Government of Belize Forest Department Strategic Action Plan 2019-2023

Selva Maya Programme Government of Belize Forest Department STRATEGIC ACTION PLAN (2019-2023) Published by: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Address: 1ª calle y 3ª avenida, zona 2 Frente a la escuela de párvulos Zoila Puga Santa Elena Petén Guatemala T +502 7926 3715 E giz.selvamaya@giz.de I www.giz.de • selvamaya.info Alicia A. Hayman Ph.D. (Consultant) The opinions expressed in this document are those of the author(s) and do not necessarily reflect the opinions of GIZ Selva Maya Programme. Belize December 28, 2018 mailto:giz.selvamaya@giz.de GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| ACKNOWLEDGEMENT The Forest Department acknowledges the contribution made by its staff in the development of its 2019-2023 Strategic Action Plan. We are indeed grateful to our stakeholders for their participation in the process. Thanks to our dedicated staff for the ongoing engagement towards finalization of this plan. We would also like to thank the team of consultants who worked with us diligently to develop this Strategic Action Plan, which will guide our actions over the next five years towards achievement of our mission.Finally, we want to thank the Deutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ) GmbH – Selva Maya Programme for the financial contribution towards the completion of the Strategic Action Plan. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| i TABLE OF CONTENTS ACKNOWLEDGEMENT .............................................................................................................................. TABLE OF CONTENTS ............................................................................................................................. i ACRONYMS AND ABBREVIATIONS .................................................................................................... iii EXECUTIVE SUMMARY ........................................................................................................................ vii 1.0 INTRODUCTION AND BACKGROUND ...................................................................................... 1 1.1 Introduction .................................................................................................................................. 1 1.2 Background on the Forest Department ................................................................................... 2 1.3 Forest Department’s Strategic Action Plan (2019-2023) ..................................................... 2 1.4 Methodology for development of the SAP (2019-2023) ....................................................... 4 2.0 FOREST DEPARTMENT CURRENT SITUATION .................................................................... 5 3.0 FOREST DEPARTMENT VISION, MISSION AND ORGANIZATIONAL VALUES (2019 2023) ........................................................................................................................................ 7 3.1 Goals and Strategic Objectives ................................................................................................ 9 3.2 Core Functions and Alignment with Goals and Strategic Objectives ............................... 11 3.3 SAP Alignment with Relevant Policies, Plans and Frameworks ....................................... 15 4.0 STRATEGIC ACTION PLAN (SAP) (2019-2023) ..................................................................... 16 4.1 SAP 2019-2023 Implementation Schedule (Tables 8-16) ................................................. 28 4.2 SAP Implementation ................................................................................................................ 46 4.2.1 Next Steps and Annual Cycle Planning ............................................................................ 46 5.0 References ...................................................................................................................................... 48 ANNEX 1 | Alignment of FD Strategic Objectives with Forest Policy Objectives ........................... 49 ANNEX 2 | Alignment of FD SAP Strategic Objectives with NBSAP Goals and Targets ............. 50 ANNEX 3 | Alignment of the Strategic Objectives with the GSDS.................................................... 53 ANNEX 4 | United Nations Strategy on Forest (UNSF) 2030 ........................................................... 55 ANNEX 5 | Sustainable Development Goals 2030 (2015) ................................................................. 57 GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| ii LIST OF FIGURES FIGURE 1 | VISION, MISSION, GOALS AND STRATEGIC OBJECTIVES ..............................................10 FIGURE 2 | RELATIONSHIP OF CORE FUNCTIONS TO STRATEGIC OBJECTIVES, GOALS, VISION AND MISSION ..............................................................................................................................15 FIGURE 3 | STRUCTURE AND CONTEXT FOR THE FOREST DEPARTMENT’S STRATEGIC ACTION PLAN AND SUPPORTING OPERATIONAL PLAN ..................................................................................16 FIGURE 4 |STRATEGIC MANAGEMENT PROCESS FOR THE FD ......................................................17 FIGURE 5 | PROCESS FLOW FOR SAP AND OP DEVELOPMENT ....................................................47 LIST OF TABLES TABLE 1 | POLICIES AND LEGISLATION AND INTERNATIONAL OBLIGATIONS IMPACTING THE FD .......... 3 TABLE 2 |SWOT FOR THE FOREST DEPARTMENT ......................................................................... 5 TABLE 3 | PESTEL OF EXTERNAL FACTORS IMPACTING THE FD .................................................... 6 TABLE 4 | ALIGNMENT OF GOALS AND STRATEGIC OBJECTIVES WITH FD CORE FUNCTIONS ..........13 TABLE5 I OBJECTIVELY VERIFIABLE IMPACT INDICATORS ASSOCIATED WITH EACH GOAL AND STRATEGIC OBJECTIVE ........................................................................................................19 TABLE 6 |OBJECTIVELY VERIFIABLE OUTCOME INDICATORS ASSOCIATED WITH EACH GOAL AND STRATEGIC OBJECTIVE ........................................................................................................19 TABLE 7 |OBJECTIVELY VERIFIABLE OUTPUT INDICATORS ASSOCIATED WITH EACH GOAL AND STRATEGIC OBJECTIVE ........................................................................................................21 TABLE 8 | FIVE-YEARIMPLEMENTATION SCHEDULE FOR SO1 ........................................................28 TABLE 9 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO2 .......................................................30 TABLE 10 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 3 ....................................................32 TABLE 11 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 4 ....................................................35 TABLE 12 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 5 ....................................................38 TABLE 13 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 6 ....................................................40 TABLE 14 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 7 ....................................................42 TABLE 15 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 8 ....................................................44 TABLE 16 | FIVE-YEAR IMPLEMENTATION SCHEDULE FOR SO 9 ....................................................45 GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| iii ACRONYMS AND ABBREVIATIONS AA Administrative Assistant AO Administrative Officer APAMO Association of Protected Areas Management Organizations APO Annual Plan of Operations BAHA Belize Agricultural Health Authority BAPPA Belize Association of Private Protected Areas BDF Belize Defense Force BELTRAIDE Belize Trade and Development Investment Service BIOFIN Biodiversity Finance Initiative BPD Belize Police Department BTB Belize Tourism Board CBD Convention on Biological Diversity CBO Community-based organization CBSFM Community Based Sustainable Forest Management CCAD Central American Commission on Environment and Development CDS Capacity Development Strategy CEO Chief Executive Officer CFO Chief Forest Officer CFR Chiquibul Forest Reserve CHM Clearing House Mechanism CITES Convention on the Trade of Endangered Species of Flora and Fauna CITO Central Information Technology Office CMS Compliance Management Strategy CMU Compliance Management Unit COC Chain of Custody CPA Community Protected Area CRFR Columbia River Forest Reserve CSF Critical Success Factor (of GSDS) CSFI Corozal Sustainable Future Initiative CZMA Coastal Zone Management Authority DAVCO District Association of Village Councils GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| iv DCFO Deputy Chief Forest Officer DFID Department for International Development, UK FCD Friends for Conservation and Development FiD Fisheries Department FD Forest Department FIS Forest Information System FL Forest License FO Forest Officer/Finance Officer FORLIC FD’s Forest License Database FP Forest Policy FR Forest Reserve FREC Forest Resources and Exploitation Control FCFR Freshwater Creek Forest Reserve GEF Global Environment Facility GIS Geographic Information System GIZ German International Corporation GoB Government of Belize GSDS Growth and Sustainable Development Strategy GSMU Geo-spatial Monitoring Unit HRMDP Human Resource Management and Development Plan HSA Harvesting Suitability Assessment IoA Institute of Archaeology IDP International Development Partner IUCN International Union for Conservation of Nature KBA Key Biodiversity Areas KfW German Development Bank LE Law Enforcement LIC Land Information Center LTFL Long Term Forest License/Licensee LTPFP Long Term Private Forest Permit MAFFESDI Ministry of Agriculture, Forestry, Fisheries, the Environment, Sustainable Development and Immigration MEA Multilateral Environmental Agreements MED Ministry of Economic Development GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| v METT Management Effectiveness Tracking Tool MFA Ministry of Foreign Affairs MLA Maya Leaders Alliance MNR Ministry of Natural Resources MOF Ministry of Finance MOU Memorandum of Understanding MPA Marine Protected Area MPRFR Mountain Pine Ridge Forest Reserve MPS Ministry of Public Service MRV Monitoring, Reporting and Verification MMNFR Maya Mountain North Forest Reserve MTFL Medium Term Forest License NAFP National Agriculture and Food Policy NAVCO National Association of Village Councils NCCO National Climate Change Office NEMO National Emergency Management Organization NFP National Forest Program NLUP National Land Use Policy NGO Non-Governmental Organization NIPP National and International Partnerships Program (of Forest Department) NPAS National Protected Areas NPASA National Protected Areas System Act NPASP National Protected Areas System Plan NSTMP National Sustainable Tourism Master Plan NTFP Non-Timber Forest Products OIC Officer in Charge REDD Reducing Emission from Deforestation and Forest Degradation PA Protected Area(s) PACT Protected Areas Conservation Trust PAME Protected Areas Management Effectiveness PHA Post Harvest Audit PHR Pre-Harvest Release PfB Program for Belize PPA Private Protected Area GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| vi PP Petty Permit RAMSAR Ramsar Convention on Wetlands of International Importance SA Salvage Permit SAP Strategic Action Plan SATIIM SarstoonTemash Institute for Indigenous Management SFM Sustainable Forest Management SFMP Sustainable Forest Management Plan SIB Statistical Institute of Belize SOP Standard Operating Procedures STFL Short Term Forest License SUSFOR Sustainable Forest Management SWOT Strengths, Weaknesses, Opportunities, Threats TAA Toledo Alcaldes Association TIDE Toledo Institute for Development and Environment TNC The Nature Conservancy UB ERI University of Belize Environmental Research Institute UNDP United Nations Development Program UNFCCC United Nations