INVESTING IN TREES AND LANDSCAPE ... - PROFOR

land must be unclaimed wilderness. The view of an extensive, virtually limitless expanse of land,
unfettered by formal boundaries and seemingly devoid of people, informs this approach to land use
and natural resource extraction.
In contrast to the resource-led approach, a rights-based system places rights at the heart of the
process, as rights-holders seek investors and partnerships to manage the sustainable use of the
natural resource assets they command (figure 3.2). This approach recognizes the autonomy of the
local people and their rights to determine the destiny of their land and participate in the income
from its effective management.
FIGURE 3.2. RIGHTS-BASED SYSTEM
Rights
Holders
manage
Natural
Resources
and
seek
Capital &
Partnerships
A genuine business partnership between investors and local rights-holders is both a manifestation
of the rights-based approach and the means by which it can be sustained. Unless investment is
forthcoming, economic development stagnates, and local or national governments might propose
the default resource-led system as the solution to releasing value from forests and landscapes.
Road Map to Implementing a Deal
Building an investment partnership with rural enterprises, in either forests or agribusiness, is in some
ways no different from mainstream investment. The process of discovery, relationship building,
negotiation, and implementation will be familiar to investors and bankers from any sector. However,
as previous sections of this chapter have noted, investing in trees and landscape restoration includes
specific challenges. At each stage, local counterparts will need advice, mentoring, and capacity
building, which can be supplied by an intermediary or soft investor. The process may not be strictly
linear, but it is an iterative one, which at certain points may require intervention. For instance, a
feasibility study should test the business concept and the community’s capacity to deliver it before
the investor is involved. Gaps identified at this stage need to be addressed, either by improving
the value proposition or by upgrading capacity and organizational strength. Later, the investor will
follow a due diligence process, which might identify additional gaps that require attention. At this
point, roles can be assigned to third parties such as NGOs and soft investors, and budgets allocated.
A successful deal includes a number of ingredients, such as those described in the following sections.
Preparation Phase
Creating a representative organizational entity that can make the deal
Identifying an appropriate body with clear decision-making power is widely perceived as a difficult
proposition, especially while respecting the need for wide participation. However, the answer lies in
the process: Only the community itself can define the composition and structure of the entity, usually
with help from a third party funded by soft investment. When the investor comes on the scene, this
body should be fully formed and able to present itself as a coherent entity that the investor can
recognize. It is not reasonable or desirable to expect the investor to be making judgments about
inclusion, gender, and the opaque politics of disparate communities that may be culturally and
Chapter 3. OPPORTUNITIES AND CONSTRAINTS FOR INVESTING IN FORESTS AND TREES IN LANDSCAPES
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