Difference between revisions of "Addressing Declining Groundwater Supply in Umatilla County, Oregon, USA"
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|REP Framework=Since the late 1950s the decline of groundwater within Umatilla County, Oregon has been approaching 400 to 500 feet within the deep basalt aquifers underlying the Umatilla Basin, primarily due to withdrawals for public drinking supplies and irrigation for agriculture. Agricultural irrigation, public drinking supply, and Tribal use are the main uses of water within the region. Here we found that the lack of funding from state and federal governments for groundwater resource management led to the development of a community based taskforce responsible for short-term and long-term management of surface and ground based water resources utilizing collaborative learning skills and adaptive management to drive policy decisions. | |REP Framework=Since the late 1950s the decline of groundwater within Umatilla County, Oregon has been approaching 400 to 500 feet within the deep basalt aquifers underlying the Umatilla Basin, primarily due to withdrawals for public drinking supplies and irrigation for agriculture. Agricultural irrigation, public drinking supply, and Tribal use are the main uses of water within the region. Here we found that the lack of funding from state and federal governments for groundwater resource management led to the development of a community based taskforce responsible for short-term and long-term management of surface and ground based water resources utilizing collaborative learning skills and adaptive management to drive policy decisions. | ||
The take away message from this case is that developing a community based management plan regarding a common resource requires patience. The collaborative learning investment will take time to produce the desired results in which equitable distribution of the resource over time and space is brought to fruition. The dedication to public involvement and outreach is providing the gradual foundation of trust between previously antagonistic stakeholders, which is gradual and not hasty. This particular case is still technically developing, even after approximately 5 years. | The take away message from this case is that developing a community based management plan regarding a common resource requires patience. The collaborative learning investment will take time to produce the desired results in which equitable distribution of the resource over time and space is brought to fruition. The dedication to public involvement and outreach is providing the gradual foundation of trust between previously antagonistic stakeholders, which is gradual and not hasty. This particular case is still technically developing, even after approximately 5 years. | ||
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|Issues= | |Issues= | ||
| − | |ASI= | + | |ASI={{ASI |
| + | |Contributor=Contributor: Todd Jarvis, Matthew D. Pritchard | ||
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| + | Contributions: Primary Author: Todd Jarvis | ||
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| + | Editor/Data transcriber: Matthew D. Pritchards | ||
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| + | |ASI=The driving force behind the development of the Umatilla County Critical Groundwater Task force was the state-designated Critical Groundwater Areas (CGAs). In 2003 a hearing was called by the Umatilla County Planning Commission to propose the implementation of a land use overlay zone located within the boundaries of the CGAs. A vast majority of individuals who opposed the plan suggested that Umatilla County establish a community based group comprised of local citizens to address the water resource management issues rather than implementing the land use overlay zone, which would only restrict a few domestic wells. The Planning Commission and the Umatilla County Board of Commissioners appointed a 20 member Umatilla County Critical Groundwater Task Force to be responsible for both short and long term planning for water resource issues. | ||
| + | The Critical Groundwater Areas primarily are located within the western portion of Umatilla County and the Planning Commission recognized that basin-wide water use needed to be addressed before any plans were developed. The members of the Task Force were chosen based upon their respective geographic areas rather than vocational, urban, or Tribal designations. Members were selectively chosen by the Board of Commissioners based upon level of commitment to resolve the water management issue, not to represent vested interests or groups. The initial doctrine of the Task force had two goals: (1) Determine a solution to the current groundwater issues in west Umatilla County; and (2) Develop and design a water resource management plan comprehensive enough to assure that current and future use occurs in a sustainable manner. | ||
| + | The Task Force approached the water deficits with 4 different approaches after including public input which were: (1) Distributing surface water supplies from the Columbia River to reinforce groundwater through collaborative efforts with current or future undetermined projects with the U.S. Bureau of Reclamation, or regional infrastructure investments; (2) Providing more funding to studies and investigations of groundwater resources to increase the accuracy of estimates of reserves;(3)Developing a water rights exchange to recognize and acknowledge the Tribal water and fisheries rights; (4) Increasing the efficiency of the management of existing water rights. | ||
