Washington State Coordinated Resource...

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EB2008E Partnerships for Stewardship Washington State Coordinated Resource Management HANDBOOK 2006 5th Edition

Transcript of Washington State Coordinated Resource...

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EB2008E

Partnerships for Stewardship

Washington StateCoordinated Resource Management

HANDBOOK 20065th Edition

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CRM Assistance Includes...

• Helping you decide whether a collaborative process is the best means to addressyour local concerns.

• Identifying stakeholders, partners, and the resource assistance needed for your project.• Outlining the logistical elements necessary for launching a successful collaborative

process.• Assisting you in locating a skilled facilitator, if needed.• Helping you find funding sources and in-kind resources for your identified projects.• Locating key people who are willing to share their experiences and successes with you.• Mentoring key players in your collaborative group.• Troubleshooting specific problem areas and contentious issues that may arise.• Providing training opportunities in facilitation, collaborative processes (CRM), and

grantwriting.

The Washington State CRM program is here to assist you! We encourage you to con-tact us by phone or email with your questions about implementing collaborativegroup processes.

Contact us: CRM Program, Department of Natural Resource Sciences,Washington State University, P.O. Box 646410, Pullman WA 99164-6410

Thanks to California CRMP!We thank the California Resource Management and Planning Council forsharing their CRMP Handbook with us. Several of the appendices and some ofthe narrative text were excepted and annotated from their handbook. You canreach the California CRMP program, as follows: Phone 916-457-7907.Website: www.crmp.org Email: [email protected]

Funding: Funding for this document was provided through the Washington Department ofEcology Grant No. C0200183.

Washington State Coordinated Resource Management Program

“Empowering local people to solve land use and natural resourceissues together, through collaborative problem solving.”

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Washington StateCoordinated Resource Management HANDBOOK

CRM MISSION: To improve resource management by providing support and technicalexpertise in the development and implementation of coordinated resource management

through community-based, locally-led collaborative processes.

INTRODUCTION

Collaborative group processes can be used tobring people together, improve communica-tions, and reduce conflicts. The CoordinatedResource Management (CRM) process servesas a model for many types of collaborative,voluntary, locally-led activities that lead toimplementation of on-the-ground projects toenhance natural resources.

Consensus is the cornerstone for most CRMprocesses. Typically decisions are made byconsensus. The collaborative process allowsissues to be fully aired, allows all members tohave input, and insures that everyone hasequal voice and responsibility, all of whichmakes consensus possible.

The basic concept underlying CRM is thatcoordinating resource management planningacross ownership or management boundariesand jointly implementing field activitiesresults in improved resource condition, assistslocal people in meeting their objectives andminimizes conflict among land users, land-owners, governmental agencies and interestgroups. By using this approach, resourceproblems can be addressed and solved effec-tively. This happens because decisions involvelocal stakeholder input and ideas, and groupefforts and resources are applied to a specificgeographic area. While taking part in a col-laborative process, each land owner andresource manager retains responsibility fordecisions involving their ownership.

The CRM process operates on the local level,but can have wide-ranging influences. Thephilosophy behind CRM is that those wholive and work on a given piece of land are thepeople most capable of developing and imple-

menting sound plans for its use. Experiencehas shown that people with diverse view-points who voluntarily meet as a planningteam will find common ground as they inter-act with one another and have a chance toobserve resource problems firsthand. Throughdiscussions and field tours, landowners, usersand resource managers learn to understandand respect each other’s viewpoints. Althoughmembers of the group may have differinginterpretations of natural resource issues, theCRM process can help them realize they alsohave a common commitment to the contin-ued health and productivity of the land andits resources. The end result is constructiveresource management problem-solvingthrough cooperative resource planning.

The CRM process can be used effectively inpractically any resource management situa-tion, i.e. to bridge gaps among private land-owners, government agencies, and otherresource users. It is particularly appropriate forareas where local resource management issuesinvolve lands under more than one ownershipor jurisdiction. Although the CRM process isoften thought of as a way to resolve conflictsover land use, it can be equally effective inimproving communications and coordinatingmanagement activities among plan partici-pants with diverse interests even when thereis no conflict. Generally, all decisions aremade by group consensus and no votes aretaken. Consensus decisions result in a success-ful CRM plan that will be strongly supportedby every member of the planning group.

PURPOSE OF THIS HANDBOOK

This handbook is a guide to assist the readerin carrying out a collaborative CRM project. It

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describes ten steps used in developing a planand provides sample forms in the Appendices.These forms were developed to assist localgroups in working through the process,reaching consensus on resource issues, anddeveloping a sound course of action; their useis optional. Local planning groups operateunder their own leadership and direction.Groups can form and develop coordinatedmanagement plans completely on their ownor, if they choose, can ask for help from theCRM program or other outside sources. Con-tact information for the CRM program isprovided inside the front cover of this hand-book.

• A list of land and resource managementobjectives that all parties have contributedto and agree on for the area

• A list of management activities or actionsthat will achieve each objective

• The location of each project and practice

• A sequence of activities that will be imple-mented

• The approximate timing or schedule forbeginning and completing the projects andpractices

• A commitment from the responsible indi-vidual to accomplish each activity

• A means for re-evaluation of the overallplan and developing new strategies foradapting it to new problems or opportuni-ties and changing conditions

Each local CRM group is independent and willaddress a unique set of problems, opportuni-ties, resource situations and participantobjectives. With the information listed above,each planning group member can go forwardwith the part of the plan they are responsiblefor—knowing how their project contributes tothe entire coordinated effort or “big-picture.”

IMPLEMENTING ACOLLABORATIVE GROUP PROCESS

Step 1: Recognize the opportunity for acollaborative approach and get organized.

The Opportunity: The CRM process usuallybegins when someone recognizes the need toaddress existing and potential resource man-agement issues. The process can be initiatedby an individual, group, private landowner,organization, or agency. Individuals or organi-zations can contact the CRM program (con-tact information inside the front cover of thishandbook), the local Conservation Districtoffice, or one of the other Washington StateCRM Partners.