Framework Convention on Climate Change UNFF United Nations Forum on Forests WB World Bank YCT Ya’Axche Conservation Trust GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| vii EXECUTIVE SUMMARY Belize Forest Department’s (FD) Strategic Action Plan (SAP) 2019-2023provides a roadmap for the next five years and focuses on a revised Vision and Mission that will be achieved through defined strategic objectives. It establishes linkages between core functions and strategic objectives as well as between and among Programs and Ranges. Linkages with the Horizon 2030 through the Growth and Sustainable Development Strategy (GSDS) 2016-2020) have also been presented. Noteworthy too are the linkages with the Sustainable Development Goals and the United Nations Strategic Plan for Forests (2017-2030). The SAP is also well aligned to Belize’s National Biodiversity Strategy and Action Plan’s Goals and Targets. The FD’s 2019-2023 Goals are aligned with GSDS Critical Success Factors 2 and 3 and Necessary Condition 4. These are: i) CSF 2: Enhance Social Cohesion and Resilience; ii) CSF 3: Sustained or Improved Health of Natural, Environmental, Historical and Cultural Assets iii) NC 4: Better Technical and Political Governance Systems The SAP development process comprised documentary review, consultations and participatory planning. The revised Vision statement is “The Forest Department is a competent regulatory agency sustainably managing forest resources for the long-term benefit of the Belizean people” and the revised Mission is “A results-oriented Department that manages Belize’s forest resources, enabled by informed decision-making and highly motivated and competent staff, in collaboration with partners and stakeholders”. FD’s seven Core Functions are Oversight of use and protection of forests, Granting of forest licenses and permits, Collection of royalties for forest resources, Monitoring (including ensuring compliance with conditions of licenses, Design and implementation of management plans, Maintain revenue records and revenue database and Promoting public awareness. The latter is crosscutting across all FD Goals and Strategic Objectives. The goals and strategic objectives relate to these core functions as the means of achieving FD’s Vision and Mission for the five-year period 2019-2023. GOAL 1: “Proactive forest stewardship through SFM” is to be achieved through four Strategic Objectives: GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| viii SO 1 Foster resilient, healthy functioning forest ecosystems; SO 2 Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders; SO 3 Deliver focused programmatic strategies with measurable and impactful results; SO 4 Maintain no net loss in forest cover in priority areas. GOAL 2: “Organizational Excellence” is to be achieved through five Strategic Objectives: SO 5 Enhance collaboration and stakeholder participation for improved efficiency and implementation of FD programs; SO 6 Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development; SO7 Build the FD as an efficient service delivery organization; SO8 Harmonize and strengthen forest policies and legislation; SO9 Develop stable, diverse, sustainable sources of finances. These 2 Goals and 9 SOs are supported by a slate of strategies and actions that will be implemented during the five years. Annual work plans and supporting Program, Range and individual staff plans will guide implementation. This document is intricately linked to an accompanying document, the Monitoring and Evaluation Framework and Plan for FD. The MEFP provides details on the setting of baselines, targets and monitoring and evaluation of Indicators. Two (2) Impact level indicators; 8 outcome level indicators and 12 output level indicators have been defined for application to this SAP and these will be supported by operational level indicators whenever annual Operational Plans are developed. These are presented in Box 1 below. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| ix Box 1. Forest Department SAP associated Objectively Verifiable Indicators GOAL 1 Impact IG.1 | Change (increase) in forest cover in targeted locations Outcome OC-1.1| Acres within targeted forested areas under one or more sustainable forest management regime OC-1.2| Change (increase) in the management effectiveness score in targeted co-managed areas OC-3.1 | Change in staff capacity after staff development training (increase) OC-3.2 | Number of quarterly coordination planning meetings held that led to a minimum of 75% completed actions OC-4.1 | Percent increase in forest cover in targeted priority (protected) areas Output OP-1.1 | Number of management plans developed and/or implemented for targeted forest reserves OP-2.1 | Value and volume of wood and wood products production OP-2.2 | Number of persons employed in the forest management and products sector OP-4.1| Number of climate smart pilot practices defined and implemented OP-4.2 | Number of arrests for forest related offences GOAL 2 Impact IG.2 | Change in institutional capacity assessment results Outcome OC-8.1 | Progress made (along 5 stage promulgation process) in finalizing targeted forest policy or regulation OC-8.2 | Change (increase) in FD enforcement actions/penalties due to the amended Forestry legislations OC-9.1 | Dollars (B$) in financing and partner leverage (public/private, donor) mobilized to support FD program implementation Output OP-5.1 | Number of persons reached through FD communication and outreach efforts OP-5.2 | Number of partnerships to support forest management (e.g. co management agreements and private public partnerships) OP-6.1 | Number of FD staff trained based on training needs assessment result OP-6.2 | Number of sensitization sessions on new procedures and SOPS’s held with 75% of staff OP-7.1 | Total investment (in Belize $) per year on necessary and new infrastructure to properly carry ut the duties of the Forest Department OP-7.2| Percent (%) of the 2019-2023 Strategic Plan implemented OP-9.1 | Number of funding sources identified (that align with FD programs) for which project proposals have been developed and submitted GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 1 1.0 INTRODUCTION AND BACKGROUND 1.1 Introduction Belize is a relatively small country with a land area of 22,151 km2 (8,867 mi2or 5,674,880 acres). The country has the highest forest cover in both Central America and the Caribbean, with over 3.46 million acres of natural forests.Forest cover represents approximately 60% of the land area, of which 37% is in primary forest. Noteworthy is that 40 % or 1.36 million acres of the forested area of Belize is under protected area status. As a result of the early privatization of the more accessible and richer areas of the country, the permanent forest estate is largely restricted to the less accessible and higher lands, in addition to the southern coastal plains and swamps. The other 60% consists of either privately owned land or public lands that are not directly managed for forestry purposes. Of the publicly owned and managed forests, 65 % or 884,000 acres are set aside for timber production. The remaining areas are managed for non extractive purposes. Although there are increasing pressures from competing land use such as agriculture and housing development, as well as heightened demand for fuel wood, food and timber, coupled with insufficient protection measures, over 69.1% of Belize has some form of tree cover. As a biodiversity hotspot, these forests provide habitat for over 100 globally-threatened species, including 4 critically endangered, 21 endangered and 30 vulnerable terrestrial species. With about half of the population residing in rural areas, many Belizeans depend on forests for their livelihoods, including the provision of food such as game meat and freshwater fish, timber for housing and shelter and firewood for cooking. Apart from important ecosystem services such as climate regulation,protection from flooding and pests and disease mitigation, Belize’s national forests also provide water for human well being. For example, the Maya Mountains Massif, one of the country’s Key Biodiversity Areas (KBA) with intact forests, contains 14 watersheds which provide water to over 128 communities in Belize (including 18% of Belize’s population along the Belize River watershed) and more than 180 communities in Guatemala, resulting in over 300 communities that depend on the forests of the Maya Mountains for water. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 2 Belize’s forest sector therefore continues to be an important contributor to its national economy. The forestry and logging industry contributed about BZ$6.47 million in domestic export of sawn wood in 2017 (SIB 2017). 1.2 Background on the Forest Department The Forest Department was legally instituted in 1927 and in 1954 the first Forest Policy was adopted. Although there were efforts to update and modernize the forest laws and policy in 1994, the process was not finalized. In 2015 a further update to the forest policy was undertaken, which awaits formal approval (draft Forest Policy 2015). Revision of the Forest Act is currently underway, with support from the GEF-funded Key Biodiversity Areas (KBA) project. The Ministry of Agriculture, Forestry, Fisheries, Environment and Sustainable Development and Immigration (MAFFESDI) is the government ministry with responsibility for the administration and use of the country’s natural resources, including forests on national lands and protected areas. The Forest Act (1954) defines the legal mandate of the Forest Department. The legislative and regulatory framework for FD’s administration of the Forest sector include the National Parks System Act (CAP 215); Forest Act (CAP 213) including Forest Rules (subsidiary) and Mangrove Regulations as well as the Wildlife Protection Act (CAP 220). Within the MAFFESDI, the FD is responsible for overseeing the use and protection of forests including granting of forest licenses and permits, collection of royalties for forest resources, monitoring, and to a large extent the design and implementation of management plans. The Forest Department is responsible for the management of approximately half of the country’s protected areas. These responsibilities are carried out by the Chief Forest Officer (CFO) and designated FD personnel. The CFO reports to the Chief Executive Officer (CEO) and Minister. 