Civil Engineering Reference
In-Depth Information
7 Managementoptions
In the
situational analysis
step of a water resource planning process, the
benefits and beneficiaries related to the water resource were identified and
the relationship between these benefits and the water resource characteristics
considered. In the
objectives and logic
step desired benefits to be achieved
were identified in objectives, and the associated outputs and performance
indicators developed based on the knowledge from the situational analysis.
Given this, the next step requires the identification and comparative
assessment of management options and the determination of the actions to
be used.
In this chapter we outline a range of different kinds of actions that have
been used in different circumstances, and illustrate these actions with case
studies. Sets of actions are commonly grouped together in
management
options
. Management options typically vary in the extent that they achieve
competing objectives and in implementation cost. In chapter 8 we discuss
how management options are selected, compared, assessed and revised until a
decision is made on which actions are to be used.
Possible actions
The kinds of actions that are in use are described below. Case studies are used
to illustrate practical application in the remainder of this chapter. Whether
they are addressed within a water resource plan, in broader legislation, or
in associated planning processes varies from jurisdiction to jurisdiction.
For example, legislation may dictate the nature and need for water licences
generally, or empower plans to determine whether or not water licences are
required in an area. The decision to build a dam and its parameters may be
made by a government independent of water resource planning or may be
the main subject of a water resource plan. Linkages between a government
department responsible for water management and a catchment authority or
water user association may be used to facilitate action outside of the normal
legislative responsibilities.
