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Watershed Management WS - Rebecca Power & Amulya Rao

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Watershed Management WS - Rebecca Power & Amulya Rao

  1. 1. Getting to Scale With Successful Watershed Management Rebecca Power and Amulya Rao University of Wisconsin North Central Region One Water Action Forum 2018
  2. 2. Acknowledgements ADVISORY COMMITTEE Todd Ambs, Healing Our Waters – Great Lakes Coalition Nicholas Brozović and Kate Gibson, Water for Food Daugherty Global Institute at the University of Nebraska-Lincoln Linda Prokopy, Purdue University Chad Watts, Conservation Technology Information Center Roger Wolf, Iowa Soybean Association
  3. 3. Overview  What is successful watershed management?  What do we know about getting to scale?  What is our theory of change?  The importance of a watershed approach  Water as a common pool resource (Ostrom and others)  Scalable unit and necessary support elements of successful watershed management model Photo Credit: Tom Gill
  4. 4. Successful Watershed Management Successful watershed management: a system that achieves water-related environmental and social goals in a designated time frame, with the goals and the time frame agreed upon by a representative group of stakeholders.
  5. 5. What do we know about getting to scale? Photo: Stephen Morrison
  6. 6. Phases of scale-up: a public health model Modified from Barker et al 2016
  7. 7. Theory of change: scalable unit – 2 parts 1. Scale appropriate planning and implementation 2. Necessary support elements Human capital Social capital Policy framework Finance framework
  8. 8. Scalable unit – 2 parts 1. Scale-appropriate planning and implementation  Watershed planning at the HUC 8 scale in most Upper Midwest states  Watershed planning + implementation at the HUC 10/12 scale  Size may differ with different populations, geographies and governance systems
  9. 9. Scalable unit - 2 parts 2. Necessary support elements Human capital Social capital Policy framework Finance framework
  10. 10. Necessary element: human capital  Establish a nested management structure corresponding to the scalable unit.  HUC 8 coordinator/manager  Rotating HUC 10/12 coordinator  Nurture watershed professionals’ leadership by professionalizing watershed management  Provide training  Develop professional certificates in watershed leadership  Establish professional organizations for watershed professionals  Offer professional-level compensation to watershed professionals Photo: Mike Orso
  11. 11. Necessary element: human capital  Encourage citizen leadership and participation in watershed initiatives  Train and nurture system integrators, liaisons
  12. 12. Necessary element: social capital  Involve community members in watershed- related planning, activities, and decisions.  Increase social capital by strengthening networks – informal and formal  Involve the community in formal organizations like community watershed associations.  Before launching intensive watershed efforts, gauge stakeholder and community readiness. Prioritize projects with high stakeholder and community readiness. Wisconsin Foodie https://www.youtube.com/watch?v=2L0sxcm-elc
  13. 13. Necessary element: social capital  Build trust between community members and leaders of public and private institutions  Early engagement  Reciprocity  Process transparency  Data transparency and sharing  Manage expectations Photo: Papillion Creek Watershed Partnership
  14. 14. Necessary elements: policy framework  States, in partnership with federal and local government, must develop policy to encourage watershed planning at larger scales and implementation at smaller, local scales  Watershed policies should incorporate outcome-based, numeric, performance measures  Watershed plans must include accountability criteria  Federal, state, and local watershed efforts must be coordinated and corresponding agencies should work together synergistically
  15. 15. Necessary element: financing framework Your financial framework should be:  Sufficient  Stable  Diverse
  16. 16. Necessary element: financing framework  Explore new and underutilized public and private funding sources to pay for watershed projects  Increase use of financing mechanisms like State Revolving Loan Funds and green bonds that offer flexible ways to borrow money  Increase use of incentive-based and mitigation-based economic instruments that can be used to modify land management practices through market forces  Build organizational capacity that will allow entities to pursue underutilized sources of private funding and use a mix of funding and financing options that will offer sufficient, stable, long-term, and diverse funds for watershed management
  17. 17. Necessary element: financing framework
  18. 18. Necessary element: financing framework https://www.epa.gov/sites/production/files/2017- 10/documents/sponsorship_style_newest_final.pdf Ohio EPA Water Resource Restoration Sponsor Program (WRRSP) Tagline: Providing over $165 million for stream and wetland restoration and protection projects throughout Ohio https://www.conservationfinancenetwork.org/2018/05/21/usin g-state-revolving-funds-for-land-conservation
  19. 19. Necessary element: financing framework
  20. 20. Where Do We Go From Here?
  21. 21. Operationalizing Scale-Up  Step 1: Create a vision and broad strategy for the scale-up  Step 2: Develop an organizational structure to support scale-up – Midwest Watershed Collaborative?  Step 3: Test, evaluate, and refine scale-up strategies  Step 4: Go to and maintain full scale watershed management 
  22. 22. A Midwest Watershed Collaborative Could . . .  Develop a knowledge management system  Cultivate new leadership  Organize outreach campaigns  Influence policy  Provide technical and financial expertise
  23. 23. Thank you! Rebecca Power – rlpower@wisc.edu Amulya Rao - amulya.vishweshwer@wisc.edu

