The Swedish Agency for Marine and Water Management's Operational Strategy 2021-2023

1External analysis – marine and water policy Operational Strategy 2021–2023 Report 2020:30 2 OPERATIONAL STRATEGY 2021!2023 This report has been produced by the Swedish Agency for Marine and Water Management. The Agency is responsible for the content and conclusions in the report. © SWEDISH AGENCY FOR MARINE AND WATER MANAGEMENT | Date: 02/11/ 2020 ISBN: 978-91-88727-96-1 Swedish Agency for Marine and Water Management | Box 11 930 | SE-404 39 Göteborg www.havochvatten.se Foreword The Swedish Agency for Marine and Water Management (SwAM) is a national administrative agency that implements a cohesive marine and water management policy on behalf of the Swedish government. We are working with issues of conservation, resto ration and sustainable utilisation of lakes, watercourses, seas and !sheries resources. We collaborate with other public agencies and actors in society in Sweden, the EU and globally. We work from source-to-sea, applying a knowledge-based and coordinated ma nagement approach with a focus on the ecosystem. An ecosys tem-based management approach means that all management tools must work in harmony to strengthen the ecosystems and the services they provide. Stakeholder engagement at all levels is a critical approach in ecosystem-based management. The national policy framework emphasises assuming respon sibility for the future, for Sweden and the world around us, in accordance with the Sustainable Development Goals (Agenda 2030). This means taking strong measures in order to achieve cle an seas, lakes and watercourses. It also means addressing eutrop hication, environmental toxins, littering and other threats to lakes, coasts and seas, and in doing so creating an enabling framework for a blue and bio-based circular economy in which !shing is an important part. The Swedish Agency for Marine and Water Management’s operational strategy sets out overarching goals for our activities over the three-year period 2021–2023. These goals are based on our mission and responsibilities, which follow from the o"cial ordinance, other statutes and policy. The operational strategy de!nes the framework in our process of planning and follow-up. Together with an annual operational plan, the strategy is transla ted into activities at unit level – the results of which we measure in the e#ects on the environment and in societal bene!ts, and report to the government, the general public and globally. The world around us is in constant flux, and the operational strategy is therefore not a static document. It can be updated during the strategy period until 2023, on the basis of national, EU wide and global priorities. Jakob Granit DIRECTOR GENERAL Photo: Håkan Carlstrand Content: External analysis – marine and water policy ........................... 6 A goal matrix ........................................................................................................8 Water resources ...............................................................................................10 The sea and its resources .............................................................................. 12 Sustainable utilisation of water and marine resources ...................... 14 The climate and marine and water management ................................ 15 How the Agency supports the generation of societal bene!ts ............................................................................16 Our mission and our tools ............................................................................. 18 Coordinated ecosystem-based management from source to sea ........................................................................................... 21 Results-based management ...................................................................... 25 Collaboration with government agencies and actors .......................27 Strategic goals for operations .................................................. 28 Strategic goals guiding operations ..........................................................30 Enabling goalsfor work to createthe conditions ................................. 32 How we work .................................................................................. 34 Working methods ........................................................................................... 36 Our sub-strategies within special development areas..................... 38 Planning and follow-up................................................................................. 42 6 OPERATIONAL STRATEGY 2021!2023 7External analysis – marine and water policy External analysis – marine and water policy Photo: Pernilla Johansson 8 OPERATIONAL STRATEGY 2021!2023 The goals of the policy are to implement a cohesive marine and water management policy that creates sustainable eco systems and contributes to a circular and bio-based economy. The Swedish Agency for Marine and Water Management (SwAM) plays an important role in public administration by striving to achieve: • sustainable water environments • sustainable marine environments • good conditions for the sustainable utilisation of marine and water resources, including !sheries and other blue industries The goals and strategies of the policy are expressed not only speci!cally in the area of the environment, but also in goals and strategies that span di"erent sectors towards more inte grated societal goals. A goal matrix Agenda 2030, with the 17 sustainable development goals, is a general international agenda for a shift to a sustainable society. Sweden’s commitment is to implement Agenda 2030 for sus tainable development in its three dimensions: economic, social and environmental. This will be done through a coherent policy at national and international levels, in which all the goals are viewed as a whole. The goals in the agenda are all linked to water, as