Analysis

Approach

Determining what analyses are needed will save you time and money and prevent clouding issues. Determine the right level of detail.

A decision without analyses is akin to a trip without roadmaps.

You need to use analyses and professional judgmentto determine which solution can best meet the identified needs within a particular physical and social context. Ensure that you have the right people to do the analysis.

Analyses provide the information necessary to:

• Define the problem
• Determine how other actions and issues affect the problem
• Develop and compare alternatives
• Identify fatal flaws
• Build consent for alternatives
• Determine the best way to implement an alternative

Get the right people for the right analyses. You want the gardener to provide the roses, not to embroider the princess's wedding gown.

Agree on what analyses you need and what methodology you will use. This will help resolve conflicts with data and analyses before they tear the process apart. Find out whether the real issue is data reliability or an underlying agenda by asking at what threshold the decision changes (e.g., Will the decision change if fish mortality data are 5 percent off? What about 50 percent?) Reports c onsolidate the analyses and participants' input to:

• Communicate and evaluate your progress
• Provide something for participants to react to
• Document actions, findings, and decisions

Document the decision process.

Develop and agree on indicatorsto consistently analyze your issues. See example table of indicators. Use your Action Plan as an outline for needed reports and analyses.

Guard against wasting time and resources gathering data that isn't used. Check reality. Ask "who will use this and why?" Then talk to them! Don't forget potential implementors.

Go On

(Find out why no one wants to examine different resources.)

Handyman's Tour Milestones <------> Take Stock/Review

Scoping

Keep on Track

Indicator Table

Decisions