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Getting to Design

Getting to Design. Treasure, Turf and Turmoil: The Dirty Dynamics of Land and Natural Resource Conflict Presenter: Diane Russell June, 2011. Assessment findings. Causal model. Assessment findings used to describe sectoral and systemic connections Causal model is a systems model

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Getting to Design

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  1. Getting to Design Treasure, Turf and Turmoil: The Dirty Dynamics of Land and Natural Resource Conflict Presenter: Diane Russell June, 2011

  2. Assessment findings

  3. Causal model • Assessment findings used to describe sectoral and systemic connections • Causal model is a systems model • Shows how factors impact final target condition • It can be rough or refined • One tool for discussion and integration

  4. Mau Forest Causal Model--DIRECT

  5. Climate Change LTPR reforms Weather variability/ drought Water levels Displacement Farmer & forest user groups Corruption Interethnic peace-building Loss of forest cover National and local power dynamics Customary institutions Forest Policy Interethnic struggle Improved markets LTPR systems and policies Status of Natural Resources Habitat loss and fragmentation Government institutions Resettlement policy Forest co-management Market dynamics Degraded water resources Inability to invest productively Private sector NGOs & educational institutions Direct impacts Stressors/Enabling conditions Driving factors Stakeholder institutions

  6. Theory of Change • Associates actors and actions with drivers in the causal model • Creates development hypothesis (if…then)

  7. Mau Forest Causal Model • Politicians • If displacement is minimized… • Ethnic groups • If local confidence in LTPR… • Displaced populations • Conflict will be mitigated • NRM and EG will improve • Natural resource managers • Investment Private sector • EG??

  8. Stakeholder and actor mapping

  9. Where do we need to work? Depict causal relations and actors on physical map showing characteristics of natural resources

  10. Results Framework • Final target condition = AO • IRs address driving factors and reflect key actions needed to achieve AO as postulated in Theory of Change • Link back on one hand to direct threats AND to enabling conditions and stressors through causal model (sustainability of result) • Needs a clear approach to engaging stakeholders

  11. PROMARA RF

  12. Summary points

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