Download Climate-Smart Marine Protected Areas

DISCUSSION DRAFT
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MARCH 3, 2010
GUIDANCE
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Climate-Smart Marine Protected Areas:
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Helping MPAs Plan, Adapt, Manage, and Mitigate for Climate Change
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Facing a Challenging Issue
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Climate change has been acknowledged as the greatest natural threat facing the planet today.
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However, many protected area managers have not been able to do as much as they would like
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to deal with climate change impacts, due to uncertainty about what to do, lack of resources, or
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both. But marine protected areas (MPAs) have been entrusted with the stewardship of
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ecologically, economically, and socially important marine resources. Doing nothing is not an
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option.
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At its most basic level, this effort answers the question What can we do? and helps MPAs meet
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their mandated stewardship responsibilities by outlining steps for resource protection and
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contributing toward larger efforts designed to help manage for and mitigate climate change
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impacts. It also answers the question What will we do? and demonstrates to the community that
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action can and should be taken.
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Using a Proven Process
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The U.S. National Marine Sanctuary System (NMSS), part of the National Oceanic and
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Atmospheric Administration (NOAA), faced this issue in the management of its fourteen sites.
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To address this issue, the NMSS developed a Climate-Smart Sanctuary Initiative, based on a
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number of proven processes and tools already in use by the NMSS. including the management
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plan review process, condition reports, sanctuary advisory councils, and performance
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assessment methodology.
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The basic planning process adapted for Climate-Smart MPAs has been in use to prepare new
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management plans and regulations in the NMSS for over ten years and has been extensively
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refined and adapted. This process has and is producing real and extensive results in NMSS
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sites, including:
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
Expanding Fagatele Bay NMS1 from one to four or more components (ongoing);
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Expanding Flower Garden Banks NMS from three to six or more bank components
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(ongoing);
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
Expanding Thunder Bay NMS to protect additional shipwrecks (ongoing);
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Banning all vessel discharges in the Florida Keys NMS (ongoing);
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Creating a Research Only Area in the Gray’s Reef NMS (ongoing)
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Rerouting of vessel traffic lanes in Stellwagen Bank NMS to enhance protection of cetaceans
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(completed);
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
Creating a network of marine reserves in the Channel Islands NMS (completed);
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Creating a network of marine reserves in the Papahanaumokuakea MNM2 (completed)
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Designating a Particularly Sensitive Sea Area and Area To Be Avoided in the
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Papahanaumokuakea MNM (completed);
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Revising the regulations of Cordell Bank, Gulf of the Farallones, and Monterey Bay NMSs to
increase resource protection (completed); and
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Adding the Davidson Seamount to the Monterey Bay NMS (completed).
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Recognizing that other MPAs outside the NMSS might also find value in such a process, this
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more generic framework is offered as a way forward for MPA managers across the United
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States and around the world as Climate-Smart MPAs.
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Taking Action
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This process was developed on the premise of certifying MPAs as “Climate-Smart” when they
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have taken action to meet a set of identified standards. The standards were developed to:
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Help an MPA manager and agency plan and manage for climate change impacts;
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
Be rigorous enough to be meaningful;
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Be realistically achievable in a constrained fiscal climate;
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Address the primary functional areas of an MPA (science/research, education/outreach,
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and management); and
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National Marine Sanctuary
Marine National Monument
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
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Address the day-to-day MPA operations of interacting with the community, maintaining
facilities, and operating vessels.
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The process is designed to address each specific standard as a necessary step to robustly and
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realistically planning and managing for climate change impacts in an MPA. Figure 1 shows a
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flowchart of the process that is detailed in the following sections. Each step is discussed in
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detail, including the standards addressed by that step (the full and detailed list of standards is
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found in Appendix 1). Examples, resources, and guidance are provided in text boxes on
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appropriate pages.
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Adapting to Different Needs
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This process is offered as guidance to MPAs and MPA networks around the world as a way to
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begin planning and managing for climate change impacts on their resources. It is not the only
