NORTH FORK FEATHER RIVER, CALIFORNIA, USA 22.9
normally limited to federal lands, to work on cooperative projects on private lands
(Clifton, 1994). Approximately 200 CRM groups have been formed in California to
cooperatively address watershed management problems. These groups represent largely
grass roots coalitions to address specific local watershed issues and implement workable
solutions. Because participation is voluntary, all parties must perceive individual
benefit from watershed restoration, and that cooperation with others will enhance the
opportunity for solving watershed problems. This strategy promotes an integrated approach
to watershed restoration that embodies the principles of ecosystem management
(Lindquist and Harrison, 1995).
Because it is based on voluntary cooperation, the East Branch CRM must necessarily
develop a consensus among the participants, and it does not interfere with the activities or
roles of polarized interest groups or agency mandates related to current resource management
practices. CRM participants adhere to the following guidelines (Clifton, 1994):
The CRM works on cumulative watershed effects on both public and private lands
and in multiple land uses. It does not work exclusively on specific land areas or use
patterns. While executed projects have primarily focused on stream erosion
problems, they have also included improved grazing management and stabilization
of mine tailings.
All decisions are reached by consensus.
Enlightened self-interest and long investment horizons are necessary to achieve
solutions that are both economically and environmentally sustainable.
Education, innovation, and demonstration projects are used to encourage cooperation
and participation, instead of regulatory approaches.
All affected interests necessary to implement a long-term comprehensive solution are
involved near the beginning of the process.
Public and private landowners take the lead on projects on their lands. The
landowners develop goals, worst-case scenarios, and land use history information.
All participants, including technicians, investors, and regulators make a three-part
promise to: (1) attempt to solve shared problems, (2) prevent landowner and
participant fears from being realized, and (3) monitor and document project
successes and failures.
The cumulative watershed effects for the East Branch CRM are water quality, fuel
hazard, desertification, and biodiversity problems that: cannot always be solved in a
reasonable time by management changes alone; are caused by multiple and cumulative
effects over decades involving many people, most of whom are now gone; require
comprehensive long-term strategies as opposed to a piecemeal approach; are causing
increasing costs and conflicts among resource users; and involve long-term monitoring.
The overall organizational structure of the East Branch CRM is illustrated in Fig.
22.4. The executive committee provides overall policy guidance, liaison with
Washington, and dispute arbitration. The steering committee provides public access,
ensures program continuity from year to year, and approves and forwards project concepts to
the management committee for execution. The management committee is part of the
executive committee and is responsible for day-to-day operations. There are five types of
subcommittees. The project subcommittee, chaired by the Feather River Resource
Conservation District, is responsible for nominating projects for implementation. This
procedure helps keep control of project proposals at the local level. The finance
subcommittee identifies potential funding sources and aids in preparation of funding
applications when necessary. The design subcommittee defines overall project design
objectives and principles and provides expertise in specific areas as required. The
monitoring subcommittee designs and oversees monitoring activities. There are several