Framework for Action. Goal: Downgrade the species from the globally threatened categories on the IUCN Red List and from Column A, Category 1 of the AEWA Table 1.
Framework for Action. As outlined in the scope, this document is a first step in the process of implementing an adaptive international species management plan which, in reference to Appendix 3, requires setting up a management framework. This includes agreement on the following goal, objectives and key actions, captured at the first international stakeholder workshop (November 2010) and subsequently expanded upon. In Table 7 the steps in the process are outlined, and the current position is indicated. Table 7. Operational steps in the adaptive management process. From Xxxxxxxx et al. (2009). The present draft document covers the first steps in the Set-up phase.
Framework for Action. Fundamental Objectives Means/Process objectives Action Priority5 Time scale Organisations responsible 1.
Framework for Action. Goal
1) Remove the species/population from the IUCN Red List/AEWA Column A, Category 1, 2 or 3 (for Red List species)
2) Restore species to Favourable Conservation Status (for non Red List species) [usually one to three objectives] • Results to be numbered following the objectives.
Result 1.1 Result 1.2
Framework for Action. The three parties will identify areas and corridors where a joint commitment to invest – upgrading facilities and operations, together with improved and imaginative marketing – can contribute to the target growth. Details of those schemes and agreed areas of action being implemented or under investigation are shown in the attached appendix. The three parties agree to work together and introduce innovations such as market sensitive fares including innovative ticketing and improved information, including where appropriate, “real time” passenger information systems, to ensure that the principles and targets of the protocol are delivered. Seek to deliver, through market research and similar consultative measures, opportunities for the introduction of new or revised local bus services, which would increase the use of public transport. Seek to identify, through market surveys and public attitude studies, the means to improve the quality and availability of public transport services in Royal Tunbridge Xxxxx and Southborough. Seek to co-ordinate the development of the public transport network with land use planning to maximise the opportunities for local bus and rail services. Seek to co-ordinate the public transport network with other forms of transport to achieve maximum travel opportunities in the Borough of Tunbridge Xxxxx. Record punctuality levels of services using electronic and manual methods of data recording as appropriate. Identify areas where punctuality is adversely affected and work to overcome those barriers. Plan and progressively implement a series of enforced bus priorities and other measures, to improve the timing, punctuality and reliability of local bus services. This will include additional resources for enforcing parking restrictions on key bus routes. Seek to ensure that both existing and new developments are accessible to the local bus service network for journeys to and from the urban and commercial centres, as well as the residential areas of Royal Tunbridge Xxxxx and Southborough. Seek funding for public transport facilities commensurate with investment and other measures taken by Arriva Southern Counties in improving local bus services. Secure, implement and maintain suitable, attractive and appropriate arrangements for the provision of information and roadside furniture (stops and shelters) to a standard agreed between the partners. Kent County Council supports and promotes the Traveline website and ensures that up-to-date information...
Framework for Action. This part of the document contains the strategy of the action plan – its goal, objectives, results and actions. The objectives set the biological targets for recovery of the population. The results correspond to those factors that need to be in place in order to eliminate the threats and improve the situation for the species. The actions necessary to achieve these results, along with their priority ratings, timescales and implementing organisations are also presented here. The objectives, result, actions, priorities, timescales and implementing organisations should be included in Table 3. Under each action, the countries where implementation is relevant should be listed (using ISO codes7 for short if many). Standardization of terminology is necessary in order to maintain coherence between different action plans and to help implementation, evaluation and revision. The following terminology is considered to be the most appropriate for the SSAP: • This is the overall long-term goal to which the plan will contribute, but not achieve on its own. It is only one statement. • In most cases, one of the two suggested goals could be used:
1) Remove the species/population from the IUCN Red List/AEWA Column A, Category 1, 2 or 3 (for Red List species)
2) Restore species to Favourable Conservation Status (for non Red List species)
Framework for Action. ● Goal: ● Indicator and method of verification for goal: ● Purpose: ● Indicator and method of verification for purpose: ● Favourable Reference Values (either following option A or B):
Option A) Favourable Reference Values [if established during the action-planning process]
Option B) Favourable Reference Values (FRVs) for all [insert number of populations covered by Action Plan] populations (and their respective management units, if deemed applicable) will be elaborated and agreed on amongst the Principle Range States during the implementation phase of the Action Plan within its first full cycle of implementation. ● Action framework table showing the objectives (including indicators and methods of verification for each objective), associated problems, results and actions with their priorities, time-scales and organisations responsible for implementing them. Produce a separate table for each objective: Underlying xxxxxxxx0 Result Action Priority Time scale Organisations responsible Result 1.1 1.1.1. Description of action Applicable to: [insert range states]
Framework for Action. 2.1 A Quality Bus Partnership for Maidstone was signed between Kent County Council, Maidstone Borough Council and Arriva Southern Counties in 2000. Significant improvements to the local bus network in Maidstone have been achieved through this partnership and it is therefore recognised that committing to a further partnership can contribute to the delivery of an attractive public transport network capable of competing with the private car. It is envisaged that the partnership will entail a joint commitment to invest and to upgrade facilities and operations, together with improved and imaginative marketing, which can contribute to the growth of passenger journeys and increase modal shift from car to bus travel.
2.2 The projected business development and housing growth in Maidstone during the next decade will provide opportunities for the provision of high quality public transport services, enhancing the Maidstone Borough and encouraging sustainable transport options whenever possible.
2.3 The Maidstone Quality Bus Partnership will build on the long- standing excellent relationship which has existed between the three partners to this protocol during the past decade, which has itself resulted in substantial investment in new vehicles and bus route infrastructure and improvements to frequency.
Framework for Action. 2.1 The bus network within Dover District has been identified as being appropriate for a joint commitment to invest and to upgrade facilities and operations, together with improved and imaginative marketing, which can contribute to the target growth.
2.2 The projected development and growth in Dover during the next decade will provide opportunities for the provision of high quality public transport services, enhancing the Dover District and encouraging sustainable transport options whenever possible.
Framework for Action. 2.1 The bus network within Swale Borough has been identified as being appropriate for a joint commitment to invest and to upgrade facilities and operations, together with improved and imaginative marketing, which can contribute to the growth of passenger journeys and increase modal shift from car to bus travel.
2.2 The projected business development and housing growth in Swale during the next decade will provide opportunities for the provision of high quality public transport services, enhancing the Swale Borough and encouraging sustainable transport options whenever possible.