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| + | |User=Mpritchard | ||
| + | }} | ||
|Key Questions={{Key Question | |Key Questions={{Key Question | ||
|Subject=Balancing Industries & Sectors | |Subject=Balancing Industries & Sectors | ||
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|Key Question - Influence= | |Key Question - Influence= | ||
|Key Question - Industries=How can consultation and cooperation among stakeholders and development partners be better facilitated/managed/fostered? | |Key Question - Industries=How can consultation and cooperation among stakeholders and development partners be better facilitated/managed/fostered? | ||
| − | |Key Question Description=After the Task Force was created, they based their public involvement/outreach strategy loosely along the lines of the principles of Collaborative Learning, which was designed at Oregon State University (Walker & Daniels, 2001). This methodology utilizes systems thinking processes to structure conflict management and foster alternative dispute resolution, which is useful in broad natural resource situations with a variety of stakeholder involvement. | + | |Key Question Description=After the Task Force was created, they based their public involvement/outreach strategy loosely along the lines of the principles of Collaborative Learning, which was designed at Oregon State University (Walker & Daniels, 2001). This methodology utilizes systems thinking processes to structure conflict management and foster alternative dispute resolution, which is useful in broad natural resource situations with a variety of stakeholder involvement. |
}} | }} | ||
|External Links= | |External Links= | ||
Revision as of 11:37, 27 July 2012
| Geolocation: | 45° 40' 19.47", -118° 47' 18.9481" |
|---|---|
| Total Population | 75,88975,889,000,000 millionmillion |
| Total Area | 2,5202,520 km² 972.972 mi² km2 |
| Climate Descriptors | Semi-arid/steppe (Köppen B-type), Arid/desert (Köppen B-type), Continental (Köppen D-type), Dry-summer, temperate |
| Predominent Land Use Descriptors | agricultural- cropland and pasture, conservation lands, forest land, rangeland, religious/cultural sites |
| Important Uses of Water | Agriculture or Irrigation, Domestic/Urban Supply, Other Ecological Services, Recreation or Tourism |
Contents
Summary
Natural, Historic, Economic, Regional, and Political Framework
Since the late 1950s the decline of groundwater within Umatilla County, Oregon has been approaching 400 to 500 feet within the deep basalt aquifers underlying the Umatilla Basin, primarily due to withdrawals for public drinking supplies and irrigation for agriculture. Agricultural irrigation, public drinking supply, and Tribal use are the main uses of water within the region. Here we found that the lack of funding from state and federal governments for groundwater resource management led to the development of a community based taskforce responsible for short-term and long-term management of surface and ground based water resources utilizing collaborative learning skills and adaptive management to drive policy decisions. The take away message from this case is that developing a community based management plan regarding a common resource requires patience. The collaborative learning investment will take time to produce the desired results in which equitable distribution of the resource over time and space is brought to fruition. The dedication to public involvement and outreach is providing the gradual foundation of trust between previously antagonistic stakeholders, which is gradual and not hasty. This particular case is still technically developing, even after approximately 5 years.
Analysis, Synthesis, and Insight
Individuals may add their own Analysis, Synthesis, and Insight (ASI) to a case. ASI sub-articles are protected, so that each contributor retains authorship and control of their own content. Edit the case to add your own ASI.
Learn moreASI:Umatilla County Critical Groundwater Task Force: Community-Based Approaches to Conflict Management
Contributed by: Aaron T. Wolf, Joshua T. Newton, Matthew Pritchard (last edit: 12 February 2013)
Key Questions
Balancing Industries & Sectors: How can consultation and cooperation among stakeholders and development partners be better facilitated/managed/fostered?
The Critical Groundwater Areas primarily are located within the western portion of Umatilla County and the Planning Commission recognized that basin-wide water use needed to be addressed before any plans were developed. The members of the Task Force were chosen based upon their respective geographic areas rather than vocational, urban, or Tribal designations. Members were selectively chosen by the Board of Commissioners based upon level of commitment to resolve the water management issue, not to represent vested interests or groups.
Balancing Industries & Sectors: How can consultation and cooperation among stakeholders and development partners be better facilitated/managed/fostered?
After the Task Force was created, they based their public involvement/outreach strategy loosely along the lines of the principles of Collaborative Learning, which was designed at Oregon State University (Walker & Daniels, 2001). This methodology utilizes systems thinking processes to structure conflict management and foster alternative dispute resolution, which is useful in broad natural resource situations with a variety of stakeholder involvement.
