Sustaining Forests: A Development StrategyWorld Bank Publications, 2004 M05 1 - 88 pages The World Bank's Forests Strategy, adopted in October 2002, charts a path for the Bank's proactive engagement in the sector to help attain the goal of poverty reduction without jeopardizing the environmental values intrinsic to sustainability. This strategy replaces the Bank's 1991 Forestry Strategy, and was developed on the basis of the findings of an independent review of the 1991 strategy and a two-year consultative process with development partners and stakeholders around the world. The revised strategy, Sustaining Forests, is built on three guiding pillars: harnessing the potential of forests to reduce poverty, integrating forests into sustainable economic development, and protecting global forest values. Recognizing the key role forests play in contributing to the livelihoods of people living in extreme poverty, government and local ownership of forest policies and interventions are emphasized along with the development of appropriate institutions to ensure good governance and the mainstreaming of forests into national development planning. The strategy also aims to support ecologically, socially and economically sound management of production forests by ensuring good management practices through application of safeguard procedures and independent monitoring and certification. Implementation of the strategy will center on building and strengthening partnerships with the private sector, non-governmental organizations, and other donor agencies to promote better forest conservation and management at country and global levels. |
From inside the book
Results 1-5 of 9
Page vi
... Comparative Advantage and the Pillars of the Strategy Lessons for Engagement in Forests Comparative Advantage Three Pillars of the Forest Strategy Harnessing Forests ' Potential to Reduce Poverty Integrating Forests in Sustainable ...
... Comparative Advantage and the Pillars of the Strategy Lessons for Engagement in Forests Comparative Advantage Three Pillars of the Forest Strategy Harnessing Forests ' Potential to Reduce Poverty Integrating Forests in Sustainable ...
Page 2
... comparative advantage and working with clients and partners . Through this approach , it is expected that the Bank will maintain a high degree of economic and technical work while consulting widely with partners and stakeholders ...
... comparative advantage and working with clients and partners . Through this approach , it is expected that the Bank will maintain a high degree of economic and technical work while consulting widely with partners and stakeholders ...
Page 7
... comparative advantage in proactively assisting its client coun- tries to improve the quality and sustainability of forest operations ; address illegal logging ; direct more of the benefits from forestry toward local communities ; and ...
... comparative advantage in proactively assisting its client coun- tries to improve the quality and sustainability of forest operations ; address illegal logging ; direct more of the benefits from forestry toward local communities ; and ...
Page 21
... comparative advantage to influence nonforest sector policies that impact forests . It also will need to proactively seek opportunities to integrate the main elements of this new Forest Strategy into the Bank's broader poverty reduction ...
... comparative advantage to influence nonforest sector policies that impact forests . It also will need to proactively seek opportunities to integrate the main elements of this new Forest Strategy into the Bank's broader poverty reduction ...
Page 25
... comparative advantage , and build on the pillars that set the base for its activities . PRINCIPLES OF ENGAGEMENT AND COMPARATIVE ADVANTAGE AND THE PILLARS OF THE STRATEGY The Bank's impact on forests is determined not only by its direct ...
... comparative advantage , and build on the pillars that set the base for its activities . PRINCIPLES OF ENGAGEMENT AND COMPARATIVE ADVANTAGE AND THE PILLARS OF THE STRATEGY The Bank's impact on forests is determined not only by its direct ...
Other editions - View all
Common terms and phrases
1991 Forest Strategy achieve agroforestry analytical approach Asia assessment Bank Group Bank's forest biodiversity borrower carbon certification client countries climate change collaborative commitment comparative advantage costs cross-sectoral deforestation dialogue donors ecosystem services effective engagement enhanced ensure Environment Department environmental services financing focus forest areas forest conservation forest issues forest operations forest outcomes Forest Policy forest products forest program forest resources forest sector forestry framework funds governments implementation Indonesia initiatives institutional Integrating forests investors involvement IUCN Kyoto Protocol lending livelihoods logging major markets ment monitoring natural forests Nepal NFPs NGOs Operations Evaluation Department Paper participation partners partnerships percent poor portfolio potential poverty reduction priorities private sector PROFOR proposed Protected Areas PRSPs reforms Region risk role rural development significant social stakeholders Sustainable Forest Management targets tion Tropical Forests UNFF United Nations Washington World Bank World Bank Group World Bank Institute World Bank/WWF Alliance