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The Strategy Framework
Part Three of the Strategy sets out a framework for action to achieve the
goals in Part Two. Figure 3.1 shows the components of this framework and how
they fit together. Objectives and actions are grouped into ten biodiversity
themes or topic areas as follows:
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1. Biodiversity on Land
Terrestrial ecosystems, including natural and modified ecosystems and
habitats, and the indigenous species that live there.
2. Freshwater Biodiversity
Freshwater ecosystems, such as streams, lakes, wetlands, geothermal
systems
and underground aquifers, and the indigenous species associated with them.
3. Coastal and Marine Biodiversity
Coastal and marine ecosystems including estuaries, inshore coastal areas,
and offshore areas within New Zealand's jurisdiction, and the resident and
migratory species within them.
4. Conservation and Use of Genetic Resources
The conservation and use of genetic resources of indigenous and important
introduced species in New Zealand, and the sharing of benefits from their
use.
5. Biosecurity and Biodiversity
The management of risks to indigenous biodiversity and important
introduced species from the introduction and spread of harmful organisms,
including animal pests, weeds and diseases.
6. Governance
The role of Government in setting national biodiversity goals and
coordinating their achievement.
7. Maori and Biodiversity
The interests and role of Maori in biodiversity management.
8. Community Participation and Awareness
The role of New Zealand communities in biodiversity management.
9. Information, Knowledge and Capacity
Requirements for information, knowledge and capacity to effectively manage
biodiversity.
10. New Zealand's International Responsibilities
New Zealand's international role and responsibilities in terms of the
conservation and sustainable use of global biodiversity.
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Figure 3.1 Strategic Framework for the New Zealand Biodiversity
Strategy
Click to View
Larger
Theme structure
Each theme follows the same structure:
- A desired outcome that translates the goals of the Strategy into the
biodiversity or management outcomes that need to be achieved by 2020.
- The current state of biodiversity on land, and within freshwater and
coastal and marine
environments.
- The current management arrangements and responses.
- A summary of issues outlining the key biodiversity issues that need to be
addressed in
order to bridge the gap between the current and desired state.
- An action plan setting out the objectives and actions aimed at gaps and
inadequacies in
the existing institutional framework and system and efforts in biodiversity
management.
- The Government lead and key players in the public and private sectors and
the community that will be involved in implementing each action.
Action plans
The actions identified within each theme are necessary to achieve the
objectives and desired outcomes.
They are a mixture of existing programmes that need refocusing or
enhancing and new initiatives.
Actions in the Strategy are aimed at addressing key gaps and opportunities
within our current
management framework and effort. Many other initiatives and programmes in
biodiversity
management have not been identified here, but are an important part of the
overall picture. Collectively,
these actions should enable the goals of the Strategy to be achieved,
although they may be refined and
re-prioritised, and further actions may be identified as the Strategy is
reviewed over time.
Priority actions are identified within each action plan and are shown
in bold. They have been chosen as priorities on the basis that they:
- will contribute most in the first five years to achieving the goals; or
- need to occur first, before other actions can be implemented.
In total 43 actions out of a total of 147 are priority actions. These
priorities are further discussed in Part Four.
Roles in biodiversity management
The government lead and key player roles identified with actions are assigned
according to current
statutory roles and generally include those agencies or groups considered to be
most appropriate to
be involved in making decisions, providing funding, or implementing particular
actions. The
government lead role is generally a statutory, policy development or reporting
role, rather than an
operational one.It should be noted that while only key players are listed, many other
organisations, groups, communities
and individuals have a part to play in implementing these actions and achieving
the goals of the
Strategy.
Annex One outlines the approach taken to assigning roles and
responsibilities, and the use of
government "intervention" mechanisms used in this Strategy.
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Consulting on how actions will be implemented
This Strategy sets our national goals for conserving and sustainably
using New Zealand's
biodiversity and the key actions needed to achieve this. However, it does
not prescribe the detail
of how these actions will be undertaken, although at a general level they
will be guided by the
principles of the Strategy.
Many of the actions in this Strategy will involve resource owners and
users as well as management
agencies. Because it will be changes in the day-to-day activities of New
Zealanders that will
make a difference, it is critical that resource owners and users become
willing and active
participants. An important part of implementing actions will be
consultation and engagement
with resource owners and users and relevant interest groups where their
involvement is necessary,
or roles and responsibilities need to be further clarified.
One example is the work the Ministerial Advisory Committee to the
Minister for the Environment
is doing on sustaining biodiversity on private land. This work is directly
related to Actions 1.1c, d,
and e, 2.1a and g, and indirectly to a number of other actions in the
Strategy. The Ministerial
Advisory Committee will lead a dialogue with landowners and the broader
community to improve
understanding and gain agreement on who will be doing what, and the mix of
methods that they
will collectively use, to sustain biodiversity on private land. See
www.biowhat.co.nz
for
information on this process. |
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