Landscape strategy with targets (long-term)
Once a shared vision has been crafted, stakeholders can devise the ‘how’—a long-term strategy for pursuing their vision. In the strategy, pathways for sector or area development mutually reinforce one another. For example, the sustainable landscape vision inspires eco-friendly tourism, which sources from local sustainable farmers, enables forest product sellers to enter ‘zero-deforestation’ markets, and together all undertake investments to reduce water pollution that protects human health, aquatic biodiversity, and sustainable community fisheries.
Strategy development starts with more clearly specifying the targets. Stakeholders agree in more concrete terms on what results they want to achieve in the landscape. This means going beyond a general vision for ‘improved well-being’ with specifics like ‘universal primary school for indigenous groups’ and ‘diversified livelihoods for smallholder farmers’; beyond ‘healthy nature’ to specifics like ‘100,000 hectares of forest restored by 2030’ or ‘year-round river flow restored by 2040’; beyond ‘a regenerative economy’ to specifics like ‘new markets established for sustainably produced crops’ or ‘at least five new investments by corporations with sustainability commitments’; beyond ‘inspiring collective action’ to specifics like ‘increased civic participation in landscape governance’ or ‘perverse public incentives for degradation eliminated.’
Many of these medium and long-term targets need to be spatially explicit about the natural resources and the human communities involved. Stakeholders may also designate priority areas for natural habitat protection, for sustainable agricultural production, and for sustainable human settlements, industry and infrastructure. These measurable medium to long term targets can later be used in developing indicators to track progress (5.1).
The Strategy then outlines a broad roadmap for moving from the present situation to reaching the targets and realizing the long-term vision. This involves designing and evaluating different approaches, their feasibility, and their benefits and risks for different stakeholders. The process can build on previous Scenario outputs (2.3) to compare different strategies. Formal scenario modeling can test strategies against different assumptions about population and market trends, and impacts of change in land use and management.
The strategy can be communicated as a table or diagram that presents a rough timeline linking specific components of the strategy to key outcome targets. This can be accompanied by more detailed descriptions of the main strategic components and why they were chosen.