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|dc.contributor.author||Hudzik, Catherine Marie||en_US|
|dc.description.abstract||This thesis examines the collaborative processes used by theCALFED Operations Group (Ops Group) and the outcomes achieved bythese processes. The CALFED Bay Delta Program is a complexpartnership of over 20 state and federal agencies that seeks to balancecompeting needs and interests in the Sacramento-San Joaquin Delta. TheOps Group coordinates the operations of the two large water exportprojects in the south Delta - the Central Valley Project (CVP) and StateWater Project (SWP) - with environmental and water quality regulations.Participants in the Ops Group were brought together by a conflictbetween environmental protection and water supply reliability. Fishpopulations were declining, while actions taken under the EndangeredSpecies Act threatened the stability of the water supply. Throughcollaboration, dialogue, and detailed modeling of the system, theOperations Group was able to overcome decades of mistrust, legalbarriers, financial risks, and scientific uncertainty to develop new tools formanaging the complex Delta water system.The Ops Group moved from a system of isolated bureaucraticdecision making and prescriptive standards for protecting endangered fishin the Delta to a system based on cooperative real-time management,where minor modifications to the CVP and SWP were made on a dailybasis based on real-time monitoring data. The program at the center ofthis breakthrough was the Environmental Water Account. TheEnvironmental Water Account is a program that was designed to let theOperations Group maintain reliability in the SWP and CVP water supplywhile reducing the amount of water pumped out of the Delta when thepumps pose a danger to fish.It is too soon to tell whether the Ops Group and the EnvironmentalWater Account have improved either fish populations or long-term watersupply reliability. However, this thesis describes several notableachievements that Ops Group members would not have been able toaccomplish without collaboration. Agency staff and stakeholders with ahistory of adversity were able to create positive working relationships andshared understandings of the Delta water system. The social capital and new institutional structures built by these processes have enabled the OpsGroup to creatively deal with challenges that would have previouslyresulted in an impasse.||en_US|
|dc.relation.ispartofseries|||aWorking paper / University of California, Institute of Urban and Regional Development |x2003,06||en_US|
|dc.title||Evaluating the Effectiveness of Collaboration in Water Resources Planning in California: A Case Study of CALFED||en_US|
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