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 2

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. 3

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. 4

IM&A Problem Statement The 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 Vision Land 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. 6

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. 7

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 8

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. 9

“Core” Information Concept 10

Questions, clarifications, comments related to IM&A background? 11

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 Strategy Goal 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. 13

Draft IM&A Strategy Goal 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. 14

Draft IM&A Strategy Goal 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. 15

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 17

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 18

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) 19

Questions, comments on strategy and case studies? 20 Photograph courtesy of NRCS

Working with Partners and 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 22

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”) Team approach (broader than “corporate”) Integrate …in all directions (up, down, sideways) Integrate …in all directions (up, down, sideways) Transparent, accessible information Transparent, accessible information –Be adaptive, nimble, and better at change management Be prepared for changes in work (duties, methods, etc.) 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 25

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. 26

Thank you for participating! Please complete the post-meeting survey NFF will provide a web link to the questionnaire For additional information, please contact: Tracy Hancock, USDA Forest Service