2. Introduction to Challenge Overview Phase II Process going forward

3. Sustainable Seas Challenge Objective
“Enhance utilisation of our marine resources within environmental and biological constraints”
2 components
Healthy Ecosystem
Strong marine economy

4. Blue economy
Not just marine economy
A blue economy is one that seeks to realise multi-generational economic, social, cultural and ecological sustainability
works innovatively with marine resources to add value, improve livelihoods and enhance ecosystem health

5. Two interact

6. EBM mechanism to enable management for healthy ecosystems and strong blue economy

7. What is EBM, an a holistic and inclusive approach to manage marine environments and their competing uses for and demands on, and ways New Zealanders value them.
SS identified key principles bases on literature/ overseas experience/ tailoring to NZ situation
Highlight key principles as per diagram
These have been modified from feedback and are work in progress and will be modified as we continue research and consultation Maori and stakeholders

8. Phase I Phase II developed though Research from Phase I
Workshops with Maori and stakeholders including one with Regional councils

9. Phase II Strategy Phase II developed though Research from Phase I
Workshops with Maori and stakeholders including one with Regional councils

10. Themes
Understanding degradation and recovery in socio-ecological systems;
Creating value from a blue economy;
Addressing risk and uncertainty;
Enhancing EBM practices.

11. Degradation and recovery
Stressors impacting coastal ecosystems, operate over multiple temporal and spatial scales – some are obvious, point sources but many are cumulative and occur over large areas for long periods of time
Context of a warming more acidified world
Iwi & stakeholders discussions highlighted
Greater understanding of cumulative effects on marine ecosystems (ecological and social) in a changing world
‘Mountains to the sea’ approach
How stressors can be managed to improve ecological function (and values)
Ability to translate stressor impacts across scales to inform management decisions

12. Overarching question
What knowledge and processes are needed to predict and manage the effects of multiple activities on socioecological ecosystems and the values they provide?
Question arose out of stakeholder workshop – a greater understanding of cumulative effects on marine ecosystems and how they can be managed to recover ecological function and values
Recognized stressors originate in the marine area but emphasized a mountains to see approach to incorporate the impact of land based

13. Research needs Impacts of cumulative effects in a changing climate
What impedes recovery of ecological function/values in different contexts?
Relationships between ecological function and cultural/social values
Models that link ecological function and societal behaviour
Research needs – combine with previous slide?
Strong ecological research but linked to the BE and iwi and stakeholders

14. Blue economy
Marine economy = extractive, high numbers of low cost units
Economic measures simple (input-output), national level
Many businesses think
EBM = MPA
Environmental concerns = costs
BUT
Desire of many to
“do the economy differently”
Include multiple values in decision making
Build regional resilience by increasing diversity
This is at odds with NZ’s present concept of the marine economy which is seen as extractive and producing high numbers of low costs units. The economic measures used are simple, generally input-output and described at a national level. Many businesses think
EBM = MPA and Environmental concerns = costs
The “Blue economy” is either seen as “business as usual” by conservationists or as “conservation” by extractive industries
However there is the Desire of many to
“do the economy differently”
Include multiple values in decision making
Build regional resilience by increasing diversity

15. Overarching question How do we build a successful blue economy?
The research Questions that we see as key to building a successful blue economy focus on
strategies to encourage investment
Developing Multiple measures of performance which include aspects such as ecosystem services, and mitigation of impacts
Understanding the connections among different economic activities and reducing their impacts on marine ecosystem function and associated values – in particular utilization of ecological science and techno-science businesses
Identifying the benefits, costs and opportunities for Māori
And developing EBM tools (e.g. ecological methods of processing aquaculture waste, marine spatial planning, novel property/use rights regimes)

16. Research needs Develop strategies that will encourage a blue economy
Create measures of performance that reflect a blue economy 
Utilise science and innovation to develop blue- economy initiatives that reduce environmental impacts
Identify benefits, costs and opportunities for Māori
Develop tools and activities that foster transitions to a blue economy

17. Risk and uncertainty Risk assessments Uncertainty
Environmental risk assessments usually do not incorporate social or cultural impacts
Environmental risk assessments generally single response based on single threat footprint
Business risk assessments are done separately and based on different criteria
Uncertainty
paid lip-service to
In NZ todays reality is that we rarely do social or cultural impact assessments – the EIA’s we do generally focus on a single response or even on the footprint of a single threat- not even the response footprint- there is no merging of business risk assessments with environmental, social or cultural
and uncertainty is usually just acknowledged as existing rather than being explicitly discussed

18. Overarching question
How should we estimate the risks and uncertainties associated with climate change, environmental variability and human actions on ecological health, social and cultural values and the blue economy?
The overarching question focusses on risks and uncertainties to ecological health, social and cultural values and the blue economy
Acknowledging a lack particularly of environmental data

19. Research needs
Develop methods to accumulate risks associated with multiple stressors
Deliver an approach that integrates mātauranga Māori understandings
Develop tools that demonstrate the consequences of uncertainty
Link ecological, social and cultural risks to business risks
Generate understanding on the effect of uncertainty in decision-making processes
We see the major research questions that will support this larger question as
Focussing on
how to accumulate risks
integrating mātauranga Māori understandings
Tools that acknowlege different perceptions
Linking ecological, social and cultural risks to business risks, for example via investment practices
And the effects of uncertainty in decision-making processes to environmental, social, cultural, institutional and business risks

20. Enhancing Ecosystem Based Management
Pockets of EBM like activities
Under special legislation
Some legislation support more EBM like management
Phase 2 will be more focused on implementation.
The first 2 years will be mostly focused on the governance and practice changes needed to widely implement EBM in multiple scales and locations
We then shift the relative funding and effort to carrying out trials of EBM with willing partners (already some exist) and evaluating the processes and outcomes. Over Years 1-2 we will be setting up the trials and evaluations, then into it fully by Year 3.

21. Overarching question
What actions are required to enhance the implementation of EBM in New Zealand?

22. Research needs
Forms of governance, policy and practices to enhance uptake of EBM
Effective provision for Treaty partnerships,  mātauranga Māori and existing rights and interests in marine management.
Maximising benefits and minimising costs in EBM implementation
Ways to implement EBM at different scales (e.g. of ecological function, social and cultural expectations).   
Knowledge, data, approaches, tools, models and partnerships that best support EBM implementation.
Implementation using real-world trials with willing partners

23. Tangaroa Programme
Previous speakers have noted the importance of working in partnership with Maori to achieve the Challenge objective given their status as Treaty partners with the Crown.
It is the Tangaroa Programme that provides the dedicated space and Maori centred approach to providing for that partnership.
Incidentally - 'Tangaroa' is the most well known name attributed to the deity with responsibility for our marine environment – its waters, its life, and its interactions.

24. Challenge Objective & Māori Priorities
A two-fold approach
Addressing the needs & aspirations of Māori
Informing & integrating across Themes
A key driver to securing effective Maori engagement in our research requires that our research also aligns and provides for their specific needs & aspirations
Given the relatively short timeframe for the Challenge – working with iwi already involved in research, or with whom we have existing relationships is critical – as is the need to undertake our research in a way that is most appropriate and relevant to them.
Building iwi capability is also a key incentive to enabling enduring outcomes

25. Next steps Funding Phase II November Theme workshops Feb 2019
Review of portfolio of projects across Challenge
Project proposals April 2019

26. Opportunities Regional Councils
Involvement
Co development of projects
Board
Stakeholder Panel
Technical Advisory groups
Project team members

27. https://sustainableseaschallenge. co
Conference November 5th and 6th Wellington Research book beginning of November.