The Stakeholders: Identify all individuals,interest groups, and agencies that couldpotentially be affected by improvements tothe resource or discussion of the issues. In-clude all landowners and managers within the

Using these CRM steps will result in a planthat provides the following:

• A description of the area, including landownership, resources and features

The 10 CRM Steps

1. Recognize the opportunity for acollaborative problem solving approachand get organized.

2. Conduct the first meeting; invite arealand owners, resource managers, andothers to participate.

3. Define the geographic boundaries ofthe planning area.

4. Consider multiple resource issues andcollect existing data.

5. Identify individual participant’s objec-tives and problems—giving consider-ation to all resources.

6. Develop actions to achieve objectives.

7. Create and re-evaluate plans to ensurethat all problems and objectives areconsidered and addressed.

8. Devise a field monitoring system andschedule annual review sessions.

9. Implement the plan with field projects.

10. Annually review monitoring data andprogress, modify plan as needed.

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planning area, along with local representa-tives of all governmental natural resourceentities. In addition, people with expertise inparticular resources to be considered may bewise additions to the group. Ideally, thosepresent should have decision-making author-ity for the group or agency that they repre-sent. Through a statewide Memorandum ofUnderstanding, eleven public and privateentities have agreed to cooperate in Coordi-nated Resource Management activitiesthroughout Washington State (Appendix C).The CRM program may be able to help engagethem in collaborative efforts throughoutWashington. A comprehensive group ensuresall ideas are expressed, resulting in a strongerplan based on solutions developed by thestakeholders. Final participation of all parties,however, is strictly voluntarily. Success willstill be possible even if some affected partieschoose not to participate.

Step 2: Conduct the first meeting; invitearea land owners, resource managers,and other interests to participate.

The First Meeting: The first meeting of theCRM planning group should occur at a neu-tral location such as a community center orConservation District office. Start by sending

an invitational letter describing the nature ofthe meeting to all identified stakeholders:

• Explain why Coordinated Resource Man-agement is being considered

• List, in general, the major issues that maybe considered

• Identify the proposed geographic areainitially being considered

• Outline how the planning process mightproceed

• Include a list of people invited to the firstmeeting; indicating that participation isvoluntary

• Give the date, time and location for themeeting

To reach all interested people in the commu-nity, send a news release (see Sample Docu-ment A for a Sample News Release) to thelocal media, distribute fliers or post them inpublic facilities and on bulletin boards.

Logistics and Agenda: Typically at the firstmeeting, a principal meeting planner withexperience in facilitating group planning andneutral ties to the expected issues can act asinterim chair, but the group should thenselect a chair or group facilitator, agreed uponby all participants. In addition, a note takershould be designated to keep an official recordof each meeting, including documentation ofmajor decisions and copies of all handoutsand visual aids.

Some of the things to be done at this firstmeeting include:

• Clarify the purpose of the meeting andCRM process

• Conduct a round-robin of self introductionsduring which participants briefly summa-rize their responsibility and particularinterests

• Outline the agenda and ask for groupapproval and input on adjustments

• Summarize the collaborative CRM processto be used and describe the results andoutcomes that can be anticipated

Washington State CRM Partners

USDA Forest Service

USDA Natural ResourcesConservation Service

USDI Bureau of Land Management

Washington Association ofConservation Districts

Washington Conservation Commission

Washington Department of Agriculture

Washington Department of Ecology

Washington Department ofFish and Wildlife

Washington Department ofNatural Resources

Washington Rangeland Committee

Washington State University Extension

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• Describe the proposed planning areaboundary using a visual map and groupinput

• Make sure all visual aids are of appropriatesize and quality for the size of the group

• Summarize the actions taken in the meet-ing

• Wrap up with an “around-the-room”response to these questions: What is youropinion of this meeting? Did it accomplishyour expectations? What did we miss?

• Set the date, agenda, and purpose for nextmeeting and define what is to be accom-plished by whom prior to that meeting

See Sample Document B for a complete check-list of things to be done prior to the first CRMmeeting. In addition, Sample Document Ccontains a sample first meeting agenda.

The Facilitator: Chose someone to run themeetings. A facilitator trained in moderatingmeetings and keeping a group on task may beuseful to lead your process. Attributes of agood facilitator include professional compe-

tence in resource issues and the ability towork with people to achieve consensus. Inparticularly difficult situations, a facilitatorwith no perceived bias may be necessary, butusually the planning group can agree on alocal facilitator who will remain impartialwhen running the meetings.

Ground Rules: Early in this process, thegroup should collaboratively develop, committo, and document ground rules. This helpscreate healthy, productive communicationhabits, trust, and a sense of safety whendiscussions get intense. Ground rules providegroup members with a non-judgmental wayof requesting communication changes whenground rules are being tested. Creation ofground rules may be the group’s first collabo-rative success and models the process theyare using. A common understanding of thelevel of consensus expected should bedetermined. Sample Document D providesSample Ground Rules for CollaborativeGroup Processes.

Avoiding Gridlock: The facilitator shouldmaintain the momentum of the decision-

An Effective Facilitator:

• Creates a safe working environment inwhich members can contribute theirthoughts and ideas

• Gets agreement through consensus ondesired outcomes/agenda

• Suggests ways to proceed and checksfor agreement, as a process advocate

• Makes sure everyone has a chance toparticipate

• Promotes respectful listening

• Keeps discussions and interactionsorderly and on track

ATTRIBUTES OF EFFECTIVE FACILITATORS

The facilitator often plays a very important role for your planning group. This person will assumeresponsibility for setting the tone, reducing conflicts, and efficiently moving the entire groupforward in decision-making.

• Ensures that time is monitored andinformation is recorded

• Listens and observes

• Defends others from personal attack

• Remains neutral and does not contrib-ute content ideas or evaluate groupmembers’ ideas

• Knows when and how to get others toperform the facilitating and recordingfunctions

• Balances process and content focus

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making process. If the group is not able toreach consensus on a difficult objective, thefacilitator should move to postpone a decisionon that issue and move on to the next objec-tive. It is important to reach agreement on afew issues so the group will feel a sense ofaccomplishment. Re-visit and discuss difficultproblems at a later date. Experience hasshown that as the group members developtrust in each other, consensus on most issuescan usually be achieved.

