MAB Strategy Group. Elements Proposed for Inclusion in the First Draft of the MAB Action Plan. (May 2015)

Transcription

1 MAB Strategy Group Elements Proposed for Inclusion in the First Draft of the MAB Action Plan (May 2015) Listed elements consist of items that initially were proposed for inclusion in the early drafts of the new MAB Strategy. They are here grouped under the Strategic Action Areas (A-E) contained in the Final Draft MAB Strategy (4 May 2015). 1 Strategic Action Area A. The World Network of Biosphere Reserves (WNBR) comprised of effectively functioning model [regions/sites] for sustainable development (focus on individual biosphere reserves in the context of the countries in which they are located) Strategic Line of Action A.1. Procedures and processes for selecting, designating, planning and implementing biosphere reserves are open and participatory, taking into account local practices and traditions and cultures, and involving all relevant stakeholders. 1. Biosphere Reserves (BRs) are well-managed working in concert with the Man and the Biosphere (MAB) programme, in compliance with the Seville Strategy and the Statutory Framework. Overall, this should result in an increase in the delivery, value and prestige of the MAB Programme and the World Network of Biosphere Reserves (WNBR). 2. People across the globe explore local solutions to global challenges under the umbrella of MAB, generating a wealth of experiences and innovative potential for a sustainable future. 3. BRs encourage social enterprise, products and branding that help to promote income generation from activities which enhance BRs and support local livelihoods. 4. BRs actively engage different stakeholders groups, including local communities, decision-makers, politicians and economic sectors and researchers, with an emphasis on young people. 5. BRs foster and promote local experiences on the mainstreaming of maintaining ecosystem services into policy making, in particular ensuring food and drinking water security and restoration of degraded ecosystems. 6. Develop and share of successful case studies on the relationship between BRs and their social and economic agents. 7. Define rights and responsibilities of those utilizing and benefiting from ecosystem services originating in BRs. 8. Undertake global research projects on the effectiveness of BRs in fulfilling their three functions and making a difference to the lives of people, including the economic 1 Document C-15/CONF.227/8 1

2 impacts of BRs, both within and around individual BRs and Transboundary BRs, but also at regional and national levels. 9. MAB fosters enhanced collaboration with local populations in order to better understand specific traditions and traditional knowledge, including, where it is the case, indigenous peoples, by rethinking our approach and the engagement of communities as rights-holders and hosts of BRs. 10. The MAB Secretariat provides MAB National Committees and BR authorities on regular basis with reports on available methods, technologies and approaches to facilitate zonation, planning, management, and monitoring of BR s and for the effective delivery of the BR concept and to ensure the sustainability of resources for this purpose. Strategic Line of Action A.2. States and other entities with territorial and governance competences explicitly integrate biosphere reserves into national and regional development, territorial planning, environment and other sectoral legislation, policies and programmes, and support effective governance and management structures in each BR. 11. MAB and its WNBR endeavours to strengthen the role and potential of biosphere reserves, along with their associated networks, as pilot sites and as model regions for promoting social development and societies advancing the implementation of the SDGs and related targets. 12. As pilot sites and model regions, BRs managed to perform at the interface between science, policy and society at local, national, regional and global levels, to the benefit of Member States where individual BRs are located, as well as to much wider constituencies. 13. As model regions, BRs contributes to conserve biodiversity, reduce poverty, and to economic sustainable development and sustainable use of natural resources, including environmentally, socially and economically viable models for boosting green economies and local livelihoods by providing a wide range of both direct and indirect ecosystem services. 14. BRs act as pilot and model [sites/regions] for organic production systems and those that ensure a minimum use of synthetic chemical substances thus opening new marketing opportunities. 15. MAB provides innovative and successful approaches from different social, cultural and environmental contexts, ranging from rural to urban situations, promoted and publicized through a distribution centre supporting learning exchanges internationally and sharing the best practices and guidelines with a focus on success stories and on the post 2015 global agenda. This should include synergies promoted through the simultaneous implementation of a wide range of Sustainable Development Goals (SDGs) in model regions. 16. MAB establishes an enabling environment for promoting a culture of peace with regard to the use of and benefit from shared natural resources, especially at the trans-boundary level, thereby contributing to making our planet a safer place and fostering the harmonious coexistence of people and nature. 2

