|
|
| (6 intermediate revisions by 4 users not shown) |
| Line 1: |
Line 1: |
| | + | = Overview<br/> = |
| | | | |
| − | The [http://www.euei-pdf.org/thematic-studies/biomass-energy-sector-planning-guide Biomass Energy Sector Planning Guide] is a fully revised edit of the Biomass Energy Strategy Guide (BEST). The Guide was jointly developed by the [http://www.euei-pdf.org/ Partnership Dialogue Facility of the European Union Energy Initiative (EUEI PDF)] and the [http://www.giz.de/expertise/html/2769.html GIZ Sector Program Basic Access to Energy (HERA)]. Its main purpose is to assist stakeholders in government institutions in the development of efficient and coordinated management strategies in the biomass energy sector. The targeted institutions include ministries and government agencies responsible for energy, forestry, gender, environmental protection, rural development and agriculture. The Guide can also be used as a tool by civil society actors and donor agencies for raising awareness about the importance of the biomass sector. | + | The [http://www.euei-pdf.org/thematic-studies/biomass-energy-sector-planning-guide Biomass Energy Sector Planning Guide] is a fully revised edit of the '''Biomass Energy Strategy Guide (BEST)'''. The Guide was jointly developed by the [http://www.euei-pdf.org/ Partnership Dialogue Facility of the European Union Energy Initiative (EUEI PDF)] and the [http://www.giz.de/expertise/html/2769.html GIZ Sector Program Basic Access to Energy (HERA)]. Its main purpose is to assist stakeholders in government institutions in the development of efficient and coordinated management strategies in the biomass energy sector. The targeted institutions include ministries and government agencies responsible for energy, forestry, gender, environmental protection, rural development and agriculture. The Guide can also be used as a tool by civil society actors and donor agencies for raising awareness about the importance of the biomass sector.<br/> |
| | | | |
| − | The Guide is based on the experience of EUEI PDF and GIZ in Botswana, Lesotho, [[Malawi_Energy_Situation|Malawi]], [[Rwanda_Energy_Situation|Rwanda]], Mozambique, Ethiopia, Tanzania, Nepal and Sierra Leone. Even though this guide is largely built on experience in Africa, its relevance goes beyond Africa. The methodology of identifying gaps and developing management strategies can be applied to all countries where biomass is a key fuel for households and small enterprises. | + | The Guide is based on the experience of EUEI PDF and GIZ in Botswana, Lesotho, [[Malawi Energy Situation|Malawi]], [[Rwanda Energy Situation|Rwanda]], [[Mozambique Energy Situation|Mozambique]], [[Ethiopia Energy Situation|Ethiopia]], [[Tanzania Energy Situation|Tanzania]], [[Nepal Energy Situation|Nepal]] and Sierra Leone. Even though this guide is largely built on experience in Africa, its relevance goes beyond Africa. The methodology of identifying gaps and developing management strategies can be applied to all countries where biomass is a key fuel for households and small enterprises. |
| | | | |
| | <br/> | | <br/> |
| | | | |
| − | <br/> | + | = Background<br/> = |
| | | | |
| − | == '''<u>Background</u>''' == | + | Worldwide an estimated 2.6 billion people – nearly 40% of the global population – depend on traditional [[Basics on Biomass|biomass]] for cooking, of which 95% live in Sub-Saharan Africa and developing Asia<ref name="World Energy Outlook, 2013">World Energy Outlook, 2013</ref>. In some developing countries, biomass accounts for more than 90% of primary energy consumption. While this proportion may decline, it is unlikely that absolute consumption of biomass will decrease over the coming decades due to population growth and urbanisation trends (see table 1).<br/> |
| | | | |
| − | Worldwide an estimated 2.6 billion people – nearly 40% of the global population – depend on traditional biomass for cooking, of which 95% live in Sub-Saharan Africa and developing Asia (World Energy Outlook, 2013). In some developing countries, biomass accounts for more than 90% of primary energy consumption. While this proportion may decline, it is unlikely that absolute consumption of biomass will decrease over the coming decades due to population growth and urbanisation trends (see table 1).
