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
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.
General guidance, CBP examples and implementation issues for use by Decision Framework Implementation Workgroup mentors to Goal Implementation Teams.
Current draft of the Enabling Effective Adaptive Management document. Refer to this for any questions regarding the Adaptive Management Implementation Process.