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<br />0027.'fJ <br /> <br />, <br /> <br />hnplementation Committee <br />January 17, 1997 <br />~ Page 2 <br /> <br /> <br />4. The Ouray facility is overloaded. Losses due to disease and stress can be expected. <br /> <br />S. There is a need for significant infusion of capital funds into the propagation element of <br />the Program in order to overcome the significant deficits that exist in primary and <br />backup refugia, broodstock, and facilities for restoration/recovery stocking. <br /> <br />6. Restoration/recovery stocking will be a long term effort involving stocking oflarge <br />numbers of fish in order to be successful. <br /> <br />7. Efforts to date have been primarily devoted to development of broodstock for razorback <br />sucker and Colorado squawfish, limited experimental stocking, and research programs. <br /> <br />8. There are no definitive plans for implementing restoration/recovery stocking of any of <br />the four species. <br /> <br />9. The Program needs to reorient the propagation element into an action program that is <br />results oriented, followed by monitoring of those actions. The research orientation of <br />the Program is stifling recovery. <br /> <br />10. The propagation program needs management oversight by the Management and <br />hnplementation Committees. The Program is lacking definable management objectives <br />and a long range plan that is susceptible to management oversight. A plan needs to be <br />developed that includes objectives, time frames, and budgets for facilities development <br />and actions to stock endangered fish. <br /> <br />Our review of propagation/stocking activities indicates that there is a significant need for <br />management direction of the propagation/stocking element of the Recovery Program. There <br />is no clear definition of objectives which can serve as management check points in this <br />Program element, The Management Committee and hnplementation Committee cannot <br />identify specific objectives, determine whether or not objectives are being achieved, the <br />problems with achieving objectives, and associated remedies. We suspect this is true of other <br />elements of the Program as well. Management of technical processes is difficult. These <br />processes are often driven from the bottom up. Many significant decisions regarding this <br />Program element are made at the Biology Committee level, and simply never reviewed by the <br />Management or hnplementation Committees with respect to priorities, objectives, budgets, <br />and schedules. Specific management objectives need to be established for the <br />propagation/stocking element of the Recovery Program, and for all other Program elements. <br />These objectives need to be monitored, problems identified, and actions taken to remedy the <br />problems. <br />