Apa yang terjadi selama ini sebetulnya bukanlah kasus yang sebenarnya, tetapi hanya sebuah ujung dari konspirasi besar yang memang bertujuan mengkriminalisasi institusi KPK. Dengan cara terlebih dahulu mengkriminalisasi pimpinan, kemudian menggantinya sesuai dengan orang-orang yang sudah dipilih oleh “sang sutradara”, akibatnya, meskipun nanti lembaga ini masih ada namun tetap akan dimandulkan.
Agar Anda semua bisa melihat persoalan ini lebih jernih, mari kita telusuri mulai dari kasus Antasari Azhar. Sebagai pimpinan KPK yang baru, menggantikan Taufiqurahman Ruqi, gerakan Antasari memang luar biasa. Dia main tabrak kanan dan kiri, siapa pun dibabat, termasuk besan Presiden SBY.
Antasari yang disebut-sebut sebagai orangnya Megawati (PDIP), ini tidak pandang bulu karena siapapun yang terkait korupsi langsung disikat. Bahkan, beberapa konglomerat hitam — yang kasusnya masih menggantung pada era sebelum era Antasari, sudah masuk dalam agenda pemeriksaaanya.
Tindakan Antasari yang hajar kanan-kiri, dinilai Jaksa Agung Hendarman sebagai bentuk balasan dari sikap Kejaksaan Agung yang tebang pilih, dimana waktu Hendraman jadi Jampindsus, dialah yang paling rajin menangkapi Kepala Daerah dari Fraksi PDIP. Bahkan atas sukses menjebloskan Kepala Daerah dari PDIP, dan orang-orang yang dianggap orangnya Megawati, seperti ECW Neloe, maka Hendarman pun dihadiahi jabatan sebagai Jaksa Agung.
Setelah menjadi Jaksa Agung, Hendarman makin resah, karena waktu itu banyak pihak termasuk DPR menghendaki agar kasus BLBI yang melibatkan banyak konglomerat hitam dan kasusnya masih terkatung –katung di Kejaksaan dan Kepolisian untuk dilimpahkan atau diambilalih KPK. Tentu saja hal ini sangat tidak diterima kalangan kejaksaan, dan Bareskrim, karena selama ini para pengusaha ini adalah tambang duit dari para aparat Kejaksaan dan Kepolisian, khususnya Bareskrim. Sekedar diketahui Bareskrim adalah supplier keungan untuk Kapolri dan jajaran perwira polisi lainnya.
Sikap Antasari yang berani menahan besan SBY, sebetulnya membuat SBY sangat marah kala itu. Hanya, waktu itu ia harus menahan diri, karena dia harus menjaga citra, apalagi moment penahanan besannya mendekati Pemilu, dimana dia akan mencalonkan lagi. SBY juga dinasehati oleh orang-orang dekatnya agar moment itu nantinya dapat dipakai untuk bahan kampanye, bahwa seorang SBY tidak pandang bulu dalam memberantas korupsi. SBY terus mendendam apalagi, setiap ketemu menantunya Anisa Pohan , suka menangis sambil menanyakan nasib ayahnya.
Dendam SBY yang membara inilah yang dimanfaatkan oleh Kapolri dan Jaksa Agung untuk mendekati SBY, dan menyusun rencana untuk “melenyapkan” Antasari. Tak hanya itu, Jaksa Agung dan Kapolri juga membawa konglomerat hitam pengemplang BLBI [seperti Syamsul Nursalim, Agus Anwar, Liem Sioe Liong, dan lain-lainnya), dan konglomerat yang tersandung kasus lainnya seperti James Riyadi (kasus penyuapan yang melibatkan salah satu putra mahkota Lippo, Billy Sindoro terhadap oknun KPPU dalam masalah Lipo-enet/Astro, dimana waktu itu Billy langsung ditangkap KPK dan ditahan), Harry Tanoe (kasus NCD Bodong dan Sisminbakum yang selama masih mengantung di KPK), Tommy Winata (kasus perusahaan ikan di Kendari, Tommy baru sekali diperiksa KPK), Sukanto Tanoto (penggelapan pajak Asian Agri), dan beberapa konglomerat lainnya].
Para konglomerat hitam itu berjanji akan membiayai pemilu SBY, namun mereka minta agar kasus BLBI , dan kasus-kasus lainnya tidak ditangani KPK. Jalur pintas yang mereka tempuh untuk “menghabisi Antasari “ adalah lewat media. Waktu itu sekitar bulan Februari- Maret 2008 semua wartawan Kepolisian dan juga Kejaksaan (sebagian besar adalah wartawan brodex – wartawan yang juga doyan suap) diajak rapat di Hotel Bellagio Kuningan. Ada dana yang sangat besar untuk membayar media, di mana tugas media mencari sekecil apapun kesalahan Antasari. Intinya media harus mengkriminalisasi Antasari, sehingga ada alasan menggusur Antasari.
Nyatanya, tidak semua wartawan itu “hitam”, namun ada juga wartawan yang masih putih, sehingga gerakan mengkriminalisaai Antasari lewat media tidak berhasil.
Antasari sendiri bukan tidak tahu gerakan-gerakan yang dilakukan Kapolri dan Jaksa Agung yang di back up SBY untuk menjatuhkannya. Antasari bukannya malah nurut atau takut, justeru malah menjadi-hadi dan terkesan melawan SBY. Misalnya Antasari yang mengetahui Bank Century telah dijadikan “alat” untuk mengeluarkan duit negara untuk membiayai kampanye SBY, justru berkoar akan membongkar skandal bank itu. Antasari sangat tahu siapa saja operator –operator Century, dimana Sri Mulyani dan Budiono bertugas mengucurkan duit dari kas negara, kemudian Hartati Mudaya, dan Budi Sampurna, (adik Putra Sanpurna) bertindak sebagai nasabah besar yang seolah-olah menyimpan dana di Century, sehingga dapat ganti rugi, dan uang inilah yang digunakan untuk biaya kampanye SBY.
Tentu saja, dana tersebut dijalankan oleh Hartati Murdaya, dalam kapasitasnya sebagai Bendahara Paratai Demokrat, dan diawasi oleh Eddy Baskoro plus Djoko Sujanto (Menkolhukam) yang waktu itu jadi Bendahara Tim Sukses SBY. Modus penggerogotan duit Negara ini biar rapi maka harus melibatkan orang bank (agar terkesan Bank Century diselamatkan pemerintah), maka ditugaskan lah Agus Martowardoyo (Dirut Bank Mandiri), yang kabarnya akan dijadikan Gubernur BI ini. Agus Marto lalu menyuruh Sumaryono (pejabat Bank Mandiri yang terkenal lici dan korup) untuk memimpin Bank Century saat pemerintah mulai mengalirkan duit 6,7 T ke Bank Century.
Antasari bukan hanya akan membongkar Century, tetapi dia juga mengancam akan membongkar proyek IT di KPU, dimana dalam tendernya dimenangkan oleh perusahaannya Hartati Murdaya (Bendahara Demokrat). Antasari sudah menjadi bola liar, ia membahayakan bukan hanya SBY tetapi juga Kepolisian, Kejaksaan, dan para konglomerat , serta para innercycle SBY. Akhirnya Kapolri dan Kejaksaan Agung membungkam Antasari. Melalui para intel akhirnya diketahui orang-orang dekat Antasari untuk menggunakan menjerat Antasari.