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way, and MPA managers and agencies need to carefully consider this and other guidance to
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determine which best meets their needs.
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Most of this process as a whole should not be considered set in stone and can be adapted to
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the specific needs of an MPA, MPA network, agency, or nation. Ways to adapt the process
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include:
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Adapting the standards. Perhaps some of the standards, or the subcomponents of the
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standards, don’t make sense or will simply never be achievable for a specific MPA or
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situation. Consider altering or replacing the standard. For example, the minimal greening
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operating standards outlined in Appendix 1 may be replaced with greening standards
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developed by an agency for its own operations, or those developed by a municipality or
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other local authority.
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Removing or altering the certification process. The certification process is designed to add
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legitimacy to the Climate-Smart process through validation by an external body. However,
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it can be a resource and time-intensive undertaking and may simply not be feasible for
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many MPAs. MPA managers or agencies may want to consider:
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o
stopping at Box VII with documenting how the MPA had met its Climate-Smart
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standards to demonstrate they have been met;
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o
use the Local Review Team as the certifying authority; or
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o
serve as their own internal certifying authority, although this will carry less
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weight than if the finding is made by an external body.
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In adapting the standards, however, MPA managers and agencies should keep these steps and
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standards intact as being the necessary heart of the process:
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Preparation of a Climate Site Scenario;
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Training of MPA manager and staff;
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Briefing of stakeholders, partners, and advisory groups;
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Greening of MPA operations; and
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Preparation and Implementation of a Climate Action Plan.
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MPA managers and agencies are encouraged to adapt the procedures and standards of this
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process, or any other, to their specific situations, keeping it as rigorous and scientifically sound
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as possible. The most important thing is to begin taking action.
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Figure 1: Climate-Smart MPA Process
Inputs
•Historical baseline info
•Best local knowledge
•Best local expertise
•Forecasts/Modeling
•Climatologies
•Advisory group
involvement
Steps
Ia. MPA prepares Climate
Site Scenario (what that
M PA and its environs will
likely look like in 50-100
years)
Outputs
Draft MPA
Climate Site
S cenario
Ib. MPA“greens ” operations
to threshold standards
II. M PA Climate Site
Scenario undergoes rigorous
peer and public review, and
released to public
Final MPA
Climate Site
S cenario
III. M PA manager, staff,
and/or partners undergo
climate change adaptation
training
IV. M PA manager briefs
advisory group and/or
partners
•Climate Site Scenario
•Stakeholder/advisory
group input
•Other management
plans
•Local/regional
contingency plans
V. M PA prepares Climate
Action Plan, incorporating
elements as outlined in
Climate-Smart standards
VI. M PA undertakes other
efforts as necessary to meet
Climate-Smart standards
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MPA Climate
Action Plan
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Figure 1 continued
Inputs
Steps
VII. M PA prepares
documentation of how it
has met the Climate-Smart
standards
Outputs
Climate-Smart
Certification
Report
VIII. M PA forms a Local
Review Team to review the
documentation and assess
the M PA facility
IX. Local Review Team
documents their findings and
recommendations for
certification and submits to
Certifying Authority.
•Local Review Team
Report
Local Review
Team Report
X. Certifying Authority
reviews the Local Review
Team’s report, and makes a
decision whether to certify
or not.
XIb. M PA is certified as
Climate-Smart
XIIb. Certification is publicly
announced
XIa. M PA is not certified as
Climate-Smart; Certifying
Authority makes
recommendations to
address deficiencies
XIIa. MPA takes action to
address deficiencies,
prepares new
documentation, and reforms
Local Review Team
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Certificate
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Climate-Smart MPA Process
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Box Ia: The MPA prepares a draft Climate Change Site Scenario that describes what the MPA
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and its environs will likely look like in the future. The draft Site Scenario should:
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be based on best available information, including historic baseline information, recent
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resources assessment(s), and any climatologies, models, or forecasts available for the MPA
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and its surrounding region;
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use the best local expertise;
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provide for the involvement of stakeholders, including an advisory group if present;
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provide for other public review; and
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undergo a rigorous peer review process (more on this in Box II).
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Box Ib: The MPA, either prior to or while is it preparing the draft Site Scenario, should green
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its operations to a minimum of the standards identified in Appendix 1. This can occur prior to
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and/or simultaneous to these other steps.
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Box 1b addresses the standard Minimal greening operating standard reached.
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Box II: The draft Climate Change Site
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Scenario undergoes a rigorous peer and
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public review. Public review should:
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• The U.S. National Marine Sanctuary
