Action Items to help achieve the 10YWSC (WAG 2009) Strategy #1.

Transcription

1 Action Items to help achieve the 10YWSC (WAG 2009) Strategy #1. Recognize that support for the 10YWSC will entail a dedicated focus to the 10YWSC. Commit to the dedication of individuals with talent and expertise who can focus exclusively on the negotiation between resources, coordination of information and implementation of projects Possible Action Items in order of Priority 1. Regional Detailers (1-2) who could spend time in each region assisting where most needed. This would be determined by analyzing where wildernesses are in the 10YWSC and providing the spark that they need to move forward. 2. Create and fill a National 10YWSC Coordinator. This position could also be at Regional/Forest Level and as a detailer or term position with a sunset. 3. Regions develop strategies to involve partners and contractors more fully in the 10YWSC. 4. Establish Regional, Zone or Forest WAGs composed of local specialists from all resources; this is based on the R-8 model that travels to other wildernesses to conduct training and complete projects. Teams could meet virtually instead of traveling. 5. Identify funding opportunities to pay for WAG members to be able to meet once a year. Currently many forests have to cover this travel and it is essential to meet face to face to advance the 10YWSC. 6. Regions develop internship program using college students (Fellowship, Masters or PHD program) to achieve objectives 7. Contract with an Enterprise Team that would rotate between Forests and Regions to complete plans, coordinate with specialists, and complete evaluation and/or monitoring. Examples of products could include Information Needs Assessments, education plan evaluations, and invasive weed plans using existing tools from the Toolboxes and modifying them to fit the needs of specific wildernesses. Cost/Benefits Analysis: Detailers Highly mobile workforce; limited commitment to one region necessary to match regional strategy and needs Could truly focus on the 10YWSC 1

2 Could be tasked with both strategy and field level work. Could be filled with employees from the local forests or region, ensuring knowledge and expertise Could provide a person who would have hands on experience across the Region and opportunity for face to face interaction and support for the field High probability for success because of improved focus and efficiency It might be difficult to find the right level of skills and expertise Costs could be prohibitive (per diem/travel); however this could be accomplished for many elements with GS 6/7/9 positions It might be difficult to find people willing to take jobs that involve long-term commitment to another region or area as well as extensive travel This would add more tasks to whoever would supervise this work. Someone would need to manage logistics and provide appropriate training. National/Regional 10YWSC Coordinator: Detail or Term Position Improved probability for success of the 10YWSC nationally because of improved focus and efficiency This person could be someone familiar with thinking strategically at the local level, with important contacts for gathering and sharing information, examples, lessons learned, etc. Because this person would work nationally, they would have an overall picture of 10YWSC progress and needs for improvement rather than thinking locally in scope This person might have influence on budget, primary purpose budget advice, and work priority setting. This person would be unable to assist with local problems such as coordination with specialists or on-the-ground implementation without considerable travel. This adds another high-graded position when field cutbacks are hindering good wilderness stewardship. Field personnel would prefer to have this $$ go to ground level positions. Partnership Inclusion Involving local partners could give an infusion of enthusiasm back to the 10YWSC. Relatively low-cost but high benefit if additional matching grant or other opportunities can be generated. Often partners can operate more freely and creatively without the stringent requirements of the agency 2

3 Agency would need to provide coordination and oversight, especially during start up. There has been some difficulty articulating what volunteers can effectively do given the safety, training, and other workload challenges. The easier work has been done; we are now onto more complicated parts of the 10YWSC that volunteers may not be able to help with. There would be a need to think beyond the typical trail work and surveys. Regional WAGs These would be composed of local specialists with vested interest in their own resources. The contacts, knowledge and expertise already exist no need to train or inform. No need to hire any additional personnel. Forest Supervisor and District Ranger priorities dictate work; projects with hard targets and NEPA analysis would always take precedence. Other incidents such as fires could draw people away. It is doubtful a complete focus could be achieved. This would need a skilled leader with ability to strategize, motivate and communicate... Some funding for travel and per diem would be needed. Funding for WAG Travel and Time This would allow the people with the most expertise and contacts in the 10YWSC time and focus to work on WAG projects as well as assist their regions with the 10YWSC This demonstrates the willingness and commitment of the WO and regions to the 10YWSC. Travel budgets can prohibit face to face meetings. Travel caps are an issue. WO funding for national groups is constrained College Internship Program Opportunity to obtain enthusiastic support from people with dedication, expertise, and fresh eyes. Costs would be less than full-time employees: possibly a stipend and lodging, or ½ costs of program 3

4 Continuity of program could be compromised if students graduated or did not return Training and liability would have to be considered in remote regions with stringent volunteer training requirements Need to dedicate people s time to managing the program. Enterprise Team Team can be composed of professionals in several disciplines, ensuring integration. These teams typically are skilled in completing complex projects with limited time. These teams can work virtually; with some information they could complete some work at home offices. The team may be hampered by lack of local knowledge; bringing them up to speed might take more time than it is worth. Expensive (in comparison to detailers); could require extensive coordination and logistics. There could be push-back from wilderness staff working with non-local experts. Some areas of expertise (for example, air quality specialist) may not be on the team. Implementation and keeping 10YWSC alive may have lack of ownership and commitment Strategy #2. Review current budget procedures and primary purposes. Develop advice from the top down that ensures collaboration and sharing of funds and accountability for the 10YWSC based on benefits to different programs. Possible Action Items in Order of Priority 1. Letter from Joel Holtrop that identifies other BLIs for 10YWSC and gives advice on when/how to use them. The letter would specify that the RO level would have budget advice for wilderness that would include direction for other program areas. At the forest level, it would dictate that forests would distribute funding based on essential elements of the 10YWSC that needed focus. This would allow for additional accountability. 2. Have the 10YWSC be in National, Regional, Forest budget advice. Ensure that if this is in WO budget advice (as it has been) that it trickles down to lower levels. 3. Have Forests and District develop work plans specific to the 10YWSC; have Directors at Regional Offices come together and fund 10YWSC like they have for TM. Currently 5 BLI s exist. 4

5 4. Integrate the 10YWSC into sustainable green EMS programs and look for opportunities with the stimulus package and working with Communities Strategy #3. Emphasize need for efficiency and improved accomplishment of the 10YWSC. Develop a means to share expertise between individuals in different regions. Provide a mechanism for active communication between regions. Provide encouragement and information sharing from the top down to the field. Possible Action Items in Order of Priority 1. Establish a Master Performer List, composed of individuals with expertise, experience or products to share for elements of the 10YWSC. Post on WAG page. (This is an ongoing effort by WAG). Allocate time for Master Performers to engage with others on the 10YWSC. 2. Provide a quarterly update from the National Wilderness Director on 10YWSC or wilderness items of interest. This was suggested from the field as a way to show interest in what we are doing and to provide updates on what is going on nationally. It would allow for continued field support for the National Wilderness Director. 3. Dedicate funds to the Carhart Center, detailers or WAG representatives to develop and present a course designed on the 10 elements and getting them accomplished, as well as providing a stepping stone to wilderness character monitoring. This could be online or video conference. 4. Aldo Leopold Wilderness Research Institute could develop a monitoring program for wildernesses that have met the 10YWSC and determine if meeting the elements has actually benefited the wilderness. This would assist in evaluating the benefits of the 10YWSC and also assist in sharing results of accomplishment... A detailer or a graduate student could work on this as well. 5