What is "Management"? What Do Managers Do?

What is "Management"?

Traditional Interpretation

There are a variety of views about this term. Traditionally, the term "management" refers to the set of activities, and often the group of people, involved in four general functions, including planning, organizing, leading and coordinating activities. (Note that the four functions recur throughout the organization and are highly integrated.)

Another Interpretation

Some writers, teachers and practitioners assert that the above view is rather outmoded and that management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. They also assert that leadership must be more facilitative, participative and empowering in how visions and goals are established and carried out. Some people assert that this really isn't a change in the management functions, rather it's re-emphasizing certain aspects of management.

What Do Managers Do?

Both of the above interpretations acknowledge the major functions of planning, organizing, leading and coordinating activities -- they put different emphasis and suggest different natures of activities in the following four major functions. They still agree that what managers do is the following:

1. Planning

including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc.

2. Organizing resources

to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems, re-organizing businesses, etc.

3. Leading

Including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction.

4. Controlling, or Coordinating

This occurs with the organization's systems, processes and structures to effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc.
Another common view is that "management" is getting things done through others. Yet another view, quite apart from the traditional view, asserts that the job of management is to support employee's efforts to be fully productive members of the organizations and citizens of the community.
To most employees, the term "management" probably means the group of people (executives and other managers) who are primarily responsible for making decisions in the organization. In a nonprofit, the term "management" might refer to all or any of the activities of the board, executive director and/or program directors.

How to Do to Planning

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation and Field Guide to Nonprofit Program Design, Marketing and Evaluation.

One of the most common sets of activities in the management is planning. Very simply put, planning is setting the direction for something -- some system -- and then guiding the system to follow the direction. There are many kinds of planning in organizations. Common to these many kinds of planning are various phases of planning and guidelines for carrying them out as effectively as possible. Information in this document can be referenced as a basis from which to carry out various kinds of planning, ranging from highly complex to simple and basic. (The library topic Planning describes a wide variety of plans.) To help make the following information applicable to as many situations as possible, the scope of the following planning information is to the "system", which is fully explained below. The following process should be customized by planners to the meet the needs and nature of the planners and their organizations.
Sections of This Topic Include
Context of Planning
Putting Planning in its Larger Context (Working Backwards Through Any "System")
Quick Look at Some Basic Terms in Planning
Typical Overall Phases in Planning
Basic Overview of Typical Phases in Planning
Guidelines for Successful Planning and Implementation
Involve the Right People in the Planning Process
Write Down the Planning Information and Communicate it Widely
Goals and Objectives Should Be SMARTER
Build in Accountability (Regularly Review Who's Doing What and By When?)
Note Deviations from the Plan and Replan Accordingly
Evaluate the Planning Process and the Plan
Realize that the Recurring Planning Process is at Least as Important as the Plan Document
Ensure the Nature of the Process is Compatible to the Nature of Planners
A Critical -- But Frequently Missing Step -- Acknowledgement and Celebration of Results
The Secret to Ensuring Follow-Through

Guidelines to Ensure Successful Planning and Implementation

A common failure in many kinds of planning is that the plan is never really implemented. Instead, all focus is on writing a plan document. Too often, the plan sits collecting dust on a shelf. Therefore, most of the following guidelines help to ensure that the planning process is carried out completely and is implemented completely -- or, deviations from the intended plan are recognized and managed accordingly.

Involve the Right People in the Planning Process

Going back to the reference to systems, it's critical that all parts of the system continue to exchange feedback in order to function effectively. This is true no matter what type of system. When planning, get input from everyone who will responsible to carry out parts of the plan, along with representative from groups who will be effected by the plan. Of course, people also should be involved in they will be responsible to review and authorize the plan.

Write Down the Planning Information and Communicate it Widely

New managers, in particular, often forget that others don't know what these managers know. Even if managers do communicate their intentions and plans verbally, chances are great that others won't completely hear or understand what the manager wants done. Also, as plans change, it's extremely difficult to remember who is supposed to be doing what and according to which version of the plan. Key stakeholders (employees, management, board members, funders, investor, customers, clients, etc.) may request copies of various types of plans. Therefore, it's critical to write plans down and communicate them widely. For more guidelines in this regard, see

Goals and Objectives Should Be SMARTER

SMARTER is an acronym, that is, a word composed by joining letters from different words in a phrase or set of words. In this case, a SMARTER goal or objective is:

Specific:

For example, it's difficult to know what someone should be doing if they are to pursue the goal to "work harder". It's easier to recognize "Write a paper".

Measurable:

It's difficult to know what the scope of "Writing a paper" really is. It's easier to appreciate that effort if the goal is "Write a 30-page paper".

Acceptable:

If I'm to take responsibility for pursuit of a goal, the goal should be acceptable to me. For example, I'm not likely to follow the directions of someone telling me to write a 30-page paper when I also have to five other papers to write. However, if you involve me in setting the goal so I can change my other commitments or modify the goal, I'm much more likely to accept pursuit of the goal as well.

Realistic:

Even if I do accept responsibility to pursue a goal that is specific and measurable, the goal won't be useful to me or others if, for example, the goal is to "Write a 30-page paper in the next 10 seconds".

Time frame:

It may mean more to others if I commit to a realistic goal to "Write a 30-page paper in one week". However, it'll mean more to others (particularly if they are planning to help me or guide me to reach the goal) if I specify that I will write one page a day for 30 days, rather than including the possibility that I will write all 30 pages in last day of the 30-day period.

Extending:

The goal should stretch the performer's capabilities. For example, I might be more interested in writing a 30-page paper if the topic of the paper or the way that I write it will extend my capabilities.

Rewarding:

I'm more inclined to write the paper if the paper will contribute to an effort in such a way that I might be rewarded for my effort.

Management by Objectives (MBO)

This method aims to identify and closely align organizational goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their own goals and objectives. It includes extensive, ongoing tracking and feedback in the processes to reach objectives. Similar to continuous improvement, many organizations already implement some version of MBO, but probably not to the extent that experts in MBO would recognize as MBO in the organizations.
All About Strategic Planning

Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization and expertise of planners. If you need more help,
see our strategic planning services.

    Want to learn how to facilitate strategic planning?  ConsultantsDevelopmentInstitute.org
    Most of the information in this topic was adapted from the book Field Guide to Nonprofit Strategic Planning and Facilitation. Most of the information in that book applies to for-profits, as well.

Sections of This Topic Include
Understanding Strategic Planning

Introduction -- What is Strategic Planning?
- - - Some Basic Descriptions of Strategic Planning -- and a Comparison to Business Planning
- - - Some Different Models of Strategic Planning
- - - For-Profit Versus Nonprofit Strategic Planning
Benefits of Strategic Planning
When Should Strategic Planning Be Done?
Various Overviews of Strategic Planning Process
- - - Samples of Plans
Boards and Strategic Planning
Conducting Strategic Planning

Preparation for Strategic Planning
- - - Guidelines to Keep Perspective During Planning
- - - Useful Skills to Have When Planning
- - - Need Consultant or Facilitator to Help You With Planning?
- - - Who Should Be Involved in Planning?
- - - How Many Planning Meetings Will We Need?
Always First Do "Plan for a Plan"
Strategic Analyses
- - - Taking Wide Look Around the Outside of Organization (Opportunities and Threats)
- - - Looking Around Inside the Organization (Strengths and Weaknesses)
Setting Strategic Direction
- - - Strategizing (identifying goals and methods to achieve them)
- - - - - - Understanding Strategy and Strategic Thinking
- - - - - - Do a SWOT Analysis of Results of Looking Outside and Inside the Organization?
- - - - - - Other Guidelines to Identify Strategic Goals and Methods/Strategies to Achieve Goals
- - - - - - - - - Consider Your Business Model (For-Profit and Nonprofit)
- - - - - - - - - Evaluate Your Strategies
- - - Developing/Updating Mission Statement (the purpose of the organization)
- - - Developing/Updating Vision Statement (depiction of future state of organization and customers)
- - - Developing/Updating Values Statement (overall priorities in how organization operates)
Action Planning (Objectives, Responsibilities and Deadlines)
Writing and Communicating the Plan
Implementing, Monitoring, Evaluating and Deviating from the Plan -- and Managing Change
- - - How Do We Ensure Implementation of Our New Plan?
- - - Monitoring Implementation, Evaluating Implementation -- and Deviating from Plan, If Necessary
- - - Changing the Plan as Necessary During Implementation
- - - Guidelines to Manage Organizational Change While Implementing the Plan

UNDERSTANDING STRATEGIC PLANNING

Introduction -- What is Strategic Planning?