1.3 Forest Department’s Strategic Action Plan (2019-2023) This Strategic Action Plan (SAP) (FY 2019-2023) represents the Forest Department’s focus for the next five years, towards achievement of its mandate. This SAP is supported by a strategic financial plan (SFP) and a monitoring and evaluation framework and plan (MEFP). The SAP represents a proactive and harmonised response to local, regional and global sustainable development challenges geared towards achieving the FD’s mandate, Vision and GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 3 Mission while contributing to the achievement of Belize’s Growth and Sustainable Development Strategy (2016-2020). The SAP forms part of the efforts by the Department to strengthen its strategic objectives and improve performance effectiveness. The SAP is aligned with the draft Forest Policy (2015), Belize’s National Biodiversity Strategy and Action Plan (NBSAP 2016 2020), the United Nation’s Strategic Plan for Forests (2017-2030) and the Sustainable Development Goals (2015). Table 1 provides listings of key national policies and legislation as well as critical international obligations impacting the forest sector. TABLE 1 | Policies and legislation and international obligations impacting the FD Policies and Legislation related to the Forest Department International Obligations affecting the Forest Sector and to which the Forest Department makes input Forest Act (1954) currently under revision Convention on International Trade in Endangered Species (1973) National Protected Areas System Act (2015) United Nations Convention on Biological Diversity (1992) Wildlife Protection Act (2000) RAMSAR Conventions on Wetlands (1971) Private Protected Areas (Conservation) Act (2003) United nations Convention on Combating Desertification (1994) Forest Fire Protection Act (2003) United Nations Framework Convention on Climate Change (1992) Land Utilization Act (2003) Sustainable Development Goals (2015) National Lands Act (2003) Environmental Protection Act (2003, 2016) Forest Policy (2015 draft) National Food and Agriculture Policy (2003) National Integrated Planning Framework for Land Resource Development (2011) National Land Use Policy (2012) National Protected Areas Policy and System Plan (draft, 2015) National Sustainable Tourism Master Plan (2012) Belize Climate Change Adaptation Policy (2010) GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 4 1.4 Methodology for development of the SAP (2019-2023) The FD 5-year SAP was developed over 4-months duration, using a participatory process. Plan development involved a three-pronged approach that included review of pertinent documents as part of the preparatory process; initial consultations with the CFO; conduct of two main planning workshops and a validation workshop as well as ongoing plan development sessions with various groupings of the FD. Workshop #1 (held September 24-26, 2018) sought to: • Set the context for SAP development; • Outline the current situation for the FD (SWOT and PESTEL); • Develop the FD’s Vision, Mission, Organizational Values, Goals and Strategic Objectives; and • Define Key Performance Questions and Critical Success Factors (that would feed into the Monitoring and Evaluation Framework and Plan. Workshop #2 (held October 9-12, 2018) developed strategies and actions associated with the SOs. The Validation workshop, held on November 5, 2018, presented and sought feedback from FD staff and stakeholders on the draft SAP. Additionally, sessions were held with the senior staff (CFO, Program Managers and Officers in Charge) to define implementation actions and timelines. These were done iteratively between October and November 2018. A final feedback session was held on December 14, 2018, at which time FD staff conducted final revision to implementation actions and timelines and provided other feedback and edits to the SAP. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 5 2.0 FOREST DEPARTMENT CURRENT SITUATION The current reality, which provides an outlook of the environment in which FD operates, is outlined in this section. The Strengths, Weaknesses, Opportunities and Threats (SWOT) for the FD are presented in Table 2. An environmental scan highlighting the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) contexts is presented in Table 3. The SWOT identifies both internal (strengths and weaknesses) and external (opportunities and threats) affecting the FD, while analysis of the PESTEL focuses on factors external to FD that are identified opportunities or threats. Consideration of both sets of factors is crucial to the strategic planning process. In the context of the plan, these factors in different combinations, guide the development of strategies. TABLE 2 |SWOT for the Forest Department STRENGTHS WEAKNESSES » Amendments to the governing laws and regulations (NPASA, Forest Act), which resulted in increased penalties » Strong technical and administrative capacity with a good mix of young, motivated and experienced staff » Project support for capital and human investment » Overarching legislation that empowers the FD » An institutional framework that defines roles and responsibilities » Established identity for FD personnel » Well-represented geographically (need to establish presence in two districts) » Decentralized Programs that allows for strength at local level and better use of resources for movement) » Robust processes for license assessments » Limited coordination, cooperation and communication » Inadequacy in documentation/reporting » Poor alignment of work plans and project activities to meet organizational goals » Limited resources and gaps in technical capacity for SFM and law enforcement » Limited communication at ranges » Inadequate organizational budgetary allocation » Inability to complete monthly activities due to limited resources » Absence of a National Forest Action to support implementation of the Forest Policy » Insufficient, updated, documented and standardized guidelines, procedures and operational manuals in FD hamper informed decision-making. » Poor strategic placement of staff according to competencies » Inadequate workspace and work environment affects productivity » Absence of orientation of new staff and re orientation of existing staff » Limited visibility of FD » Insufficient programs for awareness raising » Inability to conduct monitoring and lack of presence in ranges after formal wrok hours » Insufficient resources affecting staff productivity GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 6 OPPORTUNITIES THREATS » Alignment of FD strategies with funding opportunities and resources » Increased visibility, education and outreach » Complement existing personnel with project supported expertise » Medium to long term planning » Strengthening partnerships » Enhance and expand programs and work in ranges » Return to range level focus and implementation » Training of staff to enhance FD productivity » Build teamwork » Continued deforestation » Transboundary incursions » Degraded communal and national lands » Political Interference » De-reservation of forest reserves and protected areas » Inadequate Resources » Conflicting public policies TABLE 3 | PESTEL of external factors impacting the FD External Factors Political Economic » Strong technical competencies at the Ministerial level » Political interference » Issuance of license via political recommendation » Discretionary approval by decision makers » Change of Government can affect stability and continuity » Weak interagency coordination » Political influence in hiring of staff » Access to non-governmental sources of funding for forest management that supports FD to achieve its goals » GSDS allows for alignment of strategies and prioritization of government financing » Demand from communities for access to forest resources » High public debt impacts budgetary allocation, affecting effectiveness of FD » Socio-econoimic issues leads to high poverty and indigence rate that increases encroachment and llegal extraction of forest resources Social Technological » Overuse of forest resources by buffer communities » Buffer communities creates opportunities for partnerships » Population growth » Increase in conversion of forest lands to agriculture » Access to new and modern hardware & software to improve decision making and management » Improvement of efficiency through e governance Environmental Legal » Forest conversion to other types of land use » Weather conditions/natural disasters (forest fires, pests, diseases etc.) » Forest degradation due to overuse by communities » Indiscriminate use of pesticides and chemicals » Illegal incursions in PA » Belize-Guatemala dispute » Illegal activities in PAs/forests » Poor inter-agency enforcement (Police, BDF, Mining, Immigration, Archaeology) » Conflicting government legislation and policies » Maya land rights and CCJ ruling GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 7 3.0 FOREST DEPARTMENT VISION, MISSION AND ORGANIZATIONAL VALUES (2019-2023) FD’s Vision (revised 2018) is an aspirational description or desire of what the organization would like to achieve or accomplish in the mid to long-term future. Its Mission (revised 2018) is the statement of purpose, providing the framework and context for the development of its Goals. It’s Value Statement (2005) and Organizational Values (2018) defines who FD personnel need to be in order to achieve its Vision. VISION The Forest Department is a competent regulatory agency, sustainably managing forest resources for the long-term benefit of the Belizean people MISSION A results-oriented Department that manages Belize’s forest resources, enabled by informed decision-making and highly motivated and competent staff, in collaboration with partners and stakeholders. VALUES STATEMENT: ORGANIZATIONAL VALUES The Forest Department will operate with integrity and respect through teamwork and communication while providing effective customer service and improved public relations with all stakeholders and at the same time observing equal rights of all citizens. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 8 ORGANIZATIONAL VALUES Integrity: We earn our reputation by adhering to the highest ethical standards, conduct and moral principles and at all times act in ways to preserve our integrity. Accountability: We hold ourselves accountable to the public, accept responsibility for the decisions and actions that we take and will submit ourselves to the scrutiny that attends our decisions and actions. Justice & Fair-play: In valuing the diversity in human nature and circumstances, we apply the principles of justice and fair-play in all our dealings within and outside the Agency to ensure that equity always prevails. Customer Service: We acknowledge our role as a provider of services and will always strive to satisfy and exceed our customers’ expectations. Teamwork: We foster collaboration and teamwork among staff while maintaining individual accountability. Health & Safety: We strive to create and maintain a safe and healthy work environment. Empowerment: We aim to create a learning organisation where all our employees are motivated to achieve excellence, and high levels of performance are recognized and rewarded. Respect: We treat our team members, clients and partners with respect and sensitivity, recognizing the importance of diversity. Effective internal and external communication: Ongoing information flow is an important part of our decision-making process. We therefore believe that this is hinged on regular communication across all levels of the organisation and with our stakeholders. Effective leadership: We have the authority to lead, the creativity to inspire and the will to foster positive social and environmental change. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 9 3.1 Goals and Strategic Objectives The 2018 FD SAP process resulted in the establishment of two organisational goals and nine strategic objectives (SOs) for the 5-year period FY2019-2023. These goals and SOs are focused on achieving the overall Vision and Mission for the FD1. Figure 1 provides a schematic representation of the Goals and SOs. Goal 1 has four-associated SOs while Goal 2 has five SOs. 1 Strategic objectives are supported by defined key performance indicators including baselines and annual targets, making them Specific, Measurable, Achievable, Realistic and Time bound (by 2023) GOAL 1: Proactive Forest Stewardship Through Sustainable Forest Management GOAL 2: Organizational Excellence GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 10 FIGURE 1 | Vision, Mission, Goals and Strategic Objectives GOAL 1: Proactive forest stewardship through Sustainable Forest Management Vision: The Forest Department is a competent regulatory agency, sustainably managing forest resources for the long term benefit of the Belizean people. GOAL 2: Organizational Excellence SO1: Foster resilient, healthy, functioning forest ecosystems SO3: Deliver focused programmatic strategies with measurable and impactful results SO2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO4: Maintain no net loss in forest cover in priority areas SO5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs SO6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development SO7: Build the FD as an efficient and effective service delivery organization SO8: Harmonize and strengthen forest policies and legislation SO9: Develop stable, diverse, sustainable sources of finances Mission: A results oriented Department that manages Belize’s forest resources, enabled by informed decision-making and highly motivated and competent staff, in collaboration with partners and stakeholders. