1. Sustainable Development Action Plan Development
- An action plan for sustainable development must start with a clear vision and be goal oriented;
- The vision may need to reflect the values of several, and possibly, many interests and may therefore
have complexities which will need to be synthesised into a simple statement that can be endorsed by all key stakeholders;
- The action plan should prioritise the elements of the combined vision and define how these will be
achieved;
- The action plan should focus on practical action rather than theory;
- Action plans should be organised around themes relating to the vision rather than a "silo"
structure focused around sectors;
- Keep it simple and achievable rather than complex and ambitious;
- Successful implementation is often achieved through the promotion of education/ownership rather than
focussing entirely on regulation; a balance therefore needs to be struck between the two;
- Successful implementation of action plans requires government, scientists and local communities to work
together effectively. Each has an important contribution to make but is also dependent on the others for overall success of the
plan;
- Roles and responsibilities of regional organisations are essential for effective implementation;
- Action planning is an iterative process dont expect to get everything right first time but aim to get
better each time.
2. Tools and Mechanisms for achieving Sustainable Development
- Integration of interests of different groups/sectors is essential as is recognition that conflicts
will arise and choices and trade offs need to be made;
- Careful stakeholder interaction strategies need to be formulated to achieve appropriate participation,
engagement and ownership but also to ensure that the process does not become too onerous and time consuming. For example,
effective and efficient stakeholder input can often be achieved through use of representative fora (e.g. across departments
at government level and across public interest groups outside government) rather than direct participation of all
parties/individuals;
- High level endorsement, commitment and leadership is essential for successful delivery of action plans;
- Education, informing and working with locals is essential to get wider support and buy in and should be
a key aspect of sustainable development strategies;
- Use of Environmental Ombudsman, guardian (e.g. Parliamentary Commission for the Environment) and courts
can fulfil an effective function.
3. Other Elements for Success
- Action plans must be flexible to changing situations (e.g. changes in economic activity such as
conversion from agriculture to dairy farming in Canterbury Plains and subsequent consequences for environmental resources
e.g. water use and communities);
- Consideration should be given to the strong sustainability model. For example economic activity must
not destroy the resource it is utilising e.g the group was particularly impressed by management of tourism resources and
activities in Kaikoura and Franz Josef.
4. SDIs
- Indicators are not merely data or statistics. They must relate to the vision, actions and intended
outcomes/objectives of the action plan;
- Indicators are not merely information for SoE but should also relate to progress in implementing
actions and processes;
- Indicators can be used to forewarn of potential problem areas e.g. the use of birthrates can flag
up future potential pressures so action can be taken now;
- Different indicators are required for different purposes and users scientists, decision makers,
the public;
- When developing indicators it is also necessary to define roles, protocols and systems for collection
and analysis of data to populate the indicators as well as those required for dissemination, presentation and communication
of the findings and for feeding back into policy making and refinement of indicators.
Following the study tour, workshops are being held throughout August and September in Yunnan to provide
support in the development of the SD Action Plan. These are focusing on sustainability appraisal and indicator development
and will draw on the experiences of, and case studies discussed in, New Zealand and will be led by staff from the International
Institute for Environment and Development, London, the International Institute for Sustainable Development, Manitoba and Scott
Wilson.
Details of the New Zealand Study Tour Programme and copies of the presentations
(in English and Chinese)
Ruth Golombok, Scott Wilson (now moved to Atkins)
August 2004
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