A Model Forest is a landscape that represents a range of values and issues in a geographic area encompassing forests, agricultural land, rivers and lakes, towns and cities, protected areas and other landscape features. To help identify the values and issues of the stakeholders involved, a rationale should be developed for why a particular geographic boundary is chosen.

Model Forest stakeholders are individuals, groups and institutions that are interested in, are affected by, or can affect a Model Forest’s decisions about resource management and priorities. These stakeholders may reside within the physical boundaries of a Model Forest or they may not. Expect stakeholders to change over time as issues, needs and programs change. Typical stakeholders include governments, communities and indigenous peoples, private sector companies, NGOs, and academic or research institutions.

A strategic plan details the composition of the partnership, describes the land base and documents  objectives. It should outline how the Model Forest intends to address the six Model Forest Principles. As a Model Forest matures and advances, a multi-year strategic plan may be developed that achieves the following:

• Defines the Model Forest purpose and builds consensus on a common vision for sustainably managing the landscape
• Develops objectives that are consistent with the Model Forest vision and mission
• Communicates those objectives to all stakeholders and other interested organizations
• Develops a sense of shared ownership among stakeholders and an increased level of commitment to the Model Forest
• Ensures that resources are used effectively by identifying areas where they are most needed
• Provides a base from which progress can be measured

Learn more about Model Forest strategic planning in the Model Forest Toolkit.

Once all technical and substantive issues have been addressed with the IMFN Secretariat and Regional Network, a Model Forest will be officially accepted as a member of the IMFN. Following acceptance, a Model Forest is expected to continue developing and refining it’s Strategic Plan and other products, such as a Governance Model, an Annual Work Plan, a Monitoring and Evaluation Framework, and a Communications Plan, and to fully engage in IMFN activities.