When gridlock does occur and issues cannotbe resolved, the following suggestions areoffered:

• Take a cooling off period—break for 15minutes

• Set issues aside temporarily

• Assign a subcommittee of the group towork on the issue, and report back

• Hold a field tour so everyone can look at anarea at the same time

• Bring in a speaker with specific expertise inthe ecological bottom line issue

• Separate the people from the problem

In addition, problems may develop that arehighly technical, need extensive research, orare beyond group’s authority or expertise.When these occur, the planning group maywant to handle them by separate subcommit-tee. Do not let the planning process get“sidetracked” on complex and/or controver-sial issues, or those beyond the planningobjectives. Form a subcommittee to gatherfacts and propose alternatives for consider-ation by the entire group.

GROUP EFFECTIVENESSEVALUATION

Evaluate your group’s effectiveness and diagnoseany problems using the following checklist:

Are the goals clear and understandableto the group members?

Are the goals perceived by the membersas meaningful, relevant, and realistic?

Is assistance provided to help groupmembers resolve their concerns abouttheir roles? (What is expected of them?How much responsibility do they have?)

Does the group have appropriate re-sources for dealing effectively with tasks(such as member knowledge, back-ground material, access to outsideresources)?

Are basic issues discussed openly, di-rectly, and respectively?

Do members communicate effectively?Do they listen with the goal of under-standing? Do they test their under-standing by rephrasing?

Are leadership responsibilities clearlydelegated and accepted by the group?

Does the group have effective decision-making mechanisms and has it agreedupon them?

Is the interaction oriented towardobjective data gathering and problemsolving?

Are conflict and disagreement confrontedopenly and worked through fairly?

Is there adequate opportunity forindividual members to meet some oftheir own needs (such as recognition,belonging, status, or appreciation)?

Is each person focused on the task athand and participating productively inthe process?

Does the group spend part of its timefocusing on its own process as well as theassigned tasks (such as how the groupprocess is working, or members’ con-cerns about how the process functions)?

How would you describe the climate ingroup meetings (cold/friendly, support-ive/antagonistic, relaxed/tense)?

Step 3: Define the geographicboundaries of the planning area.

Defining Boundaries: Boundaries should belogical and recognizable, and based on re-source issues, community interests, and

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geographical considerations. For example,sub-watershed boundaries, vegetation, andridgelines are commonly used for this pur-pose. As a rule, the area should include allprivate and public lands necessary to obtainsolutions to identified problems.

How Big or How Small: Be careful not tomake the planning area too large or too small.If it is too big, the plan can easily become socomplex and lengthy that it may never becompleted, and the team members may havedifficulty finding enough time to meet andwork together. An entire county, for example,would probably be too large. For sizable areas,it may be appropriate to form more than onelocal planning group. These groups may wantto cooperate on objectives and actions whichextend beyond the boundaries of any one areaand work individually on their own uniqueproblems. Another way to handle large areasis to have one local planning group thatdevelops sub-committees to assume responsi-bility for various parts of the overall plan. Atthe other extreme, a planning area that is toosmall may result in some problems not beingsolved because their causes lie partially onlands outside the planning area. Again, timelimitations may not allow committee mem-bers, especially agencies, to participate inmany small planning groups.

Step 4: Consider multiple resourceissues and collect existing data.

Consider Multiple Resource Issues: Whenundertaking a CRM process, groups are en-couraged to consider all natural resourceswithin the chosen geographic area. Thisstrategy will eliminate the need to start abrand new CRM process when, for example,the “salmon problem” is resolved and a“mining” or “timber issue” is discovered. Itmakes the most sense for everyone involvedto participate in one comprehensive processthat addresses all resources. The participantsthen will feel that their time invested in theplanning and implementation process will beused most effectively and efficiently.

Coordinating with Other Planning Efforts:It is a good idea for each collaborative groupto have a strong awareness of other planning

efforts underway within the designatedgeographic area. It would be wise to checkwith all of the following applicable entities tosee what efforts they have underway that mayimpact the CRM group’s efforts and outcomes.These entities may also be able to provideadditional resource data to augment CRMplanning efforts:

• Federal agencies

• State agencies

• County government

• City government

• Conservation district

• Irrigation district

• School district

• Tribes

• Other

Collect Data: Collect or create maps withenough detail to show important features.Other useful materials, including resourceinventory data, soil surveys, hydrologicstudies, environmental impact statements,local land use plans and aerial photographs,should be accumulated. Agencies and otherentities taking part in a local CRM group maybe able to provide much of this information.Form 1 provides a Resource ConsiderationChecklist. It is recommended that eachcollaborative group go through the checklisttogether and brainstorm new resource issuesspecific to the local area. Continue to as-semble additional information throughoutthe life of the plan. Form 2 provides a Check-list of Planning Resources to be gathered toensure all relevant resources have beenexamined. The planning group shouldbrainstorm additional sources of informationrelevant to the specific project.

Step 5: Identify individual objectivesand problems—give consideration to allresources.

Identifying Problems, Issues, and Objec-tives: Once the group is organized and theplanning area defined, the work begins. Mostmeetings should include the entire planning

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group even if some parts of the plan may bedone by committees. Begin the collaborativeprocess of “issue identification” by brain-storming (see Form 3) an Issues and ConcernsList that is specific to the chosen geographicboundaries. Each person attending should begiven a chance to discuss and list their issuesand concerns. Next, brainstorm a Manage-ment Objectives List that encompasses each ofthese issues (see Form 4). Planning will beeasier if the objectives listed are as specific aspossible. “Improving the ecosystem” may besomething everyone agrees on, but it is sogeneral that the planning group will havetrouble figuring out how to accomplish it ormeasure results. In contrast, objectives like“reduce siltation” and “increase wood utiliza-tion” are measurable.