sustainable, aquatic ecosystems represent a basic precondition for sustainable social and economic development. Goal 6: to ensure availability and sustainable management of water and sanitation for all, and goal 14: to conserve and sustainably use the oceans, seas and marine resources for sustainable development, are particularly relevant in providing guidance for our operations. Goal 13 on combating climate change and goal 5 on gender equality are examples of other important goals in the agenda that guide us. The implementation of the goals in Agenda 2030 in Sweden emphasises a holistic perspective as well as the importance of coordination and collaboration between actors throughout society in accordance with goal 17: partnerships for the goals. At a 9External analysis – marine and water policy national level, the agenda’s environmental dimension reflects the environmental goals that the Swedish parliament has adopted. Examples of bridging overarching strategies that a#ect SwAM’s work include the EU strategy “The European Green Deal”, which is the EU’s road map for a sustainable economy and implementation of the UN’s Agenda 2030 and the EU Strategy for the Baltic Sea Region. SwAM’s activities are guided by the EU’s provisions, including the Water Framework Directive, the Marine Strategy Environment Directive, the Maritime Spatial Planning Directive, the Habitats Directive and legal instruments linked to the common !sheries policy. EU law has been enacted in Swedish legislation primarily through the Swedish Environmental Code and the Swedish Fisheries Act with associated ordinances. At national level, the Agency’s work is guided by the Government’s food strategy, the maritime strategy, rural policy development goals, the regional development strategy, the circular economy strategy, the energy agreement, the climate policy framework, the national strategy for climate adaptation and the goals for governmental work on the cultural heritage. Figure 1 summarises the di#erent goal hierarchies in a matrix that guide the Agency’s work. Environmental goals EU legal instruments National legislation National legislation Bridging strategies EU legal instruments 2030 Agenda for Sustainable Development FIGURE 1. Environmental goals, the government’s and parliament’s bridging strategies are related to legal instruments and strategies at global EU and national level. They specify what is to be done and who is responsible for what. 10 OPERATIONAL STRATEGY 2021!2023 Water resources Society is in large parts structured on the basis of water resour ces, waterways and water-related ecosystem services. These services form a fundamental value and are a key natural resource that impacts most sectors of society. It is important to retain and rehabilitate the ability of the ecosystems to produce ecosystem services. Lakes and watercourses are used for energy generation, primary services, households and industry, and for the fundamen tal functions of the ecosystems in a nexus. Coastal and water environments are important for recreation and tourism, taking into consideration cultural heritage that must be preserved and managed for future generations. Lakes and watercourses are subjected to impacts from many sources, such as forestry, agriculture, industry and hydro power plants. In modern-day Sweden, sustainable water resource management is more impor tant, and more sensitive, than ever in order to preserve and protect eco systems and create the conditions for sustainable use and growth. Climate change, population growth and increased economic activity can challenge both the quantity and the quality of water resources. Water resource management encompasses lakes, watercour ses, coastal waters and groundwater. Implementation of water resource management must take place with a holistic approach, in collaboration and be coordinated. It must be integrated with the implementation of other ordinances and directives in the areas of both water and nature conservation, and link in to marine ma nagement. Today’s water management system primarily targets water environmental quality goals: Flourishing Lakes and Streams, Photo: Maja Kristin Nylander 11External analysis – marine and water policy Rich Flora and Fauna, Zero Eutrophication and A Toxin- Free Environment. The development of society places demands on access to water resources of good quality and quantity, and Sweden faces many challenges in achieving the ambitious goals establis hed in EU’s Water Framework Directive. Our water resources and associated aquatic resources have been utilised for a long time and are a#ected by physical exploitation and emissions of hazar dous substances. The annual follow-up and in-depth evaluation of Sweden’s environmental goals reveal that despite considerable e#orts and diligent work, the measures and the instruments adop ted are not adequate to achieve the de!ned goals. Water management in Sweden strives to protect and improve our water resources, especially from a quality perspective. During the strategy period, we are developing working methods for the sustainable management of water resources from all societal per spectives, addressing both water quality and quality perspectives. Drinking water supplies are particularly important in this regard. Improved conditions must be established to achieve a balance between the need of the ecosystem for water of good quality and other societal needs with demand for water of a certain quality and quantity with due consideration given to climate change. A future comprehensive sustainable water resource management approach needs to better integrate cultural environment, rural and energy policy, the Swedish food production strategy and work on climate change adaptation. Photo: Shutterstock 12 OPERATIONAL STRATEGY 2021!2023 The sea and its resources Maritime policy is based on the fact that the sea is an indispen sable resource for mankind and for society. Maritime