2018 ANNUAL OPERATIONAL PLAN - Submitted by IWJV Staff - September 2017 - FINAL - Intermountain West Joint Venture
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2018 ANNUAL OPERATIONAL PLAN
Submitted by IWJV Staff
September 2017 - FINAL
TABLE OF CONTENTS INTRODUCTION 1 Mission and Values 1 Relevancy to People 2 Emerging Initiatives 2 SCIENCE & PLANNING 3 Strategy 1a. Produce Landscape-Scale Wetlands Science 4 Strategy 1b. Provide Science Support and Capacity for SGI and BLM 5 Strategy 1c. Implement Human Dimensions Research 6 Strategy 1d. Integrate Science with Conservation Programs and Habitat Delivery 6 HABITAT DELIVERY 7 Strategy 2a. Forge Stronger Alliances with State Conservation Partnerships 7 Strategy 2b. Promote Strategic Habitat Conservation Work in Wetlands, Sagebrush, and Grasslands 8 Strategy 2c. Increase Funding, Shared Investments, and Innovations in Partnership 10 COMMUNICATIONS 11 Strategy 3a. Enhance Connections and Engagement Through IWJV’s Digital Presence 11 Strategy 3b. Accelerate Working Wet Meadows Communications 12 Strategy 3c. Increase Sagebrush Conservation Communications 12 Strategy 3d. Support State Conservation Partnerships 12 Strategy 3e. Elevate the JV Partnership Model at the State and Federal Levels 12 Strategy 3f. Expand Energy Industry Partnerships 13 Strategy 3g. Further the Reach of IWJV Communications by Collaborating with Partners 13 OPERATIONS & ADMINISTRATION 13 Strategy 4a. Take an Entrepreneurial Approach to Funding Conservation 14 Strategy 4b. Effectively Administer Agreements 14 Strategy 4c. Provide Forums for Building Relationships 14 Strategy 4d. Efficiently Manage Operations 14 Strategy 4e. Track Accomplishments 15 APPENDIX A: LIST OF ACRONYMS 16 Cover photos courtesy of IWJV staff, Tatiana Gettelman, Don Paul, Scott Copeland, Brian Sullivan, Dave Hering (National Park Service), and Dan Boivin.
INTRODUCTION
The Intermountain West Joint Venture’s 2018 Annual Operational Plan establishes the priorities, activities, and
budget of the IWJV for the 2018 federal fiscal year (October 1, 2017, through September 30, 2018).
Audience and Purpose: This operational plan is for the IWJV Management Board. It enables the
Management Board to efficiently direct the IWJV’s time, resources, and energy toward the highest-priority
efforts in FY 2018. This function is extremely important, in that we work to support habitat conservation
across 486 million acres of the West through relationships with an increasingly diverse and growing cast
of partners; in short, there are countless valid activities in which we could engage. This operational plan
guides the Management Board and staff in establishing clear priorities, focusing the IWJV’s attention on
those tasks that will help us realize the highest possible return on investment.
Summary of Content: Each of the four elements in this plan—Science & Planning, Habitat Delivery,
Communications, and Operations & Administration—includes a set of Strategies that will be undertaken
and accomplished in FY 2018. For help with acronyms used in this plan, see Appendix A.
Mission and Values
The IWJV’s mission is to conserve priority bird habitats through partnership-driven, science-based projects and
programs. We do this by broadening and strengthening public-private partnerships; supporting strong
conservation funding levels for key programs; enhancing partner access to federal, state, and private funding
programs; fostering fund leveraging; developing and transferring science; and employing strategic
communications.
The nature of the IWJV’s work is that we catalyze – rather than directly implement – habitat conservation on the
ground. This niche is inherently challenging to describe. The Management Board and staff devoted significant
effort to fully grasping the IWJV’s values and our niche in the conservation partnership arena during facilitated
sessions for the board (April 2016) and staff (July 2017). These sessions identified that the people of the IWJV – the
Management Board, State Conservation Partnerships, Technical Committee, and staff – are our greatest asset. Our
work is shaped by three team values:
Innovation: We bring fresh ideas and new approaches to continually refine, strengthen, and increase the
efficiency of the conservation enterprise. The IWJV’s commitment to a diverse partnership – e.g., bringing
people with different perspectives together to develop a shared vision – and the personal values of many
IWJV team members coalesce to create an environment in which innovation is encouraged, supported,
and unleashed at levels exceeding that of many individual agencies or organizations.
Relationships: Our work is grounded in lasting relationships forged across a wide spectrum of
conservation partners. We invest in building trust, credibility, and friendships by meeting people where
they are and supporting conservation that is relevant. We have truly assembled a dream team of the
Intermountain West conservation community! Our recent work is leading to an acute awareness of why
these people are involved and engaged, and we are parlaying that awareness into strategic actions that
sustain and expand engagement by the best and most influential people in the West.
Getting it Done: The IWJV is one of many self-directed public-private partnerships that function to bring
people together, share information, and build relationships. Our defining additional characteristic is that
we are action-oriented; everything we do is geared to facilitating tangible, on-the-ground habitat
conservation.
1
Relevancy to People
Our mission is bird habitat conservation, but it is becoming increasingly clear that our work is relevant to the
people of the Intermountain West for reasons far beyond that of sustaining healthy migratory bird populations. For
example, our sagebrush conservation work over the last seven years resulted in significant benefits to sage grouse,
mule deer, ranchers, energy companies, and the economies of rural communities in sagebrush country, in
addition to sagebrush obligate migratory birds. Likewise, our future vision for wetlands conservation is built on
the nexus between working wetlands, water, and societal values (e.g., agricultural profitability, groundwater
recharge, water quality, fish and wildlife-associated recreation, and the rugged character and wildness of the
West). This theme of relevancy is reflected throughout this operational plan as we strive to meet people where
they are rather than convince people that wildlife conservation is inherently important.