There Are Various Different Views and Models -- and the Process You Use Depends

Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program.
There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc.
1) Goals-based planning is probably the most common and starts with focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when).
2) Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans.
3) Organic strategic planning might start by articulating the organization's vision and values, and then action plans to achieve the vision while adhering to those values. Some planners prefer a particular approach to planning, eg, appreciative inquiry.
Some plans are scoped to one year, many to three years, and some to five to ten years into the future. Some plans include only top-level information and no action plans. Some plans are five to eight pages long, while others can be considerably longer.
Quite often, an organization's strategic planners already know much of what will go into a strategic plan (this is true for business planning, too). However, development of the strategic plan greatly helps to clarify the organization's plans and ensure that key leaders are all "on the same script". Far more important than the strategic plan document, is the strategic planning process itself.
Also, in addition to the size of the organization, differences in how organizations carry out the planning activities are more of a matter of the nature of the participants in the organization -- than its for-profit/nonprofit status. For example, detail-oriented people may prefer a linear, top-down, general-to-specific approach to planning. On the other hand, rather artistic and highly reflective people may favor of a highly divergent and "organic" approach to planning.

Problem Solving and Decision Making

Much of what managers and supervisors do is solve problems and make decisions. New managers and supervisors, in particular, often solve problems and decisions by reacting to them. They are "under the gun", stressed and very short for time. Consequently, when they encounter a new problem or decision they must make, they react with a decision that seemed to work before. It's easy with this approach to get stuck in a circle of solving the same problem over and over again. Therefore, as a new manager or supervisor, get used to an organized approach to problem solving and decision making. Not all problems can be solved and decisions made by the following, rather rational approach. However, the following basic guidelines will get you started. Don't be intimidated by the length of the list of guidelines. After you've practiced them a few times, they'll become second nature to you -- enough that you can deepen and enrich them to suit your own needs and nature.
(Note that it might be more your nature to view a "problem" as an "opportunity". Therefore, you might substitute "opportunity" for "problem" in the following guidelines.)

1. Define the problem

This is often where people struggle. They react to what they think the problem is. Instead, seek to understand more about why you think there's a problem.

Defining the problem: (with input from yourself and others)

Ask yourself and others, the following questions:
a. What can you see that causes you to think there's a problem?
b. Where is it happening?
c. How is it happening?
d. When is it happening?
e. With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When we're stressed, blaming is often one of our first reactions. To be an effective manager, you need to address issues more than people.)
f. Why is it happening?
g. Write down a five-sentence description of the problem in terms of "The following should be happening, but isn't ..." or "The following is happening and should be: ..." As much as possible, be specific in your description, including what is happening, where, how, with whom and why. (It may be helpful at this point to use a variety of research methods. See .

Defining complex problems:

a. If the problem still seems overwhelming, break it down by repeating steps a-f until you have descriptions of several related problems.

Verifying your understanding of the problems:

a. It helps a great deal to verify your problem analysis for conferring with a peer or someone else.

Prioritize the problems:

a. If you discover that you are looking at several related problems, then prioritize which ones you should address first.
b. Note the difference between "important" and "urgent" problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.

Understand your role in the problem:

a. Your role in the problem can greatly influence how you perceive the role of others. For example, if you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you may ignore the accountabilities of others.

2. Look at potential causes for the problem

a. It's amazing how much you don't know about what you don't know. Therefore, in this phase, it's critical to get input from other people who notice the problem and who are effected by it.
b. It's often useful to collect input from other individuals one at a time (at least at first). Otherwise, people tend to be inhibited about offering their impressions of the real causes of problems.
c. Write down what your opinions and what you've heard from others.
d. Regarding what you think might be performance problems associated with an employee, it's often useful to seek advice from a peer or your supervisor in order to verify your impression of the problem.
e.Write down a description of the cause of the problem and in terms of what is happening, where, when, how, with whom and why.

3. Identify alternatives for approaches to resolve the problem

a. At this point, it's useful to keep others involved (unless you're facing a personal and/or employee performance problem). Brainstorm for solutions to the problem. Very simply put, brainstorming is collecting as many ideas as possible, then screening them to find the best idea. It's critical when collecting the ideas to not pass any judgment on the ideas -- just write them down as you hear them. (A wonderful set of skills used to identify the underlying cause of issues is Systems Thinking.)

4. Select an approach to resolve the problem

When selecting the best approach, consider:
a. Which approach is the most likely to solve the problem for the long term?
b. Which approach is the most realistic to accomplish for now? Do you have the resources? Are they affordable? Do you have enough time to implement the approach?
c. What is the extent of risk associated with each alternative?
(The nature of this step, in particular, in the problem solving process is why problem solving and decision making are highly integrated.)

5. Plan the implementation of the best alternative (this is your action plan)

a. Carefully consider "What will the situation look like when the problem is solved?"
b. What steps should be taken to implement the best alternative to solving the problem? What systems or processes should be changed in your organization, for example, a new policy or procedure? Don't resort to solutions where someone is "just going to try harder".
c. How will you know if the steps are being followed or not? (these are your indicators of the success of your plan)
d. What resources will you need in terms of people, money and facilities?
e. How much time will you need to implement the solution? Write a schedule that includes the start and stop times, and when you expect to see certain indicators of success.
f. Who will primarily be responsible for ensuring implementation of the plan?
g. Write down the answers to the above questions and consider this as your action plan.
h. Communicate the plan to those who will involved in implementing it and, at least, to your immediate supervisor.
(An important aspect of this step in the problem-solving process is continually observation and feedback.)

6. Monitor implementation of the plan

Monitor the indicators of success:
a. Are you seeing what you would expect from the indicators?
b. Will the plan be done according to schedule?
c. If the plan is not being followed as expected, then consider: Was the plan realistic? Are there sufficient resources to accomplish the plan on schedule? Should more priority be placed on various aspects of the plan? Should the plan be changed?

7. Verify if the problem has been resolved or not

One of the best ways to verify if a problem has been solved or not is to resume normal operations in the organization. Still, you should consider:
a. What changes should be made to avoid this type of problem in the future? Consider changes to policies and procedures, training, etc.
b. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge, understanding and/or skills.
c. Consider writing a brief memo that highlights the success of the problem solving effort, and what you learned as a result. Share it with your supervisor, peers and subordinates.
For additional and advanced information, see:

• 
  

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Governments, Business, Civil Society and Indigenous Leaders Pledge to End Loss of Forests


The declaration is a remarkable step forward towards reducing the CO2 emissions resulting from deforestation in forests like the Mau forest in Kenya (pictured above)
New York, 23 September 2014 - An innovative public-private partnership of multinationals, governments, civil society and indigenous peoples today pledged to cut the loss of forests in half by 2020 and end it a decade later in 2030 - a move that will eliminate the emission of between 4.5 and 8.8 billion tons of carbon dioxide each year. That is equivalent to removing the carbon emissions produced by the one billion cars that are currently on the world's roads.

