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• 21. [Article] AlvordAssess2.pdf

  Citation × Citation Citation Abstract Copy Title: AlvordAssess2.pdf Author: Harney County Watershed Council Title: AlvordAssess2.pdf Author: Harney County Watershed Council Close

• 22. [Article] Harney-MalheurLakes1.pdf

  Citation × Citation Citation Abstract Copy Title: Harney-MalheurLakes1.pdf Author: Harney County Watershed Council Title: Harney-MalheurLakes1.pdf Author: Harney County Watershed Council Close

• 23. [Article] Harney-MalheurLakes2.pdf

  Citation × Citation Citation Abstract Copy Title: Harney-MalheurLakes2.pdf Author: Harney County Watershed Council Title: Harney-MalheurLakes2.pdf Author: Harney County Watershed Council Close

• 24. [Article] Relationships, communication, and power in Willamette Valley watershed councils : toward building resilient collaborative pathways

  The purpose of this research is to investigate how stakeholders involved in collaborative watershed groups in Oregon work with each other to form ideas and take action. Most collaboration efforts include ...

  Citation × Citation Citation Abstract Copy Title: Relationships, communication, and power in Willamette Valley watershed councils : toward building resilient collaborative pathways Author: Myhre, Andrea L. The purpose of this research is to investigate how stakeholders involved in collaborative watershed groups in Oregon work with each other to form ideas and take action. Most collaboration efforts include encouraging a high level of trust with a great value placed on relationships and partners, being open and flexible, and involving multiple parties who share power, which is very different from traditional command-and- control approaches to environmental problems. Collaboration is currently a popular tool in environmental management but some criticize that it allows for more control over resources by interest groups or that these efforts are simply another layer of government bureaucracy. I studied the process of the collaborative approach in four watershed councils in the Willamette Basin, specifically focusing on collaboration concepts of relationship building, open communication, and shared power, as well as how they might be related to each other. I felt that watershed councils were probably not practicing collaboration due to variables such as stakeholders' value differences, political ecology dynamics in the watershed, or organizational issues which did not support collaboration components. The methodology I used to explore these questions primarily involved a systems approach and included cultural anthropology techniques in social network analysis, participant observation, and interviewing. However, because these concepts each involved a number of elements, I utilized a number of different quantitative analysis and mapping methods to help me see other possible trends that supported or redirected themes I drew from my data. To better understand power and centrality issues, I constructed sociograms based on communication patterns between collaborators as well as a power-index for each member of the project. I also researched background information related to the political ecology of each watershed to better understand outside influences that might be affecting the way collaboration concepts were being practiced by councils. Results suggested that collaboration is widely understood and appreciated by project and watershed council participants, who also trusted the councils to address their ideas and concerns. Collaboration does lead to relationship-building between participants across interest groups, especially between professionals and other citizen stakeholders. Previous relationships between landowners are important in helping to recruit participants and facilitate communication from council leadership to members. Project leaders tend to be government officials because of their position and knowledge. Also, relationships between stakeholders and agency employees are key to the initial development of projects, likely for the same reason. However, agency participants seem to play a position of acting as project facilitator instead of project director, helping to support collaboration concepts. In cases where collaboration concepts are not being practiced, other levels of influences such as social conditions or organizational problems are disrupting this balance. Comparing adaptive cycle and panarchy models - which center on system properties of capital, connectedness, and resilience - to collaboration concepts, which involve similar ideas, is helpful in assessing why collaboration is not working and how these situations can be remedied. Relationships between different levels of adaptive cycles affecting the watersheds can support or derail collaboration in councils. If the human community in the watershed is in turmoil, more energy in the form of strong councils may be needed to overcome this negative state. Watershed councils and their partners, such as OWEB, need to invest in effective organizational management strategies in order to maintain flexible connectedness, or a strong adaptive organizational structure in the councils. Agencies can also play a critical role by assigning and training staff to act as technical advisors and project facilitators, so that councils can focus on building the capacity of their organizations. Title: Relationships, communication, and power in Willamette Valley watershed councils : toward building resilient collaborative pathways Author: Myhre, Andrea L. The purpose of this research is to investigate how stakeholders involved in collaborative watershed groups in Oregon work with each other to form ideas and take action. Most collaboration efforts include encouraging a high level of trust with a great value placed on relationships and partners, being open and flexible, and involving multiple parties who share power, which is very different from traditional command-and- control approaches to environmental problems. Collaboration is currently a popular tool in environmental management but some criticize that it allows for more control over resources by interest groups or that these efforts are simply another layer of government bureaucracy. I studied the process of the collaborative approach in four watershed councils in the Willamette Basin, specifically focusing on collaboration concepts of relationship building, open communication, and shared power, as well as how they might be related to each other. I felt that watershed councils were probably not practicing collaboration due to variables such as stakeholders' value differences, political ecology dynamics in the watershed, or organizational issues which did not support collaboration components. The methodology I used to explore these questions primarily involved a systems approach and included cultural anthropology techniques in social network analysis, participant observation, and interviewing. However, because these concepts each involved a number of elements, I utilized a number of different quantitative analysis and mapping methods to help me see other possible trends that supported or redirected themes I drew from my data. To better understand power and centrality issues, I constructed sociograms based on communication patterns between collaborators as well as a power-index for each member of the project. I also researched background information related to the political ecology of each watershed to better understand outside influences that might be affecting the way collaboration concepts were being practiced by councils. Results suggested that collaboration is widely understood and appreciated by project and watershed council participants, who also trusted the councils to address their ideas and concerns. Collaboration does lead to relationship-building between participants across interest groups, especially between professionals and other citizen stakeholders. Previous relationships between landowners are important in helping to recruit participants and facilitate communication from council leadership to members. Project leaders tend to be government officials because of their position and knowledge. Also, relationships between stakeholders and agency employees are key to the initial development of projects, likely for the same reason. However, agency participants seem to play a position of acting as project facilitator instead of project director, helping to support collaboration concepts. In cases where collaboration concepts are not being practiced, other levels of influences such as social conditions or organizational problems are disrupting this balance. Comparing adaptive cycle and panarchy models - which center on system properties of capital, connectedness, and resilience - to collaboration concepts, which involve similar ideas, is helpful in assessing why collaboration is not working and how these situations can be remedied. Relationships between different levels of adaptive cycles affecting the watersheds can support or derail collaboration in councils. If the human community in the watershed is in turmoil, more energy in the form of strong councils may be needed to overcome this negative state. Watershed councils and their partners, such as OWEB, need to invest in effective organizational management strategies in order to maintain flexible connectedness, or a strong adaptive organizational structure in the councils. Agencies can also play a critical role by assigning and training staff to act as technical advisors and project facilitators, so that councils can focus on building the capacity of their organizations. Close