It does not matter which form is done first. Infact, it may be best to put up two big sheets ofpaper or divide a blackboard in half and makeboth lists at the same time. This may takeseveral meetings. It is important that no one’sobjectives or concerns be left off the list.Include every suggestion, even if othersdisagree. Do not worry about ideas or objec-tives that seem controversial or contradictory.This is a process aimed at getting everyone’sissues and ideas listed. They will be consideredin detail later. Where possible, quantifyobjectives in terms that can be measured.

The list of problems and list of objectives willtend to match, e.g. if low water quality duringspring runoff is a problem, increased vegeta-tion density along stream channels to reducesiltation may be listed as an objective; and ifadjustments in annual allowable “cut” (har-vest) is listed as a problem, improvements intree growth rate and wood utilization may belisted as an objective.

Step 6: Develop action and fundingplans to achieve objectives.

Brainstorming Management Actions: Thenext step is for your group to work out man-agement activities and actions needed toachieve each objective identified on Form 4.Use the Proposed Actions Worksheet, Form 5,to do this. Write each objective at the top ofone page and then brainstorm as a group the

actions proposed to achieve this objective. Itis desirable to list all actions suggested by eachmember of the group, which would lead toaccomplishing the objective.

Developing Specific Management Objec-tives: After completing one Form 5 for eachobjective, go back through each list anddelete, by consensus, those actions whichrequire more resources than available, are tootime consuming and/or expensive, or in otherways are not practical. This might best bedone at the next meeting, so that everyonehas a fresh perspective and open mind. Then,from the remaining list, begin selectingactions which are practical, workable, andthat all agree will solve the problem. Do notoverlook innovative suggestions that maywork. When this is accomplished, list theactions in a logical order so they lead toaccomplishing the objective. For each objec-tive, indicate how progress toward meeting itwill be measured. This may take a long timeand a lot of discussion. Some of it may bedone by committees. Field trips may helpresolve difficult conflicts and dispel miscon-ceptions about the resources or features at aparticular site. A planning group may developand discard several different lists of actions foreach objective before all agree on one thatwill do the job. Do not be concerned, even atthis point, if some objectives will seem tocontradict each other. As people meet andlearn one another’s concerns and manage-ment goals, constructive, innovative solutionsmay surface to achieve objectives that initiallyappear contradictory. If not, compromise maybe possible.

Preparing the Action Worksheet: Next deter-mine each participant’s role in the action planand a time schedule for attainment. To accom-plish this, look at each objective and theproposed actions your group listed earlier onForm 4. Working with the planning group, fillout an Action Worksheet, Form 6, for eachproposed action. Be sure to assign these actionsto people who are both willing and able tocarry them out. Some may be simple and takeonly a short time, while others may be com-plex and longer to organize and complete.

Funding the Plan: The plan should encom-pass funding for preparation of detailed plans,

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environmental evaluation, and field imple-mentation. It should also allow for reviewand modification of activities, to best meetobjectives. Costs may be shared. Fundingconsiderations, however, should not limitidentification of problems, issues or potentialactions. Using contacts made through theplanning group, allocate resources, requestgrants, or find creative funding to put yourplan into action. The CRM program may beable to provide you with leads on potentialgrant funding.

Is It Time To Call A Meeting?

No—if you still need to . . .

• Organize large amounts of data

• Write a report

• Disseminate large amounts of informationthat might be better read individually

• Communicate on small issues that mightbetter be handled by telephone or Email

Yes—if you need to . . .

• Communicate critical information

• Define problems and issues

• Exchange points of view

• Gather information

• Generate lots of ideas

• Evaluate alternatives

• Make decisions that are well-supported

• Develop plans

• Enhance team spirit and cooperation

So, it is time to have a meeting.

Here are some tips to help the meeting go well:

1. Start on time, no matter what. If you cando something in your introduction thatlatecomers will be sorry they missed, allthe better.

2. Be enthusiastic. It’s contagious. If you seemexcited about accomplishing your goals,

others will be, too. Conversely, if you takea lackluster approach, others will followsuit.

3. Use body language that shows you knowwhat you’re doing. Sit tall and look atpeople directly.

4. Speak with authority. If you are preparedand know your stuff, you’ve got it made.

5. Don’t pontificate. Keep the meeting mov-ing with questions, discussions, andprobes—keep it on track.

6. Avoid the seven deadliest sins of meetingleaders: resenting questions, monopolizingthe meeting, playing comic, chastisingsomeone in public, permitting interrup-tions, losing control, coming unprepared.

7. Orchestrate and pace the meeting with anagenda. Call on upbeat people, avoidlulls, keep participants focused on thegoal, and invite everyone to give input.

8. Be diplomatic and considerate. Listen carefully.

9. Use humor (not jokes) that comes natu-rally from the exchange.

10. Praise people. Thank them for coming. Letthem know you appreciate that they careabout the issue.

Adapted from Elayne Snyder, The Art of Running aMeeting, California Department of Fish and Game,Sacramento, CA.

Step 7: Create and re-evaluate the CRMplan to ensure that all problems andobjectives are considered and addressed.

Develop and review a draft CRM plan. Theplan should include the following key ele-ments:

• Name of the group, location, and area involved(land ownership, including acreage)

• List of participants

• A brief description of the planning area,including a map

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• Resource uses in the planning area

• A list of concerns and issues

• Other issues and opportunities that havebeen identified

• Stated objectives

• Actions and implementation strategy foreach objective

• Monitoring procedures for use in adaptivemanagement

• Signature Page for Final Plan Agreement(see Sample Form 7)

Reviewing the Draft Plan: After creating adraft, the group should review the over-allplan. Re-check the list of issues, concerns, andproposed solutions to ensure that each onehas been addressed. Review the plan forinconsistencies and contradictions, and reviseit as needed. When the planning group agreesthat the plan is workable, the draft planbecomes a functioning Coordinated ResourceManagement plan.

Signatures of Commitment: Finally, every-one involved signs the last page. This signifiesagreement and willingness to carry out tasksfor which each has accepted responsibility.

Step 8: Devise a field monitoring systemand schedule follow-up review sessions.

You may want to consult experts to helpdevise appropriate ways to monitor the resultsof your work. Include how monitoring willoccur, by whom, and when, in your plan.