Further Resources

    UN Climate Summit 2014
    The New York Declaration and Supporting Materials
    Climate Summit 2014: Declaration on Forests (video)

At today's Climate Summit, the New York Declaration on Forests was endorsed by countries in the developed and developing world - including the United States, the
EU
, and a large number of tropical forest countries - as well as by multinationals from the food, paper, finance and other industries, civil society organizations and indigenous peoples from Peru to Nepal. For the first time, 155 of these global leaders agreed on a date to end deforestation, and the need for large-scale economic incentives for countries that reduce the loss of their forests. Deforestation is a frequently overlooked source of carbon dioxide emissions and a significant contributor to climate change, as trees, which store carbon, instead release it when they are burned during slash-and-burn land clearing of forests.

The Declaration, which was driven by a group of countries and companies with input from civil society and indigenous peoples, aims to change politics going into next year's Paris climate talks and accelerate action by companies to eliminate deforestation from their supply chains. The Declaration also calls for the restoration of over 350 million hectares of forests and croplands, an area greater than the size of India, which would bring significant climate benefits and take pressure off primary forests. It builds on announcements made at the Climate Summit and over the past months.

"I asked for countries and companies to bring bold pledges, and here they are," said UN Secretary-General Ban Ki-moon. "The New York Declaration aims to reduce more climate pollution each year than the United States emits annually, and it doesn't stop there. Forests are not only a critical part of the climate solution - the actions agreed today will reduce poverty, enhance food security, improve the rule of law, secure the rights of indigenous peoples and benefit communities around the world."

"Today's declaration is a remarkable step forward towards reducing the CO2 emissions resulting from deforestation - the second leading contributor of carbon emissions worldwide. Cutting forest loss by half by 2020 and ending it by 2030 may appear a mammoth undertaking. But the commitments pledged by such a diverse and influential group of actors reflect the determination required to make this a reality. With the total yearly forest loss averaging 13 million hectares, addressing deforestation will also require the development of meaningful incentives to encourage countries to incorporate forest conservation and rehabilitation in their
national
development planning. Resource efficiency, natural capital investment, financial policies and the equitable distribution of benefits need all to be part of a holistic approach enabling countries - through schemes such as REDD+ - pursue a more sustainable pathway to development through the conservation, restoration and sustainable management of forests." said Achim Steiner, UN Under-Secretary-General and Executive Director of the UN Environment Programme.

"The New York Declaration sends an unmistakable signal going into Paris 2015," said Erna Solberg, Prime Minister of Norway. "Science tells us we won't limit global warming to two degrees without massive efforts on forests. Today, forward-thinking leaders in government, business and civil society together have begun the push to enact policies, change practices and put in place appropriate incentives to end deforestation."

"This is a serious commitment for a serious challenge," said Heru Prasetyo, head of Indonesia's REDD+ Agency. "With the strong partnership of key actors from governments, industry, indigenous and local communities as well as the international community I am confident we can achieve this ground-breaking vision."

The Declaration's endorsement comes as the forest sector is transformed by new policies and shifting demand from consumer goods companies and consumers, stronger land rights for indigenous peoples and greater advocacy by civil society. Deforestation in the Brazilian Amazon is down 75 per cent since 2004, and in the past nine months alone 60 per cent of the world's highly carbon-intensive palm oil trade has come under commitments to go deforestation-free.

"Our planet is losing forests at a rate of eight football fields every ten seconds," said Carter Roberts, President and CEO of the World Wildlife Fund (WWF). "Today we've seen important commitments from companies, governments, civil society and indigenous peoples to halt this trend. Now it is time for urgent collaboration to see these commitments realized on the ground."

"The last few months have seen a welcome race to the top," said Paul Polman, Chief Executive Officer of Unilever, a consumer products company. "Consumers have sent companies a clear signal that they do not want their purchasing habits to drive deforestation and companies are responding. Better still, companies are committing to working in partnership with suppliers, governments and NGOs to strengthen forest governance and economic incentives. It can be done and this Declaration signals a real intention to accelerate action."

"Forests are not solely economic resources, but are the center of spiritual life and cultural integration for indigenous peoples," said Abdon Nababan, Secretary General of the Indigenous Peoples Alliance of Indonesia's Archipelago (AMAN). "The New York Declaration is a long-awaited show of political will by all countries to support indigenous peoples as we fight to defend our forests."

To support the New York Declaration, several specific commitments to action were announced today, including:

    Three of the world's largest palm oil companies - Wilmar, Golden Agri-Resources and Cargill, all of which recently announced deforestation-free sourcing policies and who jointly make up more than half of global palm oil trade - committed to work together on implementation, and joined the Indonesian Business Council in asking incoming Indonesian President Joko Widodo to support their efforts through legislation and policies.

    Germany, Norway and the United Kingdom announced they would push for large-scale economic incentives as part of the Paris climate talks in 2015, and in the next couple of years pledged to enter into up to 20 new programs to pay countries for reduced deforestation rates, if credible programs were put forward. The three countries also pledge to consider funding additional, credible programs thereafter, if REDD+ countries deliver the results. A global coalition of indigenous peoples spanning Asia, Africa, Central America and the Amazon Basin pledged to protect the more than 400 million hectares of tropical forests under their management. This represents the storage of over 70 gigatons of carbon dioxide.

    Peru and Liberia presented groundbreaking new forest policies, that see Peru getting up to US $300 million in funding from Norway and additional support from Germany, and Liberia receiving up to US $150 million from Norway, depending on results. Norway also announced support in the amount of US $100 million for indigenous peoples, as part of Norway's total pledge of $3 billion for climate and forest purposes in the years through 2020.

    26 governors from provinces covering a quarter of tropical forests pledged to do more than their fair share on climate change - to cut deforestation by 80 percent - if developed countries create new economic incentives.

    DRC, Ethiopia, Guatemala, Uganda and several other countries are set to make national pledges to restore over 30 million hectares of degraded lands, more than doubling the 20 million hectares already pledged to date under the Bonn Challenge.

    >li>The Consumer Goods Forum, a coalition of 400 companies with combined sales over US $3 trillion, called on governments to pass a legally binding climate deal in Paris next year that includes large-scale payments to countries that reduce deforestation.

    Several of Europe's largest countries committed to develop new public procurement policies to sustainably source forest-intensive commodities like palm oil, soy, beef and timber. This is expected to have a significant market impact by leveraging the buying power of some of the world's largest economies.

These announcements form part of United Nations Secretary-General Ban Ki-moon's call for action to keep global temperature increases to less than two degrees Celsius by reducing emissions, moving money, pricing pollution, strengthening resilience and mobilizing new coalitions. Forests is one of eight areas identified as critical in the fight against climate change.

Editor's Note:

To view The New York Declaration and supporting materials online here

For more information, please contact:

Shereen Zorba, Head of News and Media, UNEP +254 788 526000, Shereen.Zorba@unep.org

James Sniffen, Programme Officer, UNEP New York, +1-212-963-8094, sniffenj@un.org

Tim Christophersen, UNEP Senior Programme Officer, Forests and Climate Change, +254 723 284 204, tim.christophersen@unep.org 

New York Declaration on Forests

Forests are essential to our future. More than 1.6 billion people depend on them for food, water, fuel, medicines, traditional cultures and livelihoods. Forests also support up to 80% of terrestrial biodiversity and play a vital role in safeguarding the climate by naturally sequestering carbon. Yet, each year an average of 13 million hectares of forest disappear, often with devastating impacts on communities and indigenous peoples. The conversion of forests for the production of commodities-such as soy, palm oil, beef and paper-accounts for roughly half of global deforestation. Infrastructure, urban expansion, energy, mining and fuel wood collection also contribute in varying degrees.