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 11 » Oversight of use and protection of forests » Granting of forest licenses and permits » Collection of royalties for forest resources » Monitoring » Design and implementation of management plans » Protected areas BOX 2 FD’S CORE FUNCTIONS (FOREST ACT 1954) 3.2 Core Functions and Alignment with Goals and Strategic Objectives The core functions and key outputs that the FD is to deliver on are set out in the Forest Act (1954). Box 2 provides a listing of core functions of the FD. The FD Institutional Review (2017) also lists a set of functions, considered as non-transferable from the FD and others that could be shared and transferred to others. These include: » Develop and/or adopt national standards for SFM including community based SFM (CBSFM). » Develop/adopt operational standardized guidelines (where, when, who, how) for implementing SFM including CBSFM. » Develop/adopt and apply standardized guidelines for monitoring, evaluating, and reporting SFM practices. » Promote public awareness on the importance of wildlife, wildlife issues, and the activities of the wildlife program. » Assess licenses for royalty charges. » Ensure compliance with conditions of license particularly related to timber exploitation. » Maintain revenue collection records and revenue database. These functions are supported by a set of crosscutting factors including, public education and awareness, partnerships, collaboration and cooperation with stakeholders, both governmental and non-governmental. A participatory engagement process with FD personnel led to the development of two broadly defined goals and nine strategic objectives (previously outlined in Section 3.1), which are aligned to the core functions of the FD and captured in Table 4. Goal 1 is linked to all 6 FD core functions through its 4 strategic objectives. Goal 2 is linked to 4 FD core functions through its 5 strategic objectives. These linkages are highlighted in Table 4. Core function 7: “Public awareness” and Goal 1/SO5 related to awareness and stakeholder participation are crosscutting themes that are linked throughout. This emphasises that public education, GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 12 awareness, and stakeholder participation are imperative for successful implementation of the FD mandate. These goals reflect the long-term Vision for the future. Figure 2 illustrates how goals relate to the core functions and strategic objectives as the means of achieving the fundamental Mission and Vision of the FD. Core functions are the foundation on which the FD is situated. SOs are specific targets within a set of goals. Goals, when achieved, will help further the Mission over time and fulfil the Vision. FD’s Mission and Visionhaving been actualised, will contribute to the achievement of national priorities including the Forest Policy, Ministryobjectives and Horizon 2030 and its shorter-termGrowth and Sustainable Development Strategy 2016-2020(GSDS). It will also contribute to achievement of the National Biodiversity Strategy and Action Plan (2016-2020) and be well aligned to the United Nations Strategic Plan on Forests (2017-2030), which was agreed upon by member countries at a special sitting of the United Nations Forum on Forests (UNFF) in 2017, of which Belize is a member. The FD SAP SOs also align with and supports Belize’s contribution to achievement of the SDGs. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 13 TABLE 4 | Alignment of Goals and Strategic Objectives with FD Core Functions GOAL CORE FUNCTIONS STRATEGIC OBJECTIVE Oversight of use and protection of forests Granting of forest licenses and permits Collection of royalties for forest resources Monitoring (including ensuring compliance with conditions of licenses Design and implement ation of manage ment plans Maintain revenue records and revenue database Promoting public awareness Proactive forest stewardship through SFM Foster resilient, healthy functioning forest ecosystems Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders Deliver focused programmatic strategies with measurable and impactful results Maintain no net loss in forest cover in priority areas GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 14 GOAL CORE FUNCTIONS STRATEGIC OBJECTIVE Oversight of use and protection of forests Granting of forest licenses and permits Collection of royalties for forest resources Monitoring (including ensuring compliance with conditions of licenses Design and implement ation of manage ment plans Maintain revenue records and revenue database Promoting public awareness Organizational Excellence Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development Build the FD as an efficient service delivery organization Harmonize and strengthen forest policies and legislation Develop stable, diverse, sustainable sources of finances GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 15 FIGURE 2 | Relationship of Core Functions to Strategic Objectives, Goals, Vision and Mission 3.3 SAP Alignment with Relevant Policies, Plans and Frameworks The new FD 5-year SAP is well aligned with the following: 1. Forest Policy (draft 2015), through its six objectives (see Annex 1) 2. National Biodiversity Strategy and Action Plan (2016-2020) (Annex 2) 3. Horizon 2030- Growth and Sustainable Development Strategy (2016-2020) through its critical success factors, necessary conditions and capacity development actions (Annex 3) 4. United Nations Strategic Plan for Forests (2017-2030) (Annex 4) 5. Sustainable Development Goals (2015) (Annex 5) CORE FUNCTIONS VISION MISSION GOALS STRATEGIC OBJECTIVES GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 16 4.0 STRATEGIC ACTION PLAN (SAP) (2019-2023) The following section represents the SAP for the FD for the five-years, 2019-2023. The FD’s mandate and by extension the contents of its five-year SAP are a subset of, and aligns with the plans of the MAFFESDI, its parent ministry. This structure is presented in Figure 3 below. The SAP is based on review of FD’s past performance, since its existence and in the past year; linkages with GSDS (2016-2019); the Forest Policy (2015); and the UN Strategic Plan on Forests (2030). It also takes into account Belize’s obligations under various international Conventions and Frameworks. FIGURE 3 | Structure and context for the Forest Department’s Strategic Action Plan and supporting Operational Plan This SAP is linked to an accompanying document, the M&E Framework and Plan for FD. The M&E Framework and Plan document provides details on establishment of baselines, targets and monitoring and evaluation of Objectively Verifiable Indicators (OVIs) that measure progress MAFFESD Strategic Context and Priorities FD Vision, Mission and Organizational Values Strategic Action Plan for the Forest Department Operational Plan (annual) Program Plans Range Plans Individual Staff Plans Infrastructural Plan Human Resource Development Plan Strategic Financial Plan for the Forest Department Budget Performance Monitoring and Evaluation Framework and M&E Plan Annual Monitoring Plan GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 17 towards achieving the SOs, Goals, Mission and Vision. Nine strategic level (two impact level and seven outcome level) OVIs have been defined for application to this SAP and thirteen operational level (output) OVIs will support these whenever Operational Plans are developed. Tables 5-7 provide listings of these impact, outcome and output OVIs. The M&E Framework and Plan document details the monitoring, evaluation and reporting framework for these indicators and defines associated roles and responsibilities. Adaptive management is critical in the successful roll out of the SAP and PMEF. Section 4.1 (Tables 8-16) provides implementation schedules for the key strategies defined for the nine SOs in this document and the OVIs and their targets will be measured against these action plans as they are implemented. Successful implementation of the SAP for the FD requires a fundamental shift in organizational culture, to allow for a more systematic approach to planning and measuring performance. One important change will be a structured approach to planning in a strategic management process (Figure 4). FIGURE 4 |Strategic Management Process for the FD The SAP (2019-2023) is to be implemented in close collaboration and partnerships with other government entities, non-governemental organizations (NGOs), community-based organizatons (CBOs), private sector and international donor partners (IDPs). Consequently, the FD staff will Determine Position •Strategic Issues: Institutional review (Id. Strategic Issues) •SWOT: Synthesize the data into summary SWOT Items •Employee Input: Determine Strengths and Weaknesses •Industry and Market Data: Identify market opportunities and threats Develop Strategy •Mission: Determine you organization’s core purpose •Values: Identify our core beliefs •Vision: Create and image of what success looks like in 5 years •Define Goals •Determine Critical Success Factors: What does success look like? •Long-Term Objectives •Key Performance Questions: How will we measure success? •Forecast: Develop financial projections Build the Plan •Use SWOT: Process to set priorities •KPIs: Select key performance indicators to track progress •Operational Plans: Develop annual plans for the organization •Program Area Goals: Cascade organizational goals to programs •Range and Team Member Goals: Cascade Program goals to Ranges and Individuals •Budget: Align a 1 year budget with the plan Manage Performance •Rollout: Communicate strategy to whole organization •Set Calendar: Establish schedule for progress reviews •Leverage Tools: Train team to use tools for communication and ongoing planning and reviews •Adapt quarterly: Hold progress reviews and modify •Update annually: Review end of year, plan next year GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 18 have to commence socialization of the SAP as soon as it is completed, in order to ensure that there is buy in for actions by FD stakeholders and that they will plan for these by incorporating specific relevant actions within their own organizational plans. All FD programs are focused around Sustainable Forest Resources Management. The 2005 SAP highlighted seven Program Areas for the FD. These were later reduced and the FD currently operates with four main Programs: National and International Partnership (NIP); Sustainable Forest Management (SFM), Wildlife and Protected Areas (PAs). Consideration is being given to expand the Program portfolio once more to include others of importance to allow the FD to achieve its mandate, and to give attention to other critical areas such as fire management and forest law enforcement. Attention will be given to these during the implementation of the 2019-2023 SAP. