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Doing Dialogue: Using MSD processes as a tool to
reduce conflict in the forest sector
Gary Dunning Executive Director The Forests Dialogue ISTF Conference 25 January New Haven, USA
Overview • Origins of The
Forests Dialogue • Fundamentals of
Dialogue • Doing Dialogue • Key lessons • Roundtable
Discussions
2/13
TFD – Born of conflict • Culture of forestry • Rio ‘92 Summit • Sustainable Forest
Management & Forest Certification
• The Seventh American Forest Congress
• World Bank CEOs Meeting
• Independent international platform and process
3/13
TFD’s evolving mission PURPOSE: Better forests, improved livelihoods. To contribute to sustainable land and resource use, the conservation and sustainable management of forests, and improved livelihoods by helping people engage and explore difficult issues, find collaborative solutions, and make positive changes. MISSION: Dialoguing can bring change. To pursue our purpose through constructive dialogue processes among all key stakeholders, based on mutual trust, enhanced understanding and commitment to change. Our dialogues are designed to build relationships and to spur collaborative action on the highest priority issues facing the world’s forests.
4/13
TFD’s Structure • Steering
Committee • Advisory
Groups • Local
Partners • Participants
network • Secretariat
5/13
Key SFM Challenges 2000-2012
• SFM verification via forest certification
• Coming together to fight illegal logging
• Biodiversity conservation on production forests – Intensively managed planted
forests – Genetically modified trees
• Forests for livelihoods – Pro-poor commercial forestry – Investing in locally controlled
forestry • The role of forests in mitigating
climate change • Implementing Free, Prior,
and Informed Consent 6/13
Global Partners
Recent Donors
7/13
What has dialogue accomplished?
• Built trust and created a network and resource for leaders
• Provided a credible neutral platform for all stakeholders, but particularly marginalized groups
• Catalyst for partnerships • Promoted policy leadership • Pushed for behavior change • Developed a large body
of information
8/13
What dialogue does not/cannot do
• Conferences • Projects • Bring funding • Mediate or negotiate • Solve problems for you • Make change – but it
can catalyze, promote and support change
9/13
Doing Dialogue
The Phased Approach 1. ‘ENGAGE’: Identify key issues, build trust, share perspectives and information. 2. ‘EXPLORE’: Seek consensus about challenges and opportunities to solve a forest-related ‘fracture-line’. 3 ‘CHANGE’: Promote and facilitate actions that lead to solutions, with impact in policy and on the ground.
10/13
Doing Dialogue Typical steps • Issue identification and
clarification • Preparatory work and collation of
background papers • Invitation of stakeholders • Establishment of ground rules • Sharing experience • Exploration of views • Analysis and constructive
argument • Decisions and prioritization of
action steps or agreed recommendations 11/13
Lessons and Reflections • Don’t create a new organization
but find a neutral convenor • Define consensus • Language is key • Inclusion takes cash • Be independent
(however governments do not like “independent” processes
• Keep it simple • Stay with what you know • Pick the right partners • Define the process, but be
transparent, flexible and open • Maintain credibility
– MOST important!!
12/13
Thanks!
The Forests Dialogue Secretariat Yale University
New Haven, CT, USA
+1 203 432 5966
[email protected] www.theforestsdialogue.org
TFD Documents and Publications Available electronically at: www.theforestsdialogue.org
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