3 17. MAB contributions to the urgent improvement in the governance and stewardship of the world s natural resources. In particular the sustainable use of freshwater as a critical element of security, sustainability, inclusion and peace. 18. Linking increasingly effective sites as model regions, the WNBR provides a unique arena for co-production of knowledge for sustainable development between practitioners and researchers. 19. Putting into practice integrated approaches drawing on the full range of scientific, traditional and indigenous knowledge in a trans-disciplinary way to identify, understand and address economic, environmental, ethical and societal challenges related to sustainable development. 20. MAB establishes best practices for how BRs best can be used to achieve mutually beneficial outcomes and reduce pressure on Member States in terms of implementation and reporting commitments from global conventions. 21. Member States incorporate their BRs into their policies and conservation and development plans as sites where Multilateral Environmental Agreements and other relevant conventions can be put into practice. 22. MAB enhance the conservation and sustainable use of biodiversity and landscape services; conservation of biodiversity through the ecosystem approach; the conservation of biodiversity and sustainable use of biodiversity and other natural resources and the provision of ecosystem goods and services, taking into due consideration the challenges posed by climate change. 23. Contribute to the implementation of National Biodiversity Strategies and Action Plans (NBSAPs). 24. MAB recognizes the ecological and community resilience benefits of climate change adaptation and to rapidly disseminate outcomes globally. 25. MAB focuses on addressing the special needs of small islands (Small Island Development States (SIDS) and non-sids), among the most vulnerable to climate change impacts. 26. Energy efficiency and the development and adoption of renewable and clean energy including energy saving promoted through responsible production and consumption patterns. 27. Develop and share successful case studies on the relationship between BRs and urban areas that benefit from their ecosystem services. 28. MAB promotes the building of green economies, societies, human settlements, urban areas, as well as contribute to social development. 29. MAB mitigates habitat loss and fragmentation due to human development and unsustainable consumption and production patterns as the major cause of diminishing biodiversity globally. 30. Attention and support given to the needs and capacities of women and indigenous and local communities, especially regarding their participation and their access to, and sustainable use of, natural resources. 3

4 Strategic Line of Action A.3. Biosphere reserves and national MAB Committees have partnerships with universities and research institutes, to undertake applied research and provide practical learning and training opportunities that support the management and sustainable development of biosphere reserves. 31. Operationalization of sustainability science at the local level through BRs that provide sites for research on mitigation and adaptation to climate change, green economies and sites for collaboration with other international innovative environmental initiatives. 32. Research oriented towards the interaction between BRs and associated urban areas. This interaction should lead to a stable relationship model beneficial for both the reserves and urban areas. On one hand this model should ensure the continued provision of ecosystem services from BRs and on the other hand it should provide resources for reserves management and for a social and economic viability of the population within the reserves, as well as enable a quality of life in the urban areas for local people. 33. Research showing how the aims of BR management can benefit communities, businesses, and organizations within BRs or those externally which depend on their constituent ecosystems. 34. Research is undertaken to inform the development of BR management plans and zoning, and improve management routines and practices. 35. BRs serve to build scientific knowledge and identify best practices for natural resource use, ecosystem management, restoration, rehabilitation and natural hazards and disaster risk reduction. 36. MAB must give priority to research in BRs showing how communities, businesses, and organizations within these BRs and, where appropriate, in adjacent or nearby urban areas can benefit from supporting the aims of BRs (e.g. studies into social enterprise, and the economic benefits from products and services which draw from and feed back into BRs). 37. MAB and its WNBR should reinforce their engagement with relevant international, regional and national research initiatives and programmes and the post-2015 development agenda. 38. MAB should reinforce partnerships with universities and research institutes in order to undertake applied research and provide practical learning opportunities, with the potential to bring money and other resources into the explored BRs. 39. MAB must work to foster a dialogue between the scientific community and policymakers to address climate change, unsustainable urbanisation and biodiversity/ecosystem services loss, as well as encourage best practices in decisionmaking. 40. Operationalize Education for Sustainable Development (ESD) at the local level through BRs, in cooperation with relevant partners, including those linked to UNESCO, such as the UNESCO Associated Schools Project Network (ASPNet), and UNITWIN/UNESCO Chairs. 4

