collaborative planning and designing for adaptive management
Post on 25-Feb-2016
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Collaborative Planning and Designing for
Adaptive Management Tools and strategies for developing our work groups and work plans
Outline• Basics of adaptive management• Building agreements and setting priorities • Processes for effective evaluation• Effective monitoring and adaptive management• Change mechanisms• Closing the feedback loop• An immediate funding opportunity to support our work
Basics of adaptive management • Designing a deliberate process is key
Building agreements and setting priorities• Collaborative planning
oAssess conditions togethero Identify alternative management
strategiesoPrioritize management objectivesoPrioritize management recommendations
• Joint Fact-findingoFor resolving disagreements oDocument agreed upon issues and those
still in disputeoDefine zone of agreement
Processes for effective evaluation• MBO• Utilization-focused evaluation• Focused on improvement in planning and management• Asks how, why and by whom will the results be used
• After-action Review• Rapidly review management action in terms of desired outcomes
and implementation realities• Allows for discussion of unintended events, isolate key lessons, and
ID changes • Periodic process and program reviews• Regularly scheduled – annually, biennially • Revisit and reflect on program and policy strategies and goals• Encourage critical reflection
Effectiveness monitoring and adaptive management • Integrating monitoring with evaluation processes• Quantitative and/or qualitative• Levels based upon needs, resources and long-term
commitment• Whether research-based or observational, monitoring,
multi-party evaluation and shared-learning are needed to;• Interpret results• Assess what works• Assess what needs to change and,• ID how it should change
Change mechanismsMaking sure recommended adaptation get used!• Written records• Meeting notes and evaluation reports• Formal recommendations or requests for action• Semi-bonding agreements• Decision or trigger points in Management Plans and
Procedures• Working relationships• Regular, informal relationships• Practitioner networks• Facilitators, coordinators and leaders
Closing the feedback loopWhat makes or breaks collaborative planning, evaluation and adaptation?
• Individual willingness to experiment and learn•Organizational commitment to collaboration and adaptive management
An immediate funding opportunityThe Community Capacity and Land Stewardship Program (CCLS)
• Outcome 1: Community-based and collaborative organizations within California are successful in coming to agreement on the design and implementation of watershed and/or landscape scale restoration projects. • Outcome 2: Community-based organizations and collaborative groups
have developed plans for facilitating job creation and retention and business development in their region. • Outcome 3: Community-based organizations and collaborative groups
are successful in securing additional resources through USDA Rural Development, Natural Resources Conservation Service or other funders to implement projects and programs leading to job creation and business development.
Qualifying activities• Community outreach that helps support a collaborative group and
enables them to be more effective on the ground; • Workshops and training related to facilitation, contracting, and other
topics that will assist groups in building their capacity to meet the program goals; and • Dissemination of best practices and tools to assist community-based
nonprofit organizations and collaborative groups in project development, implementation, and monitoring. • Organizational and staff support, including facilitation, technical
assistance, networking and peer to peer evaluations leading to shared learning; • Travel related to collaborative group activities; • Development of action plans, project strategic documents ,or other
similar documents as a result of or necessary for collaborative processes;
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