| Abstract: | For restoration to be an effective strategy to reverse large‐scale habitat loss and land degradation, funding programs need policies that promote selection of and commitment to projects that can reasonably be expected to succeed. Programmatic project selection practices have received minimal formal evaluation, despite their importance. In this study, we considered the extent to which a program needs to consider both ecological and organizational factors during project selection in order to minimize the incidence of project failure. Our assessment of a long‐term program that funds ecological restoration efforts across Minnesota (U.S.A.), based on project records, manager surveys, and field surveys, yielded several broadly relevant insights. First, factors well understood to confer ecological resilience (level of landscape alteration and starting condition) were clearly associated with restoration outcomes, regardless of time‐since‐initiation of restoration. Second, restoration of low‐resilience ecosystems is typically a labor‐ and skill‐intensive enterprise for organizations that undertake them. Our analysis revealed four organizational limitations, in addition to insufficient funds, that hindered capacity to keep projects on‐track: lack of planning and goal‐setting, inadequate staffing, leadership change, and incomplete records. Third, to reduce risk, programs do not necessarily need to avoid challenging projects, but do need to consider whether organizations proposing restorations have adequate internal capacity to competently plan and to sustain actions for a duration sufficient to restore ecological resilience. If a restoration is degraded enough to require human intervention to recover, the outcome of a project is as likely to reflect its organizational reality as much as its ecological circumstances. |
