Plan kawasan perlindungan_contoh

Executive summary
This section summarizes the most important issues presented in the document and the
main management decisions for the protected area. It is crucial to provide a concise
but complete summary, to orient all readers and because decision-makers will often
not have the time to read all the details of the plan.
2. Introduction
The introduction describes the purpose, scope, and background of the management
plan, as well as the purpose for which the PA was created. The purpose of the PA
refers to the biological diversity, conservation role or function of the area, and in
some cases will also include reference to its cultural or historical significance. This is
the appropriate section in which to summarize the methodology used for the
preparation of the management plan, and the organization and limitations of the
document.
3. General description
The description of the protected area includes information on its geographic and
political location, coordinates, accessibility, size, local climate, relationship with
other protected areas, and role within the protected areas system at different
geographic scales. It also includes a detailed account of its biotic (biodiversity) and
abiotic (geological and soil formations, and hydrologic features) resources, and its
historical, cultural, social, and economic backgrounds and characteristics. Other
important information includes legal status, management category, governance issues,
land tenure and resource access rights, access, public services, and legal and
institutional frameworks. Location and thematic maps should be incorporated in this
section.
4. Protected area values
The highest priority value of a protected area for the purpose of conservation is its
biodiversity. For Conservation International (CI), this refers to the species of global
1 Adapted from: Thomas, Lee and Middleton, Julie, (2003). Guidelines for Management Planning of Protected Areas.
IUCN Gland, Switzerland and Cambridge, UK. ix + 79pp.
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conservation significance for which the area must be managed and the habitat on
which they rely. Other values may also include historical, cultural, social features.
Direct economic values, such as the area’s potential contribution to local or national
economies from extractive or non-consumptive uses, and ecosystem services should
be also considered here.
5. Selection of conservation targets
Targets describe the subset of items that are considered to be keys for success in the
protected area. Targets should be chosen in terms of importance and can be
prioritized by the immediacy of threat to their persistence. From a biodiversity
perspective, we could consider targets at different levels of ecological organization:
species, sites, and landscapes/seascapes. This framework allows us to set consistent
targets from which we can create clear management objectives. For example, among
all sites, we choose to conduct conservation activities in those sites that are important
for biodiversity. Within a protected area (or selected site), of all the species that are
present, we may target those that are threatened. The same approach can be taken for
cultural or historical resources or benefits. The targets allow managers to focus
attention in order to achieve the protected area vision.
For CI, conservation targets are important elements of biodiversity to be affected by
conservation actions. At the site level, such as PAs, conservation targets are globally
threatened species.
6. Vision, management objectives, and principles
The vision for the protected area describes the desired state that the area should
achieve, the accomplishment of the ideal function of the area in its intended
biodiversity conservation or cultural/historical role. The vision is a statement of what
the area is to serve as in the long-term, or the realization of the long-term role of the
protected area.
The management objectives describe the intent of management actions or the
expected results of interventions required to conserve/manage the area. These should
clearly relate to the conservation targets described above: the targets are the focus of
management, and the objectives are how we want to affect those targets. The
objectives contribute to the achievement of the vision, addressing specific actions or
outcomes necessary for the vision to be attained. For biodiversity conservation, the
objectives will be defined relative to an understanding of the state of biodiversity, the
pressures that pose a threat to maintaining this biodiversity, the sources of these
pressures, and those responses determined appropriate to alleviate pressures and
conserve biodiversity targets. Other objectives may concern enhancement or
maintenance of the area’s historical or cultural sites, development of visitation areas,
sustainable use of resources in extractive areas, and development of economic
benefits from protected area use.
The management objectives are defined for the period in which the area’s plan is
“current”, i.e. prior to the periodic review and revision. This period is usually 5
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years. A rationale for the objectives and the Limits of Acceptable Change (LACs) are
recommended here, because they provide valuable justification for the selection of
management policies and strategies. Management objectives must be specific (clear
and precise, with well defined end results), measurable (quantifiable amount of
change to be achieved), achievable (realistic and doable given available resources),
relevant (related to the current and future status of the conservation targets), timebound
(possible to be completed within specific timeframe), and prioritized in order
of importance for implementation purposes.
Principles are the manner in which management will occur. Key principles in
protected area management might include transparency, stakeholder engagement,
dispute resolution mechanisms, or internal governance structures/processes. These
principles underpin how the area will be managed in order to reach the objectives and
achieve the vision.
7. Opportunities and constraints
This component of the management plan analyzes the opportunities and problems,
existing and potential, that affect the protected area. The current and future pressures
need to be carefully identified and quantified here, as do the root causes of these
pressures. The development of thorough conceptual models to understand the causeeffect
relationship between human activities and biodiversity is crucial in this part of
the management plan.
8. Definition of management zones
Zoning defines what can and cannot occur in different areas of the PA in terms of
natural resources management, cultural resource management, human use and benefit,
visitor use and experience, access, facilities and PA development, maintenance and
operations. Through management zoning the limits of acceptable use and
development in the PA are established. Often, when there is not enough information
about the area, zoning is an action that occurs during the implementation of the
management plan.
9. Selection of management strategies
Management strategies are defined as those specific interventions (actions or tasks)
and investments required to achieve the management objectives. They should be
based on solid conceptual models and defined relative to the conditions required for
management of the area, including delimitation and zoning, patrolling and mitigation
of anthropogenic and natural pressure, interventions required to restore or maintain
desirable natural processes and habitats, infrastructure development and maintenance,
personnel management, visitor management, and interpretation and education.
Intervention strategies are generally organized into programs and activities, with
achievable and measurable objectives, deadlines, and stakeholders’ responsibilities.
Activities should comprehensively address those elements or conditions required for
effective management, such as:
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• Staffing and capacity building
• Delineation, demarcation, and signalization
• Management zoning
• Key species management
• Research
• Education and awareness
• Visitation
• Stakeholder engagement, including sustainable use of resources
• Conflict resolution approaches
• Governance
• Financing needs
10. Monitoring and evaluation
Monitoring and evaluation plans help managers evaluate the effectiveness of the
management strategies, and create the data necessary for implementing adaptive
management. They should focus on measuring the success of biodiversity
conservation, contribution to mitigating major threats, the implementation of
activities or tasks, and the results of management practices. They should logically
flow from the management planning process and in many cases clear descriptions and
information about protected area conservation targets and objectives will provide
baseline data for the monitoring and evaluation scheme.
11. Financial plan
The financial plan is a part of the general business plan that determines the protected
area's funding requirements, including the amount and timing of that funding.
Ensuring effective management and securing sufficient financial resources are vital if
protected areas are to continue to provide benefits and fulfill their role in biodiversity
conservation. The financial plan should articulate the budget needs for current and
future management activities that are needed to achieve the objectives as stated in the
management plan. Financial plans should be revisited frequently, especially in cases
where management conditions rapidly change (e.g., major new threats are present).
12. Business plan
Business planning helps protected area managers systematically assess the various
management inputs and processes that constitute their agency so as to proactively
identify and correct weaknesses and to make best use of strengths so that its
management objectives can be met with greater efficiency.
Business plans build from financial plans that identify how much money is needed for
different management programs and activities. It goes a step farther by identifying the
most appropriate funding sources for short, medium, and long-term needs, and
assessing the probability and risk associated with securing these revenue streams