Difference between revisions of "ICZM Strategies, Plans or Programmes"
m |
m |
||
| Line 1: | Line 1: | ||
| − | + | <div style="float:right">[[ICZM_Process_diagram/Designing_the_Future|[Return to ICZM Process – Designing the Futures]]</div> | |
| + | |||
| + | |||
| + | == What is an ICZM Strategy, Plan or Programme? == | ||
| + | |||
| + | The ICZM strategy, plan or programme should be a logical output of the preceding processes. More specifically, identifying the preferred ‘trajectory’ of change in the coastal area, its concrete materialisation through the objectives and indicators, and an action plan for its implementation. Behind this technical description, '''the ICZM strategy, plan or programme is simply a list of desired and integrated outcomes - the "what", along with an action plan to realise them - the "how". ''' It is not a spatial or any other sectoral plan, but it will integrate the relevant objectives from these. | ||
| + | |||
| + | == Scope == | ||
| + | |||
| + | Beyond the generalities of governance, environment and socio-economics, there are no accepted parameters for the specific issues that an ICZM strategy, plan or programme should (or should not) encompass. This will be determined according to the local political context, and the scope and content of existing sectoral plans. | ||
| + | |||
| + | The ICZM strategy, plan or programme should be written with a clear awareness of the local political and financial opportunities and constraints for implementation. | ||
| − | + | The Plan’s proposals should encompass the Four Orders of Outcome. In summary: | |
| + | |||
| + | • The''' First Order''' of proposals creating an enabling framework - the preconditions required to successfully implement the plan of action of the programme. | ||
| + | |||
| + | • The '''Second Order''' leading to changes in behaviour: changes in the behaviour of target user groups, changes in the behaviour of key institutions and changes in how and where financial investments are made. | ||
| + | |||
| + | • The '''Third Order''' achieving practical results and benefits. Financial investments and motivations for stakeholders and institutions to make the changes in their behaviour that sustained success require. | ||
| + | |||
| + | • The '''Fourth Order''' looking at the appropriate balance between environment and human society – sustainable development. These are likely to be more long-term, high level in nature, embedding the outputs as outcomes and fully embedding integration. | ||
| + | |||
| + | Importantly, the ICZM strategy, plan or programme should be holistic and avoid being single sector led (for example; coastal erosion, water, nature conservation, spatial planning). | ||
| + | |||
| + | == Action Plan== | ||
| + | |||
| + | The ICZM strategy, plan or programme will contain an Action Plan which will set out the management actions for a specific period, usually between three and six years. The Action Plan will specify responsibilities for action, how costs will be shared, lines of accountability and channels for exchanging and distributing information. The ICZM strategy, plan or programme will most likely contain a mix of infrastructure, maintenance and non-structural tasks such as changes to laws and procedures, regulations, pricing, institutional development, training and other 'soft' interventions '''''– it is not a wish list of projects'''''. | ||
Revision as of 15:57, 25 November 2011
What is an ICZM Strategy, Plan or Programme?
The ICZM strategy, plan or programme should be a logical output of the preceding processes. More specifically, identifying the preferred ‘trajectory’ of change in the coastal area, its concrete materialisation through the objectives and indicators, and an action plan for its implementation. Behind this technical description, the ICZM strategy, plan or programme is simply a list of desired and integrated outcomes - the "what", along with an action plan to realise them - the "how". It is not a spatial or any other sectoral plan, but it will integrate the relevant objectives from these.
Scope
Beyond the generalities of governance, environment and socio-economics, there are no accepted parameters for the specific issues that an ICZM strategy, plan or programme should (or should not) encompass. This will be determined according to the local political context, and the scope and content of existing sectoral plans.
The ICZM strategy, plan or programme should be written with a clear awareness of the local political and financial opportunities and constraints for implementation.
The Plan’s proposals should encompass the Four Orders of Outcome. In summary:
• The First Order of proposals creating an enabling framework - the preconditions required to successfully implement the plan of action of the programme.
• The Second Order leading to changes in behaviour: changes in the behaviour of target user groups, changes in the behaviour of key institutions and changes in how and where financial investments are made.
• The Third Order achieving practical results and benefits. Financial investments and motivations for stakeholders and institutions to make the changes in their behaviour that sustained success require.
• The Fourth Order looking at the appropriate balance between environment and human society – sustainable development. These are likely to be more long-term, high level in nature, embedding the outputs as outcomes and fully embedding integration.
Importantly, the ICZM strategy, plan or programme should be holistic and avoid being single sector led (for example; coastal erosion, water, nature conservation, spatial planning).
Action Plan
The ICZM strategy, plan or programme will contain an Action Plan which will set out the management actions for a specific period, usually between three and six years. The Action Plan will specify responsibilities for action, how costs will be shared, lines of accountability and channels for exchanging and distributing information. The ICZM strategy, plan or programme will most likely contain a mix of infrastructure, maintenance and non-structural tasks such as changes to laws and procedures, regulations, pricing, institutional development, training and other 'soft' interventions – it is not a wish list of projects.
