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FAO/UNEP/UN-Energy Bioenergy Decision Support Tool -
MODULE 2: Designing a Strategy
MODULE 2: Designing a Strategy
Designing a bioenergy strategy requires a wide range of
stakeholders engaging in a comprehensive process to establish
key objectives and determine how the objectives will be achieved.
The strategy requires evaluation of linkages, synergies and
conficts across the objectives and addresses trade-offs within the
broader context of energy, environment and development policies.
The technologies and implementation models identifed within the
strategy must ft with national and/or regional characteristics in
biophysical and socio-economic terms. Opportunities and risks
must be assessed and risk mitigation approaches designed as
appropriate. Figure 1 illustrates the overall decision framework for
designing a bioenergy strategy, based on three phases:
Context Analysis
includes the evaluation of the policy
objectives and an exploration of the alternatives available
to meet the objectives in terms of sectors and applications
using data on the overall energy and biomass alternatives as
compared with the “status quo.”
Bioenergy Options and Resource Baseline
feedstocks and technology options available, analysis on the
type and location of biomass sources, implementation options
and an assessment of risks and possible mitigation options.
Defning an Implementation Strategy
refers to legal and policy
frameworks for carrying out and monitoring bioenergy actions
in the strategy.
Embodied in this decision framework are six questions, which
can be summarised rather simply as: Who, Why, Which, What,
Where, and How. Figure 2 gives examples of key issues for these
six questions, which are discussed in further detail below. The
entire strategy design process should be inclusive, based on
engagement with relevant stakeholders in government, the private
sector and civil society to ensure that the interests and concerns
of all affected by bioenergy decisions are adequately taken into
consideration. The stakeholders will often interact through some
type of steering committee and/or bioenergy task force that
guides the design of the strategy.
The decision framework, roles of stakeholders, decision
processes and types of assessments involved are discussed
in more detail below, including various examples and some
discussion as to how to integrate the results from the various
steps and questions. Due to the breadth and complexity of
bioenergy alternatives, it is not possible to address all the possible
options, feedbacks and decision paths. The discussion below
attempts to include those aspects and linkages that are most
common and/or tend to be signifcant in economic and environ-
mental terms.
Who? – Actors and Stakeholders
Designing a bioenergy strategy requires consideration of many
cross-cutting and cross-sectoral issues and thus requires
cooperation across several different ministries and agencies;
consequently it will generally be appropriate to organise
bioenergy strategy development through a Task Force. The frst
Figure 1: Bioenergy Strategy Formulation Decision Framework
Context Analysis. Objectives and Alternatives
Relevant Policies
and Strategies
Domestic Energy Needs
and Resources
Bioenergy “Status Quo”
and Lessons
Linkages and
Selection of Technology Options/ Priorities
Developing an Implementation Strategy
Practical Implementation :
Selecting Technical Priorities & Defining an Implementation Strategy:
Assessment of Risks and Opportunities –
Guiding Questions and Mitigation Options and Approaches
Bioenergy Options and Resource Baseline:
Assessment and Mapping with Guiding Questions
Technology Options
Land Suitability Assessments
Implementation Options