We share the vision of slowing, halting, and reversing global forest loss while simultaneously enhancing food security for all. Reducing emissions from deforestation and increasing forest restoration will be extremely important in limiting global warming to 2°C. Forests represent one of the largest, most cost-effective climate solutions available today. Action to conserve, sustainably manage and restore forests can contribute to economic growth, poverty alleviation, rule of law, food security, climate resilience and biodiversity conservation. It can help secure respect for the rights of forest dependent indigenous peoples, while promoting their participation and that of local communities in decision-making.

With our varying mandates, capabilities, and circumstances, collectively we commit to doing our part to achieve the following outcomes in partnership, including by ensuring that strong, large-scale economic incentives are in place commensurate with the size of the challenge:

    At least halve the rate of loss of natural forests globally by 2020 and strive to end natural forest loss by 2030.

    Support and help meet the private-sector goal of eliminating deforestation from the production of agricultural commodities such as palm oil, soy, paper and beef products by no later than 2020, recognizing that many companies have even more ambitious targets.

    Significantly reduce deforestation derived from other economic sectors by 2020.

    Support alternatives to deforestation driven by basic needs (such as subsistence farming and reliance on fuel wood for energy) in ways that alleviate poverty and promote sustainable and equitable development.

    Restore 150 million hectares of degraded landscapes and forestlands by 2020 and significantly increase the rate of global restoration thereafter, which would restore at least an additional 200 million hectares by 2030.

    Include ambitious, quantitative forest conservation and restoration targets for 2030 in the post-2015 global development framework, as part of new international sustainable development goals.

    Agree in 2015 to reduce emissions from deforestation and forest degradation as part of a post-2020 global climate agreement, in accordance with internationally agreed rules and consistent with the goal of not exceeding 2°C warming.

    Provide support for the development and implementation of strategies to reduce forest emissions.

    Reward countries and jurisdictions that, by taking action, reduce forest emissions-particularly through public policies to scale-up payments for verified emission reductions and private-sector sourcing of commodities.

    Strengthen forest governance, transparency and the rule of law, while also empowering communities and recognizing the rights of indigenous peoples, especially those pertaining to their lands and resources.

Achieving these outcomes could reduce emissions by 4.5-¬‐8.8 billion tons per year by 2030. By working in partnership, we can achieve these goals and chart a new course toward conserving, restoring, and managing healthy forests for the benefit of all. We invite others to join us in committing to a world where people and forests grow together.
- See more at: http://www.unep.org/newscentre/Default.aspx?DocumentID=2796&ArticleID=10993&l=en#sthash.veWJr5sR.dpuf

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Travelling in India is like a roller-coaster ride, thrilling and unforgettable. India has something to offer to every traveller: scenic beauty, beaches, mountains, fauna, adventure sports, luxury hotels, historical monuments, a cultural treat for all the senses... The experience will leave you a little exhausted; because in every moment, there's so much to live.
If you think you've seen everything there is to see, you couldn't be more wrong. India isn't called Incredible India for nothing. This wonderful land is riddled with more mysteries and astonishing things than Alice or Dorothy could ever have imagined. 
Sometimes uncanny and sometimes uplifting, India is full of surprises. Every corner of this wonderland has something waiting to be unraveled, just like these:

1. Levitating Stone - Shivapur, Maharashtra

Somewhere in Pune, in a quaint little hamlet called Shivapur, lies the Hazrat Qamar Ali Darvesh that has a magical story to tell. The current shrine was a gymnasium, 800 years ago. A Sufi saint called Qamar Ali was taunted by the wrestlers there. The saint placed a spell on the rocks that were used for body-building. The 70 kg rock can only be lifted by 11 finger tips touching it and calling out his name loudly. Till date, the Stone of Qamar Ali can be magically lifted by chanting his name!
 

2. Land of Black Magic - Mayong, Assam

A cloak of mystery shrouds Mayong, better known as the Land Of Black Magic, a village 40 kms from Guwahati city, close to Pobitora Wildlife Sanctuary. It is popularly believed that the name Mayong comes from the Sanskrit word for illusion, Maya. Many tales of men disappearing into thin air, people being converted into animals, or beasts being magically tamed, have been associated with Mayong. Sorcery and magic were traditionally practised and passed down over generations. Many ancient relics of Ayurveda and black magic are now preserved in the Mayong Central Museum.

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3. Lake of Skeletons - Roopkund Lake, Chamoli, Uttarakhand

At a height of 16,500 feet, in the middle of the most uninhabitable part of the Himalayas lies the secluded Roopkund Lake, covered in snow and surrounded by rock-strewn glaciers. More popularly known as Skeleton Lake or Mystery Lake, the spine-chilling attraction of this lake is the 600 odd human skeletons that were discovered here. These date back to the 9th CE and are clearly visible at the bottom of the shallow lake when the snow melts. The locals believe that this entourage had earned the fury of the local deity, Latu, who sent a terrible hailstorm their way, which eventually killed them.

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4. Mass Bird Suicide - Jatinga, Assam

The idyllic village of Jatinga is snugly nestled amongst the Borail Hills of Assam. Every monsoon, this scenic village witnesses an uncanny phenomenon. Between September and October, especially during dark and foggy nights, hundreds of migratory birds fly full speed towards trees and buildings, crashing to death. This 'mass bird suicide' was first brought to global attention by famous naturalist E.P. Gee in the 1960s. Ever since, it has remained one of the world's unsolved mysteries.

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5. The Curious Case Of Twins - Kodinhi (Kerala) and Umri (near Allahabad) 

Kodinhi, a sleepy little town tucked away in the Malappuram district of Kerala, has managed to baffle scientists across the world. In a population of 2000, Kodinhi has 350 pairs of identical twins! It has rightfully earned the title of 'Twin Town.' 6 pairs of twins in every 1000 births is considered a high twinning rate. Kodinhi has a rate of 42 twins per 1000 births. This means, almost every family in Kodinhi has more than one pair of twins!

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 Mohammedpur Umri village, near Allahabad has a similar tale to tell. With over 60 pairs of identical twins in a total population of 900, Umri's twinning rate is 300 times the national average, and perhaps the highest in the world. Researchers believe that the cause might lie in the genes, but for others, it is the divine hand.
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6. Get pulled uphill by magnetic force - Magnetic Hill, Ladakh

At an altitude of 11000 feet above sea level, Magnetic Hill is one of the must-see things on the way to Leh. It is known to have magnetic power that can pull a car towards itself even when the ignition is off.  It is a thrilling experience, but in reality, it is only an optical illusion caused by gravity hill. Magnetic Hill is one of the world's recognized gravity hills.

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7. Home to the notorious Cream - Malana, Himachal Pradesh

Located in the north-east of the Kullu Valley, Malana is also known as the 'Little Greece of India', because the locals believe that they are descendants of Alexander-the-Great himself! This ancient village is cut off from the rest of the world, and they follow an indigenous political system.  There are only about a hundred houses in this village, but it is home to Malana Cream, the finest quality and most potent charas ever produced.

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8. Asia's Cleanest Village - Mawlynnong, Meghalaya

Mawlynnong Village in Cherrapunji is popularly called 'God's Own Garden.' It has won international accolades for being Asia's Cleanest Village. It is a community-based effort for promoting eco-tourism. It is interesting to note that this village has a 100% literacy rate and most villagers speak English fluently. Mawlynnong boasts of other amazing sights like waterfalls, Living Roots Bridge and a Balancing Rock.