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 19 TABLE5 I Objectively Verifiable Impact Indicators associated with each Goal and Strategic Objective VISION GOAL KEY PERFORMANCE INDICATOR The Forest Department is a competent regulatory agency, sustainably managing forest resources for the long-term benefit of the Belizean people GOAL 1: Proactive forest stewardship through SFM IG.1. Change (increase) in forest cover in targeted locations GOAL 2: Organizational Excellence IG.2. Change in institutional capacity assessment results TABLE 6 |Objectively Verifiable Outcome Indicators associated with each Goal and Strategic Objective GOAL STRATEGIC OBJECTIVE KEY PERFORMANCE INDICATOR GOAL 1: Proactive forest stewardship through SFM SO 1: Foster resilient, healthy functioning forest ecosystems OC 1.1: Acres within targeted forested areas under one or more sustainable forest management regime OC-1.2 The change (increase) in the management effectiveness score in targeted co-managed areas SO 2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO 3: Deliver focused programmatic strategies with measurable and impactful OC-3.1 Change in staff capacity after staff development training (increase) OC-3.2 Number of quarterly coordination planning meetings held that led to a GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 20 GOAL STRATEGIC OBJECTIVE KEY PERFORMANCE INDICATOR results minimum of 75% completed actions SO 4: Maintain no net loss in forest cover in priority areas OC-4.1 Percent increase in forest cover in targeted priority (protected) areas GOAL 2: Organizational Excellence SO 5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs SO 6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development SO 7: Build the FD as an efficient service delivery organization SO 8: Harmonize and strengthen forest policies and legislation OC-8.1 Progress made (along 5 stage promulgation process) in finalizing targeted forest policy or regulation OC-8.2 The change (increase) in FD enforcement actions/ penalties due to the amended Forestry legislations SO9: Develop stable, diverse, sustainable sources of finances OC-9.1 Dollars (B$) in financing and partner leverage (public/ private, donor) mobilized to support FD program implementation GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 21 TABLE 7 |Objectively Verifiable Output Indicators associated with each Goal and Strategic Objective GOAL STRATEGIC OBJECTIVE KEY PERFORMANCE INDICATOR GOAL 1: Proactive forest stewardship through SFM SO 1: Foster resilient, healthy functioning forest ecosystems OP-1.1 The number of management plans developed and/or implemented for targeted forest reserves SO 2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders OP-2.1 Value and volume of wood and wood products production OP. 2.2 Number of persons employed in the forest management and products sector SO 3: Deliver focused programmatic strategies with measurable and impactful results SO 4: Maintain no net loss in forest cover in priority areas OP-4.1 Number of climate smart pilot practices defined and implemented OP-4.2 Number of arrests forforest related offences GOAL 2: Organizational Excellence SO 5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs OP-5.1 The number of persons reached through FD communication and outreach efforts. OP-5.2 The number of partnerships to support forest management (e.g. co-management agreements and private public partnerships SO 6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development OP6.1 Number of FD staff trained based on training needs assessment result OP-6.2 Number of sensitization sessions on new procedures and SOPS’s held with 75% of staff SO 7: Build the FD as an efficient service delivery organization OP7.1 Total investment (in Belize $) per year on necessary and new infrastructure to properly carry out the duties of the Forest Department. OP7.2 % of the 2019-2023 Strategic Plan implemented GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 22 GOAL STRATEGIC OBJECTIVE KEY PERFORMANCE INDICATOR SO 8: Harmonize and strengthen forest policies and legislation SO9: Develop stable, diverse, sustainable sources of finances OP-9.1 Number of funding sources identified (that align with FD programs) for which project proposals have been developed and submitted GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 23 Goal 1 is geared at effectively protecting Belize’s forest resources and forest ecosystems while balancing the social, economic and environmental benefits to be derived from sustainable utilization of forest resources. Goal 1 is aligned with: » Forest Policy Objectives 1-6 (see Annex 1). » GSDS CSF 2: Enhance Social Cohesion and Resilience. » GSDS CSF 3: Sustained or Improved Health of Natural, Environmental, Historical and Cultural Assets. » GSDS NC 4.5: Maintaining the integrity of National Borders. » NBSAP Goal A: Improved environmental stewardship is demonstrated across all society in Belize, as is an understanding and appreciation of marine, freshwater and terrestrial biodiversity, their benefits and values. » NBSAP Goal B: Direct and indirect pressures on Belize’s marine, freshwater and terrestrial ecosystems are reduced to sustain and enhance national biodiversity and ecosystem services. » NBSAP Goal C: Functional ecosystems and viable populations of Belize’s biodiversity are maintained and strengthened. » NBSAP: Goal D: Strengthened provision of ecosystem services, ecosystem-based management and the equitable sharing of benefits from biodiversity. » UN Strategic Plan for Forests (2017-2030): SO 1, 2, 3, 5. Goal 1 is to be achieved through four SOs, namely: » SO1:Foster resilient, healthy functioning forest ecosystems. » SO2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders. » SO3: Deliver focused programmatic strategies with measurable and impactful results. » SO4: Maintain no net loss in forest cover in priority areas. Key strategies supporting SO1 include: GOAL 1: Proactive forest stewardship through sustainable forest management SO1:Foster resilient, healthy functioning forest ecosystems GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 24 1. Implement best management practices for sustainable forest management in high priority areas by 2023. 2. Cooperate and collaborate with key stakeholders for implementation of best practices for sustainable forest management. 3. Improve forest management in forest reserves by applying SFM standards and norms that favor increased yield and production. Key strategies supporting SO2 include: 1. Conduct inventories and economic valuation of forest resources and their ecosystems in at least one priority area by 2023. 2. Enhance incentives for protection of forested lands, especially for private forest landowners. 3. Increase awareness, utilization and value addition of forest resources. 4. Improve the permitting and licensing system for STFL and LTFL. Key strategies supporting SO3 include: 1. Enhance Forest Department programs for forest protection and sustainable forest management. 2. Enhance capacity for effective delivery of programmatic strategies and implement by 30% by 2023. 3. Develop and implement a research and development program to support sustainability of forest resources. Key strategies supporting SO4 include: 1. 60% of primary extractive and non-extractive forest produce in identified priority areas is guided by sustainable management plans, with improved biodiversity sustainability by2023. 2. Limit the net rate of land use change for prioritized areas to no more than 0.2% per year by 2020 (Collect Earth model). SO2:Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO3: Deliver focused programmatic strategies with measurable and impactful results SO4: Maintain no net loss in forest cover in priority areas GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 25 3. Restore 10% of degraded ecosystems within priority areas to maintain ecosystems and ecosystem services essential for increasing Belize’s resilience to climate change impacts by 2023. 4. Address trans-boundary issues with 20% reduction in impacts from trans-boundary incursion. 5. Strengthen a system for early detection and effective management of degraded areas within Protected Areas by 2023. Goal 2 is geared towards making the FD a more efficient and effective organisation in order to achieve its mandate. It focuses on the organization’s partnerships and awareness building activities and gives attention to human resources by building staff retention and capacity, while equipping the organization with infrastructural improvements. Critical to effective implementation is availability of adequate financial resources. Goal 2 is aligned to: » Forest Policy Objectives 1-6 » GSDS CSF 2: Enhance Social Cohesion and Resilience » GSDS CSF 3: Sustained or Improved Health of Natural, Environmental, Historical and Cultural Assets » GSDS NC 4.1: Better Technical and Political Governance System » GSDS NC 4.5: Maintaining the integrity of National Borders. » GSDS Capacity Development Strategy 1, 2, 3, 4, 6 and Action 1 and 3. » NBSAP Goal A: Improved environmental stewardship is demonstrated across all society in Belize, as is an understanding and appreciation of marine, freshwater and terrestrial biodiversity, their benefits and values. » NBSAP Goal B: Direct and indirect pressures on Belize’s marine, freshwater and terrestrial ecosystems are reduced to sustain and enhance nationalbiodiversity and ecosystem services. » NBSAP Goal C: Functional ecosystems and viable populations of Belize’sbiodiversity are maintained and strengthened. » NBSAP: Goal D: Strengthened provision of ecosystem services, ecosystem-based management and the equitable sharing of benefits from biodiversity. GOAL 2: Organizational Excellence GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 26 » NBSAP Goal E: The NBSAP is implemented effectively through capacity building, informed strategic decision-making and integrated public participation. » UN Strategic Plan for Forests (2017-2030): SO 4, 5, 6. Goal 2 is to be achieved through five Strategic Objectives (SOs) namely: » SO5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs. » SO6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development. » SO7: Build the FD as an efficient service delivery organization. » SO8: Harmonize and strengthen forest policies and legislation. » SO9: Develop stable, diverse, sustainable sources of finances. Key strategies supporting SO5 include: 1. Enhance outreach and engagement for all stakeholder groups by 2023. 2. Strengthen efforts to meet obligations under multilateral environmental agreements by 2023. 3. Enhance or develop mechanisms to strengthen private/public partnerships for impactful programmatic implementation with stakeholders by 25% by 2023. Key strategies supporting SO6 include: 1. Institutionalize a Human Resource Management and Development Program (HRMDP) within the FD. Key strategies supporting SO7 include: 1. Modernize infrastructure across the Forest Department by 2023. 2. Enhance decision making through improved data management. 3. Strengthen FD planning and monitoring processes by 2023. SO5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs SO6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development SO7: Build the FD as an efficient service delivery organization GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 27 Key strategies supporting SO8 include: 1. Maintain a system of institutions, policies, regulations and incentives that support forest sustainability at multiple spatial scales by 2023. Key strategies supporting SO9 include: 1. Identify and utilize focused and broad-reaching financial mechanisms to facilitate effective implementation of the actions and the achievement of programmatic targets by 2023. 2. Enhance consultative and participative processes with donors for leveraging of funds. 