Emerging Initiatives
As a result of outstanding leadership, guidance, and support from the Management Board, two integrated
initiatives are being constructed: one to accelerate wetlands conservation in key landscapes of the Intermountain
West, the other to fully develop a strategic capacity building program. These are directly linked to the sagebrush
and wetlands conservation objectives stated in the 2013 IWJV Implementation Plan.
Water 4 Initiative
The Management Board’s Working Wetlands & Water in the West Ad Hoc Committee has developed and begun
fleshing out a concept for accelerating wetlands conservation in key landscapes of the Intermountain West. The
initiative is built around the idea of conserving working wetlands and “water for” agriculture, groundwater
recharge, fish and wildlife recreation, and other services that matter to people. It will involve science and
planning, habitat delivery, communications, and partnership development. We have streamlined the acronym
WWWW to Water 4 (i.e., “water for”) to reflect the specific intent of implementing wetlands conservation through
a lens of relevancy to people. Based on Management Board recommendations, we will develop the initiative as
follows:
Strategy: Support partners with wetlands conservation that matters to people, building upon the successful
model of our SONEC Working Wet Meadows Initiative.
Initiative Coordinator: Establish a full-time IWJV Water 4 Initiative Coordinator position through a pooled
funding arrangement (IWJV; FWS; NRCS in Oregon, Idaho, and possibly Colorado; non-governmental
organizations; and state fish and wildlife agencies). The position would develop and lead the initiative by
identifying new conservation program applications and funding sources, building partnerships with water
management agencies and agricultural irrigation organizations, and expanding field delivery capacity for
wetlands conservation that is relevant to people in key landscapes of the Intermountain West.
Conservation Partnership Assessment: Size up what is currently being done in a suite of potential priority
landscapes, focusing on people factors such as “partnership spark” and willingness of partners to “co-
invest” in working wetlands conservation. This groundwork will identify challenges, opportunities, and
capacity needs.
Priority Landscapes: Based on the assessment, identify a few landscapes in which to invest IWJV time,
energy, and resources, alongside those of partners.
Initiative Funding: Seek IWJV base funding to build capacity for the field delivery, science,
communications, and partnership development at the landscape level. The IWJV funding would then
leverage substantial partner contributions through the co-investment model.
Capacity Building Initiative
The IWJV has helped partners build capacity to deliver strategic conservation through the Capacity Grants
Program, Sage Grouse Initiative Strategic Watershed Action Team, SONEC Working Wet Meadows Initiative, and
provision of staff time and energy to support key partner priorities. Capacity building has become a hallmark of
the IWJV’s collaborative conservation work and is a key niche for us to occupy in the future. The Management
Board’s Capacity Building Committee has identified the need for the IWJV to strategically address the critical
capacity needs of partners into the future. Based on committee recommendations, we will develop the program as
follows:
2
Strategy: Emphasize a strategic approach to capacity building, as opposed to spreading IWJV funding
widely.
Innovative Models: Utilize innovation and successful models in the development of this new program;
e.g., directed funding similar to the Oregon Watershed Enhancement Board’s Focused Investment
Partnerships program.
Priorities: Focus new capacity building largely on wetlands conservation, due to the fact that we have
made significant progress in building capacity for sagebrush conservation through our partnership with
NRCS SGI. However, we fully expect to achieve substantial additional sagebrush capacity development
through our agreement with BLM.
Funding: Seek the IWJV base funds needed to operationalize this new program. The IWJV funding will
leverage substantial partner contributions to capacity development.
In FY 2018, we will convene the Water 4 and Capacity Building committees together to facilitate convergence of
these emerging efforts. The next steps for these initiatives are described in more detail in the Habitat Delivery
element.
SCIENCE & PLANNING
The IWJV science program is rooted in a philosophy of producing applied and actionable science for the
conservation of bird habitats. The science program’s objective is to leverage science investments into
conservation action. IWJV science staff work diligently to
advance the IWJV’s science capacity through
partnerships. Effective collaboration with our partners Two partnerships have been key to recent success:
enables operational efficiencies to advance wetland and
sagebrush science objectives far beyond what is possible University of Montana Avian Science Center
This partnership has provided important access to
through the IWJV’s limited resources alone.
technical expertise to advance assessments of
wetland dynamics in SONEC and habitat resource
The IWJV has made tremendous progress over the last assessments associated with the Sandhill Crane
three years toward wetland science objectives established Habitat Conservation Initiative. It has also
by the Technical Committee (see Identifying Science provided infrastructure and facilities for the IWJV
Priorities: 2013–2018). Much of the science program’s Spatial Ecologist and project technicians.
work in FY 2018 will be continuing to maintain that
course and trajectory. We will also continue conservation Sagebrush Science Partnership
science work involving critical mesic habitats in the The IWJV continues to support the Sage Grouse
sagebrush biome. In FY 2018, our science and planning Initiative by providing science capacity to the SGI-
led sagebrush science collaborative. The IWJV
efforts will focus on the following Strategies:
Spatial Ecologist position is largely devoted to this
Produce Landscape-Scale Wetlands Science partnership and collaborates with the NRCS SGI
Provide Sagebrush Science Support and Capacity Science Advisor on broad-scale sagebrush system
for SGI and BLM planning and evaluations. The IWJV also provides
Implement Human Dimensions Research funds secured through the BLM-IWJV agreement,
ConocoPhillips, and FWS Region 6 Refuges
Integrate Science with Conservation Programs and Program to support six key sagebrush science
Habitat Delivery projects. These collective investments are greatly
enhancing the conservation and management of
These will be carried out by the Science Coordinator, sagebrush rangelands.
Spatial Ecologist, SONEC Working Wetlands
Conservation Delivery Coordinator, Sagebrush
Collaborative Conservation Specialist, and Communications Program Coordinator, in close collaboration with the
State Conservation Partnerships and Technical Committee. The JV Coordinator, Operations & Administration
Manager, Project Coordinator, and Operations Specialist also support this element.
