Forests Sourcebook - HCV Resource Network
Forests Sourcebook - HCV Resource Network Forests Sourcebook - HCV Resource Network
edge for development purposes and a key instrument for improving policies and project design, enhancing skills, and strengthening implementation capacity. SELECTED READINGS Kishor, N., and R. Damania. 2006. “Crime and Justice in the Garden of Eden: Improving Governance and Reducing Corruption in the Forestry Sector.” In The Many Faces of Corruption: Tracking Vulnerabilities at the Sector Level, ed. J. Edgardo Campos and Sanjay Pradhan. Washington, DC: World Bank. Lele, U., N. Kumar, S.A. Husain, A. Zazueta, and L. Kelly. 2000. The World Bank Forest Strategy: Striking the Right Balance. Washington, DC: World Bank. Magrath, W. B., R. Grandalski, J. Stuckey, G. Vikanes, and G. Wilkinson. Forthcoming. Timber Theft Prevention and Forest Resource Security. Washington, DC: World Bank. World Bank. 2000. Anticorruption in Transition: A Contribution to the Policy Debate. Washington, DC: World Bank. ———. 2000b. Reforming Public Institutions and Strengthening Governance: A World Bank Strategy. Washington, DC: World Bank. ———. 2002. “A Revised Forest Strategy for the World Bank Group.” Draft April 2002. Washington, DC. ———. 2007. “Strengthening World Bank Group Engagement on Governance and Anticorruption.” Washington, DC. http://www.worldbank.org/html/extdr/comments/ governancefeedback/gacpaper-03212007.pdf. REFERENCES CITED Saunders, J., and R. Nussbaum. 2008. “Forest Governance and Reduced Emissions from Deforestation and Degradation (REDD).” Chatham House (The Royal Institute of International Affairs), London, England. World Bank. 2000. Reforming Public Institutions and Strengthening Governance: A World Bank Strategy. Public Sector Group PREM Network. Washington, DC: World Bank. ———. 2001. Making Sustainable Commitments: An Environment Strategy for the World Bank. Washington, DC: World Bank. ———. 2004. Sustaining Forests: A Development Strategy. Washington, DC: World Bank. ———. 2006. “Strengthening Forest Law Enforcement and Governance: Addressing a Systemic Constraint to Sustainable Development.” Report #36638-GLB, Sustainable Development Network, World Bank, Washington, DC. CROSS-REFERENCED CHAPTERS AND NOTES Note 1.3: Indigenous Peoples and Forests Note 1.4: Property and Access Rights Note 3.2: Forest Certification Systems Note 5.1: Decentralized Forest Management Note 5.2: Reforming Forest Institutions Note 5.3: Strengthening Legal Frameworks in the Forest Sector Chapter 12: Applying OP 4.10 on Indigenous Peoples 158 CHAPTER 5: IMPROVING FOREST GOVERNANCE
NOTE 5.1 Decentralized Forest Management Dissatisfied with centralized approaches to governance, many developing countries and countries in transition—it is estimated that 80 percent of them have embarked on some form of decentralization, transferring authority and responsibility for government functions from the central government to subnational governments or civil society and private sector institutions. Given the right conditions, decentralization of forest management can lead to superior outcomes, improving the effectiveness of public forest institutions by matching the demand for public forest services with their supply by local governments. Decentralized local institutions of the public forest administration can be closer to local people, their demands, and priorities, and thereby offer opportunities for government to become more relevant to local conditions. By emphasizing subnational governmental autonomy, forest decentralization can promote democratic decision-making processes and free top executives of the public forest administration from many routine decisions. If decentralization leads to greater local voice and participation, it can contribute to greater accountability and to reducing forest-related corruption and government misuse of forest resources. Local participation can also induce design of and experimentation with creative and innovative programs that make use of local knowledge and that are tailored to local settings, moving away from the application of standardized actions designed by the central government. Furthermore, forest decentralization can help improve equity through greater capture and local retention, as well as democratic distribution, of forest management benefits. Because of this, decentralization can be instrumental in reducing local conflicts over the use of forest resources and the allocation of resulting benefits and costs among institutions and local people. Thus, decentralization can lead to better governance and improved efficiency, equity, and environmental management outcomes. However, there are potential risks associated with decentralization. It is an extremely complex undertaking involving multiple levels of government, agencies with different functions, and stakeholders with diverse, sometimes