System (NMSS) uses condition reports to
document and report the status and trends
about resources in each sanctuary. See
http://sanctuaries.noaa.gov/science/condition
/faq.html.
involve wide-spread distribution of the
draft scenario;
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provide opportunity to comment through
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multiple media (online, at meetings,
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and/or by mail); and
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Examples, Resources, & Guidance
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• The NMSS uses community-based
sanctuary advisory councils to provide
advice to each sanctuary manager, including
on issues related to climate change. See
http://sanctuaries.noaa.gov/management/ac/w
elcome.html.
have a duration of 30 days or longer.
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The peer review process should:
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
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be carried out by at least three
• Sample Climate Change Site Scenarios
for MPAs can be found at: [list]
appropriate and objective subject matter
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experts;
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cover all major sections of the Climate Change Site Scenario;
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allow enough time for a thorough review;
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thoroughly document all comments; and
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provide for meaningful changes to be made as necessary and appropriate based on
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information from the review.
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This process is vital, since the Climate Change Site Scenario forms the basis for future
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management action; it must be credible, defensible, and scientifically sound.
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Box 1I addresses the standard Climate Change Site Scenario completed.
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Box III: The MPA manager, staff, and/or appropriate partners undergo training on how to plan
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and manage for climate change impacts, in order to help prepare the Climate Change Action
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Plan. Such training should include:
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Overview of what climate change means;
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Overview of coastal and marine impacts from climate change;
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Gather and use of data for planning and management;
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Planning and management for climate change; and
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Evaluation and real-time adaptation of
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Examples, Resources, and Guidance
management efforts.
• Climate change adaptation courses have
been developed by numerous authorities:
[list]
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Box 1II addresses the standard MPA manager,
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staff, and/or partners as appropriate have
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completed training on how to plan and manage
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for climate change impacts.
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Box IV: Engage the MPA’s key stakeholders
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and/or advisory group in the Climate Change
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Action Plan by briefing the members and
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receiving feedback. Consider a more active role by the full advisory body or a subsidary body of
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it created specifically for this purpose. This step brings a broader perspective to the Climate
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Change Action Plan, adds to the validity of the document, and widens the scope of distribution.
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Box 1V addresses the standard Advisory groups and/or stakeholders have been briefed on potential
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climate change impacts on MPA resources and actions being taken or planned.
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Box V: The MPA prepares the Climate Change Action Plan, based on the Climate Change Site
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Scenario. The Action Plan should not attempt to address every climate impact but only those
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identified as priorities by the MPA. In considering which issues are most important to address,
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consider:
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relevance to the most severe impacts;
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geographical scope;
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level of effect:
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urgency;
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political and socioeconomic context; and
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feasibility of addressing the specific issue.
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Specific strategies and actions should then be developed that focus on the specific priority
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climate issues and impacts for the MPA.
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Strategies should be:
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impact- and outcome-oriented;
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related directly to the issue(s) they are
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Examples, Resources, and Guidance
• Sample Climate Change Action Plans
and/or adaptation strategies for MPAs can
be found at:
[list]
designed to address;
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clear, simple, and explicit; and
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practically attainable within the resources
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currently or potentially available to the
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MPA.
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Appendix 2 contains examples of adaptation
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and management measures for MPAs that may be considered in preparing the Climate Action
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Plan.
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Box V addresses the standard Climate Action Plan completed.
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Box VI: Upon or during the preparation of the Climate Change Action Plan, the MPA should
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be completing any other actions they deem necessary to meet or make substantive progress
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towards the standards as summarized or adapted from Appendix 1.
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Box VII: When the MPA is confident it has met or is making substantive progress toward all