3. Build partnerships to mobilize financing for sustainable forest management. SO8: Harmonize and strengthen forest policies and legislation SO9:Develop stable, diverse, sustainable sources of finances GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 28 4.1 SAP 2019-2023 Implementation Schedule (Tables 8-16) TABLE 8 | Five-yearImplementation Schedule for SO1 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 1: Foster resilient, healthy functioning forest ecosystems STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 1.1 Implement best management practices for sustainable forest management in high priority areas by 2023 1.1a Incorporate best management practices in forest legislation x x x 1.1b. Implement management planning framework in high priority areas, with best practices incorporated x x x x x 1.1c Build staff capacity on requirements for SFM monitoring x x x x x 1.1d Measure effectiveness of management practices for sustainable forest management x x x x x 1.2 Cooperate and collaborate with key stakeholders for implementation of best practices for sustainable forest management 1.2a Identify key partners and formalize co-management arrangements and MOUs with wildlife partners for sustainable forest management in priority areas x x x x x 1.2b Hold pre-logging meetings to review PHAresults, identify weaknesses and recommendations for improvements x x x x x 1.2c Develop and implement a communication/sensitization Program for improved stewardship in sustainable forest management (including sensitization on mapping and economic valuation) x x x x x 1.2d Conduct economic feasibility assessment of public private partnerships for protected areas management x 1.2e Conduct feasibility assessment of wildlife alternative livelihood options for game rearing X GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 29 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 1: Foster resilient, healthy functioning forest ecosystems STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 1.2f Develop and implement prioritized alternative livelihood opportunities for stakeholders in key priority areas (inclusive of climate smart systems and community agro-forestry, game rearing etc.) x x x x X 1.3 Improve forest management in forest reserves by applying SFM standards and norms that favour increased yield and production 1.3a Formalize procedures for preparation of SFM Plans and norms and parameters for tree selection and the application of yield models (link: 4.1a) x x X x X 1.3b Implement standardized APOs according to 1.3a x x X x X 1.3cImprove protocols for data collection pre and post harvest x x X x X GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 30 TABLE 9 | Five-year Implementation Schedule for SO2 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 2.1 Conduct inventories and economic valuation of forest resources and their ecosystems in at least one priority area by 2023 2.1a Conduct inventories of timber, non-timber forest resources and wildlife in one priority area x 2.1b Conduct feasibility study on the potentialfeasibility and technical process for breeding and ranching operations in Belize x 2.1cConduct economic valuation of forest resources in one priority area x 2.1dCommunicate results of mapping and economic valuation of forest resources x 2.2 Enhance incentives for protection of forested lands, especially for private forest landowners 2.2a Conduct a census of private forest land owners to support interventions for sustainable forest management x x 2.2b Identify and assess feasibility of potential schemes for private forest land owners, using PPP mechanism x x 2.2c Document best practices and lessons learned from the NE Corridor Forest Trust for replication in other priority areas X 2.3 Increase awareness, utilization and value addition of forest resources 2.3a Conduct research into viable value-added options for the forest industry x x 2.3b Strengthen capacity for sustained yield of timber and non-timber forest products and associated economic development x X x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 31 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 2: Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 2.3c Promote feasible existing and new value-added options with industry stakeholders and facilitate opportunities for collaboration in developing these options x x x x x 2.4 Improve the permitting and licensing system for STFL and LTFL 2.4aEnhance and formalize criteria for application, review and approval of LTFLs and STFLs, harvesting /NTPFs, importation and exportation and mangrove permits x x x x 2.4bImplement BELAPS x x x x x 2.4c Utilize an M&E tool to evaluate Long-term licenses for increased compliance and clearance for export x x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 32 TABLE 10 | Five-year Implementation Schedule for SO 3 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 3: Deliver focused programmatic strategies with measurable and impactful results STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 3.1 Enhance Forest Department programs for forest protection and sustainable forest management 3.1a Review and enhance existing Forest Department programs X x x x x 3.1b Identify and develop new programs, based on critical areas of need (i.e. Fire prevention and management, forest law enforcement, NIP, Research & Development) X x x x x 3.1c Conduct ongoing FD staff sensitization on revised and new programs, including changes to functions, roles and responsibilities X x x x x 3.1d Develop and implement an operational plan for PA compliance and prevention of illegal activities in priority areas and conduct joint activities with co managers, in alignment with Compliance Management Strategy X x x x x 3.1eSocialize the PA programmatic actions with PA co-managers and follow up to ensure that they are incorporated into their work plans X x x x x 3.1f Provide counterpart supportfor PA management actions X x x x x 3.1gRevisenational framework for wildland fire management x x x x 3.1.h Implement a Monitoring and Reporting planfor the CMS in collaboration with enforcement agencies (link: 8.1 b-c) x x x x 3.1i Develop capacity of FD personnel for X x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 33 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 3: Deliver focused programmatic strategies with measurable and impactful results STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 compliance and enforcement activities (leadership, use of SMART technology, protocols, spot monitoring etc.) (link 6.1h) 3.1j Build capacity of FD and partners to enable MRV (link: 3.3b) x x x X 3.1k Implement programmatic actions in partnership with key stakeholders X x x x X 3.1l Develop and utilize SOP for all programs X x x x X 3.1m Monitor and evaluate annual program plans and use the results for planning for subsequent years X x x x X 3.1n Establish and utilize formal stakeholder engagement working groups for ongoing communication and cooperation with key stakeholders and for coordination of programmatic actions X x x x X 3.2 Enhance capacity for effective delivery of programmatic strategies and implement by 30% by 2023 3.2a Assess staff capacity for programmatic implementation and develop and implement a plan for ongoing development (link: 6.1g) x x x x x 3.2b Monitor staff training conducted for effective program implementation (link: 6.1g) X x x x x 3.3 Develop and implement a research and development program to support 3.3a Develop and implement a forest research program with requisite guidelines on forest research (include research on silviculture in pine and broadleaf forests) X x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 34 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 3: Deliver focused programmatic strategies with measurable and impactful results STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 sustainability of forest resources 3.3b Develop, validate and implement a monitoring, reporting and verification (MRV) tool (link: 3.1j) x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 35 TABLE 11 | Five-year Implementation Schedule for SO 4 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 4: Maintain no net loss in forest cover in priority areas STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 4.1 60% of primary extractive and non extractive forest produce in identified priority areas is guided by sustainable management plans, with improved biodiversity sustainability by2023 4.1a Develop a management framework for forest areas under long term sustainable management X 4.1b Strengthen capacity of existing LTFLs and community forest groups to utilize management framework for forests under long term sustainable management x x x x 4.1c Engage current and other interested community forestry groups and private investors in sustainable forest management and utilization of NTFPs X x x x x 4.1d Promote the development and oversee implementation of new sustainable forest management plans for forest reserves and private lands/community lands x x x x 4.1e Monitor management plan framework implementation x x x x 4.2 Limit the net rate of land use change for the prioritized areas to no more than 0.2% per year by 2020 (Collect Earth Model) 4.2a Define prioritized forest ecosystems and utilize Collect Earth forest monitoring data to ascertain current land use within these prioritized areas x x x x x 4.2b Engage key government and NGO stakeholders in development and implementation of activities to promote climate smart practices in prioritized forest management areas x x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 36 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 4: Maintain no net loss in forest cover in priority areas STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 4.2c Rehabilitate critical areas of high conservation value through identification, development and implementation of community-based sub-projects including sustainable utilization of NTFPs x x x x x 4.3 Restore 10% of degraded ecosystems within priority areas to maintain ecosystems and ecosystem services essential for increasing Belize’s resilience to climate change impacts by 2023 4.3a Identify degraded forest ecosystems within priority areas using Collect Earth (Yr 1 baseline; Yr 3,5 for monitoring change) x x X 4.3b Cooperate with other government agencies in development of and pilot implementation of projects that promote climate smart practices (Link: 4.2b) x x x x X 4.3c Coordinate implementation of restoration activities in vulnerable areas within priority ecosystems (Link: 4.2d) x x x x X 4.3d Conduct ongoing monitoring of rehabilitated and restored ecosystems in priority areas and apply adaptive management practices x x x x x 4.4 Address trans boundary issues with 20% reduction in impacts from trans-boundary incursion (e.g. land use change, illegal logging, hunting, NTFPs) 4.4a In consultation with other agencies, prioritize areas of high trans-boundary incursions along the entire Belize border, where the FD can implement actions for highest impact x 4.4b Engage the Ministry of Foreign Affairs to activate and implement existingMOUs between Belize and neighboring territories x x x x x 4.4c Maintain and increase FD presence at conservation posts X x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 37 GOAL 1: Proactive forest stewardship through SFM STATEGIC OBJECTIVE 4: Maintain no net loss in forest cover in priority areas STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 4.4d Strengthen partnerships with community leaders for enforcement x x x x x 4.5 Strengthen a system for early detection and effective management of degraded areas within Protected Areas by 2023 4.5a Build capacity of the GSMU in real time forest monitoring and early detection systems X x x x x 4.5b Develop and implement a system of early forest fire detection and forest fire monitoring (link: 8.1b) x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 38 TABLE 12 | Five-year Implementation Schedule for SO 5 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 5.1 Enhance outreach and engagement for all stakeholder groups 5.1a Strengthen FD communications strategy and outreach plan, incorporating new program actions and using SOPs (Integrate existing programmatic communication strategies into a new communications strategy and outreach plan) x x x x x 5.1b. Implement communications strategy and outreach plan, using FD protocols for engagement X x x x x 5.1c Increase public awareness on the social, economic and ecological relevance of protected areas, wildlife and SFM using simplified and tailored messages that respond to the local context X x x x x 5.1d Strengthen partnerships with media to increase media knowledge and awareness, creating incentives for increased media reporting and creating media spotlight on forest related issues x x x x x 5.1eWork closely with communications officers from partner agencies to build awareness of forest related issues x x x x x 5.1f Sensitize partners & stakeholders on new and revised FD Programs x x x x x 5.1g Improve co-management agreement framework for PA management x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 39 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 5.1h Formalize co-management agreements with all co-managers (link: 6.1h) x x 5.1j Build partners’ capacity to conduct compliance and enforcement activities x x x x x 5.2 Strengthen efforts to meet obligations under Multilateral Environmental Agreements by 2023 5.2a In collaboration with stakeholders, align management plans to meet obligations of multi lateral environmental agreements (MEAs) i.e. CBD, RAMSAR, CITES x x x x x 5.2b Develop and implement a mechanismfor timely reporting ofMEAs, using the FIS and other data and information sources available through the FD and its partners x x x x x 5.3 Enhance or develop mechanisms to strengthen private/public partnerships for impactful programmatic implementation with stakeholders by 25% by 2023. 