities expanded mandates related to the management of for income-generating activities, including through land and natural resources at the community level. partnerships with potential investors; there is also a lack of clarity as to the legal nature of a transfer of Mozambique’s land law also holds several features a portion of community land to an investor and lack that provide the basic framework for a participatory of information regarding investment opportunities in and inclusive model of rural development1. It builds delimited communities for potential investors6. Further, on the concept of a “Local Community”2 and the State institutions often adjudicate user rights to certain formal recognition of land rights acquired through natural resources (such as forests and mining) to third customary land management systems and through parties without proper consent of local communities. continual residence (good faith occupation) of ten 3 Also known as Agenda Comunitárias, these action plans express the years or more. By law, community land delimitation dreams and aspirations of communities (including different social groups) is a process whereby the boundaries of a local about the development they would like to achieve in a predefined period of time and prioritizes the various possible initiatives the community believes are possible within their delimited area. It is on this basis that a community 1 Decree no. 12 sets aside 20 percent to the extent of which the State negotiates its interests or intentions/plans with the different actors, e.g. revenues from fees related to the access and use forest and wildlife NGOs and investors resources, as well as to the undertaking of contemplative tourism in parks 4 The principle of partnerships between local communities and the and national reserves, should be reverted in favour of communities. private sector is part of the guiding principles in the 2014 Conservation 2 By law [Article 1(1) of the Mozambican Land Law], a local community Policy. is defined as: “A grouping of families and individuals, living in a 5 World Bank, Community Land Rights, Delimitation and circumscribed territorial area at the level of a locality or below, which Community-Based Natural Resources Management in Mozambique: has as its objective the safeguarding of common interests through the Recommendations for an Integrated Agenda, (2017) protection of areas of habitation, agricultural areas, whether cultivated or in fallow, forests, sites of socio-cultural importance, grazing lands, water 6 World Bank, Community Based Natural Resource Management: sources and areas for expansion”. Strengthening current approaches in Mozambique, (2016) 2 of 5 Page 204 in Annexes Community Participation and Decision-Making in Natural Resource Management As such, there is disparity between legislation, At the district level, community participation in NRM rhetoric and practice7. decision-making should be through the District Secondly, at the national level, the State has been Consultative Councils (DCCs) 10. Yet, community focusing on distribution of the “twenty percent participation in DCCs remains limited due to lack of (20%)”8 share from natural resource revenues technical knowledge and skills of local community to communities rather than a larger approach to members, lack of incentives for members travelling CBNRM. The distribution of the 20% share is based from afar11, limited integration of community-based solely on a community’s presence within or around organizations (CBOs), political posturing and elite natural resource exploitation areas (such as forest capture12. This restricts potential integration of concessions and protected areas), rather than on CBNRM in district-level development strategies and in their performance in managing natural resources9. establishing monitoring and technical support systems Although the original idea of 20% revenue distribution to ensure sustainability of initiatives and alignment was to incentivise community participation in natural with district development priorities. Coordination resource management, it functions more as a among key district government departments is also compensation for potential community loss from lacking, resulting in fragmented interventions and high logging. This has resulted in the lack of community transactional costs for rural initiatives. accountability over use and management of natural At the community level, multiple factors limit the resources, such as forests and wildlife. The lack potential role of CBNRM in rural development as of relation between the distribution of the 20% envisioned in the various legal frameworks on land, and community performance in natural resource forests and wildlife. Community Consultative Councils management does not stimulate community members (CCCs)13, forums in which local community leaders to get organized and work collectively for the deliberate on local developmental priorities and guide protection of natural resources within their areas. district level planning, are limited in their identification This results in deficient community engagement in of prioritized local needs. This is mainly due to the sustainable natural resource management. lack of sectoral representation from interest groups Finally, despite