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of the Climate-Smart standards, it prepares a Climate-Smart MPA Certification Report. This
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report documents how the MPA has specifically and clearly met or is making substantive
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progress toward each of the standards.
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Box VIII. When the Climate-Smart MPA Certification Report is ready, the MPA assembles a
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Local Review Team. The purpose of the Local Review Team is to review the Climate-Smart
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MPA Certification Report and make recommendations to the Certifying Authority (more on
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this in Box X).
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The Local Review Team should be familiar and comfortable with its charge (through an
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orientation call or meeting) before embarking on its task. A full-day assessment meeting is then
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scheduled that includes:
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detailed presentation of the Climate-Smart MPA Certification Report;
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tour of the MPA facilities; and
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
opportunity for questions and discussion.
Examples, Resources, & Guidance
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Box IX: After the assessment meeting, the
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Local Review Team has at least 30 days to
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review the Climate-Smart MPA Certification
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Report and make their findings and
• Members to consider for a Local Review
Team:
• protected area expert from a
neighboring or similar MPA
• climate sciences expert, from a local
university or partner agency
• facilities or operations expert
• others as an MPA desires
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recommendations as the Local Review Team Report to the Certifying Authority.
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Box X: The Certifying Authority reviews both the MPA’s Climate- Smart MPA Certification
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Report and the Local Review Team Report, and makes a decision whether to certify the MPA
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as Climate-Smart or not. An MPA will be found to be Climate-Smart
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if it has met or is making substantive progress toward all of the standards.
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Box XIa: If the MPA is found not ready to be Climate-Smart, the Certifying Authority makes
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recommendations to help the MPA address identified deficiencies.
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Box XIIa: The MPA addresses the deficiencies identified by the Certifying Authority, prepares
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a revised Climate-Smart MPA Certification Report, and reforms the Local Review Team to
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restart the procedure from Box VIII.
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Box XIb: If the MPA is certified as Climate-Smart, the Certifying Authority will issue a
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certificate declaring that status, good for ten years.
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Box XIIb: Certification is announced at a public event.
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Examples, Resources, & Guidance
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• Tips on Naming a Certifying Authority:
• Name a certifying authority outside the MPA
or its network and/or agency; this adds
integrity and defensibility to the certification
process.
• Ensure the Certifying Authority has the
relevant expertise, including about MPAs, to
credibly certify MPAs.
• Ensure the Certifying Authority agrees with
and supports all the standards.
• Use the same Certifying Authority for all
MPAs in a network, program, or that are
otherwise related.
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Appendix 1: Climate-Smart MPA Standards
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Climate Change Site Scenario completed, with the following requirements:
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Use of appropriate experts internally and externally
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Includes documentation of historical and anticipated changes in resource qualities
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and ecosystem health resulting from climate change
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Advisory group and/or stakeholder involvement
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Public involvement
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Rigorous peer review
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
MPA Manager, staff, and/or partners as appropriate have completed training on
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how to plan and manage for climate change impacts, with the following
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required elements:
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Overview of what climate change means
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Overview of coastal and marine impacts from climate change
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How to gather and use data for planning and management
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How to plan and manage for climate change
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How to evaluate and adapt management efforts
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Advisory groups and/or stakeholders have been briefed on potential climate
change impacts on MPA resources and actions being taken or planned
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1.Minimal research and monitoring functions in place
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Climate Action Plan completed (incorporating items as listed below):
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Completion of a science assessment that prioritizes climate information needs based on
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but not necessarily limited to the climate change site scenario and the MPA’s
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management plan
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
Sentinel site capacities that establish the MPA’s role as a location for long-term
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monitoring and research, including:
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
Making regular measurements of parameters that track basic critical climate change
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indicators including: (1) temperature, dissolved oxygen, and salinity, and /or direct
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acidification measurements at all MPAs, and (2) selected parameters that may
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include nutrients, sea level, circulation, upwelling intensity, and storm intensity and
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frequency at specific sites

