Title:
Sustainable development strategies : a resource book
Publication Information:
London : Earthscan Publications Ltd., 2002
Physical Description:
1 CD-ROM ; 12 cm
ISBN:
9781853839467
General Note:
Accompanies text with the same title : (HC79.E5 S86 2002)
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
---|---|---|---|---|---|
Searching... | 30000010037706 | CP 2609 | Computer File Accompanies Open Access Book | Compact Disc Accompanies Open Access Book | Searching... |
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Summary
Summary
- The nature of sustainable development strategies and current practice- Key steps in starting, managing and improving sustainable development strategies- Analysis of and for sustainable development- Participation for sustainable development- Information, education and communications- Strategy decision-making frameworks and procedures- The financial basis for strategies- Monitoring and evaluation systems Includes free CD-Rom of full text and extensive related material.
Table of Contents
Acknowledgements | p. v |
Contents | p. ix |
List of figures, tables and boxes | p. xvi |
Preface | p. xxii |
Acronyms and abbreviations | p. xxiii |
1 About the resource book | p. 1 |
Aims | p. 1 |
Target audience | p. 2 |
Layout | p. 2 |
How to use this resource book | p. 4 |
2 Sustainable development and the need for strategic responses | p. 5 |
The opportunity for a strategic approach to national development | p. 5 |
Organization of this chapter | p. 6 |
The challenges of environment and development | p. 7 |
Trends and major challenges | p. 7 |
Economic disparity and political instability | p. 7 |
Extreme poverty | p. 8 |
Under-nourishment | p. 8 |
Disease | p. 8 |
Marginalization | p. 8 |
Population growth | p. 8 |
Consumption | p. 8 |
Global energy use | p. 9 |
Climate change | p. 9 |
Nitrogen loading | p. 9 |
Natural resource deterioration | p. 9 |
Loss of diversity | p. 10 |
Pollution | p. 10 |
Growing water scarcity | p. 10 |
Other urban problems | p. 10 |
Interactions between social, economic and environmental problems | p. 10 |
International responses to the challenges of sustainable development | p. 11 |
The emergence of sustainable development as a common vision | p. 11 |
Multilateral environmental agreements (MEAs) | p. 14 |
Environmental monitoring and assessment | p. 15 |
Economic instruments | p. 15 |
Engaging the private sector | p. 16 |
New technologies | p. 17 |
Financing sustainable development | p. 18 |
Governance--and the twin trends of decentralization and globalization | p. 18 |
Decentralization | p. 20 |
Globalization | p. 22 |
Focus on national strategies for sustainable development: a Rio commitment and one of the seven international development goals | p. 23 |
Guidance to date on strategies for sustainable development | p. 25 |
Why a strategic approach to sustainable development is needed | p. 27 |
The need for structural changes | p. 27 |
Difficulties in introducing changes | p. 28 |
What being strategic means | p. 28 |
3 The nature of sustainable development strategies and current practice | p. 30 |
Introduction | p. 30 |
What are sustainable development strategies? | p. 31 |
Key principles for developing sustainable development strategies | p. 33 |
Learning from current practice: existing strategy frameworks | p. 35 |
Building on national level strategies | p. 38 |
National development plans | p. 38 |
Sector and cross-sectoral plans and strategies | p. 42 |
Plans and strategies related to conventions | p. 42 |
National forest programmes (NFPs) | p. 47 |
National conservation strategies (NCSs) | p. 50 |
National environmental action plans (NEAPs) | p. 50 |
National Agenda 21s and National Councils for Sustainable Development | p. 52 |
National visions | p. 53 |
Comprehensive development frameworks | p. 54 |
Poverty reduction strategies | p. 56 |
Sub-national strategies | p. 63 |
Decentralized development planning | p. 66 |
Village and micro-level strategies | p. 66 |
Convergence and links between national, sub-national and local strategies | p. 69 |
