SUBSTATE INSTITUTIONAL INNOVATION FOR MANAGING LAKES AND WATERSHEDS: A WISCONSIN CASE STUDY1

Abstract

ABSTRACT: Since the 1970s, there has been extensive experimentation with new approaches to water and land resources management at the state and local levels. There is a critical need to document, assess, and synthesize lessons learned from the nation's recent experience with subnational institutional changes in environmental management. This paper examines institutional changes aimed at more integrated water and related resources management at the substate level of government. We describe innovative institutional changes in a case study of Dane County, Wisconsin, and assess the implementation and preliminary consequences of these changes.Dissatisfaction with watershed and lake management results and perceptions of institutional inadequacy led to significant changes in the structure and rules for county resources management. A new entity was created to focus watershed management responsibilities. The scope of authority and powers were expanded. However, these changes all occurred within the framework of a general purpose unit of government. The new institutional arrangements have achieved a number of milestones, although it is premature to fully assess resource outcomes. The substantive changes, implementation tactics, and overall experience in Dane County's reforms ‐ especially with regard to addressing intergovernmental tensions and decentralized management, limited authorities and funding, and public and constituency support ‐ have useful implications for other substate efforts at more comprehensive and integrated water resources management.