Sustainable Development Strategies,9781853839474

Sustainable Development Strategies

by ;
Edition: CD
ISBN13: 9781853839474
ISBN10: 1853839477
Format: Paperback
Pub. Date: 2002-12-01
Publisher(s): Routledge
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Summary

This work exposes how water flow links nature and society through water's many parallel functions as the "blood stream" of both the natural environment and the embedded human environment - and the resulting conflicts that arise. The authors argue that a s

Table of Contents

Acknowledgements v
Contents ix
List of figures, tables and boxes
xvi
Preface xxii
Acronyms and abbreviations xxiii
About the resource book
1(4)
Aims
1(1)
Target audience
2(1)
Layout
2(2)
How to use this resource book
4(1)
Sustainable development and the need for strategic responses
5(25)
The opportunity for a strategic approach to national development
5(2)
Organization of this chapter
6(1)
The challenges of environment and development
7(16)
Trends and major challenges
7(1)
Economic disparity and political instability
7(1)
Extreme poverty
8(1)
Under-nourishment
8(1)
Disease
8(1)
Marginalization
8(1)
Population growth
8(1)
Consumption
8(1)
Global energy use
9(1)
Climate change
9(1)
Nitrogen loading
9(1)
Natural resource deterioration
9(1)
Loss of diversity
10(1)
Pollution
10(1)
Growing water scarcity
10(1)
Other urban problems
10(1)
Interactions between social, economic and environmental problems
10(1)
International responses to the challenges of sustainable development
11(1)
The emergence of sustainable development as a common vision
11(3)
Multilateral environmental agreements (MEAs)
14(1)
Environmental monitoring and assessment
15(1)
Economic instruments
15(1)
Engaging the private sector
16(1)
New technologies
17(1)
Financing sustainable development
18(1)
Governance -- and the twin trends of decentralization and globalization
18(2)
Decentralization
20(2)
Globalization
22(1)
Focus on national strategies for sustainable development: a Rio commitment and one of the seven international development goals
23(2)
Guidance to date on strategies for sustainable development
25(2)
Why a strategic approach to sustainable development is needed
27(3)
The need for structural changes
27(1)
Difficulties in introducing changes
28(1)
What being strategic means
28(2)
The nature of sustainable development strategies and current practice
30(44)
Introduction
30(1)
What are sustainable development strategies?
31(2)
Key principles for developing sustainable development strategies
33(2)
Learning from current practice: existing strategy frameworks
35(39)
Building on national level strategies
38(1)
National development plans
38(4)
Sector and cross-sectoral plans and strategies
42(1)
Plans and strategies related to conventions
42(5)
National forest programmes (NFPs)
47(3)
National conservation strategies (NCSs)
50(1)
National environmental action plans (NEAPs)
50(2)
National Agenda 21s and National Councils for Sustainable Development
52(1)
National visions
53(1)
Comprehensive development frameworks
54(2)
Poverty reduction strategies
56(7)
Sub-national strategies
63(3)
Decentralized development planning
66(1)
Village and micro-level strategies
66(3)
Convergence and links between national, sub-national and local strategies
69(1)
Regional approaches to developing strategies
70(4)
Key steps in starting or improving strategies for sustainable development
74(40)
Harnessing effective strategic mechanisms in a continual-improvement system
74(3)
Scoping exercise
77(1)
Establishing or strengthening a strategy secretariat or coordinating body
77(4)
Establishing or strengthening a strategy steering committee or equivalent forum
81(1)
Seeking or improving political commitment for the strategy
82(3)
Establishing or confirming a mandate for the strategy
85(1)
Ensuring broad ownership of the strategy
85(5)
Securing strategy `ownership' and commitment by all ministries
87(1)
Securing strategy `ownership' and commitment by civil society and the private sector
88(2)
Mobilizing the required resources
90(6)
Harnessing the necessary skills
91(2)
Bringing institutions and individuals on board
93(1)
Raising the financial resources
94(2)
Identifying stakeholders and defining their roles in the strategy
96(6)
Typical roles of the main actors in strategy processes, and constraints faced
98(1)
Politicians and leaders
98(1)
Public authorities
98(1)
The private sector
99(1)
Civil society
100(1)
Donor agencies
100(2)
Mapping out the strategy process, taking stock of existing strategies and other planning processes
102(2)
Seeking to improve coherence and coordination between strategy frameworks at all levels
104(6)
Coherence, coordination (and convergence) of national strategic frameworks
104(1)
Focusing strategic objectives at the right level - from regional to local, and between sectors - and ensuring coherence and coordination there