governance requires extensive collaboration with our neighbouring countries, as the sea crosses national borders. Sweden faces a challenge in reaching the environmental quality standards in our marine environments and as established in the EU Marine Framework Directive. The e#ects of eutrophication continue to be evident and extensive. Marine ecosystems take a long time to recover following signi! cant change stemming from human activities. The marine ecosys tem is changing quickly, which is clearly evident in the changed composition of species and their distribution. Climate change has a major impact on marine ecosystems. Changes result in, for example, increased surface water tempera ture, a lower salt content in the Baltic Sea, higher sea levels and more acidic seas. Increased precipitation in the tributaries of the Baltic Sea cause an increased load of nutrients to coastal waters. The living conditions for species of flora and fauna are a#ected by climate change. The geographical distribution of species can shift when habitats are changed and the interaction between species changes. The increased presence of marine debris represents a growing threat in the marine space. Additional action is required to reduce the input of pollutants from land to sea. Local work on measures needs to be developed, as does work to reduce the internal load of nutrients from sediments, primarily from phosphorus, in lakes, coastal areas and seas. In 2014, the Swedish government adopted !ve new interim goals in the Swedish environmental goal system – Milestone Targets for Biodiversity and Ecosystem Services. This decision was in line with the global Aichi Biodiversity Targets, the EU’s Habitats Directive and the EU’s Biodiversity Strategy. Regarding marine territorial protection, the current goal of ten per cent protection has been achieved in the marine space. However, protection needs to be better and stronger with regard to ecological repre sentativity, connectivity and functionality. This issue has been and remains a high priority for the government through several government assignments and budget appropriations, such as 13External analysis – marine and water policy !sheries conservation measures in marine protected areas. Similar to conservation measures in the freshwater environme nt, work within the marine environment also needs to take cultural heritage, rural and energy policy, the national food strategy and work on climate change adaptation into consideration. A new biodiversity strategy has been drawn up by the EU Commission within the framework of the EU’s “Green Deal”.This strategy will probably place demands for increased protection of aquatic resources and the implementation of additional compre hensive, national measures. The EU’s common !sheries policy has the aim of ensuring that !shing operations are economically, environmentally and socially sustainable. Fisheries management is central to the achievement of the environmental objectives set out in the EU’s marine and water policy, as well as the implementation of Agenda 2030. It is also important for achieving the national environ mental quality goals of protecting threatened species, preser ving genetic variety and maintaining ecosystem services. National !sheries management supplements the EU-wide !sheries policy. There is signi!cant scope for action within the trawling limit and in freshwater areas. During the strategy period we will, in line with the ecosystem initiatives, integrate !sheries management more clearly into marine environment policy, in accordance with the political objectives. Photo: Shutterstock 14 OPERATIONAL STRATEGY 2021!2023 Sustainable utilisation of water and marine resources The sustainable utilisation of water and marine resources is a pre- condition for achieving a good environment, broad societal bene!ts and the politically adopted goals. Sustainable utilisation and management of the aquatic resources requires good monito ring of the environment, management of information and en vironmental data should be made available in a safe, open way in order to bene!t everyone. SwAM’s ability to develop the manage ment of environmental information is one important prerequisite to achieve good freshwater and marine environments that can be used in a sustainable manner. The European “Green Deal” is a growth strategy that aims to transform the EU into a fair and healthy community with a modern, resource-e"cient and competitive economy. By 2050, there shall no longer be any net greenhouse gas emissions, and economic growth will have been detached from the consump tion of resources. Development to achieve a circular, bio-based economy is crucial if Sweden is to become the world’s !rst fossil-free welfare state, to contribute to the environmental and climate goals and many of the global sustainable development goals within Agenda 2030. For its part, the food strategy aims to increase production, contribute to a competitive food chain, increase employment, exports, innovation and pro!tability, while also achieving relevant environmental goals. The new provisions for water-related operations mean, among other things, that any party that is running such an operation for the production of electricity from hydro power must provide its operation with modern environmental permits. The national plan that the government has adopted for the reassessment of environmental permits for all hydropower plants is a blueprint for achieving sustainable freshwater environments and maintai ning the production of sustainable hydropower. The plan will be implemented for a period of 20 years. The Swedish Agency for Marine and Water Management has worked together with the Swedish Energy Agency and the Swedish Grid Company (Svenska Kraftnät) on the development of the plan. The three agencies will support and monitor its implementation on an ongoing basis. The proposals for national marine spatial