Strategy for Coordinated Management Sample Clauses

Strategy for Coordinated Management. Every cooperative management program is somewhat unique as a result of the ecological and sociopolitical setting, the skills, abilities, and desires of involved individuals, and the ultimate program goals and objectives. However, previous collaborative efforts can provide insight into the factors that promote successful collaboration. This section presents an overview of the adaptive management process, some lessons from other cooperative programs, and a generic framework for the development and implementation of cooperative management in the CDTC. Adaptive Management Over the past decade, many federal agencies in the United States have started to use the adaptive management process (AM) for the management of ecosystems and associated biodiversity. This new paradigm has arisen in response to the inability of previous management programs to preserve ecosystems and biodiversity and to arrest the decline of species (Gray 2000). While AM is a vague term, the essence of AM is relatively straightforward– it is a formal process designed to improve natural resource management by helping managers and scientists learn from consequences of operational programs (Xxxxxxx 1978). Simply stated, it is “learning by doing”. The central xxxxx of AM is that management of natural resources, particularly large scale collaborative efforts involving multiple, diverse agencies, is an inherently complex and uncertain process. Rather than allowing this complexity and uncertainty to inhibit natural resource management, the AM process embraces these aspects. Adaptive Management represents a continuous learning process in which program performance is monitored and assessed relative to the program goals. The program is occasionally modified based upon its results to improve overall effectiveness and efficiency. As noted by Xxxxxxx (1999), the overall goal of AM is not so much to maintain an optimal state of the resource, as it is to develop an optimal management strategy. It should be noted that the individual protected area managers likely use the AM process during their daily activities and when evaluating their programs and resource utilization. While they are probably not consciously aware of AM in their day-to-day decision-making, it is important to formalize the AM process when developing and implementing collaborative management programs involving individuals from a variety of agencies on issues of varying scales and complexity. AM provides a forum for reconciling differing viewp...
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Related to Strategy for Coordinated Management

  • Project Team Cooperation Partnering 1.1.3 Constitutional Principles Applicable to State Public Works Projects.

  • Cooperation and Coordination The Parties acknowledge and agree that it is their mutual objective and intent to minimize, to the extent feasible and legal, taxes payable with respect to their collaborative efforts under this Agreement and that they shall use all commercially reasonable efforts to cooperate and coordinate with each other to achieve such objective.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Operation and Coordination The ISO shall direct the operation of, and coordinate the maintenance scheduling of, certain facilities of the NYS Power System, including coordination with control centers maintained by the Transmission Owners in accordance with the Reliability Rules, as follows:

  • Project Management and Coordination The Engineer shall coordinate all subconsultant activity to include quality of and consistency of work and administration of the invoices and monthly progress reports. The Engineer shall coordinate with necessary local entities.

  • Donor Coordination Throughout the multi-year development of the Compact, MCC and the Government have engaged in an inclusive process that included consultations with the United States Government, Nepali communities and key private sector actors, non-government actors, and other donors as well as multilateral organizations. In particular, MCC worked closely with the World Bank and the Asian Development Bank in reviewing and agreeing on various power sector reforms required in Nepal for future programming by the two banks. MCC also consulted frequently with the United Kingdom’s Department for International Development (“DFID”) during its preparation of a political economy analysis of power sector reform.

  • Implementation and Management 1.1 Properly constituted Occupational Health and Safety (OH&S) Committees or, where there is no OH&S Committee, Site Safety Supervisors/Safety Officers in conjunction with worker representatives, are the appropriate bodies to implement and administer alcohol and drug policy/programs (* see below).

  • Project Team To accomplish Owner’s objectives, Owner intends to employ a team concept in connection with the construction of the Project. The basic roles and general responsibilities of team members are set forth in general terms below but are more fully set forth in the Design Professional Contract with respect to the Design Professional, in the Program Management Agreement with any Program Manager, and in this Contract with respect to the Contractor.

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

  • Management Team Subject to any approval or consulting rights of the --------------- Joint Operations Committee, Manager shall engage or designate one or more individuals experienced in dental group management and direction, including, but not limited to, an administrator, who will be responsible for the overall administration of the Practice including day-to-day operations and strategic development activities.

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