an introduction to adaptive resource management...• “tomorrow is the price for yesterdaytomorrow...
TRANSCRIPT
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An Introduction toAn Introduction toAn Introduction toAn Introduction toAdaptive Resource ManagementAdaptive Resource ManagementAdaptive Resource ManagementAdaptive Resource Management
Developed by: James D Nichols Michael CDeveloped by: James D. Nichols, Michael C. Runge, Fred A. Johnson
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Recurrent decisionsRecurrent decisionsRecurrent decisionsRecurrent decisions
Some decisions are repeated over time, at regular (or irregular) intervals
What makes recurrent decisions What makes recurrent decisions different?
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Recurrent decisions: what’s different?Recurrent decisions: what’s different?Recurrent decisions: what’s different?Recurrent decisions: what’s different?
Added complexityC t d i i i fl f t t t ( )• Current decisions influence future state(s) and, therefore, future actions
• “Tomorrow is the price for yesterday ” (Bob• Tomorrow is the price for yesterday. (Bob Seger 2007)
Opportunity to learn• Comparison of model-based predictions p p
with monitoring data permit learning
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DynamicDynamicDynamicDynamic
Action (t)
Action (t+1)
Action (t+2)
System System System
(t) (t+1) (t+2)
T
Returnystate (t)
ystate (t+1)
ystate (t+2)
ttReturn
Return (t)
Return (t+1)
Return (t+2)
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AdaptiveAdaptiveAdaptiveAdaptive
Monitoring
System
System
Model*Learning Adapt
yModel
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SDM for recurrent decisionsSDM for recurrent decisionsSDM for recurrent decisionsSDM for recurrent decisions How do the elements of SDM need to be
th ht f f t d i i ?thought of for recurrent decisions?
• Objectives• Actions• Models• Monitoring & Learning• Optimization
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ObjectivesObjectivesObjectivesObjectives As in SDM, objectives retain their primacy
• Objectives drive the development of other aspects of the Objectives drive the development of other aspects of the ARM framework
For decisions by public agencies, there may be y p g , ysignificant input from stakeholders in setting objectives• A careful process for developing these objectives isA careful process for developing these objectives is
often needed• Balance regulatory responsibilities of agencies
(legislative mandate) with current input from t k h ldstakeholders
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Dynamic objectivesDynamic objectivesDynamic objectivesDynamic objectives
For recurrent decisions, the objectives may need to reflect the accrual of benefits and costs over time• This can be explicit e g max H
• This can be explicit, e.g., • Or implicit, e.g., min Pr(E100)
0max t
tH
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ActionsActionsActionsActions For recurrent decisions, some consideration needs to
be given to how the set of alternative actions may h tichange over time
Several scenarios• Fixed set of alternatives• Time-dependent set of alternatives (linked decisions)• Dynamic set of alternatives (known dynamics)y ( y )
• i.e., decision today affects options tomorrow, in known way• Developing an adaptive set of alternatives
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Evolution of objectives and actionsEvolution of objectives and actionsEvolution of objectives and actionsEvolution of objectives and actions
“Double-loop learning”
• Experience with process and/or h i t k h ld ttit dchanges in stakeholder attitudes may
make it useful to revisit objectives
• Alternative management actions may evolve as the problem is re-framedevolve as the problem is re-framed
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Models for recurrent decisionsModels for recurrent decisionsModels for recurrent decisionsModels for recurrent decisions Primary use: dynamic predictions
• What is the expected current return (value) of a particular action?
• How will the resource conditions change as a result of an action? (Hence, how will future returns change?)returns change?)