3
Strategy 1a. Produce Landscape-Scale Wetlands Science
Water and wetlands are limited and highly variable resources in the Intermountain West. The availability of these
resources can vary dramatically across seasons and between years. Until recently, broad-scale efforts to conserve
waterfowl, shorebird, and waterbird habitats have been unable to account for patterns of seasonal wetland
dynamics that link the timing of wetland availability (i.e., flooding) to the chronology of bird migration. Our
science focus in this strategy is conducting spatial modeling of wetland dynamics, quantifying landscape change,
and establishing waterfowl population objectives in key wetland landscapes.
Wetland Dynamics—Colorado and Idaho
Understanding when, where, and how often flooding occurs will yield more strategic migratory bird habitat
conservation. Filling these critical information gaps will allow us to develop decision support tools that optimize
return on conservation investments.
FY 2018 Objectives: We will complete baseline analysis of ecological drivers and patterns associated with
surface water dynamics in wetland systems throughout Colorado (December 2017) and Idaho (June 2018).
We will also continue working with state partners to translate results into co-produced science products
that support specific species and conservation needs.
Staffing: The IWJV Spatial Ecologist is the principal investigator.
Partner Funding and Project Support: Bureau of Land Management, Colorado Parks and Wildlife, Ducks
Unlimited, U.S. Fish and Wildlife Service National Wildlife Refuges, Natural Resources Conservation
Service (Idaho), Idaho Department of Fish and Game, University of Montana Avian Science Center.
Key Documents: Colorado wetlands project proposal (Unlocking the relationship between irrigated
working lands, historic conditions and ecological value in Colorado’s dynamic wetland landscapes) ,
Idaho wetlands project proposal (Following the water: unlocking patterns of long-term seasonal hydrology
in Idaho’s natural and agricultural wetland landscapes) .
Assessing Patterns of Rural Land-use Change and Wetland Condition: A Link to Trends in Greater
Sandhill Crane Demographics
This project measures and evaluates patterns of landscape change influencing the Rocky Mountain Population of
Greater Sandhill Cranes by measuring range-wide fragmentation rates across keystone summer and staging
habitats. Results will provide decision support to the Pacific and Central Flyway councils and partners, informing
species management through evaluation of habitat conditions that structure crane populations. Forthcoming
conservation tools will prioritize actions that strategically reduce landscape-level stressors and maximize the long-
term viability of the population and associated wetland species.
FY 2018 Objectives: We will inventory, map, and evaluate crane summer and staging habitats and
measure effects of rural land-use change on crane demographics from 1996 to the present. This project
will be completed in 2020.
Staffing: The IWJV Spatial Ecologist is the principal investigator.
Partner Funding and Project Support: Idaho Department of Fish and Game, FWS Webless Migratory Game
Bird Program, University of Montana Avian Science Center, Rocky Mountain Power/Pacific Power, Avian
Power Line Interaction Committee.
Key Document: Greater Sandhill Crane Habitat Initiative project proposal (Boom, bust: linking patterns of
rural land-use change and wetland condition to trends in greater sandhill crane demographics) .
Derivation of Spatiotemporal Avian Population Objectives for the IWJV
The North American Waterfowl Management Plan recently revised continental population goals for waterfowl,
which impacts the IWJV’s goals and conservation planning. Advances in broad-scale data of migratory bird
species distribution and phenology have facilitated a more coordinated approach to deriving population
objectives across joint ventures than was previously available. The new regional population objectives will
provide the IWJV with benchmarks for assessing habitat conservation targets in conjunction with emerging data
on wetland resource dynamics in the Intermountain West.
4
FY 2018 Objectives: Engage the Technical Committee and Pacific and Central Flyway councils to update
and derive waterfowl population objectives across the Intermountain West for the migratory portions of
the annual cycle. Explore approaches for deriving spatiotemporal population objectives for shorebird and
waterbird species.
Staffing: IWJV Science Coordinator.
Strategy 1b. Provide Science Support and Capacity for SGI and BLM
The SGI-led sagebrush science partnership has dramatically advanced the conservation of critical mesic (wet)
habitats in the sagebrush biome. The IWJV Spatial Ecologist has led the team-based effort to map and quantify
productivity of mesic habitats across sage grouse range. These areas provide critical late-summer brood habitat for
sage grouse and tie together the conservation of public and private lands. This partnership developed an
interactive web app for mesic resource conservation developed, hosted, and managed by SGI, as well as a mesic
habitat conservation planning guide produced by NRCS Working Lands for Wildlife and SGI. Technical
advancements and analytical efficiencies gained through this partnership have enhanced the IWJV’s capability to
evaluate and quantify wetland habitat dynamics in other parts of the Intermountain West in coming years.
Influencing Seasonal Drought Resiliency: Land Management Considerations in Sagebrush Ecosystems
This project will translate an ecohydrologic approach to seasonal drought resiliency patterns across the sagebrush
biome (i.e., mesic resilience and resistance science; Donnelly et al. in review) to regional, on-the-ground habitat
delivery. Results will increase decision support for mesic habitat conservation.
FY 2018 Objectives: Final publication and associated decision support tool are expected in mid-2018.
Staffing: The IWJV Spatial Ecologist is the principal investigator.
Partner Funding and Project Support: BLM, NRCS SGI, University of Montana Avian Science Center.
Sage Grouse, Cranes, and Cows: Cross-Seasonal Benefits of Water and Ranchlands in the West
Scientific analysis and narrative will identify benefits of flood-irrigated rangelands and associated wetland habitats
to support wildlife and offset effects of drought while providing key economic value to ranching operations.
Results will increase awareness of flood irrigation benefits and cross-seasonal linkage of two iconic umbrella
species representing wetlands and rangelands of the West.
FY 2018 Objectives: Data analysis will be conducted this year with project products anticipated in FY
2019.
Staffing: The IWJV Spatial Ecologist is the principal investigator.
Partner Funding and Project Support: Idaho Department of Fish and Game, NRCS (Idaho and SGI), FWS
Webless Migratory Game Bird Program, University of Montana Avian Science Center.
