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| − | {{ICZM Process diagram/TabsHeader|This=3}}
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| − | <imagemap>
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| − | Image:ICZM pegaso 2.png|right|300px
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| − | rect 297 0 1485 409[[ICZM_Process_diagram/Establishment]]
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| − | rect 297 500 1485 918[[ICZM_Process_diagram/Setting_the_vision]]
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| − | rect 297 1000 1485 1417[[ICZM_Process_diagram/Analysis_and_Future]]
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| − | rect 297 1500 1485 1926[[ICZM_Process_diagram/Designing_the_Future]]
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| − | rect 297 2000 1485 2423[[ICZM_Process_diagram/Realizing_the_Vision]]
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| − | </imagemap>
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| − | '''The overall aim of the Setting the Vision stage is to engage the stakeholders in the identification of the key problems and issues for the ICZM process to deal with, and to set the course for the eventual ‘shape’ of the strategy, plan or programme and its implementation. It will build on and substantiate the findings of the Scoping Report from the Establishment stage.'''
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| − | == Key tasks ==
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| − | 1. '''[[Consensus Building|Consensus Building]]''' - agree the key problems, issues & priorities for the area.
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| − | 2. '''[[Vision and Objectives|Setting the Direction]]''' – agree the vision for the area and the objectives of the strategy, plan or programme.
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| − | The core activities of this stage are therefore the engagement and consensus building with the stakeholders and the wider community.
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| − | == Potential Outputs ==
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| − | Potentially, the outputs can be consolidated into a single '''[[Vision and Objectives|Vision Statement]]''', along with supporting interpretive material and reports of the participation process.
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| − | == ''A vision encompasses both the rational and the inventive''==
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| − | '''''"Prospective is above all an attitude of mind … and a way of behaving…. If it has no future direction the present is empty of meaning.... The rational and the inventive trends of strategic planning are complementary, only prima facie they seem opposite."'''''
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| − | <small>Godet, M. 1987. Scenarios and Strategic Management, Butterworth: London</small>
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