Now it’s time to develop, evaluate, and prioritize potential actions which, when implemented, can result in outcomes that make progress toward the stated objectives. These activities collectively create the basis for an implementation plan.
Steps for successfully executing plan outcomes:
Identify Potential Actions
Evaluate and Prioritize Actions
Develop an Implementation Plan
Political and Public Support
How well does the project address stakeholder/ community values? Does the action have support from elected officials and is there political will to accomplish it?
Is the action allowed under existing water law and land use regulations?
Are there funding sources available for the total capital cost and ongoing maintenance/operations costs?
Property Ownership and Accessibility
If the action is on private land, how willing are the landowners? If on public land, what is the process for and likelihood of gaining approval?
Does the community have the leadership, staff resources, capabilities, and underlying structures to administer and maintain the action?
Are there ready partners for funding and collaboration that can be leveraged to expand the benefits of the action?
How effective at meeting project objectives is the action?
Will implementing the action have unintended consequences that should be considered? For example, irrigation efficiency improvements may impact plant communities that rely on them, or bank stability measures may move erosion and deposition processes up or downstream.
Does the action advance other long-term community plans and goals?
Promote leadership and set the stage for implementation:
As an alternative to having the technical consultant consider the criteria for each action (which could be expensive), use this step to empower stakeholders to take ownership over the actions. Have the stakeholder who would potentially be the lead fill out a worksheet addressing these criteria. Once all the worksheets are compiled, the full stakeholder group can review/rank the actions, resulting in a priority list. One SMP using this approach only included an action in their plan if the worksheet was completed, which indicated that the lead entity was serious about making that action happen. This exercise helps stakeholders consider whether they are willing to take the action on, if the action is realistic, and how the action fits into their priorities and work plans, all while cultivating leadership and buy-in.