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Dynamic modelsDynamic modelsDynamic modelsDynamic models
Action (t)
Action (t+1)
Action (t+2)
System System System
(t) (t+1) (t+2)
ystate (t)
ystate (t+1)
ystate (t+2)
Return (t)
Return (t+1)
Return (t+2)
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Shorebird use of wetlandsShorebird use of wetlandsShorebird use of wetlandsShorebird use of wetlands
Predict current use of impounded wetland, as a function of• Action taken• Current vegetation state
Predict next year’s vegetation state Predict next year s vegetation state, as a function of• Action taken
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But, we acknowledge uncertaintyBut, we acknowledge uncertaintyBut, we acknowledge uncertaintyBut, we acknowledge uncertainty
“…as we know, there are known knowns; “…as we know, there are known knowns; there are things we know we know. We also there are things we know we know. We also know there are known unknowns; that is to know there are known unknowns; that is to say we know there are some things we dosay we know there are some things we dosay we know there are some things we do say we know there are some things we do
not know. But there are also unknown not know. But there are also unknown unknowns unknowns ---- the ones we don't know we the ones we don't know we
don't know…”don't know…”
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Forms of uncertaintyForms of uncertaintyForms of uncertaintyForms of uncertainty Environmental variation Partial controllability Partial observabilityPartial observability Structural uncertainty
• a form of epistemic uncertainty about• a form of epistemic uncertainty about the effects of management actions
• a focus of adaptive management• a focus of adaptive management
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Forms of uncertaintyForms of uncertaintyForms of uncertaintyForms of uncertaintyExternal Drivers
Observed System State
Environmental Variation Partial
ObservabilityStructural
System SystemModel(s) of S t
ObservabilityUncertainty
System State (t)
System State (t + 1)System
Dynamics
Partial Controllability
Management Current Return
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gActions
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Model (structural) uncertaintyModel (structural) uncertaintyModel (structural) uncertaintyModel (structural) uncertainty Ecological (structural) uncertainty
N t f t d i i t l t l• Nature of system dynamics is not completely known
• Competing ideas about system response toCompeting ideas about system response to management actions
The focus needs to be on uncertainty about the effects of alternative actions• Uncertainty that matters to your ability to
achieve your objectives
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Multiple models in optimizationMultiple models in optimizationMultiple models in optimizationMultiple models in optimization
T=1500 T=800
Equal Model Weights
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MonitoringMonitoringMonitoringMonitoring Purposes
T th t t f th t f th• To assess the state of the system for the purpose of making state-dependent decisionsdecisions
• To determine if the objectives are being met• To resolve uncertaintyy
The development of the monitoring system should be tailored to these needs & driven by the decision context
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LearningLearningLearningLearning Learning
• Resolution of structural uncertainty over timey
In a management setting• Learning is not the ultimate goal, although it might be a g g g g
proximate goal• How will learning be applied to subsequent decisions?
I th t l ith t i t In essence, the way to grapple with uncertainty:• Make short-term predictions you can test, then reassess
the situationB t h l l f h l i ill h f t• But have a clear plan for how learning will change future decisions
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Model weightsModel weightsModel weightsModel weights Often, we can express structural uncertainty
with a discrete set of alternative models
Weights associated with those models reflect relative degrees of faithrelative degrees of faith
Updating model weights• Each model makes a prediction• Comparison of those predictions to the observed result
(monitoring) allows updating• Bayes Theorem used to update based on comparison
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Adaptive Harvest ManagementAdaptive Harvest ManagementAdaptive Harvest ManagementAdaptive Harvest Management
0.6
0.5
SaRw0.
30.
4
prob
abilit
y ScRw
0.2M
odel
p
.00.
1
ScRs
SaRs
22221996 1998 2000 2002 2004 2006
0.
Year
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Continuous set of modelsContinuous set of modelsContinuous set of modelsContinuous set of modelsty
Learning reduces uncertainty
lity
Den
sit
Pro
babi
0 0 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 9 10
Broad uncertainty
2323
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
Short-term Survival Rate of Released Adults
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OptimizationOptimizationOptimizationOptimization As in SDM, the role of optimization is to
fi d th ti th t b t hi thfind the action that best achieves the objectives, given the predictions from the
d l( )model(s)
For recurrent decisions, the optimization may need to be • Dynamic• Adaptive
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Dynamic optimizationDynamic optimizationDynamic optimizationDynamic optimization
Equal Model WeightsEqual Model Weights
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Adaptive optimizationAdaptive optimizationAdaptive optimizationAdaptive optimization Actions have the potential to reduce
t i tuncertainty• Perhaps not equally
Thus, we need to also anticipate how uncertainty will change over time, and how that will affect future decisions
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Adaptive optimizationAdaptive optimizationAdaptive optimizationAdaptive optimization Actions have the potential to reduce uncertainty,
perhaps not equallyperhaps not equally Thus, we need to also anticipate how uncertainty will
change over time, and how that will affect future decisions
Adaptive optimization deals with the “dual-control problem”, balancing• the short-term costs of learning, with the• long-term benefits of learning (are “probing” actions
warranted?)Approaches to adapti e optimi ation Approaches to adaptive optimization:• Discrete model set: carry information state (vector of model
weights) as a state variable• Models characterized by key parameter of general model:Models characterized by key parameter of general model:
parameter value and variance are relevant2727
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NonNon--adaptive solutionadaptive solutionNonNon--adaptive solutionadaptive solutionMore
nfo
rmat
ion
Inf
Less
28
Less
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Adaptive solutionAdaptive solutionAdaptive solutionAdaptive solutionMore
nfo
rmat
ion
Inf
Less
29
Less
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Motivation for AMMotivation for AMMotivation for AMMotivation for AM All management decisions are made
without perfect knowledgewithout perfect knowledge
This uncertainty is what makes decisions This uncertainty is what makes decisions difficult
Any management decision can potentially provide the chance to learnpotentially provide the chance to learn
Iterated decisions can be adaptiveIterated decisions can be adaptive3030
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Adaptive ManagementAdaptive ManagementAdaptive ManagementAdaptive Management Seeks to optimize management
decisions in the face of uncertaintydecisions in the face of uncertainty,
using learning at one stage to influence using learning at one stage to influence decisions at subsequent stages,
while considering the anticipated learning in the optimizationin the optimization.