5.3a Utilize engagement protocols to guide development of formal FD partnerships (Link: 3.1n) x x x x x 5.3b Strengthen participation of private land owners and other non-government entities in sustainable forest management through incentive schemes under the NPASA x x x x 5.3c Strengthen public-private-partnerships (PPP) as a tool for implementation of programmatic activities x x x x 5.3d Monitor, assess and strengthen PPPs for effective program implementation x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 40 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 5: Enhance collaboration and stakeholders participation for improved efficiency and implementation of FD programs STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 5.3e Develop and apply mechanism for collaboration among stakeholders with responsibility for wildland fire management x x x x x 5.3f Sustain engagement, collaboration and cooperation of key government agencies for ongoing implementationof FD programs x x x x x TABLE 13 | Five-year Implementation Schedule for SO 6 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 41 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 6: Create a supportive, cohesive and inclusive work environment, and maintain SFM expertise through professional development STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 6.1 Institutionalize a Human Resource Management and Development Program (HRMDP) within the FD 6.1a DevelopaHuman Resource Management and Development Program (HRMDP) for the Forest Department (Link: 3.1c) x 6.1b Implement a Human Resource Management and Development Program (HRMDP) for the Forest Department (Link: 3.1c) X X X X 6.1c Monitor a Human Resource Management and Development Program (HRMDP) for the Forest Department (Link: 3.1c) X X x x 6.1d Establish organizational and programmatic SOPs and ensure ongoing sensitization of staff x x x x X 6.1e Develop (in collaboration with MAFFESDI, MPS, MOF, Public Service Union) a FD-specific appraisal system to enhance professional development and staff performance x 6.1f Pilot the FD-specific appraisal system x x X 6.1g Institutionalize (formalize) the FD-specific appraisal system X 6.1h Build employee engagement and retention through team building activities and additional financial and other incentives for staff x x x x X GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 42 TABLE 14 | Five-year Implementation Schedule for SO 7 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 7: Build the FD as an efficient service delivery organization STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 7.1 Modernize infrastructure across the Forest Department by 2023 7.1a Assess the FD work environment for prioritization of infrastructural investment x 7.1b Develop a Modernization and Investment Strategy and Plan for the FD x 7.1c Implement a modernization and investment strategy and plan for the FD x x x X 7.2 Enhance decision making through improved data management 7.2a Develop the Forest Information System (FIS) with associated protocols and populate associated databases x 7.2b Build staff capacity on protocols for use of the FIS (input, output, data collection and management) x x x X 7.2c Assess performance and adequacy of FIS x x X 7.3Strengthen FD planning and monitoring processes by 2023 7.3a Improve planning processes for the FD (strategic, operational, individual work plans) and link with FD internal staff appraisal system x x x x X 7.3b Establish a monitoring and evaluation system for FD Programs and incorporate specific monitoring actions into FIS protocols x 7.3c Implement the monitoring and evaluation system for FD Programs and incorporate specific monitoring actions into FIS protocols x x x x 7.3d Build FD capacity in use of the Programmatic monitoring and evaluation system x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 43 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 7: Build the FD as an efficient service delivery organization STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 7.3e Develop a strategic action plan, strategic financial plan and monitoring and evaluation plan for 2024-2028 x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 44 TABLE 15 | Five-year Implementation Schedule for SO 8 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 8: Harmonize and strengthen forest policies and legislation STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 8.1 Maintain a system of institutions, policies, regulations and incentives that support forest sustainability at multiple spatial scales by 2023 8.1a Update and seek approval for existing forest related policy, laws and regulations (CITES, Forest Act, Wildlife Protection Act, Wildlife Policy, Forest regulations, National Wildlife Fire Management Policy and Strategy, Co-management Framework/NPASA) x x x x x 8.1b Implement theCompliance Management and Monitoring Strategy (CMMS), in collaboration with enforcement agencies (Link: 3.1h) x x x x x 8.1c Institutionalize theCompliance and Monitoring Unit within the Forest Department, (Law Enforcement unit) x x x x 8.1d Sensitize FD personnel, partners and stakeholders on the approved policies and legislation x x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 45 TABLE 16 | Five-year Implementation Schedule for SO 9 GOAL 2: Organizational Excellence STATEGIC OBJECTIVE 9: Develop stable, diverse, sustainable sources of finances STRATEGY ILLUSTRATIVE ACTIVITY TIMELINE 2019-20 2020-21 2021-22 2022-23 2023-24 9.1 Identify and utilize focused and broad reaching financial mechanisms to facilitate effective implementation of the actions and the achievement of programmatic targets by 2023 9.1a Strengthen strategic financing for FD programs, ensure alignment of programs with funding sources x x x x x 9.1b Prepare policy brief to lobby for increased budgetary allocation from GoB in support of FD programs x x x x x 9.1c Identify and actively engage funding agencies that can provide support for programmatic strategy implementation x x x x x 9.2 Enhance consultative and participative processes with donors for leveraging of funds 9.2a Enhance internal FD capacity for project development and financial negotiation for leveraging funds x x x x x 9.3 Build partnerships to mobilize financing for sustainable forest management 9.3a Build relationships and engage potential financiers for enhanced support for FD programs x x x x x GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 46 4.2 SAP Implementation This SAP has been developed with the participation of key FD personnel. There are new Goals and SOs, complemented by a newly established Monitoring and Evaluation Frameworkand associated 2019-2023 M&E Plan. These are to be used to guide development of the Annual Operational Plans, the first of which commences almost immediately following the development of this SAP, for FY 2019-2020. This SAP will be used by the FD in its presentation of annual Operational Plans and development of annual budgets. It should be presented to the MAFFESDI and stakeholders as part of a “socialization process”, to introduce the Plan and its main elements. In particular it is important for the FD to communicate actions that relate to its stakeholders to ensure their buy-in and commitment that should ultimately result in incorporation of these actions, where relevant, into their own strategic and Operational Plans. 4.2.1 Next Steps and Annual Cycle Planning As part of the Operational Planning process, each programme and any supporting project should develop an intervention logic to ensure that the activities are aligned to the FD’s Goals and SOs that they can be tracked from the individual staff to Range to Program to overall strategic level targets and ultimately for determination of achievement of the organizational Vision. These are also important for planning and allocating resources. Staff sensitization will be a priority from the onset to ensure that all personnel understand and are committed to achievement of the 5-year Vision. Capacity building will be critical in areas of: planning, M&E and use of intervention logics for successful implementation of the SAP. Figure 5 is a graphical representation of the roadmap for planning for the FD over the next 5 years. The SAP is developed for 5 years, and is to be evaluated at the mid-point and final year. Adaptive management is used during annual planning, which is done in the last quarter of the current implementation year for commencement at the start of the next year. For the five years, annual operational plans are developed and implemented. Adaptive management is applied and actions adjusted as is necessary. Important FD personnel for these stages of planning are the CFO, administrative officer, program managers, and Officers in Charge (OICs). Program and range plans involve PMs and OICs. Indivdual staff plans flow from these and are expected to GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 47 reflect the higher level plans. It is important for the wider FD staff to be fully sensitized on the plans and changes made throughout their life. FIGURE 5 | Process Flow for SAP and OP Development GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 48 5.0 References Forest Department. 2006. Communication Strategy and Work Plan 2007-2010. Belize: Ministry of Natural Resources and Environmen. ———. 2005. Forest Department Strategic Plan 2005-2010, Forest Department, Belize. Forest Department. 2015 Forest Policy Consultation Notes. Forest Department. 2015. National Forest Policy, Forest Department, Belize. Government of Belize. 2009. Horizon 2030: National Development Framework for Belize 2010 2030, Government of Belize, Belize. LaunchPad Consulting. 2007. A Capacity Building Straetgy for the Forest Department. Ministry of Agriculture, Forestry Fisheries the Environment and Sustainable Development. 2016. National Biodiversity Strategy and Action Plan, Belize 2016-2020, Ministry of Agriculture, Forestry, Fisheries, the Environment and Sustainable Development, Belmopan, Belize. Ministry of Economic Development. 2016. Growth and Sustainable Development Strategy 2016 2019, Government of Belize, Belize. Selva Maya. 2017. Final Report: Institutional Assessment of the Forest Department of Belize, Forest Department. Forest Department. Statistical Institute of Belize. 2017 Abstract of Statistics 2017Belize: SIB. UNFF. 2017. "United Nations Strategic Forest Plan 2017-2030." Web page, [accessed 14 October 2018]. Available at https://www.un.org/esa/forests/documents/un-strategic-plan-for forests-2030/index.html. United Nations Department of Economic and Social Affairs. 2015. "United Nations Sustainable Development Goals." Web page, [accessed 6 November 2018]. Available at https://sustainabledevelopment.un.org/?menu=1300. