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7
FAO/UNEP/UN-Energy Bioenergy Decision Support Tool -
MODULE 4: Project Screening
Community
Representatives
Bioenergy Project
Task Force Leader
Project Proponents
and Investors
Technical
Working Group
Project Task Force
Members
Local or traditional
land and resource
rights
representatives
Licensing and
permitting
authorities
Public and private
infrastructure
support
agencies/companies
Figure 5: Possible coordination structure for large-scale bioenergy project
Table 2: Possible roles and responsibilities for participants in bioenergy project development
Bioenergy Project Task Force
Leader
Bioenergy Project Task Force
Members
Technical Working Group Community Representatives
• Communication with
project proponents
• Liaison to community
representatives
• Resolve conficts
• Convene meetings of
Project Task Force
• Oversee licensing and
permitting processes
• Decision-making on
project review and design
process
• Directing technical working
group on specifc
components
• Consult with authorities on
land use and tenure issues
• Direct environmental and
social impact assessment
Identify infrastructure
needs
• Evaluating biomass
resource/feedstock plan
• Checking feasibility of
conversion options
• Costing of components
• Financing options
• Carry out environmental
and social impact
assessment
• Technical analysis of
supporting infrastructure
• Knowledge on soil
quality and other physical
characteristics
• Represent interests of
local businesses and
social groups
• Address gender issues
• Evaluate local labour
availability
• Support environmental
and social impact assess-
ment, e.g. with feld
surveys
lead in working with the project proponent on impact assess-
ment and the approval process in order to make the interaction
with stakeholders and communities more effective; the leader
of this task force will play a key role in coordinating directly with
key stakeholders. A diagram showing some of the relationships
is given in Figure 5. Some possible roles and responsibilities for
the various groups and persons are summarised in Table 2. It is
important to note that only large projects with signifcant impacts
are likely to warrant their own task force; such determination shall
be made based by the responsible authorities when the project is
proposed.
The project task force leader coordinates closely with community
representatives and with the project proponents and/or investors;
for a large project involving signifcant amounts of land and/or
levels of fnancing, this might be a full-time job until the project is
underway. The project task force members might be drawn from
relevant agencies, depending on the sector(s) and applications
(agriculture, forestry, industry, etc.) and deal with specifc aspects
of the project review and project plan.
The project task force could potentially have a direct relation
to the bioenergy strategy, where a strategy exists and includes
some type of ongoing supportive organisational apparatus
<Mod3-Implementation>.
The project task force could be seen
as a subset of the bioenergy strategy task force; the formation
of a project task force can then directly apply guidelines from
the bioenergy strategy. When the project is linked into a larger
programme, there should already be some management and
technical support available
<Mod3: Implementation: Programme
Development>.
IDENTIFYING STAKEHOLDERS
A large-scale bioenergy project can impact a wide range of
people due to the land and resources required and the inherent
connection to livelihoods; consequently, there can be a wide
range of stakeholders with some type of concern or interest that