BLM-IWJV Agreement Science Projects
The SGI science team is also implementing ongoing science projects with funding support from the BLM through
the IWJV:
Joint Tracking of Conifer Removal Across the West (University of Montana)
Quantifying Benefits of Conifer Removal for Songbirds on Public Lands (University of Montana)
Quantifying Trends in Rangeland Health (University of Montana)
Conifer Removal Study in BLM’s Lakeview District, Oregon (Oregon State University)
Interactive Web Application
Partner Funding and Project Support: NRCS SGI, BLM, FWS National Wildlife Refuges, Colorado State
University, University of Montana, Oregon State University, Pheasants Forever.
5
Strategy 1c. Implement Human Dimensions Research
Conservation is fundamentally about human behavior. In order to be successful in bird and habitat conservation
efforts, the IWJV must improve our knowledge of our partners and how to effectively engage them. Understanding
their motivations and behaviors is necessary for successful conservation implementation and allows us to better
connect with them and improve our relevance through enhanced communications and outreach.
Joint ventures are deploying social science tools to better understand the human component of conservation –
values, beliefs, attitudes, and behaviors – and using that information to enhance conservation implementation. In
FY 2017, the IWJV secured funding and launched its first research project to connect human dimensions and
conservation social science to biological science to improve conservation outcomes.
The Human Dimensions of Conserving Working Wet Meadows in Sage Steppe Landscapes
This project’s purpose is to link wetland conservation science and decision support with the interests, values, and
motivations of key stakeholders (i.e., landowners) engaged in strategic, landscape-scale conservation in the
Intermountain West. The goal is to ground biological and communications efforts in the human dimensions of
focal landscapes.
In FY 2017, the IWJV refined this project to focus on working wet meadows in sage steppe habitat. In FY 2018,
workshops will be conducted for private landowners in two similar focal areas: the SONEC region in Lakeview,
Oregon, (November 2017) and the Little Snake-Yampa-Green River watershed in Colorado/Wyoming (exact
location to be determined) in April 2018. Local partner planning teams, led by the IWJV Communications
Program Coordinator and comprised of representatives from local stakeholder groups including Partners for
Conservation, are supporting the project and assisting with landowner relations. The researchers will analyze
results of the workshops and prepare a summary report of their findings. The IWJV communications staff will then
integrate the findings of the research project into the appropriate communications mini-strategies to help advance
conservation objectives.
FY 2018 Objectives: This project will be completed by November 2018.
Staffing: Dr. Ashley Dayer, Virginia Tech, is the principal investigator, with assistance from Dr. Alex
Metcalf, University of Montana.
Partner Funding and Project Support: FWS Region 6, NRCS (Oregon).
Strategy 1d. Integrate Science with Conservation Programs and Habitat Delivery
Our model of co-producing science with partners facilitates the integration of science and information into our
partners’ conservation programs and habitat delivery efforts. We are committed to investing staff time to support
these efforts and will continue to make this a priority in FY 2018.
SONEC Wetland Dynamics: Facilitate Technical Transfer
IWJV science staff completed a large-scale wetland dynamics project in FY 2017, including historical wetland
delineation, contemporary land-use delineation, and wetland dynamics models. In FY 2018, science staff will
work with partners to integrate this science with existing conservation programs and objectives as appropriate in
the region, particularly the SONEC Regional Conservation Partnership Program project.
FY 2018 Objectives: The associated decision support tool will be refined and completed, and a peer-
reviewed publication will be submitted. We will collaborate with NRCS staff (e.g., state program leads,
District Conservationists) to finalize and implement program screening and ranking criteria consistent with
program objectives and recently completed wetland dynamics assessments. We will also support partners’
use of the decision support tool to develop project proposals for other funding programs (e.g., North
American Wetlands Conservation Act, Oregon Watershed Enhancement Board).
Key Document: SONEC Wetland Dynamics project proposal (Water scarcity and working lands: linking
wetland dynamics to landscape carrying capacity for migratory bird conservation) .
6
Wetland Conservation: Facilitate and Support Regional Conservation Partnerships
Science staff and other IWJV staff will support efforts and initiatives of the State Conservation Partnerships.
Activities will include technical transfer of emerging and completed science (e.g., workshops, webinars, technical
guides, communications) with leaders and key members of SCPs, particularly in Wetland Focal Areas.
Sagebrush Conservation: Facilitate Technical Transfer
Support the translation of science products developed by the IWJV and SGI into sagebrush conservation
approaches that can be implemented in the pilot landscapes identified in the BLM-IWJV agreement.
HABITAT DELIVERY
Across the Intermountain West, we face escalating challenges in wildlife and community-based conservation,
including fragmentation and loss of habitat; changing environmental conditions and catastrophic natural events
(e.g., wildfire and flooding); land-use change; and increasing demands for water, food, and energy. At the core of
these challenges are social, economic, and political drivers that play a key role in how we efficiently and
effectively work to achieve bird, other wildlife, and community conservation for future generations.
Our habitat delivery efforts focus on bridging gaps and bringing people together across multiple scales to achieve
targeted, science-based, partnership-driven conservation. We are strategic and focused, and we use science to
guide our efforts—putting the right conservation practices in the right places in the right amount . We work hand-
in-hand with science partners to use the latest digital technology, conservation biology, and rangeland and
wetland science, developing effective spatiotemporal modeling tools and outcome-based evaluations to inform
where, what, and how much conservation is needed to support desired biological and social outcomes.
We are also partnership-driven and deeply value building relationships with trust and credibility. The habitat
delivery program brings people together to address conservation challenges, collaborate to build a shared vision,
and put habitat conservation actions on the ground. Over the past ten years, we have developed a track record for
catalyzing, leveraging, and achieving proactive bird and other wildlife habitat conservation on working lands in
partnership with private landowners, communities, states, federal agencies, non-governmental organizations,
corporations, and tribes. The most notable examples of these efforts include the SONEC Working Wet Meadows
Initiative (FY 2010-2017); NRCS SGI Strategic Watershed Action Team (FY 2011-2016); and IWJV Capacity
Grants Program Investments (FY 2008-2016).