Regional approaches to developing strategies | p. 70 |
4 Key steps in starting or improving strategies for sustainable development | p. 74 |
Harnessing effective strategic mechanisms in a continual-improvement system | p. 74 |
Scoping exercise | p. 77 |
Establishing or strengthening a strategy secretariat or coordinating body | p. 77 |
Establishing or strengthening a strategy steering committee or equivalent forum | p. 81 |
Seeking or improving political commitment for the strategy | p. 82 |
Establishing or confirming a mandate for the strategy | p. 85 |
Ensuring broad ownership of the strategy | p. 85 |
Securing strategy 'ownership' and commitment by all ministries | p. 87 |
Securing strategy 'ownership' and commitment by civil society and the private sector | p. 88 |
Mobilizing the required resources | p. 90 |
Harnessing the necessary skills | p. 91 |
Bringing institutions and individuals on board | p. 93 |
Raising the financial resources | p. 94 |
Identifying stakeholders and defining their roles in the strategy | p. 96 |
Typical roles of the main actors in strategy processes, and constraints faced | p. 98 |
Politicians and leaders | p. 98 |
Public authorities | p. 98 |
The private sector | p. 99 |
Civil society | p. 100 |
Donor agencies | p. 100 |
Mapping out the strategy process, taking stock of existing strategies and other planning processes | p. 102 |
Seeking to improve coherence and coordination between strategy frameworks at all levels | p. 104 |
Coherence, coordination (and convergence) of national strategic frameworks | p. 104 |
Focusing strategic objectives at the right level-from regional to local, and between sectors-and ensuring coherence and coordination there | p. 105 |
Establishing and agreeing ground rules governing strategy procedures | p. 110 |
Establishing a schedule and calendar for the strategy process | p. 112 |
Promoting the strategy | p. 112 |
The role of experiments and pilot projects | p. 112 |
Establishing and improving the regular strategy mechanisms and processes | p. 113 |
5 Analysis | p. 114 |
Approaching and organizing the tasks of analysis | p. 114 |
Introducing the main analytical tasks in NSDS processes | p. 114 |
Challenges in analysis for sustainable development strategies | p. 115 |
Effective strategies depend on sound information | p. 115 |
Sustainable development is complex and difficult to analyse | p. 115 |
Capacities to analyse sustainable development are often weak | p. 115 |
There are dangers in relying on narrow, non-local, out-of-date or unreliable information | p. 116 |
Basic principles for analysis | p. 116 |
Engage and inform stakeholders within democratic and participatory processes | p. 116 |
Use accessible and participatory methods of analysis | p. 117 |
Include roles for independent, 'expert' analysis | p. 117 |
Develop a continuing, coordinated system of knowledge generation | p. 118 |
Agree criteria for prioritizing analysis | p. 118 |
Ensure the objectives of the analysis are clear | p. 119 |
Agree the types of output from the analysis, and who will get them | p. 120 |
An introduction to methods available for analysis | p. 120 |
Analysing stakeholders in sustainable development | p. 120 |
Why stakeholder analysis is important | p. 120 |
Identifying stakeholders | p. 124 |
Using an issues-based typology | p. 124 |
Ways to identify stakeholders | p. 125 |
Stakeholder representation | p. 125 |
Identifying stakeholder interests, relations and powers | p. 126 |
Identifying stakeholders' interests | p. 126 |
Analysing the relationships between stakeholders | p. 127 |
Analysing stakeholders' powers | p. 127 |
Comparing stakeholders' powers with their potential for sustainable development | p. 129 |
Limitations of stakeholder analysis | p. 130 |
Approaches to measuring and analysing sustainability | p. 132 |
Accounts | p. 133 |
Narrative assessments | p. 135 |
Indicator-based assessments | p. 135 |
Contributing measurements and analyses | p. 138 |
Spatial analysis | p. 138 |
System of national accounts | p. 141 |
Genuine domestic savings | p. 142 |