Step 9: Implement the plan with fieldprojects.

Go forth and do what your group hasoutlined in its plan!

Share Success: Consider sending news re-leases to the local media highlighting youraccomplishments to keep the communityaware of progress. Also you may want toenergize the people involved in the CRMprocess and enhance community interest by

having a “field day” or “demonstration day.”Invite the community into the field to viewthe project first-hand. This offers an excellentopportunity for people to see what is occur-ring and encourages face-to-face communica-tion between all constituents.

Step 10: Annually review monitoringdata and progress; modify plan asneeded.

Periodic review sessions should bring mostplan participants back together to reexamineproblems, objectives, progress, and recognizesuccessful accomplishment of activities (seePeriodic CRM Plan Review, Sample DocumentE). If conditions have changed (e.g., change inprivate land ownership, new laws passed orother problems or opportunities), the planmay need to be modified. Planned activitiesoften take more or less time than anticipated,in which case schedules may need to bechanged. Plans should remain flexible enoughto take advantage of special funding opportu-nities or adjust to unforeseen circumstances(e.g., new federal programs, a year of drought).Updates, changes, and additions should bemade to keep the plan current. Also, workplanned for next year should be reviewed andcommitments reaffirmed. Regular reviews andupdating maintains the plan’s relevance,effectiveness, momentum, and participantinterest. Long-term success may depend onannual reviews and keeping the plan currentand relevant.

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For Further Reading:

Association for Conflict Resolution, http://www.acrnet.org/about/CR-FAQ.htm.

Conflict Research Consortium, University of Colorado, http://conflict.colorado.edu/.

The Conflict Resolution Source, http://v4.crinfo.org/.

Department of Veterans Affairs Office of the Dispute Resolution Specialist, http://www1.va.gov/adr/page.cfm?pg=48.

Dunning, D. 2003. Introduction to type and communication. CPP, Inc. Palo Alto, CA.

Fisher, R. and W. Ury. 1991. Getting to Yes: Negotiating Agreement Without Giving In. 2nd ed.Penguin Books USA, Inc. New York, NY.

Keirsey, D. and M. Bates. 1984. Please Understand Me. Prometheus Nemesis Book Co., Del Mar, CA.

Kroeger, O., and J. M. Thusen. 1992. Type Talk at Work. Bantam Doubleday Dell Publishing Group,New York, NY.

Myers, I. B. 1998. Introduction to Type, 6th ed. CPP, Inc., Palo Alto, CA.

Paulson, D. D. 1998. Collaborative management of public rangeland in Wyoming: Lessons inco-management. Professional Geographer, 50(3), 301-15.

Schumaker, J. R. 1999. Natural resource alternative dispute resolution tool kit. U.S. Department ofInterior Bureau of Land Management. BLM/WO/GI-99/07+1400.

Ury, W. 1991. Getting Past No: Negotiating Your Way from Confrontation to Cooperation, rev. ed.Bantam Books, New York, NY.

Wondelleck, J. M. and S. L. Yaffee. 2000. Making Collaboration Work: Lessons from Innovation inNatural Resource Management. Island Press, Washington, DC.

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APPENDIX A

COORDINATED RESOURCE MANAGEMENTSAMPLE DOCUMENTS

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CRM Sample Document – A

Sample News Release

News Release

For Immediate Release

Date: (month/day/year)

Contact: (name and phone number of person for the newspaper to call for moreinformation)

Join Us for a Public Meeting

(The first paragraph should include who, what, where, when and why.)

For Example:

The public is invited to attend a meeting to discuss the future of Big Sky Watershed.This meeting will be held at the XYZ Community Center on Friday, 00 February 2006from 7:00 p.m. to 9:00 p.m. to discuss current use and management of the streamcorridor running from Townville to Lake Silver.

(The second paragraph should give a bit more detail about the goal of the meeting andmention of who should attend and why.)

The focus of the meeting will be a discussion of resource issues in this watershed andthe use of coordinated resource management and planning to achieve success. At-tendees are invited to join the discussion and state their concerns. This meeting isparticularly important for community members and civic leaders who are concernedabout the Big Sky watershed and would like to get involved in improving this naturalresource. The meeting will be of interest to people with homes along Gold Creek.

(Note any additional information in the final paragraph.)

For more information, please call IMA Resource at 123-4567.

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CRM Sample Document – B

Meeting Checklist

Checklist of Things to Do Prior to the First CollaborativeGroup Meeting

Assemble a small planning committee to help pull together the first meeting.

Identify potential stakeholders and develop a mailing list.

Set the time and date for the first meeting.

Find a neutral location for the meeting.

Develop a meeting agenda. Include an explanation of the issue(s) that led to themeeting being called.

Make arrangements for a meeting facilitator.

Identify someone to chair the first meeting.

Plan to have a recorder present to take accurate notes.

Send a letter or announcement to potential stakeholders announcing the firstmeeting, 2–3 weeks in advance.

Prepare for audio-visual needs by having flip charts, projectors, large felt markers,and sign-in sheet for attendees.

Create a map showing the proposed geographic boundaries to be encompassed bythe planning effort.

Collect readily available data and information about your proposed planningarea.

Assemble and photocopy handouts for meeting.

Have nametags and sign-in sheet available.

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CRM Sample Document – C

Sample First Meeting Agenda

1. Welcome participants and makeintroductions.

2. Make a clipboard available as peopleenter for sign-in of name, address,phone, email, and organization. Usethis to start a permanent mailinglist.

3. Describe the purpose of meeting andaction taken to date.

4. Designate:

• The meeting chair

• The meeting facilitator

• The meeting note taker.

5. Define the collaborative process tobe used, describing the results andoutcomes anticipated.

6. Propose geographic boundaries.Initiate group discussion for annota-tion of boundary lines.

7. Brainstorm “the issues” involved(this list will be re-visited and honed ata future meeting).

8. Gain participant feedback and com-mitment. Give each person a chanceto express support, doubts, and fearsabout the possibilities for this pro-cess and an opportunity to share itsresponsibilities:

Why did you come today?

What issues concern you most, andwhy?