In FY 2018, our habitat delivery efforts will focus on the following Strategies:
Forge Stronger Alliances with State Conservation Partnerships
Promote Strategic Habitat Conservation in Wetlands, Sagebrush, and Grasslands
Increase Funding, Shared Investments, and Innovations in Partnership
Habitat delivery efforts will be carried out by the Assistant Coordinator, SONEC Working Wetlands Conservation
Delivery Coordinator, and Sagebrush Collaborative Conservation Specialist in collaboration with the State
Conservation Partnerships and the broader partnership network. The JV Coordinator and all other staff are
integrated in habitat delivery efforts.
Strategy 2a. Forge Stronger Alliances with State Conservation Partnerships
The IWJV State Conservation Partnerships are state-level working groups that bring public and private partners
together to coordinate habitat delivery efforts that contribute to high-priority regional and continental bird habitat
and community conservation goals and objectives. These partnerships are not “one size fits all”, but instead
reflect the conservation challenges and opportunities within each of the IWJV’s 11 states. The SCPs design
conservation solutions and delivery mechanisms by utilizing a diverse array of science and decision support tools,
conservation plans, technical and financial assistance, local programs, communications, and other resources. In
FY 2017, the SCP Chairs/Co-Chairs and IWJV staff identified the following joint priorities for work in FY 2018 at
the SCP Chair annual meeting in Utah:
7
Update the SCP Strategy—the umbrella framework outlining the niche, goals, tasks, and membership of
SCPs.
Review and refine the purpose and focus of each SCP (with IWJV staff providing facilitation and strategic
planning).
Identify specific conservation priorities and targets using IWJV science support and partnerships, and link
actions to relevant conservation plans (e.g., State Wildlife Action Plans).
Build capacity in key landscapes and communities and meet people where they are using partner
positions, local working or watershed groups (e.g., Coordinated Resource Management Groups), and other
innovative techniques.
Create ownership and buy-in related to being a part of the IWJV through strategic communications.
Support and further social science to support SCP priorities.
In states with multiple joint ventures, align and coordinate priorities, break down boundaries, and
leverage expertise and resources to support state priorities; also, build relationships with congressional
and agency leadership using a unified message.
Communicate internally and externally on a more frequent basis, and support the development of an SCP
Communications Mini-Strategy.
Develop a funding work group to share/consult on how to access new funding sources, align current
major sources of funding with SCP priorities and focused initiatives, overcome obstacles/barriers, and
build relationships with funders.
Continue to meet and coordinate through conference calls, and convene the SCP Chair annual meeting in
Eastern Washington (date to be determined).
Strategy 2b. Promote Strategic Habitat Conservation in Wetlands, Sagebrush, and
Grasslands
The conservation strategy in the 2013 IWJV Implementation Plan states that we will foster partnership-based,
landscape-scale habitat conservation in the Intermountain West to support populations of birds at desired levels in
wetland, sagebrush, and grassland habitats. We use the principles of strategic habitat conservation and work
across multiple scales to benefit birds, other wildlife, and communities.
Wetlands
The IWJV will continue to prioritize working wetlands and water conservation in the West in FY 2018 by carrying
out or supporting three major initiatives: 1) the SONEC Working Wet Meadows Initiative, 2) the Water 4 Initiative,
and 3) partnership support of the Western Native Trout Initiative.
SONEC Working Wet Meadows Initiative: Over the past three years, the IWJV has raised nearly $8
million in financial and technical assistance funding from multiple partners for wetland
conservation efforts in SONEC. In FY 2018, the SONEC Working Wetlands Conservation Delivery
Coordinator will expand relationships with landowners and strengthen relationships with land trust
partners, potential easement match funders, and NRCS Easement Programs staff in Oregon and
California to deliver the Agricultural Conservation Easement Program–Agricultural Land
Easements. The SONEC Coordinator and communications staff will utilize strategic
communications to promote working wet meadow habitat conservation, giving special attention to
in-person meetings and outreach to private landowners and conservation partners. The SONEC
Coordinator will also work with NRCS, FWS, state agencies and non-governmental organizations
to continue securing funding to support our two existing partner positions in Lake and Harney
Counties, and identify opportunities for new field-based partner biologist positions in the region.
8Water 4 Initiative: Based on our experience with the SONEC “flagship” wetland landscape, we
will continue to build this initiative (previously called the IWJV Working Wetlands & Water in the
West Initiative). In FY 2018, IWJV staff will seek a pooled funding arrangement with key JV
partners (IWJV, FWS, NRCS, state fish and wildlife agencies, and non-governmental organizations)
to establish a full-time IWJV Water 4 Initiative Coordinator position. We will then begin work with
SCPs, agency and community leadership, and partners to conduct a conservation partnership
assessment. Its purpose is to diagnose and identify wetland and water challenges; the suite of
actions, partnerships, and resources that are available and/or needed; and the coalition of partners
in these landscapes that have spark and are willing to co-invest in working wetlands conservation.
Based on this assessment, we will identify a few (two to four) priority working landscapes in which
the IWJV will strategically focus time, energy, and resources over the next few years. Given that
this assessment and ultimate decision-making by the Management Board on landscapes to
prioritize will generate interest and enthusiasm from partners, we will simultaneously seek funding
to support full implementation of this initiative.
