A.1.3. Ensure mechanisms and processes of continuous communication between BR managers and stakeholders, and between the BR and MAB networks BR Communication Plans. Public access to Management Plans. Individual BRs Number of BRs with a Plan D1, D2, A2 Integration of BRs into relevant legislation, policies and programmes complemented by support for the functioning of BRs A2.1 Recognize BRs in legislation, policies and programmes at national and/or subnational levels BRs integrated into national and regional development, territorial planning, environment and other sectoral legislation, policies and programmes Member States, National and Subnational Authorities, MAB National Committees, BRs Inclusion of MAB principles in legislation, policies and/or programmes. Number of Member States whose national legislation refers to BRs A3, A6, A7, B1, B2, B7, C2, C4, C5, C6, C7, D3 1.4, 2.1, 2.4, 4.1, 4.2, 4.3 A2.2. Provide resources to support effective governance and management structures in each BR Financial and human resources provided to BRs National and subnational authorities Successful of BRs. Number of BRs with adequate annual budgets and staff A4, B3, C1, C3, C4, C6, 1.2, 2.1 A3 Research, education, practical learning and training opportunities that support the A3.1. Establish partnerships with universities/research institutes to undertake applied research Partnerships established, maintained, reinforced Research BRs, MAB National Committees Partner universities, By the end of 2016 Number of strategic and functional partnerships. Number of A6, B1, B4, B7, C6, 1.5, 2.2, 2.4, 3.1, 3.3, 3.5, 3.6, 4.1, 4.2, 4.3
management of BRs and sustainable development in BRs outcomes that are applicable to management and training research institutes, etc. publications and events, Number of training and capacity building events A.3.2. Establish partnerships with educational and training institutions to undertake education, training and capacity building activities aimed at BR stakeholders, including managers, taking into account the SDGs Partnerships established, maintained, reinforced . Education and training courses and programmes implemented BRs, MAB National Committees, Educational and training institutions By the end of 2016 Number of partnerships, number of training events at national and BR level B1 1.5, 2.2, 2.4, 3.1, 3.3, 3.5, 3.6, 4.1, 4.2, 4.3 A3.3. Identify and promote best practices for sustainable development, identify and eradicate unsustainable practices Best practices identified through research, and shared in support of BR management BRs, Partner universities, research institutes, etc. Number of best practices identified and implemented and unsustainable practices eradicated A4, A6, A7, A8, D3, 2.1, 2.2, 2.3, 4.1 A.3.4. Encourage the collaboration of managers, local communities and other BR stakeholders in designing collaborative research projects that support the management and sustainable development of their BR. Collaborative research projects Results integrated in management plans BRs, national and subnational authorities, Research institutions Number of BRs with collaborative research projects Number of development actions resulting from these projects A6, A8, B4, B7 1.1, 1.2, 2.2, 2.4, 2.5, 3.1, 3.2, 4.1, 4.2, 4.3, 4.4
A4. Financial sustainability of BRs A4.1. Develop a business plan for each BR including generation of revenues and effective partnerships with potential funders Business plan developed BRs, MAB National Committees, National and subnational Authorities, By the end of 2017 Proportion of BRs with Business plan A6, A7, B3, C1, C3, C4, C5, C6, C8 1.4, 2.2, 2.4, 4.3 A.4.2. Implement the business plan to produce revenues Business plan implemented BRs, National authorities, other stakeholders Proportion of BR budget generated by BR Proportion of BRs with stable funding B3, C1, C3, C4, C5, C6, C8 1.4, 2.2, 2.4, 4.3 A5. The effective functioning of the World Network of Biosphere Reserves, with all BRs complying with its Statutory Framework A5.1. Implement an effective periodic review process according to guidelines Effective periodic review process ensured National and subnational Authorities, BRs, MAB National Committees Number of periodic review reports submitted on time A1, D1 A5.2 Apply adaptive management processes in BRs Adaptive management processes applied by BRs BRs, National and subnational Authorities, Evidence in periodic reviews that management has adapted in light of new knowledge. A3, E3 2.1, 2.2, 2.3, 2.4, 2.5, 3.3, 3.4, 4.1 A6. BRs recognized as models contributing to the implementation of Sustainable Development Goals (SDGs) and A6.1. Promote BRs as sites that actively contribute to implementing SDGs BRs make measurable contributions in support of the implementation of SDGs that can be replicated and Member States, National Authorities, and BRs Number of BRs with specific initiatives or activities contributing to SDG targets A3, A8, B5, C2, D1, D2, D3, D4 1.1, 1.,2, 1.3, 1.4, 1.5, 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 3.1, 3.3, 3.4, 3.5, 3.6, 4.1, 4.2, 4.3