Are you willing to commit to futureparticipation as a member of thisgroup?

9. Brainstorm names of other stake-holders who should be invited toparticipate.

10. Determine action items and peopleresponsible for accomplishing themprior to the next meeting. For ex-ample: gathering maps and data,inviting new participants, organiz-ing meeting logistics, distributingagenda and minutes.

11. Set the agenda for next meeting.

12. Set the date for next meeting.

13. Close with final comments andadjourn.

Note: Provide ample time for individual input and comment. Promote respectfullistening. Look for people who have not spoken or expressed ideas, and call onthem specifically. All present need to be included and heard.

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CRM Sample Document – D

Sample Ground Rules forCollaborative Group Process

1. Everyone who participates needs tobe “solution oriented” towardachieving consensus. We do notplace blame. Every member is re-sponsible for the progress, success,and quality of the group’s work.

2. We commit to listening with respectto each other, to recognizing thelegitimacy of everyone’s concernsand feelings about topic(s), to askingquestions for clarification, and tomaking statements that attempt toeducate or explain. We commit tono personal attacks directed at indi-viduals and/or organizations.

3. Each of us takes responsibility forgetting our individual needs met,and we also agree that all relevantissues identified by any membermust be addressed by the group.Participants are encouraged to beproactive in bringing forward issuesfor discussion.

4. Participants commit to giving thesame priority to solving the prob-lems of others as they would to theirown problems.

5. Participants will recognize a lack ofinformation when it exists, and seekto address “unknowns” throughfurther information gathering oradaptive management.

6. A consensus decision making processwill be used. We define consensus asa decision that allows every memberto say, “I can live with the decisionand accept it, even though it may ormay not be exactly what I want.”Consensus will be attempted andparticipants hereby commit to work-ing diligently to achieve it.

If it is not possible to achieve con-sensus, then based on listening toall of the ides and concerns of eachparticipant, we agree to documentthe dissenting opinion(s) in themeeting minutes along with thename of the person(s) who disagrees.We will then move on to the nextissue. We may occasionally postponemaking a decision on an issue, defer-ring the consensus decision makingprocess, until a future meeting sothat new information may bebrought forward.

7. Final decisions made must be ulti-mately acceptable to all landowners.These parties, after all, are the indi-viduals or entities owning the landon which the practices under discus-sion will be implemented.

8. Attendance at each meeting is ex-pected. Members who miss morethan two unexcused consecutivemeetings, or three meetings in a

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year, may have their participationrights revoked. Members are encour-aged to send an alternative represen-tative if they are unable to attend ameeting. These alternate membersare expected to be pre-briefed on theissues under consideration.

9. It is the responsibility of each mem-ber to inform those they representabout issues, progress, and decisionsso that these organizations stay well-informed on developments in thiscollaborative process.

10. Members are expected to carry outassignments on schedule.

11. We agree that interested observerscan attend meetings. However, onlywritten input from non-participantswill be accepted and considered bythe group.

12. Members are expected to respect andsupport the integrity of this collabo-rative process outside the meetingroom. No participant will attributesuggestions, comments, or ideas ofanother participant to the newsmedia or non-participants. Membersspeaking as individuals must specifythis when speaking to the media.

Participants agree that all officialcommunications representing thiscollaborative process with the newsmedia will be the responsibilityof(or their successors), unless otherarrangements are specifically made.

13. If these ground rules are not beingmet by the participant, the groupreserves the right to request a re-placement member from a specificorganization. It is the responsibilityof that organization to bring thisnew person up-to-speed on thiscollaborative process.

14. If you hear a rumor, call the facilita-tor before acting on it.

15. Anyone may leave this process , butwill tell the entire planning groupwhy, if withdrawal is due to a groupproblem. The group will then see ifthe problem(s) can be addressed toeveryone’s satisfaction.

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CRM Sample Document – E

Periodic CRM Plan Review

Points to consider at the CRM Plan Review Meeting:

• Review the plan.

• Assess progress.

• Recognize the accomplishments.

• Discuss planned activities that are not complete.

• Analyze any problems or issues.

• Discuss new developments and how they relate to the plan.

• Review monitoring results.

• Consider adaptive management strategies.

• List what is to be done next, who will do it, and when it will be completed.

• Adjust schedule to complete planned elements.

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APPENDIX B

COORDINATED RESOURCE MANAGEMENTSAMPLE FORMS

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CRM Form – 1

Resource Consideration Checklist

LAND USEGrazing

Cropland

Wildlife

Weeds issues

Forest land management

Fire prevention/prescription

Historical, cultural, or archaeologi-cal resources

Ag land conversion

Mining

WATERSHEDErosion control

Water quality

Animal waste treatment

Riparian zone protection/enhancement

Pollution

Temperature

Sediments

Optimum flow maintenance

Optimum level maintenance

Upland cover and management

RECREATIONVacation cabins, farms, and homesites

Campgrounds and facilities

Fishing waters

Animal waste treatment

Riparian zone protection/enhancement

Hunting areas

Off-road vehicle use

Water sports areas

Winter sports areas

Roads and trails

Parking and other major recreationuser-access points

Litter pick-up and disposal

THREATENED AND ENDANGEREDSPECIES AND HABITATS

Plants and plant communities

Animals, fish and their communi-ties or populations

Reptiles and amphibians

WILDLIFEWaterfowl, shore and wading birds

Big Game

Upland species

Diversity of species

Fish

OTHER

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CRM Form – 2

Checklist of Planning Resources

Indicate where each resource is available, who will obtain it, and howit will be used or why it is needed.

Land Ownership Map

GIS Databases

Land Use Designations

Soil Survey

Wildlife Population & Habitat Survey

Fishery Survey

Stream Survey

Timber Inventory

Livestock Inventory or Grazing Plan

Economic Considerations

Watershed Feature Inventory

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CRM Form – 3

Issues and Concerns List

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CRM Form – 4

Management Objectives List

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CRM Form – 5

Proposed Actions Worksheet

Fill out one sheet for each objective on Form 4.

Management Objective

Actions Proposed To Achieve This Objective:

1.

