proaches should be considered. Then, as part of a public forunn, 

 determine what will work, what the public and political climate will 

 bear, and what can be implemented within reasonable time and 

 resources. 



The Management Conference may use an instrument, such as the 

 problems/causes matrix in Figure 4.2, to help determine the focus 

 of an action plan. This kind of tool may be useful in presenting to 

 the public a range of problems and causes or sources for the 

 selection of issues to address. For instance, the matrix may help 

 focus attention on the adverse impacts caused by toxics, organics, 

 or metals. 



At a September 1988 workshop, for example, a group of estuary 

 program managers assisted Narragansett Bay project leaders in 

 developing a preliminary action plan. Using the matrix as a starting 

 point, the group selected an attack on high levels of copper, lead, 

 and nickel for a plan of action. The group prepared the sample, 

 preliminary action plan that appears as Table 4.8. This action plan 

 is being considered to help set the stage for the development of an 

 actual plan by Rhode Island citizens and agencies. Although the 

 action plan outline focuses on metals, it can be adapted for any 

 pollutants. 



Whatever approach is taken to develop actions, it is essential that 

 the public and local governments participate actively. A brainstorm- 

 ing process is one suggested method for involving small groups of 

 people in identifying and setting priorities for management or 

 regulatory actions. Other community involvement processes and 

 techniques, such as workshops, charettes, and conferences, can 

 be used as well. However, those who will ultimately pay to imple- 

 ment actions will need to be part of the process and accept the 

 actions. 



After the CCMP is approved by the Management Conference, it 

 must be submitted for the approval of the EPA Administrator and 

 the state governor. 



Controlling Pollutants 



53 