Labels for products and services committed to the BR objectives economic initiatives implemented in the BR A7 BRs recognized as sources and stewards of ecosystem services A7.1. Implement mechanisms for the equitable payment for ecosystem services (PES) Equitable PES mechanisms in BRs implemented Member States, National and subnational Authorities, and BRs Number of BRs where PES schemes are implemented A2, A6, A8, C4, C6, 1.4, 2.4, 4.3 A7.2. Identify ecosystem services and ensure their long-term provision, including those contributing to health and wellbeing BRs ensure the provision of ecosystem services Member States, National and subnational Authorities, BRs SDG indicators; Quality and quantity of ecosystem services provided by BRs, as indicated in periodic reviews A4, A6, A8, D1 1.4, 2.5 A.7.3. Implement programmes to preserve, maintain and promote species and varieties of economic value Initiatives aiming these goals or that include these goals among others BRs, Member States, subnational Authorities, other stakeholders Number of initiatives per BR targeted to improve species of economic interest A2, A3, A6, A8, A8. BRs globally recognized as sites of excellence for conservation, research and experimentation on A8.1. Ensure the long-term conservation of the systems of BRs Well conserved and maintained socio-ecological systems Member States, MAB National Committees and BRs National legislation in place for maintaining the A3, A6, A7, C1, C6,
sustainability and resilience of systems systems of core areas and buffer zones of BRs A8.2. Provide adequate research infrastructure in each BR Scientific publications on the structure, functioning and dynamics of ecosystems and socio-ecological systems MAB National Committees, BRs By the end of 2017 Number of scientific publications using BRs as study sites A3, A6, B4, B7, Strategic Action Area B. Inclusive, dynamic and result-oriented collaboration and networking within the MAB Programme and the World Network of Biosphere Reserves Outcomes Action Outputs Primary responsibility Time Range Performance Indicator Relation to other lines of action Relation to strategic objective/ Expected result B1. Effective BR and engaged stakeholders of BRs B1.1.Organize global education, capacity building and training programmes Global education, capacity building and training programmes established MAB Secretariat, Regional and thematic MAB networks 2016-2025 Number of events and participants A3, B7, C3 1.5, 3.5 B1.2. Organize regional education, capacity building and training programmes Regional education, capacity building and training programmes established, Regional and thematic MAB networks Universities 2016-2025 Number of events and participants, and BRs represented A3, B7, C3 3.5, 3.6, 3.7
Committees B.7 An active and open network of scientists sharing MAB vision and mission B7.1. Establish an international network of scientists, working in and with BRs and engaging with national networks of scientists International network of scientists active in and with BRs established Scientists in National MAB Committees, regional and thematic networks Other scientists working in/with BRs By the end of 2017 Number of members of the network A2, A3, A6, A8, B4, E5, 3.1, 3.2, 3.3, B7.2. Develop a joint research and knowledge exchange agenda Joint research and knowledge exchange agenda developed Scientists in National MAB Committees, BRs, regional and thematic networks By the end of 2017 Joint research and knowledge exchange activities A1, A3, B4, B5, D1, D2, D4, E3, E5 3.1, 3.2, 3.3, 3.4 Strategic Action Area C. Effective external partnerships and sufficient and sustainable funding for the MAB Programme and the World Network of Biosphere Reserves Outcomes Action Outputs Primary responsibility Time Range Performance Indicator Relation to other lines of action Relation to strategic objective/ Expected result C1. Adequate resources for the MAB programme and C1.1.Prepare a business and marketing plan to be endorsed by the ICC Draft business and marketing plan presented MAB Secretariat By the end of 2017 Plan endorsed A4, A7, B3, C3, C5, C6, C7, E1 1.1, 1.4