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9. Village Without Doors - Shani Shignapur, Maharashtra

Located 35 kms from Ahmednagar, Maharashtra, Shani Shinagpur village is known for its popular Shani temple. This village has never witnessed any crime, and that is attributed to the blessings of Shani Dev. The villagers have full faith in their god, and have completely entrusted their safety into his hands. That is why homes and commercial buildings in this village has no doors, or even a door frame. Taking note of the near-zero crime rate, the UCO Bank has also opened a 'lock-less' branch in this village, the first of its kind in India.


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10. Temple Of Rats - Karni Mata Temple, Rajasthan 

A little town called Deshnok, 30 kms from Bikaner, holds an intriguing sight: the Karni Mata Temple, home to over 20,000 rats. 'Kabbas' as they are called, these rats are worshipped because it is believed that they are reincarnated family members of Karni Mata. White mice are revered even more because they are considered to be Karni Mata and her sons.

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11. Land of Snakes - Shetpal, Maharashtra

Shetpal village in Sholapur district of Maharashtra, is known for snake worship. This village has a custom that can be only described as frightful. Each house in this village has a resting place for Cobras in the rafters of their ceilings. No cases of snake bites have been reported in this village despite snakes moving about freely in every household.
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12. Dining with the Dead - New Lucky Restaurant, Ahmedabad

Now, here's something that is morbid and fascinating at the same time. The New Lucky Restaurant has an ambience to kill for. This coffee house is built on a centuries-old Muslim cemetery. The graves lie between the tables, and are said to belong to a 16th CE Sufi saint. The restaurant is always bustling with guests and the owner says that the graves are his lucky mascots.
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13. India's Highest and Most Tragic Waterfall- Nohkalikai Falls, Meghalaya

At a height of 1115 feet, the Nohkalikai Falls near Cherrapunji is India's highest plunge waterfall. Fed naturally by rainwater, this waterfall is named after the tragic tale of a woman called Ka Likai. After the death of her husband, Ka  Likai remarried. But her new husband was extremely jealous of her love for her daughter.  He murderd the daughter, and to hide the evidence, cooked up her remains into a meal. Kali Kai searched high and low for her daughter but cannot find her. Her husband offers her the meal, as she is exhausted. After eating, she discovers to her horror, the daughter's fingers lying in basket filled with betel-nuts. Grieved and anguished, she throws herself off the cliff, giving the waterfall its name, 'Nohkalikai' meaning 'Fall of Ka Likai.'

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14. Hanging Pillar - Lepakshi, Andhra Pradesh

The small historical village of Lepakshi is home to many ancient relics and architectural marvels. One of them is the Hanging Pillar of the Lepakshi temple. Amongst the 70 pillars of the temple, one hangs without any support! Visitors pass objects under the pillar to check if the claim is true. According to locals, passing objects under the pillar brings prosperity to one's life.

15. World's largest River Island - Majuli, Assam

Located on the mighty Bramaputra, Majuli, the world's largest river island, is a celebration of the creations of God and man. The scenic beauty of this island is the closest one can feel to the heavens. Majuli is also a popular cultural hotspot for various schools of thought that propagate the teachings of Srimanta Shankardev.

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16.The Eternal Flame - Jwala Ji Temple, Kangra

Throughout the year, people visit the Jwala Ji Temple of Kangra to seek blessings from the Goddess. In the centre of the temple, a hollowed stone holds a flame that has been burning for hundreds of years. According to the legend, Lord Shiva's wife, Sati, immolated herself in anguish when her father disrespected her husband. A furious Shiva danced the Tandav Nritya carrying the burnt corpse. In doing so, she fell into 51 parts and landed on the earth. Each of these locations turned into a religious shrine for the Hindus. The Jwala Ji of Kangra is believed to be Sati's fiery tongue.

17. Natural Mummy of Sangha Tenzing - Gue Village, Spiti

If you thought mummies were to be found only in Egypt, you are mistaken. In a little village called Gue, in Himachal's Spiti district, lays the remarkably well-preserved 500 year-old mummy of Sangha Tenzing, a Buddhist monk from Tibet. It was found in a sitting position, with skin and hair intact. This is probably because, the monk started mummifying himself while he was still alive. Natural mummification, as compared to chemical enbalming, is a complex procedure and is extremely rare.  The mummy was discovered after an earthquake in 1975. It is now on display at a temple in Gue.

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18. World's Highest Tea Estate - Kolukkumalai, Tamil Nadu

Kolukkumalai Tea Estate is an hour and half long drive from Munnar. Towering at a height of 8000 feet above sea level, this tea estate rises above the plains of Tamil Nadu, heralded by beautiful rugged mountains on all sides. It's hard to decide which is more breath-taking: the scenic landscape or the flavourful teas produced here.

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19. The Motorcycle God - Bullet Baba Shrine, Bandai, Rajasthan

If there is any place in the world where you'll come across a shrine where flowers and liquor bottles are offered to a motorcycle, it has to be in India! At Bandai, Jodhpur, Om Singh Rathore died when he crashed his Bullet into a tree while riding drunk. The police claimed the bike and took it to the station. The next day, the bike was found at the spot of the accident. They brought it back to the station, emptied the fuel tank and chained it. Yet the bike miraculously found its way back to accident spot the next day. The motorcycle was moved permanently to the location and the Om Baba (or Bullet Baba as it is popularly called) Shrine was erected. Every day many passers-by come to offer their prayers. The spirit of Om Banna is believed to protect travellers.

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20. World's Largest Monolithic Statue - Gomateshwara Statue, Shravanabelagola, Karnataka

The monolithic statue of Gomateshwara, also known as Bahubali, at Shravanabelagola, towers above all else at 60 feet. Carved out of a single block of granite, it is so large, it can be seen even from 30 kms away. Gomateshwara was a Jain saint, who according to legend, was the first human in his half time cycle to attain liberation. The monolith was built by Chamundaraya, a minister of the Ganga Dynasty between 978 and 993 CE and is one of the most important pilgrimage sites for Jains across the world. Standing at the feet of this massive monolith, looking up, you'll understand how big the world really is, and how small we are in comparison.

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21. Half-Sized Taj Replica - Bibi Ka Maqbara, Aurangabad

They say imitation is best form of flattery. The 'Mini Taj' proves the point. Built in the late 17th CE, within less than 30 years of its original inspiration, this modest monument has often been called 'Poor Man's Taj.' It was commissioned by Aurangzeb and built by one of his sons, Prince Azam Shah, in memory of his mother, the Emperor's  first wife. Though it fades in comparison to its majestic inspiration, the Bibi Ka Maqbara emanates a certain charming humility.
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22. Living Roots Bridge - Cherrapunji, Meghalaya

In Cherrapunji, Meghalaya, man has befriended nature and cajoled it into bending to his ways. People build bridges, but the Khasis of Meghalaya, they grow bridges. Ficus Elastica or the Rubber Tree produces strong secondary roots from their trunks. These  have been trained to grow in a particular direction using betel-nut trunks, forming sturdy, living bridges over decades. Some of these bridges are more than a hundred feet long. The Umshiang Double Decker Bridge is truly one of a kind in the entire world. Some ancient root bridges are over 500 years old.
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23. World's Widest Banyan Tree - Botanical Garden, Howrah

Near Kolkata, at the Acharya Jagadish Chandra Bose Botanical Garden, Howrah, lies another living proof nature's powerful glory. The 1250 year old Great Banyan Tree, with a canopy covering an area of 4 acres, is considered the widest tree in the world. After being struck by lightning, the tree was diseased. The trunk had to be removed in 1925. It continues to live without its main trunk, and has 3300 aerial roots reaching down to the ground. What appears to be a forest is actually one single tree. In his mind's eye, I'm sure this what Frost saw when he said, 'Lovely, dark and deep...'
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24. World's Only Floating Lake - Loktak Lake, Manipur

The largest freshwater lake in India's North-East, the Loktak Lake is a sight to behold. Because of its floating phumdis, it has been named the world's only floating lake. Apart from its scenic beauty, this lake plays a big role in Manipur's economy, serving as a source for hydropower generation, irrigation, drinking water supply and source of livelihood for local fishermen. The largest of all the phumdis, or floating islands on Loktak, is the Keibul Lamjao National Park, the last natural refuge of the endangered Manipur Brow-Antlered deer.
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25. Dog Temple - Channapatna, Karnataka

A community in Channapatna's Ramanagar district has erected an unusual temple in honour of man's best friend. Pujas are conducted seeking blessings of the Dog God. According to locals, the dog is considered good-natured and loyal, but at times he is also formidable. This Dog God is believed to work alongside the village diety.
 

