Step
3 Determining Resources and Constraints |
|
|
|
|
|
|
|
Based on the needs and objectives
identified, determine what will be affected and what you have
to work with.
|
|
|
|
Purpose
|
|
To identify:
- Physical and informational resources that are likely to
be needed
- Resources that are likely to be affected (either directly
or indirectly)
- Constraints that may affect the
process and solutions
|
|
|
|
Why?
|
Assessing affected resources provides
a baseline condition to project into
the future and develop the no
action alternative The merit of all Federal actions
is determined by comparing alternatives with a no action
alternative--or how the future would be without any Federal
action. |
|
|
|
Without an accurate assessment of resources
and constraints, developing solutions is pure speculation--you
don't know if the solution is even possible.
A comprehensive resource assessment will help establish
historic, current, and projected resource trends.
|
|
|
|
How?
|
|
Methods will vary from a few seconds thought
to an in-depth analysis, depending on the level
of detail. |
|
Determine
What 's Out There
|
There are two kinds of resources:
- Resources to solve the problem
- (e.g., data, staff, and expertise).
- Resources which may be affected
- (e.g., water, environmental, power)
|
|
|
People are
your most important resources. |
|
|
|
List resources and constraints that need to
be investigated. Examples may help you get started:
|
|
|
- Resources
- Look at what affects and is affected by the problem and
potential solutions. Look well beyond physical and biological
resources to data, participants, and decisionmakers.
|
|
|
- Constraints
- Figure out what constraints drive
the process. Legal influences, regulations, authority, the
goals and missions of all participants, and the overall purpose
of the action will shape the focus of the process. Staff and
funding will dictate how much can be done. Possible competition
for resources and your action's priority will determine how
many resources can be used.
Example:
- Problem
- Water quality deterioriting in aquifer
-
- Objectives
- Improve water quality to meet x standards
-
- Resources
- Funding, partnerships, existing well system, etc.
-
- Constraints
- Recharge laws, farming activity, hydrologic recharge
rates, availability of water, availability of well data, etc.
|
|
Examine
Existing Information
|
(The real reason
no one wants to look at diverse
needs)
|
|
|
|
Get existing information to save time and money. To get
a good perspective and context for that data, ask:
- Who is the source?
- What is their agenda ?
- How does that influence the information?
- Are the research methods sufficient to provide the level
of accuracy you need to make a decision?
|
|
Define
Data Needs |
|
What data are needed to reach a
decision ? Look beyond technical data to consider the political
and social background of the problem: e.g., the urgency of problem,
the publics' levels of awareness, preferences, and participation.
Also, look at the action in the context of time: what projections
do you need to make? What happened in the past? For example,
if water quality is a known concern, you may need to project
the influence of future actions on water quality--especially
in the areas of salinity, heavy metals, and selenium.
|
|
Establish
Methods |
|
Establish level of detail
, analyses , and data collection
methods necessary to inventory or forecast changes in resources
required to solve problems, resolve issues, meet future needs,
and achieve your identified objectives. Get decisionmakers'
buy-in. Determine who will sign off on the analysis, how you
will resolve conflicts.
Meet periodically to review the process. What changes have
occurred? How are they integrated into the analysis? Ensure
that everyone is on the same page--that data analysis is consistent
across disciplines. Readjust studies to ensure that the level
of detail is still appropriate. List what the analyses need
to pay attention to. (Hint: The more times something comes up,
the greater its significance.)
|
|
Consider
Interrelationships
|
|
Interrelationships paint the picture of the
area you'll need to cover:
- Physical
- (What is the ecosystem? How do resources (biota, water,
land, people) interact?)
-
- Participants
- (Who is concerned about what? How do these concerns interact?)
-
- Population
- (Where is the critical habitat? Where is the developed
land? How will human and animal populations change over time?)
