Respectively, Professor of Anthropology, Department of Anthropology, Oregon State University, 238 Waldo Hall, Corvallis, Oregon 97331–6403; and Research Assistant Department of Anthropology, Oregon State University, 220 Waldo Hall, Corvallis, Oregon 97331–6403 (E-Mail/Smith: email@example.com).
ASSETS TO MOVE WATERSHED COUNCILS FROM ASSESSMENT TO ACTION1
Version of Record online: 8 JUN 2007
JAWRA Journal of the American Water Resources Association
Volume 38, Issue 3, pages 653–662, June 2002
How to Cite
Smith, C. L. and Gilden, J. (2002), ASSETS TO MOVE WATERSHED COUNCILS FROM ASSESSMENT TO ACTION. JAWRA Journal of the American Water Resources Association, 38: 653–662. doi: 10.1111/j.1752-1688.2002.tb00987.x
Paper No. 01012 of the Journal of the American Water Resources Association.Discussions are open until February 1, 2003.
- Issue online: 8 JUN 2007
- Version of Record online: 8 JUN 2007
- watershed councils;
- social organization;
- environmental assessment;
- environmental restoration
ABSTRACT: Oregon watershed council leaders, members, and government supporters are working to improve watershed health. To identify the institutional assets that are most helpful in taking action, we assemble the lessons learned from several synthesis studies. The institutional assets fall into seven categories — leadership, vision, trust, social networks, capital, power, and local and technical knowledge. Scientific knowledge, leadership, vision, and social networks are the assets most widely recognized and available. Power, trust, and capital are challenges that must be met for actions to be successful. Most people affected by watershed council actions can appeal to more powerful interests to get these actions changed. Trust, particularly of scientific recommendations and government, is lacking. This distrust limits opportunities for watershed council actions.