legislations that offer a basic like the youth and NRM CBOs, including CGRNs. framework for participatory and inclusive rural Other limitations include: lack of cohesion among development, communities lack representation in CCC members and their inability to perform their decision-making at the national level, particularly functions due to limited capacities (weaknesses in in influencing policy changes required to fulfil the human and social capital and, financial literacy14). envisioned role of communities in NRM. The lack CCCs have limited interactions with community of national representation means that local-level members as the latter are unaware of the roles and NRM decisions are mostly not considered in national functions of the CCCs in rural development15. Further, decision-making, undermining local NRM decision- the CDAPs, intended to reflect actual community making and CBNRM implementation. 10 Law No. 08/2003 on State and Local Organs introduced Local Councils at the District, Administrative Posts, Locality and Community 7 “Non-Lending Technical Assistance on Land and Community-Based levels as citizen consultation bodies for local administration authorities in Natural Resources Management” delivered to the WB in 2016. Other district planning and development processes contributors included Christopher Tanner, CTConsulting Ltd., Wales, UK, with contributions from Simon Norfolk, Isilda Nhamtumbo, Aanabela 11 Dias et. al., Avaliação da adequação e implementação do Guião Fernandez and Raúl Varela. sobre a organização e o funcionamento dos Conselhos Locais: Casos dos Distritos de Namaacha e Marracuene, 2012. 8 Relates to the transfer of 20% of the value of fees related to the access and use forest and wildlife resources, as well as to the undertaking 12 Weimer, B., (2012a), “Decentralization in Mozambique: Trajectory, of contemplative tourism in parks and national reserves in favour of Outcomes, Challenges”. communities. In spite of its importance, this transfer has come to be 13 CCCs are the lowest level of governance within the framing of wrongfully equated by many, including in the Government, to CBRNM. Law No. 08/2003 on State and Local Organs. They are composed of a While mechanisms for the more effective implementation of the Diploma State appointed community leader and other representatives of various should be developed, CBNRM and the devolution of rights over the economic, social and cultural interest groups, as well as civil society management of natural resources to communities in Mozambique offer represented in the community. Their membership should include 30% possibilities that go well beyond this particular income transfer. women. 9 “Non-Lending Technical Assistance on Land and Community-Based 14 World Bank, Estudo Comparativo das Iniciativas de Maneio Natural Resources Management” delivered to the WB in 2016. Other Comunitário dos Recursos Naturais: O caso da Concessão de Muzo no contributors included Christopher Tanner, CTConsulting Ltd., Wales, Distrito de Mocubela – Província da Zambézia, (2016) UK, with contributions from Simon Norfolk, Isilda Nhamtumbo, Aanabela Fernandez and Raúl Varela. 15 JustaPaz 2012, Conselhos Consultivos 3 of 5 Page 205 in Annexes Community Participation and Decision-Making in Natural Resource Management development priorities, are rarely integrated into Management Project [Sustenta], and the Mozambique district planning agendas. Forest Investment Project [MozFIP]). These projects Community rights over natural resources are often are being implemented in an integrated manner, on conveyed without sustained efforts to strengthen a national scale and within two priority geographical local communities’ capacity to sustainably use these landscapes (Zambezia and Cabo Delgado). resources as rural development avenues. Local The projects in the portfolio share many synergies resource management institutions, such as the and complement MozDGM activities. In particular, CGRNs, have low capacity and often suffer from poor MozDGM builds on lessons and experiences from governance – elite capture, rent seeking behaviour small-scale community conservation projects in and lack of transparency in decision-making, MozBio, complements land tenure activities, and particularly on the use and management of financial landscape interventions such as agroforestry resources16. The implementation of CBNRM activities systems, sustainable charcoal production and is limited by lack of partnerships with the private woodlots establishment under MozFIP and Sustenta. sector, which could inject the needed capital and The main objective of MozDGM is to strengthen the technical assistance to enhance the potential impact capacity of communities and CBOs to participate in of CBNRM on improving rural livelihoods. integrated landscape management. This includes The disconnect between communities’ expected role increasing their ability to influence decisions on NRM in natural resource management and the intended that affect them, as well as the capacity to effectively spirit of the forest, wildlife and land laws limits the and sustainably conserve their natural resources. potential economic benefits that would incentivize To achieve this, the governance structure of MozDGM continued community engagement