Peter Pizor

Abstract The earliest transfer of development rights programs performed poorly, largely because they were optional and because local officials had little opportunity to study and refine them. The second-generation programs are more sophisticated and have gone farther toward fulfilling the promise of the TDR concept. After analyzing the implementation of two second-generation programs—in Montgomery County, Maryland, and in the New Jersey Pinelands—this article presents seven propositions outlining the conditions for operation of successful TDR programs.

GROUNDWATER is difficult to manage. The resource is normally inexpensive, innocuous, and invisible. It rarely has a strong lobby in state or national capitals. Unlike surface water, which attracts a diverse constituency, groundwater can be only slightly more salient than Antarctic mining treaties. When it does become an issue—because of declines in quantity or quality—it can have the ferocity of an awakened giant as the public demands to know: What happened? Why didn't your agency do something? Groundwater poses a major challenge to environmental managers. As in the case of other resources, however, it can be managed wisely and effectively. Here are 10 precepts from environmental administration that can help groundwater managers: 1. Adopt a management by objective approach Goals can be accomplished only after they have been set. What are your goals for groundwater management? Is it managed to maintain quantity, maintain quality, or both? Itemize goals for each aquifer in your ag...

ABSTRACT: The growing concern for public participation in water resource decision-making has invited researchers to improve and develop reliable, quick, and inexpensive techniques for measuring public preferences. It is increasingly clear that traditional participation mechanisms, though useful, are no longer sufficient in providing the level of participation desired by many. A combination of microcomputer technology with Nominal Group Process (a step-by-step process ending in ranked recommendations) offers numerous possibilities for active participatory planning.Efforts at participation occurring through a well developed and defined process cannot be successful without a sensitivity to the conceptual, methodological, and pragmatic problems involved. This paper prefaces presentation of an alternative active process technique with discussion of the theoretical basis of participatory democracy and the frustration with practical implementation procedures.