2. Measuring biodiversity performance
Context – why set and monitor targets?
What makes a good target?
Types of targets for business
Where can we get data for setting targets?
Reporting on targets
Some levers – why should we do it?

5. What makes a good target?
Specific - targets should include quantified objectives
Measurable - it must be possible to monitor and report progress towards the target
Achievable - make reasonable assumptions about the availability of resources, space, etc.
Relevant - targets should, wherever possible, represent biodiversity gain
Time-bound - incorporate an end-date or a series of time-limited milestones.

6. Types of targets for business
Landholdings – improve the status of sites; increase biodiversity interest
Supply chain - sourcing products properly; ensuring biodiversity is taken into account by suppliers.
Awareness and engagement of employees

7. Examples of targets (1)
Encourage favourable management of company land
Create new watervole habitat
Increase our knowledge of the importance of bracken and scrub for wildlife
Increase public awareness and appreciation of great crested newts

8. Examples of targets (2)
Create 2 Ha of upland heathland at Fontburn reservoir by 2005
Achieve favourable condition on 80% of company owned SSSIs by 2008
20% of citizens in Peterborough recognise the word “biodiversity” by 2006
100 employees per year engaged in biodiversity projects by 2007

9. SMART - Easier said than done
Information is often lacking (especially for land-holdings)
What have we got?
Where is it?
How much is there?
What should our target be (what priorities, how much do we “want”)?
Timescale for biodiversity gain is often too long for corporate reporting purposes

10. Finding information National web-based resources
National habitat inventories (e.g. nature-on the map)
National Biodiversity Network (species)
Biodiversity-focussed websites for business

15. Finding information Specific advice
Local biodiversity partnerships (for advice on priorities – where possible agree shared priorities)
Local record centres (advice on what you may have)
Designated sites – English Nature can (will!) advise
Don’t wait until you know everything – set targets for gain early on

16. Time-scale too long
Achieving biodiversity improvements often takes time – but corporate reporting operates over shorter timescales.
Set SMART targets, based on biodiversity outcomes wherever appropriate
Underpin these with actions (responses) - identify the key things you have to do to get to the targets
Report on these actions and (when possible) targets, and gain credit for them

17. Planning and reporting cycle
Priorities
Review
Targets
Plan
Actions
Monitor
Implementation

18. Why monitor and report?
To allow continued assessment of the success of the action we are taking for wildlife
To provide us with an opportunity for reflection and internal assessment, re-setting priorities if necessary
To obtain hard evidence of what we are achieving (important for obtaining corporate buy-in and funding)

19. UK BAP and Country Strategies
UK BAP (1994) (includes “59 steps”)
UK: 45 habitat action plans, 391 species action plans
Local: > 150 local biodiversity action plans
Northern Ireland Biodiversity Strategy (2002)
England Biodiversity Strategy (2003)
Scottish Biodiversity Strategy (2004)
Welsh Environment Strategy (in consultation)
Company BAPs

20. Why monitor and report together?
To assess overall progress towards halting the loss of biodiversity (e.g international targets)
To monitor overall progress (>1000 organisations are involved in BAP!)
To identify where there are over-arching problems (structural, financial or political)
To learn from each other’s experience (both good and bad)
To recognize and celebrate the contribution of all involved