in sustainable empowers local communities and CBOs to make NRM. Tackling this challenge at various levels could and influence decisions on project design and help increase local communities’ influence on the implementation. A National Steering Committee (NSC) policies that govern CBNRM. was instrumental in project design, and will oversee MozDGM implementation. The NSC is composed of local community representatives and CBOs from the target landscapes of Zambézia and Cabo Delgado The Mozambique Dedicated Grant Mechanism for (where the project will be implemented) with academia Local Communities and Government officials as observers. The NSC To address some of the aforementioned constraints, provides an avenue for the continued engagement of NRM stakeholders in Mozambique - civil society community representatives in national and provincial/ members and the government, with technical landscape-level decision-making and policy setting. and financial support from the World Bank - have In addition to overseeing project implementation over designed the Mozambique Dedicated Grant a five-year period (2018-2022), the NSC will make Mechanism for Local Communities (MozDGM)17. funding decisions on MozDGM subprojects and MozDGM is part of the Bank’s “Integrated Forests and seek feedback from local communities on MozDGM Landscape Management Portfolio”, which promotes implementation. rural development and sustainable management of Another main task of the NSC was the competitive natural resources, in line with Mozambique’s National selection of the National Executing Agency (NEA) Sustainable Development Program. The portfolio is to implement MozDGM. In August 2017, WWF made up of several projects (Conservation Areas Mozambique was selected as the NEA after an for Biodiversity and Development Project [MozBio], evaluation process led by an NSC sub-committee. the Agriculture and Natural Resources Landscape The NEA is responsible for execution of the MozDGM project and the NSC will oversee their activities. 16 World Bank, Community Land Rights Delimitation and Community-Based Natural Resources Management in Mozambique: Recommendations for an Integrated Agenda, (2017). 17 DGM is a special global initiative under the Forest Investment Program (FIP) set up to provide grants that enhance the capacity and support specific initiatives of local communities in FIP pilot countries. 4 of 5 Page 206 in Annexes Community Participation and Decision-Making in Natural Resource Management Influencing decision-making structures at the district and local levels. These activities aim to increase the inclusion of other stakeholders in these MozDGM expects to increase community participation Councils and thus provide more diverse inputs that in decision-making structures, by strengthening local influence district level planning, and in particular, the communities’ ability to participate in these structures. integration of CDAPs into district planning agendas. At the national level, the NSC is expected to influence national policy decision-making by giving voice To enhance the sustainability of local community to local communities’ interests and needs in key decision-making, the Project will target local national policy platforms, such as the National Land community representatives as well as youth, women Consultative Forum and the National Forest Forum. and local schools. The channels for training include In order to strengthen the NSC’s capacity to influence environmental clubs, short- and medium-term decision-making at these forums, NSC members scholarships for selected participants20, model schools will undergo training on advocacy, communication for training and dissemination, and teacher training and technical areas on integrated landscape on integrated landscape management. Trainings on management and on Mozambique’s legal framework communication, leadership and negotiation will aim to governing NRM. NSC members will also participate build diverse local agency in rural development. in international and national knowledge exchange These activities at the national, landscape, district experiences. and local levels will strengthen existing channels of At the landscape/provincial level, MozDGM aims influence in NRM. With enhanced local community to strengthen local communities’ participation in participation, the flow of information, knowledge and existing decision-making avenues. In the target actions to improve community NRM is expected to landscapes of Zambézia and Cabo Delgado, Multi- increase, leading to more productive and effective Stakeholder Landscape Forums (MSLFs)18 currently CBNRM governance. have low community representation (34% and 27% respectively). MozDGM aims to not only increase the number of community representatives within On-the-ground activities: Learning by doing the MSLFs, but also the quality19 of participation. Community representatives at the landscape level will MozDGM will finance selected subprojects within therefore undergo similar technical and skills training, the target landscapes. The selected subprojects and join in national knowledge and experience are intended to lead to on-the-ground capacity sharing activities. MozDGM will also facilitate building of local communities and CBOs through the community participation