| + | {| cellspacing="1" cellpadding="5" border="1" style="width: 100%" |
| | + | |- |
| | + | | |
| | + | <u>Table 1: </u>Projection of dependence on wood fuel (millions of people) by 2030 |
| | | | |
| − | [[File:Projection of dependence on wood fuel (millions of people) by 2030.png|557px|alt=Projection of dependence on wood fuel (millions of people) by 2030.png]] | + | [[File:Projection of dependence on wood fuel (millions of people) by 2030.png|557px|alt=Projection of dependence on wood fuel (millions of people) by 2030.png]]<br/> |
| | | | |
| − | ''Projection of dependence on wood fuel (millions of people) by 2030''
| + | |} |
| | | | |
| − | <br/>Although negative perceptions of biomass energy are widespread, biomass is not necessarily an unsustainable or backward fuel. Sustainability of biomass use depends on the practices applied in the value chain including forest management techniques and the efficiency of conversion and use. | + | <br/> |
| | + | |
| | + | Although negative perceptions of biomass energy are widespread, biomass is not necessarily an unsustainable or backward fuel. Sustainability of biomass use depends on the practices applied in the value chain including forest management techniques and the efficiency of conversion and use.<br/> |
| | | | |
| | Currently, a large part of biomass activities are conducted informally. However, a suitable and functioning regulatory framework can move biomass activities to the formal sector. This provides security for producers and traders to invest in better and more sustainable production methods. It also opens the way to intervene positively in the sector. | | Currently, a large part of biomass activities are conducted informally. However, a suitable and functioning regulatory framework can move biomass activities to the formal sector. This provides security for producers and traders to invest in better and more sustainable production methods. It also opens the way to intervene positively in the sector. |
| Line 22: |
Line 28: |
| | <br/> | | <br/> |
| | | | |
| − | <br/> | + | = <span style="line-height: 30.46px; font-size: 22px">Process</span> = |
| | | | |
| − | == '''<u>Process</u>''' ==
| + | The <u>Biomass Energy Sector Planning Guide </u>provides a methodology for developing more efficient and cross-sectoral management structures. Six stages for improving biomass energy sector governance are outlined, leading to a fully implemented biomass energy strategy. Each stage consists of several steps, having their own objectives and output. Prior to these intervention stages, a '''preparatory step''' is outlined that helps to identify the relevant government agency and assign a specific lead institution. |
| | | | |
| − | The <u>Biomass Energy Sector Planning Guide </u>provides a methodology for developing more efficient and cross-sectoral management structures. Six stages for improving biomass energy sector governance are outlined, leading to a fully implemented biomass energy strategy. Each stage consists of several steps, having their own objectives and output. Prior to these intervention stages, a '''preparatory step''' is outlined that helps to identify the relevant government agency and assign a specific lead institution.