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AM or SDM?AM or SDM?AM or SDM?AM or SDM? Is the decision recurrent?
Is there structural uncertainty that matters in terms of management decisions? (do we need to learn?)
Is there a monitoring program that is sufficiently focused and precise to discriminate among alternative hypotheses / models? (can we learn?)
Is there an ability to change management strategy in response to what is learned? (can we adapt?)
If “yes” to all, then AM
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Adaptive Management: processAdaptive Management: processAdaptive Management: processAdaptive Management: process Use dynamic optimization to select management
action based on:• (1) objectives• (2) available management actions• (3) estimated state of system(3) estimated state of system• (4) models and their measures of credibility
Action drives system to new state identified viaAction drives system to new state, identified via monitoring program
Compare estimated and predicted system state toCompare estimated and predicted system state to update measures of model credibility
Return to first stepReturn to first step
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Adaptive ManagementAdaptive ManagementAdaptive ManagementAdaptive Management
t = t + 1Monitoring
Decision SurveyAlternative
Actions
Monitoring System
GatherCalculate MonitorDecideotherdata
CalculateUtilities
MonitorDecide
Model
ReviseModels
MakePredictions
LearnObjective Function System
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ModelsModel
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Learning (“Adaptive”)Learning (“Adaptive”)Learning (“Adaptive”)Learning (“Adaptive”)
t = t + 1Monitoring
Decision SurveyAlternative
Actions
Monitoring System
GatherCalculate MonitorDecideotherdata
CalculateUtilities
MonitorDecide
Model
ReviseModels
MakePredictions
LearnObjective Function System
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ModelsModel
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Optimization (“Management”)Optimization (“Management”)Optimization (“Management”)Optimization (“Management”)
t = t + 1Monitoring
Decision SurveyAlternative
Actions
Monitoring System
GatherCalculate MonitorDecideotherdata
CalculateUtilities
MonitorDecide
Model
ReviseModels
MakePredictions
LearnObjective Function System
3636
ModelsModel
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Institutional StuffInstitutional StuffInstitutional StuffInstitutional StuffInstitutional StuffInstitutional StuffInstitutional StuffInstitutional Stuff
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Public Public decisionsdecisionsPublic Public decisionsdecisions Many natural resource management decisions
involve public agenciesp g
So, many ARM applications need to involve the public inthe public in• Problem framing• Objectives setting
J i t f t fi di• Joint fact finding• Implementation
Thi ll f ti i t d lib ti This calls for participatory, deliberative processes in which communication is paramount
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Framing the Framing the problemproblemFraming the Framing the problemproblem
That is, recognizing the core elements of the decision and how they fit togethery g
This is one of the hardest parts This is one of the hardest parts
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How to frame ARM problems?How to frame ARM problems?How to frame ARM problems?How to frame ARM problems? Ask what the decision is
Identify the elements of the decision• Objectives, actions, models, etc.
Ask what impedes the decision• What uncertainty makes the decisionWhat uncertainty makes the decision
difficult?• This is the motivation for ARM
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Iterative Iterative problem framingproblem framingIterative Iterative problem framingproblem framing Often, problem framing is iterative
• Start with a prototype structure• Start with a prototype structure• Perform some initial analysis• Revise the prototype
&• Implement & gain experience• Revise the structure…
It is sometimes difficult to understand the core issues of a problem until you’ve implemented a
t t t t d hprototype structured approach
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DoubleDouble--loop loop learninglearningDoubleDouble--loop loop learninglearning
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SummarySummarySummarySummary AM involves recurrent decisions in which
predicted outcomes are uncertainp
Of the 4 flavors of uncertainty, the focus in AM is on structural uncertaintyis on structural uncertainty
Learning in AM might be passive or active
In practice, AM faces many obstacles (as does any informed approach); requires persistenceany informed approach); requires persistence and openess to double-loop learning
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