Organizing a public participation program: Lessons learned from the development of New Jersey's coastal management program

1980 ◽  
Vol 8 (1) ◽  
pp. 85-101 ◽  
Author(s):  
David N. Kinsey
Keyword(s):  
Public Participation ◽  
Coastal Management ◽  
Management Program ◽  
Lessons Learned ◽  
Participation Program

scholarly journals Effective public participation is fundamental for marine conservation - lessons from a large scale MPA

2017 ◽  
Author(s):  
Jon C. Day
Keyword(s):  
Public Participation ◽  
Community Involvement ◽  
Large Scale ◽  
Good Practice ◽  
Marine Conservation ◽  
Environmental Conservation ◽  
Lessons Learned ◽  
The Public ◽  
Marine Park ◽  
Participation Program

The Representative Areas Program (RAP) was, at the time, the most comprehensive process of community involvement and participatory planning for any environmental issue in Australia. The RAP was a key component of the widely acclaimed rezoning of the Great Barrier Reef Marine Park, and although completed in 2003, many lessons learned are still relevant today. This paper provides an analysis of the comprehensive public participation program that significantly influenced the final planning outcome. It provides insights into a fundamental component of effective marine planning, assessing what worked well and what did not in terms of public engagement. Some aspects of the public participation program were innovative, and some were more effective than others. The outcome was one-third of the Marine Park was declared as highly protected no-take zones in 2004, with the remainder of the park also zoned to provide lower levels of protection. The methods used to engage the public and the 25 lessons discussed in this paper should be of interest for practitioners, policy makers and academics elsewhere aiming for ‘good practice’ approaches to achieve environmental conservation.

Evaluation Indicators for Integrated Coastal Management (ICM) in China: Lessons Learned from Xiamen

2011 ◽  
Vol 356-360 ◽  
pp. 840-843 ◽  
Author(s):  
Xiao Yin Zhang ◽  
Xiong Zhi Xue
Keyword(s):  
Sustainable Development ◽  
Public Participation ◽  
Coastal Management ◽  
Scaling Up ◽  
Lessons Learned ◽  
Coastal Resources ◽  
Integrated Coastal Management ◽  
Data Compilation ◽  
Indicator Development ◽  
The World

Integrated Coastal Management (ICM) initiatives spread all over the world to cope with declining conditions and intensifying user conflicts to achieve sustainable development of coastal resources and environment. A set of indicators with regard to sustainable development and governance aspects were developed in Xiamen to monitor the State of Coasts (SOC) under ICM implementation. In developing the evaluation indicators for Xiamen, a number of lessons were learned related to data compilation, indicator development, public participation and scaling up. The experience of Xiamen was believed to contribute to develop evaluation indicators for ICM in China.

Implementing a Geohazard Integrity Management Program: Statistics and Lessons Learned Over 15 Years

2014 ◽  
Author(s):  
Alex J. Baumgard ◽  
Tara L. Coultish ◽  
Gerry W. Ferris
Keyword(s):  
Management System ◽  
Management Program ◽  
Lessons Learned ◽  
Proactive Approach ◽  
Oil Pipelines ◽  
Pipeline Networks ◽  
The Usa ◽  
Integrity Management ◽  
Pipeline Failures ◽  
Program Challenges

Over the last 15 years, BGC Engineering Inc. has developed and implemented a geohazards Integrity Management Program (IMP) with 12 major pipeline operators (consisting of gas and oil pipelines and of both gathering and transmission systems). Over this time, the program has been applied to the assessment of approximately 13,500 individual hydrotechnical and geotechnical geohazard sites spanning approximately 63,000 km of operating pipelines in Canada and the USA. Hydrotechnical (watercourse) and geotechnical (slope) hazards are the primary types of geohazards that have directly contributed to pipeline failures in Canada. As with all IMPs, the core objectives of a geohazard management system are to ensure a proactive approach that is repeatable and defensible. In order to meet these objectives, the program allows for varying levels of intensity of inspection and a recommended timescale for completion of actions to manage the identified geohazards in accordance with the degree of hazard that the site poses to the pipeline. In this way, the sites are managed in a proactive manner while remaining flexible to accommodate the most current conditions at each site. This paper will provide a background to the key components of the program related specifically to existing operating pipeline systems, present pertinent statistics on the occurrence of various types of geohazards based on the large dataset of inspections, and discuss some of the lessons learned in the form of program results and program challenges from implementing a geohazard integrity management system for a dozen operators with different ages of systems, complexity of pipeline networks, and in varied geographic settings.