plans for Swedish 15External analysis – marine and water policy territorial waters and the Exclusive Economic Zone have been presented to the Government for their decision in 2021. The plans describe the conditions for sustainable blue growth and environ mental sustainability in the Swedish marine space. The decision will provide guidance on issues relating to areas such as shipping, energy production, mineral extraction, !sheries, defence and marine protected areas. Climate change and water- and marine management Climate change is a#ecting both marine and freshwater resources. At the same time marine and freshwater ecosystems contribute to mitigating climate change by absorbing greenhouse gases, as well as contributing to the production of renewable energy. The Swedish Ordinance (2018:1428) on public climate change adaptation regulates and clari!es our work. For SwAM, this means that we need to consider the impact of climate change and that we have a responsibility to work to combat climate change and work to support climate change adaptation. The national climate change strategy aims to develop a society that is sustainable and robust in the long term and that actively addresses climate change by reducing vulnerabilities and identifying opportunities for transformational change. Photo: Mats Svensson 16 OPERATIONAL STRATEGY 2021!2023 17External analysis – marine and water policy How the Agency supports the generation of societal bene!ts Photo: Trygve Finkelsen, Shutterstock 18 OPERATIONAL STRATEGY 2021!2023 Our mission and our tools The Swedish Agency for Marine and Water Management’s funda mental mission is to make sure that goals and laws adopted by the Swedish parliament and government are realised. According to our instructions (2011:619), our mission encom passes the conservation, restoration and sustainable utilisation of lakes, watercourses, seas and !shery resources. We are also governed by the Swedish Government Agencies Ordinance (2007:515) and operate in accordance with the public service ethos. Achieving the Swedish environmental goals means that we achieve the environmental dimension of Agenda 2030 in Sweden. Water and marine issues are not just national, but also part of a larger hydrological cycle from land to coast to sea spanning international borders. SwAM has several management tools to achieve these goals. We guide and supervise other government agencies in issues relating to environmental permits for hydropower facilities and other dams, regional water supply plans, supervision of small was te water treatment facilities, environmental quality standards and the status and classi!cation of water bodies. We also o#er guidan ce in the area of marine management and !sheries administered by county administrative boards. We strive to provide modern guidance that takes into account di#erent societal objectives and prevailing legislation in order to contribute to innovation in management and among business operators. Photo: Natalie Greppi 19 How the Agency supports the generation of societal bene!ts Restoration and programme of measures SwAM has state budgets to support the restoration of lakes, watercourses and coastal and marine environments supporting the programme of measures established by the public agencies. We !nance, for example, liming in our watercourses, measures to reduce eutrophication and the restoration of aquatic habitats. When it comes to area protection, SwAM has tools to support measures developed in the collaborative framework for marine protective areas. Development of case-law SwAM participates in prioritised environmental impact assess ments to support management with expertise in our specialist are as and to contribute to innovative environmental development, such as environment-friendlier industry in the areas of aquacultu re and mining. Sustainable !sheries management The management of !sheries takes place through an ecosys tem-based approach, and SwAM has several tools to work with, such as regulation, access and supervision through !sheries control, as well as ordinances covering the marine environment, marine planning and area protection. There is a dialogue with those a#ected by !sheries and the marine environment in forums including regional stakeholder groups attended by multiple government agencies and other stakeholders. Environmental monitoring Environmental monitoring is an important task for SwAM; des cribing and analysing the state of the environment within our area of responsibility and collecting information about !sh stocks and !sheries. The information guides our work and supports the analysis of whether Sweden at a national level is complying with, among others, the Water Framework Directive and the Marine Environment Directive. We shall also make knowledge of the marine and water environment, !sheries and the Agency’s work available to those concerned, and promote research and development. 20 OPERATIONAL STRATEGY 2021!2023 International work At a global level, Sweden strives actively to achieve Agenda 2030 for a socially, environmentally and economically sustainable world. Well-coordinated, integrated planning and management of both freshwater and marine resources is a precondition for contributing to the goal of No Poverty (Agenda 2030 goal 1), both in Sweden and internationally. We provide support to the government in EU a#airs and other international collaborative frameworks. SwAM’s international development work supports good management in developing countries, as we can use the competence of the whole Agency. At the same time we learn from the experiences of other countries, to bene!t Swedish management of marine and fres hwater resources. A learning strategy During the strategy period, the Swedish Agency for Marine and Water Management will be active in building the sustainable society within our areas of activity and develop our strategic competence and analytical ability for better implementation and information to the Swedish government and parliament. In our daily work, we learn continuously about the e#ects of our work for sustainable social development. Various government assignme nts, such as producing follow-up systems for the maritime stra tegy, develop our ability to work to ensure that aquatic resources are developed in a sustainable way. We strive to work innovatively in management and analysis and to make use of all our competen ces. One important element of this work is to play a unifying role in the implementation of environmental policy and to mobilise research and innovation resources in society. 