Orang pertama yang digunakan adalah Nasrudin Zulkarnaen. Nasrudin memang cukup dekat Antasari sejak Antasari menjadi Kajari, dan Nasrudin masih menjadi pegawai. Maklum Nasrudin ini memang dikenal sebagai Markus (Makelar Kasus). Dan ketika Antasari menjadi Ketua KPK, Nasrudin melaporkan kalau ada korupsi di tubuh PT Rajawali Nusantara Indonesia (induk Rajawali Putra Banjaran). Antasari minta data-data tersebut, Nasrudin menyanggupi, tetapi dengan catatan Antasari harus menjerat seluruh jajaran direksi PT Rajawali, dan merekomendasarkan ke Menteri BUMN agar ia yang dipilih menjadi dirut PT RNI, begitu jajaran direksi PT RNI ditangkap KPK.
Antasari tadinya menyanggupi transaksi ini, namun data yang diberikan Nasrudin ternyata tidak cukup bukti untuk menyeret direksi RNI, sehingga Antasari belum bisa memenuhi permintaan Nasrudin. Seorang intel polsi yang mencium kekecewaan Nasrudin, akhirnya mengajak Nasrudin untuk bergabung untuk melindas Antasari. Dengan iming-iming, jasanya akan dilaporkan ke Presiden SBY dan akan diberi uang yang banyak, maka skenario pun disusun, dimana Nasrudin disuruh mengumpan Rani Yulianti untuk menjebak Antasari.
Rupanya dalam rapat antara Kapolri dan Kejaksaan, yang diikuti Kabareskrim. melihat kalau skenario menurunkan Antasari hanya dengan umpan perempuan, maka alasan untuk mengganti Antasari sangat lemah. Oleh karena itu tercetuslah ide untuk melenyapkan Nasrudin, dimana dibuat skenario seolah yang melakukan Antasari. Agar lebih sempurna, maka dilibatkanlah pengusaha Sigit Hario Wibisono. Mengapa polisi dan kejaksaan memilih Sigit, karena seperti Nasrudin, Sigit adalah kawan Antasari, yang kebetulan juga akan dibidik oleh Antasari dalam kasus penggelapan dana di Departemen Sosial sebasar Rp 400 miliar.
Sigit yang pernah menjadi staf ahli di Depsos ini ternyata menggelapakan dana bantuan tsunami sebesar Rp 400 miliar. Sebagai teman, Antasari, mengingatkan agar Sigit lebih baik mengaku, sehingga tidak harus “dipaksa KPK”. Nah Sigit yang juga punya hubungan dekat dengan Polisi dan Kejaksaan, mengaku merasa ditekan Antasari. Di situlah kemudian Polisi dan Kejaksaan melibatkan Sigit dengan meminta untuk memancing Antasari ke rumahnya, dan diajak ngobrol seputar tekana-tekanan yang dilakukan oleh Nasrudin. Terutama, yang berkait dengan “terjebaknya: Antasari di sebuah hotel dengan istri ketiga Nasrudin.
Nasrudin yang sudah berbunga-bunga, tidak pernah menyangka, bahwa akhirnya dirinyalah yang dijadikan korban, untuk melengserkan Antasari selama-laamnya dari KPK. Dan akhirnya disusun skenario yang sekarang seperti diajukan polisi dalam BAP-nya. Kalau mau jujur, eksekutor Nasrudin buknalah tiga orang yangs sekarang ditahan polisi, tetapi seorang polisi (Brimob ) yang terlatih.
Bibit dan Chandra. Lalu bagaimana dengan Bibit dan Chandra? Kepolisian dan Kejaksaan berpikir dengan dibuinya Antasari, maka KPK akan melemah. Dalam kenyataannya, tidak demikian. Bibit dan Chandra , termasuk yang rajin meneruskan pekerjaan Antasari. Seminggu sebelum Antasari ditangkap, Antasari pesan wanti-wanti agar apabila terjadi apa-apa pada dirinya, maka penelusuran Bank Century dan IT KPU harus diteruskan.
Itulah sebabnya KPK terus akan menyelidiki Bank Century, dengan terus melakukan penyadapan-penyadapan. Nah saat melakukan berbagai penyadapan, nyangkutlah Susno yang lagi terima duit dari Budi Sammpoerna sebesar Rp 10 miliar, saat Budi mencairkan tahap pertama sebasar US $ 18 juta atau 180 miliar dari Bank Century. Sebetulnya ini bukan berkait dengan peran Susno yang telah membuat surat ke Bank Century (itu dibuat seperti itu biar seolah–olah duit komisi), duit itu merupakan pembagian dari hasil jarahan Bank Century untuk para perwira Polri. Hal ini bisa dipahami, soalnya polisi kan tahu modus operansi pembobolan duit negara melalui Century oleh inner cycle SBY.
Bibit dan Chandra adalah dua pimpinan KPK yang intens akan membuka skandal bank Bank Century. Nah, karena dua orang ini membahayakan, Susno pun ditugasi untuk mencari-cari kesalahan Bibit dan Chandra. Melalui seorang Markus (Eddy Sumarsono) diketahui, bahwa Bibit dan Chandra mengeluarkan surat cekal untuk Anggoro. Maka dari situlah kemudian dibuat Bibit dan Chandra melakukan penyalahgunaan wewenang.
Nah, saat masih dituduh menyalahgunakan wewenang, rupanya Bibit dan Chandra bersama para pengacara terus melawan, karena alibi itu sangat lemah, maka disusunlah skenario terjadinya pemerasan. Di sinilah Antasari dibujuk dengan iming-iming, ia akan dibebaskan dengan bertahap (dihukum tapi tidak berat), namun dia harus membuat testimony, bahwa Bibit dan Chandra melakukan pemerasan.
Berbagai cara dilakukan, Anggoro yang memang dibidik KPK, dijanjikan akan diselsaikan masalahnya Kepolisian dan Jaksa, maka disusunlah berbagai skenario yang melibatkanAnggodo, karena Angodo juga selama ini sudah biasa menjadi Markus. Persoalan menjadi runyam, ketika media mulai mengeluarkan sedikir rekaman yang ada kalimat R1-nya. Saat dimuat media, SBY konon sangat gusar, juga orang-orang dekatnya, apalagi Bibit dan Chandra sangat tahu kasus Bank Century. Kapolri dan Jaksa Agung konon ditegur habis Presiden SBY agar persoalan tidak meluas, maka ditahanlah Bibit dan Chandra ditahan. Tanpa diduga, rupanya penahaan Bibit dan Chandra mendapat reaksi yang luar biasa dari publik maka Presiden pun sempat keder dan menugaskan Denny Indrayana untuk menghubungi para pakar hokum untuk membentuk Tim Pencari Fakta (TPF).
Demikian, sebetulnya bahwa ujung persoalan adalah SBY, Jaksa Agung, Kapolri, Joko Suyanto, dan para kongloemrat hitam, serta innercycle SBY (pengumpul duit untk pemilu legislative dan presiden). RASANYA ENDING PERSOALAN INI AKAN PANJANG, KARENA SBY PASTI TIDAK AKAN BERANI BERSIKAP. Satu catatan, Anggoro dan Anggodo, termasuk penyumbang Pemilu yang paling besar.
Jadi mana mungkin Polisi atau Jaksa, bahkan Presiden SBY sekalipun berani menagkap Anggodo!