105(5)
Establishing and agreeing ground rules governing strategy procedures
110(2)
Establishing a schedule and calendar for the strategy process
112(1)
Promoting the strategy
112(1)
The role of experiments and pilot projects
112(1)
Establishing and improving the regular strategy mechanisms and processes
113(1)
Analysis
114(63)
Approaching and organizing the tasks of analysis
114(6)
Introducing the main analytical tasks in NSDS processes
114(1)
Challenges in analysis for sustainable development strategies
115(1)
Effective strategies depend on sound information
115(1)
Sustainable development is complex and difficult to analyse
115(1)
Capacities to analyse sustainable development are often weak
115(1)
There are dangers in relying on narrow, non-local, out-of-date or unreliable information
116(1)
Basic principles for analysis
116(1)
Engage and inform stakeholders within democratic and participatory processes
116(1)
Use accessible and participatory methods of analysis
117(1)
Include roles for independent, `expert' analysis
117(1)
Develop a continuing, coordinated system of knowledge generation
118(1)
Agree criteria for prioritizing analysis
118(1)
Ensure the objectives of the analysis are clear
119(1)
Agree the types of output from the analysis, and who will get them
120(1)
An introduction to methods available for analysis
120(1)
Analysing stakeholders in sustainable development
120(12)
Why stakeholder analysis is important
120(4)
Identifying stakeholders
124(1)
Using an issues-based typology
124(1)
Ways to identify stakeholders
125(1)
Stakeholder representation
125(1)
Identifying stakeholder interests, relations and powers
126(1)
Identifying stakeholders' interests
126(1)
Analysing the relationships between stakeholders
127(1)
Analysing stakeholders' powers
127(2)
Comparing stakeholders' powers with their potential for sustainable development
129(1)
Limitations of stakeholder analysis
130(2)
Approaches to measuring and analysing sustainability
132(29)
Accounts
133(2)
Narrative assessments
135(1)
Indicator-based assessments
135(3)
Contributing measurements and analyses
138(1)
Spatial analysis
138(3)
System of national accounts
141(1)
Genuine domestic savings
142(1)
Ecological footprint
142(2)
Natural resource, materials and energy accounts
144(1)
Human Development Index
145(1)
Sustainable livelihoods analysis
145(3)
Policy influence mapping
148(1)
Problem trees and causal diagrams
148(1)
Strategic environmental assessment
149(4)
Community-based issue analysis
153(1)
Deciding what to measure: a framework of parts and aims
154(4)
Deciding how to measure: choosing indicators
158(1)
Seeing the big sustainability picture: generating indices
159(1)
Identifying priority sustainability issues: using a rigorous, routine system
160(1)
Analysing sustainable development mechanisms and processes
161(10)
Steps in analysing the component mechanisms
162(1)
Analysing the legal framework for sustainable development
162(7)
Analysing the economic context
169(1)
Describing how the mechanisms link up
170(1)
Scenario development
171(6)
The purpose and limitations of scenarios
171(1)
Organizing scenario development
171(2)
Some illustrations of sustainable development scenarios
173(4)
Participation in strategies for sustainable development
177(49)
Introduction
177(1)
Understanding participation
178(8)
Multiple perceptions, expectations and definitions of `participation'
178(1)
Typologies of participation -- and associated dilemmas
178(4)
'Horizontal' and `vertical' channels for participation -- and associated dilemmas
182(4)
Why participation is needed in strategies for sustainable development
186(7)
Ensuring effective participation -- issues and planning requirements
193(14)
Scoping the basic requirements
193(1)
Consideration of costs and benefits of participation
193(1)
Clarity of expectations
193(4)
Consideration of scale and links
197(1)
Representation, selection and intermediaries
198(3)
Infrastructure, organization and legal framework for participation
201(3)
Planning for participation in strategies
204(3)
Methods for participation in strategies
207(19)
Participatory learning and action
207(4)
Community-based resource planning and management
211(1)
Participation in decentralized planning systems
211(2)
Multi-stakeholder partnerships
213(4)
Focusing on consensus, negotiations and conflict resolution
217(1)
Working in groups
218(2)
Facilitation
220(2)
Participants' responsibilities
222(1)
Rapporteurs
222(1)
Meeting agendas
222(3)
Market research, electronic media and other remote methods
225(1)
Communications
226(27)
Introduction
226(1)
Shifting values, attitudes and styles
227(3)
Establishing a communications and information strategy and system
230(23)
An information, education and communications strategy and action plan
233(1)
Coordination of information
234(1)
Internal coordination -- focus on creating a shared information base
