Browsing by Author "Walkerden, Greg"

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Adaptive Management of the Water Cycle on the Urban Fringe: Three Australian Case Studies
(1999) Gilmour, Alistair; Walkerden, Greg; Scandol, James
"Our group at Macquarie University has run three adaptive management projects in New South Wales, Australia. Their objectives were: (1) to evaluate water cycle management strategies to minimize impacts of urban development on water quality in the Hawkesbury-Nepean basin; (2) to evaluate development planning policies to minimize water quality impacts on a series of coastal lakes; and (3) to carry out a preliminary assessment of the potential impacts of greater recreational use of Sydney water catchments. "These projects are examined to evaluate the contribution of the adaptive management approach to water cycle management on the urban fringe in New South Wales. The role of the adaptive management approach in education, as a negotiation process, and in policy formulation and evaluation, is presented. The importance of community participation, the role of an 'institutional champion,' and the need to manage the lead-up phase and the postworkshop phase with as much attention to detail as the workshop phase is underlined. Proposed prerequisites for a successful adaptive management project are developed along these lines."
Adaptive Management Planning Projects as Conflict Resolution Processes
(2006) Walkerden, Greg
"Adaptive management planning projects use multiparty, multidisciplinary workshops and simulation modeling to facilitate dialogue, negotiation, and planning. However, they have been criticized as a poor medium for conflict resolution. Alternative processes from the conflict resolution tradition, e.g.,principled negotiation and sequenced negotiation, address uncertainty and biophysical constraints much less skillfully than does adaptive management. When we evaluate adaptive management planning using conflict resolution practice as a benchmark, we can design better planning procedures. Adaptive management planning procedures emerge that explore system structure, dynamics, and uncertainty, and that also provide a strong negotiation process, grounded in principled exploration of stakeholders' interests and needs. 'Crossing' procedures in this manner is a fertile way of developing new forms of professional practice."