5 41. The ESD should aim to promote the inclusion of key sustainable development issues into teaching and learning; for example, climate change, disaster risk reduction, biodiversity, poverty reduction, and sustainable consumption, by facilitating participatory teaching and learning methods that motivate and empower learners to change their behaviour and take action for sustainable development. 42. Monitoring systems of BRs include their own measurable deliveries and contributions to, and partnerships with, the Global Action Programme (GAP) on ESD. 43. Design and implementation of a Local Environmental Education Strategy within each BR adapted to its peculiarities. 44. Capacity building and training programmes directed towards BR managers and BR authorities and other stakeholders that foster the improvement of sustainable development actions and relevant technologies in individual BRs, and exchange expertise between BR networks, regional training and capacity building efforts. Strategic Line of Action A.4. Financial sustainability of biosphere reserves is much improved, with a diverse funding base. [see Strategic Action Area C] Strategic Line of Action A.5. The periodic review process supports an effectively functioning WNBR, generating a dynamic process of adaptive management of biosphere reserves. 45. The WNBR develops a functioning model of sites for sustainable development, by implementing an effective periodic review process so that all members of the network adhere to its standards. 46. MAB National Committees develop efficient evaluation systems that support the effective functioning of biosphere reserves and can be used to identify and promote the demonstration cases. 47. The periodic BR review form made simpler, and support and guidance provided to MAB Nat Coms and BRs in preparing them. 48. The Periodic Review process shall allow Member States flexibility to choose pathways that take into account their national legislation and special conditions regarding their national practices as they assess progress, review weaknesses, reengage stakeholders and improve the functioning of their BRs in the light of experience gained, while providing the MAB Secretariat with the possibility to produce status reports of the overall WNBR network. 49. MAB should conduct global research projects on the effectiveness and efficiency of BRs in fulfilling the three functions of the BRs concept and making a difference in to the lives of people living and working in BRs, including the economic impacts of the existing BRs, both within the respective region and around individual BRs, but also with respect to regional and national economic impacts and influence levels. Strategic Action Area B. Inclusive, dynamic and results-oriented collaboration and networking within MAB and the WNBR (focus on networking within the MAB Programme) 5

6 Strategic Line of Action B.1. Global and regional capacity building and training programmes directed to BR managers/coordinators and other stakeholders facilitate the delivery of the Strategic Objectives. 50. Creation of a system of education and training in the specialty "Management of biosphere reserves" in universities and also further training of biosphere reserves' managers/coordinators. 51. Establishment of a global programme established to train BR and/or coordinators and other stakeholders in implementing the BR concept to the benefit of all. 52. Organization of global, regional and national training programmes on the ecosystem services concept and on how to use it to support the management of BRs. 53. MAB promotes a more focused approach on how capacity building for indigenous communities could be integrated in the MAB Programme. Strategic Line of Action B.2. Networks are strengthened through enhanced participation of Member States including UNESCO National Commissions, MAB National Committees, and relevant Ministries and other public stakeholders, as well as universities, civil society organisations, the private sector, and stronger cooperation with relevant stakeholders. 54. In order to promote a truly effective contribution towards the SDGs and related targets, collaboration should especially focus on South-South and North-South-South triangular cooperation as a catalyst for dialogue and co-production of scientific knowledge, in synergy with local and indigenous knowledge brokers, and for science diplomacy. 55. International WNBR meetings should be organized for exchanging of information, and demonstrate successful implementation of the BR concept, as well as develop and strengthen partnerships among members of all regional networks and thematic groups. Regular regional network meetings should also be increased to strengthen the communication between BRs. 56. National MAB Committees and regional networks foster studies on how to better valorize research findings in BRs and use them as demonstration sites. 57. National MAB Committees and regional networks share information on characteristics and good practices and methodologies to implement proactive research and management at regional and local levels. 58. Networks enhance action between network meetings, leading to improved progress. 59. MAB should bring-in leading research groups and think tanks more effectively. 60. Research for proactive BR management, actively involving not only national research councils, science agencies, universities, and educational institutions, but also managers, stakeholders and communities in framing the research question ( codesign of research), and participating in devising methods and knowledge generation 6

