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. |
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Page 10
... selection of countries on which to focus incremental ESW and potential follow - up investments will need to be made . Obviously , regional and country teams and their client govern- ments will be the primary actors in this process . In ...
... selection of countries on which to focus incremental ESW and potential follow - up investments will need to be made . Obviously , regional and country teams and their client govern- ments will be the primary actors in this process . In ...
Page 14
... selection on an as - needs basis . Small teams ( 8 to 10 members ) would be formed for specific tasks , comprising ... selected group ( s ) to assess design , relevance , and progress of the activities for implementation . outlined ...
... selection on an as - needs basis . Small teams ( 8 to 10 members ) would be formed for specific tasks , comprising ... selected group ( s ) to assess design , relevance , and progress of the activities for implementation . outlined ...
Page 20
... selection and definition of its global priorities and is in the process of better aligning global corporate priorities with country program goals . Forests are included in the top five issues singled out as integral components of the ...
... selection and definition of its global priorities and is in the process of better aligning global corporate priorities with country program goals . Forests are included in the top five issues singled out as integral components of the ...
Page 32
... selection and management of traditional Protected Areas . A key part of this process , which will need to be applied on a larger portion of the world's accessible natural forests , is to combine conservation and pro- duction goals in ...
... selection and management of traditional Protected Areas . A key part of this process , which will need to be applied on a larger portion of the world's accessible natural forests , is to combine conservation and pro- duction goals in ...
Page 33
... selection of an arbitrary time limit for all cases would not be advisable . Timing should be determined on a case ... selected ; in particular , the weight that should be given to a proven track record in certification when selecting ...
... selection of an arbitrary time limit for all cases would not be advisable . Timing should be determined on a case ... selected ; in particular , the weight that should be given to a proven track record in certification when selecting ...
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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