• 25. [Article] Assessment of Water Quality Monitoring in Oregon’s Estuaries: Case Study of a Watershed Council Volunteer Monitoring Program

  This project examined a watershed council sponsored volunteer estuary water quality monitoring program, from initial implementation to program status five years later. In addition, literature research ...

  Citation × Citation Citation Abstract Copy Title: Assessment of Water Quality Monitoring in Oregon’s Estuaries: Case Study of a Watershed Council Volunteer Monitoring Program Author: Kolkemo, Emily This project examined a watershed council sponsored volunteer estuary water quality monitoring program, from initial implementation to program status five years later. In addition, literature research and interviews with estuarine experts were conducted in an attempt to devise strategies to strengthen estuary water quality monitoring programs within the state of Oregon. I assisted in the implementation of the volunteer water quality monitoring program for a watershed council, then reviewed the current status of the program five years later. Based upon this assessment, I found that the initial goals of the program had been met, but I also found that the program had been altered. While the goals of the program have stayed relatively the same, the way in which they are met has been changed to meet new objectives. This adaptive management approach has allowed integration of the program within many watershed council activities, from educational endeavors to expanded monitoring within the upper watershed. Volunteers, from schoolchildren to adults, have been instrumental in collecting scientifically credible data, and the program has been an effective tool to educate people of all ages about estuarine and water quality issues. While this particular program has been successful over the long term, the estuarine component of the program has been de-emphasized. The reduced emphasis on the estuary may be due in part on limited funding for monitoring, and the difficulty associated with assessing restoration needs (a major activity of watershed councils) based on estuarine water quality. Overall, a more coordinated approach needs to be taken with estuary water quality monitoring in Oregon. While many different groups, such as watershed councils, should and can conduct actual field monitoring activities, implementation and oversight should be coordinated through state, federal, tribal, private, and nonprofit entities that have an interest and role in Oregon’s estuaries. Title: Assessment of Water Quality Monitoring in Oregon’s Estuaries: Case Study of a Watershed Council Volunteer Monitoring Program Author: Kolkemo, Emily This project examined a watershed council sponsored volunteer estuary water quality monitoring program, from initial implementation to program status five years later. In addition, literature research and interviews with estuarine experts were conducted in an attempt to devise strategies to strengthen estuary water quality monitoring programs within the state of Oregon. I assisted in the implementation of the volunteer water quality monitoring program for a watershed council, then reviewed the current status of the program five years later. Based upon this assessment, I found that the initial goals of the program had been met, but I also found that the program had been altered. While the goals of the program have stayed relatively the same, the way in which they are met has been changed to meet new objectives. This adaptive management approach has allowed integration of the program within many watershed council activities, from educational endeavors to expanded monitoring within the upper watershed. Volunteers, from schoolchildren to adults, have been instrumental in collecting scientifically credible data, and the program has been an effective tool to educate people of all ages about estuarine and water quality issues. While this particular program has been successful over the long term, the estuarine component of the program has been de-emphasized. The reduced emphasis on the estuary may be due in part on limited funding for monitoring, and the difficulty associated with assessing restoration needs (a major activity of watershed councils) based on estuarine water quality. Overall, a more coordinated approach needs to be taken with estuary water quality monitoring in Oregon. While many different groups, such as watershed councils, should and can conduct actual field monitoring activities, implementation and oversight should be coordinated through state, federal, tribal, private, and nonprofit entities that have an interest and role in Oregon’s estuaries. Close