7 ( co-production of knowledge). Promote citizen science and participatory science initiatives to generate knowledge applied to BRs management. 61. MAB must achieve effective scientific and institutional frameworks to ensure UNESCO s inputs into the post-2015 development agenda. Strategic Line of Action B.3. Networks have the infrastructure and adequate resources to fulfill their potential to implement their objectives. 62. The regional networks have variable working methods and statutes which address local needs and they should perhaps be kept flexible in order to be relevant and efficient in the context of their areas of work, and the thematic networks typically should be self-organized. 63. Regional and thematic networks to have the infrastructure and adequate resources to fulfil their potential to play a variety of roles, including linkages to regional and thematic institutions and processes, collaborative research and policy development, and mutual support. Strategic Line of Action B.4 Networks foster collaboration in research, implementation and monitoring, including through exchanges between biosphere reserves. 64. Collaboration and networking within MAB and the WNB in support of achieving the Sustainable Development Goals and related targets. 65. Interdisciplinarity, transdisciplinarity, co-design and co-production incorporated as key aspects of sustainability science supported by MAB networks. 66. Mobilization of regional and thematic networks for collaboration and networking targeting the strategic objectives of conservation and sustainable use of biodiversity, ecosystem services and natural resources, maintaining ecosystem services supporting climate change mitigation and adaptation action, promoting the development and applications of sustainability science, and on contributing to building green economies, societies and human settlements and urban areas. 67. Working with health professionals, establish and monitor the link between better health and access to high quality environment or conversely the deterioration of health due to pollution and environmental degradation. 68. Networks communicate and disseminate their aims and activities effectively, both internally and externally, particularly to regional and global Protected Area networks. 69. Arrange research on ecosystem monitoring and methods for environmental management targeting individual BRs or BR regional networks, and sharing of results among BRs authorities and national committees. 70. Enhance international cooperation in sustainability science, using BRs as pilot sites, thus contributing to Future Earth, including interdisciplinary research between partners in both developing and industrialized countries, to identify, understand and address economic, environmental, ethical, cultural and societal challenges related to sustainable development. 7

8 71. Conduct scientific research based on cooperative strategies, principles of cultural identity of knowledge and socialization favouring continued innovation. Strategic Line of Action B.5. Networks communicate and disseminate their aims and activities effectively, both internally and externally. 72. Organize regular international global, regional and thematic meetings organized to exchange information, demonstrate successful implementation of the BR concept, and develop and strengthen partnerships. Strategic Line of Action B.6. An increased number of BR twinning arrangements foster transboundary and transnational cooperation. 73. Establish twinning arrangements for BRs that encourage transboundary and transnational cooperation and engender goodwill. Strategic Action Area C. Effective external partnerships and sufficient and sustainable funding for MAB and the WNBR (focus primarily on partnerships outside the MAB Programme) Strategic Line of Action C.1. A comprehensive business and marketing plan for the WNBR, regional and thematic networks, national MAB Committees and individual biosphere reserves is prepared, taking into account the priorities of bilateral and multilateral donors and the private and philanthropic sectors. 74. Fund raising for the WNBR and its BRs without damaging the image that built the brand in the first place. 75. Undertake a review on of how MAB, at all levels, works with bilateral and multilateral donors, and the private and philanthropic sectors, on action and implementation, and opportunities to increase available resources, including a multi-donor trust fund. 76. Analyse the financial mechanisms of each BR and of initiatives that are carried out to amplify their stable financial support (public and private funding, internal and external to the BR). Strategic Line of Action C.2. The MAB Secretariat and National Committees strengthen collaboration and partnerships both within UNESCO and with key international organizations. 77. MAB engage in measurable deliveries, contributions and partnerships that contribute to the implementation of the Convention on Biological Diversity (CBD) and the Convention to Combat Desertification. 78. MAB create mechanisms to maximise the involvement and enhanced dialogue between MAB and specific programs and processes under UNESCO, as well as 8

