R5 Partnership Overview
In the fall of 2001, the Pacific Southwest Region (R5) engaged FS Grant Strategists (FSGS) Enterprise Unit to develop an overview of partnerships in the Region. With this report, we conclude our overview with a summary of our findings. This report is not meant to be a comprehensive collection and analysis of everything about partnerships in the Region, but rather an overview that establishes a baseline from which R5 can move forward.
The term "partnership" means something different to everyone, ranging from developing formal agreements, to tapping additional funding streams, to sharing resources with other agencies. Yet we did not think in just these terms when we looked at the Region, as our concept is broader and more loosely defined. We consider partnerships as including the above, but it also encompasses our fundamental relationships with forest stakeholders. In this way, partnerships are intertwined with most everything the Forest Service does.
By encouraging others to participate in caring for the National Forests, we plant the seeds of stewardship. By leveraging our resources, we are able to meet capacity while instilling our partners with a sense of ownership and appreciation for our natural resources. The result is a legacy of cooperation between Agency and community.
For this report, we interviewed and collected information from:
Partnership information from R5 National Forests was categorized into several major topic areas depending on the type of partnership.
"Alternative Funding Sources" was a separate area that we examined which included some of the more traditional funding streams other than appropriated dollars. These alternative funding sources also provided a look at our own Agency capacity to incorporate and implement additional projects when funding becomes available.
Through interviews with Partnership Coordinators in other regions, we found that several different successful models exist. Although each program does not contain all of the following components, these three are key factors to the success of the programs. They are:
The major difference in the programs is with the use of the granting program.
Through the compilation of information, several opportunities for developing capacity became apparent. These various external/internal programs and organizations provide avenues to develop relationships with potential community partners, furthering the prospect of integrating Forest Service and community projects. The report provides discussions on these opportunities:
Finally, by examining the information and opportunities, we derived some recommended strategies for the Region.
1. Develop a plan to create both short-term successes and long-term institutional change.
2. Provide training to field staff to increase skills and understanding.
3. Network, coordinate, and communicate information.
4. Utilize resources, models and tools.
5. Improve internal relationships between branches and functional areas of the FS.
6. Conduct monitoring to measure our success and evaluate and refine our methods.
7. Reward successes at all levels of the organization.
The success of partnerships in the Region will ultimately depend upon relationships developed at the field level and the culture defined by leadership. If the Agency is to go beyond our current level of effectiveness, we must shift the culture of the organization to one that embraces and supports partnerships with communities and non-profit organizations.