• 26. [Article] McKenzie River focus watershed coordination : year end report 2000

  This report summarizes accomplishments of the McKenzie River Focus Watershed Council (MWC) in the areas of coordination and administration during Fiscal Year 2000. Coordination and administration consist ...

  Citation × Citation Citation Abstract Copy Title: McKenzie River focus watershed coordination : year end report 2000 Author: Thrailkil, Jim This report summarizes accomplishments of the McKenzie River Focus Watershed Council (MWC) in the areas of coordination and administration during Fiscal Year 2000. Coordination and administration consist of prioritization and planning for projects; project management and implementation; procurement of funding for long-term support of the Council; and watershed education/outreach program for residents and local schools. Key accomplishments in the area of project planning include coordinating: monthly Council and executive committee meetings; staffing the Upper Willamette Spring Chinook Working Group; staffing the water quality technical committee; and guiding education and stewardship projects. Key accomplishments in the area of project management include the completion of the McKenzie-Willamette Confluence Assessment; securing funds for project planning in the confluence area; near completion of the BPA funded McKenzie sub-basin assessment; development of a framework for a McKenzie Watershed Conservation Strategy; an evaluation of Council’s monitoring programs - ambient water quality, storm-event water quality, Tier III water quality, and macroinvertebrate monitoring. The Council, in cooperation with the McKenzie River Cooperative, completed habitat enhancements in the Gate Creek and Deer Creek sub-watersheds. This partnership recently submitted Bring Back the Natives grant for initiation of projects in other McKenzie tributaries. The Council will also be working with a local business to develop a river-side riparian enhancement and native landscaping project on the lodge grounds. This will serve as a demonstration project for blending fish and wildlife habitat concerns with maintaining grounds for business opportunities. Accomplishments in the area of procurement of funding included developing the FY2000 Scope of Work and budget for approval by the Council and BPA; providing quarterly budget and work program progress reports to the Council; and securing additional funding from Council partner organizations and foundations. Highlights in the area of watershed education/outreach include the MWC’s lead role in convening the Watershed Education Network for teachers as part of its educational mission; production of newsletters and brochures; and coordination of media coverage of watershed-related issues. MWC completed all tasks outlined in the FY2000 Scope of Work with the following staff: Watershed Coordinator (1.0 FTE), Project Coordinator (.25 FTE), and Education Coordinator (0.5 FTE). Coordination of these activities by MWC improves resource stewardship and protects fish and wildlife habitat through increased collaboration among Federal, state, and local government agencies, and landowners within the watershed. Increasing awareness and expanding knowledge affects behavior positively and promotes attitudes that encourage watershed stewardship. During Fiscal Year 2001, MWC intends to focus on an Implementation Strategy based on the McKenzie sub-basin assessment results; implementation of projects recommended from the McKenzie-Willamette confluence assessment; and increasing its presence at the local level through contact with watershed residents and groups. Title: McKenzie River focus watershed coordination : year end report 2000 Author: Thrailkil, Jim This report summarizes accomplishments of the McKenzie River Focus Watershed Council (MWC) in the areas of coordination and administration during Fiscal Year 2000. Coordination and administration consist of prioritization and planning for projects; project management and implementation; procurement of funding for long-term support of the Council; and watershed education/outreach program for residents and local schools. Key accomplishments in the area of project planning include coordinating: monthly Council and executive committee meetings; staffing the Upper Willamette Spring Chinook Working Group; staffing the water quality technical committee; and guiding education and stewardship projects. Key accomplishments in the area of project management include the completion of the McKenzie-Willamette Confluence Assessment; securing funds for project planning in the confluence area; near completion of the BPA funded McKenzie sub-basin assessment; development of a framework for a McKenzie Watershed Conservation Strategy; an evaluation of Council’s monitoring programs - ambient water quality, storm-event water quality, Tier III water quality, and macroinvertebrate monitoring. The Council, in cooperation with the McKenzie River Cooperative, completed habitat enhancements in the Gate Creek and Deer Creek sub-watersheds. This partnership recently submitted Bring Back the Natives grant for initiation of projects in other McKenzie tributaries. The Council will also be working with a local business to develop a river-side riparian enhancement and native landscaping project on the lodge grounds. This will serve as a demonstration project for blending fish and wildlife habitat concerns with maintaining grounds for business opportunities. Accomplishments in the area of procurement of funding included developing the FY2000 Scope of Work and budget for approval by the Council and BPA; providing quarterly budget and work program progress reports to the Council; and securing additional funding from Council partner organizations and foundations. Highlights in the area of watershed education/outreach include the MWC’s lead role in convening the Watershed Education Network for teachers as part of its educational mission; production of newsletters and brochures; and coordination of media coverage of watershed-related issues. MWC completed all tasks outlined in the FY2000 Scope of Work with the following staff: Watershed Coordinator (1.0 FTE), Project Coordinator (.25 FTE), and Education Coordinator (0.5 FTE). Coordination of these activities by MWC improves resource stewardship and protects fish and wildlife habitat through increased collaboration among Federal, state, and local government agencies, and landowners within the watershed. Increasing awareness and expanding knowledge affects behavior positively and promotes attitudes that encourage watershed stewardship. During Fiscal Year 2001, MWC intends to focus on an Implementation Strategy based on the McKenzie sub-basin assessment results; implementation of projects recommended from the McKenzie-Willamette confluence assessment; and increasing its presence at the local level through contact with watershed residents and groups. Close

