1. Landscape Governance Capacity Framework framework for assessment and strategic guidance of governance at landscape level
International Conference on Forest Landscape Restoration under Global Change
June 7th 2017
Ilse Hennemann, Wageningen Centre for Development Innovation

2. Wageningen University & Research
Wageningen UR is located in the Netherlands and focusses on life sciences – food, landscapes, natural resources, plants sciences etc. Consists of faculties and 9 applied research institutes of which CDI is one.

3. Wageningen Centre for Development Innovation (CDI)
WUR provides the following 3 services (interaction): research, education and value creation. Within CDI we contribute to this latter one and try to bridge between science & practice. We therefore focus on capacity development processes and domains of landscapes, climate, food & nutrition security and value chains. We work mainly in projects in low and middle-income countries.
Research
Education
Value creation

4. Why do we work on landscapes?
Complexity and interrelation of current global problems
Prevention of working in sectoral silo’s
It connects products to place
Engagement from business sector
Sustainable development goals
- Global problems (like cc) have local impacts and increase the complexity of issues at landscape level
- It overcomes the approach of jurisdictional, sectoral, administrative boundaries
Can change the way we look at value chains, by connecting them to their sourcing areas
There is a role to play for businesses (rather seeing them as solely the drivers of deforestation)
LA can be one of the approaches which can help to achieve some of the SDGs

5. The landscape
So what do we understand as a landscape? We believe it a geographical area, containing both the natural environment and human systems that depend and shape this area. It can be visualised as puzzle where, each landscape service/function can be approached sectorally or in a integrated way, where they fit together into one puzzle/logic and influence and interact with each other.

6. The landscape
Forest areas, when they realised that natural resources are increasingly fragmented,
Connected to upstream area, tourism

7. The landscape
that forests cannot be seen in isolation from its local inhabitants and their livelihoods,

8. The landscape
who are increasingly involved in, or affected by, commercial agriculture,

9. The landscape
What is the influence of cities, relation to urban areas, are people migrating?

10. The landscape

11. The landscape
This requires industrial production, and energy

12. The landscape

13. The landscape
This multi-functionality is not just defined by that what we find within the landscape’s geographical space. It is also defined by outside actors and factors, that shape the landscape. Most landscapes in this world are affected by globalisation.
Besides internal landscape dynamics, landscapes are also influenced by external factors such as transportation, migration, globalization, consumption elsewhere, international agreements, investors, climate change

14. The landscape
Productive landscapes are connected to global consumers, who, by their taste and preferences, co-shape the landscape

15. The landscape

16. The landscape

17. The landscape

18. The landscape

19. Landscape governance
When we talk about LG, it is about the people shaping this landscape and their spatial decision-making processes.
Who are the stakeholders? To what extent are they in dialogue with each other, who is represented, what kind of institutional space is there to negotiate about landscape processes?

20. Landscape governance
Taking into account their different world views, their discourses, and their special interests and powers behind

21. Landscape governance

22. Landscape governance

23. Landscape governance

24. Landscape governance defined
Multiple landscape services & functions
Multiple stakeholders, conflicting interests
Power imbalances
Networks across political- administrative and sectoral boundaries
Creation of new institutional arrangements
All embedded in a unique “place”
Landscapes are often stretched over wider areas, crossing boundaries between administrative entities or jurisdictions. They cover several municipalities, counties, parts of provinces, or the borderlands of adjacent countries. In all such cases, spatial decision making does not fit in the formal spatial planning structures of states. In other words, the socio-ecological processes taking place in landscapes are often not in synchrony with the political and administrative organization of states. This asynchrony hampers the process of building strong and coherent institutions within the landscape. Therefore, an important aspect of landscape governance is reconnecting the administratively fragmented landscapes, and building bridges between actors and sectors operating at both sides of the boundaries.
The biggest problem for this lies in the way in which we have organised our world, in regions, countries, provinces, strictly separated by boundaries. This fragmentation has resulted into fragmented governance systems, and partial policies which do not match with the multi-functionality landscapes.

25. Landscape governance requires new capacities
Adaptive management
Working in an interdisciplinary setting
Valuing tangible and intangible landscape values
Integrating policies and practices
New knowledge, new skills and new attitudes
Competence based learning

26. Internal landscape, but every landscape is also part of a ‘wider landscape’

27. Think and act integrated landscape
Thinking about core capabilities involved in sustainable and multi-actor supported landscape governance
Awareness about common landscape, sense of belonging, identity
Understanding of dynamics, drivers of degradation
Seeing opportunities of moving forward
Ready to engage

28. Think and act integrated landscape
Achieve coherence in landscape diversity
Facilitating MS networking
Find common concern and common vision
Power relations – levelling playing field
Conflict mgt

29. Think and act integrated landscape
Achieve coherence in landscape diversity
Make institutions work for the landscape
Recognising various institutions and their function within landscape
Engaging external institutions
Policy integration/link up to different scale
How to build/strenghten institutions

30. Think and act integrated landscape
Achieve coherence in landscape diversity
Create landscape market value
Make institutions work for the landscape
What are the livelihood benefits
Opportunities for landscape businesses
How to make landscapes economically viable, not dependent on donor money
How to engage private sector
Landscape certification

31. Think and act integrated landscape
Achieve coherence in landscape diversity
Manage landscape resources sustainably
Create landscape market value
Make institutions work for the landscape
NRM, Spatial planning, implementing landscape activities , participatory M&E

32. How to interpret outcomes Next steps
Think and act integrated landscape
Achieve coherence in landscape diversity
Manage landscape resources sustainably
Create landscape market value
Make institutions work for the landscape
A practical tool
Simple, but not simplistic
Excell
Two angles
How to interpret outcomes
Next steps

33. Example from Kenya – South Rift Landscape
23/06/2018
Example from Kenya – South Rift Landscape
Understanding the landscape (mapping tools)
Defining Landscape Governance and translation to Maasai
Defining objectives and indicators
Assessing SORALO’s capacities in order to strengthen Landscape Governance
SORALO - Southern Rift Association of Land Owners
Building the LG framework with SORALO to reframe their LG related activities, by assessing the strengths/weaknesses of the landscape. It helped them to strengthen their programme and to make the outcomes more explicit and measurable.

34. Relevance for FLR Landscape Governance a prerequisite for FLR
23/06/2018
Relevance for FLR
Landscape Governance a prerequisite for FLR
Gives an insight into strengths & weaknesses of the landscape
Identifies capacities needed for FLR to take place
Gov is key for large scale restoration. Hampering factors for FLR are often institutional and governance issues.

35. Where to find the framework
caperestoration.org/tool /landscape-governance- capacity-framework
Contact
Bring copies

36. 23/06/2018
Thank you!