Western Native Trout Initiative: As part of our new formal relationship with the Western
Association of Fish and Wildlife Agencies, we will continue to forge a partnership with WNTI to
work in shared landscapes on habitat delivery and communications. Our discussions with the
WNTI Coordinator over the last year led to the identification of a collaborative opportunity in
southern Oregon. In FY 2018, we will work with the Fish Division of the Oregon Department of
Fish and Wildlife to link our SONEC wetlands work with habitat conservation for Redband Trout –
a WNTI Strategic Plan priority for 2017-2019 – since private landowners are important to both
efforts. The short-term objective is to facilitate collaboration between our SONEC Coordinator,
partner biologists, and Oregon’s fish biologists to identify “win-win” opportunities for working wet
meadows and fish habitat conservation. In the long run, we will explore joint IWJV-WNTI
fundraising (e.g., National Fish and Wildlife Foundation and NRCS Regional Conservation
Partnership Program proposals). This Oregon example is indicative of the opportunity for
enhanced alignment of JVs and fish habitat partnerships nationally, as well as for expanded IWJV-
WNTI collaboration in other landscapes of the Intermountain West.
Sagebrush
In FY 2017, we shifted our major sagebrush capacity building efforts from the NRCS SGI Strategic Watershed
Action Team to supporting BLM, and we developed an intra-agency agreement between the IWJV and BLM for up
to $5 million over five years (FY 2016-2020). In the first year, we secured a total of $3 million, which is being
matched by federal and non-federal funds. The goal of this agreement is to catalyze proactive, voluntary, and
community-led sagebrush rangeland conservation—expanding success across private and public lands. We
are using five core capacity building elements to deliver effective and efficient results to support BLM and our
partners: science-based evaluations, technical transfer, field capacity, communications, and partnership
development. These are covered in different elements of this operational plan.
Based on our first-year successes and initial investment in the Sagebrush Ecosystem Alliance in northwest Utah, in
FY 2018 we will:
Invest funding in three or four additional “partnership efforts” to support proactive, voluntary sagebrush
habitat conservation.
Continue to build relationships with BLM, state and federal agency partners, communities, public lands
ranchers, and non-governmental organizations to create spark and energize cross-boundary collaborative
conservation.
Host, support, and/or participate in workshops, technical trainings, and other opportunities to demonstrate
restoration and management across public and private lands.
9This work is being achieved in partnership with NRCS SGI and continued collaboration based on the
Memorandum of Understanding between NRCS, BLM, and the U.S. Forest Service. Conservation actions are
guided by science and decision support tools that focus on conifer removal, fire and invasives, and wet meadow
and riparian restoration. Funding from this agreement will be used to support and work closely with BLM, NRCS
SGI, FWS Sagebrush Leadership Team, the U.S. Forest Service, WAFWA, state fish and wildlife agencies, and
partners to facilitate the most important actions in the right places range-wide to benefit sage grouse, sagebrush
obligate species, and communities.
Grasslands
In September 2016, the Management Board and staff reviewed and discussed our approach to grassland habitat
conservation. Only four percent of North America’s grassland systems occur in the IWJV, with the vast majority of
those grasslands concentrated in New Mexico (42%) and Wyoming (10%). Based on these assessments and a
desire to direct funding to the most important habitats where we will have an impact (e.g., wetlands and
sagebrush), we will support and coordinate with neighboring joint ventures and SCP partners to implement
grassland conservation for priority birds.
Strategy 2c. Increase Funding, Shared Investments, and Innovations in Partnership
A critical role of the IWJV is to increase and leverage funding for direct habitat conservation and grow the
capacity to deliver conservation by addressing bottlenecks that impede the conservation of healthy wetlands,
sagebrush, and grasslands. Federal funding is limited, and the complexities of these funding programs and
administrative processes can be challenging for partners to access.
The IWJV has developed the institutional “know-how” and network capacity to help partners secure public and
private funds. We do this by: 1) making connections and building relationships between partners who have a
stake in targeting and delivering conservation practices for a specific initiative; 2) developing or transferring the
science through a co-produced process; 3) developing a compelling conservation story about the work (e.g., why,
what, and how); 4) leveraging and/or supporting direct access to funding; and 5) tracking and assessing progress
and outcomes.
In FY 2018, we will execute the following activities to increase funding and create shared investments through
partnership:
Strengthen relationships with federal conservation partnership programs to coordinate and collaborate on
strategic priorities for voluntary, incentive-based conservation. Primary programs include: Farm Bill
(Regional Conservation Partnership Program, others); North American Wetlands Conservation Act; FWS
Partners for Fish and Wildlife Program; FWS National Fish Habitat Partnership.
Raise non-federal funds through building relationships with corporate and foundation partners to leverage
resources and create sustainability of investments over time (see Communications, Strategy 3f).
Lay the foundation and seek funding for a Capacity Building Program. This program, an evolution of the
IWJV Capacity Grants Program, would seek to address challenges and barriers in technical assistance
through providing cost-share for partner positions, landowner outreach, conservation planning,
facilitation, and coalition-building to further focused investments in place-based initiatives.
Explore public-private funding innovations by developing relationships with state offices of key agencies
(e.g., BLM, NRCS, state fish and wildlife agencies), engaging in highly successful public-private
partnerships (e.g., Utah’s Watershed Restoration Initiative), and examining new models (e.g., pay-for-
performance model).
10COMMUNICATIONS
Current social and political realities require improved and innovative methods of communication for bird habitat
conservation that benefits humans and wildlife. Over the past year, “meeting people where they are” has become
the theme of Management Board and staff discussions to maintain relevancy and bridge gaps using the Joint
Venture model. Technological advances and competition for people’s time and attention require the IWJV to
employ innovative communications tactics to maintain current partners’ engagement in conservation activities,
while also attracting and nurturing new and diverse partners facing complex conservation challenges. The IWJV
strives to bring value to its partnerships and continually seeks to expand its partnership base to sustain the services
that lead to conservation success and provide high returns on investment.