26. Gravity Defying Palace - Bada Imambara, Lucknow

This architectural wonder dates back to the 18th CE. Nawab Asaf Ud Daulah created this marvel, blending European and Arabic architecture in perfect harmony. The central arched hall is 50 metres long and about three stories high, hanging without the support of any pillars or beams! The main hall is known for the architecture of the labyrinth or bhul-bhulaiya, with more than 1000 narrow staircase passages. The Imambara complex also houses lush gardens, a spectacular mosque and a baoli.
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27. Floating Stones - Rameshwaram, Tamil Nadu

Located on Pamban Island, and separated from the Indian mainland by the Pamban Channel, the little town of Rameshwaram has great significance in Hindu mythology. It is from here that Rama is believed to have built a bridge across to Lanka to rescue Sita. Stones used to build this bridge had Rama's name engraved on them and they never sank in water. The curious fact is that such 'floating stones' are still found around Rameshwaram!
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28. Red Rain - Idukki, Kerala

Apart from its delectable coastal curry, Idduki is also known for a strange phenomenon called 'Red Rain'. The first incident of Red Rain was recorded as early as 1818. Ever since, Idukki has witness this unusual sight intermittently. Idukki has been classified a 'Red Region'. In Hinduism, red rain is the wrath of the Gods, punishing sinners. It signals a wave of destruction and woe. Some believe the killing of innocents leads to red rain. Scientists are yet to come up with an explanation.

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29. Rural Olympics - Kila Raipur, Ludhiana

During February every year, Kila Raipur village in Ludhiana is buzzing with energy. Locals and tourists come together to witness a recreational sports meet of farmers in and around Kila.  The Rural Olympics was a brainchild of philantropist Inder Singh Grewal. It was conceived as early as 1933. Bullock racing, tent pegging, Gatka, camels, mules and dog races are the main attractions. Punjabi folklore and cultural festivities also grace the event, making it a truly exhilarating experience.

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30. Temple of the Visa God- Balaji Temple, Chilkur, Hyderabad

Some Gods bring you prosperity, some grant you protection, but the 21st CE God of the Balaji Temple in Chilkur, on the outskirts of Hyderabad, has the power to grant you a Visa to the US! Now popular as Visa Balaji Temple, many dollar-driven people, even those from other religions, come here to take the blessings of Visa Balaji before their Visa interviews. If they get a visa, they must keep their vow and take 108 rounds of the inner shrine. Laugh if you want, but this is one admirable example of an old world existing in a new one.

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Remarks by the President to the Joint Session of the Indian Parliament in New Delhi, India