2.

3.

4.

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CRM Form – 6

Action Worksheet

Use one for each action on Form 5.

ACTION

Who Needs To Do What, When?Make sure those who commit to specific actions are really willing and able to carry them outwithin the framework indicated.

Who What When How Long

Benefits: (What will benefit and how? Try to estimate the dollar value of benefits.)

Costs: (What will this action cost? Who will pay/or potential funding source?)

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CRM Form – 7

Final Plan Agreement Signature Page

We, the undersigned, have participated in the development of theCoordinated

Resource Management plan, and concur with the decisions contained herein, andwill act to implement them, to the best of our ability.

An annual meeting to review this plan by the participants will be scheduled andorganized each by .

(month) (name)

The purpose of this meeting will be to discuss problems, make revisions in theplan, summarize progress and acknowledge accomplishments, set priorities forimplementation of planned items, and outline projects for the coming year.

NAME REPRESENTING

Date

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APPENDIX C

2002MEMORANDUM OF UNDERSTANDING

(Annotated Version)

Washington State CRM Partners

USDA Forest Service

USDA Natural Resources Conservation Service

USDI Bureau of Land Management

Washington Association of Conservation Districts

Washington Conservation Commission

Washington Department of Agriculture

Washington Department of Ecology

Washington Department of Fish and Wildlife

Washington Department of Natural Resources

Washington Rangeland Committee

Washington State University Extension

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PREAMBLE

Coordinated Resource Management (CRM) is a proce-dure designed to (1) achieve compatibility between theuses being made of our natural resources, which includeagriculture, fish and wildlife habitat, forage productionand use, forest products, recreation, land developmentand others; and (2) improve land and water resourcesand their perpetuation in high quality condition. A Co-ordinated Resource Management plan covers all owner-ships of the planned area. All major uses of the area areconsidered in an effort to coordinate activities and maxi-mize resource management opportunities.

I. PURPOSEThis Memorandum of Understanding establishes policyand general guidelines for use by the undersigned stateand federal agencies for coordinating their activities inresource planning and working with conservation dis-tricts, federal, state and local agencies, and private land-owners or users in developing and implementing soundresource management and conservation programs.

II. POLICYThe signatory parties agree to cooperate, to the extentpossible, in preparing and implementing CoordinatedResource Management plans on operating units, allot-ments, subwatersheds, and other appropriate resourceareas made up of private, federal, and state-administeredland.

The agencies or organizations cooperating on particularmanagement or planning units will vary depending onthe land ownership pattern and resource values withinthe planning area. The signatory agencies will seek tocooperate with all owners or managers of land and re-sources within each specific area. Other agencies, orga-nizations, and individual interests will be involved asneeded and appropriate.

III. AUTHORITYAuthority for participation in this effort is covered byexisting federal or state statutes or delegations of au-thority. Authority for federal agencies is also continuedin a national Memorandum of Understanding betweenthe USDA Forest Service, Bureau of Land Management,Cooperative Extension Service (formerly Science andEducation Administration - Extension) and Natural Re-sources Conservation Service (formerly Soil ConservationService) dated November 1987.

Memorandum of UnderstandingFor Coordinated Resource Management

In Washington State

IV. RESPONSIBILITY OF AGENCIES ANDORGANIZATION

A. The USDI Bureau of Land Management and theUSDA Forest Service plan and conduct multiple-use resource management and conservation pro-grams on lands under their jurisdiction. The ForestService also has an interest in encouraging soundagriculture, forestry, and conservation practices onareas within and adjacent to national forests andgrasslands, and to assist the responsible state agencyin promoting forest land management practices onprivate forest lands.

B. The USDA Natural Resources Conservation Ser-vice provides technical assistance to conservationdistrict cooperators and participants in United StatesDepartment of Agriculture cost-share programs forplanning and applying authorized conservation pro-grams on privately controlled lands.

C. The Washington State Conservation Commission,an agency of state government, assists and guidesConservation District supervisors and their organi-zations, state, and local agencies, and the citizenryto plan and implement resource management sys-tems needed to bring about an improvement in thequality of the resource base, environment, and lifeitself. Assistance and guidance include providing fortechnical expertise to individuals and groups andfacilitating citizen involvement in community de-velopment activities and concerns to assure accel-erated progress in the protection of the resourcebase and improvement of the quality of our envi-ronment and life.

D. The Washington Department of Natural Re-sources manages state-owned trust lands so as togenerate revenue in perpetuity for the specific trustbeneficiaries designated at statehood. The depart-ment manages trust lands to assure full and con-tinual economic productivity, protect ecological andsocial values, and provide multiple uses.

E. The Washington Department of Fish and Wildlifedevelops and implements management programs,statewide, designed to protect, restore and enhancefish and wildlife and their habitats, while providingsustainable fish and wildlife-related recreational andcommercial opportunities. All land or resource man-agement programs, particularly on Department ofWildlife-owned and controlled lands, are centered onthese objectives.

F. WSU Extension has the responsibility for and pro-vides leadership in all general educational programsof the U. S. Department of Agriculture. Administra-

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tive and technical personnel serve as liaisons be-tween departmental research and action agenciesand the administrative and extension technical staffsat land-grant universities. County extension agents,located in nearly all counties, make the results ofresearch conducted by the U. S. Department of Ag-riculture, land-grant institutions, and other researchagencies, available to farmers, homemakers, youth,and others.

G. The Washington Rangeland Committee coordi-nates with rangeland development committees ofthe western United States; provides statewide lead-ership and coordination for rangeland classification,inventory, management and improvement; identi-fies and evaluates major problems and opportuni-ties for range use and management; promotes edu-cational programs; and identifies and sponsorsrangeland research.

H. The Washington Association of Conservation Dis-tricts represents the Conservation Districts that de-velop long-range programs; secures and coordinatesassistance from appropriate agencies and organiza-tions; encourages and enters into cooperative agree-ments to assist individuals, groups, and units of gov-ernment in conservation planning and application;provides means for determining local attitudes andobjectives; and serves as catalysts to develop andmaintain local interests in and support for conser-vation and development of resources.