It is a new era for IWJV communications. We have built staff capacity, secured partner funding commitments, and
produced effective communications tools; now, we enter FY 2018 with a refined and updated Strategic
Communications Plan for 2017-2020. The plan outlines the activities that the IWJV will undertake to
communicate with targeted messaging throughout an expansive and diverse partnership base. In FY 2018, we will
apply our unique resources to implementing the following Strategies, filling information gaps and meeting the
communications needs of our partners:
Enhance Connections and Engagement Through IWJV’s Digital Presence
Accelerate Working Wet Meadows Communications
Increase Sagebrush Conservation Communications
Support State Conservation Partnerships
Elevate the Joint Venture Partnership Model at the State and Federal Levels
Expand Energy Industry Partnerships
Further the Reach of IWJV Communications by Collaborating with Partners
These will be carried out by the Communications Program Coordinator and Sagebrush Communications Specialist
with support from the Assistant Coordinator, Operations Specialist, Operations & Administration Manager,
SONEC Working Wetlands Conservation Delivery Coordinator, Sagebrush Collaborative Conservation Specialist,
and skilled contractors (e.g., web developers, graphic designers, writers), with guidance from the IWJV
Communications and Government Relations committees.
Strategy 3a. Enhance Connections and Engagement Through IWJV’s Digital Presence
The IWJV’s area of operations extends across 486 million acres and all or parts of 11 western states, so we depend
on a digital presence to stay connected with and inform our diverse partnership. The website is the face of the
IWJV and hub of our digital communications efforts. We also maintain social media accounts and generate an e-
newsletter. To maintain relevance with our current partners, attract new partners, and effectively convey the
vibrancy of our partnerships to the public, the IWJV’s digital tools must be innovative, mobile-friendly, and easy
to navigate—and must have an attractive and contemporary design.
In FY 2018, communications staff will enhance IWJV’s connections and engagement with its partners through its
digital presence by implementing the mini-strategies of the IWJV Strategic Communications Plan 2017-2020 to
include:
Redesign of the IWJV website to be simple, mobile-friendly, easy to navigate, and to portray a
contemporary and responsive design, with input and assistance from an interdisciplinary staff work group,
partners, and a contracted web designer.
Improving the functionality and usefulness of the IWJV Partner Database.
Increasing audience engagement on IWJV social media platforms using diverse and engaging multi-media
content.
Soliciting and creating stories of proven models, conservation successes, and science applications that can
be published via the website, e-newsletters, e-blasts, social media posts, and partner communications.
Enhancing the IWJV’s digital media library with photo, video, and audio content from priority landscapes,
projects, and/or partnerships.
11 Developing an editorial calendar to plan seasonal, timely, and consistent communications that are
coordinated with national campaigns and partner priorities.
Strategy 3b. Accelerate Working Wet Meadows Communications
Historically, communications efforts in the SONEC region have focused primarily on increasing landowner and
conservation partner awareness of the ecological significance of this area for continental waterfowl populations.
In FY 2018, the IWJV will shift its focus to communicating about conservation programs available to private
landowners, tools that local land trusts can use, the recreational values associated with conserving flood-irrigated
wet meadows (i.e., hunting and fishing), and the value of flood irrigation practices for sustaining agricultural
profitability, water use efficiency, and local economies. Research findings from The Human Dimensions of
Conserving Working Wet Meadows in Sage Steppe Landscapes project will be incorporated into communications
strategies as they become available. SONEC communications will be accomplished mostly through face-to-face
meetings and supported by fact sheets, engaging articles, and digital media resources that are updated or
developed during FY 2018. The SONEC model is replicable and may be implemented in other areas where it
gains traction.
Strategy 3c. Increase Sagebrush Conservation Communications
As a result of the shared visioning and partnership efforts of BLM and the IWJV, the IWJV will increase
communications and outreach regarding BLM accomplishments, priorities, and partner success stories related to
sagebrush habitat conservation. In FY 2018, with the assistance of BLM funding, communications staff will
accomplish the following tasks:
Populate, update, and maintain the Sagebrush Rangeland Partnership Web Portal and promote it to
current and potential new partners.
Solicit and create stories of proven models, conservation successes, and science applications that can be
published in the web portal, bi-annual reports, social media posts, and partner communications.
Enhance the IWJV’s digital media library with photo, video, and audio content from sagebrush
landscapes, projects, and/or partnerships.
Facilitate and provide leadership to the sagebrush conservation communications collective known as
SageWest.
Provide technical support for the Society for Range Management’s symposium livestreaming.
Strategy 3d. Support State Conservation Partnerships
Chairs and Co-Chairs of these state-based collaboratives convened at their annual meeting in late FY 2017 and
identified critical actions that are essential to the effectiveness and success of their partnerships. The IWJV staff
will use this input to develop communications action items for FY 2018 to buoy important conservation
partnerships within the states. Goals include filling specific communications gaps identified by partners,
increasing communications capacity, strategically communicating critical partnership needs to address identified
bottlenecks, and overall strengthening a community of partnership. (See Habitat Delivery, Strategy 2a for more
information on SCPs.)
Strategy 3e. Elevate the JV Partnership Model at the State and Federal Levels
With the recent presidential transition, six new congressional members within the Intermountain West, changes to
congressional committee membership, and new Administration appointees leading key federal agencies, the
coming year will be especially important for the IWJV to communicate effectively with multiple levels of
government. To advance the Joint Venture partnership model, communications staff will develop innovative and
compelling messages about the value of joint ventures and voluntary, proactive, highly organized conservation
efforts—and demonstrate how federal investments are leveraged at a high ratio by state and private funds in the
Intermountain West. Additionally, messages regarding the significance of Farm Bill conservation programs –
America’s hardest working legislation for birds, farmers, and rural communities – will be conveyed throughout FY
2018 as reauthorization is considered by Congress. In FY 2018, staff will use the following communications tools
and tactics:
12 Continue the highly effective face-to-face meetings conducted by non-federal members of the
Management Board, staff, and partners during the annual Association of Joint Venture Management
Boards’ fly-in and at other key opportunities.
Augment these visits by fact sheets and/or digital tools (i.e., story maps, web pages, etc.) prepared by
communications staff.
Invite key members of Congress, Administration appointees, and agency leadership on field tours to be
conducted by the IWJV in priority areas.
