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i <br /> i <br /> made by the managers or executives from the BLM and City, based on the recommendations of <br /> the Wetlands Program Supervisor. <br /> Decisions that are made independently by the Wetlands Program Supervisor include: (a) <br /> developing a work program and timelines for individual employees and the interagency Field <br /> Operations Group; (b) planning the chronology of capital projects for the West Eugene Wetlands <br /> Mitigation Bank; (c) managing the work of consultants for various projects; (d) hiring and <br /> supervising of assigned staff; and (e) implementation methods for wetland restoration projects. <br /> Decisions that are made by higher level managers or executives, but based on <br /> recommendations of the Wetlands Program Supervisor, include: (a) new or refined policy <br /> proposals for implementation of the West Eugene Wetlands Plan, including the Mitigation Bank; <br /> (b) approval of new land acquisitions; (c) approval to submit grant applications; (d) new or <br /> refined budget proposals; and (e) approval of staffing re-organization proposals. <br /> <br /> j <br /> b. Provide examples showing the impact of your recommendations and decisions on your <br /> department, division, and/or the /city including the consequences of errors (i. e., loss of time, <br /> property, money, release of confidential information, etc.). <br /> The decisions and recommendations made by the Wetlands Program Supervisor may affect the <br /> Division, Department, City, and wetlands partnership in both positive and negative ways. For <br /> example, good recommendations and decision making may have the following positive <br /> outcomes: (a) high credibility within the City, among our partners, and with regulatory agencies, <br /> (b) receiving awards for outstanding wetlands management or restoration from state, federal, or <br /> non-profit agencies, (c) receiving positive local media attention for providing outstanding <br /> ecological, recreational, and educational opportunities in the wetlands, (d) providing mitigation <br /> bank credits to meet mitigation needs for development within the City, (e) protecting high value <br /> wetland and upland habitats for conservation purposes, (f) serving as a model for wetlands <br /> protection and management at local, regional, and national level, and (g) implementing a <br /> program in a fiscally sound manner using a variety of funding mechanisms. <br /> Consequence of errors or poor decisions include: (a) loss of wetland program and mitigation <br /> bank program credibility within and outside the organization; (b) inability to produce wetland <br /> credits and keep mitigation bank financially viable, (c) ineffectiveness in achieving program and <br /> restoration objectives due to lack of coordination or misplaced priorities; (d) higher costs for the <br /> City and program partners; (e) citizen and elected official dissatisfaction, and (f) mitigation bank <br /> customer dissatisfaction. <br /> c. Describe your limitations in making these recommendations and decisions (i. e., procedure <br /> manual, written policy, delegated authority). <br /> Delegated authority, adopted policies in the West Eugene Wetlands Plan, the Memorandum of <br /> Agreement that established the West Eugene Wetlands Mitigation Bank, The Memorandum of <br /> Agreement that established the Wetland Executive Team, City Code, and other policies, <br /> adopted plans, and regulatory permits and requirements. <br /> Position Questionnaire Form 9 HRRS/Jan 99 <br /> <br />