Once you have figured out what interacts with what, narrow
that interaction by considering the timing (e.g., what is the
relationship between spring flows and spawning?). This will
show windows of opportunity as well as conflict. To figure out
where problems may occur, project patterns of development. Population
distributions, habitat needs, and physical interactions tend
to follow predictable features (e.g., people tend to settle
along rivers, precipitation tends to follow cycles).
|
|
Consider
the Legal Framework |
|
At times, you may need to propose solutions
that may conflict with the existing legal infrastructure. However,
it is a lot easier and more effective to work within the framework
provided by legal and organizational requirements. Seek advice
from involved communities and organizations. These constraints
may include:
- Court judgments
- Water and land use rights
- Federal, State, local, tribal laws
- Organizational regulations, charters, and guidance
- International laws and agreements
|
|
Communicate
|
|
Document what you
have accomplished and found so far in the process, either through
a fact sheet, signed agreement, substantial update to the action
plan , NEPA compliance document,
policy document, or other agreed-upon
format. This document should include:
|
|
|
|
Tools
|
|
Tools to determine resources and constraints
include existing data, professional judgment, literature searches,
and secondary sources.
When the level of detail requires more indepth data, inventories
might include field mapping, sampling, lab analysis, drilling,
measuring, and statistical modeling. Tailor tools to match the
complexity and level of detail needed.
(If you need a broad overview, don't spend a lot of time on
detailed maps.)
|
|
Relationships
|
|
The following tools are good ways to compare
various factors and relationships. They can help participants
understand spatial and temporal relationships and identify patterns.
- GIS.
- Geographic information systems allow you to overlay various
information tied to geographical locations. Thus, you can
compare population characteristics with habitats or other
kinds of communities throughout the watershed. When you look
at overlays, you can readily identify potential problems.
-
- Historical data.
- Trends may appear through historical data such as population
censuses and flow histories.
-
- Projections.
- Related models may use this historic data to project
future trends.
-
- Specialized maps and reports.
- Maps from the U.S. Forest Service, U.S. Geological Survey
(USGS), universities and other groups will show you locations
of physical resources (e.g., surface and groundwater) and
distributions of population, habitat, species, etc.
-
- Process maps and flow
charts.
- Charting physical, social, biological, and other pertinent
processes will help determine when events happen so you can
see temporal relationships.
-
- Influence diagrams.
- Drawing these in a small meeting will help brainstorm
areas to examine. To be sure you cover all bases, develop
one overall diagram and one for each resource.
-
- Issue maps.
- Overlaying issues (e.g., endangered species, water demands)
over a map of the area can provide an overall view of relationships
between issues.
|
|
Constraints Table
|
|
A constraints table lists legal and institutional
constraints that may apply.
To help participants translate the legalese into reality,
create a three column table showing authority, relevant language,
and actions required or prohibited. You may need to add more
columns to structure these tables to reflect your process.
|
|
|
|
Look Forward
|
|
Resources and constraints will change throughout
the process. Using decision analysis,
keep track of what you have to work with. |
|
Go/No
Go
|
Depending on your process, you may need
a report to justify approaching Congress for study
authority and funding . The decision point here is
whether to hand the report over to a partner
for their use or for Reclamation to pursue it (e.g., you
might be at the point of seeking feasibility funding from
Congress.) |
|
|
|
After completing the assessment of resources,
the team must be able to document its work and answer:
- Is there a Reclamation role ?
- Have we identified the resources needed to meet our objectives?
- Do we have enough resources to meet our objectives?
- Have we identified a solvable problem?
- Have we identified activities and trends that affect
resources?
If any answer is "no, " regroup and
re-examine your efforts. Either something was missed and
you need a different approach, or there is no Reclamation role
and the study should be concluded .
The rationales for continuing now provide a picture of where
you are going and what it will take to get there. Examine this
picture to ensure it is consistent with the overall context
of the action. Ask yourself and participants:
- Do we need to solve the problem?
- Can we solve the problem?
Show this overall picture and your recommendations to decisionmakers
and get a documented, clear decision
on whether to proceed on this course, remap the course, or close
the effort.
|
|
|
|
|
|
|
|
Go On
|
|
Executive
Summary and Process Tours:
Objectives <- --->Options
|
|
|
|
|