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In the analytical phase, we then have core institutions in the form of the NationalREDD Task Force together with its secretariat, which will serve as coordinatingbodies until a strategy is completed at the end of 2012. The building of knowledgestarted through the initialisation scoping and in-depth studies as well as through studytours. However, it was the development of a national framework for REDD, thatmarked the starting point for the Task Force.By the identification of stakeholders on various levels agents involvement in REDDwere mapped out. Three stakeholder characteristics were used to see how theseinteract; knowledge of the policy, interests related to it, and the ability to affect thepolicy process. First, we saw how information about REDD is being spread, topdown,and at the same time identifying major challenges. Then, looking atstakeholder‟s interests, it became clear that most attention is directed on the fundingmechanisms and the funds itself. However, conflicting interests could potentially beof major concerns when several agencies and ministries are included and addressedunder the same REDD umbrella. Lastly, we looked at the power aspect andstakeholders ability to affect the policy process, and concluded that with unclear rulesand the lack of knowledge of the power aspects of politics, a resource regime such asREDD could face serious issues with elite capture and corruption. In the next sectionwe define yet another phase to consider in the governance process of developing aREDD strategy, namely the consultative phase.6.1.2 The consultative phaseREDD policies in itself does not guarantee a functional REDD regime. To includeand create a feeling of ownership, political and economic actors on different levelshave been consulted. As a core component in the process of developing a NationalREDD Strategy, there has been two major consultations: the first in the process ofdeveloping a National Framework, and the second in the process of developing thestrategy (United Republic of Tanzania 2010).128