Apa yang terjadi selama ini sebetulnya bukanlah kasus yang sebenarnya, tetapi hanya sebuah ujung dari konspirasi besar yang memang bertujuan mengkriminalisasi institusi KPK. Dengan cara terlebih dahulu mengkriminalisasi pimpinan, kemudian menggantinya sesuai dengan orang-orang yang sudah dipilih oleh “sang sutradara”, akibatnya, meskipun nanti lembaga ini masih ada namun tetap akan dimandulkan.
Agar Anda semua bisa melihat persoalan ini lebih jernih, mari kita telusuri mulai dari kasus Antasari Azhar. Sebagai pimpinan KPK yang baru, menggantikan Taufiqurahman Ruqi, gerakan Antasari memang luar biasa. Dia main tabrak kanan dan kiri, siapa pun dibabat, termasuk besan Presiden SBY.
Antasari yang disebut-sebut sebagai orangnya Megawati (PDIP), ini tidak pandang bulu karena siapapun yang terkait korupsi langsung disikat. Bahkan, beberapa konglomerat hitam — yang kasusnya masih menggantung pada era sebelum era Antasari, sudah masuk dalam agenda pemeriksaaanya.
Tindakan Antasari yang hajar kanan-kiri, dinilai Jaksa Agung Hendarman sebagai bentuk balasan dari sikap Kejaksaan Agung yang tebang pilih, dimana waktu Hendraman jadi Jampindsus, dialah yang paling rajin menangkapi Kepala Daerah dari Fraksi PDIP. Bahkan atas sukses menjebloskan Kepala Daerah dari PDIP, dan orang-orang yang dianggap orangnya Megawati, seperti ECW Neloe, maka Hendarman pun dihadiahi jabatan sebagai Jaksa Agung.
Setelah menjadi Jaksa Agung, Hendarman makin resah, karena waktu itu banyak pihak termasuk DPR menghendaki agar kasus BLBI yang melibatkan banyak konglomerat hitam dan kasusnya masih terkatung –katung di Kejaksaan dan Kepolisian untuk dilimpahkan atau diambilalih KPK. Tentu saja hal ini sangat tidak diterima kalangan kejaksaan, dan Bareskrim, karena selama ini para pengusaha ini adalah tambang duit dari para aparat Kejaksaan dan Kepolisian, khususnya Bareskrim. Sekedar diketahui Bareskrim adalah supplier keungan untuk Kapolri dan jajaran perwira polisi lainnya.
Sikap Antasari yang berani menahan besan SBY, sebetulnya membuat SBY sangat marah kala itu. Hanya, waktu itu ia harus menahan diri, karena dia harus menjaga citra, apalagi moment penahanan besannya mendekati Pemilu, dimana dia akan mencalonkan lagi. SBY juga dinasehati oleh orang-orang dekatnya agar moment itu nantinya dapat dipakai untuk bahan kampanye, bahwa seorang SBY tidak pandang bulu dalam memberantas korupsi. SBY terus mendendam apalagi, setiap ketemu menantunya Anisa Pohan , suka menangis sambil menanyakan nasib ayahnya.
Dendam SBY yang membara inilah yang dimanfaatkan oleh Kapolri dan Jaksa Agung untuk mendekati SBY, dan menyusun rencana untuk “melenyapkan” Antasari. Tak hanya itu, Jaksa Agung dan Kapolri juga membawa konglomerat hitam pengemplang BLBI [seperti Syamsul Nursalim, Agus Anwar, Liem Sioe Liong, dan lain-lainnya), dan konglomerat yang tersandung kasus lainnya seperti James Riyadi (kasus penyuapan yang melibatkan salah satu putra mahkota Lippo, Billy Sindoro terhadap oknun KPPU dalam masalah Lipo-enet/Astro, dimana waktu itu Billy langsung ditangkap KPK dan ditahan), Harry Tanoe (kasus NCD Bodong dan Sisminbakum yang selama masih mengantung di KPK), Tommy Winata (kasus perusahaan ikan di Kendari, Tommy baru sekali diperiksa KPK), Sukanto Tanoto (penggelapan pajak Asian Agri), dan beberapa konglomerat lainnya].
Para konglomerat hitam itu berjanji akan membiayai pemilu SBY, namun mereka minta agar kasus BLBI , dan kasus-kasus lainnya tidak ditangani KPK. Jalur pintas yang mereka tempuh untuk “menghabisi Antasari “ adalah lewat media. Waktu itu sekitar bulan Februari- Maret 2008 semua wartawan Kepolisian dan juga Kejaksaan (sebagian besar adalah wartawan brodex – wartawan yang juga doyan suap) diajak rapat di Hotel Bellagio Kuningan. Ada dana yang sangat besar untuk membayar media, di mana tugas media mencari sekecil apapun kesalahan Antasari. Intinya media harus mengkriminalisasi Antasari, sehingga ada alasan menggusur Antasari.
Nyatanya, tidak semua wartawan itu “hitam”, namun ada juga wartawan yang masih putih, sehingga gerakan mengkriminalisaai Antasari lewat media tidak berhasil.
Antasari sendiri bukan tidak tahu gerakan-gerakan yang dilakukan Kapolri dan Jaksa Agung yang di back up SBY untuk menjatuhkannya. Antasari bukannya malah nurut atau takut, justeru malah menjadi-hadi dan terkesan melawan SBY. Misalnya Antasari yang mengetahui Bank Century telah dijadikan “alat” untuk mengeluarkan duit negara untuk membiayai kampanye SBY, justru berkoar akan membongkar skandal bank itu. Antasari sangat tahu siapa saja operator –operator Century, dimana Sri Mulyani dan Budiono bertugas mengucurkan duit dari kas negara, kemudian Hartati Mudaya, dan Budi Sampurna, (adik Putra Sanpurna) bertindak sebagai nasabah besar yang seolah-olah menyimpan dana di Century, sehingga dapat ganti rugi, dan uang inilah yang digunakan untuk biaya kampanye SBY.
Tentu saja, dana tersebut dijalankan oleh Hartati Murdaya, dalam kapasitasnya sebagai Bendahara Paratai Demokrat, dan diawasi oleh Eddy Baskoro plus Djoko Sujanto (Menkolhukam) yang waktu itu jadi Bendahara Tim Sukses SBY. Modus penggerogotan duit Negara ini biar rapi maka harus melibatkan orang bank (agar terkesan Bank Century diselamatkan pemerintah), maka ditugaskan lah Agus Martowardoyo (Dirut Bank Mandiri), yang kabarnya akan dijadikan Gubernur BI ini. Agus Marto lalu menyuruh Sumaryono (pejabat Bank Mandiri yang terkenal lici dan korup) untuk memimpin Bank Century saat pemerintah mulai mengalirkan duit 6,7 T ke Bank Century.
Antasari bukan hanya akan membongkar Century, tetapi dia juga mengancam akan membongkar proyek IT di KPU, dimana dalam tendernya dimenangkan oleh perusahaannya Hartati Murdaya (Bendahara Demokrat). Antasari sudah menjadi bola liar, ia membahayakan bukan hanya SBY tetapi juga Kepolisian, Kejaksaan, dan para konglomerat , serta para innercycle SBY. Akhirnya Kapolri dan Kejaksaan Agung membungkam Antasari. Melalui para intel akhirnya diketahui orang-orang dekat Antasari untuk menggunakan menjerat Antasari.
