inventory, monitoring, and assessments a strategy to improve the im&a system update and feedback...
TRANSCRIPT
Inventory, Monitoring, and Assessments
A Strategy to Improve the IM&A System
Update and Feedback Session with Employees and Partners
December 5, 2011
Discussion Outline
Background Current Situation Developing a Strategy for IM&A Improvements Next Steps and Collaborative Opportunities
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IM&A Project Purpose
Identify and recommend improvements to achieve an agency-wide IM&A system that is integrated, aligned, effective and efficient in supporting priority business requirements of the Forest Service and partners.
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IM&A System Improvement: Why Now?
Environmental threats and evolving “business requirements”
Increasing need for collaboration and transparency.
Available resources are not likely to increase.
There is a need to be more proactive in assessing and managing risks and impacts.
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IM&A Problem StatementThe Forest Service does not have a comprehensive system for managing IM&A activities.
– We lack consistent, accurate, timely, transparent and accessible resource information to answer core management questions.
– We do not have effective policy, direction, processes and governance for IM&A activities and investments.
– Collaboration with partners is not as consistent and inclusive as it needs to be.
– Significant data gaps and redundancies exist within the system. 5
IM&A VisionLand managers have the resource information they need to manage all lands in a collaborative way.
To support this, an IM&A system needs to:
– Work with partners and stakeholders toward shared objectives.
– Integrate Forest Service programs in this common effort.
– Continually implement program and process improvements.
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Desired Condition of the IM&A System
IM&A information, technology and processes:– Use the best available science (scientific credibility).– Are accessible and accurate.– Support an all-lands approach.– Are collaborative, transparent, timely, and useful.– Are based on national standards and processes
developed with partners.– Are adaptive and responsive to changing conditions and
business requirements.
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Broad Scope of the IM&A System
Address priority business requirements such as:– Ecosystem / watershed health and sustainability
– National & broad scale FS and partner assessments
– Adapting to a changing climate – Climate Change Scorecard
– New Planning Rule (broad-scale monitoring)
– Collaborative Forest Landscape Restoration Program
– Montreal Process reporting
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Approach Define priority Forest Service and partner
business requirements.
Identify the associated core management questions.
Improve the IM&A system to focus on delivering the information that answers those core management questions.
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“Core” Information Concept
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Questions, clarifications, comments related to IM&A background?
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IM&A System Improvement Strategy: The Journey
Where we’ve been and where we are:
Sensing questionnaire
Leadership interviews
IM&A Roundtable: Internal and external partners/stakeholders
Steering Committee and Core Team
Leadership and partner engagement
Case Studies
IM&A Strategy 12
Draft IM&A StrategyGoal 1
INCLUDE all lands and all partners.
1) Address IM&A issues with an all-lands approach.
2) Address partner business needs and stakeholder interests.
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Draft IM&A StrategyGoal 2
Provide CREDIBLE information.
1) Focus on the right information – identify and apply the best available knowledge and tools.
2) Ensure quality and relevance of the science behind information.
3) Ensure quality and consistency of information.
4) Ensure accessibility and transparency of information through timely delivery of information, technology, protocols and tools for use by managers, policymakers, partners and the public.
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Draft IM&A StrategyGoal 3
Effectively RESPOND and adapt.
1) Ensure the IM&A system is dynamic and supports management that is responsive to social, economic and ecological change.
2) Ensure the IM&A system is responsive to changing institutional capacity.
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IM&A Case Studies
Purpose: To help identify system-wide IM&A improvements, implementation actions and “early successes.”
Initial Focus Areas: Critical loads of air pollution
Aquatics inventory and monitoring
Vegetation status and trends
Carbon assessment and management
Land management plan (LMP) broad-scale monitoring 16
IM&A Strategy and Case Study Relationships
Strategic Improvements
LMP Monitoring
Carbon
Vegetation
Aquatic
Air
Implementation Actions
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Carbon Case Study
The following tools and data sources are being enhanced and expanded:
– NFS Bioenergy Carbon Calculator
– Product Carbon Tracker tool
– Forest Carbon Management Framework
– Monitoring Trends in Burn Severity
– National Land Cover Database (NLCD) tree canopy cover
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Aquatics Case Study
Proposing a national stream survey network to assess status and trends of streams, with temperature and macro-invertebrates as initial indicators.
Example of successful monitoring program in Pacific and Interior Northwest
Currently, no national standards for collection and analysis
Leveraging partner programs (USGS and USEPA)
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Questions, comments on strategy and case studies?
20Photograph courtesy of NRCS
Working with Partnersand Stakeholders
Photos courtesy of NRCS and the Alliance of Aquatic Resource
Monitoring, Dickinson College 21
Next Steps
Strategy development, review and refinement Case Study reports Implementation Actions
– Immediate– Longer-term
Measuring progress
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Issues and Challenges What?!! There’s no new funding for this? Collaboration – not easy, not fast Cultural transformation
– Think beyond traditional boundaries Team approach (broader than “corporate”) Integrate …in all directions (up, down, sideways) Transparent, accessible information
– Be adaptive, nimble, and better at change management
Be prepared for changes in work (duties, methods, etc.)
Governance – rules for IM&A decision making 23
Governance of IM&A Inherent in all elements of IM&A System Collaboration with partners Rules and procedures for decision making
– Who, how and when– Clear and understood by those affected
Strategic, tactical & operational decisions at all levels of the organization(s) (“Wedding Cake”)– Appropriately transparent, aligned & integrated
Transparency of decisions made and related performance accountability 24
Discussion
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Steps to Success
We are building on prior efforts, current successful programs, and lessons learned.
We are being strategic and concentrating on what is most important.
The system will be adaptive, through phased implementation, innovation, and continuous learning.
All FS deputy areas are involved and committed. We are engaging our partners.
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Thank you for participating!
Please complete the post-meeting surveyNFF will provide a web link to the questionnaire
For additional information, please contact:Tracy Hancock, USDA Forest Service
202-205-1724
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