Ongoing restoration and management of Las Vegas Wash: an evaluation of success criteria

Water Policy ◽  
2014 ◽  
Vol 16 (4) ◽  
pp. 720-738 ◽  
Author(s):  
Mahesh Gautam ◽  
Kumud Acharya ◽  
Seth A. Shanahan
Keyword(s):  
Las Vegas ◽  
Management Strategies ◽  
Management Program ◽  
Lessons Learned ◽  
Lake Mead ◽  
Channel System ◽  
Las Vegas Valley ◽  
Success Criteria ◽  
Southern Nevada ◽  
Channel Degradation

The Las Vegas Wash is a dynamic channel system that drains the Las Vegas Valley (3,950 km2) into Lake Mead and the lower Colorado River, which provides drinking water to southern California, Arizona, and southern Nevada. In the last few decades the Las Vegas Wash has undergone massive changes in terms of channel degradation and bank erosion followed by recovery and restoration efforts. The evolution of the Las Vegas Wash is interlinked with urbanization, water use, and wastewater discharge. This article reviews the historical dynamics of the Las Vegas Wash in the context of restoration: evaluates the ongoing activities in the Las Vegas Wash against an established framework and success criteria; summarizes lessons learned; and discusses challenges. The ongoing activities in the Las Vegas Wash differ from other regional restoration projects in that there is a lack of an appropriate historical reference to which restoration goals should be targeted. Keys to the success of the Las Vegas Wash restoration and management program appear to be strong interagency collaboration, funding availability, effective outreach and monitoring efforts, and adaptive management strategies based on pragmatic urban values. There is a potential for realignment of existing resources for more practical ecological restoration goals.

scholarly journals Enhancing hypertension awareness and management in the elderly: Lessons learned from the Airdrie Community Hypertension Awareness and Management Program (A-CHAMP)

2008 ◽  
Vol 24 (7) ◽  
pp. 561-567 ◽  
Author(s):  
Charlotte Jones ◽  
Scot H. Simpson ◽  
Diana Mitchell ◽  
Susan Haggarty ◽  
Norman Campbell ◽  
...  
Keyword(s):  
The Elderly ◽  
Management Program ◽  
Lessons Learned ◽  
Hypertension Awareness

scholarly journals A pilot videoconference group stress management program in cancer survivors: lessons learned

2016 ◽  
Author(s):  
Eric Zhou ◽  
Ann Partridge ◽  
Jaime Blackmon ◽  
Evan Morgan ◽  
Christopher Recklitis
Keyword(s):  
Cancer Survivors ◽  
Stress Management ◽  
Management Program ◽  
Lessons Learned ◽  
Stress Management Program

Factors Influencing Adoption of Information Technologies for Public Transportation Project Inspection: A WSDOT Case Study

2019 ◽  
Vol 2673 (2) ◽  
pp. 1-12
Author(s):  
Julian Yamaura ◽  
Stephen T. Muench ◽  
Kim Willoughby
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Public Transportation ◽  
Information Technologies ◽  
User Study ◽  
New Technology ◽  
Management Program ◽  
Lessons Learned ◽  
Structured Interviews

This paper presents a case study of the organizational change process associated with the Washington State Department of Transportation (WSDOT) year-long research program that implemented a cloud-based mobile project inspection application to 18 project engineering offices (PEO) across the state. Ultimately, four out of the 18 PEOs decided to adopt the new technology. Data from semi-structured interviews and a user study conducted two months after implementation are used to identify organizational change strategies used by WSDOT, and how those relate to ideas from the general literature on change management. The loss of upper management program leaders, inadequate communication and training to prepare personnel for the change, and policy and procedural uncertainties in integrating the change with other systems and operations were found to be factors that may have influenced the outcome of the program. While this paper focuses on one DOT’s efforts, other DOTs may have similar organizational structures and implementation efforts, and the findings and lessons learned could serve as a representative model for how such implementation might best be accomplished in a DOT and how that might differ from traditional change management guidance.

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