Orang pertama yang digunakan adalah Nasrudin Zulkarnaen. Nasrudin memang cukup dekat Antasari sejak Antasari menjadi Kajari, dan Nasrudin masih menjadi pegawai. Maklum Nasrudin ini memang dikenal sebagai Markus (Makelar Kasus). Dan ketika Antasari menjadi Ketua KPK, Nasrudin melaporkan kalau ada korupsi di tubuh PT Rajawali Nusantara Indonesia (induk Rajawali Putra Banjaran). Antasari minta data-data tersebut, Nasrudin menyanggupi, tetapi dengan catatan Antasari harus menjerat seluruh jajaran direksi PT Rajawali, dan merekomendasarkan ke Menteri BUMN agar ia yang dipilih menjadi dirut PT RNI, begitu jajaran direksi PT RNI ditangkap KPK.
Antasari tadinya menyanggupi transaksi ini, namun data yang diberikan Nasrudin ternyata tidak cukup bukti untuk menyeret direksi RNI, sehingga Antasari belum bisa memenuhi permintaan Nasrudin. Seorang intel polsi yang mencium kekecewaan Nasrudin, akhirnya mengajak Nasrudin untuk bergabung untuk melindas Antasari. Dengan iming-iming, jasanya akan dilaporkan ke Presiden SBY dan akan diberi uang yang banyak, maka skenario pun disusun, dimana Nasrudin disuruh mengumpan Rani Yulianti untuk menjebak Antasari.
Rupanya dalam rapat antara Kapolri dan Kejaksaan, yang diikuti Kabareskrim. melihat kalau skenario menurunkan Antasari hanya dengan umpan perempuan, maka alasan untuk mengganti Antasari sangat lemah. Oleh karena itu tercetuslah ide untuk melenyapkan Nasrudin, dimana dibuat skenario seolah yang melakukan Antasari. Agar lebih sempurna, maka dilibatkanlah pengusaha Sigit Hario Wibisono. Mengapa polisi dan kejaksaan memilih Sigit, karena seperti Nasrudin, Sigit adalah kawan Antasari, yang kebetulan juga akan dibidik oleh Antasari dalam kasus penggelapan dana di Departemen Sosial sebasar Rp 400 miliar.
Sigit yang pernah menjadi staf ahli di Depsos ini ternyata menggelapakan dana bantuan tsunami sebesar Rp 400 miliar. Sebagai teman, Antasari, mengingatkan agar Sigit lebih baik mengaku, sehingga tidak harus “dipaksa KPK”. Nah Sigit yang juga punya hubungan dekat dengan Polisi dan Kejaksaan, mengaku merasa ditekan Antasari. Di situlah kemudian Polisi dan Kejaksaan melibatkan Sigit dengan meminta untuk memancing Antasari ke rumahnya, dan diajak ngobrol seputar tekana-tekanan yang dilakukan oleh Nasrudin. Terutama, yang berkait dengan “terjebaknya: Antasari di sebuah hotel dengan istri ketiga Nasrudin.
Nasrudin yang sudah berbunga-bunga, tidak pernah menyangka, bahwa akhirnya dirinyalah yang dijadikan korban, untuk melengserkan Antasari selama-laamnya dari KPK. Dan akhirnya disusun skenario yang sekarang seperti diajukan polisi dalam BAP-nya. Kalau mau jujur, eksekutor Nasrudin buknalah tiga orang yangs sekarang ditahan polisi, tetapi seorang polisi (Brimob ) yang terlatih.
Bibit dan Chandra. Lalu bagaimana dengan Bibit dan Chandra? Kepolisian dan Kejaksaan berpikir dengan dibuinya Antasari, maka KPK akan melemah. Dalam kenyataannya, tidak demikian. Bibit dan Chandra , termasuk yang rajin meneruskan pekerjaan Antasari. Seminggu sebelum Antasari ditangkap, Antasari pesan wanti-wanti agar apabila terjadi apa-apa pada dirinya, maka penelusuran Bank Century dan IT KPU harus diteruskan.
Itulah sebabnya KPK terus akan menyelidiki Bank Century, dengan terus melakukan penyadapan-penyadapan. Nah saat melakukan berbagai penyadapan, nyangkutlah Susno yang lagi terima duit dari Budi Sammpoerna sebesar Rp 10 miliar, saat Budi mencairkan tahap pertama sebasar US $ 18 juta atau 180 miliar dari Bank Century. Sebetulnya ini bukan berkait dengan peran Susno yang telah membuat surat ke Bank Century (itu dibuat seperti itu biar seolah–olah duit komisi), duit itu merupakan pembagian dari hasil jarahan Bank Century untuk para perwira Polri. Hal ini bisa dipahami, soalnya polisi kan tahu modus operansi pembobolan duit negara melalui Century oleh inner cycle SBY.
Bibit dan Chandra adalah dua pimpinan KPK yang intens akan membuka skandal bank Bank Century. Nah, karena dua orang ini membahayakan, Susno pun ditugasi untuk mencari-cari kesalahan Bibit dan Chandra. Melalui seorang Markus (Eddy Sumarsono) diketahui, bahwa Bibit dan Chandra mengeluarkan surat cekal untuk Anggoro. Maka dari situlah kemudian dibuat Bibit dan Chandra melakukan penyalahgunaan wewenang.
Nah, saat masih dituduh menyalahgunakan wewenang, rupanya Bibit dan Chandra bersama para pengacara terus melawan, karena alibi itu sangat lemah, maka disusunlah skenario terjadinya pemerasan. Di sinilah Antasari dibujuk dengan iming-iming, ia akan dibebaskan dengan bertahap (dihukum tapi tidak berat), namun dia harus membuat testimony, bahwa Bibit dan Chandra melakukan pemerasan.
Berbagai cara dilakukan, Anggoro yang memang dibidik KPK, dijanjikan akan diselsaikan masalahnya Kepolisian dan Jaksa, maka disusunlah berbagai skenario yang melibatkanAnggodo, karena Angodo juga selama ini sudah biasa menjadi Markus. Persoalan menjadi runyam, ketika media mulai mengeluarkan sedikir rekaman yang ada kalimat R1-nya. Saat dimuat media, SBY konon sangat gusar, juga orang-orang dekatnya, apalagi Bibit dan Chandra sangat tahu kasus Bank Century. Kapolri dan Jaksa Agung konon ditegur habis Presiden SBY agar persoalan tidak meluas, maka ditahanlah Bibit dan Chandra ditahan. Tanpa diduga, rupanya penahaan Bibit dan Chandra mendapat reaksi yang luar biasa dari publik maka Presiden pun sempat keder dan menugaskan Denny Indrayana untuk menghubungi para pakar hokum untuk membentuk Tim Pencari Fakta (TPF).
Demikian, sebetulnya bahwa ujung persoalan adalah SBY, Jaksa Agung, Kapolri, Joko Suyanto, dan para kongloemrat hitam, serta innercycle SBY (pengumpul duit untk pemilu legislative dan presiden). RASANYA ENDING PERSOALAN INI AKAN PANJANG, KARENA SBY PASTI TIDAK AKAN BERANI BERSIKAP. Satu catatan, Anggoro dan Anggodo, termasuk penyumbang Pemilu yang paling besar.
Jadi mana mungkin Polisi atau Jaksa, bahkan Presiden SBY sekalipun berani menagkap Anggodo!
