The Decision Framework Implementation Workgroup (DFIW) is a workgroup under the Enhance Partnering, Leadership and Management Goal Implementation Team, AKA Partnership GIT. Members are responsible for understanding the decision framework so they can assist Goal Implementation Teams (GITs), as needed. If requested by a GIT, the DFIW will provide mentors who can work individually with GITs/workgroups/staff to develop the initial elements of the decision/logic framework in a consistent and appropriate manner. The DFIW will be available, as needed, to perform quality checks on the information being presented in the decision framework to ensure the logic connecting all the pieces is clear, articulated, and adequate.
Carin is responsible for coordinating federal, state and local actions to improve water quality, habitat and living resource conditions in the Chesapeake Bay and its rivers. Some of the responsibilities of her team include coordination within and between Chesapeake Bay Program partner teams and committees, development of decision support tools to allow for adaptive management, the development and use of indicators and performance measures, and ongoing support for the Federal Office Directors.
Associate Director for Partnerships and Accountability
410 Severn Avenue
Annapolis, Maryland 21403
Phone: (410) 267-5732
"Adaptive management aims to take ambiguity out of cleanup goals" is an article from the July/August 2013 Bay Journal, written by Karl Blankenship based on interviews of Carl Hershner, Carin Bisland and Nick DiPasquale. It discusses how the CBP plans to use adaptive management (and the decision framework) as partners work to acheive outcomes in the new Chesapeake Bay Watershed Agreement.
Current draft of the Enabling Effective Adaptive Management document. Refer to this for any questions regarding the Adaptive Management Implementation Process.
A synoptic review of the draft Chesapeake Bay Watershed Agreement goals and outcomes. The intent is to identify (where possible) the monitoring that would be necessary to support effective adaptive management of efforts to attain these goals and outcomes. The document will remain a work-in-progress and will be updated from time to time. STAC is currently trying to prioritize the monitoring needs identified and begin examining the value of information generated for management needs. Ultimately this will lead to a proposal for integrated (and hopefully efficient) monitoring program design.
General guidance, CBP examples and implementation issues for use by Decision Framework Implementation Workgroup mentors to Goal Implementation Teams.
The Bay Program has committed to use of the Decision Framework as the means to ingrain a basic logic in all of its activities - a logic that will support program accountability and enable adaptive management. The GITs have been engaged in application of the Decision Framework documenting the essential connections that must exist between goals, strategies, monitoring, and assessment. Now, to make that ongoing effort useful and to enable the Program to achieve the goal of effective adaptive management, the Management Board should begin to insist on seeing and understanding the logic that the Decision Framework seeks to create.
The attached list of 5 questions is being provided as a guide for the Management Board and the Goal Implementation Teams to facilitate development of an ethos that demands clear and logical rationales for program actions. If the Management Board looks for, and the GITs are prepared to provide answers to these questions, the Program will be clearly accountable and poised to constantly improve its effectiveness.