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International Model Forest Network
[last updated December 21, 2007 2:13 PM]
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General Information
Partnership website(s) |
Expected Timeframe 2002 - Open Ended |
Partners
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UN System:
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Other intergovernmental organizations:
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Other:
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Thematic Focus
Primary Themes:
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Secondary Themes:
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Geographic Coverage
Geographic Scope: Global
Country(ies) where the partnership is being implemented: Argentina, Bolivia, Brazil, Cameroon, Canada, Chile, China, Costa Rica, Cuba, Dominican Republic, France, Honduras, India, Indonesia, Japan, Philippines, Puerto Rico, Russian Federation, Spain, Sweden, Thailand |
National Focal Points
This partnership has made contact with the national focal points for sustainable development in the countries involved
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Goals and Objectives
Summary of the partnership's goals and objectives
The International Model Forest Network (IMFN) is a voluntary association of partners from around the world working toward the common goal of sustainable management of forest landscapes and natural resources. The IMFN is based on an innovative approach that combines the social, cultural and economic needs of local communities with the long-term sustainability of forest landscapes. The more than 40 model forests operating around the world make up the international network.
Model forests are primarily about people, the communities they live in and the sustainable management of the landscapes and resources they rely on. They provide the geographic foundation upon which people of differing values can meet, build a partnership and define what sustainability means in their particular context. The partnership plans its own program of activities and sets its own sustainability goals, and then works together to achieve those goals.
The International Model Forest Network Secretariat (IMFNS, the Secretariat) was established in 1995 in Ottawa, Canada, to support the development of a global network of model forests that would:
-Foster an international exchange of ideas on the concept of sustainable forest management (SFM)
-Facilitate international cooperation in the application of SFM at the field level
-Use these concepts and applications to support ongoing international discussions on the principles, criteria, and policies related to SFM
Model forests are primarily about people, the communities they live in and the sustainable management of the landscapes and resources they rely on. They provide the geographic foundation upon which people of differing values can meet, build a partnership and define what sustainability means in their particular context. The partnership plans its own program of activities and sets its own sustainability goals, and then works together to achieve those goals.
The International Model Forest Network Secretariat (IMFNS, the Secretariat) was established in 1995 in Ottawa, Canada, to support the development of a global network of model forests that would:
-Foster an international exchange of ideas on the concept of sustainable forest management (SFM)
-Facilitate international cooperation in the application of SFM at the field level
-Use these concepts and applications to support ongoing international discussions on the principles, criteria, and policies related to SFM
Targets and Progress
Partnership targetsWhen the IMFN was established in the early 1990s, our vision was to support, through model forests, management of the world's forest resources in a sustainable manner, reflecting environmental and socio-economic issues from the perspective of local needs and global concerns. From the beginning, model forests have upheld the idea that partnerships and participatory processes are the key to SFM.
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Progress against targetsFrom 10 model forest sites in Canada and three internationally, the IMFN has grown into a global network composed of more than 40 model forests in 20 countries on five continents.
The vision and objectives that we set for ourselves 10 years ago remain as important and as relevant today as they were that first day. The IMFN has a validated, demand-driven concept, well-developed sites, growing regional hubs, cost-effective delivery, impacts in key policy areas and a global community of practice and experience that is dedicated to networking |
Capacity-Building and Technology Transfer
Arrangements for Capacity-Building and Technology Transfer
- Human resources development/training
- Education/building awareness
- Institutional strengthening, including local participation
- Technology transfer/exchange
Specialized expertise is provided to model forest partners, through our regional networks where they exist, with a view to build capacity at the local level on issues of sustainable forest management and sustainable development. Priority issues are determined by each model forest, but there are themes of particular interest to the Secretariat that are common across the IMFN. These themes are governance, best forest management practices, conservation and stewardship, capacity building and networking, leveraging resources, and sustainable economic development.
Relationship to International Agreements on Sustainable Development
How the partnership contributes to the implementation of Agenda 21, the Programme for the Further Implementation of Agenda 21, and the Johannesburg Plan of Implementation
International expansion of the Canadian model forest concept, which was announced at the Rio Earth Summit in 1992, is closely aligned with the objectives of Agenda 21 and the United Nations Millennium Declaration. The collaborative nature of the IMFN, and its efforts to create regional networks in Latin America, Asia, Africa, Northern Europe and Russia and Canada, promotes an approach that incorporates economic, environmental, and social issues at both the policy and field levels, and addresses key issues related to: development and poverty alleviation, improved decision-making processes and governance, better forest resource management, conservation of biological diversity, innovation and partnerships for sustainable development and sustainable communities.