the WNBR to the ICC for adoption C1.2. Implement the business and marketing plan Business and marketing plan implemented All MAB stakeholders By the end of 2018 Resources mobilized A4, A7, B3, C3, C5, C6, C7, E1 2.1 C2. Recognition of the MAB Programme as a key partner within UNESCO and with other international organizations and relevant conventions C2.1. Create opportunities for collaboration and partnerships within UNESCO Partnerships between MAB and other UNESCO programmes and entities established, maintained, and/or reinforced MAB Secretariat, networks and MAB National Committees By the end of 2016 Number of and partnerships within UNESCO A1, A2, A3, A6, A8, B2, B4, B5, C7, D1, D3 1.1, 1.2, 3.1, 3.2, 4.1, 4.2, 4.3 C2.2. Create opportunities for collaboration and partnerships with international programmes and relevant conventions Proposals developed and presented for discussion with international programmes and relevant conventions concerning collaboration and partnerships MAB Secretariat, networks and MAB National Committees By the end of 2017 Number of and partnerships with international programmes A1, A2, A3, A6, A8, B2, B4, B5, C7, D1, D3 1.4, 3.1, 3.7, 4.2 C3. BRs and regional networks generating their own revenues C3.1. Organize capacity building in approaches to generate revenue Capacity building on approaches to generate revenue organized MAB Secretariat, National agencies 2016-2025 Number of events and participants, change in the level of expertise A4, A6, A7, B3, C1, C4 C5, C6, E1 2.4, 3.5 C.3.2. Promote partnerships Projects for BRs, groups of 2016-2025 Number of A4, A6, A7,
to raise funds from external entities with objectives that are compatible with those of the MAB Programme which funds could be raised, targeting the application of policies or programs external to BRs BRs, MAB National Committees, regional networks BRs and regional networks with activities funded through partnerships B3, C1, C4 C5, C6, E1 C4. Recognition of the MAB Programme as a key partner by private sector C4.1. Create opportunities for collaboration and partnerships with private sector which are open, accountable and sustainable Suitable private sector representatives invited to MAB meetings and congresses with a view to discuss and elaborate concepts for partnerships All MAB stakeholders 2016-2025 Number of and partnerships with private sector A1, A6, A7, C1, C3, C6, C7, D2, D3, D4, E2 1.4 C5. Recognition that the MAB Programme contributes to the delivery of national and regional funding programs C5.1. Create opportunities for projects and activities funded by national and regional funding agencies Project proposals prepared targeting national and regional funding agencies with shared objectives Member States, All MAB stakeholders 2016-2025 Number of projects funded by national and regional funding mechanisms A2, A6, A7, A8, B5, C2, C4, C7, D1, D2, D3 3.1 C6. Entrepreneurs and social enterprises contribute to BR activities C6.1. Provide guidance and training to entrepreneurs and social enterprises on involvement in BRs Guidance and training provided to entrepreneurs and social National MAB Committees, MAB Secretariat, national 2016-2025 Number of countries that provide guidance; number of A1, A6, A7, B1, B2, C3, C4, 2.3, 2.5
enterprises agencies Academia reached C6.2. Create opportunities for entrepreneurs and social enterprises in BRs, including through public procurement Entrepreneurs and social enterprises provided with ideas, partnerships and mechanisms for engaging with BRs BRs Social enterprises, entrepreneurs, academics 2016-2025 Number of business and enterprises involved; Number of mechanisms established Reduced proportion of public funding in BR budgets A1, A6, A7, B1, B2, C3, C4, 2.3 C7. Recognition of BRs nationally and internationally C7.1. Create a global BR brand with associated national guidelines Global BR brand established with associated national guidelines MAB Secretariat, National MAB Committees By the end of 2017 Official launch of the brand A6, A7, A8, C1, C3, C4, C6, C8, D2 2.2, 2.3, 2.4 C7.2. Use the brand in products and services in line with the guidelines BR brand used in marketing of goods and services in-line with the guidelines MAB Secretariat, National Authorities, National MAB Committees, BRs Social enterprises 2018-2025 Number of products and services using it A6, A7, A8, C1, C3, C4, C6, C8, D2 2.2, 2.3, 2.4 C8. Enhanced synergies between BRs C8.1. Encourage commerce between BRs and joint promotion and marketing of BR products and services among BRs and beyond Information exchanged on the availability of goods and services in BR National Authorities, BRs 2016-2025 Number of products and services available A2, A4, A6, A7, C4, C6, C7, D2, D4 2.3