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Having a process for information delivery that allows general access to relevant data
sets, summary data, and publications related to climate change

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Research facilitation to ensure that potential collaborators are attracted to conduct
research and monitoring, including:
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o Policies and procedures in place to allow access to vessels, aircraft,
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laboratory space, and dormitory space, as present
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o Staff in place to increase access by the research community and facilitation
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of research and monitoring
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Strategies addressing specialized research and monitoring needs and gaps in
information identified in climate action plan
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Strategy leads (internal or
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partner), implementation
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timeline, and funding
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requirements identified in
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climate action plan
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2. Minimal outreach and education
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functions in place
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
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Core outreach and education
program in place

Outreach and education
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materials related to climate
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incorporate a core set of
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climate literacy principles
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
For the U.S government, the essential principles of
climate literacy are:
• The Sun is the primary source of energy for Earths
climate system.
• Climate is regulated by complex interactions among
components of the Earth system.
• Life on Earth depends on, is shaped by, and affects
climate.
• Climate varies over space and time through both natural
and man-made processes.
• Our understanding of the climate system is improved
through observations, theoretical studies, and modeling.
• Human activities are impacting the climate system.
• Climate change will have consequences for the Earth
system and human lives.
Strategies addressing climate
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change literacy needs identified
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in action plan
See http://www.climatescience.gov/Library/Literacy/ for
more information.
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Strategy leads (internal or partner), implementation timeline, and funding requirements
identified in action plan
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3. Minimal adaptive management measures in place
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
Priority climate issues identified in the action plan
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
Priority adaptive management strategies to address climate change impacts identified in
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action plan

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each strategy in the action plan

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Performance measures consistent with agency or community standards identified for
Strategy leads (internal or partner), implementation timeline, and funding requirements
identified in action plan

Climate change identified as a priority topic for at least one advisory group
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• Minimal green operating standard reached:
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1. Transportation
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a. Required:
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
All transportation subsidies have been identified and made known to the staff.
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
Infrastructure is in place to support use of alternative transportation methods by staff
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b. At Least 4 of 6:
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
Eligible employees are allowed to telecommute at least one day a week
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
Flexible work schedules are allowed and promoted to help reduce most heavily traveled
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commute times.
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
Hybrid or alternative fuel vehicles are leased and/or purchased if feasible.
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
Alternative transportation for local travel is provided (bikes, electric scooters, golf carts,
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etc).
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
Videoconferencing facilities are easily accessible and available for staff use.
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
MPA vessels use biodiesel or alternative fuel sources if feasible and available.
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2. Energy Efficiency
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a. Required:
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
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All staff have been briefed on energy efficiency and other green operational
requirements. Briefing is repeated annually.

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Signage is used in the office to remind staff to turn off lights and power down equipment
when not in use.
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
Standby modes are used on all equipment with this as an option.
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
Computers, printers, copiers, and appliances purchased after the date of final issuance of
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these guidelines are all Energy Star-certified.

Thermostats are kept at appropriate temperatures for cooling and heating under normal
350
operating circumstances; use programmable thermostats to control the temperature
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after hours.
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
Hot water heaters are kept at appropriate temperatures.
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
Refrigerators and freezers are kept at appropriate temperatures under normal operating
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circumstances.

b. At Least 4 of 6:

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A review of energy bills and energy inspection of facilities is done at least annually.
LEED silver certification or its equivalent is sought for any new construction or
renovation projects.

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Compact fluorescent or LED bulbs and/or dimmer switches are used in all possible
places.
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
Power strips are used to shut down equipment when not in use.
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
Regularly scheduled maintenance is completed on the HVAC and refrigeration system.
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
Local energy audits have been utilized where available.
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
Alternative energy sources such as solar, wind, and geothermal are used where feasible.
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3. Waste Management/Supplies:
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a. Required
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
All available local options for recycling and composting are utilized.
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
All batteries that can be replaced with rechargeable ones have been.
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
Individual plastic water bottles have been eliminated; bulk water deliveries or filtered tap
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water is available if tap water is in question.
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
Printers are set for automatic double-sided printing if they possess that capability.
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
All paper supplies (printer paper, paper towels, toilet paper, tissues, etc) are from
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recycled sources, with as high a percent of post-consumer content as possible.
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
Signage is used in the office to remind staff to only use the amount of paper necessary.
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
All cleaning supplies are non-toxic and environmentally friendly.
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
A review of energy bills and energy inspection of facilities is done at least annually.
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b. At Least 2 of 4:
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
Paper that has been printed on one side is used as scrap and notepaper.
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
The MPA has been removed from all unneeded/unwanted catalog lists, unwanted
381
magazine subscriptions have been cancelled, bills are paid online, and/or other steps
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have been taken to reduce junk mail.
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
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All kitchenware (dishes, glassware, utensils), including guest coffee mugs, is permanent,
where feasible.

