<span class="midtitle">Management plan<br /><br /></span>
Although the group of stakeholders (GOS), have not made the decision on the selection of the final risk management scenario (RMS) from the three preferred scenarios, scenario S1 is currently being implemented. However, implementation of two other scenarios: S2 and S3 in future is not excluded. The final decision was not taken, because of the uncertainties in boundary conditions. For the preferred scenarios three organizational schemes were outlined.
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<b>Scenario S1 - controlled NA </b> (see: <a href ="megasite28dc.html?index=220&sec=3&meg=tarpol"><i>Risk management scenarios -> potential scenarios</i></a>).<br>
There is a formal decision to include the established risk management zone (RMZ) in the watershed management plan realized by the Regional Water Management Board, which is responsible for carrying out permanent assessment, verification and management of the risks within the RMZ.
This scenario is realized within the existing organizational structure based on the legal obligations of the local and regional administration and the megasite management organization (the liquidator of chemical plant).
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<b>Scenario S2 - active groundwater remediation. </b> (see: <a href ="megasite28dc.html?index=220&sec=3&meg=tarpol"><i>Risk management scenarios -> potential scenarios</i></a>).<br>
A new organization unit within the local and regional administration should be established to take the responsibility for implementing this scenario after the chemical plant liquidation program is completed. However, the megasite owner can make a contract with a private company to implement the scenario.
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<b>Scenario S3 - engineered NA. </B> (see: <a href ="megasite28dc.html?index=220&sec=3&meg=tarpol"><i>Risk management scenarios -> potential scenarios</i></a>).<br>
Successful implementation of this scenario requires engagement of different stakeholders (local and regional administration, industry). New management structure can be established to intensify the processes of the megasite redevelopment. In the organization scheme for this scenario a public-private partnership (PPP) model may be preferred. Local and regional administration may have a leading position in implementation of this scheme. The organizational pattern should reflect the two processes: remediation and redevelopment of the megasite at the same time.
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