Identification of existing strategies and “strategy mapping” Phase III Evaluation, prioritisation and strategy formulation Step 17 © Pierre Ibisch 2014

Identification of existing strategies and “strategy mapping”

Phase IIIEvaluation, prioritisation and strategy formulation

Step 17

© Pierre Ibisch 2014

17. Identification of existing strategies and strategy mapping2

Credits and conditions of use

You are free to share this presentation and adapt it for your use under the following conditions: • You must attribute the work in the manner specified by the authors (but not in any way that suggests that they endorse you or your use of the work).• You may not use this work for commercial purposes.• If you alter, transform, or build upon this work, you must remove the Centre for Econics and Ecosystem Management logo, and you may distribute the resulting work only under the same or similar conditions to this one.

© Centre for Econics and Ecosystem Management, 2014The Centre for Econics and Ecosystem Management strongly recommends that this presentation is given by experts familiar with the adaptive management process in general (especially as designed as the Conservation Measures Partnership’s Open Standards for the Practice of Conservation) as well as the MARISCO Method itself.

This material was created under the leadership and responsibility of Prof. Dr. Pierre Ibisch and Dr. Peter Hobson, co-directors of the Centre for Econics and Ecosystem Management, which was jointly established by Eberswalde University for Sustainable Development and Writtle College. Compare: Ibisch, P.L. & P.R. Hobson (eds.) (2014): The MARISCO method: Adaptive MAnagement of vulnerability and RISk at COnservation sites. A guidebook for risk-robust, adaptive, and ecosystem-based conservation of biodiversity. Centre for Econics and Ecosystem Management, Eberswalde (ISBN 978-3-00-043244-6). 195 pp. - The Powerpoint Presentation was conceived by Jamie Call, Christina Lehmann and Pierre Ibisch. Authors of graphs and photographs are indicated on the corresponding slides. Supported by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH on behalf of the Bundesministerium für wirtschaftliche Zusammenarbeit und Entwicklung (BMZ).



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Outline

What does the identification of existing strategies and strategy mapping mean?

Why do we identify existing strategies?

How do we identify existing strategies?

Practical Tips

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What does the identification of existing strategies and strategy mapping mean?

• Collecting and recording the strategies that have already been developed for the area of interest

• Placing them into the conceptual model → Choose the correct “point of entrance” in the model to indicate

which (group of) elements they tackle





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Why do we identify and map existing strategies?

• MARISCO exercises are generally not undertaken at the beginning of a conservation project→ Existing strategies have been worked out before


→ It is important to capture these existing strategies in order to understand how they influence risks and vulnerability of the conservation objects, and to know who is involved

• Mapping of existing strategies in the conceptual model makes it clear where in the model they relate to various stresses, threats and contributing factors



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Why do we identify and map existing strategies?

• Collection of existing strategies forms basis for the subsequent strategic gap analysis

Strategic gaps?




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How do we identify and map existing strategies?

It is important to differentiate between strategies and single actions:

• Strategies comprise series of decisions related to deployment of available resources & establishment of appropriate socio-institutional conditions → Allows for effective actions towards achieving desirable goals &

objectives• Aim to reduce overall vulnerability of the conservation objects and of

projects and institutions working for biodiversity conservation

• Single actions, or tactics, are focused efforts to recover the status or protect one specific ecosystem object→ E.g. plans which protect dolphins or specific areas of coastline

• Conservation practices focusing on single actions should be considered carefully to ensure that they comprise part of a larger, cohesive landscape-based management strategy



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• Knowledge of the participants is the key in this activity• They are asked to write down the actions which are being

undertaken at the moment and their implementing agencies on hexagonal dark yellow cards


© Jorge Watanabe 2014



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• Future (planned) strategies, such as those in management plans, should also be recorded

• Information such as costs, responsibilities and other relevant information can be included

• Strategies which are not being implemented should also be analyzed and documented

• After strategy titles are written on hexagonal yellow moderation cards (one strategy per card), they are inserted into the conceptual model alongside the appropriate threats and their contributing factors



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• Multiple types of strategies are required to tackle the complex nature of problems

• Different strategies have different entry points from which they can reduce the vulnerability of the conservation objects

Stresses

Threats

Contributing factors

Improve human

wellbeing

Knowledge management

What are the different types of strategies?



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• Aim to directly reduce the sensitivity of biodiversity objects against threats

• Support the development of adaptive capacity of biodiversity objects

Stresses

Threats


Improve human

wellbeing


Strategies for stresses



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• Proactive efforts include construction of new habitats and other efforts which prevent the impacts which are likely to occur from existing threats

• Reactive efforts are attempts to restore components of ecosystem to its previous state and include captive breeding and ex-situ conservation

Stresses• Proactive• Reactive

Threats


Improve human

wellbeing


Strategies for stresses



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• Try to directly prevent, stop or reverse processes of degradation such as overexploitation, pollution, deforestation or erosion

• Attempt to safeguard ecosystem attributes until underlying factors can be tackled

Stresses

Threats


Improve human

wellbeing


Strategies for threats



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• Strategies for dealing with threats include cleaning and fencing

• Such strategies treat the symptoms of the problems, in order to avoid perpetual repitition without long-term improvement, → should be implemented

hand-in-hand with strategies targeting contributing factors

Stresses

Threats• Fencing• Cleaning


Improve human

wellbeing


Strategies for threats



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Stresses

Threats


Improve human

wellbeing


Strategies for contributing factors

• Are geared to alter the socioeconomic reality of an area

• Try to change the political situation to support conservation



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• Mitigation actions: o Awareness-raising

campaigns o Lobbying

• Adaptation actions: o Working in a political

situation shaped by corruption without harmful outcomes

Stresses

Threats


• Mitigation• Adaptation

Improve human

wellbeing


Strategies for contributing factors



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Strategies which directly target the improvement of human well-being

• Foster livelihoods• Provide food or other key

resources in order to establish the fundamental conditions required for effective conservation work

• Difficult, where population is li-ving below poverty line and have unsatisfied needs such as suffi-cient food and drinking water→ not easy to motivate

individuals to consider conservation goals

Stresses

Threats


Improve human wellbeing

•Foster livelihoods

•Provide key resources




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Strategies that promote research and knowledge management

• Improve the quality and quantity of information

• Support research and further understanding of problems

• Promotes information exchange• Assess strategies• Improve horizon scanning• Aid in the detection of new risks

Stresses

Threats


Improve human

wellbeing




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• New research projects• Applied research which

considers lessons learned in existing management efforts to formulate strategies for emerging problems

• Learning from the experiences of others in similar conditions with similar challenges is facilitated by an improved exchange of information

Stresses

Threats


Improve human

wellbeing

Knowledge management• New/applied

research• Improved

exchange

Strategies that promote research and knowledge management



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Practical Tips

• It might be helpful to not directly insert the strategies into the model→ List and organise them beforehand

• Many stakeholders might have implemented similar strategies already→ To not overload the conceptual model, try to group them

thematically and record all stakeholders for each strategy


Documents

Identification of existing strategies and “strategy mapping” Phase III Evaluation, prioritisation and strategy formulation Step 17 © Pierre Ibisch 2014