URBANWATERS

FEDERAL PARTNERSHIP

Restoring Urban Waters, Revitalizing Communities

Los Angeles River Watershed (Los Angeles, California)

Ambassador

Justin Yee (NPS)

(858) 829-573
justin_yee@nps.gov

Overall Assessment of the Partnership since the Beginning

In 2011, John Kemmerer of the Environmental Protection Agency (EPA) Los Angeles convened a
core group of Los Angeles River and Watershed leaders to explore how the federal government
could better coordinate and expedite local projects aligned with the vision of restoring natural
function to the River and increasing green infrastructure benefits throughout its watershed.
What began as a conversation among a dozen participants has evolved into a forum for
coordination, integration, and exchange of ideas among a diverse set of stakeholders.

As a reflection of how LA River revitalization impacts not only the natural environment but
patterns of land use, intersections of public space with infrastructure, transportation corridors,
and community economics, the Partnership has grown to over 45 organizations and agencies
that represent a diversity of interests.

The partnership is over 5 years old, and yet membership continues to remain consistent and
even adding new participants. Members have expressed that the partnership is the "big tent"
that establishes a common narrative that diverse organizations embrace and work within- an
endeavor that is often difficult to achieve among stakeholders that represent physical and

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cultural geographies across a vast landscape. The term "safe harbor" has also been attributed
to the partnership as recognition that under its banner; partners can focus on collaborating, not
competing.

While there is a focus on the local agencies and organizations responsible for the
implementation of revitalization work, the Urban Waters Los Angeles River Partnership has
created a surprising benefit to its federal partners as well. Rather than serving the stakeholders,
the over 9 agencies and sub-agencies locally involved are seen as peer stakeholders, and have
noted they benefitted from regularly coordinating agency priorities and activities directly with
local members. Likewise, local agencies and non-governmental organizations (NGOs) develop
working relationships and become better acquainted with an otherwise opaque federal
processes and culture. Conversely, federal agencies have become more familiar with the
perspectives of NGOs and their constituencies.

Due to the successes of the Los Angeles River pilot site, the local partners wanted to maintain
the Urban Waters Federal Partnership and the funding of an Ambassador. The Department of
the Interior (DOI) National Park Service and United States Department of Agriculture (USDA)
Forest Service, with funding support by The Nature Conservancy, currently fund the
Ambassador position.

Nature of the Partnership

Los Angeles River stakeholders function much like a family, in which relationships are functional
and frequent, informal communication creates opportunities for business. This is a prolific time
for projects along the river, as well as throughout the watershed. Stakeholders often see each
other weekly at meetings, city hearings, or at gathering places where partners have offices.

The partnership serves to give some structure to this interaction, without stifling it and,
notably, without adding to meeting fatigue. Quarterly partnership meetings take the form of
mini-retreats during which partners report out, share information about resources, tools or
new initiatives, and solidify action items among collaborators. This is also a time to confirm
priorities for the group, as well as to identify knowledge or resource gaps that the Ambassador
and leadership team can work on addressing.

The Urban Waters Los Angeles River Work Plan also acts as a reminder of the common
narrative across the partnership. In the time between partnership meetings, the Ambassador
actively engages partners in "shuttle diplomacy" to facilitate the group's priorities and projects.
Also, the Ambassador forms loose working groups that can showcase work, thus increasing

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capacity for the entire group. Examples include: developing mapping systems or data
management, native plant resources, relationship building with potential funders.

Members of the Partnership

41 total participating agencies/organizations

Federal Partners

• Environmental Protection Agency
(EPA)

Department of the Interior (DOI)
Department of Transportation
(DOT)

Housing and Urban Development
(HUD)

National Park Service (NPS)
NPS-DOI Rivers, Trails, and
Conservation Assistance
National Weather Service
U.S. Army Corps of Engineers
(USACE)

U.S. Bureau of Reclamation
USDA Forest Service
U.S. Geological Survey
Federal Reserve Bank of San
Francisco

Non-Federal entities
Ascencia

Amigos de Los Rios
Arroyo Seco Foundation
California State Parks
City of Glendale
City of Long Beach
City of Los Angeles
City Plants

Council for Watershed Health
County of Los Angeles
East Yard Communities for Justice
ELP Advisors
Environment Now
Friends of the LA River

Geosyntec
Heal the Bay

California High Speed Rail Authority
LA Conservation Corps
LA Waterkeeper

Los Angeles Regional Water Quality
Control Board

LMU Center of Urban Resilience
Mia Lehrer & Associates
Mountains Recreation and
Conservation Authority
Neighborhood Housing Services of
LA County
North East Trees
Public Counsel

Rivers and Mountains Conservancy
Southeast Asian Community
Alliance

The Nature Conservancy
The River Project
TreePeople
Trust for Public Land
UCLA Institute of the Environment
and Sustainability

UCLA Luskin School of Public Affairs

The primary forms of engagement are:
Partnership meetings (including
subgroup meetings)

Email distribution list
'Shuttle diplomacy'

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Organizations for Planning and Action; Plans Developed and
Timing, Consensus Process

Each version of the Work Plan has a life cycle of approximately 2 years, with the third version
currently in development. From the earliest days of the partnership, local federal leadership felt
it vital to populate the Work Plan in a thoughtful and democratic way so the projects included
truly reflected the consensus of the group. In turn, Work Plan projects also carried the benefit
of being designated through this consensus project. A contracted facilitator assisted the federal
lead and the Ambassador with a full-day retreat in which criteria for inclusion was developed
and projects were nominated, debated, and ultimately selected as Work Plan priorities. Among
the criteria, projects were required to: a) be fully developed and embraced by the responsible
jurisdiction, b) have specific and measurable action steps, and c) have a clear role for federal
engagement.