| |
| | *In the '''Analysis and Team Formation''' stage, a functioning inter-sectoral implementing team is formed with all stakeholders involved agreeing on a common vision for the biomass energy sector and the objectives of restructuring. | | *In the '''Analysis and Team Formation''' stage, a functioning inter-sectoral implementing team is formed with all stakeholders involved agreeing on a common vision for the biomass energy sector and the objectives of restructuring. |
| − | *It is important to understand the state of the sector in order to define the scope of the restructuration. A '''Baseline Sector Analysis''' is therefore conducted to explore the current energy supply and demand situation. By knowing the main challenges, the scope and process of the intervention can be determined. | + | *It is important to understand the state of the sector in order to define the scope of the restructuration. A '''Baseline Sector Analysis''' is therefore conducted to explore the current energy supply and demand situation. By knowing the main challenges, the scope and process of the intervention can be determined. |
| | *It is also important to assess the possible future development of the sector. Potential changes in supply and demand under prevailing or likely conditions are therefore assessed and different '''Scenarios''' are developed. The consequent interventions are based on these scenarios that provide information about expected consumption, resource shortages and market shares of different fuels. | | *It is also important to assess the possible future development of the sector. Potential changes in supply and demand under prevailing or likely conditions are therefore assessed and different '''Scenarios''' are developed. The consequent interventions are based on these scenarios that provide information about expected consumption, resource shortages and market shares of different fuels. |
| | *Based on the above, a set of '''Interventions''' are formulated and selected. This includes the identification of specific objectives with a certain timeframe and estimated allocated funds. It also consists of conceiving a governance structure for the implementation. | | *Based on the above, a set of '''Interventions''' are formulated and selected. This includes the identification of specific objectives with a certain timeframe and estimated allocated funds. It also consists of conceiving a governance structure for the implementation. |
| Line 36: |
Line 41: |
| | As the needs in countries differ, the process can be concluded at the end of each stage, with useful outcomes.<br/> | | As the needs in countries differ, the process can be concluded at the end of each stage, with useful outcomes.<br/> |
| | | | |
| − | == '''<u>Lessons learnt: Why the BEST Guide was fully revised to become the Biomass Energy Sector Planning Guide</u>''' ==
| + | <br/> |
| | + | |
| | + | = Lessons Learnt: Why the BEST Guide was fully revised to become the Biomass Energy Sector Planning Guide = |
| | | | |
| − | ==== '''The BEST Approach''' ==== | + | == The BEST Approach == |
| | | | |
| − | The Biomass Energy Strategy (BEST) initiative was originally established to support governments in the development of national biomass energy strategies. It provided a structured and replicable approach on how to develop comprehensive strategies. The lessons learnt from the initial country projects were bundled in the first BEST-Guide, which proposed a systematic and ongoing strategy development process following a consultative and participative approach. The Biomass Energy Sector Planning Guide builds on this approach, taking into account the experience of using the BEST methodology in a number of countries. | + | The '''Biomass Energy Strategy (BEST)''' initiative was originally established to support governments in the development of national biomass energy strategies. It provided a structured and replicable approach on how to develop comprehensive strategies. The lessons learnt from the initial country projects were bundled in the first BEST-Guide, which proposed a systematic and ongoing strategy development process following a consultative and participative approach. The Biomass Energy Sector Planning Guide builds on this approach, taking into account the experience of using the BEST methodology in a number of countries. |
| | | | |
| | <br/> | | <br/> |
| | | | |
| − | ==== '''Lessons Learnt from Implementing the BEST methodology''' ==== | + | == Lessons Learnt from Implementing the BEST Methodology == |
| | | | |
| | The application of the BEST methodology in a number of countries has demonstrated a number of challenges in strategy development for the biomass sector. The challenges are caused as much by the complexity of the content as by the complexity of the multi-stakeholder nature of the biomass sector. | | The application of the BEST methodology in a number of countries has demonstrated a number of challenges in strategy development for the biomass sector. The challenges are caused as much by the complexity of the content as by the complexity of the multi-stakeholder nature of the biomass sector. |
| | + | |
