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Section 11 Implementation long term M&I needs. These discussions must be conducted in such a manner that our 80 percent solutions aren'tjeopardized by institutional, political, or social rancor. Remember, we are planning to meet water needs by 2030. 2. Examine and implement options to fill the gap between ongoing watsr planning and future water n~eds. SWSI did not produce a list of specific projects to fill the 20 percent M&I gap, or provide for environmental and recreational needs. SWSI did identify the options, both at the conceptual and project specific level that would most likely be pursued to meet the gap between supply and demand. The examination and implementation of these options should be placed in the context of goal number one. 3. Examine and implement options to fill the gap associated with local agricultural ~hortages and environmental and recreational enhancements. As we move forward in addressing statewide needs, we should look to foster multipurpose projects that could also satisfy M&I, environmental, and recreational needs. These multipurpose projects will enhance project feasibility. In addition, opportunities for nonpermanent agricultural transfers warrant further consideration. Crafting new water supply alternatives to address anticipated supply gaps will be the work of the Basin Roundtables for SWSI's next phase in those basins where a gap exists. These alternatives can serve two purposes - that of a new water supply project, and as an alternative to Identified Projects and Processes that may be unsuccessful. The options to be used as building blocks for these water supply projects have been presented in Section 10. 11.6 Implementation Process The state can only control and begin to implement those activities for which it has the authority and funding. Therefore, the CWCB's work-plan must have at least two components - today and tomorrow. Fortunately, the Board's own mission is broad enough to allow it to assume the two new missions articulated above to be assumed. The mission of the CWCB is to: Conserve, Develop, Protect and Manage Colorado's Water for Present and Future Generations. How the Board achieves its fundamental goals will likely change as SWSI is implemented, but in the meantime, its goals of conserving, developing, protecting, and managing are sound. Its annual process of reviewing and revising its Strategic Plan, Objectives, and Workplans will also accommodate the long-term implementation of the SWSI missions. Therefore, the principal new work-plan task is to irrtegr~fe t~re SWS! rr~w~sions inf~ tf~e ~aard's strategic planning processes. This will take place over time. The Board and the staff should be prepared to adopt specific recommendations by July 2005, when the Board is scheduled to next review its Strategic Plan. Each section of the Board's staff should examine how it will assist in the implementation of SWSI and, if appropriate, develop individual Strategic Plans to aid in implementing SWSI goals, findings, and recommendations. This is an important part of the Board's mission, and we should all be headed in the same direction. Future work-plan tasks were identified at Basin Roundtable Technical Meetings - some very specific and some general. Some we can do now, others will take time to develop and, in some cases, new authority to implement. We have attempted to capture those recommendations and shape them into some potential work-plan tasks. These tasks are in line with how water suppliers, state leaders and the public view the Board - not as a single entity, but usually as separate programs administered on their behalf. CWCB's major programs include: ^ Water Supply Planning and Finance ^ Water Supply Protection ^ Instream Flow and Natural Lake Level Protection ^ Conservation and Drought Planning ^ Flood Protection ^ Water Information ~ $~ole'ri~ice Wo~e' $upplY Initia~ive ~~ S:\REPORT\WORD PROCESSING\REPORT\S11 11-10-04.DOC 11-9