Strategic Action Area D. Comprehensive, modern, open, and transparent communication, information and data sharing Outcomes Action Outputs Primary responsibility Time Range Performance Indicator Relation to other lines of action Relation to strategic objective/ Expected result D1. Full availability of MAB documents, data, information and other material D1.1 Implement the open access policy adopted by the ICC in 2014 Open access to MAB documents, data, information and other material MAB Secretariat, Networks, Member States, National Authorities, MAB National Committees, By the end of 2016 Online availability, number of countries implementing the open access policy A1, A5, A6, B2, B5, B7, D2, D4, E3, E4, E5 1.5 D2. Increased awareness of all aspects of the MAB Programme D2.1.Create a communication strategy and an action plan strategy and action plan created MAB Secretariat, National and subnational Authorities, and MAB National Committees 2016-2025 A strategy and action plan A1, A6, A7, A8, B2, B5, C2, C4, C5, C7, C8, D1, D3, D4, E3, E4, E5 1.5, 4.4 D2.2. Implement the communication action plan and action plan implemented MAB Secretariat, National Authorities, and MAB National Committees, BRs, regional networks 2016-2025 Number of visitors to MAB and BR web sites, followers on social media, press citations A1, A6, A7, A8, B2, B5, C2, C4, C5, C7, C8, D1, D3, D4, E3, E4, E5 1.5, 4.4 . D2.3. Implement a coordinated publications programme to facilitate data Coordinated publications programme MAB Secretariat 2016-2025 Number of publications produced A3, B5, B7, D1, D2 1.5
and knowledge sharing implemented D2.4. Effectively implement the MAB web site (MABNet), as the key communication, data and information hub for MAB. MABNet functions as the main tool to disseminate progress made by the MAB programme MAB Secretariat 2016-2025 Number of hits to MABNet A3, B5, B7, D1, D2 D3. Mainstreaming of approaches developed in BRs D3.1. Promote BR concept approaches in national development agendas Approaches and lessons learnt in BR shared with relevant national bodies for their possible inclusion into national development agendas. Member States, National Authorities, BRs 2016-2025 Increased impacts of BR approach outside the BRs A1, A3, A6, A7, A8, B5, C5, C6, D1 3.2, 4.4 D4. Broader Engagement and outreach D4.1. Use social media and other novel information and communication technologies MAB stakeholders engaging actively with social media and other technologies, providing and exchanging information, news and views National Authorities, All MAB stakeholders 2016-2025 Counts of activities A1, A3, A6, A7, B1, B2, B4, B5, B7, C2, C7, D1, D2, E3, E5 1.5 Strategic Action Area E. Effective governance of and within the MAB Programme and the World Network of Biosphere Reserves
Outcomes Action Outputs Primary responsibility Time Range Performance Indicator Relation to other lines of action Relation to strategic objective/ Expected result E1 Strong institutional support of the implementation of MAB E 1.1. Ensure the active participation of at least one representative at each MAB ICC session Effective and democratic ICC sessions Member States, National Authorities, MAB National Committees 2016-25 Effective ICC sessions C2, E1.2. Provide institutional support and resources to ensure that each MAB Committee can carry out its mission National MAB Committees provided with resources ensuring their functioning Member States, National Authorities, 2016-25 Successful of the MAB Programme at the national level B3, C1, C2, C4, C5, D1, D4, E2 MAB National Committees have a trans-discplinary membership E2.1. Ensure that each MAB national committee has a well-balanced composition according to the statutes of the MAB Programme National MAB Committees composed of a well-balanced membership reflecting the nature of MAB and ensuring the participation of the BRs Member States, National Authorities 2016-25 Numbers of sectors, agencies and disciplines within MAB Committee A1, B2, B4, E3.Regular progress updates by Member States E3.1 Submit an annual national report to the ICC covering progress made in each Member State, using a Annual national reports submitted to the ICC using a Member States, National Authorities, MAB National 2016-2025 Annual national reports available on D1, D2, D4, E5
template provided by the MAB secretariat template provided by the MAB Secretariat Committees the MABnet E4. Defined governance mechanisms for regional networks E4.1. Develop a clear performance assessment mechanism relevant to the region Regional networks develop performance assessment mechanisms Regional networks By the end of 2017 Description of performance assessment mechanism B2, B3, B4, B5, C1, C3, D1, D2, E1 E4.2. Submit an annual report to the ICC on performance of the regional network Regional networks submits annual reports to the ICC on their performance Regional networks 2016-2025 Annual regional network reports available on the MABnet B2, B3, B4, B5, C1, C3, D1, D2, E1 E5. Well-defined objectives and plans for thematic networks E5.1. Define objectives and review mechanisms and timeframe Thematic networks with defined objectives and review mechanisms Thematic networks By the end of 2017 Thematic network objectives and related review mechanisms published. B2, B3, B4, B5, C1, C3, D1, D2, E1 E5.2. Submit an annual report to the ICC on performance of the thematic network Thematic networks submits annual reports to the ICC on their performance Thematic networks 2017-2025 Annual thematic network reports available on MABnet B2, B3, B4, B5, C1, C3, D1, D2, E1