Throughout history, peatlands have provided valuable services to meet human needs for arable land, energy, construction material, as bedding and in arts and health. In some parts of the world, the historical use of peatland has been very intensive, completely altering the ecosystems of the originally pristine mires and bogs.In other parts, the use has been more extensive causing less change to these habitats.
Continuous demand for new land for cultivation and construction, along with the natural decomposition of drained peatlands, will lead to continuous and partly uncontrolled depletion of peatlands and peat resources. Such concerns on the current use of peatlands, as viewed by the participating interest groups, are described in Chapter 2 of this document.
Different stakeholder groups interested in peatland conservation and peatland management believed that it is important to formulate a strategy for responsible peatland management that would, when implemented, contribute to the Wise Use of peatlands as well to the protection of valuable areas. It would also mitigate adverse impacts of peatland management to people and the environment and foster the justified and well planned after-use of drained sites.
The strategy has been developed in an open stakeholder process where different interest parties had an opportunity to express their views and make recommendations in two workshops and by commenting on the subsequent strategy drafts. Revisions were produced in light of the workshop discussions and the various comments which were received. Representatives from government and research organizations, peatland agriculture and forestry, peat producers and end users as well as non-governmental organizations participated in developing this strategy.
Despite its broad scope and detailed content, the strategy is a generic document that outlines the objectives and lists actions that contribute to responsible management of peatlands. Aim of the strategy is also to demonstrate authorities and the public the commonly agreed principles for responsible management and the actions the sector is, in general, ready to undertake.
Parties committed to responsible management should adopt these agreed objectives and identify the actions that efficiently lead to reaching these objectives in their peatland management. The parties were requested to demonstrate their commitment by signing the strategy when it is officially published in autumn 2009.
The strategy establishes practical objectives for peatland management applicable at a global level. Describing a commonly approved content for responsible management, it can provide a framework for the potential future development of a more detailed standard for peatland management, which again can be used in voluntary certification of peatland management.
The Strategy for Responsible Peatland Management (RPM) defines a common understanding of key elements and strategic objectives for peatland management. It also lists actions to be taken to achieve these objectives.
This strategy is applicable in every country and to different types of peatland management.
It expresses the views and commitment of interested parties to improve peatland management and communicates these intentions to policy-makers and other interested parties.Parties engaged directly or indirectly in peatland management were encouraged to demonstrate their commitment to the strategy and its implementation in their own activities through a signing process. Such parties include land owners, companies operating on peatlands, local and national administrative bodies, local, national and international non-governmental organizations as well as intergovernmental processes and agencies with an interest in peatland management.
A review of the current trends in peatland management that raised the need to develop the strategy is discussed in Chapter 2. The strategy was developed in an open stakeholder process coordinated by the International Peat Society. Annex 1 details the interest groups involved in this work.
The terms used in this strategy rely strongly on the commonly approved definitions and their interpretations used in previous publications, especially Joosten & Clarke (2002)[1]. The term Peatland Management and its relation to the peatland use are defined in Box 1.1.
Box1.1 Definition of Peatland Management
Peatland management, as defined in this document, covers all forms of peatland uses ranging from peatland conservation management, plant and biomass production[2], construction development, peat production and all forms of after-use as well as non-use. (Based on Joosten & Clarke 2002).
Other terms used in this strategy are explained in Annex 2.
Peatlands and their related environmental and social values are specific at national, regional and local levels and any actions to manage peatlands either for conservation management or economic purposes shall be adapted to the appropriate socio-economic, cultural, ecological and environmental conditions.
In addition, responsible peatland management is of relevance at the international level and to various international processes that affect local management decisions. The future vision for Responsible Peatland Management is given below:
Box1.2 Vision for Responsible Peatland Management
The vision specifies the ultimate management objective that guides the more practical targets and actions that contribute to responsible peatland management.
To strive to deliver this vision, peatlands need to be managed responsibly for their environmental, social and economic outcomes, based on the values of the following priority issues addressed in the strategy. The order of these priorities is not hierarchical.
·Peatland management for economic purposes
·Water protection in peatland management
·Peatland biodiversity
·Interactions with climate and peatland management
·Development of human and institutional capacity
·Information dissemination
·Engagement of local people in planning processes on peatland management
·Good governance
Further on the strategy contains, under each priority issue, practice oriented objectives and actions that the committed parties are encouraged to undertake in order to improve their peatland management.
Objectives for responsible economic use of peatlands
Peatland managed for various economic purposes shall fulfil the following objectives:
1.Satisfy the requirements of present and future human generations for valuable products derived from peat and peatlands.
2.Limit, in time and space, any detrimental impacts on the natural ecosystem functions of peatlands to minimum levels that are necessary to satisfy human needs.
3.Be subject to a planning procedure that equitably considers the interests of all stakeholders and should be consistent with national and regional land-use policies.
4.Peatlands should be used for the production of timber or agricultural crops only when the activity is profitable and socially acceptable, and appropriate mitigation of adverse impacts will be undertaken.
5.Peat should be used for horticulture, bedding and other purposes (for example, medical and wellness products, activated carbon and other product development) only when it can be processed in a manner that optimizes efficient and high quality output.
6.Peat used for energy should enhance domestic energy supply and promote regional development.
7.After-use management of peatlands, including management regimes for restoration and rehabilitation, forestry, agriculture, biomass production or other economically, socially and environmentally justified purpose, shall be planned taking into consideration the interests of different stakeholders. After-use plans should be reviewed and offered for consultation as appropriate.
8.Peatland management for economic purposes shall be in accordance with relevant international conventions, national laws and regulations and reflect the Wise Use principles as set out by Joosten & Clarke (2002) and other relevant documents (see Section 2.1).
Actions for responsible economic use of peatlands
·Recognizing that the peat industry provides income opportunities and welfare to local communities and is an important domestic source of energy in some countries;
·Recognizing that peat is the most important constituent for growing media, a valuable soil improver and is used in other products;
·Recognizing that peatlands are used for agriculture, including paludiculture, forestry, recreation and other purposes;
·Recognizing that peatlands can provide a number of environmental services, for example clean water supply, flood mitigation, biodiversity reserve, carbon storage, wild food, the following recommendations are made for the relevant authorities:
Create or use existing national or regional strategies for the use of peatlands that will outline the principles and objectives for their use in the country or region. Such principles and objectives shall be reviewed regularly.
Carry out a national or regional inventory of peatlands to support the national or regional plans and to assess the peatland functions and resources.
Determine conservation and statutory protection needs to ensure protection of peatland biodiversity, based on the outcome of the inventories.
Carry out research, study and develop environmentally acceptable energy resources.
Carry out research to improve peat extraction methods taking into consideration peatland habitats, ecosystem functions and carbon stocks.
Make strategic decisions to choose between alternative uses of peatlands for forestry, agriculture, conservation, leisure and peat or bioenergy production.
Develop, acquire and assess information in order to be able to contribute to the Post Kyoto Protocol of 2012 and other international agreements and establish strategic links that would benefit responsible management of peatlands at global and national levels.
·Recognizing the differences in scales of traditional and modern management of peatlands between countries, the following recommendations are made:
Carry out, when appropriate, environmental impact assessments of an appropriate scale.
Prepare comprehensive and updated plans for peatland management including after use.
Primarily obtain, in future peatland acquisition for commercial use, sites that have already been drained or in other ways affected by humans for further impact.
