Natural Resource Management

Natural resources can drive corruption and corruption can be a feature of resource management. Learn about the risks and potential strategies to address them.

Natural resources often provide fertile ground for corruption. Since many partner countries in development cooperation are richly endowed with natural resources, these contexts pose special challenges for donor support. Corruption risks cut across resource sectors – from oil and minerals to forests and fisheries. This U4 theme explores these issues to inform donor practice in resource-rich contexts.

This U4 Theme Page will help you, among other things, to:

NRM theme


Aled Williams

Senior Advisor

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Stealing Africa. How much profit is fair? (by Why Poverty)

See how Zambian efforts to leverage development through copper exports are progressing against a background of past grand corruption cases and illicit financial flows. The video starts in a Swiss village.
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Author: Kishor, N and Damania, R
Release date: January 2007

Crime and Justice in the Garden of Eden: Improving Governance and Reducing Corruption in the Forestry Sector

This chapter in a World Bank volume on corruption in specific sectors, addresses forest sector characteristics that enable corruption. If offers a typology of the actors and kinds of corruption that plague the forest sector. It also offers a set of mini case-studies on measures in countries including Cambodia, Ecuador and Bolivia. The chapter concludes with examples of illegal logging and associated illegal practices in forestry.

Author: Setiono, B
Release date: January 2007

Debt Settlement of Indonesian Forestry Companies: Assessing the Role of Banking and Financial Policies for Promoting Sustainable Forest Management in Indonesia

Recounts the failure of the Indonesian Bank Restructuring Agency (IBRA) to effectively regulate companies in the forest sector and expose their links to illegal forestry activity. The study notes that creating well-funded, powerful administrative institutions (as in the case of the IBRA) does not necessarily solve forest management problems. Rather than becoming an agent for change, such institutions risk becoming a


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