• 27. [Article] Coho salmon

  Description of Coho salmon published by the Lower Nehalem Watershed Council.

  Citation × Citation Citation Abstract Copy Title: Coho salmon Description of Coho salmon published by the Lower Nehalem Watershed Council. Title: Coho salmon Description of Coho salmon published by the Lower Nehalem Watershed Council. Close

• 28. [Article] Silver Creek subbasin watershed assessment

  Citation × Citation Citation Abstract Copy Title: Silver Creek subbasin watershed assessment Author: Street, Pamela, Harney County Watershed Council Title: Silver Creek subbasin watershed assessment Author: Street, Pamela, Harney County Watershed Council Close

• 29. [Article] Alvord Lake sub-basin watershed assessment

  Citation × Citation Citation Abstract Copy Title: Alvord Lake sub-basin watershed assessment Author: Harney County Watershed Council Title: Alvord Lake sub-basin watershed assessment Author: Harney County Watershed Council Close

• 30. [Article] Nehalem River watershed assessment

  Watershed assessment is a process for evaluating how well a watershed is working. The purpose of this assessment was to determine how natural and human-induced changes have impacted the sustainability ...

  Citation × Citation Citation Abstract Copy Title: Nehalem River watershed assessment Author: Maser, Jospeh, Johnson, Jill Watershed assessment is a process for evaluating how well a watershed is working. The purpose of this assessment was to determine how natural and human-induced changes have impacted the sustainability of salmon populations in the Nehalem River Watershed. Both historical and current information is included regarding the watershed’s ability to produce clean water and healthy salmon habitat. The assessment was prepared for the Upper and Lower Nehalem River Watershed Councils. It will be a baseline for developing and prioritizing potential restoration projects in terms of fish habitat. Geographic Information Systems (GIS) was used for much of the analysis and has been provided to the watershed councils. Title: Nehalem River watershed assessment Author: Maser, Jospeh, Johnson, Jill Watershed assessment is a process for evaluating how well a watershed is working. The purpose of this assessment was to determine how natural and human-induced changes have impacted the sustainability of salmon populations in the Nehalem River Watershed. Both historical and current information is included regarding the watershed’s ability to produce clean water and healthy salmon habitat. The assessment was prepared for the Upper and Lower Nehalem River Watershed Councils. It will be a baseline for developing and prioritizing potential restoration projects in terms of fish habitat. Geographic Information Systems (GIS) was used for much of the analysis and has been provided to the watershed councils. Close