Parliament House, New Delhi, India

5:40 P.M. IST
      THE PRESIDENT:  Mr. Vice President, Madam Speaker, Mr. Prime Minister, members of Lok Sabha and Rajya Sabha, and most of all, the people of India.
      I thank you for the great honor of addressing the representatives of more than one billion Indians and the world’s largest democracy.  (Applause.)  I bring the greetings and friendship of the world’s oldest democracy —- the United States of America, including nearly three million proud and patriotic Indian-Americans.  (Applause.)
      Over the past three days, my wife Michelle and I have experienced the -- and dynamism of India and its people -- from the majesty of Humayun’s Tomb to the advanced technologies that are empowering farmers and women who are the backbone of Indian society; from the Diwali celebrations with schoolchildren to the innovators who are fueling India’s economic rise; from the university students who will chart India’s future, to you —-leaders who helped to bring India to this moment of extraordinary promise.
      At every stop, we have been welcomed with the hospitality for which Indians have always been known.  So, to you and the people of India, on behalf of me, Michelle and the American people, please accept my deepest thanks.  (Applause.)  Bahoot dhanyavad.  (Applause.) 
      Now, I am not the first American President to visit India.  Nor will I be the last.  But I am proud to visit India so early in my presidency.  It’s no coincidence that India is my first stop on a visit to Asia, or that this has been my longest visit to another country since becoming President.  (Applause.)  For in Asia and around the world, India is not simply emerging; India has emerged.  (Applause.)
      And it is my firm belief that the relationship between the United States and India -— bound by our shared interests and our shared values -— will be one of the defining partnerships of the 21st century.  This is the partnership I’ve come here to build. This is the vision that our nations can realize together.
      My confidence in our shared future is grounded in my respect for India’s treasured past -— a civilization that’s been shaping the world for thousands of years.  Indians unlocked the intricacies of the human body and the vastness of our universe.  It’s no exaggeration to say that our Information Age is rooted in Indian innovations —- including the number zero.  (Applause.) 
      Of course, India not only opened our minds, she expanded our moral imaginations -- with religious texts that still summon the faithful to lives of dignity and discipline, with poets who imagined a future “where the mind is without fear and the head is held high” -- (applause) -- and with a man whose message of love and justice endures -— the father of your nation, Mahatma Gandhi. (Applause.)
      For me and Michelle, this visit has, therefore, held special meaning.  See, throughout my life, including my work as a young man on behalf of the urban poor, I’ve always found inspiration in the life of Gandhiji and his simple and profound lesson to be the change we seek in the world.  (Applause.)  And just as he summoned Indians to seek their destiny, he influenced champions of equality in my own country, including a young preacher named Martin Luther King.  After making his pilgrimage to India a half-century ago, Dr. King called Gandhi’s philosophy of non-violent resistance “the only logical and moral approach” in the struggle for justice and progress.  (Applause.) 
      So we were honored to visit the residence where Gandhi and King both stayed —- Mani Bhavan.  And we were humbled to pay our respects at Raj Ghat.  And I am mindful that I might not be standing before you today, as President of the United States, had it not been for Gandhi and the message he shared and inspired  with America and the world.  (Applause.)
      An ancient civilization of science and innovation; a fundamental faith in human progress -- this is the sturdy foundation upon which you have built ever since that stroke of midnight when the tricolor was raised over a free and independent India.  (Applause.)  And despite the skeptics who said this country was simply too poor, or too vast, or too diverse to succeed, you surmounted overwhelming odds and became a model to the world.
      Instead of slipping into starvation, you launched a Green Revolution that fed millions.  Instead of becoming dependent on commodities and exports, you invested in science and technology and in your greatest resource —- the Indian people.  And the world sees the results, from the supercomputers you build to the Indian flag that you put on the moon.
      Instead of resisting the global economy, you became one of its engines —- reforming the licensing raj and unleashing an economic marvel that has lifted tens of millions of people from poverty and created one of the world’s largest middle classes.
      Instead of succumbing to division, you have shown that the strength of India —- the very idea of India —- is its embrace of all colors, all castes, all creeds.  (Applause.)  It’s the diversity represented in this chamber today.  It’s the richness of faiths celebrated by a visitor to my hometown of Chicago more than a century ago -— the renowned Swami Vivekananda.  He said that, “holiness, purity and charity are not the exclusive possessions of any church in the world, and that every system has produced men and women of the most exalted character.”
      And instead of being lured by the false notion that progress must come at the expense of freedom, you built the institutions upon which true democracy depends —- free and fair elections, which enable citizens to choose their own leaders without recourse to arms -- (applause) -- an independent judiciary and the rule of law, which allows people to address their grievances; and a thriving free press and vibrant civil society which allows every voice to be heard.  This year, as India marks 60 years with a strong and democratic constitution, the lesson is clear:  India has succeeded, not in spite of democracy; India has succeeded because of democracy.  (Applause.)   
      Now, just as India has changed, so, too, has the relationship between our two nations.  In the decades after independence, India advanced its interests as a proud leader of the nonaligned movement.  Yet, too often, the United States and India found ourselves on opposite sides of a North-`South divide, estranged by a long Cold War.  Those days are over.
      Here in India, two successive governments led by different parties have recognized that deeper partnership with America is both natural and necessary.  And in the United States, both of my predecessors —- one a Democrat, one a Republican -— worked to bring us closer, leading to increased trade and a landmark civil nuclear agreement.  (Applause.)  
      So since that time, people in both our countries have asked: What’s next?  How can we build on this progress and realize the full potential of our partnership?  That’s what I want to address today —- the future that the United States seeks in an interconnected world, and why I believe that India is indispensable to this vision; how we can forge a truly global partnership -— not just in one or two areas, but across many; not just for our mutual benefit, but for the benefit of the world.
      Of course, only Indians can determine India’s national interests and how to advance them on the world stage.  But I stand before you today because I am convinced that the interests of the United States —- and the interests we share with India -—are best advanced in partnership.  I believe that.  (Applause.)
      The United States seeks security —- the security of our country, our allies and partners.  We seek prosperity -— a strong and growing economy in an open international economic system.  We seek respect for universal values.  And we seek a just and sustainable international order that promotes peace and security by meeting global challenges through stronger global cooperation.
      Now, to advance these interests, I have committed the United States to comprehensive engagement with the world, based on mutual interest and mutual respect.  And a central pillar of this engagement is forging deeper cooperation with 21st century centers of influence -— and that must necessarily include India.
      Now, India is not the only emerging power in the world.  But relationships between our countries is unique.  For we are two strong democracies whose constitutions begin with the same revolutionary words —- the same revolutionary words -- “We the people.”  We are two great republics dedicated to the liberty and justice and equality of all people.  And we are two free market economies where people have the freedom to pursue ideas and innovation that can change the world.  And that’s why I believe that India and America are indispensable partners in meeting the challenges of our time.  (Applause.)
      Since taking office, I’ve, therefore, made our relationship a priority.  I was proud to welcome Prime Minister Singh for the first official state visit of my presidency.  (Applause.)  For the first time ever, our governments are working together across the whole range of common challenges that we face.  Now, let me say it as clearly as I can:  The United States not only welcomes India as a rising global power, we fervently support it, and we have worked to help make it a reality.
      Together with our partners, we have made the G20 the premier forum for international economic cooperation, bringing more voices to the table of global economic decision-making, and that has included India.  We’ve increased the role of emerging economies like India at international financial institutions.  We valued India’s important role at Copenhagen, where, for the first time, all major economies committed to take action to confront climate change —- and to stand by those actions.  We salute India’s long history as a leading contributor to United Nations peacekeeping missions.  And we welcome India as it prepares to take its seat on the United Nations Security Council.  (Applause.)
      In short, with India assuming its rightful place in the world, we have an historic opportunity to make the relationship between our two countries a defining partnership of the century ahead.  And I believe we can do so by working together in three important areas.
      First, as global partners we can promote prosperity in both our countries.  Together, we can create the high-tech, high-wage jobs of the future.  With my visit, we are now ready to begin implementing our civil nuclear agreement.  This will help meet India’s growing energy needs and create thousands of jobs in both of our countries.  (Applause.) 
      We need to forge partnerships in high-tech sectors like defense and civil space.  So we’ve removed Indian organizations from our so-called “entity list.”  And we’ll work to remove -- and reform our controls on exports.  Both of these steps will ensure that Indian companies seeking high-tech trade and technologies from America are treated the same as our very closest allies and partners.  (Applause.) 
      We can pursue joint research and development to create green jobs; give India more access to cleaner, affordable energy; meet the commitments we made at Copenhagen; and show the possibilities of low-carbon growth.
      And together, we can resist the protectionism that stifles growth and innovation.  The United States remains —- and will continue to remain —- one of the most open economies in the world.  And by opening markets and reducing barriers to foreign investment, India can realize its full economic potential as well.  As G20 partners, we can make sure the global economic recovery is strong and is durable.  And we can keep striving for a Doha Round that is ambitious and is balanced —- with the courage to make the compromises that are necessary so global trade works for all economies.
      Together, we can strengthen agriculture.  Cooperation between Indian and American researchers and scientists sparked the Green Revolution.  Today, India is a leader in using technology to empower farmers, like those I met yesterday who get free updates on market and weather conditions on their cell phones.  And the United States is a leader in agricultural productivity and research.  Now, as farmers and rural areas face the effects of climate change and drought, we’ll work together to spark a second, more sustainable Evergreen Revolution.
      Together, we’re improving Indian weather forecasting systems before the next monsoon season.  We aim to help millions of Indian farmers -- farming households save water and increase productivity, improve food processing so crops don’t spoil on the way to market, and enhance climate and crop forecasting to avoid losses that cripple communities and drive up food prices.
      And as part of our food security initiative, we’re going to share India’s expertise with farmers in Africa.  And this is an indication of India’s rise —- that we can now export hard-earned expertise to countries that see India as a model for agricultural development.  It’s another powerful example of how American and Indian partnership can address an urgent global challenge.