Cloth napkins and cleaning rags are used instead of paper.
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4. Landscaping/Water Management:
388
a. Required:
389

A check for leaks is conducted at least once a year.
390

Signage is used in the office to remind staff to conserve water.
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b. At Least 2 of 3:

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Native and low-moisture plants are used in landscaping on facility grounds where
possible.

An integrated pest management system is implemented that uses the least toxic pest
395
control methods and products to reduce or eliminate the use of chemical pesticides. All
396
situations that could attract and harbor pests have been corrected with proper food and
397
garbage storage and landscaping.
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
Low flush toilets, aerating faucets, low-flow showerheads, and other water saving
devices are being used where appropriate and possible.
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Appendix 2: Examples of Adaptation and Management Measures for MPAs
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403
Regulatory and Policy Measures
404

Reduce the non-climate stressors and build the resiliency of the ecosystems and resources;
405
healthier resources will resist climate change impacts better. Consider:
406

zones (no take, use zones, areal and temporal zones, etc);
407

modified or new regulations on uses and discharges;
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
stricter activity guidelines or policies; and/or
409

stricter permitting criteria.
410
411

Identify areas in the MPA to serve as “climate refugia/ecosystem services banks,” (e.g., areas
412
that are generally more stable during periods of climate change such as strong upwelling and
413
currents that are less prone to temperature fluxes, areas that serve as carbon sinks, areas
414
that have shown resistance to climate induced impacts such as bleaching) and protect them.
415
416

After extreme events, take actions that hasten natural recovery processes.

Partner with terrestrial and marine protected areas near or adjacent to the MPA and
417
418
419
integrate climate protection efforts to complement and supplement each other.
420
421

422
Maximize the use of provisions and authorities to mitigate potential impacts from outside
the MPA.
423
424

425
Make climate impact analysis as an explicit part of permit applications, environmental impact
analyses, and other related documents.
426
427

In updating an MPA’s management plan, or for a new MPA, build in an explicit analysis of
428
whether boundary changes might be necessary to protect vulnerable habitat currently
429
outside the sanctuary and shifting species
430
17
DISCUSSION DRAFT
431

432
MARCH 3, 2010
Assess new species that might be moving into the MPA and how they might require changes
to regulations.
433
434

Consider methods to mitigate invasive species before arrival.

If the MPA protects cultural resources, assess coastal maritime heritage and cultural
435
436
437
resources that might be inundated in rising sea level and become part of the MPA (either as
438
a resource to protect or a hazard to address).
439
440
Administrative Measures
441

442
Make climate impacts a priority for budget and operational decisions, including the
distribution of restoration funds, enforcement penalties, etc.
443
444

445
Consider voluntary agreements with user groups who may also be concerned about climate
impacts.
446
447
Community/Outreach Measures
448

Create or adapt an advisory group to help craft adaptation strategies.

Identify what local groups have been formed to address climate change and join them; if no
449
450
451
groups are active, form one.
452
453

454
Determine if there are local and/or state climate adaptation plans and ensure that they
include the MPA.
455
456

Determine what local contingency/disaster response plans exist, and ensure they cover
457
impacts from climate, and ensure such plans include the MPA. Ensure the MPA’s
458
contingency plans cover increased hazards related to climate change.
459
460

Volunteer to be a demonstration area for greening efforts, new technology, or new
18
DISCUSSION DRAFT
461
mitigation techniques.
462
19
MARCH 3, 2010