Managing Planning and Development of Citie- 26-2-24.docx
Charlie Henderson insetting guide
2. Purpose and contents
• A practical tool to help businesses and
developers understand and implement
Insetting
• Aimed at those with an interest in
enhancing ecosystems such as commodity
producers and development agencies
• Written for laypeople
• Section One: explains Insetting
• Section Two: benefits of Insetting
• Section Three: examples of Insetting projects
• Section Four: Five Steps of Insetting
3. Section One: What is Insetting?
• An approach which strengthens the link between
farmers and buyers along procurement chains
• Payments are often made to smallholder farmers
(PES)
• Ecosystem Service applications:
• Mitigation of carbon emissions
• Water provision (quality and evenness of flow)
• Enhancement of
biodiversity
• Increasing soil
nutrients
4. Section Two: Benefits of Insetting
Solutions to critical business issues:
• Buttressing fragile supply chains
• Degradation of supporting ecosystems
• Reduction of ‘difficult to address’ supply chain GHGs
• Customer demand for procurement chain transparency
• Evolving CSR agenda
• Long term: supports livelihoods, protects cash crop incomes
and ecosystems
7. • Is your agricultural supply chain
threatened by climate change or
are supporting ecosystems
degraded?
• Are your customers demanding
more transparency about your
interaction with the supply chain?
• Have you undertaken a carbon
footprint of your value chain, do
you have GHG mitigation targets
and are you looking for ways to
reduce your Scope III emissions?
• Are you interested in
strengthening relationships with
smallholder farmers and improving
livelihoods?
If the answer is YES to any of the
questions below, Insetting could help
you..
8. 1. Suitable location
2. Farmers
communities
3. Potential activities
4. Scale and time
5. Incentives to farmers
6. Funding and resources
7. Team
8. Getting technical
9. Certification
10.Project Idea Note (PIN)
This could include:
9. 1.Good governance
2.Management
3.Carbon / ecosystems
4.VALID credits
5.Farmer and
community
payments
6.Project Design
Document (PDD)
7.Validation
This could include:
10. 1.Launch event
2.Farmer clubs
3.Farmer contracts
4.Training and
demonstration
5.Monitoring
6.Payment and
realising
ecosystem
benefits
Common tasks and techniques:
12. Acknowledgements
• Special thanks to the Calouste
Gulbenkian Foundation
• And all contributors:
Dr Richard Tipper of Ecometrica, Paul Comey of
Sustainable Food Lab, Mårten Lind of ZeroMission, Tristan
Lecomte of Pur Projet, Simon Locke of Body Shop, Damien
Canning of Costain, Jefferson Shriver of Catholic Relief
Services and Cristina Talens of Source Climate Change
Coffee
Hinweis der Redaktion
As per CH research:
- demonstrates GHG mitigation
- meets the needs of customers
- strengthens supplier relationships
- addresses supply chain risks
drives climate agenda
As per CH research:
- demonstrates GHG mitigation
- meets the needs of customers
- strengthens supplier relationships
- addresses supply chain risks
drives climate agenda
As per CH research:
- demonstrates GHG mitigation
- meets the needs of customers
- strengthens supplier relationships
- addresses supply chain risks
drives climate agenda
As per CH research:
- demonstrates GHG mitigation
- meets the needs of customers
- strengthens supplier relationships
- addresses supply chain risks
drives climate agenda
• Suitable location: within your ‘sphere of influence’, with potential for ecosystem and supply chains enhancement, accessible by vehicle and which will provide an adequate incentive to change unsustainable practices;
• Farmers and communities: legitimate involvement requires fair access, information, decision-making and distribution of co-benefits. Ideally, participants should have long term rights of tenure over land, and an existing mutually beneficial partnership with you;
• Potential activities: e.g. avoided deforestation, afforestation, agroforestry and agro-ecological farming practices such as reduced tillage or soil enhancement. Technology-based activities may include projects such as biogas, bioslurry or improved cookstoves;
• Scale and time: at a geographical level, and for long enough to provide meaningful impact, such as significant carbon sequestration or the ability to improve catchment water quality;
• Incentives to farmers: such as Payments for Ecosystem Services (PES) at levels which are meaningful in livelihood terms, are in line with costs involved, and will provide an adequate incentive to change behaviour;
• Funding and resources: required to initiate, govern and manage the programme;
• Team: how the project will be managed;
• Getting technical: considering monitoring, reporting and verification requirements as well as feedback channels;
• Certification: decide whether recognition by a Standard is important for you and your stakeholders. If so, choose one which recognises your project type and methodology, meets your needs for community engagement and is flexible enough to recognise multiple impacts;
• Project Idea Note: producing a PIN to summarise concepts for dissemination and consultation.
• Good governance: choosing an experienced board and structure which will be legally robust, represent the needs of the community and business, and direct the programme effectively;
• Management: appointing a core team and partners who have the balance of skills and ability to set goals and undertake activities effectively and on time;
• Carbon / Ecosystems: develop a technical specification (‘Tech Spec’) which will deliver the required GHG reductions, ecological and livelihood outcomes, meet certification needs and will pass peer-reviewed scrutiny;
• VALID credits: ensure project is Verifiable; Additional; avoids Leakage; avoids Impermanence; is not Double-Counted;
• Farmer and community payments: ensure the payment structure is established in a transparent way, will deliver the required outcomes, meets the requirements of the chosen standard and is to the satisfaction of the participants and the community;
• Project Design Document: write a detailed PDD, which contains all relevant information (for some certification standards);
• Validation: this process involves review by an external auditor and implementing corrective actions.
Launch event: to celebrate success, bring the community together with the team, partners and board and share a common vision;
• Farmer clubs: bring community members together to share experiences and knowledge, and demonstrate techniques. Existing structures such as co-operatives, outgrower associations or savings clubs are popular starting points;
• Farmer contracts: agreements to undertake planting / land enhancement in return for incentives are critical, and legal documents, which have profound ethical dimensions, require sensitivity from the project team;
• Training and demonstration: ‘seeing is believing’ for farmers, and tangible demonstrations help with understanding new techniques;
• Monitoring: establishing an effective monitoring and reporting system will help ensure targets are met at reasonable costs. GIS and mapping are commonly used to keep track of progress – a requirement for any certification standard;
• Payment and realising ecosystem benefits: a payment (including in-kind) may be made by the Insetter to the project at the end of phase one, in return for delivery of benefits (such as GHG reductions). Different accounting systems are possible (and allowed by certification standards), which influence the timing of these payments
Expanding the scope: successes in some project areas may be replicated through bringing other farmers into the programme and expanding the land under management;
• Local Partnerships: regular interaction is required to ensure delivery against management agreements, that benefits are being delivered and claimed correctly, incentives are being distributed and disputes are settled;
Verification: requires a full presentation of programme progress, land / tree monitoring and often farmer interviews. Success is often linked to further payments. The Plan Vivo Standard, for example, requires a five-yearly verification cycle;
• External communication: progress reports, case studies and success stories are often helpful in keeping the programme on the agenda of the Insetter. Images, videos and farmer profiles are useful communication techniques. Partnerships with external networks also help to share project success and experiences.