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 49 ANNEX 1 | Alignment of FD Strategic Objectives with Forest Policy Objectives GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 50 ANNEX 2 | Alignment of FD SAP Strategic Objectives with NBSAP Goals and Targets NBSAP Goals (2016-2020) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 GOAL A: Improved environmental stewardship is demonstrated across all society in Belize, as is an understanding and appreciation of marine, freshwater and terrestrial biodiversity, their benefits and values. TARGET A1. By 2020, a framework has been designed and adopted to guide the harmonization of policies that positively impact biodiversity, across all Government departments. TARGET A2. By 2020, Belize has legislated and implemented a national harmonized system of environmental standards and incentives that promote environmental responsibility and sustainability. TARGET A3. By 2020, 100% of relevant national development decisions in Belize take into consideration ecosystem services and biodiversity relevance to the national economy. TARGET A4. By 2020, 100% of relevant Government, 75% of civil society and 50% of the general public in Belize have increased awareness and appreciation of biodiversity and demonstrate active good stewardship. GOAL B: Direct and indirect pressures on Belize’s marine, freshwater and terrestrial ecosystems are reduced to sustain and enhance national biodiversity and ecosystem services. TARGET B1. By 2020 primary extractive natural resource use in terrestrial, freshwater and marine environments is guided by sustainable management plans, with improved biodiversity sustainability. TARGET B2. By 2020, 80% of businesses monitored in Belize are compliant with environmental standards. TARGET B3. Between 2016 and 2020, Belize has limited its net rate of land use change for prioritized natural ecosystems / areas to no more than 0.6% per year. TARGET B4. BY 2020, Belize is restoring 30% of degraded ecosystems to maintain ecosystems and ecosystem services essential for increasing GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 51 NBSAP Goals (2016-2020) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 Belize’s resilience to climate change impacts. TARGET B5. By 2025, Belize is addressing its trans-boundary issues, with 20% reduc7on in terrestrial impacts and 50% reduction in illegal fishing from trans-boundary incursions. TARGET B6. By 2018, Belize has a strengthened system in place for early detection and effective management of invasive species. GOAL C: Functional ecosystems and viable populations of Belize’s biodiversity are maintained and strengthened. TARGET C1. By 2030, Belize’s natural landscapes and seascapes are all functional and build biodiversity resilience to climate change. TARGET C2. By 2020, three key corridors identified under the National Protected Areas Policy and System Plan are physically and legally established, and effectively managed. TARGET C3. Between 2016 and 2030, no species will become functionally extinct in Belize. TARGET C4. By 2020, average management effectiveness of the National Protected Areas System has increased to 80%. TARGET C5. By 2020, Belize is implementing a biosafety policy that safeguards against large-scale loss of biological integrity. GOAL D: Strengthened provision of ecosystem services, ecosystem based management and the equitable sharing of benefits from biodiversity. TARGET D1. By 2025, key ecosystem services are sustainably managed and resilient to threats. TARGET D2. By 2025, access to genetic resources and associated traditional knowledge is regulated and benefits arising from utilization are shared in a fair and equitable manner. GOAL E: The NBSAP is implemented effectively through capacity building, informed strategic decision making and integrated public participation. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 52 NBSAP Goals (2016-2020) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 TARGET E1. By 2020, all relevant government ministries, 75% of relevant civil society, and 25% of the private sector and general public are effectively involved in the implementation of the NBSAP. TARGET E2. By 2020, accurate and current data on Belize's natural resources and environmental services informs relevant national development decisions. TARGET E3. By 2020, Belize's NBSAP is being implemented effectively, monitored and evaluated, and achieving desired outcomes. Key: SO1 | Foster resilient, healthy functioning forest ecosystems SO2 | Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO3 | Deliver focussed programmatic strategies with measurable and impactful results SO4 | Maintain no net loss in forest cover in priority areas SO5 | Enhance collaboration and stakeholder participation for improved efficiency and implementation of FD programs SO6 | Create a supportive, cohesive and inclusive work environment and maintain SFM expertise through professional development SO7 | Build the FD as an efficient and effective service delivery organization SO8 | Harmonize and strengthen forest policies and legislation SO9 | Develop stable, diverse, sustainable sources of finance GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 53 ANNEX 3 | Alignment of the Strategic Objectives with the GSDS GSDS (2016-2019) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 GSDS: Enhance Social Cohesion and resilience; 2.5: Effective Livelihood Programs Action 1: Evaluate livelihood programs. GSDS 2.5 A1 GSDS 2.5 A1 GSDS 2.5 A1 GSDS 2.5 A1 Action 2: Strengthen community-driven approaches for the implementation of livelihood programs GSDS 2.5 A2 GSDS 2.5 A2 GSDS 2.5 A2 GSDS 2.5 A2 Action 3: Improve the coordination of livelihood programs GSDS 2.5 A3 GSDS 2.5 A3 GSDS 2.5 A3 Action 4: Promote sustainable livelihood programs in ecologically sensitive areas GSDS 2.5 A4 GSDS 2.5 A4 GSDS 2.5 A4 GSDS 2.5 A4 GSDS 2.5 A4 Critical Success Factor 3: Sustained or Improved Health of Natural, Environmental, Historical and Cultural Assets GSDS 3 3.1.1.a Action 1: Continue and strengthen implementation of the National Protected Areas Policy and System Plan GSDS 3.1.1.a. 1 GSDS 3.1.1.a. 1 GSDS 3.1.1.a. 1 GSDS 3.1.1.a. 1 GSDS 3.1.1.a. 1 3.1.1.b Action 2: Complete and implement the new land use policy incorporating consideration of ecosystem benefits and economic valuation of ecosystems GSDS 3.1.1.b. 2 GSDS 3.1.1.b. 2 GSDS 3.1.1.b. 2 Necessary Condition 4.1: Better Technical and Political Governance Systems GSDS 4.1 GSDS 4.1 GSDS 4.1 Action 1: Fully implement program budgeting, and seek budget efficiencies and synergies GSDS 4.1 A1 GSDS 4.1 A1 GSDS 4.1 A1 GSDS 4.1 Action 2: Continue implementation of other Public Finance Reform initiatives GSDS 4.1 A2 GSDS 4.5: Maintaining the Integrity of National Borders GSDS 4.5 GSDS 4.5 GSDS 4.5 GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 54 GSDS (2016-2019) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 GSDS 4.5 Action 1: Increase border patrols and border control GSDS 4.5 A1 GSDS 4.5 A1 GSDS 4.5 A1 GSDS 4.5 A1 GSDS 4.5 A1 GSDS 4.5 Action 2: Encourage and recognize volunteerism to monitor protected areas GSDS 4.5 A2 GSDS 4.5 A2 GSDS 4.5 A2 GSDS 4.5 A2 GSDS 4.5 A2 Human Resource and Capacity Development Strategy 1. Increasing flexibility in human resource management and allocation GSDS CDS1 GSDS CDS1 S2. Building capacity for sustainable development GSDS CDS2 GSDS CDS2 GSDS CDS2 GSDS CDS 2 S3. Increasing training allocation and strategic targeting GSDS CDS3 GSDS CDS3 GSDS CDS3 GSDS CDS3 S4. Skill shortages and retention GSDS CDS4 GSDS CDS4 GSDS CDS4 GSDS CDS4 GSDS CDS4 S6. Prioritize the retention of institutional knowledge GSDS CDS6 GSDS CDS6 CD Strategy Action 1: Complete a general review of capacity development needs CDS A1 CDS A1 A3: Mobilize and leverage the support of international agencies CDS A3 CDS A3 CDS A3 Key: SO1 | Foster resilient, healthy functioning forest ecosystems SO2 | Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO3 | Deliver focussed programmatic strategies with measurable and impactful results SO4 | Maintain no net loss in forest cover in priority areas SO5 | Enhance collaboration and stakeholder participation for improved efficiency and implementation of FD programs SO6 | Create a supportive, cohesive and inclusive work environment and maintain SFM expertise through professional development SO7 | Build the FD as an efficient and effective service delivery organization SO8 | Harmonize and strengthen forest policies and legislation SO9 | Develop stable, diverse, sustainable sources of financing GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 55 ANNEX 4 | United Nations Strategy on Forest (UNSF) 2030 UNSF (2030) FD Strategic Objectives SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 Reverse the loss of forest cover worldwide through sustainable forest management, including protection, restoration, afforestation and reforestation, and increase efforts to prevent forest degradation and contribute to the global efforts of addressing climate change Enhance forest-based economic, social and environmental benefits, including by improving the livelihoods of forest dependent people Increase significantly the area of protected forests worldwide and other areas of sustainably managed forests, as well as the proportion of forest products from sustainably managed forests Mobilize significantly increased, new and additional financial resources from all sources for the implementation of sustainable forest management and strengthen scientific and technical cooperation and partnerships Promote governance frameworks to implement sustainable forest management, including through the UN Forest Instrument, and enhance the contribution of forests to the 2030 Agenda. Enhance cooperation, coordination, coherence and synergies on forest-related issues at all levels, including within the UN System and across Collaborative Partnership on Forests member organizations, as well as across sectors and relevant stakeholders. GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 56 Key: SO1 | Foster resilient, healthy functioning forest ecosystems SO2 | Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO3 | Deliver focussed programmatic strategies with measurable and impactful results SO4 | Maintain no net loss in forest cover in priority areas SO5 | Enhance collaboration and stakeholder participation for improved efficiency and implementation of FD programs SO6 | Create a supportive, cohesive and inclusive work environment and maintain SFM expertise through professional development SO7 | Build the FD as an efficient and effective service delivery organization SO8 | Harmonize and strengthen forest policies and legislation SO9 | Develop stable, diverse, sustainable sources of financing GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 57 ANNEX 5 | Sustainable Development Goals 2030 (2015) SUSTAINABLE DEVELOPMENT GOALS FD STRATEGIC OBJECTIVES SO1 SO2 SO3 SO4 SO5 SO6 SO7 SO8 SO9 No poverty Zero Hunger Good Health and Well-Being Quality Education Gender Equality Clean Water and Sanitation Affordable and Clean Energy Decent Work and Economic Growth Industry, Innovation and Infrastructure Reduced Inequalities Sustainable Cities and Communities Responsible Consumption and Production Climate Action Life Below Water Life on Land Peace, Justice and Strong Institutions Partnerships for the Goals GOVERNMENT OF BELIZE FOREST DEPARTMENT STRATEGIC ACTION PLAN (2019-2023)| 58 Key: SO1 | Foster resilient, healthy functioning forest ecosystems SO2 | Enhance economic, social and environmental benefits of forests through sustainable utilization of forest resources by stakeholders SO3 | Deliver focussed programmatic strategies with measurable and impactful results SO4 | Maintain no net loss in forest cover in priority areas SO5 | Enhance collaboration and stakeholder participation for improved efficiency and implementation of FD programs SO6 | Create a supportive, cohesive and inclusive work environment and maintain SFM expertise through professional development SO7 | Build the FD as an efficient and effective service delivery organization SO8 | Harmonize and strengthen forest policies and legislation SO9 | Develop stable, diverse, sustainable sources of financing