incompatible, interests. Authority, responsibility, and financial and human resources as well as a variety of administrative functions can be decentralized to different degrees, thus creating countless possible pathways to decentralized forest administration. Decentralized forest institutions often cannot function adequately if they are not endowed with sufficient resources and authority. Imbalances in the allocation of authority and responsibility to the various levels of government, possibly because the process is still incomplete, also make efficient public forest service delivery difficult. Regardless of the path to decentralization, inadequate subnational capacity is almost always a limiting factor. Some obstacles to effective forest decentralization have their origins in the drastic changes in power structures within the government apparatus that are associated with, and required for, effective decentralization, and that occur during the redistribution of authority and resources from the central government to subnational governments. Government officials at the center often resist these reallocations of power. Furthermore, when powers are redistributed to subnational levels, decentralization often also increases the possibility of regulatory capture by local interests. Local government officers and politicians can be even more subject to corruption than those of the central government. In addition, unless some key functions of government remain at the center, such as defining national forest policy parameters, overall policy coherence in the sector may be lost. The challenge for forest sector planners is to shape and manage decentralization processes in a way that secures its potential benefits while avoiding associated pitfalls. Some of the main promises of decentralization and the corresponding limitations it faces are listed in table 5.2. 159
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edge for development purposes and a key instrument for<br />
improving policies and project design, enhancing skills, and<br />
strengthening implementation capacity.<br />
SELECTED READINGS<br />
Kishor, N., and R. Damania. 2006. “Crime and Justice in the<br />
Garden of Eden: Improving Governance and Reducing<br />
Corruption in the Forestry Sector.” In The Many Faces of<br />
Corruption: Tracking Vulnerabilities at the Sector Level, ed.<br />
J. Edgardo Campos and Sanjay Pradhan. Washington,<br />
DC: World Bank.<br />
Lele, U., N. Kumar, S.A. Husain, A. Zazueta, and L. Kelly.<br />
2000. The World Bank Forest Strategy: Striking the Right<br />
Balance. Washington, DC: World Bank.<br />
Magrath, W. B., R. Grandalski, J. Stuckey, G. Vikanes, and G.<br />
Wilkinson. Forthcoming. Timber Theft Prevention and<br />
Forest <strong>Resource</strong> Security. Washington, DC: World Bank.<br />
World Bank. 2000. Anticorruption in Transition: A Contribution<br />
to the Policy Debate. Washington, DC: World Bank.<br />
———. 2000b. Reforming Public Institutions and Strengthening<br />
Governance: A World Bank Strategy. Washington, DC:<br />
World Bank.<br />
———. 2002. “A Revised Forest Strategy for the World Bank<br />
Group.” Draft April 2002. Washington, DC.<br />
———. 2007. “Strengthening World Bank Group Engagement<br />
on Governance and Anticorruption.” Washington,<br />
DC. http://www.worldbank.org/html/extdr/comments/<br />
governancefeedback/gacpaper-03212007.pdf.<br />
REFERENCES CITED<br />
Saunders, J., and R. Nussbaum. 2008. “Forest Governance<br />
and Reduced Emissions from Deforestation and Degradation<br />
(REDD).” Chatham House (The Royal Institute of<br />
International Affairs), London, England.<br />
World Bank. 2000. Reforming Public Institutions and<br />
Strengthening Governance: A World Bank Strategy. Public<br />
Sector Group PREM <strong>Network</strong>. Washington, DC: World<br />
Bank.<br />
———. 2001. Making Sustainable Commitments: An Environment<br />
Strategy for the World Bank. Washington, DC:<br />
World Bank.<br />
———. 2004. Sustaining <strong>Forests</strong>: A Development Strategy.<br />
Washington, DC: World Bank.<br />
———. 2006. “Strengthening Forest Law Enforcement and<br />
Governance: Addressing a Systemic Constraint to Sustainable<br />
Development.” Report #36638-GLB, Sustainable<br />
Development <strong>Network</strong>, World Bank, Washington, DC.<br />
CROSS-REFERENCED CHAPTERS AND NOTES<br />
Note 1.3: Indigenous Peoples and <strong>Forests</strong><br />
Note 1.4: Property and Access Rights<br />
Note 3.2: Forest Certification Systems<br />
Note 5.1: Decentralized Forest Management<br />
Note 5.2: Reforming Forest Institutions<br />
Note 5.3: Strengthening Legal Frameworks in the Forest<br />
Sector<br />
Chapter 12: Applying OP 4.10 on Indigenous Peoples<br />
158 CHAPTER 5: IMPROVING FOREST GOVERNANCE
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