1. Evaluation and revision of the underlying concept Phase IV Implementation and (non)-knowledge management Step 29 © Pierre Ibisch 2013

2. Credits and conditions of use 29. Evaluation and revision of the underlying concept2 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, 2014 The 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).

3. 29. Evaluation and revision of the underlying concept3

4. Learning objectives Participants are able to draw the importance of this step to evaluate the findings of the monitoring and adapt the situation analysis and the strategic concept based on it. 29. Evaluation and revision of the underlying concept4

5. ? Outline What are evaluations and revisions? Why do we evaluate and revise the underlying concept? How do we evaluate and revise the underlying concept? Practical Tips 29. Evaluation and revision of the underlying concept5

6. ? What are evaluations and revisions? Constructive reviews of strategic parts that have functioned and what can be improved upon Evaluations are processes by which the lessons learned through monitoring and knowledge management are used to revise and enhance strategies and conceptual model Although it is the last step in the MARISCO methodology, it is not the end (adaptive management) 29. Evaluation and revision of the underlying concept6 The insights gained from evaluations should be the input into an ongoing and adaptive process © Pierre Ibisch 2013

7. ? Why evaluate and revise the underlying concept? Constant evaluations and reviews are basic for adaptive management → Cyclical process → Results of evaluations become starting point for strategy revision and improvement 29. Evaluation and revision of the underlying concept7 Different strategies vary in their success depending on species composition and the ecosystem itself Reviewing process ascertains strategies that work best with regards to stakeholder responses, biodiversity objects in question and overall ecosystem functionality © CEEM 2014

8. ? How are evaluations and revisions carried out? 1.Obtain the list of goals and objectives set forth in Step 24. → Should include measurable, time-specific indicators 2.Using data gathered through monitoring, determine whether or not goals have been achieved 3.Based on the success of the strategies, make decisions about necessary alterations to goals and objectives 4.Many organizations find it both pertinent and manageable to carry out evaluations every two years → Carrying out evaluations more frequently augments learning opportunities (strategic package does not need to be modified with every evaluation) 5.Evaluations can and should be carried out concurrently with implementation and monitoring of strategies 29. Evaluation and revision of the underlying concept8

9. ? Practical Tips 29. Evaluation and revision of the underlying concept9