21 How the Agency supports the generation of societal bene!ts Coordinated ecosystem-based management from source to sea Our work shall contribute towards the implementation of a cohe rent marine and water management policy. We see a need to work in a more coordinated and collaborative way in our day-to-day activities. This can be achieved in di#erent ways, and the ecosys tem-based approach shall guide our ongoing process of change in accordance with objectives established in government policy and legislation. The ecosystem-based approach can be viewed as a working method or a management strategy to achieve established goals. It means that we shall use the management instruments we have available and that !sheries management, for example, is an integral element of management of the whole marine and water environment. There must be checks and balances to ensure that the long-term conservation of biodiversity and the utilisation of the ecosystem services in the marine and water environment are not adversely a#ected by !sheries operations. There must be collaboration with those a#ected by the ecosystems and manage ment decisions. ECOSYSTEM SERVICES Water, sediment, pollutants, biota, materials Land systems Freshwater systems Estuaries Deltas Coastline nearshore Adjoining sea, shelf Open sea OPERATIONAL STRATEGY 2021!202322 The following principles should be considered when we implement an ecosystem-based manage ment approach, from source to sea: › The establishment of common goals and participa tion in management, including the three sustainabi lity dimensions ecological, economic and social. › The overall ability of nature to produce goods and services in the form of ecosystem services de!nes the conditions for management decisions. › Management decisions must be based on scienti!c evidence. If there is uncertainty in existing evidence, or if reliable data or information is unavailable, the precautionary principle must be applied. › Ecosystems are valued from a societal perspective and from an ecosystem services perspective. › The generational goal enacted by Parliament provides overall guidance to management deci sions. This means that we must strive to hand over a better world to the next generation and not pass on environmental problems and debts to the next generation. › Management decisions are impartial and are based on the rule of law (public service ethos). 23 How the Agency supports the generation of societal bene!ts Coordinated, ecosystem-based management means the following for our operations in our day-to-day work: › We set goals, follow up and evaluate management decisions and measures so that we can adapt and streamline management. › We delineate our work in time and space, and prioritise on the basis of decisions by the Swedish government and parliament. › In our investigative activities, we integrate ove rarching strategies for sustainable use, which are regulated by government policy decisions, directi ves, action plans, regulations and guidelines. › We coordinate the planning and implementation of activities that a#ect the marine and water environ ment by treating !sheries management, marine environment management, water management and environmental monitoring as parts of a whole. › We utilise the opportunities created by digitalisa tion and integrate data and supporting knowledge in shared management systems, for increased availability, transparency and new working methods. › We undertake thorough analysis before mana gement decisions, with di#erent competences. Evidence for our decision-making must be transpa rent and available to all concerned. › We consider the stakeholders a#ected by our management decisions to enhance added value in our service and management decisions. › We work continuously to simplify rules to create e#ective management, and apply the principle “we make it easy to do the right thing”. 24 OPERATIONAL STRATEGY 2021!2023 Photo: Oscar Nilsson 25 How the Agency supports the generation of societal bene!ts Results-based management To be able to use our resources e"ciently and achieve the political goals, we have clear results-based management. SwAM has a number of basic tools – regulations, guidelines, supervision, decision-making and appropriations – which enable us to work towards established policy goals and execute them. By means of good handling of our information, environmental infor mation and communication, we disseminate knowledge to society. To achieve desired outcomes, we need to ask ourselves: › What is to be achieved – goals at di#erent levels? › How are the goals to be achieved – causal links and assump tions concerning how the goals are to be achieved, known as a “theory of change”. › The need for sta"ng and other resources to perform the mission. › How are activities and initiatives followed up and monitored? Causal links and assumptions concerning how the goals are to be achieved can be described using a causal chain. The causal chain depicts the intended correlation between activities and expected outcomes and results; a model that links up cause and e#ect is presented below (see Figure 2). 