Implementing a Watershed Plan
Introduction
We've all heard the lament of people who have been involved in lengthy planning processes that resulted in plans that 'sit on the shelf collecting dust'. The process of creating a watershed action plan can be very beneficial in its own right, but if the process does not ultimately result in observable changes, the impact on participants can be very damaging, including frustration, resignation, and loss of trust -- in the planning process and each other. The long-term impact on communities in the watershed can be even greater as word gets around that planning efforts are a waste of time.
This module is meant to get you thinking and sharing ideas about the factors that result in the implementation of actions and strategies developed during the watershed planning process. This module poses the question, "What are the keys to moving from ideas to actions?"
To set the stage for discussion, consider the ORO ('Oro' is Spanish for gold) model for successful plan implementation. ORO stands for
Ownership
Resources
Oversight
According to the ORO model, at least three conditions must be met to ensure that any given action or strategy identified in a watershed plan will be successfully implemented.
Ownership refers to the level of commitment key stakeholders have to the proposed action. Key stakeholders are those who must implement the action, as well as those who have the ability to block implementation. For example, if the action involves upgrading home septic systems, key stakeholders might be the County Health Department and homeowners with failing septic systems.
The key to developing stakeholder ownership is an effective decision-making process in which the stakeholders have an opportunity to participate in defining the problem and identifying actions that are both effective at addressing the problem and are acceptable to stakeholders. Too many action strategies are identified by one group and then imposed on another group. Involving stakeholders throughout the planning process creates shared understandings of the problem and allows for early detection of potential objections to specific action strategies.
Resources refers to the financial, physical, and human capital that must be in place to implement a particular action. Financial capital refers to the money required to purchase goods or services. Physical capital includes raw materials (e.g., seeds for planting buffer strips), equipment, and office space. Human capital includes both the people who must carry out the actions and the human relationships and institutions that support the people who carry out the actions. Even the most ingenious and effective actions will not be implemented if the necessary resources are not available.
Oversight is the glue that holds a watershed action plan together. Even the most well-designed action plans can fall apart if no system is in place to systematically monitor progress and evaluate effectiveness. The hard copy of the watershed plan, with responsible parties, action items, and deadlines is one key component of the system, but there must also be an individual or group that ensures the commitments recorded in the plan are met. These "champions" of the plan are ultimately accountable for ensuring that deadlines are met and promises are kept.
Because watershed plans typically rely on voluntary compliance, incentives must be created to encourage stakeholders to fulfill on their commitments. Often, peer pressure is the strongest incentive available and although it's not as formal as a legally binding contract, the fear of losing the respect and esteem of others can be a very powerful motivator -- especially among planning participants that have built strong professional and personal relationships over a long period of time. Perhaps a more desirable way to encourage stakeholders to fulfill on their commitments takes us back to the idea of ownership. Experience suggests that planning participants are most likely to fulfill on their commitments if they share a common understanding of the problem, have contributed to identifying and refining solutions, and hold a personal interest in the successful implementation of those solutions.
Now it's your turn to share your ideas about the factors that result in the successful implementation of actions and strategies developed during the watershed planning process.
Learning Objectives
After completion of this module you should be able to:
- Identify several key factors that lead to the successful implementation of action strategies.
Background Readings
Required Readings:
- Straka, B., Popotnik, G., McEleney, L. & Bartley, J. (2007). What are the "criteria for success" when choosing an implementation project?" Group project that includes a flow chart for implementation of a natural channel design. Created for the 2007 Ohio Watershed Academy. Located in OWA reading packet. (The files are also available here: FlowChartFinal.ppt, GoodProjects.doc, and Stream_Restoration_Using_Natural_Channel_Design.doc)
- USEPA. (2005) Design Implementation Program and Assemble Watershed Plan. In EPA Handbook for Developing Watershed Plans to Restore and Protect Our Waters. (Section 12.1 (p. 12-2) & Section 12.3 thru 12.5 (Pp. 12-7 thru 12-11) and if time allows please read Section 12.6 thur 12.9 (Pp. 12-12 thru 12-26). Note: Take a look at: Figure 12-3 "Table of Contents from White Oak Creek, Ohio watershed plan" on (p.12-26).
- USEPA. (2005) Implement Watershed Plan and Measure Progress. In EPA Handbook for Developing Watershed Plans to Restore and Protect Our Waters. (Sections 13.1 thru 13.5 (Pp. 13-1 thru 13-7))
Additional Resources:
- Federal Interagency Stream Restoration Working Group. (1998). Stream Corridor Restoration: Principles, Processes, and Practices, (Section 6: Implementing, monitoring evaluating and adapting). A copy of this manual, which covers many aspects of stream restoration planning, can be ordered on-line at http://www.nrcs.usda.gov/technical/stream_restoration/