Editor's Notes

  • Scalable unit: SMALLEST ADMINISTRATIVE UNIT THAT INCLUDES KEY INFRASTRUCTURE, RELATIONSHIP ARCHITECHTURE, other necessary elements of theory of change
  • Watershed leadership – “doers and thinkers” – technical, administrative, stakeholder champions – a core committed group, a credible “evangelist”, sponsors, people with broader power and influence.

    Watershed coordinator and support staff - needed for each scalable unit; doesn’t have to be “one local watershed, one coordinator”

    “Nested” management structure to correspond to management needs (e.g. HUC 8 coordinator supports coordinators at smaller scales)
    2 levels
    Multiple HUC 8 coordinators (have a planning function at HUC 8 scale and support implementation at the HUC 12 scale)
    Multiple watershed coordinators, each coordinator works on multiple priority HUC 12s within a HUC 8.
    Professionalization

    Compensation guidelines Model position description (see core competencies)Ensure time for relationship building, planning, implementation, and evaluation A professional org: Such as a State/Regional Association to support professional development, and other services/support (position description etc.)Also can address issue of turnover (better compensation, professionalization

    Professional development and certification - Training to address the complex and diverse skills in watershed management


  • Watershed leadership – “doers and thinkers” – technical, administrative, stakeholder champions – a core committed group, a credible “evangelist”, sponsors, people with broader power and influence.

    Watershed coordinator and support staff - needed for each scalable unit; doesn’t have to be “one local watershed, one coordinator”

    “Nested” management structure to correspond to management needs (e.g. HUC 8 coordinator supports coordinators at smaller scales)
    2 levels
    Multiple HUC 8 coordinators (have a planning function at HUC 8 scale and support implementation at the HUC 12 scale)
    Multiple watershed coordinators, each coordinator works on multiple priority HUC 12s within a HUC 8.
    Professionalization

    Compensation guidelines Model position description (see core competencies)Ensure time for relationship building, planning, implementation, and evaluation A professional org: Such as a State/Regional Association to support professional development, and other services/support (position description etc.)Also can address issue of turnover (better compensation, professionalization

    Professional development and certification - Training to address the complex and diverse skills in watershed management


  • Strengthening networks - organizing informal social activities, community volunteer events, community listening sessions, as well as supporting formal organizations like community watershed associations.

    being transparent about processes and data,
    engaging community and stakeholder groups early and frequently, and communicating with
    them clearly and openly.
    formal organizations like community watershed associations.

    Finally, they also emphasized the need for reaching consensus on
    goals for the watershed as well as setting realistic expectations of what can be achieved.

  • being transparent about processes and data,
    engaging community and stakeholder groups early and frequently, and communicating with
    them clearly and openly.
    formal organizations like community watershed associations.

    Finally, they also emphasized the need for reaching consensus on
    goals for the watershed as well as setting realistic expectations of what can be achieved.
  • Accountability: (a) clearly defined performance standards, (b) consistent monitoring to assess
    whether standards have been met, and (c) consequences to encourage better performance.
  • Financing refers to borrowing money to pay for a project (USDOT, 2010) and new financing mechanisms are “new methods for borrowing money in flexible and/or potentially cost-effective ways to pay for a project” (Chen, 2016). Summit participants highlighted two underutilized financing mechanisms, namely revolving loan funds, and green bonds that are especially promising in the context of watershed management.
  • Economic instruments or market-based instruments “rely on market forces and changes in relative prices to modify the behavior of public and private polluters in a way that supports environmental protection or improvement” (Bernstein, 1997). These instruments fall into two categories: incentive-based approaches and mitigation or credit-based approaches.

    1. Incentive-based approaches: Incentive-based approaches directly or indirectly use financial means to prompt polluters to reduce the risks that their facilities, processes, or products pose. This approach typically provides financial rewards for polluting less, and/or imposes costs for polluting more (Anderson, 2002).

    2. Mitigation or credit-based approaches: Mitigation or credit-based approaches provide “regulated parties flexibility in meeting a performance standard and create an incentive to develop new, more cost effective methods to reduce pollution” (Brown & Sanneman, 2017).
  • Maintain balance in who pays and who benefits
    More research on costs and benefits needed

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