26 OPERATIONAL STRATEGY 2021!2023 It is important to di#erentiate between activities, performance and e#ects. Results are often used as a collective term for per formance and e#ects and contribute to desired societal outco mes. Performance means deliveries to a target group. E#ects are anything that occurs as a consequence of performance and contribute to outcomes. We have described the e#ects being targeted in the long term in the section entitled External analysis – marine and water policy. Long-term e#ects are based on the !ve operational goals we des cribe in the section entitled Goals for the operation. Short-term e#ects are developed on an annual basis in the Agency’s annual operational plan, which is based on the longer-term operational strategy, the government’s budget appropriation and other priori ties decided upon by the government. Resources Activities Performance Planning Follow-upImplementation Short-term e!ect Long-term e!ect Medium term e!ect FIGURE 2. Management by objectives and results towards long lasting outcomes. 27 How the Agency supports the generation of societal bene!ts Collaboration with government agencies and actors Public agencies have di#erent roles and responsibilities. There is therefore need for well-coordinated cooperation and collabora tion between public agencies including good dialogue with actors in order to support change towards the objectives set by the government and parliament. There are many issues within SwAM’s area of responsibility where there is shared responsibility between di#erent public agencies. One example is in !sheries management, where SwAM shall strive to achieve sustainable management of !sheries resources and has the overarching responsibility for the way !sheries are regulated, operated and controlled. The Swedish Coast Guard has the main responsibility for !sheries control at sea. The Swedish Board of Agriculture is tasked to promote !sheries. It is respon sible for implementing the EU’s regulations on support for measu res within the framework of the common !sheries policy and the integrated marine policy, as well as market regulation of !sheries and aquaculture products. The work of the county administrative and regional boards encompasses initiatives to initiate, participate in and run projects to facilitate enterprise within the !sheries indu stry, and to improve opportunities for the general public to !sh. There are a number of overarching platforms for collaboration between government agencies, including: › The Director General’s Forum: a platform between govern ment agencies to implement Agenda 2030. › Environmental Goals Council: a platform to intensify work at all levels in society to achieve Sweden’s environmental goals. › The Council for water and seas (SAMHAV): a forum for infor mation, collaboration and operational coordination between heads of government agencies for the purpose of implemen ting a coherent water and marine policy, for which SwAM is responsible. › Regular meetings of Director Generals: one important form of cooperation between government agencies is bilateral meetings between the Director Generals. This is where the principles of cooperation are established, paving the way for collaboration at all levels within government agencies. 28 OPERATIONAL STRATEGY 2021!2023 Photo: Shutterstock 29External analysis – marine and water policy Strategic goals 30 To clarify our results-based management, we have de!ned areas that bring together associated and interacting goals during the strategy period. Many of the goals extend across the Agency’s organisation and therefore require extensive collaboration, internally and externally. Every year we draw up an operational plan with interim goals in order to work towards the goals within the framework of the conditions under which the Agency operates. Operational goals › Goal 1. Flourishing Lakes and Streams Lakes and watercourses shall be ecologically sustainable and their varied habitats shall be restored and preserved in Sweden and in transboundary watercourses. Natural productive capaci ty, biodiversity, cultural heritage and the landscape’s provision of ecosystem services and water retention function shall be preserved. Emissions of nutrients to lakes and water- courses shall be reduced. › Goal 2. A Balanced Marine Environment, Attractive Coastal Areas and Archipelagos The North Sea and the Baltic Sea shall have a good environ mental status and productive capacity that is sustainable in the long term, while at the same time biodiversity shall be preserved and protected. Emissions of nutrients from Sweden and neig hbouring countries to the sea shall be reduced. Coastal areas and archipelagos shall have a high level of biodiversity, public amenity and natural and cultural values. At a global level, we have well-developed collaboration with other countries, striving towards common goals as established in Agenda 2030. › Goal 3. Sustainable Utilisation of Water and Marine Resources The sustainable utilisation of water and marine resources is a precondition for increased societal bene!ts. Businesses, OPERATIONAL STRATEGY 2021"2023 31 outdoor activities and other utilisation of water and marine resources shall promote a blue, bio-based and circular economy at regional, national and global levels. Fish stocks are managed within biologically safe limits using an ecosystem-based ma nagement approach. Sustainable utilisation shall contribute to climate change mitigation and adaptation, and thereby be integrated into all of SwAM’s work towards a sustainable society with healthy ecosystems. › Goal 4. Increased Knowledge Generation through E"ective Monitoring, Follow-Up and Well-Managed Information Assets The Agency’s knowledge requirements for adaptive manage ment is based on quality-assured evidence for decision-making. The collated aquatic monitoring and its environmental informa tion meet relevant management requirements, are accessible and make a di#erence for the environment and society. Our information is easily accessible, easy to !nd, understand and use for as many stakeholders as