How CSFEP’s evolving model reflects its learning
In 2021, the Climate Smart Forest Economy Program (CSFEP) selected and launched 15 on-the-ground breakthrough initiatives -- projects that demonstrated innovative, climate-smart approaches to building a sustainable forest economy. These projects, ranging from single buildings to large-scale value chain alliances, involved partnership with local organizations. CSFEP contributed expertise, tools, and support, working alongside partners to advance initiative outcomes.
It was a whirlwind few years of exciting successes. We signed a Memorandum of Understanding with the government of Bhutan to support a national-level strategy; we partnered with CASSA, an innovative construction firm in Guatemala, to build refugee housing from bamboo; and we piloted the use of local building materials in a village in northern India, alongside the Aga Khan Agency for Habitat. And that was just the start. We were energized by the strong partnerships and creative projects that arose from these collaborations-- and very optimistic about the impact we could have on forest and communities.
However, in the end, our results showed mixed outcomes. When we look back at those 15 initiatives, while there are some clear standout successes, less than half of the initiatives are still active today.
So why did our approach sometimes work, and other times fall flat? In looking back across the initiatives, we were able to distill our learning into three core principles, which now guide our work.
We need to focus on low- and middle-income countries in the Global south, where there is greatest impact potential, because of growing construction markets and ongoing deforestation and forest degradation. Across our portfolio, initiatives in Global South countries had the most motivated partners and, therefore, the highest likelihood of success.
We must shift from a focus on single projects to a regional focus. In initiatives where the scope was bigger and included more partners, we saw more lasting, long-term impact.
We need to listen to the priorities of values-aligned partners on the ground and not push our views. In projects where stakeholders owned the decision making and set the agenda, they were more committed to ensuring it was realized.
Although we realized those first two points quickly and started adjusting our model accordingly, it was actually the third point that took us the longest to realize--and has meant the biggest shifts in how we operate.
#1: Focus on low- and middle-income countries in the Global South
Since 2020, CSFEP has partnered with communities around the world to explore building regenerative forest economies. Our model reduces construction emissions by replacing high-carbon materials such as steel and cement with renewable options such as timber and bamboo. The model also supports forest health by generating revenue for sustainable forest management, restoration, and climate adaptation strategies.
Our initial initiatives spanned 10 countries, half above the equator and half below. Consistently, across our portfolio, we saw the highest impact in the Global South—where demand for both new construction and sustainable forestry is urgent. Any scan of Global South data confirms this: for example, experts predict that by 2040, Asia1 will account for nearly half of new construction globally, and around 70% of Sub-Saharan Africa’s future building stock will be constructed by then.2 At the same time, 95% of global deforestation occurs in Latin America, Southeast Asia and Africa.3 Clearly, there is immense potential for impact in the Global South.
Nonetheless, we saw that the global biobased construction industry remains largely focused on the Global North. And not without good reason: investment and political support are often easier to secure; popular products require Global North tree species; and demand for biobased construction is already established.
In 2023, recognizing the untapped potential in the Global south—and the lack of organizations working in the region— CSFEP made the decision to narrow its focus to low- and middle-income countries, primarily in the Global South.
#2: From single buildings to unlocking whole regions
One of our early East Africa initiatives supported a great sustainable construction company in Kenya to build a prototype house out of mass timber. It was a successful initiative, with both excellent results and great learning, and we really enjoyed the partnership.
However, several months later, when we spoke to another sustainable construction company within Kenya, we realized that they were facing the exact same challenges. And while we tried to share what we had learned, we weren’t able to offer the same level of support.
We soon realized that while helping one organisation was great for that organisation, it didn’t help the next organisation. Even when we (and our partners) were committed to open information-sharing for the public good, when our learning was based on a single organization, it was too narrow to copy-paste to a whole range of organizations, each with subtly different contexts.
We began to understand that we had to shift our mindset: we had to stop seeking single projects that might have impact potential, and rather, look for regions with impact potential. So once again, we shifted our model—this time, to a regional focus. Now, when we start work in a region, we bring all partners together and jointly design interventions, pilots, and approaches that benefit multiple organisations. Although actual projects may involve just a few partners, a regionally-coordinated approach means that outcomes can benefit the entire ecosystem, not just a few select organizations.
In this approach, a “region” is a geographic area where supply, demand, and manufacturing can be found. Within some geographies, such as India, that may be at a sub-national or provincial level. Within other geographies, such as Bhutan, it might be at a national level. And with geographies such as East Africa, the dispersed access to supply and the inter-country trade agreements mean that a cross-country focus is needed. But regardless of the scale, we now design for regional impact.
#3: Shifting power to local experts
Years of experience in the forest-to-build ecosystem have shown us that imported solutions or “adapted” models often miss the mark in local contexts. Materials, construction methods, and financing options that work in Europe or North America don’t always translate well to East Africa or India.
Similarly, we have learned that when we set the outcomes and strategies, we compromise the project’s efficacy and resilience. On past projects, when CSFEP set the agenda, local leaders might temporarily adopt our practices to secure funding, but quickly reverted to their preferred practices once funding period ended.
This understanding led us to make one final change: shifting to a coalition-based model grounded in the expertise of local stakeholders. In our new model, decision-making power resides not with a team of experts instructing from afar, but with local experts in local coalitions. CSFEP now operates as a small Secretariat—staffed with both global and regional team members. These regional coalitions set their own agendas (aligned with a set of shared principles), leveraging local expertise to create solutions that fit their communities and ecosystems. Rather than dictating a set of strategies or goals, CSFEP listens, supports learning, provides resources, and advocates for local organisations as they drive progress.
By stepping back and supporting local coalitions to lead, CSFEP aims to foster a sustainable development model grounded in our commitment to local leadership and continuous improvement.
Towards a Collaborative, Equitable Future
To be sure, this approach is not without its challenges. CSFEP will have to balance its desire to support local leaders and learn from local contexts with its commitment to core principles and best practices. But we believe that shifting to the regions that need the most support, and shifting leadership to those closest to the issues, is the best path forward. Only a truly global biobased construction movement, led by those with the most at stake, can rise to one of the urgent challenges of our time—balancing housing and economic growth against forest health and climate change, in the communities where these issues matter most.
We welcome your partnership in our work!
Are you involved in the biobased construction value chain (including forestry) in East Africa? To learn more about our East Africa coalition, email Bongiwe Shongwe at Bongiwe.s@csfep.org.
Are you interested in attending our learning community calls? Email Charlotte Baylis at charlotte.baylis@dalbergcatalyst.org.
Are you a potential partner looking to help build a coalition in a Global South region? Email Robyn van den Heuvel at robyn.vdh@csfep.org
Want to help fund this work? Email Robyn van den Heuvel at robyn.vdh@csfep.org or Katie Baldassar at katie.b@csfep.org.
[1] Global Alliance for Buildings and Construction, GlobalABC Regional Roadmap for Buildings and Construction in Asia: 2020-2050.
[2] United Nations Environment Programme, Traditional building practices offer sustainable solutions as African cities grow, November 2022.
[3] Our World in Data, Deforestation and Forest Loss, revised May, 2024.
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