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FAO/UNEP/UN-Energy Bioenergy Decision Support Tool -
MODULE 2: Designing a Strategy
The bioenergy task force is the driving force in designing the
bioenergy strategy and may also be among the key groups
involved in its implementation; the task force should not be a
stand-alone institution, but rather should be integrated with
existing policy-making bodies, and include representatives from
key stakeholder groups. A possible structure for the bioenergy
strategy process is shown in Figure 4; it shows the relations
among the Task Force, the Task Force Coordinator(s), public
offcials and other stakeholders.
The task force coordinator is clearly a central fgure in the process
and communicates with high-level government representatives
and international representatives with direct interest or
involvement in energy and environmental policies. The task force
coordinator could be someone from the ministry, agency and/or
department responsible for energy policy development; however,
he/she could also be from a department or agency concerned
with rural development, agriculture or other key policy areas. The
task force coordinator should be someone with considerable
experience in energy and/or resource policies but also needs the
diplomatic skills to work with people from many different political
and economic levels and the analytical skill to work across many
disciplines and thematic issues. The task force members focus
on the strategy itself, while technical analysis is done by advisors
and consultants under the guidance of the task force. In smaller
countries or where the role of bioenergy is somewhat limited,
it may be feasible for the members of the task force to take
responsibility for analyses if persons with suffcient technical skills
are included. Possible roles and responsibilities for the various
groups and persons are summarised in Table 2.
The bioenergy task force convenes a stakeholder forum in
order to solicit feedback in a structured manner, based on the
recommendations established for bioenergy options and policy
frameworks. The stakeholder forum serves as a sounding board
for testing ideas and reconciling them with the reality of expertise
and experience that is available locally, nationally, regionally and
internationally. A stakeholder forum will need to be implemented
through structured meetings and other methods of dissemination
and communication (e.g. policy briefngs, open meetings, etc.)
and should where feasible be complemented with an appropriate
internet platform.
The stakeholder forum is likely to be a fairly broad group due to
the fact that bioenergy development relates to—and relies upon—
many different sectors, starting with the feedstocks from the
agriculture and forestry sectors and continuing with various public
agencies and private sector organisations that are responsible
or concerned with other stages in the bioenergy production
chain. Bioenergy expansion has implications related to fnance,
trade and industry and thus the associated national government
authorities will also have a valuable role to play. Private sector
operators and fnancing agencies are also important partners in
bioenergy development as are non-governmental and civil society
organizations that represent the needs and views of specifc
interest groups.
Table 2: Possible roles and responsibilities for participants in bioenergy strategy process
Source: Adapted from EUEI, 2009
Agencies and
Producer Groups
and Private
Other Public
Civil Society
Advisors and
Bioenergy Task
Force Members
Bioenergy Task
Bioenergy Task Force
Bioenergy Task Force
Advisors and Technical
Stakeholder Forum or
Reference Group
• Communication with
high-level offcials
• Coordinating process
and inputs to strategy
• Liaison with development
partners (if any)
• Resolving conficts
• Convening Meetings of the
Task Force
• Executive decision-making
• Setting targets and
monitoring progress
• Liaising with and/or
directing advisors and
• Convene and manage the
Stakeholder Forum
• Possible implementing role
• Data gathering and analysis
• Providing technical input
• Baseline projections
• Scenario development
• Quality control check
International perspectives
and experiences
• Sharing experience and
• Provision of local and
community data
• Sounding board for
fndings, analysis and
• Ensuring transparency
• Possible implementing role
Figure 4: Possible coordination structure for the bioenergy strategy process