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Book (stand-alone)Re-inventing forestry agencies. Experiences of institutional restructuring in Asia and the Pacific 2008
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Does a quantum leap make more sense than a gradual transition? Is private better than public, or small better than large? Does devolution mean losing power or gaining control - and for who? Should forest protection and production - regulation and implementation - be held apart or brought together? Reinventing forestry institutions is fraught with perils and pitfalls, targets and intents, but all institutions must travel this path if they are to remain relevant in the flux and flow of the modern world. With new prescriptions for conservation and wider changes in society and its demands on forests, the institutions responsible for forest management must compete with and complement other sectoral interests to prove their worth to society. Institutional restructuring or "reinvention" may be necessary to grasp opportunities and deny failure its chance. Experiences of reinvention from nine forestry institutions in eight countries are included in this publication - China, India, Malaysia, Nep al, New Zealand, the Philippines, the United States of America and Viet Nam. The breadth of experience in restructuring these and other forestry institutions is summarized in additional papers. It is hoped that other institutions contemplating reinvention will benefit through better understanding of the issues, challenges and opportunities inherent in reinventing forestry agencies. -
No Thumbnail AvailableDocumentThe changing role of forestry institutions 1994This issue of Unasylva forms a logical complement to issue No. 175 (on forest policy and legislation) in which it was stressed that, to lead to sustainable forestry development, the process of policy and legislative formation must be accompanied by the reform and strengthening of institutions that will have critical roles in putting these policies into practice. This issue examines the progress achieved by a number of countries in making institutional changes allowing the implementation of polic ies designed to support a more effective, sustainable performance of forestry in economic development and to ensure the sustainable livelihoods of rural people.
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DocumentMid-term Evaluation of the Project “Strengthening the Environment, Forestry and Climate Change Capacities of the Ministry of Environment and Forests and its Agencies”
Project Evaluation - Main report
2017Also available in:
No results found.Bangladesh is highly susceptible to a range of annually reoccurring natural events such as flooding, water logging, cyclones, land erosion and droughts that, when combined with the low economic and resiliency levels of the population, contribute to a high number of acute onset emergencies and a range of chronic and complex emergencies. Compounding this, Bangladesh is more susceptible to the effects of climate change than any other country in the world. As investments for climate resilience grow in Bangladesh, there is a need to foster cross-sectoral planning and coordination, and to ensure coherence amongst the large number of climate-change and environment-related investments in the country. To this end, FAO has supported the government of Bangladesh in developing the first ever country investment plan for the environment, forestry and climate change sectors, with funding from USAID from 2013 to 2018. The mid-term evaluation of this project found that the creation of a country investment plan was highly relevant; however, the evaluation found that the timeframe for the project had been overly ambitious, and that more time, or indeed a second phase of the project would be needed to ensure sustainability of the results achieved. Furthermore, to enable meaningful cross-sectoral collaboration, the evaluation noted that the project should focus on building relations with other relevant ministries outside the Ministry of Environment and Forests. Given the need for further support and to ensure a fully operational country investment plan is in place, the evaluation suggested possible focus areas for a potential second phase of the project.
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