9 relevant conventions. The latter should be devised in a way that would ensure that BRs are seen as learning sites of excellence by donors and implementing agencies and to enhance opportunities for support through convention related financial mechanisms. 79. Greater collaboration with the World Heritage Convention and with the emerging Global Geoparks Network in order to provide greater latitude for creating synergy effects regarding the visibility of UNESCO-designated sites the world over, while at the same time maintaining the specific identities and functions of biosphere reserves. 80. Emphatic lobbying and horizontal activities with other initiatives such as the UNESCO World Heritage, Ramsar Convention, IPBES, Global Network of National Geoparks, k. European Geopark Network. MAB should also enhance cooperation with the UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions, reflecting the links between cultural diversity and biodiversity, as well as with the Ramsar Convention on Wetlands. 81. Strong contributions to international conventions on biodiversity, climate change, and desertification, as well as promote, maintain and facilitate the establishment of funding mechanisms and co-operation for joint project implementation with international and regional organizations. 82. Increased involvement and of the Secretariat and National Committees to enhance the dialogue between MAB and specific programs and processes under UNESCO and relevant conventions that ensure that donors and implementing agencies regard BRs as sites of excellence, thus enhancing opportunities for support through convention-related financial mechanisms. 83. The Secretariat and National Committees strengthen collaboration and partnerships strengthened with key international organizations, e.g. UNDP, UNEP, WWF, IUCN, Alliance of Small Island States AOSIS, Ramsar and ICLEI. 84. MAB increases medium-term funding mechanisms to co-finance research in priority areas such as the SDG s and the 3 Rio Conventions funding mechanisms in order to facilitate the alignment of proposals submitted to donors and the work-programme of UNESCO. 85. Opportunities seized by the MAB Secretariat to act as an honest and efficient broker raising funds and mobilizing partnerships in favour of worldwide implementation of SDGs and related targets within BRs, as agreed by countries, including those related to climate change and climate change related hazards, adaptation and mitigation, biodiversity conservation and sustainable development. 86. The establishment of a MAB-World Heritage programme-working group, including MAB and other relevant UNESCO programmes (World Heritage, Global Geoparks) and conventions (Ramsar) to learn from respective experiences of periodic reviews. Strategic Line of Action C.3. The MAB Secretariat assists biosphere reserves and regional networks to build expertise in developing their own revenue, and to share this expertise. 87. BRs take advantage of support from governments and committee corporations, but also of ways in which communities, businesses, and organizations within and close to BRs (e.g., in urban areas) can benefit from their efficient management, e.g., through 9

10 social enterprise promotion, products and branding which help promote income generation from activities which enhance BRs and support local livelihoods. 88. MAB endeavours to create a sustainable financing mechanism and new partnerships aimed at strengthening the biosphere reserves, MAB and regional networks and the MAB Secretariat, as well as promote the implementation of plans and strategies. Strategic Line of Action C.4. Private sector partnerships generated around the MAB Programme at local, national and international levels. 89. MAB Secretariat organizes an international MAB Business Forum to highlight good practices, explore and promote new partnership opportunities. 90. In-line with UNESCO s overall partnership and due diligence policies, mechanisms or criteria established with MAB against which eventual new partners are screened taking into account not only the financial contribution, but also the respect and reputation, the trust and confidence, gained while acting as environment friendly entities. 91. The BR concept promoted at appropriate national policy and political levels, including to the private sector, to obtain adequate financial support for BR s and their support structures. Strategic Line of Action C.5. An increased number of projects and activities support biosphere reserves and networks funded through national and regional funding mechanisms, especially those that emphasise the need for multi-national partnerships. 92. National MAB Committees in countries eligible for official development assistance, in cooperation with relevant ministries, should increase the importance of their BR s in bilateral negotiations with donor countries and international funding organizations, leading to funding for BR s. 93. The WNBR promoted and positioned as a long-standing, well-established option to developing and financing climate change mitigation and adaptation pilot projects under the umbrella of the GEF, the Adaptation Fund and the Green Climate Fund. 94. The BRs of the WNBR provided with finance from regular budgets for all levels of implementation: the UNESCO Secretariat, the Regional Offices, the MAB Nat Coms / National Commissions for UNESCO, and individual BRs, with due attention that local communities do not lose their independence and influence, especially if the partners are from other regions. 95. Reinforce analysis of opportunities for funding in BRs to generate carbon finance for sustainable development and community programmes. 96. MAB engage in fundraising through regional cooperation programmes, such as European Commission programmes, including Horizon 2020 and Erasmus+, which can include activities and partners not only in the European Union but in other European countries and other parts of the world. 10

