Analysis and filling of strategic gaps: the development of complementary strategies

Phase IIIComprehensive evaluation, prioritization and strategy formulation

Step 20

© Christina Lehmann 2015

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Credits and conditions of use

You are free to share this presentation and adapt it for your use under the following conditions: • You must attribute the work in the manner specified by the authors (but not in any way that suggests that they endorse you or your use of the work).• You may not use this work for commercial purposes.• If you alter, transform, or build upon this work, you must remove the Centre for Econics and Ecosystem Management logo, and you may distribute the resulting work only under the same or similar conditions to this one.

© Centre for Econics and Ecosystem Management, 2014The Centre for Econics and Ecosystem Management strongly recommends that this presentation is given by experts familiar with the adaptive management process in general (especially as designed as the Conservation Measures Partnership’s Open Standards for the Practice of Conservation) as well as the MARISCO Method itself.

This material was created under the leadership and responsibility of Prof. Dr. Pierre Ibisch and Dr. Peter Hobson, co-directors of the Centre for Econics and Ecosystem Management, which was jointly established by Eberswalde University for Sustainable Development and Writtle College. Compare: Ibisch, P.L. & P.R. Hobson (eds.) (2014): The MARISCO method: Adaptive MAnagement of vulnerability and RISk at COnservation sites. A guidebook for risk-robust, adaptive, and ecosystem-based conservation of biodiversity. Centre for Econics and Ecosystem Management, Eberswalde (ISBN 978-3-00-043244-6). 195 pp. - The Powerpoint Presentation was conceived by Jamie Call, Christina Lehmann and Pierre Ibisch. Authors of graphs and photographs are indicated on the corresponding slides. Supported by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH on behalf of the Bundesministerium für wirtschaftliche Zusammenarbeit und Entwicklung (BMZ).

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20. Analysis and filling of strategic gaps: the development of complementary strategies4

Learning objectives

Participants understand and are able to explain the rationale behind this step which is conducted in order to ensure that all elements with high strategic relevance are adequately treated by strategies.

Participants have the skills to guide through this process of identifying strategic gaps building on the mapped strategies and of addressing these by modifying existing strategies and creating new ones.

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Outline

What is the development of complementary strategies?

Why do we develop complementary strategies?

How do we develop complementary strategies?

Practical Tips

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What is the development of complementary strategies?

• While collecting and analysing existing strategies, it usually becomes obvious, that certain elements are not tackled by any→ Strategic gap→ Esp. crucial when these are elements of high strategic relevance

• Complementary strategies are strategies that aim to fill these strategic gaps by:o Modifications to existing strategieso Creation of new strategies

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Why do we develop complementary strategies?

• Having a good overview of existing strategies, “untouched” elements need to be considered→ Dealing with ecosystems, all their aspects need to function

properly (decrease vulnerability, increase resilience)• Stresses or threats to the ecosystem which are not appropriately

handled → low chance of achieving good ecosystem functionality• Creation of new strategies to resolve most relevant stresses,

threats and contributing factors

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How do we develop complementary strategies? • Examine the conceptual model and identify first gaps• Examine the ranking lists of stresses, threats and contributing

factors, too• Identify the elements, particularly those with a high strategic

relevance, that are not addressed by the current strategic package • Drawing lines from existing

strategies to problems which they improve can prove very useful

• Red dot can be drawn next to elements which have no strategies

• Beginning at the top of the list, brainstorm potential complementary strategies© Pierre Ibisch 2014

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How do we develop complementary strategies? • Determine whether appropriate strategies would allow for

reduction and mitigation of problems or for adaptation to risks (take knowledge and manageability assessment into account)

Is the element manageable?

Yes

Mitigation strategies

No

Adaptation strategies

Unsure

Investigation and research

Precautionary actions

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• Asking about the manageability of an element can provide insight on the strategic type which should be employed

→ Less manageable elements call for adaptation strategies

→ Strategies which address poorly understood elements can comprise investigative components or precautionary actions

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How do we develop complementary strategies? • Brainstorm and discuss → decide which strategies would be most

appropriate• Write them on light yellow hexagonal cards• Differentiate between actions and strategies and form

appropriate strategy titles• Discussing proposed strategies in plenary is recommended

• Many proposed strategies turn out to be ac-tivities and can be grouped together under a few macro- strategies

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© Christina Lehmann 2015 © Christina Lehmann 2015

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How do we develop complementary strategies? • Write final titles of new strategies on light yellow hexagonal

cards and insert them into the conceptual model alongside the stress, threat or contributing factor which they act upon

• Cross check threat ranking lists to ensure that no strategic gaps remain

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© Christina Lehmann 2015 © Pierre Ibisch 2014

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Practical Tips

• Participants need to be encouraged to think positively and creative → All kinds of new strategies may be helpful→ In how far they make a difference to the system will be

evaluated in a further step• Complementary strategies may tackle on different levels

→ Encourage participants to approach “unreachable” levels (e.g. regional/national government)