235(1)
External coordination -- using a wide range of methods
235(1)
Choosing the medium, and developing complementary information products
236(2)
Documents and audio-visual material
238(2)
Events
240(2)
Managing dialogue and consensus-building during meetings
242(1)
Establishing networks, or making links with existing networks
242(3)
Establishing databases, or making links with existing databases
245(1)
Use of electronic media
246(1)
Electronic democracy
247(2)
Mass media
249(1)
Monitoring the communication process
250(3)
Strategy decision-making
253(35)
The scope of strategy decisions
253(5)
Strategic vision
254(1)
Strategic objectives
254(1)
Targets
254(1)
Triggers
254(1)
Action plan
255(1)
Institutional plan
255(3)
Challenges, principles and useful frameworks for making strategy decisions
258(12)
Challenges for decision-making
258(1)
Getting a good grasp of the problems being faced
258(1)
Dealing with a wide range of integration and trade-off challenges
258(1)
Dealing with `real-world' issues and avoiding `planners' dreams'
259(2)
Achieving consensus on the vast range of sustainable development issues
261(1)
Principles and frameworks for decision-making
261(1)
Good decisions should be based on acknowledged values
261(1)
Strategy decisions should reflect locally-accepted values
262(1)
Strategy decisions should reflect global values
263(2)
Strategy decisions should reflect risk and uncertainty
265(1)
Formal methodologies for decision-making can help, but have limitations
265(1)
Decision theory
265(2)
Decision support tools
267(2)
`Strong' and `weak' sustainability
269(1)
Institutional roles and processes for strategy decisions
270(13)
Multi-stakeholder structures for decision-making
270(2)
Facilitating decision-making through workshops
272(1)
Consensus
272(4)
Negotiations and conflict resolution
276(1)
Negotiations
276(4)
Conflict resolution
280(1)
Policy coherence -- a step-wise approach
280(2)
A challenge: strengthening relations between decision-developers and the ultimate decision-takers
282(1)
Selecting instruments for implementing strategy decisions
283(5)
The range of sustainable development instruments
284(1)
Legislative/regulatory/juridical instruments
284(1)
Financial/market instruments
285(1)
Educational/informational instruments
286(1)
Institutional instruments
286(1)
Guidance on selecting instruments
287(1)
The financial basis for strategies
288(21)
Introduction
288(2)
Mobilizing finance
290(8)
Financial requirements of the strategy
290(1)
Formulation and review
290(2)
Implementation
292(1)
Sources of finance
292(1)
Donor finance
292(1)
Government
293(1)
Other in-country sources of finance
293(1)
International transfer payments
294(1)
Global Environmental Facility
294(1)
Carbon offsets and the Clean Development Mechanism
295(1)
Debt swaps
295(1)
National environmental funds
296(1)
Trust funds
296(1)
Mobilizing finance at the local level
297(1)
Using market mechanisms to create incentives for sustainable development
298(5)
Market mechanisms at the national level
299(1)
Removing perverse incentives
299(1)
Adapting existing market mechanisms
300(1)
New market mechanisms
300(2)
Market mechanisms at the local level
302(1)
Mainstreaming sustainable development into investment and financial decision-making
303(6)
Motives for addressing sustainable development
303(1)
Company level
304(1)
The business case from the financial institution viewpoint
305(1)
Crucial factors in the business case
306(1)
How can financial institutions mainstream sustainable development?
306(1)
Challenges for Northern financial institutions
306(1)
Challenges for national finance and investment institutions
307(2)
Monitoring and evaluation systems
309(18)
Introduction
309(2)
Elements of a monitoring and evaluation system
309(1)
Principles of successful monitoring and evaluation
310(1)
Who should undertake monitoring and evaluation?
311(7)
Formal internal and external monitoring
311(1)
Internally-driven monitoring (conducted by local strategy stake-holders)
311(2)
Externally-driven monitoring and evaluation (conducted by agreed independent bodies or donors)
313(1)
Linking internal and external monitoring
314(1)
Participatory monitoring and evaluation
315(3)
When should monitoring and evaluation be undertaken?
318(1)
The `pressure--state--response' framework for monitoring -- its utility and limitations
318(3)
Use in state-of-the-environment reporting
318(2)
Use and limitations for monitoring sustainable development
320(1)
Monitoring the implementation of the strategy and ensuring accountability
321(3)
Monitoring the performance of strategy stakeholders, and mutual accountability
322(2)
Monitoring and evaluating the results of the strategy
324(1)
Disseminating the findings of monitoring exercises and feedback to strategy decisions
325(2)
Appendix 327(4)
References 331(17)
Index 348

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