PACIFIC NORTHWEST COOPERATIVE ECOSYSTEM STUDIES UNIT (PNW
CESU) STRATEGIC PLANNING RETREAT
Center for Urban Horticulture,
University of Washington, Seattle
April 30, 2001
Marilyn Snider, Facilitator—Snider
and Associates (510) 531-2904 or (916) 483-9802
Michelle Snider, Recorder—Snider
Education and Communication (510) 967-9169
MISSION STATEMENT
The Pacific Northwest Cooperative Ecosystem Studies Unit (CESU) is a partnership
for research, technical assistance and education to enhance understanding
and management of natural and cultural resources.
THREE-YEAR
GOALS
(2001-2004 * Not in priority order)
Establish effective ongoing communication among all partners
Demonstrate success in research, technical assistance and education
Increase minority involvement
Match partners’ needs and expertise
Establish an effective and efficient organization
ONE-YEAR OBJECTIVES
(May 1, 2001-April 30, 2002)
THREE-YEAR GOAL:Establish effective ongoing communication among all
partners
ONE-YEAR OBJECTIVES:
- By September 1, 2001, the UW CESU Webmaster (Gordon Bradley-lead) will
establish a PNW CESU listserv and inform all partners of how they can place
themselves on the list.
- By January 31, 2002, an ad hoc Data Committee (Rich Holdren-OSU-Lead,
Danny Lassuy, Bob Szaro, Bob Alverts, Dave Peterson, Regina Rochefort, Steve
Paulson, Steve Colt-UOA, Jim Agee-UW, John Barker-UBC, Keith Blatner-WSU,
Janet Schempf-ADFG) will develop a draft data exchange policy that
allows data accessibility to the extent possible (e.g., limitation=copyright)
and a strategy for developing and maintaining a bibliography of results.
THREE-YEAR GOAL: Demonstrate success in research, technical assistance
and education
ONE-YEAR OBJECTIVES:
- By September 1, 2001, Gordon Bradley-lead, Rich Holdren, Kathy Jope and
Regina Rochefort will develop draft guiding principles that will allow the
CESU to define success in research, technical assistance and education and
distribute them to the partners for their review.
THREE-YEAR GOAL: Increase minority involvement
ONE-YEAR OBJECTIVES:
ONE-YEAR OBJECTIVES:
- By September 1, 2001 and ongoing thereafter, Gordon Bradley will update
the existing website to make available expertise by all partner institutions.
- By September 30, 2001, Gordon Bradley, working with a Broker from each
partner organization, will post on the web the Broker’s name as a key contact.
THREE-YEAR GOAL: Establish an effective and efficient organization
ONE-YEAR OBJECTIVES:
- By July 1, 2001, each partner (Gordon Bradley-lead) will identify a Broker
with their organization who will be responsible for identifying needs and
resources.
- By September 1, 2001, Steve Shapiro will compile a common set of detailed
processes for the financial/administrative procedures.
- By April 30, 2002, Eric Shulenberger, working with all the Brokers, will
determine a long-term strategy for projects to be undertaken by the CESU.
NEXT STEPS/FOLLOW-UP PROCESS
| WHEN |
WHO |
WHAT |
| May 2 |
Gordon |
Distribute retreat record to partners not in attendance |
| By May 4 |
All |
Read the retreat record |
| Monthly |
Gordon, Darryll, Jim Dobrowolski, Regina R., Bob Alverts |
Review progress on the goals and objectives and revise (add,
amend, and/or delete) objectives as needed |
| Monthly |
Darryll, Gordon |
Provide a written update of the strategic plan |
| April 2002 |
All partners |
Planning retreat to review progress on the strategic plan
and set objectives for the next six months |
WHAT ARE THE ADVANTAGES OF A PACIFIC
NORTHWEST CESU?
Brainstormed List:
- multiple perspectives
- greater, improved research results for the dollars spent
- active tribal engagement
- reduced overhead
- opportunities to increase workforce diversity through participation of
minority institutions
- new opportunities to link research with university and agency education
- simplified contracting
- conducting policy-relevant research
- broader understanding of agency mission
- possibility of avoiding redundant funding for similar projects
- broader information sources for the general public and students
- opportunity for providing technical assistance for remote areas
- client relevant research, technical assistance and education
- ecosystem-based instead of political boundaries
- diverse institutions
- opportunities for integrated research
- more ready access to many institutions
- new research areas and new funding possibilities
- new opportunities for collaboration
- better outreach coordination
- new opportunities to bring current science to agency workforce
- attracting graduate students who may become agency employees
- getting science into policy
- new education opportunities for agency employees
- new body for Congress to earmark money to
WHAT ARE
THE POTENTIAL CHALLENGES/ PROBLEMS OF DEVELOPING A PACIFIC NORTHWEST CESU?
