THE CRMP HANDBOOK

California Coordinated Resource Management and Planning

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CRMP HANDBOOK 

12 Steps to Success of a CRMP

Step 1. See the opportunity and get organized.

The CRMP process usually begins when an individual, group, organization or agency recognizes the need to address existing and potential resource management issue. Individuals and interest groups often present their problems to the local office of the Natural Resources Conservation Service (NRCS), University of California Extension or the Resource Conservation District (RCD). RCDs are a legal subdivision of state government with responsibility for planning, coordinating and executing conservation programs to help meet soil, water and related conservation needs on land within their boundaries. The NRCS, UC Extension and RCD offices have the connections and expertise to assist in organizing a CRMP effort for a local area. The Technical Advisory Council will assist in the planning process upon request.

Step 2. Define the planning area.

Once key resource managment issues or objectives have been described, outline the land area that the CRMP planning effort will address. Ordinarily, boundaries are suggested by the types of resource issues, community interests and geographical considerations. Boundaries should be logical and recognizable. Watershed boundaries, vegetation or habitat boundaries and ridgelines are commonly used for this purpose. As a rule, the area should include all private and public lands necessary to obtain solutions to identified problems. CRMP efforts have been successful for areas less than 1,000 acres as well as greater than 1,000,000 acres. Project boundaries described at this time should be considered as fairly general. It is important for as many local participants as possible to help finalize boundaries.

Step 3. Define the planning group.

Identify all individuals, interest groups and agencies that could potentially be affected by any improvements to the resource issue. Invite them to participate in the planning effort. Include all landowners and managers within the planning area. These can be determined from County Assessor maps or by working wih local Resource Conservation Districts or UC Cooperative Extension. Interest groups might include those involved in wildlife or recreational activities within the planning area. If no local members are available, invite representatives living outside the area to join the group if they are familiar with the local issues. A complete group ensures a stronger plan that is less subject to future challenge. Local representatives of all levels of government should also be invited. People with expertise in particular resources to be considered may also be invited. However, participation is strictly voluntary, and success is still possible even if some affected parties choose not to participate.

Step 4. Gather information on the planning area.

Several weeks before the first meeting of the planning group, assemble information and circulate it among participants. The information can be as elaborate as a packet or a simple as a detailed agenda or fact sheet. One agency or group may volunteer to take the lead on preparing this information or providing logistical support for the meeting. Collect or create maps with enough detail to show important features. Other materials may include resource inventory data, soil surveys, hydrologic studies, environmental impact statements, local land use plans and aerial photographs. Rarely will all of these be available, but the CRMP process can proceed more efficiently if participants are familiar with the data that is available. Continue to collect additional information throughout the life of the plan. A field trip to the planning area can be helpful. Seeing the area, reviewing the data and talking to others face-to-face helps participants understand viewpoints that differ from their own.

Step 5. Call the first meeting of the planning group.

The first meeting of the CRMP planning group often occurs at a neutral location such as a community center. To reach all interested people in the community, send a news release (See Appendix C.3 for a sample news release.) to the local media, distribute fliers or post them in public facilities and on bulletin boards. The first order of business: choose someone to run the meeting. A facilitator, who is trained in moderating meetings and keeping a group on task, may be useful to lead your process. The facilitator can conduct the planning sessions. Attributes of a good facilitator include professional competence in resource issues and the ability to work with people to achieve consensus. In particularly difficult situations, a facilitator with no perceived bias may be necessary, but usually the planning group can agree on a local facilitator who will remain impartial when running the meetings. (See Appendix D.2 for a list of facilitators.)

Step 6. Identify the major resource issues and planning objectives.

The process of identifying the major issues and planning objectives may take more than one meeting. The time is well spent in gathering complete information and making sure all views are heard. At the meeting, in full view of all participants, make two lists on large sheets of paper: one listing the major resource management issues of concern, the other the planning objectives of the CRMP effort. Using a brainstorming approach, each participant should ask, “What do I want or need from this effort?” Each person should then state every resource concern and objective that he or she thinks is important for the planning area. An objective should be quantifiable and put in a time frame. Write down every suggestion, no matter how simple, controversial or contradictory, in the order received.

