WEW Sustainable Management Strategy Implementation Plan Analysis

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Through a discussion, Oregon Parks and Recreation Department has made it clear that they are interested, but the timing is not right. All Oregon State agencies are facing significant budget shortfalls, furloughs, and reduced capacity. There is significant reluctance to consider any type of expansion of land or management responsibilities until this financial situation changes. Pros • This option would allow BLM to honor commitments and create options for a "glide path" or exit strategy. • BLM could play a vital role within the WEW without having ownership. • If presented correctly, the BLM could be seen as "good neighbor." Cons • A part of the current problem is the lack of federal funds; it is unclear how a transfer of land to a non - federal partner would improve the opportunity for funding. Due to statewide financial predictions and budget shortfalls this is a very difficult time to engage in these types of discussions. Simply put, there is no money, and thus little interest. • Land restrictions, such as LWCF would need thorough examination, and any prospective owner would need resources for due diligence on potential encumbrances or restrictions. • Some land parcels are perceived as more valuable than others and "cherry picking" could result in BLM left owning the least desirable parcels. • BLM cannot transfer land that has listed species habitat out of federal ownership. Additionally, non - federal partners may not have the capacity to administer encumbrances of the federal WEW Project lands, such as LWCF, T &E species management and NEPA analysis processes to analyze multiple use objectives. The above described option A -E, describe fairly unique options that are distinct from one another. However the team recognized that any combination and variation could be developed that included more than one of the options. DISCUSSION Challenges: The West Eugene Wetlands was formed through a unique set of circumstances that reflected a high level of trust and the support and willingness of several organizations /agencies to participate in this collaborative effort. There is no doubt that bureaucracy and multiple bureaucracies working together can be challenging. However, there are a large number of factors that contributed to the success of the West Eugene Wetlands. Upon reviewing the "cookbook" Collaboration: What Makes it Work produced by the Amherst H. Wilder Foundation, which is a review of research literature on factors that influence successful collaboration, many of the factors that led to the WEW successes were validated. The following general factors were cited in the Wilder research as influencing the success of collaboration. The factors highlighted in bold italics were mentioned more often as factors that influenced success. 1. Environment: History of collaboration or cooperation in the community; Collaborative group seen as a legitimate leader in the community; and Favorable political and social climate. 2. Membership Characteristics: Mutual respect, understanding, and trust; Appropriate cross section of members; Members see collaboration as in their self - interest; and Ability to compromise. WEW Background_and Options _ _ ____ p age 11 — -