11 97. Strategic consideration given as to how MABs objectives are aligned with those of the major international organizations and initiatives in order to seize opportunities with regard to the programming period of the European Commission. Strategic Line of Action C.6. Deeper involvement of, and guidance provided to entrepreneurs active in biosphere reserves, especially those supporting social enterprises and green economies. 98. Develop mechanisms within the WNBR that act as an innovation generator for social entrepreneurship and BR organizations, like the Social Enterprise and Biosphere Reserve Development Framework developed within a EuroMAB working group. 99. Ecotourism management systems coordinated in BRs Assessment of networks of practitioners, including NGOs, that work internationally in the field of sustainable development (e.g. with focus on energy, organic farming, local food etc.) as potentially important partners By 2025 BRs should demonstrate at least 15% of the economic activity taking place in their region is through social enterprise and be able to evidence this through social, environmental and economic indicators Explore different means of funding, including through enhanced social innovation and social entrepreneurship, in order to increase organizational, including financial, resilience in MAB and its BRs MAB explores innovative financial tools, in particular crowd funding. Strategic Line of Action C.7. A strengthened global Biosphere Reserve brand is established, supplementing local biosphere reserve brands Ecotourism management systems badged with BR label. Strategic Line of Action C.8. Joint promotion of BR products/services between biosphere reserves Establish twinning arrangements for BRs that to provide financial resources. Strategic Line of Action C.9. Every biosphere reserve generates some of its own revenue All BRs generate revenue through its local eco-friendly products and services, labelled with a trademark logo specific for each BR protected under the World Intellectual Property Organization (WIPO). Strategic Action Area D. Comprehensive, modern, open and transparent communication, information and data sharing 11

12 Strategic Line of Action D.1. Full implementation of the open access policy to MAB and WNBR-related documents, data, information and multimedia materials MAB foster comprehensive, modern, open and transparent communication, information and data sharing between the scientific and policy making communities and society to cope with changes and promote sustainable development, social inclusion and a culture for peace UNESCO MAB establishes a searchable database on the habitats and species found in the core areas of BRs, based on data contained in the periodic review reports UNESCO s Regional Offices encouraged and supported to play an important part in transparent communication flows between countries and the MAB Programme Secretariat so that all countries may genuinely participate in strategic MAB Programme decisions and in transmitting recommendations from the Programme to the biosphere reserves Enhance access to available information by translating the most relevant documents into different languages (at least into UNESCO s official languages) and by improving the functioning of the MAB website. Strategic Line of Action D.2. A comprehensive communication strategy complemented by an action plan (Key elements are identified below; others may be included in the action plan) More effective use of contemporary communication, information and data sharing tools in the context of the MAB Programme among Member States, MAB Nat Coms, BRs, regional and thematic networks and the MAB Secretariat, and with the world at large Establish synergies among national actions and actions at a regional or WNBR levels in order to produce and disseminate relevant information to BRs. Strategic Line of Action D.3. The MAB Secretariat has a coordinated publication programme and effectively implements the MAB web site (MABNet), as the key communication, data and information hub for MAB Develop further the UNESCO MAB web site, the MABNet, as a communication, data and information hub to facilitate the sharing of resources, publications, case studies and good practises 114. Regularly update the MAB agenda on the MABNet with the main planned programmes, events and tasks related to biosphere reserves and MAB, and make available an electronic periodic information newsletter Improve the structure of the MABNet so as to ensure easy availability of accurate, timely and regularly updated information and that enable Internet presence specifically for BRs to promote their activities and cooperation around similar initiatives. 12

13 116. Strengthen the MAB Secretariat s information management capacities, including in relation to the use of data and mapping MAB Secretariat establish and manages an online repository/database that promotes scientific BR research and case studies Further develop the online BiosphereSmart Initiative as a global observatory to share ideas, knowledge, best practices, and experiences among BR stakeholders on issues related to climate change, green economies and sustainable development Establish an online repository/ database that promotes scientific research, including research themes, initiatives and associates, as well as the promotion of scientific research and case studies of BRs Develop an online key word searchable databases with information on MAB and BRs targeting different types of audiences Consideration given to the development of a MAB data facility on ecosystem and other biofunctions models, in-line with the Intergovernmental Panel on Climate Change (IPCC) data-clearing centre The MAB Secretariat to provide National Committees and BRs with reports on available methods, technologies and approaches to facilitate effective delivery of the BR concept and ensure the sustainability of resources for this purpose. Strategic Line of Action D.4. Biosphere reserve coordinators/managers, National Committees, and regional networks ensure wide access to information concerning biosphere reserves Member States actively promote the transfer of approaches developed in biosphere reserves, especially in transboundary biosphere reserves, to other countries and regions facilitated by a web platform for consultation, sharing and transfer of actions applied in different BRs Regional networks foster collaboration in research, implementation and monitoring, as well as exchange among and within BRs, which actively engage different BR stakeholder groups, including local communities (especially young people), decisionmakers, politicians and economic sectors and researchers, through joint international cooperation projects and implementation of national projects on knowledge management MAB works towards increasing comprehensive, modern, open and transparent communication, information and data sharing between biosphere reserve activities and sustainable development initiatives at multiple scales and levels, including those chosen as model sites for strengthening synergies with Multilateral Environmental Agreements and other relevant conventions Member States provide a continuous supply of current information to the MAB Secretariat Enhanced use of and access to mapping tools, satellite, remote sensing and GIS data. 13