Ecological footprint | p. 142 |
Natural resource, materials and energy accounts | p. 144 |
Human Development Index | p. 145 |
Sustainable livelihoods analysis | p. 145 |
Policy influence mapping | p. 148 |
Problem trees and causal diagrams | p. 148 |
Strategic environmental assessment | p. 149 |
Community-based issue analysis | p. 153 |
Deciding what to measure: a framework of parts and aims | p. 154 |
Deciding how to measure: choosing indicators | p. 158 |
Seeing the big sustainability picture: generating indices | p. 159 |
Identifying priority sustainability issues: using a rigorous, routine system | p. 160 |
Analysing sustainable development mechanisms and processes | p. 161 |
Steps in analysing the component mechanisms | p. 162 |
Analysing the legal framework for sustainable development | p. 162 |
Analysing the economic context | p. 169 |
Describing how the mechanisms link up | p. 170 |
Scenario development | p. 171 |
The purpose and limitations of scenarios | p. 171 |
Organizing scenario development | p. 171 |
Some illustrations of sustainable development scenarios | p. 173 |
6 Participation in strategies for sustainable development | p. 177 |
Introduction | p. 177 |
Understanding participation | p. 178 |
Multiple perceptions, expectations and definitions of 'participation' | p. 178 |
Typologies of participation-and associated dilemmas | p. 178 |
'Horizontal' and 'vertical' channels for participation-and associated dilemmas | p. 182 |
Why participation is needed in strategies for sustainable development | p. 186 |
Ensuring effective participation-issues and planning requirements | p. 193 |
Scoping the basic requirements | p. 193 |
Consideration of costs and benefits of participation | p. 193 |
Clarity of expectations | p. 193 |
Consideration of scale and links | p. 197 |
Representation, selection and intermediaries | p. 198 |
Infrastructure, organization and legal framework for participation | p. 201 |
Planning for participation in strategies | p. 204 |
Methods for participation in strategies | p. 207 |
Participatory learning and action | p. 207 |
Community-based resource planning and management | p. 211 |
Participation in decentralized planning systems | p. 211 |
Multi-stakeholder partnerships | p. 213 |
Focusing on consensus, negotiations and conflict resolution | p. 217 |
Working in groups | p. 218 |
Facilitation | p. 220 |
Participants' responsibilities | p. 222 |
Rapporteurs | p. 222 |
Meeting agendas | p. 222 |
Market research, electronic media and other remote methods | p. 225 |
7 Communications | p. 226 |
Introduction | p. 226 |
Shifting values, attitudes and styles | p. 227 |
Establishing a communications and information strategy and system | p. 230 |
An information, education and communications strategy and action plan | p. 233 |
Coordination of information | p. 234 |
Internal coordination-focus on creating a shared information base | p. 235 |
External coordination-using a wide range of methods | p. 235 |
Choosing the medium, and developing complementary information products | p. 236 |
Documents and audio-visual material | p. 238 |
Events | p. 240 |
Managing dialogue and consensus-building during meetings | p. 242 |
Establishing networks, or making links with existing networks | p. 242 |
Establishing databases, or making links with existing databases | p. 245 |
Use of electronic media | p. 246 |
Electronic democracy | p. 247 |
Mass media | p. 249 |
Monitoring the communication process | p. 250 |
8 Strategy decision-making | p. 253 |
The scope of strategy decisions | p. 253 |
Strategic vision | p. 254 |
Strategic objectives | p. 254 |
Targets | p. 254 |
Triggers | p. 254 |
Action plan | p. 255 |
Institutional plan | p. 255 |
Challenges, principles and useful frameworks for making strategy decisions | p. 258 |
Challenges for decision-making | p. 258 |
Getting a good grasp of the problems being faced | p. 258 |
Dealing with a wide range of integration and trade-off challenges | p. 258 |
Dealing with 'real-world' issues and avoiding 'planners' dreams' | p. 259 |