possible. Innovative ways to combine, analyse and visualise environmental information from di#erent sources supports advanced analytical working methods. Shared learning is promoted through international partnerships. › Goal 5. Increased Regulatory Compliance through Advanced Fisheries Control and Traceability E#ective !sheries control and compliance are undertaken in close collaboration with the Swedish Coast Guard, contribu ting to the sustainable utilisation of the ecosystem’s services. Collaboration has been developed with the Swedish Police Authority, the Swedish Tax Agency, the Swedish National Food Administration and other government agencies, both within and beyond Sweden. The opportunities created by digitali sation have enabled tools and processes to be developed for follow-up, monitoring and control, providing a good service to the industry. Regulatory compliance has increased through good guidance and awareness of the regulatory framework for !sheries operations and sales. Strategic goals 32 OPERATIONAL STRATEGY 2021"2023 Enabling goals Enabling goals to create good conditions to achieve the strategic goals are designed to develop our working methods and to ensure long-term capacity at the agency. We strive for a diverse and equ al workplace. This contributes to us being an attractive employer. Our internal processes are characterised by an equal, inclusive approach and links into the guiding principles of the govern ment policy for employers – leadership, attractive employer and innovation/development, and to our role as a regulatory agency delivering high-quality service to stakeholders and users. Photo: Karl Fredrickson 33External analysis – marine and water policy › Goal 6. Communicative Leadership and Employeeship that also Enhance our Attractiveness as an Employer By ensuring quali!ed tasks and a high level of personal re sponsibility in execution, we encourage innovation and flexible working conditions for all employers. Managers in the Agency are open and present, inspire con!dence, listen to and engage employees, see the whole picture in the mission, collaborate and prioritise its implementation. We communicate a clear message about our mission, who we are, what we do and what we o#er, both internally and externally, making us an attractive employer. Employees are informed, share information and contribute to an open, constructive working climate. A good physical work space creates the conditions for an activity-based working method and job satisfaction. › Goal 7. Working Methods are Digital and Innovative Our digitalisation agenda has rationalised the way we work, strengthened our analytical capabilities and ensures that we can do more with less. The information we process in our mission is of high quality, well-described and accessible in a safe way, contributing to more e"cient processes and new ways of performing complex tasks. New partnerships, both internally and externally, in which di#erent competences meet, create the conditions for innovation. Our working environment is characte rised by flexibility and participation. › Goal 8. Legally Secure, E"ective Processes and Competent Decision-Making Result in Good Public Management Decisions We have a strong management culture based on the principles of the public service ethos (democracy, objectivity, legality, respect, e#ectiveness and service, and the free formation of opinion), where behaviour and attitudes are in accordance with rule of law. Through innovative solutions and an outside-look ing-in perspective, we meet the requirements of our principal and society for good service and the e"cient use of resources by means of good internal governance and control. Photo: Karl Fredrickson Strategic goals 34 OPERATIONAL STRATEGY 2021!2023 Photo: Shutterstock 35External analysis – marine and water policy How we work 36 OPERATIONAL STRATEGY 2021!2023 Working methods All employees and managers are representatives of the Agency and our mission. An equal and inclusive approach is a precon dition for us to achieve success and make the best decisions. Employees at SwAM communicate, create and maintain rela tionships, and share knowledge with both colleagues and external stakeholders. A good understanding of our overall mission and sense of belief in our working methods will strengthen the way we are perceived. Our working method has structures that facilitate coordinated management and analysis for example through cross-sectoral councils at the agency, work in programmes and projects. Such structures improve collaboration internally and help us to identify synergies, avoid duplicate work and achieve better results. There is also a requirement for a clearer allocation of roles and responsibi lities, and to prioritise assignments in the departments. Photo: Natalie Greppi 37How we work Projects and programmes The project form is used as a tool to perform delineated assign ments and activities that cut across all or parts of the organisa tion, often including several departments and support units, or development jobs of a wide-ranging nature. The project form brings greater control and clearer resource allocation during implementation. Programmes as a working method are suitable when there are several projects that a#ect an assignment or work area, and that cut across di#erent parts of the organisation. Processes A process consists of a delineated sequence of activities that recur in the operation and serve to meet a speci!c objective. A process can be, for example, processing permits in !sheries management, drawing up a regulation, an application for a grant or managing IT systems. The processes become a description of an operation: why it is there, what is to be produced and how (activities, resources, information and their relationships with one another). The proces ses also create a structure for archiving. According to the Swedish National Archives’ regulations and general advice on