in other forums such as the implementation of these subprojects. Additionally, Development Observatory, Economic and Social lessons from CBNRM implementation will be drawn Forums and Government public consultations. By out and inform CBNRM strategies best suited to the increasing the number and quality of local community Mozambican context. representation at the MSLFs and other provincial level platforms, it is expected that local communities MozDGM will finance 8-10 subprojects. The selected will be better positioned to influence landscape-level subprojects will be demand-driven and tailored to the decision-making and participate in the coordination of local context. The NEA, based on a selection criterion activities among the various stakeholders within the set by the NSC, will shortlist potential applicants respective landscapes. seeking subproject financing related to agriculture, forest-related value chains and restoration, nature- At the district and local levels, MozDGM will aim based tourism and fisheries-related value chains. to increase the influence of local communities in Selected applicants will receive not only the financing DCCs and CCCs. Similar activities and trainings needed to fully implement their desired subprojects, conducted at the provincial levels will be undertaken but also technical assistance to strengthen their 18 Forums that bring together stakeholders to discuss relevant issues managerial, financial and business development skills in the landscape, promote better coordination of projects and other for successful implementation of the subproject. The initiatives, and strengthen community participation in decision-making over natural resource management NEA will facilitate community-private partnerships 19 Considerate judgement, inclusivity and open and respectful debate. 20 The NSC will deliberate on the selection process 5 of 5 Page 207 in Annexes Community Participation and Decision-Making in Natural Resource Management in four of the subprojects. These complementary that can lead to effective CBNRM implementation. capacity building activities are intended to ensure This policy proposal will feed into national policies and that communities are fully supported in carrying their strategies linked to rural development, and will offer projects to fruition. practical solutions, options and strategies. The NSC, MozDGM subprojects will apply a “learning-by-doing” together with potential partnerships and coalitions with methodology. It is expected that communities will civil society, will present this policy proposal to the gain experience in CBNRM by going through the relevant ministry (MITADER)21. process of designing and implementing their own initiatives, supported by technical assistance along the way as needed. This approach values the use Conclusion of local knowledge and experience of beneficiaries in the search for effective, replicable and easily MozDGM is expected to give voice to local adopted models and technologies. Communities communities through cascading activities that are encouraged to make decisions based on their originate at the local and move up to the national experiences, contrary to what happens in the top- levels: an empowered local base able to implement down models. Therefore, this is a very important and deliberate on prevailing and emerging issues methodology for learning, consolidation of knowledge related to NRM and a national constituency able to and for scaling up the implementation of built influence CBNRM and NRM policies. technology and innovation, through adoption among community members. Table 1 outlines the key challenges in community NRM and governance and the measures MozDGM The Project acknowledges the varied realities local will take to address the challenge. communities confront, the challenges faced in participation in decision-making, and that there is no Though MozDGM cannot address all of the single blueprint for CBNRM implementation within the challenges highlighted, the Project aims to lead to an context of rural development. As such, the Project will empowered constituency that increases the diversity draw lessons from other portfolio projects, CBNRM of voices addressing NRM and CBNRM issues. experiences in the country more broadly, and from the Local agency will be important in creating a critical subprojects themselves to inform and refine viable mass that influences decision-making at the various CBNRM models. levels, leading to further local community engagement in NRM, as envisioned by the Land, Forest and Wildlife legislations. Quality participation will enable local communities to weigh the trade-offs associated MozDGM’s contribution to the broader rural with their decisions and have open and frank debates development agenda on issues affecting rural livelihoods within inclusive and diverse decision-making structures. This An important long-term objective of MozDGM is to participation will be crucial to influencing the trajectory create and sustain local community influence over of rural development in Mozambique. broader rural development priorities within the target landscapes and in Mozambique. It is expected this engagement will be through the NSC’s active participation in national-level forums. The NSC’s visibility at this level will also offer more opportunities to build partnerships and coalitions between civil society and the NSC to champion community interests and help strengthen the NSC’s capacity to advocate and influence policy. An outcome from MozDGM will be a CBNRM policy proposal that indicates the type of capacity building, financial investments and technical assistance models 21 Ministerio da Terra, Ambiente e Desenvolvimento Rural – Ministry of Land, Environment and Rural Development. 