cifor strategy 2016-2025
TRANSCRIPT
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CIFOR STRATEGY 2016-2025Stepping up to the new Global Development AgendaJakarta 10 March 2016Peter Holmgren, Director General
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HUMAN RESOURCES
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PARTNERS AND PROCESSES
77 MoU
33 countrie
s
9 universiti
es
33 research institutes
33 developme
nt organizatio
ns
13 government ministries
In 2015, CIFOR and its stakeholders benefited from
CIFOR and its partners contribute to the following global processes, frameworks, panels and conventions, among others.
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EMBRACING THE LANDSCAPE APPROACH – INTEGRATED SOLUTIONS FOR PEOPLE ACROSS SECTORS
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CIFOR AND THE CGIAR• 15 Research Centers • CGIAR Research Programmes (CRP)• CIFOR Leads CRP:
– Forest Trees & Agroforestry• Transition• Collaboration
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NEW STRATEGY FOR NEW TIMES 9.6 billion people in 2050 Changing consumption patterns Continued economic growth Expectations of justice and equity Migrations to seek new opportunities Increased climate variability
Only 30-40 years from now, the world will not look as it does today.
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DEFORESTATION IS REAL, BUT TOO MUCH ATTENTION CLOUDS THE OPPORTUNITIES
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OUR NEW GLOBAL DEVELOPMENT FRAMEWORKS
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REDEFINING FORESTRY: FUNDAMENTALS FOR ACHIEVING THE SDG’S
Food, nutrition and health Water Energy Housing Livelihoods and employment Climate change adaptation
and mitigation Biodiversity conservation Resilience and safety nets
To environmental and economic external shocks
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STRATEGY PROCESS
16 month consultation process
Two-tiered consultations
100 key stakeholders, one-on-one interviews by CIFOR scientists and Directors.
Surveyed 2,884 stakeholders in 82 countries
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WHAT SCALES ARE IMPORTANT? ALL.
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WHAT FOREST-RELATED OPPORTUNITIES LIE AHEAD?
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CIFOR STRATEGY 2016-2025
VISIONCIFOR envisions a more equitable world where forestry and landscapes enhance the environment and well-being for all.
PILLARS1. Research for impact2. Capacity development3. Outreach and engagement
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WHAT NEXT? IMPLEMENTING THE STRATEGY• Redefining forestry through our research • Broadening partnerships into non-traditional areas• Nourishing an impact culture• Focusing on complex realities rather than complicated solutions• Working local to global• Making the links to SDGs and targets more explicit • Staying ahead of the curve