Conduct further studies on forestry activities on peatlands where low profitability or productivity are identified and consider alternative uses.
·Recognizing the great variability of available technological practices and related economic resources, peatland managers are recommended to:
Apply best available techniques, not entailing excessive cost[3],to minimize environmental impact and increase economic welfare.
Continue to investigate and adopt appropriate practices that encourage market-based products that combine peat and non peat materials.
·Recognizing the market demand for products and services originating from responsibly managed peatlands, peatland managers are also recommended to:
Commit to support the establishment of an independent certification system to provide evidence of responsible management of peatlands for those managers that meet the set criteria.
·Recognizing the long and changing history of peatland use, its potential implications for livelihoods and human well being and the wide cultural, historical, social and political differences between countries and peoples, it is recommend that:
All changes in the use of peatlands, including management regimes for re-wetting, restoration and rehabilitation, forestry, agriculture, biomass production or other economically, socially and environmentally justified undertakings, shall be planned taking into consideration the interests of different stakeholders.
After- use plans for each managed site should be prepared preferably during the initial planning process of peatland management but, at the latest, before cessation of the activities.
oAfter- use plans should take into account the new scientific knowledge on peatland ecosystem functions and stakeholder views on the future use of the peatland. After-use may include peatland rehabilitation, restoration or future use for forestry, agriculture, recreation or other purposes.
oIn the case of restoration, when feasible and biologically justified, peatland restoration should aim at transforming the site to a condition in which its ecosystem functions are as close to natural standards as possible within the constraints of practicality and reasonable costs.
oThe parties responsible for the implementation of after-use plans should be identified during the planning process and have access to the required resources to implement the plan.
Efficient procedures shall be developed to ensure that peatlands are not simply abandoned in a degraded state when their economic use is no longer viable. Such procedures may include, for example, obligations to implement restoration or other after-use plans, including contingency provisions.
All activities influencing the natural water budget and water quality in a watershed area shall meet the following objectives:
1.Keep or restore water levels and flow regimes as close to the natural reference conditions as possible, taking into account the complexities of space, time and land use.
2.Avoid drainage and other management practices that exceed the required technical intensity and risk deteriorating the quality of ground and surface waters.
·Recognizing the importance of water quality, quantity as well as flow, dynamics and quality of in-situ, adjacent and downstream locations, and being fully aware of the scientific and economic constraints, it is recommended to:
Base decisions on best available techniques, not entailing excessive cost.
Implement appropriate flood and sediment control in drainage activities.
·Recognizing the need for Wise Use decision-making regarding river basins, it is recommended that:
Concise guidelines for good water management be prepared reflecting local, regional and national accountability.
Water quantity and quality standards should be measured against and set in termsof baselines of recognized standards on site and in the surrounding areas.
·Recognizing the need for precautions to be applied in order to minimize the environmental impacts of management operations, it is recommended that:
Only the minimum necessary drainage activity be carried out to enable ongoing land use and maintenance.
Only the minimum necessary fertilization be utilized in order to enable ongoing land use.
Implementation of other precautionary measures should be based on up-to date scientific information.
Monitoring and regular re-evaluation be instigated to ensure that best outcomes are achieved, using current, up-to-date practice and based on the results of ongoing and adaptive water quality, quantity and catchment research.
All activities influencing habitats, species or genetic diversity of peatland ecosystems shall:
1.Maintain sufficient regionally representative natural or semi-natural peatland ecosystems and landscapes, for example, those under extensive agriculture.
2.Preserve important biodiversity values on degraded peatlands through appropriate management and after-use.
3.Adopt the principles of Wise Use in landscape level planning of peatland management and safeguard peatland ecosystem functions at the landscape level when planning and implementing management interventions for specific sites.
4.Avoid permanent losses of peatland ecosystem functions and biodiversity in landscape level planning by conserving peatland ecosystems or by planning after-use of peat extraction sites.
Actions for peatland biodiversity
·Recognizing the Wise Use Guidelines as an endorsed decision-making model, it is recommended to develop guidelines for peatland biodiversity conservation following the objectives of the International Convention on Biodiversity.
.
·Recognizing the need for integrated land use planning to be in place, it is recommended to develop protected landscapes for peatlands.
·Recognizing the impacts of fixed-term economic uses of peatlands, it is recommend that, when considering the most feasible rehabilitation or restoration as after-use, this should be implemented on selected peatlands through:
Establishment of guidelines on potential after-uses of peatlands, particularly when considering the best practice measures for biodiversity and other relevant aspects.
Adoption of up-to-date and recognized after-use management to meet international, national and local standards. Such after-use may include rewetting and other restoration or rehabilitation methods but also other forms of after-use.
Aiming for a high level of conservation of biodiversity and peatland ecosystem functions, when restoration of a peatland ecosystem is the chosen after-use strategy.
·Recognizing the importance of adapting biodiversity conservation to the local conditions, it is recommended that:
-When appropriate, environmental impact assessment should be used at an early planning stage as a tool to review the biological values and to provide the information for efficient mitigation of deterioration of these values.
Peatland ecosystem functions and biodiversity values should be monitored regularly to provide feedback and information for improved management decisions.
Box1.3 Impacts of Peatland Management on Greenhouse Gases
Peatland management has direct and indirect impacts on greenhouse gas emissions and carbon sequestration:
Greenhouse gas exchange between the atmosphere and peatlands exhibits great spatial variability related to differences in ecology, hydrology and climate.
Climate change may decrease or increase rainfall which may influence peat
oxidation and fire risks or stimulate paludification, respectively.
Drainage and many forms of fertilization of peatlands will increase soil greenhouse gas emissions, excluding methane (CH4).
Use of peat from peatlands that are already large greenhouse gas sources reduces the climatic impact of peat utilization.
With appropriate after-use methods greenhouse gas emissions can be decreased.
Objectives for consideration of climate change
Peatland management should avoid an increase or facilitate a decrease of greenhouse gas emission from peatlands through:
1.A global inventory on the impacts of climate change on peatlands and possible effects on current and after-use of these peatlands.
2.Planning and adoption of management regimes and technologies that aim to decrease greenhouse gas emissions from peatlands.
3.Planning and implementing peatland use and after-uses, for example, rehabilitation, restoration, forestry, agriculture, biomass production, that achieve lower greenhouse gas emissions in comparison to emissions from current or previous use.
4.Preventing unnecessary and illegal expansion of peatland exploitation.
5.Monitoring greenhouse gas balances on peatlands in order to obtain information on the impacts of different management regimes.
Actions for consideration of climate change
·Recognizing that peatlands have the potential to sequester carbon from the atmosphere, and contain a globally significant store of carbon, which is readily re-converted to greenhouse gases under some circumstances;
·Recognizing that greenhouse gas emissions from peatlands exhibit a great spatial variability and that the impacts of peatland management on climate change are not fully understood, the following is recommended:
Investigations of greenhouse gas fluxes from peatland through national and international scientific research initiatives.
Research on mechanisms of greenhouse gas (CO2, CH4, N2O) sequestration and release in peatlands.
Development of methods for estimating greenhouse gas emissions associated with different peatland uses, for example, life cycle analysis.
Consideration of the implications of greenhouse gas fluxes in the development of peatland management plans.
To prefer peatlands with high natural greenhouse gas emissions for peat production and the introduction of after-use regimes that have high sequestration rates of carbon. Environmental and social values and restrictions shall be respected in the site selection as in any other cases.
