Adaptive Management for Water Resources Project Planning (2004) / Chapter Skim
Currently Skimming:
5 Prospects for Adaptive Management in the Corps
5 Prospects for Adaptive Management in the Corps
Pages 83-97
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From page 83... ...
As discussed in Chapter 2 and elsewhere in this report, monitoring and evaluation of project outcomes are core adaptive management principles. These post-construction assessments could include the monitoring of ecological, economic, or other relevant variables, as well as broader evaluations of project or program effectiveness.
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From page 84... ...
The agency could, for example, publicize examples where stakeholder-driven adaptive management actions led to beneficial effects that were largely unanticipated, and seek to learn from past experiences throughout the agency. Stakeholder and agency involvement should begin at the start of adaptive management programs and should include stakeholder participation in periodic review of monitoring results and management models.
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From page 85... ...
Agencies and decision makers will often have to use their best judgment in adaptive management programs; however, independent experts can validate the assumptions and reasoning involved. Independent experts should be periodically enlisted to provide advice on Corps adaptive management initiatives (Recommendation 3)
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From page 86... ...
The Corps of Engineers will also need a stronger and more focused effort in staying abreast of conceptual developments in the professional scientific literature, and in tracking experiences across the United States, around the world, and within the Corps. If more attention and resources are not devoted to a more systematic process for implementing adaptive management through the agency, information essential for useful adaptive management applications will not be systematically gathered, analyzed, and applied.
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From page 87... ...
It would not itself implement adaptive management of specific projects, but rather would assist Corps district-level staff in the design, implementation, and review of adaptively-managed projects and programs. Examples of specific tasks for the Center might include: · develop agency-wide guidance on adaptive management approaches and best practices; · supply training, facilitation, and assistance to district planners and managers in developing adaptive management schemes and monitoring designs; · evaluate progress, limitations, and successes of adaptive management programs, such as those in the Everglades, the Missouri River, and coastal Louisiana, with the objective of improving approaches and outcomes; · facilitate sharing of information concerning adaptive management throughout the agency.
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From page 88... ...
term, with its progress and effectiveness periodically evaluated. Periodic review and evaluation can be especially important in helping better understand the level of resources and staff necessary to promote useful adaptive management applications through the agency.
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From page 89... ...
Examples of "continuing authorities" that allow the Corps to review and modify project operations without seeking additional congressional authorization include the authorization for the Comprehensive Everglades Restoration Program, a "Section 1135" authority from the 1986 Water Resources Development Act, and a "Section 216" authority from the 1970 Flood Control Act. These existing authorities, however, were not explicitly designed to promote adaptive management principles and ongoing, iterative processes of monitoring, evaluation, and operational adjustments.
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From page 90... ...
The cost-sharing nature of Corps projects, however, may inhibit adaptive management practices, as sponsors for adaptive management programs (vs. specific projects)
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From page 91... ...
The process of appropriating federal funds to the Corps of Engineers may thus need to be revisited if adaptive management is to be efficiently implemented and sustained. The administration and the Congress should thus consider developing new cost sharing formulas in order to effectively apply adaptive management principles to new and existing projects.
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From page 92... ...
The Upper Mississippi Environmental Management Program (EMP) , created in the 1986 Water Resources Development Act, is operated with the cooperation of the Corps and the U.S.
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From page 93... ...
Geological Survey. The administration should strengthen federal interagency coordination mechanisms for large-scale water resources and coastal management efforts at both the national and regional levels (Recommendation 9)
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From page 94... ...
Such changes would require no additional congressional authority. These changes could generate important demonstrations of the value of adaptive management and provide a basis for seeking additional congressional authority to revisit completed and ongoing projects that could benefit from adaptive management.
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From page 95... ...
. Although detailed evaluation of the regulatory program is beyond this report's scope, adaptive management principles could help the Corps improve its wetland mitigation program.
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From page 96... ...
Given the usual inertia in large organizations like the Corps, the approach will not be systematically implemented throughout the agency immediately. As the Corps proceeds with its efforts in adaptive management, a Center for Adaptive Management that tracks adaptive management experiences within the Corps, shares lessons throughout the organization, and develops general adaptive management definitions and principles, would be valuable.
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From page 97... ...
These are steps in the right direction, and small steps can be useful in learning more about ecological responses, building interagency partnerships, and establishing trust with stakeholder groups. But for larger gains from adaptive management to be realized, the Congress and the administration must step forward and resolve internally-inconsistent legislation and guidance, establish or invigorate interagency fora, commit support to sciencebased, collaborative programs, and adjust traditional authorization and appropriations processes.
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