Brainstormed List:
- loss of overhead
- difficulty of communication among partners because of geography, discipline,
agency/university cultures
- difficulty creating workable administrative procedures
- no specific resources to start networking
- it’s another administrative layer
- problems with international cooperation
- problems linking the source of funds (agency) with source of doing the
job (fairly)—linking dollars with expertise and vice versa
- problem of long-term research using graduate students
- difficult to get universities to cooperate
- used to talking with certain people and doing things their own ways
- mechanisms for sharing data are not in place
- don’t have linkages between science and application
- problems getting relevant research from universities
- lack of will to participate
- scale limitations
- concern about equitable involvement of all partners
- unsure how to keep partner institutions engaged
- time commitments
- difficulty sharing research dollars
- identity confusion—just one more entity out there
- faculty schedules that constrain responsiveness
- exclusion of potential partners
- agencies with different client groups may not be served
- ineffective mechanisms to develop consensus
- potential location for earmarks
- difficulty getting field units engaged and interested
- time constraints on coordination
- natural resource research may exclude humanities
- no NGO involved
- lack of continuity of funding
- fear from other universities of losing money for research
- internal turf wars
- we have to work together when we don’t know each other
- lack of criteria for evaluation
- challenge of interdisciplinary cooperation (biological vs. socio-cultural
perspectives)
- concern over value added
- unsure how to prioritize research among partners
- problem of timeliness with deliverables
- everybody’s got a full plate already
- no explicit mechanism for student participation
- waning commitment among partners
- potential for bureaucratic blockades
- politics, politics, politics
- different tribal and minority cultures not validated through studies
- overcoming diverse contracting
- getting scientifically credible research
- boundaries—geographical, research, etc.
- difficulty meeting expectations
- budget fragmentation
WHAT
ARE THE EXTERNAL FACTORS THAT WILL/MIGHT HAVE A POSITIVE IMPACT (OPPORTUNITIES)
ON PNW CESU IN THE NEXT THREE YEARS?
Brainstormed List:
- increased environmental awareness
- strong interest in ecosystem management
- perception of cooperation
- environmental disasters
- public pressure to incorporate science and management
- political rationality
- interest in integrating natural and cultural resource concerns
- the importance of ecotoursim
- increasing recognition of global climate change impacts
- energy crisis
- reauthorization of the Endangered Species Act and the push for a more
scientific basis
- increased funding for interdisciplinary science
- better networking tools
- Internet technology
- legislatively mandated research projects
- habitat management by judges
- development of mutual trust
- increasing capabilities of tribal and native groups
- increasing political pressure to show return on investment through collaboration
- reduction in the amount of micromanagement by legal decree
- push to settle water rights
WHAT ARE
THE EXTERNAL FACTORS THAT WILL/MIGHT HAVE A NEGATIVE IMPACT (THREATS) ON PNW
CESU IN THE NEXT THREE YEARS?
Brainstormed List:
- increased population
- potential dismantling of BRD
- economic downturn
- shifting public focus
- reorganization
- habitat management by judges
- unforeseen environmental events (e.g., volcanic eruptions, earthquakes)
- declining federal budge
- shifting federal focus
- push to privatize federal responsibilities
- increasing monetary needs at universities
- potential decline in students interested in natural resources
- politicized decision making
- vandalism
BRAINSTORMED
GOALS
- Establish effective ongoing communication among all partners
- Develop a 3-year plan for research
- Obtain credibility
- Establish a staff exchange program among agencies and universities
- Build trust among partners
- Develop proposal evaluation criteria for projects funded via CESU
- Develop PR with other agencies and other federal agencies
- Have active programs in research, education and technical assistance
- Develop technical assistance network
- Increase multi-institutional projects
- Achieve public recognition of CESU
- Flesh out the CESU website and links with agencies
- Achieve early successes
- Reduce barriers to collaborative research
- Establish agency input into university education
- Develop systems for cross-agency communication
- Get more Congressional appropriation
- Develop an open mechanism for matching needs with resources
- Develop a handbook of administrative procedures
- Develop clear mechanisms for moving funding
- Establish procedures to increase minority involvement
- Develop a long-term funding program
- Extend information and transfer science to managers
- Establish student internship program
- Involve every partner
- Involve effectively social science into ecosystem research
- Provide a product each agency can use
- Develop continuing education for agency employees such as graduate degrees
- Define research and educational needs
- Develop a template for a common archival system
- Set an open mechanism for identifying agency needs
- Begin new projects or modify existing projects
- Develop short courses for agency and university students
- Emphasize/integrate cultural part of the equation