Achieving consensus on the vast range of sustainable development issues | p. 261 |
Principles and frameworks for decision-making | p. 261 |
Good decisions should be based on acknowledged values | p. 261 |
Strategy decisions should reflect locally-accepted values | p. 262 |
Strategy decisions should reflect global values | p. 263 |
Strategy decisions should reflect risk and uncertainty | p. 265 |
Formal methodologies for decision-making can help, but have limitations | p. 265 |
Decision theory | p. 265 |
Decision support tools | p. 267 |
'Strong' and 'weak' sustainability | p. 269 |
Institutional roles and processes for strategy decisions | p. 270 |
Multi-stakeholder structures for decision-making | p. 270 |
Facilitating decision-making through workshops | p. 272 |
Consensus | p. 272 |
Negotiations and conflict resolution | p. 276 |
Negotiations | p. 276 |
Conflict resolution | p. 280 |
Policy coherence-a step-wise approach | p. 280 |
A challenge: strengthening relations between decision-developers and the ultimate decision-takers | p. 282 |
Selecting instruments for implementing strategy decisions | p. 283 |
The range of sustainable development instruments | p. 284 |
Legislative/regulatory/juridical instruments | p. 284 |
Financial/market instruments | p. 285 |
Educational/informational instruments | p. 286 |
Institutional instruments | p. 286 |
Guidance on selecting instruments | p. 287 |
9 The financial basis for strategies | p. 288 |
Introduction | p. 288 |
Mobilizing finance | p. 290 |
Financial requirements of the strategy | p. 290 |
Formulation and review | p. 290 |
Implementation | p. 292 |
Sources of finance | p. 292 |
Donor finance | p. 292 |
Government | p. 293 |
Other in-country sources of finance | p. 293 |
International transfer payments | p. 294 |
Global Environmental Facility | p. 294 |
Carbon offsets and the Clean Development Mechanism | p. 295 |
Debt swaps | p. 295 |
National environmental funds | p. 296 |
Trust funds | p. 296 |
Mobilizing finance at the local level | p. 297 |
Using market mechanisms to create incentives for sustainable development | p. 298 |
Market mechanisms at the national level | p. 299 |
Removing perverse incentives | p. 299 |
Adapting existing market mechanisms | p. 300 |
New market mechanisms | p. 300 |
Market mechanisms at the local level | p. 302 |
Mainstreaming sustainable development into investment and financial decision-making | p. 303 |
Motives for addressing sustainable development | p. 303 |
Company level | p. 304 |
The business case from the financial institution viewpoint | p. 305 |
Crucial factors in the business case | p. 306 |
How can financial institutions mainstream sustainable development? | p. 306 |
Challenges for Northern financial institutions | p. 306 |
Challenges for national finance and investment institutions | p. 307 |
10 Monitoring and evaluation systems | p. 309 |
Introduction | p. 309 |
Elements of a monitoring and evaluation system | p. 309 |
Principles of successful monitoring and evaluation | p. 310 |
Who should undertake monitoring and evaluation? | p. 311 |
Formal internal and external monitoring | p. 311 |
Internally-driven monitoring (conducted by local strategy stake-holders) | p. 311 |
Externally-driven monitoring and evaluation (conducted by agreed independent bodies or donors) | p. 313 |
Linking internal and external monitoring | p. 314 |
Participatory monitoring and evaluation | p. 315 |
When should monitoring and evaluation be undertaken? | p. 318 |
The 'pressure-state-response' framework for monitoring-its utility and limitations | p. 318 |
Use in state-of-the-environment reporting | p. 318 |
Use and limitations for monitoring sustainable development | p. 320 |
Monitoring the implementation of the strategy and ensuring accountability | p. 321 |
Monitoring the performance of strategy stakeholders, and mutual accountability | p. 322 |
Monitoring and evaluating the results of the strategy | p. 324 |
Disseminating the findings of monitoring exercises and feedback to strategy decisions | p. 325 |
Appendix | p. 327 |
References | p. 331 |
Index | p. 348 |