6 of 5 Page 208 in Annexes Community Participation and Decision-Making in Natural Resource Management Table 1: How MozDGM addresses challenges in community NRM governance Challenges in Community NRM and Governance How MozDGM Addresses the Challenge Disparity in policy and implementation (various Land, • Empowering a national constituency (the NSC) Forest and Wildlife legislations) to influence policy changes that address key challenges in the implementation of the NRM frameworks. Activities: Trainings on advocacy, communication and technical areas on integrated landscape management and on Mozambique’s legal framework governing NRM; international and national knowledge exchange and learning experiences Lack of local community representation and • Increasing the quality and quantity of local participation within NRM decision-making structures community representation and their participation at the national, landscape, district and local levels in NRM decision-making structures. • Improving the diversity of participants within NRM decision-making structures at various levels. Activities: Trainings across a broad range of skills; national knowledge exchange and learning experiences Lack of capacity to implement CBNRM initiatives • Financing 8-10 CBNRM sub-projects, including technical assistance and capacity building in the skills needed for successful implementation of the CBNRM initiatives. • Facilitating community-private partnerships to enhance sustainability of subprojects beyond MozDGM project cycle. 7 of 5 Page 209 in Annexes ANNEX ELEVEN MozFIP Implementation Status and Results Report January 2019 Page 210 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) Mozambique Forest Investment Project (P160033) AFRICA | Mozambique | Environment & Natural Resources Global Practice | IBRD/IDA | Investment Project Financing | FY 2017 | Seq No: 5 | ARCHIVED on 08-Jan-2019 | ISR34550 | Implementing Agencies: Ministry of Economy and Finance, Ministry of Land, Environment and Rural Development Key Dates Key Project Dates Bank Approval Date: 07-Mar-2017 Effectiveness Date: 09-Aug-2017 Planned Mid Term Review Date: 02-Dec-2019 Actual Mid-Term Review Date: -- Original Closing Date: 30-Jun-2022 Revised Closing Date: 30-Jun-2022 pdoTable Project Development Objectives Project Development Objective (from Project Appraisal Document) The Project Development Objective is to improve the practices and enabling environment for forest and land management in Targeted Landscapes. Has the Project Development Objective been changed since Board Approval of the Project Objective? No Components Table Name Promoting Integrated Landscape Management:(Cost $19.10 M) Strengthening the Enabling Conditions for Sustainable Forest Management:(Cost $20.20 M) Project Coordination and Management:(Cost $7.70 M) Overall Ratings Name Previous Rating Current Rating Progress towards achievement of PDO Satisfactory Satisfactory Overall Implementation Progress (IP) Satisfactory Moderately Satisfactory Overall Risk Rating Substantial Substantial Implementation Status and Key Decisions In general, the project is progressing well, with multiple activities started and ongoing. Preparation of other activities is underway, as described below. The PIU, led by the FNDS / MITADER, is fully operational at central and provincial (Cabo Delgado and Zambezia) levels, and recruitment for additional staff is underway where capacity is needed. Component 1: Promoting Integrated Landscape Management - Community land delimitation is ongoing in the Zambezia province as planned. - The Multi-Stakeholder Landscape Forum in Zambezia is in the process of defining its vision for the landscape and finalizing their Activity Plan for 2019. The one in Cabo Delgado will have their first plenary meeting early next year, after an exchange with the Zambezia forum, while thematic groups have been meeting regularly. - Rehabilitation of the SPGC office is underway, but behind the agreed timeline. 1/8/2019 Page 1 of 8 Page 211 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) - Beneficiaries for the planted forests grant scheme and agroforestry systems have been identified and georeferenced. Contracts with the planted forests grant scheme beneficiaries are expected to be signed before the end of the year. Analysis of eligibility of area has been conducted for a few additional potential beneficiaries. Agroforestry systems will be established in both provinces during this 2018/19 planting season. - Community-forest operator partnerships (two in Zambezia) have been advancing, with the forest management plans almost finalized and capacity building commencing this year with both communities. The partnerships in Cabo Delgado have been put on hold due to the safety situation in the province. - Service provider for