·Recognizing that awareness and understanding of the relations between peatlands and climate change will improve responsible management and decision making, it is recommended:
-To provide education to public, corporate and government decision makers by programs and information exchange on the importance of management decisions in relation to climate change.
-That the research community develops clear and accurate information documents, such as brochures and newsletters, targeted at the public and government agencies. The industry and other relevant interest groups should assist in awareness raising.
-Recognizing that climate change affects peatland functions and ecosystems, it is recommended that national, regional and local level planning adopts available and feasible adaptation measures to manage peat resources and peatland ecosystems.
A lack of information and institutional capacities often hamper positive development. The following objectives should be met:
1.All actors interested in peatland management shall improve the knowledge and expertise on peatland management and enhance communication with stakeholders, including local populations.
2.Understanding of peatland functions and their responses to climate change and management operations shall be improved globally through research on different types of peatland ecosystems.
Actions for information and capacity building
·Recognizing that information about interactions of peatland ecosystems and peatland management is accumulating, forming the basis for improved management decisions, it is recommended that countries invest in research on:
The ecological and socio-economic functions of peatlands and peat, including, for example, hydrology, peat accumulation, biodiversity, greenhouse gas balances, their role in rural and urban development and value-added use of peat and peatlands.
Improved water handling in peatlands under economic use.
The impacts of climate change on peatland ecosystems and functions as well as future availability of peat resources.
After-use regimes that are efficient in delivering the desired outcomes, whether production, greenhouse gas emission management or conservation oriented.
Improvement and diversification of peat-based products, for example, in growing media, energy, cosmetics, and other uses, to increase the quality and efficient use of peat.
·Recognizing the extensive research currently in place on biodiversity, it is recommended to synthesize the available international knowledge.
·Recognizing that peatland managers, the peat industry and consumers need up-to-date knowledge on peatland management, it is recommended that:
Countries invest in education and information dissemination on:
oPeatland management plans.
oEnvironmental, social and economic values of peatland management and peat based products.
oInteraction between climate change and peatland management.
Those involved in peatland management and the peat industry participate to share best practice information and expertise globally, for example, via the Internet.
Institutional training facilities are enhanced to adopt specific programs in support of peatlands as a natural resource comparable to forestry, fish and wildlife resources.
Peatland management influences local economies and may change environmental and social structures. In all peatland management the objective shall be to:
1.Promote livelihood opportunities for local people and respect rights and traditions of local communities.
2.Provide information on peatland management in order to empower landowners and other local people to undertake responsible management of peatlands in their ownership.
·Recognizing that peatland management should be integrated in the larger context of landscape and community based land use planning, it is recommended that:
Different stakeholders[4] are invited to join the decision making process with regard to peatland management policies.
Managers provide all stakeholders with opportunities to influence the planning process under existing frameworks for land use planning in the region.
·Recognizing the significance of peatlands to people and the importance of considering their needs, the application of open and transparent management procedures, including the dissemination of information, is recommended to be included early in the planning process..
·Recognizing that cutaway peatlands may have significant economical values for landowners and provide services for other interest groups, including indigenous people, it is recommended that peatland managers consider possible alternatives for their use in the decision making process, providing the best possible advantage for local people and their environment.
Good governance and law enforcement contribute to a responsible use of natural resources. Objectives for the governance of peatland management shall include the following:
1.Regulatory framework and legislation at international, national and regional levels should provide balanced opportunities for responsible management of peatlands.
2.Policies on peatland management shall follow the principles of Wise Use, including, for example, transparent and open processes for decision-making, and should be based on scientific knowledge.
3.Voluntary mechanisms, for example, funds, certification, payments on ecosystem services, shall complement legislation and regulatory frameworks and respect the principles stated in relevant international agreements (See section 2.1).
·Recognizing the importance of updated legislation and its appropriate enforcement as a basis for responsible management, we are committed to following national legislation, international agreements and Wise Use principles in each country of operation.
Various interest groups[5] managing peatlands[6] have expressed the need to define a strategy for peatland management that communicates a common understanding of the desired developmental trends in peatlands and their management.
The strategy at hand draws from international agreements on the responsible use of natural resources and wetlands, specifically, as well as from conventions granting basic human rights for local people and workforce. As such, it provides a foundation for the more detailed development of standards for certifiable peatland management, the aim of which is to interpret the strategy into practical requirements.
The strategy takes also into account and adapts information from and for other international conventions, relevant policies and scientific information, as brought to the development process by the involved interested parties. International agreements considered in the development of this strategy included, among others:
·The Ramsar Convention on Wetlands (1971) and its implementation resolutions and recommendations
·The Convention on Biodiversity (1992)
·Kyoto Protocol (1997)
·The United Nations Framework Convention on Climate Change (UNFCCC) (1994)
·The Convention on International Trade in Endangered Species ‑ CITES (1975)
·UN Agreements on Human Rights (1994/1997)
·Conventions of the International Labour Organization (ILO)
The various parties involved in peatland management have already a long tradition of assessing and describing the implications of various environmental and social trends in their field at national and international level. A number of publications compiling their broad expertise have significantly contributed to the development of this strategy; through already agreed policy outlines as well as other information. These include, for example:
·The book “Wise Use of Mires and Peatland” published by the International Mire Conservation Group and the International Peat Society in 2002
·The book “Peatlands and Climate Change” published by the International Peat Society in 2008
·The report “Socio-economic impact of the peat and growing media industry on horticulture in the EU” published by the European Peat and Growing Media Association (EPAGMA) in 2008
The purpose of this general strategy for peatland management is to develop, in co-operation with all interested parties, a strategic framework for the responsible use and protection of peatlands. The development and decision-making process was open to all stakeholders (see Annex 3).
Peatlands cover an estimated area of 400 million ha, equivalent to 3% of the Earth’s land surface. Globally, these areas are managed for different purposes. Most peatlands are undisturbed (Fig 2.1). Drained peatlands are used mostly for agriculture, forestry and, to a lesser extend, for peat extraction for growing media or energy use.
The strategy for responsible peatland management (RPM) covers all different uses of peatlands and thus includes protection conservation management of peatlands, various forms of their economic use, as well as recreational or traditional uses.
Peatland management can impact significantly on the environment, the economy and social values on local, regional and global scales. The following aspects deserve thorough consideration:
·The environmental functions of peatlands include their significant roles in supporting biodiversity, carbon storage and climate, nutrient retention as well as water storage, circulation and purification.
·Disturbance of peat hydrology, water quality and peat soil structures may have adverse impacts with ecological, social and economic consequences (relevant reference EU Water Framework Directive).
·Available legal, administrative and technical instruments include protection, management for nature conservation, rural management schemes, Wise Use, planned after-use and other uses.
·Disturbance of peatland ecosystems generally increases greenhouse gas emissions and natural or man-made fires, which escalate peatland degradation and loss of peat resources.
·Climate change is altering both the ecosystem function of peatlands and their global distribution.
·Population growth can increase social pressures to certain peatlands and peat as a natural resource, accordingly. Both demands for commercial use and for the protection of peatlands tend to rise.
·Work opportunities and potential socio-economic benefits emerging from peatland management may be especially important in remote and rural areas and thereby contribute to the welfare of local communities.
·On the other hand, conservation may hinder livelihood opportunities of local people.
·Ignored or unforeseen damages to third parties may increase conflicts of interest with local people and other stakeholders. These can intensify uncontrolled land development in some areas.