| | *Firstly, there are often conflicting interests between various stakeholders in the sector (e.g. forest protection vs household energy use). | | *Firstly, there are often conflicting interests between various stakeholders in the sector (e.g. forest protection vs household energy use). |
| | *Secondly, the biomass sector operates largely in the informal sector which is very hard to regulate. | | *Secondly, the biomass sector operates largely in the informal sector which is very hard to regulate. |
| Line 53: |
Line 61: |
| | *Fifth, a strategy is not in every country the desired and viable output; some countries are already greatly helped if information becomes available or coordination improves in the biomass sector, while others can develop and implement a full strategy and action plan. | | *Fifth, a strategy is not in every country the desired and viable output; some countries are already greatly helped if information becomes available or coordination improves in the biomass sector, while others can develop and implement a full strategy and action plan. |
| | | | |
| − | ==== <br/>'''The altered focus of the Biomass Energy Sector Planning Guide''' ====
| + | == <br/>The Altered Focus of the Biomass Energy Sector Planning Guide == |
| | + | |
| | + | <u>Lessons learnt were integrated into the preparation and implementation process. The key differences are:</u> |
| | | | |
| − | Lessons learnt were integrated into the preparation and implementation process. The key differences are:
| |
| | *Definition of a clear vision for the biomass sector at the start of the process, shared among all stakeholders. This will set the stage for the development of a strategy. Close cooperation with the different stakeholders ensures the inclusion of the interests of all relevant stakeholders. | | *Definition of a clear vision for the biomass sector at the start of the process, shared among all stakeholders. This will set the stage for the development of a strategy. Close cooperation with the different stakeholders ensures the inclusion of the interests of all relevant stakeholders. |
| | *Strictly defining monitoring and cut-off points during the process promotes regular evaluation of the objectives and the defined processes. | | *Strictly defining monitoring and cut-off points during the process promotes regular evaluation of the objectives and the defined processes. |
| Line 61: |
Line 70: |
| | *The staged approach, where the end product is not necessarily a strategy, but can also be other outcomes, caters for the needs and capacities of different countries. However, early in the process the desired outcome should be decided on and formulated clearly. | | *The staged approach, where the end product is not necessarily a strategy, but can also be other outcomes, caters for the needs and capacities of different countries. However, early in the process the desired outcome should be decided on and formulated clearly. |
| | | | |
| − | [[Category:Biomass]] | + | <br/> |
| | + | |
| | + | |
| | + | = Download<br/> = |
| | + | |
| | + | *[http://www.euei-pdf.org/en/download/file/fid/2249 Biomass Energy Sector Planning Guide (EUEI-PDF & GIZ)]<br/> |
| | + | *[http://www.euei-pdf.org/en/download/file/fid/2250 Guide de Planification du Secteur de la Biomasse (EUEI PDF & GIZ)]<br/> |
| | + | |
| | + | <br/> |
| | + | |
| | + | |
| | + | = Further Information = |
| | + | |
| | + | *[[Portal:Bioenergy|Bioenergy portal on energypedia]]<br/> |
| | + | *[[Basics on Biomass|Basics on Biomass]] |
| | + | |
| | + | <br/> |
| | + | |
| | + | = References<br/> = |
| | + | |
| | + | <references /> |
| | + | |
| | [[Category:Energy_Efficiency]] | | [[Category:Energy_Efficiency]] |
| | + | [[Category:Cooking_Energy]] |
| | + | [[Category:Bioenergy]] |
| | + | [[Category:Renewable_Energy]] |
| | + | [[Category:Powering_Agriculture]] |
| | + | [[Category:Biomass]] |
Worldwide an estimated 2.6 billion people – nearly 40% of the global population – depend on traditional biomass for cooking, of which 95% live in Sub-Saharan Africa and developing Asia[1]. In some developing countries, biomass accounts for more than 90% of primary energy consumption. While this proportion may decline, it is unlikely that absolute consumption of biomass will decrease over the coming decades due to population growth and urbanisation trends (see table 1).
Although negative perceptions of biomass energy are widespread, biomass is not necessarily an unsustainable or backward fuel. Sustainability of biomass use depends on the practices applied in the value chain including forest management techniques and the efficiency of conversion and use.
Currently, a large part of biomass activities are conducted informally. However, a suitable and functioning regulatory framework can move biomass activities to the formal sector. This provides security for producers and traders to invest in better and more sustainable production methods. It also opens the way to intervene positively in the sector.
As the needs in countries differ, the process can be concluded at the end of each stage, with useful outcomes.
The application of the BEST methodology in a number of countries has demonstrated a number of challenges in strategy development for the biomass sector. The challenges are caused as much by the complexity of the content as by the complexity of the multi-stakeholder nature of the biomass sector.
