Gem 1

Webinar Series Multilevel Governance

Yale

School of Forestry & Environmental Studies

Yale


The big topics in Wind Energy

Governance, Environment and Market Initiative - from short-term and single-focus approaches to embracing multilevel complexity for durable results

2 1 1 The Idea


Interdisciplinary GEM Advisory Board

2 1 2 The Experts Available

Yale



Multilevel Governance - not restricted to one layer of influence

2 1 3 The Connecting Link

global non-state

local

market

domestic

Yale



- land use and climate change - NGO corporate partnerships - Global governance in the forest sector - Globalization, consumption and environmental solutions - Climate change as a super-wicked problem

2 1 4 Topics of the series include

Yale



2 1 5 Interaction as key component

Scientific Knowledge

Practice

Yale



2 1 6 Two experts in each session

GEM Scholar Practitioner

Dr. Benjamin Cashore GEM Advisory Board

Rony Soerakoesoemah ASEAN Secretariat

Yale



2 1 7 How we structure each session

introduction lecture practitioner discussion

Yale



2 1 8 Post your questions anytime

lecture practitioner discussion

Your question will be collected and prepared for the discussion

Yale



2 1 9

Yale


Session # 1 November 20, 2012

Your scholar today:

Dr. Benjamin Cashore

Professor Environmental Governance & Political Science, Yale University

Yale


Session # 1 November 20, 2012

Your practitioner today:

Rony Soerakoesoemah

Head of IAI&NDG Division ASEAN Economic Community Department ASEAN Secretariat, Indonesia

Yale


Webinar Series Multilevel Governance

Yale


Session # 1 November 20, 2012 Webinar Series: How can multilevel governance foster sustainable development? Linking knowledge and learning to practicable solutions. Your scholar today:

Dr. Benjamin Cashore

Professor Environmental Governance & Political Science, Yale University

Solving deforestation and degradation through multi-level learning: The GEM approach to managing knowledge for policy in the global area.

Yale


Governance, Environment, and Markets (GEM) Initiative http://environment.yale.edu/gem It aims to reorient environmental governance research and practice results based problem solving that embraces, rather than

bypasses, multi-level complexity.

1 GEM Overview

Yale


The last quarter century has witnessed well intended efforts to address environmental and resource challenges

International Conventions Biodiversity Climate

Market mechanisms Marine Stewardship Council Round Table on Sustainable Palm Oil

Payments for ecosystems services REDD+

Multitude of development aid projects

1 Point of Departure

Yale


Most challenges becoming more acute Fisheries depletion Deforestation and Degradation Climate change super wicked problem Coral reefs Water scarcity

1 Despite pockets of success

Yale


The result is that we are locked in a vicious cycle 5-8 year attention spans A new instrument emerges Lots of excitement, belief this approach will be different Then frustration at limited impacts New instrument then emerges to create new excitement Meanwhile challenges getting more acute

1 Five year attention spans

Yale


Must think more carefully about Evolution

1 GEM Project: Focus on creating durable and effective approaches

How to nurture support among stakeholders Impacts on the ground

Interaction How to uncover synergies across

Local, national, global Private/market

Yale


Foster policy learning among stakeholders On interaction and evolution Learning about potential of instruments

Unfolding pathway Long term effects

Turns from often insufficient compromises among stakeholders to Collective problem solving

1 The task: Managing Knowledge for Policy

Yale


Advisory Board Network of scholars and practitioners Five programs linking research to strategy

Forest Policy and Governance Including work with IUFRO Task Force on International Forest Governance & GIZ

Private Authority Climate Policy and Governance Law, Rights, Environmental Governance Green Markets Lab (with CBEY)

1 Approach

Yale


1 The Approach in Practice: Deforestation and Degradation

Yale


11

51,1%

1 Deforestation Yale


12

51,1%

1 Forest Degradation Yale


International Tropical Timber Organization Criticized by NGOs as logging charter

Global Forest Convention efforts at Rio Failed

Global Forest Certification systems Initial firm reluctance Now, most industrial forest companies certified in Europe and North America Trick is to see how might improve support in tropics

1 Many International Efforts

Yale


Number of hectares under different certification standards

Source: Prepared by Ben Blom, 2009

Gaining widespread support to weed out illegal logging from global markets Coalitions opposed previously now working together

US, EU forest companies and environmental groups Legislation forbidding importing illegal wood

Aid agencies and trade agencies Targeting poverty alleviation, trade liberalization

Developing country government emerging As aim is to reinforce sovereignty, not challenge Capacity building, training

Private third party auditors (who provide assurances of compliance)

1 The Curious Case of Legality Verification

Yale


Pessimistic door Modest is best we can do

Optimistic door Part of ratcheting up evolution process Synergistic interaction with

Domestic good forest governance initiatives Might pave the way for forest certification

1 What to Make of Legality Verification?

Yale


Must first focus on why support/coalition is so large Bootleggers and Baptists coalitions

Weeding out illegal supply improves legal operations Price goes up

NGOs see weeding out some of worst practices

1 Opening the Optimistic Door: Strategic Implications

Yale


Requirement for cross coalition benefits? Supply chain tracking

Once supply chain tracking in place Standards can be increased In ways that reward companies, not punish May pave the way for broader market based forest certification systems

Since lack of supply chain tracking key stumbling block Could even trigger consumer consciousness

Yale


1 Opening the Optimistic Door: Strategic Implications

If we are correct

Need to link practitioner strategies Away from short term focus To longer term nurturing

Interaction and evolution And this requires expanding time horizons

Especially so if initial modest standards Might kick start evolutionary process in ways that big bang single step approaches are unable

1 Concluding thoughts

Yale


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