Relevant Sections of Agenda 21
Relevant Sections of Agenda 21
Preamble; International cooperation to accelerate sustainable development in developing countries and related domestic policies; Combating poverty; Promoting sustainable human settlement development; Integrating environment and development in decision-making; Integrated approach to the planning and management of land resources; Combating deforestation; Managing fragile ecosystems: combating desertification and drought; Promoting sustainable agriculture and rural development; Conservation of biological diversity; Recognizing and strengthening the role of indigenous people and their communities; Strengthening the role of non-governmental organizations: partners for sustainable development; Strengthening the role of farmers; Transfer of environmentally sound technology, cooperation and capacity-building; Promoting education, public awareness and training; National mechanisms and international cooperation for capacity-building in developing countries; Information for decision-making
Relevant Sections of the Programme for the Further Implementation of Agenda 21 Integration of economic, social and environmental objectives; Means of implementation
Relevant Sections of the Johannesburg Plan of Implementation Introduction ; Poverty eradication ; Protection and managing the natural resource base of economic and social development ; Sustainable development for Africa ; Sustainable development in Latin America and the Caribbean; Sustainable development in Asia and the Pacific; Sustainable development in the West Asia region; Sustainable development in the Economic Commission for Europe region; Means of implementation ; Strengthening institutional arrangement for sustainable development at the regional level; Strengthening institutional frameworks for sustainable development at the national level; Participation of major groups
Coordination and Implementation
Coordination Mechanism of the PartnershipThe IMFN Secretariat is coordinated through a management structure that includes a Board of Directors and a small international secretariat headed by an Executive Director. The Board of Directors is composed of one representative from each Canadian government department that is funding the IMFNS, as well as one representative from the LAC Regional Network and the FAO.
Progress reports are produced quarterly and coincide with meetings of the Board of Directors of the Secretariat. Regular field visits and training sessions are undertaken by Senior Program Officers in model forests. In addition, the IMFNS develops communications materials (printed materials, conference support, presentations, posters, web-based information, and more) to inform of progress and disseminate information on the model forests and the Network, and to facilitate the exchange of knowledge. An external evaluation of the IMFN Secretariat was completed in 2006. |
Implementation Mechanism of the Partnership |
Resources
Funding Currently AvailableAmount in US$:
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Non-financial resources availableType(s):
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Funding SoughtRequired Amount in US$:
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Non-financial resources soughtRequirement(s):
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Additional Information
Additional Relevant Information
Among the main lessons that we have learned are:
-SFM must be understood as a process not a project
-Partnerships take time to demonstrate their full worth
-Model forests must be country-driven to succeed
-Networking works, but only with resources, a deliberate strategy and with participants clearly identifying how they wish to benefit and what each will contribute
-SFM needs to be made understandable to all stakeholders
-Particularly in developing countries, SFM must provide tangible economic and social dividends
-The partnership must set priorities
-Model forests need a "champion" to move the process forward
With a global reach and hundreds of experienced partners, we can now consider linking sites for long-term research on issues of shared policy relevance, from participatory processes to climate change, or linking sites and countries with similar forest types (e.g., boreal or tropical) or shared trans-boundary migratory species. Looked upon as landscape-level platforms for such activity, these sites are suited to demonstrate, train, inform and create opportunities, through policy and otherwise, for scaling-up best practices within their own countries.
In the immediate future we need to ensure that further growth does not come at the expense of what has already been built. Because model forests are processes, not projects, both existing model forests and new sites need mentoring, technical support, and resources. Related to this, after a decade of building we need to objectively examine the model forest experience in a rigorous way and systematize our findings so that they can be useful to the Secretariat, to model forests and to broader audiences.
-SFM must be understood as a process not a project
-Partnerships take time to demonstrate their full worth
-Model forests must be country-driven to succeed
-Networking works, but only with resources, a deliberate strategy and with participants clearly identifying how they wish to benefit and what each will contribute
-SFM needs to be made understandable to all stakeholders
-Particularly in developing countries, SFM must provide tangible economic and social dividends
-The partnership must set priorities
-Model forests need a "champion" to move the process forward
With a global reach and hundreds of experienced partners, we can now consider linking sites for long-term research on issues of shared policy relevance, from participatory processes to climate change, or linking sites and countries with similar forest types (e.g., boreal or tropical) or shared trans-boundary migratory species. Looked upon as landscape-level platforms for such activity, these sites are suited to demonstrate, train, inform and create opportunities, through policy and otherwise, for scaling-up best practices within their own countries.
In the immediate future we need to ensure that further growth does not come at the expense of what has already been built. Because model forests are processes, not projects, both existing model forests and new sites need mentoring, technical support, and resources. Related to this, after a decade of building we need to objectively examine the model forest experience in a rigorous way and systematize our findings so that they can be useful to the Secretariat, to model forests and to broader audiences.