New Search
• <br /> b. Develop a plan to implement the best option <br /> 3. Implement Sustainable Management Strategy <br /> This may take several years to complete to ensure a smooth transition that satisfies all legal <br /> requirements and expectations from our partners. <br /> The agreed to options presented here provide a foundation for the BLM's West Eugene Wetlands <br /> Sustainable Strategy. The next steps will include a briefing with BLM management to: <br /> • Discuss the options, (provide direction on additional analysis if needed); <br /> • Determine the best option; and <br /> • Develop a plan to implement the selected option. <br /> Option A: Continue the Status Quo with Management and Operations of the WEW <br /> The existing condition of the BLM's WEW is not sustainable for several reasons. There have been <br /> significant organizational and financial changes within the last 24 months. The organizational structure of <br /> the BLM in the WEW has changed. This has created less direct oversight by the BLM in the WEW. There <br /> is no longer an overall annual work plan or budget produced out of the WEW Project. The two BLM staff <br /> members are isolated by their function, and the team has lost significant capacity. This dynamic has <br /> resulted in isolated workloads and reduced BLM integration into the overall WEW work. BLM needs a full <br /> time representative to be working with the other eight partner agencies and upwards of 20 informal partners <br /> and stakeholders to make this very complex partnership work. Beginning in October, 2009, BLM will not <br /> have a lead role in the WEW Partnership as a result of the 2010 re- organization plan. <br /> An additional complicating factor is that the BLM has not yet developed a land use plan for the WEW. <br /> Land management has been facilitated by EAs on an activity level, which if left unaddressed may lead to <br /> inefficient use of resources and conflicting uses of the land going unresolved. <br /> Cons <br /> • BLM has lost its lead role in facilitating the WEW Partnership due to decreased FTE and overall <br /> capacity. <br /> • The partnership has deteriorated due to lack of centralized leadership. Relationships with partners <br /> are at risk and some have already deteriorated. <br /> • The community is confused regarding services provided under current re- organization and <br /> continuity of service to the community has been reduced. <br /> • Project implementation was jeopardized in 2009 due to conflicting uses. <br /> • Due to lack of resources, BLM has not yet been able to implement planning processes that would <br /> allow for more effective resource management. <br /> • The BLM "unknowns" that have begun to permeate the partnership have created challenges that <br /> need to be addressed. Due to the uncertainty of the situation, Partners are reluctant to make <br /> commitments with the BLM and significantly grant proposals that could involve BLM <br /> administered lands are not being pursued. <br /> Option B: Maintain WEW Project in BLM, Increase Support <br /> Increase BLM support of the WEW Project, provide additional resources with identified budget to <br /> adequately manage and maintain the federal core lands of the West Eugene Wetlands Project. In the recent <br /> months, a political shift is beginning to occur in the federal government, one which could influence the <br /> BLM's ability to provide support to special conservation related projects such as the West Eugene <br /> Wetlands. It is important to identify where resources and support could be focused to achieve long term <br /> sustainable results. For example, the current administration emphasizes environmental education for youth, <br /> WEW Background and Options Page 6 — — — —- - - - - -- - - - - - -- <br /> - --------------- - --- -- <br />