Management Planning for Nature Conservation: A Theoretical Basis & Practical Guide
Springer Science & Business Media, 2007 M12 4 - 426 pages
Mike Alexander’s Management Planning for Nature Conservation brings a new dimension to the modern literature on conservation management. Combining key theories with real practice it fills a critical gap which has often hindered in-depth understanding of the planning process. The book provides historical and rational background which helps to explain what makes a really effective management plan, and it presents a detailed practical guide to developing such a plan. It concludes with a series of case studies which clearly illustrate the underlying principles drawn out in the text, while highlighting the different approaches demanded by very different sites.
Drawing on the expertise of leaders in both conservation research and wildlife management, and with a combined experience from around the world, this book is essential reading for professional conservation managers and any student studying management planning for conservation within a range of degree and postgraduate courses. The book will be equally important for those attending professional training programmes and courses for practitioners in the statutory and voluntary environment and wildlife conservation sector.
Mike Alexander has been at the forefront of developing systems and methods in the field of management planning for conservation, with experience ranging from Uganda to Estonia, and from Costa Rica to Wales. He was a member of the team responsible for developing the current management planning guidelines for the international Ramsar (Convention on Wetlands) sites located around the world.
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The core of the chapter deals with the reasons for the failure of so many management plans. Planning should be driven by objectives and not issues. Good planning will ensure continuity of management, which is essential, provided, ...
This is not to suggest that management should never change, but decisions to make changes should take account of the original reason for implementing an action or developing a policy. Also, changes should only be considered when we have ...
This will happen for many reasons, including, once again, a failure to recognise planning as a process and a sense of lack of ownership. ... Another reason for failure to comply may be that some individuals, when newly appointed ...
An individual project can be carried out for several different reasons and to meet the requirement of several different objectives. This is why the action plan is common to all objectives. The information contained in the individual ...
The only reason for a list is to ensure that the contents are reasonably comprehensive. The description should only include statements of fact. This is not the place for making judgements. The facts are collated and recorded, and, ...
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