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Adaptive environmental assessment and management (AEAM)

Adaptive management, also known as adaptive resource management or adaptive environmental assessment and management, is a structured, iterative process of robust decision making in the face of uncertainty, with an aim to reducing uncertainty over time via system monitoring. In this way, decision making simultaneously meets one or more resource management objectives and, either passively or actively, accrues information needed to improve future management. Adaptive management is a tool which should be used not only to change a system, but also to learn about the system. Because adaptive management is based on a learning process, it improves long run management outcomes. The challenge in using the adaptive management approach lies in finding the correct balance between gaining knowledge to improve management in the future and achieving the best short term outcome based on current knowledge. This approach has more recently been employed in implementing international development programs.

The use of adaptive management techniques can be traced back to peoples from ancient civilisations. For example, the Yap people of Micronesia have been using adaptive management techniques to sustain high population densities in the face of resource scarcity for thousands of years (Falanruw 1984). In using these techniques, the Yap people have altered their environment creating, for example, coastal mangrove depressions and seagrass meadows to support fishing and termite resistant wood (Stankey and Shinder 1997). The origin of the adaptive management concept can be traced back to ideas of scientific management pioneered by Frederick Taylor in the early 1900s (Haber 1964). While the term "adaptive management" evolved in natural resource management workshops through decision makers, managers and scientists focussing on building simulation models to uncover key assumptions and uncertainties (Bormann et al. 1999)

Two ecologists at The University of British Columbia, C. S. Holling

Adaptive management in a conservation project and program context can trace its roots back to at least the early 1990s, with the establishment of the Biodiversity Support Program (BSP) in 1989. BSP was a USAID funded consortium of WWF The Nature Conservancy (TNC), and World Resources Institute (WRI). Its Analysis and Adaptive Management Program sought to understand the conditions under which certain conservation strategies were most effective and to identify lessons learned across conservation projects. When BSP ended in 2001, TNC and Foundations of Success (FOS, a non profit which grew out of BSP) continued to actively work in promoting adaptive management for conservation projects and programs. The approaches used included Conservation by Design (TNC) and Measures of Success (FOS). In 2004, the Conservation Measures Partnership (CMP) – which includes several former BSP members – developed a common set of standards and guidelines for applying adaptive management to conservation projects and programs.

The use of adaptive management techniques can be traced back to peoples from ancient civilisations. For example, the Yap people of Micronesia have been using adaptive management techniques to sustain high population densities in the face of resource scarcity for thousands of years (Falanruw 1984). In using these techniques, the Yap people have altered their environment creating, for example, coastal mangrove depressions and seagrass meadows to support fishing and termite resistant wood (Stankey and Shinder 1997). The origin of the adaptive management concept can be traced back to ideas of scientific management pioneered by Frederick Taylor in the early 1900s (Haber 1964). While the term "adaptive management" evolved in natural resource management workshops through decision makers, managers and scientists focussing on building simulation models to uncover key assumptions and uncertainties (Bormann et al. 1999)

Two ecologists at The University of British Columbia, C. S. Holling

Adaptive management in a conservation project and program context can trace its roots back to at least the early 1990s, with the establishment of the Biodiversity Support Program (BSP) in 1989. BSP was a USAID funded consortium of WWF The Nature Conservancy (TNC), and World Resources Institute (WRI). Its Analysis and Adaptive Management Program sought to understand the conditions under which certain conservation strategies were most effective and to identify lessons learned across conservation projects. When BSP ended in 2001, TNC and Foundations of Success (FOS, a non profit which grew out of BSP) continued to actively work in promoting adaptive management for conservation projects and programs. The approaches used included Conservation by Design (TNC) and Measures of Success (FOS). In 2004, the Conservation Measures Partnership (CMP) – which includes several former BSP members – developed a common set of standards and guidelines for applying adaptive management to conservation projects and programs.

Applying adaptive management in a conservation or ecosystem management project involves the integration of project/program design, management, and monitoring to systematically test assumptions in order to adapt and learn. The three components of adaptive management in environmental practice are:

Testing assumptions is about systematically trying different actions to achieve a desired outcome. It is not, however, a random trial and error process. Rather, it involves using knowledge about the specific site to pick the best known strategy, laying out the assumptions behind how that strategy will work, and then collecting monitoring data to determine if the assumptions hold true. Adaptation involves changing assumptions and interventions to respond to new or different information obtained through monitoring and project experience. Learning is about explicitly documenting a team's planning and implementation processes and its successes and failures for internal learning as well as learning across the conservation community. This learning enables conservation practitioners to design and manage projects better and avoid some of the perils others have encountered. Learning about a managed system is only useful in cases where management decisions are repeated.