Difference between revisions of "The ICZM Process - a Roadmap towards Coastal Sustainability - Realising the Vision"

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rect 297 2000 1485 2423[[ICZM_Process_diagram/Realising_the_Vision]]
 
rect 297 2000 1485 2423[[ICZM_Process_diagram/Realising_the_Vision]]
 
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'''This is the critical stage in the process where policy design shifts to the facilitation of change. ICZM strategies, plans or programmes for coastal areas will deploy a combination of policy instruments, management processes and actions.  Their non-statutory status – not being required or defined by national legal statute, allows them to operate across a range of parameters not open to sectoral statutory plans.'''  
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This is the critical stage in the Process where policy design shifts to the facilitation of change. ICZM strategies, plans or programmes for coastal areas will deploy a combination of policy instruments, management processes and actions.  The strength of ICZM is its flexibility, adaptability to local circumstances, and operability across a range of sectors and issues, and with a representative governance structure.   
  
 
== Key tasks ==
 
== Key tasks ==
  
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1. '''Implementation''' – implementing legal, economic and spatial instruments and management process.
  
'''Mechanisms''' – implementing legal, economic and spatial instruments & management processes.
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2. '''Actions''' – awareness raising, partnerships, financing and investment.
  
'''Supporting Actions''' – awarenesss raising, partnerships, financing  & investment.
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3. '''Monitoring and Review''' - constant feedback into the review of the strategy, plan or programme and its action plan.
  
'''Monitoring & Review''' - constant feedback into the review of the strategy, plan or programme and its action plan.
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The implementation programme should have a clear work plan, be embedded into supporting funding programmes, achieving maximum “gearing” through multiple sponsors. '''The ICZM Steering Group and implementation team, or those bodies charged with delivery, should be in place and functional.'''
  
The implementation programme should have a clear work plan, be embedded into supporting funding programmes, achieving maximum ‘gearing’ through multiple sponsors.  '''The ICZM Steering Group and implementation team, or those bodies charged with delivering the plan, should be in place and functional'''.
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Outputs and their subsequent outcomes should now be visible and, where possible, monitored as part of the monitoring and review process. Raising and maintaining public awareness will be an ongoing activity.
 
 
Outputs and their subsequent outcomes should now be visible and, where possible, be monitored as part of the monitoring & review process. Raising and maintaining public awareness will be an ongoing activity.
 
  
 
== Potential Outputs ==
 
== Potential Outputs ==
 
   
 
   
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A '''review''' on an agreed timescale. This may include proposal for a feedback to the process in the form of a revision, if deemed necessary.
  
A '''Review''' on an agreed timescale.
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The cross-sectoral '''management or steering group''' with Terms of Reference and clear lines of responsibility and reporting.
 
 
The cross-sectoral '''management or steering group''' with Terms of Reference. and clear lines of responsibility and reporting.
 
  
 
'''Outputs''' as defined in the programme of implementation or its review.
 
'''Outputs''' as defined in the programme of implementation or its review.

Revision as of 11:31, 4 June 2012


Introduction  


Establishment  


Analysis and Futures  


Setting the Vision  


Designing the Future  


Realising the Vision  


 


ICZM Process diagram/EstablishmentICZM Process diagram/Setting the visionICZM Process diagram/Analysis and FutureICZM Process diagram/Designing the FutureICZM Process diagram/Realising the VisionICZM pegaso 5.png
About this image

This is the critical stage in the Process where policy design shifts to the facilitation of change. ICZM strategies, plans or programmes for coastal areas will deploy a combination of policy instruments, management processes and actions. The strength of ICZM is its flexibility, adaptability to local circumstances, and operability across a range of sectors and issues, and with a representative governance structure.

Key tasks

1. Implementation – implementing legal, economic and spatial instruments and management process.

2. Actions – awareness raising, partnerships, financing and investment.

3. Monitoring and Review - constant feedback into the review of the strategy, plan or programme and its action plan.

The implementation programme should have a clear work plan, be embedded into supporting funding programmes, achieving maximum “gearing” through multiple sponsors. The ICZM Steering Group and implementation team, or those bodies charged with delivery, should be in place and functional.

Outputs and their subsequent outcomes should now be visible and, where possible, monitored as part of the monitoring and review process. Raising and maintaining public awareness will be an ongoing activity.

Potential Outputs

A review on an agreed timescale. This may include proposal for a feedback to the process in the form of a revision, if deemed necessary.

The cross-sectoral management or steering group with Terms of Reference and clear lines of responsibility and reporting.

Outputs as defined in the programme of implementation or its review.