14 128. MAB National Committees manage their own webpages, link them to the MABNet and regularly provide information to the MAB Secretariat. Strategic Line of Action D.5. Increased use of video conferencing, social media and new information and communication technologies for knowledge sharing, communication, technical cooperation, and capacity building. Strategic Action Area E. Effective governance of and within MAB and the WNBR Strategic Line of Action E.1. The governments of Member States and National Commissions for UNESCO support the implementation of the MAB Programme, including through well-defined institutional support Ensure a more rigorous and consistent application of existing governance norms and procedures critical for the future success of the MAB Programme The critical role that MAB Nat Coms have a to play regarding the implementation of the vision and mission of the MAB Programme fully recognized Delegations to the International Co-ordinating Council (ICC) of MAB should always include representatives from national government institutions to provide political inand oversight A prominent, outstanding and experienced person chairing the MAB-ICC, well known and respected by donor organizations and institutions relevant for cooperating with MAB and who is lobbying for the MAB-programme and acts as a broker in funding questions, would be extremely beneficial. This would also result in an increased international visibility and recognition of the MAB programme MAB ICC sessions shall include agenda items identified by the regional networks The ICC shall maintain annual meetings, which make the ICC work much more effectively The ICC forms groups that work, for a certain period of time, on different subjects which are addressed to the creation and dissemination of knowledge coming from BRs and their partners in the academic sector. The work from these groups must contribute to identify, understand and address economic, environmental, ethical, cultural and societal challenges related to sustainable development, in different socioeconomic situations, both within and around individual BRs, but also at regional and national levels It may be appropriate to review the membership and remit of the Bureau of the ICC and it is essential that all of its members contribute fully to its activities. A commitment to that effect should be made by any prospective member before being elected to the Bureau More frequent MAB ICC Bureau meetings organized with representatives of all regions recognized by UNESCO to foster better management and coordination of MAB activities. 14

15 138. Integration of the functions and policies of MAB National Committees and BRs into national governmental and sectoral policies. Strategic Line of Action E.2. Each MAB National Committee has a transdisciplinary membership, including representatives from the public, private, research and education sectors, and a wide range of other stakeholders, including representation from BRs MAB National Committees are to be docked with the Ministry in charge of conservation and/or land management to allow a vertical information flow from the model biosphere reserve to the authorities in charge of political decisions The MAB Secretariat disseminates revised guidelines for MAB National Committees, including their preferred structure and responsibilities, to all countries, especially those without MAB National Committees, or with just a Focal Point for MAB. Strategic Line of Action E.3. Member States regularly update the MAB Secretariat and regional networks regarding progress regarding implementation of the MAB Strategy and Action Plan within their country The MAB Secretariat provides a concise form for national reports, which ICC members shall submit at every ICC meeting, covering progress made in the implementation of the MAB Strategy and the Action Plan The MAB Secretariat assists the ICC to monitor the implementation of the MAB Strategy and Action Plan based on information contained in the national reports and through other relevant sources of information. Strategic Line of Action E.4. Each regional network has a defined governance mechanism, including annual assessment of performance Annual assessment of the performance of the regional networks organized, along with periodic reviews (every ten years) of thematic networks assessing whether or not they should continue. Networks should be closed down when they do not deliver the expected results. Strategic Line of Action E.5. New thematic networks, if any, have well-defined objectives and plans, an inbuilt review mechanism and a sunset clause. Strategic Line of Action E.6. The International Support Group (ISG) of Permanent Delegations to the MAB Programme continues to contribute to communications and advocacy to the benefit of the Programme. 15