sustainable charcoal production in Cabo Delgado has been hired. Component 2: Strengthening the Enabling Conditions for Sustainable Forest Management - National Land Use Plan work has initiated and national public consultations are underway. This activity is progressing very well. - Law enforcement. There have been delays in the establishment of the national law enforcement agency (AQUA) in practice and in the formalization of the provincial delegations, which would be the implementing units in the provinces. AQUA also lacks a strategy to guide their operations, so proposed activities are dispersed. This has led to delays in activities on the ground. The mission agreed that AQUA will prepare a detailed work plan for the activities in Zambezia. - FAO has initiated the implementation of activities for sustainable forest management. The preparation of the Agenda 2035 for the Forest Sector and National Forest Program are well under way. Forest Information System activities and the assessment on institutional capacity of DINAF have started. - The evaluation of forest operators and the forest governance assessment are underway and will be concluded by the end of 2018, by the same team that conducted the previous evaluations (in 2015 and 2016 respectively). The results will be available in the beginning of 2019. Component 3: Project Coordination and Management - The GRM is operational. Specialized trainings have been conducted and awareness raising with local communities is ongoing, with dissemination of communications materials. - The first FIP Monitoring and Reporting annual stakeholder workshop was held in May 2018 and the first annual report submitted to the Climate Investment Fund. - Safeguards under the planted forests grant scheme. A protocol for avoiding conversion of critical habitat has been finalized and was tested in October 2018 with a focus on forest plantations. Provincial safeguards specialists and extensionists have been trained on the application of the protocol. A land access protocol has also been finalized. A protocol for microbasin water monitoring is under development by the government which will be used for monitoring water in the plantation areas. Dialogue with IFC and Portucel is ongoing on the areas for partnership and continued collaboration. Risks Systematic Operations Risk-rating Tool Risk Category Rating at Approval Previous Rating Current Rating Political and Governance Substantial Substantial Substantial Macroeconomic Substantial Substantial Substantial Sector Strategies and Policies Substantial High High Technical Design of Project or Program Substantial Substantial Substantial Institutional Capacity for Implementation and Sustainability Substantial Substantial Substantial Fiduciary Substantial Substantial Substantial Environment and Social Substantial Substantial Substantial Stakeholders Substantial Substantial Substantial Other Substantial Moderate Moderate Overall Substantial Substantial Substantial Results 1/8/2019 Page 2 of 8 Page 212 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) PDO Indicators by Objectives / Outcomes Improve the practices and enabling environment for forest and land management in targeted landscapes IN00643163 ►Land area where sustainable land mgt. practices were adopted as a result of proj (Hectare(Ha), Corporate) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 906,500.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Activities contributing to this indicator have begun recently, and progress is being made towards the target. Work on sustainable charcoal areas begun in September 2018. A service provider for planted Comments: forests and agroforestry is expected to begin in early 2019. IN00643164 Area of planted forests established (Hectare(Ha), Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 3,000.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643165 Area of agroforestry systems established (Hectare(Ha), Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 1,500.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643166 Area under forest management for charcoal production (Hectare(Ha), Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 2,000.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643167 Area of forest concessions under sustainable forest management (Hectare(Ha), Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 50,000.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643168 Conservation areas under improved management in the landscapes (Hectare(Ha), Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 850,000.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643169 ►Land users adopting sustainable land mgt. practices as a result of the project (Number, Custom) 1/8/2019 Page 3 of 8 Page 213 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 3,302.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Activities contributing to this indicator have begun. Work with charcoal producers has begun and the Comments: service providers to work on planted forests and agroforestry are expected to begin in early 2019. IN00643170 Planted forest landholders (Number, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 100.