The number of important projects related to the River or Watershed exceed the 25+ designated
as Work Plan priorities, but are nonetheless encompassed within the context of the Urban
Waters work. This recognizes that even the Urban Waters work occurs within a mosaic of
diverse and significant work, both big and small, that supports the revitalization vision.

Major Actions Taken since the Beginning of the Partnership

In 2015, the Partnership joined the City of Los Angeles and Mayor Eric Garcetti in celebrating
the U.S. Army Corp of Engineering Civil Works Review Board finding support for the restoration
alternative that represented the most comprehensive plan supported by communities and
stakeholders. The partnership's "big tent" was instrumental in assisting stakeholders to
maintain a coalition of supporters and enabled participating federal agencies to stay informed
and contribute comments in the review process.

The portion of the Los Angeles River within the City of Los Angeles was designated a National
Historic Trail in 2016 and the partnership coordinated efforts between the City and the National
Parks Service to fulfill this priority. This was a great accomplishment for partners in the larger
quest to bring attention to the Los Angeles River as a natural resource and not just a blighted
stretch of flood infrastructure. The pronouncement of an "official place" also has paved the way
for stakeholders to seek a variety of recreation and transportation funding to establish trails
and greenway along the river's banks.

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Many park and open space projects are underway partly due to the collaboration generated
from the Partnership. For instance, The Trust for Public Land constructed a riverside park in the
San Fernando Valley using multiple funding sources, including Community Development Block
Grant through the City of Los Angeles and HUD. Ongoing phases of the project are utilizing EPA
Brownfields Assistance grants to build a bike path and greenway to increase connections to the
river park, filter stormwater, and create habitat.

Major Impacts of the Partnership

The public acceptance and celebration of a new vision and actualized projects along the Los
Angeles River has also led to unintended consequences.

While the inflation of property values and development pressures were anticipated, few
stakeholders were prepared for the speed at which displacement and community gentrification
impacts reached critical levels. What started as a community-led vision with public dollar
investment, transformed into competition with private interests. Moreover, less-than-
transparent transactions threatened public (and Urban Waters) goals for social equity and the
accrual of revitalization benefits to disadvantaged and historic neighborhoods that have
endured the divisive and sometimes blighting influence of the channelized River.

The Urban Waters Partnership, as a representative of community equity in publicly-funded
projects, was a vocal proponent of a return to the transparent, community-led roll-out of the
revitalization. This empowered community advocates and many partners to speak out on behalf
of impacted communities and in favor of a public process. One notable outcome of this
pushback was the work of California Assembly Speaker Anthony Rendon in the legislation he
crafted (AB 530) to create mechanisms for transparent planning and coordination, including a
Master Plan Working Group for the Lower LA River that will conclude 29 months of work in the
summer of 2018.

Major Actions Planned in the Future

The partnership will work to revise the work plan to be relevant to present-day, evolving
revitalization efforts in the Los Angeles River Watershed. The updated work plan will represent
changing priorities by LARW partners and will empower the Ambassador to provide support for
certain projects. The partnership will continually support the Lower LA River Working Group in
the development of a Revitalization Master Plan. Many partners have expressed interest in
providing locally-sourced native plants for ecosystem restoration as authorized by U.S. Army

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Corps of Engineers and the LA River Revitalization Master Plan. The Ambassador has convened
a working group that would develop standard operating procedures on seed collection and
plant propagation and help implement pilot nurseries to increase the supply of native plant
material for ecosystem restoration and landscaping work. In addition, the working group is
planning to create a native seed bank to supply plant material for watershed restoration, to
educate the public about native seed resources, and create jobs in green infrastructure.
Another potential focus is to integrate urban forestry and watershed research from the USFS
Los Angeles Center for Urban Natural Resources Sustainability.

Major Challenges in the Future

There is no funding to offer partners and limited incentives to participate for organizations
whose projects are not included on the Work Plan. Communicating to partners that consistency
of participation is crucial, even if they do not have a current project on the burner. The
Ambassador has limited capacity to provide project/program assistance. Public affairs and
communications requires greater Ambassador capacity, which may be resolved through a hiring
of an intern. Also, quantitative metrics for the UWFP impact (outputs, desired outcomes,
impacts, context) are difficult to produce. Therefore, the projects on the Work Plan must
represent the shared narrative.

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