Field trips should be part of the issue identification and solution process. Remind the group that this is not the final plan. The purpose is to make sure everyone feels included and that all ideas are presented and documented. The facilitator should make sure the participants state the problems and objectives as specifically as possible so the group does not become bogged down in generalities or details. A checklist of potential resource issues (See Appendix A) may be helpful to make sure the group considers all issues. The lists of problems and objectives will often be very similar because each participant’s goal will be to solve his or her perceived problems. Record the final list of prioritized issues and objectives in the draft CRMP planning document. Prioritization is important to ensure that limited resources are utilized wisely.

Step 7. Identify the actions proposed to accomplish each objective.

Propose specific actions to achieve each objective and list them, again in full view of everyone. Consider each objective separately, discuss potential actions for that objective, and reach a consensus decision on the proposed action. This is the heart of the CRMP process and may involve considerable time and discussion before reaching consensus. The group, early in its existence, should develop and document a common understanding of the level of consensus expected for making decisions within required time frames. There are several approaches to reaching decisions including total agreement, deferring issues, negotiation, arbitration, stepping aside, and various voting scenarios. You may combine any of these approaches. It is critical to establish the decision-making process early.

The facilitator should maintain the momentum of the decision-making process. If the group is not able to reach consensus on a difficult objective, the facilitator should move to postpone a decision on that issue and move on to the next objective. It is important to reach agreement on a few issues so the team will feel a sense of accomplishment. Revisit and discuss difficult problems at a later date. Experience has shown that as the team members develop trust in each other, consensus can be achieved on most issues.

Each decision should specify who must accomplish each action and when they will complete the action. The plan will work best if actions are carried out by people committed to achieving the objective. Record all decisions on actions for inclusion in the draft CRMP planning document. Remember that it is always wise to select some action items that can be accomplished quickly. Success builds upon success!

Step 8. Develop and review a draft CRMP plan.

The draft plan should include the key elements (See Appendix B): The plan should include funding for preparation of detailed plans, environmental evaluation and implementation, along with a process for review and modification of the plan. Such costs should be shared. Funding considerations, however, should not limit the identification of problems, issues or potential actions.

After creating the draft, the planning group should review the plan. Recheck the list of issues, concerns and proposed solutions to ensure that each one has been addressed. State the actions and projects for the most critical needs in order of priority. Review the plan for inconsistencies and contradictions, and revise it as needed. When the planning group agrees that the plan is workable, the draft plan now becomes a functioning Coordinated Resource Management Plan.

Step 9: Seek funds to implement your plan.

Using the contacts made through the planning group, allocate resources, request grants or find creative funding to put your plan into action. (See Appendix E.) Sharing of resources to accomplish the actions and projects works well when the results benefit the cooperating individuals and agencies. Planning of each activity is carried out by the assigned individual or agency, and is not the responsibility of the CRMP planning group.

Take every opportunity to promote the CRMP plan within the community and beyond. It is important to include promoting the plan as an action item in the plan.

Step 10. Sign the final document.

All members of the planning group should sign the last page of the plan to indicate their dedication to carrying out the CRMP plan. Signatories should have authority to sign for their organization. While the document is not legally binding, it constitutes strong commitment to both the plan and the group.

Step 11. Get out there and do it!

Isn’t this the whole reason why you got involved in the first place? Plan on accomplishing some action items as early as possible.

Step 12. Monitor activities for success.

The planning group should plan to regroup at least once a year to monitor field activities. Evaluate the progress made toward achieving the objectives of the plan. Review, and if necessary, revise or update the plan to reflect changes that are required. Send local media news of your accomplishments to keep the community aware of the progress. Make sure that planned actions are being completed! The group may want to make adjustments in the priority list and project schedule if needed. Changes in land ownership or passage of new laws may require some modifications of the plan. (See Appendix F for tips for success.)

You have an opportunity to energize the people involved in the CRMP process and enhance community interest by having a “field day” or “demonstration day” when everyone is invited into the field to see the progress of the project. This offers an excellent opportunity for people to see first hand what is occurring and encourages face-to-face communication. Field days can occur at any time during the process, including during the phase of identifying issues, or later when improvements have been made.

California Coordinated Resource Management & Planning Council

contact: 916-447-7237, staff@carcd.org

site location: www.crmp.org/download/hb/hb-steps.html