Doing Dialogue: Using MSD processes as a tool to reduce conflict in the forest sector

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Workshop presentation by Gary Dunning on Multi-stakeholder processes and conflict resolution in the forest sector. Also provides overview of TFD history.

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Doing Dialogue: Using MSD processes as a tool to reduce conflict in the forest sector

  1. 1. Doing Dialogue: Using MSD processes as a tool to reduce conflict in the forest sectorGary DunningExecutive DirectorThe Forests DialogueISTF Conference25 JanuaryNew Haven, USA
  2. 2. Overview• Origins of The Forests Dialogue• Fundamentals of Dialogue• Doing Dialogue• Key lessons• Roundtable Discussions 2/13
  3. 3. 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
  4. 4. TFD’s evolving missionPURPOSE: Better forests, improvedlivelihoods. To contribute to sustainableland and resource use, the conservationand sustainable management of forests,and improved livelihoods by helping peopleengage and explore difficult issues, findcollaborative solutions, and make positivechanges.MISSION: Dialoguing can bring change. Topursue our purpose through constructivedialogue processes among all keystakeholders, based on mutual trust,enhanced understanding and commitmentto change. Our dialogues are designed tobuild relationships and to spur collaborativeaction on the highest priority issues facingthe world’s forests. 4/13
  5. 5. TFD’sStructure• Steering Committee• Advisory Groups• Local Partners• Participants network• Secretariat 5/13
  6. 6. 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
  7. 7. Global PartnersRecent Donors 7/13
  8. 8. 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
  9. 9. 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
  10. 10. Doing DialogueThe Phased Approach1. ‘ENGAGE’: Identify keyissues, build trust, shareperspectives andinformation.2. ‘EXPLORE’: Seekconsensus about challengesand opportunities to solve aforest-related ‘fracture-line’.3 ‘CHANGE’: Promote andfacilitate actions that lead tosolutions, with impact inpolicy and on the ground. 10/13
  11. 11. Doing DialogueTypical 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 11/13 recommendations
  12. 12. 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
  13. 13. Thanks!TFD Documents andPublicationsAvailable electronically at:www.theforestsdialogue.orgFollow us on Twitter: @forestsdialogueLike us on Facebook: the forests dialogue The Forests Dialogue Secretariat Yale University New Haven, CT, USA +1 203 432 5966 tfd@yale.edu www.theforestsdialogue.org

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