I. The Washington Department of Agriculture servesthe people of Washington State by supporting theagricultural community and promoting consumerand environmental protection.

J. The Washington Department of Ecology protects,preserves and enhances Washington’s environment,and promotes the wise management of our air, landand water for the benefit of current and future gen-erations. The agency’s goals are to prevent pollu-tion, clean up pollution, and support sustainablecommunities and natural resources.

V. INITIATION, PLANNING AND SCHEDULINGGENERAL CONSIDERATIONS

A. This Memorandum of Understanding does notmodify or supersede existing agreements and/ormemorandums of understanding except that thisagreement revises and supersedes the current Wash-ington State agreement.

B. The resource management agencies whose landsare included in any planning area will retain respon-sibility for meeting all requirements of the laws andregulations pertaining to the use and managementof the lands under their respective jurisdictions. Theagencies and all landowners retain final authorityto make management decisions on their land in-volved in a Coordinated Resource Managementplan.

C. Contacts and follow-up assistance with those coop-erating in a plan will normally be made by the agencyhaving primary planning responsibility or will bemutually agreed upon by the local planning group.

D. When any practices, structures, or projects are tobe applied or installed upon lands under the juris-diction of a public agency, authorization must beobtained from the appropriate agency prior to ini-tiation of the action.

E. The priorities and management objectives for fed-eral or state-administered lands will be determinedthrough the responsible agency’s planning system.However, special consideration normally will begiven to resource areas presenting opportunities forCoordinated Resource Management planning.

F. The Conservation Districts and the signatories of thisMemorandum of Understanding are encouraged tocommunicate with each other to the end that eachConservation District, which has the opportunity toincrease conservation effort through CoordinatedResource Management planning, enters into memo-randums of understanding with the appropriateagencies.

G. When requested by the administering agency, theNatural Resources Conservation Service may pro-vide technical assistance on public land intermingledor adjacent to private lands covered by a Coordi-nated Resource Management plan.

H. Where state and private foresters managing relatedlands are involved, the Forest Service will dischargeits responsibilities for forestry technical assistancethrough the Cooperative Agreement with the Wash-ington State Department of Natural Resources.

VI. INITIATION, PLANNING AND SCHEDULING

A. Initiation—The State Executive Committee mem-bers will acquaint field personnel with this Memo-randum of Understanding to assure mutual under-standing and interpretation.

B. Planning—Individual planning groups will includerepresentatives of landowners and/or managers,resource agencies and other appropriate organiza-tions that are significantly involved in the operatingunit, allotment, or resource area. A moderator tolead the planning process should be selected by thelocal group for each Coordinated Resource Man-agement plan. Where full-time agency participationis not warranted, suitable arrangements for reviewshould be made at the local level so planning canproceed with reasonable assurance that the final planwill be acceptable to all.

C. Scheduling—Coordinated Resource Managementplanning should be made acceptable to eachparticipant’s schedule. This requires a reasonableamount of give-and-take between participants in theselection and assignment of priority.

D. Progress Reporting—The Task Group will annuallyreport progress to the Executive Group.

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VII. COMMITTEES

A. State Executive CommitteeRegional Forester—USDA Forest ServiceChair—Washington State Conservation CommissionCommissioner of Public Lands—Washington State

Department of Natural ResourcesDirector—Washington Department of Fish and

WildlifeDirector—WSU ExtensionDistrict Manager—USDI Bureau of Land Manage-

mentState Conservationist—USDA Natural Resources

Conservation ServiceChair—Washington Rangeland CommitteePresident—Washington Association of Conservation

DistrictsDirector—Washington Department of AgricultureDirector—Washington Department of Ecology

The Executive Committee will direct interagency plan-ning activities in Washington; review progress andproblems; facilitate this program by providing fortraining and scheduling of personnel; establish guide-lines for priorities in planning; and otherwise achieveagency cooperation and coordination throughout thestate. They will meet at least annually to conduct

these functions. The chairmanship of this groupwill rotate annually, normally in the order listedabove. Representatives of other appropriate stateand federal agencies or organizations will be invitedto participate in the meetings of this group.

B. State Task Group—This group will consist of agencyand organization designated representatives. TheTask Group may also invite representatives of thepublic at large or other groups not represented atthe executive level to participate in Task Group ac-tivities. The group will promote Coordinated Re-source Management planning; provide training andguidance to field personnel in planning procedures;and carry out specific assignments of the ExecutiveCommittee. The group will meet at least quarterlyto conduct the above functions and prepare andsubmit progress reports to the Executive Commit-tee chair. Normally, the Task Group chair will be theperson selected as the agency representative corre-sponding to the Executive Committee chair.

VIII. MODIFICATION

This agreement shall remain in effect until modified bythe parties in writing, and is renegotiable at the optionof any one of the parties.

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SIGNATURE PAGE

5/15/02

Regional Forester DateUSDA Forest Service

3/10/02

Commissioner of Public Lands DateWashington State Department of Natural Resources

5/29/02

Director DateWashington State Department of Ecology

3/22/02

District Manager DateUSDI Bureau of Land Management

2/22/02

Chair DateWashington Rangeland Committee

8/23/02

Director DateWashington State Department of Agriculture

7/18/02

Chair DateWashington State Conservation Commission

7/2/02

Director DateWashington State Department of Fish and Wildlife

2/8/02

Director DateExtension

2/20/02

State Conservationist DateUSDA Natural Resources Conservation Service

4/4/02

President DateWashington Association of Conservation Districts

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College of Agricultural, Human, and Natural Resource Sciences

Issued by Washington State University Extension and the U.S. Department of Agriculture infurtherance of the Acts of May 8 and June 30, 1914. WSU Extension programs and policies areconsistent with federal and state laws and regulations on nondiscrimination regarding race,

sex, religion, age, color, creed, national or ethnic origin; physical, mental or sensory disability;marital status, sexual orientation, and status as a Vietnam-era or disabled veteran.

Evidence of noncompliance may be reported through your local WSU Extension office.Trade names have been used to simplify information; no endorsement is intended.

Published March 2006.

EB2008E