Many of the actions in Part Three are enhancements of existing programmes, rather than new initiatives. However, together they represent a significant increase in the biodiversity management effort that is required. Priority actions are identified in Part Three in recognition that:

• we cannot implement all actions at once;
• some will contribute relatively more towards achieving our biodiversity goals than others; and
• to be effective, some actions need to precede others.

The priority actions, as shown bold in Part Three, are outlined in the following section. These actions were chosen as those likely to best position us in the short term (the next five years) to achieve our biodiversity goals in the longer term. The changes that have occurred to New Zealand's biodiversity have progressively accumulated over a long period. While there is a need for focus and additional effort to enable us to halt the decline of our indigenous biodiversity, the changes will also be cumulative. We will need to progressively change our behaviours to act in a way that sustains our biodiversity.

The 43 priority actions have been grouped in nine priority areas under the biodiversity goal to which they will contribute most directly (see Figure 4.1). These priority actions will not be sufficient by themselves to achieve the goals, but will need to be accompanied by existing programmes and initiatives to conserve and sustainably use biodiversity, as well as the other actions in this Strategy.

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Enhance community and individual understanding about biodiversity, and inform, motivate and support widespread and coordinated action to conserve and sustainably use biodiversity; and Enable communities and individuals to equitably share responsibility for, and benefits from, conserving and sustainably using New Zealand's biodiversity, including the benefits from the use of indigenous genetic resources.

Having established national goals and objectives for New Zealand's biodiversity, the next task is to ensure that appropriate implementation mechanisms are put into place, and agencies and communities receive the support necessary to play their part. Important first steps will be to incorporate commitments made in the Strategy into government and departmental planning (Action 6.1a), and to establish an inter-agency group at a national level to oversee and facilitate action and appropriate regional-level working arrangements and responsibilities (Action 6.1b). An adaptive management approach in which we build on our successes, share best practice, prioritise effort on a consistent agreed basis, and review progress will be followed.

2. Enhance community participation and learning
The community and private sector have vital roles to play in achieving New Zealand's biodiversity goals. Effective partnerships within and between central and local government, communities and private resource managers need to be forged and strengthened to enable the guidance, sharing of expertise, access to information and support necessary to achieve effective local action.

Improving our information systems to make best use of existing and new information, and making this accessible to people and communities are critical to mobilising and facilitating community action (Action 8.1a). Equally, the private sector - agriculture, forestry, horticulture, fisheries, aquaculture and tourism industries - needs to be further encouraged to take a lead in incorporating biodiversity considerations into their businesses (Action 8.2d). Making biodiversity a part of the environmental education curricula guidelines for schools and developing the resource material to support this are integral to creating a growing understanding about biodiversity and a culture of care within New Zealand (Action 8.3a).

3. Becoming smarter biodiversity managers
Good accessible information, underpinned by a growing knowledge base and the capacity to take action, are vital precursors to achieving most actions in this Strategy. Improved systems to promote information sharing, a consistent approach to monitoring and user-friendly reporting at national, regional and local levels are keys to enabling people to adapt their actions to contribute towards achieving New Zealand's biodiversity goals (Actions 9.3b and 9.4a). These information systems will share information not only about progress on actions and results, but also on the best practice handson techniques needed to deal with specific pests and restoration of ecosystems (Action 9.5a).

To capitalise on investment in science and research we first need to identify the gaps in our knowledge and understanding about biodiversity in relation to key threats (Action 9.1a). In order to prioritise our protection and pest management activities we need to accelerate and complete baseline biodiversity surveys and assessment of threats (Action 9.2b). This is especially relevant for freshwater and marine biodiversity (Actions 2.1b, 3.1b and 3.1d). Investment in research in pest control techniques and management approaches that best support indigenous biodiversity on private land is also a priority (Actions 1.3d and 9.1b).

Goal Two: Treaty of Waitangi

Actively protect iwi and hapu interests in indigenous biodiversity, and build and strengthen partnerships between government agencies and iwi and hapu in conserving and sustainably using indigenous biodiversity.

4. Strengthen partnerships with Maori
Good working relationships and partnerships in biodiversity management between Maori and management agencies are evolving slowly; these need to be enhanced and more consistently implemented throughout the country (Action 7.1a). Linked to the move towards a shared management approach is the recognition, use and protection of matauranga Maori (traditional knowledge) about indigenous biodiversity.

The retention and promotion of matauranga by Maori are critical given the risks of its ongoing erosion and loss (Action 7.2a). As part of this, agreements that safeguard the use of matauranga Maori when involved with bioprospecting and the development and use of indigenous genetic resources will also need to be developed. Agreements also need to be reached at a local level that encourage Maori to maintain critical habitat for some of New Zealand's endangered species in sufficient numbers to sustain the populations and allow the customary use of those species (Action 7.5a).

Goal Three: Halt the decline in New Zealand's indigenous biodiversity

Maintain and restore a full range of remaining natural habitats and ecosystems to a healthy functioning state, enhance critically scarce habitats, and sustain the more modified ecosystems in production and urban environments; and do what else is necessary to

Maintain and restore viable populations of all indigenous species and subspecies across their natural range and maintain their genetic diversity.