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643171 Of which female (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 30.00 IN00643172 Agroforestry system holders (Number, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 3,000.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643173 Of which female (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 50.00 IN00643174 Charcoal producers (Number, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 200.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643175 Of which female (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 10.00 IN00643176 Forest concession holders (Number, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 2.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643177 1/8/2019 Page 4 of 8 Page 214 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) ►Average score in targeted landscapes from forest governance assessment (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 1.00 0.00 1.00 3.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Indicator measured in second year of project, assessment has not yet been finalized. This Comments: assessment took place in Nov-Dec 2018 and will be ready by Feb 2019. IN00643178 ►Share of target beneficiaries satisfied with information about and their participation in forest and land-use decisions that affect them (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 70.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Indicator measured in third year of project, assessment has not yet been conducted. Comments: IN00643179 Of which female (Percentage, Custom Supplement) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 30.00 Intermediate Results Indicators by Components Promoting Integrated Landscape Management IN00643180 ►Community Delimitation Certificates issued (Number, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 8.00 160.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 The consultancy is ongoing, progress is as expected. Comments: IN00643182 ►Completion of activities in the annual Strategic Action Plans of the Multi-Stakeholder Landscape Forums (MSLF) (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 0.00 80.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Strengthening the Enabling Conditions for Sustainable Forest Management IN00643181 ►National Land Use Plan submitted for Government's adoption (Yes/No, Custom) 1/8/2019 Page 5 of 8 Page 215 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) Baseline Actual (Previous) Actual (Current) End Target Value No No Yes Yes Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Work is underway and progress is as expected. Comments: IN00643183 ►Forest operators in targeted landscapes with scoring of at least 80 in government's assessment of forest operators (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 40.00 40.00 40.00 65.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 Indicator measured in second year of project, assessment has not yet been conducted. This will be Comments: conducted in October and November 2018. IN00643184 Cabo Delgado (Percentage, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 30.00 30.00 30.00 60.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643185 Zambezia (Percentage, Custom Breakdown) Baseline Actual (Previous) Actual (Current) End Target Value 50.00 50.00 50.00 70.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 IN00643186 ►National forest information system operational (Yes/No, Custom) Baseline Actual (Previous) Actual (Current) End Target Value No No Yes Yes Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 The consultancy is underway and progress is as expected. Comments: IN00643187 ►Forest concessions inspected annually (Percentage, Custom) Baseline Actual (Previous) Actual (Current) End Target Value 0.00 0.00 35.00 100.00 Date 31-Mar-2017 19-Sep-2018 07-Dec-2018 30-Jun-2022 The component on forest enforcement and forest management has just initiated in the past months, Comments: progress is as expected. 1/8/2019 Page 6 of 8 Page 216 in Annexes The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) Data on Financial Performance Disbursements (by loan) Project Loan/Credit/TF Status Currency Original Revised Cancelled Disbursed Undisbursed % Disbursed P160033 IDA-59590 Effective USD 15.00 15.00 0.00 1.27 14.32 8.1% P160033 TF-A4201 Effective USD 13.20 13.20 0.00 1.45 11.75 11% P160033 TF-A4295 Effective USD 3.00 3.00 0.00 1.77 1.23 59% P160033 TF-A4296 Effective USD 8.80 8.80 0.00 4.66 4.14 53% Key Dates (by loan) Project Loan/Credit/TF Status Approval Date Signing Date Effectiveness Date Orig. Closing Date Rev. Closing Date P160033 IDA-59590 Effective 07-Mar-2017 11-May-2017 09-Aug-2017 30-Jun-2022 30-Jun-2022 P160033 TF-A4201 Effective 07-Mar-2017 11-May-2017 09-Aug-2017 30-Jun-2022 30-Jun-2022 P160033 TF-A4295 Effective 07-Mar-2017 11-May-2017 09-Aug-2017 30-Jun-2021 30-Jun-2021 P160033 TF-A4296 Effective 07-Mar-2017 11-May-2017 09-Aug-2017 30-Jun-2022 30-Jun-2022 Cumulative Disbursements The World Bank Implementation Status & Results Report Mozambique Forest Investment Project (P160033) Restructuring History 1/8/2019 Page 7 of 8 There has been no restructuring to date. Related Project(s) There are no related projects. 1818 H Street, NW www.worldbank.org/mozambique/ilm Washington, DC 20433 USA +1 202 473 1000 www.worldbank.org