archives at government agencies, agencies must report their information based on the agencies’ operational processes. Photo: Natalie Greppi 38 OPERATIONAL STRATEGY 2021!2023 Our sub-strategies within special development areas To support the development of our operations, we have develo ped a number of sub-strategies within di#erent areas. Some of them are developed at our own initiative, others in the form of government assignments. Sub-strategies drawn up during the strategy period 2017–2020 and that are integrated into the operational strategy 2021–2023. The Agency’s climate change strategy clari!es that mana gement needs !rst of all to support the climate transition to a fossil-free society in order to avoid the most serious risks posed by climate change and consider adaptation in its tasks. The Agency’s common and strategic approach to cultural heritage was des cribed in the government assignment “reporting of the Swedish Agency for Marine and Water Management’s guideline strategy for work on cultural heritage”. In this, we de!ned a more collec tive, strategic approach to the way our operations a#ect cultural heritage and contribute to the national cultural heritage goals. In SwAM’s long-term strategy to support the national regional growth strategy 2014–2020, the agency underlined the funda mental importance of ecosystem-based management to support sustainable growth. Photo: Natalie Greppi 39How we work In SwAM’s strategy for international development work, we des cribe how SwAM is contributing to achieving the global Agenda 2030 goals related freshwater and marine management in deve loping countries and in mid-income countries. We apply a source to-sea perspective. Based on experiences and expertise, we see in particular that we can work proactively in the areas of: marine spatial planning, establishment of marine protected areas, resto ration of watercourses and sustainable hydropower, management of !sheries in coastal areas and digitalisation from a broad-based perspective in which we support coordinated management from source to sea. The digitalisation strategy SwAM’s digitalisation strategy is a guideline document and a supporting document to transform the Agency’s operational development through digitalisation. Photo: Natalie Greppi 40 OPERATIONAL STRATEGY 2021!2023 Photo: Anders Tedeholm Azote 41How we work Examples of sub-strategies currently being drafted In work that is under way, SwAM is working with the Swedish Board of Agriculture to develop a Strategy for sustainable !sheries and aquaculture,– healthy ecosystems and sustainable industries. SwAM has the government assignment from an eco system-based perspective and the Swedish Board of Agriculture has the government assignment to become involved in promoting and developing the !sheries industry, aquaculture and leisure !shing. Many aquatic ecosystems in Sweden are impacted by development and are characterised by a poor environmental status, and there is therefore a major need to preserve and restore ecosystems in order to achieve the goals in the Maritime Strategy and the Food Strategy. SwAM is carrying out analytical work in a dialogue with other government agencies, municipalities, institutes of higher educa tion, stakeholder organisations and business operators in order to develop a framework for sustainable water resources mana gement at national, regional and local level. It will address the management of water quantity and water quality to meet society’s various needs and to reduce the risks of water shortages and floo ding. SwAM will start a similar task during the operational strategy period for sustainable marine management. The dialogue form as a working method with many of society’s actors will also provide guidance in this case. The Agency is working on a sub-strategy for the systematic collection of the Agency’s knowledge requirements from re search. It makes it clear that quality-assured knowledge and evidence based on robust scienti!c grounds is a precondition for good public management, planning, well-founded decisions and e#ective measures that create a balance in ecological, economic and social sustainability and meet the major social challenges that we are facing. 42 OPERATIONAL STRATEGY 2021!2023 Planning and follow-up The Swedish parliament and government provide instructions and funding to government agencies to implement agreed policies, laws and regulations. SwAM allocates !nancial means in the best way possible to achieve agreed objectives, performs analytical assignment and follows up on the results. SwAM’s management team makes sure that there is internal governance and !duciary management in place and that all employees are familiar with the mission of the agency. SwAM has a clear results-based management framework based on an analysis of a matrix of global and national goals. (see Figures 1 and 2). Our planning process is adaptive and will focus on priorities for the coming year. The Agency’s annual operational plan (AOP) clari!es sub-goals to support the goals de!ned in this Operational Strategy. The departments’ performance and the units’ activities are followed up quarterly and annually. We will continuously follow up and adapt our planning process based on the prevailing work situation, resource allocation and perfor mance. The annual operational plan is a guiding document, and everyone, both employees and managers needs to be adaptive towards change during the year. We need to optimise our ope rations in the best way possible, which means that operational planning, new assignments, changes to our resources and our sta"ng must engage in an adaptive management process. SwAM’s annual results-based report contains signi!cant infor mation about what SwAM has achieved in relation to assignments and goals decided by the government and as de!ned in this operational strategy. 43External analysis – marine and water policy 44 OPERATIONAL STRATEGY 2021!2023