Strategy 3f. Expand Energy Industry Partnerships
Partnerships between the IWJV and private industry have been a key ingredient for addressing the needs of
declining wildlife species in the Intermountain West. The inclusion of private industry partners supports a
powerful and diverse partnership and builds strategic alliances with key partners, including state fish and wildlife
agencies and private landowners. Building on the successes of these partnerships, the IWJV will actively pursue
expanding its energy industry partnerships through communication and outreach activities in FY 2018:
Participate in face-to-face meetings, conference calls, and webinars with energy industry representatives
and regional or state industry associations.
Invite energy industry representatives on field tours conducted by the IWJV in priority areas.
Strategy 3g. Further the Reach of IWJV Communications by Collaborating with Partners
The IWJV will continue to seek out opportunities to develop and share our communications products with key
partners to access larger and targeted audiences, as well as fill communications gaps identified by our strategic
partners. This will be accomplished by the following actions:
Developing shared messaging and/or co-producing communications tools.
Actively seeking to understand partners’ communications priorities, processes, and procedures.
Collaboration on media coverage of field tours, awards, etc.
Repurposing website news items for internal or external distribution lists (e.g., newsletters).
Sharing social media posts.
OPERATIONS & ADMINISTRATION
The amount of funding for conservation is not enough to address the need, and it likely never will be. Those
working in conservation have long recognized the value of partnerships and the need to pool resources in order
to advance conservation efforts. As funding will continue to be a limiting factor, conservation organizations must
build strong partnerships and operate efficiently so that they can be ready to deal with competing demands and
emerging issues.
The IWJV is a model for habitat conservation through partnerships and the pooling of resources. The innovative
and strategic focus employed by the operations and administration program is a key to our success. In FY 2018,
we will implement the following Strategies to increase our efficiency and create greater conservation outcomes:
Take an Entrepreneurial Approach to Funding Conservation
Effectively Administer Agreements
Provide Forums for Building Relationships
Efficiently Manage Operations
Track Accomplishments
This work will be carried out by the Operations and Administration Manager, Project Coordinator, Operations
Specialist, and JV Coordinator.
13Strategy 4a. Take an Entrepreneurial Approach to Funding Conservation
The IWJV has developed a diverse funding portfolio over the past decade, which today includes FWS, BLM,
NRCS (Oregon and National Headquarters), ConocoPhillips, and Rocky Mountain Power/Pacific Power.
Continuous pursuit of new funding partners has contributed to the diverse portfolio and the overall success of the
IWJV, so continuing these efforts is critical to future endeavors.
Activities under this strategy include building partnerships with:
NRCS State Offices: We will explore expanded partnerships and potential new funding
arrangements with NRCS at the state level, based on our successful partnership with NRCS
(Oregon) in implementing their Strategic Approach to Conservation in SONEC.
Energy Industry: We will continue reaching out to other energy companies to establish
new relationships.
BLM State Offices: We will develop relationships with BLM state offices and better
understand their partnership needs as part of our work under the BLM-IWJV
agreement.
Strategy 4b. Effectively Administer Agreements
Agreements play a critical role, not only in implementation of IWJV programs but also in the pooling of
resources—and ultimately the success of partnership efforts. Our history of effective administration of agreements
and accountability are certainly appealing to partners, as is our ability to leverage other funds and efficiently
distribute funds through existing partnerships and agreements. In FY 2018, our focus will be that of continuing to
deliver on current agreements while staying prepared to enact new agreements, if interest is expressed by NRCS
State Conservationists, energy company executives, or BLM state leadership for collaboration on mission-driven
wetlands or sagebrush conservation work.
Strategy 4c. Provide Forums for Building Relationships
The IWJV hosts several meetings and events throughout the year, including two in-person meetings of the
Management Board, an annual SCP Chair meeting, and numerous other partnership and coordination meetings.
While the intent of these meetings is to conduct necessary business, they also serve as important forums for
building relationships and connecting with partners. The IWJV recognizes the importance of these forums and will
provide more opportunities like these in the coming year:
Partnership field tours similar to the Partnering to Conserve Sagebrush Rangelands field tour conducted in
April 2017 in West Box Elder County, Utah.
A second JV Hill Visit and/or field tours in the West for congressional members or staff, coordinated with
partners, during recesses.
Expanded collaboration with our SCP Chairs.
Strategy 4d. Efficiently Manage Operations
Managing IWJV operations involves maintaining a headquarters office in Missoula, Montana; administering the
budget; ensuring compliance with federal requirements; and staffing six Management Board committees.
In FY 2018, we will look at a few areas where outside help could greatly improve efficiency of day-to-day
operations, including meeting packet compilation, data entry (for IWJV contacts and accomplishment tracking
databases), and meeting notes and summarization. These items occur frequently and are time-consuming. We will
explore a possible internship with the University of Montana to assist in these areas.
14In addition to conducting the day-to-day operations of the IWJV, we will increase our efficiency and focus by
clarifying and emphasizing our team values, looking at our accomplishments and impacts through new lenses,
and building stronger relationships between Management Board members and staff.
Strategy 4e. Track Accomplishments
In FY 2018, staff will develop new metrics for measuring accomplishments and impacts. Based on discussions at
the 2017 staff retreat, it is likely that accomplishments will be viewed more in terms of partnership connections,
lasting conservation partnerships, and landscape durability rather than acres treated. This is all part of an effort to
tell a more compelling story of who we are and what we do. The IWJV Operations & Administration staff will
support this effort by ensuring follow-up on the staff retreat throughout the year.
The need to track acres will persist, primarily for the annual Joint Venture Accomplishment Report exercise
required by FWS. As such, we will continue to maintain our long-running data sets on the SGI Strategic
Watershed Action Team, capacity grants, and North American Wetlands Conservation Act project
accomplishments. In addition, staff will track accomplishments quarterly or bi-annually against metrics contained
in funding agreements for the SONEC Working Wet Meadows Initiative, BLM-IWJV Sagebrush Rangeland
Partnership, and the field capacity component of SGI SWAT.
15You can also read
