Decision-makers charged with implementing ecosystem-based management (EBM) rely on scientists to predict the consequences of decisions relating to multiple, potentially conflicting, objectives. Such predictions are inherently uncertain, and this can be a barrier to decision-making. The Convention on the Conservation of Antarctic Marine Living Resources requires managers of Southern Ocean fisheries to sustain the productivity of target stocks, the health and resilience of the ecosystem, and the performance of the fisheries themselves. The managers of the Antarctic krill fishery in the Scotia Sea and southern Drake Passage have requested advice on candidate management measures consisting of a regional catch limit and options for subdividing this among smaller areas. We developed a spatially resolved model that simulates krill–predator–fishery interactions and reproduces a plausible representation of past dynamics. We worked with experts and stakeholders to identify (1) key uncertainties affecting our ability to predict ecosystem state; (2) illustrative reference points that represent the management objectives; and (3) a clear and simple way of conveying our results to decision-makers. We developed four scenarios that bracket the key uncertainties and evaluated candidate management measures in each of these scenarios using multiple stochastic simulations. The model emphasizes uncertainty and simulates multiple ecosystem components relating to diverse objectives. We summarize the potentially complex results as estimates of the risk that each illustrative objective will not be achieved (i.e., of the state being outside the range specified by the reference point). This approach allows direct comparisons between objectives. It also demonstrates that a candid appraisal of uncertainty, in the form of risk estimates, can be an aid, rather than a barrier, to understanding and using ecosystem model predictions. Management measures that reduce coastal fishing, relative to oceanic fishing, apparently reduce risks to both the fishery and the ecosystem. However, alternative reference points could alter the perceived risks, so further stakeholder involvement is needed to identify risk metrics that appropriately represent their objectives.
As understanding of basic mobile banking applications increases and the differentiation between mobile banking apps becomes less defined, the importance of mobile design takes center stage. The key is to combine functionality with simplicity.by: Sandeep SoodAsk people about their favorite apps, and you’ll get a slew of answers: Instagram, Yelp, and Google Maps. What you aren’t likely to hear is, “my bank’s app.”A study from the Federal Reserve shows that there are untapped markets waiting for mobile banking. Millions of consumers are going to start banking on mobile in the next twelve months. But millions more aren’t interested.Financial institutions have done a fairly good job at getting their applications onto their customer’s phones. They’ve done a far worse job at generating enthusiasm around their mobile offerings. A big reason for this lack of enthusiasm comes down to bad design: clunky UX, confusing UI, difficult logins, unattractive graphics and an overload of information frustrate many customers, and keep others away. continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
All enthusiasts in the recreational run will have the opportunity to participate in the first business race B2B RUN on Thursday, October 5. Sarajevo was selected for the start of the first race of this type in BiH, and a five-kilometer trail will lead through one of the most beautiful promenades of Sarajevo – the Wilson’s Promenade.B2B RUN represents a unique manifestation that is intended for a business community that does not have enough time for socializing and networking with their colleagues due to everyday routine and stress. Aware of the fact that a good internal communication can become a really important comparative advantage for companies, employers are constantly searching for incentive tools, and B2B RUN seems to be the right solution.B2B RUN gathers teams within individual companies, organizations, and institutions, which are divided into three categories: small, medium and large. The team consists of a minimum of three employees, while the maximum number is not limited. Besides team prizes, participants can also win individual prizes in categories of women and men, as well as the prize for the most-fit company, i.e. the company that applies the largest number of participants.The biggest after-work party is planned for all runners and fans after the race.(Source: akta.ba)