5. Sustain indigenous biodiversity in privately managed areas and in freshwater environments
New Zealand's public conservation lands do not contain the full range of our indigenous terrestrial ecosystems. How we manage the indigenous ecosystems and species outside of protected areas - on Crown land not managed for conservation purposes, on private land and in freshwater environments - is critical to halting the decline of New Zealand's indigenous biodiversity. Distinctive habitats and ecosystems in these areas continue to be at risk of declining condition and loss of their indigenous components.

This Strategy proposes that agencies work together with land managers to ensure that the critical elements of our indigenous biodiversity are sustained. As a preference, land should remain in private ownership but be subject to changed management approaches that are sympathetic to indigenous biodiversity. To be effective, the Strategy requires the assistance of willing and active landowners. While many landowners are receptive to contributing to New Zealand's biodiversity goals, they need assurance that their efforts will contribute to a coherent larger programme. They are looking for partnerships based on mutual respect of their rights and responsibilities along with those of management agencies and other interest groups.

Consultation will be undertaken to seek agreement on the roles and responsibilities of landowners, management agencies and communities in sustaining indigenous biodiversity on private land (Action 1.1d). There is no single approach that can apply, given the range of environments, communities and individual land managers' circumstances. We need to better support initiatives for protecting indigenous biodiversity on private land including where these impact on our freshwater environments, using an appropriate mixture of mechanisms including economic incentives (Actions 1.1c), and backed up by expanded national funding (Action 1.1e).

Although regulation can only provide part of the answer, clear national guidance through a national policy statement on biodiversity under the RMA and linked to current sustainable land and freshwater management initiatives, will better enable councils to contribute to national priorities for biodiversity conservation (Actions 1.1d and 2.1a).

Good information at national, regional and local scales, and improved access to this by resource and land managers and the community are also needed (Actions 9.1a, 9.2b and 8.1a). There is a need to protect priority freshwater habitats (Action 2.1c) and to develop a system for classifying freshwater ecosystems as a first step to assist protection priorities (Action 2.1b).

Clarification of roles and responsibilities for pest management and better coordination at a national and regional level are needed to maintain the ecological condition of natural areas important for biodiversity (Actions1.3a and 5.1a).

6. Enhance protected areas and prospects for threatened species
New Zealand's public conservation lands and other protected areas currently secure a mix of extensive upland areas, island sanctuaries and lowland remnants. These areas fall short of representing the full range of indigenous habitats and ecosystems however, and many protected ecosystems are at threat from animal and plant pests. Threatened species often require targeted recovery action to prevent their further decline and loss.

The preference will be to work with landowners to adopt sympathetic management practices. However, where this is not possible or where the ongoing management requirements are significant, additions will be made to public conservation lands. In particular, additional purchases will be made where there are scarce or under-represented habitats and ecosystems, or habitats where there are endangered species and a high risk of irreversible loss, and where public ownership is needed for effective management of the land (Action 1.1b).

Increased and better focused pest management is needed to stabilise and restore the condition of ecosystems most important for indigenous biodiversity on public conservation lands (Action 1.3c). Progress towards more effective and cheaper pest control techniques through investment in relevant research is critical for longer-term gains in pest management (Actions 1.3d and 9.1b).

Expansion of restoration initiatives, on offshore and mainland islands, will enable ecological decline to be reversed in key protected areas (Action 1.4a). This will be complimented by increased planned recovery actions for priority threatened native species (Action 1.5a). Areas of risk to the genetic resources of indigenous species need to be better identified, and proposals to manage those risks developed (Action 4.1c).

7. Manage the marine environment to sustain biodiversity
New Zealand's coastal and marine environment contains a significant portion of our biodiversity, much of which is poorly understood. Fishing practices, the effects of activities on land, and biosecurity threats constitute the areas of greatest risk to marine biodiversity.

We need to improve our knowledge about the marine environment (Action 3.1b) and identify threats to marine biodiversity, particularly for those habitats most sensitive to damage (Action 3.1d). Responsibilities for managing marine biodiversity need to be clarified (Action 3.2a), our network of marine protected areas expanded (Action 3.6a, 3.6b and 3.6c), and border control improved to reduce the risk of entry of harmful species and diseases (Action 3.5a).

Fisheries are significant economically, culturally and recreationally, and the transition to a sustainable regime that explicitly provides for the maintenance of biodiversity will be a challenge. This will be progressively achieved by the implementation of Part II of the Fisheries Act 1996 including through the use of sustainability plans, using an ecosystem-based approach and incorporating measures that seek to minimise any adverse effects on marine biodiversity from all fishing and other activities (Actions 3.3b, 3.4a and 3.4b).

8. Identify and manage biosecurity risks to indigenous biodiversity
The recent developments to integrate our border control and biosecurity response systems need to be built on to ensure risks to indigenous biodiversity from unwanted and new organisms are fully assessed and managed (Action 5.3c). With the increasing volume of trade and changing locations for the goods coming to New Zealand, assessment of the risks to indigenous biodiversity from potential pest species needs to be improved (Action 5.2a).