      Because the wealth of a nation also depends on the health of its people, we’ll continue to support India’s effort against diseases like tuberculosis and HIV/AIDS, and as global partners, we’ll work to improve global health by preventing the spread of pandemic flu.  And because knowledge is the currency of the 21st century, we will increase exchanges between our students, our colleges and our universities, which are among the best in the world.
      As we work to advance our shared prosperity, we can partner to address a second priority —- and that is our shared security. In Mumbai, I met with the courageous families and survivors of that barbaric attack.  And here in Parliament, which was itself targeted because of the democracy it represents, we honor the memory of all those who have been taken from us, including American citizens on 26/11 and Indian citizens on 9/11.
      This is the bond that we share.  It’s why we insist that nothing ever justifies the slaughter of innocent men, women and children.  It’s why we’re working together, more closely than ever, to prevent terrorist attacks and to deepen our cooperation even further.  And it’s why, as strong and resilient societies, we refuse to live in fear.  We will not sacrifice the values and rule of law that defines us, and we will never waver in the defense of our people.
      America’s fight against al Qaeda and its terrorist affiliates is why we persevere in Afghanistan, where major development assistance from India has improved the lives of the Afghan people.  We’re making progress in our mission to break the Taliban’s momentum and to train Afghan forces so they can take the lead for their security.  And while I have made it clear that American forces will begin the transition to Afghan responsibility next summer, I’ve also made it clear that America’s commitment to the Afghan people will endure.  The United States will not abandon the people of Afghanistan -— or the region -— to violent extremists who threaten us all.
      Our strategy to disrupt and dismantle and defeat al Qaeda and its affiliates has to succeed on both sides of the border.  And that’s why we have worked with the Pakistani government to address the threat of terrorist networks in the border region. The Pakistani government increasingly recognizes that these networks are not just a threat outside of Pakistan —- they are a threat to the Pakistani people, as well.  They’ve suffered greatly at the hands of violent extremists over the last several years.
      And we’ll continue to insist to Pakistan's leaders that terrorist safe havens within their borders are unacceptable, and that terrorists behind the Mumbai attacks must be brought to justice.  (Applause.)  We must also recognize that all of us have an interest in both an Afghanistan and a Pakistan that is stable and prosperous and democratic —- and India has an interest in that, as well.
      In pursuit of regional security, we will continue to welcome dialogue between India and Pakistan, even as we recognize that disputes between your two countries can only be resolved by the people of your two countries. 
      More broadly, India and the United States can partner in Asia.  Today, the United States is once again playing a leadership role in Asia —- strengthening old alliances; deepening relationships, as we are doing with China; and we’re reengaging with regional organizations like ASEAN and joining the East Asia summit —- organizations in which India is also a partner.  Like your neighbors in Southeast Asia, we want India not only to “look East,” we want India to “engage East” —- because it will increase the security and prosperity of all our nations.
      As two global leaders, the United States and India can partner for global security —- especially as India serves on the Security Council over the next two years.  Indeed, the just and sustainable international order that America seeks includes a United Nations that is efficient, effective, credible and legitimate.  That is why I can say today, in the years ahead, I look forward to a reformed United Nations Security Council that includes India as a permanent member.  (Applause.)
      Now, let me suggest that with increased power comes increased responsibility.  The United Nations exists to fulfill its founding ideals of preserving peace and security, promoting global cooperation, and advancing human rights.  These are the responsibilities of all nations, but especially those that seek to lead in the 21st century.  And so we look forward to working with India —- and other nations that aspire to Security Council membership -— to ensure that the Security Council is effective; that resolutions are implemented, that sanctions are enforced; that we strengthen the international norms which recognize the rights and responsibilities of all nations and all individuals.
      This includes our responsibility to prevent the spread of nuclear weapons.  Since I took office, the United States has reduced the role of nuclear weapons in our national security strategy, and we've agreed with Russia to reduce our own arsenals.  We have put preventing nuclear proliferation and nuclear terrorism at the top of our nuclear agenda, and we have strengthened the cornerstone of the global non-proliferation regime, which is the Nuclear Non-Proliferation Treaty.
      Together, the United States and India can pursue our goal of securing the world’s vulnerable nuclear materials.  We can make it clear that even as every nation has the right to peaceful nuclear energy, every nation must also meet its international obligations —- and that includes the Islamic Republic of Iran.  And together, we can pursue a vision that Indian leaders have espoused since independence —- a world without nuclear weapons.  (Applause.)
      And this leads me to the final area where our countries can partner —- strengthening the foundations of democratic governance, not only at home but abroad.
      In the United States, my administration has worked to make government more open and transparent and accountable to people.  Here in India, you’re harnessing technologies to do the same, as I saw yesterday at an expo in Mumbai.  Your landmark Right to Information Act is empowering citizens with the ability to get the services to which they’re entitled -- (applause) -- and to hold officials accountable.  Voters can get information about candidates by text message.  And you’re delivering education and health care services to rural communities, as I saw yesterday when I joined an e-panchayat with villagers in Rajasthan. 
      Now, in a new collaboration on open government, our two countries are going to share our experience, identify what works, and develop the next generation of tools to empower citizens.  And in another example of how American and Indian partnership can address global challenges, we’re going to share these innovations with civil society groups and countries around the world.  We’re going to show that democracy, more than any other form of government, delivers for the common man —- and woman.
      Likewise, when Indians vote, the whole world watches.  Thousands of political parties; hundreds of thousands of polling centers; millions of candidates and poll workers -- and 700 million voters.  There’s nothing like it on the planet.  There is so much that countries transitioning to democracy could learn from India’s experience, so much expertise that India can share with the world.  And that, too, is what is possible when the world’s largest democracy embraces its role as a global leader.
      As the world’s two largest democracies, we must never forget that the price of our own freedom is standing up for the freedom of others. (Applause.)  Indians know this, for it is the story of your nation.  Before he ever began his struggle for Indian independence, Gandhi stood up for the rights of Indians in South Africa.  Just as others, including the United States, supported Indian independence, India championed the self-determination of peoples from Africa to Asia as they, too, broke free from colonialism.  (Applause.)  And along with the United States, you’ve been a leader in supporting democratic development and civil society groups around the world.  And this, too, is part of India’s greatness.
      Now, we all understand every country will follow its own path.  No one nation has a monopoly on wisdom, and no nation should ever try to impose its values on another.  But when peaceful democratic movements are suppressed —- as they have been in Burma, for example -- then the democracies of the world cannot remain silent.  For it is unacceptable to gun down peaceful protestors and incarcerate political prisoners decade after decade.  It is unacceptable to hold the aspirations of an entire people hostage to the greed and paranoia of bankrupt regimes.  It is unacceptable to steal elections, as the regime in Burma has done again for all the world to see.
      Faced with such gross violations of human rights, it is the responsibility of the international community —- especially leaders like the United States and India —- to condemn it.  And if I can be frank, in international fora, India has often shied away from some of these issues.  But speaking up for those who cannot do so for themselves is not interfering in the affairs of other countries.  It’s not violating the rights of sovereign nations.  It is staying true to our democratic principles.  It is giving meaning to the human rights that we say are universal.  And it sustains the progress that in Asia and around the world has helped turn dictatorships into democracies and ultimately increased our security in the world.
      So promoting shared prosperity, preserving peace and security, strengthening democratic governance and human rights -- these are the responsibilities of leadership.  And as global partners, this is the leadership that the United States and India can offer in the 21st century.  Ultimately, though, this cannot be a relationship only between presidents and prime ministers, or in the halls of this Parliament.  Ultimately, this must be a partnership between our peoples.  (Applause.)  So I want to conclude by speaking directly to the people of India who are watching today.
      In your lives, you have overcome odds that might have overwhelmed a lesser country.  In just decades, you have achieved progress and development that took other nations centuries.  You are now assuming your rightful place as a leader among nations.  Your parents and grandparents imagined this.  Your children and grandchildren will look back on this.  But only this generation of Indians can seize the possibilities of the moment.
      As you carry on with the hard work ahead, I want every Indian citizen to know:  The United States of America will not simply be cheering you on from the sidelines.  We will be right there with you, shoulder to shoulder.  (Applause.)  Because we believe in the promise of India.  We believe that the future is what we make it.  We believe that no matter who you are or where you come from, every person can fulfill their God-given potential, just as a Dalit like Dr. Ambedkar could lift himself up and pen the words of the constitution that protects the rights of all Indians.  (Applause.) 
      We believe that no matter where you live —- whether a village in Punjab or the bylanes of Chandni Chowk -- (laughter)  -- an old section of Kolkata or a new high-rise in Bangalore -- every person deserves the same chance to live in security and dignity, to get an education, to find work, to give their children a better future.
      And we believe that when countries and cultures put aside old habits and attitudes that keep people apart, when we recognize our common humanity, then we can begin to fulfill these aspirations that we share.  It’s a simple lesson contained in that collection of stories which has guided Indians for centuries —- the Panchtantra.  And it’s the spirit of the inscription seen by all who enter this great hall:  “That one is mine and the other a stranger is the concept of little minds.  But to the large-hearted, the world itself is their family.”
      This is the story of India; this is the story of America —- that despite their differences, people can see themselves in one another, and work together and succeed together as one proud nation.  And it can be the spirit of partnership between our nations —- that even as we honor the histories which in different times kept us apart, even as we preserve what makes us unique in a globalized world, we can recognize how much we can achieve together.
      And if we let this simple concept be our guide, if we pursue the vision I’ve described today —- a global partnership to meet global challenges —- then I have no doubt that future generations —- Indians and Americans —- will live in a world that is more prosperous and more secure and more just because of the bonds that our generation has forged today.
      So, thank you, and Jai Hind.  (Applause.)  And long live the partnership between India and the United States.  (Applause.)
                             END                 6:17 P.M. IST