Peatlands provide a wide range of economic opportunities. These drive local, regional and national requirements for industrial, commercial and social development. In addition to the production of timber, agricultural crops and peat for growing media or energy, peatlands contribute to local economies through the production of a range of non-timber products, for example berries, moss and game.
·Apart from conventional uses, peatlands are valuable carbon stocks and their biodiversity is especially linked to the emerging markets for ecosystem services.
·Economical activities take place in areas where peatlands are important for agriculture, forestry and peat production, along with other uses such as the collection of various foods and other products, fishing, hunting, recreation and tourism.
·Peat is a material with great potential – currently it serves as a raw material in several industries, for example, growing media for horticulture and food production, heat and power generation, medicine and as activated carbon.
·Peat energy is a strategic resource for some countries.
·Cut-over peatlands can be used for economical activities, for example, agriculture, forestry and conservation, including leisure-time activities.
·Where the demand for commercial use of peatlands, for example, for food, horticulture, and energy, globally increases and requires expansion, concerns towards the industry at local, national or international policy levels may rise.
·Clear regulations are essential for long term business planning and must be based on economic, social and environmental values.
·Most commercial peatland management involving human intervention results in impacts on the habitat, species and genetic diversity.
·Responsible peatland management, especially well planned after-use of peatlands, can compensate the adverse impacts on peatland functions and enhance theirvalues to people through an improved environment and by providing potential recreational or business opportunities.
·Commercial peatland users should promote responsible management of peatlands in order to gain recognition from the society for their industry.
Figure 2.3 Structure of the Strategy for Responsible Peatland Management
The strategy comprises a vision for the desired state of peatlands in the future (1.3), priority issues that should be covered in improved management regimes and management implementation plans (1.4), specific strategic objectives for each priority issue and, finally, actions to achieve the objectives under each theme (1.5).
Monitoring the effectiveness of the strategy requires careful acquisition of information on the actions implemented and an evaluation of their contribution to the overall performance in relation to the strategic objectives for each priority issue and vision.
The drafts for the strategy were formulated in two open workshops followed by public consultation. A total of three public consultations were organized before the final Strategy was published. Annex 3 describes the stages in this development process.
The International Peat Society organized and facilitated the workshops and recorded the proposals and decisions made.
The first workshop was held in Amsterdam on 13 - 15 February 2009. It defined the current trend in peatland management, and drafted the vision and themed priority issues to be addressed in the strategy as well as objectives for each priority issue.
Draft 1 of the strategy was distributed for comments, by e-mail and on the Internet, on 9 March 2009 and was available for review until 12 April 2009. The following version (Draft 2) was modified according to the comments received and sent to all interested parties on 21 April 2009.
The second workshop, held in Belfast on 27 - 28 April 2009, developed the actions needed for reaching the strategic objectives.
Draft 3 was circulated for comments from 15 May to 18 June 2009. The final document was sent to interest groups and organisations for approval on 1 July 2009. The parties concerned were asked to approve and commit to the strategy by 30 September 2009.
REFERENCES
IPS 2008. Peatlands and Climate Change. M. Strack ed.
Joosten, H. and Clarke, D. 2002. Wise Use of Mires and Peatlands. Background and Principles Including a Framework for Decision-Making. International Mire Conservation Group and International Peat Society.
SERI 2004. The SER International Primer on Ecological RestorationSociety for Ecological Restoration, InternationalScience & Policy Working Group, Version 2, October, 2004.
Silvius M. and Diemont H. 2007. Peatlands International 2/2007.
United Nations Convention on Biological Diversity (1992) (www.cbd.int)
Planned use of peatland after the termination of peat extraction. After-use may include restoration of peatland ecosystem functions, rehabilitation of peatland processes and/or services or alteration managing the site for other purposes, e.g. agriculture, forestry, bird-watching areas, angling, nature walks or construction development.
Biodiversity
The variability of living organisms from all sources including, inter alia, terrestrial, marine and other aquatic ecosystems and the ecological complexes of which they are part; this includes diversity within species, between species and adherent ecosystems.
Synonym to Biological diversity
Source: United Nations Convention on Biological Diversity (1992).
Conservation
The act of keeping something entire, keeping unchanged, preservation from loss. Used in the sense of a deliberate or political decision to preserve.
Greenhouse gas (GHG)
Any gas that absorbs infrared radiation in the atmosphere.Greenhouse gases include, but are not limited to, water vapour, carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrochlorofluorocarbons (HCFCs), ozone (O3), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulphur hexafluoride (SF6).Source: http://unfccc.int/resource/cd_roms/na1/ghg_inventories/english/
8_glossary/Glossary.htm
Interested party
A person or group having an interest in the policies and operations of an activity or business with a willingness to participate in related decision-making and/or implementation at an appropriate level.
Interested parties include peatland managers, industry, non-governmental organizations (NGOs), social groups, relevant government bodies, etcetera.
Local people
Local people are any individuals or groups of people in the area who are affected directly or indirectly by peatland management decisions.
Mire
An area where peat has accumulated and is still being formed.
Paludiculture
The cultivation of biomass on wet and re-wetted peatlands.
Peat
Sedentarily accumulated material comprising at least 30% (dry mass) of dead and partly decomposed organic matter.
Peatland
An area with a naturally accumulated peat layer.
Peatland management
Management decision and control on the use of peatlands including non-use.
Peatland rehabilitation
The reparation of ecosystem processes, productivity and services of the former peatland, but does not imply the re-establishment of the pre-existing biotic integrity in terms of species composition and community structure.
Source: SERI 2004
Peatland restoration
The process of assisting the recovery of peatland that has been degraded or damaged.
Source: SERI 2004
Protection
Preservation, maintenance and enhancement of specific biological, social or cultural value.
Public consultation/ participation
A regulatory process by which the public’s input on matters affecting them is sought, and in which all stakeholders can actively participate.
Responsible peatland management
Responsible peatland management is the balanced stewardship of the environmental, social and economic values of peatlands in accordance with local, regional and global aspirations.
Source: Vision for RPM
Resource
An available supply that can be drawn on when needed.
Source: Joosten and Clarke 2002 p. 174
Stakeholder
Any person, organisation, company or other party that has a direct interest in an activity
Stewardship of peatlands
The assumption of responsibility forthe social, cultural, economic and ecological functions of peatlands. The mantle under which all facets of responsible peatland management,operate, including nature and environmental conservation,culture, safeguarding of ecological functions, human and labour rights, economic welfare, good governance, education and health.
Source: Adapted from http://the-stewardship.org/sites.htm
Wise use of peatlands
Use of peatlands for which reasonable people now and in the future will not attribute blame. Use includes conscious non-use (conservation).
Source: Adapted from Joosten and Clarke 2002.
[1] Wise Use of peatlands, as presented in Joosten & Clarke 2002, is a widely discussed and recognized concept that provides the foundation for responsible management of peatlands and has been drawn upon extensively in the preparation of this strategy.
[2] Includes agriculture, forestry and other forms of cultivation.
[3]BATNEEC - Best Available Technology Not Entailing Excessive Cost
[4] Stakeholders include landowners, indigenous people, other local people and other interested people affected by peatland management. For terms and definitions see Annex 2.
[5] Interest group refers to all parties interested in peatlands, for example, from land owners, NGOs to industry and administration.
[6] The term “peatland” in this document includes both mires and peatlands.