Roles and responsibilities for pest management need to be clarified, particularly in relation to introduced species that are present but not widespread in New Zealand and have the potential to be pests (Action 5.1a).

In following the approach of trying to manage our biosecurity risks offshore and being a responsible and supportive international citizen, New Zealand will continue, through its Overseas Development Assistance Programme, to provide assistance to small island countries in the Asia-Pacific region to increase their capacity for biosecurity management (Action 10.2b).

Goal Four: Genetic resources of introduced species

Maintain the genetic resources of introduced species that are important for economic, biological and cultural reasons by conserving their genetic diversity.

9. Maintain the genetic resources of our important introduced species
New Zealand's economy depends in large part on the genetic resources of a limited number of introduced species. While maintenance of the genetic diversity of these species will generally be left to the market and producers, given the need to ensure our producers have access to overseas genetic material, the Government must take a strategic interest in the genetic resources of our economically important introduced species. This will need to be developed collaboratively with industry, starting with the identification of significant areas of risk to the genetic resources of introduced species (Actions 4.1a and 4.1b).

The successful implementation of this Strategy will require a coordinated effort across central and local government, working in collaboration with the private sector, the community and landowners, and in partnership with iwi and hapu.

To successfully implement the Strategy:

• central government agencies need to incorporate relevant priority actions into their work programmes and to coordinate these across Government;
• community involvement in the conservation and sustainable use of New Zealands' biodiversity needs to be increased and better supported and coordinated; and
• an adaptive management approach needs to be taken, aiming at the continual improvement of existing management practices through responsiveness to feedback from information gathering, research results, policy development, management action, and monitoring of biodiversity outcomes.

The implementation of the Strategy will be monitored to assess progress towards meeting goals and objectives. The Strategy will be reviewed after five years to consider its effectiveness and identify any changes that need to be made. Figure 4.2 illustrates the monitoring and review of the Strategy.

Primary responsibility for implementing actions in this Strategy is held by a range of government agencies. Lead agencies for each action will be responsible for developing and implementing programmes to undertake each action and to determine suitable performance measures and expected project outcomes.

A management structure or mechanism will be established to coordinate the implementation of actions, reassess biodiversity priorities, resolve conflicts as they arise, and monitor and report on progress.

Overall responsibility for implementing the Strategy will be taken by the Minister of Conservation and Local Government, leading a team of Ministers. This team will include the Minister for the Environment and of Biosecurity, and the Minister of Fisheries. They will be supported by a central government coordinating group made up of chief executives from the relevant agencies. These Ministers and their agencies have the key responsibilities for biodiversity management within central government as represented in their purchase agreements.

A second group of Ministers and related agencies have a close interest in the management of biodiversity, although this may not be directly represented in the outputs purchased by the Government. These include the Treasurer, the Ministers of Maori Affairs, Agriculture and Foreign Affairs and Trade, and the Minister of Forestry and Research, Science and Technology. This group will be asked to provide advice on relevant issues.

The central government coordinating group will have a number of functions, including:

• ensuring effective investments in biodiversity management by using the goals, objectives and actions in the Strategy to provide coordinated purchase advice to Ministers on priorities for spending;
• improving biodiversity information by ensuring these investments include appropriate provision for information gathering, reporting and monitoring and by sharing this information with the community;
• determining ways to provide for involvement of the wider community and ensuring central government and community initiatives are appropriately linked and coordinated; and
• undertaking a substantive review of the Strategy after five years, assessing goals, roles, governance arrangements, objectives and priority actions.

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This Strategy describes the trend of decline in New Zealand's indigenous biodiversity since human settlement. In recent years, however, another, more promising trend has emerged - the growing inclination and capacity of New Zealanders to stem this decline and restore important ecosystems.

Poised at the beginning of the new millennium, we still have the opportunity to stabilise our indigenous biodiversity and, in the future, to further restore it. This unprecedented task will require the growing skills of our conservation and resource managers, scientists and local experts, and a national commitment to act. The opportunity exists now, but perhaps not for much longer. And opportunities will certainly not exist forever. The goals of this Strategy will become harder to achieve if the decline continues and we lose more of what we currently have. New Zealand as a nation, and as a collection of local communities, now faces choices about how much biodiversity we wish to conserve and how much we wish to contribute to this effort.

All sectors of New Zealand society - in both rural and urban communities - have a role to play. It is not a matter of just leaving the job to central and local government. Stemming biodiversity decline requires full community effort. Central and local government have a role to play; but so too do iwi and hapu, farmers, fishers, foresters, and others who manage and have an influence on natural resources. Community groups, educators, businesses, researchers and people living in towns and cities, as well as in rural areas, also have critical roles.

Our indigenous biodiversity is a public good to be shared by the nation; its conservation is therefore also in the interests of all New Zealanders. To meet the goals of this Strategy we need to commit additional resources. Some of this will need to come from tax-funded central government sources. However, there will also be a need for increased effort across the community - through changes in our uses of land and marine environments, voluntary efforts, and funding through local government and the private sector. We also need to develop clear targets to measure progress against our chosen goals and to reassess these goals in the light of what we learn along the way.

The challenge of sustaining our unique biodiversity is before us all.